Impact of Staff Training on Library Development
Chapter One
OBJECTIVE OF THE STUDY
The following will serve as the aims and objectives in venturing into this study
- To examine the impact of staff training on library development in Nigeria.
- To know is a relationship exists between staff training and library development in Nigeria.
- To examine the state of library in Nigeria.
- To know if library staff are adequately trained
CHAPTER TWO
REVIEW OF RELATED LITERATURE
INTRODUCTION
This chapter reviews the literature on impact of staff training on library development. It discusses issues relating to the topic of discuss as viewed from different perspectives, with a view of giving a theoretical and empirical foundation to the study.
CONCEPTUAL CLARIFICATIONS
THE CONCEPT OF TRAINING
The concept of training has been defined; and explained in different ways by so many authorities in the field. Irrespective of the diversities in the definition given by authors, the meaning of the concept “training” still boil down to mean one thing which is “to develop individual”. According to Cambridge International Dictionary of English, training is an occasion of practicing skills and doing exercise. It went further to explain that “if you say that something is a good training, it therefore means that it is a useful experience and will be helpful when doing other similar things in the future. Implicitly, the word training is future oriented. Oxford Dictionary of English defined training as the process of learning the skill that one needed to do a job e.g. staff training. According to Abonyi (2007), training is perhaps one of the best known techniques of manpower development. It means orienting a worker towards the needs of an organization, for the purpose of maximum output and attainment of the organizational goal and objective. The main objectives of staff training and retraining, is to assist workers to acquire more skill in order to perform at the maximum level in current jobs and to develop and expose them to future jobs (Abonyi, 2007:130). In addition to the above literature on staff training Nwachukwu (1988:121) states that “training is an organizational effort at helping employee to acquire basic skill required for the execution of the functions for which they were hired or employed for. In line with the above, Hill (2002) stated that training is teaching organizational members how to perform their current jobs and helping them acquire knowledge and skill they need to be effective in their performances. Ikeanyibe (2009) argues that training is the process of helping an employee to acquire basic skills required for the effective execution of the functions for which he is assigned. Here ability to perform a specific or present job is emphasized. Training is job oriented and is therefore in scope. Training may mean changing what employees know, how they work, their attitudes towards their work, or their interaction towards their co-workers or their supervisors. Employee who have not received adequate training before being assigned responsibilities lack the necessary confidence with which to carry out the job. In critical examination of the above definitions of staff training, by scholars, they fail to offer a comprehensive definition or illustration on Staff training. Staff training is not only for knowledge building or skill acquisition; it embraces the development of attitude, required by employee to perform adequately on a given task. This implies that training is the overall process by which an individual behaviour is modified to conform to a pre-defined and specified pattern. In closing the gab above, Onah (2003) defined staff training as an organized and co-ordinated development of knowledge, skill and attitude needed by an individual to master a given situation or perform a certain task within organization setting. In the same view with the above, Abiodun (1999) submits that training is a systematic development of knowledge, skill and attitude for effectiveness of an organization. In close observation of the above two literatures on staff training, it shows that training is a précised and planned affair aimed at enhancing the performance of employee in an organization, which result to the realization of actualization of the stated objectives of an organization. These definitions still have a shortfall, they fail to give recognition to organizational objectives, organizational systems and methods which form the basis and give direction for the training approach. Subscribing to the above, Obiajulu and Obi Emeka (2004) contend that after the selection process has been completed, the new employees need some form of training for them to adapt to the organizational methods.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used the descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to a critical analysis of impact of staff training on library development.
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
(ii)Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
The Population of a study is a group of persons or aggregate items, things the researcher is interested in getting information a critical analysis of impact of staff training on library development. 200 staff of university of Jos and other selected libraries in Jos plateu state were selected randomly by the researcher as the population of the study.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to have a critical analysis of impact of staff training on library development.
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations are made, which in the opinion of the researcher will be of benefit in addressing the challenges of library development.
Summary
This study aimed at having a critical analysis of impact of staff training on library development. Four objectives were raised to guide this study. These objectives include: To examine the impact of staff training on library development in Nigeria, to know is a relationship exists between staff training and library development in Nigeria, to examine the state of library in Nigeria and to know if library staff are adequately trained.
Conclusion
Based on the above findings pertaining to the objectives of the study the following conclusions are drawn.
Staff development activities are as important for library staff as it is practiced in other occupations. Contrasting other jobs, the library employees are isolated and are confined to perform almost similar tasks. Thus, chances are reduced to get benefited to work in different cadres and avail staff development opportunities. Different staff development activities taken at the library are evident that library staff has considerably developed their competencies. Trainings of the last 4 years show that staff have gain necessary skills and are performing in diversified fields. The staff that used to do one job are now much more equipped to do several jobs and can perform additional assignments in a benefited manner. These activities has not only developed the library staff professionally and personally but also contributed to achieve the organizational goals.
Recommendation
The management of libraries should have it as a duty to detect when there is a flaw in performance and productivity, therefore embark on training for her staff.
Performance appraisals should be constantly conducted from time to time, to help to instill duty consciousness in the staff. This will enhance excellence in the operations of the library.
Library management should always endeavour to sponsor interested individuals, who have willingly indicated interest in undergoing a training programme; the sponsorship either fully sponsored by the management or partly notwithstanding, the management should always supervise to ensure at their staff did not at any point withdraw from the programme. 4 Staff whose productivity is still low after undergoing training exercise should be given strict instruction on the need to improve as their non -significant contribution to the organization could cause deterioration of the organization.
REFERENCES
- Akpan, N. U. (1979) Public Administration in Nigeria. Lagos: Longman.
- Abiodun, E.J.A. (2008) Human Resources management, an overview, Lagos: Concept Publication
- Balogum, J. (2008) Managerial Efficiency in the Public Sector. Ile-Ife: University of IIe-Ife Press.
- Cole, S.A. (2002) Personnel and Human Resources Management. 5th Edition. London: Continuum Books.
- Croft, L. (1996) Management and Organization. London: Bankers Books Limited.
- Decenzo, and Robbins, (2005) Fundamentals of Human Resources Management 8th edition ,USA: John Wiley & Sons Inc.