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TRAINING AND DEVELOPMENT AS A TOOL FOR EFFECTIVE PERFORMANCE IN THE NIGERIAN CIVIL SERVICE

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Abstract

This study was pertinent so as to give practical knowledge of “Training and Development as a tool for effective performance in the Nigerian civil service with emphasis on Akwa Ibom State Civil Service Commission.” The main objective of this study is to examine the effectiveness of training and development as a tool for effective performance in the Nigerian civil service. The study was anchored on Fredrick Herzberg’s two- factor theory of motivation is also known as motivation-hygiene theory or motivation-maintenance theory.  A simple random sample was adopted in selecting 200 respondents from the ministry of education and responses obtained through administration of questionnaires. The data was analysed using tables and percentages and found that training and employee productivity is positively related, training is a necessity and tribalism, undue favouritism, Sectionalism, and costs of training are problems associated with training and development. Base on this, the researcher recommended that, organizations should understand that training and employee productivity have a positive relationship.

                                         CHAPTER ONE

                                        INTRODUCTION

1.1 Background of the Study

When newly appointed employees join the organization, it is necessary to impart training to them in order to make them competent for the jobs that they are supposed to handle. Also, in a global, complex and turbulent environment, knowledge is the only reliable source of competitive advantage. Organizational development is always conditioned by human knowledge and skills. Through the process of employee training and development, the management of human resources provides constant knowledge innovation, creates conditions for mutual knowledge and experience exchange and proactive behaviour, in this way contributing to competitive advantage. Therefore, training and development of manpower is indispensable to organisations, especially organisations that seek to be efficient and effective. This is because the efficiency and effectiveness of any organisation depends, among other things, on the performance of its manpower. Training, as Stahl (2012) observed, is so important that it is more efficient to improve the skills of existing employees to maximum through training than to rely solely on recruitment to provide the hypothetical highly skilled manpower needed. Arnoff (2011) observes that training and development foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, attitude or the inability of a person to adapt him or herself to technological changes. According to Obisi (2001), training is a process through which the skills, talent and knowledge of an employee is enhanced and increased. Training and development includes all attempts to improve productivity by increasing an employee’s ability to perform (Nickells 2002). Therefore, training and development should be seen as a tool for enhancing employee’s productivity. This is as rightly put by Hunter and Hunter, that among the identified personal factors, research shows that ability test scores correlate better than any other factor with job performance (Ogunbameru, 2004). This suggests that human resource department of any organisation should regularly assess and evaluate the training and development needs of their organisation for effective and efficient achievement of short, medium and long term objectives and goals of the organisation. This is because training and development makes an effective and efficient employee. Managers are therefore, advised to understand the correlation between training and employee productivity. The history of training development was as old as the history of man on earth. It can be traced back to when people begin to achieve goals (targets) through group efforts in which those involved needs to be trained and developed for effective and efficient goal realization. Frederick W. Taylor (1856-1915) whose basic ideas led to increased productivity and efficiency recognized the importance of training in his principles of management, that the best man to do the job must be scientifically selected and trained. As history evolved, various training techniques and methods were used in various periods depending on the dynamism of the business environment especially the technological environment. But then, there was no full time training of employees. Full scale training of civil servants began in many Western countries in the decades after World War II. The most important development was perhaps the findings in 1945 of the National School of Administration in Paris. Which serves as both professional school and recruitment agency for the French government’s administration and diplomatic services. Great Britain, India and other countries have developed their own civil servants. At the time, less-developed countries have unique problems of training, and therefore has to send their key personnel for training abroad. Chandan (2007) asserts that, “In the past training and development was primarily oriented towards functional, clinical and specific job related skills, in today’s business and managerial environment, the training and development programmes stressed a broad range of group interaction, skills, cross-functional issues, quality issues and diagnostic problem solving skills.” All the aforementioned trends in training and development techniques or methods are efforts towards making it (i.e training and development) an effective instrument for increased productivity. Unfortunately however, there are still those who feel that systematic training is costly or beyond their capabilities, while some hinders the effectiveness of training through corruption, tribalism and undue favouritism.

1.2 STATEMENT OF THE PROBLEM

Training is a very important device in personnel management. In spite of the fact that no organization can improve its services without continuous training and re-training of its staff, most workers in Nigerian public sector may not have been adequately exposed to training programme. This probably affects employees’ efficiency adversely and thus, it is certain that the public needs are not always satisfied (Eze, 2012). Organisations often plan meticulously for their investment in physical and capital resources. These plans are reviewed with utmost attention to the minute details while rarely do such organizations pay attention to human resources that activate, operate and coordinate other resources of production. Not many organisations consider the necessity for a well-defined and sustainable training and development for their staff members in order to upgrade their performance. One of the difficulties of successful training programme is how to measure the effectiveness and efficiency of training and development activities in a systematic manner. It is certainly important for organizations to provide a quantitative assessment of how training programmes influence organizational success. However, it is challenging to figure out which metrics to use, and how to incorporate them into post training assessment, how and when to follow-up, and how to adjust future training based on the result. It is one thing to design and develop training programme that is closely aligned with the improvement of job performance of employees so as to realize return on training investment, it is quite another thing to develop a cost-effective training delivery medium that works well for target employees or trainees

Improving learning/training effectiveness is another concern for personnel management. Streamlining the training activities, designing a detailed curriculum for a training session, training delivery method, etc. are issues that learning organisations critically weigh in order to have a successful and solid skill development for trainees. It is a common knowledge that all jobs in organizations are done through people, yet over the years, most organizations have failed to attach the necessary attention to employee training and development (Mc Namara, 2008). The federal ministry of education has the mission to consistently provide the education sector with Professionals and other personnel through training and related services for the effective running of the education sector as it is an integral part of civilization.

1.3 OBJECTIVE OF THE STUDY

The study has two objectives; the broad objective and the specific objective, the broad objective is to examine training and development as a tool for effective performance in the Nigerian civil service; the specific objective are;

i) To ascertain the effect of training and development as a tool for employee performance

ii) To examine if there is any significant relationship between training and development and organizational performance

iii) To examine the role of human resource management of staff training and development

iv) To ascertain the impact of training on employee efficiency in the Nigerian civil service

1.4 RESEARCH QUESTION

The following research questions were formulated by the researcher to aid the completion of the study;

i) What is the effect of training and development on employee in an organization?

ii) Is there any significant relationship between training and development and organizational performance?

iii) Does human resource management play any role in staff training and development?

iv) Is there any impact of training on employee efficiency in the Nigerian civil service?

1.5 SIGNIFICANCE OF THE STUDY

The aim of every training and development programme is to add value to human resource. The study of manpower training and development becomes imperative as changes are inevitable in every sphere of life. New discoveries of better performance of tasks and invention or innovation of technology are common phenomena in the twenty first century. As such, for workers to be up-to-date and abreast of modern trends and development, there is need for constant training, retraining and development of the skills and performance of workers. Staff training and development is a vital tool used by personnel department to remedy the job performance deficiency of staff and ultimately facilitate the achievement of the corporate goal of an organisation. Though researches have been conducted to assess the contribution of training and development to the overall success of organisations, the last stage of a complete training cycle (training evaluation) has suffered relative neglect. That is, little attention has been given to the contribution of training evaluation. This research is significant as it seeks, as one of its objectives, to examine how training evaluation improves the effectiveness of training/learning. The research attempted to know whether evaluation of the job performance of trained employees facilitates training transfer (application of acquired skills and knowledge in workplace) or training evaluation merely serves as feedback to management. Thus, the contribution of this study to knowledge is the examination of the importance of training evaluation to the entire training process.

1.6 RESEARCH HYPOTHESES

The following research hypotheses were formulated by the researcher to aid the completion of the study;

H0: There is no significant relationship between training and development and organizational performance

H1: There is a significant relationship between training and development and organizational performance

H0: human resource management does not play any role in staff training and development

H2: human resource management does play a role in staff training and development

1.7 SCOPE OF THE STUDY

The scope of the study covers training and development as a tool for effective performance in the Nigerian civil service with emphasis on Akwa Ibom State Civil Service Commission. The study explore staff training and development programs organized by the ministry, relevant literature on staff training and development were also reviewed by the author to give the study the relevant theoretical backing.

1.8 LIMITATION OF THE STUDY

In the course of the study, there are several factors that limit the scope of the study;

a) AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study

b) TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.

c) ORGANIZATIONAL PRIVACY: Limited Access to the to the human resource personnel of the ministry makes it difficult to get all the necessary and required information concerning staff training and development of the sector.

1.9 OPERATIONAL DEFINITION OF TERMS

Training:  This is a systematic process of altering the behaviour of employee to increase organizational goals.

Productivity:  A measurement of the efficiency of production ratio of output to input (10 units per one hour)

Organization:  An economic establishment put up with the aim of maximizing profit.

Manpower:  All employees in an organization from chief executive officer down

Development:   Deals with the activities undertaken to expose an employee to perform additional duties and resume position of importance in the organization hierarchy

Performance:  Perform to carrying an action that is carry out an action in its best

Tools: Instrument for work.

Enhancing: Ability to work well without watering time or resources.

Effective:  This is producing the expected result

Reference

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