Furthermore, most studies on the impact of T&D initiatives on individuals and. It was found that training and development was responsible for about 23% of the improvement in job performance.
CHAPTER ONE 1.0. Introduction
The Development and Training Dichotomy
On the other hand, training is carried out with the aim of meeting the current needs of the organization (Jonck, 2001; Wilson, 2005). On the other hand, development is not only about imparting skills and knowledge, but also about changing the whole person by gaining experience throughout their career in an organization (Gibb, 2002).
Motivation for the Study
Detailed studies on the effectiveness of R&D in public organizations in Nigeria and on the factors that influence knowledge transfer are lacking. This will enable an evaluation of the impact of T&D on the performance of public sector enterprises in Nigeria.
Problem Description
The purpose of this study is to provide a holistic view of T&D practices in a public organization to investigate whether NRC employees and department heads perceive that effective management of T&D impacts performance. The study also aims to provide insight into the factors that influenced T&D transfers in the company, in order to provide recommendations for more effective T&D implementation in the future.
Problem Statement
The purpose of this study was to provide a holistic view of T&D practices in a public organization in Nigeria in order to make recommendations for future T&D interventions and form a framework of essential T&D practices for future use in higher education institutions and public and private organizations. The study also aimed to investigate how effective the NRC was in managing the transfer of training, the factors that influence the transfer of learning in an organization and to make recommendations for more effective management of T&D interventions in the future.
Objectives
Make informed recommendations for future effective policy planning, implementation and practice of T&D in higher education organizations and institutions.
Research Questions
Hypotheses
2(c) There is a significant difference between the impact of T&D on c) (i) morale of administrative and technical staff, (ii) confidence, (iii) ability, (iv) ability, (v) knowledge. and d) (i) senior and junior staff morale, (ii) confidence, (iii) ability, (iv) skills and (v) knowledge. There are significant relationships between learning transfer factors (LTSI) and perceived impact on job performance. a) There is a significant relationship between the perceived skills and knowledge (performance competence) gained from T&D and the employee's perceived job performance.
Scope of the Study
- Secondary Data
There is a significant positive relationship between overall employee performance and overall organizational performance as a result of T&D initiatives implemented in the organization. The findings of the study were analyzed against current T&D models and their impact on performance.
Definition of Key Concepts 1. Training 1.Training
- Employee Development
- Organisational Commitment
- Continuance Commitment
- Affective Commitment
- Productivity
- Training and Development Needs Analysis (TNA)
- Profit
- Employee Retention
- Turnover Intention
- Employee Job Satisfaction
- Employee Loyalty
- Structure of the Thesis
Shelton (2001) defines employee retention as the ability of an organization to retain key employees who contribute to its business growth. Employee loyalty can be defined as the degree of general willingness of employees to commit to the success of the organization (Pandey & Khare, 2012).
Overview of the study
Nigeria: Facts and Figures
Theoretical Background of the Study
Training Methods and Outcomes
Research Methodology and Design
Data Analysis and Presentation of the Results
Discussion of the Results
Conclusion and Recommendations
- Conclusion
- Introduction
- Manpower Development in Nigeria
- The Nigerian Railway Corporation
- Nigerian Railway Corporation Manpower Development Initiatives
- Conclusion
- Introduction
- Theoretical Background in Training and development
- Conceptual Framework of the Study
The Head of the Federal Civil Service is responsible for manpower development (Federal Republic of Nigeria, 2004). This training was organized for 200 new employees in the five geo-political zones of the country.
Conceptual Framework for the Study
Proposed Framework for Essential Strategic T&D Practices
- Organisation’s Strategic Objectives
- Environmental Scanning
- Training and Development Needs Analysis (TNA)
- Importance of Needs Analysis
- Levels of Needs Analysis
- Organisational Level Analysis
- Task Level Analysis
- Individual Level Analysis
- Methods of Needs Analysis
- Identification of T&D Objectives
- Align T&D with Strategy
- Selection of T&D Methods
- Execution of Training and Development
- Training and Development Evaluation
- Feedback
Consequently, who should be trained and for what skills are a function of the organization's strategic business objectives. The ANT report provides a benchmark for the past performance levels, skills and knowledge of the organization and its individuals. The methods adopted depend on the size of the organization and the knowledge to be introduced.
Furthermore, the organization's competency needs should be influenced by its intended business strategy (Whenua 2009, p. 36).
Conclusion
Introduction
Factors Influencing T&D Needs
Many managers need T&D to stay abreast of their rapidly changing positions (Capps & Capps, 2005). Studies have shown that organizations mainly deal with training because they believe that it increases the efficiency of employees (Edralin, 2011). The threat of layoffs also motivates organizations to engage in training initiatives to retain skilled and loyal employees.
In some countries, organizations initiate T&D to meet regulatory requirements (Okereke & Igboke, 2011).
Challenges in Training and Development
T&D can be used to communicate the new company's identity, structure and vision to employees and to eradicate fears of the unknown. For example, in the case of the HP-Compaq merger, the new company put all employees through training programs to explain the new company structure and help them overcome the anxiety of new colleagues (Khuntia. & Pattnaik, 2011). One of the main reasons for this is the lack of confidence of managers in the quality of training, trainers and the abilities of trained staff.
Training outside the working unit sometimes teaches techniques or methods that are not appropriate for the practice of the participants.
Training and Development Methods
- Off-the-job Methods
- Lectures
- Corporate Universities
- Workshop Training
- Conference and Seminars
- On-The-Job Training and Development
- In-Service Training
- Job Shadowing
- Coaching
- Mentoring
- Job Rotation
- Secondment
- Job Enlargement
- Job Enrichment
- Understudy Assignments
- Hands-On Training
- Committee/Work Group
- Vestibule Training
- Simulation
- Apprenticeship
- Action Learning
- Induction/Orientation
- Organisational Socialisation
- Technology as a Training Method
- Audio-visual Methods
- E-Learning
Coaching has an advantage over on-the-job training in that the training is tailored to the specific needs of the organization using the results of a T&D needs analysis. The mentor helps in the personal development of the mentee for the benefit of the employee and the organization. It is a series of dialogues (between mentor and mentee), feedback and advice from the mentor.
It also ensures a better fit between the trainees and the work practices of the organization.
Conceptual Frameworks for T&D Outcomes
- Performance Competencies
- Job Performance
- Job Satisfaction
- Turnover Intention
- Organisational Commitment
In addition, company-sponsored and company-specific training reduces the rate of employees leaving the organization (Hansson, 2008). Emotional commitment occurs in an organization when the values of the employees are aligned with the values of the organization. They also want to make a tangible contribution to the growth of the organization they work for.
Abbas and Yagoob, (2009) noted that a leadership development program affects employees' attitude, commitment and trust in the organization.
Organisational Outcomes
- Increase in Productivity and Performance
- Retaining Employees
- Profitability
The inconsistency in the literature can be interpreted to mean that some of the employees may not have had the opportunity to effectively apply the skills and knowledge they acquired during the training. Additionally, it has been suggested that some organizations may have provided training in the wrong areas due to a lack of evaluation and feedback on previous T&D interventions (Molina & Ortega, 2003). The inconsistencies in the findings of different studies are one of the reasons why this study is important; there is an urgent need to determine whether the proper formulation, execution and evaluation of T&D interventions can lead to improved organizational performance.
These differences in the effect of T&D interventions on profit may be the result of some organizations using more effective training systems than others and having a culture or environment that allows the transfer of training to the workplace.
Training Transfer
- Specific Factors Affecting Transfer
- Trainee Characteristics
- Motivation
- Work Environment/Climate
- Ability
The transfer of training depends on the extent to which employees or trainees are motivated to apply their newly acquired skills and knowledge on the job. Even when they are willing to be trained, they may not be inclined to transfer their learning to work; hence, lack of transfer of training. On the other hand, the lack of an opportunity to transfer skills and knowledge has been blamed for employees not being able to use the learning (Lim, 2006).
Employees are more likely to transfer learning at work if they think that the training is designed to encourage transfer (Holton, 2005 cited in Chow, Finney & Woodford, 2010).
Conclusion
The opportunity to use learning was also found to influence the transfer of training in an organization (Holton III & Bates, 2008). It is important that employees have the opportunity to use the learning on the job, or the learning will never transfer. Lack of opportunities to use new skills and knowledge learned during training was identified as the strongest factor preventing the application of new competencies at work (Clarke, 2002).
The above findings suggest that employees need resources and opportunities to use their new competencies at work.
RESEARCH METHODOLOGY AND DESIGN
Introduction
The Research Problem
Problem Statement
Aim of the study
Objectives of the Study
To explore the effectiveness of T&D for employees based on positions and departments in the organization. To study the factors that affect the transfer of learning and analyze which of them is the highest predictor of the transfer of training to work to make recommendations. Investigate the effectiveness of T&D on overall individual and organizational performance in order to make recommendations for better future performance.
Make informed recommendations for future effective policy planning, implementation and practice of T&D in higher education organizations and institutions.
Methodological Considerations
- Research Philosophy
- Pragmatism
- Research Approach
- Research Strategy (Case Study)
- Reflexive Research data gathering
- Research Choice (Triangulation)
- Advantages of Mixed Methods
- Time-horizon
- Techniques and Procedures
- Research Sampling
- Target Population
- Sampling Frame
- Stratified Random Sampling
- A random number table
- Reasons for Stratified Random Sampling
- Stratified Random Sampling’s Advantages
- Disproportionate Stratified Sampling
- Questionnaire
- Description of the Questionnaire
- Pilot Testing
- The Use of Documentation
- Interviews
- Advantages and disadvantages of Interviews
- Chi-Square Analysis
- Mann-Whitney Tests
- Pearson Coefficient of Correlation
- Regression Analysis
- Validity of the Results
- Reliability of the Results
- Methods of Data Analysis
- Hand Analysis
- Ethical Considerations
- Limitations of the Study
Stratification provides greater statistical accuracy of the survey results (Fuller, 1993) than simple random sampling, because the variation within the subgroup is less significant than the variation when dealing with the entire population (Kitambara, 2011; Castillo, 2009). According to Saunders et al. 2007) piloting provides an opportunity to prove the validity of the questionnaire. The research questions for this study were carefully examined and some of the questions were partially reworded.
A letter was obtained from NRC management authorizing the researcher to conduct research within the organization.
Conclusion
One of the limitations of the Mann Whitney test is that it does not allow the researcher to clearly identify where the differences lie between the two groups. The problem with correlation is that it does not take into account a third variable that may affect one of the variables under investigation. In the next chapter, the results of the data analysis are presented in tables and charts.
The inferential statistical tests provide valuable information that promotes understanding the impact of T&D on employee competencies and their performance outcomes, including the perceived improvement in organizational performance.
DATA ANALYSIS AND PRESENTATION OF RESULTS
Introduction
PERCO5 – I am not satisfied with the level of my skills and knowledge development to perform well as an employee of NRC. To determine the reliability of the measuring instruments used for this study, Cronbach's alpha calculation was performed. The number of statements used for each of these variables is summarized in the table above and the calculated Cronbach's alpha values are summarized in the table below.
The Cronbach's alphas for all the variables measured were above .7 and are therefore accepted as reliable measurements.
NRC Training Programmes Analysis
Descriptive Statistics
- Training and Development Participants
- Number of Participants
- Participation by Gender
- Participants’ Age Categories
- Participants’ period of training
- Respondents’ Department
- Respondents’ Grades
- Tenure of the Respondents
- Training Methods Applied
- Training and Development Objectives
- Training and Organisational Objectives
About 25% of the respondents who participated in the training had worked for the NRC for at least 21 years or more. Nineteen percent of respondents said the NRC's goal was to improve customer service, while 11% cited efficiency. Two percent of respondents felt that the NRC strives to be a leader in the transport sector, while 5%.
7 87.5% ―We have provided training to improve employees' skills, increase their professional knowledge and overall employee confidence......to improve their personal skills.
Training Needs Analysis
- Needs Analysis (Organisational level)
- Needs Analysis (Job level)
- Needs Analysis (Personal level)
- Training Programme Evaluation
- Quality of Customer Service
According to the directors (Director 2) ―needs analysis included all the different levels of employee and organizational needs‖ (Director 4). 7 87.5% "Needs analysis includes all the different levels of employee needs and However, on the contrary the Directors claimed that the ANT took into account all the different needs of the employees.
According to the directors, the needs assessment covered the different levels of needs of the employees and the organization.
Training and Employees’ Competencies
- Effects of T&D on Knowledge
- Effects of T&D on Skill
- Training and Employees’ Ability Hypothesis 1a (iii) Hypothesis 1a (iii)
H0: The T&D intervention in NRC is effective in increasing the knowledge of the employees, both men and women. H1: The T&D intervention in NRC is not effective in increasing the knowledge of the employees, both men and women. H0: The T&D intervention in NRC is effective in improving the skills of all employees, both male and female.
The null hypothesis which stated that the T&D intervention in the NRC is effective in improving the skills of the employees, both male and female.
