The provision of secondary and technical schools, vocational training institutes and colleges, professional and tertiary institutions, as well as the educational reforms currently taking place in the country, are all geared towards the acquisition of skills and knowledge to ensure effectiveness and efficiency in our workplaces.
With these efforts by the government, it has become necessary for organizations to provide long and systematic training and development programs for its employees. This is because every aspect and activity of an organization will not be successful until he has subordinate beneath him who are well equipped with skills, talent and knowledge.
To manage an organization both large and small requires staffing them with competent personnel. The formal educational system does not adequately teach specific job skill for a position in a particular organization. Few employees have the requisite skills, knowledge, abilities and competencies (SKAC) needed to work. As a result many require extensive training to acquire the necessary SKAC to be able to make substantive contribution towards the organization’s growth, (Barron and Hagerty 2001).
If employees are to experience flexibility and effectiveness on the job, they need to acquire training method and skills, and if they are to believe that they are valued by the organization they work for, then they need to see visible signs of management’s commitment to the their training and career needs. Modern training and employee performance are the processes of investing in people so that they are equipped to perform. These processes are part of an overall human resource management approach that hopefully will result in people being motivated to perform. (Barron and Hagerty 2001).
It goes without saying therefore that modern training method and employees’ performance is an issue that has to be faced by every organization. However, the amount, quality and quantity of training out vary enormously from organization to organization. Accordingly to Cole (2002), factors influencing the quantity and quality of training and development activities include; the degree of changes in the external environment, the degree of internal change, the availability of suitable skills within the existing work-force and the extent to which management see training as a motivating factor in work.
Many organizations meet their needs for modern training in an ad hoc and haphazard way. Training in these organizations is more or less unplanned and unsystematic. Other organizations however, set about identifying their training needs, then design and implement training activities in a rational manner, and finally assess results of training. It is worth nothing that Nigeria has a huge public sector, employing the highest number human resources with varied skills. One such organization in the public sector is the Nigeria Ports Plc. The study intends to investigate the modern training method and employee performance Nigeria Ports Plc.
It is a well known fact that modern training enhances SKAC and ultimately worker performance and productivity in organizations (G.A Cole, 2002). Many organizations in Nigeria and indeed the public sector engage in modern training and method and employees performance and have departments, unit and sectors in charge of training and development. Nigeria Ports Plc is one such organization that has been practicing modern training method.
However, for some years now it appears modern training in Nigeria Ports Plc is haphazard, unplanned and unsystematic, and several of its employees such as machine operators, junior and middle level engineers, accounts clerks, computer operators, secretaries for any form of training nor is there any systematic process of staff development in place. A brief interaction with some employees did show that management of Nigeria Ports Plc see the cost incurred in the acquisition and maintenance of plant and equipment as more relevant than that expense on training and development of its staff.
In the absence of modern training method and employees by management of Nigeria Port Plc, the employees sponsored themselves in furtherance of their education to obtain professional or higher level certificates. Employees who expressed the desire to pursue university education were not given any form of assistance like study leaving with pay. Their applications for the study leave were turned down with those who were persistent being advised to resign. Those who sought for part-time programs were disengaged after their studies as management claimed their programs were not relevant to the job. The few ones who were retained had no promotion to match their added skills and competencies. This it is believed to have led to high labour turnover in the organization. The study was therefore to assess the role of training on the human resource and how this affects employee performance.
The objectives of this study are to:-
It is expected that the study will inform the management of NP Plc and other organizations that to increase productivity, there is the need to have and retain well trained and motivated employees. It is also to help develop and maintain a quality work life, which will provide an opportunity for employees’ job satisfaction and self–actualization.
Finally, it is to aid management of NP Plc to introduce modern schemes for training and employee performance, to be able to- meet the challenges of change in the future.
Accordingly, the key research questions investigated were:
Based on the research problem outlined and the related questions posed, the following hypotheses were formulated to guide the study:
H1: The purpose of modern training method and development activities at NP Plc is to achieve individual and organizational performance.
H2: Modern training method and employee performance activities at NP Plc are however unplanned and unsystematic.
The study is limited as it looks at the role and impact that modern training method and employee performance and activities have played in the last ten years of NP Plc life. The Nigeria Ports Plc constitutes an important location and holds a large population of employees.
Problems such as the swearing of an oath of secrecy and indifference on the part of interviewees and respondents were limitations to the study as some of the employees felt uncomfortable and other were simply not bothered. The absence or inaccessibility of reliable records and reports on GPHA activities within the past ten years also limited the research investigation. The unwillingness of management to divulge strategic information in the name of confidentiality is a limitation to the study.
AFFECT: The mutual affection members of the dyad have for each other based primarily on interpersonal attraction. Rather than work or professional values. Such affection may be manifested in the desire for and/or occurrence of a relationship which has personally rewarding components and outcomes (e.g., a friendship).
CONTRIBUTION: The perception of the current level of work-oriented activity each member puts forth towards mutual goals.
ENTRINSIC: Extrinsic applies to what is distinctly outside the thing in question or is not contained in or derived from the essential nature; not inherent.
INTRINSIC: Intrinsic means belonging to the essential nature or constitution of a thing; not dependent on external circumstances; inherent.
JOB SATISFACTION: An attitude that individuals develops of their jobs.
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