CHAPTER ONE

1.1 BACKGROUND TO THE STUDY

Most organizations today do not take the training and development of human resource
available to them seriously. They have failed to realize that the success and failure of any
organization depends largely on the different categories of trained personnel. A good
organization should have a well-designed programme for the systematic management training
and development in order to enhance the transformation of policies and programmes contained in
the annual budget into practical realities. Training has come to be universally accepted as a vital
input to improve the output of any organization both qualitatively and quantitatively. It is the
function of helping others acquire and apply knowledge, skills, ability and attitude that are
necessary for the achievement of the organizational goal. Also, it is the management most vital
means of achieving objectives and has been viewed as an organization’s most important
investment in human resources.

Training and development can be said to be a continuous one as money spent on

employees for this purpose is money well invested. Employees who have being assigned with
responsibility lacks confidence with which to carry out their jobs. An employee should be helped
to grow into more responsibility through systematic training and development. It is only then that
he will feel confident to carry responsibility of the job. Because he believes that he knows what
is expected of him on the job and because he can do it, his enthusiasm on the job increases, It is a
person in that position who can think and originate ideas as to know how best to carry out the
task of the job. People who are not trained tends to stick to what they are taught the first time
they took over the job. They are frightened of doing the job in a different way because something
might go wrong and what that risk is very vital to any organization for acquisition, creating
motivation and maturing of competent labour forces.

This infects, prevents, fraction resulting from stagnation that lead to high labour turn over. It
sharpens the behaviors and attitude to work of any employees. The result is improved job
performance. It is against this background that an organization should enable the employees to
adapt to proper training in order to bring good performance to the organization. Proper training
enables employees to know more about the organization policy. It is in realization of these facts

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that this study which focuses on the impact of training of employees on organizational
productivity is undertaken using Obajana Cement Company as a case study.

1.2 Statement of the Problem

The training, development, maintenance and utilization of actual potential number of

labour process is instrumental to the success of any organization. And proper or adequate
planning is a major tool to the organization effectiveness.

In the development of employees efficiency in Obajana Cement Company, the factors

among others that has not allowed for optimum productivity in the company are:

i. The attitude of employee to work is not impressive because of lack of training and
development.
ii. Lack of effective communication within the organization deprives workers from
knowing the training opportunities available to them.
iii. Top management and technical staff are not properly trained for proper productivity.

1.3 OBJECTIVES OF THE STUDY

The main objective of this research work is to

(i) Ascertain the impact of training and development of employee efficiency as a means
of increasing the productivity of Obajana cement company.

It is also to:

(ii) Determine whether lack of staff training and development is responsible for poor
attitude of employees to work.
(iii) Find out whether training and development programmes are given due attention by
the management of Obajna Cement Company.

1.4 RESEARCH HYPOTHESIS

The following hypothesis shall be tested to verify its validity:

(i) Hypothesis 1

2
 Ho: Training and development has not impacted on employee efficiency in
Obajana Cement Company
Hi: Training and development has impacted on employee efficiency in
Obajana Cement Company.
(ii) H0 : lack of staff training is not a reason for poor attitude of employees to work
Hi: lack of staff training is a reason for poor attitude of employees to work

(iii) Ho: training Programmes are not given due attention by the management of
Obajana Cement Company

Hi: Training programmes are given due attention by the management of Obajana
Cement Company.

1.5 RESEARCH QUESTIONS

This study seek to provide answers to the following questions:

(i) Has training and development impacted on employee efficiency in Obajana

cement company?
(ii) Is lack of training and development responsible for the poor attitude of employees
to work in Obajana cement company?
(iii) Is the management of Obajana cement company giving due attention to training
development programmes?

1.6 Significance of the Study

This research will be of great assistance in improving training and development of

employees in the following ways:-

 It will help in highlighting some of the training needs of staffers of Obajana Cement
Company.
 It will enable the employees to be aware and study the job carefully thereby reducing
errors
 It is also important to any organization because when an employee is well trained he will
perform better to the glory of the company.

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  When employees are well trained, the image of Obajana Cement Company will be known
to the people outside the company.
 Scholars will use it as an instrument for further consultation
 This work is a key ingredient to the growth of the company
 The research will also be of benefit to manager’s researchers and stakeholders as guide.
 It will also be of assistance to students of management science of higher institutions of
learning, finally, the management of other cement companies will find it a valuable
material they can always consult.

1.7 Scope of the Study

Due to the impossibility of studying the enhancement of training and development in all
companies in Nigeria this research work covers only Obajana Cement Company. It concepts,
reasons, process, need, methods evaluation and implementation needs of training and
development in the company.

1.8 Limitations of the Study

In the course of this study, a number of constraints were encountered, some of them
include, time factor, inadequate text books, journals and finance. Time was the major
constraint as it is very difficult to combine the required work with usual academic work.
Finance was another significant factor in view of the poor economic situation in the country.
Finally, the present state of insecurity in the country was equally a factor.

Nevertheless, the information gathered was quite enough for generalization.

1.9 Definition of Key Terms

TRAINING: Training is an organized effort aimed at helping an employee to acquire

basic required skills for efficient execution of his job for which he was hired.

DEVELOPEMNT: This deals with the activities undertaken to expose the employee to
perform additional duties and assumes positions of importance in the organization hierarchy.

PERSONNEL AND HUMAN RESOURCES: it means the staff employed in the company.

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TRAINEE: This is the officer that is training the employees efficiently carry out their duties.

Management: This is defined as the coordination of human and non-human resources to achieve
a desired goal of an organization.

Productivity: It is the ratio between input and output in an organization.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 The Concepts of Training and Development.

Training and development in any organization play an important role in the achievement
of the organization’s objectives. To achieve their objectives, training and development should
aim at the employees needs and their development needs.

Training is seen by Nwachukwu (1989) as an organization’s effort aimed at helping the

employee in the execution of the functions to which he was hired. The needs for systematic
training and development of programmes have seen increased by the increasing technological
changes, which create new job and climate old ones. It should be noted that the age of the
technology is here with us. Regardless of the employees previous training education and
expenditure, they need to be abreast with technological changes in their environment and to be
taught how to perform certain tasks. Identifying problems manifest themselves in a variety of
ways. Lack of interest in one’s job, negative attitude to work, low productivity, excessive
absenteeism, low quality output, high incidents of accidents. Also in looking at their present
employees position answers should be made to the following questions:

(a) What manpower need?

(b) Do we need any training?
(c) What are they lacking?

In addition, in wanting to achieve the objectives of the organization, the identification of the
employees is also required. Some relevant information or data may be consulted. One of them is
by carrying out an analysis of positions in the organization chart. The organization chart reveals
the position and number of people employed in each position. Moreover, analysis of the actual
can be taken.

Development is defined by Nwachukwu (1989) as that which deals with the activities
undertaken to expose an employee to perform an additional duties and assume position of
importance in the organization hierarchy. Development is used in facilitating managerial
employees who perform non-routine jobs to improve their managerial ability and competence.

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 According to Kenneth (2001:8), training is a planned process to modify attitude,
knowledge or skill behaviour through learning experience to achieve effective performance of an
activity or range of activities. Michael (2000:340) contends that training is a planned efforts by
an organization to increase employee’s competencies. Beardwell Etal (2004:162), proposed
that development is the different ways in which capabilities of employees are improved.

Fedelis (2005) sees training as the systematic development of attitude and skills
behaviour pattern required by individuals in order to perform adequately a given task. It is also
the systematic modification of behaviour through learning which occurs as result of education,
instruction, development and planned experience. Illesanmi (1997) defined management
development as the process by which managers gain the experience, skills and attitude to achieve
or remain successful leaders in their enterprises.

According to Dala (1978), training tends to focus on improved performance, he sees

training as trends towards building a virile organization and as a means of getting the job done.

He said the need for training arise from management desire to have a new employee and
to enable them learn as much as possible about the organization is a short period and to enhance
the employee’s adoption to his/her environment. Neo (1994) contends that training refers to a
planned effort by a company to facilitate the learning of job-related knowledge, skills or
behaviour by employees. Schermerhorn (1989) believes that training is a set of activities
that provides learning opportunities through which people acquire and improve job-related skills.

According to Kreitner (1999:335), training is the process of changing employee

behaviour and/or attitudes through some type of guided experiences.

Nwachukwu (1988) believes that training is organizational efforts aimed at helping the
employee to acquire knowledge for the efficient execution of the function for which he was
hired. He also sees development as the activities undertaken to expose an employee to perform
additional duties and assume position of importance in the organizational hierarchy.

Oxford Dictionary also defined training as the act of giving teaching and practice to
somebody or an effort to bring an acceptable standards to behaviour, efficiency or physical
condition.

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 The combination of management training and education often lead to development of
executives of an organization and most especially it make them to acquire more experience in
order to be efficient.

Management development is then seen as the process by which managers and those
concerned gain experience and acquire more skills which the application will improve their
efficiency and effectiveness that will lead to the achievement of organizational result.

Hence, workers training and development must be seriously pursed not looking at the
cost and time to be incurred. This is because it will be difficult for organizations that ignore
training and development to grow and survive in the present dynamic environment.

2.2 Reasons for Training Employees

i. Increase Productivity: If staff knows what they are doing and are properly trained, the
Company’s productivity will increase with better quality services/products and staff that are
more efficient.

ii. Reduce Employee Turnover: investing in your employees will make them feel that you
are interested in developing their skills and they may stay with company longer.

iii. Decrease Need for Supervision: How many times have your managers said that they
cannot do something because they are still “minding” an employee? Free up managers time and
effort and empower employees to do the work themselves

iv. Increase Ability to incorporate New Technologies: Keeping up to date with technology is
a constant battle. Ensuring that your employees are current with technology with not only enable
the workers to do their job better but also ensures that your company is at the forefront when it
comes to the competition.

v. Increase Safety to Decrease Work-related Injury/Illness: Training in health and safety

will reduce the amount of risk of injuries. This protects not only the employee, but also the
employer when it comes to possible corporate manslaughter charges.

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vi. Maintain Employee Credentials/Certifications: Maintaining credentials in cheaper than
allowing them to expire and starting again. Ensure that the hard won qualifications of your
employees remain up to date with regular training.

2.3 The Training Process

The training process consists of four interrelated stages which are:

i. Identification of training needs.

ii. Type of training required to satisfy these needs
iii. The usages of experienced trainers to implement training programmes.
iv. An evaluation of training to ascertain training effectiveness.

This training process constitutes the first four sequential stages of a training cycle as
illustrated below.

Determining Method Preparing a Training Training Evaluation

Training Needs Instruction Programme Balance Design
Instruction

Management Principle of Pre-Training

Evaluation Learning Measurement

Feedback Results Post-Training Pre-Training

Measurement Measurement
SOURCE: Excerps Kreitner (1999)

2.4 Indentifying Training Needs

It is necessary for managers to identify training needs before training programmes.

Through need assessments questions such as:

(1) What are the deficiencies of the employees interrelation to the goal of the
organization? Is it lack of technical skill, interpersonal skill or inability to assimilate
the cultural value of the organization?
(2) Which employees suffer from these deficiencies?

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 (3) How best can they be made to imbibe the needed skill and knowledge? Is it better on
the job or off the job?
(4) How does the manager measure the effectiveness job performances in relation to
employees job performance?

Organization managers do not just wake up and call for training and development of
workers. Training and development is predicted on workers, machines and tool deficiencies.
These deficiencies manifest inform of specific symptoms. Whenever managers notice the
symptoms, then it is time for training and development programme. The symptoms include:

(1) When there is poor job performance among workers.

(2) When new machines are purchased to replace the old ones.
(3) When there is high rate of accident
(4) When productivity decline
(5) When there is increase in labour turnover
(6) When there is increase in complaint from customer.
(7) When corporate image diminishes

2.5 Determination of Training Needs of Employees

In setting up training programmes it is important to tailor it towards the organization to

achieve its objectives more effectively. Training needs should be based on two objectives:

(a) To provide the knowledge, skill and attitudes needed for jobs at all levels to undertaken
effectively and
(b) To assist in the development of the individual and help him to reach the limits of his
untapped talent to make decision, to his imagination and to understand the implication
and of the role which he is making. Training needs can be assessed for the long term if
attending is paid to technological and organization method changes which envisage.
(c) Specially, training needs can be defined as the gap which exist between the true
requirement of a given job and the present capabilities of the present incumbent.
(d) Identify the designed performance of the organization and short fall in meeting the target.
(e) Identify the designed performance of the organization in order to meet the target.

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 (f) Identifying and training need in each jobs so that each function can be carried out
comprehensively
(g) Recording the expected contribution and present capability at each member of the work
force.
Training need may be indicated by:
(a) The failure of employees to achieve production standard.
(b) Expensive number of wasted materials
(c) Excessive labour turn-over in a unit may reflect a need for supervisory training in human
relations.

2.6 Various levels of training programmes in Obajana Cement Company.

Some of the training programmes at various levels in Obajana Cement Company
are as follows:

(a) Induction training

(b) Supervisory training
(c) Management training
(d) Operative training
(A) Induction training

Having gained an employment, a new employee in the company is required to undergo

induction training. During the induction exercise, he/she is introduced to all offices and
officers in different sections or departments of the company.

Usually an induction programme in the company last for one to two weeks depending on
the nature and complexity of the work. The programmes usually includes job rules and
regulations adapted by the company. This programme will help the new worker to identify
with the company and its procedure and give him/her some feelings for its significance of the
work he/she will be doing.

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 The mission of induction training is to introduce the newly engaged employee to his/her
internal environment. An induction course therefore is given to every new Conner or new
worker, irrespective of his/her previous experience.

(B) Supervisory training

A good training programme is ideal for supervisors to give them necessary skills to deal
with the staff at the operational level of management. The diversity of supervisory roles
makes a common training province in supervision an elusive target. The difficulty lies in the
conceptual skill of supervision. The evidence from research suggests that these common
skills exists only at a very superficial level and that effective training of supervision must be
concern with more detail and specific skills for effective performance.

(C) Management Training

The purpose of management training is to develop knowledge and ability of managers at all
levels to meet the present and future demand for their tasks, assignment and duty.

2.7 Methods of Training in Obajana Cement Company

ON-THE-JOB

i) Job Rotation

This method of training has provided the trainees with a variety of work experience by
moving them from one job to the other, thereby enabling them to acquire greater job knowledge
and experience with which to handle greater responsibilities in the future.

ii) Internship

Internship training offers an excellent opportunity for the learners or trainees to help gain useful
insights into the relationship between theory and practice. For instance, the students of Business
Administration, and Accounting Departments from the State Polytechnic Lokoja usually under-
go a six month internship training programme in the company.

While undergoing internship training, they are expected to relate what they have learnt in
the classroom with what is obtainable in practice so as to complement their knowledge.

12
 Internship however, involves a slow process. The relevant experiences of a job may take
time. Besides, internship suffers serious setback during the period of depression which will result
to not creating the room or vacancies to take in new internship.

iii) Special Task Committee Assignment

Sometimes, the best way to train or allow the trainees to practicalized their knowledge by
involving them in special tasks in some committee assignments.

These are different from special projects in that they are regularly constituted as ad-hoc
committees. They are not trained as such, each committee must have assigned objective and
responsibilities related to work of the company.

v) Coaching And Counseling

Coaching refers to a process whereby supervisor on a continuous basis, assists the trainee
to perform his/her work and responsibility more effectively through the process of answering
questions guiding the individuals in finding answers, to their problems setting the right example,
broadening their view points and providing them with feedbacks on how well they are doing.
This is obtainable in the company.

Off The Job Training Method

This is a kind of training programme introduced to employees outside their organization

or working environment. Sometimes it becomes more imperative that trainee would have to seek
for more knowledge or widening their job experience outside the work place.

This method of training may be inform of:

i) Vestibule training
ii) Lecture and conference
iii) Programmed, computer-assisted instruction
iv) Audio-visual aids.

2.8 Implementation of Training Programmes in the Company

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 With a proper understanding of the company, task and individual training needs coupled
with the appreciation of the potentialities offered by the various training methods discussed so
far, a company can then proceed with the implementation of its training programmes.

In implementing the company’s training and development programme, the manager

carefully and judiciously carry out the following:

(i) Select appropriate training methods as each occasion and training needs demand.

(ii) Select good instructors or facilitators, who may come from within or outside the company
depending on the nature and technicality of the training.

(iii) Make provisions for the use of teaching aids as at when necessary.

(iv) Ensure that use is made of time-tested learning principles that would maximize
training benefits to both the trainees and the organization.
(v) Review training programme from time to time.
(vi) Be on the alert for new discoveries in the art of training
(vii) Ensure that all elements of the learning process such as the site of training, selection
and grouping of trainees, teaching materials and personnel and all other training
needs are adequately and comfortably provided in order to enhance maximum
learning.
(viii) Lastly, ensure to provide for the positive motivation of the learners in all possibly
ways.

2.9 Evaluation of Training and Development Programme

Evaluation of training and development programmes is usually conceived as a

stocktaking exercise designed to determine the extent of learning that has taken place and the
extent to which the programme goals and objectives have been attained.

In order to ensure proper evaluation appropriate evaluation procedures and criteria must
be in place from the planning stage. This involves evaluating the training programme based on.

(i) Reaction
(ii) Learning

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 (iii) Job behaviour
(iv) Organization
(v) Ultimate value.
i) The Training Reaction Level

This ask how well the trainees like a particular programme . Trainees form opinions and
attitude about the trainer, the method of presentation, the usefulness and interest of the
subject matter, their enjoyment and investment of the programme.

ii) The Learning Level

This criterion assesses the extent and content of learning that has taken place. i.e the
extent of new knowledge. Skills that have actually been acquired as a result of the
training and development programme it also seeks to determine how much of the new
skills and experiences are being put to use I the work environment.

(iii) The Job Behavioural Level

Does the training result in change measurement criterion is to find about the amount of
positive changes in job behaviour that have taken place. Positive behaviour and attitudinal
changes can substantially affect individual employees performances as well as well as the
performance of people that relate with him/her.

(iv) Organization

Evaluation at this level attempts to measure the effect of changes in the job behaviour of
trainees in the functioning of the organization in which they are employed. The measurement in
output, productivity, quality, morale (if that can be measure) contribution or sales turnover.

(v) Ultimate Value

This measurers how the organization as a whole has benefited from the training in terms
of greater profitability, survival, or growth. It believes that what is good for individuals is good
for the organizations or if the company feels that it has a social duty to educate and train its
employees to the peak of their capacity.

15
2.10 How Training and Development has impacted on the productivity of Obajana
Company Workers

Training and development in Obajana cement Company has imparted positively on its
workers’ productivity in the following ways:

(a) It has improved the employees attitude towards work and enhanced the reputation of the
company
(b) Through training, the employees were able to make contact by exchanging ideas and
discussing problems with colleagues or people from other companies. These experiences
have incorporated into their jobs and as much lead to increased efficiency and
productivity.
(c) Training and development has helped to ensure a continual supply of competent and
satisfactory managerial personnel.
(d) It has promoted great organization stability and flexibility that tend to support the term in
its adaptive response of the business environment.

CHAPTER THREE

RESEARCH METHODOLOGY

16
 Introduction

This Chapter is concerned with the general method and procedure for data collection,
instrument used, research design sample selection administration and scoring procedures and
method of data analysis and statement of hypothesis.

3.1 Research Design

The most popular technique of data collection is the questionnaire. A questionnaire is

composed of a body of questions formulated to collect information for assessment.

The questionnaire serves as veriable instrument for the collection of facts and figures,
which ordinarily the researcher may not have access to.

We have structured and unstructured questionnaires. The structured one is the used by the
researcher in this research work.

The questionnaires were designed in such a way that the impact of effective planning,
development and utilization of human resources in a business organization is ascertained.

It was also designed in such a way that one would obtain the relevant data about the
respondents as well as important details about the subject matter of the discussion.

3.2 SOURCES OF DATA COLLECTION

Information obtained through the use of questionnaire administered on various cadres of
personnel in Obajana Cement Company Most structure type of questionnaire was used. The
questionnaire administered were design were design to cover the objectives of this study. The
primary sources are more reliable because it give direct physical relationship between the
researcher and the respondents.
Secondary Data
It consists of all ideas or information needed that are already collected and compiled by
other researchers, which are related to this project. It is normally based on the existing
information. These sources, therefore required less effort than the primary source
Personal interview was not extensively used because of the following problems:
i) Inability to communicate with most of the workers within the company

17
 ii) The nature of job hold by some officers are too complex that even though they are
approachable, they do not usually have enough time to discuss an issue to some
extent with the researcher.
3.3 Population of the Study

The Population used for this study is made up of all categories of workers of Obajana
Cement Company both male and female staff. Because of the fact that the topic for
this research work assumes a general application, a wide population size was used
thus a work force of 1920 constitute the population of the study.

3.4 Sample Size Determination

Since all workers cannot be interviewed separately because of time constraint,

questionnaires method was used. The respondents were randomly selected. The researcher
decided to adopt the formula by Taro, Yamani in Ezirim etal (2004: 114) to determine the
sample size.

N= N
1+N (e)2

Where N = Sample Size

N = Population
e = un assumed margin of error
I = is constant and regular

= 1920
N += 1+1920 (0.05)2

N = 1920
1+4.8

N= 1920
5.8

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N = 364
Hence 364 represent the sample size for the population
3.5 Sampling Techniques
Because of the lack of time and cost in carrying out this study in Obajana Cement
Company a sample size of workers have been adopted using a simple random sampling
technique. Responses gotten from this sample adequately represent the views and opinion of the
entire population.

3.6 Method of Data Analysis

For the purpose of this research, data collected were analyzed by the use of purely
descriptive statistics. In other words, the data collected were analyzed with simple calculations
and with full explanations. Tables were used in the course of analyzing the data with
corresponding percentage (%) based on the returned questionnaire.
The level of significance with either proved and disapproved these hypotheses was set at
5% and above. Percentages were calculated using the formula.
X x 100 X
N
Where X = Total number of respondents to a particular question
N = Total Number
100 = % .
Responses gotten from this sample adequately represent the views and opinions of the entire
population.
3.7 Validity and Reliability Coefficient of Instrument
The research question were pre-tested and retested on a selected population sample and
each time, the same results were posted. This convinced the researcher that the methods
employed in arriving at the results were reliable and can be depended upon. Before going into
any other area, the researcher made good use of other works related to the topic under
investigation. This patterned constructively the researcher’s sense of direction in this work.

19
 A simple formula was used to measure the percentage errors in this study. The result
showed that a negligible percentage error was discovered. All these are to convince anybody that
the methods used in the study are both reliable and valid.

CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Presentation, Analysis and Interpretation of Questionnaires Administered
The objective of this chapter is to present the relevant data based largely on the findings.
This chapter also serves as the bedrock of the conclusion of the study. The data collected
from field surveys, face-to-face interviews, participant observations and documentary
sources is presented in this chapter and analyzed for use in testing the hypothesis earlier
stated for investigation.
A total of Three Hundred and Sixty Four questionnaires were administered to the
willing and co-operating Obajana Cement Company Plc. Staff, cutting across the five
operational divisions as can be seen in table 1 below:
TABLE 1: Number of Questionnaires Administered and Returned.
VARIABLE NUMBER OF FORMS PERCENTAGE (%)
Distributed 400 -
Returned 364 91%
Unreturned 36 9%
Total 400 100
Source: Filed Survey, 2020.

TABLE 2: Analysis of questionnaires returned according to the Departments/Division in

Obajana Cement Company Plc,
Division Distribution Number Percentage
Returned (%)
Production 80 84 23.1%
Commercial 80 72 19.8
Personnel 80 80 21.9
Finance 80 66 18.1%
Legal 80 62 17.0

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 Total 400 364 100

Source: field Survey, 2020

Table 2 above shows a division by division of the distribution and the returned
questionnaires by the respondents from each division. Production division got eighty (80)
questionnaires and Eighty-Four of them were returned, representing 23.1% of the total
questionnaires administered in this division.
In commercial division, twenty 80 questionnaires were administered and seventy two
were returned, representing 19.8% of the total number of the questionnaires administered
in this division.
In personnel and Management Services Division, eighty (80) questionnaires were
administered to respondents and all were returned representing 21.9% of the total number
of the questionnaires administered in this division. In finance division, twenty (80)
questionnaires also were distributed to respondents. Out of these Sixty-Sic were returned,
representing 18.1% of the questionnaires administered in this division.
On the whole, four hundred questionnaires were administered across the five operational
divisions of Obajana Cement Company Plc, out of which three hundred and sixty four
were filled and returned representing 91% of the total number of questionnaires
administered by the researcher in the course of this study. This attests to the fact that the
response was very high.
Table 3: That Training lead to Workers’ Higher Performance.
Responses No. of Respondents PERCENTAGE (%)
Strongly Agreed 300 82.4
Agreed 54 14.8
Disagreed - -
Undecided 10 2.8
Total 364 100
Source: Field Survey, 2020
Table e above shows that 300 respondents, representing 82.4% of the whole respondents
strongly agreed that training lead to workers’ higher performance in Obajana Cement
Company Plc, on the other hand, 54 respondents representing 14.8% agreed that training
lead to workers’ performance, no respondent disagreed that training does not lead to
workers performance while 10 respondents 2.8% of the respondents were undecided.

21
 Obajana Cement Company Plc, has a training policy which regulates the training
Policy which regulates the training of her staffs in order to increase their competence and
the eventual increase in their performance, which will no doubt increase the company’s
productivity in general.

Table 4: is the company’s Training being diligently implemented?

Responses No. Respondents Percentage (%)
Strongly 44 12.1
Agreed 18 5.0
Disagreed 266 73.0
Undecided 36 9.9
Total 364 100
Source: Filed Survey. 2020
Table 4 above clearly indicates that 44 respondents representing 12.1% of the whole
respondents strongly agreed that the company’s training is being diligently implemented, 18
respondents representing 5% of the respondents agreed that the company’s training is being
diligently implemented, 266 respondents, representing 73% of the respondent disagreed with the
view that the training policy of Obajana Cement Company is being diligently implemented,
while 36 respondents representing 9.9% of the respondents are undecided.
These 266 respondent 73% of the respondents are of the opinion that the company’s
training policy is not being fairly and diligently implemented. The company’s training policy is
not fairly implemented because the company’s management sees the policy as a tool to favour
their loved ones. This leads to the situation where those that really need training for the benefit of
the company’s strategic operation and productivity are not given the opportunity while those in
less strategic area of operation who have godfathers among the members of the company’s
management and favoured for training.

22
 From the table under analysis, 10 respondents, representing 12.1% of the whole
respondents, however, strongly affirmed that the company’s training policy is being diligently
implemented.
From the data in table 4 as presented above, the general agreement is that the company’s
training policy is not being diligently implemented. This poses a lot of dangers to the company’s
operations, vis-à-vis its productivity. This might be one of the causative factors responsible for
the company’s consistent fall in productivity culminating in consistent decline in its total
capacity utilization.
Table 5: do you consider that the money expended on training is beneficial to the
organization?
Responses No. of respondents Percentage (%)
Strongly 266 73.1
Agreed 66 18.1
Disagreed 24 6.6
Undecided 8 2.2
Total 364 100
Source: Field Survey, 2020
Table 5 above shows that only 266 respondents representing 73.1% of the respondents strongly
agreed that the money expended by the organization on staff training is beneficial to the
organization, 66 respondents representing 18.1% of the respondents strongly agreed that the
money expended by the organization on staff training is beneficial to the organization, 66
respondents representing 18.1% of the respondents agreed that money expended by the
organization on staff training is beneficial, 24 respondents 6.6% of the respondents disagreed
that money expended by the organization while 8 respondents representing 2.2% of the
respondents are undecided of what is happening in the organization concerning training policy.

Table 6: Does Training contribute to Higher Productivity in your Organization?

RESPONSES NO. OF RESPONDENTS PERCENTAGE (%)
Strongly Agreed 309 85
Agreed 22 6
Disagreed 33 9
Undecided - -

23
Total 364 100
Source: Field Survey, 2020
From table 6 above, it shows that 309 respondents representing strongly agreed that
training contributes to the higher productivity in their organization, 22 respondents representing
6% of the respondents agreed that training contributes to the higher productivity of their
organization, while 33 respondents represent 9% of the residents disagreed with the view.
A negligible 33 respondents, representing 9% of the whole respondents however
disagreed with training as a contributory factor to higher productivity vis-à-vis the overall
productivity of any organization. The data attests to all the fact that training contributes to higher
productivity in any organization.

Table 7: Do you Suggest that the Management of your Company Continues to train her
Staff?
RESPONSES NO. OF RESPONDENTS PERCENTAGE (%)
Strongly Agreed 357 98
Agreed 7 2
Disagreed 0 0
Undecided 0 0
Total 364 100
Source: Field Survey, 2020.
Table 7 shows absolute unanimity among the entire respondents as the whole 357 of them
representing 98% of the respondents strongly agreed that the management of their organization
should as a matter expedience continues to train her staff for its obvious importance to employee
performance and higher productivity, 7 respondents representing 2% of the respondents also
agreed with the view. No single respondent disagreed or remain undecided with the view of
suggesting to the company’s management to continue to sponsor the training and re-training of

24
her staff. The unanimity in encouraging management to continue training her staff no matter the
costs has shown the pride of place training occupies among the contributory factors to employee
performance and higher productivity in any organization.

Table 8: Do you agree that the Cost/Benefit Analysis (CBA) of Training in any
Organization favours Training?
RESPONSES NO. OF RESPONDENTS PERCENTAGE (%)
Strongly Agreed 204 56
Agreed 87 24.2
Disagreed 18 4.9
Undecided 55 15.1
Total 364 100
Source: Field Survey, 2020
Table 8 above shows that 204 respondents representing 565 of the whole respondents strongly
agreed that the Cost/Benefit Analysis (CBA) of training in any organization favours training 87
respondents representing 24% of the respondents agreed that Cost/Benefit Analysis (CBA) of
training in any organization favours training, a negligible 18 respondents, representing 4.9% of
the total respondent disagreed with the view, while 55 respondents representing 15.1% of the
respondents are undecided of the view.
There is evidence that an untrained staff is a great danger to any organization since his
wrong operation of any unit can cause operational problems, which can result into a great
productivity down-time thereby bringing loss to the organization.
This on one hand prides training as one of the core factors to higher productivity and
employee performance. On the other hand, a trained staff is an asset of invaluable price to any
organization since their increased competence saves costs and time in the overall operational
process thereby resulting into higher productivity vis-à-vis higher profit maximization.

25
Table 9: Does Other Motivational Tools contribute to Higher Productivity in your
Organization?
RESPONSES NO. OF RESPONDENTS PERCENTAGE (%)
Strongly Agreed 328 90
Agreed 7 2
Disagreed 9 2.5
Undecided 20 5.5
Total 364 100
Source: field survey, 2020
4.2 Test of Hypotheses
The earlier stated hypotheses in chapter one shall be tested as follows:
Hypothesis i:
Lack of training is the reason for poor attitude of employees to work.
Oi Ei Oi-Ei (Oi-Ei)2 (Oi – Ei)2
Ei
26 25 1 1 0.4
24 25 -1 1 0.4
50 0.8

X2 = 0.8
Degree of freedom (df) = (2-1) = 1 x 1 = 1
The level of significance is 3.490
Since total calculation is less than the table value we accept the null hypothesis and reject the
alternative hypothesis. This means that lack of staff training is the reason for poor attitudes of
employees to work.

Hypothesis ii:
High exchange rate will not affect oversees staff training.
Oi Ei Oi-Ei (Oi-Ei)2 (Oi – Ei)2
Ei
35 25 10 3.16 0.1624
15 25 -10 3.16 0.1624
0.29
X2 = ˜ (Oi-ei)2
Ei

26
X2 = 0.29
Degree of freedom = (2-1) = 1 x 1 = 1
The level of significance 0.05 total calculation = X2 = 0.29.
The table value = 3.490. Since the total is less than the table value we accept the null hypothesis
and reject the alternative. This shows that high exchange rate affects staff oversees training.
Hypothesis iii:
Where training programme is not given adequate attention by the management of Obajana
Cement Company.
Oi Ei (Oi-Ei)2 (Oi – Ei)2
Ei
28 3 1.7 0.68
22 -3 1.7 0.68
50 1.36
Table 9 above shows that majority of the respondents responded positively to this question 328
respondents representing 90% of the whole respondents strongly affirmed that a combination of
other factors or motivational tools with training can contribute to higher productivity in
organizations, 7 respondents representing 2% of the respondents agreed with view. A negligible
9 respondents representing 2.5% of the respondents disagreed with the view that a combination
of other factors or motivational tools contributes to higher productivity of the organization, while
20 respondents representing 5.5% of the respondents are undecided of the view.
This emphasizes the fact that not training alone that enhances higher productivity in
workers but training with a combination of other motivational tools impact positively on
workers’ productivity.
X2 = (oi – ei)2
ei
X2 = 1.36
Degree of freedom (2-1) (2-1) = 1 x 1 = 1
Level of significance 0.095 total X2 = 1.36 the table value is 3.490. Since the total is less than the
value we accept the null hypothesis and reject the alternatives. This implies that training
programme is not given attention by the management of Obajana Cement Company.
4.3 Research Findings

27
 From the data collected through eh administration of questionnaires to respondents and
face-to-face interview as analyzed above, the researcher discovered the following facts:
i. That training increases the skills and competence of employees.
ii. That training contributes to employees’ performance and has positive effects on
productivity.
iii. That the benefits derivable from training of workers far outweigh the costs of training
in any organization.
iv. That any organization that does not accord training its priority position is bound to
have lower productivity and sustained losses.
Apart from the data collected through the administration of questionnaires on a
sample of respondents among Obajana Cement Company Plc, workforce, the
researcher got vital information from face-to-face interviews and from several
documentary sources which contributed to the findings that:
v. An untrained worker is a great danger to any organization because his wrong action
could cause operational damage that can lead to the total breakdown of the company
and incurring of heavy losses to the company.
vi. That training inculcates industrial culture in workers; it also leads to reduced down
time, reduced cost of production and better plant operation.
vii. That training enables any organization to keep pace with changing times, survives
difficult times and competition, keeps pace with modern approaches management and
operational procedures.
viii. That training is not the only contributory factor to higher productivity and employee
performance but other motivational tools such as promotion, prompt payment of
salaries and other fringe benefits, productivity bonus, staff product allocation or staff
sale, profit sharing, praise and so forth contribute to higher productivity.
4.4 Interpretation of Findings
There hypotheses were earlier on generalized for the purpose of this study:
i. That employee training leads to workers high performance
ii. That employee higher productively is as a result of combination of training and other
motivational tools.
iii. That training programmes are not given due attention by the management.

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 CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings
This study is on the impact of Training of employee on organizational productivity using
Obajana Cement Company Plc as a case study. The research is therefore concerned with the
intention of pointing out the very important role training plays on worker’s productivity in any

29
organization. It highlights the pivotal role played by training on employees’ higher performance,
vis-à-vis the overall productivity of any organization.
In so doing, the research work was divided into five chapters for flow of presentation.
In chapter one, issues such as the background of the study, statement to the research
problem, and the objectives of the study, the research hypotheses, the significance of the study
and the scope and limitations of the study were al handled.
Chapter two deals with the review of related literature of the research topic. This was
done through in-depth consultation of textbooks, daily magazines, government publications and
works of other researchers in this area.
Chapter three contains the research methodology such as the research design, source of
data collection, population of the study, sample techniques, statistical analysis used, justification
for research instruments used and the limitations to the research methodology.
Chapter four deals with the presentation of data and its analysis. The data was used to test
the tree hypotheses guiding the study.
The finding based on the three hypotheses show the following:
i) Hypothesis one was found to establish that employees’ training contributes to higher
productivity. A good number of respondents, precisely 91% of them responded
positively while a negligible percentage of 91% of them responded negatively.
ii) That money expended on staff training is beneficial to the organization.
iii) On hypothesis three, which is one the relationship of employees’ training and
combination of other motivational factors to higher productivity in organizations, a
greater number of respondents representing 97% agreed that not training alone but
training with a combination of application of other motivational tools enhance higher
productivity in organizations. However, a negligible 3% of the respondents disagreed.
Apart from the data obtained on the formulated hypotheses, the researcher was able to obtain
other necessary information through distribution and collection of data from the respondents.
To sum up the whole study, the following pieces of information are pertinent:
i) A greater number of respondents agreed that there were of the company’s training
policy. That the company under study has a training policy.
ii) The respondents agreed that no matter the costs of training of employees, the benefits
derivable from training far outweigh its costs.

30
 iii) That untrained workforce poses a grave danger to any organization. This is because
actions taken by untrained workers are very costly to the organization –
misplacement of priorities, management by instincts, ignorance, seeing things at the
surface, lack of foresight, mediocrity and so forth.
5.2 Conclusion
From the foregoing, it shows that workers training and development have a significant
impact on the employees ability to perform their duties efficiently. As the paper revealed,
further training has become veritable management’s tool for improving corporate business
objective of an organization.
Apart from increasing the efficiency and effectiveness of the workers. It also prepares
workers and cooporate business organizations adaptability to any change that occurs in their
operating environment.
The paper also revealed that training and development ensures confidence and
satisfaction on the part of the employees as regard the job which result into maximizing the
company’s output. Thereby ensuring capable replacement of vacancies, enhances employee
promotion chances and increases the financial worth of workers.
In respect of these attributes, training and development should be carefully carried out
and be thoroughly assessed by competent appraisers so that expected result will be achieved.
To drive home the point, training and development of manpower undisputedly occupies
crucial and indispensable role in all corporate organization is urged and implored to train and
develop its wincers to realize the benefits associated with the phenomena.
5.3 Recommendations.
The following recommendations, if adopted may go a long way in solving training
problems in the organization coupled with the greater resources needed. It will be of great
importance is Obajana Cement Company come up with proper training programmes which can
guarantee the achievement of the set objectives the training is meant to achieves.
Training and development of staff should be placed on the priority list of the organization
for good administrative purpose.
 Staff should be given privileged and opportunity by allowing them to undergo off-the-job
training in order that they will be able to acquire better professional skills

31
  The organization should make sure that its staff are mobilized for organized seminars
regularly and periodically.
 Training of staff should not be an opportunity that comes once in a while but the
organization should build training into the whole working experience of the staff because
the staff need professional superb academic upbringing.
 However, the organization should improve on its training and development programme
which importance cannot be overemphasized for the growth of Obajana Cement Plc and
its staff. Apart from Obajana Cement Company Plc as an organization, other
commercialized and private organizations in the country will benefit immensely from
these organizations.
5.4 Contribution to Knowledge
This research work will contribute towards academic development as it is an
improvement on the earlier research conducted on the subject matter training. It will also serve as
reference point for further research especially be scholars and other researchers interest in this
field of study.
5.5 Areas for Further Research
This research work has made attempts to access the effect of training of employees on
Organizational productivity in Obajana Cement Company Plc. What is present in the research is
by no means fully exhausted as to prevent further research. This and many more will create an
avenue for expansion of knowledge through further research. There is still room for further
investigation on this topic.

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