Edson Elfas Bila

Filimão Salomão Chichava

Kélvio Dos Santos Langa

Minerva Carlota

Vianna Gove

Yumna Camila

Information sharing and Staff Training

Introduction

Effective Communication in Communication is the primary manner in which we humans

interact or cooperate. From an organizational perspective, communication serves as the
foundation for planning and organizing, stimulating motivation, shifting individual’s attitudes
and in socialization.

This paper elaborates the picture of information sharing and stuff training as effective tools
for organizational efficiency.

Information sharing and stuff training are closely related concepts that are often used
interchangeably. The term information sharing is preferred in library and information science
in particular. Even though the existence of related concepts can be considered as a
terminological richness, they may also be confusing. The main motivation of the present
study is to clarify these terminological issues by comparing information sharing and stuff
training as modes of human activity. More specifically, a comparative approach is adopted to
find out whether and how information sharing and knowledge sharing would differ as
communicative activities. The research topic is significant because earlier studies have
focused either on the conceptualizations of information sharing (e.g., Pilerot, 2012; Wilson,
2010) or staff training (e.g., Boer, 2005; Wang and Noe, 2010), without reflecting their
relationships in sufficient detail.
In general, information sharing can be understood as ‘a set of activities by which information
is provided to others, either proactively or upon request, such that the information has an
impact on another person's (or persons') image of the world … and creates a shared, or
mutually compatible working, understanding of the world’ (Sonnenwald, 2006). Thus
defined, the process of information sharing incorporates two major aspects, i.e., giving
information to others, and receiving information that has been provided by the information
giver. Similar processes are characteristics of knowledge sharing. According to Hendriks
(1999, p. 92), knowledge sharing presumes an act of externalization by those that have
knowledge, that is, knowledge owners. Externalization can take many forms, for example,
codifying knowledge in a written document or explaining the meaning of an idea in a lecture.
Knowledge sharing also presumes an act of internalization by those acquiring knowledge,
that is, knowledge reconstructors. Internalization may also occur in many different forms,
including learning by doing and reading books, for example (Hendriks, 1999, p. 92)
Information sharing: the viewpoint of transmission

From the transmission point of view, information sharing appears as an activity through
which ideas, opinions, facts and documents are transferred from an individual (or group) to
other people. The most common verbs depicting the viewpoint of transmission include
disseminate, give and provide. One of the first researchers approaching information sharing
from this perspective was Krikelas (1983) who introduced the term information giving in a
model of information-seeking behaviour. Unfortunately, the above term was characterised at
a general level only. According to Krikelas (1983, p. 13), information giving is simply ‘the
act of disseminating messages… the messages may be communicated in written (graphic),
verbal, visual or tactile forms’. More recently, Haythornthwaite (2010, p. 4838) described the
viewpoint of transmission even more succinctly and somewhat tautologically in terms of
information transfer. It is a process that can come about as ‘direct transfers from one
individual to another’. The picture of sharing as information transmission can be
substantiated by reviewing the findings of empirical studies. Hansen and Järvelin (2005, pp.
1114-1116) investigated information sharing among patent engineers. Even though Hansen
and Järvelin preferred the generic term sharing, the empirical findings indicate that this
activity was mainly approached from the perspective of transmission. The sharing activity
took place when the patent engineers put the representations of information need for the use
of others through storing classification codes, synonyms, query terms and query structures;
and through a narrative description of the problem. The engineers also shared different
information search strategies by writing them down for reuse or saving log-statistics
indicating sources used, statistics on time and number of sessions, documents inspected and
documents printed out. This suggests that placing information objects such as query terms
and documents available to others by means of archiving is a form of information sharing
viewed from the perspective of transmission. Further, information was disseminated by
communicating subjective opinions about the relevance of retrieved documents. This was
achieved by adding annotations to electronic documents. The annotations thus distributed
served as recommendations or precise pointers to a problem solving activity. More recently,
Pilerot's empirical study on information sharing practices among design researchers revealed
new ways by which information objects were put available to potential recipients (2014, pp.
67-68). Design researchers shared information by sending e-mail messages and providing
information through social media, mailing lists, and file-hosting services such as Dropbox.
Sometimes, the sharing activity took place by simply putting documents on a colleague´s
desk or post box, or through sending text or image messages via mobile phone.

How to share information with team members

There are all kinds of information-sharing tools and methods, but another organization’s
approach might not suit your team. But how will you know when the way that you’re sharing
information is working well? Below are seven steps that power every great strategy for
sharing information effectively.

1. Define how you communicate;

2. Be transparent;

3. Communicate in ways that work for your team;

4. Make communication a circle, not a line;

5. Keep all information accessible;

6. Ask for feedback;

7. Know when (and when not) to use certain channels.

Staff training

Training, physically, socially, intellectually and mentally is very essential in facilitating not
only the level of production but also the development of personnel in an organization.
According to Okanya (2008) Training need occurs when the existing or anticipated short fall
in overall performance is the most appropriate and effective remedy. Cole (2011) submitted
that training is the preparation for an occupation or for specific skills which is job or task
oriented rather than personal. Training could also be seen as a process that seeks a relatively
permanent change in an individual that will improve his or her ability to perform on the job.
According to Onasanya (2011) Training is a form of specialized education aimed at giving
trainee a particular or specialized knowledge, skill and attitude which he must possess to
effectively perform in a given position. To Aroge (2012) Training involves the acquisition
and changing of specific skills, knowledge, attitude and social behavior for the purpose of an
occupation or work. Training is the preparation for an occupation or for specific skills which
is job or task oriented rather than personal. Training means to help employees apply
compliance concepts to their jobs. Aroge also views, staff development as a process of
employee’s improving through approaches that emphasis self-realization, self-growth and
growth of abilities, skills and knowledge of employee in an organization. This development
includes those activities aimed to improve the growth of abilities, attitudes, skills and
knowledge of employee in an organization. Chris Obisi (2012) submitted the training and
development aimed at developing competence such as technical, human conceptual and
managerial for furtherance of individual and organizational growth. Griffin (2009), sees
training and development as an avenue to acquire more and new knowledge and develop
further skills and technique to function effectively. Organization is a social unit of people that
is structured and managed to meet a need or to pursue collective goals. According to Hall
(2012) Organization is defined as a collective effort with relatively identifiable boundary,
normative order, ranks of authority, communication system and leadership. According to
Draft (2013) Organization are social entity that are goal-directed, deliberately structured
activity, systems with an identifiable boundary. Organizational efficiency is the measure of
the relationship between organizational in output (goods and services) and in a simple term
the more output one can achieve with a given amount of inputs or resource the more efficient
one will be.
Methods of Staff training and Development

According to EfoliEkot (2010) Development extend the capacity of a person to improve the
job performance and is also about helping a person to grow as well through gradual process.
According to McCormick and Tiffin (1977), and Onah (2008); The following methods can be
applied for training lecture, conference method, audio-visual aid, simulators, case method,
management games. Programme computer based instruction etc. Training can also be
grouped into two. i) On-the-job training: which includes; coaching, mentoring, job rotation,
instruction technology, apprenticeship. ii) Of-the-job Training: which includes; lecture and
conference, vestibule training, transaction training. Likewise other methods of training
includes 1. Role play: in this method the trainee is made to assume and play a role of another
person in the course of doing his job it simply means a process of learning through the job
and by doing similar job. 2. Job Rotation: it is a situation whereby the employee probably
different department. 3. On-the- job training: In this method of staff training the employee
learns the rudiment of his job as he carries out his duties in an organization. This method give
the supervisor or worker more experience and the opportunity to teach and instruct the
employee at the course of doing his job. On- the-job training is the simpler and most widest
training method. The cost of training may high as the employee may make mistake that may
cripple the organization in one way or the other. On- the-job training is one the training
methods used in Water Corporation of Anambra State. 4. Vestibule Training: it is a method
whereby the employee is trained off their regular work areas; out in an environment that
closely resemble their work place. 5. Onsite Training: This type of training is like a
conference which allows the employees to quickly develop skill on a number of topics. 6.
Technical seminar: This provides employee with benefit similar to conference but with less
flexibility because of focused content. 4. Instructor: led on line training. 5. Mentoring: this is
where the skills gap to be bridged is substantial. 7. E-learning models: It allows the
employees independent learning and experience or refresh understanding of content are
embedded learning which helps the employees learning through modules built into products
or equipment.
Factors that Impinges Staff training and Development t (Specifically in a Water
Corporation)

There are some factors that can hinder development from taking positive effect in an
organization which may cause an organization to remain stagnant, which Water Corporation
of Anambra State is not exempted. These factors include: i. Lack of fund: It has been obvious
that some staff in organization is not well paid or their salary may be delayed. For instance, in
Water Corporation where the government bluntly refused to release money for purchase all
the necessary equipment’s needed for adequate water supply to the communities in Anambra
State. ii. This has caused the organization to look like dead animal, the worker are just to
fulfill all righteousness and also to receive their salary, meanwhile, they are not working
because government refuses to release money for the purchase of things they needed to
render good service to the people. iii. Political interference: sometimes political sentiment
may interfere in the organizational development. For instance in Anambra State Water
corporations exists that is Awka, Nnewi, Onitsha and Ihiala water corporation were in
existence but it happened that it was only Onitsha urban area that was given attention during
governor Peter Obi’s administration while others were neglected which was sign of political
interference. iv. Over Dependency on External trainers: some organization believed that
external trainers are more reliable than the internal ones. That is why some organizations
send their staff abroad to receive quality training. v. Lack of recruitment of new staff after the
retirement and death of old staff which causes decrease in number of their staff. vi. Poor
water supply to the communities: this is one of the problems facing Water Corporation due to
nonchalant attitude of government towards Water Corporation. Lack of water tankers and
machines: which is necessary for easy water supply to the people, Water Corporation does
not have any vehicle talk more of tanker or pumping machine. Sometimes training undergone
by staff may not be enough for them to operate in a particular position. Recruitment of
unqualified staff: When unqualified staff are been recruited in an organization it will cause
the organization spend more in training them.
Conclusion

All in All, the present study on information sharing and staff training brought a clarification
to the conceptual space regarding the closely related constructs of information sharing and
staff training. The findings suggest that despite the diverse labels developed within two
research streams since the 1970s, the activities of information sharing and staff training are
largely connected . In this regard, the concepts of information sharing and staff training can
be used interchangeably. The terminological issues can be elaborated further by shifting the
focus to the components of information and knowledge, i.e., the objects or content that are
transmitted to others or exchanged mutually.
References

Alavi,M.& Leidner,D.E.(2001).Review:knowledge management and knowledge management

systems: conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.

Bates, M.J. (2010). Information. In M.J. Bates & M.N. Maack (Eds.), Encyclopedia of library
and information sciences. 3rd ed. (pp. 2347-2360). London: Taylor & Francis.

Chris Obisi, (2012) Personnel Management, Jackbod Enterprises. Ojokondo layout Agbowo
Ibadan.

Cole, G.A (2011) Personnel and Human Resources Management 5th edition London:
Continuum.

Facey, J., (2013) Effective Communication: Skills that make leaders stand out from the
crowd. Mercer Human Resource Consulting.

Hopkins, L., (2006). What is internal communication? Better Communication Results.