IMPACT OF MANPOWER TRAINING ON EMPLOYEE REDUNDANCY

COMMITMENT IN AN ORGANIZATION

(A CASE STUDY OF YALE FOOD NIGERIA LIMITED)

BY

SODIQ JIMOH ENIOLA

BS20200202667

SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION

AND MANAGEMENT SCHOOL OF BUSINESS STUDIES FEDERAL

POLYTECHNIC EDE, OSUN STATE, NIGERIA.

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF

NATIONAL DIPLOMAL (ND) IN BUSINESS ADMINISTRATION AND

MANAGEMENT

MARCH, 2023

DECLARATION

I SODIQ JIMOH ENIOLA with matriculation number (BS20200202667) hereby

declare that this project work was carried out by me and is a record of my research work.

To the best of my knowledge, the project has not been presented to any institution for the

award of National Diploma or Degree. The work is entirely mine and I accept full

i
responsibility for any error (s) or omission (s), due to my inability to adhere to total

instructions of my supervisor.

--------------------------- --------------------------
Student Signature Date

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 CERTIFICATION

This is to certify that this project titled "IMPACT OF MANPOWER TRAINING ON

EMPLOYEE REDUNDANCY AND COMMITMENT IN AN ORGANIZATION

CASE STUDY OF YALE FOOD NIERIA LIMITED by SODIQ JIMOH ENIOLA

meets the regulations governing the award of National Diploma in Business

Administration and Management of Federal Polytechnic Ede, Osun State.

_______________________ ___________________
MRS. F.G ALADE DATE
PROJECT SUPERVISOR

_______________________ ___________________
MR. KADIR MUMINI DATE
HEAD OF DEPARTMENT

_______________________ ___________________
EXTERNAL SUPERVISOR DATE

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 DEDICATION

This project is dedicated to almighty god my redeemer and my source of joy, who has

always support me in all ramification

I also dedicate it to my darling mother Mrs Shodeinde Bukola, my sibling Shodeinde

Zainab, Aishat, Yusuf , Amirat, Raimat, Qudus, Fawaz, Muiz, Alimat,Aminat.

I also dedicate this project to my lovely uncle, mummy, grandma.

Mrs Saka, Mr& Mrs tiamiyu, Mr & Mrs Dayo Saka, Mr & Mrs tajudeen Saka, Mrs

Odunsi Motunrayo, Habeeb Ayandokun,Akintunde Sadat,Temidayo, Abdulyekeen

tobi,Wale and all my Course mate and Almighty Allah who gave me opportunity and

enough wisdom to begin this programme and end it with Alhamdulillah

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 ACKNOWLEDGEMENT
My profound gratitude goes to Almighty God for giving us good health and

resources to successfully undertake and complete this study.

I want to acknowledge immensely our supervisor; MRS. F.G. ALADE, thank you

for your patience, painstaking corrections and incisive comments. We are indeed grateful

for all you have done for me.

My deep appreciation goes to my mommy Mrs. Shodeinde Bukola for her

tireless, helpful and meaningful guide, advice, support, sacrifices and prayers that pushed

me to the completion of this program.

Special thanks. Also go to my lecturers in Business Administration and Management

department. My HOD Mr KADIR MUMINI, Course Adviser Mr O.B. ABIODUN to our

course mates, our sisters and brothers, family members, well-wishers and our helpers at

home. We appreciate them for their support in various ways.

The contribution of my mummy producing the final print out and all the financial

expenses involved.

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 TABLE OF CONTENTS

Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Table of Contents vi
Abstract viii

CHAPTER ONE: INTRODUCTION

1.1 Background to the study 1
1.2 Statement of the problem 5
1.3 Research Questions 6
1.4 Objectives of the study 6
1.5 Significance of the study 6
1.6 Scope of the study 7
1.7 Definition of terms 7

CHAPTER TWO: LITERATURE REVIEW

2.1 Conceptual Review 9
2.1.1 Conceptual Framework 25
2.2 Empirical Review 28
2.3 Theoretical Review 36
2.3.1 Theoretical Framework 42

CHAPTER THREE: METHODOLOGY

3.1 Area of Study 45
3.2 Research Design 45
3.3 Population, Sample size and Sampling Techniques 45
3.3.1 Sample of the Study 46
3.4 Sources of Data and Data Collection Method 46
3.5 Research Instrument 47
3.5.1 Reliability of Instrument 48
3.5.2 Validity of Instrument 48
3.6 Method of Data Analysis 49
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND DISCUSSION OF
FINDINGS
4.1 Data Presentation and Analysis 50

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4.2 Discussion of Findings 62

CHAPTER FIVE: SUMMARY, CONCLUSION & RECOMMENDATIONS

5.1 Summary 63
5.2 Conclusion 64
5.3 Recommendations 64
5.4 Contribution to Knowledge 65
5.5 Limitations of the study 66
5.6 Suggestion for further study 66

REFERENCES 67
APPENDIX 70

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 ABSTRACT
This study was intended to evaluate the impact of manpower training on employee
redundancy commitment in an organization. This study was guided by the

following objectives; to identify existing training programs at Yale Food

Nigeria Limited, to find out if the training programs have impacted on
employee morale and the firm’s overall performance. The study employed the
descriptive and explanatory design; questionnaires in addition to library research were
applied in order to collect data. Primary and secondary data sources were used and data
was analyzed using the correlation statistical tool at 100% level of significance which
was presented in frequency tables and percentage. The respondents under the study were
44 employees of Yale food Nigeria Limited, Oyo, Ibadan branch. The study majorly
focuses on the effect of manpower training and development on employees’
Performance. The study findings revealed training and development activities at Yale
food Nigeria Limited is to achieve both individual and organizational performance;
based on the findings from the study, training could be used to induct new employees
that are hired and also improve performance and efficiency of existing employees.

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 CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

For any organization to develop, manpower training is necessary. Why do certain

organizations take it seriously while others do not? Any organization that places a high

priority on personnel training and development will always see excellent results. Any

organization that does not prioritize the development of its human resources will likely

struggle to meet its goals and will have a tough time competing favorably. An

organization can implement a variety of training and development techniques (s). This

study aims to draw attention to the fact that it will be exceedingly challenging to achieve

goals without sufficient training and human resource development. Manpower

development therefore, becomes the end result of the application of power and though

career development. In the public sector, employees anticipate equitable and adequate

Manpower development training. One of the purposes of an organization is to permit the

group of individuals to enhance efficiency and effectiveness.

The study of human resources has long been recognized as an important tool for

improving employee morale, which has a multiplicative impact on an organization's

productivity. In an effort to determine the degree to which organizations, especially Yale

Food Nigeria Limited, value and promote manpower training and development in raising

employees' morale toward organization's output, a study of manpower development as a

tool for high morale towards organizational effectiveness and efficiency has been

performed.

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 Therefore, the study would like to access: How far Manpower development

planned with the mind of those at the top-level management whenever they are planning

strategies to introduce new concept to the administrative procedures with particular

reference to Yale Food Nigeria Limited.

Current organizations must deal with training requirements associated with

changing and growing internationalization of industry, diverse national perspectives, and

a diverse workforce. As a result, individuals are prepared with the appropriate aptitudes,

information, and capabilities to carry out their assigned responsibilities, and training is

thought to have a significant impact on organizational efficiency. It has also been

observed that increased investment in training has resulted in increased productivity. The

presence of organizations in a non-static environment creates a constant pressure to

maintain market superiority. This necessitates the constant improvement of employee

skills and knowledge, as well as the improved performance of positive work-related

attitudes.

According to them, the goal of training and development is to develop employees'

skills and competencies in order to improve their performance; to assist people in

growing within the organization in order for the organization to meet its future human

resource needs.

According to, training entails the use of formal and informal processes to impart

knowledge and assist people in acquiring the skills required to perform their jobs

satisfactorily, whereas development prepares people for jobs.

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 Training and development therefore should be considered not only as opportunity

for growth but investment that yield overall returns and benefits to organizations and

employees. in contributing to the overall goal of the organization, training and

development processes are implemented as these benefits will not just the organization

but also the individuals making up that organization. For the organization, training and

development leads to improved profitability while cultivating more positive attitudes

toward profit orientation. For the individuals, training and development improve job

knowledge while also helping in identifying with the goals of the organization.

Employee training and manpower development is very vital to job productivity

and organization performance since the formal educational system does not adequately

provide specific job skills for a position in a particular organization. While, few

individuals may have the requisite skills, knowledge, abilities and competencies needed

to fit into a specific job function, some others may require extensive training to acquire

the necessary skills to be able to fit in a specific job function and also make significant

contribution to the organization’s performance. The success of an organization greatly

depends on the quality of the people who work there to achieve such organizational

objectives. The level of their skills, knowledge, abilities, capabilities and expertise of the

employees on the main, lies on the quality of training and development received by the

employees. Today, very profound emphasis is placed by organizations on the training

and development of employees and this has an implicit emphasis on productivity as any

organization that fails to lay serious emphasis on training and development is preparing

for obsolesce of its employees, and inflexibility to adapt to our fast- paced changing

3
environment (Nwachukwu, 2000). Thus, survival, growth and productivity of

organizations would be difficult to come by in the absence of timely and effective

employee training and development.

1.1 Statement of the Problem

In every organization, emphasis should be placed on manpower training and

retraining in order to improve level of productivity, which will lead to

achievement of goals or target. Any organization that neglects employees training

and retraining may be said to encourage failure. This is because lack of training will

lead to dropping of employees moral, competent as well as productivity. Not only that

but also employees’ ills and innovation may decline and this will cause the entire

organization to suffer a devastating blow in terms of manpower strength,

Most organizations find it difficult to identify the training needs, and

even where the need is recognized, a lot of time and money is committed to

staff training and development. The exercise is often either in appropriate,

haphazard or premised on a faulty diagnosis of organizational training

needs. In other situations, in t h i s r e s e a r c h , t h e r e s e a r c h e r i n t e n d s t o

examine the important of organizational performance in relation to

m a n p o w e r t r a i n i n g , r e t r a i n i n g a n d d e v e l o p m e n t . The research word will

also come up with recommendations, which may provide solutions to public

sector organizations personnel department problems. This could be in terms of

relevance and need for manpower training particularly in to the Board of Internal of

venue Oyo state.

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 Employees in these Companies make many mistakes while performing their

tasks. These mistakes can affect the quality of transportation services offered to

customers and consequently the image of the organization. Managers also were ignorant

and misinformed on the need and importance of training and development of manpower

in their companies. The success or failure of any business depends on the quality of its

human capital and, while it is widely recognized that training and development play

important role, there are still many concerns as to which kinds of training,

Development and skills acquisition bring economic success. More importantly

such training and development have to be immediate, quantifiable and applicable to the

job nature of these companies. Training and staff development should assist individual

performance to impact positively on organizational productivity both in the short

International Journal of Management Sciences and Business Research, term and in the

future. As asserted by performance is associated with quantity of output, quality of

output, timeless of output, presence or attendance on the completed and effectiveness of

work completed. Otherwise, where manpower resources development of an organization

is not given the appropriate attention, the implication could be poor organizational

performance was emphatic that the inability of organizations to attain their goals was as

a result of some of poor manpower development policies. Consequently, it becomes

necessary to determine how organizational performance can be influenced through

manpower training and development. Given the above, it becomes necessary to

determine the relationship between training, development, employee performance and

productivity in Yale Food Nigeria Limited private sector.

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1.3 Objective of the Study

In the light of the problems already identified in 1.2 above, the study was undertaken

with the following aims and objective.

To identify existing training programs at Yale food Nigeria Limited

 To evaluate the effectiveness of these training programs.

 To find out if the training programs have impacted on employee morale and the

firm’s overall performance.

1.4 Research Questions

The following research questions were developed to guide the study:

 What training programs does Yale food Nigeria Limited have?

 Are the training programs in Guarantee Trust effective?

 What is the impact that these training programs have had on employee morale

and performance?

1.5 Significance of the Study

The study is specified on Manpower training and development as a tool

measuring employees morale, which explains the inefficiency that characterized our

public sector and corporations which also result into lack of commitment to work and

waste of resources which are strongly needed to enhance social and economic

development.

It is hoped therefore that this study would provide information on the remote and

immediate course and possible solutions to the manpower development problems as they

6
affect Yale Food Nigeria Limited. This is also hoped that the finding of this study will

contribute to existing knowledge and information on the area of research. It is also

expected that the findings and recommendations of this study will guide Yale food

Nigeria Limited to establish a formidable manpower development planning.

The study would also be useful to the people who always cry that the

organization does not have effective manpower development programmers, so that they

know its limitations and area of help to the workers for their support and recognition of

their efforts to the organization.

Finally, this study will be useful to the students that may wish to write or make

research on similar topics and using this as a point of reference to re – orient them

towards their profession or future research or practical endeavor.

1.6 Scope of the Study

The study is limited to the role and impact that training have on the performance

of employees of Yale Food Nigeria Limited, using their branch office in IbadanOyo

State as the focus point. The branch office constitutes an important location of Yale Food

Nigeria Limited and holds a large population of employees.

1.7 Definition of Terms

Manpower: This is the human resources of an organization that coordinates and control

materials, finance and others towards the attainment of an organization objectives.

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Training: Training could be seen as an Organizational effort aimed at helping an

employee to acquire basic skills required for the efficient and effective execution of the

function for which he/she is hired for.

Redundancy: The state of being not or nor longer needed useful. It happens when an

employee’s either: doesn’t needed an employee’s job to be done by anyone, or becomes

insolent or bankrupt.

commitment: The state or quality of being dedicated to a cause, activity, an engagement

or obligation that restricts freedom of action.

Organization: an organization is a group of people with a particular purpose, such as

business or a government department.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Review

No doubt, it is believed that, one of the functions of personnel management in

any organization is to prepare a better framework for manpower development serves as a

prime mover of any organization whether private or public. In essence, manpower

development serves as the basic prerequisite for all forms of development in any

organization.

In view of this, Coleman (2001) rightly asserted that, “The fundamental objectives of

manpower development is to provide the organization with qualified personnel to

perform the duties that can achieve the organizational goals”.

In fact, manpower in any organization may be seen as the totality of its

employees with all aspirations, needs and capacity geared towards the pre-determined

goals and objectives of the organization. It also embraces the skills of such establishment

like the craftsmen, scientists, Engineers, Doctors, Lawyers, Administrators, technologies

and other professionals and nonprofessionals from the highest skilled to the most

unskilled who put in their services, manage plan, organizes or carry out the various

organizational objectives. In essence, it is an open secret that all aspects of economic

growth and development pivots on human resources and talents.

According to Aguasiska (1992), it is a well-known fact that one of the greatest

problem which seriously undermined an organization has been lack of effective

management of human resources. This is because the people at the helm of affairs

9
sometimes are not much concern on human resources which are so necessary for nation

building.

Pattern (1971), in his view also maintained that, increasingly, manpower development

has come to be recognized as the new essential for achieving all other corporate goals.

Adam Smith (2015), in his contribution to manpower development asserted that, “The

acquisition of talents and skills by an individual through education, study, apprenticeship

is a fortune not only to himself but also to the society to which he belongs.

Likewise Marshall (1964) contended that, ‘The most valuable of all capital is that

invested in the development of manpower.

In the case of Amana (1983), he is of the view that, “manpower development is

necessitated by the growing difficulties in recruitment and training staff of the requisite

caliber inadequate number at the right place and in the right time and expanding the least

amount of resources:

By this, he means that the organization is force to develop its manpower when it is faced

with the problem of recruitment and training of staff, so that the organization will now

make the best use of its present manpower by reorganizing and making the atmosphere

conducive for the workers to be more committed to the achievement of the

organizational objectives. More so, by developing our existing human resources, it will

be easier for the organization to determine its future development.

However, it should be clear that, the starting point for manpower development is

to undertake a manpower inventory to ascertain what is existing in terms of numerical

strength and work distribution for personnel. To make it clear.

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 Coleman (2001) elucidated that, the objective of manpower inventory knows with

precision the existing manpower capabilities of an organization. The basic information

needed is data relating to the knowledge and skills possessed by each individual in the

organization. This includes not only his present duties indicated by the past experiences

and educational specialization. In view of the above, the importance of manpower

development in any organization cannot be over emphasized as has been clearly and

expressed by different scholars.

The successful implementation of development plan solely rested on the

availability of financial and other capital inputs but more importantly, the trained

manpower in various occupations. The shortage of skills and executive manpower could

be critical constraints in the implementation of development projects.

Therefore, there is need to train people who are results oriented, who can recognize

opportunities and meet the organizational objectives. We need professional men and

women who can make our scarce resources productive.

Concept of Employee Development

One of the major reasons for management development is to enhance the

employee’s chance of promotion in the organization. Nwachukwu (2006) asserts that

development deals with the activities undertaken to expose an employee to perform

additional duties and assume positions of importance in the organizational hierarchy.

According to Oribabor (2000), training and development aim at developing

competencies; such as technical, human, conceptual and managerial for the furtherance

of individual’s and organization’s growth.

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Concept of Manpower Development/ Training

Noe (2010) refers to training as a planned effort by a company to facilitate

employees’ learning of job-related competencies. These competencies include

knowledge, skills, or behaviours that are critical for successful job performance.

Oribabor (2000) submitted that training and development aim at developing competences

such as technical, human, conceptual and managerial for the furtherance of individual

and organization growth.

Fanibuyan (2011) defines training as the systematic process of altering the behaviour and

attitude of employees in a direction to increase organizational goals and development as

program generally aimed at educating supervisory employees above and beyond the

immediate technical requirement of the job and have a main objective of the

improvement of the effective performance of all employees.

Training programs not only develops employees but also help an organization to make

best use of their human resources in favour of gaining competitive advantage. Therefore,

it seems mandatory by the firm to plan for such a training programs for its employees to

enhance their abilities and competencies that are needed at the workplace,(Jie and Roger,

2013).

Training not only develops the capabilities of the employee but sharpen their thinking

ability and creativity in order to take better decision in time and in more productive

manner (David, 2014).

Moreover it also enables employees to deal with the customer in an effective

manner and respond to their complaints in timely manner (Hollenbeck, Derue and

Guzzo, 2014). Training develops self-efficacy and results in superior performance on job

12
(Svenja, 2007), by replacing the traditional weak practices by efficient and effective

work related practices (Kathiravan, Devadason and

Zakkeer, 2006).

Training refers to a planned intervention aimed at enhancing the elements of

individual job performance” (Chiaburu and Tekleab, 2010). It is all about improving the

skills that seems to be necessary for the achievement of organizational goals. Training

programs may also help the workforce to decrease their anxiety or frustration, originated

by the work on job (Chen, 2014).

Those workers who feel themselves to be unable to perform a task with the desired level

of performance often decide to leave the firm (Chen, 2014), otherwise their stay at firm

will not add to productivity (Kanelopoulos and Akrivos, 2006). The greater the gap

between the skills necessary and those possessed by the workforce, the higher the job

dissatisfaction of the workers. Rowden (2012), suggest that training may also be an

efficient tool for improving ones job satisfaction, as employee better performance leads

to appreciation by the top management, hence employee feel more adjusted with his job.

According to Rowden and Conine (2012), trained employees are more able to satisfy the

customers and (Tsai, 2007), employees who learn as a result of training program shows a

greater level of job satisfaction along with superior performance.

Justification for Manpower Development

It has been known for long that workers often lack relevant skills i.e. they have

no professional training to equip them to carry out the task of modern era. In view of

this, it has become imperative that after the employees are recruited, selected and

13
inducted, he or she must be developed to better fit the job and the organization. It has

also been understood that no one is perfectly fit at the time of hiring therefore; training

and education must take place. No organization has a choice of whether to develop

employees or not. The only choice is that of developing them on the organization’s goals

to be achieved.

But, if there is no organized programmes existing for this purpose then, the development

will largely be self-developed while living on the job. This development would include

both training to increase skills in performing a specific job and education, to increase

general knowledge and understanding our total working environments.

Planning development programmes will return values to the organization in terms

of increasing productivity, heightened morale, reduce costs and great organization’s

stability and flexibility to adopt to changing external requirement. Such programmes will

also help meet the need of individuals in their research that can add up to life long

carriers.

Our society as a whole is also vitally interested in training and educationally programmes

in order to promote employment and utilize the talents of its citizens.

However, one of the earlier legislative attempts in this regard was the manpower

development and retraining act of 1962 which was designed to assist in the conversion to

new skills of these persons throughout the work by changing job requirement.

In 1964, the economic opportunity Act (E.O.A.) was directed towards providing

training assistance for young entrance in the job market, job crops and college work

14
study programmes were formed to help young persons whose unemployment rates are

typically double to average.

More over in 1973, because of the confusion generated by literally thousands of public

Finance training programmes, the comprehensive employment and training was passed.

It objective was to decentralize the control of programmes to local and state levels, and

to focus most funds on assisting the unskilled and long term L.tn employment (Sabine

and Thorson (1973).

More so, in 1978, this single act constituted the fasted grounding portion of the federal

budget with over $12, billion appropriated for training and job formation. As practiced, it

has become a type of ‘revenue sharing’ with local government with emphasis on job

creation to conduct unemployment (Sabine and Thorson, 1973).

After an experimental programme in the late 1970s, the job training partnership

act of 1982 allocated $3 billion to private industry councils to implement training for the

hard care unemployment. These councils under the control of private business person

rather than local governmental officials were assigned to training for long lasting job.

The typical CEFA job lasted for only 18 months. The philosophy of most private

organizational council is that, no training will be offered unless there is a job at the end

of the line and attention will be given to developing skills that lead to long term

employment such of how to take an interview, adapt to supervision and become on the

job (Grude, 1974).

In view of the above therefore, personnel management is one of the most

complex and challenging field of endeavour. Not only must the organization requirement

15
for effective work force be met, the greatly concern with the expectation of both

employees and society in general. Source our society at large has proclaimed its human

resources to have vital needs that move beyond a work force status.

Manpower Development and Training

In any organization whether private or governmental, training is the most

important factor when it comes to manpower development. Every organization needs to

have well-trained and experienced personnel to perform the activities that have to be

done in such organization. And if current or potential job occupants can meet this

requirement, training then, is not important. But since this is not the case, then, it is

necessary to raise the skill levels and increase the adaptability of employees. As job has

become more complex, the importance of employees training has increased. When jobs

were simple and easy to learn and influence to only a small degree by technological

changes, then there was little need for employees to upgrade or alter their skills (Byrant,

1965).

But as the rapid charges are taking place now in our highly sophisticated and complex,

society, organizations need to train their personnel.

From the above explanation, we can view training as the learning experiences

which seeks relatively permanent change in an individual that will improve his or her

ability to perform well on the job Training can also involve the changing of skills,

knowledge, attitude or social behaviour. It may also means changing what employees

know how they work, their attitude toward their work or their interaction with their co-

workers.

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 However, training of any kind aimed at developing one’s skills in order to perform more

effectively on the job entrusted to him. And at times, it depends on the resources and

opportunities available to the organization. As Myers stated, the type of employee,

training best suited to a specific organization depends upon a number of factors such as

skills called for jobs to be filled and the kind of operating problem confronted by the

organization.” (Myers, 1965).

Above all, for the purpose of this research work, we need to discuss five types of training

which include the following:

 Pre-entry Training

 On-the-job Training

 Off the job training

 Seminars

 Introductory or orientation training

 Pre-entry Training:

This takes form of general education to prepare the prospective workers for

selection and to develop the knowledge and qualities which would make him or her

succeed in later life. Broadly defined, it is a kind of training which applicants has before

his or her recruitment into the organization. This type of training is offered by academic

institutions like Universities, Polytechnics, and colleges of Education just to mention a

few (J.P.J. Kenny and E.L. 1972).

17
  On-the-job Training:-

The most widely used method of training takes place. On job On-the-job-training

places the employees in an actual work situation and makes them appear to be more

productive. In fact it is learning by doing. For jobs that are either difficult to simulate or

can be learned quickly by watching and doing, on-the-job training is most suitable. And

it occurs at all levels in any organization. It may be returned all the way, from the

briefing, giving to an administrative officer by his superior on how to handle a complex

matter to actual instruction and to demonstrate in such duties like typing letters, how to

answer telephone calls or even how to handle files and so on. This type of training also

involve direct contact between superior and their subordinates (0.G. Stahl,

1971).

 (c)Off- the- job- training:-

Unlike on-the-job-training, off the-job-training is usually done in form of

academic work. It is done outside the usual working place in a separate environment

where the trainee may sometimes uses modified tools and equipment. It is also usually

done in form of a formal education which covers a number of techniques such as

classroom lectures, films, demonstrations, case studies and other simulation exercises

and programmed instructions. Under this type of training, the trainees would be tested

and be satisfied before they leave their place of work (Stephen P. Robinson, 1978).

18
  (d)Seminars

This is an internal programme, which is designed for high motivation and

performance improvement of an employee which is very relevant to the needs of the

organization. The seminars have to cover various categories of officers. In this type of

course, paper are prepared and presented to different categories of workers. Series of

questions are usually asked at the end of the lectures or paper presentation and right

answers are also given to enhance the understanding of the attendants. This is carried out

by the employers and employees of state civil service commission,

Niger State.

(e)Introductory or Orientation Training:-.

A new entrance into an organization needs information about the organization.

The type of information about the organization. The type of information he needs may be

concerned with the type of job he may render in such organization. The type of

orientation given to him will make him to understand the importance of his job, the

organization’s personnel policies and procedures of carrying it out. It also exposes him to

the true picture of the organization and how it is related to local community and the

nation in general. The new employee’s force knowledge is likely to be, it is essential that

he is furnished with information that will enable him to find his place in an organization.

However, it is believed that training is quite necessary but training alone cannot solve all

the administration problems of any organization.

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Therefore the following aspects should be considered for staff development in any

organization. i. Better pay ii. Security of job iii. Credit for work done iv. Opportunity

to Advance

v. Conformable, safe and Attractive working

condition vi. Competent and fair leadership

vii. Reasonable order and Direction

viii. Social Relevant Organization (Udoji J., 1974).

It is also believed that of the state government in this country (Nigeria) are

adequately staffed and financed indeed, the idea of staff development from the above

analysis will become a history. But since this is not the case, it has become necessary for

every organization to pay a special attention to manpower development despite the

numerous problems associated to it. This is necessary because of the following variables.

Achieving management objectives of any organization depends on getting the right

people in the right place at the right time and preparing them for the task ahead. This

improving productivity and performance of an organization largely depends on well

trained personnel and that organizational downfall is attributed to the poor recruitment

and training policies of an organization.

The Importance of Manpower Training and Development

George (1979) maintains that the importance of training is to help the employee

acquire and maintain the necessary skills, capabilities and personal capacities to

contribute more adequately to the attainment of organizational and rational objectives. In

20
summary of the afore submission one may infer to say that the importance of training is

to increase the present and future employees effectiveness, prepare them for

advancement, retain them for greater versatility or for changes in organizational and

national programmes.

Tan, Hall and Boyce (2003) as cited in Kulkarni (2013) observed that companies

are making huge investment on training programmes to prepare them for future needs.

Stavrou et al (2004) posits that the main goal of training is to provide, obtain and

improve the necessary skills in order to help organizations achieve their goals and create

competitive advantage by adding value to their key resources.

Factors Affecting Training and Development

Several factors have been found to influence training and development of

employees. Mondy et al (2002) confirm that change is obviously one factor that impacts

and is impacted by training and development. Employees may resent likely change if

they felt it will affect them negatively, as a result, will work to thwart the programmes’

chance of success. Therefore, management should endeavor to explain the objective of

training and development programmes to the employees who are to take part in such

programmes to avoid intentional sabotage arising from fear of change. Training could be

a waste of time and resources if the area of emphasis in training is not properly identified

and accepted by the trainees. Concerted effort must be to clearly identify areas of stress

in a training programme to avoid frustrating and demoralizing the trainees. Lack of

management support can negatively influence employee training and development.

21
Robbins, Odendall and Roodt (2003) noted that many employees are opposed to training

and development initiatives because they assume that the responsibility for training

people is the responsibility of the school system, not the firms. Moreover, some

organizations taught that it is the responsibility of the employee to learn how to do the

job they are hired to do, as much, any investment in employee training is considered as

extra cost for the organization.

Other factors influencing training and development include level or degree of

management support, commitment from specialists and generalist, technological

advances, learning principles and organizational complexity (Mondy et al, 2002).

Lack of positive reinforcement, lack of opportunity to objectives of the training

programme, poorly planned programmes and non alignment of training and development

with business needs are pointed out by (Nwachukwu, 2006:133; Kleiman, 2003:389; and

Perry, 2007:282) as other major factors as well.

In addition, lack of feedback also affects training and development negatively as trainees

find it difficult to know about their level of success in their training and development

programmes as organizations do not evaluate the outcome of the programme after a

given training sessions.

Objectives of Staff Training

According to Amewudah (2012), objectives of training are what employees

would achieve and gain after undergoing the training program. The benefits of a training

program refer to the objectives. Before employees embark on any training program, it is

assumed that there are handicaps. If the handicaps are overcome after undergoing the

training program it means that objectives have been achieved (Finchmam, 2009).

22
Objectives mean what we can learn and do after a training program. Some organizations

send their employees on a training program without identifying objectives and without

knowing what the trainees would achieve by the time they come back from the training

program, they will be able to achieve certain things (Truss, 2004). For example,

employees were not able to conduct bank reconciliation statement or were not able to

operate windows '98 and windows 2000. If they are able to do so at the end of a training

program, one could say that the objectives have been realized. According to Kayode

(2011) the objectives of training are as follows;

 Improving Quality of Workforce:

Training programs can help in improving the quality of work produced by the

workforce of organization. Mostly, training is given in a specific area like finance,

marketing or HR, which helps in improving the quality of work in that particular area.

 Enhance Employee Growth:

By attending these training and development programs, employees are able

master the work of their jobs and that's how they develop and grow themselves in a

professional way.

 Prevents Obsolescence:

These training programs help employees to keep themselves up to date with the

new trends in latest technology, which reduces the chances of termination of the job.

 Assisting Newcomer:

23
 These programs help new employees to adjust themselves in a new working

environment, culture and technology. They feel themselves as regular employees of that

organization.

 Bridging the Gap between Planning and Implementation:

It helps organizations to easily achieve their targets and goals what they actually

planned for. Employees know their job better and they deliver the quality performance

according to needs of top management. That's why organizations can easily implement

their plans.

 Health and Safety Measures:

Training and development program clearly identifies and teaches employees

about the different risk involved in their job, the different problems that can arise and

how to prevent such problems.

This helps to improve the health and safety measures in the company.

 It helps to increase workers morale and enthusiasm:

Training programs often time, boost workers confidence and give them a high

spirit to perform optimally.

Pitfield (2013) is of the opinion that the objectives of training are to: provide the skills,

knowledge and aptitudes necessary to undertake required job efficiently develop the

workers so that if he has the potentials, he may progress, increase efficiency by reducing

spoilt work, misuse of machines and lessening physical risks.

24
 Abang (2009) Training will have the greatest impact when it is bundled together

with other human resource management practices and these practices are also

implemented following sound principles and practices based on empirical research.

Many studies have garnered support for the benefits of training for organizations as a

whole.

Herman and Kurt (2009) believed these benefits include improved organizational

performance (e.g., profitability, effectiveness, productivity, operating revenue per

employee) as well as other outcomes that relate directly (e.g., reduced costs, improved

quality and quantity) or indirectly (e.g., employee turnover, organization’s reputation,

social capital) to performance.

2.1.1 Conceptual Framework

Definition of Training and Development

Many definitions have been given to training as well as to development by different

people. According to Mondy, Noe and Premeaux (2002:215) training includes all

activities designed to provide learners with the knowledge and skills needed for the

execution of their present jobs. It is an organizational effort aimed at helping an

employee to acquire basic skills required for the efficient execution of the activities and

functions for which he is hired. It includes all activities undertaken to expose an

employee to perform additional duties and assume positions of importance in an

organization’s hierarchy (Nwachukwu, 2006; Peter and Bunce, 1995). It is the overall

process whereby an individual’s behavior is modified to conform to a predefined and

25
specific pattern, involving those activities, which essentially aim at providing skills,

Knowledge and attitude required for employment in a particular occupation, group or

related occupation or function in any field of occupation (Zigon, 2002; Aderinto, 1986;

Ruhert, 1992).

When there is a gap between actual performance and what is needed, training can

reduce it, if it does not completely eliminate the gap. This is done through changes and

modification in behavior of individuals by giving individuals the necessary item of

knowledge, skill or attitude they needed to perform up to standard (Richard, 2005; Craig,

1997; Joerg, 1995; and Zymelmen, 1990). Abiodun (1999) defined training as a

systematic development of the knowledge, skills and attitudes required by employees to

perform adequately on a given task or job. Commenting on the impact of training,

Adeniyi (1995) pointed out that staff training and development is a work activity that can

make a very significant contribution to the overall effectiveness and profitability of an

organization. Training therefore is an essential component of high performance in work

systems. Every organization needed skilled, motivated, knowledgeable and capable

workforce, and this is much possible to be within the grasp of any organization which

makes employees training and development an important aspect of its human resources

practice. The views of the above authors agree with others in term of acquisition of

specific skills by individuals for the purpose of performing a particular task or group of

tasks. Based on this, training can be defined as an activity designed to help individuals

gain knowledge and specific skills in order help them perform some designated tasks and

functions, or to help them update the skills and knowledge already acquired.

26
Concept of Employee Development

One of the major reasons for management development is to enhance the employee’s

chance of promotion in the organization. Nwachukwu (2006:127) asserts that

development deals with the activities undertaken to expose an employee to perform

additional duties and assume positions of importance in the organizational hierarchy.

According to Oribabor (2000), training and development aim at developing

competencies; such as technical, human, conceptual and managerial for the furtherance

of individual’s and organization’s growth.

Productivity is the measure of how the individual, organization and industry convert

input resources into goods and services. It is the measure of how much output is

produced per unit or resources employed (Lipsey, 1989). It is the effectiveness of the use

of the factors of production to produce goods and services. In other words, productivity

is the achievement of the highest level of performance output with least amount or

expenditure of resources. When an organization expends little input and achieves high

amount of output, the organization can be said to be productive, and their knowledge of

what to do to get high output from least amount of input gives the organization a

competitive edge over others in the market economy.

27
 Figure 2.1

2.2 Empirical Review

Ohaeriand Chukwu (2016) in their study examined manpower development with

Yale food Nigeria Limited as their case study. Data used for the study were collected

from both primary and secondary sources presented in tables and analyzed using

percentages and frequency tables. Hypotheses were formulated and tested using Chi

square method. It was discovered among other things that; staff training will improve

employee’s performance inYale food Nigeria Limited. It was observed that management

makes effort towards ensuring adequate staff training, and that Staff training will have a

significant effect on the output and service delivery of staff of Yale Food Nigeria. The

28
following recommendations were made by the researchers; training needs should be

considered on the basis of overall organizational objectives. The goals of the

organization should determine what training programs are to be organized for staff. The

management of Yale Food Nigeria Limited should invest more in training as money

invested in the employees is like money kept in a safe deposit, which appreciates in value

over time.

Gunu, Oni, Tsadoand Ajayi (2013) in their study titled empirical study of training and

development as a tool for organizational performance: case study of Yale Food Nigeria

stated that in Nigeria, in recent years are facing the challenges of labor turn over due to

lack of job security of their employees. More so, most food company keep downsizing

their employees and recruiting new ones as a result of changes in their services and work

processes driven by technological trends and competitive environment. Primary data

were used for the study, which were generated through the use of questionnaires. The

study took a sample of 395 respondents from a population of 35,386 from the five

branches of the company used as case study. Simple random technique was used to select

the respondents. Data collected were analyzed using descriptive statistics, and Pearson’s

moment correlation. Major findings from their study indicated that there is a positive

correlation among all the variables. Result of their model summary shows that the

independent variables account for 39.1% of the variation in organizational performance.

The result in their coefficient table however, indicated that only three variables were

significant: organizational commitment to Training and Development, frequency of

Training and Development and reward for best performance. The study therefore

concluded that for training and development to have significant impact on organizational

29
performance, employees need to be motivated during training programs. They

recommended that banks should introduce reward system for outstanding performance so

as to motivate employees to always put in their best during each training session.

Usman (2014) in his study titled Impact of manpower of training and development: as a

tool for employees’ job performance in Yale Food Nigeria Limited tried to ascertain the

impact of training and development in the life of an average government worker because

there is a general

belief that employees in the civil service are actually underutilized, lazy and that they

show nonchalant attitude to work compared to their compatriots in the public sector. He

posited in the study that all of these factors stated above cannot be justified on a mere

talk without looking at factors that might contribute to it such as finance, orientation of

workers, personality, environment, training and development opportunity, among others

thus justifying the researcher choice to assess the training and development programme

that is being offered to the civil servants whether they impact on their job performances

or not. A sample size of 300 respondents was chosen by the researcher. Data for the

study were analyzed electronically using descriptive and inferential statistics. The

researcher found out that training and development programmes are tools for employees’

job performance in Yale Food Nigeria Limited and that training and development

programmes are tools for employees’ job performance in any organization.

Peretemode and Chukwuma (2004) in their study examined the relationship

between manpower development. with a test-retest reliability Coefficient of .734 was

used to collect data from the 205 workers selected from a population of 1021 workers

30
based on proportional stratified random sampling method. Five research questions and

one hypothesis guided the study. The Pearson Product Moment Correlation Coefficient

and multiple regression statistics were used to analyze the data. The results gotten from

the analysis led the researchers to conclude that manpower development enhances

workers productivity irrespective of gender, department and type of institution, although

these predictor variables could explain only eight percent of lecturers’ productivity in

institutions of higher learning in Delta State of Nigeria.

Okereke and Igboke (2011) in their study examined the perception and relevance

of influence of training and manpower development on employee performance, using

civil servants in Ebonyi State, Nigeria as reference. A pre-coded questionnaire was

administered on 300 workers stratified into three categories: GL 04-06; GL 07-12and GL

13+. The purpose according to them was to ensure equitable representation of civil

servants in the study area and to elicit their opinion on the theme of study. When the data

was analyzed, it was discovered that training and manpower development has an

influence on job performance, but the influence of type of training on job performance

was inconclusive. When cross-tabulated, only 49.8% of those that had training and those

exposed to manpower development had high job performance as against 21.2% for their

counterparts with no training and manpower development. This is suggestive of spurious

factors (that may include leadership, organizational climate, management development,

salary) that may intervene as motivation factors for high job performance. Of

significance, is that the primary aim of training and manpower development was rather to

meet statutory requirements (60%), as against improvement on the job (31.2%) and has

policy implications for training and manpower development relevant to organizational

31
need or goal to be provided to employees. This was a sufficiently promising result to

encourage further study, not only to re-visit the theoretical explanation that training and

manpower development directly result to improved job performance, but also to verify

the circumstance within which training and manpower development enhance job

performance.

Hassan (2010) in his study tried to determine the extent to which workers

patronize distance learning approach to further their education. According to him, other

purposes for his study includes determining the problems facing workers in the process

of improving their knowledge and skills through distance learning approach; establishing

the level of attainment of manpower development and finding out the relationship

between manpower development and job performance effectiveness of workers in the

company. Survey research was utilised by him in the study. One hundred and seventy-

five (175) respondents were selected from Yale Food Nigeria Limited. Four (4) research

questions were generated from the literature and was used to structure the questionnaire

used. Responses elicited from respondents were numerically quantified, tabulated and

analyzed using Likert scale and percentage. The analyses showed that: opportunity for

training and development was given to all workers in company; reported occasional

frustration from and management in a bid to pursue further education; respondents in the

two company held that the objectives of floating manpower development for workers

were achieved; and they reported that there was relationship between acquisition of

manpower development and job performance at workplace. Based on the findings, the

researcher recommended that workers should be encouraged to patronize distance

32
learning system to further their education; information and communication technology

should form part of manpower development programmes in the company;

Nana, Okpara and Abubakar (2013) carried out a study to determine the

relationship between manpower training and productivity in Yale Food Nigeria Limited.

They collected data by the use of questionnaire. The data so collected were analysed

using chi-square method. Also, secondary data was obtained from the personel

department of organization and this was analysed using simple regression analysis. The

result gotten revealed that there is a positive relationship between cost of manpower

training and productivity of Yale Food Nigeria . The researchers therefore recommended

that the management should support the training of staff at all levels and also vote a

reasonable amount for manpower training and development.

Eze (2012) in her study of the staff training programmes in Yale Food Nigeria

with particular reference to Yale Food Nigeria tried to ascertain the training needs of the

staff of the company, the extent to which they are exposed to training programmes, how

they benefit from training, the factors that hinder training and ways through which staff

training could be improved were looked into. Structured questionnaire together with

interview questions were used to gather data from the 82 workers of the Company who

formed the respondents. 80 copies of the questionnaire were returned and used for the

analysis using frequencies and percentages.

Findings showed that the workers have a variety of training needs; that training

programmes are not adequately provided for the staff; that workers gain certain benefits

like promotion, professional and personal development. Further findings showed that

certain factors like lack of fund, inadequate number of workers hinder training of staff

33
and that staff training could be improved through adequate funding, formulating training

policy and recruiting adequate number of staffs including training officers. The study

indicated a need for the clear identification of each worker’s training need, formulation

of training policy statements and the consideration of all workers when planning for

training. Training-related changes should result in improved job performance and other

positive changes (e.g., acquisition of new skills; Hill& Lent 2006, Satterfield & Hughes

2007) that serve as antecedents of job performance (Krieger 2002). Reassuringly, Arthur

et al. (2003) conducted a meta-analysis of 1152 effect sizes from 165 sources and

ascertained that in comparison with no-training or pretraining states, training had an

overall positive effect on job-related behaviors or performance (mean effect size or

d=0.62). However, although differences in terms of effect sizes were not large, the

effectiveness of training varied depending on the training delivery method and the skill

or task being trained. For example, the most effective training programs were those

including both cognitive and interpersonal skills, followed by those including

psychomotor skills or tasks.

Benefits of training are also documented for technical skills. For example, Davis

and Yi (2004) conducted two experiments with nearly 300participants using behavior-

modeling training and were able to improve computer skills substantially. Although

behavior-modeling training has a rich history of success (e.g., Decker &

Nathan 1985, Robertson 1990), a unique aspect of this research was that training was

found to affect changes in worker skills through a change in trainees’ knowledge

structures or mental models (see also Marks et al. 2002 for an ex-

34
amination of mental models at the team level).

Specifically, mentally rehearsing tasks allowed trainees to increase declarative

knowledge and task performance, each measured 10 days after the training was

completed.

More recently, results showed that salespeople who participated in the training

program demonstrated higher self-efficacy, outcome expectancy (e.g., “I will increase

my sense of accomplishment”), and objective outcomes (e.g., number of new policies

sold) as well as subjective job performance (i.e., sales managers’ ratings of each

salesperson’s performance). Training-related performance improvement was sustained

over a 12-month period after training ended.

There are also documented benefits of training for managers and leaders. Collins

&Holton (2004) conducted a meta-analysis of the benefits of managerial leadership

development programs including 83 studies published between1982 and 2001 (see also

Cullen & Turnbull2005). They found that me and (comparing training with no training)

ranged from 0.96to 1.37 for knowledge outcomes and from0.35 to 1.01 for

expertise/behavioral outcomes.

Knowledge was defined as principles, facts, attitudes, and skills measured using

both subjective (e.g., self-reports) and objective (e.g., standardized tests) measures.

Expertise/behavioral outcomes were defined as changes in on-the-ob. behavior and were

also assessed using both subjective (e.g., peer ratings) and objective (e.g., behavioral)

measures.

35
2.3 Theoretical Review

According to Drunker (1998), the only contribution a manager is uniquely

expected to make is to give others vision and ability to perform. Training is necessary to

ensure an adequate supply of staff that is technically and socially competent and capable

of career development in to specialist department or management positions. There is

therefore a continual need for the process of staff development and training fulfills an

important part of this process.

Manpower Training and development should be viewed therefore as an integral part of

the process of total quality management.

There are some different theories that equally explain the relevance of impact of

manpower training and development on productivity in an organization. This adopts

some theoretical frameworks that are suitable to this work.

Principles Theory

Principles theory suggests that training should focus on the general principles

necessary to team a task so that the learner can apply them to solve problems in

organization (Goldstein, 1986). This theory suggests that it is possible to design training

environment without too much concern about their principles theory is critical to far

transfer because knowledge can be abstracted and connected to new problems. It training

can understand the principles and concepts and if they have a chance to practices, they

are more likely to apply their newly acquired skills, knowledge and behaviour when they

are faced with new challenges and unfamiliar problems.

36
Traditional Model

Traditional approaches to training tend to consider it as a basic line between

training and performance in order to enhance high productivity in an organization.

Holton (1996) provided a conceptual evaluation model of training focused on individual

performance.

This model proposes three primary outcomes of training intervention learning,

individuals’ performance, and organizational result. These outcome are defined,

respectively, as achievement of the learning outcome desired in Human Resources

Development (HRD) intervention, change in individual performance as a result of

learning being applied on the Job, and result at the organizational level as a consequence

of change individual performance.

Training and development has been defined according to Robert (1976) as the process of

development staff knowledge, skills and attitude through instruction demonstration

practice and planned experience to meet the present and future needs of the business.

Manpower development also has been described as the development of management

skills.

Mills (1969) also expressed the view that the training in its fullest sense include further

education which is widely based upon, so that the employee become more skilled in his

work and happier on his job.

Ejiofor (1972) also expressed the view that, “the training of staff is an important aspect

of manpower development rightly approved that every organization should strive to train

its staff in order to increase their efficiently in the performance of their jobs. Skills and

37
experience related closely to the job can be made by given the staff assignment case

studies, decision making, exercise and management game to stimulate real conditions.

According to Cole (2002), training is a learning activity directed towards the

acquisition of specific knowledge and skills for the purpose of an occupation or task. An

organization may have employees with the ability and determination, with the

appropriate equipment and managerial support yet productivity falls below expected

standards (Adanji, 2010).

Looking at the indispensability of manpower training and development to an industrial or

organization set up. Ladipo-Ajayi (1994) observed that both are very demanding

ventures in any organization because people commit huge resources to them.

However, some scholar viewed the two concepts as being different. Jones, at al

(2002) believe that training primary focuses on teaching organization members how to

perform their current Jobs and helping to acquire the knowledge and skills they need to

be effective performers. Development on the other hand focuses on building the

knowledge and skills of organizational members so that they will be prepared to take on

new responsibilities and challenges.

The success of an organization greatly depends on the quality of the people who

work there to achieve such organizational objectives. The level of their skills,

knowledge, abilities, capabilities and expertise of the employees on the main, lies on the

quality of training and development received by the employees. Today, very profound

emphasis is placed by organizations on the training and development of employees and

this has an implicit emphasis on productivity as any organization that fails to lay serious

emphasis on training and development is preparing for obsolesce of its employees, and

38
inflexibility to adapt to our fast- paced changing environment (Nwachukwu, 2000). Thus,

survival, growth and productivity of organizations would be difficult to come by in the

absence of timely and effective employee training and development.

The importance of effective training and development of employees makes

organizations to spend an enormous amount of money and time on training in order to

help employee’s learning of job- related competencies (Casio, 2000; Dowling and

Welch, 2005), and employees competencies usually lead to organizational productivity.

According to Adeniyi (1995), staff training and development is a work activity that can

make very significant contribution to the overall effectiveness and profitability of an

organization. Thus, training is a perquisite for any organization which must achieve

maximum productivity through the effective and efficient performance of employees

(Taiwo 2007). Today, the tremendous emphasis placed on man power training is derived

from the current realization that it is the employees that make up an organization’s

building block. Olaniyan and Ojo (2008) who highlighted the need for staff training and

development noted that “human resources, are the most valuable assets of any

organization and that with the machines, materials and even money, nothing gets done

without man power. The place of man power training and development in the life of any

organization can never be over- emphasized. Nwachukwu (2000) succinctly stated that

“technological innovations taking place everyday render today’s skills and methods

ineffective for tomorrow’s activities. Thus, one of the most important functions of the

executive and personnel administrator is to ensure that employees are helped to acquire

needed skills, while those who do are helped to update them. Lewis (1997) demonstrated

and strongly maintained that training and development is the main reason behind the

39
high performance of workers, organizations and nations. And once employees are

trained, they become more active and quick in responding and accepting needed changes,

as well as build their inner confidence and develop understanding to the support of their

peers. Ameeq and Hanif (2013) supported this when they stated that “the need to perform

one’s job actively and the need to know how to lead others are sufficient reasons for

training and development, as well as the desire to meet organizations objectives of higher

productivity. Any organization that lays little or no emphasis on training and

development is encouraging obsolesce of employees, inflexibility in the organization and

appears not to recognize the changing environment in which it operates. Olaniyan and

Ojo (2008) noted that organization’s development follows the development of

individuals who made up the organization. They maintained that training can solve a

variety of man-power problems which militate against optimum productivity of an

organization by enhancing the individual’s capacity to contribute optimally to the

development of the organization. Training aimed at helping an employee to acquire basic

skills required for the efficient execution of the activities and functions for which he is

hired; while development is concerned with activities undertaken to expose an employee

to perform additional duties and assume positions of importance in the organizational

hierarchy (Nwachukwu, 2007:127).

Mondy, Noe and Premeaux (2002:215) posit that “training frequently improves

workers’ skills and boosts their motivation”. Singh and Mohanty (2012) argued that for

training to be effective, it should incorporate application. Successful training therefore

requires theory, demonstration, as well as application. In addition, training and

development aim at developing competencies such as technical, human, conceptual and

40
managerial for the furtherance of an organization’s growth (Oribabor, 200) and improved

productivity.

Katcher and Snyder (2003) noted that “if executed correctly, the effects of

training on employee performance can often encourage growth within the worker and the

organization itself”. In other words, the implication of more investment in the form of

training and development programmes on employees would raise expectations from

them in term of performance, and the organization will gain competitive edge over their

rivals due to the improved skills, knowledge, behavior and competencies learnt and/or

acquired by the employees during their training and development programme. Despite

this awareness of the importance of training, organizations maintain a blurred position

regarding training and development programmes as they do not understand how

investments in training can provide some cognitive value. Consequently, they do not

bother with the training and development of workers. Where training and development

programmes are in place, they are not sufficiently supported by the organization and the

required investment is sidelined (Taiwo, 2007), as it is seen as an additional cost to the

organization.

According to Kum, Cowden and Karodia (2014) many organizations are forced

to train only to reclaim their Skills Development Levies (SDL) which they pay monthly

to government. Many others consider it as a waste of company funds as a result, pay lip

service to workers training and only meet the needs for training and development in an

adhoc and haphazard way, by allowing unsystematic and inefficient training practices to

flourish in these organizations.

41
2.3.1 Theoretical Framework

Hardly do we discuss and analyze concept meaningfully in the social sciences

without linking them to or understanding them from some theoretical point of view.

Manpower development is a concepts which easily lend themselves to theoretical

orientations. The functional superiority of theories as guideposts in all fields of human

endeavour lies in the fact that rather than base action on judgments derived from mere

experience, guesswork or speculations, theories enables a chosen line of action to be

anchored in and guided by evidence derived from scientific research which makes the

consequences of such an action fall as close in line with the intended direction as

possible. In this work, the researcher shall use the systems approach to training as the

orientating theory. Systems theory was originally proposed by Hungarian Biologist

Ludwiig von Bertalanffy in 1928. The system approach was first developed in the

biological and social engineering sciences before it was adopted by social scientist in

explaining social and organizational phenomena. The theory can also be traceable to

other scholars such as Wendell French (1978), Edastoad (1981) among others. The

central messages of the systems theory can be summarized as follows;

i.A system can be perceived as a whole with its parts and their interdependent

relationships.

ii. A system has its boundary and can be viewed in terms of its relationship with

other systems.

iii. Systems have sub-systems and are also a part of a supra system.

iv. A system can be regarded as either open or close. According to Koontz et al

(1980) a system is regarded as open if it exchanges information, energy, or

42
 materials with its environment a happens with biological or social system; it is

regarded as closed if it does not have such interaction with the environment.

v. A system interacts with its environment in terms of process that involves input,

conversion, output of energy, information and materials. A system tends to re-

energize or modify itself through the process of information feedback from the

environment.

In order to survive, an open system moves to arrest the entopic process by

importing expended. As Katz and Khan (1966) further explain, “the entropy process is a

universal law of nature in which all forms of organization move towards disorganization

or death”. Onah (2008). System theory as it affects organizations can be simply

illustrated thus:

Organizational Environment

Inputs
Conversion process Outputs

Feedback Mechanism

Figure 2.1.1

This framework perceives an organization as an open system consisting of

interdependent parts that are in continuous interaction with the environment. From this

interaction, organizations draw inputs in the form of people, raw materials, money and

information. These are transformed into outputs which are exported back to the

43
environment. This interaction with the environment is therefore necessary for

organizational survival. The researcher adopted this approach because problems such as

training are considered not only in terms of training objectives per say, but also in terms

of the objectives and goals of the total organization or “system” in which the individual

will be performing his task.

This implies that the researcher is also concerned with the objectives of the total

system, rather than objective of any component within the system. The system approach

to the study of organizations focuses on the system as a whole, the environment of the

system, the interdependent relationships between parts of the system, and the

dependency for the system to strive for survival by negotiating with environment. In this

approach, the development of manpower training programmes is linked to the

development of a weapon system. The behaviour which men must exhibit on the job

becomes the objectives which must be achieved by the training system.

44
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Area of the Study

The study will be conducted in Oluyole Estate, Oyo state. Oyo is the state capital of Oyo

State in South-western Nigeria, , is a trade center and a major transportation hub for the

surrounding agricultural areas with its rail and road junction. The population of Oyo was

at,5,580,894 as of the 2006 Nigerian census. The New symbol of Oyois comprising of

Drum (Gan Gan). Banana. Yam, Orange, Pine-apple,Corn, called Oyo Empire in the

native Yoruba language.

3.2 Research Design

According to Asika (2009), research designs are often referred to as the structuring of

investigation aimed at identifying variables and their relationships to one another. In this

study, questionnaire serves as useful guide to the effort of generating data for this study.

The questionnaire is a survey method and it is exploratory research

3.3 Population of the Study

The target population for this study consists of all the female and male members of the

Yale Food Nigeria Limited branch. The number of populations adopted for this study

comprises all the members of staff the totaled to staff is estimated for the study. The

rationale behind restricting the population to the members is to enhance effective

participation of all members in the management of Yale Food Nigeria Limited.

45
3.3.1 Sample of the Study

Sample or sampling is the fractional unit of the universe or population selected for

the study or observation which conclusions are drawn. It serves as the true representative

of the population as regard to conclusion drawn about it.

Therefore, from the above population, a sample size of the study is 25. the sample

random technique is used to choose the staff that represented the subject of the study the

need for accepting this sample size rest on the premises that researcher cannot carry out

by studying on the other entire population.

3.4 Sources of Data

Data is a collection of measurements and facts and a tool that help an individual or a

group of individuals to reach a sound conclusion by providing them with some

information. It helps the analyst understand, analyze, and interpret different socio-

economic problems like unemployment, poverty, inflation, etc. Besides understanding

the issues, it also helps in determining the reasons behind the problem to find possible

solutions for them. Data not only includes theoretical information but some numerical

facts too that can support the information. The collection of data is the first step of the

statistical investigation and can be gathered through two different sources, namely,

primary sources and secondary sources.

1. Primary Source

It is a collection of data from the source of origin. It provides the researcher with first-

hand quantitative and raw information related to the statistical study. In short, the

46
primary sources of data give the researcher direct access to the subject of research. For

example, statistical data, works of art, and interview transcripts.

2. Secondary Source

It is a collection of data from some institutions or agencies that have already collected

the data through primary sources. It does not provide the researcher with first-hand

quantitative and raw information related to the study. Hence, the secondary source of

data collection interprets, describes, or synthesizes the primary sources. For example,

reviews, government websites containing surveys or data, academic books, published

journals, articles

3.5 Research Instrument

These are the tools or methods used in getting data from respondents. In this study,

questionnaires and interview are research instruments used. Questionnaire is the main

research instrument used for the study to gather necessary data from the sample

respondents. The questionnaire is structured type and provides answers to the research

questions and hypotheses therein.

This instrument is divided and limited into two sections; Section A and B. Section A

deals with the personal data of the respondents while Section B contains research

statement postulated in line with the research question and hypothesis in chapter one.

Options or alternatives are provided for each respondent to pick or tick one of the

options.

47
3.5.1 Reliability of Instrument

Reliability means the accuracy of precision of a measuring instrument while

validity means the extent to which the research instrument measures what it is supposed

to measure. In order to determine the reliability and validity of the study, the test-retest

method was used. To have a valid instrument, the questions in the questionnaire will be

free from ambiguity (i.e., the questions will not be too complex). To have reliable

instrument, the questionnaire will be followed with interview of simple of respondents to

know their view on the subject.

3.5.2 Validity of Instrument

Validity is the extent to which an instrument measures what it is supposed to

measure and performs as it is designed to perform. It is rare, if nearly impossible, that an

instrument be 100% valid, so validity is generally measured in degrees. As a process,

validation involves collecting and analyzing data to assess the accuracy of an instrument.

There are numerous statistical tests and measures to assess the validity of quantitative

instruments, which generally involves pilot testing. The remainder of this discussion

focuses on external validity and content validity.

It is the degree to which the results are truthful. So that it requires research

instrument (questionnaire) to correctly measure the concepts under the study (Pallant

2011).

48
3.6 Method of Data Analysis

Having gathered the data through the administration of questionnaire, the

collected data will be coded, tabulated, and analyzed according to the research question

and hypothesis.

In order to analyze the data collected effectively and efficiently for easy

management and accuracy, the simple percentage method was the analytical tools used

for this research project and a sample size of twenty-five (25) will be represented by

100% for easy analysis of the responses.

Also, Chi-square statistical analytical method will be used in the research work

chi-square as a statistical technique is used in testing of hypothesis so as to predict what

the relationship between two variables should be. It is used in drawing and reaching

conclusion by collecting the observed values from the questionnaire administered to

respondents, testing the degree of freedom and carrying out a decision in determining the

critical value of the hypothesis

The formular being

X2 = (F0-FE)2

FE

Where O = Observed Frequency

E = Expected Frequency

TheX2valueobtainedfromtheformulariscomparedwiththevalueoftabulatedX2foragivensign

ificancelevelanddegreeoffreedom.
49
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS

This chapter is devoted to the presentation, analysis and interpretation of the data
gathered in the course of this study. The data are based on the number of copies of the 60
questionnaires completed and returned by the respondents. The data are presented in
tables.

4.1 Data Presentation and Analysis

This part of the research represent the analysis of data gathered through the instrument
used and the interpretation is given below in regard to personal profile of the
respondents.
Bio Data of Respondents
Table 4.1 Gender of respondents
Variable Frequency Percentage %
Valid Male 35 58.3
Female 25 41.7
Total 60 100.0
Source: field survey, (2023).
Table 4.1 above shows the gender distribution of the respondents used for this study.
Out of the total number of 60 respondents, 35 respondents which represent 58.3% of the
population are male. 25 which represent 41.7% of the population are female.
Table 4.2 Age range of respondents
Variable Frequency Percentage %
Valid 15-20years 8 13.3
21-30years 22 36.7
31-40years 25 41.7
41-50years 3 5.0
above 50years 2 3.3

50
 Total 60 100.0
Source: field survey, (2023).
Table 4.2 above shows the age grade of the respondents used for this study. Out of the
total number of 60 respondents, 8 respondents which represent 13.3% of the population
are between 15-20yrs. 22 respondents which represent 36.7% of the population are
between 21-30yrs. 25 respondents which represent 41.7% of the population are between
31-40yrs. 2 respondents which represent 3.3% of the population are over 50yrs.

Table 4.3 Educational qualification of respondents

Variable Frequency Percentage %
Valid WASSCE/SSCE/NECO 20 33.3
OND/HND/BSC 28 46.7
PGD/MSC/PHD 2 3.3
OTHERS 10 16.7
Total 60 100.0
Source: field survey, (2023).
Table 3 above shows the educational qualification of the respondents used for this study.
20 which represent 33.3% of the population are SSCE/GCE/WASSCE holders. 28 which
represent 46.7% of the population are OND/HND/BSC holders. 2 which represent 3.3%
of the population are PGD/MSC/PHD holders. 10 which represent 16.7% of the
population have other type of certificates.

Table 4.4 Marital status of respondents

Variable Frequency Percentage %

Valid Single 25 41.7

Married 28 46.7
Divorced 4 6.7
Widowed 3 5.0
Total 60 100.0

51
Source: field survey, (2023).
Table 4.4 above shows the marital status of the respondents used for this study. 25
respondents which represent 41.7% of the population are single. 28 which represent
46.7% of the population are married.
4 which represent 6.7% of the population are divorced. 3 which represent 5.0% of the
population are widowed.

Table 4.5 years spent in YALE Food Nigeria Limited

Variable Frequency Percentage %

Valid 0-2years 18 30.0

3-5years 27 45.0
6-11years 10 16.7
above 11years 5 8.3
Total 60 100.0
Source: field survey, (2023).
Table 4.5 above shows the number of years spent by respondents in Yale food Nigeria
limited. 18 respondents which represent 30.0% of the population have spent between 0-
2years in Yale food Nigeria limited. 27 respondents which represent 45.0% of the
population have spent between 3-5years in Yale food Nigeria limited. 10 respondents
which represent 16.7% of the population have spent between 6-11years in Yale food
Nigeria limited. 5 respondents which represent 8.3% of the population have spent over
11years in Yale food Nigeria limited.

Tables Based on Research Questions

Table 4.6 A well designated and well implemented training & development program
can help employees to build confidence and feel more empowered
Variable Frequency Percentage %
Valid Agreed 76 80.0
Disagreed 2 3.3

52
 Undecided 10 16.7
Total 60 100.0
Source: field survey, (2023).
Table 4.6 above shows the responses of respondents that a well designated and well
implemented training & development program can help employees to build confidence
and feel more empowered. 2 which represent 3.3% of the population disagreed that a
well designated and well implemented training & development program can help
employees to build confidence and feel more empowered. 76 which represent 33.3% of
the population agreed that a well designated and well implemented training &
development program can help employees to build confidence and feel more
empowered. 10 which represent 16.7% of the population were undecided.

Table 4.7 Training & Development thus, improves the skill level of the employee
which in turn improves the overall performance of the employees.
Variable Frequency Percentage %

Valid Agreed 55 91.6

Disagreed 3 5.0
Undecided 2 3.3
Total 60 100.0
Source: field survey, (2023).
Table 4.7 above shows the responses of respondents that Training & Development thus,
improves the skill level of the employee which in turn improves the overall performance
of the employees. 55 which represent 91.7% of the population agreed that Training &
Development thus, improves the skill level of the employee which in turn improves the
overall performance of the employees. 3 which represent 5.0% of the population
disagreed Training & Development thus, improves the skill level of the employee which
in turn improves the overall performance of the employees. 2 which represent 3.3% of
the population were undecided that Training & Development thus, improves the skill
level of the employee which in turn improves the overall performance of the employees.

53
 Table 4.8 Training & Development also helps the employees to improve their
attitude towards the work, which is also an important factor necessary for
improved performance.
Variable Frequency Percentage %
Valid Agreed 50 83.3
Undecided 5 8.3
Disagreed 5 8.3
Total 60 100.0
Source: field survey, (2023).
Table 4.8 above shows the responses of respondents that Training & Development also
helps the employees to improve their attitude towards the work, which is also an
important factor necessary for improved performance. 50 which represent 83.3% of the
population agreed that Training & Development also helps the employees to improve
their attitude towards the work, which is also an important factor necessary for improved
performance. 5 which represent 8.3% of the population disagreed that Training &
Development also helps the employees to improve their attitude towards the work, which
is also an important factor necessary for improved performance. 5 respondents
representing 8.3% of the population were undecided that Training & Development also
helps the employees to improve their attitude towards the work, which is also an
important factor necessary for improved performance.

Table 4.9 Training and Development of the employees improves the knowledge,
skills and attitudes of the employees.
Variable Frequency Percentage %
Valid Agreed 49 81.7
Undecided 8 13.3
Disagreed 3 5.0

54
 Total 60 100.0
Source: field survey, (2023).
Table 4.9 above shows the responses of respondents that training and development of the
employees improves the knowledge, skills and attitudes of the employees. 49
respondents which represent 81.7% of the population agreed training and development of
the employees improves the knowledge, skills and attitudes of the employees. 8
respondents representing 13.3% of the population were undecided. 3 respondents which
represent 5.0% of the population disagreed that training and development of the
employees improves the knowledge, skills and attitudes of the employees.

Table 4.10 Training & Development helps the employees in gaining the right set of
skills and abilities to perform better and thus improve their performance.
Variable Frequency Percentage %
Valid Agreed 50 83.3
Undecided 7 11.7
Disagreed 3 5.0
Total 60 100.0
Source: field survey, (2023).
Table 4.10 above shows the responses of respondents that training & development helps
the employees in gaining the right set of skills and abilities to perform better and thus
improve their performance. 50 respondents which represent 83.3% of the population
agreed that training & development helps the employees in gaining the right set of skills
and abilities to perform better and thus improve their performance. 7 respondents
representing 11.7% of the population were undecided. 3 respondents which represent
5.0% of the population disagreed that training & development helps the employees in
gaining the right set of skills and abilities to perform better and thus improve their
performance.

55
 Table 4.11 employee training and development can help a company enhance
employee performance and productivity
Variable Frequency Percentage %
Valid Agreed 37 61.7
Disagreed 23 38.3
Undecided 0 0.0
Total 60 100.0
Source: field survey, (2023).
Table 4.11 above shows the responses of respondents that employee training and
development can help a company enhance employee performance and productivity. 37
respondents which represent 61.7% of the population agreed that employee training and
development can help a company enhance employee performance and productivity. 23
respondents which represent 38.3% of the population disagreed that they always report to
work on time because of their supervisor. 0 respondents representing 0.0% of the
population were undecided about whether they employee training and development can
help a company enhance employee performance and productivity.

Table 4.12 Retention is a major challenge for employers but retaining strong
workers can be achieved through career development
Variable Frequency Percentage %
Valid Agreed 48 80.0
Disagreed 7 11.7
Undecided 5 8.3
Total 60 100.0
Source: field survey, (2023).
Table 4.12 above shows the responses of respondents that retention is a major challenge
for employers but retaining strong workers can be achieved through career development.

56
48 respondents which represent 83.3% of the population agreed that retention is a major
challenge for employers but retaining strong workers can be achieved through career
development. 7 respondents which represent 11.7% of the population disagreed that
retention is a major challenge for employers but retaining strong workers can be
achieved through career development. 5 respondents representing 8.3% of the population
were undecided.

Table 4.13 Training and development has become so centralized within businesses
that it is often used as a competitive advantage when hiring
Variable Frequency Percentage %

Valid Agreed 54 90.0

Disagreed 5 8.3
Undecided 1 1.6
Total 60 100.0
Source: field survey, (2023).
Table 4.13 above shows the responses of respondents that training and development has
become so centralized within businesses that it is often used as a competitive advantage
when hiring. 54 respondents which represent 90.0% of the population agreed that
training and development has become so centralized within businesses that it is often
used as a competitive advantage when hiring. 5 respondents which represent 8.3% of the
population disagreed that training and development has become so centralized within
businesses that it is often used as a competitive advantage when hiring. 1 respondents
representing 1.6% of the population were undecided whether about training and
development has become so centralized within businesses that it is often used as a
competitive advantage when hiring.

57
 Table 4.14 Regular training and development initiatives can prevent workplace
idleness and in turn will help businesses establish regular re-evaluation of their
employees, skills and processes.
Variable Frequency Percentage%
Valid Agreed 34 56.7
Disagreed 6 10.0
Undecided 20 33.3
Total 60 100.0
Source: field survey, (2023).
Table 4.14 above shows the responses of respondents that regular training and
development initiatives can prevent workplace idleness and in turn will help businesses
establish regular re-evaluation of their employees, skills and processes. 34 respondents
which represent 56.7% of the population agreed that regular training and development
initiatives can prevent workplace idleness and in turn will help businesses establish
regular re-evaluation of their employees, skills and processes. 6 respondents which
represent 10.0% of the population disagreed that regular training and development
initiatives can prevent workplace idleness and in turn will help businesses establish
regular re-evaluation of their employees, skills and processes. 20 respondents
representing 33.3% of the population were undecided whether about regular training and
development initiatives can prevent workplace idleness and in turn will help businesses
establish regular re-evaluation of their employees, skills and processes.

Table 4.15 Training and career development will influence company culture by
instilling an emphasis on planning and can prompt company analysis and
planning.
Variable Frequency Percentage %

Valid Agreed 59 98.3

Disagreed 0 0.0
Undecided 1 1.7

58
 Total 60 100.0
Source: field survey, (2023).
Table 4.15 above shows the responses of respondents that training and career
development will influence company culture by instilling an emphasis on planning and
can prompt company analysis and planning. 59 respondents which represent 98.3% of
the population agreed that training and career development will influence company
culture by instilling an emphasis on planning and can prompt company analysis and
planning. 0 respondents which represent 0.0% of the population disagreed that training
and career development will influence company culture by instilling an emphasis on
planning and can prompt company analysis and planning. 1 respondents representing
1.7% of the population were undecided.

Table 4.16 It’s enhance employees’ competence in their own jobs and familiarize them
with the work required of others on their team.
Variable Frequency Percentage %
Valid Agreed 40 66.7
Disagreed 3 5.0
Undecided 17 28.3
Total 60 100.0
Source: field survey, (2023).
Table 4.16 above shows the responses of respondents that it’s enhance employees’
competence in their own jobs and familiarize them with the work required of others on
their team. 40 respondents which represent 66.7 % of the population agreed that their it’s
enhance employees’ competence in their own jobs and familiarize them with the work
required of others on their team. 3 respondents which represent 5.0 % of the population
disagreed that it’s enhance employees’ competence in their own jobs and familiarize
them with the work required of others on their team. 17 respondents representing 28.3 %
of the population were undecided about whether it’s enhance employees’ competence in
their own jobs and familiarize them with the work required of others on their team.

59
 Table 4.17 Employee training and development programs are essential to the
success of businesses worldwide.
Variable Frequency Percentage %
Valid Agreed 49 81.7
Disagreed 3 5.0
Undecided 8 13.3
Total 60 100.0
Source: field survey, (2023).
Table 4.17 above shows the responses of respondents that employee training and
development programs are essential to the success of businesses worldwide. 49
respondents which represent 81.7% of the population agreed that employee training and
development programs are essential to the success of businesses worldwide. 3
respondents which represent 5.0% of the population disagreed that employee training
and development programs are essential to the success of businesses worldwide. 8
respondents representing 13.3% of the population were undecided.

Table 4.18 Training and development offer opportunities for staff to improve their
skills, but also for employers to enhance employee productivity and improve
company culture.
Variable Frequency Percentage %
Valid Agreed 50 83.3
Undecided 7 11.7
Disagreed 3 5.0
Total 60 100.0
Source: field survey, (2023).

60
Table 4.18 above shows the responses of respondents that training and development offer
opportunities for staff to improve their skills, but also for employers to enhance
employee productivity and improve company culture. 50 respondents which represent
83.3% of the population agreed that training and development offer opportunities for
staff to improve their skills, but also for employers to enhance employee productivity
and improve company culture. 7 respondents representing 11.7% of the population were
undecided. 3 respondents which represent 5.0% of the population disagreed that training
and development offer opportunities for staff to improve their skills, but also for
employers to enhance employee productivity and improve company culture.

Table 4.19 Training is a specific event that teaches new information or skills, often
provided to new or newly promoted employees
Variable Frequency Percentage %

Valid Agreed 54 90.0

Disagreed 5 8.3
Undecided 1 1.6
Total 60 100.0
Source: field survey, (2023).
Table 4.19 above shows the responses of respondents that training is a specific event that
teaches new information or skills, often provided to new or newly promoted employees.
54 respondents which represent 90.0% of the population agreed that training is a specific
event that teaches new information or skills, often provided to new or newly promoted
employees. 5 respondents which represent 8.3% of the population disagreed that training
is a specific event that teaches new information or skills, often provided to new or newly
promoted employees. 1 respondents representing 1.6% of the population were undecided
whether about training and development has become so centralized within businesses
that it is often used as a competitive advantage when hiring.

Table 4.20 Employee training and development programs can help staff stay up to
date on changes in their industry, such as in ethics, safety, or quality standards.
Variable Frequency Percentage %
Valid Agreed 50 83.3

61
 Undecided 5 8.3
Disagreed 5 8.3
Total 60 100.0
Source: field survey, (2023).
Table 4.20 above shows the responses of respondents that employee training and
development programs can help staff stay up to date on changes in their industry, such as
in ethics, safety, or quality standards. 50 which represent 83.3% of the population agreed
that employee training and development programs can help staff stay up to date on
changes in their industry, such as in ethics, safety, or quality standards. 5 which represent
8.3% of the population disagreed that employee training and development programs can
help staff stay up to date on changes in their industry, such as in ethics, safety, or quality
standards. 5 respondents representing 8.3% of the population were undecided about
whether employee training and development programs can help staff stay up to date on
changes in their industry, such as in ethics, safety, or quality standards.

4.3 Discussion of Findings

Based on the findings, the study therefore revealed that a well designed and well
implemented training & development program can help employees to build confidence
and feel more empowered. It also revealed that training and development improves the
skill level of the employees which in turn improves the overall performance of the
employee. Training and development helps the employees in gaining the right set of
skills and abilities to perform better and thus improve their performance.
Also the study further revealed that training programmes also help the employees
to improve their attitude towards the work, which is also an important factor necessary
for improved performance. The result shows that training and development of the
employees improves the knowledge, skills and attitudes of the employees. Its also
revealed that manpower training can help an organization enhance employee redundancy
and commitment.

62
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

The objective of this research is to examine the impact of manpower training on

employees redundancy & commitment in an organization. Data was gathered through

primary methods. Questionnaires were distributed with the aim of achieving the stated

objectives.

The project was divided into five chapters:

Chapter one was an introduction into the research topic and it comprises of the

background to the study, statement of research problem, which formed the foundation for

the objective of the study, research questions, significance of the study, scope of the

study, and operational definition of terms.

Chapter two was made of literature review which contains conceptual framework,

theoretical framework and empirical review.

Chapter three dealt with research design, area of the study, population of the study,

sample and sampling techniques, method of data collection, research instrument, validity

of research instrument, reliability of research instrument, and method of data analysis.

Chapter four was based on social demographic information, interpretation of results, and

discussion of findings. The findings reveal that there is existing relationship between

63
manpower training and employee redundancy and commitment in Yale food Nigeria

Limited Ibadan, Oyo state.

5.2 Conclusion

In this study, our focus was on manpower training on employees redundancy &

commitment using Yale food Nig. Ltd. Ibadan, Oyo State as a case study. The study

specifically revealed that a well designed and well implemented training & development

program can help employees to build confidence and feel more empowered. It also

revealed that training and development improves the skill level of the employees which

in turn improves the overall performance of the employee. Training and development

helps the employees in gaining the right set of skills and abilities to perform better and

thus improve their performance. The study also determines the relationship between

manpower training and employee redundancy and commitment in Yale food Nig. Ltd.

Oyo state. A total of 60 responses were validated from the enrolled participants where all

respondent are drawn from staff.

5.3 Recommendations

Based on the responses obtained, the researcher proffers the following recommendations:

1) Yale food Nig. Ltd. Ibadan current in-house training program is effective but the

company should also consider enabling employees to further their studies to

improve their qualifications.

2) Yale food Nig. Ltd. Ibadan should also continue with its in-house program with

periodic analysis of the program to ascertain its effectiveness, the certainty that

64
 the program caters to the specific needs of its employees and that program is in

line with developments of the time.

3) Yale food Nig. Ltd. Ibadan should increase transparency to let the public know

their contribution to the Nigerian economy in terms of employment.

4) It is important for the Nigerian Corporate sector to understand that training does

not have an impact on just employee performance but on a firm’s overall

performance. There should be a willingness thereof, to invest in employee

training with the understanding that it is an investment that will yield returns.

5.4 Contributions to Knowledge

This study provided noteworthy contributions to knowledge.

Studies show that organizations engaged in employee development see increased sales

and doubled profits double compared to organizations not committed to employee

engagement. Dedicated training and development fosters employee engagement, and a

more efficient, competitive, and engaged workforce is critical to your company’s

financial performance. Furthermore, 93% of employees will stay longer when a company

invests in career development. Training and development helps companies gain and

retain top talent, increase job satisfaction and morale, improve productivity and earn

more profit. Additionally, businesses that have actively interested and dedicated

employees see 41 percent lower absenteeism rates, and 17 percent higher productivity.

Manpower development will significantly increase workers productivity. - Utilization of

trained development activities will ensure general successes of the co- operate goal. It

not only improves the overall performance of the employees to effectively perform the

65
current job but also enhance the knowledge, skills an attitude of the workers necessary

for the future job, thus contributing to superior organizational performance.

5.5 Limitation of the Study

In the process of conducting this research work, a lot of problems were encountered.

Some of the factors that militated against the successful completion of this research

project are outlined below:

Insufficient time at the disposal of the researchers, because as a student, the researchers

had limited time to be apportioned between lectures, personal studies and research work.

Also, the researchers had difficulties administering the questionnaires as the result of

respondents was not very co-operative.

5.6 Suggestions for Further Studies

This study sought to assess the impact of manpower training on employee redundancy

and commitment with particular reference to Yale food Nig. Ltd. Ibadan, in attempting to

bridge the gap in knowledge that existed. The study mainly focused on one organization

hence there is need to replicate the study using many other organizations so as to find out

if there are any other factors on the impact of manpower training on employee

redundancy and commitment.

66
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 APPENDIX

QUESTIONNAIRE

FEDERAL POLYTECHNIC EDE

SCHOOL OF BUSINESS AND MANAGEMENT STUDIES

DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT

OSUN STATE, NIGERIA

Dear Respondents,
I am a student of the above-named Institution, in the Department of Business
Administration and Management, Ede, Osun State, conducting a research work on THE
IMPACT OF MANPOWER TRAINING ON EMPLOYEES REDUNDANCY &
COMMITMENT IN AN ORGANIZATION (a case study of Yale food Nigeria Limited
Ibadan, Oyo State). In this regard, I am kindly requesting for your support in term of
responding to the attached questionnaires. Your accuracy in response will be treated with
confidence and is purely for academic purpose.

Kind Regards,
Researcher

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 SECTION A: Demographic Information

Instruction: Kindly respond to the following items by ticking the appropriate response
that best describe your opinion. You can write where necessary.
1. Sex: Male ( ) Female ( )
2. Age: (a) 15-20 years ( ) (b) 21-30 years ( ) (c) 31-40 years ( ) (d) 41-50 years
( ) (e) 50 years and above ( )
3. Educational Qualifications: (a) SSCE ( ) (b) OND/HND/BSC ( ) (c)
PGD/MSC/PHD
( ) (d) Others ________________________________
4. Marital Status: (a) Single ( ) (b) Married ( ) (c) Divorced ( ) (d) Widowed ( )
5. Years of experience in YALE Food Nigeria Limited: (a) 0-2yrs ( ) (b) 3-5yrs
( )
(c) 6-11yrs ( ) (d) Above 11yrs ( )

SECTION B: QUESTIONS RELATED TO THE OBJECTIVES

Please indicate your views about the statement by ticking ( ) the option which most

closely matches your opinion. Use the responses of Agree (A) = 1, Disagree (D) = 2,

Undecided (UN) = 3

QUESTIONNAIRE
ITEM OPINION

S/N What kind of relationship exists between training and career A D UN

development
1 A well designated and well implemented training & development
program can help employees to build confidence and feel more
empowered

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2 Training & Development thus, improves the skill level of the
employee which in turn improves the overall performance of the
employees.

3 Training & Development also helps the employees to improve

their attitude towards the work, which is also an important factor
necessary for improved performance.

4 Training and Development of the employees improves the

knowledge, skills and attitudes of the employees.
5 Training & Development helps the employees in gaining the
right set of skills and abilities to perform better and thus improve
their performance.
To what extent does training contribute toward career development
among employees development.
6 Employee training and development can help a company enhance
employee performance and productivity
7 Retention is a major challenge for employers but retaining strong
workers can be achieved through career development
8 Training and development has become so centralized within
businesses that it is often used as a competitive advantage when
hiring
9 Regular training and development initiatives can prevent
workplace idleness and in turn will help businesses establish
regular re-evaluation of their employees, skills and processes.
10 Training and career development will influence company culture
by instilling an emphasis on planning and can prompt company
analysis and planning.
What role does training play in career development of employees
competence?

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11 Its enhance employees’ competence in their own jobs and
familiarize them with the work required of others on their team.
12 Employee training and development programs are essential to the
success of businesses worldwide.
13 Training and development offer opportunities for staff to
improve their skills, but also for employers to enhance employee
productivity and improve company culture.
14 Training is a specific event that teaches new information or
skills, often provided to new or newly promoted employees.
15 Employee training and development programs can help staff stay
up to date on changes in their industry, such as in ethics, safety,
or quality standards.

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