CHAPTER ONE

INTRODUCTION

1.1. BACKGROUND TO THE STUDY

Over the years, staff competition among various organizations has made
management of corporations to strategically align their human resource to achieve
organizational goals. The importance of training and development is obvious
given the growing complexity as the work environment, the rapid change in
organization and advancement in technology, among other things. Training and
development help to ensure that organizational members possess the knowledge
and skill they need to perform their jobs effectively; take on new responsibilities
and adapt to changing conditions. Despite the recognition of the importance of
training and development by management experts and government as expressed in
white papers on various reforms in Nigeria, the experience of manpower training
and development and development in the Nigerian Public service has been more
of ruse and waste. Until recently there has been a general resistance to investment
in training and development in the public service because of the belief that
“employee hired under a merit trained for their job, and that if this was not o, it
was at fault” (Dessler, 2005).

In global context, employee retention is considered immensely important.

Most of the companies are judged on the basis of their turnover rate. The rate of

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turnover affects the performance of an organization. Low turnover ensures that
organization is retaining their competent employees by proving the superior
environment which increases the performance of individual employee.

Globally, there are few companies like; SAS General Mills has a turnover
rate of 2%, SC Johnson & Sons, Intel, Meridian health and national instrument
companies are retraining their employees while ensuring their high performance.

Training and development are one of the most important factors in retaining
employees in these organizations. By knowing, the factors of retention of the rate
of training and development on retention. This study can help that organization to
retain their employees which has high turnover rate. In today’s competitive
environment companies are struggling hard to design a most appropriate strategy
that could enhance the retention rate and pulls the turnover rate downward.
Organization has realized that competitive advantage could be attained by
employees’ skills. There is a good importance of training and development to
employees, and compensation, etc. Sheili (2007) believes that organization are not
interested in proving training and developments that are generalized in nature.

They are focusing on specialized training and developments which are

relevant to a specific task and make the employees unfit for competitor use. They
are limiting employee’s ability to switch over to other jobs in an industry.
Organizations are finding way to the employees specialized rather than a
generalized one, while rest of the organizations consider training and development
2
as an investment on employees and expect a return in the form of commitment and
retention (Danlami Sani Abdul Kadir et al, 2012)

1.2. STATEMENT OF THE PROBLEM

High labor turnover damages the organization through increased cost of

recruitment and selection, delayed service delivery and low morale amongst
employees. Kabungaidzeet al., (2013) argues that such activities greatly affect
organizational success to prosper in today’s competitive economy due to their
inability to retain the right quality of employees. There also seems to be grey area
between training and development on employee retention have shown
inconclusive results (Coetzee and Schreuder 2013; Terera and Ngirande 2014).

Other factors are that although various researchers were conducted on the
impact of training and development in organizations, not enough research has
been conducted in higher learning institution to provide empirical support for the
impact of training and development on attitudinal factors such as organizational
commitment and employee retention especially among administrative staff in
higher learning institutions.

Therefore, this research seeks to investigation the impact of training and

development on employee retention.

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1.3. RESEARCH QUESTIONS

In order to guide the study and achieve the objectives of the study, the
following research question will be used for the study:

 What are the factors affecting high employees’ turnover in an organization?

 What effect do training and development and development have on
employee retention?
 How does management support and rewards effect employee retention?

1.4. OBJECTIVES OF THE STUDY

The main objectives of the study are to critically examine the impact of
training and development and development on employee retention in an
organization. Specific objectives of the study are:

 Analysis the factors affecting high employee turnover in an organization.

 Examine the fact of training and development, its type and duration on
employee retention in an organization.
 Assess the extent by which management supports and reward employee
retention.

1.5. RESEARCH HYPOTHESIS

Ho: There is no significant relationship between training and

development/development on employee retention in an organization.

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Hi: There is a significant relationship between training and development
on employee retention in an organization

H0: training and development does not promote profitability in an organization

H1: training and development promote profitability in an organization

Ho: training and development does not promote the welfare of an organization

H1: training and development promote the welfare of an organization

1.6. SIGNIFICANCE OF THE STUDY

The study will help firms understand the importance of training and
development programs. It will also enable them to structure their training and
development programs to make them more effective in terms of helping to
improve the efficiency of the workforce and lead to less employee turnover. This
also ensures the existence of a pool of skilled workforce who could be utilized for
national development. Labor is a major input to the success of the company. If
labor is efficient it will help improve the performance of the company. As
companies perform better, they are able to increase output and contribute more to
the economy. They are also able to grow and hire more people thus helping to
decrease the level of unemployment. As companies perform better, they are also
able to compete better enabling the economy to remain vibrant.

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 The study will also be of great benefit to student researchers who wish to
explore more into the impact training and development has had on the overall
performance of employees in various organizations. The study will serve as a
guide to these students who may further get more insights into the
recommendations and findings from the study thereby, forming an empirical
literature for them.

1.7 SCOPE OF THE STUDY

The study is limited to the role and impact that training and development
have on the performance of employees of Central Bank of Nigeria, using their
branch office in Umuahia, Abia State as the focus point. The branch office and
holds a large population of employees.

1.8. DEFINITION OF TERMS

Training and development: Training and development 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.

Planning: is a strategy by which organization ensure that right number of

employees with the right, talent/skill occupy the right position of the organization.
It is a deliberate effort put in place to attain a target goal.

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Efficiency: This refers to an input-output relationship that is maximum work
achieved for a minimum time or result. It is a notion of “optimization” whereby
maximum satisfaction is obtained for a given out lay of resources.

Effectiveness: This is referred to how frequently and perfectly human or machine

are able to carry out a task leading to a required output that always resulted to an
organizational efficiency. Effectives is therefore a means to an end.

Organization: This is referred to as two (2) or more people working together in a

coordinated manner to attain group results.

Performance: The accomplishment of a given task measured against preset

known standards of accuracy. Completeness, cost, and speed. In a contract,
performance is deemed to be fulfillment of an obligation. In a manner that releases
the performer from all liabilities under the contract.

Productivity: Productivity is the ratio of output to input in production; it is an

average measure of the efficiency of production. Efficiency of production means
production’s capability to create income which is measured by the formula real
output value minus real input value.

Output: Output is the term denoting either an exit or change which exit a system
and which activates/modifies process. It an abstract concept, used in the modeling,
system(s) design and system(s) exploitation.

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Employee: The employee is anyone who has agreed to be employed, under a
contract of service, to work for some form of payment. This can include wages,
salary, commission and piece rates.

Employee Retention: This refers to the ability of an organization to retain its

employees.

Employee turnover: This refers to the number of percentage of workers who leave
an organization and are replaced by new employees.

Seminar: This is generally a form of academic institution, either at the academic

institution or offered by a commercial or professional organization. It has the
function of bringing together small groups of recurring meetings, focusing each
time on some subject, in which everyone present is requested to actively
participate.

Workshop: A gathering of small group of individuals for academic conference or

job training and development.

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 CHAPTER TWO

LITERATURE REVIEW

2.1. INTRODUCTION

Every organization experience “change” this change may affect the

worker’s machines, management and the change. In order to do this, it must be
replaced, there is need to train, retrain the employee who will themselves become
more motivated. Training promotes employee’s efficiency and effectiveness.

According to Oxford English Dictionary, training can be explained as

discipline and instruction directed to the development of power of formulation of
characters; it also means, educating rearing, bringing up every systematic
instruction and expertise in some art profession or occupation with a new
proficiency in it.

2.2. CONCEPTUAL FRAMEWORK

Well trained employees are key to a business’ success. It has been shown
that the most successful and productive employees are those who have received
extensive training and development. These groups of employees can be described as
the “cream of the crop” that often has the strongest stake in an organization’s future.

According to Dessler (2008), even when employees are carefully selected, it

does not still guarantee totally acceptable performance from the employees. This is

9
because while the Potential of an employee to perform is one thing, performing is
another and therefore an Employee with a high potential to perform may not still
perform his job if he does not go through training and development. This is why
training of newly employed starts with organizational orientation.

Cole (2004), postulates that human resources are the most dynamic of all the
organization’s resources and therefore they need considerable attention from the
organization’s management, if the it human resource are to realize their full
potential in their work.

ORGANIZATION’S NEED FOR TRAINING PERFORMANCE

Well trained and developed employees when fully utilized by the employing
organization benefits it as well the employees themselves. Therefore for an
organization to grow and survive in today’s globally competitive and fast changing
environment especially in the technology, for a very long time, there would be the
need for organizations to come up with systems and programmes that would bring
out of their they need efforts, attention, creativity and general innovations as
individual employees and as groups or teams of network, AsareBediako (2008). For
this reason organizations seek to adapt to new structures, new cultures and new
effective methods of performance management and employee motivation to be able
to cope with rapid change and competition in the business environment. Innovative
changes or adjustments become successful when people acquire new perspective or
understandings, values, knowledge and skills. For an example, the introduction of
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effective and up-to-date technique in performance management would require that
the employees (supervisors and management) who administer this system must

1. Understand the need for it and

2. Have the knowledge and skills to implement it.

This understanding, Knowledge and skills would come from organizing

seminars or training programmes that will provide these implementers the relevant
perspectives, skills and knowledge for successful implementation. The ultimate
human resource management outcome therefore is performance and hence all other
outcomes such as competencies, morale of employees, attitudes and motivation are
determinants of performance, A (Ibid). Performance of employees as said elsewhere
thus is about employee output which is twofold; first, the effective use of inputs or
resources and second, the translation of efficiency into quality services in an
organization like Accra Polytechnic which has been granted accreditation for the
running of courses in bachelor of technology, (Ibid) Human resource training,
education and development activities therefore aim at the equipping of employees
with the necessary competencies that they require for their effective performance on
their job. It therefore fairly correct and important to argue that, without the right
kind of competencies, no amount of motivation either in cash or kind will be able to
get employees to perform creditably or totally acceptable.

Training and development interventions therefore must aim at providing

employees with the required technical, managerial and personality competencies for
11
them to achieve and sustain a high level of performance. Adoption of this position
in an organization

However, training can have an impact on both of these variables (ability x

motivation); it can heighten the skills and ability of the employees and their
motivation by increasing their sense of commitment and encouraging them to
develop and use new skills. Training is thus a powerful tool that can have a major
impact on both employees’ productivity and morale if properly used.

AIMS AND OBJECTIVES OF TRAINING AND DEVELOPMENT

Argyris (1971) contends that an organization’s effectiveness is dependent on

its ability to accomplish the following objectives:

1. To achieve goals
2. To maintain itself internationally
3. To adapt to its environment

Further to this contention, B.M. Bass (1969) identified three other factors
which could necessitate training activity as quoted by Monappa & Saiyadain:

1. To keep pace with advanced industrialization for the organization’s

survival

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 2. To train and retrain from the shop floor to the top executive (development)
because of expansion in numbers of employees and layers of hierarchical levels and
variety of complex organization structures and control mechanisms

3. Training inhuman relations has become necessary for tackling human

problems for peaceful industrial relations.

TRAINING NEEDS IDENTIFICATION AND ASSESSMENT

According to Monappa & Saiyadain (2008), many methods for training needs
identification and analysis have been proposed. They quote a survey that was
conducted by Sinha (1974) in which the under listed methods have been identified:

Views of the line manager

 Performance appraisal
 Organization and developmental plans
 Views of the training manager and
 Analysis of job difficulties and job description

In the Thayer and McGhee model the above methods seem to have been
summarized into only three broad areas for consideration:

 Organizational analysis
 Task analysis and
 Man analysis.
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 TRAINING AND DEVELOPMENT POLICY

Policies are formulated to provide guides to action and to set limits to

decision making; what should be done in certain circumstances and how particular
requirements and issues must be dealt with, Armstrong & Stephens (2005). Policies
are therefore set up in such areas as marketing, finance, operations as well as human
resource. In human resource, there could policies on training and development,
recruitment and selection and salary administration and compensation; just to
mention a few. Such organizational policies (human resource policies) are either
formally expressed in manuals or informally as haven grown from customs and
traditional practices over the years. However to avoid ambiguity, it is very important
that all major policy statements are formally expressed in manuals. This makes it
possible and easier for managers, supervisors, union/association executives to
familiarize themselves with relevant policies and how they should be interpreted.
Again there is the need for senior management to communicate policies if they have
not been written.

The attend time taken that could be used on more pressing issues and the
confusion that comes with oral traditions could be avoided with a formally
expressed policies in a manual. Again it is the position of

the researcher that, since employees come and go, while management and
leadership of unions / associations also changes, there would be the strong need for

14
policies to be more formally expressed in manuals for to avoid misinterpretation and
to encourage consistency and fairness.

A policy document usually starts with a statement of broad objectives of

management and its philosophy for the establishment of a mutuality of interest with
its employees for great cooperation. Mullins (2007), lists the following as the
essential components of a training and development policy.

 The view that continuous training (and retraining of employees) is the norm
 The assumption that training will be a life – long process (may as long as
employee remains in the employment of the organization)
 Recognition of the need to update existing skills, replace redundant skills
and train for new skills
 The need for multi-skilling to cope with change. (In today’s work labour
market multi-skilling is the new paradigm shift for would be employees).
This is because with the increase in the cost of doing business while profit
are declining, management of business are working to cut cost in the
numbers of hired employees.

While policy formulation is an exercise meant for the attainment of

organization’s goals, it also serves the concurrently as a statement of the
organization’s corporate philosophy.

Monappa & Saiyadain (2008), fine policy in three different contests:

15
  Those policies are the basic rules to govern the functioning of a department
or unit so that in the implementation of the policy the desired objectives are
met. This means the policy is a guide to decision making e. g. what to do
when certain situations arise.
 Those policies that are used as control mechanisms in order to restrain
managers from undesirable actions or from mishandling situation
 Policy guidelines can be used to rationalize decision making whenever
standard decisions are involve; i. e. those decisions that are repeated given
the same situation.

It could be inferred from the above that, policies statements serve as

guidelines to action and the establishment of equality or parity among employees of
an organization.

This notion is also express by Asare-Bediako (2008) when he defined policy

as a guide to actions and decisions of organization members. Policies are thus
directives that emanate from top management of the organization and so provide the
basis for the general of organization members. They tell employees how they should
act in certain specific situations or circumstances.

For these reasons every organization including Sterling Bank Plc, would as
of necessity need a policy on its human resource management including. This would
enable supervisors to know what to in circumstances of the non performance of their
team members, whether to recommend them for training or otherwise. Again this
16
system when it is practice throughout the organization would lead to the accruing of
the benefit of management by policies such as

 Control
 Consistency
 Uniformity and
 Fairness

Training policy in an organization like a bank would indicate to employees’

management’s commitment training and development as it is expressed rules and
procedures which govern and influence the scope of training and development.

Training policies of organizations further highlight the following to its

members:

 The organization’s approach to the training functions and provides guidance

for the design and execution of training. It would further provide information
to employees on training and development.
 The identification of priority areas in training and prioritize according to real
felt needs since resources are scarce and
 It would communicate the organization’s intentions with respect to members’
career development and give members the opportunity to enhance their
career prospects through training.

17
 Taking an opportunity of training programmes to enhance ones career
prospects could be possible with the existence of training and development policy.
This is why the seeming absence of training and development policy in the
Polytechnic may not help in its growth and development. This seems to have
become more imperative with the threat that looming establishment of private
polytechnics poses to the premier organization

TYPES OF TRAINING

There are different types of training method.

i) On the Job Training (OJT): Is a method in which is used by a department

or a supervisor to teach a new employment in order to acquire some knowledge
and skills needed for a job it also provides a trainee relations within a working
environment.
A major disadvantage is that mistakes by employee can be costly as it may disrupt,
production and involve a lot of expenses to remedy the situation. A lot of things
can be learnt through this method.
ii) Simulation on special training: This is a result of advancement in
electronics and other sophisticated products for cost or safety reasons. It is
impossible to train employees on the machines but something close or like actual
machine e.g. plot training.
* Retraining and Updating training: Retraining involves teaching new skills to
change or to increase labor mobility.
18
 While upgrading is giving an employee a higher job to perform, it improves his
skills and enhances his opportunity for promotion.
iii) In-house/lecture demonstration: Where there are many new trainee or
employee requiring retraining the organization may organize an in-house training
demonstration for the staff. It is a method whereby a lot of information may be
passed to the worker at the same time, film or videotape may be used.
iv) Job rotation: The job rotation is method whereby new employees are
needed made to perform a few activities on every job in each department.
v) Vestibule training: Thismethod is used for skills development. The
training is not trained on the actual working environment but he is provided with a
simulated environment and equipment. It is expected that the trainee will be
provided with all necessary skill which will be transformed to actual working
situation.
vi) Internship training: Internship is a very popular method of enabling the
training to put into practice in all the theory he has learnt about a profession.
Doctors call it horsemanship students who have completed a course of study in
medicine, pharmacy, engineering, teaching etc. are compelled to undergo some
months internship before graduation during the internship periods the term are
expected to perform practical activities involved in the profession.
vii) Apprenticeship: Apprenticeship training is provided for apprenticeship in
trade such as plumbing, printing, engraving, carpentry, machine repairing etc.
Apprenticeship training method is always very long.
19
viii) Role playing: A simulated environment is created where by potential
supervisor and some trainee is made to act certain role of staff that relate to the
actual job of the organization which other trainees watch. This method is also
called psychodrama.
ix) Programmed instruction: This method is motivational and provides
independent self-study one advantage that this method possessed is that, trainee
will learn at this own space. The trainee is provided with programmed instruction
material. The material may have in-built answer to question.
x) In-basket training: This is also a simulating technique whereby a
prospective workerin each description of a higher position. A problem which is
assigned to that position is given to him to make all necessary decisions and
solution on it.
xi) Business games: This is also called decision simulation means for top and
middle managers. A model of an organization is provided. Certain activities with
the use of computer requiring decision are presented to the managers decision to
be made are those that will increase production, efficiency and decrease cost.
xii) Case studies: Before a training session, a written cased contains history of
a problems in an organization given to the trainees to study with a view to
providing solutions, each provides his solution to the class and this enables all the
trainee to compare their solutions actual decision of the organization on the
problem.

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xiii) Computer Assisted Instruction (CAI): Those who are familiar with
computer, knows that there is some learning programmed which do not require
any trainees, such programmed are DOS, Microsoft tutorial and Prof-DOS. Infect,
most computer programmed have self-learning or “help” facilities without any.

OBJECTIVES OF TRAINING PROGRAMMES

Before developing objectives of training programmed organization should

established or ascertain its objectives. Because of the cost involved in employee
development, it should be carefully planned and excited, organizational should
ensure that there is need for employee development and the training should be able
to improve organizational objectives.

There is need for organizational needs analysis, job need analysis to be

carried out before planning and executing training programmed.

Employee development as a process.

The diagram below shows employee development as a process consisting

of several inter related phases or steps,

IDENTIFYING FORMULATING
EVALUATING
EMPLOYEE EMPLOYEE
EMPLOYEE
DEVELOPMENT DEVELOPMENT
DEVELOPMENT
NEEDS PLAN

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DESIGNING TEACHING EVALUATING

TRAINING TRAINING TRAINING
PROGRAMMES PROGRAMMES PROGRAMMES
PROCESS OF EMPLOYEE DEVELOPMENT

Source: Heinemann, et al (1983), Personal human resources management

TRAINING METHODS

In determining training methods to employ, kneeling and Kallaus (1983)

suggested the following factors consideration.

i) The number of trainees and their location

ii) The similarities and difference in education, experience, ability,
functions and occupational levels.
iii) The abilities of the trainees
iv) The instructional space equipment, the media available for the training
programmed and cost of the method selected in relation to the result
expected. The method to be selected should be one that can achieve
organization objectives of increasing skills, knowledge, change of
altitudes and behavior.

Literature Review is the systematic analysis of document that contains information

about the problem studied. The theoretical framework is used to set current trend
in thinking we also talk about the types of training method, the objective of
training programmed and the employee development as a process.

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2.3. THEORETICAL FRAMEWORK

In order to explain the relevance of training and development needs in an

organization, the social learning theory (Efficacy Theory), reinforcement theory
and Human capital theory shall be adopted.

In social learning theory, employees acquire new skills and knowledge by

observing other members of staff whom they have confidence in and as well as
belief to be credible and more knowledge (Falola, Osibanjo&Ojo, 2014). The
theory accepted that training and learning is influenced by person’s self-efficacy
and ability to successfully learn new skills which can be influenced by
encouragement, oral persuasion, logical information, and observation of others
(Kendra 2016 retrieved)

The researcher who developed self-efficacy theory, Albert Bandura argues

that employee’s performance increases in the following manners:

 Enactive mastery, that is gaining relevant experience with the task or job.
He explained that if employees can do a job successfully in the past, then
they will have the confident that they will be able to do it in the future.
 Vicarious modeling – When employees see someone else doing/performing
a task/job, they become more confident of doing it.

23
  Verbal persuasion – This is a situation when someone convince you that
you have the skill necessary to be successful on a job, this create more
confidence in the employees.
 Anusal – This is a kind of energizer, which drives person to complete a
task. The employees get “Psyched up” and perform better.

REINFORCEMENT THEORY

Reinforcement Theory believed that training is strategic tool to make job

interesting to the workers and as the avenue for the employees to improve
themselves for optimal performance which can inculcate to promoting employees
for outstanding performance, innovation, creativity as a result of training attended
(Ahmad, Jehanzeb & Alkelabi, 2013). The argument here is that training remains
the key point that can assist employees to have a better knowledge, skill and
ability required for optimal performance. When employees are properly trained,
they will give their best to whatever tools/job allocated to them to do.

HUMAN CAPITAL THEORY

Human capital theory proposed by Schultz in 1961 and developed by

Becker in 1994. The theory sophisticated that education or training raises the
productivity of workers by importing useful knowledge and skills, hence raising
workers future income by increasing their earnings (Becker, 199). Furthermore,
the human capital model suggests that an individual decision to invest in training

24
is based upon an examination of the net present value of the cost and benefits of
such an investment. However, the biggest challenge to human capital theory as
pointed out by Livingstone (1994) is underemployment of credential knowledge
i.e. many people who have invested many years of their lives in acquiring
advanced formal educational qualifications, are unable to obtain commensurate
jobs.

Therefore, an organization can gain competitive advantage by attracting

and retaining competent human resources and as well identify relevant training for
them that will keep improving their capacity for optimal performance (Falola et
al., 2013). The implication is that effectiveness of training and learning depends
on the pattern of the job-related knowledge skills, capability, competitiveness and
behavior that are essential for better performance capable of influencing the
overall success of organization.

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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1. INTRODUCTION

This section would discuss the procedure for which this study is
undertaken, it includes the research design, population of the study, sample size,
sample technique, research instruments and method of data analysis.

3.2. RESEARCH DESIGN

The research design that should be employed for this study is survey
research design. This method was to allow the employees to fully express their
opinion on the study. The method would also allow data collection from large
sample to be drawn from a given population.

3.3. POPULATION OF THE STUDY

The population for this study comprised academic and non-academic staff
of Central Bank of Nigeria Plc. The academic staff are three hundred and seventy-
three (373) while the non-academic are four hundred and eighty (480), totaling
eight hundred and fifty-three (853) Bulletin Vol. 02 pg 3, March 2016.

26
3.4. SAMPLE SIZE AND SAMPLING TECHNIQUES

The sample size for this study was drawn from the entire population of the
institution; is an academic staff (373) and nonacademic staff (480). The required
sample size for this study shall be derived using the Yamane (1967) formula, as
stated below;

Formula n = N/1 + n(e)2

Where

n = desired sample size

N = population size

E = Margin error

For the purpose of this research study, the margin of error is taken to be
5%. From the total population of N = 853, this implies the e = 0.5. using the
Yamane formula, substituting into the Yamane’s formula, hence the sample size
for the research study is computed below as;

n = 853/1 + 853(0.05)2 = 272.3

This implies that a sample size of 272 will be required in this study to
achieve a 95% precision from utilizing information and data collected from the
sample.

27
 The sampling technique that shall be employed in this research is the
stratified random sampling techniques. This is to enable the study to obtain
reasonable conclusion from which generalization shall be ascertained from the
population element.

3.5. METHOD OF DATA COLLECTION

The method that shall be used for this study is primarily data. The data shall
be collected, the administration of questionnaires.

3.6. RESEARCH INSTRUMENT

The research instrument that shall be used for this study is questionnaire.
The questionnaire is structured in accordance with the stated research question and
hypothesis. The questionnaire is divided into two to sections. Section A comprises
of questions relating to the demographic characteristics of the respondents, while
Section B comprises of questions relating to training and development and
employee performance.

3.7. METHOD OF DATA ANALYSIS

This study shall employ descriptive method on the central part of data
analysis. The descriptive analysis involves the use of frequency tables and
percentage in presenting the data collected from the questionnaire administered to
the respondent. The second part of the data analysis shall involve the use of
correlation and regression analysis. This study adopted a questionnaire used by
Jamila, M. (2014)

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3.8. HISTORY OF CENTRAL BANK OF NIGERIA
Tuyil Pharmaceutical Industry is located at number 22 stadium road, Ilorin
Kwara State. The industry was established by senior apostle OluwoleAwotuyi, the
sole proprietor of Fiolu Pharmaceutical store, Gambari, Ilorin in the year 1996
and started its operation on the 1 st of May, 1997. It has staff strength of 44 staff at
initial stage of operation including the management staff.
In 2005, Tuyil Pharmaceutical Industry Limited, decide to expand its
operation and changed its location to no 21 new Yidi road, Ilorin. It now have
almost 600 workers excluding management staff. The main product of this
company is analgesic drugs, antibiotic drugs and turned brand of product.
The industry has eight departments which are follow:
1. Administrative department
2. Laboratory department
3. Granulation department
4. Raw materials store department
5. Guarantee department
6. Packaging department
7. Finished goods store department and
8. Production department
ADMINISTRATIVE BLOCK: deals with personnel and administrative matters.
LABORATORY DEPARTMENT: deals with examining raw materials and
finishes goods.
RAW MATERIAL STORE: where raw materials are kept before use.
Granulation department: there raw materials are been mixed to form granule.
GUARANTEED: where finished products are kept before packaging (both table
and syrup).
PACKAGING: where finished products are packaged.

29
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1. INTRODUCTION

This research study shall examine the impact of training and development
on employee’s performance in Central Bank of Nigeria Plc. In this chapter, the test
of hypothesis will focus on the data extracted from returned questionnaires using
the statistical tools discussed in Chapter three. The table below shall represent the
questionnaires administered to both Academic staff and non-academic staff of the
bank. A total of 100 questionnaires were distributed to respondents for the purpose
of executing this research out of which 80 completely and corrected filled ones
were returned by the respondents. This implies that there was a response rate of
95%. Thus, the response rate 95% can be said to be a very good response rate.
This implication is that the researcher and other stakeholders in the research study
can therefore strongly rely on the results of the data analyses and findings of the
research from data. Collected with the research survey questionnaires. It is also
worth stating here that all tests of hypothesis in this research, will be carried out
using a level of significance.

4.2. DATA ANALYSIS AND FINDINGS

All the data collected for this research study using questionnaire were
analyzed and the outputs of the analysis interpreted. All the analyses were carried

30
out with the aid of a computer using the statistical package for the social sciences
(SPSS) version 3.0.

Factor analysis

A factor analysis was performed in assessing the impact of training and

development on employee’s performance with a minimum factor loading of 0.5. to
test for the reliability, a coefficient was completed for each of the dimensions of
Training and development. Addressing the problem of likely common method
variance, the Alpha reliability test was performed for all the measures. The
resulting reliability for training and development, employees job satisfaction and
employees overall job performance indicating. The factor was reliable

4.2. DATA PRESENTATION

TABLE 4.1.1: DISTRIBUTION OF RESPONDENTS BY SEX

OPTION NO. OF RESPONDENTS PERCENTAGE (%)
Male 50 62.5
Female 30 37.5
Total 80 100
Source: Field Survey, 2023
Table 1 showed that 50(63.5%) of the respondents are male, while
30(37.5%) are female.

31
TABLE 4.1.2: DISTRIBUTION OF RESPONDENTS BY AGE
OPTION NO. OF RESPONDENTS PERCENTAGE (%)
21 – 30years 15 18.75
31 – 40years 30 37.5
41 – 50years 20 25
Above 50years 15 18.75
Total 80 100
Source: Field Survey, 2023
Table 2 showed age classification of the respondents between the age 31 to
40 years dominated the sample with 37.5% of the age distribution. This directly,
implies that the respondents are mature and should be capable of providing
objective responses in the study.
TABLE 4.1.3: DISTRIBUTION OF RESPONDENTS BY MARITAL
STATUS
OPTION NO. OF RESPONDENTS PERCENTAGE(%)
Single 40 50
Married 40 50
Divorced - -
Total 80 100
Source: Field Survey, 2023
Table 3 showed that 40(50%) of the respondents are single while 40(50%)
are married.

32
TABLE 4.1.4: DISTRIBUTION OF RESPONDENTS BY EDUCATIONAL
QUALIFICATION
OPTION NO. OF RESPONDENTS PERCENTAGE (%)
Primary School 15 18.75
Certificate
B.Sc/HND/B.Ed 25 31.25
Masters 30 37.5
Others 10 12.5
Total 80 100
Source: Field Survey, 2023
Table 4 showed that the distribution of the respondent’s qualification is
equally dominated by well-educated and enlightened respondents with master’s
certificates representing 30(37.5%) of the total population.
SECTION B

Question 1: Which type of training program is available to you?

Table 4.2.1
OPTION NO. OF PERCENTAGE (%)
RESPONDENTS
On the job training 20 25
Off the job training 20 25
Both 40 50
Others - -
Total 80 100
Source: Field Survey, 2023
Table 5 showed that 20 respondents representing 25% of the total
population agreed that they received on the job training, 20 (25%) also receives

33
off the job training, while 40(50%) received both on the job and off the job
training in an organization.
Question 2: Do you agree that training and development enhance workers
performance?
Table 4.2.2
OPTION NO. OF PERCENTAGE (%)
RESPONDENTS
Yes 75 93.75
No 5 6.25
Indifferent - -
Total 80 100
Source: Field Survey, 2023
Table 6 showed that 75 respondents representing 93.75% of the total
population agreed that training and development enhances workers performance in
an organization.
Question 3: Do you believe that training and development is needed so as to
keep you abreast of current innovation in the world of technology?
Table 4.2.3
OPTION NO. OF PERCENTAGE (%)
RESPONDENTS
Yes 70 87.5
No 10 12.5
Indifferent - -
Total 80 100
Source: Field Survey, 2023

34
 Table 7 showed that 70(87.5%) respondents agreed that training and
development is needed to upgrade innovation in the world of technology, while
10(12.5%) disagreed. This means that majority of the respondent agreed.
Question 4: Do you agree that no employee should be put on a job without some
form of training
Table 4.2.4
OPTION NO. OF PERCENTAGE(%)
RESPONDENTS
Yes 65 81.25
No 15 18.75
Indifferent - -
Total 80 100
Source: Field Survey, 2023
Table 8 showed that 65 respondents agreed that all employees should be
put on training giving a job while 15 (18.75%) respondents disagree. This means
that majority of the respondent support the option.
Question 5: Do you believe that training helps that old employees to update their
skill acquire more and new knowledge?
Table 4.2.3
OPTION NO. OF PERCENTAGE (%)
RESPONDENTS
Yes 75 93.75
No 5 6.25
Indifferent - -
Total 80 100
Source: Field Survey, 2023

35
 Table 9 showed that 75 respondents representing 93.75% of the total
population believed that training helps in updating employees’ skills and 5(6.25%)
do not believe.
Question 6: Do you believe that training serve as motivations to workers?
Table 4.2.6
OPTION NO. OF PERCENTAGE (%)
RESPONDENTS
Yes 76 95
No 4 5
Indifferent - -
Total 80 100
Source: Field Survey, 2023
Table 10 showed that out of the total population of the respondents only
76(95%) respondents indicated that having serves as motivations to workers while
4(5%) do not believe in it.
Question 7: Do you agree that training add to worker’s qualification?
Table 4.2.3
OPTION NO. OF PERCENTAGE(%)
RESPONDENTS
Yes 67 83.75
No 8 10
Undecided 5 5
Total 80 100
Source: Field Survey, 2023
Table 11 showed that 67(83.75%) respondents of the total population
agreed that training add to worker’s qualification while 8 respondent of 10% do
not agreed and 5 respondents of 6.25% were recorded undecided with the opinion.

36
Question 8: Has the internal or external training of your council helped you in
anyway?
Table 4.2.3
OPTION NO. OF PERCENTAGE(%)
RESPONDENTS
Yes 70 87.5
No 8 10
Indifferent 2 2.5
Total 80 100
Source: Field Survey, 2023
Table 12 showed that 70(87.5%) were of the strong opinion that the internal
and external training of the council have help them in many ways. While only
8(10%) disagreed with the opinion and 2(2.5%) were recorded different.
4.3. DISCUSSION OF FINDINGS

Male respondents represented simple majority 50(62.5%) compare the

female 30(37.5%). The result is consistent with the tertiary institution environment
characterized by male employees both in academic categories. 25 (31.25%) of the
respondents that the instrument was administered to are in Academic environment
while 10(12.5%) belong to non-academic class. A comprehensive analysis of the
result also showed that the majority of the respondents 30(37.5%) have master-
degrees were in the Academic class, with a negligible 15(18.75%) have primary
school certificate, 50% representing married people with only 40(50%) single.
Most of the respondent surveyed were in the age bracket of (31 – 40) years
approximately 37.5%.
This study is aimed at examining the impact of training and development
on employee’s performance. The study employed cross sectional approach in
testing this relationship. Specifically, this study investigated the influence of in-

37
service training like workshops, seminars, conference and pursuance of further
studies for achieving organization goal on employee’s performance.
However, the Bank may not have the resources to fully engage its
workforce in further studies, hence the need to suggest that training and
development has the most effect on employee performance base their data value.
Consequently, bank should emphasize more on workshop, seminars and
conference followed by further studies to achieve a better performance. The result
proved support for the alternative hypothesis that employee’s performance in
Central Bank of Nigeria Plc typically assigns task relative to training and
development. This is necessary due to the competitive nature of the workforce of
the Bank in Nigeria on the type of training required to assist them overcome their
deficiencies and improve their performance in Nigeria Banking sector.
From the result in Question 7, it was found that there exists a significant
relationship between Training and employee’s development. The finding is well-
matched with previous studies identifying the importance of acquiring training as
identified in the literatures. These may have been influenced subject to the job
satisfactions they developed through the training. As a result, the need to motivate
them for their effort to participate in those training to enhance their performance
level and to work harder believing that goal achieve is not only for the benefit of
the organization but also to developed them in the process. Therefore, connecting
pay to performance is an important strategy that organization should designs for
their employees for acquiring those trainings. Overall, the result of trainings to
achieve organization benefits indicated a significant influence with employees’
development.

38
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1. SUMMARY

This research work is divided into five chapters. Chapter one of it dealt
with the introduction to the main topic of the research importance that is, the role
of training and development in improving the efficiency of workers. This training
is a continue leaving process that is directed toward the acquisition of an
occupation at a larger and efficient product of the scope and limitation,
methodology, organization and definition of the research are also in chapter one.

Chapter two of the research work was on the literature review that is what
scholars contribute on the topic or said on the topic and its relevance to an
organization.

Chapter three and four of the research works dealt with the
methodology/research methods and the data presentation/analysis and
interpretation of findings on the number of input in service to training candidates
by the company respectively.

39
5.2. CONCLUSION

Conclusion, all the activities of any organization is to achieve its stated

objectives of any goals, but how would these objectives be attained without a good
course of personnel? The capability of the personnel determines that of the
organization in achieving its stated objectives.

Therefore, training of employee in an organization should not be and

cannot be over emphasized. Training is development of employees to meet the
expatriation of the organization. This can be done through importing knowledge,
changing attitude, importing etc. these should be done to cover all the organization
needs in terms of manpower.

The significance of training to any organization, Craft (1964) says, the

effect of mechanization and automation and the effected work unit is constant
modification i.e. while some jobs eliminated, new ones are created and the
constant of other are changed necessitating different specification of education,
experience, personality and breadth of view point.

These changed need capable personnel to cope with it, this unreliable
suggest of training. Therefore, First Bank Nigeria is developing its employee
though training that is designed for them to use for the organization as well as
individual employee.

40
5.3. RECOMMENDATIONS

The aim and objectives of every employee or worker be it government of

non-governmental must be developed and economic development.

The philosophy proposed is new to improve the state of labor within an

organization and make them productive and efficient through effective systematic
approach to training. Since the realization of an organization aim and objective is
heavily on the member of manpower therein, so there is need for their
development through training programmed by an organization.

To get the best out of every employee in an organization here is need for
continual and continuous training. Therefore, I recommend that First Bank of
Nigeria should embark on the following for the project and effectiveness.

 Giving training opportunities to the employees on a continual and

continuous basis
 Training objectives must be trained to the specific office in which they are
to use.
 Training programmed must be trained to the specific office in which they
are to use.
 The organization should allow the employees to take a course that is
relevant to the development of company and society at large.

41
 It is also advisable that the management should not waste resources in
training staff in fields that are not relevant to the needs of an organization
or where they lack equipment; necessary for the functioning of the
employee.
 Mores, candidates that are to be chosen for training should not be based on
family ties, nepotism, and favor but on competency, hard work and
dedication to work.
 There should be a system and modality of check to award concentration of
staff on a field
 The management should embark on good selection which will not
necessitate specialized training.
 First Bank should embark on evaluation of result as part of the training
itself.

42
 REFERENCES

Ahmad, K., (2011); Person-Environment Fit: The missing link in the

organizational culture-commitment relationship.
Coetzee, M. Schreuder, D(2013); Personnel Psychology: An applied perspective,
South Africa: Oxford University Press
Dessler, G. (2005): Human Resource Management, Pearson
Education Incorporation, Upper Saddleriver, New Jersey, 07458
Fheili, M., (2007); Employee turnover; an HR risk with firm-specific context.
Journal of Operational Risk, 2(3), 69-84
Kabungaidze T., Mahlatshana N, Ngirande H (2013); The Impact of job
satisfaction and some demographic variables on employee turnover
intentions.
International Journal of Business Administration, 4(1):53 – 65
Terera SR, Ngirande H (2014); The Impact of rewards on job satisfaction and
employee retention
Mediterranean Journal of Social Sciences, 5(1): 481-487
Aborisade, O. (Ed) (1989); Modern Business; Personnel Management, Alexandra
Harnultion Institution, Ka cooperated.
Ornopariola, O. (1983); Financial Management in the Nigerian Local Government
Studies, Vol.1 No.1 Ile-Ife, University of Ife Press Limited.
Gboyega, A. (1987); Political Values and local government in Nigeria, Lagos,
Mal-house press.

43
 KWARA STATE POLYTECHNIC, ILORIN
INSTITUTE OF FININCIAL MANAGEMENT STUDIES
DEPARTMENT OF BUSINESS ADMINSTRATION

QUESTIONAIRE ON IMPACT OF TRAINING ON EMPLOYEES

PERFORMANCE IN MANUFACTURING INDUSTRIES (A CASE STUDY
OF 7UP BOTTLING COMPANY)
Dear Respondent
This questionnaire is designed for the purpose of researching in the above topic by
obtaining data as relevant to the study the intention is purely academic without any basis
(political or ethnic). All the information will be treated with strict and confidently.

SECTION A: Instruction: Kindly tick (√) the appropriate option of your choice
from the appropriate option of your choice from the questions below.
1. Age (a)20-30 ( ) (b) 31- 40 ( ) (c) 41-50 ( ) (d) 50 above ( )
2. Sex (a) Male ( ) (b) Female ( )
3. Education (a) primary ( ) (b )Secondary ( ) (c) Post secondary ( ) (d )Non ( )
4. Marital status (a) Single ( ) (b) Married ( ) (c) Divorce ( ) (d) Widow ( ) (e)
Widower ( )
5. What is your current position? (a). Administrator ( ) (b) Finance officer ( )
(c) Tutor ( ) (d) Office assistant ( ) (e) Other(s)………………………………
6. How long have you been working with Sterling Bank? a. less than 3 years ( )
b. between 3 and 5 years ( ) c. more than 5 years ( )
SECTION B
7. Which type of training program is available to you? (a) On the job training ( )
(b) Off the job training ( ) (c) Both ( ) (d) Others ( )
8. Do you agree that training and development enhance workers performance? (a)
Yes ( ) (b) No ( ) (d) Indifferent ( )

44
9. : Do you believe that training and development is needed so as to keep you
abreast of current innovation in the world of technology? (a) Yes ( ) (b) No ( )
(d) Indifferent ( )
10. Do you agree that no employee should be put on a job without some form of
training? (a) Yes ( ) (b) No ( ) (d) Indifferent ( )
11. Do you believe that training helps that old employees to update their skill
acquire more and new knowledge? (a) Yes ( ) (b) No ( ) (d) Indifferent ( )
12. Do you believe that training serve as motivations to workers? (a) Yes ( ) (b)
No ( ) (d) Indifferent ( )
13. Do you agree that training add to worker’s qualification? (a) Yes ( ) (b) No
( ) (d) Indifferent ( )
14. Has the internal or external training of your council helped you in anyway (a)
Yes ( ) (b) No ( ) (d) Indifferent ( )

45