The Impact of Training On Employees Job Erformance: An Empirical Study of Selected Organizations in Warri, Delta State

Journal of Policy and Development Studies Vol. 9, No.
3, May 2015
ISSN: 157-9385
Website: www.arabianjbmr.com/JPDS_index.php
THE IMPACT OF TRAINING ON EMPLOYEES JOB ERFORMANCE:

AN EMPIRICAL STUDY OF SELECTED ORGANIZATIONS IN WARRI,
DELTA STATE
Ojoh James
Directorate of General Studies, Delta State Polytechnic, Ozoro
E-MAIL: luckyokoh81@yahoo.com
Okoh Lucky
Department of Business Administration, Delta State Polytechnic, Ozoro
E-MAIL:luckyokoh81@yahoo.com
Abstract
Organizations and individuals should develop and progress simultaneously for their survival and
attainment of mutual goals. Modern management has to develop the organization through
human resource development. Employee training is the important sub-system of human resource
development. Employee training is a specialized function and is one of the fundamental operative
functions of human resources management. This research was carried out to investigate the
impact of training on employees job performance: An empirical study of selected organizations
in Warri, Delta State, Nigeria. In this research, efforts were made to review the need and
objectives of training, evaluation of training effectiveness and the contribution of training to an
organization. A set of structured questionnaire was used as the instrument for data collection
and administered on 60 employees of the commercial banks under study using Yaro Yarmen
formula. Applying this formula, the sample size from a population of 70 is 60 respondents at
95% confidence level. Data analysis was made using simple percentage tables and hypotheses
were tested using chi-square statistic. The results showed that training impact positively on the
organizations under study. Secondly, the findings also revealed that training is an organizational
way of improving on workers performance. It further revealed that lack of training brings about
low productivity of workers. Based on the results obtained, it was recommended that
management should undertake an in-depth assessment of the individual training need, proper
evaluation of job on employee before he can be sent on training, the employee should take part
in the administration of certain training programmes and the employee must be made aware of
the cost of training and a host of others.
Keywords: Impact, Training, Employees, Job Performance, Organization
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INTRODUCTION
An important aspect of human resource management, which is often neglected today, is staff
training and development. This is so because in most organizations, top management regards
training as of marginal importance and therefore gives it only a token support. Many managers
even feel that training is purely staff function for which the line managers have no responsibility.
Others who institute training programme do so because that is the fashionable thing to do. This is
a serious misconception because we live in a changing world, a world where people and things
change rapidly and continually. New technology and new work procedure emerge every day.
People’s attitude, beliefs, values, behaviours and taste change. The supra environment is too
static. In fact there is a knowledge explosion in the world, which calls for additional and
improved skills on the part of both the workers and management. Hence, the need for training
and retraining of staff is to make them cope with the dynamic work world.
The training and development of organization members is very crucial because a trained staff is
more likely to be highly motivated, competent, and consequently more productive. The
importance of training and development become more evident as workers face the challenges of
learning new skills, which will enable them, maintain their proficiency level or prepare them for
future promotion. The term training refers to the various extra knowledge an employee derive in
addition to the knowledge already gained (achieved). If we agree that management is defined as
“getting things done through the efforts of other people”, then the training manager is just like
many other managers. In this case, he establishes and maintains an environment that will develop
people and facilitate co-operative, effective and efficient efforts in the pursuit of organizational
goals. He also accomplishes his job by performing the functions of planning, organizing,
staffing, directing and controlling. Training management provides the means for the solution to
problems, for the proper use of resources and for coping with changing conditions, and for
making an enterprise successful.
STATEMENT OF THE PROBLEM

This study seeks to examine the impact of training on employees job performance. Most
organizations do not believe in employees training. Training determines the degree of success an
organization achieves. An ill conceived training will not produce a good result regardless of how
effectively the other businesses are carried out. The complaints in most organizations are that of
not performing to the best of their ability and to the optimum level of their capability. Many
management practitioners and experts have expressed varying degree of concern about falling
workers productivity which, could be attributed to inadequate training, lack of discipline and
non-evaluation of performance of subordinates. If the organization is to survive, there should be
the tendency of adequate training. Training is important because it is needed to performance
other functions. Most organizations don’t pay much attention to training, forgetting that without
training, other business activities will not function properly.
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OBJECTIVES OF THE STUDY

The broad objective of this research is to study the impact of training on employees job
performance. The specific objectives include:
1. To examine if training impact on workers productivity.
2. To examine if there is a relationship between training and the attainment of organizational goals.
3. To study the relationship between training and organizational performance.
4. To identify the various constraint militating against effective training in organizations.
5. To make recommendations aimed at effective training based on the findings of the researcher.
RESEARCH QUESTIONS
The following research questions are considered relevant for the purpose of this research work.
1. Do you agree that training impact on workers productivity?
2. Does training has any influence on the attainment of organizational goals?
3. Does training has any significant influence on organizational performance?
4.
STATEMENT OF HYPOTHESES
For the purpose of this research, the following hypothetical statements are considered relevant.
1. H0: There is no significant relationship between training and workers productivity.
2. H0: There is no relationship between training in influencing organizational goals.
3. H0: There is no significant relationship between training and organizational performance.
SCOPE OF THE STUDY

In order to carry out a comprehensive and meaningful research work, the scope of the study was
limited to Diamond Bank, Zenith Bank, Wema Bank Plc, Unity Bank Plc and United Bank for
Africa Plc, all in Warri where reliable and accurate data were easily available at a relative cost.
LITERATURE REVIEW
CONCEPTUAL FRAMEWORK
Definition of Training
There are many definitions of the concept, as there are different authors on the subject. Dale
(2010:120) defined training as the organized procedure by which people learn knowledge and
skills for a definite purpose. According to Badeian (2009:19) training is the process of
developing individual’s skills, knowledge and attitude so as to improve present and future
performances.
Ejiogu (2011:131) sees training as a process of causing a person or even an animal to respond to
discipline and instruction, a process of making someone to respond to discipline and instruction,
a process of making someone to become more proficient. Encyclopedia of professional
management (2002) defined employee training as a programme designed to provide the
knowledge, attitude or job skills that will help employees to perform their present role. Stoner
(2009:110) defined training as the teaching of technical skills to non-managerial staff.
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After an employee is selected, place and introduced, he or she must be provided with training
facilities. Training is the act of increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term educational process and utilizing a systematic and
organized procedures by which employee learn technical skills and knowledge for a definite
purpose. Training is carried out primarily to help members of an organization, to acquire and
apply the knowledge, skills, abilities and attitudes needed for a particular job.
THE NEED FOR TRAINING

Every organization should provide training to all employees irrespective of their qualifications,
skills, suitability for the job, etc. Training is not something that is done once, to new employees,
it is used continuously in every well run establishment. Further technological changes,
automation, require updating the skills and knowledge and as such an organization has to retrain
the old employees. Specifically the need for training arises due to the following:
1. To match the employee specifications with the job requirement and organization needs: An
employee’s specification may not exactly suit the requirement of the job and the organization
irrespective of past experience, qualifications, skills, knowledge, etc. Thus management may find
deviations between employee’s present specifications and the job requirements and
organizational needs. Training is needed to fill these gaps by developing and moulding the
employee’s skill, knowledge, attitudes, behaviour, etc to the tune of the job requirements and
organizational needs.
2. Organizational viability and the transformation process: The primary goal of most of the
organizations is their efficiency; but the organizational viability is continuously influenced by
environmental pressures. If the organization does not adapt itself to the changing factor in the
environment, it will lose its market share. If the organization desires to adopt these changes, first
it has to train the employees to impact specific skills and knowledge in order to enable them to
contribute to the organizational efficiency and to cope with the changing environment. It also
provides continuity to the organization process and development. The achievement of these
objectives mostly depends on the effectiveness of the human resources that the organization
possesses. Employee’s effectiveness can be secured by proper training.
3. Technological advances: Every organization, in order to survive and to be effective, should
adopt the latest technology i.e. mechanization, computerization and automation. Technology
alone does not guarantee success unless it is supported by people possessing requisite skills. So
organizations should train the employees to enrich them in the areas of changing technical skills
and knowledge from time to time.
4. Organizational complexity: With the emergency of increased mechanization and automation,
manufacturing of multiple products and by-products or dealing in service or diversified lines,
extension of operation to various regions of the country. Organizations of most of the companies
have been complex. This leads to growth in numbers and kind of employees and layers in
organizational hierarchy. This in turn creates the problem of co-ordination and integration of
activities at various levels. Companies constantly search for opportunities to improve
organization effectiveness. Training is responsible for much of the planned change and
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effectiveness in an organization as it prepares the people to the change agent and to implement
the programmes of effectiveness.
5. Change in job assignment: Training is also necessary when the existing employee is promoted
to the higher level in the organization and when there is some new job or occupation due to
transfer. Training is also necessary to equip old employees with the advanced discipline,
techniques, etc. Training is needed also to:
a. Increase productivity.
b. Help a company fulfill its fulfill its future personnel needs.
c. Improve health and safety.
d. Minimize the resistance to change.
e. Improve organizational climate.
The factors discussed above are mostly external factors and they are beyond the human resources
manager’s control.
THE OBJECTIVES OF TRAINING

The human resources manager formulates the following training objectives to keep the
company’s overall objectives in mind. According to Dale (2010:155) the following are the
objectives:
1. To prepare the employees both new and old to meet the present and changing requirement of the
job and the organization.
2. To prevent obsolescence.
3. To impact the new basic knowledge and skills needed for an intelligent performance of definite
jobs.
4. To prepare employees for higher-level tasks.
5. To assist employee’s to function more effectively in their present position by exposing them to
the latest concepts information and techniques and developing the skills they will need for their
particular field.
THE TRAINING METHODS

Generally speaking, there are two basic types of training namely: off-the-job training and on-the-
job training.
Off-the-job Training (Formal Training)

This type of training takes place outside the work place, but in some cases attempts are made to
stimulate actual working condition, off-the-job training may focus on the classroom with training
seminars, lectures and films. It may include vestibule training where an employee work on the
actual equipment and materials and in a realistic job settings, but in a different room from the
one in which he will be working. Reasons for this are to avoid on the job pressure that might
inhibit the learning. Formal training may also include day-release form of classroom training
whereby employees are allowed one or two days off weekly or monthly to attend formal lectures.
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On-the-job Training (Informal Training)

This type of training occurs where the supervisor or the superior officer takes time off his
schedule to coach or instruct his subordinate. It could be in form of job rotation where the staff is
allowed to move from one unit or department to another, working on a series of job thereby
learning a variety of skills. Job rotation is particularly employed in the service industries such as
banks, insurance houses, etc. On-the-job training could also be in form of internship where job
training is combined with related classroom instructions or apprenticeship where the employee is
trained under the guidance of a supervisor or a highly skilled co-worker. One major advantage of
on-the-job training is that no special facilities are needed and trainees can immediately be
engaged in reproductive work. However, expenses of damaged equipment, wasted materials and
dissatisfied customers or clients might be very high.
Staff Training Techniques

Training and development techniques are designed for many purposes and because of the wide
variety of training objectives and range of sophistication among trainees and trainers alike, no
method or technique can be said to be superior to the other. The best we can do as trainers and a
manpower development is to find the situation for which any of the techniques to use is
appropriate. In our effort to select the appropriate techniques to use, the following criteria spelt
out in the encyclopedia of management might be of assistance.
a. Whether the technique is oriented toward knowledge, attitude and skill.
b. The unique trainer’s skills required.
c. Whether the technique is generally applied on the job or off.
d. The degree to which the technique incorporates the major principles of training (learning).
e. The degree of the technique lends itself to evaluation.
The following are some of the commonly used techniques:

1. Lecture: This is the traditional method of teaching which gives the trainer the greatest degree of
control over the training situation. It is economical to develop and flexible in application with
regards to time required and group size, its effectiveness can be assessed by the objectives test or
knowledge. A lecture is however unlikely to change fixed attitude and is of little help in
developing skills. Some lectures could be boring while others may be entertaining without being
instructive.
2. Programme instruction: This is designed for trainees to learn on their own i.e. self learning
instructional materials are arranging in ascending order of complexity and mastery as one level is
a prerequisite to another level. The programmed materials are usually presented to trainees either
through a machine or programmed textbooks.
3. Films/video tapes: For films to be used, a projector screen and a room are needed. Films are
shown to demonstrate appropriate behaviour or to communicate essential details of a procedure.
They are shown for a discussion by a group and for increasing trainees on their actual behaviour.
4. Job rotation: This involves moving staff systematically from one job to another after some time
to allow for basic competency. The purpose is to make the trainee appreciate the interrelationship
between each of the several jobs.
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5. Apprenticeship: This method combines the features of on-the-job and off-the-job techniques of
training. It is a blend of both theory and practice. Examples abound in careers such as
hairdressing, printing, etc. The learning principle in this type of work includes participation,
feedback, etc.
The Evaluation of Training Effectiveness

Evaluating the effectiveness of training and development programmes is a difficult exercise
because it is not easy to isolate the impact of training from other variables that also affects staff
behaviour and productivity. One approach of evaluating programme is to ask the trainees
themselves to evaluate the programme and to give suggestions for its improvements. This
method is full of bias, since most trainees will be polite, and as such give a favourable and kind
answer.
Another approach is to measure the changes in trainee’s attitudes or changes in their approaches
for handling cases which occurs during the programmes. The limitation of this method is that a
change of attitude is expressed on paper in this class may not be transferable to work situations.
A third approach is to measure changes in on-the-job behaviour of the trainees. Series of tests are
administered just before training. Immediately after training, he few months after training which
the test used to access whether the changes noticed are persisted. In some cases, performances
evaluation forms may be completed by the trainee’s superior officers to access the changes
noticed as a result of the training required.
Contribution of Training to an Organization

According to Gupta (2011:120) the following are the contributions of training to an organization:
1. Training induces changes in the behaviour and attitudes of the employees.
2. Training improves the employees ability to think and observe the problems he is facing at work
rather than providing him with ready-made answers.
3. Training assists employees in preparing themselves for future responsibilities of a different
nature.
4. Training enables someone to become more proficient.
5. Training assists employees to grow and develop in a desired direction.
6. Training results in better performance of employees both in terms of quantity and quality of
output. Putting an untrained person on the job like sending an untrained boxer into the ring.
7. Less supervision. Supervision of trained employees is reduced to a great extent as they want to
do the job with the least supervision.
8. Less accident. Training also helps in reducing accidents. Generally, lack of training in equipment
and safety measures, are responsible for majority of accidents.
9. Economy in training costs. The learning time is reduced considerably by training. In the absence
of a systematic training programme, training costs will be higher as the employees will indulge
in self training.
10. Few mistakes. It reveals the mistakes committed in selection moreover employees will commit
few mistakes after training.
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RESEARCH METHODOLOGY
Table I Organizations studied with number of respondents
S/N Commercial Banks No. of Respondents
1. Diamond Bank Plc 10
2. Zenith Bank Plc 15
3. Wema Bank Plc 16
4. Unity Bank Plc 14
5. United Bank for Africa Plc 15
Total 70
Source: Field Survey, 2015
Population of the Study
The target population is made up of all the commercial banks in Nigeria. The number is
somewhat infinite. Therefore the researcher decided to limit the target population to five selected
commercial banks in Warri, Delta State, Nigeria. Therefore the target population comprised of
70 employees chosen from Diamond Bank Plc, Zenith Bank Plc, Wema Bank Plc, Unity Bank
Plc and United Bank for Africa Plc, all in Warri, Delta State.
Sample Size Determination

A sample size is a portion of the population that is selected for study by a researcher. Osuala
(2005:120) describes sample size as that part of the population chosen for the study as
representative of the whole population. In this study, the Yaro Yarmen’s formula was used in the
determination of the sample size since our population has been reduced to definite proportion.
The Yaro Yarmen’s formula is given as:
N
n = 1 + N(e)2
Where;
n = Sample size sought
e = Level of significance = 0.05 or 5%
N = Population size = 70
100
n=
1 + 70(0.05)2
70 70
1 + 0.25 = 1.25
= 60 respondents
Applying the formula, the sample size from a population of 70 is 60 respondents at 5%
confidence level.
Sampling Techniques
The researcher made use of simple random sampling technique to arrive at the population of
study. According to Umebali (2007:146) simple random sampling is a method of selecting a
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sample from the population so that all members of the population have equal chances of being
selected.
Method of Data Collection

The study relied heavily on both primary and secondary sources of data. Questionnaire was the
main instrument used for the primary data collection while the secondary data were obtained
from the works of other researchers on this and related topics.
Validation of Research Instrument

The researcher consulted some experts who have more wealth of knowledge on the subject
matter to scrutinize the questionnaire in order to ensure that the questions therein are not at
variance with the subject matter under study. Also, the instrument used enabled the researchers
to obtain quick and accurate information without much difficulty. A pre-test of the questionnaire
was carried out by administering ten (10) of the questionnaires, responses were analyzed and
some respondents noticed some errors which were properly corrected and on that basis were the
main questionnaire drawn.
Reliability of Research Instrument

The test retest method was adopted to test run the reliability of the instrument.
Method of Data Analysis

Chi-square statistic was used to analyze data in this study. This statistical test is used to test how
observed frequencies fit into the expected frequencies. It enables us to ascertain if there is a
relationship between variables under investigation by assessing their marginal values depending
on their level of dependence or independence. The formula for chi-square is given as:
2
∑(fo – fe)2
X = fe
Where,
X2 = Chi-square
fo = Observed frequency
fe = Expected frequency
∑ = Summation
DATA PRESENTATION AND ANALYSIS

Sixty (60) copies of questionnaire were sent out to respondents and they were all returned. This
gives a favourable response rate of 100%. This research was carried out during normal working
hours.
Table II Shows the percentage of questionnaire returned

Number of Questionnaire Number of Questionnaire Percentage
Distributed Returned (%)
60 60 100%
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Table III Shows responses of respondents to the question indicating if lack of training leads
to low quality of work in their organization
Response Number of Respondents Percentage (%)
Yes 50 83.33%
No 10 16.67%
Total 60 100%
Respondents were asked if lack of training lead to low quality of work in their organization.
Table III revealed their responses, it was also possible to know from their responses that most of
the respondents (83.33%) are of the view that lack of training lead to low quality of work in their
organization, while (16.67%) of the respondents indicated that there is no relationship.
Table IV Shows the responses of respondents to the question indicating if training has any
influence on workers productivity
Strongly Agree 30 50%
Agree 25 41.67%
Undecided 2 3.33%
Strongly Disagree 1 1.67%
Disagree 2 3.33%
Total 60 100%
From table IV the study sought to know if training has any influence on workers productivity of
the respondents. It was revealed that 30 (50%) of the respondents strongly agree, 25 (41.67%)
agree, 2 (3.33%) respondents are undecided, 1 (1.67%) strongly disagreed while 2 (3.33%)
disagree to this view.
Table V Responses of respondents relating to training and its influence on the attainment
of organizational goals
Strongly Agree 28 46.67%
Agree 20 33.33%
Undecided 6 10%
Disagree 2 3.33%
Total 60 100%
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Respondents were asked if training has influence on the attainment of organizational goals. Table
V revealed their responses, from their responses, 28 (46.67%) of the respondents strongly agree,
20 (33.33%) agree, 6 (10%) of the respondents were undecided, 4 (6.67%) strongly disagree and
2 (3.33%) disagree with their view.
Table VI Shows the responses of respondents to the question indicating if training has
influence on organizational performance
Strongly Agree 32 53.33%
Agree 23 38.34%
Undecided 2 3.33%
Disagree 2 3.33%
Total 60 100%
From table VI this study sought to know if training has influence on organizational performance
in the organization under study. the study revealed that majority of the respondents i.e. 32
(53.33%) strongly agree to this view, while 23 (38.34%) agree, 2 (3.33%) were undecided, 1
(1.67%) strongly disagree while 2 (3.33%) disagree with the view.
TESTING THE HYPOTHESES

In testing the hypotheses, the following steps were adopted.
i. Statement of the hypothesis in the null and the alternative.
ii. Identification of the test statistic.
iii. Formulation of the decision rule.
iv. Computation of the test statistic.
v. Interpretation of the test result.
Hypothesis One
Step 1: Statement of hypothesis
H0 : There is no significant relationship between training and workers productivity.
Ha: There is significant relationship between training and workers productivity.
The formulation for chi-square is given as;
2
∑(fo – fe)2
X = fe
Where,
X2 = Chi-square
fo = Observed frequency
fe = Expected frequency
∑ = Summation
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Table VII Computation of chi-square (X2) of response frequencies between training and
workers productivity
Responses Observed frequency (fo) Expected frequency (fe) fo – fe (fo – fe)2
fe
Strongly Agree 30 12 18 27
Agree 25 12 13 14.08
Undecided 2 12 -10 8.33
Strongly 1 12 -11 10.08
Disagree
Disagree 2 12 -10 8.33
Total 60 60 - 67.82
Computed ∑X2 = 67.82
Source: Research Data, 2015
Also, to determine the decision rule, the degree of freedom (df) is applied.
df = (r – 1) (c – 1)
Where; df = Degree of freedom
r = Number of rows
c = Number of column
Degree of freedom (r – 1) (c – 1)
= (2 – 1) (5 – 1) = 1 x 4
df = 4
Significant level = 5%
Critical value of X2 at df 4 = 9.49
Computed X2 = 67.82
Decision Rule
Since the computed value of X2 = 67.82 is greater than the critical value of 9.49, the null
hypothesis (H0) is rejected and the alternative accepted. Thus, there is significant relationship
between training and workers productivity in the organization under study.
Hypothesis Two
H0 : There is no significant relationship between training in influencing organizational goals.
Ha: There is significant relationship between training in influencing organizational goals.
Table VIII Computation of chi-square (X2) of responses frequencies between training in

influencing organizational goals
fe
Strongly Agree 28 12 16 21.33
Agree 20 12 8 5.33
Undecided 6 12 -6 3
Strongly 4 12 -8 5.33
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Disagree
Disagree 2 12 -10 8.33
Total 60 60 - 43.32
= (2 – 1) (5 – 1) = 1 x 4
df = 4
Computed X2 = 43.32
Decision Rule
between training in influencing organizational goals.
Hypothesis Three
H0 : There is no significant relationship between training and organizational performance.
Ha: There is significant relationship between training and organizational performance.
Table IX Computation of chi-square of response frequencies between training and

organizational performance
fe
Strongly Agree 32 12 20 33.33
Agree 23 12 11 10.08
Undecided 2 12 -10 8.33
Strongly 1 12 -11 10.08
Disagree
Disagree 2 12 -10 8.33
Total 60 60 - 70.15
= (2 – 1) (5 – 1) = 1 x 4
df = 4
Computed X2 = 70.15
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Decision Rule
between training and organizational performance in the organization under study.
FINDINGS AND DISCUSSION

The test of the first hypothesis on training and workers productivity proved positive and
significant relationship. Training improves workers productivity, productivity of a worker is
improved when there is adequate training. This finding is in agreement with the view expressed
by Ejiogu (2011:120) which stated that a worker productivity is improved through training.
Findings of this study reveal that training has significant influence on the attainment of
organizational goals. Training helps an organization to achieve stated goals. This finding is in
support of the view of Stoner (2009:130) who stated that training enhances organizational goals
and success.
Furthermore, the findings of this study reveal that training has significant influence in
organizational performance. This point was buttressed by the views of Dale (2010:128) who
views training as a necessary ingredient for organizational performance.
CONCLUSION
This work has examined the impact of training on employees job performance: An empirical
study of selected organizations in Warri, Delta State, Nigeria. Based on the findings of this
study, the following conclusions are made:
1. Training has significant relationship between workers productivity in the organization under
study.
2. Training has significant relationship in influencing organizational goals.
3. Training stimulates organizational performance and improved productivity.
RECOMMENDATIONS
The following strategies are proposed based on the findings and conclusions of this study for
effective management and implementation of employees training in an organization.
1. Management should undertake an in-depth assessment of the individual training needs and must
ensure that there is relevance between theory which is taught on the outside courses and the real-
life problems encountered in the working environment.
2. Proper evaluation of job on employee before it can be sent on training courses.
3. The employee should take part in the administration of certain training programmes and the
employee be made aware of the cost of training.
4. The training should have mutual values to the employees and the employers.
5. The training should make the employee more effective and efficient at work.
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References
Badeian, S.O. (2009). Management. London: Hunters Publishers Ltd.
Dale, S. (2010). Management. New Delhi: Vikas Publications.
Ejiogu, D.O. (2011). Organizational Behaviour. Enugu: Ambik Publishers.
Gupta, R.S. (2011). Business Management. New Delhi: Kalyani Publishers Ltd.
Nworgu, B.G. (2006). Educational Research Basic Issues and Methodology. Owerri: Wisdom
Publishers Limited.
Osuala, E.C. (2005). Introduction to Research Methodology. Enugu: Africana First Publishers
Limited.
Stoner, L.O. (2009). Personnel Management. Glassglow: McGraw Hill Publishers.
Umebali, E.E. (2007). A Simplified Guide to Project Writing and Research Grant Proposal.
Enugu: Happy Concepts Publishers.
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Journal of Policy and Development Studies Vol. 9, No.

THE IMPACT OF TRAINING ON EMPLOYEES JOB ERFORMANCE:

STATEMENT OF THE PROBLEM

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

THE NEED FOR TRAINING

THE OBJECTIVES OF TRAINING

THE TRAINING METHODS

Off-the-job Training (Formal Training)

On-the-job Training (Informal Training)

Staff Training Techniques

The following are some of the commonly used techniques:

The Evaluation of Training Effectiveness

Contribution of Training to an Organization

Sample Size Determination

Method of Data Collection

Validation of Research Instrument

Reliability of Research Instrument

Method of Data Analysis

DATA PRESENTATION AND ANALYSIS

Table II Shows the percentage of questionnaire returned

Source: Field Survey, 2015

TESTING THE HYPOTHESES

Table VIII Computation of chi-square (X2) of responses frequencies between training in

Table IX Computation of chi-square of response frequencies between training and

FINDINGS AND DISCUSSION

Badeian, S.O. (2009). Management. London: Hunters Publishers Ltd.

Dale, S. (2010). Management. New Delhi: Vikas Publications.

Ejiogu, D.O. (2011). Organizational Behaviour. Enugu: Ambik Publishers.

Stoner, L.O. (2009). Personnel Management. Glassglow: McGraw Hill Publishers.

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