An Investigation of Staff Training and Its Impact on the Performance of Local Government Area Staff in Delta State
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
The main job of any manager is assisting his or her employees develop their abilities, knowledge and attitude via training. The manager, in order to accomplish the goal of operating organization, needs to acquire the required skills and information, which to teach other employees. A significant issue of all emerging nations like Nigeria is their failure to handle their resources efficiently. Government impact in management education goes back to 1964 when the National Manpower Board was established up by the federal government. The board called the attention of government to the fact that the poor level of management at all levels was one of the main impediments for increasing workers productivity in Nigeria. The issue made by the National Manpower Board in 1964 sparked off a number of activities on the other levels of government. Various personnel training and development institutions were created to provide for management education and training. In 1969, the Administrative Staff College of Nigeria was founded as a model school for the training of government employees. It includes in its curriculum several management courses including seminars on Management by Objective (MBO) and human resources management. Others include advanced management service and advanced general management. All initiatives are aimed towards enhancing the training of public employees of the local government regions. With the effort of government to alleviate the lack of personnel training in the nation, particularly in local government, one would be tempted to think that the local government areas need to change in the field of service. Something still needs to be done in the orientation, training and development plan of people that run these organizations. Again, most training and development initiatives appear disorganized and unsystematic, combined with the fact that there is no defined strategy on how the local government employees should be taught and developed. The local governments require advice on how to go about growing their workforce, to guarantee survival and efficiency. As a reference book, a paper on the training and development program for local government employees should be produced, as well as a standard for assessing the training and development program. In response to such changes in technology, organizations have been forced to supplement motivational techniques with concerned efforts to improve employees’ skills and knowledge through planned and systematic training programs, in order to achieve the objectives of increased productivity through efficient and effective performance. The effect of staff training on the performance of local government area employees in Delta state is the subject of this study. Personnel management is concerned with the issue of how to meet a company’s human resource requirements. As a result, Fillipo (1976) defined it as the planning, organizing, directing, and controlling of human resources, as well as the procurement, development, compensation, integration, maintenance, and separation of human resources, with the goal of achieving individual, organizational, and societal objectives. For the time being, it is unknown how seriously local government area authorities regard employee training and development, and how far they have gone about it since the local government system was established as the third tier of government. We also don’t know whether anybody has reaped the full benefits of such training. Indeed, the absence of such incentives as training and development may be linked to the shortcomings in employee performance in local government. In light of this, the researcher wants to examine the types of training and development policies that will aid in improving local government job performance and propose improved training for the whole Delta state.
1.2 Statement of the problem
Any corporate organization that wants to thrive must be able to adapt to changes in its environment. Responses to change in the technological environment include employee training and development for increased skills and knowledge. The anticipated improvement in production as a result of efficient and effective staff performance justifies the significant expenditures invested in employee training. Unfortunately, despite the resources spent in employee training, some companies have been reported to have poor employee performance. In our government, there are a growing number of jobs that require specialized knowledge, abilities, and aptitudes. It is becoming unavoidable that we must train and develop our workforce in order to meet the growing and changing employment demands presented by rapid technology and societal development. This may be accomplished via a well-thought-out and well-executed personnel training program. The real issue in the local government sector is a lack of well-articulated policy guidelines, as well as a lack of a parameter for identifying employee training needs, a lack of a definite job analysis and job description, and indiscriminate training of employees who have no relevance to their tasks. As a consequence, people are working for the sake of working rather than to ‘build a cathedral.’ This has in some way contributed to the local government’s poor performance.
1.3 Objective of the study
The primary objective of the study is as follows
1.To find out why there are lack of well-articulated policy guidelines regarding training of workers.
- To find out why there are no parameters for identification of employees training needs.
- To x-ray the existing job analysis and job description in the local government area.
- To find out the reason for non indiscriminate training of staff that have no relevance to their tasks.
- To know whether gender is influencing the choice of employees for training.
1.5 Research hypotheses
The following hypothesis have been formulated for the study
Ho1: There are no impact of staff training on the performance of local government area staff
Ho2: there are no parameters for identification of employees training needs.
1.6 Significance of the study
The significance of this study cannot be underestimated as:
l This study will examine An Investigation Of Staff Training And Its Impact On The Performance Of Local Government Area Staff In Delta State
l The findings of this research work will undoubtedly provide the much needed information to government organizations, ministry of education and academia
1.7 Scope of the study
The study will examine An Investigation Of Staff Training And Its Impact On The Performance Of Local Government Area Staff In Delta State.
1.8 Limitation of the study
This study was constrained by a number of factors which are as follows:
just like any other research, ranging from unavailability of needed accurate materials on the topic under study, inability to get data
Financial constraint , was faced by the researcher ,in getting relevant materials and in printing and collation of questionnaires
Time factor: time factor pose another constraint since having to shuttle between writing of the research and also engaging in other academic work making it uneasy for the researcher
