Effective Communication As An Impetus For Managerial Performance (Case Study Of Elizade Nigeria Limited, Lagos)
This study examined effect of Staff Training on Employees’ Performance. The effectiveness of staff training can be measured in terms of the extent to which it improved employees’ performance in the organization. The main objective of the study was to investigate the relevance and importance of staff training to achieving organizational goals and objectives, using Comestar Nigeria Limited, Agbara, Ogun state as a case study. Relevant literatures were thoroughly reviewed and two hypotheses was formulated and tested in this study. A survey research design was adopted with the administration of three hundred and twenty (320) questionnaires and the successful collection of two and fifty (250) questionnaires which was carefully and statistically analyzed. The data collected from the research respondents were analyzed using the Simple Percentage. The hypothesis were tested using the Chi-Square (X2) statistical method. The results of the analysis/tests showed a strong positive association between staff training and employees’ performance. It was also discovered that significant relationship exist between staff training and a guarantee attainment of organizational goals. The researcher therefore made relevant recommendation based on the research discoveries with respect to staff training, employees’ performance, profitability and attainment of organizational goals and objectives.
- BACKGROUND TO THE STUDY
The ergonomics of the work environment state of the art equipment as well as quality materials can make production possible, but it is the human resources that actually make production happen Asare-Bediako (2008). Human resources are crucial but expensive resource and therefore in order to sustain economic and effective performance of this resource, it is important to optimize their contribution to the organization through training and development. Training is therefore necessary to ensure an adequate supply of employees that are technically and socially competent for both department and management positions.
According to Heathfield (2012), the right employee training, development and education at the right time, provides big payoffs for the organization in increase productivity, knowledge, loyalty and contribution.
It is however a semi-autonomous institution, and therefore the recruitment, selection and training and development of its employees are the responsibility of the management. Cometstar currently has over four hundred (400) employees’ made-up of management, senior staff and administrative staff (office employees, workshop assistants and technicians staff (office employees) is further structured into management, senior members, senior staff and junior staff. This study however concentrated on the senior staff of the company. Interviews were also conducted among management members as well as junior staff in administration. The senior members are the supervisors of both senior staff and junior staff are also heads of various departments. The interviews conducted with management and junior staff members supported whatever survey (questionnaire) that were administered to the research units.
- STATEMENT OF THE PROBLEM
Even though Cometstar Group of Company is described as the premier company by its management and employees; it appears that it does not currently have a staffing policy, training and development policy as well as a succession plan. Training and development is therefore more or less unplanned and unsystematic. It looks like the majority of the employees are not trained (orientation) upon appointment. As a result, administrative employees skills and abilities have other the years not been enhanced to enable them effective and efficient. Therefore implementation of “training” plans (which is mainly granting of study leave with or without sponsorship for either a masters or a doctorate degree) has been based on precedence and discretions. Is an organizational staffing policy necessary: How would the existence of a staffing policy lead to effective and efficient performance of employees? Does training and development affect the performance of employees and the achievement of organizational goals and objectives? What must be the bases of the need for training and development? How is training and development needs determined? Who must determine training needs of employees? Who conducts training to be carried out? Is training and development policy relevant at all? What must be done to ensure skills and competencies acquired from training transfers back to the job situation? What role would performance appraisal and job description play in the determination of training needs of employees?
- OBJECTIVES OF THE STUDY
The research identified the effects of training and development on employee performance of Comester Company. But specifically the research has the following objectives:
- To find out how training and development of employees contribute to the achievement of the goals of Comester company.
- To investigate how training and development needs of employees are determined.
- RESEARCH QUESTIONS
At the end of the research, the following questions were answered:
- Does training and development have an effect on the performance of employees for the achievement of organizational goals in Comester Company?
- Does training and development of employee leads to the achievement of organizational goals?
- RESEARCH HYPOTHESES
H0: There is no significant relationship between staff training and staff performance.
H1: There is a significant relationship between staff training and staff performance.
H0: Staff training does not guarantee attainment of organizational goals.
H1: Staff training guarantees attainment of organizational goals.
- SIGNIFICANCE OF THE STUDY
The research would not only to works that have been done in this area, but also provoke further research into the training and development of administrative staff and its resultant effect on the achievement of the object of the company. It would benefit the company in its effort to train and develop its staffs.
- SCOPE AND LIMITATION OF THE RESEARCH
The followings are the limitations or constrains experienced:
- Time: The researcher did not have adequate time as wished due to other important or urgent academic activities.
- Cost: The cost of gathering together the materials for the research was very high due to sudden high cost of things generally as a result high exchange rate of dollar to naira.
- Epileptic Power Supply: The researcher could not maximize the available time for the research work due to unsteady power supply especially at night
- HISTORICAL BACKGROUND
Cometstar group of companies was established in Nigeria on the 25th of February, 2005 under company Allied Matter Act 1990 of the federal republic of Nigeria. The company is wholly owned by Nigerians, the company started production in April 2006 in an ultra-modern cable manufacturing factory located at Agbara industrial estate about two kilometers from Badagry express way, Lagos. The company plant is equipped with state of the art machinery. The quality assurance laboratory is equipped with appropriately experience manpower and state of the art technology tools to assure quality products.
Cometstar manufacturing company is a member of cable manufacturer association of Nigeria (CAMAN) and manufacturers association of Nigeria (MAN).
The quality assurance program of Cometstar manufacturing company limited started with the company’s research on what should make a particular quality electric cable out standing by Cometstar electric limited the parent company. In today’s market, one of the interested of the consumers is to have for them money (quality) amidst safety considerations since electric cable endanger life whenever wrongly put to use.
The search for quality, and safety of users of our electric cables led to a specially manufactured type of insulating material fire retardant PVC for all our PVC insulated cables.
The team of experts in manufacturing operations, engineering and marketing assures that appropriate standards of cable designs, manufacturing and service delivery are maintained.
The wires and cables are produced in conformity with national standard on cables like Nigeria Industrial (NIS), British Standards of PVC coated house wiring cables XLPE main cables flexible copper cables and cords, consumer connection aluminum cables.
- DEFINITION OF TERMS
- TRAINING: Any learning activity which is directed towards the acquisitions of specific knowledge and skills for the purpose of an occupation or task. The focus of training is the job/task; the acquisition or learning of specific competencies.
- STAFF/EMPLOYEE/WORKER: A person employed under a contract of employment whether on a continuous, part-time, temporary or casual basis.
- MANAGEMENT DEVELOPMENT: An attempt to improve managerial effectiveness through a planned and deliberate learning process.
- EFFICIENCE: The amount of resources used to achieve a goal. It is based on how much raw materials, money, are necessary for producing a volume of output. It is calculated as the amount of resources used to produce a product or service. It is concerned with “doing things right”.
- EFFECTIVENESS: The degree to which the employee achieves a stated goal. It means that the employee successes in accomplishing what he/she tries to do. It is concerned with “doing things” and relates to the output of the job and what employee actually achieves.
- POLICY: Policies are basic rules to govern the functioning of a department/unit so that in their implementation the desired objectives are met. It is a “guide” to decision making.
- PERFORMANCE: This is about employee. Employee performance is measured in terms of input/output relationship. It is the measure of the efficiency with which inputs or resources are utilized to create outputs. Performance is employee productivity.
- DEVELOPMENT: Preparing individual through learning and education for the future needs of an organization. Its focus is on learning and personal development.
Traditionally, lower-level employees were “trained” while higher-level employees were “developed”. This distinction focuses on the learning of hands-on skills as against interpersonal and decision making skills.
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