Effect of Employees Training On Organizational Performance in Soft Drinks Bottling Companies
Effect of Employees Training On Organizational Performance in Soft Drinks Bottling Companies
ABSTRACT
The analysis was carried out using the Statistical Package for the Social Sciences (SPSS), while the person product-moment correlation coefficient and the one-sample test were used to test the hypotheses formulated in the study.
Findings from the study reveal that the extent to which the unsystematic approach of employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Zc = 8.246 < Zt = 0.000). Again, the extent of the effect of training design on employee productivity was high. The one-sample test (Zc = 0.679 < Zt = 0.730; a= 0.05) confirms this assertion. The extent to which training delivery style affected employee productivity was high as attested to by the result of the one-sample test (Zc = 0.681 < Zt = 0.762; a= 0.05).
Similarly, there was a very strong positive relationship between employee perception of training and organizational performance. This is confirmed with the Pearson Correlation coefficient value of 0.948 at 0.05level of significance.
The extent to which employee training alone affected organizational performance was low, however, when other variables like training design, training delivery style were considered, its effect became significant. This is confirmed by the one-sample test at 0.05 (Zc = 0.705 > Zt = 0.665).
TABLE OF CONTENTS
Declaration ii
Approval iii
Dedication iv
Acknowledgments v
Abstract vii
Table of Contents viii
List of Tables xii
List of Figures xiv
Chapter One 1
Introduction 1
1.2 Statement of the Problem 3
1.3 Objectives of Study 4
1.4 Research Questions 5
1.5 Hypotheses 5
1.6 Significance of Study 6
1.7 Scope of Study 6
1.8 Limitations of Study 7
1.9 Operational Definition of Terms 7
References 8
Chapter Two 9
Review of Related Literature 9
2.1 Overview of the Effect of Employee Training on Organizational Performance 9
2.2 Conceptual Framework 10
2.2.1 Purpose of Training 11
2.2.2 Types of Training 13
2.3 The Concept of Psychological Contract 14
2.4 Theoretical Framework of Employee Training 15
2.5 Theoretical Models Linking Training to Organizational Performance 16
2.6 Successful Models of Training and Development 18
2.6.1 ADDIE Instructional Design Model 18
2.6.2 Human Performance Technology (HPT) 21
2.6.3 Performance-Based Instructional Design (PBID) 22
2.6.4 Total Quality Management (TQM) 23
2.7 Learning Theories 23
2.8 Identification of Training Needs in an Organisation 24
2.8.1 Training Needs Assessment 25
2.8.2 Benefits of Training Needs Assessment 26
2.9 Training Design and Organizational Performance 26
2.10 Implication of Training Delivery Style on Employees Performance 28
2.10.1 Methods of Training 28
2.11 Difference between Training and Development 32
2.12 Human Resource Management (HRM) Process vis-à-vis Employee Training 34
2.13 Non-Systematic Approach of Training 35
2.14 Systematic Training Process 36
2.15 Empirical Framework of Training on Organizational Performance 38
2.16 Effects of Employee Training on Employee Motivation vis-à-vis Organizational Performance 41
2.17 Measuring the Impact of Training on Organizational Performance 42
2.17.1 Organizational Performance Measurement 43
2.17.2 Employee Performance Indicators 44
2.18 Productivity 47
2.18.1 Measures of Productivity and Profitability 48
References 51
Chapter Three 57
Research Methodology 57
3.1 Research Design 57
3.2 Sources of Data 57
3.2.1 Primary Source 57
3.2.2 Secondary Source 57
3.3 Population of Study 57
3.4 Determination of Sample Size 58
3.5 Sampling Method 59
3.6 Validation of the Research Instrument 60
3.7 Reliability of the Research Instrument 60
3.8 Data Analysis Techniques 60
3.8.1 Decision Rule 61
References 62
Chapter Four 63
Presentation, Analysis, and Interpretation of Data 63
4.1 Presentation of Data 63
4.2 Hypotheses Testing 88
4.3 Discussion of Findings 95
References 98
Chapter Five 99
Summary of Findings, Recommendation, and Conclusions 99
5.1 Summary of Findings 99
5.2 Conclusion 99
5.3 Recommendations 100
5.4 Contribution to Knowledge 101
Bibliography 103
Appendices 111
Appendix A: Questionnaire 111
Appendix B: Interview Schedule 115
Appendix C: Calculation of the Reliability of the Research Instrument 117
INTRODUCTION
The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996:3). This is because the knowledge base or skills of the normal employees in the labor market is not sufficient for the specialized tasks within the organizations.
However, the academic study of various forms of training did not start until about a century ago, when researchers started a branch of research under the name of “vocational training” (Salas and Cannon Bowers, 2001).
The beginning of the twentieth century and especially after World War II saw the widespread of training programs among organizations, involving more and more employees and also expanding in content (Luo, 2000).
In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the end of 1990, forty percent of the Fortune 500 firms in America had a corporate university or learning center (Meister, 1997).
Training in Nigeria could be traced back to 1960 when it was discovered that most of the top government and business positions were occupied by expatriates (Olalere and Adesoji, 2013). The departure of the whites after independence gave rise to a big vacuum of capable indigenous human capital.
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