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Impact of Staff Training and Development on Work Attitudes in Anambra State Local Government System

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Impact of Staff Training and Development on Work Attitudes in Anambra State Local Government System.

Abstract

This study examined the impact of staff training and development on employees’ work attitudes in Anambra State Local Government system.

It worked on the contention that the low performance of employees in Anambra State Local Government system was as a result of the existing poor attitudes to work put up by the employees.

The study therefore concerned itself with the primary task of finding out the extent at which local government training and development programmes has been able to influence the employees poor attitudes to work in Anambra State Local Government System.

In doing this, three local governments, one from each of the three senatorial zones in Anambra State, were sampled for effective studies.

Primary and secondary sources of data were employed and the following hypotheses were formulated to guide the study:

H1: Poor condition of service is the major cause of the poor attitudes to work in Anambra State Local Government System.

H2: There is significant relationship between staff training and employees’ work attitudes in Anambra State Local Government System.

H3: Staff training and development programmes in Anambra State Local Government System are inadequate and irrelevant to the manpower needs of local government in Nigeria.

These hypotheses were tested using simple percentages.

The findings indicated among others that the positive impact of training on employees’ work attitudes in Anambra State Local Government System is not sustainable because trainees are returning to the system where there is poor condition of services which results to low morale of the employees leading to poor attitudes to work.

Based on this, it was recommended among others that adequate motivation of staff through provision of adequate incentives such as attractive salary and other improved conditions of service, etc, is a major step towards getting the co- operation of workers and making the positive attitudinal changes that come as a result of training sustainable.

Introduction

Background Of Study

It is noted that the success of any organization be it public or private is largely depend upon the effectiveness of its personnel administration.

The success of such organization can be measured in terms of its responsiveness to the varied changing requirements of the environment.

This responsiveness can only come about if the organization is manned by highly trained, qualified, experienced and competent staff with a reputation for integrity, dedication and sense of commitment to duty.

Indeed, the importance of staff training and development have become more obvious given the growing complexity of the work environment, the rapid change in organizations and advancement in technology, among other things.

As Onah (2003:120) put it, “the inexorable march of time and the ceaseless clamour for social change have combine to make training and development of work force a necessity”.

Rising from this, training and development helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibility, and adapt to changing conditions.

Training moulds employee’s attitudes and helps them to achieve a better co-operation with the organization and greater loyalty to it.

Surprisingly, however, many organizations regard training as not too important to the growth of the organization.

References

Agu, S. U. (2002). “Local Government Training Programmes: Practical Problems and Programmatic Solutions”, In Ezeani, E. O. & Nwankwo, B. C. (eds) Human Resources Management in the Local Government in the Local Government System in Nigeria, Nsukka: AP Express Publishers.

Cole, G. A. (2002). Personnel and Human Resources Management: 5th Edition, London: Book Power.

Egbo, E. A & Okeke, I. M. (2009). Foundations of Personnel Management in Nigeria, Enugu: Bismark Publication.

Ezeani, E. O. (2002). “Strategies for Identification of Training Needs in the Local Government System”, In Ezeani, E. O. & Nwankwo, B. C. (eds) Human Resources in the Local Government System in Nigeria, Nsukka: Ap Express Publishers.

George, B. & Hill, E. O. (2000). Human Resources Selection: 3rd Edition. Fort Worth: Dryden Press.

Gipson, A. A. (2009). Human Resource Management. Accra: All Nation University Press.

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