AN EVALUATION OF STAFF INDUCTION AND TRAINING PROGRAMMES IMPROVING WORKERS' EFFICIENCY (A CASE STUDY OF MILO EXPRESS COMPANY LAGOS)

(Business Administration and Management)

AN EVALUATION OF STAFF INDUCTION AND TRAINING PROGRAMMES IMPROVING WORKERS’ EFFICIENCY

(A CASE STUDY OF MILO EXPRESS COMPANY LAGOS)

ABSTRACT

Staff induction and training programmes have become indispensable tools in sharpening the skills, knowledge and attitude of employees to make them contribute effectively towards the attainment of organizational goals.

Training is beneficial to all parties to it. Management uses it to boost the overall productivity and efficiency of their organization. Trainees achieve personal growth and development, as well as other benefits from training. On the otherside, trainer gain greater knowledge and experience by participating in training.

With respect to the foregoing, this study is undertaken with the aim to evaluate training programes as means of improving workers efficiency among establishments.

The work s comprised of three chapters. Introduction occupies chapter one, which also contains the background of the subject matter, problems associated with the subject matter, problems that the study will be concerned with, and the importance of the studying the area.

Chapter two is the literature review. It also treats the origin of subject area, the school of thought relevant to the problem of study, and the different methods of studying the problems.

The last chapter is chapter three, the conclusion it comprises data presentation, which shows tastes containing the staff induction and training programmes of Milo Express Company, Enugu from 1999 to 2003, analysis of the data and recommendations.

Finally, there are references at the end of each chapter. This is done with the intension to keep with the ethical rule in researching, that is giving credit to whom it belongs.

TABLE OF CONTENT

CHAPTER ONE

INTRODUCTION                                                  

1.1         GENERAL BACKGROUND TO THE SUBJECT MATTER  

1.2         PROBLEM ASSOCIATED WITH THE

SUBJECT MATTER                                         

1.3         PROBLEM THAT THE STUDY WILL BE -

CONCERNED WITH                             

1.4         THE IMPORTANCE OF STUDYING THE AREA   

1.5         DEFINITION OF IMPORTANCE TERMS             

1.6         (CHAPTER) REFERENCE USING APA METHOD 

CHAPTER TWO

LITERATURE REVIEW                               

2.1         THE ORIGIN OF THE SUBJECT AREA              

2.2         SCHOOL OF THOUGHT WITHIN THE SUBJECT AREA

2.3         THE SCHOOL OF THOUGHT RELEVANT TO THE

PROBLEM OF STUDY                                               

2.4         DEFERENCE METHOD OF STUDYING THE PROBLEM   16

2.5         SUMMARY                                                    

2.6         REFERENCE                                                 

CHAPTER THREE

PRESENTATION AND ANALYSIS OF DATA          

3.1         DATA PRESENTATION (HIGHLIGHT OF THE STUDY)

3.2         ANALYSIS OF THE DATA                               

3.3         RECOMMENDATION                            

3.4         CONCLUSION                                                        

3.5         REFERENCES                                      

CHAPTER ONE

1.0     INTRODUCTION

The phenomenon of staff recruitment, induction and training is not uncommon in human resource management. At the recruitment of new staff, training programmes are usually commenced to equip them on their job responsibilities and to make them fit for specific positions or activities.

 

Most human resource managers are of the opinion and view that staff training is a veritable tool to improve the efficiency of the workers, which in turn will boost the productivity of the organization.

 

It is against this drop of assumption that this work is set to bring out the facts for the acceptability or otherwise of the claim, so as to justify or condem the huge sum of money and other resources that go into staff induction and training.

2.1        BACKGROUND OF THE STUDY

Othniel (2000), commented that the overall essence of training is to give employees at all levels sufficient skill-instruments and guideline to enable them perform their job very well, and to position them well for promotion. Basically, it falls on the personnel manager to design and co-ordinate the staff training policies and programmes of his organization. However, this does not imply that the other line managers are relieved of their responsibility to ensure the development of the skills and potentials of their subordinates. Rather, it means to prescribe and make clear the responsibility fo the personnel department.

 

True training situation or need arises when there is a gap between the standard performance set out by the department and the actual performance of the subordinates. The purpose of training is to close the gap, and in its place exceed the industrial performance rate.

 

Without human resources, achieving goals and objectives by the organization would be extremely difficult; and without developing the human resource capacity, achieving the best, optimum result from the employees would be a mere penury.

 

This informs the need to evaluate the us of training to enhance organizational efficiency by the employers and managers of our time. Reference shall be made to a random of selected business organizations including banks.

1.2        PROBLEMS ASSOCIATED WITH THE SUJECT MATTER

A number of problems are relative to the subject matter. These problems could be identified as follows:

a.            Lack of training is responsible for low productivity in the organization.

b.            Employees’ inability to operate equipment and machines, especially the modern types, is related to training.

c.            Indiscipline among employees (in terms of moral behaviour) may be due to lack of training.

d.            Lack of the knowledge of the organisation’s goals and objectives.

e.            The danger of employing unskilled workers if training is not introduced.

f.             Lack of integration among the workers for corporate attainments.

g.            An ignorant employee about the nature of his job may not be able to stand the demands of the job, thereby resulting into resignation.

 

1.3        PROBLEMS THAT THE STUDY WILL BE CONCERNED WITH

Orjih (1998), gave about five problems that share relationship with staff training. These problems are the major concern of the research study, they include:

a.            PROBLEM OF PROFICIENCY: New employees need special attention until they are fully proficient in their job. Even new experts, skilled workers without relevant experience, should be trained in their particular job, which invariably differs from one department to another. Banks are very good in doing this. Fresh bankers are recruited and trained in the banking job.

b.            PROBLEM OF DILEGATION OF RESPONSIBILITY: A successful delegation will depend on the knowledge and recognition of the abilities of the employee. It’s training that will refine the potentials in the employee and make him recognized by his manager.

c.            PROBLEM OF DIFFERENCE IN CHARACTER: Experts in human psychology observed that individuals are never the same in values, opinions, views, orientation, attitudes, temperament, beliefs, etc. therefore, training is the solution. It will reposition the workers’ dispositions to achieve the organizational goals.

d.            PROBLEM OF PHYSICAL APPEARANCE: The way workers package themselves is determined by the organization. Dress code and professional ethics as well as office conducts are inculcated into workers during their training.

e.            PROBLEM OF NEW TECHNOLOGICAL TREND: As the demand is, skills for information technology are necessities for efficient workforce. Training of employees in this area of development will enhance the organisation’s operational efficiency.

f.             ACCORDING TO APPLETY RC (1985): Arrangement should be made for new employees to be introduced to the firm and to their job. Staff induction and training programme will give a new employee the room to know about his organization, in areas like as brief history of his company’s products, places in the industry, organizational structure, names of departmental leaders, and the activities of various departments. Others are the rules of work and safety, health regulations, personnel policy regarding discipline, education and promotion.

1.4        IMPORTANCE OF STUDYING THE AREA

By studying the area, the researcher wishes to show case those importance of the study. The importance of this study are articulated as follows:

a.            To make managers and employers of workers to believe that training is and will remain the strategy to boost workers’ effectiveness.

b.            To suggest to workers other ways of acquiring training in case it is not forthcoming from the organization.

c.            To provide other stake holders in the labour sector or industry with date that will help them appraise the cost-benefit aspect of investing in staff training.

d.            Business investors will benefit from this work by knowing that organizations now invest into training of their workers for growth.

e.            To strengthen the working relationship between the employers and their employees. This will make for industrial harmony.

1.5        DEFINITION OF IMPORTANT TERMS

a.            STAFF RECRUITMENT: This is the overall process of employing new workers into the organization.

b.            STAFF INDUCTION: It is the official ceremony of introducing the new staff to their organization and jobs.

c.            STAFF TRAINING: This is also the process of learning new skills that are needed to do a job.

d.            WORKER’S EFFICIENCY: It is the ability to achieve a particular goal without wasting resources.

e.            HUMAN RESOURCES MANAGEMENT: The process of motivating and influencing the workers or employees of the organization to bring out their best towards achieving the goal of the organization.

f.             DELEGATION OF RESPONSIBILITY: The process of giving work to a junior staff, work that is usually the responsibility of the senior staff.

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