IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE (A CASE STUDY OF UNION BANK OF NIGERIA PLC)


IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE (A CASE STUDY OF UNION BANK OF NIGERIA PLC)

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ABSTRACT

This research project is prompted by the need for training and development in the Banking Industry which is often neglected by most organizations. This neglect has led to waste and unnecessary cost centers become necessary to embark on the study so as to highlight its importance in present day work force. As it were, any organization that wants to be dynamics has to move with time by developing and training its personnel, otherwise, it will be ready to be price out of market.

 

The work further tried to deal with the historical perspective of Union Bank of Nigeria. It also tries to focus on the theoretical frame work of the study.

 

Moreso, it also focuses on the analysis of the research questions, hypothesis which claims that training and development plays a vital role in improving the skills, knowledge and productivity of employee. That actual performance can be influenced by actual value rewards.

 

After looking at these aspects, a general conclusion and recommendations will be made for further improvement in organization as a whole and Union Bank of Nigeria Pic in particular. It is hoped that the recommendations will be of help for further human resources development growth in Nigeria.


 


TABLE OF CONTENT

 

CHAPTER ONE

INTRODUCTION

1.1     Background of the Study

1.2     Introduction

1.3     Statements of the Problems

1.4     Objectives of the Study

1.5     Research Questions

1.6     Significant of Study

1.7     Historical Background

CHAPTER TWO

LITERATURE REVIEW

2.1     Manpower training and development concept

2.2     Types of training programme

2.2.1  Induction method

2.2.2  Public vocational school training

2.2.3  On the job training

2.2.4  Information presentation method

2.2.5  Simulation approach

2.2.6  Professional training

2.2.7  Vestibule training

2.2.8  Apprenticeship Programmes/Training

2.2.9  Correspond Courses

2.3     Methods of Manpower Development

2.3.1  Experience on the Job

2.3.2  Formal Education

2.4     Benefits of Training and Development

2.4.1  To the Employees

2.4.2  To the Employers

2.4.3  To the Society

2.5     Determining Training and Development Needs

2.5.1  The Assessment Phase

2.5.2  Implementing Training and Development Programme

2.5.3  Evaluating of training and Development Programme

2.6     References

 

CHAPTER THREE

RESEARCH METHODOLOGY

3.1     Introduction                                                        

3.2     Population

3.3     Method of Study

3.3.1  Questionnaire

3.3.2  Secondary Information

3.3.3  Personal Interview and Observation

3.3.4  Methods of Data Analysis

3.5     Limitation of the Methodology

3.6     References

 

CHAPTER FOUR

DATA ANALYSIS AND RESULT FINDINGS

4.1     Presentation and Analysis of Data

4.2     Problems Encountered in Data Collection

4.3     The Sample Characteristics

4.4     Hypothesis Testing

4.4.1  Hypothesis One

4.4.2  Hypothesis Two

 

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1     Summary

5.2     Conclusion

5.3     Recommendations

References

Appendix

 

 

 


CHAPTER ONE

INTRODUCTION

 

1.1    BACKGROUND OF THE STUDY

The Management of human resources is crucial to the growth and survival of any organization particularly those of the 21st Century who encounter on regular basis unhealthy rivalry in the global market BANKOLE. (2001).

 

Any organization that will stand the test of time in the highly competitive environments must necessarily adopt a realistic human resources system, planning and utilization as well as positive training and development on performance that could motivate and carry along the entire workforce in the effort towards attaining the organizational goals and objectives hence the need for training and development for all categories of employees in organization Is widely recognized be it at the management trainee level, supervisory level and senior management level.

 

Training relates to giving knowledge and skills, transmission of information to familiarize employees and employers· to the organizational and environmental context and to modify their attitudes in task performance while development follows the same pattern but It is designed for senior employees who are in managerial positions and if any organization thinks that training and development is expensive and equivocal, let try ignorance. Training and development is Inevitable in all organizations; but the current trends of events In Banking Sector, like old age· it attacks us whether we like It or not. People learn to behave in a particular way In the family, in social gathering and In their working places.

Training and development is one aspect of activity that is virtually important and continuous until death. Training is all learning experience and has become an integral unquestionable aspect of improvement, effective and development. In this era of organizational complexity, industrial sophistication and technological advancement, training is no longer the job of an amateur or unprepared professional. It has really come and it is going a long way.

 

Styles et al (1997) stated that effectively an organization depends on how well its members are trained. Training motivates employees to work harder and have higher morale and it is an ongoing process. New problems, new procedures and equipment, new knowledge and job call for training.

 

To train and develop labour is the key to containing the current changes in technology and organizations and will base its control and effectiveness on the growth and accomplishment of persons within the organization. Training is an investment and adds to working capital. Efficiency and effectiveness of organization are predicated of its manpower and its major resources of organizational differences.

 

Training according to Ogundiro (1992) is the acquisition of a requite knowledge, skills and attitude for a requisite or specific job. "Whereas development is the systemic acquisition of knowledge. Skills and attitude by an employee, which helps him carry out his present job competently and make him ready for future tasks.

 

The easiest way to define these words is perhaps to make comparison between them. First, the purpose of training is to supply specific knowledge, skill and attitude (KSA) needed to meet organizational goals, while the purpose for management development is to supply individuals prepared to meet organizational goals in specific positions.

 

Secondly, the scope of training deals with specific tasks, training individuals for an area of responsibility. Malcon W. Warren (1978) defined development, through the problem approach. In training problem arise from sub-standard conditions or the absence of desired conditions eased by individual or groups. As for the management development, the problem concerns reinforcing employees to present knowledge, skill or attitude.

 

Another point that clearly differentiates training from management development is selection. For training, participants are chosen because past performance demonstrated better potentials for new responsibilities.

 

Manpower development according to Paul Pigor (1973) organization planning, manpower planning and forecasting are parts of the process of management development but not the essence of it. Management development occurs in every organization in some way, as such subordinates learn from the respond to the example of their supervisors and try to improve their own performance on the job.

 

The organizational climate established by top management, including the personal concepts which they hold, is the single most important influence on the development of subordinate managers at all levels. However, it is not all people in management that wants to get ahead, some are satisfied with their present status and income level rather than taking added responsibilities. For those who aspire for higher managerial heights in the organization, they will want to have opportunities to develop themselves within the organization or seek better and more Challenging opportunities as they grow in their present positions. But if the superior discourage such reporting and fails to communicate the reasons effectively, young managers often lean on greener pastures.

In summary two principal components of effective management development are:-

(1)     An organizational climate. Including advanced organizational and Manpower development planning conductive for managerial self development.

(2)     An appraisal of employee performance and various opportunities for further managerial development.

 

Training and development had become increasingly importance over the years, decades and centuries, subject to the role they play in the survival and effectiveness of organizations and also due to the existing gap in qualified “Manpower" previously predicted in the National Development Plan.

In fact it is to this end that government established among other agencies the Industrial Training Fund (ITF) by Degree No. 47 of 8th October, 1971 to promote and encourage the acquisition of skills in industry and commerce with a view to generating a poll of indigenous trained manpower sufficient to meet the need of the economy.

The growing concern of government in training and manpower development has served to increase the awareness of both the public and private sectors. For human resources in general and training and manpower development In particular is a managerial responsibility and should be given priority just like the other resources. In line with this, many companies are seen embarking on the training and development of their manpower. They spend a lot of money yearly to organize and conduct variety of programmes both within and outside the country. This is so because organization operates within environment that can either promote or hamper the achievement of the objectives for which they exist.


 

Business environment can be divided into two:

The Internal and External Environments.

The Internal Environment can be a large extent be controlled by management, while the External Environment on the other hand is usually difficult to control by organization due to its elements which are political, economical, social and technological dimensions affect the ability of the organization to operate optimally. The rate of growth and development of any economy largely influences development in other spheres of national to life.

Formal organizations are set up to achieve certain goals objectives through the utilization of available. The achievement of these goals and objectives will depend largely on the organization's effectiveness and efficiency of its services to its final consumers. Most especially now that the numbers of organization in Nigeria are increasing, the capabilities, effectiveness and efficiency of any organization is measured through its productivity and whether such organization is able to withstand the test of time.

The Banking Industry is faced with a constantly changing environment for it to continuously survive, it has to adapt to the Changing environment and one of the ways by which organization adopt to meet with the changing nature of its environment is through continuous training and development of its key personnel.

Training and development have become universally accepted as vital input to improve the output of administration both quantitatively and qualitatively. With training, employee's skills, abilities and attitude relevant to effectively performance on the job are increased.

Development of employees on the other hand includes training to acquire skill in performing a specific assignment and education to increase general knowledge and understanding of our environment.

A well planned development programmes for all staff return positively to the organization in terms of increased productivity, heightened morale, reduce cost and greater organizational stability and flexibility to adapt to changing external requirements. It is important to note that such development programmes will also help to meet needs of individuals in their search for assignments that can add up to little life long career.

IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE (A CASE STUDY OF UNION BANK OF NIGERIA PLC)

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  • CATEGORY : BUSINESS ADMINISTRATION
  • TYPE : PROJECT MATERIAL
  • FORMAT : MICROSOFT WORD
  • ATTRIBUTE : Documentation Only
  • PAGES : 74 Pages
  • CHAPTERS : 1 - 5
  • PRICE : ₦ 3,000.00

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A Review on impact of training and development on employers performance (a case study of union bank of nigeria plc), impact, training, development project topics, researchcub.info, project topic, list of project topics, research project topics, journals, books, Academic writer.
The Management of human resources is crucial to the growth and survival of any organization particularly those of the 21st Century who encounter on regular basis unhealthy rivalry in the global market BANKOLE. (2001). Any organization that will stand the test of time in the highly competitive environments must necessarily adopt a realistic human resources system, planning and utilization as well as positive training and development on performance that could motivate and carry along the entire workforce in the effort towards attaining the organizational goals and objectives hence the need for training and development for all categories of employees in organization Is widely recognized be it at the management trainee level, supervisory level and senior management level. .. business administration project topics

IMPACT OF TRAINING AND DEVELOPMENT ON EMPLOYERS PERFORMANCE (A CASE STUDY OF UNION BANK OF NIGERIA PLC)