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 condemn the huge sum of money and other resources that go into staff induction and training.
1.1 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 released of their responsibility to ensure the development of the skill and potentials of their subordinate. Rather it means to prescribe and make clear the responsibility for the personnel department.
Tree 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 subordinate. 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 organizations would be extremely difficult; and without developing the human resources 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. References shall be made to a random of selected business organization including banks.
1.2 PROBLEM ASSOCIATED WITH THE SUBJECT 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 organization goal 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 split relationship with staff training.
These problems are the major concern of the research study, they include:
a. PROBLEM OF DIFFERENCE IN CHARACTER: Expert 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 goods.
b. PROBLEM OF NEW TECHNOLOGICAL TREND:
As the demand is, skills for information technology are necessities for efficient work force. Training of employees in this areas of development will enhance the organization’s operational efficiency.
c. PROBLEM OF DELEGATION OF RESPONSIBILITY: A successful delegation will depend on the knowledge and recognition of the abilities of the employee. It is training that will refine the potentials in the employee and make him recognized by his managers.
d. PROBLEM OF PROFICIENCY:
New employees need special attention until they are fully proficient in their job. Even New Expert, skilled workers without relevant experience, should be trained in their particular job.
e. PROBLEM OF PHYSICAL APPEARANCE:
The way workers package themselves is determined by the organization dress code and professional ethnics as well as Office conducts are inculcated into workers during their training.
f. ACCORDING APPLEBY 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 belief history of his company’s products, places in the industry, organization structure, names of departmental leaders and the activities of various department. Others are the rules of work and safety, health regulations, personnel policy regarding discipline education and promotion.
1.4 IMPORTANCE OF STUDYING OF THE AREA
By standing the area, the researcher wishes to show case those importance of the study. The importance of this study are articulated as follows:
a. To strengthen the working relationship between the employers and the employees. This will make for industrial harmony.
b. To provide other stakeholders in the labour sector or industry with date that will help them appraise the cost-benefit aspect of investing in staff training.
c. To make managers and employers of workers to believe that training is and will remain the strategy to boost workers’ effectiveness.
d. To suggest to workers other ways of acquiring in case it is not forthcoming from the organization.
e. Business investors will benefit from this work by knowing that organization now invest into training of their workers for growth.
1.2 DEFINITION OF IMPORTANT TERMS
a. WORKERS’ EFFICIENCY: It is the ability to achieve a particular goal without wasting resources.
b. STAFF INDUCTION: It is the official ceremony of introduction of the new staff to the organization and job.
c. STAFF RECRUITMENT: This is the overall process of employing new workers into the organization.
d. STAFF TRAINING: This is also the process of learning new skills that are needed to do a job.
e. DELEGATION OF RESPONSIBILITY: The process of given work to a junior staff, work that is usually the responsibility of the senior staff.
f. HUMAN RESOURCES MANAGEMENT: The process of motivating and influencing the works or employees of the organization to bring out their best toward achieving the goal of the organization.
Author Craft (1977): Personnel Management London; City Publish 3rd ed.
Appleby C. (1985): Modern Business Administration New York Facsimile Publication
Othniel, (2000): Effective Staff Training Programme Method and Strategy; Kogakusho Mac Crew Hill.
Orjih John (2001): Training of Bank Staff in Nigeria; Enugu, Kaduna Publishing.
Sally Wetimier (2002): Oxford Advanced Learner Dictionary 6thEdu, London’s Oxford University Press.