CHAPTER ONE: INTRODUCTION

1.1Background of the Study

Every organisation strives to be the strongest company in its industry. This competitive edge is dependent upon the availability of resources and their most effective usage. Organisation assets may fall in various categories, like physical, financial and human resources. Human resource is considered the most vital and useful asset, as other assets can be exploited with the proper use of human resources (Ahmed, et al., 2010).Human resource, is the most valuable asset of any organisation, with the machines, materials and even the money, nothing is done without a workforce. People as a human resource are considered by many to be the key and most important resources of an organisation.

The effectiveness and success of an organisation, therefore, liein the people who form and work within the organisation. Therefore, the human resource of an organisation is the determinant for the realization of its goals. At the same time, simply having this resource (human) is no guarantee for the organisationto be successful unless and until the organisation improves the performance of the people from time to time. In fact, there are factors that may affect the employees’ performance such as their abilities, motivations, the support they receive, the nature of the work they are doing, and their relationship with the organisation.

Generally, the human resource manager must design different techniques these enables the organisation to improve the performance of the workforce; among which training is the one and it is the focus of this paper, it is designed to improve employees ‘performance and help the organisation realize its objectives effectively and efficiently. However, too often, training is done without any thought of measuring and evaluating it later to see how well it worked and how much an organisation is effective to formtraining, training is both time-consuming and expensive; the organisation must be effective in terms of the specified goals that accompany planned to realize.

The effectiveness of an organisation from the training expenditure perspective is a measure of how well training achieves its intended objectives. For example, in order to improve job performance the effectiveness of the organisation from the training expenditure measures to what extent the training improves job performance in the organisations after the training. Generally,we can say that training does not deliver the expected value to the organisations when trainees do not transfer the skills learned to their workplace, in other words, training effectiveness occurs when trainees not only have the ability but are willing to transfer the skill learned to improve their job ( Laoledchaiet al., 2008).

1.2 Statement of the Research Problem

The perception of employees on training has a greater impact on the success of any organisation. If the employees are satisfied with the training policies of the organisation, this will have a positive impact on the organisation’s productivity. The perception or attitude of employees is transformed into positive or negative behaviour. How do the employees see employee training policies of the organisation? How seriously does the Management take the Training Policy of its organisation?

Some see manpower development as a waste of time and resources that would have been employed in the production of goods and services that will yield a profit to the organisation. Sometimes, the fear that an employee could leave the organisation after training affects the employee’s training and sometimes makes it unplanned and unsystematic. The procedure and process usually adopted by some Human Resource Departments in the identification of those employees that require training are worrisome.

Employees sometimes go for training for personal reasons which include enriching themselves; preparing themselves for other positions in other organisations; power play/politics; because he/she knows the person in charge of training and not necessarily because there is an identified skill gap which needs to be filled through training. Often times, the HR Department does not conduct a training needs assessment. Employees’ training selection criteria ought to be systematic and free from bias.

It must follow lay down the procedure to ensure that the right candidates are sent for training for a positive effect on organisational performance. It is found that previous researchers have concentrated on the importance and benefits of training and no study has been carried out on the challenges faced by the HR department of Dangote Company Limited Douala in the selection of employees for training. In order to fill this gap, the researcher is compelled to conduct a study on the effect of employee training on employee job performance with a focus on processes and procedures of identifying skill gaps, training design, and delivery style and employee perception towards Manpower development at Dangote Company Limited Douala.

1.3 Objectives of the Study

Main Objective

The main objective of the study is to investigate the effect of man power training on
employee job performance with a focus on the processes and procedures of a selection of employees for manpower training. However, the specific objectives of the study are as follows:

1. To ascertain the extent to which selection procedure of employee for training affects organisational productivity
2. To determine the extent of the effect of training design on employee productivity;

• To ascertain the extent to which training delivery style affects employee productivity;

1. To find out the relationship between employee perceptions of training and organisational productivity

1.4 Research Questions

The research questions were drawn in line with the objectives as follows:

1. To what extent does selection procedure of employee for manpower training affect organisational productivity?
2. To what extent does training design affects employee performance?
3. To what extent does training delivery style affect employee productivity?
4. What is the relationship between employee perception of training and organisational
   productivity?