PERSONAL TRAINING AND DEVELOPMENT
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PERSONAL TRAINING AND DEVELOPMENT
Chapter one
INTRODUCTION
1.1 Background of the Study
A variety of elements have been shown to influence employee participation and achievement in an organisation.
Societies have undergone social and cultural changes as a result of the advent of new information and communication technologies, as well as the efficiency of the majority of employees, which has led to development.
Continuous learning is critical to the long-term success of any organisation.
It enables employees in any organisation to cope and thrive while maintaining a competitive advantage, thus it is surprising that many organisations do not monitor the impact of their staff training and development performance.
Onuka’s (2010) observation implies that it is the source of its wealth.
As a result, employee performance in terms of achieving organisational goals and successes is determined by the quantity of relevant skills and knowledge, as well as the positive work attitude
that they have acquired through ongoing personnel training and development programmes, whether through committed on-the-job training programmes or out-of-work training courses.
According to Omde (2004), staff training and development entails offering learning interventions as well as planning, implementing, and evaluating training programmes.
The demand for greater productivity in an organisation has become a widely understood phenomena that is dependent on efficient and successful staff development.
Given modern global advancement, investing in human capital training and development has become even more vital. Thus, the importance of staff training and development cannot be overstated.
As a result, the necessity for organisations to actively consider employee development training programmes has become an unspoken need. The absence of such staff training and development programmes in an organisation frequently manifests itself in the form of incompetence, inefficiency, and ineffectiveness.
According to Onbabor (2012), training and development are targeted at building competencies such as technical, human, conceptual, and management for the benefit of individual and organisational growth, but Isgake (2010) believes that the process of training and development is continuous.
The workforce is an organization’s most valuable resource. They are the ones who provide the organisation with work, talent, and innovation, therefore it is a process of planning, organising, implementing, and educating personnel resources in an organisation to guarantee that their best efforts are employed to achieve objectives and goals.
Once an applicant has been selected and correctly positioned by his organisation, the next stage is to change him to match the organization’s picture requirements. Such transformation occurs through training and growth.
For organisational goals and objectives to be met, competent, proficient, and adaptable personnel resources are critical in every organisation. This is because human beings are an essential component of any organisation, serving as the building blocks and backbones and determining the level of production in the organisation.
According to Abiodum (2008), people resources are the most powerful assets that any organisation processes; without them, the company’s machinery, equipment, materials, and even capital will be worthless because nothing gets done without the involvement of the organization’s personnel resources.
Simdoby, Resis (2007) stated that all actions of any enterprise are launched and determined by the individuals that comprise this organisation.
He went on to say that the factories’ computers, mechanised equipment, and all other machines used by modern organisations are all about direction. He so concluded that every part of a company’s activity is determined by the competency and efficacy of its employees.
According to Adengi (2003), personnel training and development make a significant contribution to an organization’s overall effectiveness and profitability.
Yajama (2010) believes that the effectiveness and profitability performance, as well as the success of an organisation, are dependent on the people who form and work within it.
Gryphon (2010) and Ajibade Creuel (2011) have both highlighted the inestimable significance of training and development. They believe that it is advantageous to learn extra and new knowledge, as well as to further improve the skills and techniques required to function effectively in the ever-changing world to which we belong and live.
Thus, training is obviously necessary not only for individual development but also for facilitating the productive capacity of the worker, implying that caring or persuading people to do what is desired is a process of creating organisational conditions that will cause personnel to strive for better performance.
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