STAFF TRAINING AND DEVELOPMENT AS A TOOL FOR HIGH EMPLOYEE PERFORMANCE IN AN ORGANIZATION
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STAFF TRAINING AND DEVELOPMENT AS A TOOL FOR HIGH EMPLOYEE PERFORMANCE IN AN ORGANIZATION
Background of The Study
Training is defined as any teaching or learning activity conducted with the primary goal of assisting members of an organisation in acquiring and applying the information, ability, skill, and attitude required by the organisation.
Employee training and development are critical, especially in the banking sector, since they form the umbilical cord of competency and increased efficiency, which remain the hallmarks of any organisation. In general, training is the act of developing an employee’s knowledge and expertise in performing a certain profession.
According to M.C. Far Land (2006), training is the process by which organisations develop the skills and talents of non-managerial employees. Development, on the other hand, refers to the process by which managers and executives develop not just the skills and competence required for their current position, but also the capacity for future managing tasks with a broader scope.
Development, on the other hand, is more general in application. It is used in this context to refer to the process of assisting management in improving managerial administrative skills and decision making process, qualities, competencies, and achieving motivational and consequently productivity of employer
, by wing training to motivate employees, it will undoubtedly result in an increase in productivity. Training is typically associated with non-management employees, whereas development is associated with management personnel.
1.2 Statement of the Problem
Employees’ effective and efficient performance has been hampered by competition, and as a result, they lack the necessary abilities, knowledge, attitude, and technological know-how to improve their professional performance at their job level.
Most employees’ performance has been exceedingly low and disheartening, negatively impacting the bank’s overall performance of corporate objectives. These are the issues that led this study:
Low level of service delivery performance
Banking industry competition
1.3 Objectives of The Study
The primary goal of this research is to investigate how staff training and development can be used to improve employee performance and help organisations reach their goals and objectives more efficiently.
The significance and necessity of staff training and development will be determined, as will employee perceptions of training.
1.4 Hypothesis Proposition
H0: Staff Training and Development in Union Bank does not result in an increase in organisational production.
H1: Staff Training and Development boosts organisational output at Union Bank.
1.5 Significance of the Research
A study of this type is crucial and noteworthy because the findings will motivate management or other organisations to instill comprehensive training and development of their employees. Union Bank Plc will benefit from the outcome of this narrative.
1.6 Scope of The Study
The research focuses on staff training and development as a technique for improving employee performance in an organisation.
It concentrated on the banking business, specifically Union Bank of Nigeria Plc, Kachia Road, Kaduna South Branch.
1.7 Limitations of The Study
During the course of this work, the researcher experienced the following constraints:
Time is limited since research work is combined with other academic tasks.
The second issue is a lack of information, such as a low response rate from respondents for one reason or another (e.g., getting the historical context proved difficult).
Finally, there is a budgetary limitation caused by the necessity for constant sorting of information content.
1.8 Union Bank of Nigeria Plc’s Historical Background
The bank began operations in Nigeria in 1917 as a branch of Barclay Bank (Donimum colonial overseas); it later became Barclays Bank Plc on 30th May 1969 and was established in Nigeria as Barclay Bank Nigeria Limited under part of the Company Act 1968. On July 7, 1969, this was changed to Barclay Bank of Nigeria.
Union Bank was a wholly owned subsidiary of BBP until 1971, when it issued 8.0% of its shares to Nigerian residents and associations. Between 1973 and 1976, Nigeria bought a 10% stake in the bank. The bank’s name was changed to Union Bank of Nigeria Ltd, and it became a totally owned Nigerian bank.
On the promulgation of the Company and Allied Matters Decree in 1990, it sold 58,80,32,00 ordinary shares of 25k each in 1989, and the bank name was changed to Union Bank of Nigeria Plc.
In accordance with Section 29, the Board of Directors of Union Bank of Nigeria Plc is in charge of administration, and the central organisation has been divided into sections,
with managers reporting to the head office in Lagos. The branch manager is accountable for the success of his branch as well as reporting to his area manager for additional information. Union Bank Plc’s bank structure on Kachia Road.
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