Abstract

This study aims to investigate the effect of manpower training on organisational productivity. Specifically, the study seeks to assess training methods influence employee’s performance, to examine how training programs influence employee’s performance and to investigate how training evaluation play a successful role on employee’s performance. This study used a survey research design. Both primary and secondary data were used for the study.

The primary data was collected using questionnaires from employees of MTN Buea using a simple random technique while the interview was conducted with management of MTN Buea. Using a sample of 50 employees of MTN was used for the study. Findings of this study revealed that training methods, training programs and training evaluation all have an effect on employee’s productivity.  The study also recommends that MTN Buea, should conduct training from time to time to ensure that employees have the necessary skills required by the business.

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

The advent of modern technology coupled with changes in the business environment has perjured business organisations with more severe challenges and competition pressure. Organisations now compete both nationally and internationally.

Therefore, many organisations spend money annually on training and developing their workforce with a strong belief that this will lead to innovation, increase in productivity, profitability and improvement in employee performance. This is supported by (Amin et al 2013:26), that business environments change from time to time which calls for continuous upgrading of employees’ skills and capabilities to improve on their job performance, growth and the ability to the rapidly changing economic environment for the organisation to remain competitive.The management of Human Resource in Africa in general and Cameroon in particular is rather challenging even though human resource saw a major evolution by the post industrial revolution of 1850. But Africa still has difficulties finding proper human resources. According to (Kamache 2002:53), this may partly be a result of the different kinds of problems like political instability, corruption, poor infrastructure, diseases and famine known to prevail.

The question that may arise in many instances is why human resource are important, bearing in mind that human resource is the intellectual property of the firm, employees prove to be a good source of gaining competitive advantage. This is supported by (Houger 2006:26) that training is the only way of developing organisation intellectual property through building employees’ competencies.

Growth has not only been brought about by improvement in technology nor a combination of factors of production but increased efforts towards development of organisational human resources. It is therefore in every organisations responsibility to enhance the job performance of the employees and certainly implementation of training and development is one of the major steps that most companies need to achieve this. (Afshan et al 2012:391), therefore calls for managers to an adequate supply of staff.

(Abdul H. 2011:103), explain that employee is considered as the major element of every firm their success or failure mainly based on their performance.

There are different ways of defining the term training. According to (Shaheen et al 2013:94), it may be defined as a systematic development of the knowledge, skills and behaviour required by employees to do adequately on confirmed task or (Amin et al 2013:26), noted simply that learning that is provided in order to improve performance on the present job.

On the other hand, (Elnaga et al 2013:137) define employee training as programs that provide workers with information, new skills, or professional development opportunities. It can take place in numerous ways, on the job or off the job; in the organization or outside organization. Regardless of the view, the term training draws elements of acquiring new knowledge to help manage both current and future situations.

During and after the First World War, in-service training by employees became a common practice. The rapid changes over in the industry from peace to war led to training schemes for semiskilled workers.Thereafter the rapid contemporary advance of technology change made training a necessity in almost all work life. At the operating level in the industry and public utilities, key aspect of training practices like training plans, training methods and training programs and increase uses of automation have brought extensive changes in the past decades and increases as time goes on.

All of this brought about a new approach to training. Great emphasis is now placed on a good start through initial job training supplemented by orientation session or by attractively produced printed material describing the nature and objectives of the employment and the condition of work. Since changes are frequent with technological advances, refresher training has become common in clerical as well as in industrial work.

This widespread of interest in training has led to considerable innovation in method. Formal lecturers have given way to group discussion, for instance the case study method has become popular and also sensitivity training has been introduced to help individuals to study their own behaviour and reactions to one another by means of group discussions in which there is frank analysis of interrelationship between members of group and hence commitment to one another and the organisation.

Initiative in training lies with the organisation rather than with industry and the large corporate tends to develop a variety of training projects and adequate administration of training. In a large organisation, the individual employees need to be introduced to his task and to identify himself with it so as not to be lost in its complexity and he needs to have subsequent periods of training to keep abreast with development. In small and medium sized concerns, some management are interested in training, while some tend to regard it as luxury but it depends on the initiative management.

Training to management has become acceptable as a necessity in both the public and private sectors. Reason why different training programs are introduced every year is because of changes in technology, increase completion and change in customers’ tastes.

So for this purpose employees are prepared with the right sort of aptitudes, information and capabilities to carry out their allocated responsibilities and training is considered to have a massive impact on employee efficiency.

1.2 Problem Statement

The importance of training has no doubt been recognized in many organisations as the key factor for improved productivity. However, manpower training in the public sector is threatened with a number of problems like the absence of regular training despite the continuous reforms with emphasis on training (Okotoni & Erero, 2005:45). This is because the various reforms in the public sector have not considered it necessary to establish definite and continuous training programmes that will increase employees’ productivity. This implies that when training need is identified and resources and quality time is committed to achieving the need, the training exercise can still be inadequate in addressing the productivity deficit. Sometimes, the training exercise is haphazard or lopsided in the design, implementation and participation. At times, training is based on a faulty diagnosis of training needs.

The effect of training on manpower and the organisational productivity may be both direct and indirect. (Sahinidis et al 2008:39), note that directly the role of training programs is seen as a measure of improving employee’s capabilities and organisational capabilities. While indirectly employees will be able to handle both current and future issues.

But not everyone buys the idea of employees being a strategic resource of an organisation. (King et al 2013:43), noted there is a belief that small firms are poor or reluctant trainers. This is because training entails cost which is a long-term investment. Usually, no one can predict what can happen in the future for example death or illness, thus it is better to employ already trained and experienced employees.

Long training programs turn to be a waste of time and we all know that time is money and also a waste of resources. This could also develop loss of interest and reduces satisfaction in the training program. This might cause them to lose important or new information that is being added, thus making training ineffective. Hence it is on this note that the researcher seeks to find out an assessment of the influence of training on organisational productivity in MTN Buea Cameroon. Thus, the researcher came out with the following research questions

1.3 Research Question

1.3.1 Main Research Question

What is the effect of manpower training on organisational productivity?

1.3.2 Specific Research Questions

1. How do training methods influence employee performance?
2. How do training programs influence employee performance?
3. How does training evaluation play a successful role in employee performance?

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