Abstract

The main thrust of this study was to assess training and development as a tool to enhance organizational performance: The case of Esoasoa Banana, Tiko of Cameroon Development Corporation (CDC). Three research objectives were formulated to guide and direct the study. The objectives assess the influence of job training as a tool to enhance employee’s performance, assess the effect of training design as a tool to enhance employee’s performance, assess the influence of delivery style as a tool to enhance employee’s performance in the Esoasoa Banana, CDC Tiko.

The descriptive research design was adopted for this study. A sample size of 112 respondents were selected and used for the study. A well validated structured questionnaire was used for data collection. Data collected were analyzed using descriptive statistics of simple percentage and inferential statistics of Pearson product moment correlation coefficient. Findings revealed that employees in Esoasoa Banana, CDC Tiko are highly trained in areas such as the use of machines and work tools, maintenance of machines, farming practices, safety measures and security measures.

The findings also revealed that 62 % of variation in workers’ Performance is jointly explained by changes in training and development (on the job training, training designing, and training style). This implies that the remaining 38% changes in workers’ Performance is caused by variation in other variables not included in this study and represented by the error term. 28.12% implies that there exists significant relationship between workers’ Performance and training and development.

Thus a significant influence on worker’s performance at a 5% level of significance. Also the challenges faced by organization in training and development include the costly nature of training and development and delay of production time.

The study recommended that the content and design of training programs have to be formulated taking into consideration the specific needs of the employees and changing objectives or vision of the CDC and also the need to regularly organize training programs while ensuring adequate rotator systems are in place not to disrupt the functioning of work units and departments.

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The relevance of training and development activities to the effective management of human and material resources in achieving organizational objectives cannot be over emphasized (Mullins, 2010).

Training include any learning activity, which is directed towards the acquisition of specific knowledge and skills for the purpose of an occupational task (Inyang and Akpama, 2002). Also, Inyang, (1998) sees training as a process or a set of activities aimed at assisting individual to acquire knowledge, skills and attitudes necessary for the effective performance of a specific task or job. Within the context of work in the modern business organization training is a continuous process which normally starts at the point of entry and progresses throughout the workers’ career. Training, formal or informal is a planned activity to provide necessary skills or improve existing ones (Umoh, 2001).

Training is an inter-mix of teaching and practice carried out in order to attain a desired standard of behavior, efficiency and effectiveness, with the main aim of effecting a better change (Nwachukwu, 1988). Training alone may not be able to realize its benefits if it is disconnected from other human resource management functions or activities as well as if the organization is dysfunctional in other areas (e.g., interpersonal relationships).

Development on its part lead to acquisition of new knowledge or skills for purposes of personal growth. However, it is often difficult to ascertain whether a specific research study addresses training, development, or both. In some studies, the term “training” refers to both training and development efforts (Aguinis & Kraiger, 2009). At the core of training and development is the improvement in the performance of individuals participating in training activities.

Training alone may not be able to realize its benefits if it is disconnected from other human resource management functions or activities as well as if the organization is dysfunctional in other areas (e.g., interpersonal relationships). Training will have the greatest impact when it is bundled together with other human resource management practices and these practices are also implemented following sound principles and empirical research. Training and development, on the job training, training design and training delivery style are four of the most important aspects in organizational studies (Khan, Khan, & Khan, 2011).

Now a days training is the most important factor in the business world because training increases the efficiency and the effectiveness of both employees and the organization. Employee is a blood stream of any business. The accomplishment or disaster of the firm depends on its employee performance. Hence, top management realized the importance of investing in training and development for the sake of improving employee performance (Ramya, 2016). Training has an important role to play and it is expected to inculcate positive changes in knowledge, skills and attitudes. Employees’ training tries to improve skills so that employee is better equipped to do his present job.

Training programmes are necessary in any organization for improving the quality of work of the employees at all levels particularly in a world of fast changing technology and environment. For the individuals, training development and improve job knowledge while also helping in identifying with the goals of the organization. Therefore, it seems mandatory by the firm to plan for such training programs for its employees to enhance their abilities and competencies that are needed at the workplace.

The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996 cited in Ndibe, 2014). As organizations strive to compete in the global economy, differentiation on the basis of the skills, knowledge, and motivation of their workforce takes on increasing importance (Aguinis & Kraiger, 2009). Training programs not only develop employees but also help an organization to make best use of their human resources in favour of gaining competitive advantage (Khan, Khan, & Khan, 2011). For the organization, training and development leads to improve profitability while cultivating more positive attitudes toward profit orientation. (Ramya, 2016).

Employees’ training tries to improve skills so that the employee is better equipped to do his present job or to prepare him for a higher position with increased responsibilities (Ramya, 2016). There is growing concern that organizations should provide opportunities for continuous development of employees not only in their present jobs but also to develop the capabilities for other jobs also. Organizations must grow along with their employees, because organizations should adapt themselves to the changing environment.

Training programmes are necessary in any organization for improving the quality of work of the employees at all levels particularly in a world of fast changing technology and environment. In the meta-analysis by Arthur et al. (2003) cited in Aguinis & Kraiger (2009), the researchers examined the impact of training on organizational-level results. Their results showed that the benefits of training vary depending on the type of training delivery method, the skill or task being trained, and the measure used to assess effectiveness.

The recognition of the benefits of training activities for society has led many countries around the world to adopt national policies to encourage the design and delivery of training programs at the national level. The goal of these policies is to improve a nation’s human capital, which in turn is related to greater economic prosperity. According to a recent industry report by the American Society for Training and Development (ASTD), U.S. organizations alone spend more than $126 billion annually on employee T&D (Paradise 2007 cited in Aguinis & Kraiger, 2009).

Several studies conducted in European countries have documented the impact of training on organizational performance such as the work of Aragon-S´anchez´ et al. (2003) cited in Aguinis & Kraiger (2009) investigating the relationship between training and organizational performance in a survey cutting across the United Kingdom, the Netherlands, Portugal, Finland, and Spain revealing important positive relationships between training and development and organizational performance. In most developed countries, many professional bodies support employee training and development or the Continuing Professional Development (CPD) of employees.

The Chartered Management Institute regards CPD as vital to a successful career and requires all its members to make commitments to their own professional development. The Institute of Chartered Secretaries and Administrators (ICSA) on its part expects its members to undertake constant training in workshops, seminars, professional activities, meetings and conferences amongst others.

In India today, organizations have realized the importance of training as a tool to achieve their strategic goals. Training in India is no longer viewed by organizations as a burden, but as an investment on one of its most dynamic assets, namely, employees. Many organizations in India increasingly consider training as a strategic employee retention tool. Training helps the organization create a smarter force capable of meeting any situation and challenges. The main object of every organization is to improve its performance, but it can never be possible without the efficient performance of employees (Ramya, 2016).

Training and development is generally more advanced in developed countries of the world with strict government regulations and professional bodies promoting the empowerment of employees when compared to developing countries particularly in Africa where the dominance of small and medium-sized enterprises (SMEs) has generally been associated with limited scope of employee training and development. However, increasing evidence suggests that greater recognition of the importance of training and development is now being seen even in developing countries like Africa. In Cameroon for instance, most local organizations are still characterized by high labour turnover with little organizational commitments to employee training and development.

This is also because most organizations operate at small scale and they also lack the capital to adequately or constantly undertake training for their employees. In larger public or parastatal organizations in Cameroon such as the Cameroon Development Corporation (CDC), employee training and development tend to be more evident than in some small private SMEs. This study will be undertaken to reveal the situation of employee training and development in Cameroon using the case study of the CDC second largest employer after the State of Cameroon.

1.2 Statement of the Problem

Training is an important part of human resource management (HRM) function on the effective use of human resources. Today, most employers admit the value of training as a major influence on success of the organization (Shaheen, Naqvi, & Khan, 2013).

Despite growing documented evidences on the importance of employee training and development to organizations, there are some observable lapses in the case of the Esoasoa Banana, CDC Tiko where despite the fact that most employees have huge work experiences with the company, they tend to display limited employee development over time characterized by inadequate training, together with lack of promotions, low salaries and inadequate satisfaction. CDC Esoasoa Banana usually recruits unskilled laborers with the hope of providing training to them but unfortunately such training is usually inadequate to fully empower and develop these employees, thereby contributing to their stagnant positions and limited contribution to the creativity, productivity and profitability of the organization.

With the generally high unemployment levels in the country, such workers find it difficult to leave the company and so work with lower morale than one would have expected if adequate attention was given to employee training and development.

Furthermore, trends in the performance of the CDC Banana sector, Tiko have often been characterized by some operational problems like low banana yields (aggravated by global warming and inefficient agricultural practices), low quality, waste (rejected banana at the boxing plant which are sometimes consumed by employees and other inhabitants as a substitute for plantains) and workplace injuries/accidents.

These observed problems in the CDC therefore places the organization at a competitive disadvantage position when compared to other rival agro-industrial companies in other countries which offer quality products. Existing literature has proven that such observed problems in the productivity of organizations (like the CDC) can be attributed to poor employee training and development.

For instance, the study of Amo (2017) explains the negative impacts faced by organizations that give poor attention to training and development to include: unhappiness, high labour turnover and low morale of employees; low organizational productivity (given that employees might not fully understand how to do their jobs or waste a lot of time asking for directives or seeking help which might lead to errors); unsafe work environment; and loss of customers and other foreign based stakeholders, from poor quality outputs and poor service delivery.

As such, the inadequacy of training and development in the CDC Esoasoa Banana can partly be understood to be contributing to the performance problems faced by the organization. This can further be supported by Ferguson (2017) who equally argued that lack of employee training spells trouble for an organization because it unfavorably impacts the company internally and externally.

If employers continue to ignore the actual benefits of training to organizational performance, the government and companies in Cameroon might continue to remain reluctant in improving the situation of employee training and development. Hence, this current study is being undertaken to generate knowledge on the state of employee training and development with the purpose of highlighting the importance of adequate and appropriate employee training and development on organizational performance.

1.3 Objectives of the Study

1.3.1    Main Objective

The main objective of this study is to assess training and development as a tool to enhance organizational performance in the Esoasoa Banana, CDC Tiko.

1.3.2 Specific Objectives

1. To assess the influence of job training as a tool to enhance employee’s performance in the Esoasoa Banana, CDC Tiko.
2. To assess the effect of training design as a tool to enhance employee performance in the Esoasoa Banana, CDC Tiko.
3. To assess the influence of delivery style as a tool to enhance employee performance in the Esoasoa Banana, CDC Tiko.

Check out: Human Resource Project Topics with Materials