Abstract

This study set out to investigate the influence of training and development on employee performance: the case of Southwest Development Authority (SOWEDA). The main objectives were to find out: to assess the impact of training and development on organisational performance, case of SOWEDA. Three research questions were formulated for the study alongside one main research hypothesis. The research design was the survey. The instrument for data collection was the questionnaire. Data was collected from as sample of 100 staff randomly selected from SOWEDA Buea branch. This data was analyzed both descriptively and inferentially with the help of the SPSS. Descriptive statistics made use of tables, distribution was done using percentages. The hypothesis was tested using the Regression analysis of independence at 0.05% level of confidence. Findings revealed that there is a significant relationship between training and development on employee performance. Respondents proposed the organisation of seminars to orientate employees on Training and Development so as to better implement developmental programs and the enforcement of strict disciplinary rules on workers will better implement developmental programs so as to improve the organisation‟s performance.

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

In the famous fifth-century BC Chinese philosopher Lao-Tzu once wrote, „‟if you tell me I will listen, if you show me, I will see, but if you let me experience, I will learn‟‟. Chinese, (2010). The history of training and development in business organisation is as long as the entire history of business. Miller, (1996). This is because the skills of the normal employee in the labour market is not sufficient for the specialized tasks within the organisation. However, the academic study of various forms of training and development did not start until a century ago, when researchers started a branch of research under the name of “vocational training” Salas and Cannon Bowers, (2001).  The beginning of the twentieth century and especially after World War 2 saw the wide spread of training and development among organisations involving more and more employees and also expanding in content.

By the 1960s and 70s, the field began developing theories and conducting theory-based research because up until that point, the field had been rooted in the trial-and error intervention research. This era also brought along the development of new training methods such as the use of computers, television, case studies, and role playing. The scope of training and development also expanded to include cross cultural training focus on the development of the individual employee, and the use of new organisational development literature to frame training programs. The 1980s marked a shift to focus on how employees were receiving and implementing training and development programs, and encouraged the collection of data for evaluation purposes, particularly management training programs. From here, the idea has gradually refined into the sophisticated process that is today Sandeep, (2018).

Man     power training and development is one of the most important organisational dynamics. It constitutes the pivot in which organisational survival is run. A well trained team\employees at all levels is vital to an organisation for its continuous success and progress and survival so that it can meet the challenges of business and technological changes. Training is effort initiated by an organisation to foster learning among its workers, and development is effort that is oriented more towards broadening an individual‟s skills for the future responsibility. George & Scott, (2012). Training and development are a continuous effort designed to improve employees‟ competence and organize performance as a goal to improve on the employees‟ capacity and performance. Human Resource Management has played a significant role in the economic development of most developed countries like Britain America and Japan.

In a developing country like Cameroon, with its rich natural resources and financial support, one can also experience such economic success if the appropriate attention is given to the development and training of her human resources. Every aspects and activities in an organisation involves people. For instance, a manager will not be successful if he has subordinates who are not well equipped with skills, knowledge, ability, and competence.

To run an organisation, be it big or small, requires staffing the organisation with efficient personnel. Specific job skills, ability, knowledge and competence needed in the workplace are not efficiently taught in the formal education. As such, most employees need extensive training to ensure the necessary skills, knowledge, ability, and competence to bring out substantive contribution towards the company‟s growth. For employees to be flexible and effective in their job, they need to acquire and develop knowledge and skill, and for them to believe that they are valued by the organisation they work for, then they need to see valuable signs of management commitments to their training needs.

Each new employee must be properly trained not only to develop technical skills, but to make them an integral part of the organisation. Training and development is an aspect that must be faced by every organisation, and its major aim is to improve the employees‟ competencies such that the organisation can maximize effectiveness and efficiency of their human resources. It can be an advantage for an organisation if they win the “hearts and minds” of their workers, getting them to identify with the organisation Armstrong, (2009). For workers to perform well, there must be an investment in the training processes. These processes are part of the entire human resource management approach which results in employees being motivated to perform.

However, training vary from organisation to organisation in relation to the quality and quantity of training factors, which may include: the degree of external environment change, the degree of change in the internal environment, current suitable skills in the existing work force and the level to which the management see training as a motivating factor in the workplace, Cole, (2002). Several companies address their needs for training in an impromptu and indiscriminate way, training in such companies are pretty much impromptu and unsystematic. Different companies however begin distinguishing their training needs, then outline and execute training exercises in a normal way, lastly evaluate after effects of the training.

1.2 Statement of the problem

The researcher observed tension in organisations resulting from employees‟ poor mastery of some responsibilities. Some of the weaknesses of such employees are often not well handled, resulting in sanctions, demotion, transfer, or dismissals that instead cause social tension at work. Where the human capital is not  planned,  organisations  will  be  confronted  with  the inability to deliver quality service, inability to attract and retain the people and difficulty  in  the  development  and  training  of  highly  talented  personnel. Training on the job and some form of in-service training are examples of training designed to develop the knowledge or expertise, greater confidence and a higher degree of performance. The principal intention of training is to equip people with the knowledge required to qualify them for a particular position of employment or to improve their skills and efficient in the position they already hold.  Staff development, on the  hand,  implies  growth  and acquisition of wide experience for future strategies of the organisation.  Training is therefore a key element for improved organisational effectiveness; it increases the level individual and organisational competences. It helps to reconcile the gap between what should happen and what is happening between desired targets or standards and actual levels of work performance. Thus the researcher becomes interested in finding out just how seriously organisations consider training and development, and the effects it has on performance.

1.3 Research Question

1. To adequately address the research problem, the researcher came up with the following questions.
2. -To what extent does training design affect organisational performance?
3. -To what extend does on-the-job training affects organisational performance in SOWEDA?
4. -What is the effect of off-the-job training on employees‟ performance in SOWEDA?

1.4 Objective of the study

The main objective of this study is to assess the impact of training and development on organisational performance with focus on the process and procedure on how employees are trained. However, the specific objectives of the study are;

1. To analyze the extent to which training design for employees affect organisational performance.
2. To analyze the extent to which on the job training affects organisational performance.
3. To examine the effects of off the job training on organisational performance.