Abstract

This research work highlights the result of a research carried out to examine “The Effect of Employees Training on the Growth of Multinationals, Case of MTN“. Specifically, the study aimed at evaluating the extent to which training design affects the growth of MTN, to examine the influence of on-the-job training on the growth of MTN and to analyze the effect of off-the-job training on the growth of MTN through the adoption of a descriptive survey design. This research uses a sample size base on a survey of 40 respondents.

A substantial aspect of the study involved collecting primary data through the instrumentation of self-administered questionnaires so as to collect the required data. The data collected were classified and analyzed using descriptive statistics and the multiple regression analysis with the help of Statistical Package for Social Sciences (SPSS) software.

The hypothesis was tested through a correlation test, and it revealed that there is a moderate positive relationship between the variables. This result showed that employees training affect growth of multinational firms hence, the null hypotheses were rejected and the alternative hypotheses accepted which states that training design, on-the-job training and off-the-job training has a significant impact on the growth of MTN.

Therefore, the study thus recommends that for every policy measure taken by MTN to improve employees training, Training Design, On-The-Job Training and Off-The-Job Training should be taken into consideration because failure to do so will lead to a detrimental effect on their growth. The study further recommends that, effective training should put in place so as to increase the growth of multinationals like MTN.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

This research work explores employee training and growth of multinational cooperation. Training of employees has been one of the pressing problems that has greatly affected the performance of organizations. Employee training is an essential feature of an organization which aims at achieving an effective performance in an environment that is ever dynamic and volatile. The history of training in business organizations is as old as the entire history of business organizations, (Miller, 2006).

This is because the knowledge base or skill of the normal employees in the labour market is not sufficient for the specialized task within the organization. Training started about centuries 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 programs among organizations, involving more and more employees  (Lou, 2000).

In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvest had factory schools that focused on training technical skills for entry levels workers. By the end of 1990, forty percent of the fortune 500 firms in America had a corporate university or learning centers Meister (1997).

The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996:3). This is because the knowledge base or skills of the normal employees in the labour market is not sufficient for the specialized tasks within the organizations.

Training in Cameroon could be traced back to 1960 when it was discovered that most of the top government and business positions were occupied by expatriates (Olalere and Adesoji, 2013). The departure of the whites after independence gave rise to a big vacuum of capable indigenous human capital. Today, we are witnessing an overwhelming number of research studies from both descriptive and prescriptive traditions, focusing on several characteristics of training programs as well as their costs and benefits for business organizations (Becker and Gerhart, 2015).

At the same time, organizations have come to better understand the significance of training for their survival in knowledge-intensive and volatile markets of this era, and thus have increasingly acknowledged the profitability of developing their human resources through various forms of training (Berge, 2001; Salas and Cannon-Bowers, 2001).

Human resource capital of any organization plays an important role, thus training and retraining helps in fortifying employees (Khan, Khan and Khan, 2011). Despite the obvious significance of training, the enormous expansion in the content of training programs over time has largely been taken for granted.

Some Human Resource Departments rarely question the necessity and appropriateness of training a particular employee at a particular time. Often times, there are ulterior motives why employees are sent on training.  Mourdoukoutas, (2012) found out that some of those organizations that neglect employee training do so because of the huge cost of training and the fear of losing those employees after training them.

1.2 Statement of the Problem

It has been noted that training improves employees skills, ability, competence and increases their performance and organizational productivity. The importance of training has been recognized due to high competition among organizations. It has been found that technological development has led to highly influence the investment of multinationals in human resource through training.

Training is the planned and systematic modification of behavior through learning events, activities and programs which results in the participants achieving the levels of knowledge, skills, competencies and abilities to carry out their work effectively (Cole 2022) therefore, training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities.

Despite the growing documented evidence on the importance of employee training to an organization , there are some observable lapses in the case of of multinational companies. Training is a direct means of providing workers with skills more relevant to the evolving needs of the employees and the economy.

Therefore, it should be a priority for companies in order to enhance their productivity and growth. However, most employers do not want to invest in the process because they see it as a cost rather than an investment. Some employers even tend to hire the wrong people for particular job because of the demand for those with the necessary background and qualification needed to perform a particular job.

And as such, growth, productivity and development of the company suffer in the long run. If employers continue to ignore the actual benefit of training to the growth of the organizations, the multinationals in Cameroon might continue to remain reluctant in improving the situation of employees. Hence, this study is being undertaken to generate knowledge on the state of employee training with the purpose of highlighting the effect of adequate and appropriate employee training on the growth of multinational companies taking the case of MTN.

1.3 Research Question

1.3.1 Main Research Question

What is employee training and how does it affect the growth of multinational company specifically MTN?

1.3.2 Specific Research Question

1. What is the effect of training design on the growth of MTN?
2. What is the effect of on-the-job training on the growth of MTN?
3. What is the effect of off-the-job training on the growth of MTN?

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