The Impact of Training and Development on Employee Performance in the Banking Industry

ABSTRACT

Organizations have realized that in order to remain competitive in today’s business climate, training and development must be given considerable attention. If organizational objectives are to be achieved, it is pertinent that trainees effectively apply the learning received from a training context to their jobs. This research work was designed to examine the impact of training and development on the attainment of organizational goals and to determine how training and development influences the performance and motivation of bank employees. Literature on training and development, and performance were reviewed. This study is descriptive in nature and the survey method was adopted in carrying out the research. A questionnaire was designed and copies of the questionnaire were administered on employees of First Bank Nigeria Plc and United Bank for Africa Plc in order to elicit responses from respondents on the training and development practices of their organization. The data collected were quantified and presented in tables in order to show their distribution. Percentage method was used in analyzing the data, while the chi- square statistics was used in testing the stated hypotheses. The result of the findings shows that training and development has a significant impact on the performance of employees and the training programmes organized by banks seeks to tackle the issues being faced by employees in the course of their duties. Training and development also has a positive impact on the motivation of employees. The study recommends that employees should be trained for both the present and future challenges that they are bound to face in the course of their work, management should ensure that individual goals are set for participants involved in training programmes as a motivational tool. Employees should be exposed to computer based training and new employees should be placed under the guardianship of experienced workers. Allowing employees embark on personal development programmes which are not directly related to their work is another way of enhancing employee performance.

TABLE OF CONTENTS

Title  Page - - - - - - - - - - i

Declaration         - - - - - - - - -         ii

Certification  - - - - - - - - - -        iii

Dedication  - - - - - - - - - -        iv

Acknowledgement  - - - - - - - - - v

Abstract  - - - - - - - - - - vi

Table of Contents - - - - - - - - - vii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study - - - - - - - - 1

1.2 Statement of the Problem - - - - - - - - 3

1.3 Research Questions- - - - - - - - - 4

1.4 Objectives of the Study- - - - - - - - - 4

1.5 Hypotheses of the Study- - - - - - - - - 4

1.6 Significance of the Study- - - - - - - - - 5

1.7 Scope of the Study - - - - - - - - - 6 

1.8 Limitations of the Study- - - - - - - - - 7

CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction- - - - - - - - - - 8

2.2 Evolution of Human Resource Management - - - - - 8

2.3 Concept of Training and Development - - - - - - 10

2.4 Concept of Performance and Performance Management - - - - 14

2.5 Types of Training - - - - - - - - - 17

2.6 Benefits of Training- - - - - - - - - 20

2.7 Reasons for Training- - - - - - - - - 23

2.8 Hard Versus Soft Skills Training- - - - - - - - 25

2.9 The Training Process - - - - - - - - - 29

2.10 Evaluation of Training and Development- - - - - - 31

2.11 Chapter Summary- - - - - - - - - 33

CHAPTER THREE: RESEARCH METHODOLOGY 

3.1 Introduction- - - - - - - - - - 35

3.2 Research Design- - - - - - - - - - 35

3.3 Population of the Study- - - - - - - - - 36

3.4 Sample and Sampling Techniques- - - - - - - 36 

3.5 Methods of Data Analysis- - - - - - - - 36

3.6 Justification of Techniques - - - - - - - - 38

3.7 Chapter Summary - - - - - - - - - 38

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1 Introduction - - - - - - - - - - 40

4.2 Data Presentation  - - - - - - - - - 40

4.3 Test of Hypothesis- - - - - - - - - 56

4.4 Summary of Findings - - - - - - - - - 65

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary - - - - - - - - - - - 67

5.2 Conclusion - - - - - - - - - - 68

5.3 Recommendations - - - - - - - - - 69

Bibliography- - - - - - - - - - 72

Appendix- - - - - - - - - - 76

INTRODUCTION

Human resources are the most valuable assets of any organization, no matter the amount of machines or materials available to an organization, nothing gets done without manpower. In today’s business climate, organizations are faced with stiff internal and external competition. One of the human resource functions that gives an organization a competitive edge is training and development. Increasingly, high performance organizations are recognizing the need to use the best training and development practices to enhance their competitive advantage. Training and development is an essential element of every business if the value and potential of its human resources is to be harnessed and put to optimum use. Human resources are the most dynamic of all the organizations resources. They need considerable attention from the organizations management. Organizations who invest in the area of training and development reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. If employees feel that an organization cares for them, it is more likely that they will respond positively to satisfying the needs of the organization.

Training is a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. Training and development  are required for staff to enable them achieve the organizations goals and objectives. Training and development is an aspect of human resource management in an organization which must be embarked upon either proactively or reactively to meet the changes that are bound to occur in organizations. All employees regardless of their previous education, training and experience need to be trained periodically in order to keep their knowledge updated.

In the banking industry, the success of an organization is extremely dependent on its human resources. Although there are many other factors that play a key role, a bank must have effective employees in order to stay financially solvent and competitive. In order to maintain their competitive advantage, banks must be aware of the importance of training and development. Many banks make the mistake of assuming that employees are only seeking financial benefits for their jobs. Banks must have employees who are able to quickly adapt to an ever changing world market. Technological advancement ensures that changes are always taking place in the banking industry, this results in skills already acquired by bank staff becoming obsolete. Hence, the need for training  and retraining. Training does not only improve employee skills, but also improves their behaviour and attitude towards work. This in turn improves job performance at all levels, which facilitates the realization of both individual and organizational objectives. Banks therefore need to invest in employee training and development in order to remain in business and be successful. It is against this background that this research work is carried out. The purpose of this study therefore is to evaluate the impact of training and development on the performance of employees in First Bank of Nigeria Plc and United bank for Africa Plc.