Can Organisations do Without Staff Training and Development? (Published)
The capacity of any organisation to function in line with its strategic objectives depends largely on its employees. But employees are not needed for themselves, rather, for their skills and competences which have limits but can be enhanced through training and development for efficient organisational performance. However, some organisations are reluctant to invest in staff training and development under the assumption that they can price skilled employees from their competitors to solve their immediate performance needs rather than invest long term in staff training and development. Consequently, the role of staff training and development tends to be downplayed. Therefore, the purpose of this study was to assess whether organisations can do without staff training and development. Using the exploration of secondary data from relevant previous studies in a mainly qualitative method, this study found sufficient evidences that strongly link staff training and development to employee and organisational performance. The study asserted that although organisations are at liberty to determine when, how and to what extent they embark on staff training and development, they inevitably have to in their pursuit of organisational success.
Keywords: Development, Employee, Organisation, Performance, Training
Analyzing the Link between Budgetary Control and Performance: A Case Study of Bayelsa State of Nigeria (Published)
Government at all levels prepares budget annually, however there are inconsistencies in budgetary implementation as government failure to stick to its appropriation bill is always clearly evident. This has resulted in the failure government to meet budgetary obligations as planned such as delay in payment of staff salaries, execution of capital projections to mention a few. This study examined the link between budgetary control and performance with a focus on Bayelsa State of Nigeria as a case study. The study adopted actual expenditure (AEX) representing performance as the dependent variable, while capital expenditure budget (CEB) and recurrent expenditure budget (REB) were used as the independent variables. Time series data on the variables were obtained from the Budget Department of the Ministry of Budget covering the period 2007 to 2016. The type of research design adopted in the study was ex-post facto research design. Data collected was analyzed using descriptive statistics and multiple regression analysis based the E-view version 10 computer software. Based on the findings the study concluded that the two independent variables have no statistical effect on actual budget performance. This means that there was no link between budgetary control and performance in Bayelsa State. The study recommended among others that government should encourage budgetary participation, consider resource availability in budgeting, strive to improve the state internally generated revenue, and employ qualified and highly skilled personnel in budget administration to ensure that budgetary control would bring about improved performance.
Keywords: Capital, Expenditure, Performance, actual, budgetary control, recurrent
The Influence of School Leadership on Teachers’ Job Satisfaction and Performance in Private Schools in Yei Town, South Sudan (Published)
Educational institutions have a significant impact on the future of a nation thus the school leadership are inevitably charged with the role of motivating and supporting teachers to enthusiastically work towards the realization of school objectives (educational objectives). This paper examines the influence of school leadership on teachers’ job satisfaction and performance. The study employed a survey design that was performed in private schools in Yei town, South Sudan. Simple random sampling technique was used to select the respondents. Ten private schools were selected in the town from which 10 head teachers were considered for the study and a random sample of 100 teachers from each of the 10 schools. Data collected was analysed using the Statistical Package for Social Science (SPSS) version 12.0. Regression analysis was performed to establish the relationships among the variables. Leadership was found to influence teachers’ job satisfaction and performance in their respective private primary schools.
Keywords: Employee Commitment, Job Satisfaction, Leadership, Performance, Private Schools
Frequency of On-Job Training (Ojt) Of Administrative Staff Atmmust: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills
Training and Development in Lokoja Local Government Council Kogi State, Nigeria 2003-2009 (Published)
The centrality of effective training and development to the efficiency of any organization can hardly be overemphasized. This paper empirically evaluated the effectiveness of training and development programmes in enhancing the job performance of Lokoja Local Government Council personnel from 2003-2009. The study adopted the systematic approach to training, as well as its concomitant derivatives such as the frequency, timing, equity and relevance of training programmes, as benchmarks for effective training and development. Data for this study were generated from both primary and secondary sources. Also, the responses generated from the randomly selected respondents were analyzed using simple cross tabulation and percentages. The paper found that the glaring absence of the systematic approach to training is at the root of the numerous obstacles that beset training and development programmes in Lokoja Local Government Council. It strongly recommended, inter alia, the need to incorporate training needs assessments and training evaluations into the configuration of training and development activities in Lokoja Local Government Council.
Keywords: Human resource, Local Government Council, Performance, training and development
Frequency of On-Job Training (OJT) Of Administrative Staff At MMUST: A Human Resource Practice and Promotional Tool for Organizational Performance (Published)
Masinde Muliro University of Science and Technology (MMUST) is one of the institutions that sponsors its administrative staff to a variety of trainings, including on-job training programs. The university’s Human Resource Development (HRD) policy of On-Job Training (OJT) aims at ensuring that staff can cope with the dynamics of a competitive higher education environment. Like most public universities, once trained, an employee would require to be placed in a job that requires the newly acquired knowledge and skills. However, in most organizations, non-placement of trained employees persists. This phenomenon leads to high turnover as they leave to look for positions that suit their training elsewhere. Those employees that do not leave may under-perform due to a feeling of under-utilization or non-recognition. This paper is an investigation into the frequency of OJT in the institution and how this relates to individuals’ current jobs as well as transformation to their future appointments and promotions. The study employed a case study design and targeted 149 administrative staff. Since the target population was small, census sampling approach was used thus it formed the sample size. Data was collected using structured questionnaire and an interview schedule. Qualitative data was analyzed thematically while quantitative data was analyzed descriptively using percentages and frequency distribution techniques. The results revealed that most staff often attend OJT and indicated quite a number having received training while on their current job.
Keywords: Behaviour change., Knowledge, Non-placement, On Job Training, Performance, Skills
Training and Development in Lokoja Local Government Council Kogi State, Nigeria 2003-2009 (Published)
The centrality of effective training and development to the efficiency of any organization can hardly be overemphasized. This paper empirically evaluated the effectiveness of training and development programmes in enhancing the job performance of Lokoja Local Government Council personnel from 2003-2009. The study adopted the systematic approach to training, as well as its concomitant derivatives such as the frequency, timing, equity and relevance of training programmes, as benchmarks for effective training and development. Data for this study were generated from both primary and secondary sources. Also, the responses generated from the randomly selected respondents were analyzed using simple cross tabulation and percentages. The paper found that the glaring absence of the systematic approach to training is at the root of the numerous obstacles that beset training and development programmes in Lokoja Local Government Council. It strongly recommended, inter alia, the need to incorporate training needs assessments and training evaluations into the configuration of training and development activities in Lokoja Local Government Council.
Keywords: Human resource, Local Government Council, Performance, training and development
Training and Development in Lokoja Local Government Council Kogi State, Nigeria 2003-2009 (Published)
The centrality of effective training and development to the efficiency of any organization can hardly be overemphasized. This paper empirically evaluated the effectiveness of training and development programmes in enhancing the job performance of Lokoja Local Government Council personnel from 2003-2009. The study adopted the systematic approach to training, as well as its concomitant derivatives such as the frequency, timing, equity and relevance of training programmes, as benchmarks for effective training and development. Data for this study were generated from both primary and secondary sources. Also, the responses generated from the randomly selected respondents were analyzed using simple cross tabulation and percentages. The paper found that the glaring absence of the systematic approach to training is at the root of the numerous obstacles that beset training and development programmes in Lokoja Local Government Council. It strongly recommended, inter alia, the need to incorporate training needs assessments and training evaluations into the configuration of training and development activities in Lokoja Local Government Council.
Keywords: Human resource, Local Government Council, Performance, training and development
Training and Development in Lokoja Local Government Council Kogi State, Nigeria 2003-2009 (Published)
The centrality of effective training and development to the efficiency of any organization can hardly be overemphasized. This paper empirically evaluated the effectiveness of training and development programmes in enhancing the job performance of Lokoja Local Government Council personnel from 2003-2009. The study adopted the systematic approach to training, as well as its concomitant derivatives such as the frequency, timing, equity and relevance of training programmes, as benchmarks for effective training and development. Data for this study were generated from both primary and secondary sources. Also, the responses generated from the randomly selected respondents were analyzed using simple cross tabulation and percentages. The paper found that the glaring absence of the systematic approach to training is at the root of the numerous obstacles that beset training and development programmes in Lokoja Local Government Council. It strongly recommended, inter alia, the need to incorporate training needs assessments and training evaluations into the configuration of training and development activities in Lokoja Local Government Council.
Keywords: Human resource, Local Government Council, Performance, training and development
STAFF TRAINING AND DEVELOPMENT IN LOKOJA LOCAL GOVERNMENT COUNCIL KOGI STATE, NIGERIA 2003-2009 (Published)
Keywords: Human resource, Local Government Council, Performance, training and development