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paper text:
AN ASSESSMENT OF
THE EFFECTIVENESS OF TRAINING
METHOD
ON EMPLOYEE'S PERFORMANCE IN
FEDERAL POLYTECHNIC BAUCHI, NIGERIA Abstract
This study assessed the effectiveness of Training
Method
on Employee's Performance in
Federal Polytechnic, Bauchi.
The
study was operationalized
using
as dimensions of training method. The study was underpinned using the human capital theory.
Both descriptive and inferential statistics
were used
to make deductions and inferences. Descriptive statistics, namely frequencies, percentages and measures of central tendency especially the mean, standard error and coefficient of variations
was
used to describe the characteristics of the collected data on key variables of the study
. Data collected was analysed using SPSS 23.0. To examine the effectiveness of
the independent variable
on
the dependent variable
, inferential statistical
analysis was
employed using linear regression. The study found out that training method had significant effect on employee performance. Specifically, the study found out that
on-the-job training and off-the-job training
both had
significant effect on employee performance
in the Federal Polytechnic Bauchi, Nigeria.
The study recommends
thatthe
Federal Polytechnic
, Bauchi
should continue to train its academic staff in order to achieve the best performance from employees that will make the attainment of the overall objectives of the Polytechnic possible
. Senior staff should be mandated by way of policy to mentor the younger ones through knowledge transfer programs.To enhance the off-the-job training, the current practice of paying trainees in installments/
annually after submission of progress report to the institution
should be sustained.
This will go a long way in minimizing inherent abuses prevalent in
staff
training and development in the
study area and to a larger extent the polytechnic system in Nigeria. Keywords: Employee Performance,
Off-The-Job Training, On-The-Job Training
, Training Methods INTRODUCTION Training has become crucial to success as cooperation tries to thrive in an extremely dynamic atmosphere while also attempting to achieve their primary goals. Compared to those who did not attend training, participants showed to be more competent (Sekerin, Gaisina, Shutov, Abdrakhmanov&Valitova, 2018). Lameck (2022) asserts that a skilled worker carried out their task carefully and competently. Organizations constantly strive to increase their performance, but doing so is difficult if the workforce lacks the necessary skills.That's why training is vital, say Mahadevan& Yap (2019), whether an employee is new to the company or a seasoned veteran. Training enables employees to stay abreast of industry updates and modern technology, enabling them to take care of any possible situation. Additionally, training can boost employee morale (Karim, Choudhury, &Latif (2019). Training increases an employee's motivation and confidence, which enables them to work more productively, more sincerely, and with less stress while maintaining high standards of performance (Ahmed, 2019). Employees are one of any organization's most important success factors.Managers and leaders must wisely invest staff members as part of the organization's assets in order to increase rates of return (Seo& Kim, 2020). As a result, investing in training is seen as an useful weapon that will boost employee performance and improve organizational success (Anyakoha, 2019).For any organization, whether for profit or nonprofit, performance of employees has always been the most crucial factor (Adubasim, Adim&Ibekwe, 2018). Performance of employees is the relationship between the work-related tasks that a worker is expected to complete and how well those tasks are carried out. establishing new organizational goals, tracking performance towards such goals, and adjusting to achieve those objectives more efficiently and effectively are all recurring activities that are part of employee performance (Adubasim, Unaam, &Ejo-Orusa) (2018). Any employee who wants to advance in their career should consider training to be a strategic component. Employees are to be prepared to follow an institution as it develops and changes. The fact that organizations are noticing a trend where training from a formal program of training is not transferred and/or applied on the job is possibly among the most serious issues noted. This has also been made worse by the fact that many businesses conduct haphazard, unplanned, and unsystematic employee trainings, which results in them meeting their training needs in an unorganized manner.Researchers have also found that, despite the fact that some businesses fund employee training, only 10 to 20 percent of that training actually has an impact on the organization or is effectively applied in the place of work (Richard, 2022; Joseph-Obi, 2019; Gupta, Gupta & Cousins, 2022). Other organizations, such as governmental, private, and international ones, don't seem to understand the value of training and how it affects the productivity of their employees. Whenever there is an economic crisis, staff training budgets always suffer cuts. Higher education institutions, or HEIs, are tasked with imparting ideas to future generations of learners who are anticipated to excel in both character and academic achievement.In order to overcome these difficulties, the workers of these HEIs needs updated knowledge and skills. The adjustments encountered globally are affecting industries, including HEIs. As funding and a supportive environment are made accessible and available by staff of HEIs in overall and the Federal Polytechnic Bauchi in particular, the TETFUND has done a lot to ensure that these gaps and loopholes are closed. Many questions regarding the efficacy and efficiency of these preventive interventions still remain unanswered. The role of staff training and its effects on performance have been studied by Diamantidis and Chatzoglou (2018), Niati, Siregar&Prayoga (2021), andPaais&Pattiruhu (2020). It was suggested in the studies mentioned above that there is a connection link between employee training and productivity. None of these studies, however, specifically examined the connections between training program components and worker performance. There was a dearth of research done to determine the effectiveness of particular training method components. According to Abbas, Ekowati, Suhariadi, &Anwar's (2022) theory, organizations have the power to shape all aspects of a single employee's performance through both formal and informal channels, independent of external influences on behavior and personality traits. Formal management practices, communication,
and organizational culture have a significant impact on
employees (Paais&Pattiruhu, 2020). Feedback on employee performance and business performance can therefore be given by those chosen to provide training to the workforce (Ansari, Farrukh&Raza, 2021). Diamantidis&Chatzoglou (2018) assert that the training provided to employees has a significant impact on performance.Their research demonstrates that an organization's performance is dependent on employee loyalty, which in turn depends on the HR policy regarding training techniques. According to Saeed etal,(2019), there is a positive attitude toward identifying training needs among those who create training courses, design the trainings, and choose the employees who will participate in the training. Effectiveness in devolved units has been attained in large part through training both new and experienced personnel. Organizations that fail to recognize and reward an employee's performance eventually lose that employee to rival organizations, institutions, and nations (Huq& Stevenson, 2020). Long-term, this has an impact on the expansion and profitability of businesses and institutions because it raises the cost of hiring, training, and retaining new employees. Organizations should treat employees fairly and favorably in order to retain them if they want to succeed. Very few businesses view their employees as resources that, when properly managed, can contribute to the success of the company (Pessach etal, 2020). Enhancing employees' abilities and knowledge is what training entails. There are multiple alternative training techniques that organizations can use to increase the skills and knowledge of their employees, according to (Abbas et al, 2020).
On-the-job training and off-the-job training are
these training methods. Employees can receive training on real tasks while they are at work thanks to on-the-job training. While employees receive training away from their place of employment during off-the-job training. Workforce diversity, job shadowing, internships, mentoring, and apprenticeship are a few
examples of on-the-job training
. Examples of
off-the- job training
include role-playing, meetings, seminars, lectures, team-building exercises, and simulations. Abdullahi (2018) claims that over the past few years, employee training and development levels have consistently been low in Nigerian organizations. Furthermore, Croke, Goldstein &Holla (2022) note that Nigeria's training system has become a source of concern for the supply of skilled labor to both private and public industries over the years. In a different study, Ozkeser (2019) found that employees' productivity varies depending on how they were trained to handle duties within the organization and that they perform better when trained.
This study
investigated
the effectiveness of training
method
on employee's performance in
Federal Polytechnic, Bauchi.
The
training significantly impact employee performance in the Federal Polytechnic, Bauchi? ii. How does
Off-the-job training significantly impact employee performance
in
the
Federal Polytechnic, Bauchi? Training Methods
On-the-Job Training Off-the-Job Training
Employee Performance
Fig.1 Conceptual
framework showing
the relationship between
training method
and employee
performance
Source: Desk Research
, 2022.
LITERATURE REVIEW Theoretical
Framework Human Capital
Theory
Smith put forth the human capital theory in 1960. Smith suggested that the main and most abundant form of capital for humans is people. According to the theory, investing in people was necessary to improve performance and results. According to Bratton (2007), this investment lowers costs and benefits the company as a whole. The value of training backed by human capital in the workplace illustrates how knowledge and skills are used in an effort to maximize human potential. This theory makes an attempt to explicate training by making sure that the workers meet the necessary standards. Everybody is born with a specific set of abilities, with a Genie determining one's capacity to carry out tasks. When the population is valued for these skills and given the necessary training, untreated human capital will succeed within the organization. Commitment, aptitude, workplace intelligence, skills, ability to learn, and positive traits that an employee brings to the organization are all terms used by human capital management firms. Nevertheless, the employees' and speaking into the organization's contribution is unexpected and variable based on how well those specific useful assets are used, which must be educated and molded into the long run (Bratton, 2007). Because it informs the variables for team training,
on-the-job training, and off-the-job training
that require money as an investment,
the human capital theory is relevant to
this
study
. Employees maintain their mastery of the areas likely to produce results as they develop their skills. Employee value is based on how they communicate, how well they advance arguments or choose an informed approach, and how others respect their ideas. This gives their institution an advantage over rivals because intellectual capital gained from training
can be a source of
sustainable
competitive advantage
. According to this
theory
, it was necessary to provide employees with training using performance-enhancing training techniques. Concept of Employee Performance Employees are an important human resource that organizations hire to carry out tasks under specific guidelines in order to achieve various organizational goals. According to Patzina&Wydra-Somaggio (2020), an employee is anyone who is paid a wage or salary for their work, which includes apprentices. Employees are an organization's most valuable resource; without them, running an organization would be challenging as they contribute to its success by performing a variety of tasks and activities that help it achieve its objectives. Agahi&Gulthawatvichai (2021) contend that in order for an organization to operate effectively, HRMs must hire staff members who have the necessary training, expertise, knowledge, and competence. Employee performance refers to how well a person performs their obligations and responsibilities in the workplace as well as their contribution to achieving organizational goals (Darvishmotevali& Ali, 2020). The HR department of management should make sure that the processes and regulations used in the assessment process have a positive impact on employees and inspire others to perform effectively because performance is crucial for an organization's success (Anwar & Abdullah, 2021). The practices that have been found to promote effective employee performance involve good labor relations, motivation, and rewards. According to Saeed et al (2019), management is responsible for ensuring the welfare of employees by fostering effective performance while not disregarding other resources at the organization's disposal. Concept of Training
Training is the
systematical
acquisition and
improved performance
of knowledge
, abilities,
and behaviors
necessary for workers to carry out their duties or perform much better in the workplace (Anyakoha, 2019). According to numerous other studies, training can also be defined as the deliberate
improvement of attitude, knowledge, or skill through learning to achieve improved performance in a
particular
task or
number
of tasks
(Gallardo, 2020).
Its main
objective
is to increase individual competencies and
prepare participants for
the organization's present and future needs
. Mashelkar (
2018
) claims that
the
speed at which information and technology are developing exponentially shortens the amount of time it takes for knowledge and skills to become outdated. Because of this, it is impossible for the skills needed by employees to stay stagnant. Employees must therefore prioritize coordinating their personal development objectives with those of their company and their own growth prospects (Chanana, 2021). When creating, planning, and trying to implement employee training programs, the human resources department must also take into account the organization's present and future needs and objectives (World Health Organization. 2018). Despite these divergent points of view, it is significant to note that all of the reviews by scholars suggest that employee performance can be improved through training. Dimensions of Training
On-The-Job training On-the-job training
is an effective technique for exchanging knowledge claim (Mahadevan& Yap 2019). Through this method, the employee can put what they are learning into practice. On- the-job training is extremely beneficial when it comes to job activities like handling machinery(Vasanthi&Basariya2019). Such instruction is required to make sure that each step or process is carried out in the correct order. The very same point was made by Alipour et al. (2009), who stated that practical training would give employees a clearer understanding of how to perform their duties. According to Porter, Hancock, Allen & Snyder (2022), employees learn more effectively on the job than they would by reading a book or manual. Othman, et al (2021) contend that on-the-job training can improve employee performance by allowing them to learn and carry out the task at hand. This is due to the fact that during on-the-job training, employees can relate directly to their daily activities (Shuibin, Benjamin &Naam, 2020). Additionally, according to Kazekami (2020), it actually saves time and money when an employee is working while learning. It has some limitations, though, as Mahadevan& Yap (2019) contend that disagreements between trainers and trainees can result in mistakes being made in the production process or even accidents. HO1:
On-the-job training has
no positive
significant effect on employee performance
. Off-The-Job Training Employees are better able to focus when they receive classes outside of their workplace environment, claim Loosemore&Malouf (2019), as the probability of being distracted by work activities is much lower than if the training were held in the workplace. Off-the-job training, in accordance with Otuaga, George &`Ohiani (2022), enables employees to take part in the training course without even being interrupted by outside factors because the training location is typically set up in a way that allows for the employee's complete concentration. Any tools or equipment needed to help the training program should have been readily available. Off-the-job training is typically more structured and has a proper agenda, which optimizes the time spent learning and offers a systematic learning environment (Bello &Mela2022). According to Boadu, Xie, Du &Dwomo-(2018) off-the-job training is important, particularly for specialized or technical skills.Yokoyama (2019), asserts that off-the-job training is typically delivered by an authority in its field, supports this as well. Methods like lectures with simulations and role-playing encourage staff to learn practically in a supervised setting (Kim, Kim & Kim, 2021). However, Mekonnen (2022) expresses concern that because off-the-job training necessitates time away from actual work, it may result in more work after training is complete. Because of the simple desire to complete the task as quickly as possible, this could indirectly reduce the quality of the work. ‘ HO2:
Off-the-job training has
no positive
significant
impact
on employee performance
. Empirical Review of Related Works/Gap Diamantidis&Chatzoglou (2018) report
that there is a
significant
correlation between
an
effective training and employee productivity
. According
to
Kim, Rahim, Iranmanesh&Foroughi (2019), managers have a responsibility to recognize the barriers to training effectiveness of the program and should propose solutions to mitigate these effects on employee performance. Welsh, Baer, Sessions, &Garud (2020) added that training that produces
learning outcomes and
enhances
public
demonstration,
both on
a personal
and organizational level
, results in high levels of employee commitment. Qing, Asif, Hussain&Jameel (2020) assert that training should be planned to examine its effects on organizational commitment.On the other hand, Kooli&Abadli (2022) proposed that human resources practices, such as long term planning and promotional offers, career development, and breeding opportunities, are more or less responsible for employees' commitment. When all of these exercises are completed, employee performance increases. Additionally, in order to identify the causes of efficient employee performance, Razzaq
et al (2018) examined the relationship between
organizational commitment
and
human resource management practices. Training sessions, as noted by Rasang&Malalage (2021), help to prevent human resource depletion that may occur due to demographic factors like age, attitude, or the inability to adapt to changes. They also help to increase
the initiative, ability, and creativity of the work force
. According
to
Karim, Choudhury &Latif's research from 2019 on training, it
is a systematic process
that improves
knowledge, skills, and attitude
, which results in satisfied work performance by the employees. He added that prior to presenting the training program to the employees, the need and goals for it should be determined. According to Paul &Audu (2019), training is essential for better organizational management because it increases workers' effectiveness and efficiency.Eckhardt et al (2019),
training practices have a strong
relationship
with all other human resources practices
because they help employees advance within the company and increase their market value. Additionally, training aids in influencing how employees behave in work-related situations and encourages participation in organizational success. As a result, the firm ultimately experiences higher returns as a result of its employees' superior performance. According to Al Karim (2019), when staff understand organizations can assign them authority and responsibility with full confidence that doing so will result in organizational success.The ability of employee training to reduce costs and performance gaps in organizations. Yong et al (2020), call for renewed focus on this area. Numerous studies have demonstrated a strong correlation between different training and development strategy and overall organisational achievement (Boadu, Xie, Du &Dwomo-Fokuo, 2018). According to research, training can be used in organizations to reduce costs and add value (Allal-Chérif, Lombardo, &Jaotombo, 2022). Few studies have examined how training techniques affect workers' performance with regard to the educational field generally and the Federal Polytechnic in particular in the context of Bauchi. The researcher is thus inspired to fill the discovered gap. The key objective is to determine which training strategy has the greatest impact on employee performance.
METHODOLOGY The study adopted the cross-sectional survey method in the generation of data. The target population of the study was
the six
hundred and
twenty five (625) academic staff of the Federal Polytechnic,
Bauchi. The sample size was obtained using the Krejcie& Morgan (1970) table for determining sample size for a given population
. Thus given a
population
of 625,
the table placed
the
sample size at two hundred and
forty
one
(241).
The
as it gave each staff equal opportunity of been selected. Linear regression was
used for data analysis and hypothesis testing with the aid of the SPSS Package version 23
.0
Table 1. Reliability statistics for the instruments S/No Dimensions/Measures of the study Number of Number of Cronbach’s
variable items cases
Alpha 1
On-the-
job
training 4 223
0
.882
2
Off-the-job training 4 223 0.795 3 Employee Performance 4 223 0.874 Source: Research Data, 2023 Assessingthe Model Fit Table one shows that R value was larger indicating a
strong relationship between
the
observed and model predicted values of the dependent variable
, thus showing
the
model has a good fit. More so, 83% of the variation is explained by the model. Furthermore, after comparing the standard error of the estimate to the standard deviation from the descriptive table where a considerably lower values was detected with the linear regression model hence confirming the strength of the model.
RESULTS AND DISCUSSIONS Bivariate Analysis The data analysis was carried out using the
linear regression. Specifically,
the tests cover hypotheses
Ho1 and Ho2
which were bivariate and all stated in the null form.The 0.05 significance level is adopted as criterion for the probability of either accepting the null hypotheses at (p>0.05) or rejecting the null hypotheses at (p<0.05
). Table 2.
Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate 1
.913a .
833
.831 .40400
a. Predictors: (Constant
),
Off-the-Job Training, On-the-Job training
) R square .833 which is approximated to R2 = .83. This means the predictor has 83% variance with the dependent variable. Table 3. ANO VAa
Model Sum of Squares Df Mean Square F Sig. 1 Regression Residual Total 135
.318 27.094 162.412 2 166 168 67.659 .163 414.539 .000b
a. Dependent Variable: Employee Performance b. Predictors: (Constant
), Off-the-
Job Training, On-the
-Job Training
Source: Research Data
, 2023 (
SPSS output, version 23.0
) F (414.539), P value = 0.000 which is < 0.05 hence shows that predictor variable
had a strong and significant impact on the
criterion variable. Table 4. Coefficientsa
Model Unstandardized Coefficients B Std. Error Standardized Coefficients Beta t Sig. 1 (Constant
) On-the-
Job
Training Off-the-Job Training .159 .494 .512 .139 .057 .043 .409 .567 1.140 8.635 11.985 .256 .000 .000 a. Dependent Variable: Employee Performance
Source: Research Data
, 2023 (
SPSS output, version 23.0) The
coefficient
table
shows significant value on the effectiveness of training methods (
on-the-job and off-the-job
) on employee
performance
which both had significant value of 0.000. Therefore from decision rule we accept the Alternate hypothesis and set aside the null hypothesis.
This shows that
on-
the-job training
had positive
significant effect on employee performance
in the Federal Polytechnic, Bauchi. Similarly, the study
found out that off-the-job training
had positive significant
impact
on
employee
performance
in the
Federal Polytechnic, Bauchi. Discussion of Findings The findings revealed that effective training methods significantly affected employee performance using the linear regression. Specifically, the dimensions of training methods (
on- the-job
training
and off-the-job training
) both
significantly
affected performance of academic staff in the institution. This finding supports the views ofDiamantidis&Chatzoglou (2018) who report
that there is a
significant
correlation between
an
effective training and employee productivity
. Kim, Rahim, Iranmanesh, &Foroughi (2019), opined that managers have a responsibility to recognize the barriers to training effectiveness of the program and should propose solutions to mitigate these effects on employee performance. Similarly, Welsh, Baer, Sessions &Garud (2020) added that training that produces
learning outcomes and
enhances
public
demonstration,
both on
a personal
and organizational level
, results in high levels of employee commitment. Furthermore, Qing, Asif, Hussain&Jameel (2020) assert that training should be planned to examine its effects on organizational commitment.On the other hand, Kooli&Abadli (2022) proposed that human resources practices, such as long term planning and promotional offers, career development, and breeding opportunities, are more or less responsible for employees' commitment. When all of these exercises are completed, employee performance increases. Additionally, training sessions, as noted by Rasang&Malalage (2021), help to prevent human resource depletion that may occur due to demographic factors like age, attitude, or the inability to adapt to changes. They also help to increase
the initiative, ability, and creativity of the work force
. According
to
Karim, Choudhury &Latif's(2019)
training, is a systematic process
that improves
knowledge, skills, and attitude
, which results in satisfied work performance by the employees. He added that prior to presenting the training program to the employees, the need and goals for it should be determined. CONCLUSION AND RECOMMENDATIONS
The findings of the study revealed positive and significant effects of the Training
methods
on Employees’ Performance
of Academic Staff
in the Federal Polytechnic
, Bauchi.
This implies that effective academic staff training in terms of
on-the-
job and
off-the-job improves
employees’ performance in terms of productivity, timeliness, and work quality. Thus the study concludes that academic staff training in Federal Polytechnic
, Bauchi has
a significant effect in influencing the performances of employees. In another vein with regards to the regression results and analyses it was noted that
on-the-job and off-the-job has greater influence in ensuring effective performance. The study thus recommended that: i. The
Federal Polytechnic
, Bauchi
should continue to train its academic staff in order to achieve the best performance from employees that will make the attainment of the overall objectives of the Polytechnic possible
. Senior staff should be mandated by way of policy to mentor the younger ones through knowledge transfer programs. ii. To enhance the off-the-job training, the current practice of paying trainees in installments/
annually after submission of progress report to the institution
should be sustained.
This will go a long way in minimizing inherent abuses now prevalent in the operation of training and development system in the Polytechnic
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