AN ASSESSMENT OF ORGANISATIONAL SUPPORT FOR MANAGEMENT EDUCATION AND TRAINING IN PRIVATE ORGANIZATIONS IN NIGERIA
- Project Research
- 1-5 Chapters
- Quantitative
- Simple Percentage
- Abstract : Available
- Table of Content: Available
- Reference Style: APA
- Recommended for : Student Researchers
- NGN 3000
BACKGROUND OF THE STUDY
Training is a vital component of human capital management and the fastest-growing aspect of employee performance. Training is defined as programs that improve workers' efficiency, physical, and mental capacities in order to facilitate efficient work processes, as well as communicating the business goal to employees. It appears to be one of the pillars on which a company's survival is built. It is critical to staff an enterprise with skilled employees in order to maintain control. The mandated educational program does not adequately prepare students for specific work skills required to perform in organizations. As a result, there is a constant desire for staff growth, and training is an important part of that process. (Achuonye & Ajoku, 2007) argue that the rise in the importance of worker training in the current day is largely influenced by competition issues, retention strategies, and the general success of an organization's objective.
Regardless of their objectives, business performance remains a hot topic for all organizations. It is critical for management to examine the factors that influence corporate performance in order to determine the best ways to attain them. Nonetheless, assessing business performance is difficult. Hefferman and Flood agree, claiming that corporate success has been hampered by conceptual difficulties in various domains (in definition as well as measurement). The output was frequently seen as productive.
Performance and productivity are not the same thing, according to (Achuonye & Ajoku, 2007). Productivity refers to the amount of work completed in a given period of time, whereas performance encompasses productivity, quality, consistency, and other key factors, and he promoted that performance entailed result-oriented behavior (criterion-based) and relative (normative) measures, education and training, and conception.
According to Kotter and Heskett, researchers focus on quantitative statistics like return on investments (ROI), return on sales (ROS), and so on, whereas he stated that performance is related to the input/output relationship, and effectiveness measures, focusing on business growth and employee satisfaction. As a result of these few reviews, "performance" should be defined more broadly to include effectiveness, efficiency, economy, quality, consistency of behavior, and other normative indicators.
Employee performance is influenced by factors such as job happiness, knowledge, and management. However, there is a link between training and performance. This means that workers' performance is critical for the organization's success, hence training and development (T&D) are important for workers to improve their skills. This is only possible if people are effective at their jobs; as a result, staff training and development are unavoidable. Furthermore, in order to keep talented, experienced, and qualified people in an organization, proper training and development must be provided. These problems highlight the industry's critical need for highly qualified workers who can meet the current demands.
1.2 STATEMENT OF THE PROBLEM
Organizations have struggled with management education as a means of accelerating their performance, growth, and development. Realistically, this can only be accomplished by having competent and effective professors who are experts in their fields. Trainers, according to (Achuonye & Ajoku, 2007), are one of the most important factors of educational quality. They are regarded as an essential human resource and, in fact, the single most significant component of training, surpassing the quality of equipment and resources as well as the quantity of funding. According to Nakpodia (2011), the success of any organization system is determined by the performance of its staff. No organization goes above the level of its trainer, and no organizational system outgrows the quality and position after rigorous testing, according to (Achuonye & Ajoku, 2007). It is incredibly difficult for people to perform their jobs without any prior training. Training is critical for employee growth since it promotes self-fulfilling capabilities, lowers operational costs, limits liabilities, and allows for the shifting of goals and objectives. Workers who have been trained perform better than those who are inexperienced and untrained. As a result, all businesses must teach their employees in order to achieve their corporate objectives. Organizational performance is influenced through training and development, as well as on-the-job training. In 2007 (Achuonye & Ajoku),
1.3 OBJECTIVE OF THE STUDY OBJECTIVE
The overall goal of the research is to:
- Identify the need for management education and training for employees.
- Identify the benefits of employees' enrollment in management education to the organization.
- Identify the factors affecting organizational support for management education and employee training in private organizations.
1.4 RESEARCH QUESTIONS
The following research questions guide the objective of the study:
- What is the need for management education and training for employees?
- What are the benefits of employees' enrollment in management education to the organization?
- What are the factors affecting organizational support for management education and employee training in private organizations?
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