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PRODUCTIVITY
A STUDY OF ROCKSON ENGINEERING COMPANY, PORT
HARCOURT
CHAPTER ONE
1.1
Background Information
Rockson Engineering Company Limited is a leading indigenous company
established in 1999 to provide a broad spectrum of services and expertise to the
energy, oil and gas (onshore and offshore) sector. Its mission is to provide
services and expertise that will enhance our customers plant and facilities at
optimum cost-of-ownership, whilst striving to retain an environmental
equilibrium. She is ideally placed to undertake projects throughout West
Africa. This broad capacity enables us to offer our customers the full range
from Design, Engineering, Procurement, Installation, Construction and
Commissioning of Maintenance Management.
Her branch office is at Abuja and lagos, while the Headquarters is situated at
257 Trans Amadi Industrial Layout, Port Harcourt Rivers State, Nigria. In
addition, Rockson International Ltd. with Hansworth Ltd. (located in London)
1
1.2
Statement of Problems
For the purpose of this study, the following problems stated below were identified in
the organization of study.
1)
2)
1.3
Purpose Of Study
The objectives of this study are stated below in order to have a good understanding of
what this study tend to achieve
1. To analyse the organizations training strategies and to determine effective
means of identifying training needs.
2. To evaluate the organizations training budgetary and to determine effective
means for adequate implementation.
1.4
Research Questions
The following research questions have been proffered for the study.
1. To what extent has management training impacted on work performance in the
organization?
2. At what measure can training programme be determined adequate for
management in the organization?
3
1.5
Research Hypotheses
The research hypotheses for this study are stated in the null form:
Ho1: There is no significant relationship between management training and
employees performance.
Ho2: There is no significant association between management training and employees
performance.
1.8
Research Assumption
This is a suggestion for consideration that may be through or false, giving
direction and clarification to the objective of this study.
1. Management should see themselves as employees of the organization, which
require adequate and regular training in order for them to be effective.
2. Management should structure their training budget to capture immediate
training needs necessary to motivate and influence work performance.
1.9
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1
INTRODUCTION
A research of this nature will be incomplete without an insight into the existing
literature on the subject matter. Such reviews has to be made to enable the researcher
achieve a better understanding of the concepts, theories and problems therein. The
importance of such understanding cannot be over emphasized. It will be difficult to
carry out the study if the fundamentals of the issue in question are not well
understood. This review is expected to provide a theoretical framework for the study;
the review has been arranged and compiled under the following sub heading:
1)
2)
Types of training
3)
4)
Principles of Training
5)
Steps in Training
6)
Benefits of training
7)
Training Budget
6
8)
Importance of training
9)
10)
11)
2.2
Training is any act designed to increase the skill and effectiveness of employees
Akindele, (2007). It is also defined as the systematic development of the
knowledge, skill and attitude required by an individual to perform adequately on a
given job. Nwachukwu, (2003), training is an organizational effort aimed at
helping an employee to acquire basic skills required for the efficient execution of
the functions for which he was hired. Obi, (2005), defined training as a short term
educational process utilizing a systematic and organized procedures by which a
non-managerial personnel gains technical knowledge and skills for a particular
purpose, according to him, training is for a specific skills. In a layman
understanding, training could be said to be an act of teaching a person to perform a
particular job, skill well.
Oxford Advance Learners dictionary; training is the process of preparing
somebody or being prepared for job. Peretomode (2001), training is a planned
7
training, but the researcher re-stated that there are three (3) types of training namely:
Induction training, on-the-job training and off-the-job training.
INDUCTION TRAINING
Induction training is a training that an employee receives when they first join an
organization or begin a new role. This type of training is designed to provide,
introduces and get new employees acquainted to the environment and material that
will be required of them to work with.
ON-THE-JOB-TRAINING
On-the-job training is the most common form of training used by most organizations.
On-the-job training is the training provided during the regular performance of duties
the trainee learn and the same time contributes to the aims of the enterprise. This type
of training is conducted either by the employees immediate supervisor at the work site
or by an expert from another department. One of the advantages of on-the-job training
is that it minimizes the problem of transfer of learning and it does not disrupt normal
company operation. Beach (2004), identified some method of on-the-job training,
they are as follows:
1)
or technical knowledge is required to perform a job. This is found mainly with those
9
Job Rotation- This is a method in which the trainees are allowed to undergo
some training under different department in the organization. By this, they will be
acquainted with almost the types of job done in the organization within the period of
training.
3)
Staff Meeting- The organization can allow staff meetings of both junior and
senior workers in this crosswise gathering of staff, concepts, ideas and knowledge
and imparted.
ADVANTAGES OF ON-THE-JOB TRAINING
There are many advantage of on-the-job training, they include:
1)
10
3)
5)
people.
6)
Pay: One of the main advantages of on-the-job training for workers is that
they are able t learn essential job skills while earning a wage. Many employers pay
their workers normal wages while they are in training, the completion of training
may also grant workers pay raises or better work opportunities.
8)
programs are needed and the training is typically conducted as part of the actual
work shifts. There is no need for the new worker to travel for the training, which
could require paying for transportation.
11
or supervisor has to take out of his or her regular job to conduct the training.
2)
It can also be difficult to find the right person to conduct on-the-job training,
the person doing the training must have the knowledge and skills with the same
equipment the learner will be using, or he or she may not be able to teach
effectively. If the trainer is too experienced, he or she may forget to explain
important steps or use technical words that the trainee doesnt understand.
3)
Low Productivity: Since the trainees are taken at the actual work station for
training, hence, they are in the process of learning skills. As a result, the
organizational productivity will be lower.
4)
Errors on Production: Since the trainees are not involved with production
Costly: On-the-job training is costly in the sense that the workers are
disturbed by training activities, the goods produced by the trainees will have less
quality and there will be chances of damage of goods. These all result in high cost
of production.
12
6)
involved in production and they do not have adequate knowledge and skill of
working with the given equipment and materials. Hence, the possibility of
accidents exists in the work stations.
OFF-THE-JOB TRAINING
Off-the-job training is training provided away from the employees usual work
environment and the employee will stop their usual duties/work during the training.
Enwumelu, (2006) identified the various methods on off-the-job training as follows:
1)
Role Playing: Is a technique of training where the trainee plays the part of a
certain character or acts in an event. Here, the trainee is taught to do a job or make
13
decision the way he thinks his boss could have made it. Role playing is very exciting
in the same that, it challenges the imagination of the employee.
ADVANTAGES OF OFF-THE-JOB TRAINING
Advantages of off-the-job training includes
1)
High Productivity- The trained employees are placed in the actual work
outside the work environment. Therefore, they are not involved in production
process as in on-the-job training. As a result, error in production can be minimized.
3)
production process. Since they are not involved in the production process, the
production activities can be carried out without any interruption. Hence, it runs
freely, moreover, costly errors and injuries can be avoided.
5)
trained at a time.
14
6)
information can be recovered within a short span of time. During training phase, no
production will take place, hence training requires less time.
7)
place where their frustrations and bustle of work are limited. This more relaxed
environment can help employees to absorb more information as they feel less
under pressure to perform.
DISADVANTAGES OF OFF-THE-JOB TRAINING
1)
Outside the work Station: Off-the-job training program takes place outside
the work station, so that it may not yield the desired result to employees as they are
unknown with actual machines and equipments.
2)
are trained in an artificial classroom; they are unfamiliar with actual work
environment. As a result of which, it requires longtime for them to learn.
3)
employees are kept away from the actual work place the organization bears only
training cost without any physical output.
15
4)
organization has to prepare extra place for training outside the actual work
environment.
5)
Lack of Feedback: The employees are trained away from the organizational
16
enables organizations to channel resources into the areas where they will contribute
most to employee development, enhancing morale and organizational performance.
Before any training programmer is undertaken, the need for training has to be
identified.
These needs include:
1)
to cope up with those changes. For instance, purchasing new equipment, changes
in technique of production, computer impartment, the employees are trained in the
use of such new equipment and work methods.
2)
that employees are prepared to share the responsibilities of the higher level job.
3)
The existing employees are trained to refresh and enhance their knowledge.
4)
17
5)
training in order to familiarize then with the organizational mission, vision, rules
and regulations and the working condition.
2.2.3 PRINCIPLES OF TRAINING
Understanding the need for training in an organisation gives rise to the principles to
be adopted for effective administration of training programmes. Thom-Otuya, (2006);
there are six (6) principles management needs to know and understand if the
management is to deal adequately with the training responsibilities.
These principles are listed as follows:
1)
2)
3)
4)
The rate of training should equal the rate at which an individual can learn.
5)
People can learn by being told or shown how to do work, but best of all doing
18
Be sure that the new employee understands what you have in mind.
2)
Show him (learner) carefully what you want to be done using patient going into
Have him watch someone perform the work and let him ask questions.
4)
5)
6)
7)
Let him get more practice, gaining proficiency, constantly, until his output
technological and computer skills. Hence, competition in the business world demands
better customer services and unfortunately, training seems to exist in Nigeria
19
organizations.
required level of performance and skills. Kayode, (2001) identified the importance of
training in an organization as follows:
-
increase productivity
It was learned and observed that the end product of good training and development
programme are:
H
Habit
Skill
Knowledge
Change your habit towards the work you are assigned to do.
b)
c)
You will acquire more skills in the performance of your duties on the office.
20
d)
You will gain more knowledge; it will increase your horizon of the knowledge
on the subject matter, thereby equipping yourself with what is happening on your
environment.
2.2.6 BENEFITS OF TRAINING
There are certain benefit of training, they include:
1)
employees with training throughout their career. If they choose not to provide
continuous training, they will find it difficult to stay ahead of the competition.
2)
The other benefit of training is that it will keep your employees motivated, new
Training can save the organization money if the training helps the employee to
be more efficient.
21
23
1)
To track and control spending. The purpose is to ensure that available funds
are used according to plan, within present limits and not exceeding available funds.
2)
To support funding request. The purpose is to justify the use of funds and to
and traveling expenses like vehicle hire, money for fuel etc. training material like
handouts, stationary items.
2)
3)
4)
5)
Budgeting for training needs- Assess the training needs of your business
before you begin planning your budget. Business may initially need to spend
money on discovering or researching and which skill deficit is hindering
productivity and performance. The true training needs may be over looked if care
is not taken to identify it. A good training budget is designed to address the real
issues by spending money on the actual needs of the business and its employees.
25
3)
organization, address those needs that are both important and urgent first. You can
determine your companys priorities by conducting a needs analysis, researching
those needs identified by stakeholders such as customers, employees, and
supervisors.
4)
effective option for businesses, including small business that need to reduce costs
and make training more accessible.
COMPONENTS OF A TRAINING BUDGET
There are certain components of training budget. They include:
1)
A training need assessment helps justify the companys need for making
expenditure. Taking time to identify the training the organizations employees need
will make you (manager) aware of the best use for a limited budget and put you in
a position to appropriate for a larger budget. Identify who needs the training, the
trainings importance to the organization and the method of delivery. Perform a
survey of the employees to determine what skills deficit exist.
26
2)
OBJECTIVES:
Consider initiatives and objectives planned for the coming year, which will help
clarify how to spend the available funds for training. Assess whether the
organization has people with the skills required to execute projects or if the staff
needs specific training to improve its skill sets. Ascertain the employees response
to new initiative to anticipate if motivation may become a challenge to overcome.
Analyze goals and objectives to help decide the specific areas of performance
where funds should be spent for training, and identify any challenges unrelated to
training.
3)
RETURN ON INVESTMENT:
A valuable component for any training budget is the result on investment for the
employer. When presenting the budget, discuss how the training will provide
employees with the critical skills the company needs to move in a tactical
direction.
Emphasize the behaviour changes that will contribute to the companys values.
IMPORTANCE OF A TRAINING BUDGET IN ORGANIZATION
Training budget is very important in any organization because it is an investment
in organization. Some they include:
27
1)
Monitor Expenses: Having a training budget lets you monitor all training
expenses throughout the year. As classes start and trainees begin taking the
courses, you can monitor these expenses to assure they remain in line with the
budget.
2)
place, allows for enhanced planning, you can compare program costs to the
training departments budget and decide when to conduct the training course.
Knowing costs from the past allows for more accurate planning for training in the
future.
3)
and paid for as they occur. Having a budget, means you can expand training cost
throughout the year, reducing their immediate impact. Often, the design and
development of a training program can take more than six months. Paying for this
overtime reduces the impact of the final development cost as you spread them over
several months. A training budget greatly reduces the potential for bottom line
surprises.
FINANCING TRAINING WITH LESS BUDGETORY PROVISION
28
As a small business owner, your employees are a crucial factor in your success and
you need to provide training in order to keep their skills up to date. You can
provide training without spending a lot of money through the following ways:
1. Assess their Needs: What do your employees need to learn both for their
currents job, and to move up in your company.
2. Join a Group: Trade organizations offers a variety of training option like
conferences, seminars etc. let them take advantages of these learning
opportunities.
3. Cross-Train: Have employees train each other in how to do their jobs. By
so doing, you will benefit by having backup when one employee is sick or
on vacation.
4. Brown-bag it: Host weekly brown-bag launches at your business where you
or other employee talk about a topic of interest. For instance, the person
who handles marketing at your business could explain how your company
uses social media and how employees can participate.
2.2.8 TRAINING APPROACH FOR MANAGEMENT
Training is very important to any organization. No wonder, Blyton (2008) says that
workers are vital machines or assets to any organization. This means that the
achievement of organizational goals depends on the quality of personnels within the
29
30
Job Rotation:
(management) to different jobs. Here, the worker is moved from one department or
unit to another.
Seminar, Classroom Lectures, Conferences: This training is for management
staff. It is organized to equip potential management with the managerial ability,
contemporary approaches for excellent human relation and task execution, and
technical know-how. This is necessary so that they can occupy management
position at any date.
Executive Development Training:
management staff with the necessary skills so as to improve his personal abilities
and management techniques for the benefits of the organization.
2.2.9 IMPLICATION OF EMPLOYEES TRAINING ON WORK
PERFORMANCE
Training is very important and necessary activity in all organizations, whether
small or large. It plays an imperative role in determining the effectiveness and
efficiency with which an organization accomplishes results. Anosike (2003),
employees training brings about the following:
31
1)
employees but also the experienced ones as well. Skills acquired through training
can help increase the employees level of performance on their present jobs.
3)
poor handling of machines and tools by the employees. With adequate training on
both the skills and attitude of employees, the accident rate can be drastically
reduced.
4)
supervision by the superior as the trained employee can often perform his job
assignments successfully on his own.
Executing a training programme with consideration and adoption of situational
approaches in conducting management training is key for excellent actualization of
the training objective. This seen to have increased the level of management
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DEVELOP A
TRAINING PLAN
TRAINING
2.2.10
PREPARATION
OF TRAINING BUDGET
PREPARATION
FOR TRAINING
EVALUATION OF TRAINING
Evaluation is a means of finding out if our stated objectives have been achieve.
The purpose of evaluating a training programme is to determine its effectiveness.
33
A training programme is effective if it has achieved the purpose for which it was
designed. Training evaluation has to be in terms of:
i)
The needs which are identified and which were expected to be met by the
training and
ii)
1)
Whether the money spent on training is producing the result needed by the
company.
2)
What improvements can be made to reduce costs and improve efficiency and
3)
towards the attainment of the organizational objectives. The most objective way of
evaluating a training programme is to:
1)
2)
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There are many strategies that an aspiring leader can use to develop their
fundamentals, their leadership awareness, and even some flashy new tricks:
Leadership Seminars:
Leadership is starting to find its way into college. Unfortunately, a lot of us missed
the chance to get that formal education. Luckily we have an alternative. Leadership
seminars are classes that are geared toward polishing your skills in a classroom like
setting. They can vary in quality and methodology (a lot like books on the topic),
but some of them can be very worthwhile. Look for one from an author or
organization you trust, or better yet, one that comes with a referral.
Leadership Conferences:
We do some of our best thinking in groups. Being able to bounce ideas off one
another usually makes the end result better than the sum of the parts. Leadership
conferences help people who actively pursue the field of leadership share their
views and hammer out best practices. If you are professionally invested in the
development of better leadership practices, possibly in training some of your own
staff, these sorts of conferences can benefit your growth immensely. Leadership
development conferences offer great opportunities if you can find the right people.
36
Look into organizations that fill the right need, and review the schedule of events
carefully.
Leadership Books:
Books are usually the first line of defense against leadership ignorance. But there
are almost as many books as there are leadership specialties, so its important to
identity which is the most helpful; a clinical study of leadership might be in order
if you are looking to create a training program for managers, but something a little
more personal could be for you if you just want some perspective for yourself.
Parables: Every since we were little we were taught important lessons through
stories. There is no reason leadership should be any different. By using stories that
illustrate their point in practical and noticeable terms, the reader can almost
experience the situation being described.
Inspiration: These books can put you in the right frame of mind to learn think
about leadership development.
Case Studies: Learning from history is almost as good as experience. The added
upside is you get to see how things turned out without the pesky experimentation.
Biography: Learning about the great leaders of the past can be a great step forward
on your own path to leadership development.
37
Leadership Articles:
Articles might be the most time-effective solution to your leadership questions.
They are usually very focused and direct, and they address one distinct issue. If
you have enough information to decide what it is exactly that you need help with,
they can be the key. Leadership development has a lot to do with building a strong
set of tools to solve problems, and brief articles can provide them.
In addition to be more focused, they also read quickly. This means you dont have
to pore over an entire encyclopedia on leadership to get to the point you needed to
have your breakthrough, epiphany, or blinding psychotic insight. Leaders who
show the way and help followers along a path are effectively leading. This
approach assumes that there is one right way of achieving a goal and that the leader
can see it and the followers cannot. This casts the leader as the knowing person and
the follower as dependent. It also assumes that the follower is completely rational
and that the appropriate method can be deterministically selected depending on the
situation.
38
people, get the job done. In management vs leadership, the manager is more
directly charged with getting the job done, rather than seeing to the team on the
whole. As you can see, leaders can often be managers, but some managers forget to
be leaders by minding the wellbeing and development of their team. The key to
management vs leadership is being aware of the more abstract elements of leading
people.
Making the step to leadership:
Of course, its not impossible for a manager to become a leader. The differences of
management versus leadership are subtle. Sometimes it just takes being aware of
what they need to do to fulfill their responsibilities as a leader. Managers can
become effective leaders by keeping the following people-oriented tasks on their
radar:
Morale: Being aware of your teams morale (and staying active in keeping it high)
is one of the defining traits of a leadership. Working toward good morale will
move you solidly in the direction of being leader.
Empowerment: Making an investment in the tools for your team to get their job
down isnt just good project management; it shows a respect and a concern for
40
them as individuals. Making it easier for your team to do their job helps motivate
them and keep things running smoothly.
Scheduling: As a manager you have responsibility over timelines, but the
awareness of how the affect the human element is the mark of a leader. Managers
can easily see milestones and deadlines; leaders have to worry about the
intangibles of how those deadlines affect teams.
Team building: Working to build a team with people who not only work
effectively on their own, but together, is one of the greatest assets of a leader. By
focusing each persons strengths, and mitigating their weaknesses, the leader can
get much more out of the team.
Sense of Fit: For teams to be very effective, every member of the group needs to
feel as if they have a role to fulfill that matches their interests. By providing that fit
between the needs of the team and the skills of the individual, everyone performs
up to their potential. Additionally, showing them how their skills contribute to
group success makes bring pride in what they can provide, making them more
likely to shine.
41
making progress and doing the best thing to get to where we want to go. Without a
definite plan, we can end up wandering without direction, wasting opportunities to
grow. Use your plan to evaluate your actions: We make decisions out of habit,
instinct and practice. That works great if we are content with the way we solve
problems now, but if we are trying to change, we need to be intentional about what
we do. Using your awareness of what you want to be, and what your strengths and
weaknesses are (see above), you can decide what course of action reflects the
leader you want to be, and you can act accordingly. The key is to run through that
list mentally every time you confront a problem. Consider the definition of what it
means to be an active leader, and determine whether you are fulfilling them or not.
That quick meditation can keep you on target until leadership skills become habit.
The Characteristic of Leadership - Important Traits
Studying the characteristic of leadership is useful because we tend break things
into characteristics to make big concepts easier to handle. There are common traits
that define leadership, and finding them only takes some study of those who have
been successful. By actively building on these traits you can develop into a
stronger leader. Here are some of the most common traits in the characteristic of
leadership:
43
Empathy: Creating a legitimate rapport with your staff makes it less likely that
personal issues and resentment can creep in and derail the group. When your team
knows that you are empathetic to their concerns, they will be more likely to work
with you and share in your vision, rather than foster negative feelings.
Consistency: Being a consistent leader will gain you respect and credibility, which
is essential to getting buy-in from the group. By setting an example of fairness and
credibility, the team will want to act the same way.
Honesty: Another characteristic of leadership that lends itself to credibility. Those
who are honest, especially about concerns, make it far more likely that obstacles
will be addressed rather than avoided. Honesty also allows for better assessment
and growth.
Direction: Having the vision to break out of the norm and aim for great things -then the wherewithal to set the steps necessary to get there-- is an essential
characteristic of good leadership. By seeing what can be and managing the goals
on how to get there, a good leader can create impressive change.
Communication: Effective communication helps keep the team working on the
right projects with the right attitude. If you communicate effectively about
44
expectations, issues and advice, your staff will be more likely to react and meet
your goals.
Flexibility: Not every problem demands the same solution. By being flexible to
new ideas and open-minded enough to consider them, you increase the likelihood
that you will find the best possible answer. You will set a good example for your
team and reward good ideas.
Conviction: A strong vision and the willingness to see it through is one of the most
important characterizes of leadership. The leader who believes in the mission and
works toward it will be an inspiration and a resource to their followers. Of course,
there are several other theories about leadership and leadership styles where
different skills come into play. But no matter what your approach, if you display
the previous traits you will be well equipped to lead a team successfully.
2.2.14 Leadership Theory: How The Science Can Improve Your Leading
Leadership theory seems like an alien concept sometimes. Leadership is such a
primal, natural part of human behavior, that breaking it down into something
academic and quasi-scientific seems a little out of place, like dissecting an ice
cream sundae with an electron micros-cope. But even though leadership is
something so ingrained in the human experience, the study of leadership theory
45
SUMMARY
The essence of this chapter is to examine the contributions of authors and individual
concerning the implication of (management) training on work productivity.
Management training is very important in any organization, be it private or public
enterprise. Peretomode (2001) states that training is a planned organizational efforts
or activities concerned with helping an employee acquire specific skills, knowledge,
47
concepts, attitudes and behaviour to enable him/her perform more efficiently and
effectively on his present job. Before a training programme is undertaken in an
organisation, the need and objective for which such training is intended for must be
identified and communicated to the participants. Such needs include poor attitude to
work, lack of job satisfaction, high rate of absenteeism, new technology etc.
Training is for a short term educational process and is for a specific skill. Training of
employees is a means of the achievement of individual and organizational needs.
Therefore, the objectives of training an employee are to increase productivity,
heighten employees morale and to reduce supervisions. Budgetary allocations are
integral component to an annual financial plan of the organizations.
Without
allocation limits, expenditure can exceed revenues and result in financial shortfalls.
Anele, (2010) states that no matter the interest of management to train their
employees, if such programme is not reflected in the budget, it will not embarked on.
48
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Introduction
The chapter is concerned with the various method and steps that was employed in
carrying out the study, some of the steps were based on the designing, structuring and
administration of the questionnaires mainly for collection of data and proofing
statistical techniques, used in analysing the data in order to show the relationship that
exist between the variables of study.
3.2
Research Design
This study employed the survey research method in order to generate data that was be
used to correlate the variables under study. The primary source of data, interview,
and questionnaire was used for collecting response from respondents.
3.3
Research Population
49
3.4
The research sample is also known as sample size. It is an accessible population that
is derived from the population size in generating and collecting of data from
respondents. The sample size of this study is 150 using Yaro Yamens formula.
n=
N
1+N(e)2
The random sampling method is adopted for this study, for the purpose of
administering questionnaire to the targeted population size.
3.5
Instrumentation
The major instruments used are questionnaires and interviews for faster means of
collecting of data (response) from respondents. They are particularly structured with
regards to the type of question to be asked in order to obtain relevant, valid and
reliable data from sample size. It is carefully structured in sections A and B as to
derive personal bio-data from the respondent and general question section using the
Likert Scale Method.
3.6
Validity of Instrument
The objective criterion of this is to determine and evaluate the sufficiency and
efficiency of information contained in the questionnaire in order to ascertain the true
values of the variables under study devoid of bias. The validity test of the
50
Reliability of Instrument
The test-retest method was adapted to measures the reliability of the instrument and
Spearman Brown Prophecy formula at the coefficient of 0.6, which indicates high
reliability. This is done in order to ensure that the questionnaire measures that which
is supposed to be measured, even if, it is been adopted over a period of time.
3.8
Administration of Instrument
For the purpose of this study, the chi-square statistical tool was used to analyze data
derived, and a simple percentage method was adopted to interpret research questions.
This statistical tool is adopted to determine the relationship that exists between
independent and dependent variables under study. The formula is stated thus;
51
2
Where
(fo-fe)2
Fe
2
= Completed value of chi-square
Fo = Observed frequency of each cal.
Fe = the expected frequency in each cell.
52
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 Introduction
This chapter deals with the presentation and analysis of data. Each
set of result is described with relevant data and presented in tables.
One
hundred
and
fifty
(150)
questionnaires
distributed
to
No.
Distributed
60(40%)
No.
Retrieved
52(38.5%)
No.
Unretrived
8(53.3%)
Staff
44(29.3%)
41(30.4%)
3(20%0
Contract staff
46(30.7%)
42(31.1%)
4(26.7%)
Total
150
135
15
54
SD
Total
Rep.
T. Wt
Av.
Wt.
Rt.
135
58.3
4.3
51
135
389
4.3
71
51
135
7480
58.3
63
67
135
7920
58.6
87
43
135
8379
62.0
Items
SA
62
60
Is it true that
management training will
bring about increase in
productivity?
71
Will management
training enhance
employees
skill/knowledge in his
work place?
55
management training
affect work performance
positively?
Is on-the job training
method is best suitable
for management?
84
39
135
7929
58.7
Is off-the-job training
more reliable for
management?
76
49
135
8742
64.2
Total
51
4
360
27
32
936
4162
2
312.
2
62.4(A
)
Percentage (%)
54.
9
38.4
2.8
3.4 0.3
56
100
Items
Should availability if money
always dictates management
training?
Do you agree that training at all
levels could be effective with
low budgetary provision?
Is there any relationship
between management training
and performance?
Should availability if money
always dictates management
training?
Should availability if money
always dictates management
training?
Do you agree that training at all
levels could be effective with
low budgetary provision?
SA
SD
Tota
l
Rep.
95
36
135
631
4.67
71
51
135
589
4.36
81
54
135
9639
71.4
63
67
135
9720
58.6
87
43
135
9369
69.4
69
59
135
8316
61.6
57
T. Wt
Av.
Wt.
Rt.
69
53
135
8309
61.5
535
363
26
19
945
44773
331.6
66.3
(A)
56.
38.
2.7
2.0
0.2
100
Percentage (%)
6
58
5,
4,
SD
2,
Total Rep. =
Total Respondent
T. Wt.
Total Weight
Av. Wt.
Average Weight
Rt.
Rating
3,
Testing of Hypotheses
Hypotheses
1:
There
is
no
significant
relationship
between
Class
Very
Very
High Moderate Low
Total
High
Low
Management
12
14
20
52
Staff
10
10
41
Contract staff
10
42
Total
30
33
38
15
19
135
60
Total Row
Cumulative
Very High
30
x 52
135
30
x 41
135
30
High
Moderate
x 42
135
x 52
135
33 x 41
135
33 x 42
135
38 x 52
135
x 41
120
= 11.5
1230
135
= 9.1
1260
135
= 9.3
33
38
1560
135
=
=
1716
135
1353
135
1386
135
1976
135
1554
135
=
61
= 12.7
= 10.0
= 10.2
= 14.6
= 11.5
38
Low
15
x 52
135
15
x 41
135
15
Very Low
x 42
135
x 42
135
19
x
135
19
x 41
135
19
52
x 42
135
1596
135
= 11.8
780
135
= 5.7
615
135
630
135
= 4.6
988
135
= 7.3
820
135
=
=
62
798
120
= 4.5
= 6.0
= 5.9
(fo-fe)2
12 11.5
0.5
0.25
fo-fe 2
fe
0.0217
Staff
10
9.1
0.9
0.81
0.0890
Contract Staff
9.3
-1.3
-1.69
-0.181
Frequency
Management (Very High)
Fo
fe
Management (High)
14 12.7
1.7
22.89
9.227
Staff
10 10.0
Contract Staff
10.2
-1.2
-1.44
-0.141
Management (Moderate)
20
1.6
6.6
43.56
8.983
11.5
-3.5
-12.25
-1.065
10 11.8
-1.8
-3.24
-0.274
Staff
Contract Staff
Management (Low)
5.7
-2.7
-7.29
-1.27
Staff
4.5
0.5
0.25
0.055
Contract Staff
4.6
2.4
5.76
2.4
7.3
-4.3
-18.49
-2.532
6.0
2.4
5.76
0.96
5.9
2.1
4.41
0.747
Staff
Contract Staff
17.019
X2 calculated = 17.019
(R-1) (C-1)
R
Number of Row
Number of Columns
(3 -1) (5 - 1)
63
2 x 4
degree of freedom
relationship
between
management
training
and
2: There is no significant
association
64
between
Very High
High
14
14
Moderate
18
Staff
10
10
41
Contract staff
12
10
42
Total
36
31
36
15
19
135
Total Row
Cumulative
Very High
36
x 52
135
36
x 41
135
1872
135
1476
135
=
65
= 13.8
= 10.9
36
High
x 42
135
31
x 52
135
31
x 41
120
=
=
36
36
Low
x 42
135
15
x
135
15
x 41
135
15
Very Low
x 41
135
19
x
135
19
x 41
135
19
=
=
52
x 42
135
1302
135
1872
135
= 11.2
= 13.8
= 9.4
= 9.6
= 11.9
1476
135
= 10.9
1512
135
= 11.2
52
x 42
135
1612
135
1271
135
31
Moderate
x 42
135
36 x 52
135
1512
135
780
135
= 5.7
615
135
630
135
= 4.6
988
135
= 7.3
820
135
=
=
66
798
120
= 4.5
= 6.0
= 5.9
Frequency
Fo
fe
Fo-fe
(fo-fe)2
fo-fe
fe
14 13.8
-0.2
0.04
2.898
Staff
10 10.9
0.9
0.81
0.0890
Contract Staff
12 11.2
-0.8
0.64
0.057
Management (High)
14 10.9
-3.1
9.61
0.881
Staff
10
9.6
-0.4
0.16
0.016
Contract Staff
11.9
4.9
24.01
2.017
18 13.8
-4.2
17.64
10.278
10.9
2.9
8.41
0.771
10 11.2
1.2
1.44
0.128
Management (Moderate)
Staff
Contract Staff
Management (Low)
5.7
-2.7
-7.29
-1.27
Staff
4.5
0.5
0.25
0.055
Contract Staff
4.6
2.4
5.76
2.4
7.3
-4.3
-18.49
-2.532
Staff
6.0
2.4
5.76
0.96
Contract Staff
5.9
2.1
4.41
0.747
17.495
X2 calculated = 17.495
(R-1) (C-1)
R
Number of Row
Number of Columns
67
(3 -1) (5 - 1)
2 x 4
degree of freedom
between
management
training
and
employees
performance.
4.6 Summary of Findings
This is the presentation and analysis of data carried out in this
chapter, for hypotheses one (H1) it shows that there is a significant
relationship
between
management
training
and
employees
69
APPENDIX I
Department Of Management
Faculty Of Business Studies
Ignatius Ajuru University Of Education
St. Johns Campus
Port Harcourt.
1st August, 2014.
Dear Sir/Madam,
I am a final year student of Ignatius Ajuru University of Education
Port Harcourt, conducting a research work on IMPACT OF
MANAGEMENT TRAINING ON EMPLOYEES PRODUCTIVITY A Study
Of Rockson Engineering Company, Port Harcourt.
You are requested to complete the questions below. I assure you that
any information given to me shall be confidential and strictly used for
academic purposes.
70
APPENDIX II
SECTION A:
Please tick [] on the variable that suits you.
1)
Name of respondent
2)
Department/Section ..
3)
Position held:
4)
Sex: .
5)
Marital Status:
6)
7)
a)
Married
b)
Single
c)
Divorce
Age:
a)
18-22 years
b)
23-27 years
c)
28-32 years
d)
33 and above
Academic qualification:
a)
School Certificate
b)
NCE
]
]
c)
B.Sc
d)
M.Sc
]
[
Work experience:
71
a)
0-5 years [
b)
6-10 years
c)
11-15 years
d)
16 and above
SECTION B:
NOTE:
S/N
SA
Strong Agree
Agree
Disagree
SD
Strongly Disagree
Undecided
ITEMS
SA
SD
10
It is meaningful for
management staff to attend
seminars/conferences?
11
12
Should supervors be
considered as management
staff?
13
Should Training be
conducted only to those who
deal directly with workers?
14
15
Inadequate budgetary
allocation for training will
always produce effective
73
training.
16
17
18
Should management be
determined by the size of
money needed?
19
20
21
22
23
24
25
75