CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Human resource management
regards training
and development as a function concerned with organizational activity
aimed at bettering the job performance
of individuals and groups in organizational
settings. Training and development can be described as "an educational
process which involves the sharpening of skills, concepts, changing of attitude
and gaining more knowledge to enhance the performance of employees"
(Wikipedia, 2018).
The
name of the discipline has been debated, with the Chartered Institute
of Personnel and Development(CIDP) in 2000 arguing
that "human resource development" is too evocative of the
master-slave relationship between employer and employee for those who refer to
their employees as "partners" or "associates" to feel
comfortable with(Athanasios&Chatzimouratidis, 2012).
Eventually, the CIPD settled upon "learning and development",
although that was itself not free from problems, "learning" being an
over-general and ambiguous name, and most organizations referring to it as
"training and development".
Training and development encompasses
three main activities: training, education, and development(William &Kazanas2004).Training: This activity is both
focused upon, and evaluated against, the job that an individual currently
holds.Education: This activity
focuses upon the jobs that an individual may potentially hold in the future,
and is evaluated against those jobs.Development:
This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and
is almost impossible to evaluate(William
2005).
The "stakeholders" in
training and development are categorized into several classes. The sponsors of
training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the
providers are specialists in the field. Each of these groups has its own agenda
and motivations, which sometimes conflict with the agendas and motivations of
the others(Derek, Laura & Stephen,2004).
The conflicts that are the best part
of career consequences are those that take place between employees and their
bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive
coach, Harrison, (2005) points
out, "Tempting as it is, nobody ever enhanced his or her career by making
the boss look stupid." Training an employee to get along well with
authority and with people who entertain diverse points of view is one of the
best guarantees of long-term success. Talent, knowledge, and skill alone will
not compensate for a sour relationship with a superior, peer, or customer(Harrison,2005).
Many training and development
approaches available for organizations are proposed including: on-the-job
training, mentoring, apprenticeship, simulation, web-based learning,
instructor-led classroom training, programmed self-instruction, case
studies/role playing, systematic job rotations and transfers etc(Shawn & Rebecca, 2004).
Typical roles in the field include
executive and supervisory/management development, new-employee orientation,
professional-skills training, technical/job training, customer-service
training, sales-and-marketing training, and health-and-safety training. Job
titles may include vice-president of organizational effectiveness, training
manager or director, management development specialist, blended-learning designer, training-needs analyst, learning officer, and
individual career-development advisor(Cohn
& Reeves,2005).
Talent development is the process of
changing an organization, its employees, its stakeholders, and groups of people within it,
using planned and unplanned learning, in order to achieve and maintain a
competitive advantage for the organization. Cohn &Khurana, (2005) notes that the name may well be a term
in search of a meaning, like so much in management, and suggests that it be
thought of as selective attention paid to the top 10% of employees, either by
potential or performance.
While talent development is reserved
for the top management it is becoming increasingly clear that career
development is necessary for the retention of any employee, no matter what
their level in the company. Research has shown that some type of career path is
necessary for job satisfaction and hence job retention. Perhaps
organizations need to include this area in their overview of employee
satisfaction(Cohn &Khurana, 2005).
The term talent development is
becoming increasingly popular in several organizations, as companies are now
moving from the traditional term training and development. Talent development
encompasses a variety of components such as training, career development,
career management, and organizational development, and training and
development. It is expected that during the 21st century more companies will
begin to use more integrated terms such as talent development(Cohn &Khurana, 2005).
1.2 Statement of the Problem
In Nigeria,
inefficiency is a very serious
problem that needs
to beaddressed urgently. Europe
faced this same problem in the 18th and 19th centuries
and writers such as Max Weber (1947), Vroom (1970), and a host of others were
able to address the issue of how organizations can increase output and improve
efficiency.
Most
organizations find it difficult to identify the training needs, and even where
the need is recognized, a lot of time and money is committed to staff training
and development. The exercise is often either in-appropriate, haphazard or
premised on a faulty diagnosis of organizational training needs. In other
situations, where training happens to occur, deployment of staff so trained may
be without regard to the skill the staff acquired, leading to frustration of
personnel so trained and also general inefficiency in the system. Public
enterprises in Nigeria are fond of this practice (Onah, 2008). The workforce is
generally under-tapped, under-utilized and therefore falls short of its
anticipated contributions to the realization of organizational goals. It is
appalling to note that managers in Nigeria have paid little or no attention on
staff training programmes often manifest tripartite problems of incompetence,
inefficiency and ineffectiveness. Numerous scholars have been writing on how
efficiency, competence and effectiveness can be achieved through training.
Among
other scholars that highlighted the usefulness of training are (Graig 2006),
Akintayo 2006), &Oguntimehin,2001). They identified the functions of
training as follows; increase productivity, improves the quality of work,
improves skills, knowledge, understanding and attitude; enhance the use of
tools and machine; reduces waste, accidents, turnover, lateness, absenteeism
and other overhead costs, eliminates obsolesce in skills, technologies,
methods, products, capital management etc. It brings incumbents to that level
of performance which needs the performance for the job; enhance the
implementation of new policies and regulations; prepares people for
achievement, improves man-power development and ensures the survival and growth
of the enterprise.
1.3 Objectives
of the Study
The
broad objective of the study is to examine the effect of manpower training and
development on employees’ performance in selected Hospitality firms.
The
specific objectives are:
1. To
ascertain the degree to which training and development of employees' has
enhanced performance in hospitality firms in Enugu metropolis.
2.
To examine the link between training and development, incentives, and performance in hospitality firms in Enugu metropolis.
3.
To make proposals that will enhance sound labor focused capacity in hospitality firms in Enugu metropolis
1.4 Research Question
1. What
is the degree to which training and development of employees' has enhanced
performance in hospitality firms in Enugu metropolis?
2. What
is the link between training and development, incentives, and performance in in
hospitality firms in Enugu metropolis?
3. What
proposals will enhance sound labor focused capacity in in hospitality firms in
Enugu metropolis?
1.5 Research Hypothesis
Hypotheses One
Ho:
Training and development of employees'
has not enhanced performance in in
hospitality firms in Enugu metropolis.
H1:
Training and development of employees'
has enhanced performance in in
hospitality firms in Enugu metropolis.
Hypotheses Two
H0:
There is no training and development,
incentives, and performance in
hospitality firms in Enugu metropolis.
H1: There is training and development, incentives, and performance in hospitality firms in Enugu metropolis.
Hypotheses Three
H0:
There are no proposals that will
enhance sound labor focused capacity in hospitality firms in Enugu metropolis.
H1:
There are proposals that will enhance
sound labor focused capacity in
hospitality firms in Enugu metropolis.
1.6 Significance of the Study
The study is importance to the following areas
Organization:Organization
especially the hospitality firms have a whole lot to learn and know about the result
of thorough training in organization. Organizations can gain in terms of
superior performance
Employees:employees
will understand what expectation they have when training is carried out for
them.Employees can also have improved conditions of service due to better
organizational performance
Academia:researchers
conducting similar study will find this study useful as it serves a referencing
point.The research can also benefit the academia in terms of addition to
knowledge
Government:this
is very useful to government and all policy maker as the study gives some
findings and recommendation for the general public
1.7 Scope
of the Study
It
will be too wide and unmanageable for us to carry out a study on manpower
training and development on employees’ performance. Its implication will be
that while studying manpower training and development on employees’ performance
in Nigeria we related it to some selected hospitality firms. To escape this
danger, the scope of this study was reduced to manpower training and
development in some selected hospitality firms. Even at this, studying the
whole hospitality firms in Nigeria will also be too unmanageable for us.
The
intention was to use the study in generalizing on manpower training and
development on employees’ performance in some selected hospitality firms.
1.8 Limitations of the Study
There
always exist many constraints militating against a good research work. Among
these limitations/ constraints include the unwillingness attitude of some
individuals to come up with relevant information, for some reasons best known
to them.
Another
constraint is that of reaching to the appropriate respondents. Most of our
respondents do not reside where they can be easily reached and this posed a
problem for the researcher.
Besides,
some of the respondents subjected the researcher to some rigorous bureaucratic
process thereby making it hard for the researcher to get some relevant
information needed for the study and this also posed a limitation to the
researcher.
However,
despite these constraints, the research was successfully carried out through
persistence and perseverance.
1.9 Definition of Terms
Training: The
action of teaching a person or animal a particular skill or type of behaviour.
Development:The
process of developing or being developed
Human Resources:
The personnel of a business or organization, regarded as a significant asset in
terms of skills and abilities.
Manpower Planning: Manpower Planning
which is also called as Human Resource
Planning consists of putting right number of people, right kind of people
at the right place, right time, doing the right things for which they are
suited for the achievement of goals of the organization.
Business:
A person's regular occupation, profession, or trade.
Hospitality:
The friendly and generous reception and entertainment of guests, visitors, or
strangers.
References
Athanasios,
Chatzimouratidis (2012). "Decision support systems for human resource training and development". International Journal of Human Resource Management. March 1, 2012,. Vol. 23 Issue 4,: p662, 32 p.
Cohn JM,
Khurana R, Reeves L (2005). "Growing talent as if your business depended on it". Harvard Business Review. 83 (10): 62– 70.PMID 16250625.
Derek
Torrington; Laura Hall & Stephen Taylor (2004). Human Resource Management. Pearson Education.
p. 363.
Rosemary
Harrison (2005). Learning and Development. CIPD Publishing.
Shawn A.
Smith & Rebecca A. Mazin (2004). "Training and Development". The HR
Answer Book.AMACOMDiv American
Mgmt Assn.
William
J. Rothwell& H. C. Kazanas (2004). The Strategic Development of Talent. Human Resource Development Press. p. 4..
William
J. Rothwell (2005). Effective Succession Planning. AMACOM Div American Mgmt. pp. xviii.
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