Tag Archives: Employees

MOTIVATION AND EMPLOYEE PERFORMANCE

ROLE OF MOTIVATION IN ENHANCING EMPLOYEE PERFORMANCE IN ORGANIZATIONS

(A Study of the College of Administrative Studies and Social Sciences, Kaduna Polytechnic, Kaduna Polytechnic)

ABSTRACT

This study finds out the effect of motivation on employees’ performance in organizations. A descriptive survey research design was used for the study. The population consisted of the staff of the College of Administrative Studies and Social Sciences (CASSS), Kaduna Polytechnic. Out of a total of 500 of the total population, 217 were included in the study. The research questions that guided the study were: What is the effect of employee well-being on the level of effectiveness of the workers? What is the effect of employee relationship with managers on the level of efficiency of the workers? What is the effect of compensation on the level of effectiveness of the workers? What is the effect of training and career development on the level of efficiency of the workers? A self-developed Likert scale questionnaire by the researcher was used as instrument for the study. Simple percentages were used as statistical analysis. Research results showed that employee well-being has a significant effect on the effectiveness of workers in the organization. And that a cordial employee relationship with managers increases their level of efficiency. And that compensation has a positive effect on the effectiveness of workers in the organization. And that training and career development contributes to the efficiency of workers in the organization and lastly that motivation of employees contributes to organizational productivity. It was recommended among others that Kaduna Polytechnic management should ensure that employees are adequately motivated. Employee well-being should be given due consideration and health and well-being programs should be organized to cater for the needs and welfare of employees. And that management should encourage interpersonal relations amongst co-workers and their managers to promote a sense of belonging and unity amongst staff. Also managers should ensure employees are involved in decision making processes and given a chance to air their views. And also that management must ensure they create a work environment that is conducive for workers with adequate working conditions as well as providing the right tools and resources to ensure worker effectiveness in discharging their respective duties.

CHAPTER ONE

INTRODUCTION

1.1     Background to the Study

Most business organizations and their managers are faced with numerous challenges. One of such challenges is in the area of management which refers to the utilization of resources effectively and efficiently in order to achieve an organizations goals and objectives. Some of these managerial challenges are obvious in matters concerning employees such as reimbursement, recruitment, performance management, training and career development, health and safety, benefits, motivation and administration amongst others. The human resource is the most vital of all resources among other factors of production and the human capital is what distinguishes one organization from the other (Maimuna & Rashad, 2013). Therefore, for organizations to survive and remain relevant and competitive, it is essential for them to be able to entice and maintain efficient and effective employees in a bid to enhance productivity (Sunia, 2014). This study however is centered on the aspect of motivation and focuses on the effects of employee motivation on organizational productivity.

Hellriegel (1996) viewed motivation as any influence that portray, direct, or maintain people’s goal directed behaviors. It refers to the driving force that makes an individual to act in a specific way. It is an inner drive that causes an individual to behave in a certain manner. The goal of most organizations is to improve productivity therefore factors of motivation play significant roles in improving employee job satisfaction levels. This will in turn aid in improving an organization’s productivity levels.

Employees make up the workforce of any organization as such they are an integral part of the organization. Aluko (2014), stated that an organization is only as good as the workforce that runs the organization. This is to say that when employees are motivated chances are that their morale would be high as such performance and productivity levels would increase thereby to a large extent boosting overall organizational performance level. In order to achieve high levels of productivity as such boost organizational performance or productivity, managers therefore need to continually seek ways of ensuring that their employees stay motivated. This is because a lack of employeemotivation leads to reduced productivity which is harmful to organizational performance and continuous success.

Jennifer and George (2006) defined employee productivity as the level of effort put forth by the workforce of an organization towards achieving organizational goals and objectives. There are several ways by which a workforce can be motivated so as to enhance organizational productivity. George and Jones (2012) states that motivation can be categorized into two classes namely intrinsic and extrinsic. Intrinsic motivation arises from an employee’s internal cravings to execute a task out of self-interest rather than a need or wish for some external reward. External motivation is the type of motivation that arises when an employee is compelled to act in a specific way either as a result of that employee’s desires for external rewards or to avoid punishment.

Extrinsic motivation also helps boost an employee’s effectiveness and efficiency levels. This is because certain external factors such as adequate compensation, work environment as well as training and career development appeal to employees as such are essential in inspiring them to resourcefully and successfully discharge their duties. An organization that fails to provide a conducive work environment, compensate its workforce adequately, create room for proper training and career advancement is at risk of having a demotivated workforce. This means that such a workforce being demoralized would fail to effectively and efficiently discharge their duties leading to low performance and productivity levels (Nwachukwu, 2004). This study therefore focuses on showing the effects of motivation on organizational productivity.

1.2     Statement of the Problem

Most organizations, especially educational institutions have failed to recognize the importance of motivation as a concept be it intrinsic such as employee well-being, relationship with co-workers, relationship with managers, organizational policies etc. or extrinsic such as training and career development, good working conditions, compensation, promotion amongst other factors that enhance or improve employee performance as well as organizational productivity levels. This in turn has continued to represent major managerial concerns for decades as employee productivity levels has relatively declined which has been acknowledged as a subject of growing concern in the aspect of business and management research (Akerele, 2001). Although a lot of factors may also be responsible or even cause a decline in productivity such as poor strategic and structural changes in decisions and executions, lack of infrastructure, leadership styles and organizational culture amongst others. Contemporary investigations that connects the concept of workforce motivation and productivity has laid an emphasis on employee perspective, needs and expectations as factors affecting their performance and productivity levels respectively. As such investigating those factors of importance to employees in the discharge of their duties at work has taken a new dimension.

Motivation through factors such as employee wellbeing, adequate compensation, promotion, good relationships with co-workers and relationships with managers can enhance an employee’s level of effectiveness and efficiency in the workplace. This is because good relationships with co- workers promote unity and gives the employee a sense of belonging and acceptance which in turn boosts employee performance and productivity levels. Employees who enjoy such relationships both within and outside the work environment tend to be more effective and efficient as such very productive in discharging their duties. Therefore, organizations should promote harmony amongst employees by organizing social functions in a bid to bring employees together (Jibowo, 2007). Therefore, an organization’s best strategy is to provide suitable work environs that allow their workforce to meet or exceed expectations as well as offer a range of motivators to improve enthusiasm, performance and productivity levels.

1.3     Objectives of the Study

The primary objective of this study is to find out the role of motivation in enhancing employee performance in organizations with reference to the staff of the College of Administrative Studies and Social Sciences, Kaduna Polytechnic. The specific objectives are to:

  1. Determine the effect of employee well-being on their job performance.
  2. Determine the effect of employee relationship with management on the level of efficiency of the worker
  3. Examine the effect of compensation on the level of job performance of the worker
  4. Examine the effect of training and career development on the level of efficiency of the worker

1.4     Research Questions

The following research questions guided the study:

  1. What is the effect of employee well-being on their job performance?
  2. What is the effect of employee relationship with managers on the level of efficiency of the workers?
  3. What is the effect of compensation on the level of effectiveness of the workers?
  4. What is the effect of training and career development on the level of efficiency of the workers?

1.5     Significance of the Study

The study finds out the role of motivation in enhancing employee performance in organizations with reference to the staff of the College of Administrative Studies and Social Sciences, Kaduna Polytechnic. The significance of this study cannot be overemphasized. The findings will be of great relevance to Kaduna Polytechnic, business owners, managers and educational institutions especially in the locality where the study was conducted. It will enhance their understanding of the concept of motivation and its effect on productivity. It will also help managers and business owners to clearly the importance of knowing their employees and ensuring their adequate motivation in the organization.

The study is also of relevance to research bodies, students conducting similar studies and institutions because they will use the findings of this study as a baseline for their own studies. In other words, this study would be a reference material for their own researches in relation to the literature reviewed herein, the methodology, the pattern of data presentation and analysis and the conclusions drawn.

The findings of the study are of paramount importance to government agencies in making and implementing policies that would enhance the stability, growth and development of businesses throughout the region in matters concerning organizational productivity by seeking ways to ensure that employees are adequately motivated in their various organizations thereby increasing overall productivity and performance levels.

1.6     Scope of the Study

The study found out the role of motivation in enhancing employee performance in organizations. An in-depth examination of the effect of employee well-being on their job performance, the effect of employee relationship with management on the level of efficiency of the workers, the effect of compensation on the level of job performance of the workers as well as the effect of training and career development on the level of efficiency of the workers fall within the ambit of this study. The study is confined to the College of Administrative Studies and Social Sciences, Kaduna Polytechnic. Only questionnaire was used for data collection.

1.7     Definition of Terms

Effectiveness: refers to a measure of how well workers’ productivity levels meet set goals and objectives of the organization.

Efficiency: can be derived from the relationship between inputs and outputs, and refers principally to the degree at which outputs are realized while minimizing costs associated with production.

Employee Efficiency: refers to the ability of an employee to do what is actually produced or performed with the same consumption of resources

Employees: Employees are people who are hired working under contract in an organization, they are referred to as the workforce of an organization.

Employee Effectiveness: is a qualitative characteristic that indicates the extent to which job related issues are addressed and the magnitude at which predetermined goals and objectives are achieved by an employee.

Employee Productivity: is the rate at which employees effectively and efficiently discharge their duties.

Motivation: refers to what stimulates and guides human behaviors and how these behaviors are sustained to attain a specific goal.

Organizational Productivity: A measure of how efficiently and effectively managers use resources to achieve organizational goals.

Productivity: A summary measure of the quantity and quality of work performance, with resource deployment taken into account. It can be measured at individual, group or organizational levels.

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ASSESSMENT OF THE IMPACT OF LEADERSHIP STYLES ON EMPLOYEES JOB PERFORMANCE IN KADUNA POLYTECHNIC, KADUNA

ABSTRACT

This research project focuses on assessment of the impact of the leadership styles and employees job performance in Kaduna Polytechnic, Kaduna. Methodologically the study deployed both the primary and secondary data. The investigation of the study raveled that co-operative mode of administration is preferred to the suppressive and free – rein systems. It also showed that cooperative disposition of leadership breeds team –work, employees’ participation in formulation organization and implementation of institutional goal and objectives attainment. The findings empirically noted that hostile department leads should be punished for their actions and bureaucratic rules and procedure be adopted to check care free department heads. The management and Head of Departments of Kaduna Polytechnic, Kaduna should implement the following recommendation of adopting cooperative approach of administration as a matter of a policy for the institution: The Management of Kaduna Polytechnic, Kaduna should implement the following recommendation of adopting cooperative approach of administration as a matter of a policy for the institution; also the findings empirically noted that hostile department heads should be punished for adopting care-free attitude in performing his duties. Base on the findings some recommendations were made which include adoption of co-operative approach of administration as a matter of policy for the institution. The management of Kaduna Polytechnic, Kaduna should be put in place motivational incentives to encouraged workers at work especially reward of excellent performance, promotion, welfare package, training and retraining of employees, welfare package, training and retrain.

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ASSESSMENT OF THE EFFECT OF EMPLOYEES TRAINING ON ORGANIZATIONAL PERFORMANCE

ABSTRACT

The study focused on the effect of employee training on organizational performance. The process and procedure of identifying employee skill gap in most organizations pose a big challenge to the Human Resource Department (HRD). Employee training is based on various reasons which could be detrimental to the overall objective of the organization. The HRD ensure that sending an employee on training will translate to increase in productivity. Thus, adequate consideration should be taken by the HRD when selecting a candidate for training. The ability to manage and work around the challenges faced when carrying out this HR function will ensure a better training objective that will affect the productivity of the employee and the organization. Since the effect of these factors brings with it some negative implications and consequences of low productivity, high rate of employee turnover and high cost; this study therefore was aimed at identifying the effects of employee training on organizational performance with special emphasis on the process and procedure of selecting employee for training. Pursuant to this, some objectives were formulated by the researcher and these were to ascertain the extent to which unsystematic approach of employee training affects organizational productivity; to determine the extent of effect of training design on employee productivity; to ascertain the extent to which training delivery style affects employee productivity; to determine the relationship between employee perceptions of training and organizational productivity; and to determine the extent to which employee training affects organizational performance. In pursuit of the objectives, a survey research was carried out in Enugu State, Nigeria. The population used for the study was 694 staff of Nigerian Bottling Company and 7UP Bottling Company. Sample size was determined using Yamane (1964) formula. A sample size of 254 was drawn. The study made use of data from primary and secondary sources which were collected using questionnaire administered to the 254 staff of the selected Organizations. Personnel records and annual reports of the selected Organizations were used for secondary data. The data analyses was carried out using the Statistical Package for the Social Sciences (SPSS), while the person product moment correlation coefficient and the one-sample test were used to test the hypotheses formulated in the study. Findings from the study reveal that the extent to which unsystematic approach of employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Zc = 8.246 < Zt = 0.000).  Again, the extent of effect of training design on employee productivity was high. The one-sample test (Zc = 0.679 < Zt = 0.730; a= 0.05) confirms this assertion. The extent to which training delivery style affected employee productivity was high as attested to by the result of one-sample test (Zc = 0.681 < Zt = 0.762; a= 0.05). Similarly, there was a very strong positive relationship between employee perception of training and organizational performance. This is confirmed with the Pearson Correlation coefficient value of 0.948 at 0.05level of significance. The extent to which employee training alone affected organizational performance was low, however, when other variables like training design, training delivery style were considered, its effect became significant. This is confirmed by the one-sample test at 0.05 (Zc = 0.705 > Zt = 0.665). Based on the finding, the study concludes that if the right employees are sent on training through the systematic training procedure of identifying and selecting employees for training, there would be a significant improvement on the organizational performance. Finally, it is recommended that a mechanism should be created for proper assessment and evaluation of employee performance after training as this will ensure that only employees who require training are sent on training.

 

CHAPTER ONE

INTRODUCTION

1.1       Background of the Study

The history of training in business organizations is as long as the entire history of business organizations (Miller, 1996:3). This is because the knowledge base or skills of the normal employees in the labour market is not sufficient for the specialized tasks within the organizations. However, the academic study of various forms of training did not start until about a century ago, when researchers started a branch of research under the name of “vocational training” (Salas and Cannon Bowers, 2001). The beginning of the twentieth century and especially after World War II saw the widespread of training programs among organizations, involving more and more employees and also expanding in content (Luo, 2000). In the 1910s, only a few large companies such as Westinghouse, General Electric, and International Harvester had factory schools that focused on training technical skills for entry-level workers. By the end of 1990, forty percent of the Fortune 500 firms in America had a corporate university or learning center (Meister, 1997).

Training in Nigeria could be traced back to 1960 when it was discovered that most of the top government and business positions were occupied by expatriates (Olalere and Adesoji, 2013). The departure of the whites after independence gave rise to a big vacuum of capable indigenous human capital. This prompted the Federal Government of Nigeria to set up a Manpower Board in 1962 following the Ashby Commissions Recommendations (Olalere and Adesoji, 2013:83). Consequently, the Federal Government of Nigeria established complimentary institutions like the Centre for Management Development (CMD), Administrative Staff College of Nigeria, Industrial Training Fund (ITF), and Federal Training Centre to train and retrain employees as well as give orientation to fresh graduates of formal academic institutions (Olalere and Adesoji, 2013).

Today, we are witnessing an overwhelming number of research studies from both descriptive and prescriptive traditions, focusing on several characteristics of training programs as well as their costs and benefits for business organizations (Becker and Gerhart, 1996). At the same time, organizations have come to better understand the significance of training for their survival in knowledge-intensive and volatile markets of this era, and thus have increasingly acknowledged the profitability of developing their human resources through various forms of training (Berge, 2001; Salas and Cannon-Bowers, 2001). Human resource capital of any organization plays an important role, thus training and retraining helps in fortifying employees (Khan, Khan and Khan, 2011).

Despite the obvious significance of training, the enormous expansion in the content of training programs over time has largely been taken for granted. Some Human Resources Departments rarely question the necessity and appropriateness of training a particular employee at a particular time. Often times, there are ulterior motives why employees are sent on training.  Mourdoukoutas (2012) found out that some of those organizations that neglect employee training do so because of the huge cost of training and the fear of losing those employees after training them.

To show the importance attached to employee training, Nigerian Bottling Company has a training school and 7UP Bottling Company conducts on-the-job and off-the-job training for employees from time to time. This notwithstanding HR Departments in these organizations still face challenges in the selection of employees for training. To assist in the possible improvement of employee training in Soft Drinks Bottling Companies in particular and manufacturing companies in general, the research was embarked upon to investigate the effect of employee training on organizational performance vis-à-vis the processes of employee training and the challenges faced by the Human Resource Department in the selection of employees for training with reference to the employees of Nigerian Bottling Company and 7UP Bottling Company, 9th Mile Corner, Ngwo, Enugu.

1.2       Statement of the Problem

The perception of employees on training has a greater impact on the success of any organization. If the employees are satisfied with the training policies of the organization, this will have a positive impact on the organization’s productivity. The perception or attitude of employees is transformed into positive or negative behaviour. How do the employees see employee training policies of the organization? How seriously does the Management take the Training Policy of its organization? Some see training and development as a waste of time and resources that would have been employed in the production of goods and services that will yield profit to the organization. Sometimes, the fear that an employee could leave the organization after training affects the employees training and sometimes makes it unplanned and unsystematic.

The procedure and process usually adopted by some Human Resource Departments in the identification of those employees that require training are worrisome. Employees sometimes go for training for personal reasons which include enriching themselves; preparing themselves for other positions in other organizations; power play/politics; because he/she knows the person in-charge of training and not necessarily because there is an identified skill gap which needs to be filled through training. Often times, the HR Department does not conduct training needs assessment. Employees’ training selection criteria ought to be systematic and free from bias. It must follow a lay down procedure to ensure that the right candidates are sent for training for positive effect on organizational performance.

It is found that previous researchers have concentrated on the importance and benefits of training and no study has been carried out on the challenges faced by the HR departments of Soft Drink Bottling Companies in the selection of employees for training. In order to fill this gap, the researcher is compelled to conduct a study on the effect of employee training on organizational performance with focus on processes and procedures of identifying skill gaps, training design and delivery style and employee perception towards training in Soft Drinks Bottling Companies in Enugu State.

1.3       Objectives of the Study

The main objective of the study is to investigate the effect of employee training on organizational performance with focus on the processes and procedures of selection employees for training. However, specific objectives of the study are as follows:

  1. To ascertain the extent to which selection procedure of employee for training affects organizational productivity;
  2. To determine the extent of effect of training design on employee productivity;
  3. To ascertain the extent to which training delivery style affects employee productivity;
  4. To find out the relationship between employee perceptions of training and organizational productivity; and
  5. To determine the extent to which employee training affects organizational performance.

1.4       Research Questions

The research questions were drawn in line with the objectives as follows:

  1. To what extent does selection procedure of employee for training affect organizational productivity?
  2. To what extent does training design affect organizational performance?
  3. To what extent does training delivery style affect organizational performance?
  4. What is the relationship between employee perception of training and organizational productivity?
  5. To what extent does employee training affects organizational performance?

1.5       Hypotheses

To achieve the objectives of this study, the following five hypotheses were formulated for testing.

Ho: 1    Selection procedure of employee for training does not have a high effect on organizational productivity.

Ho: 2    The extent to which training design affects organizational productivity is not significant.

Ho: 3    The extent to which training delivery style affects organizational productivity is not significant.

Ho: 4    There is no substantial relationship between employee perception of training and organizational productivity.

Ho: 5    The extent to which employee training affects organizational productivity is not significant.

1.6       Significance of the Study

The significance of this study cannot be over-emphasized and can be viewed from the following perspectives.

  1. The study will help the top management in taking strategic decision that affect training and development for the overall growth of the industry;
  2. Members of Staff of the two manufacturing industries to be used as case study will have adequate knowledge as to the importance of training and why it is necessary that they are trained from time to time;
  3. The study will help the Human Resource Department in proper planning and execution of training and development programmes;
  4. Future researchers will also find this work very useful as reference materials for further studies;
  5. The study will be useful to the researcher as it will help her in actualizing her dream and lead her to the completion of M.Sc. program in Management.

1.7       Scope of the Study

The study focused on the investigation of the effect of employees training on organizational performance. The study was delimited to training and development programmes, employee training design and delivery style, post-training performance evaluation of training on organizational performance.

The geographical scope of the work is Enugu State in the South-east of Nigeria. The only two soft drinks manufacturing companies located in Enugu State were chosen for the study. They are: Nigerian Bottling Company Plc and 7UP Bottling Company Plc.

The field work for this research was conducted between August and September, 2012.

1.8       Limitations of the Study

The following constraints were encountered in the course of this work.

  1. Lack of reliable data: The Respondents’ unwillingness to give out available and reliable data was major constrain in the course of the study.
  2. Dearth of Research materials: The researcher was constrained in the search of research materials. Most current books and journals on the related area are not free, and so the researchers was limited to those materials she could afford.
  3. Measure used to collect data: Secondary data would have been more appropriate for the post-evaluation analysis, but because it was difficult to separate and link percentage (%) increase in turnover to employee training, primary data was used.
  4. Self-reported data: Self reported data was a major limitation of the study, because it rarely can be independently verified. The researcher had to take what the respondents said at face value.

Nonetheless, with available data and judicious use of the limited resources, reasonable analysis was carried out to ensure that research findings add up to the body of knowledge.

1.9       Operational Definition of Terms    

Delivery style     –       This is a set of a systematic processes designed to meet learning objectives related to trainees’ current or future jobs (Simmering, M.J., www.referenceforbusiness.com).

Training design –        This is the process of creating a blueprint for the development of instruction for a training for positive impact (O’Toole, S., eHow Contributor).

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ASSESSMENT OF THE EFFECTS OF JOB DESIGN AND STAFF TRAINING ON EMPLOYEE PERFORMANCE IN NIGERIA

Abstract

Poor job design and staff training breed poor employee performance respectively, while the reverse is usually the case when jobs are well (re)designed and staffs are well (re)trained. Job design and staff training effect employee performance in organizations. They work likewise for organizational performance and productivity. The effect, positive or negative, depends on the nature/kind of job design and staff training system operated, developed and applied in organizations. In spite of the invaluable role of  these duo job and human resource management characteristics/models, only about a few institutions, firms, corporations and institutions take them seriously and practice them accordingly in Nigeria, as it has been proven that they are still low, insignificant and less paid attention to. Consequently, many organizations, private and public (the latter more), rarely experience  high or due employee performance, which in turn results to low output, poor organizational productivity and goals realization, low performance, job dissatisfaction, inefficiency and various other staff and job issues. Measures like gender mix, effective managerial/administrative control, staffing and staff appraisal, on/off-the-job trainings and effective/regular training development, training the trainers,  job enrichment and modification, organizational support and justice, job autonomy, among others, are the requisites  for employee performance. The descriptive and analytical survey method along with the qualitative approach, simple percentage and coding was adopted for the study, following its nature and preoccupation. Both primary and secondary sources were employed in sourcing data. The former basically involved questionnaire and interview, while various written library materials constituted the latter sources.

 

CHAPTER ONE

1.0 Introduction

This chapter constitutes the research proposal of the research entitled: ‘Effects of Job Design and Staff Training on Employee Performance in Nigeria’. It is made up of study background, problem statement, purpose, significance, questions/hypotheses, scope and limitation and definition of terms. Therefore, this chapter forms the foundation and justification of the study.

1.1 Background to the Study

A well-designed job usually fosters employees’ well-being, commitment and performance (Bakker and Demeroutic, 2013; Hackman and Oldman, 1980; Parker and Wall, 1998). It is therefore not surprising that in recent years, researches have begun examining which job characteristics contribute to employee well-being, performance, satisfaction and commitment, and which are likely to increase job stress and the otherwise. Together, the characteristics of a job constitute the job design (Tims and Bakker, 2014). In more specific terms, job design describes how job tasks and roles are structured, enacted and modified and what the impact of these structures, enactments and modifications are on the individual, group and organizational outcomes (Grant and Parker, 2009:5).

According to Tims and Bakker (2014:131), for more than 60 years, job design theories have guided scholars and practitioners to describe, explain and change the work experiences and behaviors as well as employees. Job design is approached as a top-down process in which the organization creates jobs and, in turn, selects people with the right knowledge, skills and abilities for these jobs. When employee’s experience (e.g. job/work engagement) and behaviors (e.g. performance) tend to decrease, the management is bound to redesign the jobs of their employees. For examples, one reason for job redesign may be that management notices that absenteeism among certain employees is relatively high. After talking to the employees, company specialist(s) and Human Relation (HR) professionals may find out that the job is too demanding for the employees and needs to be changed. Another reason for job redesign may be the introduction of say a new machine that (partly) replaces the work of employees. The job of these employees may be redesigned to include another task such as maintaining the machines (Tims and Bakkers, 2014: 131).

The way the job is (re)designed strongly influences how employees perceive their job and, in turn, how they perform their duties (tasks). Managers and researchers became interested in the influence of job design on employees’ behaviors and attitudes when it was gathered that changes in the work environment were accompanied with changes in employees’ attitudes and motivation. For example, over a century ago, the scientific management approaches (Taylor, 1911) and the introduction of the assembly line at Ford in 1914 strongly promoted job simplification. Employees’ jobs change from, for example, building a complete car to assembling only parts of the car, and these job changes had a considerable impact of motivation.

In an era of knowledge economy like ours now, successful workplaces are likely to be those which use and develop the skills of their employees technically through good job design mechanisms that effect employee performance and organizational productivity. There exist various works on job design in general, a few on manufacturing companies, especially those outside Nigeria and seeming nothing significant on both manufacturing companies and others in general in Nigeria, especially in supposed industrialized and commercial areas like Calabar, Uyo, Makurdi, Gboko, Kano, Onitsha, Aba, Ibadan, Port-Harcourt, Warri, Asaba, etc.

Also, the positive effects of staff training in both public and private organizations cannot be over-emphasized. Staff training impacts positively on employees’ performance as well as organizational manpower productivity. It has both individual and organizational development potentials, opportunities, efficiency and propels innovation, on-the-job learning and impact and standard service delivery. Trained staffs get improved and usually perform better. It is a means of job enrichment, job satisfaction and job commitment, which produces desired employee performance (Lunenburg, 2010; Saleem et al., 2012).

In the course of training while on a job, staffs learn new techniques, knowledge, intrigues and modalities with which effective performance arises and thus better output.  Next, social and public/inter-relations between and among staffs abound with various prospects. Training and retraining of staffs of both public and private establishments is imperative, particularly in the Third World nations like Nigeria, where there is high rate of illiteracy, poor knowledge of modern means of living, corruption, poor manpower and technological skills/advancement, among many others. As such, effective staff training and retraining in Nigeria is a dire necessity so as to key into it and realize targeted organizational goals and objectives, betterment, development, innovation and efficiency.

Therefore, the dire need for this study to clarify the myths, tales, perceptions and realities of  job design and employee performance, on one hand, and staff training, on the other, in  Nigeria is imperative, and thus gave rise to this study. Concerned organizations/institutions stand to benefit immensely from this study, if the findings are adopted, taken seriously, implemented and sustained therein.

1.2     Statement of the Problem

The scourging problems that bedevil many organizations in Nigeria, including low employee and organizational performance cum productivity, inefficiency, poor/lack of technical-know-how, negative workplace politics, etc. are traceable to lack of/low staff training. This is very worrisome. Job design influences employee performance in several ways, positively or negatively, depending on how the job is designed. The job design of both private and public organizations influences their employees’ performance and organizational productivity likewise. Employee’s talents and insight can design productivity, improvement and innovation. Job design can ensure that skills are effectively used as well developed in the workplace.

In spite of the immense benefits, potentials and prospects of jobs design, only a very few organizations/institutions in Nigeria practice or give attention to it, thus making it a wasted resource in the struggle to improve competitiveness and employee well-being. Many workplaces (organizations) are characterized by a waste of employees’ talents. Job design should be considered a high priority issue for managers and policy-makers alike. This also applies to staff training in Nigeria, especially in public organizations/institutions, whereby staffs are mostly poorly trained and retrained all because of workplace politics and being economical to avoid spending on training the staff.

 In sum, the gross negligence, inappropriate, ineffective and misplacement of job and poor staff training by most organizations in Nigeria constitute some academic and managerial worries (problems) that deserve a work of this kind. This study rises to this challenge, with a view to proffering scholarly solutions to these rising inherent problems associated with job design and staff training, which adversely affect employee performance in organizations.

1.3     Purpose of the Study

This study is intended to:

  1. Explore job design and staff training effects on employee performance in Nigeria;
  2. Examine the nature and kind of job design and staff training operated by the concerned institutions in Nigeria;
  3. Examine the extent of staff training in Nigerian public and private institutions;
  4. Trace the problems that arise from poor/lack of staff training and job design in such Nigerian institutions/organizations;
  5. Describe the commonly obtained effects/impacts of job design and staff training in Nigeria;
  6. Scholarly project better efficacious measures of job design and staff training on employee performance.

1.4     Research Questions

The following research questions have been designed to guide this study:

  1. How and at what extent do job design and staff training influence employee performance in organizations?
  2. What are the commonly obtained effects– negative or positive– of job design and staff training on employee performance in Nigeria and to what degree are they applied efficaciously?
  3. What are the job design and staff training related problems in Nigeria?
  4. How best can job design and staff training be evolved, improved and sustained and employee performance likewise in organizations?
  5. To what extent can the emerging trends associated with job design and staff training  as well as employee performance in Nigeria be addressed?

1.5     Research Hypotheses

The following are the research statements of hypothesis, stated in null and alternative forms, whereby Ho represents null form, while Ha represents alternative form:

Ha1: Job design and staff training have no effects on employee performance in Nigeria.

Ho1: Job design and staff training have significant effects on employee performance in organizations/institutions.

Ha2: The kind and nature of job design and staff training operated in Nigeria have little or no effects on employee performance.

Ho2: The nature and kind of job design and staff training operated in Nigerian firms/organizations have so much effect on employee performance.

Ha3: There exists no significant link between job design and staff training and employee performance in companies/organizations in Nigeria.

Ho3: There exists a significant link between job design and staff training and employee performance in companies/organizations in Nigeria.

1.6     Significance of the Study

The need for this study cannot be over-emphasized. To start with, it will bridge the underlying knowledge on these duo work and management phenomena, and thus expose many to the intrinsic of job design and staff training towards effective employee performance in companies/organizations as well as becoming conversant with how best to address workplace problems like low/poor employee performance, job dissatisfaction and others.

Also, this study shall be of immense benefits to those directly concerned, such as law- makers/policy- makers, managers, job experts, entrepreneurs, administrators, business planners, professionals, researchers, educators and students. As such, it shall serve as a blueprint to the management of both private and public organizations/firms in better decision-making regarding job design and staff training and employee performance. The study lacuna shall be filled by other interested scholars/researchers, who would undertake further studies on this subject matter and related ones. It shall thus serve as a research material to such researchers and students. And, through its findings, it shall address unemployment, job issues and staff inefficiency to some extent and as well equip many with the due positive techniques of job design and staff/manpower that adversely affect employee performance.

1.7     Scope of the Study

This research solely centers on the effects of job design and staff training on employee performance in Nigeria. It thus leaves out other closely related aspects and scopes of job design and staff training. It concerns both private and public firms/institutions involving staffing, training and job management. The concerned departments in such firms/institutions are basically Management/Administration, Human Resources, Labor/Manpower Personnel, Establishment, Registry and Information Departments/Units.

1.8     Limitation of the Study

This research would have been broadened more than this in scope but for several challenges that confront a thesis of this kind. The factors include:

  1. Time constraint: Since it is time-framed, rash and rush set in so as to beat the time.
  2. Logistic problems: Poor or insufficient information materials and centers, transportation challenges, and lack of basic amenities like electricity, among others, constrained this study to its structured scope.
  3. Lack of finance: Since the researcher has no source (s) of earning yet, going beyond this scope is more cost-demanding, which could hamper its completion.
  4. Human factors: Poor responses from and the unwillingness of the respondents and the researcher’s human errors and research short-comings formed another limitation to the study. And, other natural factors like psychological state (tiredness, hunger, distractions, etc.), linguistic performance errors and other unforeseen circumstances were likewise.

1.9     Definition of Terms

For clarification as well as easy understanding, our core keywords are explained hereunder:

Effects: Positive or negative outcome, result, impact or influence of something, here, job design and staff training

Job Design: The management modalities systematically evolved, set out and enforced for workplace effective results towards realizing organizational goals

Employee Performance: The output of the manpower commitment at workplace as a show for job satisfaction and organizational support

Staff Training: The practice of engaging staff in different innovative activities and programs that would make them to learn and acquire new professional skills towards better performance

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