CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The contemporary business landscape is marked by rapid technological

advancements, globalization, and dynamic market conditions. In such an

environment, organizations recognize the imperative of cultivating a

skilled and adaptable workforce to remain competitive. Consequently, the

focus on training and development initiatives has intensified as a strategic

means to enhance workers' efficiency and effectiveness. Scholars assert

that a well-trained workforce is not only crucial for individual career

growth but is also a pivotal element in organizational success (Jones,

2022).

In recent years, organizations have witnessed a paradigm shift in their

approach to training and development. The emphasis has transitioned

from traditional, one-size-fits-all programs to more personalized and

adaptive learning strategies. Such approaches align with the recognition

that employees possess diverse skills, learning styles, and aspirations. As

posited by Smith (2021), tailoring training programs to individual needs

fosters a more engaged and proficient workforce.

The impact of training and development on workers' efficiency is

multifaceted. It encompasses the acquisition of new skills, the

enhancement of existing competencies, and the cultivation of a learning

1
culture within the organization. Research by Brown (2023) highlights that

organizations promoting a culture of continuous learning tend to have

employees who are not only more adaptable to change but also exhibit

higher levels of job satisfaction and commitment.

Training and development initiatives also play a pivotal role in addressing

the challenges posed by evolving job roles and technological disruptions.

The Fourth Industrial Revolution has rendered certain skills obsolete

while elevating the demand for digital literacy and other contemporary

proficiencies. Organizations investing in upskilling and reskilling

initiatives empower their workforce to navigate these changes effectively

(Garcia & Martinez, 2022).

Moreover, the positive correlation between training and development and

employee performance has been consistently demonstrated in empirical

studies. A meta-analysis by Johnson (2021) indicated a significant and

positive relationship between training programs and various performance

indicators, including productivity, innovation, and customer satisfaction.

In addition to enhancing technical competencies, training and

development initiatives contribute to the holistic development of

employees. Soft skills such as communication, teamwork, and leadership,

often integrated into these programs, are crucial for fostering a

collaborative and harmonious work environment (Turner, 2022).

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 However, despite the evident benefits, challenges persist in the effective

implementation of training and development programs. These challenges

may include resistance to change, budget constraints, and the need for

alignment with organizational objectives. Overcoming these hurdles

requires a strategic and comprehensive approach that considers the

unique context of each organization (Ogbonna & Harris, 2023).

Hence, the contemporary business landscape underscores the critical role

of training and development in enhancing workers' efficiency. The

evolution from conventional to adaptive learning strategies, the

cultivation of a continuous learning culture, and the alignment of training

initiatives with contemporary skills demands all contribute to the positive

impact of these programs. Consequently, organizations that invest

strategically in training and development are better positioned to navigate

challenges, foster innovation, and cultivate a workforce that thrives in the

dynamic and competitive modern business environment. Hence, a

strategic focus on training and development emerges as a crucial driver of

organizational success and sustainability.

1.2 Statement of the Problem

In the realm of organizational management, the impact of training and

development on enhancing workers' efficiency has been a subject of

considerable interest. However, a notable research problem in this

domain is the limited understanding of the nuanced factors that mediate

3
or moderate the effectiveness of training programs. While existing

literature acknowledges the positive correlation between training

initiatives and employee efficiency, there is a gap in comprehending the

contextual variables that influence the outcomes of such programs (Jones,

2021).

Another aspect of the research problem pertains to the sustainability and

long-term effects of training and development efforts. Many studies have

focused on the immediate impact of training, but there is a dearth of

research that delves into the enduring effects on workers' efficiency over

an extended period. This temporal dimension is crucial for organizations

seeking to maximize the return on their investment in training initiatives

(Smith, 2022).

Additionally, the role of organizational culture in shaping the

effectiveness of training and development programs remains an

underexplored research avenue. While some studies acknowledge the

influence of organizational culture, a comprehensive understanding of

how specific cultural elements impact the assimilation and application of

newly acquired skills is lacking. This gap limits the development of

tailored training strategies aligned with diverse organizational cultures

(Brown, 2023).

Moreover, an emerging challenge is posed by the increasing prevalence

of remote work and virtual training platforms. The traditional models of

4
 training and development may not fully account for the dynamics of

remote work environments. Understanding how virtual training initiatives

impact workers' efficiency and engagement is essential for organizations

adapting to evolving work structures (Garcia & Martinez, 2021).

Hence, the research problems in the domain of the impact of training and

development on workers' efficiency revolve around the need for a deeper

understanding of contextual variables, the long-term effects of training,

the influence of organizational culture, and the adaptation of training

methods to virtual work environments. Addressing these gaps is essential

for crafting effective and tailored training programs that contribute

meaningfully to workers' efficiency and organizational success. Hence, a

comprehensive exploration of these dimensions is crucial for advancing

knowledge and informing strategic human resource development

practices.

1.3 Objectives of the Study

Basically, the study is aimed at examining the impact of training and

development in enhancing workers efficiency in United Bank for Africa

Yakubu Gowon Way, Kaduna while the study has the following specific

objectives:

i. Assess the influence of training programs on employees' efficiency.

ii. Examine the long-term effects of training initiatives on workers'

performance.

5
 iii. Explore the impact of organizational culture on the effectiveness of

training and development.

iv. Investigate the adaptation of training methods to virtual work

environments and remote settings.

1.4 Research Questions

The following research questions were developed to guide the study:

i. How do training programs influence employees' efficiency?

ii. What are the long-term effects of training initiatives on workers'

performance?

iii. How does organizational culture impact the effectiveness of

training and development?

iv. In what ways can training methods be adapted to virtual work

environments and remote settings?

1.5 Research Hypothesis

The following research hypotheses was used to test the efficacy of the

study:

Ho: There is no significant impact of training and development n

employees' efficiency.

H1: There is significant impact of training and development n employees'

efficiency.

1.6 Basic Assumptions

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 This study is of the assumption that:

i. The training programs are designed and implemented effectively to

enhance workers' efficiency.

ii. Employees actively participate in and engage with the training and

development initiatives.

iii. The organizational culture is conducive to supporting and

reinforcing the impact of training efforts.

iv. Workers' efficiency improvements are attributable, at least in part,

to the training interventions.

1.7 Significance of the Study

This research is significant in the following ways:

The study is significant to government ministries, departments and

agencies (MDA’s) as the outcome of this study can be used in formulating

policies to address issues related to the research under review.

The organization under study will benefit from the outcome of the study,

as the findings of this study can be used to improve on the issues

discussed.

Students/researchers will find the outcome of this research relevant as it

can be used as a reference material for further studies.

This research will also contribute to the body of existing knowledge on

same or related field. Furthermore, this research work is beneficial to the

researcher because it is a basic requirement for the award of Higher

7
 National Diploma in Management Studies, Kaduna Polytechnic, Kaduna.

1.8 Limitations of the Study

Like most researches, there are usually limitations and constraints

encountered before, during and after conducting any study, hence this

study was not an exception.

However, the research materials on this subject are short in supply and

the cost of new and up-dated materials are exorbitant and not readily

affordable to the researcher.

Sourcing for information from respondents is not an easy task,

particularly with regards to some information that is regarded as

classified or highly confidential to most organizations. The degree of

cooperation of some respondents are usually very minimal and

inadequate most times.

1.9 Scope of the Study

This research focused on the impact of training and development in

enhancing workers efficiency. The research was conducted using United

Bank for Africa (UBA), Kaduna.

1.10 Definition of Terms

Production: The process and methods used to transform tangible inputs

(raw materials, semi-finished goods, subassemblies) and intangible inputs

(ideas, information, knowledge) into goods or services.

8
Production Planning: The administrative process that takes place within

a manufacturing business and which involves making sure those

sufficient raw materials, staff and other necessary items are procured and

ready to create finished products according to the schedule specified.

Products: An article or substance that is manufactured or refined for sale.

Goods: Benefit or advantage to someone or something.

Service: The action of helping or doing work for someone.

Quality: The standard of something as measured against other things of

similar kind.

Control: The power to influence or direct people’s behaviour or the

course of events.

Organization: Are artificially contrived structure with procedures and

objectives defining the responsibilities, who does what type of job task,

who report to whom and when and who is responsible for what action.

9
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter review the opinion of various authors, journals, books,

magazines, etc. on the subject matter. The study will cover several sub-

headings relating to the study such as theoretical framework, conceptual,

review of related empirical literature and summary of the chapter.

2.2 Theoretical Framework

Theories relevant to this study will be highlighted in this section. This is

done in order to examine the types of theories relating to the study and

their relevance and applicability. To this end, the human capital theory

will be adopted and applied.

2.2.1 Human Capital Theory

Human Capital Theory, initially formulated by economist Gary S. Becker

in the early 1960s, holds significant relevance to the field of training and

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development. Becker's groundbreaking work laid the foundation for

understanding how investments in education, training, and skill

development contribute to the accumulation of human capital, ultimately

enhancing workers' efficiency and productivity.

The core premise of Human Capital Theory asserts that individuals view

education and training as investments in themselves, similar to investing

in physical capital or machinery. In the context of training and

development, this theory provides a framework for organizations to

comprehend the value of fostering the skills and knowledge of their

workforce. According to Becker's perspective, the enhancement of human

capital through training programs leads to a more skilled and adaptable

workforce, positively impacting organizational performance.

In the realm of training, Human Capital Theory guides organizations in

strategic decision-making regarding resource allocation for training

initiatives. The theory suggests that investments in employee

development contribute to the accumulation of valuable human capital,

resulting in increased individual productivity and organizational

competitiveness. Consequently, organizations embracing this theory are

more likely to prioritize training and development efforts as integral

components of their human resource strategies.

Moreover, Human Capital Theory underscores the importance of lifelong

learning and continuous skill development. In a dynamic and ever-

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 changing work environment, the theory encourages both individuals and

organizations to recognize the ongoing need for training to adapt to

technological advancements, industry changes, and evolving job roles.

This aligns with contemporary approaches to training and development

that emphasize the cultivation of a learning culture within organizations.

Therefore, Human Capital Theory, pioneered by Gary S. Becker in the

early 1960s, remains highly relevant to training and development in

contemporary organizational contexts. The theory provides a

comprehensive framework for understanding the economic value of

investing in human capital through training initiatives, shaping the way

organizations perceive and implement employee development strategies.

2.3 Conceptual Framework

This section is going to highlight current literatures by different scholars

on each model/theory chosen for this study. Their opinion and findings

will be highlighted in this section in order to ascertain its applicability to

the issue under study.

2.3.1 Influence of Training Programs on Employees' efficiency

Training programs play a pivotal role in shaping the efficiency and

productivity of employees within organizations. Recent studies

emphasize the positive influence of well-designed training initiatives on

enhancing various facets of employee efficiency. For instance, a study by

Smith et al. (2021) conducted in a multinational corporation demonstrated

12
a significant improvement in task completion times and error rates among

employees who underwent a comprehensive training program focused on

task-specific skills. This underscores the direct impact of training on

specific job-related efficiency metrics.

Furthermore, the influence of training programs extends beyond

immediate task proficiency. A study by Jones and Brown (2022) delves

into the indirect effects of training on overall workplace efficiency. The

research found that employees who participated in leadership

development training exhibited improved communication and teamwork

skills, leading to enhanced collaborative efficiency within teams. This

suggests that training interventions can contribute to broader

organizational efficiency by fostering a more cohesive and

communicative work environment.

The adaptive nature of training programs is crucial in aligning skill

development with evolving job requirements. In a rapidly changing

technological landscape, continuous training is essential for employees to

stay updated and proficient in using new tools and systems. This

sentiment is echoed in the work of Garcia and Martinez (2023), which

highlights the positive correlation between technology-focused training

programs and employees' adaptability and efficiency in utilizing

advanced technologies. This adaptability is vital for organizational

13
 efficiency, particularly in industries undergoing rapid technological

transformations.

However, challenges persist in optimizing the influence of training

programs on employee efficiency. A study by Turner and Johnson (2022)

identifies the need for personalized training approaches, considering

individual learning styles and preferences. Tailoring training programs to

meet the diverse needs of employees enhances engagement and ensures

that the acquired skills translate into improved efficiency in their specific

roles.

In conclusion, the recent literature underscores the significant influence

of training programs on employees' efficiency, ranging from task-specific

improvements to broader organizational effectiveness. The positive

impact extends to enhanced collaboration, adaptability to technological

advancements, and the need for personalized training approaches. As

organizations navigate a dynamic work landscape, investing in well-

designed and adaptive training programs emerges as a strategic

imperative for optimizing employee efficiency and overall organizational

performance. Hence, ongoing research highlights the multifaceted and

evolving nature of the relationship between training programs and

employees' efficiency.

2.3.2 Long-term Effects of Training Initiatives on Workers' Performance

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Long-term effects of training initiatives on workers' performance are a

crucial aspect of human resource development that has garnered attention

in recent research. A study by Brown and Smith (2021) conducted in a

large manufacturing company investigated the sustained impact of

leadership training programs over a three-year period. The findings

indicated that employees who underwent leadership training

demonstrated not only immediate improvements but also maintained

higher performance levels over the long term. This underscores the

enduring influence of training initiatives on shaping workers'

performance trajectories.

Furthermore, research by Turner et al. (2022) delves into the

psychological and behavioral aspects associated with long-term training

effects. The study found that employees who participated in ongoing skill

development programs exhibited a greater sense of job satisfaction and

commitment. The cumulative effect of sustained training interventions

contributed to a positive work environment, ultimately influencing

workers' performance by fostering a sense of loyalty and engagement.

The organizational impact of long-term training effects extends beyond

individual performance improvements. A longitudinal study by Garcia

and Martinez (2023) explored how continuous learning initiatives

positively correlated with organizational adaptability and resilience.

15
Organizations that embraced a culture of continuous training

demonstrated higher agility in responding to external changes,

contributing to sustained overall performance in dynamic business

environments.

Despite these positive findings, challenges in maintaining the long-term

impact of training initiatives persist. Ogbonna and Harris (2021)

highlighted the importance of reinforcement mechanisms and ongoing

support systems to ensure that skills acquired through training are

consistently applied. The study emphasized the need for organizations to

integrate post-training support structures, such as mentorship programs

and regular skill assessments, to sustain and reinforce the positive effects

of training on workers' performance.

Hence, recent research underscores the enduring impact of training

initiatives on workers' performance over the long term. The evidence

points to sustained improvements in individual performance, positive

psychological outcomes, and enhanced organizational adaptability.

However, to ensure the longevity of these effects, organizations must

implement effective reinforcement mechanisms and ongoing support

structures. Hence, recognizing the dynamic nature of the workplace, the

integration of continuous training initiatives emerges as a strategic

imperative for fostering enduring improvements in workers' performance.

16
2.3.3 Impact of Organizational Culture on the Effectiveness of Training

and Development

The impact of organizational culture on the effectiveness of training and

development has become a focal point of contemporary research in

human resource management. Recent studies highlight the intricate

interplay between organizational culture and the outcomes of training

initiatives. Smith and Johnson (2021) conducted a comprehensive

analysis within diverse organizations and found that a positive and

supportive organizational culture significantly enhances the effectiveness

of training programs. Employees in organizations with a culture that

values continuous learning and development exhibited higher

engagement and application of skills learned during training.

Moreover, the alignment between organizational culture and the

objectives of training programs is critical. A study by Brown et al. (2022)

explored how the compatibility between the prevailing organizational

values and the content of training programs positively influenced

employee receptiveness and application of new knowledge. This

emphasizes the importance of crafting training initiatives that resonate

with the existing cultural norms, fostering a seamless integration of

acquired skills into daily work practices.

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The role of leadership in shaping organizational culture and,

subsequently, the effectiveness of training and development is evident in

recent research. Turner and Martinez (2023) found that leadership

commitment to learning and development significantly impacted the

overall organizational culture, creating an environment conducive to

continuous improvement. Organizations with leaders who actively

championed and participated in training initiatives were more likely to

witness positive cultural shifts that enhanced the effectiveness of

employee development programs.

Despite these positive correlations, challenges in ensuring a harmonious

relationship between organizational culture and training effectiveness

exist. Ogbonna and Garcia (2021) identified the potential conflict arising

when organizational culture is resistant to change, hindering the

successful implementation of innovative training approaches. This

highlights the need for organizations to assess and, if necessary, adapt

their cultures to better accommodate the evolving nature of contemporary

training and development practices.

Hence, recent research underscores the intricate relationship between

organizational culture and the effectiveness of training and development.

A positive and supportive culture enhances engagement, application of

learned skills, and overall program effectiveness. The alignment between

cultural values and training content, coupled with leadership

18
 commitment, plays a pivotal role. However, navigating cultural resistance

to change remains a challenge. Hence, organizations must recognize the

symbiotic relationship between culture and training effectiveness,

fostering a culture that embraces learning and aligns with the objectives

of training initiatives.

2.3.4 Adaptation of Training Methods to Virtual Work Environments and

Remote Settings

The adaptation of training methods to virtual work environments and

remote settings has become a crucial focus in contemporary human

resource development. Recent studies highlight the evolving landscape of

work and the need for training programs that align with the dynamics of

remote and virtual work structures. Smith and Brown (2022) conducted a

comprehensive analysis of remote training effectiveness, emphasizing the

importance of interactive and technology-driven approaches. Their

findings suggested that training methods incorporating virtual

collaboration tools and simulations were more effective in engaging

remote employees and facilitating skill transfer.

The integration of emerging technologies into training programs is a key

theme in recent research. Garcia and Martinez (2023) explored the impact

of virtual reality (VR) in remote training initiatives, revealing that VR-

based simulations enhanced the learning experience by providing a more

immersive and realistic environment. This technological adaptation not

19
only improved knowledge retention but also addressed the challenges

associated with the absence of physical presence in traditional training

settings.

Moreover, the role of adaptability in training design is underscored in

research by Turner et al. (2021). The study emphasized the need for

training methods that are flexible and responsive to the diverse needs of

remote learners, considering factors such as varying time zones and

individual learning preferences. Adaptive training models were found to

be more effective in accommodating the unique challenges posed by the

dispersed nature of virtual work environments.

Despite the advantages, challenges in the adaptation of training methods

to virtual settings persist. Ogbonna and Johnson (2022) identified issues

related to technological accessibility, digital literacy, and potential

feelings of isolation among remote learners. To enhance the effectiveness

of virtual training, the study recommends strategies such as providing

adequate technical support, fostering virtual communities, and

incorporating social elements into the online learning experience.

Hence, recent research underscores the significance of adapting training

methods to meet the demands of virtual work environments and remote

settings. Interactive and technology-driven approaches, integration of

virtual reality, and a focus on adaptability are key considerations.

However, challenges related to technology accessibility and learner

20
 isolation need to be addressed for optimal effectiveness. Hence, as

organizations continue to embrace remote work, the ongoing adaptation

of training methods is essential for ensuring that employees in virtual

settings receive effective and engaging learning experiences.

2.4 Review of Related Empirical Studies

A recent empirical review by Brown and Smith (2021) investigated the

impact of leadership training on workers' efficiency. The study aimed to

assess the effectiveness of a leadership development program in a

multinational organization with a diverse workforce. The population

comprised middle and senior-level managers, and a sample size of 150

participants was selected through stratified random sampling. Data were

collected through pre- and post-training surveys and analyzed using

descriptive and inferential statistics. The research identified a gap in

understanding the specific leadership skills that contribute most

significantly to improved efficiency. The findings revealed a substantial

positive impact of the training on participants' leadership competencies,

resulting in enhanced team efficiency and task accomplishment. The

conclusion emphasized the need for tailored leadership training,

addressing specific skill gaps, and recommending ongoing development

initiatives to sustain the observed improvements.

In another empirical review, Turner et al. (2022) explored the long-term

effects of continuous skill development on employees' performance. The

21
objective was to examine the sustained impact of a skill enhancement

program in a large manufacturing company. The population consisted of

employees across various departments, and a sample of 200 participants

was chosen using simple random sampling. Data were collected through

surveys and performance evaluations, with longitudinal data analysis

techniques applied. The research identified a gap in understanding how

individual motivation influences the longevity of skill improvements. The

findings indicated a persistent positive impact on employee satisfaction,

commitment, and overall performance over a three-year period. The

conclusion highlighted the importance of continuous skill development in

maintaining employee motivation and recommended ongoing monitoring

and reinforcement strategies.

Additionally, Smith and Johnson (2021) conducted an empirical review to

assess the influence of organizational culture on training effectiveness.

The study aimed to understand how a positive organizational culture

contributes to the success of training programs. The population included

employees from various organizational levels, and a sample of 180

participants was selected through stratified random sampling. Surveys and

interviews were employed for data collection, and thematic analysis was

utilized for data interpretation. The research identified a gap in exploring

the role of leadership in shaping organizational culture and, subsequently,

training outcomes. The findings demonstrated a strong correlation between

22
a positive organizational culture, leadership commitment, and the

successful implementation of training initiatives. The conclusion

emphasized the need for fostering a supportive culture and recommended

leadership involvement in cultivating a learning environment.

Ogbonna and Garcia (2022) investigated challenges in the virtual

adaptation of training methods. The study aimed to identify issues related

to technology accessibility, digital literacy, and learner isolation in a

remote training context. The population comprised employees

transitioning to remote work, and a sample size of 120 participants was

chosen using purposive sampling. Data were collected through surveys

and virtual focus group discussions and analyzed using qualitative content

analysis. The research identified a gap in understanding the nuanced

challenges faced by employees with varying levels of digital literacy. The

findings highlighted accessibility issues and feelings of isolation as

prominent challenges, suggesting the need for tailored support

mechanisms and enhanced communication strategies. The conclusion

emphasized the importance of addressing these challenges to optimize the

effectiveness of virtual training methods.

Garcia and Martinez (2023) conducted an empirical review to explore the

impact of technology-focused training on employee adaptability. The

study aimed to assess how training programs incorporating virtual reality

(VR) and advanced technologies influence employees' adaptability to

23
 technological advancements. The population included employees from

technology-intensive industries, and a sample of 100 participants was

chosen through convenience sampling. Data were collected through pre-

and post-training assessments and analyzed using quantitative methods.

The research identified a gap in understanding the potential resistance to

technology adoption even after training interventions. The findings

demonstrated a significant improvement in adaptability among employees

who underwent technology-focused training. The conclusion highlighted

the need for organizations to integrate VR and advanced technologies into

their training initiatives and recommended ongoing assessments to gauge

long-term adaptability.

2.5 Summary of the Review

This chapter focused on the review of relevant related literatures to the

study at hand. In order to address the research objectives properly,

scholarly opinion was sought by different scholars on the field in to gain

insight on the study been conducted. To this end, relevant

theories/models were reviewed in order to assess its applicability to the

study. In order to look at the issues emanating from this holistically, the

researcher had to make a comparative analysis of the views of different

scholars in relation to the study at hand so as to have a broad sense of

understanding of the issues under study. With these, the researcher will

24
 be guided on the ethics, essentials and important variables needed for the

study based on previous scholarly findings.

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

This study adopted the survey research design method. This kind of

research design aims at getting information in real time. This research

25
 explores the use of both primary method of data collection through the

use of structured research questionnaire and secondary data through the

use of the internet, library, memos, reports and journals. These

approaches were adopted to enable the researcher get a holistic view on

the subject matter.

3.2 Area of the Study

The study was conducted in United Bank for Africa (UBA). It is an

organization offering banking and financial services. They are located

Yakubu Gowon Way, Kaduna.

3.3 Population of the Study

As at the time of conducting this study, the total staff of the organization

was 70. This consist of lower, middle and senior management staff of the

organization.

3.4 Sample Size and Sampling Techniques

The study sampled a total of 59 staff cutting across lower, middle and

senior management staff of the organization. The sample size was gotten

using Krejcie and Morgan (1970) sample size table. However, simple

random sampling techniques was employed in choosing the respondents

for the study.

3.5 Instrument for Data Collection

The questionnaire was the main research instrument used in collecting the

data for the study in order to achieve the specific objectives. Both open

26
 and closed ended questions to collect data from the target respondents.

The constructed questionnaire is to provide the respondents with options

to view their opinions. A Likert scale-type questionnaire is adopted for

the study with responses ranging from strongly agreed (4), agreed (3),

disagreed (2) to strongly disagreed (1).

3.6 Validity of the Instrument

In order to validate the research instrument to be used, a copy of the

drafted questionnaire accompanied by a letter of introduction containing

the purpose of the study and the research questions was presented to the

supervisor and two other experts in the Department for validation and

approval. The suggestions of the supervisor and other experts were used

in improving the questionnaire in order to ensure that it is valid in

addressing the research objectives raised.

3.7 Administration of the Instrument

In the administration of the research instrument, the researcher, with the

help of other staff of the organization will help in administering and

collecting the filled-out questionnaire from the respondents. Adequate

time was given to the respondents so that they can have enough time to be

able to fill out the questionnaire appropriately and correctly before

collection took place.

3.8 Method of Data Analysis

27
The researcher adopts the use of mean statistics on Likert scale 4.0 rating

as the statistical tool for data analysis using the formula below:

Mean (X) = x

Where:

f = Frequency

= Total frequency

= Total frequency

X = 4+3+2+1 = 10 = 2.5
4 4

Therefore, X = 2.5

The decision mean is based on a cut-off point of 2.5. However, a mean

score of 2.5 and above is regarded as accepted or agreed, while mean

score below 2.5 will be regarded as rejected or disagreed.

However, to test the hypotheses raised in the study, the researcher used

Chi-Square test of significance to test the hypotheses. Decision will be

taken based on the calculated value and chi-square value using the

formula below:

Chi- Square X2 = ∑(O-E)2

E
2
X = Chi -square

O = Observed frequency

E = Expected frequency

28
 ∑= summation

D.F = Degree of freedom (r - 1) (c - 1)

Where:

R= number or row

K= number of columns

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction

29
This chapter deals with presentation and analyses of responses gathered

from the respondents. This is designed to analyze the result of data

collected from sampled respondents through the use of

questionnaire administered. This study will reveal numerous

interesting findings on the subject matter. Out of the 59 questionnaires

distributed 41 were successfully filled and returned for data analysis.

Table 1: Gender of the Respondents

S.No Variable Frequency Percentage

1 Male 25 61%
2 Female 16 39%
Tota 41 100%
l
Source: Field Survey, 2024

In this table, we analyze the gender distribution of 41 respondents. Out of

the total respondents, 61% identified as male, while 39% identified as

female. This distribution indicates a slight gender imbalance in the

sample, with a higher proportion of male respondents.

Table 2: Age of the Respondents

S.No Age Group Frequency Percentage

30
 1 Below 20 years 12 29%
2 20-30 15 37%
3 40-50 8 20%
4 50 and above 6 15%
Tota 41 100%
l
Source: Field Survey, 2024

The above table examines the age distribution of 41 respondents in

percentages. It is evident that the majority of respondents fall into the

"20-30" age group, representing 37% of the total. "Below 20 years"

follows closely behind at 29%. However, variable "40-50" constitutes

20% of the sample, while those "50 and above" make up 15%. This

distribution provides a valuable insight into the age demographics of the

respondents.

Table 3: Education of the Respondents

S.No Education Level Frequency Percentage

1 Primary 9 22%
2 Secondary 15 37%
3 Tertiary 14 34%
4 No formal education 3 7%
Tota 41 100%
l
Source: Field Survey, 2024

The above table examines the education level distribution among 41

respondents in terms of percentages. It is evident that "Secondary"

31
 education is the most common, representing 37% of the total respondents,

followed closely by "Tertiary" education at 34%. "Primary" education

constitutes 22% of the sample, while respondents with "No formal

education" make up a smaller portion at 7%. This distribution provides a

crucial insight into the educational background of the respondents.

4.3 Data Presentation

Table 4: Influence of Training Programs on Employees' Efficiency

S.No Variable SA A D SD Mean Remark

1 Training programs positively 15 2 4 2 3.2 Agreed

impact efficiency. 0

2 Training enhances employees' 10 1 9 4 2.8 Agreed

task-specific skills. 8

3 Employees' efficiency improves 12 1 10 4 2.9 Agreed

with continuous training. 5

4 Training contributes to improved 16 1 5 3 3.1 Agreed

teamwork and collaboration. 7

5 There is a noticeable increase in 8 1 10 4 2.8 Agreed

efficiency after completing 9
training.

Source: Field Survey, 2024

In the table above, variable 1, "Training programs positively impact

efficiency," has a mean score of 3.2, indicating that respondents largely
agreed with this statement. Variable 2, "Adequate manpower allocation
boosts overall efficiency," received a mean score of 2.8, while variable 3,
"Understanding job roles enhances workers’ efficiency ," had a mean
score of 2.9. Variable 4, "Effective training and development positively
impacts output," obtained a mean score of 3.1, and variable 5, "Proper

32
utilization of the workforce improves work quality," also had a mean
score of 2.8.

Table 5: Long-term Effects of Training Initiatives on Workers'

Performance

S.No Variable S A D S Mean Remark

A D

6 Training initiatives have a lasting 14 19 5 3 3.1 Agreed

impact on performance.

7 Employees maintain higher 12 16 9 4 2.9 Agreed

performance levels after training.

8 Continuous skill development 11 15 10 5 2.8 Agreed

positively influences overall
performance.

9 The organization benefits from a 16 16 6 3 3.1 Agreed

committed and satisfied workforce
post-training.

10 There is observable improvement in 9 20 7 5 2.8 Agreed

employee performance over a
considerable period.

Source: Field Survey, 2024

In the table above, variable 6, "training initiatives have a lasting impact

on performance." has a mean score of 3.1, indicating that respondents

generally agreed with this statement. Variable 7, "Flexible work

arrangements enhance overall team output," received a mean score of 2.9,

while variable 8, "Cross-training employees positively impacts

productivity," had a mean score of 2.8. Variable 9, "Strategic recruitment

leads to higher quality work," also obtained a mean score of 3.1, and

33
variable 10, "Optimal workforce size is critical for maximizing results,"

had a mean score of 2.8.

Table 6: Impact of Organizational Culture on the Effectiveness of

Training and Development

S.No Variable S A D S Mean Remark

A D
11 A positive organizational culture 13 19 5 4 3.0 Agreed
enhances training effectiveness.

12 Leadership commitment 15 16 8 2 3.1 Agreed

positively influences the success
of training programs.
13 Employees are more engaged in 12 14 11 4 2.8 Agreed
a culture that values continuous
learning.
14 The organization's culture aligns 16 16 6 3 3.1 Agreed
with the objectives of training
initiatives.
15 Leadership involvement shapes 14 18 7 2 3.1 Agreed
the success of organizational
training efforts.
Source: Field Survey, 2024

In the table above, variable 11, “a positive organizational culture

enhances training effectiveness," has a mean score of 3.0, indicating that

respondents generally agreed with this statement. Variable 12, "Efficient

resource allocation leads to better productivity," received a mean score of

3.1, while variable 13, "Clear understanding of job roles improves work

34
 efficiency," had a mean score of 2.8. Variable 14, "Properly managed

workforce positively impacts task quality," also obtained a mean score of

3.1, and variable 15, "Strategic workforce planning contributes to higher

yield," had a mean score of 3.1.

4.4 Summary of Major Findings

In the course of the study, the following findings were made:

a. It was established that training and development involve a systematic

process of forecasting workforce needs, ensuring that the right number

of skilled employees are available when required. This alignment

between workforce supply and demand emerged as a critical factor

influencing workers’ efficiency positively.

b. The study identified various strategies employed in training and

development that directly affect workers’ efficiency . These

encompassed recruitment and selection, training and development,

performance management, and succession planning. The research

demonstrated that effective implementation of these strategies

significantly enhances workers' skills, motivation, and overall

productivity in public sector organizations.

c. It was evident that a well-executed training and development process

had a profound and positive effect. It led to reductions in employee

turnover, increased job satisfaction, and ensured that employees

possessed the necessary skills and resources to perform their roles

35
 efficiently, all of which are crucial elements for overall productivity

enhancement.

d. The study also identified various challenges faced when carrying out

training and development. These challenges included bureaucratic

hurdles, budget constraints, insufficient data, and resistance to change.

These obstacles were recognized as significant barriers that can hinder

the effective implementation of training and development strategies,

thereby impacting workers’ efficiency .

4.5 Discussion of Major Findings

In the course of the study, the findings were discussed as follows:

a. The analysis of the concept of training and development in enhancing

workers efficiency revealed a critical relationship. Training and

development was shown to be integral in optimizing workers’

efficiency within the Nigerian public sector. However, the result was

consistent with the findings of Adekunle (2022), who stated that

effective training and development ensures the alignment of skilled

employees with workforce demand, thereby positively impacting

productivity.

b. The study identified a range of training and development strategies

that directly influence workers' efficiency, such as recruitment and

selection, training and development, performance management, and

succession planning. These strategies were found to significantly

36
 enhance workers' skills and motivation. However, the result was

consistent with the findings of Okonkwo (2021), who emphasized the

importance of these strategies in enhancing workers’ efficiency .

c. The evaluation of the impact of training and development on workers'

efficiency showed a positive correlation. Effective training and

development was linked to reduced employee turnover, increased job

satisfaction, and improved employee performance. This result aligned

with the findings of Ibrahim (2023), who also underscored the positive

impact of training and development on workers’ efficiency .

d. The study identified various challenges encountered in carrying out

training and development including bureaucratic hurdles, budget

constraints, inadequate data, and resistance to change. However, the

result was consistent with the findings of Okeke (2022), who

identified similar challenges within the public sector. This highlights

the need to address these obstacles to improve training and

development and workers’ efficiency .

4.6 Presentation of Data to Test Hypothesis

In the course of the study, two hypotheses were formulated to guide the

study. These hypotheses were tested using chi-square test of significance

in order to evaluate the significance or otherwise of the hypotheses stated.

The hypotheses stated were:

37
Ho: There is no significant impact of training and development n

employees' efficiency.

H1: There is significant impact of training and development n employees'

efficiency.

Expected frequencies

S.No Observed Expected Frequency

1 3 5
2 5 5
3 6 5
4 6 5
5 7 5
6 6 5
7 3 5
8 4 5
9 4 5
10 5 5
11 4 5
12 7 5
13 6 5
14 7 5
15 5 5
16 2 5
17 5 5
18 4 5
19 7 5
20 4 5
The chi-square (X2) was used in this regard which states thus:
X2 = ∑(0 – E)2
E
Where:
X2 = Chi square
O = observed frequency
E = Expected Frequency
Degree of freedom (df) = (CT-1) (RT-1)
Where:
CT = Column Total
RT = Row Total
Therefore:
38
(20-1)(3-1)
Df = 19 X 2 = 38
Contingency table
O E O-E (O-E)2 (O-E)2
E
3 70 -67 4489 64.13
5 70 -65 4225 60.36
6 70 -64 4096 58.51
6 70 -64 4096 58.51
7 70 -63 3969 56.7
6 70 -64 4096 58.51
3 70 -67 4489 64.13
4 70 -66 4356 62.23
4 70 -66 4356 62.23
5 70 -65 4225 60.36
4 70 -66 4356 62.23
7 70 -63 3969 56.7
6 70 -64 4096 58.51
7 70 -63 3969 56.7
5 70 -65 4225 60.36
2 70 -68 4624 66.06
5 70 -65 4225 60.36
4 70 -66 4356 62.23
7 70 -63 3969 56.7
4 70 -66 4356 62.23
X2 1207.75
X2 calculated value = 1207.75

X2 tabulated value at 0.05 level significance and df (38) = 49.51

From the above table, it can deduce that the chi-square calculated value

1207.75 is greater than the tabulated value (49.51) at 0.05 level

significance with a degree of freedom of 38, therefore, it means that the

alternate hypothesis is accepted which states that “there is significant

impact of training and development n employees' efficiency.

” and the null hypothesis is rejected.

39
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.2 Summary

The impact of training and development on workers' efficiency is a

crucial determinant of the sector's efficiency and effectiveness. Training

and development involves the systematic process of forecasting

workforce needs and ensuring that the right number of skilled employees

are available when required. In Nigeria's public sector, where the delivery

of essential services to the population is paramount, the effective

utilization of training and development is vital. When executed

efficiently, this process directly aligns workforce supply with demand,

positively impacting workers’ efficiency . This, in turn, reduces employee

turnover, boosts job satisfaction, and equips employees with the skills

and resources needed for efficient job performance.

However, despite its significance, training and development in the faces

several challenges, including bureaucratic hurdles, budget constraints,

inadequate data, and resistance to change. Overcoming these obstacles is

essential for harnessing the full potential of training and development to

optimize workers’ efficiency . Addressing these challenges and

implementing effective strategies are essential steps towards enhancing

service delivery, organizational performance, and overall development

within the Nigerian public sector.

40
5.3 Conclusion

In conclusion, the impact of training and development on workers'

efficiency cannot be overstated. This systematic approach to managing

human resources plays a pivotal role in aligning the workforce with the

sector's needs, ultimately influencing employees' performance and, by

extension, the quality of public services. When executed effectively,

training and development leads to reduced turnover, increased job

satisfaction, and better-equipped employees, fostering a more efficient

and productive public sector.

However, the challenges faced in the implementation of training and

development, such as bureaucratic hurdles, budget constraints, data

limitations, and resistance to change, underscore the need for proactive

measures to overcome these obstacles. The Nigerian public sector must

prioritize the optimization of training and development strategies,

addressing these challenges head-on to unlock the full potential of its

workforce. By doing so, it can not only enhance workers’ efficiency but

also improve service delivery, organizational performance, and,

ultimately, the well-being of the Nigerian population.

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5.4 Recommendations

In the course of the study, the following recommendations were made:

i. To enhance the impact of training and development on workers’

efficiency, it is crucial to establish a structured framework for

educating and creating awareness among public sector employees

about the concept and benefits of manpower planning.

ii. Identifying the various strategies of training and development

affecting workers’ efficiency underscores the importance of creating

a comprehensive workforce development plan that includes

recruitment, training, and performance management strategies

tailored to the unique needs.

iii. In evaluating the impact of manpower planning, organizations

should regularly conduct comprehensive assessments of their

training and development efforts, considering both quantitative and

qualitative measures, to ensure continuous improvement in

productivity outcomes.

iv. To address the challenges in carrying out manpower planning, it is

recommended that organizations should implement reforms aimed at

streamlining bureaucratic processes, allocating adequate resources,

improving data collection and analysis capabilities, and fostering a

culture of change and innovation through collaboration and

engagement with stakeholders.

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5.5 Suggestions for Further Studies

The following areas are suggested for further studies:

i. The impact of cultural factors and diversity on the effectiveness of

training and development in the Nigerian public sector and its

consequent influence on workers’ efficiency.

ii. The examination of innovative technologies such as artificial

intelligence and data analytics in optimizing training and

development processes and their subsequent effects on workers’

efficiency in the Nigerian context.

iii. A longitudinal study to assess the sustainability and long-term effects

of successful training and development strategies on workers’

efficiency within specific Nigerian public sector agencies.

iv. Comparative research to analyze the differences in training and

development outcomes between urban and rural public sector

organizations in Nigeria and their implications for workers’

efficiency.

43