Training and Development Practices and Employees’ Performance in Selected Manufacturing Companies in Nigeria
Managing workforce diversity in manufacturing organisations has been a problem all over the world including Nigeria. Manufacturing organisations in Nigeria continue to experience occasional drop in performance due to employees’ apathy and non-challant attitudes as a result of high level of dissatisfaction caused by inadequate attention to training and development practices. This study assessed the relationships between training and development practices and employees’ performance in selected manufacturing companies in Nigeria. A cross sectional survey research design was employed, and out of the 1,568 copies of questionnaire that were administered proportionally in the selected manufacturing companies, 1,153 copies were retrieved and found useful. Data were analysed using descriptive statistics and the hypotheses were tested using Analysis of Variance (ANOVA). The results of the findings show f-statistics of 223.717 and so, there is a significant relationship between training and development practices and employees’ performance among Nigerians working in the selected manufacturing companies. Also, f-statistics of 244.391 shows a significant relationship between training and development practices and employees’ performance among other nationals in the selected MNCs. The study concluded that there are significant relationships between training and development practices and employees’ performance in selected manufacturing MNCs in Nigeria.
Alase, P. O., Taiwo, S., & Ogbechi, A. D. (2020). Intercultural human resource management practices and employees’ satisfaction in food and beverage MNCs in Nigeria. International Journal of Scientific Research and Engineering Development, 3(3), 714-734.
Alinno, F. & Igwe, N. (2017). Proactive human resource management practice and the performance of the privatised organisations: Evidence from selected Nigerian organisations. European Journal of Business and Social Sciences, 6(1), 77-98.
Armstrong, M. (2006). Handbook of human resource management practice. (10th ed.). UK: Kogan Page.
Barney, J. (1991). Looking inside for competitive advantage. Academy of Management Executive, 9(4), 49-61.
Bathke, A. (2004). The anova f-test can still be used in some balanced designs with unequal variances and non-normal data. Journal of Statistics Planning Inference, 2 413-422. MR2088750.
Bayraktaroglu, S. & Cickusic, E. (2014). Impact of training and development on employee performance in Bosnia and Haerzgovina. European researcher, 89, 2125-2132.
Bhatti, H., Awan, M., & Rasaq, Z. (2013). The key performance indicators (KPIs) and their impact on overall organisational performance. Springer Science.
Demo, G., Neiva, E., Nunes, I., & Rozzett, K. (2012). Human resource management practice policies and practice scale (HRMPPS): Exploratory and Confirmatory Factor Analysis, Brazilian Administration Review, 9(4).
Elnaga, A. & Imran, A. (2013). The effects of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
Etikan, I., Musa, A., & Alkassim, R. S. (2016). Comparison of convenience sampling and purposive sampling. American Journal of Theoretical and Applied Statistics, 5(1), 1-4.
Ezejiofor, R., Nwakoby, N., & Okoye, J. (2015). Appraisal of human resource management practice in a performance of Nigerian business organisations. International Journal of Advanced Research, 3(10), 922-928.
Faiza, T. A. & Nazir, F. S. (2015). Capacity building boost employee performance. Industrial and Commercial Training, 47(2), 61- 66.
Fatile, J.O., Afegbua, S. I., & Etim, E. (2020). Talent management and public sector performance: An assessment of Lagos State ministry of education, Nigeria. The Journal of Social Sciences Research, 6(9), 845-855.
Howell, D. D. (1992). Statistical methods for psychology. (3rd ed.). Boston: PWS-Kent
Ibojo, B. & Asabi, O. (2014). Compensation management and employees’ performance in the manufacturing sector. A case study of a reputable organisation in the food and Beverage Industry. International Journal of Management Studies and Research, 2(9), 108-117.
Idubor, E. E. & Oisamoje, M. D. (2013). An exploration of health and safety management issues in Nigeria’s efforts to industrialize. European Scientific Journal, 9(12), 154-169.
Ihionkhan, P. & Aigbomian, E. (2014). The influence of human resource management practices on organisational commitment: A study of manufacturing organisations in Nigeria. Indian Journal of Commerce & Management Studies, V(1), 18-28.
Inuwa, M. (2016). Job satisfaction and employee performance: an empirical approach. The Millennium University Journal, 1(1), 90-103.
Izuogu, S. A., Modo, I.V., & Onyekwere, I. A. (2018). Training and development contributions to technological transfer among Nigerian employees using a study of Saipem contracting Nigeria limited. Journal of Resources Development and Management, 51, 2018.
Lee, F. & Wu, W. (2011). Moderating effects of technology acceptance perspectives on e-service quality formation: Evidence from airline websites in Taiwan. Expert Systems with Applications, 38(6), 7766-7773.
Liao, C. W., Lu, C. Y., Huang, C. K., & Chiang, T. L. (2012). Work values, work attitude and job performance of green energy industry employees in Taiwan. African Journal of Business Management, 6(15), 5299-5318.
Mahadevan, A. & Yap, M. H. (2019). Impact of training methods on employee performance in a direct selling organization, Malaysia. IOSR Journal of Business and Management (IOSR-JBM), 21(10), 7-14.
Moers. (2015). The influence of cross-cultural management practices on organisational performance: a study of multinational corporations in Nairobi. Electronics Ms Thesis, Strathmore University, Nairobi. Available at: http://su-plus.strathmore.edu/handle/11011/5582.
Mowday, R.T., Porter, L.W., & Steers, R. M. (2013). Employee organisation linkages: The psychology of commitment, absenteeism, and turnover. Academic Press
Muda, I., Rafiki, A., & Harahap, M. R. (2014). Factors influencing employee’s performance: A study on the Islamic Banks in Indonesia. International Journal of Business and Social Science, 5(2), 73-79.
Myloni, B., Harzing, A., & Mirza, H. (2004). Host country specific factors and the transfer of human resource management practices in multinational corporations. International Journal of Manpower, 25(6), 1-29.
Nigerian Stock Exchange Fact Book. (2020). Report.
Nunally, J. C. & Bernstein, I. R. (1994). Psychometric theory. New York: McGraw-Hill.
Oladipo, J. & Abdulkadir, D. (2011). Strategic human resource management practice and organisational performance in the Nigerian manufacturing sector: An empirical investigation. International Journal of Business and Management, 6(9), 46-56.
Onyema, E. O. (2014). Assessing the relationship between human resource management practice and employee job satisfaction. A case study of a food and Beverage Company. Journal of Business Administration Research, 3(1), 71-81.
Osundina, J. (2014). Working capital management and profitability: Evidence from quoted food and beverages’ manufacturing firms. Research Journal of Finance and Accounting, 2(3), 10-21.
Perera, G.D.N. (2019). Occupational and health and safety practices and job performance: Role of job satisfaction. Sri Lankan Journal of HRM, 9(1), 1-10.
Richard (2009). Measuring Organisational performance: Towards methodological best practice. Journal of Management.
Riyadh, M., Zaman, S., & Hassan, M. (2015). Impact of culture on human resource management practices: a comparative study between foreign Multinational Corporations and South Asian Companies in South Asia. Journal of Business and Management, 17(6), 46-61.
Teeche, D. J., Pinsno, G., & Shuen, A. (1991). Dynamic capabilities and strategic management. Working Paper, Centre for Research in Management, Berkley, Teece DJ.
Wexley, K. & Latham, G. (2002). Developing and training human resource in organisation. Englewood Cliffs: NJ: Prentice Hall.
Copyright (c) 2021 International Journal of Engineering and Management Research
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.