Importance of training

Training is the process of building up human resources to meet the needs of an organization. He
stated further that Manpower training includes investment by a society in education, investment
by employers in training employees and investments by individual in time and money in their
own training. Onasanya (2005) defines manpower training as a form of specialized education
aimed at giving the employee a particular or specialized knowledge, skill and attitude which he
must possess to effectively perform in a given position while training is concerned with specific
programmes designed to prepare and groom a worker with particular education and training for
higher responsibilities. Capacity building according to entails investment in human capital,
institutions and practices necessary to enhance human skills, overhaul institutions and improve
procedures and systems.

Halsay (1947) contents that training is the process of aiding employees in their present or future
worth through the development of appropriate habit of thought and action, skills, knowledge and
attitudes. Atiomo (2000), in supporting the foregoing, opines that training is the process of
acquiring knowledge, skills and attitude for the sole purpose of executing a specific or present
job more effectively and efficiently.

One can generally categorize such training as on-the-job or off-the-job: On-the-job training takes
place in a normal working situation, using the actual tools, equipment, documents or materials
that trainees will use when fully trained. On-the-job training has a general reputation as most
effective for vocational work. Off-the job training takes place away from normal work situations
implying that the employee does not count as a directly productive worker while such training
takes place. Off-the-job training has the advantage that it allows people to get away from work
and concentrate more thoroughly on the training itself. This type of training has proven more
effective in inculcating concepts and ideas.
Importance of training

The role and importance of human resources in the long term viability of any business or non-
profit making enterprises cannot be overemphasized. Although, other resources, such as
financial, information, physical are also essential, but human resources are virtually boundless in
the potential impact of the organization.

Enhance effective utilization of resources: Manpower is the basis of all resources use and it is
the indispensable means of converting other resources to man kind’s use and benefits. So how
well we develop and employ human resources skills is fundamental in deciding how much we
will accomplish as a nation. Manpower is the pivot of every human institution. Even in the
developed and industrial nations of the world where the use of machines and technology is at an
advanced stage, manpower is still very essential. Organizations today face many challenges in
the management of their human resources –challenges that ranges from constant changes in
organizational environment, through unmotivated workforce to shortage of skills manpower even
in the face of heavy unemployment syndromes. In the words of what sets most successful
organization apart is how they manage human resources.

Improves organizational performance: Manpower training has been an important variable in

increasing organizational performance. Many researchers showed that manpower training is a
fundamental and effectual instrument in successful accomplishment of the firm's goals and
objectives, resulting in higher performance. Manpower training builds a team that is effective,
efficient and well motivating, thereby enhancing the confidence and self-esteem of employees.
Manpower training creates chances for the promotion of employees to replace those who have
left the organization. Indeed, the benefits of manpower training are innumerable.
(Colombo 2008).

Increases employees capabilities: Ngu (1994) sees training and development to be the process
of behavioural modification or moulding of workers to integrate organizational needs with their
characteristics. Kulkarni (2013) added that training and development aims at developing
competencies such as technical, human, conceptual and managerial for the furtherance of
individual and organization growth. In interpreting the above postulation Onah (2003) maintains
that at the time of technological change and innovation both new and old employees need to be
trained to update their knowledge and skills and keep them abreast of the new development in
the techniques and methods of doing their jobs in order to achieve individual and organizational
objectives.

Improves employee skills and knowledge: Kulkarni (2013) corroborated that the process of
training and development is a continuous one. It is an avenue to acquire more and new
knowledge and develop further the skills and techniques to function effectively. In reassessing
and reviewing the submissions of Mutsotso (2010), as postulated above it shows that training is a
course of action designed to enable the individual to realize his potentials for self-growth and
organizational development.

Motivates employees and enhance career development: Training is necessary to ensure an

adequate supply of staff that is technically and socially competent and capable of career
development into specialist departments or management positions. There is therefore a continual
need for the process of staff development, and training fulfils an important part of this process.
Training should be viewed therefore as an integral part of the process of total quality
management. The problem is Lack of proper training and its impact on employee performance.
This lack of proper training is relationship of intervention variables of salary and job assignment.
This is creating impact on the employee performance and organizational performance.

Improves efficiency and effectiveness in production: In the private sector, the ability to achieve
and sustain competitive advantage lies within the work force. Without exception, what keeps
executives up at night are decisions about human resources that are rather difficult and delicate?
How to select and develop future leaders; how to reward good performance; How to control
Labour costs, while still treating people fairly. Those challenges depend on the pressure
organization face Ngu (1994). There is no doubt that in this advanced age of development and
technological breakthrough, manpower must be developed to meet the challenges of modern
technology. Trained and well-developed manpower is the essential ingredient for efficiency and
effectiveness in any human organization.
Reduces labour turnover: Effective Man power training Programme, according to Holton,
(2000), can result in increased performance, reduces Labour turnover and greater employee
satisfaction. They should include all employees from factory, workers to executives and apply
not only to inexperience workers but also to experienced workers new to the enterprises. They
also note that a Man power training Programme should also include those that are promoted to
higher level jobs and the periodic Man power training of present employees by means of
refresher course.

Improves both employees and organizational performance; Organizations today are forced to
function in a world full of change and under various complications, and it is more important than
ever to have the correct employees at the correct job with the right qualification and experience
in order to survive the surrounding competition. The successful and prosperous future of an
organization is dependent on its skilled, knowledgeable and well experienced workforce
(Mutsotso, 2010). That is why Man power training is a fundamental and effectual instrument in
successful accomplishment of the firm’s goals and objectives. Man power training not only
improves them resourcefully, but also gives them a chance to learn their job virtually and
perform it more competently hence increasing firms` performance.

Encourage self-respect and improves job security; Robbinson and Robbinson (1995)
reiterated that the most significant direct benefits of Man power training and manpower
development are clarity in job duties and responsibility as well as increases in employee’s
competence among others. According to Graham (1987) and Glueck (1982), the reasons and
advantages for embarking on Man power training and manpower development include efficiency
in performance. Similarly, Aina (1992) argues that Man power training enables an employee to
produce efficiently sooner, prepares him for a higher position (advancement), enhances his self-
respect and increases his feeling of security and economic independence among others.

Enhance job satisfaction; also, Mutsotso (2010) maintained that the individual employee gains
from Man power training and manpower development by being able to perform his task well and
gains satisfaction for efficient work. Consistently, Wanyama, (2010) had argued that with Man
power training and manpower development, the organization would recognize the benefits in
efficiency, safety, high quality, enhanced job satisfaction and performance. The duo noted a
direct relationship between investment in Man power training and manpower development of
staff and their attitude to work.

Enhance work quality; Colombo and Stanca (2008), showed that Man power training is a
fundamental and effectual instrument in successful accomplishment of the firm’s goals and
objectives. Man power training design refers to the degree to which the Man power training has
been designed and delivered in such a way that provides trainees the ability to transfer learning
back to the job (Holton, 2000). The author argues that part of transfer design is the degree to
which Man power training instructions match job requirements.

It is observed that investigations directed at building a contingency of transfer-oriented Man

power training intervention design would provide information important for developing Man
power training environments more conducive to positive transfer in terms of performance
effectiveness. Identification of Man power training needs, design and implementation of Man
power training programs, transfer of Man power training, and evaluation of programme benefits
are key activities.

In addition to studying general Man power training variables such as types of Man power
training , selection of trainees, selection criteria, evaluation instruments etc. The success of Man
power training depends on the correct implementation of all steps of the process: previous
analysis of Man power training needs, development and implementation of an adequate Man
power training plan and evaluation. In conclusion Man power training together with other
activities positively affects results and is associated with performance increase and a staff
turnover decrease

It has been observed that some studies reveal that Man power training and manpower
development directly result to job satisfaction and increased performance. This mechanical
assumption is a misplacement of what is sometimes, but not always the case. It evidently
neglects the vital role played by ‘motivation’ as an interviewing variable between the polemics
of Man power training and manpower development and performance.
REFERENCES

Colombo, Emilio & Stanca, Luca (2008) The Impact of Training on Performance: Evidence fiom
a large panel of firms. Available at SSRN

Graham HT (1987). Human Resources Management. London: Pitman.

Glueck WF (1992). Personnel: A Diagnostic Approach. 3rd Edition. Texas: Business

Publications.

Holton, E.F (2000); Large scale Performance Driven Training Needs Assessment, Oublic
Personnel Management, 29(2): 249-67

Kulkarni, P.P. (2013). A Literature Review on Training & Development and Quality of Work
Life. India Malthouse Press Ltd.

Mutsotso S, N (2010) A Research Study on Effect of On-the-Job Training on Organisational

Performance of Commercial Banks in Kakamega Central District, Kakamega: Masinde Muliro
University

Ngu, S.M. (2006). Management Principles and Workers Motivation in Nigeria Zaria,Nigeria;
Gaskiya Corporation Ltd.

Onah, F.O.(2003). Human Resources Management Theory and Practice: Enugu John Jacobs
Classic Publishers Ltd

Robbinson DG, Robbinson JC (1995). Performance Consulting: Moving Beyond Training. San
Francisco: Berrett-Koehler Publishers.

Wanyama, K. W. (2010). A Research Study on Effect of On-the-Job Training on Organizational

Performance of Commercial Banks in Kakamega Central District, Kakamega: Masinde Muliro
University.