TRAINING A TOOL FOR JOB PERFORMANCE IN KWARA STATE OFFICE OF HEAD OF SERVICE, NIGERIA

Abdullahi Alabi, Moshood Olayinka Salahu, Abdul Rauf Ambali, Abdulrahman Yero, Kuranga

Abstract


Training is considered a tool for job performance in any given organization; the Office of Head of Service is one such organization. The level of performance of workers in the Office of Head of Service in Kwara State is below the expectation. That is why this work examined the training programme to improve job performance in the Kwara State Office of Head of the Service. In the process of achieving the objective highlighted, the study adopted qualitative and quantitative methodology as well as the theory of Hierarchy of needs by Abraham Maslow for the explanation of the objectives and research questions. The findings revealed that inadequate training programme affects job performance in the Kwara State Office of Head of Service. It was also discovered that the training is a measure for improving the job performance in the Kwara State Office of Head of Service. Following up on the findings, this study recommends that the government should engage in adequate training and retraining of the skilled officers in the Office of Head of Service in Kwara State. There should also be adequate knowledge for the improvement of the performance of the staff of the Office of Head of Service in Kwara State to improve the level of communication, proper management, and reward system that will promote the process of selecting staff for training in the Kwara State Office of Head of Service.

 

Article visualizations:

Hit counter


Keywords


human resource management, auditing, culture, organization, performance, relevance, growth, employees

Full Text:

PDF

References


Alderfer, C. (2007). Existence, relatedness, and growth: Human needs in organizational settings. New York: Free Press.

Armstrong, U. (2006). A handbook of human resource management practice. Philadelphia: Kogan Ltd.

Armstrong, M. (2009). Armstrong Handbook of Human Resource Management Practice (11th ed.). London (UK) and Philadelphia (USA): Kogan Page Limited.

Asika (2008). Research Methodology in Behavioural Science, Longman: Lagos, Nigeria.

Bateman, T. S. & Snell. S. A. (2004). Management: The new competitive landscape. New York: McGraw Hill.

Bloisi, W. (2007). An introduction to human resources management. Berkshire: McGraw-Hill.

Cole G. A. (2003). Personal and human resources management 5th ed, Continuum London. York Publisher.

Dacholfany, M. I., Khataybeh, A. M., Lewaherilla, N. C., Yusuf, M., Sihombing, H. B. M., & Chang, M. L. (2022). Application of the balanced score card concept as a human resource performance measurement tool at the ministry of higher education in Indonesia. Multicultural education, 8(04), 1-13.

Desler, G. (2005). Human Resource Management (10thed.). New Jersey, United States of America.

Dinham, S. & Scott, C. (2002). A three-domain model of teacher and school executive career satisfaction. Journal of Educational Administration 36(4), 362-378

Evans, L. (2009). Managing to motivate: a guide for school teachers. London: Cassell.

Fielding, R. L. (2006). Employee Motivational Strategies. New York: Academic Press.

Garavan, T. N. (1997). Training, Development, Education and Learning: Different or the Same? Journal of European Industrial Training, 21(2), 39–50. doi:10.1108/03090599710161711.

Glisson, C. V. & Durik, M. (2008). Predictors of job satisfaction and Organizational commitment in human service organization. Administrative Quarterly, 33(1), 61-68.

Hameed, A. and Waheed, A. (2011). Employee development and its effect on employee performance: A conceptual framework, International Journal of Business and Social Science. 2(13), 224-229.

Hucynski, A., & Buchanan, D. (2007). Organizational behavior: An Introductory text. New Jersey: Prentice Hall.

Hung, T. K. (2010). An empirical study of the training evaluation decision-making model to measure training outcome. Journal of Social Behaviour and Personality. 38(1), 87-102.

Ilesanmi, A. O. (2013). Personal Management, 1st edition, Soleme Publication, Lagos, Nigeria.

Ivancevich J. (2004). Organization Behavior and Management 10th ed., London.

Kenny K. (2002). European Group for Organizational Studies (EGOS), Barcelona.

Kwara State Government Policy. (2014). Revised Government Policy.

Maslow, A. (2000). Motivation and Personality. Harper and Row, New York

Mitchell, T. (2002). Motivation: New directions for theory, research, and practice. Academy of Management Review 7(1), 80-88.

Kiviniemi, M. T. Snyder, M. Omoto, A. M. (2002). Too many good things: The effects of multiple motivations on stress. Personality and Social Psychology Bulletin-28: 732-743,

Noe, R. A. (2008). Employee training and development. New York: McGraw-Hill, Inc.

Obisi, C. (2006). Personnel Management. Ibadan: Freeman Production.

Perry, J. L. & Porters, L. R. (2002). The motivational bases of public service. Public Administration Review, 50, 367-373.

Public Service Rules (2006). Printed by Kwara State Government.

Reynolds, J., Caley, L., & Mason R. (2002). How do people learn? London: CIPD.

Saleem, Q., Shahid, M., & Naseem, A. (2011). Degree of influence of training and development on employee’s behavior. International Journal of Computing and Business Research, 1-13.

Sampe, F., Cakranegara, P. A., Yusuf, M., Rahayu, M., & Nasution, R. A. (2022). Employee Performance and Human Resource Protection. Jurnal Ekonomi, 11(03), 1045-1049.

Scott, W. R. (2007). Organizations and organizing: rational, natural and open system perspectives. Stanford: Stanford University Press.

Mubashar, F. & Muhamamd, A. K (2011). Impact of training and feedback on employee performance. Far East Research Centre www.fareast.jurnals.com

Uberku, A. K. (2001). Personnel Management in Nigeria. Ethiope Publishing Press. Benin City.




DOI: http://dx.doi.org/10.46827/ejpss.v7i1.1696

Refbacks

  • There are currently no refbacks.


Copyright (c) 2024 Abdullahi Alabi, Moshood Olayinka Salahu, Abdul Rauf Ambali, Abdulrahman Yero, Kuranga

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017 - 2023. European Journal Of Political Science Studies (ISSN 2601-2766) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.