Impact of Training and Development on Performance of Organizations

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THE IMPACT OF TRAINING AND DEVELOPMENT ON THE OVERALL PERFORMANCE OF THE ORGANISATION.

A CASE STUDY OF UBA KENYA BANK LIMITED

LIST OF ABBREVIATIONS2
I: INTRODUCTION3
Statement of the problem 3
Rationale of Justification of the study 3
Assumptions of the study 3
Conceptual Framework4
Objectives of the study4
Research Questions 4
II: LITERATURE REVIEW5
Overview of Training 5
Human Capital Management 5
Human Resource Management and Training 6
Training 6
Development Gaps 8
III: RESEARCH DESIGN AND METHODOLOGY 10
Research Design10
Target Population10
Sampling Size and Sampling Procedure10
Source of Data Collection11
Research Instrument11
Analysis of Data 11
REFERENCES13
Appendix A: QUESTIONNAIRE15
APPENDIX B18
SCHEDULED INTERVIEW QUESTIONS FOR UBA STAFF 18

LIST OF ABBREVIATIONS

HCM:Human Capital Management
UBA: United Bank for Africa
SKAC: Skills, Knowledge, Abilities and Competencies
UBA PLCUnited Bank for Africa, Nigeria
DOMOPSDomestic Operations.

: INTRODUCTION

Statement of the problem

It is a well known fact that training enhances SKAC and ultimately worker performance and productivity in organizations (G.A Cole, 2002). Many organizations in Kenya and indeed commercial banks engage in training and development of staff and have departments, units and institutions in charge of training and development. UBA is one such organization that has been practicing training and development. In fact, UBA PLC in Nigeria, the parent company, has established UBA Academy for training and developing HCM needs from time to time. UBA Academy sets a good practice for achieving organizational objectives and improving performance through the development of Staff. However, it appears training in UBA Kenya Bank Limited is unplanned and unsystematic, and a number of its employees such as counter tellers, customer care representatives, branch managers, IT staff and many other category of staffs, have not qualified for any form of training nor is there well defined systematic process of staff development in place. A preliminary insight did show that Management of UBA see the cost incurred in the training staff was rather on the higher side.

The study will be limited as it looks at the role and impact that training and development policies and activities have played in the last two years of UBA Kenya Bank’s life using their Head office Branch at West-lands as the focal point between the years 2009 to 2010. The West-lands office constitutes an important location of UBA Kenya Bank and holds a large population of employees. Accordingly the analysis and conclusions will be based on this time period.

4 Rationale of Justification of the study

It is expected that the study will inform the Management of UBA and other organizations /banks that to increase productivity; there is the need to have and retain well trained and motivated employees. It is also to help develop and maintain a quality work life, which will provide an opportunity for employees‟ job satisfaction and self-actualization. Finally, it is to aid management of UBA Kenya to introduce modern schemes for training and development, to be able to meet the challenges of change in the future.

Assumptions of the study

Based on the research problem outlined and the related questions posed, the following assumptions will guide the study: i. UBA has been involved in training and development activities. ii. The purpose of the training and development activities at UBA is to achieve individual and organizational performance. iii. The policy fashioned to achieve the purpose of training and development is the provision of a coherently structured document for guidance and an improvement in access to training that is consistent with the purpose. iv. Training and development activities at UBA Bank Kenya Limited are however unplanned and unsystematic. Training and development activities...
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