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EXAMINING THE RELATIONSHIP BETWEEN STAFF TRAINING AND ORGANIZATIONAL EFFECTIVENESS IN CAMEROON

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EXAMINING THE RELATIONSHIP BETWEEN STAFF TRAINING AND  ORGANIZATIONAL EFFECTIVENESS IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Organizational goals evolve in accordance with current realities. However, technology continues to advance, making customers more discerning and aware of their rights when demanding products and services from organizations. Consequently, organizations adapt their products and services to meet customer preferences. These factors contribute to the growing need for highly skilled workers. According to Okotoni and Erero (2019), the significance of training becomes more apparent due to the increasing complexity of the work environment, the quick changes in organizations, and advancements in technology, among other factors. Staff training is essential for ensuring that employees in an organization have the necessary knowledge and abilities to effectively carry out their job obligations, take on additional roles, and adjust to evolving circumstances. In order to effectively compete, organizations of all sizes must cater to the needs, interests, and desires of their employees within the workplace, in order to acquire their loyalty, devotion, involvement, and commitment. While there are several variables, including finance, material, and manpower, that contribute to the production of goods and services in an organization, human resources have been identified as the most crucial aspect among them. Without skilled and trained personnel, no task can be accomplished, even with the availability of funds, resources, and machinery. Human resources are the most significant and fundamental asset of an organization. On the other hand, human resources that have received intellectual and emotional training thereafter facilitate the development of all other interdependent components of the organisation to its predefined level. Additionally, many organizations view training as the remedy or appropriate treatment for the various instances of poor performance and productivity issues identified in both employees and the organization as a whole. Regrettably, there exist additional issues in personnel management that might result in the same performance and productivity issues as those caused by a lack of skills and knowledge. Decenzo and Robbins (2020) have cautioned that insufficient salaries, inadequate supervision, inadequate employee benefits, or deficient physical work layout can render employee training ineffective in improving organizational effectiveness. This is because inadequate performance and effectiveness is caused by conditions that cannot be remedied through training. In addition, organizations in both the public and commercial sectors, irrespective of their sizes or styles, consider training and development to be crucial for the growth and prosperity of their respective businesses (Noe, 2020). However, several organizations take a deliberate and forward-thinking approach to staff development in order to enhance the potential of their employees within the company. Therefore, a survey will be conducted in order to examine the relationship between staff training and organizational effectiveness in Cameroon.

1.2 Statement of the Problem

Most organizational plans focus extensively on investing in physical and material resources, often neglecting the crucial aspect of investing in human capital, which is essential for the prudent management of such resources. However, not all organizations recognize the importance of well-defined and continuous training programs for their staff to enhance their performance and the effectiveness of the organization. Despite  training needs are acknowledged, considerable time and money are often allocated, yet the execution of such programs tends to be inadequate, disorganized, or unbalanced in terms of content and participation (Sahinidis and Bouris, 2019). Moreover, these initiatives are frequently based on a flawed assessment of the organization's training requirements. Furthermore, management impedes the enthusiasm for training employees by failing to acknowledge staff members who have acquired additional skills and knowledge, particularly concerning promotions and other benefits. Consequently, when training does take place, staff deployment and job expansion occur without sufficient consideration for the skills acquired by the staff, resulting in personnel frustration and diminished morale among other employees regarding further training opportunities (Monappa & Saiyadain, 2018). This lax approach by management towards staff training has led to a gradual decline in the workforce's ability and effectiveness to confront the challenges arising from evolving societal dynamics, ongoing demands for social change, and the need for organization satisfaction. Thus, it is in the light of these that the study seeks to examine the relationship between staff training and organizational effectiveness in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is examine the relationship between staff training and organizational effectiveness in Cameroon. Specifically, the study will;

1.Determine whether there is a significant relationship between staff training  and  organizational effectiveness in Cameroon

2.Investigate the impact of staff training on organizational performance in Cameroon.

3.Evaluate the impact of training and development programs on employee job satisfaction in Cameroon.

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between taff training  and  organizational effectiveness in Cameroon?

What is the impact of staff training on organizational performance in Cameroon?

What impact does training and development programs on employee job satisfaction in Cameroon?

1.5 Research Hypotheses

Ho:  There is no significant relationship between staff training and organizational effectiveness in Cameroon.

Ha: There is a significant relationship between staff training and organizational effectiveness in Cameroon.

1.6 Significance of the Study

The results of this study will assist organizations in Cameroon in efficiently distributing resources towards training and development programmes that can promote employee happiness, resulting in increased productivity and performance. Furthermore, the knowledge acquired from this research will aid in the development of policies and programmes that aim to create a more favourable work atmosphere in Cameroon's manufacturing industry, thereby enhancing job satisfaction and the well-being of employees. Furthermore, future scholars will utilize it as a comprehensive evaluation of existing work. Consequently, future students interested in researching this field will be able to utilize this work as existing material that can be critically evaluated. Without exception, the result of the study contributes immensely to the body of academic knowledge with regard to the relationship between staff training and organizational effectiveness in Cameroon.

1.7 Scope of the study

The scope of this study is to examine the relationship between staff training and organizational effectiveness in Cameroon. Empirically, this study will determine whether there is a significant relationship between staff training  and  organizational effectiveness in Cameroon, investigate the impact of staff training on organizational performance in Cameroon and evaluate the impact of training and development programs on employee job satisfaction in Cameroon. Geographically, the study will be delimited to employees of some selected organization in Cameroon

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Staff training: the tutoring or learning processes carried out for the major aim of assisting workers of a company to obtain and utilize the skills, knowledge and behavior required by that organization (Monappa & Saiyadain, 2018)

Employees: an individual employed by an organization and is entitled to salary or wages.

Training: skill enhancing programmes organized for workers. It is one method of improving performance. It is mostly defined as learning and involves that which is basically related to job performance.

Development: is the process of growth, advancement, or progress, often in a specific area such as personal, professional, or societal development.

Job satisfaction:  is the extent to which an individual feels content and fulfilled in their work.


This material content is developed to serve as a GUIDE for students to conduct academic research



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