Effect of training on Employees performance in higher institution of learningAuthor(s):
The study focused on the effect of training on employee performance in higher institutions of leaning. The process and procedure of identifying employee skill gap in most organizations pose a big challenge to the Human Resource Department (HRD). Employee training is based on various reasons which could be detrimental to the overall objective of the organization. Thus, adequate consideration should be taken by the HRD when selecting a candidate for training. The ability to manage and work around the challenges faced when carrying out this HR function will ensure a better training objective that will affect the productivity of the employee and the institution. This study therefore, was aimed at identifying the effects of training of employee performance in higher institution of learning with special emphasis on the process and procedure of selecting employee for training. Some objectives were formulated in order to ascertain the extent to which unsystematic approach of employee training affects academic productivity; and to determine the extent to which employee training affects organizational performance. In pursuit of the study, secondary source of data collection are going to be use. A survey research was carried out in Bauchi State University Gadau. The target population used as a sample for this study was senior and junior academic staff of Bauchi State University Gadau. Finally, implications of the findings are discuss in relation to the theoretical, practical and methodological postulations. It is recommended that a mechanism should be created for proper assessment and evaluation of employee performance after training as this will ensure that only employees who require training are sent on training.Pages: 43-46 | Views: 59 | Downloads: 5Download Full Article: Click Here
How to cite this article:
Sambo Abubakar. Effect of training on Employees performance in higher institution of learning. International Journal of Political Science and Governance. 2019; 1(2): 43-46.