Effect of Staff Training and Development on Organizational Performance: Evidence from Nigerian Bottling Company

Abstract

This paper examines the effect of staff training and development on
organisational performance with particular reference to Nigeria
Bottling Company. The study describes the concept of training and
development, types of training and management development
programs, factors that can help to improve employee productivity at
work place, roles of staff training and development in an
organization, whytrainingfail in organisations, benefits of training
and development, implication of training and development to
management efficiency in Nigeria . The research adopted survey
research design in gathering data with the use of the questionnaire.
Therefore, population of this study is the entire staff of Nigerian
Bottling Company Plc. The. A sample size of 120 was taken from the
population, in which 116 (96.7%) questionnaires were retrieved for
the study, using regression analyses, three hypotheses were tested.
The research findings from research hypothesis one shows that staff
training and development has a significant positive and strong
relationship with Organisational Productivity, (r =.843; P<0.05). The
findings indicate that Organisational Productivity is subject to staff
training and development. Hypothesis two shows the value of R is
0.779 which is the correlation between observed and predicted
values of the dependent variables, the coefficient of determination
(R2) value of 0.607 shows that the explanatory variables accounted
for 60.7% of staff salary, while the remaining 39.3% is explained by
other exogenous variables that are excluded in the model, the
calculated t-statistics for the parameter estimate of SS (t = 9.550),
p< 0.05 is greater than tabulated t statistics (1.330) at 0.05 level of
significance. Therefore, alternative hypothesis (H1) is accepted, while
H0 is rejected. This shows that prompt payment of staff salary has
significant impact on staff performance. Also with the value of R in
the model it shows that there is significant relationship between
dependent variable and independent variables at 0.05 level of
significant (r = .779, sig. 0.000 p < 0.05). The beta coefficient of SS in  the estimated regression line shows, 0.779 which implies that 77.9%
significant relationship exist between SS and SP. Hypothesis three
shows the value of R is 0.960 which is the correlation between
observed and predicted values of the dependent variables, the
coefficient of determination (R2) value of 0.922 shows that the
explanatory variables accounted for 92.2% of staff job salary, while
the remaining 7.8% performance is explained by other exogenous
variables that are excluded in the model, the calculated t-statistics
for the parameter estimate of SJS (t = 15.730), p< 0.05 is greater
than tabulated t statistics (1.330) at 0.05 level of significance.
Therefore, alternative hypothesis (H1) is accepted, while H0 is
rejected. This shows that staff job security has no significant impact
on organisational performance. Also with the value of R in the model
it shows that there is significant relationship between dependent
variable and independent variables at 0.05 level of significant (r =
.960, sig. 0.000 p < 0.05). It was concluded that majority of the
organization do not pay their staff salary as at when due; and some
of the organizations do not take cognizant of the impact of the
existence of job security to the performance of staff. It was
recommended that there should be welfare package well design for
the welfare of the staff in order to encourage them to contribute
maximally towards the organisational growth and development; and
staff salary should be paid as at when due so as to encourage
hardworking