Effects of Training and Development on Employees’ Performance in the Ministry of Niger Delta Development Abuja

Ambrose, N.O. and Abdul Hamidu, A. (2023). Effects of Training and Development on Employees’ Performance in the Ministry of Niger Delta Development Abuja. Zamfara International Journal of Humanities, (2)2, 1-11. www.doi.org/10.36349/zamijoh.2023.v02i02.001.

Effects of Training and Development on Employees’ Performance in the Ministry of Niger Delta Development Abuja

By

Nwokeleme Onyebuchi Ambrose
Department of Public Administration
Nasarawa State University, Keffi
Email: onwokeleme@gmail.com
08035544735

And

Abdul Hamidu Abdullahi PhD
Department of Local Government and Development Studies
Faculty of Administration
Ahmadu Bello University, Zaria, Nigeria
Email: aabdulhamidu@abu.edu.ng

Abstract

This study examines the effects of training and development initiatives on employee performance in the Ministry of Niger Delta Development, Abuja, Nigeria. Given its crucial role in driving socio-economic progress in the Niger Delta region, the Ministry's efficacy rests heavily on its workforce's competence. To explore the correlation between training, development, and employee performance; this research employed a survey-based approach is ascertain the relationship, a questionnaire was distributed among employees and management personnel of the Ministry to gather primary data. The data collected were analysed using descriptive statistical methods. The underpinning theoretical framework was the Human Capital Theory. The findings revealed that training and development exert a positive influence on the performance of MNDD employees. Furthermore, it was found that training and development initiatives enhanced comprehension of job responsibilities, roles, and pertinent policies in MNDD. As a recommendation, the study suggested the formulation of specialized training schemes aimed at augmenting employees' understanding of their distinct job responsibilities, roles, and pertinent Ministry policies.

Keywords: Competence, Employee, Job Responsibility, Niger Delta Development, Performance, Training and Development

Introduction

The concept of training and development has evolved into a universally acknowledged and embraced phenomenon within the realm of organizational dynamics. This recognition is rooted in its intrinsic attributes, such as objectivity, strategic positioning, and the direct and tangible contributions it makes towards the attainment of organisational goals and objectives. Training and development encompass the systematic process of equipping individuals with the essential triad of knowledge, skills, and abilities (KSA) required to proficiently undertake specific tasks or activities, thereby resulting in a measurable enhancement of overall performance levels. As such, the multifaceted advantages stemming from training and development reverberate positively for both employers and employees alike.

Corporations recognize the pivotal role of employee performance in achieving strategic goals amid evolving professional landscapes. Implementing well-designed training programs has become essential for enhancing employee skills and steering the organization toward success. A notable example is the Ministry of Niger Delta Affairs in Abuja, tasked with addressing socio-economic challenges in the Niger Delta region of Nigeria. Here, the connection between training and development initiatives significantly boosts employee performance within the ministry's operational framework.

The imperative of training is an indispensable prerequisite to ensuring a reservoir of employees amply endowed with both technical adeptness and adeptness in interpersonal dynamics. Mullins (2007) corroborates this standpoint, emphasizing that training is the crucible in which competencies crucial for departmental as well as managerial roles are forged. In consonance with Heathfield's assertion in 2012, the judicious orchestration of appropriate employee training, coupled with astute investments in their developmental journey, yields substantial dividends for the organisation. These dividends encompass but are not restricted to heightened productivity, knowledge enrichment, augmented allegiance, and amplified contributions to the organisational tapestry. The binary notions of training and development diverge in their orientations—while training epitomizes the organisational impetus to cultivate learning among its workforce, development assumes a broader mantle that extends the contours of an individual's skill set in anticipation of future responsibilities, as posited by George and Scott in 2012.

In a fiercely competitive environment, a company's ability to stay in business depends on how well it can use its human capital to turn its employees into sources of creativity, innovation, and invention. This transformative prowess, in turn, invariably cascades into tangible enhancements in performance metrics, thereby conferring a sustainable edge of competitive advantage. In this way, training becomes an important part of human resource management. It acts as a potent crucible for improving employees' skills, knowledge, and overall abilities, which leads to a better ability to run operations more efficiently.

In the contemporary work environment, employee performance plays a pivotal role in organisational success and growth. Training and development initiatives have emerged as crucial tools for enhancing employee capabilities and skills, thereby influencing their overall performance within the organisation. In the context of the Ministry of Niger Delta Affairs, a governmental entity responsible for the development of the Niger Delta region, the effectiveness of training and development programmes in fostering improved employee performance is of paramount importance.

Statement of the Problem

Over the years, the Ministry of Niger Delta Development has allocated a huge sum of money in its budgetary allocation towards training staff to perform their job functions effectively. Despite that, the ministry is still confronted with challenges in the area of effective performance. Past studies such as Ndibe (2014), Ahsan, Shahadat, and David (2016), Enyioko and Ikoro (2017), Janes (2018), Ogbu and Osanaiye (2017), Edeh and Nwaji (2017), and Cross (2018) studied the variables using various organisations, but none of the studies reviewed used the Ministry of Niger Delta Development to address the variables.

This study examines the effect of training and development on employee performance in Ministry of Niger Delta Development Abuja.

Objectives of the Study

i.        To determine the effect of training and development on the quality of work by the employees of MNDD and

ii.      To evaluate the effect of training and development on the job knowledge of employees in the MNDD.

Research questions

i.        To what extent has training and development influenced the performance of the employees in MNDD?;

ii.      How has training and development facilitated increases in employees’ understanding of job roles, responsibilities and relevant policies in MNDD?

Basic assumptions or propositions

i.        Training and development do not influence the higher performance of employees of MNDD;

ii.      Training and development do not facilitate increases in employees’ understanding of the job roles, responsibilities and relevant policies in MNDD

Literature Review and Conceptual Clarifications

Training and Development

Training and development are complementary concepts. While training is concerned with the employees’ current job and helps to develop capabilities, skills, and dexterity needed in executing jobs, development focuses on moulding employees’ attitudes, behaviour, and features that define the approach to work, to perform tasks effectively (Nwali and Adekunle, 2021). Training and development are ways of gaining new knowledge and abilities for completing a task or duty at the workplace (Iyayi, 2007).

Training and development deal with acquiring knowledge, understanding techniques, and being proactive. It is one of the imperatives of human resource management to improve employees' performance at individual, collegial, and organisational levels. Training and development are quick predictors that influence efficiency and employee productivity (Tahir, Yousafzai, Jan, and Hashim, 2014). Training should be a powerful tool to facilitate an organisation's expansion and capabilities, thus enhancing profitability (Cosh, Ducan, and Hughes, 1998).

Training and development is a function within Human Resources management used to fill the gaps between current and expected performance (Elnaga & Imran, 2013). According to Nassazi (2013), training is an "organised activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill." Training is a set of planned and systematic activities that are focused on enhancing the level of skills, knowledge, and competency (Nassazi, 2013). Training and development teach employees how to effectively accomplish their current and future jobs. The current job focuses on training, while development prepares employees for future job performance. Therefore, training and development are helpful for the organisation's performance and effectiveness and its employee’s productivity. Without training and development, the organisation cannot achieve its strategic goals, mission, and effectiveness (Karim, Choudhury, & Latif, 2019). Training is an essential tool to enhance employees' performance and increase the organisation's worth.

Employee Performance

According to Pawar (2019), the main indicator of an employee's performance is the amount of output they produce, which focuses on both quality and quantity. According to Aima et al. (2017), work performance is the result of an individual’s or group’s quality and quantity of work achieved in an organisation by performing its jobs. To improve the performance of employees, management must have a systematic process for connecting actual performance with the expected outcome. Waiyaki (2017) stated that work performance is described as a contribution from employees with various behaviour that results in either a positive or negative impact on the success of an organisation. Hence, it can be concluded that employees’ performance is the indicator by which the level of quality, quantity, and behaviour of the employee’s work is judged, which needs to align with the desired goal of the organisation.

Employee performance plays a significant role in the overall performance and growth of organisation. In the public sector, according to Alfandi (2020), employees’ performance is one of the most significant aspects of efforts that influence the success of the Ministry. Therefore, managers must keep track of employee performance to make sure it will produce the maximal output necessary to achieve the desired goals. Performance can benefit not only the succession of the organisation but also the employees. A high level of employee performance may create opportunities for employees to earn higher incentives and achievements, which subsequently results in improved welfare (Simamora et al., 2019).

An employee is expected to perform some functions, which created the gap for recruitment in the first place. Zuheir (2018) postulated that performance incorporates the resulting outcomes of the actions of employees based on their expertise and skills. Employee performance, according to Aborampah (2015), is the enhancement of the knowledge, skills, and abilities acquired by employees so that they can perform their duties to achieve organisational goals. To ensure an employee's optimal performance in his or her work schedule, certain measures must be put in place to track the performance level.

Ministry of Niger Delta Development

The Ministry of Niger Delta Development (MNDD) was created on September 10, 2008, to promote and coordinate policies for the development, peace, and security of Niger Delta Region. MNDD is to serve as the primary vehicle for the execution of the government’s plans and programmes for the rapid socio-economic development of the region. It is also expected to formulate and execute plans, programmes, and other initiatives, as well as coordinate the activities of agencies, communities, donors, and other relevant stakeholders involved in the development of the Niger Delta Region. Ondo State Government is collaborating with MNDA to alleviate poverty amongst the people of the region in the state. Also, Ondo State Government, in collaboration with MNDD, successfully hosted the 2^nd National Council Meeting on the Niger Delta in Akure in 2017, where different stakeholders across Niger Development Region were in attendance.

The Ministry serves as the primary agency responsible for coordinating and facilitating the sustainable development of the Niger Delta region. The region is endowed with significant natural resources and holds immense potential for economic growth and social progress. As such, the ministry must have a motivated workforce that is dedicated, innovative, and capable of delivering impactful results

Effect of Training and Development on Employee Performance in MNDD

Employee training is crucial for performance improvement and increased productivity, positioning MNDD competitively. Literature highlights the impact of training on employee performance, either focusing on individual or overall organizational outcomes. Wright and Geroy (2001) emphasize that effective training not only enhances current job performance but also develops competencies for future roles, contributing to superior organizational performance. Previous research confirms that training positively influences employees' knowledge, skills, abilities, and behaviours, bridging performance gaps (Swart et al., 2005). Continuous training is essential, as employees must adapt to evolving job requirements, necessitating proactive policies for skill and performance development.

Empirical Review of the Previous Studies

Mahadevan and Yap (2019) examine the impact of on-the-job and off-the-job training on employee performance. The researcher adopted a positivist research philosophy and collected quantitative primary data through a survey questionnaire. The questionnaire was designed based on various types of on-the-job and off-the-job training methods. The census method was adopted to collect data, as the researcher distributed the questionnaire to all 162 employees in the target population, providing an equal chance for all to participate in the study. 136 responses were returned; however, only 124 were accepted, as the remaining were found to be incomplete. The collected data were analysed using SPSS software to get the regression values. The result shows both on-the-job and off-the-job training achieve standardized coefficient beta values of 0.370 and 0.546, respectively, with a significant value of 0.000, which concludes the outcome of the research that on-the-job and off-the-job training have a positive and significant impact on employee performance.

Khuselwa, Baphiwe, Melanie, and Tatenda (2022) investigate whether coaching and mentoring could capacitate municipal employees whose performance appraisal reveals a lack of skills to provide essential services. A cross-sectional research design was adopted to conduct a survey. The target population comprised 265 municipal employees, and a stratified random sample of 115 employees completed a questionnaire. The employees held positions as general managers, general assistants, and administrators, with varied years of experience. Cronbach’s Alpha indicated an overall high 0.8 questionnaire reliability score. Using a quantitative method, responses from municipal employees were collected to examine their perceptions of the influence of training and development on employee performance and service delivery. The results indicated that training and development were more likely to improve employee performance. Furthermore, the results showed that trained employees were more likely to improve service delivery. In particular, coaching and mentoring could be used to improve performance. Therefore, the study found that the municipality was not providing employees with relevant training and development to enable them to address poor service delivery. Finally, the study recommends that the municipality invest in training and development to enrich employees with new skills and knowledge and improve the quality of service delivery.

Mohammed, Danjuma, and John (2022) assessed the impact of training and development on employees’ productivity, identified the relationship therein, and suggested how business organisations can enhance the productivity of their workforce to meet the challenges of the 21^st century. The conceptual literature review approach was adopted in this project, which involves critically reviewing articles, periodicals, and books published in English between the years 2000 and 2020 with the view of synthesizing information on training and development on employees’ productivity’ based on the analysis of existing studies. The study reveals that employees who are trained are likely to be more skilled, competent, and proficient in performing their jobs than employees who are not trained. Training and development programmes are aimed at upgrading both employee and organisational productivity. It is a process of continuous learning that provides a conducive environment for employees to gain various knowledge and skills (personal, technical, and professional) and keeps them on the right track towards the achievement of the organisational mission, vision, and goals. It was concluded that training and development have a positive impact on employee productivity, and organisations should lay emphasis on and embark on effective training and development of their employees to increase their productivity and gain a competitive edge over competitors. Implications for future research may include moderating variables such as age, teamwork, lifestyle, and level of education.

Abdullahi, Gwadabe, and Ibrahim (2018) investigate the perceived effect of training and development on employee productivity among academic staff at Kano State Polytechnic, Nigeria. This study is quantitative, and a causal research design was used in the study. A sample size of two hundred and thirty-three (233) respondents was randomly selected out of five hundred and ninety (590) academic staff that serve as the population of the study. A closed-ended questionnaire with the Likert Scale option was used as the method of data collection, while multiple regression analysis was used to test the hypothesis under study through Statistical Package for Social Science (SPSS) software version 21. This study hypothesized that there is a positive and significant effect of training and development on employee productivity. The result of the study revealed that training method, training design, and training delivery style have a significant and positive effect on employee productivity among academic staff at Kano State Polytechnic, Nigeria. This paper ends by offering useful suggestions to the management involved in the operations of the institution. Therefore, the contribution of this study is that it provokes insight amongst owners, managers, policymakers, and scholars on how organisational training and development practises could be enhanced to improve organisational effectiveness and retain human capital. This study recommends that management should not relent in their quest to train their staff to develop new ideas that will keep improving and retaining the employee’s productivity, and the Tertiary Education Trust Fund (TETFUND) should improve on its training policy in its entirety because in recent times academics are being faced with innovations and technological development to meet the changing trends and developments or circumstances.

Theoretical Framework: The Human Capital Theory

The theory that guides this study is the Human Capital Theory. Human Capital Theory, developed by Smith (1776) and re-invigorated by Schultz (1961), postulates that education and training are a form of investment in human beings. The underlying belief then was that education created assets in the form of knowledge and skills, which in turn increased the productivity of employees. Schultz (1961) argued that skilled human resources have been able to acquire these skills as a result of staff development programmes or investment in existing human resources through appropriate on-the-job training both within and outside the organisation, for example, seminars, workshops, and conferences, and by creating a conducive environment through appropriate welfare care like promotion.

Just as individuals invest in education and training to improve their skills and capabilities, organisations like the Ministry can invest in training programmes to enhance employees' competencies. By offering relevant and targeted training opportunities, employees can acquire new skills, knowledge, and perspectives, making them more effective in their roles.

According to human capital theory, employees who receive training and development opportunities become more productive due to the improved skills and knowledge they acquire. In the context of the Ministry, this could mean that employees who participate in training programmes related to their roles (such as project management, policy analysis, or stakeholder engagement) are likely to perform their tasks more efficiently and effectively.

Human capital theory suggests that employees who feel their development is being invested in by the organisation are more likely to stay loyal and committed. By offering training and development opportunities, the Ministry can foster a culture of continuous learning and growth, leading to increased employee satisfaction and decreased turnover rates.

Applying human capital theory to the Ministry of Niger Delta Developments' approach to training and development can provide a comprehensive framework for understanding how investing in employees' skills and knowledge can lead to improved performance, enhanced organisational outcomes, and broader societal impacts. By recognizing employees as valuable assets and making strategic investments in their development, the Ministry can contribute to the sustainable development of the Niger Delta region.

Methodology

The study adopted a survey research design as a tool for solving the research problem. The population for this study is 1,354 workers of the Ministry, according to a report in 2020. A convenience random sampling technique was adopted to select who completed the questionnaire. In determining the sample size, a formula that uses the normal approximation with a 95% confidence level and 5% error was adopted. This is Yamane (1967) sampling formula defined as

            n = N/1 + N (e)²

Where

N= population size (1,354 in this study)

e= error term or critical level of significance (specified in this study as 0.02)

1= constant

n = sample to be chosen (computed by the author in this study as 308)

In data collection, only primary data were generated. A structured questionnaire was designed and administered to the entire sample - employees. It is designed on a five (5) point Likert-type scale.

Rank correlation analysis was employed to ascertain the strength of the relationship between training and development and employees’ performance in MNDD the statistical tool used is useful where a correlation is assumed to exist between the variables. Correlation is statically measured by the coefficient of product-moment

Correlation  (r) is defined as

R = Σxy/

Where x = X – X and y = Y – Y (Spieged and Stephen, 2008: 345 – 350)

The value of r lies from 0 to 1 strength of the relationship (correlation) increases as the value of r progresses from 0 towards 1

Data Presentations, Analysis and Discussions

To what extent has training and development influenced higher quality of work by the employees of MNDD?

Table 1: Responses on whether training and development influence higher quality of work by the employees of MNDD

Variables	Frequency	Percentage (%)
Strongly Agree Agree Strongly Disagree Disagree Undecided Total	55 119 44 70 17 305	18 39 14.4 23 5.6 100

Sources: Field survey, 2023

Responses on whether training and development influence the higher quality of work by the employees of MNDD revealed 55(18) of the respondents strongly agreed, 119(39%) indicate agreed while 44(14.4%) of the respondents strongly disagreed and 70(23%) indicates disagreed also 17(5.6%) of the respondents were undecided as regard training and development influence the higher quality of work by the employees of MNDA

Table 2: Responses on whether training and development initiatives impact employees’ ability to meet MNDD performance standards

Variables	Frequency	Percentage (%)
Strongly Agree Agree Strongly Disagree Disagree Undecided Total	50 122 48 67 18 305	16.4 40 15.7 22 5.9 100

Sources: Field survey, 2023

The respondents were asked to state whether training and development initiatives impact employees’ ability to meet MNDD performance standards, the data obtained revealed 50(16.4%) of the respondents strongly agreed while 122(40%) of the respondents agreed while 48(15.7%) of the respondents indicates strongly disagree and 67(22%) indicates disagreed also 18(5.9%) of the respondents were undecided as regard whether training and development initiatives impact on employees’ ability to meet MNDD performance standards

How do training and development facilitate increases in employees’ understanding of job roles, responsibilities and relevant policies in MNDD?

Table 3: Responses on whether training sessions conducted by MNDD effectively cover relevant policies and procedures that apply to employees’ role

Variables	Frequency	Percentage (%)
Strongly Agree Agree Strongly Disagree Disagree Undecided Total	68 114 47 56 20 305	22.3 37.4 15.4 18.4 6.6 100

Sources: Field survey, 2023

The responses on whether training sessions conducted by MNDD effectively cover relevant policies and procedures that apply to employees’ roles revealed that 68(22.3%) of the respondents strongly agreed, 114(37.4%) of the respondents agreed while 47(15.4%) the respondents strongly disagreed and 56(18.4%) indicates disagreed 20(6.6%) of the respondents indicates undecided on whether training sessions conducted by MNDD effectively cover relevant policies and procedures that apply to employees’ role

Table 4: Responses on whether MNDD's training and development initiatives have positively influenced employees’ understanding of the interconnectedness between different departments within the ministry.

Variables	Frequency	Percentage (%)
Strongly Agree Agree Strongly Disagree Disagree Undecided Total	58 117 43 65 22 305	19 38.4 14.1 21.3 7.2 100

Sources: Field survey, 2023

Responses on whether MNDD's training and development initiatives have positively influenced employees’ understanding of the interconnectedness between different departments within the ministry revealed that 58(19%) of the respondents strongly agreed while 117(38.4%) of the respondents agreed while 43(14.1%) of the respondents indicates strongly disagree and 65(21.3%) indicates disagreed also, 22(7.2%) were undecided on MNDD's training and development initiatives have positively influenced employees ‘understanding of the interconnectedness between different departments within the ministry.

Test of Hypothesis

H0₁:    Training and development do not influence the higher quality of work by employees of MNDD

Using the chi-square (x²) statistical model in testing the hypothesis

The Chi-square is given below

£ (0i - Ei)²

   1 = 1 Ei

 

Where 0i = The Observed Frequency

Ei = The Expected Frequency

Responses	O	E	O – E	(O – E)2	(O – E)2/E
Strongly Agreed Agreed Strongly Disagreed Disagreed Undecided  Total	55 119 44 70 17 305	61 61 61 61 61 305	-6 58 -17 9 -44	-36 3364 - 289 81 -1936	-0.6 55.14 -4.73 1.32 -31.73 19.4

 

To determine the tabulated chi-square (X²) tab. Using the degree of freedom DF= n-l and level of significance of 0.05.

Where n = number of different values observed in row

X² Tabulated = 5.991

Decision Rule: Accept the null hypothesis (H0) if x² Cal < x² tab. Reject the null hypothesis (H0) if x² call > x² tab.

Decision Rule

From the computation above it is seen that x² Cal is greater than x² tab (19.4 > 5.991) the null Hypothesis (H0) is therefore rejected and the alternative Hypothesis (Hi) is accepted which states that training and development influence higher quality of work by employees of MNDD.

Hypothesis II

H0₂:    Training and development do not facilitate increases in employees’ understanding of job roles, responsibilities and relevant policies in MNDD

Responses	O	E	O – E	(O – E)2	(O – E)2/E
Strongly Agreed Agreed Strongly Disagreed Disagreed Undecided  Total	68 114 47 56 20 305	61 61 61 61 61 305	7 53 -14 -5 -41	49 2809 - 196 -25 -1681	0.80 46.05 -3.21 -0.41 -27.56 15.67

 

To determine the tabulated chi-square (X²) tab. Using the degree of freedom DF= n-l and level of significance of 0.05.

Where n = number of different values observed in row

X² Tabulated = 5.991

Decision Rule: Accept the null hypothesis (H0) if x² call < x² tab. Reject the null hypothesis (H0) if x² Cal > x² tab.

Decision Rule

From the computation above it is seen that x² Cal. is greater than x² Tab (15.67 > 5.991) the null Hypothesis (H0) is therefore rejected and the alternative Hypothesis (Hi) is accepted which states that training and development facilitates increases in employees’ understanding of job roles, responsibilities and relevant policies in MNDD

Discussion of Findings

The findings regarding training and development's effect on the quality of work by employees at the Ministry of Niger Delta Development highlight its significant impact. Training and development programmes have been shown to play a pivotal role in enhancing employees' understanding of their job roles, responsibilities, and relevant organisational policies. This improved understanding leads to more informed and efficient work processes, ultimately resulting in higher-quality outputs.

By providing structured training initiatives, MNDD empowers its employees to acquire new skills and knowledge that are directly applicable to their roles. This not only boosts their confidence but also equips them to handle tasks with greater precision. Moreover, ongoing development opportunities foster a culture of continuous learning, encouraging employees to stay updated with evolving best practices and industry trends.

Furthermore, these programmes promote a sense of engagement and loyalty among employees. When an organisation invests in the growth of its workforce, employees are more likely to feel valued and motivated. This, in turn, positively impacts their commitment to producing high-quality work and contributing to the overall success of MNDA.

The findings underline that training and development initiatives have a substantial impact on the quality of work by MNDA employees. By enhancing their understanding of their roles and responsibilities and promoting continuous learning, MNDA effectively cultivates a skilled and dedicated workforce that consistently delivers exceptional results.

Conclusion and Recommendations

In conclusion, the findings convincingly show that training and development have a significant positive effect on the level of work output by MNDD employees. Through effective training and development programmes, employees' comprehension of their job roles, responsibilities, and pertinent organisational policies is greatly enhanced. This understanding equips them with the necessary knowledge and skills to perform their tasks more proficiently, resulting in a notable improvement in the quality of their work.

Based on the findings that training and development influence the quality of work by employees at MNDA, the following recommendations are made;

i.        The Ministry of Niger Delta Development should develop tailored training programmes that focus on enhancing employees' understanding of their specific job roles and responsibilities and the relevant policies within MNDD. By tailoring training to individual needs, MNDD can ensure that employees receive the knowledge and skills necessary to excel in their roles.

ii.      The Ministry of Niger Delta Development should implement a culture of continuous learning within the ministry by offering ongoing training opportunities and professional development resources. This can include workshops, webinars, online courses, and knowledge-sharing sessions that help employees stay updated with industry trends and best practices.

 

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