The Impact of Training and Development in the Banking Industry

The Impact of Training and Development in the Banking Industry

Training can be defined as a process where by employees are shown and taught the necessary skills for a particular job. According to Hambiln (2994) defined training as “Any activity which deliberately attempts to improve a persons skills in a job Training is also defined as the creation of learning opportunities in the areas of knowledge, skill and experience and attitude. 

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Immediately works have and also  enhance their prospects of career development. According to scholar (1981: 331) come up with a definition for employee training and development as follows: “Any attempt to improve current or future employee ability to perform usually by changing the employee attitude or increasing his/her skills and knowledge”.  He also noted that need for training and development is determined by the employees performance deficiency computed as, standard or desired performance – Actual (present ….. potential ) performance Training and development needs.  With this line of thinking therefore it is suggested that training and development of employee is focused towards improving his skills and knowledge to enable him perform up to the standard desire by his employee organization. According to Zahradeen, (199\89:3) outline the major focuses of training as: – What training must know – What he/she should know – What it would be nice to know According to Ejiofor (1987:14)  The acle, shortage of manpower facing the country is often lighted in a number of official document.  He noted for example that the Udoji report observed that major constraining to Nigeria’s development is the lack of skilled and experience men and women to carry out the tasks at hand. According to henemen, (1980:331) in defining employee development argued that its scope is more training techniques.  He defined it  as a planned process of providing employee with learning experiences designed to enhance their contribution to organization goal.

THE NEED FOR TRAINING AND DEVELOPMENT TO NWACHUKWU, (1988:128)  Defined the need for training and development as the most guaranteed measure of increasing performance and productivity, reducing turnover rates, increasing employees morale, better co-ordination of men and materials etc. Any organization should be careful in its planning to ensure that training is administered and when needed.  The following factors are itemized as pointers to the need for training: – Lack of interest in one’s job – Low productivity – Negative attitude to work Tiredness – High rejects or low quality output. – Excessive absenteesim – Excessive complaints Once any organization starts noticing or experiencing some of these symptoms, it should initiate a training programme. Training reduces costs and employees turnover etc, while absence of training could lead to low quality outputs, employee morale etc THE IMPORTANCE OF TRAINING AND DEVELOPMENT According Tray, (1994:3) said that training and development helps.  To obtain the specialized skills needs to operates as enterprises  To remain competitive in a highly competitive environment  To keep the turnover and manpower cost down.  Training ensures better and more cost effective performance.  To prepare the worker for higher level job.  To increases productivity in terms of quality and quantity. According to Genard, (1991:  63) the importance of training and development are: – To develop an efficient workforce at all levels to ensure that corporate objective can be met.  the improvement of existing skills and the acquisition of new skills. – A better understanding of people, their reactions, aspirations and problems. – A better understanding of himself and the impetus needed for self development – Reduces supervision as employees can now perform their duty quicker and more efficiently.

PLANNING TRAINING PROGRAMME According to Robert (1994:  409) says that an organization should be allowed to weigh carefully the advantages and disadvantages in terms of cost and quality before undertaking any training, it is then faced with a lot of things some of which are as follows; The need to provide some facilities, such as training room and worship appropriately equipped. In planning training programmes, the trainer must classify the  type of training needed and the number of employees needed for any given type of training at point in time.  Always train the right number of employees.  The trainer must consider the methods and techniques to be applied.  He must estimate their financial cost and whether the budget will permit them.  Estimate the time to be spent by existing employees in helping with the training. According to Geraud, 1991: 63) “A training programme should contain, basically – Course title – For whom it is intended – Description of training – How the training will be applied – Follow up arrangement, that is how the effectiveness of the training will be measured. – Duration and time schedule for each aspect.”

Training Programme takes various forms but in general, they should show clearly how the training needs of each job or each individual are being meant and the reason for each face of training and its objectives.

METHOD AND TECHNIQUES OF TRAINING  ACCORDING TO TRACY (1934: 3) APPRENTICE PROGRAMME: It is practiced when extensive practice or technical knowledge is required to perform a job.  It combines  the job with classroom lectures.  It also recognized form of teaching a young man or woman a trade or profession.  Apprentices may be learning a trade (a trade apprentice) or a profession (a pupil apprentice or article clerk).  This is noticeable in engineering, accountancy and some other profession.

ON – THE – JOB – TRAINING It is one of the most important types of training.  Infact, it is the most popular an in some instances the only method of training adopted by some organization.  This method  of training with a lot of advantages including minimizing the problem of transfer of learning is best suited for routine jobs.

VESTIBLE TRAINING  It is the softing aside a special place where training can go without interfering with normal production.  On major advantages hence is that costly mistakes are avoided and the problem of transfer of training is enhanced as the trainee practices with identical equipment and tools. JOB ROTATION It is the process of moving trainees form one department or unit to another to master what goes in that section.  This is to broaden his experience in different jobs. CLASS ROOM TRAINING It is the most appropriate for teaching of principles and theories.  It is the practice in formal institutions like universities, polytechnics, colleges of education, colleges and schools etc.  Students gather in groups and are taught by lecturers.  A combination of lectures and discussions are likely to be most effective in this method.  There are other methods used in the classroom namely:

SEMINARY GROUPS There are two methods here. A case in which a student gives a lecture on some predetermined topic and the discussions and exchange  of ideas under a chairman.  It is also known as discussion group or conference method.

ROLE PLAYING Students are assigned roles to play, example in conducting interviews; students can act as interviewer and interviews, the lecturer observe and then citizens and demonstrates how the interviewees should be conducted.  The lecturer and students can then analyze and citizen the proceedings, thus leaving form the process.

BUSINESS GAMES It is an extension of the role-playing of training series of transaction are taken representing the activities of a business, and students make decision, the effects of which are calculated in terms of profits or losses.

EMPLOYEE DEVELOPMENT According to schullar (1981:  331)  say that training an employee in a specific job, the supervisor should endeavor to help develop qualified subordinates for supervisory and administrative subordinates for supervisory and administrative skills.  The supervisor should help promote growth of each individual so that he can develop beyond his present job and progress as for in the organization as his ability can carry him.  The supervisor, can provide the climate, for example, support, condition, tools and some of the means needed for employee development. The employees hope that improve performance and development can lead to a better job and more pay and this can motivate most people.  Employees development can be advantageous to the supervisor.  The more capable and self – confident a subordinate become the greater will be his productivity.

PRINCIPLES OF EMPLOYEE DEVELOPMENT From studies conducted at general electric by managers, psychologists and professors concerning the growth and development if people, some principles have emerged. According to Eckles (1974: 409)  These principles are as follows:  Development is a personal matter and should be tailored or the individuals.  Self development is the basic for all development.  Development opportunity must be available for everyone.  The supervisor is directly responsible for the development of the people who work under his direction and support each individuals development.

TRAINING AN ON-GOING PROCESS According to Gerard, 1971: 63) says that training is a process which should be happening all the time.  The world changes everyday and everything.  As the would grow through civilization, the human element needs to be trained so that it will keep and maintain peace with the world.  Man must be able to update his knowledge through training to be able to manage every situation. Since the immediate objective of training is learning and learning is basically a continuos process, training should be thought of as a continuing evaluation of past results and analysis of the future.  It essence, adequate training and development must be given at any point in time for the achievement of an organization’s goal in this rapidly developing world economy at large.

EVALUATION AND VALIDATION OF TRAINING PROGRAMME According to Hamblin, (1974: 8) the act of eluting training is “simply the act f judging whether or not worth – while in terms of some criterion of value, in the light of information available. He also defined evaluation of training as “any attempts to obtain information (feedback) on the effects of a training programmes and to assess the value of the training in the light of information”. He also say that validation of a training programme can be divided into two.  They are:  Internal Validation and External Validation

INTERNAL VALIDATION It a series of texts and assessment designed to ascertain whether a training programme ha achieved the behavioral objective specified.

EXTERNAL VALIDATION  It a series of texts and assessment designed to ascertain whether the behavioral objective of an internally valid training program were realistically base on the accurate initial identification of training needs in relation to the criteria of effectiveness adopted by the organization.   Evaluation differs from validation in tha tit attempts to measure the overall cost benefit of the course or programme and just the achievement of its laid down objectives.  The purpose of evaluation is control.  It will control information and also facilitates information, which helps the trainees to realize new opportunities, and also increase their freedom of action.  Evaluation is a trained – aid.

  

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The Impact of Training and Development in the Banking Industry

 

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  1. Oloyede Yusuf says:

    Nice One

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