CHAPTER ONE

INTRODUCTION

1.1   BACKGROUND TO THE STUDY  

Business is becoming more complex and human elements remain an indispensable component of its survival. Training is a sort of investment from which an organization expect some positive returns. It involves the development or modification of behaviour of employees in such a way that they become more effective at their duty post.

Flippo (1980) said that when employees have been recruited, selected and inducted, such employees must be developed to fit the job and the organization since no one is perfectly fit at the time of hiring. Soetan (1995) also buttressed this point when he said that training is always necessary when requisite skills, attitude and knowledge are either inadequate or completely lacking and when performance deficiencies that can be eliminated through training are identified.

However, training is often aimed at increasing productivity, improving quality of work, raise moral as well as development of new skills, knowledge and attitude. While development on the other hand, is a hand in a learning activity which is directed toward future rather than present needs and which is concerned more with career growth than immediate performance. The focus of development tends to be future manpower requirement and other growth needs of individual in the workplace.

Training and development are not synonymous. Training is the process of improving job behaviour of an employee in the immediate environment while development is future oriented often geared toward preparing an employee for greater responsibilities in the future.

Effective management of change calls for a dynamic human resources development policy to ensure that each staff in an organization possesses requisite knowledge, skills experience and expertise for the performance of his task.

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