Impact Of Training And Development On Staff Job Performance In Adamawa State Local Government Service Commission, Yola

Abstract

This paper seeks to investigate the impact of training and development on staff job performance. Specifically, the study explored the statistical difference between training and development as well as training and development methods on staff job performance in Adamawa State Local Government Service Commission, Yola. The study utilized descriptive research design while Census sampling technique was adopted due to the small staff strength of the Commission. For this purpose, structured questionnaires were used as instrument for data collection and were administered to 75 employees of the Commission which is the entire population of the study. Out of the 75 questionnaires, 68 were duly completed and returned making a response rate of 90.6%. A paired samples t-test was performed to examine the relationships and test the study hypotheses using SPSS. In general, the findings revealed that there exists positive significant relationship (r=0.769, p=0.000) between training and development. However, there exists negative and insignificant relationship (r=-0.072, p=0.558) between training methods and development methods. The statistical test of mean difference revealed a statistically reliable difference between the mean number of employees’ training (M = 22.0000, s = 4.32625) and employees’ development (M = 19.8529, s = 5.37064) that the employees have, t (67) = 5.148, p = .000, α = .05. This implies that participants in employees’ training performances are significantly more than participants in employees’ development. Finally, on training methods and development methods the result revealed that, statistically there is significant difference between the mean number of training methods (M = 23.3824, s = 4.98664) and development methods (M = 17.0735, s = 3.96747) that the employees have, t (67) = 7.891, p = .000, α = .05. This also means that respondents in training methods perform significantly more than respondents in development methods. Going by this result, conclusions were made that, i) training has higher impact on staff job performance than development, ii) training methods also impact more on staff job performance than development methods. Based on the conclusions, the following recommendations were made; i) The Commission should give more attention and focus their strategies towards regular training programs, 2). The Commission should adopt more of training methods in order to enhance staff job performance. Therefore, the major findings of this research were that; i) Training/training methods and development/development methods impact staff job performance in dissimilar ways, ii) Training impact staff job performance more than development and, iii) Training methods enhances staff job performance more than development methods.