Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria

Busayo Abiodun Olufayo; Tina Martha Akinbo

doi:doi:10.11648/j.jhrm.20210904.13

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Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria

Busayo Abiodun Olufayo, Tina Martha Akinbo

Published in Journal of Human Resource Management (Volume 9, Issue 4)

Received: 2 November 2021 Accepted: 25 November 2021 Published: 7 December 2021

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Abstract

The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors while maintaining sustainable productivity through a competent workforce. The crucial attributes of the business and its terrains at the recent times are such that any organization that will continue to be in existence and thrive amidst the dynamism in the environment must keep upskilling and reskilling its employees. The study examines effect of selection procedure of employee for training for organizational performance in gas and energy company in Delta State, Nigeria. This study uses a sample of 254 employees selected representing the entire population of 694. A validated and reliable questionnaire instrument was employed to gather data. Two hypotheses were tested. One-sample test was used to test the hypotheses formulated in the study. Findings from the study reveal that the extent to which unsystematic approach to employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Z_c=8.246t=0.000). Again, the extent of effect of training design on employee productivity was high. The one-sample test (Z_c=0.679t=0.730; α=0.05) confirms this assertion. Therefore, the study assesses the effect of training gap identification as determinants of employees’ job performance in gas and energy company in Nigeria Delta State. The study concludes that the concern organizations and others in general should ensures that deserving employees are sent on training through the systematic training procedure of identifying and selecting employees for training, which could lead to a significant improvement on the organizational performance. Hence, the study recommends that biases should be discouraged as employee gap analysis should be the criteria for training need identification.

Published in	Journal of Human Resource Management (Volume 9, Issue 4)
DOI	10.11648/j.jhrm.20210904.13
Page(s)	108-119
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Employees Performance, Gas and Energy Company, Training Procedure, Training Need Identification

References

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APA Style

Busayo Abiodun Olufayo, Tina Martha Akinbo. (2021). Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. Journal of Human Resource Management, 9(4), 108-119. https://doi.org/10.11648/j.jhrm.20210904.13

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ACS Style

Busayo Abiodun Olufayo; Tina Martha Akinbo. Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. J. Hum. Resour. Manag. 2021, 9(4), 108-119. doi: 10.11648/j.jhrm.20210904.13

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AMA Style

Busayo Abiodun Olufayo, Tina Martha Akinbo. Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. J Hum Resour Manag. 2021;9(4):108-119. doi: 10.11648/j.jhrm.20210904.13

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@article{10.11648/j.jhrm.20210904.13,
  author = {Busayo Abiodun Olufayo and Tina Martha Akinbo},
  title = {Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {4},
  pages = {108-119},
  doi = {10.11648/j.jhrm.20210904.13},
  url = {https://doi.org/10.11648/j.jhrm.20210904.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210904.13},
  abstract = {The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors while maintaining sustainable productivity through a competent workforce. The crucial attributes of the business and its terrains at the recent times are such that any organization that will continue to be in existence and thrive amidst the dynamism in the environment must keep upskilling and reskilling its employees. The study examines effect of selection procedure of employee for training for organizational performance in gas and energy company in Delta State, Nigeria. This study uses a sample of 254 employees selected representing the entire population of 694. A validated and reliable questionnaire instrument was employed to gather data. Two hypotheses were tested. One-sample test was used to test the hypotheses formulated in the study. Findings from the study reveal that the extent to which unsystematic approach to employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Zc=8.246t=0.000). Again, the extent of effect of training design on employee productivity was high. The one-sample test (Zc=0.679t=0.730; α=0.05) confirms this assertion. Therefore, the study assesses the effect of training gap identification as determinants of employees’ job performance in gas and energy company in Nigeria Delta State. The study concludes that the concern organizations and others in general should ensures that deserving employees are sent on training through the systematic training procedure of identifying and selecting employees for training, which could lead to a significant improvement on the organizational performance. Hence, the study recommends that biases should be discouraged as employee gap analysis should be the criteria for training need identification.},
 year = {2021}
}

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TY - JOUR
T1 - Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria
AU - Busayo Abiodun Olufayo
AU - Tina Martha Akinbo
Y1 - 2021/12/07
PY - 2021
N1 - https://doi.org/10.11648/j.jhrm.20210904.13
DO - 10.11648/j.jhrm.20210904.13
T2 - Journal of Human Resource Management
JF - Journal of Human Resource Management
JO - Journal of Human Resource Management
SP - 108
EP - 119
PB - Science Publishing Group
SN - 2331-0715
UR - https://doi.org/10.11648/j.jhrm.20210904.13
AB - The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors while maintaining sustainable productivity through a competent workforce. The crucial attributes of the business and its terrains at the recent times are such that any organization that will continue to be in existence and thrive amidst the dynamism in the environment must keep upskilling and reskilling its employees. The study examines effect of selection procedure of employee for training for organizational performance in gas and energy company in Delta State, Nigeria. This study uses a sample of 254 employees selected representing the entire population of 694. A validated and reliable questionnaire instrument was employed to gather data. Two hypotheses were tested. One-sample test was used to test the hypotheses formulated in the study. Findings from the study reveal that the extent to which unsystematic approach to employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Zc=8.246t=0.000). Again, the extent of effect of training design on employee productivity was high. The one-sample test (Zc=0.679t=0.730; α=0.05) confirms this assertion. Therefore, the study assesses the effect of training gap identification as determinants of employees’ job performance in gas and energy company in Nigeria Delta State. The study concludes that the concern organizations and others in general should ensures that deserving employees are sent on training through the systematic training procedure of identifying and selecting employees for training, which could lead to a significant improvement on the organizational performance. Hence, the study recommends that biases should be discouraged as employee gap analysis should be the criteria for training need identification.
VL - 9
IS - 4
ER -

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Author Information

Busayo Abiodun Olufayo

Department of Management & Accounting, Faculty of Management and Social Sciences, Lead City University, Ibadan, Nigeria
Tina Martha Akinbo

Department of Management & Accounting, Faculty of Management and Social Sciences, Lead City University, Ibadan, Nigeria

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APA Style

Busayo Abiodun Olufayo, Tina Martha Akinbo. (2021). Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. Journal of Human Resource Management, 9(4), 108-119. https://doi.org/10.11648/j.jhrm.20210904.13

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ACS Style

Busayo Abiodun Olufayo; Tina Martha Akinbo. Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. J. Hum. Resour. Manag. 2021, 9(4), 108-119. doi: 10.11648/j.jhrm.20210904.13

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AMA Style

Busayo Abiodun Olufayo, Tina Martha Akinbo. Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria. J Hum Resour Manag. 2021;9(4):108-119. doi: 10.11648/j.jhrm.20210904.13

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@article{10.11648/j.jhrm.20210904.13,
  author = {Busayo Abiodun Olufayo and Tina Martha Akinbo},
  title = {Training Gap Identification as Determinant of Employees’ Job Performance in Gas and Energy Company in Delta State, Nigeria},
  journal = {Journal of Human Resource Management},
  volume = {9},
  number = {4},
  pages = {108-119},
  doi = {10.11648/j.jhrm.20210904.13},
  url = {https://doi.org/10.11648/j.jhrm.20210904.13},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210904.13},
  abstract = {The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors The eventual goal of every organization is to attain comparative achievement and be ahead of its competitors while maintaining sustainable productivity through a competent workforce. The crucial attributes of the business and its terrains at the recent times are such that any organization that will continue to be in existence and thrive amidst the dynamism in the environment must keep upskilling and reskilling its employees. The study examines effect of selection procedure of employee for training for organizational performance in gas and energy company in Delta State, Nigeria. This study uses a sample of 254 employees selected representing the entire population of 694. A validated and reliable questionnaire instrument was employed to gather data. Two hypotheses were tested. One-sample test was used to test the hypotheses formulated in the study. Findings from the study reveal that the extent to which unsystematic approach to employee training affected organizational productivity was high. This was statistically supported by the one-sample test at 0.05 (Zc=8.246t=0.000). Again, the extent of effect of training design on employee productivity was high. The one-sample test (Zc=0.679t=0.730; α=0.05) confirms this assertion. Therefore, the study assesses the effect of training gap identification as determinants of employees’ job performance in gas and energy company in Nigeria Delta State. The study concludes that the concern organizations and others in general should ensures that deserving employees are sent on training through the systematic training procedure of identifying and selecting employees for training, which could lead to a significant improvement on the organizational performance. Hence, the study recommends that biases should be discouraged as employee gap analysis should be the criteria for training need identification.},
 year = {2021}
}

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