ABSTRACT
This study investigated the effect of training on job satisfaction among the staff of African Petroleum. Thirty – four (34) employees were selected – from the organization. Among the employees, 35% were juniors and 65% were seniors, 76% trained and 24% untrained, 56% male and 44% female, 59010 promoted and 41 % not promoted. The research design adopted was field survey. Questionnaires were administered randomly to selected staff of the organization. The data collected were subjected to independent T -test analysis and the hypothesis tested for significance. The criteria for rejection of Null hypothesis was 0.5 level of significance. The results of the study revealed that although there is a positive relationship between training and job satisfaction, it (and other variables examined) does not significantly affect job satisfaction and hence, the result corroborate the fact in literature that job satisfaction is not determined by one factor, but by an interplay of individuals, socio – cultural, organizational and environmental factors.
CHAPTER ONE
GENERAL INTRODUCTION
2.0 INTRODUCTION
When individuals assume their positions, know what is expected of them and have been chosen with basic skills and abilities to do the job, their performance may not be satisfactory. The role of training in the improvement of performance cannot be over emphasized. It provides skills, knowledge and attitude necessary for improved performance.
Training and development is an activity made necessary because of the dynamic nature of the environment in which organization exist as well as by the changes that occur in its human resources. The organization and the individual share responsibility for career development and management. For any organization to protect and enhance its investment human resources it should designed career “ladders “or paths people can take to assume greater responsibility, develop new skills and abilities and attain promotions order for the organization to grow and remain viable in light of changing conditions in its environment. Its human resources must adapt to that dynamic environment by continually adding new skills, knowledge and abilities to their repertoire. It is through training and development programmes that the personnel department is able to help upgrade and add existing competence level of an organization’s labour pool. The performance of a jobholder may not be satisfactory at the entry point, although he may have the basic skills abilities to do the job. Training provides skills, knowledge and attitude necessary for improved performance.