EMPLOYEE

In today's fast-paced and competitive business environment, organizations are constantly seeking innovative strategies to enhance their performance and maintain a competitive edge. Employment training and development have emerged as crucial components of organizational success, enabling employees to acquire new skills, knowledge, and competencies that drive productivity and efficiency. This study investigates the impact of employment training and development on organizational performance, with a specific focus on the department of Vocational and Technical Education, University of Benin. The descriptive survey research design was adopted, with a population of all administrative staff from within the faculty of Education, University of Benin, Benin city, Edo state. A proportionate sampling technique yielded a sample size of 60 respondents. Four research questions were raised and answered in the study. Data was collected using a structured questionnaire and analyzed using mean and standard deviation. The findings of this study reveal a positive correlation between employment training and development initiatives and organizational performance metrics, including employee productivity, job satisfaction, and retention rates. The study also identifies key factors that influence the effectiveness of training programs, including leadership support, employee engagement, and opportunities for skill application. The results of this study provide valuable insights for organizational leaders and human resource practitioners seeking to optimize their training and development initiatives and enhance overall organizational performance. The study's findings have significant implications for the development of evidence-based training strategies that drive business success.

This study examined the influence of employee engagement on organisational productivity among Hotel employees in Edo State, Nigeria. Employee engagement is widely recognised as a critical factor that drives efficiency, innovation, and goal achievement within organisations by fostering employees’ emotional and intellectual commitment to their work. The specific objectives of the study were to determine the extent to which job autonomy influences organisational productivity, assess the impact of career development opportunities on organisational productivity, examine the role of feedback and communication in enhancing organisational productivity and investigate the effect of team collaboration on organisational productivity. A survey research design was adopted and structured questionnaires were administered to 134 employees drawn from six selected Hotels in Edo State using a purposive sampling technique. Data were analysed using descriptive statistics, correlation, and multiple regression analysis. The results revealed that job autonomy (B = 0.310, p = 0.000), career development (B = 0.274, p = 0.000), and feedback and communication (B = 0.212, p = 0.001) had positive and statistically significant effects on organisational productivity, while team collaboration (B = 0.083, p = 0.205) exhibited a positive but statistically insignificant effect. The regression model (R² = 0.354, F = 17.662, p = 0.000) indicated that the independent variables collectively explained about 35.4% of the variation in organisational productivity, suggesting a moderate overall model fit. The study concludes that employee engagement dimensions particularly job autonomy, career development, and effective feedback and communication are significant determinants of organisational productivity in the hospitality sector. It recommends that Hotel management should strengthen employee development programmes, enhance communication systems, and promote decision-making autonomy to foster higher performance and sustained organisational growth.

This study examined The Impact of Employee Training and Development on Employee Performance. The survey research design was adopted for this study because data was collected from a sample population with specific characteristics. Four research questions were asked and answered during the study using simple percentage analysis. The population of the study covered the entire employees (both male and female) in selected organizations within the area of study. Out of this population, a total of 100 employees were selected as the sample using a random sampling technique. The instrument used to collect data for the study was a twenty-item self-structured questionnaire. Based on the findings of the study, it was concluded that training and development play a significant role in improving employee productivity, enhancing skills, boosting motivation, and supporting organizational growth. However, challenges such as inadequate training opportunities, mismatch between training content and job requirements, and lack of follow-up after training were identified as factors limiting its effectiveness. The study further revealed that employees perceive training and development as vital for career advancement, but its success depends largely on relevance, consistency, and alignment with organizational objectives. Consequently, the implication of this study to practice highlights the need for organizations to adopt well-structured training and development programs that focus on employee growth, fairness, and organizational competitiveness. The results also indicated that organizations that actively invest in training and development for their workforce tend to record higher levels of productivity, improved job satisfaction, and better employee retention. The study recommends that organizations should provide continuous training opportunities, ensure that training programs are tailored to employee and organizational needs, and evaluate the outcomes of training to measure effectiveness. In addition, managers should give constructive feedback and create supportive learning environments to enhance employee performance and overall organizational success.