International Journal of Emerging Engineering Research and Technology
Volume 8, Issue 1, 2020, PP 1-10
ISSN 2349-4395 (Print) & ISSN 2349-4409 (Online)

How Impactful is Employee Training on Employee Performance?
Lilian Daramola1*, Adedeji Adebola Daramola2
1

2

Human Resources Officer, Oxpeach Strategy LTD, Lagos, Nigeria
Acting Managing Director, Owena Energy Limited, Akure Ondo State, Nigeria*Corresponding Author: Lilian Daramola, Human Resources Officer, Oxpeach Strategy LTD, Lagos,
Nigeria, Email: liliandaramola884@gmail.com
ABSTRACTThe aim of this paper is to understand the effects of training on the performance of employees from
Nigerian Aviation Handling Company (NAHCO) plc. Currently, organizations rely on improved capability,
skills, and knowledge of talented employees to achieve positive performance. Despite employing alreadyexperienced employees, human resource managers still design training and development programs to makeemployees learn and acquire skills, ability, and knowledge about their responsibilities. This is done with theunderstanding that employees form the backbone of organizations. However, it is still unclear on how
NAHCO Company achieves the level of education and training for their employees. The study collectedprimary data from a sample of 300 respondents. The researcher visited a sample of respondents from theirworkstation to administer questionnaires. The findings, however, showed that the company design different
training programs that focus on short-term skills and development programs for long-term abilities. Someof the programs include organizing programs outside the workplace, attending workshops, participating in
department activities, and watching others. Employees noted that they were able to develop inner
satisfaction, received positive evaluation feedback, understood how to achieve a quality output, anddeveloped career beyond class-work. Nevertheless, management noted that they experienced challenges of
implementing training programs because of fear to spend more resources, communication, bureaucracy,
less support from top-level managers, and failure to have structures. The implications of the findings forpractice were highlighted.
Keywords: employee, training, performance

INTRODUCTION
Organizations need to seek for improved skills,
knowledge, and capability of the talented
workforce to create competitive advantage (ShuRung & Chun Chieh, 2017). To develop thedesirable skills, knowledge, and capability of
employee and position them to perform their
responsibilities, managers in charge of humanresource training design different training
programs (Lakra, 2016). Such training programs
not only target to improve the familiarity of
employees about their responsibilities, but it
also helps to encourage employees to develop
more commitment towards their job. Huang &Jao (2016) explained that organizations design
training programs to prepare their employees toperform their jobs correctly and according to thelaid down standards. Organizational personnel
design training sessions to ensure that they
optimize the potentials of employees. Khan &Baloch (2017) opined that majority of organizations
prefer to invest in different programs that create
new skills through long-term planning. This is

to enable them adapt to any current and future
uncertainties. Therefore, they ensure that they
improve the performance of their employees
through superior levels of commitments andmotivation.
Employees are the backbone of any organization.
No matter how big or small the organization is,employees are the true determinants of how
successful or how incompetent an organization willturn out to be. Therefore, having an adequately
trained workforce is vital to ensure that theworkplace has the right employees that havebeen professionally trained and qualified to dotheir tasks properly. However, the challenging
issue is the dynamic nature of the economy
whereby organizations are expected to give
more output than they had given before. The
ever-changing economy poses stress on the
managers and as a result they are forced topressurize their employees for better performanceand output levels (Halawi, & Haydar, 2018).
However, to have a productive workforce, it isabsolutely essential that employees get theInternational Journal of Emerging Engineering Research and Technology V8 ● I1 ● 20201

How Impactful is Employee Training on Employee Performance?

adequate training they require. In return,
Organizations are compelled to implement
updated employee training strategies every now
and then, with an intention to increase theproductivity of employees.
This study focuses on NACHO in order tounderstand the effects of training on employee
performance. Therefore, in addition to thisbroader aim, the key objectives include; To find out types of training programs usedin NAHCO; To find out the benefits of proper training
programs in NAHCO; and To explore the challenges of implementing
proper training programs in NAHCO
This study will look at how the organization
head is investing in their human capital, to gain
a competitive advantage and retain their positionin the market.
Employee training may not be a new strategy in
the Nigerian market. However, there has been
inadequate research regarding the subject. Thus,
the main of this study is to find out thechallenges and benefits of proper employee
training programs. This study will be a good
resource for Nigerian companies wanting to
improve their training programs and increase
their productivity. The study will also give an
insight to different training methods and theiroutcomes on the organization that could helporganization managers to see the best-fit training
program for their organization. Obviously, it will
increase the organization’s good-will which isan intangible asset, and will increase organization's
productivity and profit.

LITERATURE REVIEW
Employee Training
The World Bank defines employee training as aprogram aimed at helping employees gain
specific skills and knowledge. The acquired
knowledge and skills are provided to assist
employees in improving their job performance(World Bank, 2011). Training is developed throughorganized programs that ensure employees are
given skills that are essential in the job market.
Therefore, before embarking on this kind of
training, it is important for any agency to firstunderstand the needs of employers. Take forexample, Nigeria, both government and private
agencies undergo training. This approach helps
in training as many employees as possible to
make them qualified for better jobs. There are2

also other essential reasons why employeetraining programs are developed. For instance,
training makes it easier for an organization toretain good talents that helps in the growth ofprofits. With great talents, an organization canovercome challenges of operation. In return, theemployers lay down well-developed strategies,
and great milestones are reached in regards toperformance. Although employee training
should not only be offered to attract better jobs,
it should also be supportive towards achievingorganizational strategic path.
According to Jaoude (2015), organizations
providing high-level training have been able torealize three times increasing profits compared
to competitors. However, to possess such highimpact programs and employees is not simple; it
requires a mixture of alignment and planning.
This involves developing and designing training
in a manner that meets the organization’s top
goals. Furthermore, employee training should bebased on gaps in the job market. This is done
through identification of what employees
possess regarding skills and the ideal ones
required for the job. Through this approach,training can effectively be offered based on
motivation, skills mastery, and giving criticalthinking skills to employees. Lastly, training
should be done based on practical and classlessons to produce effective and sustainableskills in the workforce (Urdinola, 2013).
Employee Training Programs
Globally, organizations have been enrolling
their employees in training programs to enhancetheir skills, knowledge, and capabilities. Most ofthem facilitate the training through thedevelopment of programs with the ability tomeet their employee’s needs. However, Khan etal. (2011) stated that some firms provide theiremployees with opportunities to enroll intraining programs established by another firm.
Accordingly, the previous studies have shownthat if well implemented, the internal programs
are more effective than the external ones. The
difference emanates from the fact that theinternal programs are designed in such a waythat they respond to pre-determined training
needs (Jehanzeb & Beshir, 2013).
The external programs are designed for adiverse population from different organizations,and thus, they are relatively less effective (Khanet al., 2011). Aguinis & Kraiger (2009) foundout that the external programs are not always
ineffective. In some cases, they are better than
the internal training programs since they impart

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How Impactful is Employee Training on Employee Performance?

new and essential knowledge/skills that anorganization may not have information about.
Therefore, when designing training programs,
firms focus on providing the employees with
opportunities for the development of generaland specific skills. The programs are meant tomake available sales, technical, communications,organizational
development,
management
development, career development and supervisorydevelopment training, among others. As Valle etal. (2009) explained, the training is not provided
to the lower-level employees only, but also to
the managers and supervisors. Some forms of
training, such as sales training, are suitable forthe employees. Conversely, management training
is likewise offered to the managers to enhance
the skills needed for their roles. Also, supervisory
training is provided to the supervisors.
Further, communication and career developmenttraining can be offered to the employees, themanagers, and the supervisors. Gerpott et al.
(2017) explained that the management andsupervisor training can be provided to theemployees in lower levels that are set to bepromoted. The implementation of training
programs is done while taking into consideration
the method of skills and knowledge developmentthat is needful. Huang & Jao (2011) noted that
there are two key training methods, namely;
behavioral and cognitive training. Thus, a firm
selects the most suitable method that should be
implemented in the training program.
However, Elnaga & Imran (2013) explain thatthe two methods can be applied in the same
program at the same time. The cognitive method
involves the provision of theoretical training to
the employees or managers. The theoreticalinformation is provided to the trainees throughverbal or nonverbal communication or both.
Quartey (2012) elucidate that the firms that offer
cognitive training focuses on the enhancementof the knowledge and skills of the trainees andalso influences their attitudes through stimulating
learning. Examples of cognitive approaches arelectures, program instruction, computer-based
training, discussions, and use of an intelligent
tutorial system.
On the other hand, the behavioral method
involves the use of practical approaches toprovide training. These practical approaches
facilitate a change in the behaviors of the
trainees. Thus, Khan & Baloch (2017) gave theexplaination that the behavioral approaches are
suitable for skill development. Examples of the
behavioral approaches are role-played in basket

techniques, equipment stimulators, case studies,business games, behavioral modeling andgames, and simulations. Khan & Baloch (2017)
further describe that some of the approaches
categorized under the cognitive method, such as
computer-based training, have a tendency tofacilitate skills development, in addition to theacquisition of knowledge. In the same vein,some of the approaches classified under the
behavioral method, such as case studies, provide
knowledge as well as skills.
Huang & Jao (2016) identified two strategies
that are integrated into managerial andemployee training, namely; off job training andon-the-job training. Off-the-job training entails
providing training to the employees or managers
in a context away from the site, where the skills
and knowledge gained are to be applied (Huang& Jao, 2016; Yasin & Gomes, 2010). The strategy
requires the trainees to leave their workresponsibilities and concentrate on training.
Conversely, on-the-job training is undertaken in
the workplace as the trainee handles work
responsibilities. In such training, a moreexperienced employee or manager can act as the
instructor. Alternatively, an organization canhire a professional instructor to provide thetraining. Huang & Jao (2016) also stated that theformal training in a context away from theworkplace can be used to support the job
training. As such, the two strategies can be applied
together. The previous studies have shown thatduring the recent years, most organizations haveshown an increased preference for off job
training (Khan et al., 2011).
The change has been facilitated by limitation
associated with the on the job training, such aslack of opportunities for group discussion, lackof adequate training facilities, and the presenceof hostile internal environment for training.
More so, the training techniques vary dependingon the training strategy that is adopted. On-thejob training techniques include mentoring,coaching, demonstrations, job rotation and teambuilding exercises (Matsuo, 2014). Examples ofthe off job training techniques are brainstorming,
discussions, case studies, behavior modeling,
conferences, and lectures. Some of the techniquessuch as demonstrations, however, can be appliedin both the work settings and away from work.
Training programs should be designed with thecareful consideration of different factors that
influence choices for training methods. By
doing so, chances of achieving the desired goals
increases tremendously. The choices for theInternational Journal of Emerging Engineering Research and Technology V8 ● I1 ● 20203

How Impactful is Employee Training on Employee Performance?

suitable methods can be determined by humanfactors such as the presence or availability of a
trainer (Erixon & Wahlström, 2016). Other
influential factors include subject area (Quartey,2012), training objectives (Aguinis & Kraiger,2009), time and materials availability (Khan etal., 2011), and principles of learning (Khoury etal., 2014). Erixon & Wahlström (2016) describedfour stages of implementation of training programs,
namely; training needs assessment, developmentof training program design, implementation, andevaluation.

Table3.2. Sample Size Distribution

METHODOLOGYRESULTS AND DISCUSSION

The study attempted to collect data from twogroups. The first group comprised of managers
in charge of human resources and those that takepart directly or indirectly in training, development,
and performance evaluation. The second groupconsisted of lower-level employees working indifferent departments. This paper adopted theuse of questionnaire instruments to collectprimary data from employees of NAHCO. The
total population comprised of 300 NACHO
employees in Lagos Nigeria, out of 1700
NACHO employees in the entire Nigeria. This
population of interest had the potential ofproviding the relevant information regarding theeffects of performance management practices on
employee performance.

The data analysis was conducted through aprocess from the coding to the results.
According to Mayer (2015), data analysis begins
from data cleaning, coding, input, and analysis.
Data cleaning was done to remove all missing
variables that respondents either failed to fill or
could not be read and understood. On the other
hand, coding was done to assign binary numbers
to all certain variables/items. The binary numbers
were used as labels (Graue, 2015). Based on thenature of objectives, the paper applied the IBM
SPSS version. 20 to analyze primary data. For
example, the second section of the questionnaires
requested respondents to select among themultiple response choices by ticking the type oftraining strategy they had used.

Table1. Total Population Distribution

The analysis involves defining variables sets tocome up with multiple response sets. Hence,descriptive statistics were used to find out thelevel of mean and dispersion of three value(standard deviation, minimum, and maximum
values). The second analysis involves bivariate
correlation to understand the relationshipbetween training and level of performance.

Management Staff
Non-Management Staff
Total

115
185
300

Source: Authors’ WorkIn this study, the sampling frame constituted of
employees NACHO plc. The list of employees
was obtained from the Human Resource
Department head office. Stratified sampling wasused to divide the population into two strata as
shown in table 3.1 above. This was done toenable the researcher to draw inferences aboutboth sub groups. This method also leads to more
efficient statistical estimates. Both management
and non management staff, the respondents wererandomly chosen from different sections. The
researcher ensured that all the cadres of
employees were represented.
The total number of respondents who were
sampled with questionnaires was believed to belarge enough for the study given the purposeand goals of the research. The representationfrom each sub group was shown in the tablebelow.
4

Management Staff
Non-Management Staff
Total

115
185
300

Source: Authors’ Work

The major aspect of the survey methodology
requires a face-to-face communication with the
respondents. During the first communication,
we first introduced ourselves and explained theobjective of our study as indicated in the
introduction section of the survey questionnaires.

Results
It is apparent that human resources managers
from the company design training programs that
focuses on short-term skills. At the same time,they design development programs to allow
employees develop their long-term abilities.
Besides, irrespective of the type of training
program that management uses, Molina &Ortega (2003) explain that every human resource
personnel follow three major steps.
First, one needs to assess the needs of anorganization and the current skills that employees
have. This first approach ensures that managementtakes stock of skills to understand how todetermine the training needs.

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How Impactful is Employee Training on Employee Performance?

Second, the concerned personnel must design
training activities that can help meet the alreadyidentified needs. This means the organizations
have to develop different training programs thatalign with the identified needs.

with experienced supervisors, utilize digitaltechnology to refer employees to where they canaccess online materials for learning, andenrolling some employees in short-term lectures
such as leadership classes.

Lastly, the third step involves conducting anevaluation of the training to ascertain theeffectiveness of the training in achieving set goals.
Specifically, management from the company
adopts the first strategy of training as a generalform of training. Taylor & Vaught (2016) are insupport of this step.

An empirical study by Callahan & Watson(1995) tries to understand practical training anddevelopment programs used to train librarians.
They maintain that some needs experienced bylibrarians across the world include; challengesof evolving technology, an ever-increasing
demand for new services, and reduction inbudgets.
Furthermore,organizations
also
experience needs such as automation, re-evaluationof services offered to students, and expansion oflibraries. They concluded that major practical
approaches includes encouraging librarians toattend seminars, attend workshops throughagencies, attend computer classes, and being
assigned to experienced supervisors.

Additionally, human resource personnel fromthe company ensure that employees across all
the functional units benefit from information
regarding their responsibilities and functions. To
illustrate this, some of such information accessible
to employees in different departments covers
what human personnel expect from individual
employees.
An example is how to embrace employees thatcomes from a different cultural background, andhow they can respond in cases of discrimination.
Aguinis & Kraiger (2009) posited that any
company that implements this strategy must firstcollect information from their employees tounderstand the needs of a company. The findings
support the second step that management takes todesign different training programs. For example,
the design of a questionnaire allowed respondents
to give their opinions on Likert scales as towhether or not they agreed that the company
have succeeded in adopting training programs.
The above results collaborate with other empiricalstudies and secondary literature that has attempted
to explore different training and development.
Meyer (2010) explains that irrespective of thesize and area where a company operates, humanpersonnel can design different strategies toequip their employees with the needed skills,
abilities, and knowledge. Furthermore, he outlines
them as orientation, on-the-job, apprenticeprograms, off the job, online training, job
simulation, and vestibule training. Mason &Wetherbee (2004) concluded in their study thatsought to understand different leadershiptraining program through which organizations,libraries, and non-profit foundations havedeveloped various programs. Most importantly,
organizations enroll their personnel in classes,
libraries, and seminars to learn leadership skills.
Schmidt (1994) recommends that organizations
need to embrace non-traditional training programs.
They should include the use of day-to-day
assignments that make managers assign employees

Discussion
The importance of such training programs has
been utilized to achieve the needs of individual
employees and that of the company. The
findings revealed in the current study show thatthe company have the opportunity to design
programs that could make employees benefit
from new skills and advancement. They were
found to form important determinants of inner
satisfaction among employees as well as lifelong learning, quality output, and interpersonal
relationship. In this paper, therefore, theanalyzed data confirms that management fromthe company had opportunities to design
training and development programs.
Thus, this could assist them to have a positive
influence in developing their careers beyond thetheories gained in the classroom. Most importantly,
training provides employees with the needed
skills, abilities, and knowledge to perform thejobs according to the company procedures.
Consequently, this ends up enhancing confidence
among employees regarding their abilities andsatisfaction while performing their jobs.
Zhao et al. (2014) explains that satisfied
employees always find a reason to deliver
beyond their expectations. Different training
programs that employees go through enable
them to learn about the requirements of serving
customers for the company. Ultimately, this has
a strong influence on their satisfaction level,
which in turn increases productivity andprofitability. The above discussion indicates thatproviding employees with a well-designed training

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How Impactful is Employee Training on Employee Performance?

and development program helps them to become
more profitable and to gain more satisfaction
while performing their jobs.
The findings presented in this section also
support previous results that training plays animportant role in predicting effective andcontinued commitment (Butler & Lobley, 2016).
The opportunity for employees to startdeveloping their career beyond what they havelearned in class accounted for 30.5%. Thisimplies that training programs are good indicatorsof the willingness to spend more by investing in
employees. While at the same time, it is a sure
way of making employees develop a high levelof commitment towards their work places.
Such a commitment is likely to inspire employees
to achieve life-long learning. Moreover, thechallenges of implementing proper training
programs in NAHCO and probably other Nigeriancompanies have put in place measures in theirquest to not only develop skills, knowledge, andability among employees, but also to ensure thatsuch skills transform into returns on investment(ROI). It is important to note the suppress
management efforts that is directed towards
designing programs that enhance theiremployees. For example, on a five-point Likert
scales from 1 to 5 (1 = strongly agree,… 5 =strongly disagree), majority of respondents
indicated that their company still grapple with
the issue of taking long to identify resources that
can assist employees to implement training
initiatives. Even though it is under standable
that the management from the company could
be using different programs to develop skills
among employees, some tangible and intangible
resources must support the implementation ofsuch programs.
Training requires financial support, training
rooms, experienced trainers, and time. However,delays in identifying key resources have madethe company to implement programs within astipulated time frame. The above findings arealso coupled with the fear that by spending moreon employees, the company might incur more
losses. Organizing programs such as inviting
keynote speakers to talk about the specified
topic would require the company to pay suchspeakers. Similarly, making reservations on theconference and seminary rooms means that acompany has to pay for accommodation. Not allof these expenses and others not mentioned here
indicate that the company will be willing tosponsor training programs. According to thefindings, a majority of respondents agreed that6

issues of bureaucracies made communicationand structures hinder effective implementationof training programs. The findings were insupport of other previous studies that maintainthat organizational structures and bureaucracy
formed important problems in hindering
training.

CONCLUSION AND RECOMMENDATIONS
It is pertinent to note that proper training
enhances organization to create and improve thenature of the present workers. The training will
influence the conduct of employees and theirworking abilities resulting in improved
performance and further productive changes thatserve to build the performance of the employee.
Training additionally has a noteworthy part ofthe employee performance by instilling in them
the important skills required to perform different
tasks in the organization. The organization canconsider training employees in critical thinking,central leadership, teamwork, and relating topeople bringing about beneficial firm-level
results.
Training is also an important tool for thecompany to patch up the performance of all theemployees for the organization’s development
and successby expanding employee
productivity. It is useful to both the employees
and the employers of a company. However, an
employee will turn out to be more proficient andbeneficial on the chances that he is trained well.
Training is fundamental to expand efficiency aswell as to inspire and motivate employees bytelling them how essential their occupations are
and giving them all the data they need to maketheir output better. Most employees have a few
shortcomings in their working environment
skills. Therefore, a training program enables
them to fortify those skills that every employee
needs to progress.
This diminishes any frail connections inside theorganization that depends intensely on others tofinish important work assignments. Moreover,an employee who gets the vital training is better
able to execute tasks assigned to him/ her.
He/she turns out to be more mindful of safetymeasures and legitimate methods for basic
errands. The training may likewise build theworker's confidence since he/she has a moregrounded comprehension of the business and theduties of the activity. This confidence may bringabout outstanding performances and new ideasthat will help to exceed expectations.
Continuous training additionally keeps theemployees on the cutting edge of industry

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How Impactful is Employee Training on Employee Performance?

improvements. Employees who are able andwilling to change the standards of the company
enable the organization to hold a position as aleader and to become a solid competitor inside
the business.
Further, an organized training and development
program guarantees that employees have adependable experience and background knowledge.
The consistency is especially pertinent to theorganization's essential policies and procedures.
All workers should know about the procedures
and expectations of the organization. This
incorporates security, discrimination, andadministrative undertakings.
Putting all
employees through regular training in these
sections guarantees that all staff individuals atleast have exposure to the data. Finally, employeeswith access to training and development
programs have the favorable position in different
organizations that are forgotten and left to look fortraining opportunities all alone. The investment in
training that an organization makes shows theworkers that they are valued. The training further
creates a supportive working environment.
Employees may access the training they would
not have thought about or sought out themselves.
This motivates them to become more innovative
and thus improving their performance. From thefindings, the study recommends that a company
should set aside time for employees to undergointerviews by adjusting their shifts. Moreover,the company can ensure that the employees
respond to all questions asked on the questionnaire
by encouraging them that it will be for their own
benefit.

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Citation: Lilian Daramola, Adedeji Adebola Daramola, “How Impactful is Employee Training on
Employee Performance?”, International Journal of Emerging Engineering Research and Technology, 8(1),2020, pp. 1-10

Copyright: © 2020 Lilian Daramola. This is an open-access article distributed under the terms of theCreative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any
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International Journal of Emerging Engineering Research and Technology V8 ● I1 ● 2020