staff training

1. STAFF TRAINING AND WORKERS’ PRODUCTIVITY IN NIGERIAAGIP OIL
COMPANY [NAOC] LIMITED, PORT HARCOURT – RIVERS STATE
BY
NUTEE, N. MUENEE
IAUE/2018/SOC/PhD/PT/0021
A PhD DISSERTATION SUBMITTED TO THE
DEPARTMENT OF SOCIOLOGY
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
THE DOCTOR OF PHILOSOPHY DEGREE IN INDUSTRIAL RELATIONS &
HUMAN RESOURCES MANAGEMENT (HRM OPnTION ) IN IGNATIUS
AJURU UNIVERSITY OF EDUCATION, PORT HARCOURT.
SUPERVISOR: OME, EGEONU. ALWELL (Ph.D)
MAY, 2021.

2. This study examines the relationship between staff training and workers’ productivity. However, by staff training, we
mean both on-the-job and off-the-job training concerning the development of personnel skills to effectively perform
their assigned tasks of production. This study has examined the proposition that staff training constitutes the index
from which we can observe the effectiveness of Agip workers in the production process. Within this central concern;
this study seeks to understand staff training as the basis for the actualization of the company’s desire for higher
productivity. In order to achieve this objective, we raised some research questions and formulated some hypotheses as
our guiding thread. The need to test these hypotheses mandated a review of relevant literature which in turn paved the
way for a theoretical frame work under which this study is anchored. To effectively actualize this thesis, we applied
both primary and secondary methods of data collection. The sample size of 316 respondents was used out of 1500
with the aid of the Taro Yemene sampling technique. The chi-square statistic method was used to test the hypotheses
as our analytical tool. The essence of this is to adequately demonstrate issues raised in the research hypotheses. on the
basis of this, some major findings were made. These findings are that there is a significant relationship between staff
training (both on – the job and off – the – job) and worker’s productivity in Nigeria Agip Oil Company, secondly that
there is a significant relationship between the development of managers and worker’s productivity in the company
and other findings. On the basis of these findings, the research recommends that regular on-the-job training should be
given to the employees of that company at least once a year, managers be developed twice a year, employees
diagnosed for training and development and regular publication of need for training and development after diagnosis.
Furthermore, Staff motivation for training geared towards effective productivity should be encouraged by the
company with respect to canteen and good office equipment in a bid to incentivize the employees as well as reach the
goals or target throughout the training period. Furthermore, the company should link the difficult task with rewards in
form of increased pay and certificate at the end of the training progarmme.
Abstract

3. Background to the Study
 In contemporary period, most work organisations have given
training an important place in work setting. Training thus seem
to be regarded as a prime target for performance and successive
candidates placed on the job may require training to perform
their duties effectively.
 Though training other goals of the organisation may likely be
achieved. However, “it is not only the workers who need
training. Supervisors, managers and executives also need to be
developed in order to enable them acquire maturity of thought
and action” (Aswathapa, 2002).
 Therefore development is another component of a training and
development programme, and it is less skill oriented but gives
prominence to knowledge.
 training and development need has to be identified and they also
entail several methods ranging from on-the-job, off-the-job and
manager development (Peretomode, 2001).

4. Background to the Study (Contd.)
 The above facts and the quest for training and development in
Agip Oil Company by most workers, as a panacea for efficiency
has therefore left the researcher curious about the relationship
between training/development and workers productivity.

5. Statement of the Problem
 There have been cases of industrial accidents in the Nigeria Agip Oil
Company because some of the employees lack the requisite skills for their
discharge of duties.
This has necessitated the low workers’ productivity and hence low company
revenue at the end of the day. several scholars are in agreement that staff
training enhance workers’ productivity in all formal organizations.
For example, one cite the works of Ekundayo (2015), Eneh, Inyang et al
(2015), and Ihunda (2002), among others.
Sometimes, conflict may arise between the employers and the employees as
result of delay in welfare services and payment of owed allowances. The
employees may receive this delay in the part of employers as a form of injustice.
This will cause conflicts. It is therefore relevant to find out in this current study, to
ascertain whether is not the said conflict which may arise within an organization
such as the Nigerian Agip Oil c4dompany Ltd, Port Harcourt.
Hence, the problem of this study is the need to investigate the relationship
between staff training and workers’ productivity among the employees of the
Nigeria Agip Oil Company Ltd.

6. Objectives of the Study
The broad objective of this study is to investigate the
relationship between training and development on one hand
and workers’ productivity, on the other, among the
employees of the Nigeria Agip Oil Company. Based on this,
the specific objectives are to:
Examine the relationship between staff training and
workers’ productivity in the company.
Investigate how on-the-job training and off-the-job training
significantly relate to the effectiveness of the performance
of workers of that company.
Identify how often the employees need training for the
effective performance of their jobs.
Understand the extent to which training impacts on their
level of productivity.

7. RESEARCH QUESTIONS
The following research questions were raised to
guide the research:
Is there any significant relationship between staff
training and worker’s productivity in the Nigeria
Agip Oil Company?
How often do the staff of the Nigeria Agip Oil
Company Ltd need training for their effective
productivity?
To what extent does training impact on the
effective productivity of the employees of the
company?
To what extent does training and development
affect workers productivity in the Nigeria Agip Oil
Company Ltd?

8. Hypotheses of the Study
The following null hypotheses guided the study:
 There is no significant relationship between on-the-job
training and productivity of workers in Nigeria Agip Oil
Company.
 The staffs of the company hardly need off-the-job training
for their improved productivity in the company.
 There is no significant relationship between the
development of the managers and workers’ productivity in
Nigeria Agip Oil Company.
 There is no significant extent to which the training and
development of the workers of the company impact on the
propensity to look for better jobs elsewhere.

9. Significance of the Study
The study is expected to have both theoretical and practical relevance:
 It will increase sociological knowledge of the relationship between
staff training and workers’ productivity and apprise scholars on the
effect of training as a causative variable in the fields of industrial
sociology, industrial relations and human resources management,
which would improve theoretical knowledge and understanding of
training in work organisations.
 It should also serve to improve on the practice of employee
training and productivity for new policy directives to reflect the
result of the study.
 The findings would contribute to literature on relationship
between various training and development methods and
productivity, which is presently scanty. It would also contribute
to research progress.
 It would also emphasize the functional role of employees that
demands training in order to sole the problem the whole
organisation would have encountered if employees are not training
and developed.

10. Practical Relevance
 The study would apprise Agip Oil Company and relevant work
organisations and their respective management on the
relationship between staff training and productivity in the
organisation.
 They also learn and apply in management the fact as generated
in this study that most employees who are trained and developed
in a specific work organisation may be induced by the
knowledge and skills learnt to look for more promising
organisations that require their skills.
 The study would assist future researchers in the concept of staff
training and productivity.

11. Scope of the Study
The geographical scope of the study is confined to Agip Oil Company
in Port Harcourt. While the overall research work of the study is
limited to investigating the relationship between staff training and
workers productivity in Nigeria Agip Oil Company Limited.

12. Operationalization of Concepts
 Training: This refers to any organized procedure by which
people acquire new knowledge and skills for the purpose of
using the knowledge and skill to work for an employer.
 Productivity: This means the efficient and quality contributions
of a worker which enhances the achievement of target goals of
the organisation without suffering major loss in the costs and
time that were used (total inputs and outputs).
 Development: This aptly emphasized by Mathis and Jackson,
means the planned activities which focus on increasing the
enlarging the capabilities of employees so that they can
successfully handle greater and/or assume higher positions in the
organisation's hierarchy to better handle current responsibilities.
Development usually focuses on improving the conceptual skills
– the intellectual and abilities needed to handle complex
situations and do a better job. Development focuses on
supervisory and managerial personnel (Mathis and Jackson,
1982; Klat, Murdick and Schuster, 1985).

13. Review of Related Literature and Theoretical
Framework
Review Themes
 Concept of Workers Productivity
 Concept of Staff training
 Nature and Quality of Staff
training for employees
 The extent of the impact of
training on staff productivity
 Measures for enhancing workers’
productivity.
 Types of staff training programme
in NAOC.
 Steps to creating effective training
programmes
 Types of productivity.
Theoretical Framework
 adopted the systems theory of
Kenneth Boulding.
 The work organisation is a
system.
 As such it has parts that are
interconnected in both structure
and function.
 Employees of Agip are like parts,
in which case they are expected to
work efficiently to contribute to
the productivity of the
organisation.

14. Methodology
 Research Design
The study adopted cross-sectional research design and
generated data through survey.
 Area of the Study
The study was restricted to Agip Company in Port Harcourt.
 Population for the Study
The population of the study was 1500 staff of various categories
(Agip, human resource department, 2020).
 Sample Size and Sampling Technique
The sample size for this study was 316. This was determined
with the Taro Yamane formula thus:
2
)
(
1 e
N
N
n



15. Methodology (Contd.)
Where;
n = the sample size
N = population size
e = level of precision (significance) at 0.05 when this
formula is applied to our sample, we have the following:
N = 1500
e = 0.05
)
0025
.
0
(
1500
1
1500

75
.
3
1
1500

n =
n =
n =
n =
75
.
4
1
1500

316

16. Methodology (Contd.)
 Concerning the sampling technique, the study adopted the
stratified random and simple random sampling techniques.
 Stratified random sampling in our adoption helped us to
sample elements separately selected from population strata in
exact proportion to their representation in the population. The staff
population in Agip is stratified within the continuum of
managers, supervisors, rank and file.
 Also, by simple random sampling, the study took a sampling
method in which every sample element was selected only on the
basis of chance through a random process.
 Types of Data and Instrument for Data Collection
 The data used for this study was primary data which
include the questionnaire (316) copies, all retrieved.
Secondary data include publications, textbooks,
internet facilities and data from Agip company.
 The instrument for data collection was the questionnaire
administered to the 316 respondents. The study relied on
quantitative data in the case of our primary data.

17. Methodology (Contd.)
 Validity of Instrument for Data Collection
Supervisors and experts were instrumental to the validation of the instrument.
 Reliability of Instrument for Data Collection
Test-retest method was used to enhance reliability.
 Method of Data Collection
Data were collected through the questionnaire which were administered to 316
respondents in Agip Oil Company.
 Methods of Data Analysis
 Frequency tables and the socio demographic data were analysed
with simple percentage
 The four hypotheses were analysed with the use of chi-square:
e
e
X
2
2 )
0
(




18. Data Presentation and Analysis
Variables Frequency Percentage
Sex
Male 217 68.67%
Female 99 31.33%
Age
21-30 49 16%
31-40 68 21%
41-50 80 25%
51-60 75 24%
61-70 44 14%
Marital Status
Married 210 66.46%
Single 70 22.15%
Separated/Divorce 11 3.48%
Widowed 25 7.91%
Educational Qualifications
First Degree 160 50.63%
HND 78 24.69%
FSLC 35 11.07%
PGD 26 8.23%
FSLC 15 4.75%
Others 2 0.63%
Socio-Demographic Information

19. Data Presentation and Analysis (Contd.)
Work Experience
1-5 years 35 11.08%
6-10 years 62 19.62%
11-15 years 99 31.32%
16 – 20 years 70 22.15%
21 – 25 years 22 6.96%
26-30 years 28 8.87%
Rank
Junior 161 50.95%
Supervisors 70 22.15%
Managers 65 20.57%
Executives 20 6.33%

20. Data Presentation and Analysis (Contd.)
S/N SD A D SD
1. I feel that an orientation training given to workers
make them acquire the knowledge to be productive.
116
(36.71%)
120
(37.97%)
68
(21.52%)
12
(3.80%)
2. I feel that internship training given to workers
enable them acquire the knowledge to make them
contribute efficiently to the organisation.
140
(44.30%)
116
(36.71%)
40
(12.66%)
20
(6.33%)
2. When workers receive apprentice training, it makes
them contribute efficiently to the organisation.
120
(37.98%)
132
(41.77%)
50
(15.82%)
14
(4.43%)
4. Coaching as an on-the-job training method makes
workers contribute efficiently to the achievement of
the organisation’s goals.
160
(50.63%)
128
(40.51%)
18
(5.70%)
10
(3.16%)
5. Job rotation as an on-the-job training method
enable workers to bring in quality and efficient
contributions which enhances the achievement of
the organisation’s goals.
94
(29.75%)
130
(41.14%)
53
(16.77%)
39
(12.34%)
RESULTS: RESEARCH QUESTIONS
Research Question 1: Is there any significant relationship between staff
training and workers’ productivity in the Nigeria Agip Oil Company?

21. Data Presentation and Analysis (Contd.)
S/N SD A D SD
1. If workers are given the case study training, I feel
that they will contribute efficiently to the
achievement of the target goals of the organisation.
162
(32.28%)
156
(49.37%)
48
(15.19%)
10
(3.16%)
2. Vestibule training given to a worker makes him
contribute efficiently to help the organisation
achieve productivity
142
(44.94%)
128
(40.50%)
26
(8.23%)
20
(6.33%)
2. Role playing training method given to workers
enable them contribute efficiently to the target
goals of the organisation.
124
(39.25%)
150
(47.47%)
21
(6.64%)
21
(6.64%)
4. I feel that simulation (the use of equipment or
technique that duplicates as possible the actual
conditions encountered on-the-job) enable workers
to contribute efficiently to the organisation.
120
(37.98%)
146
(46.20%)
42
(13.29%)
8
(2.53%)
5. I feel that if a worker is given a laboratory training,
he will contribute to the productivity of the
organisation.
132
(41.77%)
116
(36.71%)
58
(18.35%)
10
(3.17%)
Research Question 2: How often do the staff of Agip need training for the
effective performance of their work?

22. Data Presentation and Analysis (Contd.)
S/N SD A D SD
1. When managers attend special meetings and
conferences, it makes them contribute to efficiency
and quality of the organisation.
97
(30.70%)
143
(45.25%)
65
(20.57%)
11
(3.48%)
2. I feel that if managers are given sensitivity training,
they easily contribute efficiently to the achievement
of target goals of the organisation.
122
(38.61%)
140
(44.30%)
38
(12.03%)
16
(5.06%)
2. I feel that when managers undergo mentoring, they
increase the productivity of the organisation.
132
(41.77%)
128
(40.51%)
47
(14.87%)
9
(2.85%)
4. Business games as a development method, enables
managers to acquire decision making skills that
enhance productivity in the organisation.
92
(29.11%)
136
(43.04%)
68
(21.52%)
20
(6.33%)
5. When managers are involved in position rotation, I
feel that this will make them garner the required
knowledge and thus increase the productivity of the
organisation.
160
(50.63%)
72
(22.78%)
56
(17.72%)
28
(8.87%)
Research Question 3To what extent does training impact on the effective
performance of the employees of the company?

23. Data Presentation and Analysis (Contd.)
S/N SD A D SD
1. When employees are trained and developed, they
acquire specific knowledge that will be required by
other organisations.
108
(34.18%)
55
(17.41%)
117
(37.02%)
36
(11.39%)
2. I feel that after an employee has received training
and development, he or she will look for better jobs
in other organisations.
38
(12.03%)
47
(14.87%)
149
(47.15%)
82
(25.95%)
3. Organisations train and develop employees to look
for outside jobs.
35
(11.08%)
28
(8.86%)
140
(44.30%)
113
(35.76%)
Research Question 4To what extent does training and development of workers
induce them toward looking for better jobs elsewhere?

24. Data Presentation and Analysis (Contd.)
Test of hypotheses
Ho: There is no significant relationship between on-the-job training and
productivity of workers in Nigeria Agip Oil Company.
Contingency table showing observed and expected frequency
S/N SA A D SD
1. 116 (126) 120 (125.2) 68 (45.8) 12 (19)
2. 140 (126) 116 (125.2) 40 (45.8) 20 (19)
3. 120 (126) 132 (125.2) 50 (45.8) 14 (19)
4. 160 (126) 128 (125.2) 18 (45.8) 10 (19)
5. 94 (126) 130 (125.2) 53 (45.8) 39 (19)
Results of X2 calculated = 80.592
Table value of 0.05 level of significance = 21.026
Interpretation
Since the computed value of X2 (80.592), we rejected the null hypothesis and retained
the alternate hypothesis this established that there is significant relationship between on-
the-job training and productivity of workers of Agip Oil Company. This finding
corroborates with the work of Ekundayo (2015) that there is positive significant
relationship between training and workers productivity. It also supports the findings in
Halidu (2015).
Hypothesis One

25. Data Presentation and Analysis (Contd.)
Hypotheses Two
Ho: The staffs of the company hardly need off-the-job training for their
improved productivity in the company.
Contingency table showing observed and expected frequencies
S/N SA A D SD
1. 102 (124) 156 (139.2) 48 (39) 10 (13.8)
2. 142 (124) 128 (139.2) 26 (39) 20 (13.8)
3. 124 (124) 150 (139.2) 21 (39) 21 (13.8)
4. 120 (124) 146 (139.2) 42 (39) 8 (13.8)
5. 132(124) 116 (139.2) 58 (39) 10 (13.8)
Results of X2 calculated = 54.954
Table value of 0.05 level of significance = 21.026
Interpretation
Since the computed value of X2 (54.954) is greater than the table value (21.026), we
rejected the null hypothesis and retained the alternate hypothesis. The study thus
established that there is significant relationship between off-the-job training and
productivity of workers of Agip Oil Company. This supports the findings of Abomeh
and Nwakobi (2015) who found that training has significant effect on employee
productivity.

26. Data Presentation and Analysis (Contd.)
Hypotheses Three
Ho: There is no significant relationship between the development of the
managers and workers’ productivity in Nigeria Agip Oil Company.
Contingency table showing observed and expected frequencies
S/N SA A D SD
1. 97 (120.6) 143 (123.8) 65 (54.8) 11 (16.8)
2. 122 (120.6) 140 (123.8) 38 (54.8) 16 (16.8)
3. 132 (120.6) 128 (123.8) 47 (54.8) 9 (16.8)
4. 92 (120.6) 136 (123.8) 68 (54.8) 20 (16.8)
5. 160 (120.6) 72 (123.8) 56 (54.8) 28 (16.8)
Results of X2 calculated = 78.58
Table value of 0.05 level of significance = 21.026
Interpretation
Since the computed value of X2 (78.58) is greater than the table value (21.026). It was
demanded that we rejected the null hypothesis and retained the alternate hypothesis, thus
this study concludes that there is significant relationship between the development of
managers and productivity in Agip Oil Company.

27. Data Presentation and Analysis (Contd.)
Hypotheses Four
Ho: There is no significant extent to which the training and development of the
workers of the company impact on the propensity to look for better jobs
elsewhere.
.
Contingency table showing observed and expected frequencies
S/N SA A D SD
1. 108 (60.3) 55 (43.3) 117 (135.3) 36 (77.10)
2. 108 (60.3) 47 (43.3) 149 (135.3) 82 (77.10)
3. 108 (60.3) 28 (43.3) 140 (135.3) 113 (77.10)
Results of X2 calculated = 108.438
Table value of 0.05 degree of freedom = 21.0592
Interpretation
Having observed that the calculated X2 value (108.438) is greater than the table value
(12.592), it behooves the researcher to reject the null hypothesis and retained the
alternate form, which says that there is significant relationship between training and
development of Agip Oil Company workers and inducement by the acquired knowledge
and skills to look for better jobs in other organisations.

28. Key Findings
 There is significant relationship between on-the-job training
and productivity of workers of Agip Oil Company.
 There is significant relationship between off-the-job training
and productivity of workers of Agip Oil Company.
 There is significant relationship between development of
managers and productivity in Agip Oil Company.
 There is significant relationship between training and
development of Agip Oil Company workers.

29. Conclusion
 The researcher’s curiosity is satisfied as the research
questions got answers. In this way, it is startling a discovery
to find that on-the-job training, off-the-job training and
development of managers of Agip Oil company have
significant relationship with workers productivity.
 Also, the study concluded that most workers of Agip Oil
company who are trained and developed by the company will
be induced by the knowledge and skills acquired to look for
better jobs in other organisations.

30. Recommendations
The study recommends the following:
 Regular on-the-job training.
 Regular off-the-job training.
 Development of managers should be twice yearly.
 Employees diagnosed for training and development to
contractually agree to stay with the organisation even after
training and development for a reasonable period.
 Regular publication of need for training and development
after diagnosis.
 training and development to be planned to enhance
productivity.

31. Contributions to Scholarship
The study has contributed to scholarship in the following ways:
 The study has shown that employees of Agip Oil Company
who are trained in the on-the-job methods will contribute to
productivity of the organisation.
 Those workers who are trained in the off-the-job training
methods will also contribute to the productivity of the
organisation.
 Managers who are developed will in no small measure
increase the organisation’s productivity.
 Training and development given to an employee can equip
him with the knowledge and skill and thus induce him to
look for better jobs needing such skills in other organisations.
 It has therefore contributed to research in the area of quest
for productivity.

32. References
Aswathappa, K. (2002). Human resource and personnel management: Text
and cases (3rd Ed.). New Delhi: Tata McGraw-Hill Publishing
Company Ltd.
Peretomode, V. F. & Peretomode, O. (2001). Human resource management.
Lagos: Obaroh Ogbinaka Publishers Ltd.
Torrington, D.. Hall, L. & Taylor, S. (2008). Human resource management
(7th Ed.). England: Pearson Education Ltd.
Ihunda, C. C. (2002). Advanced management theory and practice. Owerri:
Springfield Publishers Ltd.
Ekundayo, J. A. (2015). Impact of training and development on workers’
productivity: A study of selected oil service companies in Port
Harcourt. International Journal of Scientific research in education.
Vol. 8 (1). Pp. 37 – 47.
Eneh, S. I., Inyang, B. J. & Ekpe, E. O. (2015). The effect of job training on
workers’ efficiency and productivity: A study of Pamol Nigeria
Limited, Calabar. International Journal of Management Studies and
research. Vol.3, Issue 1. pp. 57 – 65.

33. References (Contd.)
Mathis & Jackson, J. H. (1982). Personnel: contemporary perspectives and
applications (3rd Ed.). St. Paul: West Publishing Company.
Klatt, L. A., Murdick, R. G. & Schuster, F. E. (1985). Human
resource management. Columbus: Charles E. Merrill
Publishing Company.