CHAPTER ONE
INTRODUCTION
Background of the Study
Training refers to the teaching or learning activity carried on for the primary purpose of helping members of an organization acquired and apply the knowledge, ability, skill and attitude needed by the organization.
Training and Development of an employee cannot be overlooked especially in the bank sector as it forms the umbilical cord of proficiency and greater efficiency which remain the trademark of any organization. Broadly speaking, training is the act of increasing knowledge and skill of an employee in doing a particular job.
According to M.C. Far Land (2006) training is the term used to describe the process through which organization build the skill and abilities of non-managerial employee. Development on the other hand includes the process by which manager and executives acquire not only the skill but competence in their present job but also capacity for future managerial task increasing scope.
Development is not as specific that, it is more general in application. In this context, it is used in the relation to the process of helping management improve the managerial administrative skills and decision making process, qualities, competencies and achieving motivational and consequently productivity of employer, by wing training to motivate employees, it will definitely result in increase in productivity. Training tends to be connected with non managerial employee while development refers to managerial staff.
1.2 Statement of the Problem
Competition has affected employees effective and efficient performance hence they are not having required needed skills, knowledge, attitude and the technical know-how to enhance their professional performance at their job level.
The level of performance of most staff has been very low and discouraging thereby having negative effect on the overall performance of corporate objective of the bank. These are the problems that prompted this research work:
Low level of performance in service delivery
Competition in the banking sector
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The study will provide information to the government, policymakers, and development partners about the relationship between motivation and staff retention in public second cycle institutions, as well as its development.
The study will be useful to the organization's managers and stakeholders. The study's findings have implications for organizational principals who hold managerial positions.
The findings of this research work will undoubtedly provide the much needed information to government organizations, food and hospitality sector and academia.
In addition to providing some insight into the challenges at hand, the study will also act as a source of literature for future research.
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