EFFECTS OF TRAINING ON JOB PERFORMANCE AMONG THE NON-TEACHING STAFF OF THE UNIVERSITY OF JOS, 2005-2015

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dc.contributor.authorUDEH, ELIZABETH JANE
dc.date.accessioned2023-12-11T13:23:41Z
dc.date.available2023-12-11T13:23:41Z
dc.date.issued2017-12-11
dc.description.abstractIn the past, training of non-teaching staff of the University of Jos was not given attention which affected the performance of the staff in the organization. However, the training of the non-teaching staff of the university is beginning to gain ground. This study examined the relevance of training on the job performance among the non-teaching staff of the University of Jos. A total of 200 respondents were sampled for the study out of 2075 population which stand as the total population of non-teaching staff of the university, using questionnaire, oral interview Annual Appraisal Evaluation Report (APER) to collect data. The findings of the study showed that there is a positive significant relationship between training and job performance among the non-teaching staff of the University of Jos. The study further revealed that the trainees’ on-the-job behaviour also changed positively after the training. The study also discovered that the trainers have enough experience and skills to pass to the trainees. The study equally discovered that there were occasions where some staff were nominated for training and the offer was turned down. The study revealed some factors that could be responsible for the low performance of the non-teaching staff despite the investment on training by the University of Jos these factors are, lack of recognition, advancement, reward and responsibility. Based on these findings, the study recommended that staff who perform exceptionally well should be rewarded either in kind or cash. It further recommended that superior officers should give responsibilities to their subordinate staff and promotion should be given to deserving staff. The study also recommended that training allowances should be reviewed upward and payment of the said allowances should be monitored during the training programme and evaluation be done after the training to ascertain or determine the objective of the training.en_US
dc.identifier.citationEdward .E. (2002) Human resources personnel management, www.gipd.co.ulc/bookstore Edwards, M. (2001), Making it Work: Training and Development Journal, 50(40). April. Emeka, C.A. (1993), Elementary Business Statistics, Ibadan: University Press. Harbison F.H (1978) Human Resources as the Wealth of Nations. New York Oxford University Press. Ibrahim Omale (2005), Principle and Practice of Personal Management from Recruitment to Retirement. Ibrahim Omale (2005), Principles and Practice of Personnel Management from Recruitment to Retirement, Kennedy, S. and Robbins, J. (2001), Rules in Determining Fiscal Performance. Department of Finance, Canada: Working Paper, 2001-16. Kerlinger, F. (1973). Foundation of behavioural research. USA; HOFI Rinerhart and Wiston. Kirkpatrick, L. Donald (2006), Improving Employee Performance through Appraisal and Coaching, American Management Association Publicationen_US
dc.identifier.urihttps://keffi.nsuk.edu.ng/handle/20.500.14448/2627
dc.language.isoenen_US
dc.publisherDepartment of Public Administration, Nasarawa State University, Keffien_US
dc.titleEFFECTS OF TRAINING ON JOB PERFORMANCE AMONG THE NON-TEACHING STAFF OF THE UNIVERSITY OF JOS, 2005-2015en_US
dc.typeThesisen_US

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