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Effect of Staff Training on Job Satisfaction
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Effect of Staff Training on Job Satisfaction

This page presents an excerpt of the available research material, including the Preliminary Pages, Table of Contents, Abstract, Chapters One to Five, and References. It provides a comprehensive overview of the study, enhancing readability and accessibility for students, and researchers seeking complete material on “Effect of Staff Training on Job Satisfaction”.

ACKNOWLEDGEMENT

I am profoundly grateful to everyone who contributed to the successful completion of this project. I am especially grateful to my Supervisor (Name), the Head of Department (Name), and the Lecturers in the Department of Public Administration (PA) for their invaluable guidance and support. I also acknowledge the contributions of authors and scholars whose works on Effect of Staff Training on Job Satisfaction provided essential insights. Special thanks go to my study area (and any funding organizations, if applicable) for their financial assistance. I am equally thankful to stakeholders, including mentors, teachers, and colleagues, for their encouragement and support. Finally, I deeply appreciate my family and friends for their patience and unwavering support throughout this journey. Your contributions have been instrumental in making this research a reality.



TABLE OF CONTENTS

PRELIMINARY PAGES

CHAPTER ONE

INTRODUCTION

    CHAPTER TWO

    LITERATURE REVIEW

    • 2.1 Introduction
    • 2.2 Conceptual Review
    • 2.3 Theoretical Framework
    • ⋮
    • 2.4 Empirical Studies
    • 2.5 Research Gaps
    • 2.6 Summary of Literature Review

    CHAPTER THREE

    RESEARCH METHODOLOGY

    • 3.1 Introduction
    • 3.2 Research Design
    • 3.3 Population of Study
    • 3.4 Sampling and Sampling Technique
    • 3.5 Validation of Research Instrument
    • 3.6 Method of Data Collection
    • 3.7 Method of Data Analysis
    • 3.8 Questionnaire Administration
    • 3.9 Ethical Consideration
    • 3.10 Statistical Analysis

    CHAPTER FOUR

    DATA ANALYSIS, RESULT AND DISCUSSION

    • 4.1 Introduction
    • 4.2 Presentation and Analysis of Data
    • 4.3 Re-statement of Research Questions
    • 4.4 Test of Hypotheses
    • 4.5 Discussion of Findings

    CHAPTER FIVE

    SUMMARY, CONCLUSION AND RECOMMENDATION

    • 5.1 Introduction
    • 5.2 Summary of Findings
    • 5.3 Conclusion
    • 5.4 Recommendation
    • 5.5 Suggestion for Further Study

    REFERENCES

    APPENDIX A - “QUESTIONNAIRE”


    ABSTRACT

    Despite various training courses attended by staff of Kogi State Judiciary, there has been low morale and no job satisfaction. The major objective of this research was to determine the effect of training on job satisfaction in Kogi State Judicial Service for the period of 2003 to 2012. Specifically, the study sought to find out the extent to which attendance of short/long term course/programmes, and acquisition of higher educational qualifications (Degrees/Diplomas) has affected job satisfaction of staff of Kogi State Judicial Service.

    The research hypothesized that “that short or long term training courses and acquisition of higher educational qualifications does not affect staff job satisfaction”. The expectancy theory of Vroom (1964) was adopted for this research. The Survey research design with sample size of 338 using stratified random sampling technique for questionnaire distribution was used for primary data collection complimented by interview. Secondary data was derived from official records, text books, journals and internet materials. Data analysis was done by the use of frequency tables, percentages and chi square statistical tool. The research found that staff valued training as opportunity for career growth and advancement but lack of proper administration of training in Kogi State Judicial Service has led to poor job satisfaction. It was recommended that the Kogi State Judicial Service Commission should put in place specific training programmes that would guide staff training rather than the current laissez faire attitude towards management of staff training. Also, adequate budgetary provision should be made yearly to reward training to ensure job satisfaction in Kogi State Judicial Service.


    CHAPTER ONE

    Introduction

    1.1 Background to the Study

    Training is one of the most important issues for human resource management. Through appropriate training, organizations can rely on competent and motivated employees, ready to meet technological and strategic requirements while employees expect to meet their needs and desires and satisfy them through training. Literature reveals that human resources represent the most important and variable factor of the production process, besides being a vital and strategic element for any organization whose target is to improve its productivity and competitiveness (Kazaz and Ulubeyli 2007). Thus, the implementation of policies, programmes and practices related to human resources, such as those regarding selection, recruitment procedures, training, incentives and assessment, are closely related to the overall performance of the organization, which implies that human resources become a beneficial source of competitiveness (Osman et al. 2011).

    Different researches consider training as one of the most important issues in the field of human resources (Loosemore et al.2003, Porret 2007). This is so because training is an essential factor whenever availability and suitability of skilled workers, able to adapt themselves to the technological and strategic needs of the organization, are required. On the other hand, training is also essential to ensuring that employees get the appropriate skills to carry out their work successfully (Loosemore et al.2003, Osman et al. 2011). Organizations involved in effective training programmes are better equipped to retain workers more satisfied with their job and, consequently, more committed to the company. Moreover, while satisfied workers are generally willing to accept the objectives and values of the organization (Schmidt 2007), training that does not fulfil workers‟ expectations and needs could generate negative attitudes (Schmidt 2009).

    …

    CHAPTER TWO

    LITERATURE REVIEW

    2.1 Introduction

    This chapter focuses on the review of related literature. A literature review includes the current knowledge as well as theoretical and methodological contributions to a particular topic. It documents the state of the art with respect to the topic you are writing. It surveys the literature in the topic selected. In this research work the literature review includes the conceputal review, theoretical framework, the review of related literature …

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