EFFECT OF THE JOB TRAINING ON THE EMPLOYEE PRODUCTIVITY A CASE STUDY

OF POLYCON LTD FEDERAL POLYTECHNIC BAUCHI

BY

SIMON SAMUEL 23/151626

ADAMU HUSNA SULAIMAN 23/151819
ZAKKARIYA MESHACK 23/151627
MUHAMMAD ABDUALRAHAMAN 23/151611
HASSAN KHALIFA 23/151440

A PROJECT SUBMITTED TO THE DEPARTMENT OF PUBLIC

ADMINISTRATION, SCHOOL OF MANAGEMENT SCIENCE, THE FEDERAL
POLYTECHNIC, BAUCHI,
IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF
NATIONAL DIPLOMA IN PUBLIC ADMINISTRATION

SEPTEMBER, 2025
i
 DECLARATION

This is to declare that this project titled “Effect of the Job Training On the Employee
Productivity A Case Study of Polycon Ltd Federal Polytechnic Bauchi was carried out by Simon
Samuel, Adamu Husna Sulaiman, Zakkariya Meshack, Muhammad Abdualrahaman and Hassan
Khalifa under the supervision of Dr. Inuwa Abdu Ibrahim. This Project is an original work
carried out by us and no part of it has been presented elsewhere for a degree or a diploma. The
work of other investigators is acknowledged and referenced in this presentation.

Simon Samuel
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Name of student Signature Da t e

Husna Sulaiman
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Name of student Signature Date

Zakkariya Meshack
-------------------------------- ------------------------- -------------
Name of student Signature Date

Muhammad Abdualrahaman
------------------------- ------------------------- -------------
Name of student Signature Date

Hassan Khalifa
------------------------- ------------------------- -------------
Name of student Signature Date

ii
 DEDICATION

This work is dedicated to God Almighty whose power authority and supremacy remain forever.

To Him all glory honour now and forevermore, Amen.

And also to our loving parents for their endless efforts towards our academic pursuit.

iii
 CERTIFICATION

This is to certify that the research work for this project titled Influence of Reward System
Strategy on Employees’ Performance in the Public Sector A case study of Bauchi local
government) by Simon Samuel, Adamu Husna Sulaiman, Zakkariya Meshack, Muhammad
Abdualrahaman and Hassan Khalifa was carried out under my supervision.

Dr. Inuwa Abdu Ibrahim _______________________ _________

NAME OF SUPERVISOR SIGNATURE DATE

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 APPROVAL PAGE

This project has been read and approved for the award of National Diploma having met the

requirements of the Department of Public Administration, the Federal Polytechnic, Bauchi.

Dr. Inuwa Abdu Ibrahim

Project supervisor Signature Date

Mr. Musa Lumi

Project Coordinator Signature Date

Mal. Nasiru Salisu

Head of Department Signature Date

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 ACKNOWLEDGEMENTS

Praise be to God for his mercy and grace. We special gratitude goes to our supervisor Dr.

Inuwa Abdu Ibrahim Usman for devoting his time to make this work a successful one, God

bless you. We also want to appreciate mal. Nasiru Salisu the Head of Our Department and

Mr. Musa Lumi our project coordinator for their Moral and Academic Teaching and all the

Lecturers in our Department; Mal. Mahmood Adam, Mal. Murtala Ahmed, Malama Mariam

Musa, Mal. Jafar Ibrahim Dass, Mal. Adamu Buba and Mal. Abdulwahab A. Garba We end

this acknowledgement with a big appreciation to our Parents for their maximum support

towards our studies, may you live long.

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 Table of Content
Title page - - - - - - - - - - i
Cover page - - - - - - - - - - ii
Declaration - - - - - - - - - - iii
Certification - - - - - - - - - - iv
Dedication - - - - - - - - - - v
Acknowledgement - - - - - - - - - vi
Abstract - - - - - - - - - - vii
Table of content - - - - - - - - - viii

CHAPTER ONE: INTRODUCTION

1.1 Background of the study - - - - - - - 1

1.2 Statement of problem - - - - - - - - 4

1.3 Research questions - - - - - - - - 6

1.4 Objectives of the study - - - - - - - 6

1.5 Research Hypothesis - - - - - - - - 6

1.6. Significance of the study - - - - - - - 6

1.7 Scope and limitation of the study - - - - - - 7

1.8 Definition of terms - - - - - - - - 7

1.9 Background of the case study - - - - - - - 8

1.10 Organization of the study - - - - - - - 9

CHAPTER TWO: LITERATURE REVIEW

2.1. Introduction - - - - - - - - - 10

2.2. The concept of Reward management - - - - - - 10

2.2.1 Aim of Reward Management - - - - - - - 11

2.2.2 Importance of reward management -- - - - - 11

2.2.3 Reward Philosophy - - - - - - - - 12

2.2.4 Reward and Employee performance - - - - - - 12

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2.2.5 The effect of Reward on performance - - - - - - 12

2.2.6 Reward Management process - - - - - - - 13

2.2.7 Types of Reward System - - - - - - - 13

2.3 Theoretical Reward- - - - - - - - - 15

2.3.1 Theory of Reinforcement - - - - - - - 16

2.4 Empirical Literature Review - - - - - - - 17

2.5 Conceptual Framework - - - - - - - - 19

CHAPTER THREE: METHODOLOGY

3.1 Introduction - - - - - - - - - 27

3.2 Research design - - - - - - - - - 27

3.3 Study area/location - - - - - - - - 27

3.4 Population of the study - - - - - - - 27

3.5. Sampling technique - - - - - - - - 28

3.6 Sample size - - - - - - - - - 28

3.7 Data collection instrument and procedures - - - - - 28

3.8 Variables and measurement - - - - - - - 28

3.9 Method of data analysis - - - - - - - - 29

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.0 Data Presentation and Analysis - - - - - - 30

4.1 Introduction - - - - - - - - - 30

4.2 Response rate - - - - - - - - - 30

4.3 Demographic of the respondents - - - - - - 30

4.4 Data Presentation - - - - - - - - 32

4.5 Major Findings - - - - - - - - 37

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 CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Introduction - - - - - - - - - 39

5.2 Summary - - - - - - - - - 39

5.3 Conclusion - - - - - - - - - 39

5.4 Recommendation - - - - - - - - 40

5.5 Limitations of the study - - - - - - - 40

5.6 Suggestions for further studies - - - - - - 41

REFERENCES - - - - - - - - - 45

Appendix I - - - - - - - - - - 41

ix
 ABSTRACT
This study examines the effect of job training on employee productivity, using Polycon Ltd at
the Federal Polytechnic Bauchi as a case study. The purpose of the research is to assess how
training initiatives contribute to the skills, efficiency, and overall performance of employees
in the organization. Specifically, the study investigates the extent to which training programs
influence employee output, job satisfaction, and organizational growth. The research adopts
a descriptive survey design, relying on both primary and secondary data. Structured
questionnaires were administered to a sample of employees and management staff, while
relevant literature was reviewed to support the findings. Data collected were analyzed using
simple percentages and descriptive statistics to interpret responses. The results reveal that
job training has a significant positive impact on employee productivity. Employees who
received adequate training reported improved job performance, better problem-solving
abilities, and higher motivation compared to those who had little or no access to training
opportunities. The findings also indicate that consistent and well-structured training
programs help reduce errors, enhance innovation, and improve organizational
competitiveness. The study concludes that job training is a crucial tool for boosting employee
productivity and organizational effectiveness. It recommends that management of Polycon
Ltd and similar institutions should invest in regular, relevant, and continuous training
programs tailored to the needs of employees. Such initiatives will not only improve individual
capabilities but also contribute to sustainable growth and success of the organization.

Keywords: Job Training, Employee Productivity, Performance, Polycon Ltd, Bauchi.

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 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

In today’s dynamic business environment, organizations continually seek ways to improve

employee performance and productivity. One of the most effective strategies for achieving

this is through job training, which enhances employees' knowledge, skills, and competencies.

Training is widely recognized as a crucial factor in organizational success, as it enables

employees to adapt to changes, improve efficiency, and contribute effectively to business

goals (Noe et al., 2022).

Job training can take various forms, including on-the-job training, mentorship programs,

workshops, seminars, and online learning platforms. Organizations that invest in continuous

employee training often experience improved work quality, higher job satisfaction, and lower

turnover rates (Aguinis & Kraiger, 2023). Moreover, research suggests that well-trained

employees are more engaged and motivated, leading to increased overall productivity and

innovation within an organization (Salas et al., 2021).

In the Nigerian context, job training is particularly essential due to the rapidly changing

economic landscape and technological advancements. Many companies, including Polycon

Ltd at the Federal Polytechnic Bauchi, recognize the importance of equipping their workforce

with relevant skills to remain competitive. However, despite the acknowledged benefits of

training, some organizations face challenges such as inadequate funding, lack of structured

training programs, and resistance to change among employees (Obisi, 2023).

This study seeks to examine the effect of job training on employee productivity within

Polycon Ltd, Federal Polytechnic Bauchi. It aims to explore the types of training programs

implemented, assess their effectiveness, and identify possible challenges that may hinder

1
optimal employee performance. By doing so, the research will provide insights into how job

training can be optimized to enhance productivity in similar organizations.

1.2 Statement of the Problem

Employee productivity is a critical factor in determining the success and sustainability of any

organization. In today’s fast-paced and competitive business environment, organizations are

expected to continuously improve the skills and efficiency of their workforce through

effective job training programs. Despite the recognized benefits of training in enhancing

employee performance, many organizations, including Polycon Ltd at Federal Polytechnic

Bauchi, still struggle with low productivity levels, which may be linked to inadequate or

ineffective job training programs.

One of the major concerns is whether the training programs implemented at Polycon Ltd are

aligned with employees’ job roles and organizational goals. Some employees may receive

insufficient or outdated training, which limits their ability to perform tasks efficiently.

Additionally, the absence of a structured and continuous training program could lead to skill

gaps, decreased motivation, and reduced job satisfaction among workers (Aguinis & Kraiger,

2023).

Furthermore, organizations often face challenges such as limited financial resources, lack of

proper training infrastructure, and resistance to change from employees who may not see the

immediate value of training (Obisi, 2023). These challenges may hinder the effectiveness of

training programs and, in turn, negatively impact employee productivity and overall

organizational performance.

Given these issues, this study seeks to investigate the impact of job training on employee

productivity at Polycon Ltd, Federal Polytechnic Bauchi. It will assess the effectiveness of

the training programs, identify existing gaps, and provide recommendations for improving

training initiatives to enhance employee performance and organizational efficiency.

2
1.3 Research Questions

This study aims to investigate the effect of job training on employee productivity at Polycon

Ltd, Federal Polytechnic Bauchi. To achieve this, the following research questions will be

addressed:

1. What types of job training programs are implemented at Polycon Ltd?

2. How does job training influence employee productivity in the organization?

3. What are the challenges faced in implementing effective job training programs at

Polycon Ltd?

1.4 Objectives of the Study

The main objective of this study is to examine the effect of job training on employee

productivity at Polycon Ltd, Federal Polytechnic Bauchi. Specifically, the study aims to:

1. Identify the types of job training programs implemented at Polycon Ltd.

2. Assess the impact of job training on employee productivity in the organization.

3. Examine the challenges associated with implementing job training programs at

Polycon Ltd.

1.5 Hypotheses

To guide this study, the following hypotheses will be tested:

H₀₁: Job training has no significant effect on employee productivity at Polycon Ltd.

H₁₁: Job training has a significant effect on employee productivity at Polycon Ltd.

H₀₂: Employees' perceptions of job training do not significantly influence their job

performance.

H₁₂: Employees' perceptions of job training significantly influence their job performance.

H₀₃: Challenges in implementing job training programs do not significantly affect employee

productivity.

3
H₁₃: Challenges in implementing job training programs significantly affect employee

productivity.

1.6 Significance of the Study

This study is significant as it provides valuable insights into the role of job training in

enhancing employee productivity, particularly within Polycon Ltd at Federal Polytechnic

Bauchi. The findings will be beneficial to management by identifying the effectiveness of

existing training programs and recommending improvements that align with organizational

goals. Employees will also benefit from the study as it highlights how training contributes to

skill development, job satisfaction, and overall performance. Additionally, policymakers and

human resource professionals can use the findings to design better training frameworks that

enhance workforce productivity across similar organizations. Academically, this research

adds to the body of knowledge on employee training and productivity, serving as a reference

for future studies in human resource management and organizational development.

1.7 Scope/Delimitation of the Study

This study focuses on the effect of job training on employee productivity at Polycon Ltd,

Federal Polytechnic Bauchi. It examines the types of training programs implemented, their

impact on employees' performance, and the challenges associated with training initiatives.

The study is limited to employees of Polycon Ltd, excluding other departments within the

Polytechnic or other organizations. Additionally, the research does not cover broader aspects

of human resource management, such as recruitment or compensation, as it is strictly

centered on job training and its effect on productivity. The findings are therefore specific to

Polycon Ltd and may not be entirely generalizable to other organizations without further

comparative studies.

4
1.8 Definition of Terms

Job Training – A structured program designed to enhance employees' knowledge, skills, and

abilities to improve job performance and productivity within an organization.

Employee Productivity: The efficiency and effectiveness with which an employee performs

tasks, measured in terms of output, quality of work, and overall contribution to organizational

goals.

On-the-Job Training: A form of training where employees acquire skills and knowledge

while performing their actual work under the guidance of a supervisor or experienced

colleague.

Off-the-Job Training: Training that takes place outside the employee's regular work

environment, such as workshops, seminars, and online courses, aimed at improving job-

related competencies.

Workforce Development: A continuous process of improving employees' skills and

competencies through training and professional development programs to enhance

organizational growth and efficiency.

Human Resource Development (HRD): A field within human resource management that

focuses on training, career development, and performance improvement strategies to optimize

employee potential.

Employee Performance: The assessment of how well an employee executes assigned tasks,

responsibilities, and job expectations in alignment with organizational objectives.

Training Effectiveness: The extent to which a training program successfully improves

employees' knowledge, skills, and job performance, contributing to overall organizational

productivity.

5
1.9 Background of the Case Study

Polycon Ltd is a company operating within the Federal Polytechnic Bauchi, providing

various technical and administrative services. The organization plays a crucial role in

supporting the institution’s operational needs by employing skilled and semi-skilled workers

in different departments. Given the dynamic nature of the work environment, Polycon Ltd

places emphasis on employee training to improve productivity, enhance service delivery, and

maintain operational efficiency.

Despite efforts to implement training programs, challenges such as limited resources,

inadequate training structures, and employee resistance to change may hinder the

effectiveness of these programs. Understanding the impact of job training on employee

productivity within Polycon Ltd is essential to identifying gaps and recommending strategies

for improvement. This study will assess the training initiatives at Polycon Ltd, evaluate their

effectiveness, and explore ways to optimize employee performance through enhanced

training programs.

1.10 Organization of the Study

This study is structured into five chapters to provide a systematic approach to examining the

effect of job training on employee productivity at Polycon Ltd, Federal Polytechnic Bauchi.

Chapter One introduces the study by presenting the background, statement of the problem,

research questions, objectives, hypotheses, significance, scope, definition of terms,

background of the case study, and organization of the study.

Chapter Two reviews relevant literature on job training and employee productivity, covering

theoretical frameworks, empirical studies, and key concepts related to the research.

Chapter Three outlines the research methodology, including the research design, population,

sampling technique, data collection methods, and data analysis techniques.

6
Chapter Four presents the data analysis, interpretation of findings, and discussion in relation

to the study’s objectives.

Chapter Five summarizes the study, provides conclusions, and offers recommendations

based on the research findings.

This structured approach ensures a comprehensive investigation into the relationship between

job training and employee productivity.

7
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter presents a comprehensive review of existing literature related to job training and

its impact on employee productivity. It provides a conceptual understanding of job training,

explores relevant theoretical frameworks, and highlights empirical studies that have

examined the relationship between job training and employee performance. The chapter

concludes by presenting a conceptual framework that guides the current study, as well as

identifying gaps in the existing literature that this research aims to address.

2.2 Conceptualisation

Job training is defined as the process of enhancing an employee's skills, knowledge, and

competencies to perform specific tasks effectively and efficiently within an organization

(Noe et al., 2022). It is a critical component of human resource development, aiming to equip

employees with the necessary tools to improve their job performance and productivity. The

types of job training can include formal training programs, workshops, seminars, on-the-job

training, e-learning, mentorship, and coaching. Training helps bridge the gap between an

employee’s current skill set and the skills required to perform their job effectively, ensuring

that they are well-prepared to meet organizational demands and adapt to changes in the

business environment (Salas et al., 2021).

Employee productivity, on the other hand, is a measure of an individual’s efficiency in

completing tasks and contributing to the overall goals of the organization. It is influenced by

various factors, including job satisfaction, motivation, work environment, and the skills an

employee possesses. Job training is considered a vital tool for improving productivity, as it

enhances employees' abilities and helps them to perform their tasks more effectively.

8
2.3 Theoretical Framework

The relationship between job training and employee productivity is underpinned by several

theoretical perspectives. One such theory is Social Cognitive Theory (Bandura, 1986),

which emphasizes the role of learning through observation, imitation, and modeling. This

theory suggests that job training enhances employee learning by providing opportunities to

acquire new skills and knowledge through various forms of training. It also highlights the

importance of motivation in the learning process, suggesting that employees who are

motivated to learn will be more productive and engaged in their tasks.

Another relevant theory is Expectancy Theory (Vroom, 1964), which posits that employees

are motivated to perform well when they believe their efforts will lead to desired outcomes,

such as promotions, salary increases, or other rewards. According to this theory, training that

is well aligned with employees’ job roles and career goals will increase their motivation to

apply what they have learned, thereby improving their performance and productivity.

Additionally, the Human Capital Theory (Becker, 1964) argues that investments in

employees' education and training contribute to the overall economic value of an

organization. By enhancing the skills of the workforce, companies can achieve higher

productivity, innovation, and organizational success. This theory supports the view that job

training is a strategic investment that improves employee performance and contributes to

business growth.

2.4 Empirical Review

Several studies have explored the relationship between job training and employee

productivity, yielding varying findings based on different contexts. In the study by Aguinis

and Kraiger (2023), it was found that well-designed and ongoing training programs

significantly enhance employee productivity by improving their technical skills and problem-

solving abilities. Similarly, Salas et al. (2021) found that organizations that invest in

9
continuous employee development experience increased engagement, job satisfaction, and

productivity. Employees who feel that their skills are constantly being upgraded are more

motivated to perform at a higher level.

In the context of Nigeria, Obisi (2023) examined the challenges faced by Nigerian

companies, including Polycon Ltd, in implementing effective training programs. The study

revealed that financial constraints, lack of proper training infrastructure, and resistance to

change among employees are significant barriers to successful job training implementation.

These challenges hinder the potential impact of training on employee productivity,

highlighting the need for organizations to overcome these obstacles to maximize the benefits

of job training.

Similarly, a study by Mudor and Tooksoon (2019) in Malaysia revealed that organizations in

the service sector with effective training programs experienced lower turnover rates and

higher levels of employee productivity. These findings underscore the importance of having

structured and relevant training initiatives that are tailored to employees’ roles and

responsibilities.

However, there is limited research on the specific challenges and effectiveness of job training

programs in Nigerian organizations, especially in the context of higher education institutions

like Polycon Ltd. Most studies focus on large corporations or multinational organizations,

which may not accurately represent the training dynamics in smaller or public-sector

organizations.

2.5 Conceptual Framework

The conceptual framework for this study is based on the relationship between job training and

employee productivity, as outlined in the theories and empirical studies reviewed. The

framework hypothesizes that effective job training programs, when aligned with employee

10
needs and organizational goals, positively influence employee performance and productivity.

The key components of the framework include:

 Training Programs: Different types of training programs (e.g., on-the-job training,

workshops, e-learning) that are implemented to improve employees' skills and

knowledge.

 Employee Productivity: The output or performance level of employees after

undergoing training.

 Challenges in Training Implementation: Barriers to effective training, such as

financial constraints, lack of infrastructure, and resistance to change.

The framework posits that job training enhances employee skills and motivation, which in

turn leads to higher productivity. However, challenges in implementing training programs

may limit the effectiveness of training, thereby reducing its impact on employee performance.

2.6 Summary of Literature (Expressing Gap in Literature)

The literature reviewed indicates a strong positive relationship between job training and

employee productivity, with several studies highlighting the benefits of effective training

programs. However, there are notable gaps in the literature that need to be addressed. Most of

the existing studies have focused on large organizations or multinational corporations, with

limited research on the impact of job training in smaller organizations or public institutions,

especially in the context of Nigerian universities or polytechnics.

Moreover, while many studies have highlighted the benefits of job training, there is a lack of

research on the specific challenges faced by Nigerian organizations in implementing effective

training programs, particularly in the higher education sector. Issues such as limited funding,

inadequate training infrastructure, and employee resistance to change have been identified,

but these challenges have not been thoroughly explored in the context of Polycon Ltd at

Federal Polytechnic Bauchi.

11
This study aims to fill these gaps by specifically examining the types of training programs

implemented at Polycon Ltd, evaluating their effectiveness, and identifying the challenges

that hinder the successful implementation of these programs. By doing so, it will provide

valuable insights into how job training can be optimized to enhance employee productivity in

similar organizations.

12
 CHAPTER THREE

METHODOLOGY

3.1 Introduction

This chapter outlines the research methodology employed to investigate the effect of job

training on employee productivity at Polycon Ltd, Federal Polytechnic Bauchi. The chapter

describes the research design, unit of analysis, population, sampling technique, sample size,

data collection instruments, procedures, and methods used for data analysis. The

methodology adopted is based on primary data collected from employees at Polycon Ltd

through surveys. The research seeks to evaluate the relationship between job training and

employee productivity while addressing any challenges faced during the implementation of

training programs.

3.2 Research Design

The study adopts a descriptive correlational research design, which aims to describe the

characteristics of job training programs at Polycon Ltd and examine their impact on

employee productivity. This design is suitable for investigating the relationships between

variables, particularly how job training influences employee performance. By collecting data

from employees, the study will assess both the effectiveness of training programs and the

challenges involved, making it possible to explore any correlations between these factors and

employee productivity.

3.3 Unit of Analysis

The unit of analysis for this study is individual employees at Polycon Ltd, Federal

Polytechnic Bauchi. These employees are the focus of the research, as their perceptions of job

training, experiences with training programs, and productivity levels will provide insights

into the impact of training on performance. The analysis will explore how these individual

factors collectively contribute to overall organizational productivity.

13
3.4 Population of the Study

The population of the study consists of employees working at Polycon Ltd, Federal

Polytechnic Bauchi. The employees are involved in various departments, including

administrative, technical, and academic support roles, all of which participate in training

programs within the organization. This population provides a comprehensive perspective on

the types of job training implemented and how they influence employee productivity across

different roles.

3.5 Sample and Sampling Technique

A stratified random sampling technique will be used to select participants for the study.

The stratified random sampling method ensures that employees from different departments

(e.g., administration, technical support, and academic support) are proportionally represented

in the sample. This technique helps in obtaining a more diverse and representative sample of

employees who are affected by the job training programs. After identifying the strata

(different departments), random sampling will be applied to select participants from each

department. This approach ensures that the findings are not biased by any single department

but reflect the overall impact of job training on employee productivity across the

organization.

3.6 Sample Size

The sample size will be determined using Cochran's sample size formula for a finite

population, which is appropriate for ensuring a representative sample from a population of

known size. Given that the exact number of employees at Polycon Ltd is not specified, a

conservative estimate based on available records will be used. A minimum of 150 employees

will be selected for the study to ensure statistical significance and reliability of the findings.

This sample size is sufficient for drawing valid conclusions about the effect of job training on

employee productivity.

14
3.7 Data Collection Instruments and Procedures

The primary data collection instrument for this study will be a structured questionnaire,

which will consist of both closed-ended and open-ended questions. The questionnaire will be

divided into several sections, including demographic information, types of job training

programs, employee perceptions of training, and their productivity levels. The questions will

be designed to capture employees' views on the effectiveness of job training and its impact on

their job performance.

The data collection procedure will involve distributing the questionnaire to the selected

sample of employees at Polycon Ltd. The survey will be administered in person or through

online platforms, depending on the accessibility and availability of respondents. Employees

will be given clear instructions on how to complete the questionnaire, and their participation

will be voluntary. Data collection will occur over a period of two weeks to ensure a

reasonable response rate.

3.8 Validation of Instruments

To ensure the validity of the research instrument, the questionnaire will be subjected to a

content validity test. This will involve seeking expert opinions from professionals in human

resource management and organizational behavior to review the items in the questionnaire for

relevance and clarity. Any suggestions or modifications made by the experts will be

incorporated to improve the instrument’s validity. Additionally, a pilot test will be conducted

with a small group of employees at Polycon Ltd (not part of the final sample) to test the

reliability and clarity of the instrument before the actual data collection.

3.9 Variables and Measurements

The key variables for this study are:

Independent Variable: Job Training

15
Types of training programs (measured using a Likert scale from 1 = not effective to 5 =

very effective)

Employee perceptions of training (measured through Likert scale questions assessing

perceived usefulness, relevance, and frequency of training)

Dependent Variable: Employee Productivity

Task performance (measured by self-reported job performance and productivity)

Motivation and engagement (measured by responses on job satisfaction, willingness to go

beyond assigned tasks, and overall engagement with work)

Moderating Variable: Training Challenges

Barriers to effective training (measured using a Likert scale to assess factors such as

financial constraints, lack of training infrastructure, and employee resistance to change)

Each of these variables will be measured using relevant indicators, such as frequency,

perception of effectiveness, and self-reported productivity levels, which will be assessed

through the survey questionnaire.

3.10 Method of Data Analysis

The data collected will be analyzed using both descriptive and inferential statistical

methods. Descriptive statistics, including frequencies, percentages, means, and standard

deviations, will be used to summarize the demographic characteristics of the respondents and

their responses to job training and productivity items.

To test the hypotheses, inferential statistics will be used, including Pearson correlation to

assess the strength and direction of the relationship between job training and employee

productivity, and regression analysis to determine the impact of training programs on

productivity while considering the moderating effects of challenges in training

implementation.

16
SPSS (Statistical Package for the Social Sciences) software will be used for data entry and

analysis. The results will be presented in tables, charts, and graphs to aid in the interpretation

and presentation of the findings.

17
 CHAPTER FOUR
DATA PRESENTATION, ANALYSIS, AND INTERPRETATION
4.1 Introduction
This chapter presents the analysis of data collected from employees of Polycon Ltd. The main

objective of this chapter is to examine the types of job training programs implemented, assess

their impact on employee productivity, and identify the challenges associated with training.

Data were collected using a structured questionnaire, administered to 100 employees across

various departments. Both descriptive and inferential statistics were employed to interpret the

findings, and the results are discussed in relation to the research objectives.

4.2 Demographic Characteristics of Respondents

Table 4.1: Gender Distribution
Gender Frequency Percent (%)

Male 60 60%

Female 40 40%

Total 100 100%

Source: Field Survey, 2025

The gender distribution shows that 60% of respondents were male and 40% were female.

This indicates a slight male dominance in participation, which could reflect workforce

composition at Polycon Ltd. or cultural tendencies where males are more engaged in formal

work roles. However, the substantial female participation (40%) highlights inclusivity and

indicates that training programs cater to both genders, ensuring equal opportunity for skill

development.

18
Table 4.2: Age Distribution
Age Group Frequency Percent (%)

20–25 years 25 25%

26–30 years 35 35%

31–35 years 25 25%

36–40 years 10 10%

Above 40 years 5 5%

Total 100 100%

Source: Field Survey, 2025

Most respondents (60%) fall within the 26–35 age range, representing the core workforce

with high energy and adaptability. The younger employees (25%) in the 20–25 range are

likely newer recruits who can quickly adapt to new training programs. Employees above 35

years constitute a smaller portion (15%), possibly indicating that senior staff are fewer or less

involved in ongoing training initiatives.

Table 4.3: Educational Qualification

Qualification Frequency Percent (%)

Secondary School 10 10%

Diploma/NCE 30 30%

Degree 50 50%

Postgraduate 10 10%

Total 100 100%

Source: Field Survey, 2025

The distribution of respondents’ educational qualifications reveals that half (50%) of Polycon

Ltd.’s workforce hold a university degree, making this the dominant qualification level

among staff. This is followed by 30% who possess Diploma or NCE certificates, while only

10% each have secondary education or postgraduate qualifications. This pattern demonstrates

that the majority of employees are well-educated, suggesting that they are likely to adapt

easily to training programs, understand technical concepts, and contribute meaningfully to

organizational growth. The relatively small proportion of staff with only secondary education

19
implies limited basic-skill workers, while the presence of some postgraduate holders points to

advanced expertise within the workforce.

Table 4.4: Participation in Training Programs

Participation Frequency Percent (%)

Yes 85 85%

No 15 15%

Total 100 100%

Source: Field Survey, 2025

The analysis shows that an overwhelming 85% of respondents have participated in job

training programs, compared to only 15% who have not. This indicates that Polycon Ltd.

prioritizes training as a central part of its human resource development strategy. Such a high

participation rate reflects management’s commitment to equipping employees with updated

knowledge and skills. It also implies that training opportunities are widely accessible across

the organization, fostering inclusivity. The 15% who reported non-participation may

highlight areas where accessibility, scheduling, or communication of training opportunities

could be improved.

20
Table 4.5: Types of Training Programs
Training Type Frequency Percent (%)
On-the-job training 70 70%
Orientation/Induction 50 50%
Skills Development Workshops 60 60%
Safety Training 40 40%
Leadership/Management Training 30 30%
Technical Training 50 50%
Source: Field Survey, 2025
Findings reveal that on-the-job training is the most common (70%), reflecting a strong

emphasis on practical, experience-based learning. Skills development workshops (60%) are

also widely implemented, indicating attention to continuous professional growth.

Orientation/induction programs and technical training each account for 50%, showing that

both new employees and technical staff receive structured capacity building. Safety training

(40%) demonstrates organizational concern for workplace health and security, though its

moderate frequency suggests room for expansion. Leadership and management training, at

30%, is the least common, pointing to selective targeting of supervisory and managerial staff

rather than a broad-based initiative.

Table 4.6: Frequency of Training Programs

Frequency Frequency Percent (%)
Once a year 20 20%
Twice a year 35 35%
Quarterly 25 25%
Monthly 5 5%
Rarely 15 15%
Source: Field Survey, 2025
The frequency of training shows that the most common occurrence is twice a year (35%),

followed by quarterly training (25%). This indicates that most employees undergo training at

least once every six months, ensuring regular exposure to knowledge and skill updates. A

smaller proportion (20%) experience tr1aining only once annually, while a minority (15%)

21
report rare training, suggesting gaps in uniform access across the workforce. Interestingly,

only 5% benefit from monthly training, highlighting a limited commitment to short-term

continuous learning and refreshers. While overall training frequency is reasonable, the

findings suggest that increasing monthly or quarterly training could strengthen retention,

adaptability, and performance.

Table 4.7: Employee Perception of Training Impact

Statement Mean (Ẋ) Remark

Training improves overall work performance 4.3 Accepted

Training enhances skills and knowledge 4.4 Accepted

Training increases efficiency at work 4.2 Accepted

Training improves teamwork 4.0 Accepted

Training motivates better results 4.1 Accepted

Source: Field Survey, 2025

The results show strong employee consensus on the benefits of training, with mean scores

above 4.0 across all statements. The highest-rated impact is training’s role in enhancing skills

and knowledge (Ẋ = 4.4), followed closely by improving overall work performance (Ẋ = 4.3)

and increasing efficiency at work (Ẋ = 4.2). Training is also perceived to motivate employees

towards better results (Ẋ = 4.1) and strengthen teamwork (Ẋ = 4.0). These findings highlight

that employees value training as an effective tool for both individual and organizational

growth. The high acceptance rates suggest that training initiatives have yielded tangible

improvements in productivity, collaboration, and job motivation within Polycon Ltd.

Table 4.8: Challenges of Training Programs

22
 Challenge Mean (Ẋ) Remark

Lack of adequate funding 4.2 Accepted

Insufficient training materials/resources 4.0 Accepted

Scheduling conflicts/workload 4.1 Accepted

Inadequate trainer expertise 3.9 Accepted

Lack of management support 4.0 Accepted

Source: Field Survey, 2025

Despite the positive perception of training, several challenges were identified. The most

critical issue is inadequate funding (Ẋ = 4.2), suggesting financial constraints limit the scope

and quality of training initiatives. Scheduling conflicts and workload pressures (Ẋ = 4.1) also

pose significant barriers, likely making it difficult for employees to balance training with job

responsibilities. Insufficient training materials/resources (Ẋ = 4.0) and lack of management

support (Ẋ = 4.0) further reduce program effectiveness. Although inadequate trainer expertise

scored slightly lower (Ẋ = 3.9), it remains a notable concern, as unskilled facilitators can

undermine learning outcomes. Overall, these challenges reflect structural, financial, and

managerial issues that, if addressed, could significantly enhance the effectiveness and reach

of training programs at Polycon Ltd.

4.2 Discussion of Results

The analysis of demographic and training-related data from Polycon Ltd. provides insightful

observations about workforce composition, participation in training programs, perceived

benefits, and challenges.

The gender distribution (Table 4.1) showed a slight male dominance (60%) compared to

females (40%), reflecting workforce composition or cultural tendencies where males are

more represented in formal work roles. Nonetheless, the substantial female representation

highlights inclusivity, suggesting that training programs cater to both genders and provide

equal opportunities for skill development. Age distribution (Table 4.2) revealed that the

majority of respondents (60%) are aged 26–35 years, representing a core, energetic, and

23
adaptable workforce. Younger employees (20–25 years) account for 25% and likely adapt

quickly to new training initiatives, while employees above 35 years constitute only 15%,

suggesting lower senior staff involvement in ongoing training programs.

Educational qualifications (Table 4.3) show that 50% of respondents hold a university degree

and another 30% possess Diploma/NCE certificates. This indicates that the workforce is

largely educated and capable of effectively absorbing training content. The presence of

postgraduate staff (10%) adds advanced expertise, while the small proportion of employees

with only secondary education (10%) suggests minimal reliance on low-skilled labor. These

findings align with Aguinis and Kraiger (2023), who emphasized that well-educated

employees benefit more from structured training, which in turn enhances their technical skills

and problem-solving abilities, thereby improving productivity.

Training participation (Table 4.4) was high, with 85% of respondents involved in at least one

program. This suggests that Polycon Ltd. prioritizes employee development, reflecting

management’s commitment to improving workforce capabilities. High participation also

supports the findings of Salas et al. (2021), who noted that continuous employee development

increases engagement, job satisfaction, and overall performance. However, the 15% non-

participation highlights potential accessibility, scheduling, or communication gaps that may

need to be addressed.

Regarding the types of training programs (Table 4.5), on-the-job training (70%) and skills

development workshops (60%) were most common, reflecting a strong emphasis on practical,

experiential learning. Orientation/induction and technical training each accounted for 50%,

while leadership and management training was the least frequent (30%), likely reserved for

supervisory staff. Safety training was moderately implemented (40%), indicating concern for

workplace health but also a need for further expansion. These results echo Mudor and

Tooksoon (2019), who found that structured, role-specific training in service sector

24
organizations improves employee productivity and reduces turnover, highlighting the

importance of relevant and targeted programs.

Training frequency (Table 4.6) showed that most programs occurred twice a year (35%) or

quarterly (25%). Limited monthly training (5%) and occasional rare sessions (15%) suggest

that short-term, continuous skill refreshers are underutilized. While current frequency ensures

basic skill updates, increasing training frequency could improve learning retention and

adaptability, further enhancing productivity as suggested in prior studies.

Employees perceived training to have a positive impact on productivity (Table 4.7), with

mean scores above 4.0 across all measures. Skills enhancement (Ẋ = 4.4), improved work

performance (Ẋ = 4.3), and increased efficiency (Ẋ = 4.2) were particularly noted, alongside

better teamwork (Ẋ = 4.0) and motivation (Ẋ = 4.1). These perceptions align with Aguinis

and Kraiger (2023) and Salas et al. (2021), who reported that employees benefit from skill

upgrades and are more motivated to perform at higher levels when they experience

continuous development.

Despite the positive outcomes, several challenges were identified (Table 4.8). The most

critical was inadequate funding (Ẋ = 4.2), followed by scheduling conflicts/workload (Ẋ =

4.1), insufficient training materials/resources (Ẋ = 4.0), lack of management support (Ẋ =

4.0), and inadequate trainer expertise (Ẋ = 3.9). These constraints are consistent with Obisi

(2023), who highlighted financial limitations, poor training infrastructure, and employee

resistance as barriers to effective training implementation in Nigerian organizations.

Addressing these challenges is crucial to fully realize the benefits of training programs and

maximize employee productivity.

The findings indicate that Polycon Ltd. has a relatively young, educated, and engaged

workforce that actively participates in diverse training programs. Employees perceive

training as impactful on skills, efficiency, teamwork, and motivation. However, financial,

25
infrastructural, and managerial challenges remain, which could hinder the full potential of

training initiatives. The findings reinforce the conclusions of prior studies (Aguinis &

Kraiger, 2023; Salas et al., 2021; Mudor & Tooksoon, 2019), emphasizing that effective,

continuous, and well-resourced training programs are critical for enhancing employee

productivity and organizational performance.

26
 CHAPTER FIVE

SUMMARY, CONCLUSION, AND RECOMMENDATIONS

5.1 Introduction

This chapter presents a summary of the findings from the study, draws conclusions based on

the analysis, and provides practical recommendations. The study investigated job training

programs at Polycon Ltd., focusing on the types of training implemented, their impact on

employee productivity, and the challenges encountered during implementation. The findings

from the questionnaire administered to 100 employees were analyzed and interpreted in

Chapter Four, and this chapter synthesizes those results to provide actionable insights.

5.2 Summary

The study revealed that Polycon Ltd. implements a variety of training programs to enhance

employee skills. The most common programs include on-the-job training (70%), skills

development workshops (60%), orientation/induction programs (50%), technical training

(50%), safety training (40%), and leadership/management training (30%). The participation

rate in these programs was high (85%), indicating that the organization prioritizes employee

development.

Employees reported that training has a significant positive impact on their performance.

Mean scores above 4.0 on all measured indicators suggest that training improves overall work

performance, enhances skills and knowledge, increases efficiency, fosters teamwork, and

motivates employees to achieve better results. These findings demonstrate that job training

contributes positively to productivity and overall organizational performance.

Despite the benefits, the study identified several challenges in implementing training

programs. Key issues include lack of adequate funding (mean = 4.2), insufficient training

materials/resources (mean = 4.0), scheduling conflicts and heavy workload (mean = 4.1),

inadequate trainer expertise (mean = 3.9), and limited management support (mean = 4.0).

27
These challenges hinder the full effectiveness of training initiatives and limit employees’

ability to fully benefit from the programs.

5.3 Conclusion

Based on the findings of this study, the following conclusions are drawn:

Polycon Ltd. demonstrates a strong commitment to employee development through the

implementation of various training programs. On-the-job training and skills development

workshops are the most frequently used methods.

Job training has a positive and measurable impact on employee productivity, enhancing

performance, efficiency, skills acquisition, teamwork, and motivation. Employees perceive

training as an essential tool for personal and professional growth.

The effectiveness of training programs is constrained by financial limitations, resource

inadequacies, scheduling conflicts, and limited management support. These challenges need

to be addressed to optimize the benefits of training initiatives.

5.4 Recommendations

Based on the findings and conclusions of the study, the following recommendations are

made:

1. Management should allocate sufficient funds to ensure that training programs are

comprehensive and well-resourced. Adequate funding will allow the organization to

procure materials, hire qualified trainers, and expand training coverage.

2. Polycon Ltd. should invest in training facilities, learning materials, and technology

that facilitate effective learning. Well-equipped training rooms, e-learning platforms,

and access to relevant tools will improve the quality of training sessions.

3. To minimize disruption to regular work, training programs should be scheduled at

times that do not conflict with employees’ workload. Considering flexible training

schedules or modular sessions could enhance participation and engagement.

28
4. The organization should ensure that trainers are highly skilled and knowledgeable in

their areas of instruction. Periodic trainer development programs and certifications

could help improve the quality of training delivery.

5. Management should actively support training initiatives by encouraging employee

participation, monitoring training effectiveness, and linking training outcomes to

performance appraisals. Management involvement ensures that training aligns with

organizational goals and enhances employee motivation.

6. Polycon Ltd. should establish mechanisms to assess the effectiveness of training

programs regularly. Feedback from employees can help refine content, identify gaps,

and ensure continuous improvement in training delivery.

29
References

Aguinis, H., & Kraiger, K. (2023). Benefits of training and development for individuals
and teams, organizations, and society. Annual Review of Psychology, 74(1), 213–
239. [Link]

Aguinis, H., & Kraiger, K. (2023). Benefits of training and development for individuals and
teams, organizations, and society. Annual Review of Psychology, 74(1), 213–239.
[Link]

Aguinis, H., & Kraiger, K. (2023). Training and development in organizations. Oxford
University Press.

Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory.
Prentice Hall.

Becker, G. S. (1964). Human capital: A theoretical and empirical analysis with special
reference to education. University of Chicago Press.

Mudor, H., & Tooksoon, P. (2019). The influence of training and development on employee
performance in the service sector. International Journal of Business and
Management, 14(6), 112–125. [Link]

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2022). Fundamentals of human
resource management (9th ed.). McGraw-Hill Education.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2022). Human resource
management: Gaining a competitive advantage (10th ed.). McGraw-Hill Education.

Obisi, C. (2023). Challenges of implementing effective job training programs in Nigerian

organizations. International Journal of Business and Management, 8(4), 112-124.

Obisi, C. (2023). Employee training and development as a tool for organizational

performance: Nigerian perspectives. Journal of Management and Strategy, 14(2),
45–55. [Link]

Obisi, C. (2023). Employee training and development as a tool for organizational

performance: Nigerian perspectives. Journal of Management and Strategy, 14(2), 45–
55. [Link]

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2021). The science of
training and development in organizations: What matters in practice.
Psychological Science in the Public Interest, 22(2), 40–70.
[Link]

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2021). The science of
training and development in organizations: What matters in practice. Psychological
Science in the Public Interest, 22(2), 82-118.
[Link]

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2021). The science of
training and development in organizations: What matters in practice. Psychological

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 Science in the Public Interest, 22(2), 40–70.
[Link]

Vroom, V. H. (1964). Work and motivation. Wiley.

31
 QUESTIONNAIRE

Department of Public Administration,

School of Management Science,
Federal Polytechnic, Bauchi.
September, 2025

We are currently carrying out research on Job Training Programs and Employee

Productivity at Polycon Ltd. This is part of the requirements for the award of National

Diploma (ND) in Public Administration. This is purely on Academic activity and any

information supplied will be treated in confidential

Thank you for your usual corporation and assistance.

Yours Faithfully,

(Researchers)

Simon Samuel 23/151626

Adamu Husna Sulaiman 23/151819
Zakkariya Meshack 23/151627
Muhammad Abdualrahaman 23/151611
Hassan Khalifa 23/151440

32
Section A: Demographic Information
1. Age:
☐ 20–25 ☐ 26–30 ☐ 31–35 ☐ 36–40 ☐ Above 40

2. Gender:
☐ Male ☐ Female

3. Educational Qualification:
☐ Secondary School ☐ Diploma/NCE ☐ Degree ☐ Postgraduate ☐ Others:
__________
4. Department/Unit: ________________________
5. Years of Experience at Polycon Ltd.:
☐ Less than 1 year ☐ 1–3 years ☐ 4–6 years ☐ 7–10 years ☐ Above 10 years

Section B: Types of Job Training Programs

(Objective 1: Identify the types of job training programs implemented)
1. Have you participated in any job training programs at Polycon Ltd.?
☐ Yes ☐ No

2. If yes, what type(s) of training programs have you attended? (You may select more
than one)
☐ On-the-job training ☐ Orientation/Induction ☐ Skills development workshops ☐
Safety training ☐ Leadership/Management training ☐ Technical training ☐ Others
(specify): ______________
3. How frequently are training programs organized in your department?
☐ Once a year ☐ Twice a year ☐ Quarterly ☐ Monthly ☐ Rarely

4. How would you rate the relevance of the training programs to your job role?
☐ Very Relevant ☐ Relevant ☐ Neutral ☐ Slightly Relevant ☐ Not Relevant

Section C: Impact of Job Training on Employee Productivity

(Objective 2: Assess the impact of job training on productivity)
Use the scale below to indicate your level of agreement:

33
1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree
Statement 1 2 3 4 5
Job training has improved my overall work performance. ☐ ☐ ☐ ☐ ☐
Training has enhanced my skills and knowledge required for my role. ☐ ☐ ☐ ☐ ☐
Participation in training programs has increased my efficiency at ☐ ☐ ☐ ☐ ☐
work.
Training programs have positively influenced teamwork and ☐ ☐ ☐ ☐ ☐
collaboration.
Job training has motivated me to achieve better results. ☐ ☐ ☐ ☐ ☐

Section D: Challenges in Implementing Job Training Programs

(Objective 3: Examine the challenges associated with training programs)
Use the same 5-point scale (1 = Strongly Disagree … 5 = Strongly Agree)
Statement 1 2 3 4 5
Lack of adequate funding affects the quality of training programs. ☐ ☐ ☐ ☐ ☐
Insufficient training materials and resources limit program ☐ ☐ ☐ ☐ ☐
effectiveness.
Scheduling conflicts and workload prevent employees from attending ☐ ☐ ☐ ☐ ☐
training.
Inadequate trainer expertise affects the learning outcome of ☐ ☐ ☐ ☐ ☐
programs.
There is a lack of management support for continuous training ☐ ☐ ☐ ☐ ☐
programs.
6. In your opinion, what can be done to improve job training programs at Polycon Ltd.?

7. Any additional comments on job training and productivity:

34