IMPACT OF TRAINING ON EMPLOYEE

PERFORMANCE IN PUBLIC ORGANIZATION

(A CASE STUDY OF ILORIN EAST LOCAL GOVERNMENT)

BY

IDRIS YAKUBU NDAGI

ODLND23PAD0080

BEING A RESEARCH PROJECT SUBMITTED TO DEPARTMENT

OF PUBLIC ADMINISTRATION, INSTITUTE OF FINANCE AND
MANAGEMENT STUDIES, KWARA STATE POLYTECHNIC,
ILORIN
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE
AWARD OF NATIONAL DIPLOMA (ND) IN PUBLIC
ADMINISTRATION

MAY, 2025

CERTIFICATION

i
 This Research Work has been read and Approved as Meeting the
Requirement for the Award of National Diploma (ND) in Public Administration,
Institute of Finance and Management Studies Kwara State Polytechnic Ilorin.

_________________________ _________________
MR. OLOWOOKERE K.O DATE
(PROJECT SUPERVISOR)

__________________________ ___________________

MR. OLOWOOKERE K.O DATE

(PROJECT COODINATOR)

____________________ ___________________
MR. SERIKI I.A DATE
(HEAD OF DEPARTMENT)

ii
 DEDICATION

This project is dedication to Almighty Allah, for his protecting and loving
kindness for the successfully of my National Diploma Programme

iii
 ACKNOWLEDGMENT

First and foremost, I give thanks to God Allah for his infinity mercy over
my life and for giving me the power, wisdom and understanding to complete this
research study.
I hereby express my immeasurable gratitude to my supervisor Mr.
OLOWOOKERE for guiding and supporting me for making this research work a
reality.
My appreciation also goes to my beloved parent in person of Mr. and Mrs.
IDRIS for their physical, financial and moral support towards the complexion of
my program, may God bless them all (Amen).
My profound gratitude also goes to my siblings and friends may Almighty
God continue to bless you. Thank you so much.
Finally, and above all, I give glory and adoration to the king of host for
making this program a successful one.

iv
 TABLE OF CONTENT

Title Page i

Certification ii

Dedication iii

Acknowledgment iv

Table of Content vi

CHAPTER ONE

Introduction

1.1 Background to the Study 1

1.2 Statement of the Problem 1
1.3 Purpose / Objectives of the Study 2
1.4 Significance of the Study 2
1.5 Scope and Limitation of the Study 3
1.6 Organization of the Study 3
1.7 Definition of Term 4
References 6

CHAPTER TWO

Literature Review

2.1 Introduction 7

2.2 Theoretical Framework 7

2.3 Current Trend in Thinking 9

2.4 Summary of the Chapter 10

References 11

v
CHAPTER THREE

Research Methodology

3.1 Introduction 12

3.2 Sample / Population of the Study 12

3.3 Source of Data Analysis 13

3.4 Method of Data Analysis 14

3.5 Research Problem 14

References 16

CHAPTER FOUR

Data Presentation Analysis and Interpretation of Findings

4.1 Introduction 17

4.2 Brief History of the Case Study 17

4.3 Presentation of Data 19

4.4 Analysis of Data 20

4.5 Summary of the Hypothesis 20

References 22
CHAPTER FIVE
Summary, Conclusion and Recommendations
5.1 Summary of Findings 23
5.2 Conclusion 23
5.3 Recommendations 24
Bibliography 26

vi
 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

To promote increase in productivity and efficiency in an organization, there is the

need to develop, train and motivate an employee so as to stimulate the achievements of

the organization’s objectives. Development has to do with increase in skills through

Training for proper job performance and include all employees from the least worker to

the executives for every successful organization, there is well trained and experienced

workers to perform the activities. Even experienced workers need to learn more about

their job, organization, procedures to make them more competent and productive.

Training gives birth to knowledge and it’s been a very useful instrument in

performance improvement. Training can be defined as an organization procedure

specifically designed for people to learn and have knowledge, skill, Technical aptitude

which geared him or her towards the attainment of a specific purpose. It can also be a

process of updating old skills and developing new ones. In the course of Training,

workers are exposed to new method and techniques of doing thing and aim at effecting a

change in the behaviour of those trained employee in an organization to make their work

easier and more focused. An ever rapidly changing business environment therefore

demands for a lifelong learning as an essential coping strategy. Business environment

change from time to time which all for continuous upgrading of employee skills and

1
capabilities to improve on their job performance, growth and the ability to adopt to the

rapidly change for the organization to remain competitive

Employee engagement is another aspect more or less training and may be seen as

employee willingness and ability to help their company succeed largely by providing

discretionary effort on a sustainable basis and may be affected by many factors which

involve both emotional and rational factors relating to work and the overall work

experience (Markos & Srider, 2010). They posit that engaged employee work harder, are

more likely to go above the requirements and expectations of their work and also tend to

feel that their work actually positively affects their physical and psychological well-

being. On the other hand job satisfaction is viewed as the extent to which people like or

dislike their jobs (Adesola, Oyeniyi & Adeyemi, 2013). There is different aspect of job

satisfaction e.g. satisfaction with achievement, pay, job security or work itself. They

continue that the factors bring positive feelings about the job ensuring from assessment

of its uniqueness and also an employee among a high job satisfaction holds encouraging

feelings about work which enhance individual and organizational performance.

1.2 STATEMENT OF THE PROBLEM

As a result of competitive nature of Nigeria organization, it has been the ultimate

of most organization within the country to exert more effort and the production process,

thus, by increasing their productivity through the capture of the training of employees

with a large market share.

Specifically, these points are examined below

2
 i. The problem of training not supporting the organization objectives

ii. The problem of emphasis on training programme instead of its desired impact

on employees

iii. Will the employee send on training meet the requirement of the organization?

1.3 OBJECTIVES OF THE STUDY

(1) To determine the extent to which employee training affects organizational

performance.

(2) To find out the relationship between employee perceptions of Training

organizational productivity

(3) To ascertain the extent to which selection procedure of employee for training

affects organizational productivity.

1.4 RESEARCH QUESTIONS

(1) To what extent does employee training affect organizational performance

(2) What is the relationship between employee perception of training and

organizational productivity.

(3) To what extent does selection procedure of employee for training affect

organizational productivity.

1.5 RESEARCH HYPOTHESIS

1. H0= 1: the extent to which people employee training affects organizational

productivity is significant?

3
 2. H0= 2: There is no substantial relationship between employee perception of

training organizational productivity.

3. H0= 3: Selection procedure of employee for training does not have a high effect

on organizational productivity.

1.6 SIGNIFICANCE OF THE STUDY

This project will be relevant to the organization and other business concern. Thus, the

significance of the study cannot over emphasize and can be viewed from the following

perspectives.

1. The study will help the top management in taking strategic decision that affect

training and development for the overall growth of the industry.

2. The study will help the human resources department in proper planning and

execution and development programmes.

3. Future researchers will also find this work very useful as reference materials for

further studies.

4. The study shows the importance of training and why it’s necessary that they are

trained from time to time.

5. The study shows how training will enable the organization to get a maximum

proficiency of the employee’s inputs.

1.7 SCOPE OF THE STUDY

4
 The study focused on training perspective, efficiency, the cadre of staff being

trained and on what basis are they trained. However the study is limited to lack of

cooperation by respondent agreement as one of the impediment of the research

study. Most of the data method for the research work was not made available and

result, the finding of this research was limited to only the data made available to the

researcher.

1.8 DEFINITION OF RELEVANT CONCEPTS

1. Training: - Are programs that provide workers with information, new skills or

professional development opportunities.

2. Employment Engagement: - It’s the positive, affective, psychological work

related to state of mind that leads employee to actively express and invest

themselves emotionally, cognitively, physically in other role performance.

3. Job Satisfaction: -It can be defined as the extent to which people like or dislike

their jobs.

4. Motivation: - They are those psychological process that cause the arousal,

direction persistence

5. Employee Performance: - It is the measure of output vis-a+vis the input. It

shows effectiveness and efficiency that makes a payment to organizational goals

and may depend upon many factors like performance appraisals, employee

motivation, compensation, job security and others.

5
6. Development: - It is the process which individual level increase skill

responsibility and material wellbeing of social level.

7. Efficiency: - It means the relationship between the achieved objectives and the

amount of resources consumed in the process.

8. Organization: - Is the social grouping which is positively establishment in a

more or less deliberate manner to achieve some stated objectives.

9. Training Design: - This is the process of creating a blue print for the

development of instruction for a training for positive impact.

10. Delivery Style: This is a set of a systematic process designed to meet learning

objectives related to Trainees current or future jobs.

6
 CHAPTER TWO

2.1 LITERATURE REIVEW

It is one thing to recruit, select and place employees on jobs; it is another thing for

them to carry out their responsibilities effectively. This chapter aims at analyzing the

relevant opinion on the impact of training on employee’s performance in manufacturing

industry. There has been a general resistance to investment in training in organization

until recently because of the presumption that employee hired underemployment system

are qualified and trained for their jobs (Okotow and Efero, 2005). It was further assumed

that if that was not the case then it means that initial selection of personnel was facility.

Training has become the Holy Grail to some organizations, an evidence of how

management truly cares about its workforce (Hamid, 2011). He went further to say that

the effectiveness with which organizations manage, develop, and motivate, of how well

these organizations perform. The importance of training as become more obvious giving

the growing complexity of the work environment, the rapid changes in an organizations

and technological advancement which further necessitates the need for training and

development of employee to meet their challenges. The accomplishment of training is for

an employee to obtain a full value of knowledge and some basic requirements must be

met and they are as follows:

i. Training objectives must be related to organizational objectives

ii. Responsibilities of training must be accepted by management.

7
 iii. Training programme must be used by updating old skills and developing new

ones.

iv. Evaluation of training result must be an integral oart of the training.

v. Training progarmme must be tailed to the specific office in which they are to

be used.

2.2 CONCEPTIONAL FRAMEWORK

Training has been defined different by different authors. It’s the process of

transmitting and receiving information related to problem solving (Jack Halloran, 2012).

It can also be defined as a learning process whereby people learn skills, concepts, attitude

and knowledge to aid in the achievement of goals (Mathis and Jackson, 2009). Gary

Dessler, (2011) also defined it as the process of teaching new employees the basic skills

they need to perform in their jobs. Training programs that are more present day oriented,

focuses on individual current jobs, enhancing specific skills and abilities to immediately

perform their job (Decenzo & Robbins, 2012). These divergent views not standing all the

scholars seem to point to one fact that training aims at improving organizational

performance.

2.2.1 PURPOSE OF TRAINING

A number of authors recognize the purpose as being to develop capacities of

employees and by extension which represent on investment in human resources (Ulrich

and lake, 2008). The quality of employee and their development trough training and

education are major factors in determining long-term profitability of any business

8
venture. Human resource professional also believe that an organization is only as good as

its employees and to employee training need (Noe, 2008). Smith (2010) opines that

training motivate employee and make them more productive and innovative. The need

order to avoid wastage and equally to derive maximum benefits, for instance it pay is

low, supervision is poor, benefits are inadequate or in no existence or deficient physical

plant, so that amount an organization cannot to training may have little or no effect since

poor performance is due to some conditions that training cannot reality.

A haphazard approach must be avoided because it will not result in bridging the

gap between where the employee is now but should be in terms of skill, knowledge and

ability. The three approaches to these are stated.

STEP ONE

Organization Analysis: Here, the objectives, resources and other attributes of the

company are examined to reflect in the training programme for their worker.

STEP TWO

Operational Analysis: It involves examining the jobs performed by that individual in

terms of the description and specification of the job. This is aimed at ensuring that the

individual performing the job meet up with the specifications for that job.

STEP THREE

Man Analysis: It involves determining existing skill of the employee in order to design

or create a new one to meet the job specifications.

9
2.2.2 TYPES OF TRAINING

The type of employee training which is best suited to a particular organization

depends on a number of considerations. Basically there are many types of training which

are as follows:

(i) On the Job Training

(ii) Off the Job Training

(iii) Vestibule Training

(iv) Apprenticeship Training

(v) Stimulation or special Training:.

(vi) Retraining and upgrading:

THEORECTICAL FRAMEWORK

There are two main theoretical approaches towards employee training namely; the

human capital approach regards training as investment in human capital where the benefit

from productivity gains is greasier than the cost of training while the technology based

approach regards training as a skill formation process. Here, the expanded training in the

contemporary period is driven by the rapid change in Technology and works

recongnization. A conclusion was reached that there approach however; to a large extent

overlooked the content of employee train could be a result of training delivery style.

10
 CHAPTER THREE

3.1 INTRODUCTION

Research methodology is a way to systematically solve a research problem by

logically adapting steps (Scridhar, 2008). Machines (2012) noted that a method of study

would enable interchange of ideas and information, formulate accepted techniques and

rules. In order to facilitate this research study, we have approached method of study

under the following headings. Research design, the population of study sample size and

sampling techniques, instrument of data collection, method of data analysis and historical

background of study.

3.2 RESEARCH DESIGN

The research design compasses of the method for the collectionmeasurement and

analysis of data related to the research objective. The research design chosen for this

study is survey method because the researcher has no control of the variable as well as

the outcome.

3.3 POPULATION OF THE STUDY

The population under this study is made up of workers of Dangote of companies

and it comprises of the executive chairman, supervisors and other staffs of the company.

A sample size of 380 respondents was drawn from the populations using a systematic

random sampling method.

The categorization of the population as senior and Junior is based on the fact that

they are classes of employee in the organization under Study.

11
3.4 SAMPLE SIZE AND SAMPLING TECHNIQUES

Sampling design consists of all aspects of sampling in the study and what it

entails.

3.4.1 SAMPLING TECHNIQUE

A stratified random sampling was used to obtain in the sample size. The

population was categorized into the management positions. Auka et al., (2013) post that

stratified random sampling ensures that all the groups or categories are adequately

sampled and this facilitates comparison among the groups.

3.4.2 SAMPLING METHOD

It’s a high degree of accuracy and adequacy in presentation of the sample so the

sampling method (proportional allocation) was adopted. The sample size representing the

number of staff who received questionnaires was divided into stratum. This is shown

below using the following formula:

( n ) (N )
nx=
P

Where nx is sample size in each level

n= Total sample size for the study

N= population size of Staff in each Stratum

P= Total Population of the study

12
 CHAPTER FOUR

4.0 INTRODUCTION

This chapter of the research work is concerned with extracting the meaning of the data

collected; the task here depends on some of the choices made during the research method

and design phrase. The study sought to finds out the efforts of training on employee’s

performance in manufacturing Industry, a case study of Dangote Group of Companies. A

total of two hundred (200) copies of questionnaire were distributed, out of which (194)

were fully completed and returned while six (6) copies were not returned the chapter also

focuses on the data presentation, data analysis and interpretation and discussion of

findings.

4.1 DATA PRESENTATION, ANALYSIS & INTERPRETATION

Table 1: Sex of respondents

Frequency Present Valid present Commutative

percent

Valid male
Female 150 77.3 77.3 77.3
44 22.7 22.7 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

13
INTERPRETATION

The sex distributor of respondent in the table 1 above shows that 127 respondents

representing 70.5% male while 53 representing 29.4% are females. This implies that the

manufacturing company employs more males than females. This under stable because it

is a manufacturing outfit and males are more disposed to working in factories. This could

have an adverse effect on the organization’s objectives of employee training because men

are primarily responsible for the welfare of the family and they could lobby more to go

for training to improve their financial conditions.

Table 2: Age of Respondents

Frequency Percent Valid percent Cumulative percent

Valid

18.25 28 14.9 14.4 14.4

26.35 105 54.1 54.1 68.5

36-45 51 26.3 26.3 94.8

Above 45 10 5.2 5.2 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

14
INTERPRETATION

The age distribution of respondent as presented above shows that 28 out of 194

respondent are the age bracket 18-25 representing 14.4%, 105 representing 54.1% are in

the age of 26-35, while 51-representing 26.39% are in the age range of 36-45 and 10

respondent only 5.2% of the respondent aged between above 45. This implies that 85% of

the respondents are over 25 years of age.

Table 3: Educational Qualification of respondents

Frequency Percent Valid Cumulative percent

percent

Valid

WASSCE/GCE 15 7.7 7.7 7.7

OND 60 31.0 31.0 38.7

HND/[Link] 99 51.0 51.0 89.7

MBA/[Link] 20 10.3 10.3 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The Table above shows that act of 194 respondents, (17.7%) have WASSCE

GCE, 60 (31.0%) have ordinary National Diploma, 99 (51.0%) are graduates and 20

(10.36) have master’s degree. This shows that 119 (61.3%) of the total respondents

graduated from University or Polytechnic. This that more than half of the employee will

15
not pay serious attention when sent on training since they have acquired basic education

and their jobs are more or less a routine one.

Table 4: Job Position of respondents

Frequency Percent Valid percent Cumulative percent

Valid Junior

Senior 130 67.0 67.0 67.0

64 33.0 33.0 100.0

Total 194 100.00 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The table above shows that out of 194 respondents, 130 (67%) are junior staff, while 64

(33.0%) are senior Staff. This shows that more of the manufacturing organization

employee fall within the Junior rank.

16
Table 5: Residence of respondents

Frequency Percent Valid Cumulative percent

percent

Valid owned 20 10.3 10.3 10.3

Rented 124 64.0 64.0 74.3

Company provided 94.9

Pay Accommodation 40 20.6 20.6

100.0

10 5.1 5.1

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The table above show that out of 194 respondents, 20 (10.3%) own their personal

appointment, 124 (64.0%) rented an apartment by the company while 10 (5.1%) are

parental guardian accommodation. This implies that 164 (84.5%) of the respondents have

a good standard of living and as well provide an accumulation for themselves while on

Training if provided or not

17
RESEARCH QUESTION: why do you go for Training?

Frequency Percent Valid Cumulative

percent Percent

To acquire more skills &

improve employee 70 36.1 36.1 36.1
performance

To Improve my financial
wellbeing 49 25.3 25.3 61.4

To me enable me secure
employment elsewhere 7 3.6 3.6 65.0

Result of my loyalty to
immediate boss 3 1.5 1.5 66.5

To prepare promotion within

the organization 65 33.5 33.5 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The table above shows that 70 (36.1%) of the respondent said that the reason for

going training is to acquire more skills and improve employee performance, 49, (25.36)

said it is to improve their financial wellbeing, 7 (3.6%) said it is to enable me secure

employment elsewhere, 3 (1.5%) said it’s result of being loyal to their boss, 65 (33.5%)

said to prepare for promotion within the organization. This implies that the major reasons

18
for going on training are to ensure more skills improve performance. Nevertheless, there

could be other reasons for going on training such as financial gain preferential treatments

etc.

RESEARCH QUESTION 2: which type of Training programme is available to you

Frequency Percent Valid Cumulative

percent Percent

Valid

On the job Training 120 61.9 61.9 61.9

Off the job Training 54 27.8 27.8 89.7

Both 20 10.3 10.3 10.3

Others 0 0 0 100.0

Total 194 100 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The table above show that 120 (61.9%) of the respondent want from the job

training, 54 (27.8%) of the respondents want for off the job Training, 20 (10.3%) of the

respondent went for both while other types of training are not really necessary in

manufacturing organization. This implies that the both training works towards achieving

the same aim

19
RESEARCH QUESTION 3: Do you agree there is an effect of dissemination in

selecting employee for Training

Frequency Percent Valid Cumulative

percent Percent

Strongly disagree 4 2.1 2.1 2.1

Disagree 10 5.2 5.2 7.3

Undecided 25 12.8 12.8 20.1

Agree 70 36.1 36.1 56.2

Strongly Agree 85 43.8 43.8 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

The Table show that 85 (43.8%) of the respondent strongly agreed that

dissemination in identify and selecting employees for training has a negative effect on

organizational performance, 70 (36.1%) agreed that dissemination has a negative effect

on performance, 25 (12.8%) respondents were undecided, 10 (5.2%) disagreed and only 4

(2.1%) strongly disagree.

20
21
RESEARCH QUESTION 4: please rate the importance of Training Design on

Employee.

Frequency Percent Valid percent Cumulative

percent

Not important 22 11.3 11.3 11.3

Important 110 56.7 56.7 680

Very important 50 25.8 25.8 93.8

Undecided 12 6.2 6.2 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The above table shows that training design is important as claimed by 110

(56.7%) of the total respondents, 50 (25.8%) said it’s very important to organizational

performance. Only 22 (11.3%) thinks it’s necessary and 12 (6.2%) are undecided.

22
RESEARCH QUESTION 5: Do you agree that employee’s poor performance can
be as a result for Training.
Frequency Percent Valid percent Cumulative
percent

Agree 132 68.0 68.0 68.0

Disagree 42 21.7 21.7 89.7

Undecided 20 10.3 10.3 100.0

Total 194 100.0 100.0

Source: Researcher’s field survey, 2025.

INTERPRETATION

The above Table shows that 132 (68.0%) of the respondents agree that

employee’s poor performance can be as a result of poor Training while 42 (21.7%)

disagree and 20 (10.3%) are yet to decide because they are not sure what to say.

4.3 DISCUSSION OF FINDINGS

The discussion of findings received around the set objectives. The findings in this

study were compared to empirical findings made in other related studies, where effort

was made to reconcile them. The objectives are presented again below:

1. To explore the effects of Training on employee performance among the

organization

2. To identify appropriate services and development activities responsive to

employee wishes.

23
 3. To find out conclusion on how to achieve efficiency in the organization.

RESEARCH OBJECTIVES ONE

From the analysis of data collected from the respondents, it was observed that

majority agreed on the opinion that training has a good effect on employee

performance, add more to their knowledge and motivate them to perform better.

RESEARCH OBJECTIVE TWO

The respondents believed that in most cases, it’s not always the employee’s wish

to go on training but it’s most appropriate that the employee meets the company standard

and would be able to represent the company elsewhere. It also implies that each

employee would be able to identify themselves and know their weak areas.

RESEARCH OBJECTIVES THREE

The respondents also agree that with training, it is what goes into making the

change and that people learn if they accept the need for training and commit to it. If their

motivation is weak, no matter how well their training is designed and implemented, its

effectiveness will be limited. So by these training makes an employee to be more

productive.

24
 CHAPTER FIVE

5.1 SUMMARY OF FINDINGS

The major findings of the study include the following

1. The extent to which selection procedure of an employee Training affected

2. The extent of effectiveness Training design on employee productivity

3. The extent of which training delivery style affected employee productivity

4. The relationship between employee perception on Training and organizational

performance.

5. The extent to which employee Training affected organizational performance so

when other variables like training design delivery style, its effect becomes

significant.

5.2 CONCLUSION

The study concludes that if the right employee is sent on training through the

systematic Training procedure of identifying and selecting employee for Training, there

would be a significant improvement on the organizational performance. Therefore, for

organizations to become more productive and remain in business, especially in this area

of increased global competiveness and growing complexity of the work environment,

adequate training need assessment should be conducted by the human resource

department before sending employees on Training. In addition, Dangote Flour Mills

25
should have a mechanism for evaluating employee post training performance. Emphasis

should be on still gap and not on sentiment when selecting employee for training.

5.3 RECOMMENDATIONS

In the light of the findings and conclusion of the study, the following

recommendation are made which if adopted would be training be training function of the

human resources department of Dangote Flour Mill make the company more productive

and efficient.

(a) Seminar and workshop should be organized for the human resource department

on the importance of systematic approach of Training and proper procedure to

follow in identifying skill gaps in the various departments.

(b) Head of department should be sanitized on the importance of sending the right

employee on Training. They should not see training opportunities as pay back

opportunities for their loyalties

(c) Recommending employees for training based on favouritism should be

discouraged by the management

(d) A mechanism should be created for proper assessment and evaluation of

employee performance after training. Some of the employee performance

indicators

(e) The human resources department should ensure that adequate training design

should be adopted for employee training. The content should be able to include

26
 the identified skill gaps while making sure that a trainer who is knowledgeable

and experienced in that area is contracted for the training delivery.

(f) Employee should be encouraged to embrace other developmental courses that

could be impact on their general performance and increase organizational

performance.

27
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Adesola, Oyeniyi & Adeyemi, (2013) empirical study of the relationship between staff

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Blanche, M.T, Durrheim & Painter (2003) research in practice Applied method for social

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