ENHANCING EMPLOYEES PERFORMANCE THROUGH CAREER

DEVELOPMENT PROGRAMMES IN A PRIVATE ORGANISATION:A

STUDY OF MTN NIGERIA

BY
ERONDU VICTOR C.
PG/11/0074

Being A Pre-Field Proposal Submitted to the Department of Business

Administration And Marketing, Babcock University, Ilishan-Remo, Nigeria in
partial fulfillment of the requirements for the award of the degreeof
Master of Science (M.Sc)
Business Administration (Human Resource (Management)

Supervisor: Prof. G.K. Afolabi

MARCH 2015

CHAPTER ONE
INTRODUCTION

1.1

BACKGROUND TO THE STUDY

It is now visible that the heart of any organization be it public or private is its employees.
Employee is a key element in any organization, more importantly that success or failure of the
organization mostly depends on employees performance (Hameed, 2011). It is in this respect
that human resource issues are crucial to organization at every level of management.Human
resources management (HRM) has become an important consideration for all organizations in
the face of local, national and global competition in which large and small scale organisations
must compete for resources whether they are in public or private domain.
HRM is to be concerned with management of employees or workers and staff matters such as the
competence, innovation, capability, motivation reward system among others. To achieve this,
HRM policies and practices should as a priority staff career development to enhance productivity
and sustain a competitive advantage in organization. Torrington (2005) defined human resources
management as series of activities which enable working people and the organization to use their
skills to agree about the objectives and nature of working relationship, and also ensure their
agreement is fulfilled.
Human resource function is diverse and with many factors including manpower planning,
recruitment and selection, employee motivation, performance mentoring, appraisal, industrial
relations, management of employee benefits, and employee education, training and development.

Nevertheless, research had shown that human aspect of resources, only, within an organization
contributes approximately eighty percent (80%) of the organizations value (Becker, 1996). This
implies that both quantity and quality of people in organizations must be productive. The quality
of a persons life is in direct proportion of their commitment to excellence regardless of their
chosen field of endeavor. Sally (2010) argues that people are not just logical decision makers but
have needs for creativity support, recognition and self-affirmation, consequently, investing in
employee development is very crucial to the organization.Looking at scheme of things in the
local, national and global market with the constant socio-economic pressures, one might be
bound to say that monetary factor only cannot be the main incentive but othersas motivational
factors for an excellent and satisfaction of employee performance.
Though, many organizations are of the view that remunerations are the most importantcriterion
for keeping their work force thereby resulting in major issues over time.In recent time,
organizations invest a lot on their employees in terms of training, developing, maintaining and
retaining them in their organisations. At all costs, one must minimise the adverse effects of these
practices. Although, there is no standard framework for understanding the employee performance
process as a whole, a wide range of factors have been found useful interpreting employee
performance as it relates toorganisational investment on employees. Practically,human resource
practices which have the potential to promote organisational performance may be achieved
through training and development programmes.
Employee development is one of the most significant functions of human resource practice and
motivation is one of the most critical challenges facing organisations today. The choice of
appropriate employee development is essential as various arguments have been made that the
organisations human resources are necessary and important for an organizations success(Ferri,

1997). Recent research suggests that high commitment as dictated by human resource practices,
such as employees development, affect organisationoutcomes by shaping employee behaviors
and attitudes (whitener, 2001, Wood & Demenzes, 1998).In Nigeria, particularly in the private
sector organizations, how career development programmes can be used to achieve organisational
goals is quite desirable.

1.2 Statementof the Problem

Employees in this 21st century must fit in this highly competitive environment surrounded with
technological advancement and changes in organisations as to attain set goals and other
performance related activities. Most employees of these days are rather characterised with lack
of knowledge, competencies, and nonchalant attitudes associated with little or none
organizational training and development. The productive level of an employee depends highly on
the level of information gathering, skills and job knowledge ability acquired through on the job
training and development. An unequipped employee is handicapped; consequent upon this is low
productivityconfirming poor management strategy.
Bayode, and Adebola (2012) opined that, understanding of management strategy or organization
policy and effectiveness/performance is not as easy as some people believe; it requires looking at
how companies grapple with the challenges and opportunities facing them . One of these
challenges is employees training and development.
This study is designed to address problems of organisation in the areaof attracting and retaining
key employees using talent management to train and develop career capabilities of employees.
More importantly Mathis and Jackson (2011)assert that if all these issues are managed, can

influence human resource plans and contribute to organisational performance. Many

organisations are faced with the problem of retaining employees. Staff turnover has been at the
increase especially those relevant employees that add value to the organisation. Most often they
are being pouched by rival companies who lure them with high salaries, official vehicles and
other fringe benefits. It is expensive to replace employees who leave for greener pastures or are
lured away by other organisations. For the creation of vacuum, the company has no choice than
to replace such staff or staffers.The new hire/s have to be recruited, selected, inducted and
trained in a cost equal to more than one and half times the salary of the vacated position to
replace such employees at times twice such costs. No doubt this becomes even more critical in
organizations which are service oriented, and requires highly developed skill and competencies.
Unfortunately, there is no single answer that best addresses the issue of employee retention.
Though, an attempt is being made particularly by using career development programmes as a
means of encouraging, satisfying and retaining them.
Despite the above challenges, most organisations engage employees without supporting them
with developmental programmes, they look at cost of investing in such programmes as a waste.
The truth is that organizations that train and develop their staff stand to gain at the long run in
terms of profitability because training enhances performance. Zero Million articles (2010)
supports productivity survey and case studies that workers motivation and job satisfaction
results to high production output.There are no clearly defined career development programmes
for employees which often times affect productivity, staff retention and staff turnover or attrition
and thereby distorting organisational goals. Management must be aware that employees have
their values, attitudes and sentiments that affect their performance to a large extent, and these
elements differ from one employee to another. It is equally important to understand what

motivate workers performance such that management must know their want, needs and values
as well as knowing what organisations need from employees in respect of their productivity and
organisational performance. This study is set to investigate the relationship between career
development and employee performance.

1.3 Objectives of the study

The general objective of this study is to examine how career development programmes can
enhance employee performance.
Our specific objectives shall be:
To find out if there is a relationship between human resource practices and employee turnover.
Toinvestigate if human resource polices are affecting employee commitment.
To determine the impact of training and development programme on employee productivity.
To examine the relationship between work environment and employee satisfaction.

1.4 Research Questions

Is there any relationship between HR practices and employee turnover?
What extent is HR polices affecting employee commitment.
To what extent does employee training and development of programme affect productivity?

What are the impacts of work environment on employee satisfaction?

1.5Research Hypotheses
Hypotheses to be tested are:
Hypothesis I:
Ho: There is no relationship between HR practice and employee turnover
Hypothesis II
Ho: There is no relationship between HR polices and employee commitment
Hypothesis III
Ho: Training and development has no relationship with employee productivity.
Hypothesis IV
Ho: Work environment at MTN does not enhance employee satisfaction.

1.6 Significance of the Study

An exposition of information in this study will be useful in understanding the human resources
policy or practices, particularly in the area of reducing employee turnover as well as promote
high employee retention in a private organization. It will help to mutilate the effect of turnover

on operating performance. This will serve as a veritable means of information gathering that will
enhance a well defined career development programmes as a focus for employee performance.
Academic scholars, libraries and human resources practitioner stand to benefits as this study will
enrich their knowledge position and frontier development.

1.7 Scope ofthe Study

This research work focuses on employees performance through career development programmes
in a private organization in Nigeria, a case of MTN Lagos. The criteria used to determine this is
based on researchers resource such as time, fund constraint and convenience as the researcher
has easy access to MTN Lagos which hosts largest number of MTN staff. MTN is one of the key
player private organizations in Nigeria. The period to be covered is 2000-2015. This period has
shown stabilisation in the telecommunication sector.

1.8 Operationalisation ofthe Variables

Y: Dependent Variables = Employees Performance (EP)
X: Independent Variable = Career Development Programme (EDP)
The following is applicable here
Y: F(X)
Y: (y1, y2, y3, y4)

X: (x1, x2, x3, x4)

Where y1..y4 and x1.. x4 are of dependent sub variables and independent
respectively.
X1 = HR Practices
X2 = HR Policies
X3 = Training and Development Programmes (TDP)
X4 = Work Environment (WE)
Y1= Employee turnover (ET)
Y2= Employee commitment (EC)
Y3= Employee Productivity (EPY)
Y4= Employee satisfaction (ES)
Y1= F (X1) .........eq (1)
Y2 = F(X2)eq(2)
Y3 = F(X3)eq(3)
Y4 = F (X4)..eq([4)
Equation 1-4 will be evaluated in his work.

1.9Operational definition of terms

Employees: These are individuals recruited by anorganisationand engage into the workforce of
such organisation for a particular assigned job or task that enhances productivity or
organisations performance.
Development: This is a long term training process by the employer utilising systematic and
organised system to enhance employees knowledge and performance.
Human Resources Practices: These are organisational practices implemented to recruit and
select employees as well as motivate, frame & develop discipline and disengage employees when
necessary.
is a formal structured institution purposely established for Organisation: This is a formal
structured setting formed for the purpose of accomplishing set goalsgeared towards customer
satisfaction, with the view of making profit.
Satisfaction:Satisfaction is the fulfillment or gratification of a desire, need or pleasure derived
from an outcome of or situation.
Training:The systematic acquisition and development of knowledge, skills and attitudes
required by employees to adequately perform some assigned duties or talk to boost performance
in the job environment.
Human resource: This is a term used to describe the individual who make up the workforce of
organisation.
Career:This is defined as the pattern of work related experiences that spans the course of a
persons life or as the sequence of work related status and the sphere of work experiences
attained by a person in due course of his profession.

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1.10Historical background of MTN

MTN Nigeria Communication Limited is part of MTN Groups, Africans leading Mobile
Telephone Company. Incorporated in Nigeria on November 8, 2000 as a private Company, it
secured a license to operate digital (Global System for Mobile Telecommunications, GSM)
telephony on February 9, 2001 from the Nigerian Communication Commission.
On May 16, 2001, MTN emerged as the first to make call on its GSM network in the new
dispensation. Thereafter, the company launched full commercial operation beginning with Lagos,
Abuja and Port Harcourt.
The company now provides coverage to 85 cities and well over 5,000 communities and villages,
spanning every geo-political zone and 31 of Nigerias 36 states.
On January 20, 2003, MTN commissioned the first phase of its digital microwave transmission
backbone, Yello Balm span 3,400 kilometers and traverses over 120 cities, village and
communities.
Yello Balm is Africans most extensive transmission infrastructure and has significantly helped
to enhance call quality on MTIVS network while coverage has been extended to more than 90
major towns and a total of over 5,000 villages and communities across Nigeria.
MTN regularly leads the industry with service availability such as MTN pay As You Go Tm,
MTN Flexi Tm (all pre packages), MTN messenger, MTN Business Time Tm (post-paid or
contract packages), MTN Booster Card Tm, as well as an array of value added services that
include enhanced Data and Fax, Short Message Service (SMS), International Roaming, Wireless

11

Application Protocol (WAP) MTNfuntones Tm, MTN Directory Enquires Tm, MTN Business
Directory, MTN Graphix, MTN Logos, MTN Down loads, Recharge a contract and virtual
Booster and recently launched product of MTN family and friends as well as enjoy free weekend
calls and SMS with recharge of N200 or more from Monday to Sunday for 100% bonus to use
over the weekend.
On February 10, 2003 MTN recorded one million active subscribers on its network, making it
the largest telecommunications network in Nigeria. The company had over twenty Million active
subscribers on its network as at December 31, 2013.
MTN subsists on the core brand values of leadership, integrity, innovation, relationships and a
can do attitude, a passionate optimistic focus on the future. It prides itself on its ability to make
the impossible, possible connecting people with friends, family and opportunities.
MTN Nigeria is 76.44% owned by mobile Telephone Networks International Limited, 20.56%
owned by Nigerian partners with the balance of 3% share holding residing with the international
finance corporation, the infrastructure investment arm of the World Bank.
MTN overriding mission is to be a catalyst for Nigerias economic growth and development,
helping to unleash Nigerias strong developmental potential not only through the provision of
world class communications but also through innovative and impact corporate social
responsibility.
CORE VALUES
Leadership
Integrity

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Innovation
Relationships
Can do attitude
VISION
To become the leading telecommunication operator on the African continent.
To improve telecommunications infrastructures and access throughout the countries in which we
operate.
Quality service.
High profile distribution and accessibility of our services and products.
Setting up a good base for future expansion
Training and transferring skills to local staff
Becoming a good corporate citizen and a major player in the Nigerian economy.
MISSION
- To be the acknowledged pre-eminent telecommunications company in Nigeria.
- We want the calls you make on our network to be of the best quality In Nigeria.
- We want our network to cover the broadest areas of Nigeria and we want to continue to enhance
the convenience and value you derive from using our network.

13

- When you connect to MTN, we want you to have a great experience. Every call you make
should reinforce your conviction that MTN is indeed, the preferred network.
As a leading communication company in Nigeria, MTN has the social responsibility to
contribute to the sustainable development of the communities in which it operates. Based on the
poor socio-economic development in the country, many Nigerians have been denied access to
basic amenities that are expected to guarantee their sustainable existence.
Against this background, MTN Nigeria has decided to invest 1% of its profit after taxes annually
to enhance quality of life for the people in various communities. This is an addition to already
executed projects on education, Health, and economic empowerment.
CURRENT EDUCATION PROJECT
-

Child Friendly School Initiative (CFSI)

MTN schools connect in Lagos, Enugu and Kaduna.

MTN Nigeria launched Book Aid programme in November 2002and ongoing till date

where educational aids and books on Mathematics and Sciences were donated to 10,000
JuniorSecondary Schools.
-

Through the MTN Volunteer scheme, staff volunteers go toteach in secondary schools.

The company endowed a professorial chair at the Calabar Polytechnic, Cross River State,

for the research of Digital wireless telecommunications technology and systems.

-Sponsored two Architecture students from university of Lagos on an educational fair of Six
European Countries tagged Euro 2004.

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CURRENT HEALTH PROGRAMME

- Internal WV/AIDS campaign
- Donated two cyflow machines valued at $60,000 to University Teaching Hospital Jos and the
one at Ibadan. The equipment has reduced the cost of white blood cell count in patients on drug
therapy for AIDS from N5000 to N50, 000.
- Empowered Family Care Association, a nonprofit NGO working through Volunteer and
engaged in rural health care, with a Hilux truck which enables the organization to traverse local
communities, administering health assistance.
- Lagos State Government is also empowered with the state of the art ambulance to enable it
offer quick response to accident victims.
CURRENT ECONOMIC EMPOWERMENT PROGRAMME
-

Rural Area Low Cost Housing development

- Since April 2002, MTN Nigeria has been running a rural phone project whereby women were
empowered with communication tools such as telephone lines, cell handsets, recharge/booster
cards, to enable them run telephone call services in their locality.
The scheme began with 65 women in Enugu, AkwaIbom and Edo States, who got the tools on
repayable loan; which, on repayment, is revolved to accommodate others in the scheme.
Source: MTN Human resource department.
CHAPTER TWO

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LITERATURE REVIEW
This chapter reviews literature on employee performance through career development
programmes. The chapter also discusses concepts, theories/models and empirical works in
respect of the topic variables in the research work.
2.1 Conceptual Framework
2.1.1Employee Performance
It is important to note that the need to enhance the effectiveness of any organization rests in the
heart of the management of the organization. Therefore, resources to achieve this which include
people, finance, technology and material must be effectively and efficiently planned for.The most
important of these resources is the people who coordinate the other resources.Over the years men
working in the organistion have been accorded various values, they were once referred to as the
labour in the factor of production, at another time they were called personnel which later
changed to human resources and thereafter to human capital development (kehinde
2012).Bernarden and Beaty (2013) defined performance as the record of outcomes produced on a
specified job function, actually or behavior during a specified time period. They also distinguish
this outcomes oriented definition from a person- oriented one and criticize the currently tendency
of performance evaluation to focus on the persons characteristics.Performance is usually
indicated as desired result, behaviors, attitudes or trait. In another dimension, performance refers
to the final result of an accomplished desire, while others argue that performance has to do with
the behavior people exhibit in the course of producing result with their basic competence or
ability to perform various aspects of job functions.

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Employees performance is normally looked at in terms of outcomes, and also it can be looked at
in terms of behavior (Armstrong, 2000). Employee performance can also be measured against
the organisations performance. Productivity, efficiency, effectiveness and profitability are
indices for measuring performance. They are briefly explained as follows:
Productivity; is expressed as a ratio of output to that of input (Stoner,2012). In this regard, it
measures how the individual, organization and industry converts input resources into goods and
or services, that is produced per unit of resources employed (Lipsey and Pollard 1989).
Efficiency; is ability to produce the desired outcomes by using as minimal resources as possible
whereas:
Effectiveness; is the ability of employees to meet the desired objectives or target (stoner, 2012]).
Quality; is the characteristics of products or services that is stated or implied need(Kotler and
Armstrong, 2002).
Profitability; The capacity or potential of a project or an organisation to make a profit. Measures
of profitability include return on capital employed and the ratio of the net profit to sales (OBD,
2009)
Employee performance indicates the financial or non-financial outcome of employee that has a
direct link with the performance of the organization and its success. Therefore,employee
performance is the totality of desirable functions carried out by an employee in effective and
efficient manner with associated values of productivity, quality and profitability in an attempt to
achieve overall goals of organization. In this case, most important drawback to focus on such

17

result is the fact that results are often beyond the doubt that human performance is a complex
phenomenon incorporate process as well as outcome aspect (Kozlowiski,2013).

2.1.2 Training and Development (TD)

Training and development are the best methods of avoiding wrong actions that may lead to low
productivity in an organization. Despite the effectiveness of a selective system, a lot of
employees need extra training if they are to grow and develop in their jobs (Kabuoh, 2013).
Training is the process of impacting narrow and specific job related knowledge to operating
employees towards increasing workers effectiveness and organizational goal achievement.
Banjoko (2002) defined training is the process for equipping the employee particularly the non
managerial employees with specific skills that would enable them improve on their performance
and overall efficiency. For any organization to compete as an industry leader, staff training and
development must be given priority at its highest level.
Armstrong (2006) defined development as an unfolding process that enables people to progress
from a present state of understanding and capabilities to a future state in which higher level
skills, knowledge and competencies are required. No wonder, most HR departments are being
challenged by the little or no effort allocated to TD. Such organizations are consequently
rewarded with staff dissatisfaction and low productivity as lack of learning displays nothingness
and ignorance. Armstrong (2006) further defined training as the use of systematic and planned
instruction activities to promote learning.

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2.1.3Human Resource Policies

Broadly speaking, policies tend to define the strategy of the management campaign. They
establish the framework of principles that facilitates activities to all levels and permit different
managers to select appropriate tactics or programmes. According to Damachi (2008) a policy is a
predetermined, selected course of action established as a guide toward achieving desired goals
and objectives.Omolayole (2011) asserted that the bases of human resource policies are the
corporate planning, goals and objectives.Thereby establishing the relationship between
organizational goals, general human resources policy, specific human resources policies and
programmes for achieving overall human resource goals are paramount. It is however important
to note that human resource policies must command the respect and confidence of employees
and their other publics. No doubt, the overall strategy of most organizations is to recruit,
motivate, train and retain employees of high caliber who can make effective contributions to
their overall profit purpose (Furstenberg, 1993).
There may be differences in human resources policies and programmes of small and big firms. It
is pertinent to highlight the standard convergent policies in each area of human resource
functions.
Functions are as follow:
Recruitment
Training and development
Remuneration
Appraisal and special rewards

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Safety and security

Labour relations
Effective communication
Welfare policies.
Recruitment: It is process of selecting appropriate caliber of employees. (both management and
staff), particularly in replacing leavers, bringing in new people or new skills by looking outside
the business and providing talents for future development. Also, recruitment may be used for the
purpose of both internal external labour markets.
Training and development: this is the process to ensure that there is upgrading opportunities in
area of systematic training programme for all grades of employees, particularly, to raise their
skills profile through a verity of methods of training which can be on and off the job as well as
internally and or externally carried out.
Remuneration: this is the ability to pay for the services of the employees within industry,
averagely setting condition so that standard practice of responding to market conditions can be
achieved. Thiscan be a source of attracting, motivating and retaining high caliber employees.
Appraisal and special rewards: this is the process of adopting a system of giving out reward
according to contributions made.
Safety and security: this is a means of insurance and assurance provided for all categories of
employees in the cause of their employments hedging against accidents according to safety and
security procedures of such company.

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LabourRelations: this is a union and good industrial relations activity that exists between entire
group of employees and the management of company or organization.
Effective communication: this is ability to have various communication policies which can be
employed by management to ensure harmony relations with employees and their union. These
include using media; both printing and electronic, memo, letters, bulletins among others.
Welfare policies: these are presence of good welfare facilities such as health, medical, recreation
and sport facilities, housing facilities, transport facilities and educational facilities as well as
holiday facilities to boost and enhance staff morale.

2.1.4 Human Resource Practices

It is important to mention that several academic researchers on human resource management
practices suggested that high commitment on human resources practices will increase
organizational effectiveness by creating a condition that facilitates employees to be highly
motivated and involved in the organizational activities aimed at achieving organizational goals. It
is also widely accepted that employees constitute a vital part of organisations resources with the
potential to enhance the organizations sustainable competitive advantage. Price (2012)
mentioned that a company can achieve a competitive advantage and reach its goals by adopting
an efficient usage of its personnel as means of achieving employee performance as well as
accomplishment of organizational goals.
Although a large body of literature supports the notion that the work practices of an organization
influence individual employees feelings of commitment and satisfaction to an organization.

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Nevertheless, among these practices are those that involve open communication, organizational
investments in individual employees training, decision making participation, promotion
opportunities, and the use of performance contingent rewards (Konovski & Cropanzo, 1991;
Meyer & Allen, 2012). It can be established that performance of an individual or an organization
depends on all organizational policies, practices and design features of an organization. Quite
often, employee satisfaction is thought to be one of the main necessities of a standard
organization and an essential part of corporate management. It is undeniable that the future of
business depends upon the satisfaction level of its employees, while dissatisfied employees cause
immediate problems to their business. Achievement of high performance in the human resources
management practice provides a number of important sources of enhanced organizational
performance (Prefer and Veiga, 1999).In this regard, Ulrich and Bracklebank (2005) have
outlined some of the human resources management roles such as employee advocate, human
capital developer, functional expert, strategic partner and human resource leader. No doubt,these
entire functional roles are quite regarded as human resource practices. Perhaps HR practice is the
most important strategic resource and its performance directly influences organizational
competitive capabilities.
Recent studies have shown that high commitment practices can work well synergistically and a
reflective of a general commitment strategy (Sweetman, 2011). More importantly that human
resource management practice sees employees as important strategic resource for an organization
with a significant emphasis being put on planning, monitoring, motivating and mediation rather
than control oriented function alone (Torring, 2012). It is in line with these functions that human
resource practices are being classified, according to Hazucha, Hezlett, Scheneider (1993) there
are fine major human resource practices which have an effect on employee performance, these

22

are : job autonomy, organization support, training, distributive justice and procedural justice.
Also, one can mention that criteria for determining the potential effectiveness of human resource
practice are many, however, one of them is the extent to which forward and backward linkages
exist between the different elements of human resource management and how they are managed.
Therefore, effective and fair performance management system should be engineered and inform
the development of managerial strategies for training and development (Wooten &Cob, 2010).An
important mechanism to manage organizational commitment is through fair substantial human
resource policies and practice.
One way that organizational fairness is communicated is through the development and enactment
of specific policies and procedures that are seen to be fair (Meyer and Allen, 1997).This implies
that the employees perceptions of human resources policies and practices lead to the
development of a particular dimension of organizational commitment. Meyer and Allen, (1997)
asserted that human resource policies and practices that are perceived to enhance employees selfworth normally lead to effective commitment on part of the organization. Generally speaking,
employee performance is the most important factor in an organization success and desirability to
adopt effective human resources strategies that particularly aim to improve employee
performance and creates the culture of high performance in any organization based in human
resource practices (Mahmood et al, 2014).
Human resources are the sources of achieving competitive advantage because of its capability to
convert the other resources (money, machine, methods and material) in to output (products
service). The effective management of human requires well articulated Human Resources
Management systems. Stone (2012) defines HRM as a distinctive approach to employment
management which seeks to obtain competitive advantage developed showing HRM practices

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leads to overall corporate performance.HRM practices differ from one country to another the
factor which affect the HRM practical include external and internal factors. (Ozutku and
Ozrklturkler 2009). External and internal factors affecting HR practices differ significantly
across countries. Some of the major influences are as follows:
Economic factor: It is established as a result of development of the global economy, the
international dimension of HR practices has become more and more significant. The focus of HR
practices has shifted from traditional approaches such as an internal selection and rewards to
concepts such as globalization and international human capital development as well as global.
Technological factor: Technology affects HRM to a greater extent because of high degree of
interaction between technology and HR. Technology changes the way we work, the roles we
undertake and the interactions through which work gets done (Defillipi, 2002).It provides a
series of business advantages. In this regard, technological developments alter the context of HR
practices and the way they are implemented.
Culture: Chandrakumara and Sparrow (2014) asserted that culture has crucial importance in
organizations preferences in developing appropriate structure and methods for HR Practices. It
has fundamental function in its philosophical existence.
Industry/ Sector Characteristics: Organizations can be classified into manufacturing and service
organizations for the purpose of analyzing the HRM practices. The idea behind this classification
is the different production processes that necessitates different HR practices.
Legislations/ Regulation: Legislations and regulations are frame work of existence and function
having a direct impact and HR practices (Kane and Palmter, 1995). Every country has developed
a set of regulations for management of human resources, so the HRM practices have to be

24

designed or modified according to these regulations. Also there are many ways in which
organization can gain a competitive edge or a lasting and sustained advantage over their
competitors, among them being the development of comprehensive human resource practices,
(poole and Jenkins 1996, Narsimha 2012). The internal environment of organization strongly
affects their HR practices. According to Milkovich and Bourdreau, (1991) highlighted major
factors of internal environment as characteristics related to HR practices. The important internal
factors are as follow:
Organizations Size: According to McPherson, (2008) evidence suggests that a large number of
small firms do not institute formal HR practices in large organizations, for each functional level,
there may be a need for a different HR department (Jackson, Schuler and Rivero, 1989; Kaynak,
Adal and Ataay, 19980).

Organizational Structure: A firms strategy and structure are important in determining HR

practices flexibility and integration. There are important structural differences among firms that
negate the way in which HR practices are designed and implemented (Gavin, 1986; Tomer, 1995;
Hudson, Smart and Bourne, 2001).

Business Strategy: To gain competitive advantages,firms use different competitive strategies.

These strategies are more productive when they are systematically linked with human resource
management practices.Companies can improve their environment by making efficient choices
about human resources practices that consistently support their chosen strategy (Gravan, Wilson,
Cross and Carbery 2008). As a rule HR practices are shaped in accordance with HR strategy.

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Traditional Practices: A number of closely related factors, such as history, traditions and past
practices tend to generate resistance to change in most organizations (kane and Painter, 1995:
Pardo and Fuente, 2003).
Hierarchy of Management: The influence of top management on HR practices is acknowledged
by most writers, even if only to the extent of advising that top managements support should be
present in designing and implementing HR policies. Also, line management participation in
designing and implementing HR activities is the key to organizational success. Since line
managers are responsible for creating value, they should integrate HR practices in their work
(Okpara and Wynn, 2008; more importantly that Tsui and Milkovich (1989) found that
organizational power and politics as exercised by various constituencies are crucial determinants
of HR practices.

2.1.5 Employee Turnover

Employees are the most important as well as crucial to the organisation since their values to the
organisation are especially intangible and not easily replicated (Meagham& Nick 2002).
Employee turnover remains one of the most widely acclaimed challenges worldwide (Fajana,
2012). Despite significant research progress, there still remains a great deal of confusion as to
what factors actually cause employee to leave or migrate from one organization to another.
Among those factors are the external factors, the labour market, institutional factors [such as
work environment, salary or wage, job facility, supervision, appraisal and so on], and employees
reaction to job (including job satisfaction, job involvement and job expectations) (Dyke & stick
1990).

26

In essence, employees turnover is ratio of the number of workers or employees that had to be
replaced in a given time period to the average number of workers (Agnes, 2012) in this case
employee turnover is number of employees leaving an organization at a particular time when
compared with entire working employees. More importantly that it is often used as an indication
of organizational performance; perhaps it can be negatively utilized towards the organizations
effectiveness and efficiency (Glebbeck and Box, 2004). Managers refer to employee turnover as
the entire process associated with filling a vacancy due to the fact that each time a position is
vacated either voluntarily or involuntarily, a new employee must be recruited and selected,
thereby making this replacement cycle to be known as turnover (woods 1995). Although
employees turnover is not a new concept in management, however it is a tropical issue in human
resources management with overwhelming attraction and attention, despite the cost of
investment in employees. In addition, employees turnover can be voluntary (such as personal
resignation of employee from organization) and involuntary (such as organizational termination,
dismissal or retrenchment) and is measured by the percentage of total employees (workforce)
that issues organization in a given year (Capelli 2004) in another dimension, employees turnover
can be classified as either internal and external. It is external when employee leaves its present
organization to another organization, whereas it is internal when an employee leaves their current
assignment in the same organization and takes up new roles or functions or positions within the
organization. This can bring either positive and negative feelings or both depending on the
persons disposition with former colleques. No doubt, such movement can bring negative and
positive impact on organizational performance depending on his productive level.
2.1.6 Work Environment and Employees Productivity

27

The importance of work environment of an employee cannot be over stressed. The organisations
expansion and sustainability depends on her level of productivity which is a road map to a
nations development. However, this productivity level can be affected positively or negatively
by both internal and external environment (Kabuoh, 2013).

Internal environment as the

controllable variables of products, price, promotion, place, persons, processes and physical
evidence otherwise called the 7Ps (Smith and Jonathan, 2010). Other internal factors are; culture,
technology, politics, economic, social among others. The managers have control of these
variables as they can manipulate them to achieve organizational objectives.
The external work environments that can affect employees productivity are: economic, social,
physical, technology, social, cultural and political. These are uncontrollable variables that
companies guards properly to achieve set goals. The fact that we live in a dynamic environment
is a good reason why an organization must interact successfully with its environment and
respond to changes in it in order to survive (Ntiwunka, 2010). Motivation is essential for any
business to survive and succeed . Organisational leaders must endeavour to recognise the things
that motivate workers as the survival of organizations depends on the way in which workers in
such organizations are being handled (Ntiwunka, 2010). Employees productivity level is
therefore dependent on the work environment.

2.1.7 Employee job satisfaction

Job satisfaction is related to a persons values, that is what a person consciously or unconsciously
desires to obtain (Noe, Hollenbeck, Gerhart and Wright 2009). Different levels of job satisfaction

28

can be viewed according to different needs and expectations of the employees. Bloisi, Cook and
Hunsaker (2003) describe satisfaction in relation to an organization as the overall positive
feelings people have about an organization, whether as an employee, customer, supplier or
regulator (p.60). Job satisfaction can also be viewed as an overall attitude which can apply to
various parts of an individuals job that are believed to be important (Newstorm, 2011).
Emplyeess job satisfaction can also be associated with their behaviours. Robbins, Judge, Millet
and Waters-Marsh (2008) asserted that job satisfaction represents an attitude rather than a
behavior. They added that it is an individuals general attitude towards his or her job. Neo,
Hollenbeck, Gerhart and Wright, 2009 (2009) posit that job satisfaction is a pleasant feeling
resulting from the perception that ones job fulfils or allows for the fulfillment of ones important
job values. It is a pleasurable or positive emotional state resulting from the appraisal of ones job
or job experience (Luthans, 2005).
Perception of work is another variable that may lead to job satisfaction. George and Jones (2005)
see employees job satisfaction asan individuals reaction to, attitude towards, and perception of
work. When an individual work environment is conducive, there will be no doubt, a collection of
positive feeling that can be felt and perceived even by others around them. This feelings result to
job satisfaction invariably to significant performance.Slochum and Hellriegel (2007) perceive
employee job satisfaction as one of the key work related attitudes in the field of Organizational
behavior that are of great interest to managers and team leaders because it is closely linked to
employee performance and turnover in organizations and also has significant impact on the
overall health of organizations.

29

The achievement of organizational goals requires satisfied and committed workers (Shaw, Duffy,
Johnson and Lockhart, 2005). For this to be achieved, management should place training and
development of staff in high priority.

2.2 Theoretical Framework

The theoretical framework for the research work can be periscopefrom social and management
theories and models. Thus this study considers eight theories: which are:
Resources-Based Theory
Decision making Theory
Economic Theory
Discrepancy Theory
Human capital Theory
Dynamic capabilities Theory
Competence-based Theory
Human Resource Theory.
We are adopting the last four as the most suitable for this study.

2.2.1. Resources Based Theory

30

The resources based view of firm (RBV) originated from the work of Penrose (1959) and
position of the theory was formalized by Barney (1991). The theory established that human
resource provides a source of sustained competitive advantage which are four basic requirements
of value, rareness, limitability and organization (VRLO) that must be present within the
organisations human resource at all times.
The value of a firms resources and capabilities is determined by the market context within
which the firm is opening.
Furthermore, it assumes that values through resource procurement, production, distribution, and
consumption, 4firms generate competitive advantage, and this position can be achieved by the
enhancement of corporate intellectual capital through adequate training and development. The
rareness suggests that human resource executive must examine how to develop and exploit rare
characteristics of firms human resources in order to gain competitive advantage. The appropriate
mix of productive resources may enable the firm to operate effectively within the specific target
market of choice and for the specific type and magnitude of value (objectives). The limitability
holds that value and rare characteristics of firms human resources can provide above normal
profits for the firm in short term.
However, if other firms can provide the same characteristics, there will be no competitive
advantage. According to Bassey andTapang (2012) Human resources are not subjected to the
same degree of limitation as equipment or facilities.It is suggested that for an organization to
achieve its objectives, it needs to structure its internal capabilities to the external environment.
The distinctive combination of the resources can provide some assistance in identifying the
potential of the organization to focus on and achieve its objectives.

31

2.2.2Decision Making Theory

The theory postulates that the quality of human capital available in organization reflects the
quality of decisions and choices made thus, such decisions ultimately result in organization
performance. It is on this premises that the development of subjective expected utility (SEU)
theory became a major intellectual achievement which inspire for the first time a formally
axiomatic statement of how it would behave in a consistent, rational manner. The theory makes
assumptions which are:
A decision maker possessed a utility function which is an ordering of all possible outcomes of
choice by preference.
All alternatives among which choice could be made were known, and the consequences of
choosing each alternative could be ascertained. In another diminution, theory treats choice under
uncertainty, by assuming that a subjective or objective probability distribution of consequence
was associated with each alternative.
However, application of the theory assigned probability, subjective expected utility theory
opened the way to fuse subjective opinion with objective data, and thus approach can be used in
man-machine deciding making system. These techniques have been especially valuable aids to
management in dealing with relatively well structures decision problems. In addition, most of the
tools of modern operation research use the assumption of SEU and this makes the theory relevant
in taking decisions in respect of training and development of the employees. More importantly,
there is assumption that employees have need which they seek to satisfy either within or outside
the organization. Content of theories of motivation or needs provide an indication of different
needs as application to the employees in an organization

32

2.2.3 Economic Theory of Motivation: This is anchored on postulation of Fredrick W. Taylor

(1865-1917) that uses of money as motivator. Monetary reward is associated with series of
factors. It gives room to enhance and motivate employees to put in their best effort in
productivity (Beardwell, Holding andClaydond, 2004). The postulation from this theory is that
workers when well remunerated, do the required duties effectively leading to both employee and
emplyerss satisfaction. The theory is based on two underlying assumptions: firstly, that human
beings are rational, and secondly that they are driven by the rewards not by the actual work.
2.2.4 Discrepancy Theory and Turnover Discrepancy Theory
The theory highlighted the need to consider individual differences as basis for promoting
employees performance in an organisation(Locke 1976). This theory states that the higher the
incentive, the more the productivity level of the employees. When the discrepancy between input
and reward is high, demoralisation sets in resulting to dissatisfaction. Discrepancy either positive
or negative depends on the specific desire of the employee.
In the essence, discrepancies are elements that disconnect employees from performing their
assigned job as well as achieving productivity.
communications and opportunities for their personal development. In addition, employees seek
development opportunities in order to reduce their dependency on their employer there are
opportunities to advance their career evelopment.

2.2.5Human Capital Theory

33

This theory was proposed by Schultz (1961) and the theory was formally developed by Becker
(1964). The theory emanated from labour economics, an aspect of economics discipline. Human
capital theory holds that education or training raises the productivity of workers by imparting
useful knowledge and skills. It is also veritable means of raising employees future income as
well as increasing their lifetime earnings. The theory establishes that expenditure on education or
training and development is costly, and should be considered as investment. No doubt,
investment yields returns such as profits, dividends and interests. Human capital approach is
used to explain benefits attached to professional or skilled employees.
Human capital theory distinguished between general skills and firm specific skill of human
resources. General skills are skills possessed by individuals which provide value to a firm and
are transferable across a variety of firms (Barneyand Wright, 1997).
One can invest in human capital through education, training and development, and even medical
treatment while ones output depends partly on the rate of return on the human capital one owns.
This human capital is a means of production into which additional output is enhanced. In
essence, human capital is substitutable but not transferable like land, labour or fixed capital.
Relevance of this theory is that it considered the cost of education training and development, and
even employees medical treatment as investments which are expected to reflect an increase or
improved productivity of individual employees.

2.2.6 Dynamic Capabilities Theory

The theory is basically focused on firms behavioural orientation to constantly integrates,
reconfigure, renew and recreate its resources and capabilities, and most importantly upgrade and

34

reconstruct its core capabilities to the changing environment to attain and sustain competitive
advantage.
The concept of dynamic capabilities as the ultimate source of competitive advantage is at the
forefront of strategy research. The dynamic capability perspective of resources indicates that
capabilities need to be evolved and recreated progressively to allow a firm to stand clear of
competition over time (Taghian 2010). The approach tends to steer managers toward creating
distinctive and difficult-to- imitate advantages and avoiding games with customers and
competitors (Teece, Pisano &shuen, 1997). Beyong building organizational capability
stakeholders perception also indicated that the organisation has to build its capacity to exploit
current resources, capability exploitation and engage in capability building (Ahenkora and Adjei
2012).
2.2.7 Competence Based Theories
The competence based theories of the organization emerged to explain organizational
performance through the lens of capabilities competencies, or other organizational specific
attributes acquired overtime through tangible or intangible assets at both the individual and
collective levels. (Barney, 1991; Grant, 1996). These theories seek an integration of economic
views with managerial and behavioural views, and as such competence-based theories include
evolutionary theory knowledge based theories, and the resource-based view.This is desirable,
because economic, managerial and behavioral theories of the firm fail to consider assets and
learning processes at both the individual and organisationallevels.
Penrose (1959) saw the firm as the organised combination of competencies. A firm is more than
an administrative unit, it needs a variety of reserves for its operation which can be financial

35

reserves. Implicit reserves are required in order to cope with uncertainty. There is need for
competence-based resources in any organization if sustainable competitive advantage must be
achieved. However, one criticism of various competence-based theories is that they do not
distinguish between different assets as a source of sustainable competitive advantage.

2.2.8 Human Relations Theory of Motivation:

This theory was propounded by Elton Mayo (1923-30) and it is associates with human relations
in working environment. It is an exponent and rise to a paradigm shift in school of management
called human relations which infers that employees have social needs which are as important as
economic needs, particularly in implementing them.
Their studies concluded that social relationships were significant in the satisfaction of human
needs as well as employees. The contribution of this theory in understanding employee
motivation at work has been focused on training and development programmes which is another
avenue of creating social interaction; particularly on the design of the jobs, responsibility, and
function which make working environment interesting and attractive.
In addition, application of hierarchy of needs as postulated by Abraham Maslow (1940) can also
be justified for the social needs. Although, Maslow suggested five classifications of hierarchy of
needs which is normally represented in the form of pyramid with basic physiological needs lying
at the base and progressive to the peak level (Self actualization).
Physiological Needs: Basic need food, shelter, cloth
Safety Need: Security and Protection

36

Social Need: Belongings: friendship Affection

Esteem Needs: Protect ones ego
Self- Actualization Needs: Realization of ones full potential.
Maslow justified that employees step up the hierarchy moment needs but one level must be
attained before the next.
Though Maslows hierarchy moment needs remain influential and continues to influence
management deliberation in respect of job. Design, pay and reward system as well as proposing
training and development programmes and employee empowerment among others.

2.2. A. Model of Human Resources Management (HRM)

There are various models of HRM which have been developed from time by different teams of
researchers.
All these models have helped the HR practitioners to effectively manage the human resources. It
is important and necessary to discuss some models in an attempt to present frontier position on
career development programmes.

2.2. A.1 Performance management model

37

This model has been one of the most important in field of human resources management and its
positive development as well as impact on contribution to the spheres of human resource
development in recent years. It was first established by beer and Rhine in 1976, but it was not
fully recognized until the mild 1980s as a distinctive approach. However, it grows out of the
realization that a more continuous and integrated approach was needed to manage and reward
performance (Armstrong, 2012). Armstrong (2012) defined performance management as a
strategy and integrated process that delivers sustained success to organization by improving the
performance of people who work in the organisation and whereby developing the capabilities of
individual contributors and teams. Performance management is integrated in two ways, these are
vertical and horizontal integration.
Vertical integration; is a process of linking or aligning business, team and individual objectives
with core competences.
Horizontal integration; is a process of linking different aspect of human resource management
in order to achieve organisational development, human resources development and effective
reward system in addition to the achievement of a coherent approach to the management and
development of people (Armstrong, 2012).
The real concept of performance management is associated with an approach to create a shared
vision of the purpose and aims of the organization, particularly, helping each individual
employee understand and recognized their part and function in contributing to the organizational
performance and by so doing it enhances the performance of both individuals and the
organization (Armstrong, 2011).

38

This necessitates a progressive definition of performance management according to Armstrong

(2011) as a continuous self-renewing cycle. This is illustrated in the figure below.

39

ROLE DEFINITION
Plan
Performance Agreement
Review
Action
Performance Review Personal Development planning
Managing performance
Monitor
Figure 2: The performance Management Cycle.

It is important to know that the main activities of the continuous self renewing cycle can be
explained as follows:
Role Definition: This provides the framework of performances management by setting out three
things purpose, result and capability, particularly in which key result areas and capabilities
requirements are agreed.
Performance Agreement: This defines expectations as well as specification of role or what an
individual has to achieve in the form of objectives as means of measuring the capabilities
required to deliver desired results.
Personal Development Planning: This set out the actions to be carried out by people in order to
enrich their knowledge, skills and level of capability as well as to improve their performance in
specified areas. It is also known as performance development stage.

40

Management performance:
This is the actual stage of implementing the performance agreement and personal development
planning. Also this stage includes a continuous process of providing feedback on performance,
conducting both formal and informal progress reviews, updating objectives by taken corrective
measures as well as solving performance problems.
Performance Review: This is an evaluation stage when a review of performance is carried out at
a certain period in order to determine achievement progress and challenges as the basis for
decision making regarding various rewards. It is the stage of introducing improvement and or
corrective measure. Performance management operation functionsas a partnership between the
organization and each individual working in it, where both parties contributes to the definition
of objectives, tasks, standards and other performance activities. Armstrong (2011)highlights
contribution of organization and individual to performance management as shown in figure 2
below.

41

ORGANIZATION ORGANIZATI

Figure 3: Contribution of organization and individual to performance Management (Adopted

Defines mission values strategies
Understa
from Armstrong, 2012).

Defines mission values strategies

2.2. A.2Organizational Commitment Model

Defines roles standards capability requirements

and
performance
measureDefines
rol
Understands
and
agrees roles,
standard capabili
This model was viewed as concept with a single division based on attitudinal perspective,
embracing identification, involvement and loyalty (Porters Steers, Monday and Boulian, 1974).
Organisational commitment is defined as an attachment to the organisationcharacterised by

Monitors organizational team and individual performanceMonitors orga

intention to remain in it, or identification with the values and goal of the organization and a

willingness to exert extra effort on its behalf(Porter, 1974). Attitudinal perspective is referred as
the psychological attachment or affective commitment formed by employees in relation to

Develops self performa

Develops team and individual performance support self managedlearningDevelops
tea

42

identification and involvement with the prospective organization. This makes individuals to
consider the extent to which their own values and goals relate to that of the organization as part
of organizational commitment. In essence, organizational commitment is considered to be the
linkage between individual employees and the organization.
Meyer and Herscouiteh (2001) state that commitment includes behavioral terms which
describes what actions a commitment implies with emphasis that these terms can take the form
of social and discretionary behavior.
However the three component model of commitment developed by Meyer and Alfen (1997)
arguably presented as organizational commitment (Meyer at al 2002).
The exposition of the model is that organisational commitment is experienced by the employee
in three dimension mindsets encompassing affective, normative and continuance organisational
commitment. In this respect effective commitment reflects commitment based on emotional
functions of employees.

Normative commitment reflects commitment based on perceived

obligation towards the organization which particularly centres on norms of reciprocity.

Continuance commitment reflects commitment based on the perceived cost, both (economic and
social) of leaving the organisation.
In essence, model of organisational commitment has been used to establish importance of
employee performance as well as organisation management and its performance.
2.2.A.3Four Level Of Learning Evaluation Model
This model was designed in 1959 by Kirkpatrickandit had a complementary study from Miller
(1991) on programs theory, which examines a set of propositions regarding what goes on in the

43

black box during the transformation of input into output. The underlying components and
relationships upon which a programme is based have been termed program theory (Lipsey,
1987).
It is necessary to know the processes occurring between input and output facilitating asking
questions such as: does the programme have quality control mechanism that ensures standard or
what other techniques can be used? In this manner,programme theory is very relevant as it offers
an opportunity to assess what is right with the skill acquisition programme for employees. It also
enables skill acquisition programme to know how things work or not work and why programme
theory emphasises that measures must be developed to determine not only what goes into a
programme and what comes out, but what actually happens in the present. A programme is not
fully complete or implemented until the process has been evaluated from the beginning to
end.Figure 3 below illustrates input, transformation, output and feedback.

44

2: The Black Box

A process of transformation or conversion of resources within
theprogramme

3: Output pretest
What comes out of the programme

1: Input Pretest
What goes into the programme

4: Feedback
A continuous source of information for improvement and appropriate corrective measures

Figure 4: Input, Transformation, Output and feedback of programme, sources: Adopted from
Miller (1991).

It is against this background that evaluation of effectiveness theory by Kirkpatrick (1998) has
now become arguably the most widely lifted and popular of training and learning programme.
Effectiveness theory comprises four level model which measures: (i) reaction (ii) learning (iii)
behavior (iv)results.
More importantly, the table essentially shows level of measures; evaluation type, evaluation
description, example of evaluation and relevance and practicability.

45

Table 1: Evaluation Effectiveness Model of Kirkpatrick

LEVEL

EVALUATION
TYPES

1.

Reaction

2.

3.

4.

Learning

Behavior

Result

EVALUATION
DESCRIPTION
Reaction
evaluation is now
the trainees felt
about the training
or
learning
experience
Learning outcome
is the assessment
of the increase in
knowledge before
and after
Behavior
evaluation is the
extent of applied
learning back on
the
job
implementation
Results evaluation
is the effect on the
business
environment
by
the trainee.

EXAMPLE OF
EVALUATION
E.g feedback forms.
Also verbal reaction,
post-training surveys
or questionnaires

RELEVANCE
AND
PRACTICABILITY
Quick and very easy to
obtain

Typically
assessments or tests
before and after the
training. Interview
or observation can
be used.
Observation
and
interview over time
are
required
to
assess
change,
relevance of change,
and sustainability of
change.
Measures
are
already place via
normal management
systems
and
reporting-the
challenge is to relate
to the trainee.

Relatively simple to set up;

clear-cut for quantifiable
skills. Less easy for
complex learning.

Measurement of behaviour
change typically requires
cooperation and ski of linemanagers.

Individually not difficult;

unlike whole organization
process must attribute clear
accountability.

Evaluation Effectiveness Model Adapted from Kirkpatrick (1998)

It is important to incorporate into the training and development the capacity of skill acquisition
programme in a well structured manner as the way which objective may be determined as well as
the level of competence of trainees.

46

2.2.A.4 Guest Model

Guest comparative model Guest (1997) works on the premise that a set of integrated HRM
practices assured of superior individual and organizational performance. It advocates a
significance difference of HRM from Personnel management. It holds that HRM strategies like
differentiation, innovation, the focus on Quality and cost reduction will lead to practices like
better training, appraisal, selection, rewards, job designs, involvement, and security leading to requality outcomes; commitment and flexibility. It will then affect performance in that productivity
will increase; innovation will be achieved as well as limited absences, labour turnover, and
conflict or customer complaints.
2.2.A.5Warwick Model
This model was developed by Hendry and Pettigrew (1990) at centre for strategy and change, A
Warwick University in early 1990s. It emphasizes on analytical approach to HRM. It also
recognizes the impact of the role of the personnel functions on the human resource strategy
content. The researcher focused their research on mapping the context, identifying the inner
(organisation) and external (environmental) context.
2.2.A.6Unfolding Model of Voluntary Employee Turnover
March and Simon (1958) argued that voluntary employee departure results from a decision to
participate, which was theorised to derive from two sub-decisions about the perceived ease and
desirability of movement. Over time, the perceived ease of movement has evolved to mean
perceived job alternatives, and the perceived desirability of movement has evolved to mean job
satisfaction. Thus, most of the psychologically oriented research have been driven by a modelthat

47

holds employee turnover to result from a particular combination of job dissatisfaction and
perceived job alternatives ( Mobley, 1977).
Lee and Mitchell (1994) proposed that image theory (Beach, 1990) can also serve as a
conceptual underpinning to voluntary employee turnover. Traditional turnover theories hold that
quitting involves three main components.
First, dissatisfaction initiates process. Second, employees search for alternatives prior to leaving
their organizations. Third, people evaluate these alternatives using a subjective expected utility
(SEU) decision model. In contrast, image theory suggests that (I) factors other than affect can
initiate the turnover process, (2) employees may or may not compare a current job with
alternatives, and (3) a compatibility judgment, instead of the subjective expected utility decision
model, may be used. A detailed description of the unfolding model can be found in Lee and
Mitchell (1994). As summarized below, the unfolding models major components include
shocks to the system and the amount of psychological analysis that recedes a decision to quit
and the act of quitting. Shocks are particular, jarring events that initiate the psychological
decision processes involved in quitting a job. Moreover, the psychological processes can vary
from a quick judgment unencumbered by multiple attribute, to a highly rational, expected-value
comparison of alternatives.
It is interesting that the research work will focus mostly on performance management model and
organizational commitment model particularly to explain both independent and dependent
variables.

48

2.3 Empirical frame work

2.3.1Empirical Research on Employees Performance.
A number of studies show that the important way to enhance employees performance is to focus
on fostering employees engagement (Christian, Rainsheka, and Huselid 2011; Fleming and
Asplund2007;Rithetal 2010, Richman, 2006, Macey& Schneider 2008, Holbeche&springlett
2003, leiter& Bakker, 2010), also suggest that the presence of high level of employee
engagement enhances job performance, task performance and organisational citizenship
behaviour, productivity discretionary efforts, effective commitments, continuance commitment
levels of physiological climate, and customer service. In this respect, we can also mention work
of Demeroutsand Cropanzane(2010) that engagement can lead to enhanced performance as a
result of factor such as training and development and medical provision.
These are supported by a growing number of studies and their findings show that positive
relationship existbetween engagement and individual performance (Mone and London, 2010).
According to oyedijo (2012) there is a significant relationship between strategy agility and
competitive performance. The impact of strategic agility is significant; it is a good predictor of
competitive performance.It also indicated that organization with high strategic agility has
outstanding performance. This study provides important implication for the management of
information Technology Company as well as other firms in Nigeria particularly, firms need to
improve competitive performance, and they must demonstrate a high level of commitment to
strategic agility. If firms in Nigeria must survive grow and compete effectively in their national
and international market, their manager should develop organisationalhuman resources,
technology planning attributes and practices that can make them become strategically agile. In

49

another dimension, the relationship ofperformance was examined across three ethnogeographical location in Nigeria. The findings showed that there is a significant relationship
between culture, on one hand and organization performance on the other hand(Aluko, 2003).
Furthermore, organisational performance can only be achieved if all things remain equal and as
such organisations that are performing to the satisfaction of the owners, employees and
customers will be found in culture suitable for their operations.The result of the study revealed
that all things do not remain equal.
It was interesting and revealing that organizational context, culture, nature of the economy and
polity, and adequacy of public utilities all have significant impact on organistional performance.
In addition, the results of study carried out by Kuye and Oghojafor (2011) indicated a statistical
significant relationship between strategic control and corporate performance. The result also
reveal a significant difference between the performance of firms whose strategic control are low
and those whose strategic control and corporate performance would assist the development of
NigerianManufacturing sector. It is equally important to mention that intellectual capacity of
employees is significant to the modern knowledge economy and that detail of human resources
management account for intellectual asset of people in organization.
Therefore, it is important and relevant to consider the relationship between intellectual capacity
and organizational performance.The study conducted by Ahangar (2011) shows that
performanceof companys intellectual capital can explain profitability and productivity.More
importantly that the study specifically reveals that human capital efficiency (HCE), physical
capital efficiency (PCE) andassets turnover ratio (ATO) significantlyinfluenced the company

50

performance as measured by growth in sales.Furthermore, it also confirmed that human capital

was more efficient than structural capital in terms of value creation efficiency.
The study of Rehma, Rehma, and Zaliad (2011) confirmed that human capital efficiency has
significant relationship with financial performance, return on capital employed (ROE) and
earnings per share (EPS). In the study, there was indication that one of the important components
of strength is the intellectual capital efficiency. This implies that more investment on employees
will boost the employees productivity and as such increase the human capital efficiency of
employees. In essence, one can conclude that performance of all organisation depends on its
human capital development.
2. 3.2 Empirical study on organization commitment
Porter and Steers (1982) developed the antecedents and consequence model of organisational
commitment, which adopted characteristic of individual, role-related structural and working
experience as the antecedent variable of organisational commitment, and the position retaining
hope and intention attendance, position retaining and working performance as the consequent
variable of organizational commitment. The studies found that adaptation, role conflict,
education, structure nature, age, and salary have a significant influence on the organisational
commitment, among which, adaptation has a positive influence on the organizational
commitment.
Similarly, the three component models of commitment developed by Meyer and Allen (1997)
arguably dominates organizational commitment research (Meyer etal, 2002). It is an empirical
research that proposes that organizational commitment is experienced by the employees as three
simultaneous mindsets encompassing affective normative and continuance organizational

51

commitment.In this regard, affective commitment reflects its ties to the employees which
particularly

develop

with

the

organisation

primarily

through

positive

work

experiences.Normative commitment reflects commitment based on perceived obligation towards

the organization especially through norms of reciprocity continuance commitment reflects
commitment based on the perceived costs, both in terms of economic and social factors in the
organization.
Aldehayyat and Anchor (2010), found out that companies could enhance strategic planning
through organizational commitment by allowing suitable time for its implementation improving
the quality of training, undertaking an in-depth analysis to become aware of unexpected
problems, fostering communication between top management and increase the involvement of
line managers are also very important and actions such as these will create value.
Many literatures of human resources establish that people in organiation are the greatest assets of
theorganisation. It becomes imperative to look at the relationship between human capital and
decision making in organisation since human beings controls and drives every other resources of
organization, the quality directly or indirectly reflects on organisational performance.
The study of Kajola and Adedeji corroborated this assertion when they found a strong
relationship between the quality of human capital and subsequent financial performance. They
also established that organizational commitments have strong impact as well as significant
relationship in the achievement of the organizational performance.
More so that the study conducted by Okpala and Chidi (2010) revealed that a well-developed
system of human resource capital contribute significantly to internal decision by management
and external decisions by investors. Therefore, information on investment and value of human

52

resources is useful for decision making in the enterprise.Furthermore, decision making is part of
organisational commitment as well as management practices.
Another study conducted by keller (2009) on effect of management practiceson the economic
performance of firms established that management practices have a direct impact on firm
performance.
2.3.3.Empirical study on Career Development
Career development ideally benefits both the employees and the organization especiallywhen
organisations offer training and paid education facilitators, employees learn skills that help them
advance in their career. This helps the employee to make more money and gain more confidence
in their ability to do the job. Organisations benefits when employees enhance their career
capabilities because of the support giving to the employees.Sponsoring employees career growth
can also help organisation foster more loyalty from its top employee (Kokemellet 2011).
More researches have indicated that career development refers to the outcomes of actions on
career plan as viewed from both individual and organisational perspectives (Gutteridge, 1986).
This outcomes achieving the best match between peoples and job. Career development is just
one component of human resources management in the organisation.It is in this respect that there
is indication of six-step model also known as Harrison model.
The management cycles provides a framework for career development practices. No doubt that
each of the steps in the management cycle corresponds to career development strategies that help
both management and employee maximize career growth (Slavenski & Buckner, 1988) using
Harrison Cheryls (1989) Six steps model of development activities within the organization that
supports individuals career development process as follows:

53

Step1-Hire or promote,
Step2- Orient or communicate
Step 3- Observe performance
Step 4-Manage performance
Step 5- Develop employees
Step 6- Make personnel selection decision
The study of Sharma (2012) confirms that organizations performance depends on the quality of
human resources, it was established further that the success of any organization depends on the
quality of its human resources whether it belongs to manufacturing, service or a retail outlet. She
indicated that organisational human resources are important assets that are used to increase
productivity, earning capacity, increasing wealth and profit, market value and economic value
added.
However, there is no doubt that physical assets are important as they complement human assets
when it comes to issues of performance, it is because physical assets can neither think nor
decide. In this respect, human assets make use of the physical resources to channel the course of
the organisation. It is these developmental actions which have fostered the growth of career
development programmes (Merchant, 1995).
The study of Malmendier and Tate (2005)collaborated the assertion in this study that the quality
of managers or workers in organisations whichmay be determined by level of training and
developments received by them affects quality of decision which ultimately reflects on the
corporate performance. In addition, they were able to establish that optimal investment decisions

54

on employees training and development programmes have significant impact on enhancement of

critical review of existing indicators, development of indicators that represent the flows between
different intellectual capital categories, and develop the hierarchy of intellectual capital indices.
2.3.4 HRM Practices and Employee Commitment
The implementation of practices in the organization leads to enhanced employee commitment.
Maheshwari, Bhat and Saha (2005) conducted a study to find out the commitment of health
officials and its implications for HR practices in Maharashtra. The study suggests that the district
health officials do not share a strong emotional bond with their department. The state needs to
reform its Human Resource Management practices to effectively strengthen the functioning of
the health system. The study also suggests that investing in development of multiple strategies
for the growth and career development of health professionals is required. Similarly, Smeenk,
Eisinga, Teelken and Doorewaard (2006) examined the actors which affect organizational
commitment among Dutch university employees in two faculties with different academic
identities (separatist versus hegemonist,). The analyses of data reveals that in the separatist
faculty, decentralization, compensation, training and development, positional tenure, and career
mobility have significant effects. In addition, age, organizational tenure, level of autonomy,
working hours, social involvement and personality significantly affect the employees
organizational commitment. Participation, social interactions and job level are factors that are
important in both faculties.
Shahnawaz and Juyal (2006) compared various HRM practices in two different organizations; a
consultancy/research based organization and a fashion firm. The study is aimed at assessing how
much of commitment in the two industries can be attributed to HRM practices. Firm practices

55

were found significantly different in two organizations and mean scores on various firm practices
were found more in the fashion organization. Regression results showed that various HRM
practices were significantly predicting organizational commitment in both organizations. In
another study, Chew and Chan (2008) examined the impact of HR practices on permanent
employees organizational commitment and their intention to stay and found that organizational
commitment was positively affected by person-organization fit, remuneration, recognition and an
opportunity to undertake challenging employment assignments. Intention to stay was
significantly related to person-organization fit, remuneration recognition, training and career
development. Further, he found that training and career development was not significantly
related to organizational commitment and challenging assignments was not significantly related
to intention to stay.
2.3.5 HRM Practices and Organizational Performance
HRM practices enhance organizational performance. Rondeau and Wager (2001) examined the
relationship between firm practices, workplace climate and perceptions of organizational
performance, in a large sample of Canadian nursing homes and found that nursing homes, which
had implemented more progressive firm practices and which reported a workplace climate that
strongly valued employee participation empowerment and accountability tended to be perceived
to generally perform better on a number of valued organizational outcomes. Chand and Katou
(2007) conducted a stud to investigate whether some specific characteristics of hotels affect
organizational performance in the hotel industry in India; and to investigate whether some HRM
systems affect organizational performance. They found that hotel performance is positively
associated with hotel category and type of hotel and hotel performance is positively related to the

56

HRM systems of recruitment and selection, manpower planning, job design, training and
development, quality circle, and pay system.
Joseph & Dai (2009) found that there are significant connections between HRM practices and
firm performance; that the strategic alignment of HRM is also a driver for firm performance.
In the study conducted by Nayaab (2011), it was found that HRM practices contributes to
enhanced banks performance. Further, the result indicated that HRM practices like training,
employee participation in decision making was found significantly related with banks
performance. Furthermore, Osman (2011) found that the effectiveness of implementing HRM
practices in a company does indeed have a major impact towards a firms performance. The
findings also show that HR practices have an impact of nearly 50 percent on firm performance.

2.3.6 HRM Practices and Job Satisfaction

HRM practices also affect the level of job satisfaction of the employees. Petrescu and Simmons
(2008) examined the relationship between firm practices and workers overall job satisfaction and
their satisfaction with pay. The result indicated that several HRM practices raise workers overall
job satisfaction and their satisfaction with pay. Ali (2009) as cited in Akpa (2013) did a study on
factors affecting overall job satisfaction and turnover intention on private sector college
lecturersin Pakistan. It was found that lecturers of private sector colleges are very much
dissatisfied with promotion chances. Pay, fringe benefits and contingent reward displayed
moderate dissatisfaction while moderate satisfaction was encouraged by operating condition,
coworkers, nature of work and communication. In summerisation, all aspect of job satisfaction
was found to be associated with turnover intention. Bloisi, Coock, and Hunsaka (2003) describe

57

satisfaction in relation to an organization as the overall positive feelings people have about an
organization whether as an employee, customer, or regular.
Job satisfaction can also be viewed as an overall attitude which can apply to various parts of an
individuals job that are believed to be important (Newstorm, 2011). Job satisfaction according to
Noe, Hollenbeck, Gerhart, & Wright, 2009) is a pleasant feeling resulting from the perception
that ones job fulfils or allows for the fulfillment of ones important job value. Job satisfaction is
a pleasurable or positive emotional state resulting from the appraisal of ones job or job
experience (Luthans, 2005). Job satisfaction can also refer to an individuals reaction to attitude
towards, and perception of work. It is a collection of feelings and beliefs that people have about
their current job (George and Jones, 2005). Coock and Hunsaka (2001) opine that the attitude of
employees towards their jobs and the organizations are important because they can influence
productivity and job satisfaction.
Slocum & Hellriegel (2007) asserted that job satisfaction is one of the key work related attitudes
in the field of organizational behavior that are of great interest to managers and team leaders
because it is closely linked to employee performance and turnover in organisations and also has
significant impact on the overall health of organizations. Every organization needs satisfied and
committed workers in order to achieve their goals (Shaw, Duffy, Johnson, and Lockhart, 2005).

2.3.7 HRM Practices and Employees Turnover

Employee turnover is a major challenge for the organization but the companies implementing
effective HRM practices can reduce the rate of the employee turnover. Bawa and Jantan (2005)
conducted a study on staffing process and employee monitoring, the result indicated that proper

58

and effective monitoring of employees with merited incentives reduces both voluntary
involuntary turnover. In another study by Agba, Ogaboh and Ushie (2010) it was postulated that,
promotion, salary/wages, payment of leave benefits, career development/ in-service training and
work- hours impact significantly on labour turnover.
Ronra and Chaisawat (2009) examined the factors affecting employee turnover and job
satisfaction using Amari Hotel and Resort in Thailand. The result indicated that insufficient tools
and resources, inadequate recognition, inadequate benefits, salary and responsibilities were not
compatible, and career path advancement was not compensated for lack of salary. In contrast,
appreciation for task achievement, relationship with colleagues, the pride working for Amari,
understanding the alignment of mission statement and the job as well as balancing job and family
responsibilities all influenced employees job satisfaction.

2.4 Summary and Gap in the Literature

The existing Literature, theories and models have provided a robust knowledge on the subject
matter.However, most studies are directed at the multinational organizations, so far, little or none
on private organisation in Nigeria. In this respect, impact of career development on employee
performance in a communication organisation of MTN is quite desirable. Although investigation
by this study, taken into consideration other factors in private communication organisation which
include HR policies, HR practices and working environment.
The study is in the area of HRM with an eye opener toward employee performance and other HR
practices that could encourage employee performance. Theoretical constructs depicting these HR

59

practices and HR policies as they affect employee performance are being reviewed in this work,
opening a new horizon of research on employee performance.
It is evident that employee performance indeed is critically important for the excellence of
communication organisation.There is need for a study that will employ both quantitative and
qualitative methods in order to bring out clearly, factors influencing career development of
employee performance in private communication company in Nigeria as indicated in the
observed Gaps.
Gap 1: In Christian et al (2011) it is observed that results of the study provides empiricalevidence
by fostering employees engagement but they did not consider their career development which is
the focal point of this study..
Gap 2: According to Sharma (2012) it was deduced that the study has several limitations; first, it
is limited to the specific quality of human resources, because it focuses only on high-technology
industries. It did not include other companies with low or medium technological
equipment.Secondly, it fails to suggest a contingency frame work that explains how human
resource factors moderate the impact of training and development on the employee performance.
Gap3: In the study of Malmendier and Tate (2000), they are of the opinion that if training and
development programmes are properly adopted which is an aspect of career development will
improve quality of decision which ultimately reflects on the corporate performance.From the
foregoing deductions lead to a final conclusion that there is indeed a positive correction between
career development and organisational performance.However, their research focuses on the
financial sector and their findings cannot be generalised. Hence there is need to incorporate other
sector as the telecommunication.

60

Gap 4: According to Bassey and Tapeng (2012), the study shows strong support for the
application of equipment or facilities to improve performance on each construct that leads to
organisations performance. However, it fails to acknowledge the operators of the equipment and
facilities on human resources capacity and capabilities.There is no literature to support the fact
that an industry is growing in terms of equipment and facilities only, without human resources
training and development.
Gap 5: The findings of Barney and wrights, (1997) provide a contribution to our understanding
of the relationship between investment on training and development and company
performance.Clearly, much more need to be done,like previous planning on career development
which enhances performance.
Gap 6: Landrun and Gardner (2012) examined the impact of stakeholder development on
corporate performance. The study has made salient revelation regarding general development
and the extent to which they impacted on corporate performance. However, this study is limited
to production companies in the manufacturing sector as regards the effect of career development
on organizational performance which could be extended to the service industry.
Gap 7: In Ahenkora and Adjei (2012) the results presented have helped to explain the nature of
career development and performance relationship in banks by building organisational capability
of stakeholder perceptions. At least one factor (limiting their study to banking industry), though,
may have limited their ability to explain even more of this relationship in a realistic manner. Also
parameter of their measurement is quite subjective as perceptions vary dimensionally. The
outcome of our communication company study will provide a building platform for
generalization.

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Gap 8: In Barney (2001) it is observed that the results of the study provide empirical evidence
about impact of provision of some assistance in identifying the potential of the organisation to
focus on and achieve its objectives. This suggested that some contingencies such as cultural and
institutional environment influence need to be taken into consideration when planning career
development effectiveness.
Gap 9: Our study is only confined to Nigeria communication organisation, therefore the
generalization of the results with other industries or sector must await future research. In this
respect, we only intend to establish whether career development is related to performance. We
recognize that many organisational factors affect performance and as a result cause and effect
relationships are extremely difficult to establish. It is certain that investigation will unravel
position of the relationship between career development and organizational performance in
Nigerian communication organisation of MTN.

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CHAPTER THREE
METHODOLOGY
It is important to know that research methodologyelicited the direction a researcher adopts in
gathering data, including stops and procedures, as well as processing and analysis of data. This
section attempts to link the theoretical framework earlier discussed to a quantitative approach. In
essence, the section critically examine following processes research design, research population,
sample and sampling technique, sources of data collected and research instrument methods of
data analysis and Operationalisation of variable.

3.1 Research Design

Research design is a plan research and overall framework of a research that explains the
direction and methods to be used in collecting information needed. In this respect, the researcher
elicited data from staff of MTN Nigeria through research instrument (questionnaire) which was
considered to be the most feasible approach for the study taken into cognisance cost implication,
the confidentiality of respondents as well as the facts that the questionnaire ensured access to
respondent who were not personally accessible in order to determine the effect of career
developmentprogramme on employee performance. For purpose of this study, the questionnaire
was divided into two sections, section A elicited informationabout the respondents bio data, and
section B elicited responses from respondents in order to provide solutions to the research
questions. The questionnaire will be designed to be responded to inform of the modifiedliket
scale format.

63

3.2 Population ofthe Study

The population of this study comprises of all staff of MTN Nigeria at the Lagos Head office.
The population ofone thousand, two hundred and twenty five (1225) staff as at 31st December
2013 as was derived from the human resource department and this will be used as the working
population for this study.
3.3SamplingFrame and Sampling Location
Sampling frame can be defined as sources from which the sample is selected. In this regard,
purpose of sampling frame is for choosing the particular members of the target population that
are to participate in the survey (Turner, 2003). Sampling location is a place where the researcher
has chosen to conduct the survey and or a place where information is sought or acquired. In this
research, the sampling frame for the study would comprise of all staff of MTN at Lagos office
from where commercial operation began.The sampling frame will cut across staff at all level
because every staff is expected to play a participatory role towards the companys goal
achievement and therefore is expected to be trained and developed. From lower level to top
executives would be interviewed.
Theresearcher choose Lagos office of MTN due to convenience, headquarters advantages of
assessing more staff at all categories, as well as a company that is a key player, has done
reasonably well, stabilized in network coverage, adequate employees among others. The head
office hosts the HR department as well as the top executives who make training and development
decisions. The MTN culture is same in all branches and each passes through the head office
before being transferred to a branch.

64

3.4Sample And sample Size Determination

For the purpose of this study, researcherintends to use non-probability sampling
becauseaccording to Malhorta ([2007) non- probability sampling is less expensive,less time
wasting or consuming and requires only little sampling skill. Therefore,the researcher adopted it
to conduct the survey in this research. Also, units of sample andsampling location are personal
judgment of researcherbecause information and targeted population of respondents are really
available as staff members that are perfectly working in Lagos office.
The sample for this study is to be derived from the Lagos office Population where human
resource department has put staff roll to be one thousand two hundred and twenty-five (1225) as
at 31st December2013.
It is imperative to use application of statistical formula in determining the sample size. The
sample size is determined using a finite population formula as by YaroYemane, 1967.
n=

N
1+N[e] 2

Where n= sample size

N=population of the study
l= constant
e= Assumed Error Margin [5%]
Given that N=1,225, e=5%

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Therefore

n=
1225

= 1225

1+1225[0.05]2 4.0625

n= 301.54
n = 300

3.5Method of Data Collection

The researcher will use both primary and secondary sources of data collection and since it is a
survey research, research instrument of questionnaire will be appropriate. The questionnaires will
be personally administered with the help of training assistant secondary data.
3.6 Research Instrument
Since the research is survey in nature, the researcher shall adopt questionnaire administration as
research instrument of this study. The instrument will consist of two sections A&B, section A
comprises of questions or constructsto measure the study variables. We are expected to generate
5 questions from each variable giving a total of 40 questions to be responded insixpoints ratings
scale of modified Liket scale. The scales ranged from strongly Agree(6), Agree(5), partially
agree(4),PartiallyDisagree(3), Disagree(2) and strongly disagree(1)sectionBcomprises of
respondents bio-data (7 questions) to tick the appropriate choice, and in few cases fill-in as

66

appropriate. The purpose of using questionnaire is because of direct response, feedback and the
literacy level of proposed respondents.
Table 3.1: The below tableindicates the sources of the research questions some of which were
modified to suit the study while some not too relevant were not considered.
VARIABLES

SOURCE OF QUESTIONNAIRE

Employee Performance/Productivity
Training & Development
HR Practices
HR Policies
Work Environment
Employee Turnover

ADOPTED
Christian et al (2001)
Banjoko (2000), Armstrong (2006)
Rondeu& Wager (2001)
Omoloyole (2011)
Kabuoh (2013), Smith & Jonathan (2010)
Ronra&Chisawat (2009)

Employees Commitment
Employee Satisfaction

Maheshwari, Bhat&Saha (2005)

Akpa (2013), Slochum&Helriegel (2007)

Source: Literature Review 2015.

3.6 Pilot Test ofResearch Instrument
Thirty questionnaires will be used for the pilot study. Only returned copies are usable in for
determination of reliability. The reliability of instrument tested using cronbachs alpha approach
in order to refine the questions in the questionnaire.
3.7Validity ofthe Research Instrument
According to Babbie and Mouton (2001) validity refers to extent to which a specific
measurement provides data that relates to commonly accepted meanings of a particular consent
or construct.To establish the validity of the research instrument, a pilot test was conducted at

67

Lagos office by administering the questionnaire 10% of sample size. This process helps in
refining and restructuring final research instrument, which also was ratified by the supervisor
after affecting a few corrections. More so that cronbachs alpha confirmed questionnaire items at
range of 0.75 to 0.83.

3.8 Reliability ofthe Research Questions

Questionnaire reliability was tested using the test reliability. The 30 quetionnaires were
distributed to the MTN offices in Lagos Mainland and 100% response rate was
returned.Cronbachs Alpha analysis was calculated through SPSS for reliability analysis. The
result was validated through the average variance extracted.
S/N

Variables

Chronbach Alpha

1
Employee Performance/Productivity
0.830
2
Training & Development
0.811
3
HR Practices
0.793
4
HR Policies
0.794
5
Work Environment
0.811
6
Employee Turnover
0.75
7
Employee Commitment
0.80
8
Employee Satisfaction
0.76
Result of the pre-test shows that the scale were considered as reliable (Chronbachs >0.80
Source: SPSS output result.
3.9 Method of Data Analysis
The filled and returned questionnaires shall be collated, organized and presented using
appropriate statistical tools.Data analysis is a means of categorizing, ordering, and manipulating
and summarisingthe data in order to obtain answer to research questions. More importantly that

68

responses obtained in the questionnaire well be analysed using appropriate statically tools,
through descriptive statistic such as presentation of table, frequency distribution simple
percentage and inferential statistics.

69

Research model
Figure 1. CONCEPTUAL MODEL
Independent variable
Career Development Programmes
(X)

HR Practices
HR Polices

H1
H2

Training & Development Programme

Work Environment

H3

H4

Employee Turnover
Employee Commitment
Employee Productivity
Employee Satisfaction

Employees
Performance
Dependent variable
(Y)

Source: Researchers Conceptual model (2015)

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3.10 Model Specification

From the conceptual model in chapter one, figure 1.9: Model depicting the relationship between
employee performance and career development programme , one can use it to justify model
specification.
Model Specification
This was expressed statistically as thus:
Y = a+ b x +
Y= Dependent variable = Employee Performance
X= Independent variable = Career DevelopmentProgramme
X1 = HR practices (HRPr)
X2= HR polices (HRPo)
X3 =Training & Development (TD)
X = Work Environment (WE)
The model specified above is hence re-stated as:
Y1=0 +1x1 +.(i)
Y2=0 +2x2 + (ii)
Y3=0 +3 x3 +.(iii)
Y4=0 +4 x4 +.. (iv)

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0= Constant
1234= Coefficient of the independent variable = Career Development Programme.
= stochastic variables. This represents the variables that are not included in model but can have
effect on employee performance in the MTN organization.
The model is further specified in order of the stated hypotheses.
Hypothesis one
H01: There is no significant relationship between HR practices and employee turnover
ET=0+1HRP+
Hypothesis two
H02: There is no significant relationship between HR policies and employee commitment
EC=0+2HRP+

Hypothesis three
H03: Training and development has no significant relationship with employee productivity
EP=0+3TD+
Hypothesis four
Work environment at MTN does not enhance employee satisfaction
H4:=0+we+

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3.11 Decision Rules

Using student F-test at 5% level of significance, and K-1, N-K degree of freedom. Therefore,
from F-test statistics if F calculated is greater than F-tabulated reject Ho and accept H1 or Fcalculated is less than F-tabulated reject H1 and accept H0.

Apriori Expectation
Ho1: It is expected that HR practices will have significant effect on employee turnover.
If an organization human resource practices are properly harnessed in such a manner that
employees welfare is favourable, the employees will not switch to other Organizations. The
turnover rate will be low and the organization will be saved from staff replacement always. It is
more as twice to hire a new staff than retain an existing one who is very familiar with the culture.
Ho2: Human resource policies are expected to have a significant relationship with employee
commitment. Goals and objective settings are part of HR policies. Every employee on a good
day would want to be committed to achieving his or her given target so as to be elevated when
due. The management is expected to align performance with reward to move the organization
forward.
Ho3: Employees training and development is expected to be associated with productivity. At
hire, an employee is expected to be fully equipped with job knowledge irrespective of where he
is coming from. The staff development must be a continuous process if the staff must be relevant
and updated to the system trends. It is one thing to engage a staff, another to train and develop
such worker. Organizations should not be stiff investing on employee development because this

73

will have effect on the organization. When employees are trained both on and off the job, the
effect is increased productivity.
Ho4: Work environment at MTN is expected to enhance employee satisfaction. The work
environment of any organization is expected to be conducive for workers to maximise output.
The managers should be able to control the internal environment in such a manner that there will
be peaceful atmosphere, team work, good human relationship as well as provision for necessary
amenities to make life easy. This no doubt, will bring employees satisfaction and increased
performance.
The external environment in the other handmust be benchmarked to be abreast with the trend of
events. Other communication companies activities should be monitored in terms of staff pay,
hours at work, and other fringe benefits. The essence is to match these benefits with the
organizations own and even make some upward adjustmenst to keep staff happy and satisfied.
The ultimate goal is enhanced profitability.
At the end of our analysis, it is expected that we come out with positive results. All research
variables being in line both the dependent and independent. We have a total population and
appropriate sample size to work with.
Ethical Consideration
We are carrying this research for academic purposes to evaluate the impact of training and
development on the enhancement of employees performance at MTN Lagos head office. To
render the study ethical, the right to self determination, anonymity, confidentiality and informed
consent would be observed. The willing respondents would be told the reason for the study as
well as advised on the instruction and mode of completing the questionnaire. We shall also let

74

them know the time and mode of collection. There will be no individual identification of the
respondents and data collected will be treated confidentially during analysis and reporting. The
consent of the respondent will be sort, their rights will be exercised
The researcher also pledge and assure that any information given will strictly be used for this
research purpose and that result of this study will be released on request to any respondent who
might be interested in the outcome.
Limitation of the methodology
There may be error in calculation since the study is both qualitative and quantitative in nature.
The choice of quantitative method is complex and broad. The figurative results may not mean
much to human beings, however, the result may be significant statistically. This may likely affect
the extent to which the variables are measured in this study context. The quantitative methods
can be considered appropriate for this research because it is presumed to have an objective
approach to studying research problems where data is controlled and measured, to address the
accumulation of facts.
The research is a survey research which is the act of eliciting data directly from respondents
through the use of questionnaire from a particular group. There may be communal discussion
before responding and this may be biased. Survey design is often used to collect data at a single
point in time, therefore making it difficult to measure changes in the population except two or
more surveys are done at different points in time.
According to Serah (2012) survey design provides a high level of general capability in
representing a large population, convenient datagathering, good statisticalsignificance and
precise results.

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RESEARCH QUESTIONNAIRE

Department of Business Administration&

Marketing,
Facaulty of Social Sciences,
Babcock Business School,
Babcock University, Ilishan Remo,
Ogun State.
February, 2015.
Dear Respondents,
I am Victor Erondu, a post graduate student of Human Resource Department of Business
Administration, carrying out a research on Enhancing Employees Performance through
Training & Development in MTN Lagos Nigeria as a part of the requirement for the award of
masters degree.
This questionnaire is designed to obtain information on the above topic and is hereby forwarded
to you as your assistance is needed in the completion of this work. I therefore pledge and
guarantee with appreciation that any information given will be strictly used only for academic
research purpose and also held in confidentiality.
Thanks for your antispated cooperation.
SECTION A.
Please tick as appropriate your most suitable answer
Key: Strongly agree -6, Agree-5, Partially agree-4, Patially disagree-3, Disagree-2, Strongly
disagrss-1

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Employee Performance
6
Management should focus on employee engagement
as the best way to enhance performance
The best way to enhance performance is by
enhancing employee training and development
The performance level of each employee is
determined by reward received
Performance leads to organizational profitability
The employees in my organization are performing
excellently

Training and Development

6
1. Training in my organization is a way of equipping
the employees especially the non managerial staff
with specific skills to improve on job performance.
For any employee to excel in his /her job, effective
training and development is required.
MTN is competing as an industrial leader and as
such giving training and development of staff high
priority
Development is an unfolding process that enables
the staff of MTN to progress to being capable of
executing higher level jobs in future with more
knowledge, competencies and higher skills
I love my organization because the management
provides all the training & development required to
execute my duties.

Human Resource (HR) Policies

6
The bases of HR policies at MTN are the corporate
planning, goals & objectives
At MTN Nigeria Plc, we are guided by the
organisations policies and this has aided our
commitment to duties
The policies of the organization are communicated
to all employees.
Every staff of MTN has a target to meet which has
challenged everybody to be aggressive and
committed.

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There is incentive attached to achieved target which

motivates staff commitment.

Work Environment
The employees of

Employees Commitment
6
I am committed to my job especially when the
management gives incentives.
Staff promotion is a driving force to commitment.
The implementation of practices in the organization
leads to enhanced employee commitment.
Many staff are not committed because of poor
incentive and this is affecting the organisations
performance.
The MTN management does not care the health
welfare of the employees

Employees Satisfaction
6
Job satisfaction enhances performance.
I am satisfied because no other communication
company can match MTN.
Job satisfaction is one of the key work related
attitudes that interest managers
Job satisfaction is closely related to employee
performance and staff turnover
Organisation performs better when the employees

MTN

need

good

work

environment to operate uptimally.

There is cordial relationship between top & lower .
management staff in my organization.
The political/legal environment surrounding our
location is negatively affectin our performance.
The internal work environment is under the top
management control which has encouraged stability
At MTN, there is adequate facilities that enhance
productivity.

78

are satisfied.

HR Practices
6
HR Practices in my organization include training &
development and other staff welfare
HR Practices at MTN is encouraging.
At MTN HR practices do not favour the lower level
managers.
Effective HR practices enhance performance.
HR practices in my company focuses only on staff
productivity not on welfare.

Employee Turnover
6
My organization is experiencing high rate of
employee turnover.
My organization is at its best with staff turnover.
Effective HR practices in MTN have reduced the
rate of staff turnover.
This job is not allowing me balance work with
family life.
Icannot leave my organization because it allows me
balance job with family life and the pride working
with MTN gives me joy.

SECTION B
Socio-Demographic Data of Respondent.
(Please tick or fill-in as applicable)
(a)
(b)
(c)
(d)
(e)
(f)
(g)

Sex : Male ( ) Female ( )

Marital Status : Single ( ) Married ( ) Divorced ( ) Widowed ( )
Age :20-29 ( ) 30-39 ( ) 40-49 ( ) 50-59 ( ) Above 60 ( )
Qualification: WAEC/NECO ( ) OND/NCE ( ) BSC/HND ( ) MSC/MBA ( ) PhD ( )
Others, specify ( )
Positioneg. Supervisor, cleark----------------Department/ designation-----------------------Work experience : 0-5yrs. ( ) 5-10yrs. ( ) above 10yrs. ( )

79

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