This research work was aimed at finding out the impacts of training in government establishment, EEDC Owerri as the case study. The following findings were made through the research questions prepared. The staff, training is relevant for increase in organization arms, even in the areas often neglected by the management. Staff training leads to improved staff performance (staff who apply the skills acquired on the job and hence entrenching effective and efficiency in use  of the resources). Also it was discovered that some training programmes are implanted and relevant to employees and organizational needs, the quality of training facilities. Trainer and instructors were very poor, and thus pose a problem to organization. 

CHAPTER ONE

1.0       INTRODUCTION

1.1       BACKGROUND OF THE STUDY

Placing employees in job does not ensure their success. New employees are often uncertain about their roles and responsibilities. Job demands and employees capabilities must be balanced, that is both, both are needed on the performance of employees.

Once employees have been trained and also must have mastered the job he/she is trained for,  the employee may need further responsibilities. And with greater workforce diversity, flatter organization and increased global competition, training and development developing the performance of the employee and also enable the employee to assume expanded duties and greater responsibilities. Hence, to keep the organization in a competitive advantage over other, its manpower must continue table developed and trained.

Training is organizational effort aimed at helping on employee to acquire basic skills, required for efficient execution of the function for which he/she was hired for.

Batesman and Small (1999:128) in their own view defined training as teaching all levels of employee on how to perform their present jobs. This will lead to acquisition of skills needed for their present and future jobs, they stressed that the major issue is how to develop a  new organization of workers whose characteristics differ from those who have before.

Jevena (1979:167) said that developing nations organization spend huge sum of money to train and develop their labour force. This is because they believe that no amount of money spent on such activities can be equal to the benefits derivable. He continued by adding that although training helps employees to do their current work effectively and efficiently, the benefits of training may extend throughout a persons career and helps to develop the performance of their employee for future responsibilities and as well improve the organization goals. It is against this back drop that study is being carried out.

HISTORY OF EEDC

Electric Power Development in Nigeria started toward the end of 19th century when the first generating plant of 30kw was installed in the city of Lagos in 1989. From this date onwards and until 1950, the pattern of electricity development was inform of individual electricity under-taking set-up in various towns, somewhere by native or municipal authorities. In 1946, the Nigerian government electricity under-taking was established within the then Public Workers Development (PWD) to take over the responsibilities in Lagos state.

            In 1950, the Government passed the electricity corporation of Nigeria Ordinance No. 1 of 1950 to intergrate power development and made it effective. This ordinance brought all the electricity undertakings and the electricity sections of PWD under control. The Electricity Corporation of Nigeria (ECN) then became the statutory body responsible for Generation, Transmission, Distribution and Sales of Electricity to all customers in Nigeria.

            In 1962, the Niger Drams Authority was established by an Act of the Parliament. The Authority was responsible for the construction and maintenance of Dams and other works on the river Niger and elsewhere, generating electricity by means of water, improving navigation and promoting fisheries and irrigation.

            The Electricity Corporation of Nigeria (ECN) were merged to become National Electric Power Authority (NEPA) by decree No. 24 of 1972.

The Authority was to develop and maintain an efficient coordinate an economic system of electricity supply for all parts of the federation. The Authority generates electricity through two major sources: Hydro and Thermal. The Hydro Power stations are Kainji Hydro Power station with capacity of 760MW, Jebba Hydro Power station with 578.4MW capacity, shiroro Hydro Power Station are; Afam Thermal Power station with 696MW, Lagos Thermal Power station, Delta IV Thermal Power station with 600MW and Sapele Thermal Power station 1020MW.

            Major issue with the Nigeria power sector principally concerning power outages and unreliable service, compelled the Nigeria government to take radical action. It enacted 2005 Electric Power sector Reform Act (EPSR Act)  which called for unbundling the national power utility company into a series of 18 successor companies; six generation, 12 distribution companies covering all 36 Nigeria states and a national power transmission company. The act stipulated that ownership of these companies be granted to the Bureau of Public Enterprise (the privatization arm of the federal government) and the ministry of Finance Incorporate. This unbundling paved the way for an ambitious privation programme to be carried out by the Bureau of Public Enterprises of Nigeria.

            In 2007, the Bureau of Public Enterprises lined CPCS Transcom Limited, an international consulting firm based in Ottawa, Ontario, to provide advice about the best ways to move forward with the privatization of the country”s II distribution companies and the 6 generation companies. In 2010, CPCs was consulted again in order to provide advice on the advice on the Nigeria government”s privatization programme. PHCN ceased to exist from 30 September 2013 following a privatization process by the Goodluck Jonathan government.

            However, the need to reform the electricity industry necessitated the transformation of NEPA into Power Holding Company of Nigeria (PHCN) in 2004. The Electricity Reform Act of 2005, unbundled PHCN into II Distribution companies, I Transmission company and 6 Generation companies. The Reform Act gave birth Enugu Electricity Distribution company (EEDC)

1.2       STATEMENT OF THE PROBLEM

Undesirable trend on the job training as a major means of training employees because cost involved.

Non-assessment of the needs, content and objective embarking on one.

Non-statement of standards against which individual performance and training programmes can be measured. This has resulted in people embarking on training without the impact being felt, thus cost is incurred which resources are wasted.

Finally, the above result of ineffectiveness employees and inefficiency in the use of material resources.

1.3       PURPOSE OF THE STUDY

i.          To determine how to increase employee commitment to the organization.

ii.         To determine training needs, content and objectives before employee embark training.

iii.        To identify problems related to training in the government sector.

iv.        To determine the method of training appropriate for employees and situation.

1.4       RESEARCH QUESTIONS

i.          What are the problems related to training in your sector?

ii.         What is the appropriate training for employees in your organization?

iii.        How can employees” commitment to work be increased in your organization?

iv.        What are the needs for employees training in your organization?

1.5       SIGNIFICANCE OF THE STUDY

This study when successfully carried out and its recommendation implemented will improve the performance of employees in an organization which will in turn improve or increase productivity and good service.

This study will avail the managers of areas to channel their efforts and resources in order to improve the skills of their customers. Also the managers staff against set standard from the training programmes. More establishments in developing nations like Nigeria and Ghana which depend solely on one method of training or the other will acquaint themselves of the current development in training  programmes and the inherent gains occurring from it, hence facilitating changes.

Finally, this work will be a basis for further research work.

1.6       SCOPE OF THE STUDY

This study focuses on the impact of staff training on employees performance in government establishment using (EEDC as a case study).

Information obtain is limited to those area relating to staff training and performance of employee techniques adopted by the organization.

1.7       LIMITATION OF THE STUDY

This study was written under the influence of a number of obstacles and they include in the followings:

-           Time constant: There was limited time available and as such, the researcher uses the limited to get limited data.

-           Storage of data: The data use was secondary, all other effort made to source for more data from the internet and library was not very successful.

-           Lack of finance: Finance still remain one of the outstanding factor that worked against the research work, but anything worth doing is worth doing well, but the finance of doing this work was another challenging factor.

1.8       DEFINITION OF TERMS

Employee: An employee is a person who is hired to provide services to a company or any organization on a regular basis in exchange for compensation.

Training: It is the process of learning the skills that you need to do a job.

Establishment: It is the act of starting and creating business or something that is meant to last for a long time.

Efficiency: It is the quality of doing things well with no waste of resources, time and money.

Performance: It is the result of activities ofan  organization or investment over a given period of time.