RELATIONSHIP BETWEEN STAFF TRAINING, MOTIVATION AND EMPLOYEES’ PERFORMANCE IN THE TELECOMMUNICATIONS SECTOR

Abstract

This study investigated the relationship between staff training, motivation and employees’ performance among selected staff of Netcom Africa Limited. The independent variables of the study were staff training and motivation, while the dependent variable is employees’ performance. A total of one hundred and forty-five (145) male and female staff of NetCom Africa Limited took part in the study with ages ranging from 18 to 57 years participated in the study. The study adopted an expost facto design while simple random sampling method was used in selecting participants. A structured questionnaire consisting of socio-demographic information, The Individual Work Performance Questionnaire and the Work Extrinsic and Intrinsic Motivation Scale, were used to collect data from the staff, who are the participants in the study.The result revealed that staff training and employee performance are significantly and negatively correlated (r = -224, p<.05) while staff training and job motivation were found to be significantly and positively correlated (r = .240, p<.05). However, job motivation and employee performance were found to have no significant correlation (r = -141, p>.05). It was revealed that staff training serves a significant predictor of employees' performance given the Beta and P value scores to be (b = -.223, P<.05). Results also were unable to show a statistically significant differences between employees' performance of Highly motivated (M = 40.09, s = 5.04) and Less Motivated (M = 41.66, s = 5.85) [t (143) = -1.663, p = .099]. Furthermore, it was revealed that there were statistically significant differences between employees' performance of Male (M = 40.34, s = 5.43) and Female (M = 40.84, s = 5.29), [t(143) = -.558, p = .578].In conclusion, it was discovered that while increase in staff training does not necessarily lead to increase in employee performance, staff training increases the level of motivation for the job. Similarly, it showed that when employees are motivated, they do not necessarily perform better. The findings reveal that staff who are well-trained, perform better than those who are not trained. However, staff who are more motivated do not necessarily perform better that those who are less motivated.