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The abuse of training as an agent of change in organizations in Nigeria
International Journal of Development and Management Review
View Archive Info| Field | Value | |
| Title |
The abuse of training as an agent of change in organizations in Nigeria
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| Creator |
Oginyi, RCN
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| Subject |
Training, Abuse, Change, Organization, Learning.
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| Description |
This study aims at examining the extent to which training brings about desired organizational change in terms of employee performance. According to Okpara (2005), organizations and companies are being encouraged to seek employee training and development because the growth rate of organizations is likely to be limited by their personnel than by any other factors. In the light of this scenario, therefore, this study probes into some perceived abuses that are associated with training in organizations/industries. In acknowledging the prevalence of this anomaly, Okpara, (2005) argues that training is gradually losing its grip as a catalyst of behaviour change in organizations in Nigeria because of some fundamental lapses. This review x-rays these lapses inherent in the use of training as a technique for changing behaviour. The work affirms that training should match learning principles and theories and an understanding. Key Words: Training, Abuse, Change, Organization, Learning of socio-cultural milieu under which the worker operates. Finally, some suggestions were proffered as a way of regaining the lost glory of training as catalyst of change in organizations. |
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| Publisher |
Directorate of General Studies, FUT, Owerri
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| Contributor |
—
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| Date |
2010-02-12
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| Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
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| Format |
application/pdf
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| Identifier |
https://www.ajol.info/index.php/ijdmr/article/view/51043
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| Source |
International Journal of Development and Management Review; Vol 4, No 1 (2009); 107-117
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| Language |
eng
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| Relation |
https://www.ajol.info/index.php/ijdmr/article/view/51043/39727
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| Rights |
Either the Editor, the Editorial Board (individually or collectively) or the Development and Management Study Group (DMSG) assumes any responsibility for statements of facts or opinions in the papers published and are therefore absolved of any legal liability. The authors are in every way responsible for the contents of individual articles.Reproduction of any sort, including photocopying of this journal or portions of it, or any storage whatsoever, by any person(s) without prior permission of the copyright owners, is prohibited.© Copyright reserved by Development and Management Study Group (DMGS)
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