Journal of Business Administration and Management Sciences Research Vol. 4(9), pp.

197-207, November, 2015

Available online athttp://www.apexjournal.org
ISSN 2315-8727© 2015 Apex Journal International

Full Length Research

Training and Development in the Oil and Gas Industry

Anyim Edwin

Department of Management Science, National Open University of Nigeria. E-mail: akachiedwin@yahoo.com.

Tel: 08031883143

Accepted 16 November, 2015; Published 30 November, 2015

While technological advances in the oil and gas industry have improved the recovery of hydrocarbons
in general, the surging demand for crude oil and natural gas has attracted sizeable investment to
increase recovery of unconventional hydrocarbons, and such investments are expected to continue to
grow. Unconventional hydrocarbons are often located in geographically and geopolitically challenging
areas. So that innovation and differentiation in technology are becoming increasingly essential for the
industry to maintain safe and reliable operations. The industry is also expected to generate millions of
direct, indirect and induced jobs. Investment in human capital is critical for the industry to operate
progressive technologies and to remain productive and competitive. However, a wide range of skills is
substantially lacking, including technical, soft and managerial skills, with particularly acute shortages
in technical occupations such as petrochemical engineers, petroleum engineers and geologists. These
shortages are imposing challenges to the maintaining of scheduled daily operations in the industry.
The primary cause of the skill shortage is demographic: large numbers of experienced workers are
retiring and fewer young skilled workers are entering the industry. Unless the industry begins to
address this challenge, today, it may face crisis of skills in the next decade as more than half the
employee base leaves the workforce. The objective of this study is to find out the knowledge and level
of awareness of the training and development policy among workers, to examine how the training and
development policy is being implemented and to provide recommendations for improving training and
career development. The method used in testing the hypothesis is the chi-square method. One hundred
and eighty one (181) questionnaires were distributed to selected oil companies and one hundred and
twenty five (125) was retrieved. The hypothesis tested found that training and development improves
workers performance and productivity and it has brought about a noticeable change in the skill,
knowledge and attitude of trainee. Findings revealed that more and more courses should be designed
for drivers, security staff, receptionists and messengers.

Key words: technology hydrocarbons, training and development.

INTRODUCTION

All jobs in organizations are done through people, yet learners to transfer to them certain areas of knowledge or
over the years, most organizations have failed to attach skills to improve in their current jobs. Development in the
the necessary attention to employee training and context of human resource management is a broad
development. Organizations particularly public ongoing multi-faceted set of activities (training activities
institutions, in most cases do not see the need to train among them) to bring someone or an organization up to
and develop their employees. However, in an era where another threshold of performance, often to perform some
public institutions are required by governments to job or new role in the future (McNamara, 2008).
contribute favorably to national development just like Within the strategic human resource management
Private institutions, all public institutions have realized (SHRM) perspective, extensive organization training and
the importance of developing the capacities of their teamwork are seen as vital to sustained competitive
employees in order to meet the ever increasing advantage (Kamal, et al., 2008). Consistent with SHRM
demands and expectations of the government and the theory, Kamal et al. (2008) found performance benefits
public. Employee training involves an expert working with from empowerment and extensive training. The rationale
 198 J. Bus. Admin. Manage. Sci. Res

for an effect of extensive training on organizational of performance. In contrast, development typically refers
performance is further strengthened by work on learning to long-term growth and learning, directing attention more
organizations (Harvey and Denton, 1999; Power and on what an individual may need to know or do at some
Waddell, 2004; Senge, 1990). The argument is that by future time. While training focuses more on current job
upgrading employees' skills and knowledge, they are in duties or responsibilities, development points to future job
a better position to produce high-quality products and responsibilities. However, sometimes these terms have
services in the most cost-effective way, adapt to change, been used interchangeably or have been denoted by the
and contribute to company competitiveness through single term performance consulting, which emphasizes
product or process innovation. either the product of training and development or how
HR practices work to develop individual knowledge individuals perform as a result of what they have learned
and skills, as well as employee attitudes and behaviors. (Robinson and Robinson, 1995).
If these effects are prevalent enough in the employee Training is an educational process. People can learn
population, then the collective changes in human capital, new information, re-learn and reinforce existing
attitudes, behaviors, and associated organizational knowledge and skills, and most importantly have time to
climate, should be strong enough to influence think and consider what new options can help them
organizational performance (Bowen and Ostroff, 2004; improve their effectiveness and performance at work.
Kozlowski and Klein, 2000; Ostroff and Bowen, 2000). Effective trainings convey relevant and useful
Training and development of human resource as a information that inform employees and develop skills
means of achieving positive business results is the and behaviors that can be transferred back to the
traditionally dominant approach. However, it appears workplace (Charnov, 2000).
that many organizations have not paid sufficiently close The goal of training is to create an impact that lasts
attention to training and career development of their beyond the end time of the training itself. The focus is
human resources, leading to an under-utilization of on creating specific action steps and commitments that
talent in the workforce. focus people’s attention on incorporating their new skills
and ideas back at work.
Training can be offered as skill development for
OBJECTIVES OF THE STUDY individuals and groups. In general, trainings involve
presentation and learning of content as a means for
The following were the specific objectives of the study: enhancing skill development and improving workplace
behaviors.
i. To find out the training and development policy in the These t wo processes, Training and Development, are
oil sector often closely connected. Training can be used as a
ii. To find out the knowledge and level of awareness of proactive means for developing skills and expertise to
the training and development policy among oil companies prevent problems from arising and can also be an effective
in Nigeria. tool in addressing any skills or performance gaps among
iii. To examine how the training and development policy staff. Development can be used to create solutions to
is being implemented workplace issues, before they become a concern or after
iv To make recommendations for improving training and they become identifiable problem (Kim, 1997).
career development in the oil sector in Nigeria . Development is a process that “strives to build the
capacity to achieve and sustain a new desired state that
benefits the organization or community and the world
LITERATURE REVIEW around them” (Garavan et al., 1995).
Development perspective examines the current
Definition of training and development? environment, the present state, and helps people on a
team, in a department and as part of an institution
In the field of human resource management, training and identify effective strategies for improving performance. In
development is the field concerned with organizational some situations, there may not be anything “wrong” at
activity aimed at bettering the performance of individuals the present time; the group or manager may simply be
and groups in organizational settings. It has been known seeking ways to continue to develop and enhance
by several names, including employee development, existing relationships and job performance. In other
human resource development, and learning and situations, there may be an identifiable issue or problem
development (Harrison, 2005). that needs to be addressed; the Development process
Training has traditionally been defined as the process aims to find ideas and solutions that can effectively
by which individuals change their skills, knowledge, return the group to a state of high performance.
attitudes, and/or behavior (Robbins and DeCenzo, Development implies creating and sustaining change
1998). In this context, training involves designing and (Marmer, 1999).
supporting learning activities that result in a desired level Training and development describes the formal, ongoing
 Anyim 199

efforts that are made within organizations to improve the overall strategy and objectives of the small business. The
performance and self-fulfillment of their employees entire training process should be planned in advance with
through a variety of educational methods and specific company goals in mind. In developing a training
programmes. In the modern workplace, these efforts strategy, it may be helpful to assess the company's
have taken on a broad range of applications-from customers and competitors, strengths and weaknesses,
instruction in highly specific job skills to long-term and any relevant industry or societal trends. The next step
professional development. In recent years, training and is to use this information to identify where training is
development has emerged as a formal business needed by the organization as a whole or by individual
function, an integral element of strategy, and a employees. It may also be helpful to conduct an internal
recognized profession with distinct theories and audit to find general areas that might benefit from training,
methodologies. More and more companies of all sizes have or to complete a skills inventory to determine the types of
embraced "continual learning" and other aspects of skills employees possess and the types they may need in
training and development as a means of promoting the future. Each different job within the company should
employee growth and acquiring a highly skilled work be broken down on a task-by-task basis in order to help
force. In fact, the quality of employees and the continual determine the content of the training program. (Schwartz
improvement of their skills and productivity through 2000).
training are now widely recognized as vital factors in
ensuring the long-term success and profitability of small
businesses and in addition create a corporate culture IMPORTANCE OF TRAINING AND DEVELOPMENT
that supports continual learning (Marmer, 1999). ON JOB PERFORMANCE
For the most part, the terms "training" and
"development" are used together to describe the overall Training is one element many corporations consider
improvement and education of an organization's when looking to advance people and offer promotions.
employees. However, while closely related, there are Although many employees recognize the high value those
important differences between the terms that center on in management place on training and development,
the scope of the application. In general, training some employees are still reluctant to be trained. Training
programmes have v ery specific and quantifiable goals, and development offers more than just increased
like operating a particular piece of machinery, knowledge. It offers the added advantage of networking
understanding a specific process, or performing certain and drawing from others’ experiences therefore it is not
procedures with great precision. Developmental uncommon to hear excuses regarding why someone
programmes, on the other hand, concentrate on broader has not received training (Choo, 2007).
skills that are applicable to a wider variety of situations, Training in an organization can be mainly of two types;
such as decision making, leadership skills, and goal Internal and External training sessions. Internal training
setting (Jacob, 2003.) occurs when training is organized in-house by the Human
resources department or training department using either a
senior staff or any talented staff in the particular
EFFECTIVETRAINING FOR QUALITY JOB department as a resource person (Bowley, 2007).
PERFORMANCE On the other hand, External training is normally
arranged outside the firm and is mostly organized by
Implementation of formal training and development training institutes or consultants. Whichever training, it is
programmes offers several potential advantages to very essential for all staff and helps in building career
quality job performance in business organizations. For positioning and preparing staff for greater challenges
example, training helps companies create pools of (DeCenzo, 1998).
qualified replacements for employees who may leave or While the applications of training and development
be promoted to positions of greater responsibility. It also are as various as the functions and skills required by an
helps ensure that companies will have the human organization, several common training applications can be
resources needed to support business growth and distinguished, including technical training, sales training,
expansion. clerical training, computer training, communications
Furthermore, training can enable a small business to training, organizational development, career
make use of advanced technology and to adapt to a development, supervisory development and management
rapidly changing competitive environment. Finally, development (Mondy et al., 1990).
training can improve employees' efficiency and Adeniyi (1995) is of the opinion that for every
motivation, leading to gains in both productivity and job employee to perform well there is the need for constant
satisfaction. All of these benefits are likely to contribute training and development. The right employee training,
directly to a business's fundamental financial health and development and education provide big payoffs for the
vitality (Ambler, 2006). employer in increased productivity, knowledge, loyalty,
Effective training and development begins with the and contribution to general growth of the firm. The reasons
 200 J. Bus. Admin. Manage. Sci. Res

behind employee training and development cannot be to be lower for women than for men.
overemphasized. One can easily deduce somereasons An important question regarding potential wage growth is
behind firms engaging in training and developing their whether better skills gained through training are
staff. Some of the reasons thus are; transferable across jobs and employers. Other studies
confirm that wages are likely to increase after a job
• When needs arise as a result of findings from the change, based on training record.
outcome of performance appraisal.
• As part of professional development plan.
• As part of succession planning to help an employee be Impact on employment security
eligible for a planned change in role in the organization.
• To imbibe and inculcate a new technology in the - Training can have a positive impact on perceived job
system. security;
• Because of the dynamic nature of the business - Training from a previous job also has a greater impact
world and changing technologies. on perceived job security;
- The impact of training is particularly strong in the case of
both older and low-educated workers.
Role and impact of training and development on job
performance Workers who previously received education or training
tend to leave their work more often for better jobs, and are
According to the Organization for Economic Co-operation less likely to leave on an involuntary basis. Trained
and Development (OECD) EmploymentOutlook2004, workers have greater chances of finding a permanent
policies aimed at enhancing workers’ skills contribute to job. The benefit of training for workers with less than
an improvement in employment performance. Lifelong upper secondary education cannot be overemphasized.
learning is shown to be a vital element in employment In general, a favorable outcome of training is much
strategies (www.oecd.org). lower for women than for men (Laird, 1985).
Training before job loss tends to reduce the length of
unemployment and increases the probability of re-
Unemployment employment. The chances of getting another job are higher
when the training provides transferable competences.
Unlike data at the aggregate level, training at an Workers who receive training or education in the year
individual level has a positive effect on unemployment. before losing their job are more frequently re-employed
Individuals who received training in the previous two years two years later than their untrained peers. This impact is
have, on average, lower unemployment rates than those even stronger in the case of workers with lower
who did not receive training in the same period (Noe, educational attainment.
2001). Positive Training and Development is the framework
The view that, training may not necessarily be for helping employees to develop their personal and
associated with overall lower unemployment rates, it can organizational skills, knowledge, and abilities. The focus
possibly be associated with a lower individual probability of all aspects of Human Resource Development is on
of unemployment which suggests that some developing the most superior workforce so that the
displacement might be at work. Potential displacement organization and individual employees can accomplish
effects can influence the risk and the extent to which gains their work goals in service to customers (Emery, 2000).
enjoyed by individuals upgrading their skills and the Daft (1983) mentioned that all employees want to be
employment prospects of other individuals who do not valuable and remain competitive in the labour market at
participate in training. all times. This can only be achieved through employee
Therefore lifelong learning policies, if well targeted for training and development. Employees will always want to
specific groups, can be effective in improving the labour develop career-enhancing skills, which will always lead
market performance of these groups, and can form part of to employee motivation and retention. There is no doubt
a general strategy to reduce unemployment traps. that a well trained and developed staff will be a
valuable asset to the company and thereby increasing
the chances of his efficiency in discharging his or her
Impact on wages duties (Daft, 1983).
The purpose of this study will be to further explore the
Across Europe, the impact of training on wages ranges relationship between training, development and
from practically zero to an almost5% increase in improvement of job performance, with attention to the
Portugal. Wage growth as a result of training is only frequency of both productive and counterproductive
clear in the case of young or highly educated behaviours addressed in training. It is hypothesized that
employees. Increases in income following training appear significant overall gains would be found in participants'
 Anyim 201

knowledge of subject matter following training, and that each phase provides ongoing evaluation feedback to
knowledge gained in training would be positively other phases in order to improve the overall systems
associated with productive behaviors on the job and process (McNamara, 1997).
negatively associated with counterproductive behaviours.

Analyzing training goals

SYSTEMATIC APPROACH TO TRAINING AND
DEVELOPMENT A training analysis is conducted ultimately to identify
training goals, that is, what areas of knowledge or skills
Adopting a systematic approach to training helps ensure that training needs to accomplish with learners in order
that organizations are getting the most out of themselves that learners can meet organizational goals (usually in
and their employees. A systematic approach to training terms of a performance standard).
includes taking the time to analyze what results the
organization needs from its employees, if employees are Usually this phase also includes identifying when
accomplishing those results, and what training and training should occur and who should attend as
development approaches are needed by employees to learners. Ideally, criteria are established for the final
better accomplish those results. A systematic approach valuation of training to conclude if training goals were
includes evaluating approaches before, during and after met or not (Rajan, 2003)
training to ensure whether employees truly benefited
from the training in terms of enhanced results to the
organization (McNamara, 1997). TRAINING NEEDS ASSESSMENT
Effective training and development includes using
sound principles of performance management and good, A training need is a gap between “what is” and “what
basic training techniques. A systems approach ensures ought to be” regarding training and development
a comprehensive training process that remains focused activities. Training needs assessment is used for
on the needs of the organization. The process typically identifying gaps and to provide information for a decision
includes the phases: on whether the gaps could be addressed through training.
The assessment is part of a planning process focusing
- Analyze the organization's needs and identify training on identifying and solving performance problems. These
goals which, when reached, will equip learners with performance problems may be related to knowledge,
knowledge and skills to meet the organization's needs. skills and attitudes. Training needs assessment (TNA) is
- Usually this phase also includes identifying when usually related to organizational and individual
training should occur and who should attend as learners. performance. A needs assessment means that the
- Design a training system that learners and trainers can individual assessed has a defined job performance or that
implement to meet the learning goals; typically includes an organization has defined objectives and goals.
identifying learning objectives (which culminate in A Training Needs Assessment (TNA) is used to
reaching the learning goals), needed facilities, assess an organization’s training needs. The root of the
necessary funding, course content, lessons and TNA is the gap analysis. This is an assessment of the
sequence of lessons. gap between the knowledge, skills and attitudes that
- Develop a training "package" of resources and materials, the people in the organization currently possess and
including, e.g., developing audio-visuals, graphics, the knowledge, skills and attitudes that they require to
manuals, etc. meet the organization’s objectives promoted or be able
- Implement the training package, including delivering the to fill another open position in the organization (Bartram
training, support group feedback, clarifying training et al., 1997).
materials, administering tests and conducting the final
evaluation. This phase can include administrative
activities, such as copying, scheduling facilities, taking GUIDELINESFOR WRITING LEARNING OBJECTIVES
attendance data, billing learners, etc.
- Evaluate training, including before, during and after Training programmes should be designed by trainers
implementation of training. and/or learners to achieve certain overall goals for the
learner. Programmes should also include various
In a systematic approach to training, each phase of the learning objectives that when reached culminate in the
process produces results needed by the next phase. learner achieving the overall goals of the training
For example, the training analysis phase produces programme. Learners implement one or more learning
learning goals that are used by the next phase, training strategies/methods/activities to reach learning objectives.
design. Training design (often called instructional design) When designing a training plan, each learning objective
refers to the design methods and materials from which should be designed and worded to the extent that others
learners can reach the goals and objectives. Typically, can clearly detect if the objective has been achieved or
 202 J. Bus. Admin. Manage. Sci. Res

not. As much as possible, learning objectives should also and personal development. If the learner is looking to
be written to be SMART (an acronym for Specific, build a skill, then he or she must actually apply new
Measurable, Acceptable to you, Realistic to achieve and information from these courses--otherwise, the learner is
Time-bound with a deadline (McNamara, 1997). collecting information (hopefully, knowledge), rather than
building skills.
SOME TYPICAL WAYS OF LEARNING

According toMcNamara1997, training methods are either Distance learning

on-the-job, implemented outside the organization or a
combination of both .The following is a brief overview Distance learning has become a mainstream approach
of rather typical methods of development (in alphabetical in training and development. This typically includes
order): learning by getting information and / or guidance from
people who are not face-to-face with the learner, e.g.,
learning via satellite broadcast, broadcast over the
Apprenticeships Internet, e-mail or postal mail correspondence, etc.
Some people consider online learning (e.g., information,
For centuries, apprenticeships were the major approach tutorials, etc., available on diskette, CD-ROM, over the
to learning a craft. The apprentice worked with a Internet, etc.) to be distance learning, as well.
recognized master crafts person. Particularly during times
of low unemployment, businesses are eager to get any
kind of help they can find. Seeking an apprenticeship Internships
may be a very useful and effective way to eventually
develop a new skill. Internships are offered usually by organizations to
college students wanting to find work experience during
the summer months. The internships offer precious, real-
Career counseling life job experience and the organizations often get
skilled, highly dedicated service. Many times, interns go
Learners have the opportunity to work with their on to be hired by the organizations, as well.
supervisors to develop career planswhich identify areas
for improvement or advancement, and how those areas
can be addressed and when. Job assignments

Coaching Job assignments are wonderful opportunities from which

to learn. To cultivate learning, consider having
Coaching is becoming a very popular means of employees to write short reports, including an overview of
development, and often includes working one-on-one what they did, why they did it, what areas of knowledge
with the learner to conduct a needs assessment, set and skills were used, how the job might have been
major goals to accomplish, develop an action plan, and done better, and what areas of knowledge and skills
support the learner to accomplish the plan. The learner would be needed to improve the job.
drives these activities and the coach provides continuing
feedback and support.
Job rotations

Continuous learning This can be one of the most powerful forms of

development, allowing learners to experience a broad
Continuous learning is learning how to learn. Typically, range of managerial settings, cultures and challenges.
this involves developing skills in reflection, which is the
ability to continually inquire and think about experience
to draw conclusions and insights. It also involves the Lectures
ability to conceptualize the learning process.
Continuous learning is often associated with the Lectures, or focused presentations by experts on subject
concepts of systems thinking and organizational learning. matter, are held in a wide variety of locations, not just in
classrooms. Professional associations often bring in
speakers.
Courses Guest lectures are often sponsored by local universities,
colleges and training centers, and announced to the
Universities, colleges and training centers often have a public. Many times, the lectures are repeated over local
large number of courses in management, professional radio andtelevision.
 Anyim 203

Management development programs Self-directed learning

Local universities, colleges and training centers usually Highly motivated learners can usually gain a great deal of
offer these programmes. They carefully review their knowledge and skills by identifying their own learning
programme content and design to ensure that training objectives, how to meet those objectives and how to
includes real-life learning activities during which learners verify that they've met the objectives, as well.
can develop skills for the workplace.

Television
Mentoring
Various television networks often have a wide variety of
Hopefully, learners find experienced managers in the very enlightening shows about basic job skills, such as
workplace who are willing to take learners "under their computer basics, business writing, etc.
wing" and provide ongoing coaching and mentoring.

Tutorials
Online training
Tutorials include guidance to proceed through learning
There are an increasing number of approaches to online some technique or procedure, e.g., a tutorial on using a
learning. Sources of online training include learning from computer software package.
computer diskette, CD-ROM, the Internet or Web-
based training, etc.
Training courses and workshops
On-the-job training Workshops, seminars, convention sessions, etc. are
useful, in particular, forhighly focused overviews of a
This form helps particularly develop the occupational particular subject or training about particular procedures.
skills necessary to manage an organization, e.g., to fully
understand the organization's products and services
and how they are developed and carried out. Workshops

Workshops typically include some hands-on practice by

Other-directed learning the learner, and can be very practical means to learn a
certain technique or procedure.
This includes having someone other than the learner
identify the training goal, methods toachieve the goal,
and approaches to evaluating the training and progress Distance learning
toward achieving the training goal.
Distance learning is where the learner is geographically
removed or distanced from the source of the learning.
Orientation to new jobs or roles An example is a correspondence course where a
A carefully developed procedure for orienting new training organization sends training materials via postal
employees is very helpful for getting employees "off on mail to the learner who returns completed assignments
the right foot" when starting their jobs. over postal mail. Another example is "online learning" or
"e-learning" where a learner uses a variety of computer
and networking technologies to access (often remote)
Peer-based methods training materials, interacts with learners (McNamara,
1997).
This includes formats where peers focus on helping each
other learn, e.g., by exchanging ongoing feedback,
questions, supportive challenges and materials. Online Learning

Online learning (or E-Learning) is where a learner uses

Professional Organizations a variety of computer and networking technologies to
access (often geographically remote) training materials,
A wide variety of professional organizations often offer interact with learners, etc. (Note that not all online learning
courses, seminars, workshops and sessions from or e-learning is distance learning, for example, a learner
conventions. might use an interactive CD-ROM on his or her
 204 J. Bus. Admin. Manage. Sci. Res

computer.) • Request that trainers remain available for follow-up

consultation if desired
• Ask the trainer what methods he/she used to ensure
IMPLEMENTING TRAINING AND DEVELOPMENT his/her consultation projects is successful with clients

The implementation phase of systematic training includes • Ask for at least three references
delivering the training materials and process to learners. • Consider having the employee to briefly meet with the
Associated activities can include clarifying training consultant to discusstraining needs and establish a
materials, supporting group feedback, administering rapport.
tests and conducting the final evaluation. This phase
can also include several administrative activities, such as Carter McNamara believes that effective
copying, scheduling facilities, taking attendance data, implementation of these approaches regarding training
billing learners, etc (Greenaway, 1986). and development is comprehensive enough to impact
positively on job performance (McNamara, 1997).

SELECTING A TRAINER
METHODOLOGY
The most important consideration when selecting a
trainer is if he/she is well suited to the training design This study focuses on selected oil companies in Nigeria
required to meet the learning goals. as case study. The sample size comprises of one
For example, if learners prefer computer-based hundred and eighty one (181) personnel of the case
instruction, they'll benefit from a trainer who study. A total of one hundred and eighty one (181)
understands online training technologies. If learners questionnaires were administered, out of which one
prefer ongoing coaching, they will benefit from a trainer hundred and twenty five (125) were returned. This
who is readily accessible to the employee for ongoing represents 69.06% returned rate of the administered
advice and guidance. If learners struggle with questionnaire.
communication skills, they will benefit from a trainer who The questionnaire is divided into two sections. Section
can integrate remedial communication strategies with A seeks to elicit responses on personnel data of the staff
other training methods. while the second part examines the training and
development in some of the oil companies in Nigeria.
Data collected were analyzed quantitatively using the
Collaborate simple percentage and the chi-square test method.

Consider whether other supervisors or companies have

employees who need similar training. If so, one might RESULT AND DISCUSION
combine your needs and funding to get a trainer to
conduct in-house training. This section presents the results of the data analysis.
Table 1 show that from the 125 respondents 80(64%)
were male while 45(36%) were female. This is an
Former employees as trainers indication that males dominate the operation of oil
industry in Nigeria.
Consider using an ex-employee who has the skills The table also indicates that respondents are matured
needed by the learner. Of course, this option depends because 103(82.4%) of them fall between 31 - 50 years
on whether the ex-employee left the organization under of age. This is an indication that their information is
good terms and remains in good standing with the reliable and dependence.
organization. More also, 87(69.6%) of the respondents are married
while (30.4%) of the respondents are still single. As
revealed from the table 27(21.6%) of the respondents
Consultants as trainers have spent between 1 to 5 years in the oil industry while
63(50.4%) have spent between 4 - 10 years; only
If hiring a consultant to conduct training then consider 35(28%) of the respondents spent above ten years.
issuing a Request for Proposal which asks potential However, none of the worker had spent more than 15
trainers for the following information. years.
One can conclude the fact that most of these
• A written proposal for how they would carry out respondents are still (21 - 30) age group might account
training, evaluation methods, cost,etc. for the few years of work experience.
• The goals preferred from the training, when to have As regards to the identification of training needs before
training and what evaluation results should occur. training program about 83(66.4%) of the respondent
 Anyim 205

Table 1. Distribution of responses on personal data of respondents

Section A
Personal Data Number Percentage
Sex: Male 80 64
1.
Female 45 36

Age: Under 21 0
0
21 – 30 20
16
2. 31 – 40 67
53.6
41 – 50 36
28.8
50 and above

Marital Status
Single
3. 38 30.4
Married
87 69.6
Divorce

Length of service
1 – 5 years 27 21.6
4.
4 – 10 years 63 50.4
0ver 10 years 35 28

Section B
5. Identification of training needs before training program,
Response variable Frequency Percentage (%)
Strongly agreed 83 66.4
Agreed 17 13.6
Undecided 20 16
Disagreed 5 4
Strongly agreed
Total 125 100

6. Training methods used has brought about a noticeable change in the skill knowledge and attitude of trainee
Response variable Frequency Percentage (%)
Strongly agreed 60 48
Agreed 30 24
Undecided 15 12
Disagreed 10 10
Strongly disagreed 10 10
Total 125 100

7. Training and development improves worker’s performance and productivity

Response variable Frequency Percentage (%)
Strongly agreed 83 66.4
Agreed 23 18.4
Undecided 15 12
Disagreed 4 3.2
Strongly disagreed _ _
Total 125 100
Source: Field survey 2015.
 206 J. Bus. Admin. Manage. Sci. Res

strongly agreed, 17(13.6%) agreed, 20(16%) of the too. It has however examined only a minute aspect of the
respondent were undecided, 5(4%) of the respondents oil sector which is training and development. The industry
disagreed while none of the respondents strongly is really wide and rich in research materials. This study
disagreed. should therefore be regarded as an appetizer which
With respect to if training methods use has brought should not be allowed to go sour.
about noticeable change in the skill, knowledge and
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