COMPLETE PROJECT: TRAINING AND DEVELOPMENT AMONG EMPLOYEES IN PUBLIC SECTOR: A STUDY OF NIGERIAN IMMIGRATION SERVICE

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CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

 4.1       Preamble

This chapter is designed to present data and result of the analysis. All responses collected through self-administered questionnaires were carefully assessed mathematically and statistically. A simple percentage was used to describe all responses to personal data and Research questions relating to the “Training and development among employees in public sector: A study of Nigerian Immigration Service”.

4.2 Presentation and Analysis of Data According to Research Questions

Table 4.1: Presentation of Bio-Data of Respondents

Source: Field Survey (2018)

As indicated in Table 4.1 above, 63 (52.5%) respondents were male while 57 (47.5%) were female. This shows that male respondents participated more in the research than their female counterpart.

In the age grade category, it shows that 48(40%) of the respondents were between 18-29years, 38 (31.7%) of the respondents were in between 30 – 39years age range while 34 (28.3%) respondents were in the age bracket of 40 – 50 years. This implies that respondents within the age bracket of 18-29years attended more to the questionnaire.

The marital status shows that 65(54.2%) of the respondents were single, 51 (42.5%) respondents were married while 4(3.3%) respondents indicated separated. This implies that there were more young employees in Nigerian Immigration Service.

The academic qualification of the respondents revealed that 24 (20%) respondents possessed W.A.S.C/GCE qualification, 25(20.8%) respondents’ possessed OND/HND, 41(34.2%) respondents possessed B.Sc/ HND qualification, while 30 (25%) respondents possessed other qualification. This indicates that they have well trained employees in the organization.

SECTION B:            Research Questions

Question 1:               What are the relationship between training and development in the publiic sector?

Table 4.2:                  Relationship between training and development in the publiic sector

Source: Field Survey (2018)

Table 4.2 above reveals that 65 (54.2%) respondents strongly agreed and supported by 36 (30%) that the relationship between training and development has help in repositioning the public sector while 4 (3.3%) were undecided; 8 (6.7%) respondents strongly disagreed and 7(5.8%) respondents disagreed to the above opinion. This simply means that majority of the respondents were in support of the opinion that the relationship between training and development has help in repositioning the public sector.

Again, 69 (57.5%) respondents strongly agreed that the attitude of immigration officers during training and development is the primary factor in achieving training result; 30 (25%) respondents supported the opinion while 3 (2.5%) respondents were undecided; 6(5%) respondents’ strongly disagreed and 10 (2.5%) respondents disagreed. This indicates that the attitude of immigration officers during training and development is the primary factor in achieving training result.

Another 70 (58.3%) respondents strongly agreed and supported by 42 (35%) respondents training is an organize activity aim at improving employees performance while 2 (1.7%) respondents remain undecided; 3(2.5%) strongly disagreed to the stated opinion and 3(2.5%) respondents also disagreed. This implies that majority were in support of the aforementioned statement.

Furthermore, 35 (29.2%) respondents strongly agreed and supported by 57 (47.5%) respondents that the purpose of is to achieve a change in the job behavior of those trained while 10 (8.3%) were undecided; 9(7.5%) respondents strongly disagreed to the stated opinion and another 9 (7.5%) respondents also disagreed. This implies that the purpose of is to achieve a change in the job behavior of those trained.

Question 2:               What are the current training and development of employees in Nigerian

Table 4.3:                  The current training and development of employees in Nigerian

Source: Field Survey, 2018

Table 4.3 above shows that 25 (20.8%) respondents strongly agreed and supported by 63 (52.5%) that the introduction of training curriculum and manual in the Nigeria immigration has help in tackling the major issues in the Nigerian borders while 12 (10%) respondents were undecided; 10(8.3%) respondents strongly disagreed and another 10 (8.3%) respondents disagreed to the above opinion. This simply means that majority of the respondents were in support of the opinion that the introduction of training curriculum and manual in the Nigeria immigration has help in tackling the major issues in the Nigerian borders.

Again, 62 (51.7%) respondents strongly agreed that the manual has also help the NIS to achieve its expectations as well as delivering efficient services for the good of the country; 30(25%) respondents supported the opinion while 13 (10.8%) respondents remain undecided; 10(8.3%) respondents’ strongly disagreed and 5 (4.2%) respondents disagreed. This indicates that the manual has also help the NIS to achieve its expectations as well as delivering efficient services for the good of the country.

Another 76 (63.3%) respondents strongly agreed and supported by 28 (23.3%) respondents that the introduction of the manual has help in combating criminals and security challenges; while 5 (4.2%) respondents were undecided; 7(5.8%) respondents strongly disagreed to the stated opinion and 4 (3.3%) respondents also disagreed. This implies that majority were in support of the aforementioned statement.

Question 3:               What are the benefits and impact of Social Development and Welfare Services to the Lagos State Children Centre in Idi-Araba, Lagos?

Table 4.4:                  Benefits and impact of Social Development and Welfare Services to the Lagos State Children Centre in Idi-Araba, Lagos

Source: Field Survey 2018

Table 4.4 above shows that 26 (21.7%) respondents strongly agreed and supported by 57 (47.5%) that training and development has effectively help in changing the behavior of employees as regards organizational objectives while 15 (12.5%) respondents were undecided; 9(7.5%) respondents strongly disagreed and 13 (10.8%) respondents disagreed to the above opinion. This simply means that majority of the respondents were in support of the opinion that training and development has effectively help in changing the behavior of employees as regards organizational objectives.

Again, 61(50.8%) respondents strongly agreed that training and development has also help to high level of involvement and interest; 29 (24.2%) respondents supported the opinion while 16 (13.3%) respondents were undecided; 6(5%) respondents’ strongly disagreed and 8 (6.7%) respondents disagreed. This indicates that training and development has also help to high level of involvement and interest.

Another 69 (57.5%) respondents strongly agreed and supported by 27 (22.5%) respondents that it has help to improve the learning objective to the employees by acquiring knowledge, skills and attitude; while 12 (10%) respondents were undecided; 7(5.8%) respondents strongly disagreed to the stated opinion and 5 (4.2%) respondents also disagreed. This implies that majority were in support of the aforementioned statement.

4.3  Testing of Hypotheses

Hypothesis One

H_o: There is no significant relationship between training and development in the public sector.

H₁: There is significant relationship between training and development in the public sector.

Table 4.6a:   Computation of X² of Hypothesis one

Df  = (R-1) (C-1) = (4-1) (5-1) = 3 x 4 =12

Table 4.6b:   Summary of Chi-Square Analysis of Hypothesis one

The result of X² analysis of hypothesis one found that X² calculated value of 115.24 was greater than X² critical table value of 21.0 which was significant at 0.05 level of significance with 12 degree of freedom. Hence, the null hypothesis which states that “there is no significant relationship between training and development in the public sector” was rejected while the alternative hypothesis was accepted. This further shows that there is significant relationship between training and development in the public sector.

Hypothesis two

H_o: Effective training and development does not have an impact on employees in the public sector.

H₁: Effective training and development has an impact on employees in the public sector.

Table 4.6a:   Computation of X² of Hypothesis Two

Df  = (R-1) (C-1) = (4-1) (5-1) = 3 x 4 =12

Table 4.6b:   Summary of Chi-Square Analysis of Hypothesis Two

The result of X² analysis of hypothesis one found that X² calculated value of 126 was greater than X² critical table value of 21.0 which was significant at 0.05 level of significance with 12 degree of freedom. Hence, the null hypothesis which states that “there is no significant relationship between training and development in the public sector” was rejected while the alternative hypothesis was accepted. This further shows that there is significant relationship between training and development in the public sector.

4.4       Discussion of Findings

The research hypothesis one shows that there is significant relationship between training and development in the public sector. Kaimahi (2015) was in support of this assertion when he indicated that proper training in an organization leads to effective performance. Akpomuvire (2007) also supported the view when he opined that training and development in the public sector gives organization a good competitive edge. This implies that there is positive relationship between training and development in the public sector.

The research hypothesis two shows that effective training and development have an impact on employees in the public sector. Adams (2002) was in support of this assertion when he indicated that employees abound to perform effectively when they undergo in-service training. Otive (2015) also supported the view when he opined that training and development keeps employees smart and active on the job. This implies that effective training and development have significant impact on employees in the public sector.

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