A CRITICAL INVESTIGATION OF THE PROBLEMS ASSOCIATED WITH STAFF TRAINING AND DEVELOPMENT IN MANUFACTURING COMPANIES IN CAMEROON 

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

As current realities shape organizational goals, the ongoing advancement of technology further heightens customer expectations and awareness of their rights when seeking products and services. Consequently, organizations adjust their offerings to align with customer preferences. This scenario underscores the escalating demand for highly skilled employees. Okotoni and Erero (2019) emphasize the growing importance of training and development, given the rising complexity of the work environment, rapid organizational changes, technological advancements, and other pertinent factors. Training, in the setting of human resource management, is a crucial function that has a significant impact on an organization's efficiency. Although the implementation of training methods may sometimes be inadequate,however, it is important to acknowledge their significant impact on the effectiveness of an organization and the attainment of objectives. It is crucial to determine the most suitable training for each individual employee. Acquiring and maintaining exceptional employees is crucial for the success of an organization. In order to guarantee work stability, it is imperative that we improve our comprehension through competitive training techniques that effectively boost skills, taking into account the growing variety of available skill sets, and building a skill matrix. In the current ever-changing environment marked by expanding markets, globalization, and technological progress, organizations must make efforts to preserve their competitive advantage for long-term survival. Within the domain of HRM practice, training is a pivotal factor in improving productivity. Studies conducted by Tan & Batra (2019) and Aw & Tan (2020) suggest that companies that disclose their training programmes likely to demonstrate elevated levels of production. Nevertheless, Schaffner's 2001 study emphasizes a crucial factor concerning job training: its effectiveness decreases when people switch jobs. As a result, organizations or corporations have to spend more money to keep trained jobs filled. Furthermore, organizations anticipate that their investment in employee training and development will result in employees who have enhanced attitudes and behaviours, as well as possess the necessary skills and capabilities to carry out their job responsibilities more effectively. These references (Shen & Tang, 2018; Al-Refaei, 2021; Baiomy, 2021; Bambale, Ghani, & Ado, 2020) suggest that implementing this approach can improve the quality of service provided by organizations, differentiate them from their competitors, and result in satisfied customers. The existing research on the impact of training and development on individual and organizational performance is generally characterised by vagueness and ambiguity (Shen, & Tang, 2018). This condition can be due to the lack of emphasis in earlier studies on the mechanism involved in the relationship between training and development and service quality. Moreover, the practical knowledge and skills that employees gain from their work environment, along with the impact of training and development on the quality of service, are currently not well understood and lack a clear definition (Shen & Tang, 2018). Further research is necessary to elucidate the impact of training and development on staff performance and service quality. 

 It is in the same view, a survey will be conducted in order to critically investigate the problems associated with staff training and development in manufacturing companies in Cameroon.

1.2 Statement of the Problem

In the present era, the training initiatives undertaken by manufacturing organizations have a substantial impact on achieving a competitive advantage and success. The complex organizational structures of manufacturing organizations have increased the need for training and development. Training is a crucial and powerful method for effectively managing rapid development and change, with a focus on activities (Alatyoush & Salem,2020). It is clear that the information and skills acquired through traditional schooling are insufficient in the face of fast changes. Furthermore, manufacturing firms engage in training efforts to provide employees with the necessary information, skills, and behaviours required for their current and future positions. Employees must effectively carry out their existing duties while improving their performance to meet their institutions' future expectations. Employee training has a profound effect on various aspects, going beyond just improving performance. It also boosts morale, motivation, job satisfaction, and organizational commitment by maximising the use of organizational resources. Additionally, Organisations are currently confronting dynamic settings characterised by emerging technologies, intense rivalry, and evolving workforce requirements. Managers who have specific responsibilities can have a crucial impact on the training and development of employees. They are responsible for identifying the needs of employees and allocating resources accordingly. Additionally, they take personal responsibility for encouraging staff to participate in training activities and provide support for them to apply the skills they have developed (Reid and Barrington, 2019). Organisations face various political, economic, social, and technological changes that present problems they must address, regardless of their size, location, or industry (McCracken and Wallace, 2020; Nolan, 2022). These changes have presented a challenge for organizations to efficiently and effectively adapt and address them. Organizations are depending on their human resources, which include the knowledge, skills, and abilities of their employees, to achieve success. Organizations must adopt effective HRM practices and policies to recruit, retain, and encourage competent people. This will ultimately contribute to the successful attainment of organizational objectives. Thus, it is in the light of these that the study seeks to critically investigate the problems associated with staff training and development in manufacturing companies in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is critically investigate the problems associated with staff training and development in manufacturing companies in Cameroon. Specifically, the study will;

Determine whether there is a significant relationship between staff training and employee job satisfaction in manufacturing industry of Cameroon.

Identify the staff training and development strategies implemented to boost employees job satisfaction in manufacturing companies in Cameroon.

Investigate the problems associated with staff training and development in manufacturing companies in Cameroon

1.4 Research Questions

The following questions have been prepared for the study:

Is there a significant relationship between staff training and employee job satisfaction within the manufacturing industry of Cameroon?

What specific staff training and development strategies are being utilized to enhance employee job satisfaction in manufacturing companies in Cameroon?

What are the primary challenges associated with staff training and development in manufacturing companies in Cameroon?

1.5 Research Hypotheses

Ho:  There are no significant problems associated with staff training and development in manufacturing companies in Cameroon.

Ha: There are significant problems associated with staff training and development in manufacturing companies in Cameroon.

1.6 Significance of the Study

The research findings will assist organizations in Cameroon in efficiently allocating resources to training and development activities that can promote employee happiness, resulting in increased productivity and performance. Furthermore, the knowledge acquired from this research will aid in the development of policies and strategies designed to cultivate a more favourable work atmosphere in Cameroon's manufacturing industry, thereby enhancing job contentment and employee welfare. Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard the problems associated with staff training and development in manufacturing companies in Cameroon.

1.6 Scope of the study

The scope of this study is to critically investigate the problems associated with staff training and development in manufacturing companies in Cameroon. Empirically, this study will assess the staff training practices adopted by manufacturing companies in Cameroon, determine whether there is a significant relationship between staff training  and employee job satisfaction in manufacturing industry of Cameroon, identify the staff training and development strategies implemented to boost employees job satisfaction in manufacturing companies in Cameroon and investigate the problems associated with staff training and development in manufacturing companies in Cameroon.

Geographically, the study will be delimited to employees of some selected manufacturing companies in Douala, Cameroon

1.7 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.8 Definition of Terms

Training:  the tutoring or learning processes carried out for the major aim of assisting workers of a company to obtain and utilize the skills, knowledge and behavior required by that organization.

Development: is the process of growth, advancement, or progress, often in a specific area such as personal, professional, or societal development.

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