Effects of Training Needs on Employees’ Job Performance in the Federal College of Animal Health and Production Technology, Ibadan, Oyo State, Nigeria

This study examines the effect of training needs on employee job performance in the Federal College of Animal Health and Production Technology, Moor Plantation, Ibadan, Oyo State, Nigeria. A simple random sampling procedure was used to select 150 respondent and data was collected through a well -structured questionnaire Data collected was analyzed using descriptive statistics and inferential statistics. Descriptive statistics used include, frequency table, percentage, mean and standard deviation while chi-square and PPMC were the inferential statistics used in testing the hypotheses of the study. The analysis shows that 32.0% of the respondents were in range of 41 - 50 years of age, 53.3% were male, 62.7% were married, 64.6% had been working with the organization for 1 – 15 years, 29.4% were HND/B.Sc holders, 59.3% were Non -academic staffs,  58.7% were Christians. Adapting to new work challenges and change the most had the mean of (=4.58) which was closely followed by hasten overall success of the organization (=4.54). Also, ‘it improves teamwork and collaboration ability’ (=4.46). These factors are the benefits of past training interventions. The highest-rated training  needs  was for specific technical skills related to their role (x̄ = 4.65), workplace safety and compliance (x̄ = 4.56), and a general belief that additional training would improve performance (x̄ = 4.55). The most significant constraint to past training effectiveness identified was lack of motivational factors before and during training (x̄ = 4.18), followed by inadequate incentives during training programmes (x̄ = 4.09). workplace environment (x̄ = 4.68), showing that a positive and enabling work setting greatly enhances employees output. This was followed by employee recognition and rewards (x̄ = 4.66), indicating that employees are more likely to perform better when their efforts are acknowledged. Work-life balance had a mean of (x̄ = 4.54) were most significant factors affecting employees job performance and the level of employees job performance included ‘Meeting my appointment’ ( =3.91) followed by ‘collaborating with others well’ (=3.87), ‘Communicating with others led to the desired result’ (=3.81). The test for relationship between training needs and Employee job performance was measured using Pearson Product Moment Correlation (PPMC). The result in table 9 indicate that there is no significant relationship (r = -0.005, p=0.951) between training needs and employees job performance. there is no significant relationship between respondents sex (x2 =1.31, P > 0.05), marital status (x2=1.65, P >0.05), religion (x2=0.46, P >0.05), educational qualification (x2=7.33, P < 0.05), rank (x2=3.37, P < 0.05) and their job performance. The analysis shows that there is a significant relationship between employees` age (r =0.18, P>0.05) their job performance. This implies that the Respondents age largely impact the respondents job performance in the study area.