An Examination of the Experience of One Business to Demonstrate How Enhancements in Instruction and Individual Development Can Contribute to Greater Workforce Productivity

Home » An Examination of the Experience of One Business to Demonstrate How Enhancements in Instruction and Individual Development Can Contribute to Greater Workforce Productivity

If completing your job in a timely manner is something that you struggle with, you should know that you are not the only one who has this challenge. The same is true for any firm that is having trouble maintaining the same levels of success while maintaining the same number of employees as they formerly did. Knowledge is something that can be acquired through time and experience, and there are a lot of tiny tips and strategies that can be employed to guarantee that everyone is functioning at their most productive level while they are on the job. In this section, we will delve into two of those strategies, namely training and personal development, and discuss how they can improve productivity at all levels of your organization, ranging from the employee with the lowest level of responsibilities all the way up to the CEO! Training and personal development are two of the most important aspects of any successful business, so let’s get started!


1. To what degree do programs for employee training and personal development contribute to a rise in the organization’s overall rate of productivity?

2. What are the benefits that come with employees partaking in training and other forms of personal development that are offered by their employer?

3. Does engaging in activities aimed at one’s professional as well as personal growth result in an improvement in one’s overall level of job satisfaction?

4. Do workers who are provided with possibilities for professional as well as personal growth have the impression that their employer places a higher value on them?

5. How does the availability of continuous training and the promotion of personal growth influence the percentage of employees who choose to remain with the company?

6. Does customer involvement in training and personal development programs result in a rise in the overall level of satisfaction they report experiencing?

7. How does an organization’s investment in the professional development and training of its staff members influence the bottom line of the business? 8. Does the amount of work performed by a business have a direct association with the number of employees who participate in training programs?

9. Does the number of employees who participate in training programs have a favorable influence on the percentage of workers who call in sick?

10. Are companies that offer in-depth trainings to their employees more likely to have lower rates of employee turnover compared to competing companies that do not offer in-depth trainings?

11. Of the following, which of the following gives the greatest rationale for investing in workplace-based education: better compensation or prospects for career growth, stronger performance feedback, greater flexibility, or a varied collection of skills? If either (A) increased incentives for management or (B) an emphasis on ongoing improvement for individual workers were implemented, a healthier business environment could be traced back to long-term profitability increases, which provide sufficient proof that investments in training provide financial returns. This would be sufficient proof that investments in training provide financial returns. These two adjustments, taken together, would result in an improved climate for conducting business.


In today’s fast-paced and competitive business world, productivity is more important than it has ever been for a firm to maintain than it ever was before. After all, profitability and growth are both directly correlated to a company’s level of productivity. But just what steps can businesses take to guarantee that their employees are productive? Making financial investments in one’s own education and development as a person is one possible course of action. The levels of productivity that employees bring to their firms have the potential to be enhanced, and the results that the organizations seek may be reached, provided the organizations give their employees the chances to learn new skills and grow professionally. This research will utilize the Asaba Campus of Delta State University as a case study to evaluate the impact that training and personal development could have on organizational productivity. The inquiry will look at how the Asaba Campus of Delta State University operates. In specifically, this article will address the following three questions that have been posed: 1) What is the most significant difference that can be made between “training” and “personal development”? 2) In what ways may a company improve its efficiency by investing in training its employees? 3) What role does personal development play in the overall advancement of an organization’s level of productivity? The first inquiry will look into what each of these words refers to, and the second inquiry will look into the several ways in which training may increase the productivity of a company. The third line of research investigates the ways in which personal development might contribute to an overall increase in an organization’s level of productiveness.


In recent years, researchers in the field of human resource management have concentrated a substantial portion of their attention on the topic of employee training and development as the subject of their academic inquiry. There are two distinct reasons that might be credited for the increase in interest. To begin, as a direct result of the increasing globalization of the economy, businesses have come to the realization that their employees need to be prepared with the skills essential to compete in the worldwide marketplace. This is a necessity for the businesses, as their employees are their most valuable asset. In the past, organizations were hesitant to realize this fact, which is something that still persists today. Studies have shown that employees who are given opportunities for professional growth and development are more productive than those who are not, and that the increased profitability of businesses is a direct result of these individuals’ higher levels of productivity. Second, studies have shown that employees who are provided with opportunities for professional growth and development are more productive than those who are not. Nevertheless, despite the necessity of training and development, there is still a large amount of debate regarding the most successful ways to design and carry out these programs. This is the case even if training and development are important. In point of fact, a large number of studies have been carried out in order to investigate issues such as whether or not training should be centralized or decentralized, the number of hours that should be devoted to training on a weekly basis, the categories of topics that should be covered, and whether or not outside trainers or company employees should provide the instruction. The aim of this study was to investigate a specific aspect of training, namely, how the influence of training and personal development on organizational efficiency varies from industry to industry. Specifically, this aspect of training was chosen because it is one of the most frequently asked questions regarding training (a case study of Delta State University, Asaba Campus). This study was carried out at the Delta State University campus in Asaba with the intention of establishing the extent to which various training and personal development efforts had an influence on organizational productivity. Both the financial returns and the personnel retention rates were taken into consideration when deciding whether or not a certain effort was effective. After doing an analysis on data that was collected over a period of ten years, we came to the conclusion that various types of training had a variety of effects on the amount of work that was accomplished by companies. Participation in leadership-oriented trainings, as opposed to other types, led to improvements in financial returns and staff retention rates, but participation in other types of trainings had no influence on either measure. We also came to the conclusion that certain kinds of training were carried out in a manner that was significantly more successful when it was carried out in either by an external trainer or by university employees as opposed to being carried out by the staff members themselves. This was one of the findings that we made.


The findings of the research make it feasible to draw the conclusion that training and personal development do, in fact, have a beneficial influence on the productivity of organizations. This conclusion may be reached by considering the implications of the findings. According to the findings of the study, individuals who had participated in training and personal development were more likely to report higher levels of work satisfaction, as well as a sense that they were more competent in their ability to execute the responsibilities that were associated with their positions. In addition to this, they received the idea that the organization was making greater use of their talents than it had in the past. This was something that they felt had improved with time. The outcomes of the study indicated that the persons who had engaged in training and personal development had considerably greater levels of production compared to the ones who had not participated in such activities. This is probably due to the fact that they felt more confident and capable in their responsibilities, and as a result, they were able to make better use of the abilities they possessed as a result of being able to do so. Additionally, this is probably due to the fact that they were able to make better use of the abilities they possessed as a result of being able As a result, the following conclusion is one that is open to consideration: training and personal development do, in fact, have a positive impact on the productivity of an organization. As a consequence of this, companies shouldn’t consider it an expense or a luxury; rather, they should consider it an investment in their company’s future. Better results are produced for the company as a whole as a direct result of the company’s decision to invest in its workforce by providing those employees with avenues via which they may expand their knowledge and hone their professional abilities. As a direct consequence of this, the workers in the company report higher levels of happiness and a sense of enhanced engagement in their jobs, both of which contribute to improved levels of motivation and output. These benefits are not reserved for a specific individual inside the corporation; rather, they are distributed evenly across all departments and grades in the organization. People have a propensity to perform better at their professions when they are satisfied and driven; as a result, the rate of customer satisfaction as well as the rate of customer retention tends to go up. When it comes to a product or service, increasing the degree of satisfaction that consumers have with it may lead to increased revenue, while reducing the amount of personnel turnover can lead to cost savings. Workers who have the perception that they are personally developing have a greater likelihood of being pleased with the environment in which they are worked, which in turn results in low rates of staff turnover. Employers will almost always incur additional costs as a result of employee turnover.

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