CHAPTER ONE
1.0            INTRODUCTION
The phenomenon of staff recruitment, induction and training is not uncommon in human resource management. At the recruitment of new staff, training programmes are usually commenced to equip them on their job responsibilities and to make them fit for specific positions or activities.
Most human resource managers are of the opinion and view that staff training is a veritable tool to improve the efficiency of the workers, which in turn will boost the productivity of the organization. It is against this drop of assumption that this work is set to bring out the facts for the acceptability or otherwise of the claim, so as to justify or condemn the huge sum of money and other resources that go into staff induction and training.
 1.1     BACKGROUND OF THE STUDY
Othniel (2000), commented that the overall essence of training is to give employees at all levels sufficient skill-instruments and guideline to enable them perform their job very well, and to position them well for promotion. Basically, it falls on the personnel manager to design and co-ordinate the staff training policies and programmes of his organization. However, this does not imply that the other line managers are released of their responsibility to ensure the development of the skill and potentials of their subordinate. Rather it means to prescribe and make clear the responsibility for the personnel department.
          Tree training situation or need arises when there is a gap between the standard performance set out by the department and the actual performance of the subordinate. The purpose of training is to close the gap, and in its place exceed the industrial performance rate without human resources, achieving goals and objectives by the organizations would be extremely difficult; and without developing the human resources capacity, achieving the best, optimum result from the employees would be a mere penury.
          This informs the need to evaluate the us of training to enhance organizational efficiency by the employers and managers of our time. References shall be made to a random of selected business organization including banks.
 1.2     PROBLEM ASSOCIATED WITH THE SUBJECT MATTER.   
          A number of problems are relative to the subject matter. These problems could be identified as follows:
a.       Lack of training is responsible for low productivity in the organization.
b.       Employees inability to operate equipment and machines especially the modern types, is related to training.
c.       Indiscipline among employees (in terms of moral behaviour) may be due to lack of training.
d.       Lack of the knowledge of the organization goal and objectives
e.       The danger of employing unskilled workers if training is not introduced
f.       Lack of integration among the workers for corporate attainments.
g.       An ignorant employee about the nature of his job may not be able to stand the demands of the job, thereby resulting into resignation.