CHAPTER ONE
INTRODUCTION
1.0   BACKGROUND TO THE STUDY
Business is becoming more complex and human elements remain an indispensable component of its survival. Training is a sort of investment from which an organization expect some positive returns. It involves the development or modification of behaviour of employee in such a way that they become more effective at their duty post.
Flippo (2000) said that when employees have been selected, recruited and inducted, such employee must be developed to better fit the job and the organization since on one is perfectly fit at the time of hire. Soetan, (2005) also buttressed this point when he said that training is always necessary when requite skills, attitude and knowledge are either inadequate or completely lacking and when performance deficiencies that can be eliminated through training are identified.
However, training is often aimed at increasing productivity, improving quality of work, raise moral as well as development of new skills, knowledge and attitude. Development on the other hand, is a hand is a learning activity which is directed toward future rather than present needs and which is concerned more with career growth than immediate performance. The focus of development tends to be from future manpower requirement and other growth needs of individual in the workplace.
Training and development are not synonymous. While training is the process of improving job behaviour of an employee in the immediate, development is future oriented often geared toward preparing an employee for greater responsibilities in the future.
Effective management of change calls for a dynamic human resources development policy to ensure that each staff in an organization possesses requisite knowledge, skills experience and expertise for the performance of his task.
The Administrative approach is based on the number of employees to be trained in one year at a particular period. The needs of the employee or the organization is not considered rather it depends on whose turn it is to go for training and the number of staff the budget can take care of. This approach, the employees is sent to improve his/her welfare either financially, academically or otherwise. The employees is sent for training for his/her personal benefit. In organization, a measure of polities exist as the employee interact with one another here, training selection is based on either or some of the following lobbying, setting rid of some troublesome employees and projection of individual’s personal image, his is know as political approach. The organization development approach is usually adopted where the management cadre in an organization are made to attend training programmes as a result of poor performance of a unit or division as the case may be.  
In systematic approach, the need of the employee is identified from the gap between his actual performance and the desired performance. Periodic performance appraisal can provide very useful data to identify these need systematic approach to training is preferred in profit oriented organization because it is often job related and is directed toward the achievement of organization goals.
Training and development usually takes two forms namely:
·        House training
·        Off house training
In-house training is usually carried out within the organization, induction course, on-the-job training coaching programmes, etc here, the training is done in the normal work environment situation with the trainee using the actual tools, equipment and material that he/she will use when he/she is fully trained. On the other hand, off-house training takes place outside the organization, for instance management consultant and training institutions organized training programmes which employee attend evaluation training it decides whether training justifies it cost and whether it is doing what it set out to do.