1.1 Background to the Study
Training is one of the most important issues for human resource management. Through appropriate training, organizations can rely on competent and motivated employees, ready to meet technological and strategic requirements while employees expect to meet their needs and desires and satisfy them through training. Literature reveals that human resources represent the most important and variable factor of the production process, besides being a vital and strategic element for any organization whose target is to improve its productivity and competitiveness (Kazaz and Ulubeyli 2007). Thus, the implementation of policies, programmes and practices related to human resources, such as those regarding selection, recruitment procedures, training, incentives and assessment, are closely related to the overall performance of the organization, which implies that human resources become a beneficial source of competitiveness (Osman et al. 2011).
Different researches consider training as one of the most important issues in the field of human resources (Loosemore et al. 2003, Porret 2007). This is so because training is an essential factor whenever availability and suitability of skilled workers, able to adapt themselves to the technological and strategic needs of the organization, are required. On the other hand, training is also essential to ensuring that employees get the appropriate skills to carry out their work successfully (Loosemore et al. 2003, Osman et al. 2011). Organizations involved in effective training programmes are better equipped to retain workers more satisfied with their job and, consequently, more committed to the company. Moreover, while satisfied workers are generally willing to accept the objectives and values of the organization (Schmidt 2007), training that does not fulfil workers‟ expectations and needs could generate negative attitudes (Schmidt 2009). However, Schmidt (2004) noted that …results of many studies indicate that the effects of job training go beyond those that might be considered traditional, that is, acquisition of knowledge, the improvement of skill and the increasing of efficiency in the work place.
Statement of the Problem
Many organizations have found it very important to invest on employees through training to improve employee proficiencies so that they can acquire a greater return in human capital investment through increased job satisfaction, commitment and high employee retention. The world is constantly shifting such that institutions of all types have to adapt to external and internal changes for their own survival (Cummings and Worley 2005).
However, understanding and influencing the human behaviour require knowledge of human needs. The feelings that a worker may have that his important needs are satisfied by the work he does determine the worker‟s morale. The judicial arm of government is saddled with the responsibility to administer justice in society to all citizens without fear or favour but this can only be achieved with a satisfied workforce who is well trained, motivated and up to date in their knowledge and skills in order to deal with changes in the environment. Despite various training courses attended by staff, there has been low morale and dissatisfaction. This research is therefore confined to the dismal effort at management and reward for training and its attendant workers job satisfaction or dissatisfaction in Kogi State Judicial Service
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