Factors influencing construction site operative training in Nigeria

Chia sẻ: Huỳnh Ngọc Toàn | Ngày: | Loại File: PDF | Số trang:11

Thêm vào BST

Báo xấu

11
lượt xem 3
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

This research assesses the factors influencing construction site operative training in Nigeria with a view to enhancing safety practices among construction sites operatives.

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: Factors influencing construction site operative training in Nigeria

International Journal of Management (IJM) Volume 10, Issue 1, January–February 2018, pp.83–93, Article ID: IJM_10_01_012 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=10&IType=1 Journal Impact Factor (2018): 9.1550 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication FACTORS INFLUENCING CONSTRUCTION SITE OPERATIVE TRAINING IN NIGERIA Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E Department of Building Technology Covenant University, Ota, Ogun State, Nigeria. ABSTRACT This research assesses the factors influencing construction site operative training in Nigeria with a view to enhancing safety practices among construction sites operatives. A cross-sectional research design was adopted, where snowballing and random sampling techniques were used to select the construction company and the respondents. Respondents to be sampled were drawn from the list of professionals in the built environments such as Architect, Quantity surveyors, Builder and the Engineers and site operatives such as skilled, unskilled, semi-skilled labors and operators working with each construction company. Data were collected using a well-structured close- ended questionnaires designed based on the stated objectives of the study. 188 copies of questionnaires were distributed out of which 137 was completely filled and returned, representing 72.9 response rate. Returned data were analyzed using percentile, Relative Important Index (RII) and independent Sample T-Test with the aid of the Statistical Package for Social Science (SPSS) software version 21.0. The result revealed that changes in government policy, poor job performance, quality improvement, high rate of rework and technological changes were the major ranked factors influencing construction site operative training in Oyo State. It further show that there are significant difference in the opinion of site operatives and professionals on organizational peer pressure, high level of material wastage and promotion exercise or change in position. The study concludes that operatives in the study area tend to be trained only when there is change in government or organization policy. The study recommend that government/organization should frequently review there policy in favor of operative training. Key words: Construction site, Operatives, Performance, Safety, Training Cite this Article: Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E, Factors Influencing Construction Site Operative Training in Nigeria, International Journal of Management, 10 (1), 2019, pp. 83–93. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=10&IType=1 1. INTRODUCTION Training is a learning procedure that includes the obtaining of knowledge, sharpening of abilities, skill, standards, or modifying mindset plus conduct to enhance the employee efficency. http://www.iaeme.com/IJM/index.asp 83 editor@iaeme.com
Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E “Training is about acquiring understanding, aptitudes, plus capabilities (KSA) via professional enhancement” [1]. Construction industry is an important segment in the financial improvement of several countries; its contribution to national economy cannot be underrated as it provides considerable amount of employment opportunities [2], [3]. Regardless of the significant contribution of construction industry to the country’s economy, greater percentage of construction site operatives still lack adequate training. This is substantiated by [4] who contend that construction industries in developing countries lacks adequate operative training and improvement bringing about low quality, high wastage as well as decrease in profitability level. This as indicated by [5] is owing to the non-permanent nature of the building production work. This has debilitates organizations from training their staff as a result of the likelihood of discontinuity of function once a specific project is finished. Notwithstanding, it is a mandatory duty for organization to train their staff [4], [6]. Similarly [7] and [8] assert that training and retraining have turned into the main wellsprings of appropriate as well as lasting competitive edge in the construction industry. In the construction industry there is an expanded requirement for more varied skills including the capacity to address technical, as well as economic, assets controlling, plus environmental issues. [9] Opined that Construction consists of high risk activities, and in many parts of the world information about the degree and the reason for accident and sick wellbeing are limited. This circumstance can only be reduced when government, employers and laborers have a typical enthusiasm for guaranteeing that health and safety standard are met [10]. This can be viably accomplished through operative and staff training. As indicated by [11] the level of accident will be lessened if every personnel engaging in construction are appropriately educated as regards hazard as well as trained to securely complete their task. The Construction Industry Training Board (CITB) in the UK is exceptionally worried about this and has set up, some solid measures, one of which is that no staff will be engaged on construction site without verification of capability, including confirmation for their comprehension of health and safety issues [12]. But this is yet to be embraced in Nigeria. In increasing organization efficiency training has been a vital variable. Various researchers including [13, 14, 15, 16 and 17] demonstrated that training is a major as well as useful tool in fruitful achievement of the organization’s objectives and goals, bringing about greater profitability. Based on the aforementioned roles of training this study is set to assess the factors influencing construction site operative training in Nigeria. 2. LITERATURE REVIEW According to [18] the variation in training from one organization to another organization majorly relies on the quality and quantity of training required. The factor that influences the need for training may include but not limited to: Technological changes, Changes in job environment, need to improve job performance, promotion exercise and pressure from other organization. Similarly [19] conducted a research on the perceived factors influencing staff training decision at the Kenya cooperative banks. The research adopted a descriptive survey method where about 186 number of survey form was distributed among cooperative banks staff. The result of the findings shows that cost, change in position, age, change in technology, low level of productivity, change in work scope, government policy, availability of time were among the factors influencing staff training. Also regular changes demand is one of the elements that influence training. There are possibilities that one will encounter some regular changes in his/her organizations movement regardless of what category of industry you are working. Occasional changes in the construction http://www.iaeme.com/IJM/index.asp 84 editor@iaeme.com
Factors Influencing Construction Site Operative Training in Nigeria industry makes training harder to convey and considerably more difficult to organize. In this manner it is essential to investigate the issues of training in the construction industries and the associated difficulties in other to organize an effective improvement training programs [20]. In the same vein [21] in their study express that the construction industry's prosperity will keep on relying upon training the operatives with the end goal to get ready for the occasional variances. Operatives training are seen as a way to oversee work difficulties but the construction industry isn't outstanding in providing adequate training for its operatives [22]. Similarly [23] discoveries showed that operative improvement fundamentally influenced operative turnover (p=.005) 2-tailed. The examination expresses that training is a tool that can assist construction industries in raising an enthusiastic as well as productive operatives. In spite of the fact that training assumes a noteworthy job in this procedure, construction industries need to take a gander at extra methodologies and practices that can upgrade performance and efficiency. According to [24] introduction of new methodologies and procedures to business extraordinarily influence operative training. As job idea is modify, operatives are progressively obligatory to build up an extensive, alterable arrangement of capabilities which is fundamental to tasks accomplishment. However little percentage of operatives has the social capability, technical abilities and mechanical capability required for these changing work requests. Similarly [25] in their descriptive examination expressed that various members effectively looked for information on training and advancement openings and their reasons incorporated their desire to stay up to date with the most recent improvements in their work and to also maximize the networking opportunity that are embedded in the participation of external training and advancement program. [26] Expressed that mechanization and computerization have brought about numerous progressions that calls for retraining of trained staff so that they can possess more skills to match up with this progressions. They expressed further that the organization in this way ought to train their operatives in other to equip them with the most recent innovation and skills. With present day modernization, innovative upgrade and enhancement the greater part of the organizations activities have turned out to be exceptionally mind boggling and staff training has accordingly turned out to be very important. The worldwide economy and mechanical advancements of today expect organizations to make steady modifications with the end goal of keeping up their competitive strength [27] Such modification includes the arrangement of talents, technicalities plus capacities which is currently basic for performance. Many operatives don't innately have the characteristics expected to meet these changing work requests, in any case. Therefore, organizations are expected to allocate more resources in training intercessions consistently [28]. 3. METHODOLOGY For the purpose of this research work cross-sectional survey research design was adopted. This according to [29] is the type of research design where the research variables are in existence and cannot be manipulated by the researcher and the survey is carried out at specific point in time. The targeted population comprises all the 123 construction companies that are registered with Oyo state Government according to the department of due process governor’s office Oyo state, this cut across small, medium and large construction firms. The sampling frame comprises the professionals such as Architect, Quantity surveyors, Builder and the Engineers including the construction site operatives which includes skilled, semi-skilled and unskilled labours within the study area. A convenience sampling technique was used to select the construction firms within the study area; while Random sampling technique was also used to select one professional and one operative each from the construction firms where questionnaires were administered. Questionnaires with well-structured close-ended items were designed based on http://www.iaeme.com/IJM/index.asp 85 editor@iaeme.com
Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E the stated objectives for both the professionals and operatives to collect data. Descriptive statistical tools such as percentages and means were used in analyzing the data collected. This was archived with the aid of Statistical Package for Social Sciences (SPSS) version 21.0 and excel spread sheet 2016. In section A of the questionnaire which was the respondents and Organization profile, percentile method was used, while relative importance index (RII) was use in analyzing section B and independent-samples t-test was use in testing the research hypothesis. Yamane model was used to determine the study’s sample size from the targeted population (Yamane, 1967 sited in [30]. It has a confidence level of 95%. The Yamane model: S= P [1 + P(f2)] Where; S - Sample size P - Population size f - = 0.05 Since P = 123, then; S= 123 1 + 123(0.052) = 94 Therefore a total number of 94 construction firms were selected via convenience sampling and two questionnaires were administered each, where one operative and one professional were randomly selected making the total number of structured questionnaire administered to be 188 copies 4. RESULTS AND DISCUSSION OF FINDINGS Table 1 Profile of respondents Site operatives Professionals Freque Freque Year of experience Percent Year of experience Percent ncy ncy 1-5 years 7 9.7 1-5 years 8 12.3 6-10 years 15 20.8 6-10 years 12 18.5 11-15 years 23 31.9 11-15 years 15 23.1 16-20 years 22 30.6 16-20 years 21 32.3 over 21 years 5 6.9 over 21 years 9 13.8 Total 72 100.0 Total 65 100.0 Designation of respondent Designation of respondent Skilled 32 44.4 Architect 21 32.3 semi-skilled 16 22.2 Builder 17 26.2 Unskilled 5 6.9 Quantity surveyor 12 18.5 Operator 19 26.4 Structural engineer 15 23.1 Total 72 100.0 Total 65 100.0 Academic qualification Academic qualification primary school certificate 1 1.4 HND 17 26.2 SSCE 8 11.1 BS.c/B.Tech 31 47.7 http://www.iaeme.com/IJM/index.asp 86 editor@iaeme.com
Factors Influencing Construction Site Operative Training in Nigeria technical/vocational 17 23.6 MS.c/M.Tech 15 23.1 certificate ND 17 23.6 Phd 2 3.1 HND 29 40.3 Total 72 100.0 Total 65 100.0 Age of respondent Age of respondent 20-30 years 6 8.3 20-30 years 5 7.7 31-40 years 41 56.9 31-40 years 20 30.8 41-50 years 16 22.2 41-50 years 22 33.8 51-60 years 6 8.3 51-60 years 12 18.5 over 61 years 3 4.2 over 61 years 6 9.2 Total 72 100.0 Total 65 100.0 Type of organization Type of organization Public 23 31.9 public 23 35.4 Private 40 55.6 private 30 46.2 Corporate 4 5.6 corporate 6 9.2 public private partnership 5 6.9 public private partnership 6 9.2 Total 72 100.0 Total 65 100.0 Professional (N= 65) Site operatives (N=72) In table 1 which shows the demographic of the respondents, it was deduced that 20.8% of the operatives has between 6-10years experience of construction works, while 31.9% has between 11-15 years’ experience of construction work representing the highest percentage, while 30.6% has between 16-20 years’ experience of construction works, while 6.9% has over 21 years’ experience of construction works, while only 9.7% has between 1-5 years’ experience of construction works, in all 90.7% of the operatives has over 6 years’ experience of construction works. On the other hand only 12.3% of the professionals have below 6 years’ experience of construction works while the remaining 88.7% of the professionals has over 6 years’ experience of construction works. This implies that the respondents in both categories have adequate experience of construction works which makes their response to be more reliable. The table also depicts the designation of the respondents, and it shows that only 6.9% of the operatives are unskilled while the remaining 93.1% are semi-skilled, skilled and operators. On the other hand all the professionals are affiliated with at least one profession in the construction industry. This means that all the respondents have pass through one professional training or the other which in turn qualifies them to fill the questionnaire correctly. The table also shows the academic qualifications of the respondents, where only 12.5% of the operatives has primary and secondary school education while the remaining 87.5% has higher academic qualifications ranging from technical certificate to higher national diploma. On the other hand the entire professionals have degree qualification ranging from higher national diploma to doctorate degree. This implies that greater percentage of the respondents is knowledgeable enough to fill the questionnaires correctly. The table also went further to show the age of respondent, where only 8.3% of the operatives are below 30years of age while the remaining 91.7% of the operatives are 31years old and above. On the other hand only 7.7% of the professionals are below 30 years of age while the remaining 92.3% of the professionals are above 30 years old. This justify that greater percentage of the respondents are matured enough to fill the questionnaire correctly and also give an independent answer to the questions. http://www.iaeme.com/IJM/index.asp 87 editor@iaeme.com
Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E Finally it can be depicted from the table that the responses to the questionnaire cut across different organization types has the opinion from different organization is important to have a broad view. Table 2 Factors that influence operatives training in construction industry. Operatives Professionals Overall Identified variables RII Rank RII Rank RII Rank Changes in government or organizational policy 0.861 2 0.831 3 0.846 1 Poor job performance 0.833 8 0.840 1 0.837 2 Quality improvement 0.847 6 0.825 4 0.836 3 High rate of rework 0.856 4 0.815 5 0.835 4 Technological changes 0.822 10 0.834 2 0.828 5 Organizational peer pressure 0.889 1 0.766 11 0.828 5 High rate of accident 0.844 7 0.800 8 0.822 7 Industrial safety compliance 0.831 9 0.806 6 0.818 8 Low productivity level 0.806 12 0.803 7 0.804 9 Promotion exercise or change in position 0.858 3 0.745 13 0.801 10 Changes in work environment 0.808 11 0.794 10 0.801 10 Purchase of new equipment or substances 0.786 14 0.797 9 0.792 12 High level of material wastage 0.850 5 0.732 14 0.791 13 Changes in scope of work 0.789 13 0.763 12 0.776 14 Table 2 shows the opinion of the respondents on their agreement on the 14 identified factors that influence operatives training as it relates to their organization. Respondents are to rate on a likert scale 1-5 where (5= strongly agree, 4= agree, 3= slightly agree, 2= disagree, 1= strongly disagree). The table shows that changes in government or organizational policy was ranked 1st with RII 0.846 this means that change in policy has a great influence on operatives training as organization always tend to abide by new policy especially when the policy is been enforced by government therefore in the quest to ensure that operative are well trained government must develop and enforce a policy that will mandate site operatives to acquire a certain minimum level of training before their allowed to work on construction sites. Followed closely was poor job performance which was ranked 2nd with RII 0.837 this implies that for an organization to improve on their level of job performance training has a vital role to play. In order to improve the performance output of an operative such operative must be subjected to adequate and effective training and not allow him to rely on his obsolete knowledge, this was substantiated by [27] who revealed that training results in enhanced organizational performance (e.g., profitability, adequacy, efficiency and quality). This was followed by quality improvement which was ranked 3rd with RII 0.836 this implies that training is key in other to achieve an improved quality on construction site as this will help in learning a new and improved technique of achieving expected project quality. Quality of work can only be easily achieved where the operatives has an up to date knowledge of quality management and not necessary waiting to be coerced or direct to achieve quality. [31] observe that providing training for operatives not just builds their efficiency, inspiration and occupation fulfillment, but additionally helps to improve their quality of work and self-esteem, and also reduces their level of anxiety and feeling of insufficiency. Also it important to organize training when there is high rate of rework as this was ranked 4th with RII 0.835. This implies that when operatives does not have adequate knowledge of their current task or only rely on their obsolete knowledge they tends to commit errors which will lead to rework and in turn lead to time and http://www.iaeme.com/IJM/index.asp 88 editor@iaeme.com
Factors Influencing Construction Site Operative Training in Nigeria resources wastage. This was followed by technological changes which was ranked 5th with RII 0.828 this implies that for an organization to cope with the current trend of technology advancement such organization need to train its operative on how to blend with this current trend as their old knowledge and experience may not be enough to sustain them. The rate of change in technology has been on the increase overtime therefore rendering most operatives obsolete and to overcome this problem operative needs training and retraining to catch-up with technology advancement. This was also substantiated by [24] who assert that introduction of new technology and procedures to business extraordinarily influence operative training. As the idea of work changes, operatives are progressively required to build up a wide, alterable arrangement of capabilities that are fundamental to the accomplishment of their tasks. Similarly organizational peer pressure was also ranked 5th with RII 0.828 which implies that for an organization to remain in competition with it peers it has to also organize training whenever their peers are doing so. Surprisingly high rate of accident and industrial safety compliance were not rated among the top 5 factors that influence operative training, this is to show the level of nonchalant attitude that this organizations has toward operative accident and safety compliance on construction site this was in line with the findings of [22] which revealed that operatives training is the way to oversee work difficulties but the construction industry is not outstanding in providing adequate training for its operatives. The table also shows that low productivity level, promotion exercise/change in position, change in work environment were all seen to be equally important factors that influence operatives training has they all have their RII between 0.8 while purchase of new equipment or substance and high level of material wastage were seen to be slightly important as they all have their RII between 0.7 which implies that all the identified factors has a role to play in influencing operatives training on construction site. Similarly the table shows that all the variables were seen to be having a contradicting rank between the operatives and the professionals which in turn could result in a great setback for operatives training as both the operatives and the professional perceived the need for training differently and to organize a successful training there is always need to unanimously identify the need for training. Finally changes in scope of work was ranked last on the table as the least factor that influence operative training this is against the opinion of [21] who express in their study that the construction industry's prosperity will keep on relying upon training the operatives with the end goal to get ready for their work variances. Table 3. Independent sample t-test on factors influencing operatives training on construction sites. Levene's Test for Equality of t-test for Equality of Means Variances Std. Sig. (2- Mean Mean F Sig. t df Deviation tailed) Difference Poor job 3.317 0.071 -0.282 135 0.778 4.167 0.557 -0.033 performance -0.277 111.533 0.782 4.200 0.814 -0.033 High rate of 2.237 0.137 1.666 135 0.098 4.278 0.562 0.201 rework 1.634 110.442 0.105 4.077 0.835 0.201 High rate of 0.958 0.329 1.537 135 0.127 4.222 0.755 0.222 accident 1.52 123.029 0.131 4.000 0.935 0.222 http://www.iaeme.com/IJM/index.asp 89 editor@iaeme.com
Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E Changes in 9.061 0.003 0.97 135 0.334 3.944 0.625 0.129 scope of work 0.952 111.369 0.343 3.815 0.917 0.129 Technological 0.002 0.964 -0.43 135 0.668 4.111 0.761 -0.058 changes -0.428 130.831 0.669 4.169 0.821 -0.058 Low 3.19 0.076 0.087 135 0.931 4.028 0.712 0.012 productivity level 0.086 118.437 0.932 4.015 0.944 0.012 Organizational 5.678 0.019 4.47 135 0.000* 4.444 0.625 0.614 peer pressure 4.378 108.047 0.000 3.831 0.961 0.614 High level of 13.292 0.000 4.308 135 0.000* 4.250 0.645 0.588 material wastage 4.229 111.72 0.000 3.662 0.940 0.588 Promotion 3.823 0.053 4.492 135 0.000* 4.292 0.592 0.569 exercise or change in 4.407 110.751 0.000 3.723 0.875 0.569 position Quality 0.297 0.587 0.838 135 0.404 4.236 0.682 0.113 improvement 0.826 119.297 0.41 4.123 0.893 0.113 Industrial 0.118 0.732 0.897 135 0.371 4.153 0.781 0.122 safety compliance 0.896 132.453 0.372 4.031 0.809 0.122 Changes in 1.704 0.194 0.576 135 0.565 4.042 0.659 0.072 work environment 0.571 123.65 0.569 3.969 0.809 0.072 Purchase of 0.748 0.389 -0.428 135 0.669 3.931 0.678 -0.054 new equipment or -0.424 126.107 0.672 3.985 0.800 -0.054 substances Changes in 1.306 0.255 1.216 135 0.226 4.306 0.642 0.152 government or organizational 1.202 121.492 0.232 4.154 0.815 0.152 policy *Significant at 5% level (p≤.05) An independent sample t-test was carried out to determine the level of significance between the perception of site operatives and professionals on the factors that influence operatives training on building construction sites. Criteria for effect size, .01 =small effect, .06 =moderate effect, .14 =large effect [29]. The above table shows that all the variables that have their level of significant below 0.05 has less influence on operatives training as it shows a clear difference in the opinion of operatives and professionals compared to those that have their significant above 0.05 as it shows no clear difference in the opinion of operatives and professionals on construction sites. Out of fourteen variables tested. There were significant difference on organizational peer pressure scores for site operatives (Mean = 4.44, Standard Deviation= 0.625) and professionals (Mean = 3.831, Standard Deviation = 0.961; t (108.047) = 4.38, p = .00 two-tailed). The magnitude of the differences in the means (mean difference = .614, 95% Confidence Interval: .336 to .892) was large effect (eta squared = .14). There was also significant difference on high level of material wastage scores for site operatives (Mean = 4.25, Standard Deviation= 0.645) and professionals (Mean = 3.662, Standard Deviation = 0.940; t (111.72) = 4.23, p = .00 two- tailed). The magnitude of the differences in the means (mean difference = .588, 95% Confidence http://www.iaeme.com/IJM/index.asp 90 editor@iaeme.com
Factors Influencing Construction Site Operative Training in Nigeria Interval: .313 to .864) was moderate effect (eta squared = .12). There was also significant difference on promotion exercise or change in position scores for site operatives (Mean = 4.292, Standard Deviation= 0.592) and professionals (Mean = 3.723, Standard Deviation = 0.875; t (110.751) = 4.41, p = .00 two-tailed). The magnitude of the differences in the means (mean difference = .569, 95% Confidence Interval: .313 to .824) was moderate effect (eta squared = .13). This implies that this factor has little influence on operatives training as they were not unanimously agree upon by the operatives and the professionals. The table also revealed that there is no clear difference in the opinion of professionals and site operatives on poor job performance, high rate of rework, high rate of accident, changes in scope of work, technological changes, low productivity level, quality improvement, industrial safety compliance, change in work environment, purchase of new equipment or substances, changes in government or organizational policy. This implies that all this factors has a greater influence on operatives training as the view of the professionals and site operatives are the same on them. Therefore a careful consideration must be given to all this factors whenever an operative training is been organized as they play a major role in the development of operatives and the organization at large. 5. CONCLUSION AND RECOMMENDATION Training play a vital role in the development of any organization, it does dot only enhance the performance of an operative but also help in changing their attitude towards organization objectives, as such improving the organization performance and also enhancing the organization competitive advantage. But operatives in the study area tend to be trained only when there is change in government or organization policy. This suggests that this organization has more regard for policy than the development of their operatives and that the welfare of their operatives is not on their priority list. In order to improve the quality of job, performance efficiency and cope with the current trend in technological changes it is imperative for an organization to organize training for its operatives on regular bases. The study recommends that since change in government/organization policy is one of the major factors that influence operative training. Government/organization should frequently review their policy in favor of operative training ACKNOWLEDGEMENT Our profound gratitude goes to Covenant University Centre for Research, Innovation and Development (CUCRID) for securing the open access for this article. REFERENCES [1] Raja, I.S., Naeem, A., Farasat, A.B., Jwaria, N and Waqar, a, Impact of Training on Productivity of Employees: A Case Study of Electricity Supply Company in Pakistan. International Review of Management and Business Research. 3(2), 2014, pp 595-606. [2] Yisa, S. B.; Holt, G. D and Zakeri, M, Factors affecting management motivation in the Iranian construction industry: a survey of site managers, in Proceedings of the 16th annual conference, ARCOM Association of Researchers in Construction Management, 6–8 September, 2000, Glasgow, UK, 2000, pp 465–472. [3] Nduka, D.O., Amusan, L.M., Akinbile, B and Owolabi, J.D, Environmental physical quantities impact on emergence of sick building syndrome on users of public buildings in Lagos Nigeria. International journal of civil engineering and technology. 9(10), 2018, pp. 980-990 http://www.iaeme.com/IJM/index.asp 91 editor@iaeme.com
Oni O.Z, Amusan L.M, Akinbile B.F, Owolabi J.D, Ogundipe K.E [4] Ikediashi, D.I., Stephen, O.O., Oluwaseyi, A.A and Onuwa, O, An evaluation of personnel training policies of construction companies in Nigeria. Journal for Human. Ecolology, 40(3), 2014, pp 229-238 [5] Bamisile A, Building Production Management. The Professional’s Instruction Manual. Foresight Press Limited, 2004 [6] Lekan, A.M., Kehinde, A.Y., Ignatius, O and Awotunde, L, Exploring factors that influence the adoption of ICT-based building and construction informatics platforms. International journal of civil engineering and technology. 10(1), 2019, pp. 2299-2308 [7] Odusami K.T, Oyediran O.S and Oseni A.O, Training need of construction site managers. Emirates journal of Engineering Research. 18(1), 2007, PP 73-81. [8] Chan, P, Construction Training and Labour Productivity. Ph.D. Thesis, Unpublished. London University, 2005 [9] Atiomo, A.C, Practical Human Resources Management. 1st Edition. Lagos: Malt House Press Limited, 2000 [10] Ogundipe, K. E., Olaniran, H. F., Ajao, A. M. and Ogunbayo, B. F. Assessing the Impact of Quality Supervision on Construction Operatives’ Project Delivery in Nigeria. International Journal of Civil Engineering and Technology (IJCIET ) 2018. 9 (9), 426–439. [11] International Labour Organization ILO, Tripartite Meeting on the Construction Industry in the 21st Century: Its Image, Employment Prospects and Skills Requirements. ILO Office Geneva, 10th – 15th December, 2001, pp. 16, 26. [12] Construction Industry Training Board CITB, Construction skills annual report. From www.cskills.org/ uploads/annual_report_2003_tcm17-6109.pdf (Accessed on August 29, 2018), 2003 [13] Colombo E., Stanca L, The impact of training on productivity: evidence from a panel of Italian firms. International Journal of Manpower, 35(8), 2008, pp 1140-1158 [14] Sepulveda, F, Training and Productivity: Evidence for US Manufacturing Industries, Available at SSRN, 2005 [15] Konings, J. and Vanormelingen, S, the Impact of Training on Productivity and Wages: Firm Level Evidence. Discussion paper No. 244, Available at SSRN, 2009 [16] Ogundipe, K. E., Ogunde, A. O., Olaniran, H. F. Ajao, A. M., Ogunbayo, B. F and Ogundipe, J. A, Missing Gaps in Safety Education and Practices: Academia Perspectives.InternationalJournal of Civil Engineering and Technology, 9(1), 2018, pp. 2 73-289 [17] Amusan L M, Ayo C K, Oluwatobi A 2017 Managing residential building project retention money using building informatics parameters International Journal of Applied Engineering Research 12 13711-17 [18] Cole G.A, Personnel Management for Organisations. London: Kogan page, 2002 [19] Kanyago, E.N, Perceived factors influencing staff training decisions at co-operative bank of Kenya. Unpublished MSc thesis, University of Nairobi, 2016 [20] Joan, H.O, Creating a Hospitality Leadership Development Training Program for a country club. University of Nevada, Las Vegas: UNLV Thesis/Dissertations Professional Papers/ Capstones, 2012 [21] Jafari, J and Fayos, S. E, Human resources development and quality tourism: A multi- conference report. Annals of Tourism Research, 23(1), 2016, pp228-231. http://www.iaeme.com/IJM/index.asp 92 editor@iaeme.com
Factors Influencing Construction Site Operative Training in Nigeria [22] Bacon, N., and Blyton, P, Union co-operation in a context of job insecurity: Negotiated outcomes from team working. British Journal of Industrial Relations 44(2), 2005, pp 215- 23. [23] Mapelu, I. C and Jumah, L, Effect of Training and Development on Employee Turnover in Selected Medium Sized Hotels in Kisumu City, Kenya. Journal of Tourism,Hospitality and Sports, 10(3), 2013, pp125-137. [24] Salas, E. and Stagl, K. C, Design Training Systematically and Follow the Science of Training, Handbook of Principles of Organizational Behavior: Indispensible Knowledge for Evidence-Based Management, 2nd edn, Chichester: John Wiley & Sons, 2009 [25] Susomrith, P and Coetzer, A.J, An Exploratory study of factors influencing the participation in training and development of engineers in small businesses. In 27th Australian and New Zealand Academy of management conference 2013: managing on the edge, Hobart, Australia, 2013, pp1-18. [26] Conti, B. and Kleiner, B, How to increase teamwork in organisations. Journal of Quality, 5(1), 2003, pp26-29. [27] Aguinis, H. and Kraiger, K, Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60(1), 2009, pp451-474. [28] Paradise A, State of the Industry: ASTD’s Annual Review of Trends in Work place Learning and Performance. Alexandria, VA: ASTD, 2007 [29] Ojo, O, Fundamentals of Research Methods. Mushin Lagos, Standard Publications, 2003 [30] Carolyne, R.A, Factors influencing transfer of knowledge from training to work by county public service employees in vihiga county, kenya. Unpublished MSc thesis, 2016 [31] Maurer, T.J, Career-relevant Learning and Development, Worker Age, and Beliefs about Self-efficacy for Development, Journal of Management, 27(1), 2001, pp123-140. http://www.iaeme.com/IJM/index.asp 93 editor@iaeme.com