AN EXAMINATION OF THE IMPACT OF TRAINING AND DEVELOPMENT OPPORTUNITIES ON EMPLOYEE RETENTION IN FINANCIAL INSTITUTIONS IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Effective job training and development programmes have a crucial role in employee retention across firms and organizations (Samuel & Chipunza, 2019). Employee retention is crucial in the global setting as it significantly contributes to the long-term well-being and success of financial institutions. It also serves as a strategic advantage by enhancing competitiveness. However, this phenomenon occurs due to the growing competition among organizations to attract top-tier individuals in order to accomplish their organizational objectives (Abdullah, 2021). According to Chew (2018), human capital is seen as a crucial and irreplaceable resource for the existence of organizations. Furthermore, Cole (2022) states that training and development are aimed at enhancing the knowledge, skills, and competencies of employees. Cole further anticipates that a company's spending in both technical and non-technical training will positively influence the amount to which the company effectively enhances the abilities and knowledge of its employees. These factors ultimately compel an individual to remain within a business. Additionally, human resource managers have the crucial responsibility of understanding how to foster strong loyalty and commitment among employees towards their businesses. This is particularly true because the inflationary patterns observed in the market economy are increasing competition in the employment market. Beyond that, employee retention is a significant difficulty that many financial institution are currently confronting. Kane (2019) asserts that a crucial element in retaining employees is providing them with the chance to further cultivate and enhance their job-related and career-advancing abilities. The training and development opportunity fosters dedicated and expanding employee who reap benefits for both their organization and themselves. According to Kaye and Jordan-Evans (2020), there are certain undisclosed aspects of employees' desires for training and development possibilities. These aspects extend beyond external training classes and seminars. Likewise, Porter (2021), asserts that training and development plans do not guarantee that employees will stay in organizations. Instead, the initiatives serve as a way for firms to demonstrate their dedication to their employees. Porter further discovered that staff retention depends on the attractions both within and outside the organization. Therefore, a survey will be conducted in order to examine the impact of training and development opportunities on employee retention in financial institutions in Cameroon.

1.2 Statement of the Problem

Employee retention is highly significant in the global setting. Majority of organizations are evaluated based on their turnover rate. The rate of employee turnover has a direct impact on the overall performance and success of an organization. However, low turnover indicates that the organization is effectively maintaining its skilled personnel by offering them a superior work environment, hence enhancing the performance of each individual employee. In the current advanced corporate landscape. There is a requirement to prioritize the significance of human resources inside the organization. This facilitates the enhancement of production and the optimal utilization of resources. Consequently, organizations frequently endeavour to retain proficient personnel by preventing them from seeking employment elsewhere, as it has become increasingly challenging to retain efficient individual (Jaseel, 2019). Due to the dynamic and competitive nature of the financial institution, innovative human resource development practices must focus on equipping employees with new and diverse skills, ensuring their flexibility to respond to current changes. These practices should address not only job security but also enhance job satisfaction (Barrows & Wesson, 2018). However, this approach is crucial because the best asset in an organization is its employees—specifically, skilled and competent individuals who require effective management to ensure job satisfaction and retention. In the Cameroonian financial institutions, there is a high potential for attrition due to poor human resource development practices. Issues such as lack of job security and dissatisfaction, which stem from industry adjustments, contribute significantly to high turnover rates (Gorde, 2019). Prior studies indicate that firms adopt several strategies to retain employees, including training, conducive work environment, salary, and so on.  Various types of training, such as on-the-job training, occupational training, general training, and specific training, are provided to employees for this purpose (Hocquet, 2019; Ranger, 2022). An organization is greatly concerned about the lack of labour and its primary goal is to retain employees, particularly those who are skilled (Moncarz et al., 2018; Deckop et al., 2019; Huang et al., 2018; Glen, 2019). Nevertheless, training plays a crucial role in several HRM methods aimed at retaining and developing employees. Thus, it is in the light of these that the study seeks to examine the impact of training and development opportunities on employee retention in financial institutions in Cameroon.

1.3 Objectives of the Study

The main purpose of this study is to examine the impact of training and development opportunities on employee retention in financial institutions in Cameroon. Specifically, the study will;

Assess the extent to which training and development of employees impact on employee retention in financial institutions in Cameroon. 

Assess the effects of training and development opportunities on the retention of employees in financial institutions in Cameroon. 

Assess the challenges employees face in undergoing training and development programmes in financial institutions in Cameroon. 

1.4 Research Questions

The following questions have been prepared for the study:

To what extent do training and development programs impact employee retention in financial institutions in Cameroon?

What are the effects of training and development opportunities on employee retention in financial institutions in Cameroon?

What challenges do employees face when undergoing training and development programs in financial institutions in Cameroon?

1.5 Research Hypotheses

Ho: Training and development opportunities have no significant impact on employee retention in financial institutions in Cameroon.

Ha: Training and development opportunities have a significant impact on employee retention in financial institutions in Cameroon.

1.6 Significance of the Study

The findings of this study managers will enhance job satisfaction, reduce turnover rates, and build a more skilled and loyal workforce. Also, it will assists HR professionals in advocating for essential resources and support from senior management to establish extensive training programmes that target skill deficiencies and promote career progression, ultimately enhancing employee retention.Furthermore, employees will benefit from this study training and development opportunities that enhance their skills and career prospects. Additionally, subsequent researchers will use it as a literature review. This means that other students who may decide to conduct studies in this area will have the opportunity to use this study as available literature that can be subjected to critical review. Invariably, the result of the study contributes immensely to the body of academic knowledge with regard to the impact of training and development opportunities on employee retention in financial institutions in Cameroon.

1.7 Scope of the study

The scope of this study is boarded on the impact of training and development opportunities on employee retention in financial institutions in Cameroon. Empirically, this study will assess the extent to which training and development of employees impact on employee retention, the effects of training and development opportunities on the retention of employees and the challenges employees face in undergoing training and development programmes in financial institutions.

Geographically, the study will be delimited to employees in financial institutions in Cameroon.

1.8 Limitation of the study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. In addition, there was the element of researcher bias. Here, the researcher possessed some biases that may have been reflected in the way the data was collected, the type of people interviewed or sampled, and how the data gathered was interpreted thereafter. The potential for all this to influence the findings and conclusions could not be downplayed. 

More so, the findings of this study are limited to the sample population in the study area, hence they may not be suitable for use in comparison to other schools, local governments, states, and other countries in the world.

1.9 Definition of Terms

Employee retention: is the ability of an organization to keep its employees engaged and committed to their jobs for an extended period. It involves implementing strategies and practices to retain talented and skilled employees within the organization, thus reducing turnover rates.

Employee turnover: the rate at which employees leave an organization and need to be replaced. 

Training and development opportunities: refer to structured programs and activities provided by financial institutions to enhance the skills, knowledge, and competencies of their employees.

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