{"id":22671,"date":"2026-10-28T00:00:39","date_gmt":"2026-10-28T00:00:39","guid":{"rendered":"https:\/\/journals.amssr.org\/grjbm\/?p=22671"},"modified":"2026-10-28T00:00:47","modified_gmt":"2026-10-28T00:00:47","slug":"effect-of-training-and-development-on-employee-commitment-in-cadbury-nigeria-ikeja-lagos","status":"publish","type":"post","link":"https:\/\/journals.amssr.org\/grjbm\/2026\/10\/28\/effect-of-training-and-development-on-employee-commitment-in-cadbury-nigeria-ikeja-lagos\/","title":{"rendered":"EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE COMMITMENT IN CADBURY NIGERIA, IKEJA LAGOS"},"content":{"rendered":"\n<div data-wp-interactive=\"core\/file\" class=\"wp-block-file\"><object data-wp-bind--hidden=\"!state.hasPdfPreview\" hidden class=\"wp-block-file__embed\" data=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/EFFECT-OF-TRAINING-AND-DEVELOPMENT-ON-EMPLOYEE-COMMITMENT-IN-CADBURY-NIGERIA-IKEJA-LAGOS.pdf\" type=\"application\/pdf\" style=\"width:100%;height:600px\" aria-label=\"Embed of EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE COMMITMENT IN CADBURY NIGERIA, IKEJA LAGOS.\"><\/object><a id=\"wp-block-file--media-aa866e0e-d08c-49b5-b0c7-538a3568497c\" href=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/EFFECT-OF-TRAINING-AND-DEVELOPMENT-ON-EMPLOYEE-COMMITMENT-IN-CADBURY-NIGERIA-IKEJA-LAGOS.pdf\">EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE COMMITMENT IN CADBURY NIGERIA, IKEJA LAGOS<\/a><a href=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/EFFECT-OF-TRAINING-AND-DEVELOPMENT-ON-EMPLOYEE-COMMITMENT-IN-CADBURY-NIGERIA-IKEJA-LAGOS.pdf\" class=\"wp-block-file__button wp-element-button\" download aria-describedby=\"wp-block-file--media-aa866e0e-d08c-49b5-b0c7-538a3568497c\">Download<\/a><\/div>\n\n\n\n<p class=\"has-medium-font-size\"><strong>DOWNLOAD<\/strong><br><br><strong>ABSTRACT <\/strong><\/p>\n\n\n\n<p><em>Employee commitment remains a major concern in manufacturing organisations because inadequate or poorly aligned training may weaken employees\u2019 skills, loyalty and willingness to remain with the organisation. This study examined the effect of training and development on employee commitment in Cadbury Nigeria, Ikeja, Lagos, focusing on training needs assessment, training delivery methods and career development opportunities. The study was anchored on Human Capital Theory and Social Exchange Theory and adopted a survey research design. From a working population of 360 full-time employees, a sample of 190 respondents was determined using the Taro Yamane formula. Data were collected through a structured questionnaire, with 178 valid responses representing a 93.7% response rate. Descriptive statistics and multiple regression analysis were employed. The findings revealed that training needs assessment, training delivery methods and career development opportunities had positive and statistically significant effects on employee commitment. Jointly, the predictors explained 61.2% of the variation in employee commitment, while career development opportunities recorded the strongest standardised effect. The study concluded that systematic training and development significantly strengthen employee commitment sustainably. It recommended regular training needs assessment, practical blended training approaches and stronger alignment between employee development, career progression and promotion opportunities to enhance long-term organisational commitment.<\/em><\/p>\n\n\n\n<p><strong><em>Keywords:<\/em><\/strong><em> Training and Development, Training Needs Assessment, Training Delivery Methods, Career Development, Employee Commitment<\/em><br><br><br><strong>References<\/strong><\/p>\n\n\n\n<p>Abiona, B.G., Olaoye, F.O., Ayinde, A. F.O., Oyekale, T.O., Adeyeye, O.A., Sodipe, R.O., &amp; Fakoya, E.O. (2024). Organisational culture on employees\u2019 commitment: Implications from federal colleges of agriculture in Southwest, Nigeria. <em>FUDMA Journal of Sciences, 7<\/em>(6), 171\u2013177.<\/p>\n\n\n\n<p>Aruoren, E.E., &amp; Echewa, O.B. (2023). Employee training, development, and empowerment as predictor of employee retention in consumer goods companies in Nigeria. <em>Iconic Research and Engineering Journals, 7<\/em>(3), 321\u2013331.<\/p>\n\n\n\n<p>Becker, G.S. (1964). <em>Human capital: A theoretical and empirical analysis, with special reference to education<\/em>. University of Chicago Press.<\/p>\n\n\n\n<p>Blau, P.M. (1964). <em>Exchange and power in social life<\/em>. Wiley.<\/p>\n\n\n\n<p>Cadbury Nigeria Plc. (2025). <em>Annual report and financial statements for the year ended 31 December 2024<\/em>. Cadbury Nigeria Plc.<\/p>\n\n\n\n<p>Creswell, J.W., &amp; Creswell, J.D. (2018). <em>Research design: Qualitative, quantitative, and mixed methods approaches<\/em> (5th ed.). SAGE Publications.<\/p>\n\n\n\n<p>Hosen, S., Hamzah, S.R., Ismail, I.A., Alias, S.N., Aziz, M.F.A., &amp; Rahman, M.M. (2024). Training and development, career development, and organizational commitment as the predictor of work performance. <em>Heliyon, 10<\/em>(1), e23903.<\/p>\n\n\n\n<p>Indabawa, M.U. (2025). Evaluating the contributions of employee training and development to personal and organizational performance: A study of Al-Hassan Plastic Industry, Kano State. <em>GAS Journal of Economics and Business Management, 2<\/em>(12), 217\u2013232.<\/p>\n\n\n\n<p>Khan, A.J., Bashir, F., Nasim, I., &amp; Ahmad, R. (2021). Understanding affective, normative and continuance commitment through the lens of training and development. <em>iRASD Journal of Management, 3<\/em>(2), 105\u2013113.<\/p>\n\n\n\n<p>Musa, A., Ijaiya, M.A., &amp; Dauda, C.K. (2023). Training and development on employee performance of Nigerian universities in North-East Nigeria. <em>African Scholar Journal of Entrepreneurship and Research in Leadership and Policy, 28<\/em>(7), 9\u201323.<\/p>\n\n\n\n<p>Okwurume, C.N. (2023). Employee training and organizational performance of selected banks in Rivers State. <em>Nigerian Journal of Management Sciences, 24<\/em>(2b), 127\u2013132.<\/p>\n\n\n\n<p>Otuohere, J.N. (2021). Employee commitment and organizational performance in hospitality industries in South-East, Nigeria. <em>International Journal of Business and Law Research, 9<\/em>(2), 114\u2013126.<\/p>\n\n\n\n<p>Saunders, M., Lewis, P., &amp; Thornhill, A. (2019). <em>Research methods for business students<\/em> (8th ed.). Pearson.<\/p>\n\n\n\n<p>Taherdoost, H. (2022). Designing a questionnaire for a research paper: A comprehensive guide to design and develop an effective questionnaire. <em>Asian Journal of Managerial Science, 11<\/em>(1), 8\u201316.<\/p>\n\n\n\n<p>Yamane, T. (1967). <em>Statistics: An introductory analysis<\/em> (2nd ed.). Harper and Row.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>DOWNLOAD ABSTRACT Employee commitment remains a major concern in manufacturing organisations because inadequate or poorly aligned training may weaken employees\u2019 skills, loyalty and willingness to remain with the organisation. This study examined the effect of training and development on employee commitment in Cadbury Nigeria, Ikeja, Lagos, focusing on training needs assessment, training delivery methods and career development opportunities. The study was anchored on Human Capital Theory and Social Exchange Theory and adopted a survey research design. From a working population [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":21662,"comment_status":"open","ping_status":"0","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19,224,222],"tags":[],"class_list":["post-22671","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-grjbm","category-vol-6-issue-2","category-volume-6"],"_links":{"self":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22671","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/comments?post=22671"}],"version-history":[{"count":1,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22671\/revisions"}],"predecessor-version":[{"id":22673,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22671\/revisions\/22673"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/media\/21662"}],"wp:attachment":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/media?parent=22671"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/categories?post=22671"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/tags?post=22671"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}