TRAINING AND ORGANIZATIONAL PERFORMANCE OF OIL AND GAS COMPANIES IN RIVERS STATE

Abstract

This study investigated the relationship between training and organizational performance of oil and gas companies in Rivers State, Nigeria. Guided by the Human Capital Theory and Resource-Based View, the study examined training as a predictor of operational efficiency and market share. A correlational survey design was adopted, and data were collected from 201 managers drawn from multinational and indigenous oil and gas firms. Spearman Rank Order Correlation Coefficient was used to test the hypotheses at a 0.05 level of significance. The results revealed a strong and significant positive relationship between training and both operational efficiency (ρ = 0.684, p < 0.05) and market share (ρ = 0.611, p < 0.05). The study concludes that training is a critical organizational resource that enhances efficiency, competitiveness, and resilience in oil and gas companies. It recommends that firms institutionalize continuous and structured training programs to improve efficiency and strengthen market competitiveness.