Kelechi Charles Chukwudi, Adewale Omotayo Osibanjo, Precious Bolanle Bolodeoku, Iynda Opeyemi Ogunyemi, Jonathan Fortune Ipelke, Chijindu Okpalaoka
A significant challenge in the Nigerian work environment is the challenge of productivity. This challenge has been attributed to a long-held emphasis on training which is concerned with the immediate benefit of the organisation. This study examined the impact of Monitoring and evaluation of learning and development outcomes on employee productivity. This study measured how far the Nigerian corporate world has adjusted to this trend. The scope of the survey cut across the Nigerian telecommunication companies. Specifically, the objective of the study was to determine how Monitoring and evaluation of learning and development outcomes impact employee productivity variables (employee problem-solving skills, employee effectiveness, employee efficiency, and employee innovation and creativity). The population of the study consists of all employees who are engaged in the operations of the three main mobile service providers in Lagos state which was a total of 359. The sample size of 359 was arrived at using a census approach because the population of all the three firms’ customer service centres and total number of employees of their customer service centres are within the Lagos geographical location. The study adopted the survey research design to generate findings from quantitative data. Results were analysed with structural equation modelling with Path coefficients, and T-statistics used to measure the variables. From the study’s findings, variables measured had a high effect on each other, with Monitoring and evaluation of learning and development outcomes directly and significantly influencing employee productivity. It was recommended that management ought to implement strategies such as bonuses and recognition to encourage active learning among employees in the organisation and must assess the learning requirements of individual employees and cater for their learning needs.