Global Journal of Human Resource Management Vol.5, No.6, pp.49-60, August 2017 ___Published by European Centre for Research Training and Development UK (www.eajournals.org) 49 ISSN 2053-5686(Print), ISSN 2053-5694(Online) TRAINING AND EFFICIENCY: A QUANTITATIVE SURVEY OF ADMINISTRATIVE OFFICIALS IN LOCAL SELF-GOVERNMENT AUTHORITIES Georgios Panagiotopoulos and Zoe Karanikola Technological Educational Institution of Western Greece ABSTRACT: This paper presents the results of a quantitative survey that was conducted on local self-government officials of the municipality of Larissa, with the aim of exploring their views on the contribution of training to their job performance. It also investigated whether these views differ according to the officials’ gender, age and seniority. The research results showed that officials recognise the benefits of training, in terms both of their personal efficiency and of the efficiency of the organisation where they work. These views do not appear to be statistically significantly different, on the basis of predefined variables. KEYWORDS: Administrative Officials, Effectiveness, Efficiency, Local Self-Government INTRODUCTION In modern society, which is marked by rapid developments, Public Administration is an important factor in socio-economic development, as it contributes to the regulation and control of the distribution of functions of the modern state (Kefis, 2005). In recent years, a general trend to decentralise public administration is noted, based on the principles of modern management and the adoption of new administration models (Total Quality Management, Fiscal Federalism Theory). According to these models, the economic and social functions of a state are more effectively administrated by a decentralised administration (Jamet, 2007). Thus, self-government is called upon to undertake ever more actions in the allocation of resources, competences and public sector staff, with the main objective of continuously upgrading the quality and effectiveness of its services (Fazel, 2003; Boaden, 1999). Within the framework of the above competencies, the quality and effectiveness of services are factors that local self-government cannot afford to ignore. In recent years, research has highlighted that the state is oft criticised as ineffective in the administrative function of its public services (Ladi & Dalakou, 2008; Spanou, 2008). Human assets, which must evolve, be strengthened, educated and trained, can make a significant contribution to changing this culture, as imposed by the new public administration model. In the context of increasing its competitiveness, cost-efficiency and the effectiveness of its services, the Municipality of Larissa has paved the way for the cooperation and networking of local, national and international bodies dedicated to lifelong learning, aiming at supporting the local community. In 2017, the UNESCO Institute for Lifelong Learning included Larissa as one of the top ten cities in the world that received the “Learning City” award. In the light of the changes brought about for local government by the “Kallikratis” program, the Municipality