EFFECTS OF MANPOWER TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE. A CASE STUDY OF OJI RIVER LOCAL GOVERNMENT AREA OF ENUGU STATE
ABSTRACT
The effects of manpower training and development on organisational performance were investigated in this study; A case study of the Oji River local government area in Enugu State. In this study, a survey design was used, as well as simple random sampling procedures. The population was made up of employees from the oji River local government area in Enugu state. The researcher purposely chose 53 responders for the sample size, and 50 were verified. For data collection, a self-created and verified questionnaire was employed. Frequency tables were used to analyse the gathered and approved surveys. The data show that there is manpower training and development in the oji River local government region. The study also discovered that manpower training improves the production of the oji River local government district. As a result, organisations and their training partners should implement effective training delivery strategies to guarantee that training programme participants make the most of their opportunities and contribute meaningfully to driving performance, growth, and competitiveness on the regional and worldwide market. In addition, proper on-the-job training should be provided. This has the potential to improve the organization’s performance.only to name a few.
CHAPTER ONE
INTRODUCTION
1.1 Background Of The Study
In a growing country like Nigeria, training and development of manpower resources is critical to the performance of nearly all corporate organisations. Because it is difficult for any business organisation to function without appropriate workforce, it is an essential tool for any company organisation. Managers must be able to improve their performance through well-designed training and development programmes in order to perform successfully. These training courses might range from on-the-job training to introducing managers to new tactics used in current office settings.
Manpower development and training must be based on a need analysis generated from a comparison of “actual performance” and behaviour with “needed performance” and behaviour. Manpower training and development is one of the most important ways organisations invest in their personnel today and in the future.
Organisations are facing increased competition as a result of globalisation, changes in technology, political and economic environments (Evans, Pucik, & Barsoux 2002, 32), prompting these organisations to train their employees as one of the ways to prepare them to adjust to the aforementioned increases and thus improve their performance. It is critical not to dismiss the overwhelming evidence of knowledge expansion in the business corporate sector during the previous decade. This expansion has been fueled not just by technological advancements and a mix of production elements, but also by greater attempts to enhance organisational human resources.
It is consequently every organization’s obligation to improve employee work performance, and undoubtedly adoption of training and development is one of the primary measures that most firms must take to accomplish this. As it is obvious that employees are a valuable resource, it is critical to maximise employees’ contributions to the company’s purposes and goals in order to maintain successful performance. As a result, managers must assure an appropriate supply of workers who are technically and socially competent, as well as capable of progressing into specialised departments or management roles (Afshan, Sobia, Kamran, & Nasir 2012, 646).
In many cases, the issue of why human resources are vital may emerge. Given that human resources represent the firm’s intellectual property, workers are a valuable source of getting a competitive advantage (Houger 2006), and training is the sole means of creating organisational intellectual property through employee capabilities.
In order to be successful. Human resources must be obtained and utilised efficiently by organisations. Organisations must thus design their human resource management in ways that fit within their organisational structure in order to achieve their aims and objectives. Furthermore, it is critical for organisations to support their workers in acquiring the appropriate skills and increasing dedication.
Human resource management in Nigeria in general, and Power Holding Company of Nigeria (PHCN) in particular, is tough since most organisations have difficulty locating appropriate human resources.
This may be due in part to the various types of challenges that exist in the African business setting, such as political instability, corruption, bureaucracy, inadequate infrastructure, low levels of education and purchasing power, illnesses, and starvation (Kamoche 2002, 994 – 995).
The fastest expanding sector of personnel activities is training, which is a critical aspect of human management. Training, defined as a course of nutrition and exercise for building workers’ emotional, cognitive, and psychomotor skills, assists organisations in having a critical way of developing the employee towards increasing his output. Some organisations go over and above by building their own schools for training and retraining their employees at no cost to the trainee.
The primary goal of training and development programmes in service organisations is to boost staff productivity. Productivity, on the other hand, is the end product of training and development as well as a measure of the output of the outcome from a given input. Managers play a critical role in the service organisation in the achievement of organisational goals; as a result, he must be continually exposed to regular training programmes to improve his abilities and enable him to adapt to the technologically advanced world of business.
When it comes to achieving organisational goals, the management function known as “manpower planning and development” is vitally essential. To achieve the goals established, it is vital to prepare for the various resources that will be required, such as time, money, and people. It is critical to emphasise that it is the job of the employees to bring together the many resources in the organisation in the most effective way possible in order to achieve the business’s goals. In today’s globalised world, there are an increasing number of reasons that people are the key to achieving a competitive advantage over other firms. When competing organisations have access to the same non-human resources, such as money, raw materials, plants, technology, hardware, and software, disparities in economic success can be ascribed to differences in worker performance. This is the case when competing organisations are given access to identical non-human resources. To put it another way, the quality of an organization’s human resources determines whether or not the organisation is successful; this fact justifies the rationale for planning for and cultivating personnel in the various units of the organisation in order to achieve the goals that have been established.
According to Ake (2001), the development of indigenous personnel to serve as a driving force for national growth and development is unquestionably critical to Nigeria’s socioeconomic and political development. This is especially important when considering the concept of technology transfer as a driving factor for the development of developing nations, particularly Nigeria (Ake 2001). However, it is important to note that the government’s and the organised private sector’s lack of emphasis on manpower planning and development as a tool for development in Nigeria could be attributed to a lack of understanding of both the concept and methods for manpower planning and development in a postcolonial Nigerian state. This is because colonialism corrupted the process of manpower planning and development for national prosperity. The Nigerian government and organised business sector have failed to lay sufficient focus on (Ekpo 2009). Thus, manpower planning and development became an elitist design intended to favour a capitalist mode of production in which labour was pushed to the background among production components. This was done to promote the capitalist mode of production (Omodia, 2009:113).
The effectiveness of an organisation is dependent on its workers doing their duties in an efficient and effective manner. The workforce’s abundance of information, abilities, and talents is directly proportionate to its ability to perform its obligations in an efficient and effective manner. For the most part, the process of creating organisational competencies and capacities is a continual development or exercise. Because of the inevitable march of time and the never-ending obsession with social change, workers must be able to adapt and continue to prepare for their employment just as much as they must initially gain knowledge and abilities. This is not achievable in an organisation that does not prioritise the development and improvement of employees’ competencies. Every executive, manager, or supervisor in a public or private organisation has the responsibility, if not the legal obligation, to ensure the growth of their staff with the necessary knowledge and competence in order to maximise the organization’s productivity and efficiency. This is required in order for the organisation to meet its aims of maximising both production and efficiency (Dada, 2004).
1.2 Statement Of The Problem
The effort to nurture a nation’s human capital is a tremendous barrier for growing countries. This is because the rest of the world is so far behind and will require enormous amounts of labour and money to catch up. The fact that Nigeria has such a vast population, a diverse variety of sociocultural traditions, an immature political culture, and a lot of individuals placing their hopes on the country to free the black race all add to the difficulties of our predicament. The good news is that there is grounds for great optimism since the country has more than enough human capital capacity to address the problem if it is harnessed, mobilised, and skillfully directed. The bad news is that these potentials have yet to be fully realised.
As a result, it faces a number of challenges, including a lack of qualified instructors and consultants to lead capacity building courses; a lack of essential capacity building tools; and a lack of effective communication within the organisation, which prevents the majority of employees from being aware of capacity building opportunities that are available to them.
1.3 Objectives Of The Study
The general objectives of this study is to examine the effects of manpower training and development on organizational performance. A case study of oji River local government area of Enugu State. The specific objectives include:
- To ascertain the quality of manpower training and development in oji River local government area.
- To find out if there are manpower training and development in oji River local government area.
- To examine the effects of manpower training and development on the productivity of oji River local government area.
- To investigate if oji River local government area gives incentives to their employee in order to motivate them.
1.4 Research Questions
The relevant research questions related to this study include the following:
- Are there quality of manpower training and development in oji River local government area?
- Are there manpower training and development in oji River local government area?
- What is the effects of manpower training on the productivity of oji River local government area?
- Does oji River local government area give incentives to their employee in order to motivate them?
1.5 Significance Of The Study
Before the programme to be judged effective, the aims, benefits, and methods of the personnel training programme must be thoroughly understood. As a consequence, if this programme is appropriately implemented or carried out, it will result in an increase in staff effectiveness, efficiency, and productivity, all of which contribute to the achievement of the business’s objectives.
Furthermore, the findings of this study, as well as the implications and recommendations that can be derived from them, will be extremely useful to students of business administration and management, as well as those studying other related disciplines. The management team of the oji River local government region will find the study useful not just for putting its results into action, but also for doing more research on the subject.
1.6 Scope Of The Study
This study is structured to covers the effects of manpower training and development on organizational performance. A case study of oji River local government area of Enugu State, the manpower training and development in oji River local government area, and the effects of manpower training on the productivity of oji River local government area. Hence, the respondents for this study will be obtained from oji River local government area, Enugu state.
1.7 Limitation Of The Study
Like in every human endeavour, the researcher encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. More so, the researcher simultaneously engaged in this study with other academic work. As a result, the amount of time spent on research will be reduced.
Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.
1.8 Definition Of Terms
- Development: This deals with the activities undertaken to expose an employee to perform additional duties and assume positions of importance in the organizational hierarchy.
- Effectiveness: This simply means doing the right things well.
iii. Efficiency: This means doing it right .
- Manpower: This involved all employees organization ranging from chief executive down to line.
- Organization: This is an economic establishment set up with the aim of maximizing profit.
- Productivity: This is a measurement of the efficiency of production, a ratio of output to input keg 10 unit per manpower.
vii. Training: This is the systematic process of altering the behavior of employees to synchronize with organizational goals.
viii. Evaluation: This is the weight of an individual fitness for a job in terms of the job, duties or requirement.
1.9 Organization of the Studies
The study is categorized into five chapters. The first chapter presents the background of the study, statement of the problem, objective of the study, research questions and hypothesis, the significance of the study, scope/limitations of the study, and definition of terms. The chapter two covers the review of literature with emphasis on conceptual framework, theoretical framework, and empirical review. Likewise, the chapter three which is the research methodology, specifically covers the research design, population of the study, sample size determination, sample size, and selection technique and procedure, research instrument and administration, method of data collection, method of data analysis, validity and reliability of the study, and ethical consideration. The second to last chapter being the chapter four presents the data presentation and analysis, while the last chapter (chapter five) contains the summary, conclusion and recommendation.
Do you need help? Talk to us right now: (+234) 08060082010, 08107932631 (Call/WhatsApp). Email: [email protected].IF YOU CAN'T FIND YOUR TOPIC, CLICK HERE TO HIRE A WRITER»
