Impact of Manpower Development on Organizational Performance
CHAPTER ONE
Objectives of the Study
The aim of this study is to evaluate the impact of manpower development on the performance of FCDA. Specifically objectives of this study are:
- To examine the training policies implemented in FCDA.
- To examine the effectiveness of the policies in achieving its stated
- To examine if there is a relationship between training and manpower development in FCDATo determine if training have significant impact on manpower development in FCDA.
- To examine the problems and solutions associated with the training policies implemented by FCDA.
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter entails a review of related literature on the issue of Manpower development the concept of manpower development, conditions necessitating manpower development of employee, needs for manpower development, factors affecting individual development, techniques for manpower development, controlling development as well as the evaluation of manpower development e.t.c.
Concept of Manpower development
According to Maureen, (2001) “manpower development is the process of teaching, informing or educating people so that they may become as well qualified as possible to their work and so that they become qualified to perform in positions of greater difficulty and responsibility”. Also Flippo (1997) conceptualize manpower development as “calculated effort at increasing an manpower skill for doing a particular job and developing a person’s knowledge for a national purpose”. From the above definitions, it can be deduced that staff manpower development and development are deliberate efforts of an organization aimed at improving the knowledge, skill and behavioural modification required to perform a given task by the individual or manpower.
Staff manpower development is a complex mixture of activities intended to improve the development of individuals and groups within the organization. Stoner (2005) sees manpower development as teaching technical skills to non-managerial personnel. Roberts and Wayne (2006) combine the two concepts into one definition thus: “manpower development and development is the heart of a continuous effort designed to improve manpower’s competency and organizational development”. According to David Roach (2004) “manpower development is an experience, a discipline or systematic action which causes people to acquire new skills and knowledge and predetermined behaviour. Another scholar, Robert and Coayne (2005), manpower development is the provision of skills and knowledge needed for present job”. According to Nwachukwu (2004), “manpower development is the organizational effort which is been aimed at helping an manpower to acquired basic skills required for the efficient execution of the functions for which he/she was hired”. The definition put by Nwachukwu highlighted the acquisition of skill and responsibility for efficient development. Manpower development is also directed in helping manpowers to perform better on their current jobs while development represents future-oriented investment. Reilly (2001) defined manpower development as “the development of a person’s knowledge, skills and attitudes for a vocational purpose.”
Campbell (1971) argues that there exists a distinction between Manpower development and Development. According to him; manpower development is designed for non-managers while development is aimed at managerial personnel. He also indicated that manpower development courses are typically designed for short term and stated set purpose, such as the operation of some machinery, equipment etc. while development involves a broader education for long term purposes.
Fitzgerald (1992) also insists that Manpower development differs from development. He explains that Manpower development is reserved for people who have to be brought up to performing level in some specific skills and that these skills are almost always behavioural as distinct from conceptual or intellectual. Development in contrast is considered to be more general than manpower development and more oriented to individual needs in addition to organisational needs and it is most aimed towards management people. Development is a broad, ongoing multi-faceted set of activities (manpower development activities among them) to bring someone or an organization up to another threshold of development, often to perform some job or new role in the future. Manpower development tries to improve a specific skill relating to a job whereas development aims at improving the total personality of an individual.
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
This chapter deals with the basic methods and sources of data and procedures used in the gathering and analysis of data. This is used for the purpose of obtaining data to enable the researcher test hypothesis or answer research questions. It is an outline of a scheme that serves as a useful guide to the research in his effort to generate data for this study.
In this chapter, the research designs issues such as population and the sample, variables and the measures used, data collection method and data analysis techniques are discussed.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
Introduction
This chapter deals with data that are collected from the field (i.e. primary source). This study utilized questionnaire as its major instrument for data collection from the field. This chapter contains aspect such as the presentation and analysis of the data gotten from the field, the testing of hypotheses and discussion of major findings. Statistical tool such as tables and chart were utilized. Chi-square was used to test the formulated hypotheses.
The questionnaire used close ended questions. It was structured into two (2) sections. The first section contains the Bio data of respondents, the second section centre on question that will answers research questions of the study, out of the 120 questionnaire administered i.e. 57 in Field workers and 63 in Office workers, 107 were returned and 13 were not returned.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary
The first chapter of this study contains issues such as the background to the study, the problem statement, research questions, objectives of the study, the formulated hypotheses, the significance of the study, the scope of the study, limitation of the study and the definition of terms.
The second chapter which titled the literature review contains the conceptual exploration of manpower development, condition requiring manpower development in FCDA, objectives of manpower development, determining manpower development needs, praxeonomy of manpower development, manpower development and the theoretical framework adopted for the study.
The third chapter contains the research methodology used for this research work. The research design was highlighted with the population of the study, the sample size and sample technique, Sources of data, method of data collection and analysis techniques were areas of focus for this chapter.
The forth chapter contains the presentation and analysis of data gotten from the field, the testing of the formulated hypotheses, and discussion of major findings. Statistical tools such as tables and chart were to analyze questions from the questionnaire whereas Chi-square was used to test the formulated hypothesis.
The last chapter of the study contains the summary of the whole work, the conclusions which were drawn in the course of the study and the proffered recommendations which were provided for improvement.
Conclusion
The primary objective of manpower development is to promote human learning which results in a relatively change in behaviour that occurs as a result of practice and experience. All manpower development are directed, changing people, their knowledge, experience, attitude and other element of their behaviour.
The purpose of manpower development is therefore, to equip manpower with the knowledge, skills and attitude to enable them contribute to higher productivity. Fewer mistakes and greater job satisfaction. Manpower development in FCDA enable manpower to cope with organisational social and development potentials or remanpower development.
The impact of qualified manpower in the growth of any organisation can hardly be overstated. No nation is known to have attained sustained high level of success without an ample supply of qualified manpower. Of all the factors that unlock the forces of organisation development, organisational human resources is most vital, for without it, all the other factors have to wait, changes in the quality of work force account for the rapid growth and success in FCDA.
Based on the test of hypothesis of the study it is concluded that there is significant relationship between manpower development & development and manpower development in FCDA and also the study found out that there is positive impact of manpower development &development on manpower development in FCDA. Other conclusion are as follows:
- That organisation cannot survive without manpower developent and that manpower sees manpower development as a motivator to their
- That manpower developent leads to higher organizational profitability in an organisation and that manpower developent can lead to improved
- That the organisations value and encourages manpower developent and that the management provides adequate room for manpower developent in the
- That management utilizes appropriate method for manpower developent in the organisations.
Recommendations
Recommendations provided in this study are:
- There is the need for manpower in the organisation to be evaluated after manpower development to ascertain the level of improvement of the
- Management of the organisation should made manpower developent a policy in the organisation. This would pave way in improving developments and increasing level of profitability.
- The management of the organisation should harmonize the manpower development needs of the organization with the objectives of the organisation manpower development needs should be tailored toward the organizational
- Manpower developmentin the organisation should be accompanied with certain
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