Manpower Development and Productivity in Tertiary Institutions in Nigeria (a Case Study of Federal Polytechnic, Oko)
Chapter One
PURPOSE OF THE STUDY
The research was undertaken to study manpower development and productivity using the Federal Polytechnic Oko as a case study to achieve the following.
- To find out the extent to which the institution promotes manpower development.
- To find out the relationship between training and productivity in the institution.
- To discover the effect of staff training development on career expectation and job mobility.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
Manpower development is one of the foremost approaches for achieving efficiency in any organization. Therefore, it is imperative that the institution after identifying its needs should prescribe a suitable programme for training its staff for maximum contribution to the development and progress of the institution.
The school management realizing that no meaningful achievement could be made without equipping the staff with the right type of training decided to set up STAFF COMPULSORY TRAINING WORKSHOPS.
This was stated in the official Newsletter of the institution on May 17th 2010 that:
“The institution will operate a staff training and manpower development scheme whereby staff will be granted study fellowship for the purpose of research for acquisition of higher qualification and the ultimate enhancement of efficiency and value of an individual staff to the institution”.
Thus it is found that in principle, the provision for training of all categories of staff ranging from junior staff to senior staff, both academic and non-academic.
THE CONCEPT AND DEFINITION OF MANPOWER DEVELOPMENT
Onah (1995) in his work “Manpower training and development in Nigeria, the local government experience. He sees training as an organized and co-ordinate development of knowledge, skill and attitude needed by an individual to master a given situation or perform a certain task within an organization setting.
Okeke N.C. and Thayor (1997) see training as formal procedures which an organization uses to facilitate employees learning so that their behaviour contribute to the attainment of the organization as well as the individual goals and objectives.
Akpan (2001) also defined manpower training and development as the process whereby an employee is able to grow in the job, through the acquisition of wider experience of varied and tested responsibilities.
According to Ubeku (1975); He noted that employees who has not received adequate training before being assigned responsibility lack necessary confidence with which to carry out the job. He then suggested that the employee should be held to grow into more responsibility by systematic training and development so that he will be confidence enough to carry out the responsibility of job. This according to the author is because training increases the employee belief that he knows what is expected of him to originated ideas as to how best to carry out the task of the job.
Ejiofor (1981) observed that “It is one thing to equip employee with the right knowledge of what to do, it is another to guarantee the willingness to do it. This willingness of employee motivation for higher performance can be enhance not only by the kind of training that is relevant to organizational needs and objectives but also by appropriate management of the trained manpower.
Buttressing the foregoing assertion, Onah (1998) in his concluding part of his study of manpower training and development in Nigeria, the local government experience said that quality and quantity of personnel in the local government are growing no doubt but manpower planning sabotage are not satisfactory. The matriculated and inadequate staff training and development scheme in the system. The training that is undertaken is not in keeping with manpower needs that may be dicted by the manpower supply forecasting, besides, the critical neglected in training scheme. The consequences of which is the death of professional system.
OBJECTIVES OF MANPOWER DEVELOPMENT
According to Aniemeka (1999), she observed that training is a process of changing the behaviours and attitudes of employees in a direction that will increase the achievement of organizational goals. It involves teaching of technical skills to non-managerial personnel.
To promote the goal, organization members need certain “tools or abilities which training provides”. Hence, they noted that organization members need the particular manual or physical skill required to understand and accept the values that the organization is efficiency and that they need the knowledge, the factual premises of decision to select these means and action that will best accomplished the goal within value framework supplied than by the organization.
CHAPTER THREE
RESEARCH METHODOLOGY
Research methodology is a description of the study, area of the study, population, sample size etc. It is the presentation of the detail account of how the study was carried out. It equally deals with the distribution and retrieval of the instrument.
BRIEF OUTLINE OF THE STUDY
This study shows or describes the design of the study, area of the study, population, instrument for data collection etc. It comprises all the method that are in chapter three. The design of the study is plan, structure and strategy which the researcher used to obtain reliable answer to research questions posed and hypothesis formulated for the study if any.
DESIGN OF THE STUDY
This study utilized a survey research design because of the type of information needed for this investigation. This is because, the survey research focuses on people, the vital facts of the people and beliefs, attitudes, opinion motivation and behaviour of people concerning compliance and non-compliance to manpower development.
AREA OF THE STUDY
This study was carried out in Federal Polytechnic Oko, Anambra State comprising both Academic and Non-academic Staff of the institution.
POPULATION OF THE STUDY
The population comprises both the academic and non-academic staff of the institution making a total of one thousand five hundred and fifty three (1,553) staff. Among the 1,553 which is the total population of the study 451 are academic staff while 1102 are non-academic staff of the institution.
CHAPTER FOUR
PRESENTATION OF DATA ANALYSIS
Here the data collected from Federal Polytechnic Oko is been presented and analyzed.
As mention in the previous chapter, the researcher distribution questionnaire to the academic and non-academic staff of Federal Polytechnic Oko and on the whole, 318 questionnaire were distributed to both the academic and non-academic staff of the institution 270 were correctly answered and returned to the research. This shows that the respondents were interested in the study and are willing to contribute to the success of the study.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
SUMMARY OF FINDINGS
Manpower training and development in any organization either public or private is very vital if the stock of mental tools and professional’s techniques of the organization are not to become obsolete. Manpower is the most important resources in any organization and must therefore be constantly revitalized. The most effective way of doing this is true training. Some people may say that training is an injury. To those who are inclined to hold this view. Nigro and Nigro (1977) have passed this question “can we afford not to educate or train our public employees? For the foregoing, it is evidence that training and development is not being accorded the serious attention it deserves in the institution.
This study was carried out to assess the extent training acquired has led to improve performance. Training in the institution has led to greater performance and efficiency in the institution.
Training has contributed enough to duty performance and enhancement of efficiency in the service of the institution.
Training in the institution is properly developed but not effectively managed according to the responses. Training in the institution act as motivation to greater performance and productivity.
There is a generally low level of career expectation among the staff. Additional training as far as the institution is concerned is a skill enrichment career and ability to change.
CONCLUSION
In bringing this study to a close, it is important to reflect on the views of Oguyi as emphasized by Onah (1995) in our introductory part of this study. That no nation in the world can carry out any of its development programmes without adequate and competent manpower. The vital role of manpower comes into focus both in time of peace and when nation is at war. Qualified manpower is not only critical but a measure of a nation’s strength security and wellbeing. The human resources of a nation hold the key to its survival, prosperity and future economy and social development. To be able to achieve the above assertion, the management of the institution must consciously devote part of its resources to the training of its staff if it must achieve the purpose for which it was established.
RECOMMENDATIONS
Thrust of specific recommendation arising from various section of research so far, can not be made to resolve around the duties which the staff of the institution actually perform. This is because training is carried out for the purpose of enhancing efficiency and efficacy is measure in terms of the standards of the duty being performed.
A convenient starting point therefore is to emphasize that:
- The prevailing economic recession not withstanding the management of the institution should set aside at least 5% of its annual budget training and retiring of its staff. This can be given to them inform of project and book allowances and even money for the tuition fees.
- For the non-academic junior staff each section should prepare and operate a training master and each person must be given the retrained at least every three to four years depending on the number pf staff in the section. This training should be pre-requisitely for promotion or advancement in service.
iii. Management should organize or send its staff on periodic meetings, seminars, workshops conferences and refresher courses for its academic staff for not only to improve their performance but also improve their human relations at work as well.
- The institution should look into its administrative section with view to reorganizing it to adequately handle management staff with analytical minds. The majority of the staff in the institutions administration now carryout only routine assignment, a situation which has weakened the administrative machinery in the institution because of their lack of human relations and maintaining high standard. Days are gone when administration was regarded as generalist function which anybody with intelligency can perform efficiently. For the institution to achieve a high degree of management efficiently, it has to infuse a great deal of professionalism into it administration. The administrative staff with a first degree in discipline other than public administration should be encouraged to obtain a master degree in it. Other administrative staffs that are not qualified should be advised to obtain a degree or diploma or advance diploma in public administration. This will go a long way to improve their efficiency and human relations.
- There is lack of qualified staff not only in administration but in bursary section as well. This has been responsible to poor handling financial matters including staff salary. Effort should be made not only in employing qualified staff but embark upon training the existing ones that are there in relevant field. This can be in the area of accountancy, banking and finance, economics, business administration and any course that relates to that section.
- These academic staff considering the level of students they teach, especially as they are preparing them to be teachers themselves having professional qualification in education are very vital. This will enable them to know the principal and techniques of imparting knowledge to students therefore, the academic staff that have not yet professionalism in her course should be advised to go for post graduate, diplomas in any of the universities that offers the course. These exercises if appropriately executed will benefit both the staff and students and the institution in general.
LIMITATIONS OF THE STUDY
This study is confined to only manpower development and productivity in the Federal Polytechnic Oko.
In carrying on this research, some problem were encountered, one of which was in accessibilities of the researcher to record the committee for staff training and development scheme.
In some cases, several trips were made to the offices of those whom the researcher gave the questionnaire to in order to retrieve them, but they were reluctantly to fill them, some even misplaced their own. There was the problem of finance which delayed the speed of the researcher’s work.
SUGGESTION FOR FURTHER STUDY
The researcher will like to suggest that this study should be repeated in other parts of the country and more tertiary institution should be used as a case study.
REFERENCES
- Akpan, (2001). Management in Nigeria, Theories and Issues. Onitsha: African Educational Publisher.
- Aniemeka, I.G. (1999). Pragmatic Dimension to Personnel Management. Onitsha: Optimum Publisher.
- Ejiofor, P. (1981). Public Personnel Administration. New York: Hamper and Low Publishing Coy.
- Okeke, N.C. and Thayer, (1997). Modern Public Administration. New York: Heiners and Row Publisher Inc.
- Okoli, F.O. (1995). Manpower Planning and Development in Nigeria. The Local Government Experience in Ikejemi Clerk.
- Ubeku, (1975). Management Theory and Practice. Lagos: Africa Feb Publisher.
- Ugbo, I.E. (2000). Dynamic of Public Enterprise Management in Nigeria. Awka: First Foundation Publisher.
