The Effect of Manpower Training and Development on Employees Periodic Productivity in an Organization a Study of the Nigerian Television Authority Umuahia. (NTA) 2006 – 2012
CHAPTER ONE
OBJECTIVES OF THE STUDY
The purpose for this research is to probe into the evaluation of the effect of manpower training and development in service organization using Nigerian Television Authority Umuahia. (NTA) as a case study with a view to find out how the organization is performing in terms of its employees training and development.
The following are the specific objectives of the study:
1) To examine if training and development enhances employees’ skill and knowledge
2) To examine the effect of employees training and development on employees’ performance and productivity
3) To examine adequate training facilities that could help to improve the manpower training and development.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Conceptual Issues of Manpower Training and Development
Staff training and development come under the purview of personal function in most organization, whether public or private. The importance of staff training and development in any organization is clear if we recognize the fact that the structure that sustains it depends on the individuals that operates the structure. Staff training and development can occur simultaneously or complementary, but the two do not necessarily have direct relations to each other. Training on the Job and some form of in-service training are examples of training being designed or intended to develop the knowledge or expertise, greater confidence and a higher degree of performance. The principal intention of training according to Akpan (1982:128) is to equip people with the knowledge required to qualify them for a particular position of employment or to improve their skills and efficient in the position they already hold. Staff development, on the hand, implies growth and the acquisition of wide experience for future strategies advantage of the organization. Mitchell (1979:119) also noted the popular convention to think of training as dealing primarily with operative personnel and development, with managers and executives. He went on to treat each of the concepts separately. However, he admits that “even though while there are differences between the two processes, there is also considerable overlap” Ngu (1990:25) opined that it is safer to argue in favor of this “Considerable overlap” because there is very little to be say of their differences. To him (Ngu) “both Training and development are 28 purposefully geared towards improvement on skills and performance. Both involve mounding or removing of workers characteristics towards this end. The differences between the two processes may be in content and method. So what is training? Training is a systematic process of changing the behavior, knowledge and/or motivation of present employees to improve the March between employee characteristics and employment requirement (Milkovich et al 1988). Training at one extreme consists of a few hours of induction by the supervisor, who gives the new employee a skeletal outline of company policies and on the other extreme, it consists of several years of formal courses designed to develop qualified specialist (Strauss et al 1980) Ngu (1990: 25) defines training and development as “The process of behavioral modification or molding of workers in order to integrate organizational needs with their characteristics.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine the effect of manpower training and development on employees periodic productivity in organization. The Nigerian Television Authority Umuahia. (NTA) 2006 – 2012 forms the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
TEST OF HYPOTHESIS
HYPOTHESIS I
Ho: Training and development does not improve productivity and performance.
Hi: Training and development improves productivity and performance.
HYPOTHESIS II
Ho: Training and development do not improve skills and knowledge of manpower in service organization.
Hi: Training and development improves skills and knowledge of manpower in service organization.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain the effect Of Manpower training and development on empolyees Periodic Productivity in an Organization. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of Manpower training and development on empolyees Periodic Productivity in an Organization
Summary
This study was on the effect Of Manpower training and development on empolyees Periodic Productivity in an Organization. The Nigerian Television Authority Umuahia. (NTA) 2006 – 2012. Three objectives were raised which included: To examine if training and development enhances employees’ skill and knowledge, to examine the effect of employees training and development on employees’ performance and productivity and to examine adequate training facilities that could help to improve the manpower training and development. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from he Nigerian Television Authority Umuahia. (NTA) 2006 – 2012. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
Companies whose investment perspective is on human resource management view training as an opportunity to increase long-term productivity. Investing in training and development is imperative for any organisation, which will certainly realise a return on its investment in training and developing its workers. Workers are essentially assets to an organisation and should therefore be treated as human capital. The more that is invested in them, the more that can be expected from them in terms of performance behaviour which can give the organization its competitive edge. The evaluation process that follows training is very important as there may be deficiencies in the training programme; therefore feedback is essential if management is to address issues that may have to be revised and/or enhanced. Effective employee training leads to an increase in quality as a result of potentially fewer mistakes. Moreover, effective development programmes allow for the organisation to maintain a workforce that can adequately replace employees who may leave the company or who are moved to other areas. On the individual level, the employee must carry out self-assessment, where he/she is expected to identify his/her opportunities and needs for improvement.
Recommendation
- Education and training of employees’ should be consistently implemented businesses, vocational and professional skills. It should be concerned with equity and fairness thereby including cost and benefits to a distribution of benefits. It should promote conservation and sustainable use of resources, thereby reducing consumption and waste.
- Trainers should integrate environmental, social and cultural issues into training programs. It should enhance the status of local staffs at all levels as an essential part of the industry. Management and employees! Should foster a sense of pride in the job and also ensure that staffs are well taken care of.
- The Nigerian Television Authority should train staff to understand the complex nature of modern tourism. And also train staffs for managerial and leadership positions.
References
- Akpan, S.W. (1982). Public Administration in Nigeria Lagos: Longman.
- Beach, D.S (1975) Personnel: The Management of People at Work 3 rd edition, New York’, Macmillan publishing company.
- Blun, M.L and Naylor, J.C (1976) Industrial Psychology, New York, Harper and Row.
- Craig, R.L and Betel, L.R (1967) Training and Development Handbook New York: McGraw – Hill.
- Cole, G.A. (2002). Personnel and Human Resource management 5 th edition, London: Continuum
- Easton, D. 1965. A system Analysis of Political Life New York: John Wiley and sons.
- French, W.L (1978). Personnel Management Process, Boston Houghton Griffins Company.
