The Impact of Manpower Training and Development on Organizational Performance (a Case Study of Power Holding Company of Nigeria (Phcn) Plc Enugu Zone)
CHAPTER ONE
- OBJECTIVES /PURPOSE 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 power holding company of Nigeria (PHCN) Enugu Zone 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:
- To highlight the advantages of employees training and development in service organization.
- To examine the current training and development of employees in the organization and PHCN Enugu Zone in particular
- To increase the general knowledge and understanding of individual member.
- To recommend appropriate measures that could help improve the current manpower training program.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
THEORETICAL FRAMEWORK FOR THE STUDY
Until recently there has been a general resistance to investment of training in the public service because of the believe that “Employees hired under a meut system must be presumed to be qualified, that they were already trained for their jobs and that if this was not so it was evidence that initial selection of personnal was at fault.’’(stahl, 1976). This assumption has been jettisoned as the need for training became obvious both in the private and the public sectors.
Training has become more obvious given the growing complexity of the work environment, the rapid change in organization and technological advancement which further necessitates the need of training and development of personnel to meet the challenges. Many organizations have come to recognize that training offers a way of “developing skills, enhancing productivity and quality of work and building workers loyalty to the firm”.
Manpower training and development is essential to the existence and survival of organization. It is common for people to see training and development as the same thing. However, though they are similar, they are not the same thing.
Training is any learning activity which is directed toward the acquisition of specific knowledge and skills for the purpose of an occupation or task (cole 1993).
Ivancevich et al (1994) see training as the systematic process altering employee’s behavior to further organization goals.
According to Hellriegel and Slocum (1996), training is improving an employee’s skill to the point where he or she can do the current job. Training is the process by which members of organizations are thought to acquire knowledge, skills and abilities they need to perform effectively the job at hand. Training is directed at the present job.
In a more comprehensive manner, training can be defined as a short term process that utilizes a systematic and organized activities by which non-managerial staff acquire the technical knowledge, skills and abilities for specific purposes in function. Training is “an organized procedure by which people learn knowledge and or skills for a definite purpose. It is a process for equipping the employees particularly the non-managerial employees with specific skills for example technical skills like plumbing, electrical wiring, repairing, artistic skills, clerical and typing skills that would enable them to improve on their performance and overall efficiency.
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
RESEARCH DESIGN
In defining design, odo(1992:43), stated that designing implies out lining the name of equipment and other materials the research intends using, applying some to successfully execute the practical aspect of the research study.
According to kinnear(1989:133) “a research design is the basic plan which guides the data collection and analysis phases of a research project. It is the framework which specifies the type of information to be collected and source of data collection procedure.
A descriptive survey method was used for this study. It is important to determine the method and procedure adopted in this research report since it gives the reader background information on how to evaluate the findings and conclusion.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
DATA PRESENTATION AND INTERPRETATION
This chapter is designed to give and analyze the response to the research hypothesis formulated from the stated problems in chapter one of this write up. It deals with the presentation, analysis and interpretation of the data collected. They were analyzed using tables and chi-square (X2) statistical too.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
SUMMARY OF FINDINGS
In view of the analysis in chapter four of this work, the following findings were arrived at.
The power holding company of Nigeria (PHCN) plc Enugu sole business is the distribution of electricity to their environs.
The organization runs a training school within the establishment in Lagos where priority attention was placed on the technical course because of high technical skill required.
It was discovered that it is very expensive to embark on training programme especially courses outside the organization. Most of the courses available are technical oriented and management tends to over look administrative courses. Hence, only very small percent are sent on administrative courses.
It was also discovered by the researcher that PHCN does not only provide training to their employees but it is mandatory that a three month course will be studied by the employee immediately after employment coupled with induction by management in order to enhance their inter – personal acceptance and to improve their performance.
However, some employees sent or sponsored by the organization usually do not go back to their work rather they find other fertile areas.
Finally, the researcher discovered that most of the employees are not worth being trained either due to old age, inability nature of the work or the reluctant on the part of the employee.
CONCLUSION
The essence of training and development in service organization cannot be over emphasized. It has been observed that training is very important in every aspect of an organization. It enhances the efficiency of staff, increases output and motivates employees for better performance. It has been discovered that training and human development are not isolated from human resources. Even in the advanced countries and in most computerized organization, training and development cannot be overlooked because; human are the ones to operate this equipment. Because of the fact that ours is a world that is currently undergoing rapid change particularly in the area of skill obsolescence and technological capability, training is not exclusively reserved for newly employed staff but also for the old employees as well. It is therefore important for the purpose of enhancing individual performance that training and development should be made a continuous process that should last through an employee’s entire working life. This is because low and middle level employees need to adapt to new skills and technologies while managers and top management personnel need deeper knowledge and understanding of their jobs, the jobs of others, a good understanding of where and how their jobs fit into the wider organizational pattern, an understanding of government and societal constraints, and a sensitive social awareness of the environment within which the organization operates.
Therefore, training and development is necessary among other things to improve quality and quantity of work, to increase productivity and to induce certain behavioural changes in the employees. Every organization should therefore try to incorporate effective and efficient training and development of their employees (manpower) in order to achieve their aim and objectives with ease.
RECOMMENDATION
The following suggestions are offered which in the opinion of the researcher may go along way in addressing issues relating to human resources training and development programme in service organization.
The organization should restructure their training by including administrative courses into it so that the high cost of going outside for similar courses will be minimized. There should be free flow of information to enable all the staff aware of the training and development programme available both internally and externally.
Each section should draw up a roster of training programme for each year so that every staff of the organization would at least be sent on course in a year. This will erode the situation whereby only some chosen few are sent on course.
Staff qualified for training should be encouraged by providing study leave with pay, and where scholarship is given a proper contract should be undertaken whereby employee would serve for a certain number of years after his/her course. Emphasis should be placed on on – the – job training where employees already in the field impact knowledge on the newly employed staff.
Finally, periodic seminars and workshop which are not too expensive should be organized for all staff to acquaint them with current changes in management techniques and current development programme.
BIBLOGRAGHY
- Akpomuvire, M. (2007). Human Resource Training and Development for the civil service Nigeria. U.S.A : CatawbaPublishing Company Charlotte.
- Bello-Imam, I.B, Oshiomebo, B.O, Ojeifo, S.A. (2007). Fundementals of Human Resource Management in Nigeria. Ibadan: college press and publishers ltd.
- Chandramohan, A. (2008).Human Resource Management. New Delhi: S.B. Nangia APH publishing corporation.
- Cruz, E.M.D. (2002). Staff and Service Management.Kuala lumpur: Golden books centre SDN Bhd.
