EFFECT OF MANPOWER ON DEVELOPMENT ON EMPLOYEE DEVELOPMENT

CHAPTER ONE

INTRODUCTION
1.1   BACKGROUND OF THE STUDY

Education is regarded as a foundation for any country’s development. Humans are equipped intellectually, physically, spiritually and technologically to face their socio-cultural and other problems realistically through the lifelong complex process known as education. Education provides the necessary skills for effective functioning within the environment and the survival, growth and manpower development of the society. In the National policy on Education (1998), it is regarded as an instrument par excellence.
This situation has encouraged the government and every organization to train their manpower for the much needed development and productivity of their firms and the nation at large. Organization and government depend or rely on the training of manpower and employee performance system for the perpetuation and development of effective and efficient personnel for the growth of the economy or any organization. The increase and large publicity on awareness campaign for the workshops and seminars on government personnel and organization workers as well as large enrollment of pupils at all levels of education are intended to justify the nation’s policy of providing literate manpower and self reliant individuals for development.

The reason of manpower in an organization is to ensure the accuracy of the right numbers of employee, the right level of skills suitable for the right job and also performing the right activities in order to achieve the aim of an organization. The socio-economic status of an organization seems to have a far reaching influence on the variability of the training of manpower and employee performance Leung and Lam (1998) noted that, socio-economic status of an organization plays vital roles in determining and identifying manpower needs and employee performance.
The influence of socio-economic status of an organization cannot be overemphasized as this could dictate the type and quality of workshop/seminars their employee attend, the provision of necessary training materials and timely payment of salaries. These and many more could influence manpower development and employee performance in an organization. In line with Ezewu (1993), it is generally observed, that, employee from organization of higher socio-economic status perform better than those of the lower standard. Datta (1984) in a similar view noted that workers who perform well in their duties are from organization of upper socio-economic status. It was on the basis of these assumptions that the interest to undertake this study was aroused.
Many researchers tend to pay much attention to the effect of training manpower development  and employee performance than other factors. This is probably because the organization is the initial seed-bed of the employees performance and if an organization status does not have a sound base, there is every like hood that the employee’s performance might be adversely affected.
There seems to exist some interplay between the employee’s performance and the nature of an organization. According to Blairs (1975) factors within the organizational structure should be put together to ensure effective training and development of manpower needs as to give optimal level of peters (1979) is of this view, when he says that certain parameters within the organization such as welfare packages, incentives prompt payment of bills and organization socio-economic status help training of manpower to be successful. Obemeta (1981) point out that, one of the reasons for low employee performance is lack of workshops and materials for training manpower development. This research work therefore, aimed at training manpower development and employee performance in an organization and it effects.
Training manpower development and employee performance in an organization has become a global crisis. Apart from those Asian countries and regions where economies are on the rise, the lack of manpower has swept into every corner of the world, and the prospect for the future are not optimistic ZhongShu N04 September, 1994 China Africa. One of the problems facing developing countries is how to trained manpower development and employee performance from their graduates and skill professionals. Nigerians problems are more sympathetic in establishment of industry.
In effect of looking at manpower we may ask the following question: what is manpower? What kind of manpower does an organization need, in what numbers do they need? How many are available? What changes are there in labour market which can affect the need of manpower? All these are questions which need to be considered when deliberating on manpower needs or development and employee performance in an organization. Therefore, all these can not be achieved only from training as there are other variables that have direct or indirect influence on the employee performance which can be psychological in nature and as such this research has become imperative to investigate the effects of some of these variables.

1.3   STATEMENT OF THE PROBLEM

It is ideal for an organization to train their manpower development in view of the fact that employee performance is the ultimate goal of nay organization. But it has been observed in an organization that employees whose employers are of lower economic status seem to show less interest in organization activities. The alarming poor achievement and lack of training manpower development by firms and organizations at a time when much emphasis is attached to workshop and seminars are an issue of serious concern. Part of the problems affecting employee performance in any of the organization could be attributed to organization structure or background and socio-economic status (income).

The problem of this study therefore was to investigate the training of manpower development and employee performance in an organization. A case study of Ministry of Finance, AkwaIbom State  

1.5 SIGNIFICANCE OF THE STUDY        

The aim or major motive and intention of writing this project is to investigate and know or create total awareness on training manpower development and employee performance in an organization. However, to shed more light on these word Training, Manpower, Development, Employee, Performance, and Organization. Nevertheless, it will help both the government and private sector to bring out or reach out with a lasting solution to Training Manpower Development and Employee Performance in an organization. Therefore, this study is of benefit to future researchers on how Training Manpower Development and Employee Performance in an organization can help to generate greater productivity and efficiency.

1.7   RESEARCH QUESTIONS

1.     How does the organization structure influence the training of manpower development and employee performance?
2.     What is the influence of organization socio-economic status on the training of Manpower Development and Employee Performance?
3.     What changes are there in labour market which can influence or affect the need of Manpower development and employee performance?
4.    What kind of manpower does an organization need, in what numbers do they need?

5.     Why is training of manpower development and employee performance in an organization needed?

1.8. THEORETICAL FRAMEWORK OF 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.

  The objective of job training is to enable an employee to perform his job in such a way as to meet the standards of output, quality, waste control, safety and other operational requirement (Gardner, 1973).

   Thomas (1988) defines training as ‘a process through which experiences are deliberately offered to trainees to enable them to absorb some new perspective, understanding, value, attitude, techniques or skills’. It involves planned activities on the part of an organization to increase job knowledge and skills or modify the attitudes and social behavior of its members in the ways that are consistent with the goals of the organization and the requirements of the job. The overall aim is to increase or improve a person’s contribution to the achievement of the organizational goals.

    Jones, George and Hill, (2000) believe that training primarily focuses on teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.

    According to carrel and kuzmits (1982) training is the systematic process by which employees learn skills, information or attitudes to further organizational and personal goal. They also stated that “every training system operates with a philosophy set of beliefs concerning people, productivity and profit”.

     In view of chruden and Sherman Jnr (1980), training is any organizationally oriented procedure, which is intended to foster learning among organizational members.

   Training according to Davar (1950), states that its main goal is “To induce a suitable change in the individual concerned”. It is “to bridge the gap between existing performance ability and desired performance”.

  Development on the other hand focuses on building the knowledge and skills of organizational members so that they will be prepared to take on new responsibilities and challenges. Development is used in relation to the process of helping managerial employees who perform non-routine jobs to improve their managerial, administrative and decision-making abilities and competence.

      In the view of adamolekun (1983), staff development involves the training, education and career development has been identified to include:

• Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization;
• Enhancing the company’s ability to adopt and use advances in technology because of a sufficiently knowledgeable staff;
• Building a more efficient, effective and highly motivated team which enhance the company’s (AJ pam vol xvi; No.1.Jan 2005) competitive position and improves employee morale; and
• Ensuring adequate human resources for expansion into new programs.

Drucker (1977) in highlighting the work of managers submits that one contribution a manager is uniquely expected to make is to develop people. if any organization must continue to survive, it must provide opportunity for career development into specialist and managerial positions.

   Development is the process of building the knowledge and skills of organizational members so that they will be prepared to take a new responsibility and challenges. Jones, George and hill(2000).

Wertherland and Davis (1996) define development to mean helping individual worker to handle future responsibilities with little concern for current duties.

    Development can also be defined as a deliberate program of an organization to mould into the desirable shape its future leaders who are expected to perpetuate the business of the organization most efficient and effectively, ( o.b. fagbohungbe 2009). Development can be referred to as any learning activity which is directed towards future needs rather than present needs and which is concerned more with career growth than immediate performance (cole 1993). The intent of development program is to improve an employee’s conceptual and human skills in preparation for future jobs.

  From the above, it is now clear that there is a major difference between them. Though both of them are geared towards increasing or improving the skills of workers. Training is concerned with teaching the workers specific skills that will assist them in their immediate task while development on the other hand is concerned with teaching the workers more general skills that will assist them in career growth thereby equipping them for the future.

    As a way of summary, the purpose of training is to improve knowledge and skills and to change attitude (mullins,1999).

  Training and development as stokes (1966) puts it rest on the fact that “a person learns through experience which may be actual, hearing or reading about the experiences of others”.

   Training and development can also be viewed as a formal and informal activities which bring about change in the skills, knowledge and attitude of employees for the fulfillment of their individual career and organizational goals.

1.9. CONCEPTUAL FRAMEWORK

1.9.1. FACTORS THAT TRIGGER TRAINING AND DEVELOPMENT

Training and development is predicted on workers, machines and tool deficiencies. These deficiencies manifest inform of specific symptoms. The symptoms that trigger training and development in organization may include:

1. When there is high rate of absenteeism among workers.
2. Where there is increased labour turnover among workers.
3. When there is decline in productivity among workers.
4. When there is a poor job performance among workers.
5. When new machines are purchased to replace old ones.
6. When there is increase in the rate of on-the-job accidents among workers.
7. When there is an increased complaint from customer.
8. When there is reduced patronage from customers.
9. When there is visible negative work attitudes such as lateness and oscillation (motion without movement or pretending to be busy when in actual fact he or she is doing nothing) among workers.
10. When there is noticed inability to take up challenges among workers.
11. When there is noticed reduction in job involvement and organizational commitment.

1.9.2. BENEFITS IN TRAINING AND DEVELOPMENT PROGRAME

Tessin (1978) discussed extensively how benefits accrues to organization, individual and inter-group relations through training and development whereas, Dickey (1982) submission bothers on individual benefit; bearing in mind that the workers are in the organization While the organizations are in the workers. Discussing the benefits separately under subheading as done by tessin(1978) and dickey(1982) will amount to jamboree in simplicity. Therefore, let them be merged under one heading.

• Training and development leads to improved profitability.
• Training and development leads to improved job knowledge and skills at all levels of organization.
• Training and development improve workers morale and job satisfaction.
• Training and development improves workers commitment to the organization.
• Training and development help to nourish better corporate image.
• Training and development improve job involvement of the workforce.
• Training and development improve the relationship between boss and subordinate and general inter group relationship
• Training and development enhance organizational development.
• Training and development assist in preparing guidelines for works.
• Training and development assist in understanding and implementing organizational policies.
• Training and development provide information for future needs in various facets of the organization.
• Training and development assist workers to adjust to changes.
• Training and development assist in conflict management.
• Training and development improve labour-management relationship.

1.9.3. CURRENT CHALLENGES IN TRAINING ANDDEVELOPMENT.

It has been found from recent studies that before the recession really set in (pre (1983) not much of training was witnessed. The recession of 1983 and the structural adjustment program of 1986 were accompanied by a continuous and critical modification in the frequency, method and focus of training courses. The main reason for these changes is the substantial decline in the resources of older generation firms, which seriously reduced the financial allocation of training. In a few other cases, the cut on overseas training was informed by caution on the part of older firms who felt that the boom in new firms(e.g, banks) is at best artificial and not enduring. In fact, casual observation reveals that overseas training have practically ceased while the grants of study leave (training leave with pay) have substantially reduced. A number of other reasons explained the refocused interest of employers in training courses for their staff. These may be;

• rapid changes in technology(computerization);
• rapid changes in public policy(branches, interest rates, inter-bank and other prudential guideline) suggesting that managers and workers need to respond appropriately with new skills, attitude and knowledge;
• increase in the incidence of fraud and the role of employers to prevent and control malpractice from all possible sources;
• policy intervention strategies such as re-engineering and adoption of total quality management, team working and other specialized and specific goal-directed human resource utilization approaches; and
• Reduced demand for goods and services, high rates of interest bringing about high incidence of bad debts, and requiring new and modern marketing approaches to attract deposits and minimize bad debt expected to persist in the millennium and beyond.

   Employers will continue to pay serious attention to training and development since new corporate cultures are necessary in order to imbibe new attitudes that are required for success in a new operating environment.

      Current training and development programmes are however constrained by the following incidences or practices;

1. The failure to determine training needs reliably and relevantly;
2. Inadequate funding of training;
3. Burying or sacrificing the training function in organizational policies;
4. Failure to systematically evaluate the effects of training;
5. Unwarranted dumping or muddling of the steps in the standard training process (viz., design, implementation and evaluation);
6. The unwillingness of supervisors to train the subordinates on the job or reveal the secrets of the job;
7. Failure to engage credible professional trainers and adequately brief trainers on the specific trends in an organization; and so on.

1.9.4. ROLE OF GOVERNMENT IN TRAINING ANDDEVELOPMENT

  In pursuance of the importance the federal government placed on training, the industrial training fund(ITF) was established to ensure that there is adequate manpower and commerce in the country.

    Under the industrial training fund(ITF)  degree No 47 of 1971 was amended by decree No 37of 1975 sum of money were providing from time to time by the federal government and contribution was made by every employers, a minimize of 25 person in his employment at the rate of one percent(1%) of the annual pay roll are to be paid into the fund.

The fund is to be utilized to promote and encourage an acquisition of skills industry or commerce with a view to generate a part of indigenous trained manpower sufficient in order to meet the need of the national economy.

   The government council of the fund consist of the representatives of Nigeria employer consultative association (NECA). Representatives of various chambers of commerce and industry, central trade union and other person who have extensive knowledge of the industrial training.

  The main function of the council set out in section 4 of the degree of the federal government No. 47 and they include:

1. To provide and secure the provision of such courses and other facilities which may include residential accommodation for the training of person employed.
2. To provide such course and facilities proved by other person.
3. From time to time, to consider the employment in industry or commerce as appear to require a special consideration and public recommendation.
4. To apply or make arrangement methods of ascertaining the attainment of any standard recommendation by the council.
5. To assist person in finding facilities for employee being trained for employment in organization.
6. To carry on or assist other person in carrying on research into any matter relating to training for employment in the industry.

EMPIRICAL REVIEW

Manpower training and development improves employee abilities to perform the tasks required by an organization. It, according to Graham (1981), has the important dual function of utilization and motivation. By improving employees ability to perform the tasks required by the company, training;

     “allows better use to be made of human resources; by giving employees a feeling of mastery over their work and of recognition by management, which increases job satisfaction in workers.”

      Organization, have a stake in developing the careers of their employees so that the employees can be retained while their performance becomes more effective and efficient.

Walker(1992 ) for example opined that “in the 1990s and beyond, organization will invest more, not less in efforts to retain, train and develop talent.”

  Manpower training and develop is a tool employed by organization to equip their workforce to the accomplishment of set goals and objectives. The internal structure of an organization is made up of socio-technical arrangements which are deliberately designed to achieve the objectives of that organization by doing the right thing at the right time and in the right measure.

   Manpower training and development in service organizations therefore focuses on the objective of equipping the personnel in the service from the point of their recruitment to that of retirement, so that manpower be kept constantly ready not only to provide improved living conditions for Nigerians, but also set the machinery for achieving accelerated growth and development within the country. Manpower training and development is essential to the existence and survival of organization. Olowu (1991) supports this school of thought as he points that human resources training and development enables civil servants (employees) to acquire the relevant professional skills and knowledge for effective performance. It was drucker (1986), who said that a good organizational structure itself does not guarantee good performance. It is human resource training and development that equips civil servants with the relevant professional skills and knowledge that brings about effective and efficient performance. This position is further supported by pye (1988) when she opined that “when steps are to be taken to improve the quality of employees and overall organizational performance, attention naturally turns to the process of training, education and development of employees”.

   According to foot and hook (1999), human training and development is a planned process to modify attitudes, knowledge and skills or behavior through learning experience to achieve effective performance in an activity or range of activities. Its purpose in a work situation is to develop the activities of the individual and to satisfy the current and future needs of the organization.

   Human resource training and development according to walker (1992) is specifically about providing a range of learning experience in a work situation. Critically speaking, human resource training and development seem to have never been the priority of the civil service in Nigeria. Omale(1992) observed that in almost all senior positions, if one is recruited with required educational qualification, no training and development was carried out on him. Experience on the job now becomes the only criteria for the worker to reach the top of his career ladder. Yet, the jobs an officer does from one grade level to the other according to omale(1992):are sufficiently different to warrant not only vocational knowledge whish he gets via experience, but also theoretical knowledge and attitudinal re-orientation in order to successfully cope with the demands of such higerjobs.such theoretical knowledge and attitudinal re- orientation can only best be acquired through formal training off-the-job in appropriate training institutions.

Mekinde (1992) in his own view, is of the opinion that human resource training is a “short term process of learning specific skills by both junior and immediate staff”, while development entails a “long term learning process designed to develop senior officers in order to acquaint them with changes in technology and management method. Training and development helps to ensure that organization members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities and adapt to changing conditions despite the recognition of the importance of training by management experts and government as expressed in white papers on various reforms in Nigeria. The experience of manpower training and development in the Nigeria public sector has been more of ruse and waste. This paper examines the experience of Nigeria public service on manpower training and development with a view of understanding the problems being faced. It makes appropriate recommendations on how to ameliorate the situation. Management experts also argue that a major function of a manager is to develop people and to direct, encourage and train subordinates for optimum utilization. To stahl(1986), training helps prepare employees for a certain job that are unique to the public sector.