Manpower Development and Productivity in Tertiary institutions in Nigeria : Current School News

Manpower Development and Productivity in Tertiary institutions in Nigeria

Manpower Development and Productivity in Tertiary institutions in Nigeria.

ABSTRACT

One of the topical issues of discussion in the recent times in most organizations is manpower development and its retention for increased productivity.

This project is geared towards studying manpower development and productivity in Kogi State, using the Kogi State College of Education, Ankpa, as a study area. The research explained the concept of manpower development and productivity and its application to any organization.

In the course of this study, it was discovered that one of the major reasons on the low performance on the part of many employee’s in the College is that most of them with key position/ areas have not been well equipped with proper skills or knowledge to enable them effectively handle the responsibilities assigned to them.

Also discovered as hindering increased productivity is the inability of the College to retain the staff already equipped with specialized skills.

The literature review and the theoretical framework provided in this study served as an ideal which the overall manpower development effort can, and all other processes that go with it in any organizations.

To be specific can be assessed. Information and other materials therein were obtained directly through documentary sources, personal interviews and questionnaires for originality. For adequacy, this study used three hypotheses which formed the bases for the findings and recommendation therein.

This research report recommends ways through which manpower development and its eventual productivity should be given serious attention they deserve.

We recommend that, the prevailing economic recession not withstanding the Kogi State College of Education, Ankpa management should set aside at least 5% of its annual budget for training of its staff.

Management should organize or send its staff for periodic meetings, seminars workshops, conferences and refresher courses, for its non-academic and academic staff for not only to improve their performance but also to improve their human relations at work as well.

TABLE OF CONTENTS

Title Page … … … … … … … … … i
Certification … … … … … … … … ii
Approval Page … … … … … … … … iii
Dedication … … … … … … … … … iv
Acknowledgment … … … … … … … … v
Table of Contents … … … … … … … … vi
Abstract … … … … … … … … … vii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study … … … … … 1
1.2 Statement of Problem … … … … … 3
1.3 Objectives of the Study … … … … … 6
1.4 Significance of the Study … … … … 6
1.5 Scope and Limitation of the Study … … … 7

CHAPTER TWO: LITERATURE REVIEW AND METHODOLOGY

Literature Review … … … … … … 9
Hypotheses … … … … … … 29
Clarification of Key Concepts … … … … 29
Methodology … … … … … … 31
Theoretical Framework … … … … … 34

CHAPTER THREE: INFORMATION OF KOGI STATE COLLEGE OF EDUCATION, ANKPA

3.1 Background … … … … … … 40
3.2 Aims and Objectives of the Institution … … 41
3.3 Organizational Structure of Kogi State College of Education, Ankpa  45
3.4 Manpower Development Programme of the Kogi State College of Education, Ankpa  47
3.5 Methods of Staff Selection for Training in the Organization  … 49
3.6 Types of Manpower Training Programme in the College 49
3.7 Financing the Training Programme … … … 59
3.8 Conditions Governing Staff Training and Development 60

CHAPTER FOUR: DATA PRESENTATION AND FINDINGS 

Data Presentation … … … … … … 64
Findings … … … … … … … 75
Implication of Findings for Administrative Efficiency
and Effectiveness … … … … … … 78

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

Summary … … … … … … … 80
Conclusion … … … … … … … 82
Recommendations … … … … … 83
BIBLIOGRAPHY
APPENDICES

INTRODUCTION

No organization has ever succeeded without human effort. Human efforts is undoubtly the ‘sine quanon” for the extent to which the set goals of the organization are realized or not realized.

Globally, “There is growing economic evidence that investments in training are associated with long-run profitability, and firms that recognize work using programmes such as teams and quality circles report greater productivity if those programmes are associated with worker education”. Lisa Mlynch and Sandra Black, (1995).

The impossibility to stop the match of time and the ceaseless clamour for social change combine to make adaptability and continuing preparation of the workforce as inevitable as the initial acquisition of knowledge and skills.

This cannot happen if staff training and development do not exist in an organization. Every executive, manager or supervisor in a public or private enterprise has the responsibility and in deed the bounding duty to ensure the development of men and women who have requisite knowledge and expertise.

The aim is to enable them to contribute their full measure to the welfare, health and development of the enterprise (Onah, 1993). Moreso, Oguniyi in Onah (1995:109) emphasized on the importance of manpower in Nation building.

He says: No nation in the world can carryout any of its development programmes without adequate and competent manpower. The vital role of manpower come’s into focus both in peace time and when nation is at war.

Qualified manpower is not only the critical but a measure of a nation’s strength security and well being. The human resources of a nation hold the key to its survival, prosperity and future economic and social development.

The realization of the above facts explains the pre-occupational of every management with sure personnel functions as recruitment employer/labour relations, welfare, reward and punishment of the workforce to enhance productivity.

That is why Onah (2008) re-emphasized the training to depend on the individual that operate the structure.

He explained that staff training and development can occur simultaneously or complementarily, but the two should infact be separated in concept: training on the job, and some form of in-service training are example of training being designed or intended to develop knowledge or experience, greater confidence, and higher degree of performance.

BIBLIOGRAPHY

Adebayo, A. (1981), Practice of Public Administration in Nigeria, New York, John Wiley and Sons Inc.

Adebayo, Adeleji and L. Roland (1972), Local Government Finance in Nigeria , Ile-Ife University of Ife Press.

Ademolekun, I. (1983), Public Administration: Nigerian’s and Comparative Perspective , London Longman.

Akpan, N.U. (1982), Public Administration in Nigeria, Lagos: Longman Anstey, E. (1961) Staff Reporting and Staff Development, London: George Allen and Unwin.

Albers, H.H. (1974), Principle of Management A Modern Approach: New York John Wiley and Sons Inc.

Accel Team (2005), Employee Motivation in the Work Place Retrieved September 20, 2006, from http/wwAccel-teamcom/employeemotivationhtml.

Akpovi, S.U. (2000), Behavioural Sciences for Organizational Management, Benin-City, Nigeria Ambik Press.

Amoroan, O.I. (2000), Manpower Training and Development in Ogun State Civil Service (MPA Field Report)

Atamblin, A.C. (1974), Education and Control of Training, McGraw-Hill Book Company Limited.

Ayida, A.A. (1988), Panels Report on Review of 1988 Civil Service Reform in Imuetinyan F.O. (2000), Issues in Nigeria Government and Administration, Benin-City Nigeria. Denvic Publishing Company.

Armstrong, M.A. (1984), Handbook of Personnel Practice . Kogan Page Limited, 120 Prentovile Road, London NI9N.

Balogun, M.J. (1983), Public Administration in Nigeria: A Development Approach , London: The Macmillan Press Limited.

Tags: , , , ,

Comments are closed.