ABSTRACT
After an individual’s is
chosen for hiring or promotion, the next
step is often some form of training. In the personnel
management, the term training is usually refers to teaching
lower or technical employee how to do their present job while
development refers to teaching managers and professionals the
skill need for both present and the future jobs.
Training and development
are necessary to enable employee to
perform their present job well and also assessing training needs,
planning and conducting the training program, need, and
evaluating the effectiveness of the program.
Residents in the study
area were selected and units of NTA were
randomly selected for data collection. The data sources were
from both primary and secondary which structured questionnaire and personal
interview were administered. A total of 50 out of 70 questionnaires were
received making of 71.4% and found analyzable which shows resident of NTA
Lagos. The application of sample and data analysis from the basis of chapter
three, various table were sighted in chapter four while chapter five drew out
finding, conclusion and suggested recommendation.
TABLE OF CONTENTS
Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Contents vi
Chapter One: Introduction
1.1 Background to the Study 1
1.2 Statement of Problem 3
1.3 The Objectives of the
Study 4
1.4 Research Questions 5
1.5 Research Hypothesis 6
1.6 Significance of the Study 7
1.7 Scope of the Study 8
1.8 Limitation of the Study 8
1.9 Definition of Terms 9
Chapter Two: Literature
Review
2.1 Review of Current Literature 14
2.2 Conceptual Framework 37
Chapter Three: Research Methodology
3.1 Study Area 50
3.2 Study Population 52
3.3 Sampling Size and
Sampling Method 52
3.4 Sources of Data: Primary and Secondary 52
3.5 Data Collection Instruments 54
3.6 Data Analysis 54
Chapter Four: Result and
Discussion
4.1 Presentation and
Analysis of Responses 56
Chapter Five: Summary,
Conclusion and Recommendation
5.1 Summary of the Study 82
5.2 Conclusion Drawn from Findings 83
5.3 Recommendation based on Conclusion 84
Bibliography
Appendix
LIST OF THE TABLES
Table 4:1 Age
Distribution of Respondents
Table 4:2 Sex Distribution of Respondents
Table 4:3
Nationality of the Respondents
Table 4:4 Marital
Status of Respondents
Table 4:5:
Educational Qualification of the Respondents
Table 4:6 Number of Years of Experience of
Respondents
Table 4:7: Position
in the Organization of Respondents
Table 4:8 Manpower Enjoyment of Respondents
Table 4:9: Level of
significance changes of the skill of the Respondents
Table 4:10 Training undergone since
employment of respondents
Table 4:11:
Handling of job with less supervision before training.
Table 4:12 Do you feel that training
programmes are a wasted of time and resources?
Table 4:13: Experiencing higher level of
trust of the respondents
Table 4:14: The
increase in the output since training of respondents
Table 4:15:
Attitude has changed during training
Table 4:16: Has
your attitude changed positive towards co-workers?
Table 4:17:Improving
of job performance through manpower development.
Table 4:18:
Developing of Skills of Respondent
Table 4:19:
Developing of skills, affecting personal life
Table 4:20 Effects on positive personal life
of respondents
Table 4:21: Without
development of personal life
Table 4:22:
Realizing individual goals of the respondents
Table 4:23: Has the
organization benefited from your performance?
Table 4:24 is the
development of staff worthy to embark upon?
Table 4.25: Would
development programme affect your performance?
Table 4:26: If you
were in the position, would you recommend development programmes to the
organization?
Table 4.27: Would
the organization achieve its goals through proper development programmes for
the staff?
Table 4:28 Has the
manpower development had any impacts on the organizational objectives?
Table 4:29: Has the
policy of the organization had any impacts in your individual life?
Table 4.30: Have
your skills added to the organization's output in any way?
Table 4:31: Has
manpower development helped individuals to achieve their goals?
Table 4:32: How
long has manpower development helped your life performance?
Table 4:33: Does
the duration of your training help your performance positively?
Table 4:34 Do
people benefit from the development programmes of the organization?
Table 4.35: Has manpower development improved
your level in the organization?
Table 4:36 Did the development programmes have
positive or negative impact on your life?
CHAPTER ONE
1.1 BACKGROUND OF THE STUDY
Organisation, individual should develop and
progress simultaneously for mutual survival and attainment of goals. So every
modem management has to develop the organisation through human resource (Development
Employee training is the important sub-system of human resource manpower. Employee
training is a specialized function and is one of the fundamental operative
functions function for human resources management.
The training and development of employees is an issue that has to be
face by every organisation. The amount and quality of training carried out
varies enormously from one organisation to another. Factors influencing the
quantity and quality of training and development activities include:
· A degree of change in the external
environment (e.g. technical change, legislation change e.t.c).
· A degree of internal change (new processes,
new market e.t.c.).
· Availability of suitable skills within the
workforce.
· The extent to which the organisation supports
the idea of internal career development.
· Adaptability of existing workforce.
· The commitment of senior management to
training as essential part of economic success.
· The extent to which management see training
as a motivating factor in work. Fajana (2000) posited that there are four
factors of production namely; Land,
Labour, Capital and Entrepreneur. All these
factors are central and indispensable to productivity, effectiveness and
efficiency of any organisation either public or private; providing services and
goods or ideas.
It is important to state here that while all factors are important,
independent on each but cannot function without the others.
Labour can be
defined as the number of hours an individual makes himself available for work
or the amount of work put in by the work force is without doubt the most
important factor without which productivity is nearly impossible.
Labour is
absolutely impossible to do without highly technical and mechanized
organisations including the public sector, as the machines, no matter how
sophisticated, it cannot be operated without human interference.
Man is
the most versatile and unpredictable factor of production. He is unique in his
ability, to reason, resist, resent, complain, etc. But in man lies the most credit worthy investment
to embark on and this is the reason why training and development of individual
workers are important to the organisational goals and aspirations. This point
is further buttressed by John William Toigo (1959). According to him, ‘human
resources have thus become the key asset of the new age Corporation’. Given this fact, it follows that a
substantial portion of a Company’s financial capital will be invested in effort
to harness the motivational skills of its employees so that individually they
can make contributions that will enhance the competitiveness and ability of the
organisation as a whole. Croft (1977) opined that in a country, the need for
manpower training shows itself in many ways.
1.2 STATEMENT
OF PROBLEM
An organisation is
a social system comprising of individuals both (employers and employees)
sub-systems and it is right to know that each organisation’s system intertwines
or interacts with one another in order to make for a better organisation which
can stand the test of time, stress, competition with similar organisation in
the geographical area or same community as it may be with the utilisation of
human and material resources, it has been discovered that certain problems
still persist. These include low productivity, inefficiency and redundancy in
most organisations. Also, the issue of laziness, dereliction of duty,
lackadaisical or nonchalant attitude to work are prevalent in the organisation.
1.3 OBJECTIVES OF THE STUDY
The objectives of
this study are as follows:
(a) To determine the effects of manpower
development on organisational productivity.
(b) To determine the factors that contributes to
the effectiveness of manpower development.
(c) To identify the various manpower development
techniques available to organisation.
(d)To determine the benefits of manpower development with
respect to organizational efficiency. And productivity using the Nigerian
Television Authority (NTA) Lagos Branch as case study.
(e) To distinguish manpower
planning, manpower training and manpower development from one another.
(f) To find out the
importance of manpower development to an organization.
1.4 RESEARCH QUESTIONS
The purpose of research
questions cannot be overemphasized. Research questions are to motivate the need
to seek valuable opinions and to obtain some useful information on the extent
of ones knowledge about the impact of training and development of
organizational performance (A Case Study of Nigeria Television Authority)
(NT.A.). it is essential to have training requirements
'planning system, where detail of the service delivery need are overlaid upon
the ideal training model with strict adherence of policy to the service
delivery requirement in a timely satisfactory and couple with the rising
research question as follows:
1.
Who is responsible
and what are the current procedures at various structural level in Nigerian
Television Authority?
2.
How do these relate
to the policy?
3.
Why is good manpower
necessary in N.T.A Channel 10.
4.
What are the factor
that contributed to the effectiveness of manpower development?
5.
To what benefits of
manpower development with respect to organizational efficiency?
1.5 RESEARCH HYPOTHESES
Premised
on the research endeavours, this work uses the following as working hypotheses:
a) Ho: An increase in the level of
manpower training and development of the employees will not yield an increase
in the skill acquired.
H1: An increase in the in the level of manpower training and
development of the employees will yield an increase in the skill acquired.
b) Ho: Proper manpower training and
development of staff does not lead to improvement on the quality of the job
performance.
c) H0: Manpower training and
development is not a pre-requisite to attaining individual goals and
aspirations.
H1: Manpower training and
development is a pre-requisite to attaining goals and aspirations.
1.6 SIGNIFICANCE
OF THE STUDY
The research into
manpower training, development and planning will contribute significantly to
human resources development and management.
It will be significant in the following
areas;
(a)
It will expose a sound knowledge of manpower training and subsequently
manpower development and its resultant effects on managerial effectiveness and
efficiency.
(b)
It will encourage management to think systematically and improve
interactions between executives as regards the upgrading of their employees and
the impact on the organisation.
(c)
The research will explain the relevance of manpower development and its
relationship with the strategic planning of an organisation.
(d)
It will also serve as a reference point for other researchers.
(e)
It will be beneficial to the Nigerian Television Authority where
organisational policies on manpower planning may be influenced by the findings
of this research work.
1.7 SCOPE OF THE STUDY
The scope of this study is based on the
ascertaining the reasons for the occurrence of organisational achievement as
well as to seek the effects or impacts of non-performance of manpower
development on organisational achievement.
The other areas
covered by this research work are Indication training, Vocational Training,
Supervisory Training, Management Training, Human Relations Training and
Technical Training.
1.8 LIMITATION OF THE STUDY
These arise at any
stage of the study beginning from the selection of the topic to the result of
the study. These are the aspects in which the study falls short of ones
expectation.
Some limitations
were encountered in the research project as follows:
1)
Non-chalant
to Work
2)
Inefficiency and redundancy in the organisation
3)
A small fraction of the questionnaire were
returned
4)
Inability to reach all members of the sample,
resulting to
an unrepresentative sample.
5). Inability to distinguish
manpower planning, manpower
training, manpower development from one another.
1.9 DEFINITION OF TERMS
Manpower: Total supply of personnel
available or engaged for a specific job or task.
Training: It is a learning process that involves
the acquisition of knowledge, sharpening of skills, concepts, rules, or
changing of attitudes and behaviours to enhance the performance of
employees. Training is activity leading
to skilled behaviour. The individual or that the individual is part of, may
partake in the future, and is almost impossible to evaluate.
Organization could
be defined in various ways;
a) Layman definition; act of organizing
b) A systematic arrangement or approach
c) An organised group with a particular purpose
e.g a business.
Developmental Spiral: Continuous process of review/plan
act to improve understanding planning and execution of activity. Economically
viable life.
Human Resource Costs: Cost associated with personnel
involved in the operation and
management.
Key Factor: Factors that is most likely to
influence positively the progress of
an activity.
Policy Review Panel: An official body that has authority to take
decision about the approved recommendation.
Management Training: Formal training which does not lead to
qualification.
Skill Training: Concern with post experience courses
provided by training
companies, colleges and
polytechnic.
In Company Management Using company own training
staff or
Training: consultant brought from
outside.
Basic Training: Basic training organised for those
without any formal education and
training such as induction courses
for new recruits.
Continuing Training: Internal
development programmes for
managers as they progress through
their carriers.
Traninforum or Steering This consist of group who meets to
Group: discussed
The Policy Statement: This is the means by which the company's strategies
are communicated throughout the
organisation. Each part of the
organisation then decides what it
needs to achieve to make its contribution to the company's strategy/the
"what" should be but measurable and take the goals and objectives.
Once an organization has decided what it has to achieve, it then has to decide
how these
objectives will be met.
Training forum or Steering: This consists of a group who
meet
Group:
to discuss
training plans. This forum
is particularly useful when there are
several dispersed training organizations within a company. Their role is to
provide a forum or stage for identifying an organizational business needs.
Ensure that training plans are aligned with the company's direction. Identify
opportunities for sharing or exchanging resources.
Identifying Individual Needs: They
come from the following sources: Appraisal - an event which should
agree with development needs for the
years to come.
Counselling Request: An agreed follows up to a problem or
developmental situation an individual or a manager's requests a form of
training. Identify Developmental Needs: This process of need
identification is corporate to the
process of identifying needs at a
corporate level, each department
should assess where it is. The
department should have vision, a
mission and a strategy for realizing
the vision.
Identifying Skill: Identifying Skills and Manpower
training required for each job: Each
has a district set skills and new jobs
require new skills, manpower
training for each job involves:
identifying the skills required to the
job. Comparing the required skills
with the current skills level of the
who will be doing the job. It is the
role of manpower training to bridge
the to gab between current and
required skills.
Job Specification Position: Document circumstances in which a specific
job operate and operational requirements for person holding the position.
Policy Review Panel: An official body that has the
authority to the about approve
recommend policy.
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