ABSTRACT
The topic of research is the effect of Manpower Training and Development on the Productivity of the Employees if the Niger State Polytechnic Zungeru. It was chosen so as to investigate if training and development have an impact on employees output and to what extent. The focus of this study and analysis of the effect of training and development in the public sector with special reference to Niger State Polytechnic Zungeru, based on training and development, its contributions and impending factors to adequate implementation of training and development as it relates to employees training. The goal of any organization is to maximize profit and for this goal to be achieved, an organization has to equip its human resources and motivate them to increase productivity, which the end result is increased in productivity.
TABLE OF CONTENTS
Title page - - - - - - - - - - i
Declaration - - - - - - - - - ii
Approval page - - - - - - - - - iii
Dedication - - - - - - - - - - iv
Acknowledgement - - - - - - - - v
Abstract - - - - - - - - - - vii
Table of Contents - - - - - - - - viii
CHAPTER I: INTRODUCTION
1.1 Background of the Study - - - - - - 1
1.2 Historical Background of Niger State Polytechnic, Zungeru 4
1.3 Statement of the Problem - - - - - - 6
1.4 Objectives of the Study - - - - - - 8
1.5 Significance of the Study - - - - - - 9
1.6 Research Questions - - - - - - - 10
1.7 Scope of the Study - - - - - - - 11
1.8 Limitations of the Study - - - - - - 11
CHAPTER II: LITERATURE REVIEW
2.1 Introduction - - - - - - - - 13
2.2 The Definition of Training and Development - - - 16
2.3 Determining Training Needs - - - - - 18
2.4 Principles of Training - - - - - - - 21
2.5 Techniques and Methods of Training - - - - 23
2.6 Guideline for Effective Training and Development - 26
2.7 Importance/Benefits of Training and Development - 30
2.8 Problems Associated with Training and Development - 34
2.9 Evaluation of Training - - - - - - 36
2.10 Management Development in Nigeria - - - - 38
2.11 Methods of Management Development - - - - 44
2.12 Summary of the Chapter - - - - - - 45
CHAPTER III: RESEARCH METHODOLOGY
3.1 Introduction - - - - - - - - 47
3.2 Research Design - - - - - - - 47
3.3 Area of Study - - - - - - - - 48
3.4 Population of Study - - - - - - - 48
3.5 Sample Size/Sampling Technique - - - - 48
3.6 Instrument of Data Collection - - - - - 48
3.7 Validation of the Instrument - - - - - 49
3.8 Reliability of Instrument - - - - - - 49
3.9 Method of Data Collection - - - - - - 49
3.10 Method of Data Analysis - - - - - - 49
CHAPTER IV: DATA PRESENTATION AND ANALYSIS
4.1 Introduction - - - - - - - - 51
4.2 Characteristics of Respondents - - - - - 51
4.3 Data Presentation and Analysis - - - - - 43
4.4 Summary of Findings - - - - - - - 59
4.5 Discussion of Findings - - - - - - 60
CHAPTER V: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary - - - - - - - - - 63
5.2 Conclusion - - - - - - - - - 65
5.3 Recommendations - - - - - - - 66
Bibliography - - - - - - - - 68
Questionnaire - - - - - - - - 69
INTRODUCTION
The importance of Training and Development is obvious given the growing complexity of the work environment, the rapid change in organization and advancement in technology, among other things. Training and development helps to ensure that organizational members possess the knowledge and skill 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 are expressed in white papers on various reforms in Nigeria, the experience of manpower training and development in the Nigerian public service has been more of ruse and waste. Until recently there has been a general resistance to investment in training in the public service because of the belief that “employee hired under a merit system must be presumed to be qualified, that there were already trained for their job, and that if this was not so, it was at fault” (Stahl, 1976).
The assumption has been jettisoned as the need for training became obvious both in the private and the public sectors. Many organizations have come to recognize that training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm”. Indeed, the importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of personnel to meet the challenges.
Training and Development helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities and adapt to changing conditions (Jones, George and Hill, 2000). It was further argued that training “help improve quality customer satisfaction, productivity, morale, management succession, business development and profitability”. Elaborating further on the importance of Human Resource Development (HRD), the International Labour Office (2000) affirmed that development and training improves their trainees’ “prospects of finding and retaining a job, improves their productivity at work, their income-earning capacity and their living standards and widens their career choices and opportunities”.
Management experts also argued that a major function of a manager is to develop people and to direct, encourage and train subordinates for optimum utilization Stahl (1986). Training helps prepare employees for certain jobs that are unique to the public sector. Specifically on Nigeria the Public Service Review Commission (PSRC) report in 1974 emphasized the importance of training and development. A result oriented public service will need to recruit and train specialized personnel. The new public service will require professionals who possess the requisite skill and knowledge training should be part of a comprehensive education planning programmes of all the aspects of personnel management perhaps the most important for us in Nigeria is training.
Three decades after, another reform endeavour (the 1988 civil reforms) emphasized obligatory.
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