ASSESSMENT OF TRAINING AS A MEANS OF MANPOWER DEVELOPMENT IN PUBLIC COMPLAINTS COMMISSION, ABUJA
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ASSESSMENT OF TRAINING AS A MEANS OF MANPOWER DEVELOPMENT IN PUBLIC COMPLAINTS COMMISSION, ABUJA
Abstract
This study assessed training as a means of manpower development in the Public Complaints Commission. The study’s entire population consists of 200 selected staff members of the Public Complaints Commission.
The researcher employed questionnaires to collect data. Descriptive A survey research design was used for this investigation. The survey used 133 respondents, including directors, administrative personnel, senior staff, and junior staff. The acquired data was organised into tables and analysed using simple percentages and frequencies.
Chapter one
Introduction
Background of the study.
An organisation consists of both people and material resources. Human resources are capable of influencing material resources to meet organisational aims and objectives. As the saying goes in the legal profession, “nemo dat quot non habat,” which means “what you don’t have, you can’t give.”
If an organisation thinks it necessary to fulfil its goals, then training and workforce development must be prioritised. The working atmosphere is volatile! In today’s world, things are always changing.
Technology is rapidly growing and changing. Secretaries in offices who have been trained to use manual typewriters should try to learn how to use computers because typewriters do not last forever.
commercial managers must be internet knowledgeable in order to speed up commercial transactions! The top desk officers (customer care centre) require an update on how to interact with customers (customer relations).
Marketing managers must stay up to date on how to best appeal to consumers’ brains through advertising! by the use of contemporary devices and instruments!
As the security agents should also “now the use of gadgets and electronic appliances to tackle the present day security threat which cannot be handled by physical (man) police, all these and many more attest to the fact that training and manpower development play a significant role in the success of an organisation.”
Organisations are facing increased competition as a result of globalisation, technological changes, and political and economic environments (Evans, Pucik & Barsoux 2002, 32), prompting these organisations to train their employees as one way to prepare them to adjust to the aforementioned increases and thus improve their performance.
It is critical not to dismiss the overwhelming evidence of knowledge expansion in the commercial and corporate worlds during the last decade. This growth has been driven not just by technological advancements and the integration of production elements, but also by increased attempts to enhance organisational human resources.
As a result, it is every organization’s responsibility to improve employee work performance, and implementing training and development is undoubtedly one of the primary measures that most companies must take to accomplish this.
Employees are clearly a valuable resource, so it is critical to maximise their contribution to the company’s goals and objectives in order to maintain effective performance.
As a result, managers must maintain an appropriate supply of technically and socially competent employees who can advance to specialist departments or management roles (Afshan, Sobia, Kamran, & Nasir 2012, 646).
Training, the most important aspect of human management, is the fastest expanding section of people operations. Training, sometimes known as a diet and exercise programme for increasing employees’ affective, cognitive, and psychomotor skills, provides organisations with an important means of developing personnel in order to increase their productivity.
At times, some businesses go beyond creating their own schools for training and retraining their employees at no cost to the trainee. The primary goal of training and development programmes in service organisations is to help employees raise their productivity.
Productivity, on the other hand, is the end result of training and development as well as a measure of the output of a given input. Managers play a critical role in service organisations in achieving organisational goals;
as a result, they must be constantly exposed to regular training programmes to improve their abilities and enable them to adapt to the technologically advanced world of business.
Statement of the Problem
Many businesses recognise the importance of training as a crucial factor in increasing productivity. However, manpower training in the public sector is challenged by a number of issues, including a lack of regular training despite ongoing reforms focusing on training (Okotoni & Erero, 2005).
This is because numerous public sector reforms have not deemed it necessary to implement defined and continuing training programmes to boost employee productivity.
This means that even if a training need is identified and resources and quality time are committed to meeting it, the training exercise may still be insufficient to overcome the productivity deficiency.
The training activity may be unplanned or uneven in terms of concept, implementation, and participation. At times, training is based on an incorrect assessment of training requirements.
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