EFFECT OF MANPOWER TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
EFFECT OF MANPOWER TRAINING AND DEVELOPMENT ON EMPLOYEES PERFORMANCE
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Employee efficiency and effectiveness are critical to organisational effectiveness. In turn, the workforce’s efficient and effective performance is dependent on the breadth of its knowledge, skills, and capacities. Manpower training and development is a continuous act/exercise in most organisations.
The inexorable march of time, combined with the never-ending glamour of social change, makes flexibility and ongoing worker preparation as necessary as initial knowledge and skills training. This cannot occur if an enterprise does not provide personnel training and development.
Every executive, manager, or supervisor in a public or private organisation has the obligation, and indeed the legal duty, to ensure the growth of their personnel who have the necessary knowledge and expertise in order to maximise the organization’s production and efficiency.
Manpower training and development should be based on a need analysis that compares “actual performance” and behaviour with “needed performance” and behaviour. Manpower training and development is one of the most important ways organisations invest in their personnel today and in the future.
Training is similar to honing an existing ability in order to reflect technological trends and other social-cultural environmental changes in an organisation. Productivity is the goal of today’s competitive corporate environment, and training can help you get there.
The goal is for them to be able to contribute fully to the organization’s welfare, health, and development (Onah 1993). The primary goal of training and development in service organisations is to promote staff efficiency,
which in turn increases company productivity. This explains why an organisation expects a huge amount of money and time at one time or in the order to enhance the abilities of its personnel at various levels.
According to Akpan (1982), the primary goal of training is to provide people with the knowledge needed to qualify them for a certain job of employment or to improve their abilities and efficiency in the position they presently occupy.
Manpower development, on the other hand, entails growth and the accumulation of broad experience for the organization’s future strategic advantages.
Manpower training and development therefore promotes staff effectiveness and efficiency. As a result, the purpose of this research is to learn about the current state, nature, procedure, and method of training and development used by the Benin Electricity Distribution Company (BEDC) for their employees.
It is also important to note that any organisation that does not have a plan for staff training and development is less than dynamic, because learning is a continuous process and acquired skills become obsolete as the environment changes.
A classic saying in the realm of human resources is, “If you think training and development are expensive, try ignorance.” While training and development benefit organisations, ignorance harms them. As a result, workers, like machinery, must be constantly updated or risk becoming outmoded or ineffective.
1.2 STATEMENT OF THE PROBLEM
Despite the strategic importance of human capital investment, most organisations in Nigeria stay dormant. Life in such an organisation is a slog. Initiative is most often discouraged owing to an environment that neither empowers nor enables the folks to accomplish anything.
It is usually noticed that anytime there is a resources crisis in Nigerian enterprises, the first axe falls on human resources in terms of retrenchments and reduction in manpower development and training expenditures. Employee are believed to be a “soul” of the organization, but there are treated as the “sole” of the organization to tramp with.
Why are organisations hostile to their employees? Why are organisations more concerned with money than with their employees’ well-being? Why are human resources seen as a component of organisational difficulties rather than as a component of its solution?
Why do organisations continue to seek solutions to their competitive challenges by downsizing, rightsizing, outsourcing, and weakening their organisational culture, rather than putting their people first and drawing on extensive research that confirms that organisations gain enduring competitive advantage by investing in their people?
Even when it appears that there is a universal agreement that human capital investment is a strategy for organisational competitive advantage. Organisations in Nigeria think and act differently.
Human resource neglect is, indeed, the norm in most Nigerian organisations. Is it possible that the claim that human capital investment is a powerful strategy for organisational competitive advantage is flawed in the Nigerian context?
1.3 OBJECTIVES OF THE STUDY
The goal of this study is to investigate the impact of manpower training and development in service organisations, using Benin Electricity Distribution Company (BEDC) Benin City as a case study to determine how the organisation is performing in terms of employee training and development.
The following are the study’s particular objectives:
1) Determine whether training and development improves employees’ skills and knowledge.
2) To investigate the impact of staff training and development on performance and productivity.
3) To investigate adequate training facilities that could aid in improving workforce training and development.
1.4 RESEARCH QUESTIONS
1. Does employee training and development improve their skills and knowledge?
2. How will training and development affect worker productivity and performance?
3. Will proper training facilities improve workforce training and development?
HYPOTHESIS STATEMENT
I. HYPOTHESIS
Ho: Training and development have no effect on productivity or performance.
Hi: Productivity and performance are enhanced via training and development.
II. HYPOTHESIS
Ho: Training and development do not boost manpower skills and expertise in service organisations.
Hi: Training and development develops human skills and knowledge in service organisations.
III. HYPOTHESIS
Ho: Adequate training facilities have no effect on training and development.
Hi: A lack of adequate training facilities does not improve the training and development programme.
1.6 THE SIGNIFICANCE OF THE STUDY
The research will benefit all service organisations, particularly Benin Electricity Distribution Company (BEDC) Benin City and their employees, because it emphasises the need for and encourages the implementation of policy guidelines on efficient and effective training and development programmes.
It will assist managers from diverse organisations in generating ideas and problem solutions based on the best approach to run training in their organisation in order to achieve desired goals and objectives.
It will be equally beneficial to small businesses, huge organisations, universities, colleges of education, and the government.
It will also assist researchers in learning more about training as a strategy for boosting employee performance.
Finally, it will be very useful to students as a reference and will also serve as the foundation for additional research inquiry.
1.7 SCOPE OF THE STUDY
The scope of the study, in which the study was conducted, includes service organisations, specifically Benin Electricity Distribution Company (BEDC). As a result, a focused field of study was required,
with the evaluation of the influence of manpower training and development in service organisations utilising Benin Electricity Distribution Company (BEDC) Benin City as the case study.
Its main restriction was the difficulty in obtaining information from the institution under investigation. As parastatals are always afraid of disclosing information to the public, important information was not easily available.
1.8 LIMITATIONS OF THE STUDY
There is no point in claiming that there are no constraints in scientific activity in general. Any shortcomings in this study are the consequence of variables outside the researcher’s control.
As a result, highlighting specific militating elements that tend to constrain or limit my topic of study will be increasingly important. This project investigation would have been simpler if not for the following constraints:
1. Time constraint: The researchers did not have enough time to speak with various sectors of the economy to examine employees or distribute questionnaires to various organisations on the impact of government revenue policies.
Time, as we all know, is never on our side. The time allotted for finishing this research thesis was insufficient. As a result, gathering information/data was difficult because it coincided with the final year examination time, which required focus.
2. Finance: this was another impediment to the researcher’s efforts.
3. Resources available: was not available for the research project.
1.9 DEFINITION OF TERMS
i. MANPOWER: this is the number of workers available to a certain group or necessary for a specific task.
ii. SELECTION: Is the process of discovering the best candidate and persuading him or her to accept a position.
TRAINING: Training is the learning of knowledge, skills, and competencies through the teaching of vocational or practical skills and knowledge that correspond to specific usable competencies. Training aims to improve one’s capability, capacity, productivity, and performance.
1.10 THE COMPANY UNDER STUDY’S HISTORICAL PROFILE
Benin Electricity Distribution Company (BEDC) is one of 11 distribution businesses sold to private investors by the Federal Government as part of its privatisation programme.
BEDC comprises 16 business districts scattered over four states – Edo, Delta, Ondo, and Ekiti – with a large geographical spread.
Vigeo Power is the new owner of Benin Electricity Distribution Company, which is led by Mrs. Funke Osibodu, a former Managing Director of Union Bank Plc.
From 2007 to 2010, the company was the managing operator for the Benin Electricity Distribution Company’s (BEDC) National Pre-Payment Metering Programme (NPPMP), covering Edo, Delta, Ondo, and Ekiti States. The program’s primary goal was to reduce non-technical losses and improve customer satisfaction through better customer service delivery.
BEDC is responsible for the acquisition, installation, and monitoring of prepaid metres. The contract calls for the installation of 161,000 Pre-Paid Metres (PPMs) over the course of two years, as well as the supervision of vending operations until the operator’s investment in metering and vending infrastructure is fully repaid.
Vigeo Power, founded in 1999, has substantial experience in Nigeria’s electric distribution and downstream sectors. A team of indigenous and expatriate specialists with over 60 years of combined expertise in power and utility project management leads the organisation.
Over eight years of public-private partnership experience in Revenue Cycle Management (RCM) and prepaid metering service with the defunct Power Holding Company of Nigeria (PHCN), previously National Electric Power Authority (NEPA), is included in the company’s Nigerian experience.
Vigeo Power’s RCM experience spanned four years, from 2002 to 2007, and included an outsourced management contract in the commercial management of maximum demand, commercial, and residential customers in the old Ikorodu, Ojodu, and Somolu Business Units of Ikeja Electricity Distribution Company (IEDC) in Lagos State.
Need help with a related project topic or New topic? Send Us Your Topic