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The achievement of organisational goals is heavily reliant on the efforts of its human resources. No organisation can live without the efforts of its employees, which is why management in any organisation must see the human element as the most important ingredient in sustaining the organization’s growth and long-term survival.

For long-term development and constant productivity growth, management must actively participate in workforce training and development programmes, because training bridges the gap between real and expected performance.

Training is a deliberate and planned attempt to improve skill and attitude in order to promote organisational productivity. Apart from enhancing productivity, it also trains individuals for higher positions and keeps them calm when presented with hard tasks.

As an organisation grows, so does its management, necessitating the need for people training to ensure the organization’s effective and efficient operation. Employees must be constantly trained in order to keep up with technological advances.

Training is concerned with factual and relatively navour or structured learning material with immediate job reference to programmes for lower-level employees, whereas development is primarily for managers.

As a result, management development entails attempting to improve managerial performance effectiveness through influencing information for the aim of organisational performance. Some managers work across the organisation to identify management potentials or superior candidates in order to broaden the breadth of experience (knowledge and attitude).

Some are trained to be ready for promotion and to handle difficult tasks. Manpower training and development as a policy in an organisation entailed providing the necessary training and imparting the necessary knowledge to improve employee performance, with the goal of boosting production.

Another goal of a training programme is to avoid personnel obsolescence, which is a constant risk in a highly competitive and changing business environment. Above all, training and development are the lifelines of any organisation that wishes to grow because no one knows unless they are taught, so that organisation must embrace training.


“Manpower training and development on organisational goal attainment” was chosen as a topic to investigate how manpower development can effect organisational goals. Competent people must be recruited, trained, developed, and retained in order for any organization’s desired goals and objectives to be realised.

Some organisations are opposed to educating their employees because training makes them more appealing and marketable to competitors. Some are due to the mistaken belief that money spent on training is a waste rather than an investment. Others are implementing policies incorrectly.

Based on the foregoing, it is appropriate to pose the following question:

To what extent is manpower training and development recognised as a critical tool for achieving organisational goals?

How does human resource development and training effect organisational productivity?

Does the policy of Nigerian brewers foster training and development?


The following are the study’s objectives:

To look at the impact of employee training and development on organisational productivity.

to investigate the management policies on training and development

To learn about the employee’s attitude towards training and development in the organisation.

To investigate how effective training and development policy implementation is without human error.


The researcher would like to propose the following in order to ensure the reliability and accuracy of this work.

H0: Human resource training and development do not increase organisational productivity.

H1: Human resource training and development improve organisational productivity.


According to the different studies and discussions mentioned earlier, there is enough evidence to warrant a study that will investigate the impact of personnel training and development.

The significance of the study cannot be overstated because organisational success and growth, as well as training and development, are inextricably linked. If an organisation is to prosper, it must embrace training.

The following, however, are important to the study.

Determine how training and development will prepare the person for more difficult and time-consuming tasks.

Training increases organisational productivity and boosts employee morale.

It lowers the expense of supervision.

It lowers the rate of human-factor accidents, i.e. machine accidents.

It improves staff performance and ensures long-term survival and achievement of organisational goals.


Manpower training and development is a wide issue with new concepts being developed on a regular basis. Employees today recognise the importance of training, skill development, and performance enhancement.

However, for clarity and correctness, this research work has been confirmed to the Nigeria Breweries Kaduna factory. In addition, the study will be limited to how training and programmes are implemented and their impact on organisational productivity.


Training and development programmes are very broad and require a lot of time to investigate, but due to time constraints, the researcher cannot delve into detail in some cases.

The initiative is expected to be organised in accordance with organisational policy, making it capital intensive. Furthermore, some supervisory attitudes do not promote the researcher, posing a difficulty to the researcher.


Nigeria Breweries Plc, founded in 1946, is Nigeria’s pioneer and largest brewing company. Its first bottling of beer, STAR large, rolled off the bottling lines of its Lagos Brewery in June 1945. Other breweries were subsequently commissioned by the company, including Aba breweries in 1957, Kaduna breweries in 1963, Ibadan breweries in September 1993, and Enugu breweries in October 2003.

The company began as a joint venture between the United African Company (WAC) International, UK, and Heineken of Holland, making it 100 percent foreign owned at the time. When it began fully operating in early 1950, those indigenous trades already involved with its product were muited to become shareholders.

Foreign shareholders were obliged to see a considerable position of their stake today as a result of the early 1970s indigenization programme. The corporation is 60% Nigerian and 40% foreign owned;

the 60% Nigerian interest is held by company employees and members of the public, while the 40% foreign ownership is split almost evenly between (WA Holding Limited (for Unilever) and Heineken brewerizen Bv).

The international partners are now acting as technical advisers. Unilever provides business advice such as accounting, purchasing, marketing, and personal, whereas Heineken provides technical advice. The corporation is organised into four divisions: technical, financial, marketing, and personnel, each of which is led by an executive director.

The brewing business is one of Nigeria’s fastest expanding sectors of manufacturing. It will provide direct employment for nearly 30,000 people. The industry’s indirect employment is close to 300,000, including enterprises that provide supplementary services.

Critical skills are typically obtained through formal education or on-the-job training. A minimum tertiary qualification of a first degree is necessary at the management level.

Following employment, the worker receives systematic training for around 18 months before being formally recognised as qualified to work in the system. Non-technical graduates complete an 18-month management training programme to get specialised management skills relevant to their job.

The only exception to this approach is mid-career recruitment, which fills unexpected gaps in the management structure with suitably qualified experts from outside the system. Because of the characteristics of the technological division, assistance to bridge gaps in the management cadre is always accessible from technical partners.

Specific skill training is provided in-house by appropriately certified trainers in all divisions. Outside resources, both domestic and international, are used to supplement in-house capabilities.

Personnel are given the opportunity to realise their potentials through the staff development plan, their strengths and weaknesses are appraised early in their employment, and a career path that offers challenging possibilities and satisfying work is proposed.

Thus, the employee receives training, both locally and internationally, for a specific assignment, and is directed to future opportunities. All of these elements are incorporated into well-planned career and succession plans, ensuring that employees are appropriately engaged and identify closely with the company.

In comparison to other industrial concerns, both locally and globally, the remuneration strategy is based on a merit-based appraisal system that is unrelated to age or experience. Aspects of the working environment include.

a. A nice softy album

a. Reasonably generous living allowances

c. Almost free lunch for all management levels

d. Free medical care provided by the company

b. Monthly free cartons of company products for all employee categories

All of this contributes to the development of a career path. The average turnover rate is at 6-7 percent, which is not considered a concern.


Training is any practise initiated by an organisation or its workers with the goal of accelerating and improving learning among organisational members.

Development is the deliberate attempt to improve management performance effectiveness by influencing knowledge for the purpose of achieving organisational goals.

Manpower is an organization’s complete workforce.

Performance appraisal: Is the evaluation of an organization’s employee after they have been trained to see if they put the knowledge they have gained via training into practise.

Goal: The setting of objectives to attain a corporate goal, i.e. the tactics planned in advance to achieve the goal.

Organisation is the grouping of activities to achieve the enterprise’s goal. The term organisation also refers to the getting together of two or more people to achieve a common purpose.

Employee: Is the primary input used to attain organisational goals.

Management: The act of running and controlling a business or comparable organisation, as well as the act or skill of successfully dealing with people or situations.

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