1.1 CONTEXT OF THE STUDY
Manpower is vital in all firms, whether they are manufacturing or service businesses like Dangote Sugar Refinery PLC. This implies that without personnel, no organization can function. In essence, human effort is essential and highly desirable for achieving the organization’s goals and objectives. The supply of labor, technical and professional skills, which are necessary for the effective and efficient planning and implementation of development policies, programmes, and projects, as well as the organization’s day-to-day operations, is their prerogative; however, it cannot be stated succinctly that human capital is an organization’s greatest asset.
Consequently, the central significance of human capital in an organization dictates that its growth cannot be optional, but must be undertaken regardless of the personnel’s prior training or experience. Manpower development is an essential element of strategic human resource management and a means of eliminating inefficiencies among an organization’s most important asset – its people resources. It is also essential for worker productivity and organizational performance. Since the official school system does not effectively educate specialized job skills for a position in a certain business, few people may possess the requisite skills, knowledge, aptitude, and competencies to fit into a specific job role in an organization. Thus, through the manpower development process, people are trained and developed to align with the strategic aims and objectives of the firm. It is crucial to adopt the viewpoint of Druker (2000), who said that manpower development is a general notion because it focuses on the training of human resources required for the growth of a business.
Personnel planning and development as a management function is crucial to the attainment of corporate goals. To fulfill stated objectives, it is necessary to plan for diverse resources, such as human, material, and temporal resources, etc. It should be mentioned that it is the responsibility of the staff to combine the organization’s varied resources in an effective manner in order to achieve its goals. In this globalized day, there are increasing arguments that human capital is the key to economic advantage. In a case when equal non-human resources such as finances, raw materials, plants, technology, hardware, and software are made available to competing firms, discrepancies in economic success can be linked to variances in workforce performance. In other words, the quality of an organization’s human resources determines its success or failure; therefore, it is necessary to plan for and develop the employees in various organizational units in order to achieve the specified objectives.
According to Ake (2001), the key to Nigeria’s socioeconomic and political development is the development of indigenous workforce to act as the driving force for national progress and development. Considering the argument for the concept of technology transfer as a driving factor for the development of underdeveloped nations, such as Nigeria, this is absolutely essential (Ake 2001). However, it is essential to note that the lack of emphasis on manpower planning and development as a tool for development in Nigeria on the part of both the government and the organized private sector could be attributed to a lack of understanding of both the concept and methods for manpower planning and development in a postcolonial context.
Nigerian State in which the process of manpower planning and development for national prosperity was perverted by colonialism and its concomitant negative bias infused into political leadership (Ekpo 2009). Thus, manpower planning and development became an elitist design that favored a capitalist mode of production in which labor was relegated to a secondary position among production factors (Omodia, 2009:113).
Organizational effectiveness is contingent upon the efficient and effective performance of the organization’s workforce. The richness of the workforce’s knowledge, skills, and abilities, in turn, determines the workforce’s efficiency and effectiveness. In most organizations, capacity development and building is a continuous process. Adaptability and ongoing preparedness of the workforce are as unavoidable as the initial acquisition of information and skills due to the unstoppable progression of time and the enduring allure of societal change. In the absence of employee capacity building and development in an organization, this cannot occur. In order to enhance the organization’s production and efficiency, every executive, manager, or supervisor in a public or private organization has the responsibility and obligation to ensure the growth of personnel who possess the essential knowledge and competence (Dada, 2004).
1.2 DESCRIPTION OF THE PROBLEM
Human capital development in emerging nations poses a formidable task. This is due to how far behind the rest of the world is and the massive efforts and resources required to catch up. Nigeria’s enormous population, vast sociocultural diversity, immature political culture, and the tremendous hope that rests on her to emancipate the black-race make the job all the more daunting for us. The good news is that there is reason for optimism because the nation has more than enough human capital potentials to overcome the problem if they are harnessed, empowered, and channeled properly.
As a result, it encounters a variety of issues, including:
1) Lack of skilled teachers and consultants to conduct courses on capacity building,
2) Lack of essential instruments for capacity growth, to
3) A lack of good communication inside the business prevents the majority of employees from being aware of various possibilities for capacity building.
1.3 OBJECTIVES OF THE STUDY
This study’s overarching purpose is to analyze the impact of effective manpower on the growth of companies, using Dangote Sugar Refinery PLC as a case study. Among the specific objectives are:
Determine the quality of the workforce at Dangote Sugar Refinery PLC.
Determine if Dangote Sugar Refinery PLC offers training and development for its employees.
To investigate the impact of training on the productivity of Dangote Sugar Refinery PLC.
To determine whether Dangote Sugar Refinery PLC provides incentives to its employees in an effort to motivate them.
1.4 RESEARCH QUESTIONS
The following are the pertinent research questions linked to this study:
What is the quality of Dangote Sugar Refinery PLC’s workforce?
Is there training and development for employees at Dangote Sugar Refinery PLC?
What impact does employee training have on Dangote Sugar Refinery PLC’s productivity?
Does Dangote Sugar Refinery PLC provide their employees with incentives to motivate them?