IMPACT OF MANPOWER TRAINING AND DEVELOPMENT ON WORKERS PERFORMANCE
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IMPACT OF MANPOWER TRAINING AND DEVELOPMENT ON WORKERS PERFORMANCE
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Human resources have played an important part in the economic development of most industrialised countries, including the United States of America, the United Kingdom, and Japan. It can thus be argued that a growing country like Nigeria,
with its abundant natural resources and enough financial assistance, might achieve similar economic success if adequate attention is paid to the development and training of its people resources.
As can be seen, the government of Nigeria is taking enough steps to guarantee that individuals obtain the essential information and skills. Secondary and technical schools, vocational training institutes and colleges, professional and tertiary institutions,
as well as the current educational reforms in the country, are all geared towards the acquisition of skills and knowledge to ensure effectiveness and efficiency in our workplaces.
A manager in an organisation, for example, will not be effective unless he has subordinates who are well-equipped with skills, talent, and knowledge. Managing a large or small organisation necessitates the hiring of qualified professionals. The formal educational system does not teach specialised job skills for a position in a certain organisation.
Few employees have the necessary skills, knowledge, abilities, and competencies (SKAC) to perform their jobs. As a result, many people require lengthy training to gain the essential skills, knowledge, abilities, and competences (SKAC) to contribute significantly to the organization’s success (Barron and Hagerty 2001).
Employees must acquire and develop knowledge and skills in order to be flexible and effective on the job, and they must see visible signs of management’s commitment to their training and career needs in order to believe that they are valued by the organisation for which they work.
Training and development are processes that invest in individuals to prepare them to perform. These processes are part of a larger human resource management strategy that should result in individuals being motivated to perform well.
Barron and Hagerty, 2001. It goes without saying that staff training and development is an issue that every organisation must address. However, the amount, quality, and quantity of training provided varies greatly amongst organisations.
Factors influencing the quantity and quality of training and development activities, according to Cole (2002:329), include the degree of change in the external environment,
the degree of internal change, the availability of suitable skills within the existing work force, and the extent to which management views training as a motivating factor in work.
1.2 HISTORICAL BACKGROUND OF GUINNESS NIGERIA PLC
Guinness Nigeria Plc was founded in 1950 with the primary purpose of importing and distributing Guinness stout from Dublin for future sale in Nigeria. Because of the product’s success in the country, a decision was made in 1962 to open a small brewery.
On January 31, 1962, Arthur Benjamin Francis Guinness, now the Earl of Irish, lay the foundation stone at Ikeja, which titles he inherited after his grandfather’s death and held until 1967 while serving in active service during World War II.
Guinness Nigeria is a subsidiary of the prominent UK-based Diageo Plc. The brewery was the first outside of Ireland and the United Kingdom. Other breweries have opened over time, including the Benin City brewery in 1974 and the Ogba brewery in 1982.
Foreign Extra Stout (1962), Guinness Extra Smooth (2005), Malta Guinness (1990), Harp Lager Beer (1974), Gordon’s Spark (2001), Smirnoff Ice (2006), Satzenbrau (1995) are all produced by Guinness Nigeria.
Guinness Nigeria Plc believes in giving back to its community. This it has accomplished by launching commendable Corporate Social Responsibility projects in a number of Nigerian areas.
The Water of Life initiative, which presently supplies drinkable water to over 500,000 Nigerians scattered across numerous rural villages from Northern to Southern Nigeria, is one of these projects, as are scholarships and Guinness Eye Hospitals in three Nigerian cities.
Guinness from Nigeria is reported to be twice as strong as Guinness from Ireland. Due to a fear of evaporation on the long voyage to Nigeria, the Irish brewed Guinness twice as strong in the 1800s. However, the alcohol did not evaporate, and Nigerians continue to brew their Guinness twice as strong to this day.
Guinness Nigeria Limited has gone public. In 1965, it was one of the first firms to be listed on the Nigerian stock exchange, with shares made available to Nigerian shareholders; 1200 Nigerians controlled 20% of the equity.
In 1971, a decision was made to establish a new brewery in Benin at a cost of $12 million in order to produce higher quantities of beer; this was the largest brewery ever built in Nigeria.
The organisation feels that investing in its employees’ training and development is a worthwhile investment. As a result, training centres have been established in Benin and Lagos (Ikeja).
Following the imposition of a prohibition on the importation of methods barely, the company has performed research into the use of maize and sorghum in instead of malt in the creation of several beverage brands.
Harp lager beer, together with Guinness stout, achieved extraordinary success in the Nigerian market due to its high quality, and is now known as Guinness Nigeria PLC.
After only a decade of harp brewing and marketing, brand loyalists began to transfer their attention to the other hand. The objection expressed by Harp patrons for increasingly shifting preference was due to the brewers’ failure to eliminate particles identified in the finished product, and these were important setbacks faced by Guinness Harp.
In the year 1995, a new product line called “satzenbrau” hit the market, gaining popularity in Lagos and, more specifically, west Ibadan.
In 1990, another product line called “Malta Guinness” was introduced to the market, and it quickly gained popularity both within and outside of the country.
It was accepted, and as such, an effective management system is required to lead the future of all product lines carried out by Guinness Nigeria Plc. (www.Guinnessnigeria.com).
1.3 STATEMENT OF THE PROBLEM
It is common knowledge that training improves SKAC and, as a result, worker performance and productivity in organisations.
Many organisations in Nigeria, including the public sector, invest in personnel training and development, with departments, groups, and sectors dedicated to the task. Guinness Nigeria Plc is one such organisation that has practised training and development from its inception, and especially over the last ten (10) years.
However, it appears that training in Guinness Nigeria Plc has been disorganised, unplanned, and unsystematic for several years now, and several of its employees, including machine operators, junior and middle level engineers, accounts clerks,
computer operators, secretaries, drivers, and many other categories of workers, have not qualified for any form of training, nor is there any systematic process of staff development in place.
1.4 HYPOTHESIS STATEMENT
The null hypothesis states that appropriate training does not result in high performance in an organisation.
Alternative Hypothesis: Adequate training results in excellent organisational performance.
1.5 RESEARCH QUESTIONS
The following is the research question statement for this project research:
1. Will the organization’s workforce training and development lead to the achievement of the overall targeted goals and objectives?
2. Is staff training and development planned and systematic at Guinness Nigeria Plc?
3. Will employee motivation lead to improved performance, resulting in better organisational productivity?
4. Has training provided you with the opportunity to recognise any possibility for further development?
5. Does training and development improve employee skills and knowledge in organisations?
1.6 OBJECTIVES OF THE STUDY
The study’s aims are as follows:
1. Determine the primary goals of training and growth, as well as the key internal and external impacts on training.
2. Determine the Guinness Nigeria Plc training and development policy.
3. Outline and explain the training and development practises and processes, such as assessing training needs, outlining training techniques, and monitoring and evaluating the plan.
4. Determine whether training and development programmes improve worker performance and productivity.
1.7 SIGNIFICANCE OF THE STUDY
The study is expected to tell the management of Guinness Nigeria Plc and other organisations that in order to boost productivity, well-trained and motivated personnel must be hired and retained.
It is important to assist in the development and maintenance of a great work life, which will provide an opportunity for job satisfaction and self-actualization for employees. Finally, it is to assist Guinness Nigeria Plc management in introducing new training and development schemes in order to handle future change challenges.
1.7 SCOPE OF THE STUDY
The scope of the study is limited to the role and impact of training and development policies and activities in the last 10 years of Guinness Nigeria Plc’s existence.
The focus of this study would be limited to two essential human resource components, namely manpower training and development in Nigerian organisations.
1.8 LIMITATIONS OF THE STUDY
The study was limited by issues such as the promise of confidentiality and apathy on the side of interviewees and respondents, as some employees felt uncomfortable and others were just unconcerned.
The lack of credible documents and reports on Guinness Nigeria Plc actions over the last ten years further hampered the research examination. The study is limited by Management’s unwillingness to provide strategic information in the name of confidentiality.
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