STUDY OF MANPOWER TRAINING AND PRODUCTIVITY
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STUDY OF MANPOWER TRAINING AND PRODUCTIVITY
ABSTRACT
This study looked at the relationship between manpower training and productivity in Ado-Odo/Ota Local Government Council, Ota, Ogun State. It also looked into the impact of manpower training on productivity and the barriers to successful training in Ado-Odo/Ota Local Government Council.
The study spanned the years 2006 and 2016. The human capital theory was used to explain the significance of investing in human capital in an organisation. The study gathered data from both primary and secondary sources. A structured questionnaire was distributed to 170 staff members at Ado-Odo/Ota Local Government Council to obtain primary data.
The population of this study was the Ado-Odo/Ota Local Government Council employees, who numbered 548 in December 2016. The questionnaire was administered using a simple random selection procedure, which included both senior and junior personnel. The Pearson Product Moment Correlation statistic was used to test the validity of the study’s hypotheses.
The results of this study show that there is a substantial association between manpower training and productivity in the Ado/Odo Ota Local Government Council. The survey also found that on-the-job training, workshops, and seminars have a beneficial impact on staff productivity.
Based on these findings, the Ado-Odo/Ota local government council should adopt personnel training as a management strategy to continuously improve the knowledge, skills, and abilities required for employees to remain productive in a competitive context.
The study also suggests that employees who are eager to participate in training programmes be supplied with appropriate money and supervision to achieve a satisfactory outcome.
It was determined that senior government officials should oversee the execution of training policies in the Ado-Odo/Ota local government council in order to fulfil its goals.
Chapter One:
Introduction
1.1 Background of the Study
Every company, whether private or public, seeks to increase productivity, and the abilities and competencies of its staff play a significant role in achieving this goal. Responsible organisations understand that human resources are their most important resource for attaining their goals.
As a result, personnel must be sufficiently equipped and taught to guarantee that their knowledge, skills, and talents help the business achieve its aims and objectives. Onah (2003) stated that manpower is the foundation of all other resources used in manufacturing and thus an essential aspect in converting other resources to the advantage of humanity.
In this approach, how well we prepare a worker is critical in determining how much we will spend to achieve our country’s goals. As a result, workforce training should be an essential component of any organisation. This is because manpower training improves staff productivity, which contributes greatly to the attainment of organisational goals (Banjoko, 2011).
Manpower training, therefore, plays a crucial role in ensuring that the specified goals of the public sector are met. This is significant since the public sector is made up of persons who serve as the primary delivery mechanism for public programmes, goods, and services.
To support this assumption, Singh and Mohanty (2012) argue that training is a critical and powerful tool for effectively achieving organisational objectives and goals, resulting in increased productivity. As a result, an organization’s success is heavily dependent on the capabilities and skills of its administrative and lower-level employees,
which are primarily derived from the knowledge and training they receive (Dialoke, Ukah, and Ikoro, 2016). Furthermore, training is critical in light of growing technology, the automated work environment, the rapid development of administrative settings, and the demands for diversity management as characteristics and emblems of globalisation.
Personnel training plays an unavoidable role, as many businesses have realised that training is the only way to increase abilities, improve productivity, ensure work standard retention, and increase employee commitment to the organisation (Dialoke et al, 2016).
In the Nigerian public sector, low productivity has prompted various changes, and several commissions have proposed staff training as a means of addressing low productivity concerns.
In order to increase productivity, the Nigerian public sector has undergone major changes focused on staff training. These reforms have been largely applied to reduce productivity and bureaucratic obstacles in service delivery (Okorie and Odo, 2014). Furthermore, these reforms proven highly useful in addressing the issues of low production and presenting a path forward.
It strives to make the government more responsive and effective. The main goal is to achieve efficiency, service delivery, transparency, increased service quality, and productivity in the public sector. (Olaopa, 2008; referenced in Okorie and Odo, 2014).
The Wolle Commission was the first commission or study group set up by the federal government to reform the public sector. In 1967, the panel was established to study the federal civil service’s training needs, among other things. The Commission was led by Professor C. P. Wolle, a consultant for the Institute of Administration at the University of Ife (now Obafemi Awolowo University) (Mohammed, 2014).
According to Isiwu (2012:4), the study’s findings were released in May 1968 under the title “Training Needs of the Federal Civil Service”. Therefore, the federal government gave vent to the report in April 1969 through: the federal government plan on employee training and development for civil servants, w
ith major components as: (i) the establishment of the Department of Training Department for public officers with the role of assessing the need for employees’ education, the preparation and implementation of training courses to achieve the desired training needs; (ii) the restructuring of the Federal Ministry
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