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Modern organizations are becoming more complex and the demands for competent, qualified and trainable employees. Apart from other pressures derived from changes in technology, economic factors, market conditions political changes, revision of laws and the social environment, these changes in the organizations call for serious attention.
All aspects of economic development and growth revolve around the human knowledge and its effective harnessing.
Every organization should train and develop her human resources, for effective and efficient performance. This was rightly observed by C. Francis in Kasr and Resenzwig, when he said “I believed the greatest assets of a business organization are its human assets and the improvement of their value is a matter of both material advantage and moral obligation, if human resources development must wait then every other organizational activity had better rested”.
Relevance, in Kast and Resenzwig noted “physical resource unused lie inert-coal left alone for a Million of years is still coal. Human Resources left unutilized, deteriorate.
Emphasizing more on the relevance or Manpower Development, W.E Parker et al cited. The team is only as strong as its weakest link. In many cases, the weakness of a single worker can retard the production of a group or department.
This researcher is concerned with the letter i.e Human resources. The big question is “skill and proficiency acquired through training and experience or is it in born?” it is the candid belief of the researcher that given the complex technology involved the operations.
The relevance of the Human Resources factors, in production, informed this research into the training of the junior staff and its impact on Manpower Development into the training of the staff.
1.1 BACKGROUND INFORMATION
Education and training in the world of Work has become a major part of the real education system. Employers are increasingly recognizing the pragmatic need for the continual development of the knowledge and skills of the work force as essential to organizations success and individual employee achievement.
Job competences constantly interface with technological advances, economic change, employee advancement and a host of other demands.
As a result organization management in both the private and public sectors has come to have greater and greater expectation from the training and development functions.
Human Resources development is now considered essential in most organizations.
Education is a system aimed at imparting broad knowledge and skills, to enable people cope with their environments successfully improve their social lives and also bring advancement to the society at large. It is not designed to teach specific job skills for positions in particular organizations.
Most people that enter the labour market every year are not prepared to perform jobs in work organizations. They need to be trained by their employers. This does not exclude those who have received education in technical or professional fields of work at the schools of technology or university. They must receive some initial training in the form of induction, to the ways of their employers to the policies practices. It is a continuum in every organization for the purpose of growth and succession.
Training is the organized procedure by which people learn knowledge and or skills for a definite purpose. The aim of training is to accomplish a change in the behavior of those trained. The intention of training employees is that they must acquire new skills, technical knowledge problem solving abilities and attitudes that will be employed on the job in such a way as to aid, in the achievement of organizational goals.
The distinction between education and training is that education is through as being broader in scope. The purpose of education is to develope the individual. It is formal education in schools, Colleges or Universities.
Training on the other hand is vocationally or professionally oriented and it occurs in a work place organization. Training occurs when someone performs an act, in presence of another. In any organization, workers are generally classed into three categories, namely management, senior and junior staff. Other nomenclature, like top management, middle management are in use. Management, intermediate and junior staffs are also common. Whichever nomenclature is employees of any organization require three kinds of skills though at different levels. These skills are:
i. The Conceptual Skill
ii. The Technical Skill
iii. The Human Relation Skill
The management staff requires a greater deal of conceptual skill for policy formulation, strategizing and decision among various. He requires average human relations skills and some little technical skill.
The intermediate staff requires a very technical skill, very good human relations skill and small conceptual skill. The staff requires a sound technical skill, a good human relation skill and a very little conceptual skill.
What a person can do
What a person should be able to do
Fill the gap
Training and development are absolutely essential for the organizational survival. One of the quickest routes to making an organization more productive is by increasing the potential of its employees.
The purpose of training is to ensure that as quickly as possible people can reach and acceptable level of performance in their jobs.
Training sets out to fill the gap between what a person can do and what he should be able to do. It is concerned with building up skills and knowledge to increase the competence of people, in their workplaces. The same time increase their sense of belonging to the organization. Manpower is not freely available and must be developed.
1.2 STATEMENT OF THE GENERAL PROBLEMS
As organization is composed of two or more people. The people have various and often conflicting manpower objectives which must be reasonably satisfied or else individuals will withdraw from the organization such withdrawal can lead to the collapse of the enterprise and failure to accomplish the product or service objectives.
The manpower objectives are the monetary and non-monetary. In recent years management has come increasingly aware of the non-monetary goals of employees. When training and development is somewhat reasonable other desires come to therefore, and they form the basis of today’s impact of manpower train and development. This study will therefore attempt to find answers to the following questions or problems:-
i. What is the aim of training and development in an organization?
ii. What is the philosophy to training and development?
iii. What is the objective of training and development?
iv. What is the origin of training and development?
v. What is the relationship between training and development?
vi. To what extent does effective training and development affect the performance of individuals and the organization as a whole?
1.3 OBJECTIVES OF THE RESEARCH
The objectives of the study are as follows:
i. To examine the role of training and development in manpower development.
ii. To investigate the importance attached to training and development in the industry.
iii. To ascertain the impact of training and development.
iv. To identify training and development as an integral part of the organization resources necessary for industrial survival.
v. To identify the difficulties associated with training and development.
1.4 SIGNIFICANCE OF THE STUDY
This study being an empirical study is intended to provide vital information that will be used for advancement and recommend various ways and methods they can employ to improve and to make training and development more effective. In the same vein, the study aims at identifying areas of strength in the company through training and development to encourage and emphasize in that respect.
Also areas of weakness or generating problems when discovered appropriate recommendation will be made to solve these problems.
Finally when all corrective measures for training and development for the improvement of performance of the manpower in the company are made and recommendation instituted and implemented, the company and its related competitors are bound to achieve excellence in their operations.
1.5 SCOPE OF THE STUDY
This research project is restricted to the impact of manpower training and development of the staff of the manpower development.
1.6 LIMITATION OF THE STUDY
The researcher would have covered a wide scope in order to make the findings more revealing, meaningful and acceptable, but these effects were hindered by certain constraints like,
iii. Inability to meet up due to schedules planned.
iv. Insufficient materials, such as the availability of physical materials. The Liberian was not always in the acceptable time.
v. Many office did not make worthwhile to accommodate through morale.
vi. My wife’s demands were always on my shoulders.
vii. The psychological factors such as pressure from extended family members.
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