ASSESSMENT OF TRAINING AS A MEANS OF MANPOWER DEVELOPMENT IN PUBLIC COMPLAINTS COMMISSION
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ASSESSMENT OF TRAINING AS A MEANS OF MANPOWER DEVELOPMENT IN PUBLIC COMPLAINTS COMMISSION
Abstract
This study evaluated training as a technique of developing manpower in the public complaints commission. The study’s entire population consists of 200 randomly selected public complaints commission employees.
The researcher collected data using questionnaires as the instrument. Descriptive This study used a survey research design. The survey included 133 respondents who were directors, administrative personnel, senior staff, and junior staff. The acquired data was organised into tables and analysed using simple percentages and frequencies.
chapter One
Introduction
Background of The study
An organization’s resources include both people and material resources. Human resources have the ability to manipulate material resources in order to attain organisational goals and objectives. As the legal profession says, “nemo dat quot non habat,” which means “what you don’t have, you can’t give.” of organisation considers fit to fulfil its stated objectives!
then training and manpower development must be treated seriously. The work climate is tense! while the world around us is rapidly changing. Technology is rapidly evolving and changing. Secretaries in offices who have been taught on manual typewriters should try to learn how to use a computer because typewriters do not last.
To expedite commercial operations, business managers must be online aware! The top desk officers (customer care centre) require training in how to interact with customers (customer relations). Marketing managers must stay current on how to best appeal to consumers’ brains through advertising! Using contemporary devices and equipment!
as security agents should “now use gadgets and electronic appliances to tackle today’s security threat which cannot be handled by physical (man) police, all of these and many more attest to the fact that training and manpower development play a significant role in an organization’s success
Organisations are facing increased competition as a result of globalisation, changes in technology, political and economic environments (Evans, Pucik, & Barsoux 2002, 32), prompting these organisations to train their employees as one of the ways to prepare them to adjust to the aforementioned increases and thus improve their performance. It is critical not to dismiss the overwhelming evidence of knowledge expansion in the business corporate world during the last decade.
This expansion has been fueled not just by technological advancements and a mix of production elements, but also by increased attempts to enhance organisational human resources.
It is consequently every organization’s responsibility to improve employee work performance, and undoubtedly implementation of training and development is one of the primary measures that most companies must take to accomplish this.
As it is obvious that employees are a valuable resource, it is critical to maximise employees’ contributions to the company’s purposes and goals in order to maintain effective performance. As a result, managers must assure an appropriate supply of people who are technically and socially competent, as well as capable of progressing into specialist departments or management positions (Afshan, Sobia, Kamran, & Nasir 2012, 646).
The fastest expanding sector of personnel activities is training, which is a critical aspect of human management. Training, defined as a course of nutrition and exercise for building employees’ affective, cognitive, and psychomotor skills,
assists organisations in having a critical way of developing the employee towards increasing his output. Some organisations go over and beyond by building their own schools for training and retraining their employees at no cost to the trainee.
The primary goal of training and development programmes in service organisations is to boost staff productivity. Productivity, on the other hand, is the end product of training and development as well as a measure of the output of the outcome from a given input.
Managers play a critical role in the service organisation in the achievement of organisational goals; as a result, he must be constantly exposed to regular training programmes to improve his abilities and enable him to adapt to the technologically advanced world of business.
Statement of the Problem
Training is unquestionably important in many businesses as a vital aspect in improving efficiency. However, despite continual changes with an emphasis on training, personnel training in the public sector is challenged by a number of issues, including a lack of regular training (Okotoni & Erero, 2005).
This is because numerous public-sector reforms have not deemed it necessary to establish specific and continuing training programmes that will boost staff productivity. This means that even when a training need is identified and resources and quality time are committed to meeting the requirement, the training exercise may be insufficient to overcome the productivity deficiency.
The training exercise is sometimes haphazard or uneven in its conception, implementation, and participation. Training is sometimes based on an incorrect assessment of training needs.
Again, there are cases where public-sector management fails to recognise personnel who have engaged in training programmes to develop new skills and knowledge. Such recognition may take the shape of a rise in income, promotion, or other perks to reward their accomplishments. Management may be unwilling to send such people to other departments where they are relevant after training has completed.
Furthermore, employment expansion is occasionally carried out without regard for the staff’s skills and capabilities, which can lead to bad morale and frustration among other employees who want to pursue additional training.
The aforementioned managerial approach towards manpower training may result in the steady degeneration of employees’ skills to deal with difficulties posed by social, economic, and technical changes.
Employees of most public sector organisations are rarely sent for training, and those who indicate a willingness to participate in any type of training may not be provided with any kind of support, such as study leave with pay, to keep the curriculum going. Before sending personnel for training,
the relevance of the training course to the requirements of the current position and future posting is not always evaluated. Even when employees participate in skill development programmes, management does not always offer the essential equipment to improve operations.
The subsequent effect of this is that such employees can face trouble in coping with the growing technology improvements and may remain redundant. The public complaints commission will be used in the study.
Aims and objectives of the study
The study’s aims are as follows:
To determine the types of training programmes accessible to workers of the Public Complaints Commission in Abuja.
To determine the influence of training and development courses on the performance of employees in the public complaint commission, Abuja
To propose answers to the difficulties of manpower training in the Abuja Public Complaints Commission.
The following items have been proposed for testing:
H0: There are no training programmes offered to workers of the Public Complaints Commission in Abuja.
H1: There are various training programmes offered to staff of the Public Complaints Commission in Abuja.
H0: There are no solutions to the staff training difficulties at the Public Complaints Commission in Abuja.
H2: There are answers to workforce training difficulties in the Public Complaints Commission in Abuja.
The significance of the research
The key determinants of employee performance in any organisation are efficiency and effectiveness, which cannot be attained without acknowledging the importance of manpower training in achieving organisational success.
This research is critical in determining the importance and influence of manpower training on staff productivity in the public complaints commission. The knowledge gained from this study on personnel training will be valuable to other scholars and practitioners who may wish to conduct studies on manpower training in the local government under consideration and in Nigeria generally.
scope and limitations of The study
The study’s scope includes an examination of training as a means of personnel development in public complaints commissions. The researcher confronts various limits that limit the scope of the study, which are as follows:
The researcher’s research material is insufficient, restricting the scope of the investigation.
The study’s time span does not allow for broader coverage because the researcher must balance other academic pursuits and examinations with the investigation.
Inadequate funding tends to limit the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection method (internet, questionnaire, and interview).
Definition of terms
Training is a planned, systematic action that results in increased levels of ability, knowledge, and competency required to execute work efficiently (Gordon 1992).
Development is a comprehensive, continuing, multi-faceted set of actions (including training activities) intended at raising someone or an organisation to a higher level of performance, generally in preparation for a new career or function in the future (McNamara 2008).
(Business Dictionary) Manpower: The whole supply of individuals available or engaged for a certain job or task.
Planning is the act of developing a strategy for a specific course of action (Financial Dictionary).
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