CAPACITY BUILDING AND EMPLOYEE PERFORMANCE IN CIVIL SERVICE OF NIGERIA
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CAPACITY BUILDING AND EMPLOYEE PERFORMANCE IN CIVIL SERVICE OF NIGERIA
Chapter one
INTRODUCTION
1.1 Background for the Study
To improve capacity, conduct a need analysis by comparing actual performance and behaviour to necessary performance and behaviour. Capacity building and development is one of the key ways organisations invest in the workforce for better returns today and in the foreseeable future (Williams, 2007).
Organisational efficiency is dependent on the efficient and effective performance of the workforce that comprises the organisation. The workforce’s efficient and effective performance is dependent on the breadth of its knowledge, skills, and talents. Most organisations treat capacity building and development as an ongoing process.
The inexorable march of time, combined with the never-ending glitter of social change, makes flexibility and ongoing worker preparation as inevitable as the original acquisition of information and skills. Enterprises must prioritise staff capacity building and development to achieve this.
To maximise the organization’s productivity and efficiency, every executive, manager, or supervisor in a public or private organisation has the responsibility and indeed the bounding duty to ensure the development of their employees who have requisite knowledge and expertise (Dada, 2004).
Capacity building is the process of honing an existing talent to reflect an organization’s technological trends and other social-cultural contextual changes. In today’s competitive business world, capacity building can help boost productivity. The goal is to enable people to fully contribute to the organization’s welfare, health, and development (onah 2007).
The primary goal of capacity building and development in FRSC is to improve staff efficiency, which will lead to an improvement in corporate productivity. This explains why organisations anticipate a huge amount of money and time at one time or in a specific order to increase the abilities of their personnel at different levels.
According to Akinola (2007), the primary goal of capacity development is to provide people with the knowledge they need to qualify for a certain position of work, or to increase their abilities and efficiency in their current role.
In contrast, manpower development entails growth and the accumulation of extensive experience for the organization’s future strategic advantages. Thus, capacity building and development promotes staff effectiveness and efficiency.
The goal of this research is to understand the capacity building and development methods used by Guaranty Trust Bank for their employees. Organisations without a plan for staff development are less dynamic, as learning is a continuous process that can become obsolete as the environment changes.
A common caption in human management states, “If you think capacity building and development are expensive, try ignorance.” While capacity building and growth benefit organisations, ignorance destroys them. Workers, like machinery, must be updated on a regular basis or they would become outmoded or unfit (Muhtar, 2007).
According to Armstrong (2006), training can be used to acquire knowledge and abilities that will improve an individual’s performance based on efficiency and effectiveness, as well as competitiveness and production. Aside from that, he stated that people remoulding through training prepares individual employees to move up the organisational ladder.
As a result, staff development is strategic for both individual employees and organisations. According to Shuman (2009), people training encompasses initiatives to encourage staff growth to meet organisational needs.
Ismail and Bongogoh (2007) argue that training and development programmes are strategic human capital management tasks that focus on increasing employee competences in order to address everyday, routine, and short-term challenges.
According to Haslinda (2009)’s research on the effectiveness of training in the public sector, public sector organisations are becoming more concerned about the effectiveness of training and development because it is critical in improving on-the-job performance in order to achieve key performance indicators (KPI) for each employee.
Thus, in terms of training element evaluation and transfer, management must recognise the importance of assisting people in developing skills and building new capacities in order to achieve effective performance.
Ismail and Bongogoh (2009) emphasised that the opportunity to learn new things through training is a source of motivation for employees, and that this motivation leads to positive outcomes such as current knowledge, skills, abilities, and good moral values (attitude), commitment, trust, and good work ethics.
They emphasised that lack of job-specific skills can set people up for failure and put the organisation at a competitive disadvantage. Furthermore, bad performance reviews owing to insufficient work training might result in employee unhappiness, conflict, and a negative attitude (Truitt, 2012).
He stated that the workers’ primary goals are always to succeed in their jobs so that they may fulfil their duties more efficiently and effectively.
In a related development, Kanal, Normah, and Othman (2012) observe that providing employees with opportunities for training in an organisation not only motivates them but also helps them learn more about their required and expected tasks, which improves their work performance and leads them to believe that they are an integral part of the organisation.
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