EFFECTS OF MANPOWER TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE
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EFFECTS OF MANPOWER TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background of the Study
In a developing country like Nigeria, workforce training and development are important to the performance of almost all corporate enterprises. Because every business organisation cannot function without an adequate workforce, it is a vital tool for any firm organisation.
Managers must be able to improve their performance through well-designed training and development programmes in order to be successful. These training sessions could range from on-the-job instruction to educating managers to new strategies employed in current office environments.
Manpower development and training must be based on a need analysis developed by comparing “actual performance” and behaviour to “needed performance” and conduct. Manpower training and development is one of the most essential ways that businesses can invest in their employees now and in the future.
Organisations are facing increased competition as a result of globalisation, technological changes, and political and economic environments (Evans, Pucik, & Barsoux 2002, 32), prompting them to train their employees as one way to prepare them to adjust to the aforementioned increases and thus improve their performance.
It is vital not to ignore the overwhelming evidence of knowledge expansion in the business and corporate sectors over the preceding decade. This growth has been driven not just by technology developments and a variety of production factors, but also by increased efforts to improve organisational human resources.
As a result, it is every organization’s responsibility to increase employee work performance, and adopting training and development is unquestionably one of the major strategies that most businesses must do to do so.
Employees are clearly a valuable resource, and it is vital to maximise their contributions to the company’s purposes and goals in order to maintain effective performance.
As a result, managers must ensure a sufficient supply of workers who are technically and socially competent, as well as capable of moving to specialised departments or management positions (Afshan, Sobia, Kamran, & Nasir 2012, 646).
In many circumstances, the question of why human resources are important may arise. Given that human resources represent the firm’s intellectual property, employees are an important source of gaining a competitive advantage (Houger 2006), and training is the only way to create organisational intellectual property through employee competencies.
In order to succeed. Organisations must obtain and effectively use human resources. To achieve their goals and objectives, organisations must design their human resource management in ways that are compatible with their organisational structure.
Furthermore, it is vital for organisations to assist their employees in developing the necessary skills and improving dedication.
Human resource management in Nigeria, and specifically at Power Holding Company of Nigeria (PHCN), is difficult because most organisations struggle to find suitable human resources.
This could be attributed in part to the numerous sorts of problems that present in the African business environment, such as political instability, corruption, bureaucracy, poor infrastructure, low levels of education and purchasing power, sicknesses, and malnutrition (Kamoche 2002, 994–995).
Training is the fastest growing sector of personnel operations, and it is an important part of human management. Training, described as a diet and fitness programme designed to improve workers’ emotional, cognitive, and psychomotor skills
helps businesses develop employees in order to increase production. Some companies go over and beyond by constructing their own schools for training and retraining their staff at no expense to the trainee.
The major purpose of training and development initiatives in service organisations is to increase employee productivity. Productivity, on the other hand, is the result of training and development, as well as a measure of the output of a consequence from a specific input.
Managers play an important role in the service organisation in achieving organisational goals; as a result, they must be subjected to frequent training programmes to develop their talents and enable them to adapt to the technologically evolved world of business.
When it comes to meeting organisational goals, the management function known as “manpower planning and development” is critical. To fulfil the goals set, it is critical to plan for the many resources that will be necessary, including time, money, and people.
It is vital to highlight that it is the responsibility of employees to bring together the organization’s many resources in the most effective manner possible in order to achieve the company’s goals.
In today’s globalised environment, there are an increasing number of reasons why people are critical to gaining a competitive advantage over other businesses. When competing organisations have access to the same non-human resources
such as money, raw materials, plants, technology, hardware, and software, variances in economic success can be attributed to variations in worker performance. This occurs when rival organisations are allowed access to the same non-human resources.
To put it another way, the quality of an organization’s human resources determines whether or not the organisation is successful; this fact supports the rationale for planning for and cultivating personnel in the organization’s various units in order to achieve the established goals.
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