HUMAN RESOURCE DEVELOPMENT AND PRODUCTIVITY.
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HUMAN RESOURCE DEVELOPMENT AND PRODUCTIVITY.
Abstract
As government apparatus, the Civil Service assumes the distinctive responsibility of facilitating national development and governance. As a result, governments across the globe have recognised its significance.
It is a valuable resource for them to undergo ongoing training and retraining in order to enhance their capabilities in terms of productivity and effectively addressing the complexities of governance.
in addition to administration.
The present study employs system theory as its foundational framework and utilises secondary source data. Chapter one commenced with a comprehensive introduction that encompassed the following: study context,
problem statement, study objective, study significance, literature review, study significance, theoretical framework, hypotheses, data collection and analysis method, study scope and limitations, operationalization of concept.
A historical examination of human resources and productivity in the Nigerian civil service was covered in Chapter 2. In chapter three, we examined how obstacles such as corruption, erroneous application of the principle of federal character, insufficient funding, and a lack of experienced training personnel hinder productivity.
The fourth chapter addressed the Kogi State Civil Service’s human resource development and productivity strategies. In conclusion, chapter five provided a summary, conclusion, and recommendation to conclude this work.
This study aims to establish a correlation between the productivity level of human resources and their training and development, with the KogiState Civil Service serving as a benchmark.
As a result, I am convinced that deficient staff training and retraining have contributed to decreased productivity. Given these circumstances, I propose that obstacles such as favouritism, cronyism, and corruption be rejected so as to enhance service quality and productivity.
Chapter One: Introduction to the Subject
1.1 Background of the Research
The issue concerning human resource development and
Productivity has plummeted to the point where the Nigerian civil service is on the verge of collapsing due, among other things, difficulties in civil service delivery and excessive centralization.
According to Collins and Chan (2009), Nigeria states an imperative problem in addition to resolving numerous other critical development issues, which is equipping its workforce to meet the demands of society.
The inception, organisation, and operation of the civil service can be traced back to the British colonial era in Nigeria during the 20th century. A decentralised colonial service was established by 1990, with its administration situated in each protectorate.
In 1904, the protectorate of Southern Nigeria and the colony of Lagos state merged. Then, in 1914, the Northern and Southern protectorates were merged, resulting in the formation of the nation of Nigeria.
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By 1914, each of the two regions had two civil services.
Nigeria’s two lieutenant generals (Northern and Southern) were represented by Lord Lugardand.
Governors were appointed to govern the North and South, whereas Lagos was under the administration of an administrator. The imposition of a unified civil service in Nigeria by the British primarily aimed to ensure self-sufficiency of the administration through the mobilisation of sufficient local resources and the preservation of law and order. As stated by Ciroma (1988:5):
In the beginning, the Nigerian civil service functioned as an occupation force to facilitate colonial rule and the colonial rulers’ exploitation of the land and its inhabitants.
The Second World War and the subsequent global economic downturn severely depleted the civil service, which had been an indispensable resource of personnel and materials for the Allied war efforts and was consequently devastated.
The Walayns committee proposed a novel policy in 1936, which advocated for the employment of indigenous individuals in the public service.
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The administrative service, once considered the pinnacle of colonial services, was made available to Nigerians for the very first time.
The Nigerianization initiative was further advanced with the establishment of the Foot Commission in 1948. The commission noted that the preparation and employment of Nigerians in senior government positions was not only essential for their participation in the governance of their own affairs, but also for their ability to stay abreast of constitutional developments and programmes within the nation.
The Richard Constitution of 1946 is considered a pivotal moment in the history of the Nigerian civil service. To begin with, it initiated the process of regionalizing the unitary civil service that had existed previously, with efforts being made to decentralise the central department.
As part of the process of regionalizing the civil service, certain central departments that operated in the three regions were converted into non-central departments supervised by deputy directors who reported to the director in Lagos.
The Macpherson Constitution of 1951 expanded the regionalization policy by establishing an additional number of Central Departments.
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in a regional sense. The constitution of 1954 established comprehensive regional civil services in addition to the central (federal) civil service. It prompted numerous structural adjustments within the public service commission that had profound implications both at the national and regional levels.
The aforementioned commissions were endowed with complete authority to appoint, promote, dismiss, and discipline subordinate civil servants by the same constitution.
A response to the nationalist demand for independence was the implementation of the Nigerianization policy. The fundamental objective of this policy was to ensure that the Nigerian civil service was fully staffed, administered, and controlled by citizens of Nigeria (Omotosho, 2001). Regards Okunade (1990:26):
The civil servants who held those positions
themselves defenceless.
They were deficient in
the
an absolute requirement
The training
undertaking (initiative)
and
Proficiency in administrative matters.
As a result, the standard of efficiency within the civil service plummeted to a perilous degree. In addition, according to Nicolson (1969), the administrative legacy of Nigeria was one of disorder and disarray, not order and cleanliness. Excessive centralization and a lack of delegation were observed. Primarily, government employees for the
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The initial two decades following independence were marked by corruption, inefficiency, and lack of productivity.
In response to this concerning decline in efficiency within the civil service, successive Nigerian governments have implemented a number of measures to reposition and strategically position human resource administration in the nation.
Such measures consist of, but are not restricted to, the establishment of numerous commissions tasked with reforming the civil service, such as the Adebo and Morgan constitutions of 1973 and 1974, and the Udoji commission.
In order to effectively address the demands of developed nations, the civil service underwent a comprehensive reform, strategic readjustment, and strengthening in the wake of the 1974 Udoji report. As per Abubakar’s (1992:42) viewpoint,
Human resource development is indispensable for achieving effectiveness and efficiency, the two primary aims or objectives of a competent civil service.
The implication is that the civil service administration in Nigeria was significantly inadequate prior to 1994. Therefore, qualified and motivated personnel at the appropriate location and time were of the uttermost importance in order to accomplish the goals.
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implement the paper plan into practice in order to accomplish every aspect of personal administration.
In accordance with this, the Udoji reform of 1977 regarded human resource development as the primary mechanism for enhancing civil service efficiency.
The 1978 civil service reform prioritised the cultivation of professionalism by means of human resource training and development as a pathway to attaining senior positions within the civil service.
In reference to Ayeni (1991:123):
These reforms facilitated the development and training of human resources in support of the government’s professionalisation initiative.
This is the reason, as per his assertion,
By gaining experience, training, and familiarity, an administrator can develop a degree of expertise that distinguishes him from his peers in and out of administration.
Moreover, according to him, the 1988 civil service mandated that all incumbents and office holders possess the necessary knowledge and skills, and the government instructed and recommended certain attitudes towards job activity.
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services rendered. As a result, there is consensus that elevating employee performance to a minimum level of proficiency is necessary to promote efficiency and efficacy in government operations, stimulate socioeconomic development, and facilitate overall progress.
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