HUMAN RESOURCE DEVELOPMENT AND PRODUCTIVITY IN THE CIVIL SERVICE
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HUMAN RESOURCE DEVELOPMENT AND PRODUCTIVITY IN THE CIVIL SERVICE
Abstract
The Civil Service, as the machinery of government, plays a unique role in governance and national development, and as such, governments all over the world have grown to rely on it.
deals with the necessity to train and re-train its human resources in order for them to be more equipped to maximise productivity levels and meet governance challenges
as well as administration.
The theoretical underpinning for this work is system theory, with data acquired from secondary sources. My first chapter began with a general introduction, which included the background of the study, a statement of the problem, the objective of the study, the significance of the study, a literature review, the significance of the study,
a theoretical framework, hypotheses, a method of data collection and analysis, the scope and limitations of the study, and the operationalization of the concept. We looked at human resources and productivity in the Nigerian civil service: a historical perspective in chapter two.
In chapter three, we examined how obstructions such as corruption, poor application of the principle of federal character, insufficient funds, and inexperienced training staff all limit production. The fourth chapter discussed human resource development and productivity methods in the Kogi State Civil Service.
Finally, in Chapter 5, this work was concluded with a summary, conclusion, and recommendation. Using the KogiState Civil Service as a model, this effort aims to connect human resource training and development to production levels.
As a result, I believe that a lack of proper staff training and re-training has resulted in low production. In light of this, I believe that obstructions like as godfatherism, corruption, and nepotism should be eliminated in order to boost productivity and quality service delivery.
8 Chapter One: Introduction
1.1 Background of The Study
The issue of human resource development and
Productivity in the Nigerian civil service has deteriorated to the point where it is on the verge of collapsing due to issues in civil service delivery, overcentralization, and other factors.
According to Collins and Chan (2009), in addition to addressing many other critical development issues, Nigeria has an urgent need to prepare its workforce to meet societal needs.
The origins, organisation, and performance of the civil service may be traced back to the twentieth century, with the establishment of British colonial administration in Nigeria. By 1990, a decentralised colonial service had been established,
with headquarters in each protectorate. By 1904, Lagos state’s colony had merged with the protectorate of Southern Nigeria. This was followed by the union of the Northern and Southern protectorates in 1914, resulting in the formation of Nigeria.
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By 1914, the two countries had two civil services.
Lord Lugard, Nigeria’s (Northern and Southern) general, and two lieutenants
Governors were appointed for the North and South, with an administrator in control of Lagos. The British enforced a unified civil service in Nigeria, which was primarily concerned with maintaining law and order and mobilising sufficient local resources to ensure that their administration was self-sufficient. Ciroma (1988:5) asserts:
The Nigerian civil service began as an occupying force meant to assist colonial control and the exploitation of land and people for the advantage of colonial masters.
The Second World War and the ensuing global slump left the civil service irreparably impoverished, despite the fact that the civil service was a crucial tool and a true source of troops and material for the allied war efforts.
In 1936, the Walayns committee proposed a new policy of hiring indigenous people to work in government.
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For the first time, the administrative service, which was the pinnacle of colonial services, was made available to Nigerians.
The Nigerianization scheme was taken a step further with the appointment of the Foot Commission in 1948, which found that training and recruitment of Nigerians for senior positions in government services
was not only necessary to enable Nigerians to participate in the management of their own affairs, but also to enable them to keep pace with the country’s constitutional development and programmes.
The Richard constitution of 1946 constituted a key milestone in the history of the civil service in Nigeria. For starters, it marked the beginning of the regionalization of the hitherto unitary civil service, with some attempts to regionalize the central department.
The civil service was regionalized by converting parts of the central departments working in the three regions into non-central departments led by deputy directors reporting to the director in Lagos.
The Macpherson constitution of 1951 expanded the regionalization policy by creating more Central Departments.
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regionalized. The 1954 constitution established full-fledged regional civil services in addition to the central (federal) civil service. It resulted in various structural changes that had a significant impact on the public service commission in the regions as well as in the centre.
The same constitution gave these commissions broad authority to appoint, promote, remove, and discipline junior civil officers.
The Nigerianization programme was implemented as a result of the nationalist fight for independence. The goal of this programme was to establish the Nigerian civil service wholly manned, managed, and controlled by Nigerians (Omotosho, 2001). According to Okunade (1990: 26),
The civil servants who held positions
were caught off guard.
They were deficient.
the
necessary
training
initiative
and
Administrative ability.
As a result, the level of production in the civil service has drastically declined. Nicolson (1969) also highlighted that the administrative legacy of Nigerians was one of turmoil rather than order and tidiness. There was too much centralization and not enough delegation. Above all, civil officials for the government
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The first two decades following independence were corrupt, ineffective, and unproductive.
In response to the worrying decline in public service productivity, successive Nigerian governments have taken many initiatives to strategically position and reposition human resource administration in the country.
Such steps include, but are not limited to, the establishment of numerous commissions for civil service reform, such as the Morgan constitution of 1963, the Adebo commission of 1971, and the Udoji commission of 1974, among others.
Following the 1974 Udoji report, the civil service was completely reorganised, strategically readjusted, and fortified to react successfully to developed-country demands. According to Abubakar (1992: 42),
Human resource development is the sine qua non for achieving the two key goals/objectives of a good civil service: efficiency and effectiveness.
The implication is that the government of Nigeria’s civil service was very low prior to 1994. As a result, the greatest demand was for competent and motivated personnel in the right location and right time to fulfil the goals.
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Transfer all aspects of personal management from written plan to actual achievement.
As a result, the Udoji reform of 1977 saw human resource development as the primary means of improving civil service efficiency.
While the 1978 civil service reform promoted professionalism through human resource training and development as a means of advancing to the top echelons of the civil service.
According to Ayeni (1991: 123):
These changes included human resource training and development for the government’s professionalisation effort.
This is because, according to him,
An administration can build any measure of competence that will distinguish him apart from his peers in or outside administration through experience, training, and familiarity.
Furthermore, according to him, the 1988 public service reform mandated that every incumbent or office holder have the necessary knowledge, competence, and attitudinal inclinations in job activity, which was taught and advocated in government.
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services. As a result, it is acknowledged that in order to improve socioeconomic development and facilitate efficiency and effectiveness in government business, employees’ performance standards must be raised to the level of proficiency.
As a result, ministries must design, operate, and maintain programmes or plans for training employees in or under the ministry.
Following decades of military rule, the Obasanjoregime established a body in 1999 to overhaul the public sector/services, particularly in the employment of competent graduates, in the aftermath of democracy.
The Bureau of Public Service, directed by Mallam El-Rufai, was given the authority to conduct an audit of the public sector to ensure its efficacy.
The reform resulted in the layoff of approximately thirty thousand workers (unqualified, inept, and dead wood) and the hiring of approximately one thousand, five hundred graduates with first and second class university degrees. Unlike in the past, it became vibrant and successful as government personnel were permitted to carry out their duties.
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traditional responsibility of advising and implementing government decisions (The Punch, May 2,
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