IMPACT OF EFFECTIVE MANPOWER ON THE DEVELOPMENT OF ORGANIZATIONS
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IMPACT OF EFFECTIVE MANPOWER ON THE DEVELOPMENT OF ORGANIZATIONS
Chapter one
INTRODUCTION
1.1 Background of the Study
Manpower is essential in any organisation, whether it is manufacturing or service-oriented, such as Dangote Sugar Refinery PLC. This indicates that no establishment can function without employees. In essence, human effort is highly desirable and necessary for achieving the organization’s goals and objectives.
The onus on how an organisation thrives is at their whims and caprices; the supply of labour, technical and professional skills, which are necessary for effective and efficient planning and implementation of development policies, programmes, projects
and daily operations of the organisation, is their prerogative; it cannot be stated succinctly that manpower is an organization’s most valuable asset.
Thus, the critical function of manpower in an organisation highlighted the need of its development, which cannot be optional but must be completed regardless of the personnel’s past training or experience.
Manpower development is an essential component of strategic human resource management, as well as a means of eliminating inefficiencies among an organization’s most valuable asset–its human resources.
It is critical for worker productivity and organisational performance. Because the formal educational system sufficiently provides specialised job skills for a role in a particular organisation, few employees may possess the necessary skills, knowledge, aptitude, and competencies to fit into a certain job position in an organisation.
Thus, personnel are trained and developed to fit into the strategic aims and objectives of the organisation through the human development process. It is appropriate to support Druker’s (2000) perspective
which stated that manpower development is viewed as a general notion because it focuses on training human resources required for an organization’s development.
Management’s responsibility for human resource planning and development is critical to achieving organisational goals. To attain the given objectives, it is necessary to prepare for diverse resources such as human, material, and time.
It should be mentioned that it is the personnel’s responsibility to effectively combine the various resources in order to achieve the organization’s goals. In this globalised world, there is a growing belief that the path to competitive advantage is via people.
When competing organisations have access to identical non-human resources such as finance, raw materials, plants, technology, hardware, and software, differences in economic performance can be attributed to differences in workforce performance.
In other words, the calibre of an organization’s human resources determines its success or failure, which supports the justification for planning for and developing persons in various organisational units in order to achieve the stated goals.
According to Ake (2001), the development of indigenous manpower to act as the driving force for national growth and development is unquestionably critical to Nigeria’s socioeconomic and political development.
This is critical given the case for the concept of technology transfer as a driving factor for the development of poor countries, including Nigeria (Ake 2001).
However, it is important to state that the lack of adequate emphasis on manpower planning and development as a tool for development in Nigeria on the part of the government and the organised private sector could not be far-fetched from a lack of understanding of both the concept and methods for manpower planning and development in a postcolonial
Nigerian State in which colonialism affected the process of manpower planning and development for national growth, instilling a negative perspective in political leadership.
Thus, manpower planning and development became an elitist design designed to support the capitalist mode of production, with labour consigned to the background among the factors of production (Omodia, 2009:113).
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 must ensure the development of their employees who have the necessary knowledge and expertise (Dada, 2004).
1.2 Statement of the Problem
The problem of human capital development for poor countries is daunting. This is in light of how far ahead the rest of the world is and the massive effort and money required to catch up.
Nigeria’s large population, huge socio-cultural diversity, yet-to-mature political culture, and the great hope placed in her to emancipate the black race make the task even more important for us.
The good news is that there is reason for great confidence because the country has more than enough human capital capacity to overcome the challenge if it is harnessed, activated, and efficiently channelled.
As a result, it faces a wide range of issues, including:
1) Lack of trained teachers and consultants to conduct capacity-building courses.
2) A lack of crucial capacity-building tools,
3) A lack of good communication inside the organisation prevents most employees from learning about available capacity building opportunities.
1.3 Objectives of the Study
The overall goal of this research is to look into the impact of effective people on organisational development, using Dangote Sugar Refinery PLC as a case study. Specific aims include:
1. To determine the quality of staff at Dangote Sugar Refinery PLC.
2. Determine whether Dangote Sugar Refinery PLC offers employee training and development opportunities.
3. To investigate the effects of manpower training on productivity at Dangote Sugar Refinery PLC.
4. Investigate whether Dangote Sugar Refinery PLC provides incentives to its employees in order to motivate them.
1.4 RESEARCH QUESTIONS.
Relevant research questions for this project include the following:
1. What is the level of staff at Dangote Sugar Refinery PLC?
2. Does Dangote Sugar Refinery PLC provide training and development for its employees?
3. How does workforce training affect the efficiency of Dangote Sugar Refinery PLC?
4. Does Dangote Sugar Refinery PLC provide incentives to employees in order to motivate them?
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