MANPOWER DEVELOPMENT ON EMPLOYEE’S PERFORMANCE IN PRIVATE SECTOR ORGANIZATION
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MANPOWER DEVELOPMENT ON EMPLOYEE’S PERFORMANCE IN PRIVATE SECTOR ORGANIZATION
Chapter one
INTRODUCTION
1.1 Background of the Study.
Business organisations, whether manufacturing, commercial, or construction, require certain inputs in their operations. These input resources could be raw materials or humans.
The interaction of these resources through design, regulations, laws, and prescription results in the ultimate output, which might be tangible or intangible in character.
According to Fearns (1980), organisations employ three (3) basic resource factors of production: natural resources such as land and raw materials, man-made resources such as buildings, machinery/equipment, and people. Of these, people are the most significant assets of any organisation.
According to Nwachukwu (1990), human resources are the most crucial since they determine whether an organisation succeeds or fails. In other words, human resources/employees run, direct, and manage other resources to meet the organization’s goals.
Manpower development is the process by which an organisation endeavours and seeks to train its employees to be active in a certain job area and ensuring that their abilities are improved and valuable to the organisation, assisting it in achieving its ultimate goals. Miller (1978).
By focusing on productivity, organisations recognise the need of hiring individuals who can do the job and succeed at it, and that finding these people, bringing them into the organisation, and developing their job skills is a smart human resource implementation.
It is worth noting that in every organisational structure, managers must have a comprehensive understanding of the existing configuration of human resources.
The requirement to understand the strengths and weaknesses of their current staff base, as well as information on job specifications and evaluations, must be examined.
Again, analyse the organization’s general goals and income projections. Translate the organization’s revenue projection into a demand forecast for human resources. Mager (1970).
The relevance of an organization’s human resources has been influenced by the overall business climate. Most organisations now look forward to the planning and growth of their labour force in terms of quality and diversity. As a result, the subject of manpower development has remained of interest to both organisations and scholars.
Effective strategic management gave rise to manpower development, which became part of the human resource management family. This is to argue that, up until the mid-1950s
the primary concept of strategic management was policy making, from which the course “business policy” derived its name. However, most corporate organisations have faced huge environmental shifts.
As a result of these developments, an organisation must develop and strengthen its workforce in order to keep up with the recurring changes in business.
An organisation must not just replace managers in order to deal with these unpleasant situations when they arise, but also cultivate the best managers possible to meet the needs. Nelson (1978).
The purpose of this study was to look into the techniques to human resource planning and development employed by Port Harcourt Electricity Distribution Company of Nigeria PLC. Uyo, as well as the elements that influenced the exercise.
1.2 Statement of Problem
Human resources (manpower) are regarded as the most important aspect of any organization’s survival, along with an adequate supply of material and financial resources that are used to achieve the desired results.
However, most organisations methodically plan their investment in physical and capital resources, and these plans are reviewed with utmost regard to human investment, without which the capital and equipment will be useless.
Many organisations do not recognise the importance of well-defined and ongoing training and development for employees in order to improve performance, or they are unable to afford training and development programmes.
Few organisations consider this critical part of staffing duties with any seriousness, overall attention, or continuity. The programmes are not only infrequent, but also imbalanced in terms of topic and staff engagement.
As a result, management has a poor attitude towards training and human resource development. There has been a gradual decline in manpower’s ability to cope with the challenges that accompany the overarching new dispensation in the industry.
In the circumstances, we find that the rise in industrial output is insignificant in spite of the enormous wave of modern technology that now exists in industrial activities.
According to industry observers, the organization’s performance is bad. Workers suffer from an inability to keep up with changing technological trends due to a lack of suitable and effective staff training.
Against this backdrop, the researcher examined the impact of performance training and development on organisational success in this mission; nonetheless, the researcher utilised Port Harcourt Electricity Distribution Company as a reference point.
1.3 Goal of the Study
To investigate the impact of manpower development in the company (PHED) on employee performance.
To determine the relationship between manpower development and employee performance.
Discover the personnel development approaches used by PHED.
Identify the factors that influence the company’s human resources.
To build a link between employee performance and incentive within the firm.
To determine whether employee training and development can lead to increased efficiency and productivity in the workplace.
1.4 Research Question.
The following research question was formulated.
How does manpower development affect staff performance?
Is there a link between manpower development and staff performance?
How does PHED implement manpower development techniques?
How can we discover factors influencing human resources in the company?
Is there any way to build a link between employee performance and motivation in the workplace?
Bring about increased efficiency and production in the organisation?
1.5 Research Hypothesis.
The hypotheses presented below served as a guide for this effort.
Ho: There is no substantial correlation between manpower development and staff performance in PHED.
Hello: There is a strong correlation between manpower development and staff performance in PHED.
1.6 Significance of the Study
The research is important for the following reasons. PHED services are the backbone of Nigeria’s economy, so it’s no surprise that it’s the most active industry on the stock exchange.
Based on this assumption, the government regulates PHED’s actions through the national electric power authority and provides the infrastructure required for optimal public service.
Despite all efforts to improve the services of the PHED industry, there are certain concerns about the quality of services provided by the PHED to its consumers in particular and the nation as a whole.
In light of this, the researcher intends to investigate the factors influencing Port Harcourt Electricity Distribution Plc’s ability to meet its objectives. Specifically, the study will examine the manpower base and quality of staff at PHED Plc and assess their suitability with the goal of developing training programmes to improve their performance, as an organization’s progress is determined by the quality of those in charge of its affairs.
The significance of this cannot be overstated, especially in these times when the majority of enterprises adhere to worldwide standards. To remain relevant in the context of globalisation, a company should plan and teach its employees to produce high-quality work.
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