MANPOWER TRAINING AND DEVELOPMENT
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MANPOWER TRAINING AND DEVELOPMENT
Chapter one
INTRODUCTION
1.1 Background of the Study
Until recently, there was a general resistance to investing in training problems in the public service because of the belief that “employees hired under cue to problems must be presumed to be qualified, that they were already trained for their jobs, and that if this was not the case, it was obvious that selection of personnel problem” (Stahl, 1976).
This premise was abandoned when the necessity for training became apparent in both the corporate and public sectors. Many organisations have recognised the effectiveness of training.
Indeed, the relevance of training and development is becoming increasingly apparent as the complexity of problem moderating variables, among other things, increases.
Training and development helps to guarantee that organisation members have the drive for the amount of training required to execute their jobs effectively, which is the outcome of training.
Despite management professionals’ and the government’s understanding of the need of training as a means of addressing social restrictions, the experience with manpower training and development in the Nigerian public service has been one of deceit and waste.
Manpower development is a process of intellectual and emotional achievement that provides opportunities for people to progress in their work. It refers to a sequence of operations that an organisation might engage in to increase its managerial capacity. Manpower development is a key aspect of strategic human resource management.
According to Haribison (1973), humans are the ultimate source of a nation’s prosperity. This notion pertains to the West African Examination Council (WAEC).
The rise in organisational activities moderates variable organisation risk, making it both a problem and a requirement for organisational management. As a result, training and development of personnel
who bear a great deal of responsibility for achieving these goals, must be prioritised if the organisation is to continue to benefit from peak employee performance.
According to the International Labour Office (2000), training improves findings, and holding a job enhances productivity at work, income earning capacity, and living standards.
Increases career opportunities. Management experts also claim that a manager’s primary duty is to develop, direct, encourage, and train subordinates for maximum efficiency. According to Stahl (1986), training prepares people for specific jobs that are unique to the public sector.
Some authors use the terms ”training and development” interchangeably. Some argue that the two concepts are not the same. Jones, George, and Hill (2000) argue that training is largely concerned with educating organisational members how to perform their existing duties and assisting them in acquiring the information and skills required to be good performers.
Development, on the other hand, focuses on increasing organisational members’ knowledge and skills so that they are ready to take on new tasks and difficulties.
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