Project Materials

THE ROLE OF INDUSTRIAL TRAINING SCHEME ON THE DEVELOPMENT OF MANPOWER IN SELETED BUSINESS ESTABLISHMENT

ABSTRACT

The function of industrial training schemes in fostering the growth of human resources at a subset of Anambra state’s commercial establishments is the subject of this study. As of the project’s inception, the survey’s sample size consisted of five companies: Ibeto Group of Company and Premier Brewery Onitsha, ITF area office Awka, Lento Aluminium Company Awka, and Nigeria Brewery Onitsha. The questionnaire served as the primary data collection tool for this study. The need that new businesses undergo industrial training was imposed. According to the study’s findings, businesses saw an uptick in productivity from employees who have participated in ITF training programs. The study’s author argued that ITF’s training programs should be flexible enough to meet the needs of each contributing business. After looking over the numbers, the researcher came to the conclusion that ITF is making development despite facing some obstacles. The study concluded with a summary and some suggestions for future research.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study 

Training and developing human resources in certain companies was a concept that most of our developing nations had a hazy grasp of a few years ago. According to Dr. Akinku’s statement in his book “Nigeria Today,” we still don’t know if the four M’s are missing from our group.

We have exhausted every possible means of increasing our output. Man, Materials, Machines, and Money were the four pillars upon which his “4m’s” stood.

The issue of staff development and training in many organisations has gained more attention as a result of recent events and heightened awareness in both developed and developing nations.

Layemo stated in his first lecture of the supervisor management training course that underdeveloped human and labour resources, rather than a lack of natural resources, constitute the fundamental problem facing developing nations.

Also, as Eze demonstrated in his book “sources of management motivation,” the human resources of developing nations are severely lacking. To back this idea, Ashby found that third world countries’ human resource capacities were still evolving in his 1959:58 study. In 1962, the National Manpower Board was formed in response to Ashby’s suggestion.

Following up on this, in 1963 the personnel conducted a thorough survey that brought the following to the attention of the government. a. Management quality at all levels is a big obstacle to economic growth. b. The importance of efficient coordination in personnel training to prevent wasteful duplication of efforts.

Due to the country’s insufficient manpower development programs, the International Labour Organisation (ILO) highlighted the need for rehabilitations in 1969. This was because the civil war had rendered Nigeria’s economic development plan useless, necessitating the development of technical and progressive manpower training.

A high level of incompetence exists in our industries, according to the second National Manpower Development Plan (1970:74). The plan cited three reasons for this: a. inadequate education and professional qualification; b. poor employee quality; and c. inadequate experience.

Despite the shortage of qualified personnel, many companies still fail to invest in their employees’ professional development, which is a major contributor to low output. In 1971, the federal government established the industrial training fund through decree No. 47.

The fund’s primary goal was to foster and support skill acquisition in order to produce an indigenous workforce with the necessary level of training to satisfy the country’s growing demands.