Professional Documents
Culture Documents
1.0
INTRODUCTION
1.1
and indeed the bounding duty to ensure the development of their employees
who have requisite knowledge and expertise.
Training is like sharpening an existing skill in order to reflect the trends in
technology and other social cultural environmental changes of an organization.
Productivity is the goal of todays competitive business world and training can
be a spring board to enhance productivity. The aim is to enable them contribute
their full measure to the welfare, health and development of the organization
(Onah1993). The main objective of training and development in service
organization is to increase efficiency of employees with the resulting increase in
corporate productivity. This accounts for why a large number of fund and time
is expected by organization at one period or the order in the improvement of the
skills of their employees at various levels.
The principal intention of training according to AKPAN (1982:128), is to
equip people with the knowledge required to qualify them for a particular
position of employment, or to improve their skills and efficiency in the position
they already hold.
Manpower development on the other hand, implies growth and the
acquisition of wide experience for future strategic advantages of the
organization.
ii)
service organization.
To examine the current training and development of employees in the
iii)
iv)
member.
To recommend appropriate measures that could help improve the
current manpower training program.
4
v)
STATEMENT OF HYPOTHESIS
Here, Hi and Ho below represent the alternative hypothesis and null hypothesis
respectively.
HYPOTHESIS ONE
Hi:
performance.
Ho: Training and development does not improve productivity and better
performance.
HYPOTHESIS TWO
Hi: Training and development improve skills and knowledge of
manpower in service organization.
Ho: Training and development do not improve skills and knowledge of
manpower in service organization.
1.6
The scope of this study although very wide if it has been carried out in the
entire service organization. For this reason, it was necessary to have a
concentrated area of study which was restricted to the evaluation of the effect of
manpower training and development in service organization using Enugu
Electricity Distribution Company (EEDC) as the case study. Its major limitation
was the problem of getting information from the institution under study. As
6
aparastatals, there is always the fear of giving out information to the public as
such, vital information needed was not readily available.
Time equally would not be left out; getting permission to leave school and the
issue of finance cannot be ignored as much was spent in procuring materials.
However, with fact and judicial use of the limited resources, reasonable
analyses have been carried out in this research work.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Theoretical Framework for the Study
7
repairing, artistic skills, clerical and typing skills that would enable them to
improve on their performance and overall efficiency.
Jones, George and Hill, (2000) believed that training primarily focuses on
teaching organizational members how to perform their current jobs and helping
them acquire the knowledge and skills they need to be effective performers.
Training is a form of specialized education aimed at giving the trainee a
particular or specialized knowledge, skill and altitude which he must possess to
effectively perform in a given position. Development is concerned with specific
programmes designed to prepare and groom a worker with particular education
and training for higher responsibilities (Onasanya, 2006).
Beardwell and Helen (2001) also view development as the process of becoming
increasingly complex, more elaborate and differentiated by virtue of learning
and maturation. Training is also seen as a planned process to modify altitude,
knowledge or skill behavior through learning experience to achieve effective
performance in an activity or range of activities. (Osborne, 1996). Rouda and
Kusy (1995) views training and development as the acquisition of knowledge,
competencies and skills, and adopting behaviors that improve performance and
applications, instructional systems design, train-the trainer programs, and
instructional strategies and methods.
10
programme
began to appear in large cooperation in 1940 and early 1950s. In the past few
decades, there has been an increasing amount of research and general
knowledge of the principle and techniques of administration. The rapid rates of
technological and social changes have made it imperative to have managers and
workers who are trained to cope with these changes.
The ever increasing technological sophistication especially in this age of
computer technology has paved way for management training to meet changing
business. In the recent years, industries have been concerned with the
development of workers and those in management position both to improve
performance in their present job and to provide a solid basis for those who are
newly recruited. Those developments have been given impetus with thee
research of Taylor (2008), which emphasized continued necessity of scientific
discoveries of human potentials through training. It was in this climate of
technological and social changes taking place in the 19 th century that managers
started to seek better ways of coping with increasing complexities taking place
n their enterprises.
11
Taylor (2008) was one of the pioneers who found out that workers are important
and can be more efficient than machine (Alao, 2010). Taylor asserted that it is
the workers and management that set the pace for production hence, the need
for manpower training and development in order to enhance the organizational
predetermined goal. It has been emphasized that scientific management is not
a collection of technique only to increase efficiency, but rather a philosophy of
being accomplished by workers training and development (Alao, 2010).
In Nigeria, the genesis for manpower training and development can be traced to
the Ashby commission set up in 1959 to conduct an investigation into Nigerias
need in the field of past secondary certificate and higher education (Alao,
2010).
Development is the process of building the knowledge and skills of
organizational members so that they will be prepared to take a new
responsibility and challenges Jones, George and Hill (2000).
Development can also be defined as a deliberate program of an organization to
mould into the desirable shape its future leaders who are expected to perpetuate
the business of the organization most efficient and effectively, (Fagbohungbe,
2009). Development can be referred to as any learning activity which is directed
towards future needs rather present needs and which is concerned more with
career growth than immediate performance (Cole 1993). The intent of
12
13
ix.
x.
xi.
latter case, short courses, which provide information on the new thing
and offer the opportunity to learn and practice new skills or new
application of old ones may be undertaken.
d. Increasing motivation: it entails deliberate use of training ot increase
individuals willingness to work up to the required pattern and
standards. This rest on the belief that people are likely to work more
effectively. They understand not only what they are expected to do, but
why they are expected to do it in this way. The inculcalation of workrelated values and norms is possible in training.
e. Attitude change: training may be undertaken to change the
perspective and attitudes workers adopt in relation to the organization
and their work in it in a positive way. It could develop into employees
trust, commitment to the organization, job involvement and job
satisfaction.
16
2. Out with the old: training your employees will give them the chance to
understand the latest developments and trends within your industry.
Whether it is new machinery or new social medial tools, the world is
constantly developing.
3. Increased productivity: It is only natural that leadership development
and training will lead to increased productivity. Not only will your staff
be able to do more and understand more, but they will have gained
confidence within their tasks because their skills are developed.
4. Training and development leads to improved profitability.
5. Training and development improves workers morale and job satisfaction.
6. Training and development improves workers commitment to the
organization.
7. Training and development help to nourish better corporate image.
8. Training and development enhance organizational development.
9. Training and development assist in preparing guidelines for works.
10.Training and development improve the relationship between boss and
subordinate and general inter group relationship.
11.Training and development assist in understanding and implementing
organizational policies.
12.Training and development provide information for future needs in
various facets of the organization.
13.Training and development assist workers to adjust to changes.
14.Training and development assist in conflict management
15.Training and development improve labour-management relationship.
2.5 ORIGIN OF ENUGU ELECTRICITY DISTRIBUTION COMPANY
(EEDC)
17
19
undertaking office and service centers and cash areas of Enugu state. Just like
any other PHCN office in the country, it has all the departments such as
administrative and service, technical service, customer service, finance and
accounts and audit department each headed by a manager as a zone, the office
reports directly to the chief executive officer Enugu. It also has direct
communication with PHCN Headquarters Abuja.
PHCN Enugu zone has a total staff of 250 including Top management.
Power holding company of Nigeria (PHCN) accounting system is uniform
brought out the country and that of Enugu zone would not be left out. The
classification of the branches nationwide. The zone has fourteen (14) business
unit it and its responsible for everything that happens in the unit.
Enugu electricity distribution company (EEDC) is one of the distribution
company in PHCN. The federal government on Friday November 1 st, 2013
handed over the Enugu electricity distribution company (EEDC) to interstate
electrics limited, the core investor in the company.
2.2.1 METHOD OF TRAINING AND DEVELOPMENT
Training and development methods are means through which ideas, skills or
knowledge are impacted to learners in an organized manner. There are different
types of training and development methods that are in use today. The methods
22
of training and development are the same these methods are usually grouped
into two broad categories namely;
i.
ii.
1. Seminars: brings together group of people who pool and discuss ideas. A
seminar I meant to stimulate intellectual input. Papers presented are
criticized and corrections are suggested.
2. Workshop: Is a setting where a group of people meet and work together
in order to share and develop ideas about a particular subject or activity.
3. Lecture on classroom method: Involves the transmissions of
knowledge, ideas and factual information from the instructor to a large
group of trainees at one time thereby having the advantage of being a
relatively low cost training method. The major drawback of this method
is that individual differences in the abilities of a trainee to assimilate fast
or get lost in the classroom. Discussions are not taken into
consideration/account.
4. Vestibule training: involves trainees learning in a non work environment
in which conditions and equipment are virtually identical to what will be
encountered on the job. The only major problem with this method is that
its relatively costly than other method since this method requires that
trainees be trained on the same identical machines and equipment used in
the actual job environment.
5. Briefing groups: The trainer presents a short paper and asks for the
reactions of the trainees. It is assumed t hat the trainees are not
completely ignorant of the issues in the paper. The objective is to teach
knowledge, facts and assess the opinions of the trainees.
B. DEVELOPMENT METHOD:
26
27
popular in recent time. This is so because it has because, it has been realized
that neither the conventional on the job nor off the job methods are sufficient in
developing the much needed capabilities in managers. This is because most
routine jobs like the lower level employees, managers need than specific skill.
They need to acquire specialized and broad-based skills like conceptual.
Analytical diagnostic, problem- solving skills, human behavioral skills,
interpersonal skills as well as sound decision making skills. They need to
acquire specialized and broad-based skills like conceptual, analytical,
diagnostic, problem-solving skills, human behavioral skills, interpersonal skills
as well as sound decision making skills. Simulated development include:
i.
ii.
iii.
iv.
business situations, (Wexley and Lathan 1981) say that the primary
purpose of case study is to enhance the problem-solving skills of
v.
participants.
Sensitivity training: Here, Executives are trained in the art of
developing an awareness of and sensitivity to the behavioral pattern of
oneself and that of others with whom he relates. According to Roa and
Rao (1990), this sensitivity is expressed in the form of: increased
openness with and to others, greater concern for others, increased
tolerance for individual differences, less ethnic prejudice, enhanced
listening skills and increased trust and support.
30
3. VALIDATION
Introduce and validate the training before representative audience. Base final
revision on pilot results to ensure program effectiveness.
4. IMPLEMENTATION
When applicable, boost success with a train the trainer workshop that focuses
on presentation knowledge and skills in addition to training content.
5. EVALUATION AND FELLOW UP
-Assess program success according to:
REACTION: document the learners immediate reactions to the training.
LEARNING: us learners have actually learned.
BEHAVIOUR: note supervisors reactions to learners performance following
completion of the training. This is one way to measure the degree to which
learners apply new skills and knowledge to their jobs.
RESULTS: Determine the level of improvement in hob performance and assess
needed maintenance.
2.2.5 ESSENCE OF TRAINING AND DEVELOPMENT
33
ii.
iii.
34
2.3
ORGANISATIONAL
PERFORMANCE
IN
MANPOWER
ii.
iii.
etc)
Product and market performance (sales market share etc) and
Shareholder return (total shareholder return, economic value added,
etc).
40
41
42
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
RESEARCH DESIGN
In defining design, odo(1992), stated that designing implies out lining the name
of equipment and other materials the research intends using, applying some to
successfully execute the practical aspect of the research study.
43
SOURCES OF DATA
The data for this research work was collected from both primary and
interviews conducted by the researcher within the office and premise of the
Enugu electricity distribution company (EEDC) and structured questionnaire
administered to relevant staffs of EEDC. The purpose was to get their personal
views on a number of issues.
3.2.2
44
The secondary sources from which data was collected include: textbooks
from library manuals of Enugu Electricity Distribution Company (EEDC) and
different website on the internet.
3.3
population for the purpose of obtaining information for generalization about the
large population Nwabuokei (1986). Sampling population is used to avoid
possible errors in dealing with population. The population size was narrowed
down to determine the sample size. A statistical formula was used in
determining the sample size.
45
N
1+ N (e)2
n=
N
1 + N(e)2
Where N=250
e = (0.05)2
n=
250
1
0.0025
+ 250(0.0025)
250
1 + 0.625
= __250_
46
1.625
= 153.846
n = 154
Using Bourleys proportion allocation formula
n1 = n1(n)
N
Where n1 = Element within the sample frame i.e. Number allocated to each
class of employee (departments)
n = Sample or the proportion of the universe used
for the study. (Total sample size)
N = Population of the study i.e. overall employees.
Departments:
1)
2)
3)
4)
5) Audit Dept
---Population for the study
Administrative and Service Dept
n1= 62 x 154
250
=9548
250
Technical/Service Dept
n1= 80 x 154
250
= 12320
62
80
35
40
33
250
=38.19=38
47
250
=49.28
=49
=5082
250
=21.56
=22
=24.64
= 25
=20.32
=20
To cross check:
38 + 49 + 22 + 25 + 20 =154 (sample size)
order to ease the work of the researcher in the area of classifying and analyzing
individuals (respondents) options. The researcher went further to conduct
personal interview for answer not properly given when filling the questionnaire.
3.5.1
The research structured both open- ended and close- ended questions. Double
barrel questions that is, those questions capable of attracting multiple
interpretations were cautiously avoided. In the close ended questions,
respondents were given a number of alternatives from which to select options
they consider appropriate.
In the open ended questions, respondents were provided with blank spaces in
which to write down their own answers in their words. Dichotomous type of
questions that demands yes or No type of answers was also used.
3.5.2
like textbooks from library, manuals for PHCN different website on the internet
and past project reports.
3.5.3 DISTRIBUTION AND COLLECTION OF QUESTIONNAIRE
Out of one hundred and fifty four (154) questionnaire distributed to the staff of
power holding company of Nigeria(PHCN) Enugu zone, one hundred and
49
twenty (120) of them were duly completed and returned representing (77.92%)
and the researcher discovered that thirty four(34)questionnaire were unreturned
representing (22.08%).
Table 3.1
Department
Administration
Technical Service
Customer service
Finance and Account
Audit
Total
No of questionnaire No returned
distributed
38
30
49
35
22
17
25
20
20
18
154
120
Percentage
(%)
25
29
14
17
15
100
In analyzing the data collected using the questionnaire, the researcher used the
simple percentages method of data analysis. The analysis was represented in
tabular form for easy understanding and it consist the number of respondents
and the corresponding percentage and chi square was used as the statistical
tools used for testing more than two population using data base on two
independent random samples.
The test statistical thus becomes
X2 =
(o1 e1)2
e1
This test is based strictly on the primary data gotten from the use of
questionnaire.
DECISION RULE: Reject Null Hypothesis if calculated value of (X 2) is
greater than the critical value and accept Null Hypothesis if calculated value of
(X2) is less than the critical value.
The Degree of freedom = (n - 1) (k - 1)
Where
Df =Degree of freedom
n = Number of rows
k = Number of column
51
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
This chapter is designed to give and analyze the response to the research
hypothesis formulated from the stated problems in chapter one of this work. It
deals with the presentation, analysis and interpretation of the data collected.
They were analyzed using tables and chi-square (X2) statistical tool
4.1
52
This table reflects that 20(17%) of the respondents fall within the age bracket of
18-29; 35(29%) of the respondents fall within the age bracket of 30-39;
40(33%) of the respondents fall within the age bracket of 40-49; while 25(21%)
of the respondents fall within the age bracket of 50 and above.
TABLE 4.1.4
STATUS
Marital status
Single
Married
No of respondent
35
80
Percentage (%)
29
67
divorced
Total
120
100
OF
RESPONDENTS
BY
ACADEMIC
QUALIFICATION
Academic qualification
WAEC/GCE
OND/NCE
HND/BSC
Other qualification
Total
No of respondent
14
22
58
26
120
Percentage(%)
12
18
48
22
100
53
From the table above, it was observed that 14(12%) respondent have west
Africa Examination council certificate (Wace/Gce);22(18%) respondent with
(OND/NCE) National Diploma/ Nigeria college of Education certificate;
58(48%) respondent with Bachelor of science / Higher national diploma
(B.sc/HND); While 26(22%) respondent have other qualification (Masters,
PhD)as their highest qualification. This table therefore shows that most of the
respondents are B.SC/HND Holders.
Table 4.1.6
Table 4.1.6 DISTRIBUTION OF RESPONDENTS BY YEARS OF
EXPERIENCE
Years
0-2
3-5
6-10
11 and above
Total
No of respondent
18
24
32
46
120
Percentage(%)
15
20
27
38
100
54
Table 4.1.7
PRESENTATION ACCORDING TO KEY RESEARCH QUESTION
RESEARCH QUESTION ONE
WHAT METHOD OF TRAINING AND DEVELOPMENT DOES YOUR
ORGANIZATION USE?
options
On- the-job
Off-the-job
Simulated
All of the above
Total
No of respondent
25
40
25
30
120
Percentage(%)
21
33
21
25
100
No of respondent
Percentage(%)
55
Top Mgt.
Middle Mgt.
Supervisory
Junior staff
Total
9
23
28
60
120
8
19
23
50
100
No of respondent
58
45
17
120
Percentage(%)
48
38
14
100
56
Table 4.1.1
DOES THE ORGANISATION OFFER ANY TRAINING AND
DEVELOPMENT PROGRAMME?
Option
Yes
No
Total
No of respondent
120
120
Percentage(%)
100
100
Option
Technical courses
Administrative course
Both
Total
No of respondent
44
22
54
120
Percentage(%)
37
18
45
100
57
From the above table, it is observed that 44(37%) of the respondent agree that
PHCN offers technical courses during training and development program;
22(18%) respondent agreed that administrative courses are offered during the
training and development program; while 54(45%) were of the opinion that
both technical and administrative courses are offered during training and
development process in the organization.
Table 4.1.12
DOES TRAINING AND DEVELOPMENT IMPROVE SKILLS AND
KNOWLEDGE OF THE MANPOWER SERVICE IN ORGANIZATION?
Option
Yes
No
Total
No of respondent
110
10
120
Percentage(%)
92
8
100
No of respondent
Percentage(%)
58
Yes
No
Total
100
20
120
83
17
100
Percentage(%)
33
21
21
25
100
Percentage(%)
23
17
35
25
100
Table 4.1.16
AS AN EMPLOYEE, WHICH ONE DO YOU CONSIDER TO BE THE
MOST IMPORTANT FOR THE ORGANIZATION TO ACHIEVE THE
AIM OF PROVIDING ELECTRICITY?
Option
No of respondent
Percentage
(%)
Machines
Workers
both
Total
18
22
80
120
15
18
67
100
4.2
TEST OF HYPOTHESIS
61
The hypothesis which were stated earlier in chapter one would be stated in
this chapter for acceptance or rejection.
Hypothesis can either be null hypothesis (ho), that which is tested or the
alternative hypothesis (hi), that which is available to be accepted when the null
hypothesis has to be rejected. If we cannot reject the null hypothesis, we do not
conclude that the null hypothesis is true but merely that it may be true.
HYPOTHESIS ONE
HI: Training and development improves productivity and better performance.
HO: Training and development does not improve productivity and better
performance.
Recall Table 4.1.13
Table 4.2.1
Option
yes
No
Total
No of respondent
100
20
120
Percentage(%)
83
17
100
Using X2
X2 = (o1 e 1)2
e1
= 120
2
=60
=1600 + 1600
60
=
3200
60
= 53.33
Therefore, the calculated X2 = 53.33
Degree of freedom = (n-1) (k-1)
= (2-1) (2-1)
=1
DECISION
From the chi-square for 1 degree of freedom at 5% level of significance, the
tabulated X2 value is 3.84. This shows that the computed value of 53.33 is
greater than the tabulated value of 3.84 i.e. 53.33 > 3.84.
CONCLUSION
Based on the above analysis, the researcher rejects null hypothesis (HO) and
accept the alternative hypothesis (HI). That training and development improve
productivity and better performance.
HYPOTHESIS TWO
HI: Training and development improves skills and Knowledge of the manpower
in service organization.
63
HO: Training and development does not improve skills and Knowledge of the
manpower in service organization.
Recall Table 4.1.12
Table 4.2.2
Option
yes
No
Total
No of respondent
110
10
120
Percentage %
92
8
100
Using X2
X2 = (o1 e1)2
e1
X2 = (110 60)2 + (10 60)2
60
= 2500 + 2500
60
= 5000
60
=83.33
Therefore, the calculated X2 = 83.33
Degree of freedom
= (n - 1) (k - 1)
= (2 -1) (2 - 1)
64
=1
DECISION
From the chi square for 1 degree of freedom at 5% level of significance, the
tabulated x2 value is 3.84. This shows that the computed value of 83.33 is
greater than the tabulated value 3.84 i.e 83.33 > 3.84.
CONCLUSION
Based on the above analysis, the researcher rejects the null hypothesis (HO)
and accepts the alternative hypothesis (HI). That is, training and development
improve skills and knowledge of the manpower in service organization.
65
CHAPTER FIVE
SUMMARY, RECOMMENDATION AND CONCLUSION
5.1 SUMMARY
An evaluation of the effects of manpower training and development in service
organizations (a case study of Enugu electricity Distribution Company,
EEDC).a well-structured questionnaire was used to elicit responses from
respondent that served as the new data for further analysis in resolving the
objective of the study.
The specific objective of the study include: the purpose for this research is to
probe into the evaluation of the effect of manpower training and development in
service organization using Enugu electricity distribution company (EEDC)as a
case study with a view to find out how the organization is performing in term of
its employees training and development, to highlight the advantages of
employees training and development in service organization, to examine the
current training and development of employees in the organization and EEDC
in particular, to recommend appropriate measures that could help improve the
current manpower training program and to increase efficiency and effectiveness
of employees with the resulting increase in corporate productivity.
In analyzing the data collected using the questionnaire, the researcher used the
simple percentages method of analysis. Chi-square was used as the statistical
66
tools used for testing more than two population using data base on two
independent random samples.
5.2 RECOMMENDATION
The study recommends the following
1. EEDC should adopt sound training policy in training and development
to improve skills and knowledge of the employees.
2. Sending staff on study leave should be adopted in the training and
development to improve skills and knowledge of the employees.
3. Machines and workers should be improved as well to achieve
productivity in electricity.
5.3 CONCLUSION
The study concluded that training and development improve skills and
knowledge of the manpower in service organization. That training and
development improve productivity and better performance the
employees agreed.
The study further concluded that training and development programs
will increase staff morale, enhance career development and reduce staff
turnover. The employee agreed that machines and workers should be
improved.
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73