TRAINING MANPOWER DEVELOPMENT AND EMPLOYEE PERFORMANCE IN AKWA IBOM STATE

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TRAINING MANPOWER DEVELOPMENT AND EMPLOYEE PERFORMANCE IN AKWA IBOM STATE 

 CHAPTER ONE INTRODUCTION:

The purpose of this study was to determine the training of Manpower Development and Employee Performance in an organization. Training of Manpower has been one of the pressing problems that have greatly affected the economy of any nation. Since the problem of training manpower development and employee performance among organizations is not new in the field of educational research, many studies have been carried out, but considerable numbers of literature and papers have been reviewed. Hence, related literature on this subject, therefore, has been profound and vast. Some of the studies were quite intriguing. Some were particularly concerned with sporting factors that aided poor employee performance. Such studies have however been helpful in a way that they point to why some employees could not perform or achieve their goals positively thereby opting out as a result.

In reviewing the related literature for this study, the following areas have been mapped out for review; organization background and employee’s performance, organization income (socio-economic status) and training Manpower development; Organization changes in labour market and Manpower needs in manufacturing and marketing, and summary.

2.1   ORGANIZATION BACKGROUND AND EMPLOYEE’S PERFORMANCE

The organization structure or background could influence the employee’s performance and training. If the management (managers) of any firms or organization did not attend training, workshops, or seminars, they would find it difficult to send their employees to training and also to provide them with some necessary incentive and motivation, and these will affect manpower needs or employee’s performance. Major banks (1979) in his study found out that the organizational structure cum background has a unique relationship with training manpower development in an organization. In the same vein, Morris (1972) shows that organization with a poor attitude to the training of manpower development have their employee as lacking technical know-how. Jegede (1984) also explains that lack of manpower needs in any of the organizations can be attributed to organization background and socio-economic status. Musgrave (1979) is of the opinion that companies or organization that fall under the upper and middle classes is of high socioeconomic status and are well solidified, they tend to realize the importance of training manpower needs. Moreso, Iniodu (1991), Akpan (1993), and Udofia (1993) are of the view that organization of good standard find it necessary and rewarding to identify, determine, and trained their employee with the view to organize workshop, seminars and symposium where technocrats will be involved to show expertise. These will enable the employee to put in maximum performance in the service-oriented organization.

2.2   ORGANIZATION INCOME AND TRAINING MANPOWER DEVELOPMENT   

Henry (1993) opined that employee from rich organizations finds it easy to adjust to training life for effective performance and greater achievement. Eket (1986) observed that employees from poor organizations do not attend the same level of training manpower development as those form wealthy organizations. The differences, according to him, maybe due to the availability and provision of training materials in different organizations. Esien (1979) noted that the low financial position of any organization has a strong influence on employee performance in an organization.

Manpower can be said as the total knowledge, skill, creative abilities, talents, and attitude of an organization to the workforce as well as the values, attitude, and benefits of the individuals involved in it. The needs for Manpower in an Organization include: To maximize utilization of human resources. To reduce excessive labor turnover and high absenteeism. To meet the challenges of new and changing technology and also new techniques of production.

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