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AN EDUCATED WORKFORCE: A CATALYST FOR HUMAN RESOURCES DEVELOPMENT IN NIGERIAN ORGANIZATIONS ( A CASE STUDY OF NIGERIAN BOTTLING COMPANY PLCL, 9TH MILE CORNER ENUGU)

Business Administration & Management Project Topics

CHAPTER ONE

INTRODUCTION

  • BACKGROUND OF THE STUDY

An examination of the most successful and efficient organizations usually reveals that a qualified and satisfied educated work force make a whole lot of difference between mediocrity and success. To make the workforce suitable for tasks and jobs required training, which invariably leads to job satisfaction and its attendant increase in productivity and growth.

According to Mulins (1996:634), one major area of the personnel function of particular relevance to the effective use of human resources in training and development. Few people use of argue against the importance of training as a major influence on the success of an organization. Staff is a crucial but expensive resource. In order to sustain economic and effective performance it is important to optimize the contribution of employees to the aims and goals of the organization.

Drucker (1981:125) notes that in many organizations, it is observed that the quantity and quality of output need to be improved. The cost of waste and equipment maintenance needs to be lowered while employees obsolence needs to be prevented. The success of any enterprise depends entirely on the effectiveness of its human resources on their job. In the wordsk, resources are not made by nature but by man. This is true of two key resources – the human being and capital. Indeed, human being as such is not a “resource”. He becomes a resources only if trained developed and allocated to productive work.

Desatrick (1972:65) notes that every organization, regardless of it size must provide for the needs, interest and desires of its employees within the work environment. It therefore follows that productivity is the function of ability, motivation and situation factors. And organization may have employees of ability and determination, with appropriate equipment and managerial support, yet motivation, commitment, productivity and growth fall bellow target.

Mullins (1976:6634) notes that the general movement towards the downsizing of organization and the nature of management moving towards the devolution of power to the workforce give an increase emphases to an environment of coaching and support. Training is necessary to ensure an adequate supply of staff who are technically and socially competent, and capable of carrier advancement into specialist departments or management positions. There is, therefore, a continual need for the process of staff development and training fulfils an important part of this process. Training should be viewed, therefore, as an integral part of the process to total quality management.

Golstein (1974:75) defines training as the systematic acquisition of skills, rules, concepts or attitudes that result in improved performance in another environment.

Ajuogu (1995:52) notes that the function of recruitment and selection of employees represent only the initial stages in the building of an efficient and stable s workforce. Workers also require continuous development if their potential is to be utilized effectively.

The primary purpose of the existence of any organization is to accomplish some set goals. Since the degree of accomplishment depends  immensely on the quality of its members, an organization therefore has to be concerned with the availability and the improvement of human resources.

The main part of any training and development programme is directed towards preparing individuals to meet future needs. All the employees regardless of their previous training, education, experiences need to be shown how to prefer specific tasks. Training of workers should not be confined to sending people on courses or putting them in formal learning situations.

Since improving current performance and developing potentiality is all training. On the job training with supervision by staff line management could be better bearing in mind the introduction of new technologies and methods.

Flippo (1980:63) notes that no organization has a choice of whether to develop its employees or not, the only choice is that of method. One of the greatest problems of organizations today is the determination and choice of training and development methods that will accomplish their goals. The real objective of company training and development programme should be to help optimize the use of manpower resources of the enterprise for increased productivity.

However, employees are not just trained for their own benefits only but the organization stands to gain a lot from them. The manpower training and development programme is a very important activity that the management of any organization whether large or small, cannot afford to miss. This because it plays a large role in determining the efficiency and effectiveness of the organization.

  • STATEMENT OF THE PROBLEM

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