ABSTRACT
The
study is focus on Educated Workforce: A catalyst for human resource development
in Nigeria
organizations using (NBC) Nigerian Bottling company Plc 9th Mile
Corner Enugu as an areas of concentration. However, existing literature on the
study were reviewed and in order to be more objective and definitive, the
researcher administered questionnaires to NBC Nigerian Bottling company Plc 9th
Mile Corner Enugu. The data collected from the respondents were classified and
tabulated to allow the use of percentage analysis ttables, chi-square
distribution test and test of hypotheis. Within the limit of the experimental
gap, the test accepts the fact that the introduction of educated workforce. A
catalyst for human resource development in Nigerina organizations has actually
contributed significantly to employees performance. However, the research
finally recommends that the company should resort to the use of performance
evaluation result to determine who qualifies for training. Management should
not nominate trainees all the time to reduce ill feeling among the employees.
The company should reward employees after training through promotion and
financial benefits to reduce high workers turnover. The human resource
development training of workers should be more regular so as to maintain the
tempo of motivation that comes through human resource development.
TABLE
OF CONTENTS
Title
Page i
Certification
ii
Dedication
iii
Acknowledgement
iv
Abstract v
Table
of Contents vi
Chapter
One: Introduction
- Background of the Study 1
- Statement of the Problem 4
- Objectives of the Study 6
- Research Questions 7
- Research Hypothesis 7
- Scopes and Limitations of the Study 8
- Significance of the Study 9
- Organizational Structure of NBC Plc Enugu 10
- The Stockholders 12
- Board of Directors 12
- The Managing Director/General Manager 12
- The Company Secretary 13
- Major Department within the Organization 13
1.8 Definition of Terms 17
Chapter
Two: Review of Related Literature
2.0 Introduction 20
2.1 Human Resource Development: An Overview 20
2.2 Human Resource Development and Training
Programme of NBC Plc Enugu 24
2.3 Identifying Employ Training and Development 26
2.4 Types of Methods of Human Resource Training
Programme 29
2.4.1 On-the-Job Training 30
2.4.2 Off-the-Job Training 31
2.4.3 Management Training 32
2.4.4 Supervisory Training 33
2.4.5 Induction Training 34
2.4.6 Objective Training 34
2.5 Methods of Techniques of Human Resource
Training Programme 35
- Problems
associated with Human Resource
Development
Training Programme 40
- Evaluating
Employee Human Resource
Development
Training Programme 42
2.7.1 Special Programme Evaluation 42
2.7.2 Overall Evaluation 45
2.8 Benefit of Human Resource Development 45
2.9 Summary of the Literature Review 46
Chapter
Three: Research Methodology
3.0 Introduction 51
3.1 Research Design 51
3.2 Sources of Data 52
3.3 Interview Questions 53
3.4 Population and Samples Used 53
3.5 Reliability and Validity Test 55
3.6 Data Treatment Techniques 56
3.6.1 Percentage Analysis 56
3.6.2 Chi-Square
Distribution (X2) 56
3.7 Problems of Data Collection 58
Chapter
Four: Presentation, Analysis and Interpretation of Data
4.0 Introduction 59
4.1 Presentation and Analysis of Data
Questionnaire Distribution and Collection 60
4.2 Interpretation of Finding 72
4.3 Test of Hypothesis 75
Chapter
Five: Summary, Recommendation and Conclusion
5.0 Introduction 83
5.1 Summary of Finding 83
5.2 Recommendation 84
5.3 Conclusion 87
5.4 Suggestion for Further Research 88
Bibliography 90
Appendix 94
LIST OF TABLES
4.1 Response Ratio of Respondents 60
4.2 Sex of the Respondents 60
4.3 Age Distribution of the Respondents 60
4.4 Academic Qualification of the Respondents 61
4.5 Number of Years of Experience of Respondents in the
Organization 62
4.6 Position of Workers in the Organization 63
4.7 Engagement of the Company Human Resource
Development 63
- Types
of Human Resource Development
Training
Programme Practiced by the Company 64
- Employees
Benefiting from Human Resource
Training
in the Company 65
- How
often the Organization Trains and Develop
their
Workforce 66
4.11 How Workers are Considered for Training 67
4.12 Human Resource Development Programme of
Of the Company 68
- Tailoring
of Organizational Human Resource
Development
needs Depends on the level of Education
Workforce 69
- Employees
Satisfaction Skill and Empowerment
Through
Human Resource Development leads to Education
Workforce
of an Organization 70
- Human
Resource Development Leads to more effective
Control
System in an Organization and this make Employees
Adhere to Management Policies 71
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. O
