CHAPTER ONE
INTRODUCTION
- BACKGROUND OF THE STUDY
Manpower
development and utilization is of utmost importance to any sector, as it deals
with how best to keep employees comfortable in their jobs, up-to-date,
resourceful and versatile; this is expected to ensure optimal and continual
performance of their assigned roles in an efficient and effective manner. The
above is very important given the nature of human existence in the contemporary
times (Ajieh, 2014).
Nigeria’s
continuous struggle for socio-economic and political development can only be
achieved through efficient and proactive indigenous manpower to serve as the
propelling force for national growth and development. This is quite
indispensible considering the argument of the concept if transfer of technology
as a propelling force for the development of the developing countries.
The
quality, efficiency and effectiveness, as well as the general administration of
a country or firm or organization’s human resources to achieve its goals
depends to a large extent on the ability of its manpower. As such, manpower
development is a critical factor in the achievement of organizational
objectives. Notably, “human resources administration relates to the overall
organizational planning process by which the organization tries to ensure that
it has the right number of persons and the right kind of people, … at the right
time and at the right place performing certain functions, …which are
economically useful and which satisfy the need of the organization and provide
satisfaction for the individuals involved, and all geared towards efficiency
and productivity by the organization (Ezeani, 2005:15-18).
The
development of manpower has been a critical issue for organizations over the
years, owing to the fact that that some employees may not possess adequate
skills required for a particular job or may be wrongly placed within the
organizations; and also the fact that employees need to adapt to changes
introduced by science and technology for the increment and achievement of
important results.
The concept
of manpower development, which is often interchangeably used with human
resources development and utilization, staff development or training, has many
connotations which more or less mean the same thing, or to a large extent, talk
about the same thing. It is an organized, coordinated development of knowledge;
skills and attitudes needed by an individual to master a given situation or
perform a certain task within an organizational setting. According to
Saraswathi (2010), manpower development in the organizational context is a
process by which the employees of an organization are helped in a continuous,
planned ways to acquire or sharpen capabilities required to perform various
functions associated with their present or expected future roles; develop their
general capabilities as individuals and discover and exploit their own inner
potentials for their own and/or organizational development processes; and
develop an organizational culture in which supervisor-subordinate
relationships, team work and collaboration among sub-units are strong and
contribute to the professional well-being, motivation and pride of employees
for the general well being of the entire organization.
There are
two major components of manpower development – individual and organizational.
The one refers to the development of new knowledge skills or improvement of
behaviours that result in performance enhancement and improvement related to
one’s job. It involves formal programmes, but is most often accomplished
through informal, on-the-job training activities. On the other hand,
organizational development is directed at developing new and creative
organization solutions to performance problems by enhancing congruence among
the organization’s structures, culture, processes, and strategies within the
human resources domain. In other words, the organization should become a more
functional unit as a result of a closer working relationship among these
elements. The ultimate goal of organizational development is to develop the
organization’s self-renewing capacity through self-assessment, and geared
towards improvement of the organization (Ubeku, 1975).
While
manpower development is a necessity that contributes significantly to the
overall effectiveness and profitability of an organization, the effectiveness
and success of an organization lies on the people who form and work within the
organization. It is the developed human capital of an organization that
constitutes its wealth. Thus, the performance of employees towards achievement
of set goals and successes is a function of the quantum of the relevant skills
and knowledge programmes acquired on the job.
With this
in mind, this study is therefore aimed at critically examining the issue of
challenges of manpower development and utilization within the Rivers State
Local Government system between 1999 and 2011. We shall also attempt the
identify problem areas and also suggest possible ways of overcoming them so as
to achieve greater success towards the realization of the overall goal.
1.2. STATEMENT OF THE
PROBLEM
It is an indubitandum that manpower development and utilization is critically uppermost in the minds of any public or private organization for the purposes of optimal productivity. This is so much so in the local government system. But, for some time now it appears manpower development in the Rivers State Local Government system has been unsatisfactory, unplanned and unsystematic, and several of its employee such as machine operators, junior and middle level engineers, account clerks, computer operators, secretaries, drivers and many other category of workers, have not qualified for any form of training nor is there any systematic process of staff development in place.