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Abstract
The study examines management development and organizational performance of Nigerian telecommunication firms in Rivers State. The survey method was employed. The population of the study is designed made up of all management and junior staff two telecommunication firms in River State which include MTN Aba Road and Globacom Water Lines. A total of two hundred and twenty (220) staff were selected from the Telecommunication firms in Port Harcourt. The Taro Yemens formula was used to determine the sample size of 176. Data collection was done using a structured questionnaire. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. A self-design questionnaire on management development and organizational performance was used specifically for data collection. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. To test the validity of already stated hypothesis, the chi-square statistical test was employed. The hypothesis testing was done with the SPSS version 22. Findings revealed that management training, succession planning and coaching leads to organizational performance. Based on the findings of the study, summary, conclusion and recommendations were made that evaluation on training effectiveness should be based on the predetermined training objectives; not only based on individual performance appraisal and it is suggested that future research should include other variables such as monitoring and control of management development training result.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.3 Statement of Problems 2
1.4 Objectives of the Study 3
1.5 Research Question 3
1.5 Research Hypotheses 4
1.6 Significance of the Study 4
1.7 Scope/Delimitation of the Study 4
1.8 Definition of Terms: 5
CHAPTER 2 6
REVIEW OF RELATED LITERATURE 6
2.1 Conceptual Framework 6
2.1.1 Concept of Management Development 6
2.1.2 Dimensions of Management Development 7
2.1.3 Organizational Performance 10
2.1.4 Measures of organizational performance 10
Effectiveness 12
2.1.5 Management Development and organizational performance 13
2.2 Theoretical Framework 15
2.2.1 Human Capital Theory 15
2.3 Empirical Framework 16
CHAPTER 3 20
RESEARCH METHODOLOGY 20
3.1 Research Design 20
3.2 Population of the Study 20
3.3 Sample and Sampling Techniques 21
3.4 Methods of Data Collection 22
3.5 Method of Data Analysis 23
3.6 Questionnaire Design 23
3.7 Data Analytical Techniques 23
3.8 Reliability and Validity 24
CHAPTER 4 25
DATA PRESENTATION AND ANALYSIS 25
4.1 Data Collection and Presentation 25
Table 4.1: Questionnaire Administration and Retrieval 25
4.2 Data Analysis 26
Table 4.2 Sex of Respondent 26
4.3 Hypotheses Testing 28
4.4 Discussion of Findings 32
CHAPTER 5 33
SUMMARY, CONCLUSION AND RECOMMENDATION 33
5.1 Summary 33
5.2 Conclusion 33
5.3 Recommendations 34
References 35
Appendix I 41
Appendix II 42
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 25
Sex of Respondents 26
Age of Respondents 26
Academic Qualification 27
Employee Designation 27
Chi-Square Test 28
Test Statistics 30
Test Statistics 31
Test Statistics 32
List of Figures
Fig 2.1: A Conceptual framework showing the relationship between Management Development and Organizational Performance 6
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational performance is derived from the word job performance that means real work produced an employee within a specific time period. Performance is a comparison between the works of the real compared to the standard set by the company (Dessler, 2000). Performance is the quantity and quality of produced or services rendered by a person in doing the job (Luthan, 2005). Performance is the work of behavior (Armstrong, 1999). Performance is the relationship between work and behavior. Management development is described as one of the key constituents of human resource policy, a source of competitive advantage, and an instrument of organisational change (Clarke, 1999). However despite its suggested crucial role, management development theory development is still at the embryonic stage and is often described as atheoretical (Mabey, 2002). The definition of management development differs widely among commentators (for example, Burgoyne, 1988; Mumford, 1997; Thomson, Mabey, Storey, Gray and Iles, 2001) and there is also a scarcity of empirical studies. Management development research has lagged behind advances in other areas of human resource management, such as high performance work systems, and more specific practices such as selection, training, and reward system so it is not surprising to find that most firms do not have an integrated view of management development (Margerison, 1991). The procedural aspects attribute great value to continuous learning as a way to ensure organizational competitiveness (Antonello, 2005) and, finally, the methodological aspects stand out, in which the literature presents the policies and practices that promote managerial training as well as the deployment of these practices within the organizations and those responsible for this process. This last line also rests on works that reflect attempts to relate management training and organizational performance, especially those concerning the role of the manager in the development of organizational skills (Cauduro, 2005). However, such studies are directed more to the profile of the manager, not envisaging a broader approach, showing different levels of contribution of their training for the organization. The major contribution of this last line is mainly in inserting the approach of competences in the debate about the relation between individual and organizational development. From this viewpoint, we find that the approach of skills has been winning space exactly because it presents a common language for the analysis of individuals, groups and organizations, favoring a systemic perspective (Becker, 2004). Management Development Program MDP is a strategic element in organizations (Savaneviciene, 2008), to develop manager’s skill and enable the company to achieve its goal. MDP has been known as an instrument needed in any kinds of organizations, from small organization, multinational company, as well as both profit and non-profit organizations. MDP is not only for new manager but also for existing manager who’s been serving the organization. The objectives of MDP are to improve employee ability by telling them what is expected from them, as for now and in the future, and to prepare them with suitable managerial skills needed to achieve the company’s predetermined goals.
1.3 Statement of Problems
Management development research has lagged behind advances in other areas of human resource management, such as high performance work systems, and more specific practices such as selection, training, and reward system so it is not surprising to find that most firms do not have an integrated view of management development (Margerison, 1991). Added to the confusion are the mixed results reported from previous empirical studies. Some studies demonstrate the positive relationship between management development and firm performance (for example, Harold, 2000). However some go to the other extreme and criticise management development for being a game of meaningless outcomes (Clarke, 1999). Furthermore, most of the recent research has taken place in Anglo American and European contexts, and consequently there is little understanding as to how management development operates outside of these contexts. From the forgoing therefore the study seeks to examine the relationship between management development and organizational Performance of Nigerian Telecommunication Firms in Rivers State.
1.4 Objectives of the Study
The main objective of the study is to examine the relationship between management development and organizational Performance of Nigerian Telecommunication Firms in Rivers State. The specific objectives are as follows;
1. To examine the extent to which coaching associate with organizational performance.
2. To know whether a relationship exist between succession planning and organizational performance.
3. To find out the extent to which management training associate with organizational performance.
1.5 Research Question
1. To what extent does coaching associate with organizational performance?
2. To what extent is succession planning associated with organizational performance?
3. To what extent is management training associated with organizational performance?
1.5 Research Hypotheses
The following research hypotheses were postulated to guide the study.
H01: There is no significant relationship between coaching and organizational performance.
H02: There is no significant relationship between succession planning and organizational performance.
H03: There is no significant relationship between management training and organizational performance.
1.6 Significance of the Study
The study will serve as guide to the management of telecommunication firms as a whole in determining the best way of getting the best output from their employees who are presently demoralized in the face of the prevailing socio-economic hardship.
The study is also aimed at contributing to the literature in human resource management particularly with reference to management development in an organization. In addition, this work after completion will aid and provide a guide to students who has interest to this study through the provision of related literature.
1.7 Scope/Delimitation of the Study
This study is delimited in two aspects: contextually and geographically. Contextually, the study is delimited to examining the relationship between management development and organizational performance. The independent variable, management development is measured by coaching and succession planning management training while the dependent variable, organizational performance is measured by profitability, effectiveness and efficiency as it measures.
Also, geographically speaking, the research is delimited to staffs in Nigerian Telecommunication Firms in Rivers State to ascertain their response on the extent to which management development has necessitates their performance in the organization.
The units of analysis of this study are the staff of the selected telecommunication firms at time of the study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population. Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project.
1.8 Definition of Terms:
Development: this is the systematic use of scientific and technical knowledge to meet specific objectives or requirements.
Training: this is the act that involves growing the knowledge and skill level of an employee in order to perform a specific job”.
Succession Planning
Succession planning is a process for identifying and developing new leaders, who can replace old leaders when they leave, retire or die.
Management Training: It is training activity that focuses on improving an individual’s skills as a leader and manager.
Performance: It is the result of work of a person or group in an organization at a particular time which reflects how well the person or group reach the qualification of a job in a mission of organization’s goal achievement.
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