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Abstract
This main objective of the study is to examine the relationship between manpower development and employee’s productivity in selected oil servicing firms in Port Harcourt. The survey research method was employed. The population of the study comprises one hundred and twenty (120) management and junior staff of some selected oil servicing firms in Port Harcourt. The Taro Yemen’s formula was used to determine the sample size of 96. In this study both the primary and secondary data were used. Data collection was done using a structured questionnaire. A self-design questionnaire on man power development and employee’s productivity was used specifically for data collection, recording and measuring data or research variables. The chi-square statistical test was employed this test was used due to the nature of the questionnaire designed for the hypothesis testing with the SPSS version 22. Findings amongst other reveal that Staff training leads to employee’s productivity among oil servicing firms career growth leads to employee’s productivity among oil servicing firms, talent management leads to employee’s productivity and career counseling leads to employee’s productivity among oil servicing firms. Based on the findings of the study we recommend that any organization that hopes to develop must first of all develop its crucial and most important resource that is human resources, training of employees is paramount to the achievement of organizational goals, both material and human resources of organization must be well managed especially human because they play pivotal role in the achievement of organizational goal and plan and this human resource can be develop through proper training of staff therefore both public and private organization should put proper training of staff in place so they can achieve their target as employee which will invariably lead to organizational target being achieved.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgments vi
Abstract vii
Table of Contents viii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 4
1.4 Significance of the Study 5
1.5 Research Questions 5
1.6 Research Hypotheses 5
1.7 Scope/Delimitation of the Study 6
1.8 Limitation of the Study 6
1.9 Definition of Terms 7
CHAPTER 2 9
LITERATURE REVIEW 9
2.1 Conceptual Framework 9
2.1.1 Concept of Manpower development 10
2.1.2 Dimensions of Manpower Development 11
2.1.3 Concept of Employee’s Productivity 13
2.1.4 Measures of Employee’s Productivity 15
2.1.5 Training and Goal Achievement 16
2.1.6 Career Growth and Employee’s Efficiency 17
2.1.7Talent Management and Employee’s Effectiveness 17
2.1.8 Manpower Development and Employee’s Productivity 18
2.2 Theoretical Framework 20
2.3 Empirical Review 20
CHAPTER 3 22
RESEARCH METHODOLOGY 22
3.1 Research Design 22
3.2 Population of the Study 22
3.3 Sample Size Determination 23
3.4 Sampling Techniques 24
3.5 Source and Method of Data Collection 24
3.6 Methods of Data Collection 25
3.7 Questionnaire Design 26
3.9 Reliability and Validity 27
CHAPTER 4 29
DATA PRESENTATION AND ANALYSIS 29
4.1 Data Collection and Presentation 29
4.2 Data Analysis 30
4.3 Testing of Hypothesis 33
4.4 Discussion of Findings 40
CHAPTER 5 42
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 42
5.1 Summary 42
5.2 Conclusion 42
From our findings, we concluded as follows; 42
5.3 Recommendation 42
References 44
Appendix I 48
Appendix II 49
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Employee Productivity is a measure of the quantity and quality of work done, considering the cost of the resources used. The more productive an organization, the better its competitive advantage, because the costs to produce its goods and services are lower. Better productivity does not necessarily mean more is produced; perhaps fewer people (or less money or time) was used to produce the same amount. McNamara (2003) further states that, results are usually the final and specific outputs desired from the employee. Results are often expressed as products or services for an internal or external customer, but not always. They may be in terms of financial accomplishments, impact on a community; and so whose results are expressed in terms of cost, quality, quantity or time. He further notes that measuring productivity involves determining the length of time that an average worker needs to generate a given level of production. Manpower development is one construct that can enhance employee productivity.
The productivity of individuals may be reflected in employment rates, wage rates, stability of employment, job satisfaction or employability across jobs or industries. Productivity of enterprises, in addition to output per worker, may be measured in terms of market share and export performance. The benefits to societies from higher individual and enterprise productivity may be evident in increased competitiveness and employment or in a shift of employment from low to higher productivity sectors. Manpower development is one construct that can trigger employee’s productivity in an organization today. Prior to the third republic in Nigeria, there has been a general resistance to investment in training in the public and private sector because of the belief that an employee hired under a merit system must be presumed to be qualified. This assumption was later abandoned as the need for training became obvious both in the private and public sector together with the expanding roles of the government. Training further became necessary in view of advancement in modern world given the growing complexity of the work environment, the rapid change in organizational and technological advancement which in turn necessitates the need for training and development. The role played by staff training can no longer be over-emphasized as many have come to recognize that training offers a way of developing skill, enhancing productivity, guaranteeing quality of work and building worker‟s loyalty to the firm. In a developing country like Nigeria, training and development of manpower resources is highly needed in virtually all organizations for its effectiveness. It is hard for any organization to exist without adequate manpower. For employees to perform their functions effectively there must be well designed training and development programs to enable them enhance their productivity. These training programs may range from on-the-job training, workshops, off-the-job training aimed at exposing employees to new techniques adopted in modern work environments. An organization regardless of its size must provide for the need, interest and desire of its employee within the environment if it is to earn loyalty, dedication, involvement and commitment necessary to compete effectively. Though there are a number of factors, such as capital, equipment and manpower which contribute to the success of any organization. All these factors are important but the most significant factor is the human factor. With the provision of finance, material and even machine without experienced and trained manpower nothing can be done. Human resource therefore is the most valuable resource and ultimate basis of an organization. Since it is the people that will put the other resources to work, it should be viewed as such by management by giving it due attention in order to achieve its organizational goals and objectives. Achievement of objectives and goals of an organization could only be attained if human resources are properly equipped through training and manpower development.
Training according to Ohakwe (2007), is a continuous assistance or instruction given to an employee in order to make him have the current knowledge of the job content, scope and relationship within the organization. Abiodun (2008) asserts that training is a systematic development of knowledge skill and attitude required by an employee to perform adequately on a given task. Training ensures that organizational members possess the knowledge and skill they need to perform their jobs effectively, take new responsibilities and adapt to changing environment, (Iwuoha, 2009). Manpower development is a process of intellectual and emotional achievement; it provides the means by which people can grow on their jobs. It relates to series of activities, which an enterprise would embark upon to improve its managerial capacity. Manpower development is important in any discussion of strategic human resources management. The emphasis on manpower training and development is influenced by the belief that it is now desirable to focus more attention on areas which in the past has been relatively neglected. In other words, the success of an organization depends on the ability and expertise of those who operate it both at the managerial and lower levels of operation, such abilities and expertise usually stem from the knowledge they possess and training received. The main objective of setting up an organization is to make profit and to achieve this organizational goal, adequate manpower training and development programs should be put in place to enhance performance. from the foregoing the study is determined to examine the relationship between manpower development and employee’s productivity among selected oil servicing firms in Port Harcourt, Rivers State.
1.2 Statement of the Problem
Most employers have reported the inefficiency of some employees in their organizations, though this inefficiency could be attributed to their non-possession of the requisite skills and competencies. The adverse effect of nepotism, god fatherism and favoritism during recruitment exercise affects productivity, (Iwuoha, 2009). The resultant effect of this is that such employees recruited without due employment procedures find it extremely difficult to cope with the ever improving technologically work environment, the problem of the study therefore is, what is the relationship between training and manpower development and employee productivity?
The very few organizations that give thought to this very important aspect of staffing functions do so with lack of seriousness, all round attention and continuity. The programmes are carried out not only once in a blue moon but are also lopsided in terms of content and staff participation. As a result of this, lackadaisical attitude of management towards training and manpower development, there had been a progressive decline in the ability of manpower to cope with the challenges that attend the over unfolding new dispensation in the industry. In this circumstance, what we find is that the rise in industrial output is inconsequential in spite of the enormous wave of modern technology that now exists in industrial activities. It is the opinion of industry to observe that the poor performance of employees follows from their inability to keep abreast with the new technological due to their lackadaisical attitude to appropriate and sufficient manpower development.
1.3 Objectives of the Study
This main objective of the study is to examine the relationship between manpower development and employee’s productivity in some selected oil servicing firms in Port Harcourt. However, the specific objectives are to:
1. Examine the relationship between staff training and employee’s goal achievement.
2. Investigate the relationship between career growth and employee’s efficiency.
3. Examine the relationship between talent management and employee’s effectiveness.
1.4 Significance of the Study
A study of this nature will help oil servicing firms in Rivers State to adopt measures in the context of human resource planning and development.
The study is very significant because it will add to the existing literature which will add up to the stock of knowledge and works already written on manpower training and development. Also it will afford the service sector the opportunity to identify benefits of manpower development and training.
It will also be beneficial to the academic community and decision makers who deal directly with the manufacturing sector and to make meaningful proposals and suggestion to improve the manufacturing sector. Also the study is important because it reveals the manufacturing sector to socio-economic development of Rivers State and Nigeria at large.
1.5 Research Questions
The study poised towards providing answers to the following research questions.
1. To what extent does staff training influence employee’s goal achievement?
2. To what extent does career growth influence employee’s efficiency?
3. To what extent does talent management influence employee’s effectiveness?
1.6 Research Hypotheses
The following Hypotheses are postulated to guide the study:
Ho1: There is no significant relationship between staff training and employee’s goal achievement.
Ho2: There is no significant relationship between career growth and employee’s efficiency.
Ho3: There is no significant relationship between talent management and employee’s effectiveness.
1.7 Scope/Delimitation of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between manpower development and employee’s productivity. The independent variable is manpower planning measured by staff training, career growth, talent management. While the dependent variable is employee’s’ productivity, measures by Goal Achievement, efficiency and effectiveness.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to selected oil servicing firms in Port Harcourt, Rivers State.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
1.8 Limitation of the Study
This study investigates manpower development and employee’s productivity. Hence it is a micro level 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.
1.9 Definition of Terms
The following terms will be defined to aid in the understanding of this work; Career Growth, Effectiveness, Efficiency, Manpower Development, Productivity, Talent Management and Training.
CAREER GROWTH: It is the interchange in the career of an employee in the organization.
EFFECTIVENESS: This is the degree to which something or someone is successful in producing a desired result.
EFFICIENCY: It is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or in producing a desired result.
MANPOWER DEVELOPMENT: It is a system by which the management of an organization help each staff or individual of the organization to realize his/her potential, develop it and bring it to bear for the growth of the organization.
PRODUCTIVITY: This refers to the rate at which a worker, material, machine is put into production input and amount of goods or services.
TALENT MANAGEMENT: It is the anticipation of required human capital for an organization and the planning to meet those needs.
TRAINING: It is the act of increasing the knowledge and skill of an employee for doing a particular job.
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