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Abstract
This study examined the relationship between manpower development and organizational productivity in some selected manufacturing firms in Port Harcourt. In this study, our total population is made up of 200 employees from selected manufacturing firms in Port Harcourt, Rivers state as follows: X1 =50, X2 =50, X3 =50, X4 =50. In arriving at this sample size for this study, the Taro Yemen’s formular is used to get to the sample size of 160. Data for this study was analyzed in table and percentage. From the analysis, it was deduced that manpower development enhanced organizational productivity. Based on the above, the following recommendation were made among other: that nay organization that hopes to develop must first of all develop its crucial and most important resource that is human resources and that training of employees is paramount to the achievement of organizational goals. It is also recommended that 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.
Table of Contents
Title Page i
Cover Page ii
Certification iii
Dedication iv
Acknowledgements v
Abstract vi
Table of Contents vii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background to the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5 Research Hypotheses 6
1.6Scope of the Study 7
1.7 Limitation of the Study 7
1.8 Definition of Related Terms 8
CHAPTER 2 10
LITERATURE REVIEW 10
2.1 Conceptual Framework 10
2.1.1 Concept of Manpower development 10
2.1.2Dimensions of Manpower Development 12
2.1.3 Organizational Productivity 13
2.1.4 Measures of Organizational Performance 15
2.2 Theoretical Framework 17
2.2.1 Human Capital Theory 17
2.3 Empirical Review 18
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 Source and Method of Data Collection 23
3.5 Data Analytical Method 23
3.6 Reliability and Validity 23
CHAPTER 4 25
DATA PRESENTATION AND ANALYSIS 25
4.1 Questionnaire Administration and Retrieval 25
4.2 Data Analysis 26
4.3 Discussion of Findings 31
CHAPTER 5 35
SUMMARY, CONCLUSION AND RECOMMENDATION 35
5.1 Summary 35
5.2 Conclusion 35
5.3 Recommendations 36
Reference 37
Appendix I 41
Appendix II 42
CHAPTER 1
INTRODUCTION
1.1 Background to the Study
Every organization and business wants to be successful and have desire to get constant progress (Nishikawa, 2006). The current era is highly competitive and organizations regardless of size, technology and market focus are facing manpower retention challenges (Oloko 2003). To overcome these restraints a strong and positive relationship and bonding should be created and maintained in the organizations (Oloko 2003). Human resource or employees of any organization are the most central part so they need to be influenced and persuaded towards tasks fulfillment (Nnabuife 2009).
Manpower development is seen as 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 (Cannel, 2004). It Involves activities such as indoctrination and training programmes, which could be conducted at various points, systematically performed in physical location and in the individual supervisor’s performance appraisal, apprenticeship systematic coaching, sponsorship and other comparable activities in which a selected and group of young employees are groomed systematically for high level jobs.
Manpower development according to Nedler (2007), involves other specific educational devices such as participation in conference and training programmes and the likes. It also covers a range of elaborate schemes of selection approval and placement.
For achieving prosperity, organizations design different strategies to compete with the competitors and for increasing the performance of the organizations. A very few organizations believe that the human personnel andemployees of any organization are its main assets which can lead them to success or if not focused well, to decline (Nishikawa, 2006). Unless and until, the employees of any organization are satisfied with it, are motivated for the tasks fulfillment and goals achievements and encouraged, none of the organization can progress or achieve success (Nnabuife 2009).
Brannemo (2006) and Casale, (1996). Asserted that high organizational performance is associated with lower turnover and absence, but there is no clear link to performance. It is probably wise not to expect too much from commitment as a means of making a direct and immediate impact on’ performance. One of the construct that can enhance organizational performance is manpower development.
Mah’s (2003) defined productivity as the measure of how well resources are brought together in organization and utilized for accomplishing a set of goals. It involves reaching the highest level of performance with the least expenditure of resources.
Productivity involves goal attainment. It is the successful transfer of input to output at the lowest possible cost. Productivity implies both efficiency and effectiveness.
The above definition is two-tie. The first involves a set of result or performance. Performing or accomplishing a set of result refers to the effectiveness in reaching a mission, a planned achievement or a needed value without serious regard for the cost incurred in the process. Certainly, accomplishing a set of result is by far the most important focus of the productive concept because without it there is no productivity. The second part involves consuming resources without which achievements are not likely to happen and productivity cannot exist. It specifies the number type and level of resources needed, e.g. plant capacity, cost, raw materials, personnel, facilities, capital, technology. How well these resources are brought together refers to the efficiency of achieving results with minimum exposure of the resources. High productivity suggests minimum use of resources. From the foregoing therefore, the study seeks to examine the relationship between job enrichment and organizational productivity.
1.2 Statement of the Problem
Human resource (manpower) is considered the most critical to any organizational survival, because it is that resource which ensures that adequate supply of material and financial resources are made available and effectively utilized to bring about the desired goals of the organization (McSane and Glinow, 2008). However, most organizations plan meticulously for their investment in physical and capital resources, which are reviewed with utmost attention to detail, while rarely do such organizations pay attention to human investment in which the capital and equipment will be in vain. Not many organizations consider the necessity of a well-defined and sustained manpower development for staff in order to upgrade their performance (Aamodt, 2007).
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 organizational productivity in some selected manufacturing firms in Port Harcourt. However, the specific objectives are to:
1. Examine the relationship between training and organizational productivity in some selected manufacturing firms in Port Harcourt.
2. Investigate the relationship between development and organizational productivity in some selected manufacturing firms in Port Harcourt.
3. Examine the relationship between coaching and organizational productivity in some selected manufacturing firms in Port Harcourt.
4. Investigate the relationship between career counseling and organizational productivity in some selected manufacturing firms in Port Harcourt.
1.4 Research Questions
The study is poised towards providing answers to the following research questions.
1. Does training associate with organizational productivity in some selected manufacturing firms in Port Harcourt?
2. Does development associate with organizational productivity in some selected manufacturing firms in Port Harcourt?
3. Does coaching associate with organizational productivity in some selected manufacturing firms in Port Harcourt?
4. Does career counseling associate with organizational productivity in some selected manufacturing firms in Port Harcourt?
1.5 Research Hypotheses
A study of this nature will help manufacturing companies 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 was add to the stock of knowledge and works already written on manpower training and development. Also it will afford the manufacturers association of Nigeria (MAN) 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 man sector. Also the study is important because it reveals the manufacturing sector to socio-economic development of Rivers State and Nigeria at large.
1.6Scope 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 organizational productivity. The independent variable is manpower planning measured by staff training, career growth, talent management and career counseling. While the dependent variable is organizational performance, measures by profitability, efficiency and effectiveness.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to some selected manufacturing 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. The scope of this study is to ascertain the relationship between manpower development and organizational productivity. Hence it is a micro level study.
1.7 Limitation of the Study
This study involves an investigation of manpower development and organizational productivity.
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 Related Terms
EFFECTIVENESS: Effectiveness is defined in many ways depending on the organizations goals and objectives in today’s market and also is dependent on the industry. In today’s market, organizational effectiveness is dependent on seven to ten attributes/characteristics.
EFFICIENCY: It is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or in producing a desired result.
MANPOWER: This supply of competent employees who are willing and able to work.
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.
ORGANIZATION: An organized group of people with a particular purpose, such as a business or government department.
ORGANIZATIONAL PRODUCTIVITY: A measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into useful outputs.
PRODUCTIVITY: The state or quality of being productive.
PROFITABILITY: It is the state of yielding financial profit or gain. It is often measured by price to earnings ratio.
TRAINING: The quality of employees and their development through training are major factors in determining long tern profitability and optimum performance of employees as well as organizations.
COACHING: Coaching and mentoring can provide an array of benefits for organizations of all sizes, especially small businesses.
MARKET SHARE: Market Share it represents the proportion of an industry or market’s total sales that is earned by a particular company over a specified time period.
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