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Abstract
The study examines the relationship between staff development policy and organizational productivity in public organization in Ken Poly Bori.The descriptive survey method was employed since the study was to how staff development policy aid Organizational productivity in public organization. Based on this, the case study approach was adopted. The study was designed to focus on Ken Saro-Wiwa Polytechnic Bori, Rivers State. The population of the study was made to be one hundred (100). The Yaro Yemens formula was used to determine the sample size of 80.The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. Findings reveals that staff development and organizational productivity in Ken Poly Bori. Based on the findings of the study; recommendations were made 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 goals and plan, amongst others.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgement vi
Abstract vii
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the study 1
1.2 Statement of Problem 3
1.3Objectives of the Study 4
1.4 Research Questions 4
1.5 Significance of the Study 4
1.6 Scope of the Study 5
1.7 Limitation of the Study 5
1.8 Definition of Terms 6
CHAPTER TWO 7
REVIEW OF RELATED LITERATURE 7
2.1 Conceptual Framework 7
2.1.1 Concept of staff development policy 7
2.1.2 Dimensions of Staff Development Policy 9
2.1.3 Organizational Productivity 12
2.1.4 Measures of Organizational Performance 13
2.2 Theoretical Framework 14
2.2.1 Human Capital Theory 14
2.3 Empirical Review 15
CHAPTER THREE 17
RESEARCH METHODOLOGY 17
3.1 Research Design 17
3.2 Population 17
3.3 Sample and Sampling Techniques 18
3.4 Questionnaire Design 19
3.5 Source and Method of Data Collection 19
3.6 Data Analytical Techniques 20
3.7 Reliability and Validity 20
CHAPTER FOUR 21
DATA PRESENTATION AND ANALYSIS 21
4.1 Data Presentation 21
4.2 Data Analysis 22
CHAPTER FIVE 26
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 26
5.1Summary 26
5.2 Conclusions 26
5.3 Recommendations 26
References 28
Appendix I 31
Appendix II 32
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Today knowledgeisknown as a strategicand valuablesource. Asthe staffbecomemore knowledge-based,the companiesneeds establishingstrategic humansourcemethodto preservethebase of tacitknowledge,either with preservingtheirtacitknowledgeorknowledgeworkers andhencepreservationofavitalcompetitiveadvantage. Themethodsofhumansourcesareakeylinkbetween tacitknowledgeofknowledgeworkersandtheabilityof thecompany forformationand preservationofa competitiveadvantage.Althoughthe humanactivities associatedwithknowledgesincelongtimesago, in recent decade wesees theemergence of someconcepts like“knowledgecommunity”and“learning community” beforetheformationofinformationsociety. Suchnotionsresultfromemphasisontheimportanceof knowledgeon tradesand new economies(especially servicetype)ononesideandotherwidespreadfacilities provided by the information technologyinthe fieldof knowledgemanagementontheotherside.Today’sfast- changing world,preservationand development of society’sknowledge bases islinkedto fastand sustainablelearningof the members (Mirza-Amini,2005).
Zimmermann and Regberg (2001) call willingness, ability and possibility as the influential elements on human resources productivity. The human resources productivity and behavioral competency would increase more and more if the above mentioned factors exist in the organization. Hence, if one of these factors neglected, the competency and productivity of human resources either appear in limited ranger or reduce rapidly (Afrazeh, 2005, page 149). Regarding its appropriate characteristics, bases of patterns for knowledge construction are selected for above matrix. According to this pattern, the influential factors in process of knowledge managementincluding, aim, detection, achievement, development, allotment, utilization, preservation, measurement and feedback. In human resources productivity and knowledge management, the rows include influential elements on human resources productivity and the columns indicate the elements of knowledge management process. Each element in matrix is the meeting point of a knowledge management activity with one of the influential elements on human resources productivity in organization.
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.
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 is intended to examine the relationship between on how staff development aid organizational productivity in public organization as it relates to Ken Poly, Bori.
1.2Statement of Problem
Human resource (manpower) is considered the most critical to any organizational survival, because it is that resource which ensures adequate supply of material, 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, careless 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 staff development policy and organizational productivity in public organization in Ken Poly Bori. However, the specific objectives are to:
1. Examine the relationship between training and organizational productivity in Ken Poly, Bori.
2. Investigate the relationship between development and organizational productivity in Ken Poly, Bori.
3. Examine the relationship between coaching and organizational productivity in Ken Poly, Bori.
4. Investigate the relationship between career counseling and organizational productivity in Ken Poly, Bori.
1.4 Research Questions
The study poised towards providing answers to the following research questions.
1. Does training aid organizational productivity in Ken Poly, Bori?
2. Does development aid organizational productivity in Ken Poly, Bori?
3. Does coaching aid organizational productivity in Ken Poly, Bori?
4. Does career counseling aid organizational productivity in Ken Poly, Bori?
1.5 Significance of the Study
A study of this nature will help Ken Poly in Bori to adopt measures in the context of human resource planning and development of policy.
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 management staff of Ken Poly Bori, 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 development sector and to make meaningful proposals and suggestion to improve the public organization.
1.6 Scope 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 staff development policy and organizational productivity in public organization. The independent variable is staff development measured by staff training, career growth, talent management and career counseling. While the dependent variable is organizational productivity, measures by profitability, efficiency and effectiveness.
Geographical Scope: This study is delimited in Bori Metropolis with special reference to Ken Poly Bori.
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 staff development policy and organizational productivity in public organization. Hence it is a micro level study.
1.7Limitation of the Study
This study involves an investigation of staff development policy and organizational productivity in public organization.
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
The following terms was been defined:
COACHING
This is the process of giving private lesson to somebody, often to prepare them for an exam.
DEVELOPMENT
It is the improvement of employee’s competencies in preparation for future jobs.
EFFECTIVENESS
This is the producing result that is wanted or intended.
EFFICIENCY
It is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or in producing a desired result.
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.
PROFITABILITY
Profitability is the state of yielding financial profit or gain. It is often measured by price to earnings ratio.
TRAINING
Is the activity of impacting and acquiring skills.