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Impact Of Staff Training In The Productivity Of Workers In Public Sector In Nigeria
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Arero and Aygeni (1992) posited that the post
independence effort to develop a training system for the Nigerian civil
service can be traced to Professor, C.P. Wille’s survey of 1967 on the
training Needs of the Federal civil service. The study was conducted and
report was submitted. The federal government commissioned the then
institute of administration, University of Ife, Ile-Ife to carry out a
survey on the training needs of the civil service. After the study was
conducted, and the report submitted, the federal government came out
with a white paper on the report in April 1969. The document titled
“statement of federal government policy on staff training and
development on the federal public service has the following key
elements; the appointment of department of training officers with
responsibility for assessing staff development needs and preparing and
implementing programmes to meet these needs; the reorganization of the
federal ministry of establishments to give greater priority to training;
establishment of a standing committee on staff development,
encouragement of every large ministry/department to establish a training
commensurate with its size and function; and the establishment of the
Administrative staff college of Nigeria.
In addition to the above
effort the Public Service Review Commission (PSRC) report of 1974
emphasized also that there was deficiency in training programme
throughtout the public service and therefore devoted a substantial
section
of the report to training. Amongst others, it recommended the
“reactivation of the standing committee on staff Development and
Administrative Staff College of Nigeria (ASCON) and centre for
management development.
Three decades after, another reform endeavour
(1988) civil service reform emphasized obligatory and periodic
training. A fundamental question is what has happened to this important
subject matter through these periods? Little or nothing has been
achieved.
However, the success with which an organization survive
depended largely on the ability and expertise of human resources who
operate both at the managerial and lower levels of operation, such
ability and expertise usually stem from the qualitative knowledge
possessed and standard training received.
1.2 STATEMENT OF THE PROBLEM
Most
of the plans are meticulously on investment in physical and material
resources while rarely do such organizational plan pay attention to
human investment in which the capital and equipment depended in order to
be prudently managed. Not every organization considers the necessity
for a well defined and sustained training and development for staff in
order to upgrade their performance. In other words where training need
is recognized and a lot of time and money are committed; the exercise is
often inappropriate, haphazard or lopsided in terms of
content and
participation. The worst of it is that it is premised on a faulty
diagnosis or organizational training needs. In addition to the above,
the zeal of training employee is being handicapped by the management:
The failure to give cognizance to staff who have acquired additional
skills and knowledge in terms of promotion and other fringe benefit. In
other words, in a situation where training occurs, deployment of staff,
job enlargement are carried out without adequate regard to the skill
staff acquire leading to frustration of personnel which usually resulted
to low morale to other employee in relation to further training. As a
result of this lackadaisical attitude of management towards training,
development, there had been a progressive decline in the ability of
manpower to cope with the challenges that arise from unfolding new
dispensation, ceaseless clamoury for social change, social satisfaction
in the public sector.
Although the federal government of Nigeria
adopted a recommendation of the 1988 and 1999 civil service commission
which stipulated that ten percent (10%) of the total annual personnel
emoluments be set aside for staff training and development. Most Federal
Universities, including University of Nigeria, Nsukka (U.N.N.) have
failed to honour this recommendation. Public servants are sent for
training without proper consideration for the relevance to the present
job or future posting. Training is supposed to build upon the critical
analysis of organizational
objectives and evolutionary trend of the
organization. But because of uncoordinated and inaccurate data
management in Nigeria Universities training is being carried out on the
basis of guess work rather than on fact and figure.
Furthermore, many
of the training centres lack adequate facilities specifically most of
them do not have modern training facilities such as computer,
laboratories, libraries, and vehicles etc. The effect of the above is
poor quality and quantity of service delivery in many government
parastatals.
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ABSRACT - [ Total Page(s): 1 ] Every organization whether public or private, at every instance desires to satisfy the needs of its clients, this will only be possible with an enlightened and well trained staff therefore, the role played by staff training cannot be over-emphasized as many have come to recognize that training offers a way of developing skill, enhancing productivity, guaranteeing quality of work and build worker’s loyalty to the firm. The work was guided by the following research questions What are the ... Continue reading---
