MOTIVATION A SUCCESS FACTOR IN ORGANIZATION

(A CASE STUDY OF ANAMMCO NIGERIA LIMITED)

 

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ABSTRACT

          This research study “Motivation a Success Factor in an Organization” (A Case Study of ANAMMCO Nigerian Limited, Nigerian Port Authority Plc) was conducted to further enlighten management that the attainment of success in an organization has a direct bearing to motivation. This research revealed that rewarding employees for their contributions to the success of their organizations serves as the motivation factors inducement in them, that helps bring out the best in them.

 

PREFACE

The study is arranged into five chapters, commencing with the introductory chapter which comprises of the background of the study, statement of the problem, objectives of the study through the significance of the study.

Chapter two took a sweep on literature review, being a summary of past research finding on Motivation success, various form of motivation carried out by notable authors.

Chapter three deals with methodology which entails the administration of questionnaires processing and analyzing procedure for the data collected.

Finally, the fifty chapter is all about the conclusion of the study with the summary of major findings, recommendations and areas of further research.

 

 

TABLE OF CONTENTS

CHAPTER ONE

1.0     Introduction                                                                                 1

1.1     Background of the Study                                                             2

1.2     Statement of the problem                                                             7

1.3     Objective of the Study                                                                 8

1.4     Research Question                                                                       9

1.5     Definition of Terms                                                                     10

References                                                                                   13

CHAPTER TWO:

Review of Related Literature                                                                  14

• Introduction 14
• Meaning of Motivation 14
• Motivation and Organization Performance 18
• Various Theories of Motivation 19
• Sources of Motivation Factors in Organization 26
• Brief History of ANAMMCO 30
• Summary of Literature Review 32

References                                                                                   33

CHAPTER THREE

• Methodology 34
• Research Design 34
• Sources of Data                                         35
• Population Size 35
• Sampling Plan 36
• Sample Size 36
• Instrument for Data Collection 37
• Tools for Data Analysis 37
• Scope of the Study 37
• The Limitation of the Study 38

CHAPTER FOUR

4.0     Data Presentation and Analysis                                                    39

CHAPTER FIVE

Summary of Major Findings, Recommendation and Conclusions          57

• Summary of Major Findings 57
• Recommendations 59
• Conclusion 60

Bibliography                                                                                62

 

 

 

CHAPTER ONE

 

1.0     INTRODUCTION

          Most organization ignore this drive that motivation is the success factor that we send employees thinking more of organization interest and less of individual interest. Countries like Japan, America, Russia, China, Europe are known for their technological advancement.  The secret behind the success of these developed countries is that they have developed a culture of motivating their labour force. It is worthy to mention that a motivated worker is the most productive workers.  The worker who sometimes equals or excel in any standard his boss sets or contemplates setting for him.  Herzberge defined motivation in a book jointly written by Williams F. Dawling and Leonard R. Sayle titled “How motivates” (1971) as: “An inner desire to make an effort.

 

This definition implies that there is a reagent that acts as a catalyst that gears or gingers up the effort that make an employee go the extra mile to achieve what he/she would ordinarily not achieve under normal circumstances, the term “motivation” derives from the Latin movere “to move” it is virtually impossible to determine a person’s motivation until that person behaves or literally move. Robert Kreitner in the fifth edition of his book titled “management” (1990) defined motivation as “the psychological process that gives behaviour purpose and direction.

 

By applying this process, managers attempt to get individuals to willingly pursue organizational objectives.  The individual workers behave in a certain manner or toward a certain direction informed by a drive within them and this give them the urge to aspire to satisfy that objective.

The resultant effect of motivation is the attainment of higher productivity by organization (both private and public)

 

In essence motivation is a function of performance, which eventually leads to sustain the success of organization.  A working definition (Cole 1995) of motivation is as follows: “Motivation is the term used to describe those process, both instructive and rations by which people seek to satisfy the basic drives, perceived needs and personal goals which trigger human behaviour”.

It becomes pertinent for all organization to know that motivation is a success factor in order to achieve higher performance.

 

 

1.1     BACKGROUND OF THE STUDY

          The aims and objectives of every organization is to be successful, and for an organization to be successful, its employees must b properly informed of what is expected of them, how to go about achieving the result; creating enabling environment for them to operate, availability of facilities and material guaranteed job security adequate compensation for hardworking workers, it is globally accepted that motivation plays a fundamental role in enhancing workers performance behaviours.  Motivation comes in different forms, since human beings are unpredictable and their needs insatiable, because what could serve as motivation to one worker may not necessary server as motivation to the other.  However, the following factors could serve as motivation factors, as theorized by Abraham Maslow.

1. Job security
2. Job satisfaction
3. Self esteem
4. Self actualization
5. Spirit of belonging (needs)
6. Rewards for exceptional performance

Below is a diagrammatic representation of these motivation factors.

High needs emerge as lower needs are fulfilled.

 

 

 

 

 

 

 

 

 

Data from diagram from A. H. Maslow.

Since motivation comes in divert forms, every organization (private or public) has its pattern of motivating its employees to stimulate their moral toward achieving a successful performance.

However, since motivation has been unverically accepted as an inducement to employee to strive to achieve extra ordinary or unique level of performance which they could not ordinarily achieve this worker will endeavour to unearth or unravel those motivational tools available for employers to labour in order to aid them in boosting their organizational performance.   In view of the security and exorbitant cost of accommodation in the cosmopolitan cities like Lagos, most employees would feel highly motivated if provided with accommodation at a reasonable cost.  A case in point is the centre for management development which has provided accommodation for its staff on essential services and affordable cost with the organization’s premises. There is no doubt that some of them may have gotten offers from somewhere else than what they are receiving from the centre, but for the conducive accommodation they enjoy from the centre, they would prefer the meager salary to receiving the fat one elsewhere and pay so much on rent inside the city, this is a pure case of lean liberty being better than fat salary.

 

Some organizations choose to motivate their employees by either providing them with housing loans, vehicle or official vehicles.  In the late 70s and early 80s some notable companies (mostly in the oil industries) adopted this mode of motivation, by providing most of their senior workers with car loans.  In the 60s and 70s all graduates from the universities had ready jobs, car loans and accommodation waiting for them.  This form of inducement does not only encourage workers to be dedicated to an organization, but also ensures employees punctuality to work, hence facilitating higher productivity in the organization.

 

Provision of free medical facilities has been discovered to have played a functional role in having some employees fee motivated when their employer consider their health their prime concern.  A healthy organization is a productive organization.  Monetary motivation of course play a greater role in motivating employees to give out their best.  This could come in the form of promotion, transfer, job enlargement; job enrichment, benefits and training involving outside station. With the advent of the present economic downturn, any form of monetary motivation will be very much appreciated by a large number of employees and this will enhance the success of the organization.  The reality of monetary motivation cannot be overemphasized as labour union have consistently being at logger-head with the Federal Government over civil servant poor conditions of service, hence the inevitable need for appropriate upward review of wages and salary labour union have always felt unhappy that civil servants in a country of abundance financial resources are not commensurately compensated.

 

This has informed the persistent demand for salary reviews in order not only to caution the economic effect, but to adequately compensate  them (employee), which in return will make them to improve their work performance, some organization like Centre for Management Development (CMD) for instance, has a culture of motivating its workers by way of distributing rice, chicken  and turkeys to staff at the end of every year in addition to organizing end of year party for the staff children where they are presented with some token souvenirs, the centre also gives long  service awards  for its workers, where some of them take home gift items such as television sets, sets of cooking utensils; depending on the  length of services.  These incentives serve as motivational tonic and the trigger employees, and serves as a success factor in the organization by improve performance.

 

 

1.2      STATEMENT OF PROBLEM

          In most organization, with particular reference to the public sector, you find out that  workers hardly report to their duty posts as and when due, inspite of Management’s threat; and when one inquires further why they exhibit such laxity  or lack a disical attitude to their…

 

 

 

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MANAGEMENT TRAINING AND DEVELOPMENT TECHNIQUES IN NIGERIA (A CASE STUDY OF FEDERAL POLYTECHNIC, OKO)

 

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ABSTRACT

MANAGEMENT TRAINING AND DEVELOPMENT TECHNIQUES HAVE BEEN FOUND TO BE AN IMPORTANT ASPECT OF PERSONAL DEPARTMENT TODAY BECAUSE OF CHANGES IN BEHAVIOURS OF EMPLOYEE AND CHANGE IN OFFICE PROCEDURE WHICH REQUIRED ADDITIONAL TRAINING TO IMPROVE THE SKILL AND EFFICIENCY OF EMPLOYEE. WHEN EMPLOYEES ARE NEWLY EMPLOYED IN AN ORGANIZATION, AN ORIENTATION TRAINING IS GIVEN TO THEM. THESE PROGRAMMES ARE DESIGNED TO FAMILIES THE NEW EMPLOYEES WITH THEIR JOB ENVIRONMENT HENCE, THE NEED FOR TRAINING WILL FOREVER BE EMPHASIZED IN CARRYING OUT THIS STUDY, IT IS TO BE DIVIDED IN FIVE CHAPTERS. CHAPTER ONE DEALS WITH BACKGROUND OF STUDY, ITS STATEMENT OF PROBLEM, ITS SIGNIFICANCE OF STUDY, PURPOSE OF STUDY AND SCOPE OF STUDY.

 

CHAPTER THREE DEALS WITH AREA OF STUDY, POPULATION SIZE AND SAMPLE SIZE, INSTRUMENT FOR DATA ANALYSIS, DATA COLLECTION. CHAPTER FOUR DEALS WITH THE DATA PRESENTATION AND ANALYSIS AND FINDING. CHAPTER FIVE DEALS WITH DISCUSSION, RECOMMENDATION, CONCLUSION, LIMITATION, SUGGESTION OF FURTHER STUDIES.

 

 

 

TABLE OF CONTENT

 

CHAPTER ONE

1.0   INTRODUCTION

1.1   Background of the study

1.2   Statement of the problems

1.3   Purpose of the study

1.4   Significance of the study

1.5   Research Questions

1.6   Scope of the study

1.7   Definition of terms

 

CHAPTER TWO

Literature Review

2.0   Introduction

2.1   Origin of management training and development techniques

2.2   Management training and development techniques

2.3   Management Training and Development in use in Federal Polytechnic Oko

• Industrial Training for National Development
• Defining Management Development
• Summary of Literature Review

 

CHAPTER THREE

3.0   Research Methodology

• Brief Outline of the Study
• Design of the Study
• Area of the Study
• Population of the Study
• Sample of the Study
• Instrument for Data Collection
• Validation of the Instrument
• Distribution and Retrieval of the Instrument
• Method of Data Analysis.

 

CHAPTER FOUR

4.0   Data Presentation

4.1   Data Analysis

4.2   Findings

CHAPTER FIVE

• Summary of Findings
  • Conclusion
  • Recommendations
  • Limitations of the Study
  • Suggestion for Further Study

References

Appendices

Questionnaire

 

 

 

CHAPTER ONE

INTRODUCTION

1.0  BACKGROUND OF STUDY

       The term “Management training and development technique” refer to the needs for staff development and training in an organization. It is when individuals in the organization grow that the organization itself grow through such steps taken by themselves to improve their knowledge and skills.

Also after the employee has been selected the next step naturally is his training. All types of office jobs, even the simple ones that is dispatch of letters, handling of telephone, etc e some training for their efficient performance. Even old employee needs some training at various stages of their carrier. The basic purpose for training is to direct and guide the terming of employee so that they may perform their duties as efficiently as possible. The importance of urgency of training arises because of rapid changes of technological milen of industries, the growth and simplicities of present day enterprises, the rising in educational levels, new educational processes and change in socio system and cultural patterns.

 

Training therefore refers to all the processes that lead to the development of the personnel in an organization so that they assure a higher order of assessment training, it is also the act of increasing the knowledge and skills of an employee for doing a particular job. In addition, training and development are the necessary prerequisite for an organizational development in this area such as induction training, in house training day release of courses, specific training of technical nature e.g a sight at work on a bottling line and general training given to a worker in an industry.

 

Method of Training

The various methods of training includes:

INDUCTION TRAINING: This is known as orientation training. Even new employee at any level should undergo an induction programme which should include information on the organization, its structure products or services, policies, information about suggestion schemes etc. The induction training should be arranged at intervals over a period of perhaps three to six months with the most important topics being covered in the early stage.

JOB TRAINING: This consists of a combination of skills and knowledge needed to perform the duties of the job to the required standard. A carefully integrated programme consisting of on the job and off the job training is often the best approach.

ON-THE JOB TRAINING: This refers to the training of an employee in the job he is doing or his to do, it is considered in his own job and place where he works.

Training on the job may be imparted by a skilled and experience workers or by a supervisor or even by a special instruction. There are various type of on the job training and these include the following:

1. Understudy system by which a trainee is taught by the man on job.
2. Filling – squared method; which aims at providing experience in all the departments.

• Job rotate – by which the trainee is periodically shifting from one job to another so that he may acquire a general background.

OFF THE JOB TRAINING: With a simple office job, on the training can be provided to office workers. But when jobs are complicated and call for addition to on the job training, some technical knowledge and experience the employee may be asked to undertake off-the-job training and these may include

1. Vestable Training; in which workers are trained in specific job in a special parts of the organization where the actual looking requirement is created.
2. Conference Methods: This method is group centered approach by which the leaders guide the discussion. It is used to pool ideas and information amongst employees.
3. Case Method: Under which trainees are placed possession of facts and are asked to draw conclusions from them, in this way, the develop and improve power of reasoning and analysis.

 

JUNIOR STAFF

Junior staff should be regarded as the raw material of future supervisors or managers and should be given commensurate attention. Junior staff should be taught how to do things e.g how to check a voucher and then left to their devices. They should be encourage to extend their leanings in order to improve in their skills.

 

SUPERVISORY TRAINING

A supervisor is the one that oversees the work of others. He is in the middle management cadra. He is responsible for employee toward better performance. A supervisors training is important because he motivates the employees towards better performance of work until recently office supervisor where left to acquire these skills by experience but it can be a long process and is made much easier by proper training.

 

 

 

MANAGEMENT TRAINING

Practical training for management often consists of a definite policy where by clerks are regularly transferred from one department to another so that a bread experience is obtain of all sides of the organization. This is an excellent plan since it is accepted by the workers and is definitely linked with a promotion policy.

Most office mangers take their places in specialized positions such as company secretaries, accountants, sales mangers, personnel managers and so on, for each of these and for other special vocation, there are various professional qualifications together with study for one of these qualifications. Training for management can be divided into three main groups.

1. Management courses leading to diploma in management studies conducted at collages, regional management centres, business schools and universities.
2. Short residential courses
3. In–house management development programme, advantages should be taken of the following.
4. Institutes providing management training such as Nigeria institute of management (NIM) the administrative staff college of Nigeria (ASCON) centre for management development (CND) and research institute.
5. Seminars and workshops are part of the job training.

 

 

1.1  STATEMENT OF THE PROBLEM

The problem encountered in management training and development techniques are as followed:

Many a times, in respect to industrial training, huge amount of money is invested for the training but as soon as a worker is trained there is likely to be a highly trained staff who is occupationally more mobile.

Industrial training fund was created by the decree NP. 47 of 1971 to help in training of personnel which is an arm of the federal ministry of industries which is made mandatory for firms to invest in training hatter engaged in business of bushing.

It is also true that during economic depression, workers are retrenched all in the name of declining productivity.

Inadequate supply of rural materials and spare parts will lessen demand for another kind of skill. The training of workers on specific skills than general training is that, it is often very difficult to retain workers with specific skill, the result is redundance in the period of recession, worker on junior cadre who gain admission to a higher institution are often advised to resign rather than take in service leave with or without salary. Another problem is that guide often, the most promotable junior staff may be in training and may not have advanced enough to take over when the new opening occurs.

Therefore, a policy of promoting from within should be modified by the words “whenever feasible”.

Promotion from within, where serving managers are given benefits on advantages as an opening occurs. These policies has come, limitations sometimes employees may question a promotion a promotion feeling that the right person has not been selected to fill a position, the promotion may be questionable and create more problems of moral which the policy is aimed at solving, unless there is a convincing proof that one of the three employee has cheers edge over. Others to get the promotion, the company will be advised to recruit a manager from outside.

 

• PURPOSE OF THE STUDY

The project study was promoted by the researchers desire to determine and ascertain.

1. The training method and techniques to be adopted to improve the moral of employees and productivity.
2. The effects of training and development of skills on employee in Nigeria.
3. If training of workers on specific skills rather than general training will make it difficult to retain employee with specific skills during an economic depression in Nigeria.
4. To ascertain whether training and development of skills lead to fresh view points and ideals on business activities in Nigeria.

 

1.3  SIGNIFICANCE OF THE STUDY

Training is the organized procedure by which people acquire knowledge and skills for a definite purpose. The aim of training is to achieve a change in the behaviour of those trained. The importance of training therefore includes;

1. It helps the trained person to be more effective and efficient in his job
2. It reduce learning time, the trained employee can be easily apply what he learned from training to real job situation.

• It helps to reduce waste by minimizing mistake.

1. The employee who acquire new knowledge and skill can easily secure more lucrative jobs between working conditions.
2. It reduces turnover rate, absentism, accident and grievance rate. There is every tendency that if an employee is well trained for a particular job, he may develop special interest for the job and as well always like to go to work.

In the aspect of questionnaire distribution and collection, the researcher faces a lot of financial problem designing a good questionnaire. Some times it is very difficult to meet the people who will give him the required information in their office, the case is the same when he wants to collect the questionnaire so distributed. This posses a limitation to the research study.

 

1.4  RESEARCH QUESTIONS

1. What management training and development techniques are more appropriate or less expensive for Federal Polytechnic, Oko.
2. What approach and techniques is management of Federal Polytechnic, Oko, adopting in their training and development of staff?
3. Does staff training and development yield to organizational effectiveness.
4. Does training and development end of coaxing or persuades staff to do what the management wants?
5. Does training and development improve the staff and management of Federal Polytechnic, Oko.

 

1.5  SCOPE OF THE STUDY

       The research work was conducted and specifically carried out in federal Polytechnic, Oko in Orumba North L.G.A Anambra State.

The aim of this scope is intended to measure the level in Federal Polytechnic, Oko in Orumba North L.G.A.

 

1.6  DEFINITION OF TERMS

The concept training has been seen as part of human development which is a process of enlarging peoples choice. In principle this choice can be change overtime or infinity, at all level of human development we have three essential facet, the first is for long life (health), to acquire knowledge through training and the last one is to have access to resources for expansion.

The concept development implies improvement, developing competence such as technical, human, conceptual and managerial, for the growth of the organization.

The concept management consist of activities undertaken by one or more persons to co-ordinate the activities of other persons to achieve results not achievable by one person acting alone.

The concept management training and development is an important approach incorporated into organization with the aim to improve the staff effectiveness, increase productivity and lessing cost of production, it continue process in the organizational effectiveness. Organizational effectiveness is the degree in which an organization produce it intend output. Daft in (1983) view organizational effectiveness as the degree to which an organization realized it goal, he went further to say that organization pursue multiple goal and such goal must be ascertain in the face of competition and with the limited resources.

Techniques for management training and development.

The techniques for development are:

1. Understudy: This is good succession planning, which allows for smooth transition of work when one officer leaves a schedule or organization.
2. Job Rotating: This is necessary for all workers to move from one schedule to another within the same organization to allow for competence on all sphere of work.

• Self development/self assessment: Self development means a personal desire to improve through an individual attempt to embark on study and practical experience. Self assessment is a personal identification of strengths, opportunities, weakness and challenges and an attempt to improve and build on current efforts for a more fulfilling corporate movement.

 

MANAGEMENT TRAINING AND DEVELOPMENT TECHNIQUES

 

 

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MANPOWER DEVELOPMENT AND PRODUCTIVITY IN TERTIARY INSTITUTIONS IN NIGERIA (A CASE STUDY OF FEDERAL POLYTECHNIC, OKO.

 

 

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TABLE OF CONTENT

 

CHAPTER ONE

1.0   INTRODUCTION                                               1

1.1   Background of the study                                  3

1.2   Statement of the problems                               5

1.3   Purpose of the study                                                5

1.4   Significance of the study                                  6

1.5   Research Questions                                         7

1.6   Scope of the study                                           8

1.7   Definition of terms                                           8

CHAPTER TWO

Literature Review                                             10

2.0   Introduction                                                     10

2.1   The concept and definition of manpower

development                                                    12

2.2   Objectives of manpower development              15

2.3   Usefulness of manpower development             21

• Types of manpower development 22
• Summary of literature review 23

 

CHAPTER THREE

3.0   Methodology                                                    24

• Brief Outline of the Study 24
• Design of the Study 25
• Area of the Study 25
• The Population of the Study 26
• Sample size 26
• Instrument for Data Collection 28
• Validation of the Instrument 29
• Distribution and Retrieval of the Instrument 29
• Method of Data Analysis. 30

 

CHAPTER FOUR

4.0   Data Presentation and Analysis                               31

 

CHAPTER FIVE

5.1   Summary of Findings                                      38

5.2   Conclusion                                                      40

5.3   Recommendations                                           41

5.4   Limitations of the Study                                  46

• Suggestion for Further Study 47

Appendix                                                                 48

Questionnaire                                                  49

References                                                       51

 

 

ABSTRACT

One of topical issues of discussion these day in most organization is manpower development and its retention to increased productivity. This project is geared towards studying manpower development and productivity in tertiary institutions using the federal polytechnic oko as a case study. The research exhaustively explained the concept of manpower development and it’s application to any organization. However in the course of this study, it was discovered that one of the major reasons on low performance on the part of many employees in the higher institutions is that most of them in key areas have not been well equipped with proper skills or knowledge to enable them effectively handle the responsibility assigned to them.

 

Also discovered as hindering to increased productivity is the inability of the institution to retain the staff already equipped with specialized skills, therefore, this research report stands to recommend ways through which manpower development and its eventual productivity should be given serious attention they deserve. The literature review and the theoretical framework provided in this study only served as an ideal against which the overall manpower development effort and all other process that go with it in any organization and federal polytechnic oko, to be specific can be assessed. Information and other materials therein were obtained directly through documentary source, personal interview and questionnaires for originality for adequacy, which formed the based for the findings and recommendations therein.

 

 

 

CHAPTER ONE

1.0  INTRODUCTION

       No organization has ever succeeded without human effort, in fact, human effort is undoubtedly the sine-qua-non for the extent to which the set goals of this organization are realized or not realized. This is simple because every other resource that contributes the organizational goal attainment are initiated and determined by the person who make up the organization.

Onah (1995), quoting Oguyi emphasize the importance of manpower in nation building. He says that:

No nation in the world can carry out any of its development, programme without adequate and competent manpower. The vital role of manpower comes into focus both in time of peace and when nation is at war. Qualified manpower is not only the critical but a measure of nation strength, security and well being.

The human resources of a nation hold the key to its survival, prosperity and future economic and social development.

The realization of the above fact explains the pre-occupational of every management with some personnel functions, recruitment, employer/labour relation, welfare, reward and punishment of the workforce to enhance productivity. However, manpower development and its eventual management do not seem to have received the attention they deserve. Thus the genesis of the problem of low productivity may well lay with the manpower development strategies of the organization and also eventual inadequacy. How a the management of Federal Polytechnic Oko has carried out these aspect of personnel functions to facilitate the day to day running of the school is the focus of this work.

 

 

1.1  BACKGROUND OF THE STUDY

The school was established in 1981 through the collective effort of the community as a self-help project. It is located in Orumba North Local Government Area of Anambra State. Under the regime of Dr. Alex Ekwueme who was the former civilian vice president of the Federal Republic of Nigeria. The institution was formally known as college of Arts and Science in 1979.

Thereafter, it was upgrade to college of Arts, Science and Technology in June 28^th; 1980. The college was formally formalized as Anambra State Polytechnic Oko (ANAMPOLY). It is today known as Federal Polytechnic, Oko.

There was low level of productivity and development in the institution then, but today with the effort of Prof. Godwin Onu, the Rector Federal Polytechnic Oko there are a lot of changes and rapid development in the institution.

 

 

 

1.2  STATEMENT OF THE PROBLEMS

Manpower Development and productivity in Federal Polytechnic, Oko has been very poor due to the reasons of administrative inefficiencies like

1. Financial in adequacy for staff training and development.
2. Lack of conducive classroom for students.

 

1.3  PURPOSE OF THE STUDY

The research was undertaken to study manpower development and productivity using the Federal Polytechnic Oko as a case study to achieve the following.

1. To find out the extent to which the institution promotes manpower development.
2. To find out the relationship between training and productivity in the institution.

• To discover the effect of staff training development on career expectation and job mobility.

 

1.4  SIGNIFICANCE OF THE STUDY

       This study is significant in three ways; it serves are fulfillment of the requirement for the award of Higher National Diploma (HND) in public administration.

It will contribute to the body of knowledge on the topic academically.

The findings and recommendation in the work can be valuable as a guide in formulating manpower development and productivity policies for Polytechnics institution in the country.

 

1.5  RESEARCH QUESTION

1)     Do the staff of Federal Polytechnic Oko go for training from time to time?

2)     What do you consider to be the major problem facing Federal Polytechnic Oko?

3)     Can training programme improves the performance of Federal Polytechnic Oko?

4)     What is the attitude of the management towards training and development of staff of Federal Polytechnic Oko?

5)     Are staff of Federal Polytechnic Oko return from training effectively utilized?

• SCOPE OF THE STUDY

This study is confined to only manpower development and productivity in the Federal Polytechnic Oko.

 

1.7  DEFINITION OF TERMS

       This research work may not be undertaken successfully without attempt to define key concepts as they are used in this study for proper conceptualization.

CIVIL SERVICE –  According to Ugbo (2008), she says, civil service is that component of the large public services which is centrally placed to provide guidance, advice, general supervision and co-ordination of government operations- both at the state and federal levels.

PUBLIC SERVICE: Public service is different from civil service embraces the civil service and other parastatals, commission and agencies of government services to the public.

TRAINING: It is a process by which employees systematically acquire basic skills, knowledge and attitude for efficient performance of their duties. Training enables employees to unlearn undesirable job behavior and to learn or relearn acceptable job behavior, normal and practices for through job performance. Training seeks relatively performance change in the individual that will improve his or her ability to perform on the job.

 

 

 

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