ABSTRACT
This research work necessitated by the need to effectively understand the effects of Human Resources Development in organizational growth. The attainment of organizational goal are very much dependent on the nature of human resources development and ways to execute them. This is important because of the individualistic differences of employees and the cultural framework of the organization under review
Every business enterprise big or small, public and private attempts to initiate and input certain human resources development with a view to attaining the set goals and increase productivity and establish good cooperate image in the eye of the public.
The research looked into the following findings. It is duly established that some flaws exists in training and development of human resources in ITF Enugu Area office and the situation would worsen in the near future if appropriate actions are not taken.
There should be an effective training programme that is good enough in maintaining cordial relationship between the management and the labour, which will help in achieving the organizational growth and objectives.
That overseas training programmes are not better than local training programmes.
That the employer/employee relationship in ITF needs more improvement to boost effective training and development of personnel.
In addition, the following recommendations were made, that ITF should endeavour to encourage cordial relationship between the management and the labour as a safe way of achieving organizational growth.
To keep peace with the present policy and training and development of human resources both within and outside it. So as to live upto the standard for which the institution was established.
That ITF should encourage overseas training programs to be able to keep or cope with the challenges of time and the dynamic nature of industrial technology.
Finally, in its major policies should be modified for effective attainment of its set goals.
My profound gratitude will not fail to go to the following people, Chief and Lolo Okechukwu Omaji (Chinyereugo I of Umuabi Udi) Mr Collins Nze Ochinanwata II of Udi, Mr Ifeanyichukwu, Mr Oye, Mr Onyekachukwu, Mrs Chinwoke Nzeh, Vivian, Chinasa, Oby Mr and Mrs Okoli, Maltina, Chekwube, Emeh, Ejike and other friends and well wishers who actually urged and encouraged me throughout my academic pursuit.
Thanks to you all.
INTRODUCTION
Wendel (1973) described human resources in his books as consisting of all individuals engaged in any of the organizations activities regardless of their levels. Human resources from the above simply means, men and women working for an organization, irrespective of the post they are holding. However, this went further to emphasis that there was no demarcation for men and women working for the organization that belong or do not belong to the human resources of the organization.
Meanwhile, any activity in the organization from the beginning to the end stage depends on human resources. Therefore, any organization aiming at achieving some of their goals must ensure not only maintaining constant and adequate supply of human resources but also ensure that they were adequately motivated. This is because, the human resources that are motivated will be answering human resources of the organization without putting in their best.
James (1946) stated that the effective use of people is still the key to productivity and your assignment is to motivate people to get the best of their skills and abilities. He affirmed that organization will achieve high productivity more than ever before by motivating their workers and sending them for training.
Morevover, Ubeku (1983) went further to say that although the task of motivating workers is vested on the management team as a while but said that managers have more roles to play. He said that managers, can provide the organization a continuous day to day coaching, appraisal and encouragement – that the employees will need more than ever before. He was of the opinion that manager have upper hand in motivating workers. He further stated that the supervisor who works with his subordinates on this intimate basis can do much to influence his organizations programme.
Training and development of human resources have been considered an expandable luxury in terms of financial constraints. The growth and development of any organization depends on its human resources, a specific cost of management to develop individual skills or a means of developing people for promotion to the next level of organization leadership. While these views carry some validity of human resources should be regarded in the large context of trends in society and the need of changing organization.
In the past, not much importance was attached to the role or human resources development on the growth and efficiency of organizations. No pride of place was given man-power planning and development as a save way to enhance skills knowledge and capacities of personnel in organizations. The importance of investing in human resources has become much clear in recent years because of mounting evidence on the extent of which such investment as an engine change. Although, human resources management is that sub system of an organization which is directly concerned with planning, controlling the procurement, development, compensation, integration and maintenance of the human resources component of the organization. The effectiveness of this sub-system will be judged by the way policies and practices affect the performance and productivity of individual workers will be achieved towards the realization of the effectiveness of the organization.
Today, one of the major problems confronting management in an organization is the most effective way of putting the right position. Management should identify and provide for its human resources to accomplish its task. The concept of organizational effectiveness is that which organizations as a social system give certain resources and means fulfils its objectives without a capacitating its means and resources and without placing undue strain upon its members. The means and resources referred to have cannot be personal constituents of the organization on who the achievement of effectiveness in the organization is based through their increased performance and productivity. The existence of a conducive and carefully designed human resources management policies and practices appear inevitable for the attainment of these goals.
Human resources are the most vital of all the factors input of organization, for without it, all the other factors have to wait. Due to the immense contributions of man power programmes, the government of Nigeria has set up many institutions to help in management education in the country.
The National man-power board is responsible for the periodic appraisal of requirements for man power in all occupations and the development of measures for in service training of employed man-power both in the public and private sectors. Among these institutions is the industrial training fund (ITF) on which these research work is carried. Industrial training fund was established to promote and encourage the acquisition of skills in industry and commercial with a view of generating a pool of indigenous trained man power sufficient to meet the needs of the economy.
Others include the administrative staff college of Nigeria (ASCON) the Nigerian Institute of Management (NIM) and the Center for Management Development (CMD) it is simply defined as the potential available organization from the people who work in it.
To fully achieve this its corporate objectives, an organization must establish it human resources base adequately in both quantity and quality. The effects of human resources on the economic and industrial development has been underscored by Paul G. Hoffinan who said of all the resources required economic development of human resources appear the most strategic if the countries are to achieve self sustaining growth.
Furthermore, in reaction to the felt need for the development of human resources in this country.
The federal government established the training agencies;
(i) Industrial Training Fund (ITF) in 1971.
(ii) The Center for Management Developm,ent (CMD) in 1973
(iii) The Administrative Staff College of Nigeria (ASCON) in 1973.
(iv) Six Federal Training Centers (FTCS) scattered in different locations across the country Lagos.
TABLE OF CONTENTS
Title Page i
Approval Page ii
Dedication iii
Acknowledgement iv
Abstract vi
Table of Contents ix
CHAPTER ONE:
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Study 6
1.3 Purpose of the Study 7
1.4 Scope of the Study 8
1.5 Research Questions 9
1.6 Research Hypothesis 10
1.7 Significance of the Study 11
1.8 Limitations of the Study 13
References 15
CHAPTER TWO:
REVIEW OF RELATED LITERATURE 17
2.1 What is Human Resources 17
2.2 The Historical Background of Human
Resources Development in Nigeria 20
2.3 Human Resources Development and Nigeria Economy 25
2.4 Plans for Governmental Policy on Training
and Development of Human Resources. 28
2.5 Human Resources Development at
Industrial Training Fund (ITF) Enugu 30
References 33
CHAPTER THREE:
RESEARCH AND METHODOLOGY 34
3.1 Research Design 34
3.2 Area of Study 34
3.3 Population of the Study 35
3.4 Sample and Sampling Procedure Technique 35
3.5 Instrument for Data Collection 36
3.6 Validation of the Instrument 37
3.7 Reliability of the Instrument 38
3.8 Sources of Data 38
3.9 Method of Data Collection 39
References 41
CHAPTER FOUR:
DATA PRESENTATION AND ANALYSIS 43
4.1 Presentation and Analysis of the Data 43
4.2 Testing of Hypothesis 51
4.3 Summary of Results 54
References 56
CHAPTER FIVE:
DISCUSSIONS, RECOMMENDATIONS AND
CONCLUSIONS 58
5.1 Discussion of Result Findings 58
5.2 Conclusions 59
5.3 Implications of the Research Findings 59
5.4 Recommendations 61
5.5 Suggestions for Further Research 62
Reference 64
Appendices 66
Bibliography 70
