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ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC
SERVICE THROUGH MANPOWER PLANNING AND
DEVELOPMENT: A CASE STUDY OF LOCAL
GOVERNMENTS IN ENUGU STATE.
BY
UGWOKE CHIKAODILI JULIET
PG/MSC/09/51167
A PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF MASTER DEGREE IN
PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT
DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL
GOVERNMENT
UNIVERSITY OF NIGERIA, NSUKKA
MARCH, 2011.
TITLE PAGE
ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC SERVICE
THROUGH MANPOWER PLANNING AND DEVELOPMENT: A
CASE STUDY OF LOCAL GOVERNMENTS IN ENUGU STATE.
CERTIFICATION
This is to certify that Ugwoke Chikaodili Juliet, a postgraduate student
in Public Administration and Local Government has satisfactorily completed
the requirements for award of Master of Science Degree in Public
Administration (Human Resources).
By
_______________ _______________
Dr. Uzuegbunam Prof. Fab. O. Onah
Supervisor Head of Department
Date__________ Date_________
________________
External examiner
Date__________
______________
Dean of Faculty
Date__________
DEDICATION
This project is dedicated to Almighty God, the giver of all knowledge
and wisdom and my beloved parent Mr. and Mrs. Ugwoke Vincent. For their
love and care throughout my stay in university.
ACKNOWLEDGEMENT
My profound gratitude express to the giver of all knowledge and wised out for
has infinite goodness in my life throughout my stay in the University.
I remain deeply grateful to my research supervisor, Dr. Mrs. A.O Uzue
gbuenam. For her guidance, patience, perseverance, personal time taken to read
through the manuscript and her necessary advice that helped to improved all
aspect of this work despite her numerous engagements.
Special thanks go to Prof. Fab. O. Onah, and Prof F.C. Okoli of
University of Nigeria, Nsukka for providing me with essential materials for this
book project.
I am tremendously, grateful to Mrs. Aloe Veronica, Eke Simon and Mr. Onu
Joseph of local government service for their assistance and for their material
support which contributed to the success of this research work.
I am thankful to my beloved sister (Mrs.) Onah Mary for her prayers and
encouragement through out the period of this study.
My special gratitude goes to my sisters Mrs. Doros Ajaelu, Mrs.
Augustina Nwabunwanne, Mrs. Olu Stella, Miss Ugwoke Nwanneka and
Baby, Ugwoke Christiana for their love, care and financial support to me
during the academic programme.
I must also give special thanks to all my lectures for the knowledge and
wisdom they imparted in me, really they made me who I am today.
I wish to express my gratitude to Mr. Attamah Paulinus and Mrs. Isiwu
Gloria Oluchukwu and all my fellow students of public Administration for
their encouragements and motivations.
Finally I thank all authors for their various books and journals which I
consulted.
UGWOKE CHIKAODILI JULIET
Department of Public Administration and
Local Government, University of Nigeria,
Nsukka.
ABSTRACT
The role of manpower planning and development in promoting sustainable
development of any nation cannot be underestimated. The socio-economic and
political development of Nigeria to a large extent depends on the quality and
quantity of existing human resources. This led to the establishment of National
Manpower Board (NMB) in 1962 and other subsequent agencies to undertake
responsibilities of the Human resource development. Though ideals do not
approximate reality, today manpower planning and staff development in
Nigerian public sectors had become history. This is partly the nature of
dynamics of our political and economic environment, and other internal
variables. The implication of this development for Nigeria development in the
next century is a mirage. This is because without effective manpower planning
and systematic staff development strengthened by deliberate policy and
utilization of what has been built; Nigerian development in next century is still
a mirage. It is against the backdrop that makes this study imperative. The study
is conducted into five chapters. Chapter one deals with the introduction,
statement of problem, significance of study, scope and limitation of study, the
existing literature on the topic was reviewed in second chapter, it also involve
hypotheses and theoretical framework; in chapter three, research design,
method of data collection, method of data presentation and analysis were
discussed. In chapter four, data collected from the field work were presented
and analyzed. The researcher generally summarized the issues on the topic and
proffer solution on the identified problems which involve the use of strategic
manpower planning process, systematic training, and computerized method in
data management in chapter five.
TABLE OF CONTENTS
Title page- - - - - - - - - - - i
Certification - - - - - - - - - - ii
Dedication - - - - - - - - - - - iii
Acknowledgment- - - - - - - - - - iv
Abstract - - - - - - - - - - - vi
Table of Contents - - - - - - - - -
vii
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study - - - - - - - 1
1.2 Statements of the Problem- - - - - - - 5
1.3 Objectives of the Study - - - - - - - - 9
1.4 Significance of the Study - - - - - - - 9
1.5 Scope and Limitation of the Study - - - - - - 12
CHAPTER TWO: LITERATURE REVIEW
2.1 Literature Review- - - - - - - - - 13
2.1.1 Manpower Planning.- - - - - - - - 13
2.1.2 Importance of Manpower Planning - - - - - 24
2.1.3 Strategy or Approach to Human Resource Planning.- - - 28
2.1.4. Manpower Forecasting - - - - - - - - 34
2.1.5 Techniques for Determining Human Resources Requirements- - 36
2.1 .6 Manpower Development and Utilization- - - - - 38
2.1.7 Importance of Manpower Development- - - - - 41
2.1.8 Method for Manpower Development in Public Sectors- - - 44
2.2 Hypotheses- - - - - - - - - - 47
2.2.1 Operationalization of Key Concepts - - - - - - 47
2.3 Theoretical Framework- - - - - - - - 49
CHAPTER THREE: METHODOLOGY
3.1 Historical Background of Local Government in Enugu State - 55
3.1.2 The Organization Structure of Local Government in Enugu
State of Nigeria- - - - - - - - - 58
3.2 Research Design - - - - - - - - 61
3.3 Population of Study - - - - - - - - 62
3.4 Sample and Sample Techniques - - - - - - 63
3.5 Method of the Data Collection - - - - - - - 65
3.5.1 Primary Sources - - - - - - - - 65
3.5.2 Secondary Sources - - - - - - - - 66
3.5 3 Reliability and Validity of Research Instrument - - - - 66
3.5.4 Administration of Questionnaire- - - - - - 67
3.6 Method of Data Presentation and Analysis- - - - - 68
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Data Presentation - - - - - - - - - 69
4.2 Findings - - - - - - -- - - -
102
4.3 Discussion and Analysis of Finding. - - - - -
108
CHAPTER FIVE: SUMMARY, RECOMMENDATIONS AND
CONCLUSION
5.1 Summary- - - - - - - - - -
124
5.2 Recommendation - - - - - - - -
128
5.3 Conclusions - - - - - - - - -
133
Bibliography
Appendices
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Human resources are cardinal element of development. The over all
development of a country revolves on the level of manpower utilization. This
has made manpower planning and development imperative for any successful
organization. Maintaining a competitive edge in any segment where multiple
players exist is only possible with people and talent. It has got an important
place in the arena of industrialization. Manpower planning and development
are two important pillars for achieving effectiveness and efficiency in
organization.
It has been observed that both pre and post colonial administrations of
Nigeria had failed to accord adequate regard to manpower planning and
development. Labour was relegated to background among other factors of
production. The human resources planning and staff development for national
growth and development were distorted. These affected the availability of
human resources for improvement of socio-economic and political development
during the first and second national development planning.
This was made clearly in Nnadozie (2004), he states thus; the unrealistic
nature of the 1962-68 plan objectives and targets become more apparent when
they are juxtaposed with the financial, technical and managerial capabilities of
the country.
In recognition of the needs for human resources planning led to
introducing of the policy for Manpower Planning and Development in Nigeria
at the period of 1960’s and 70’s. Specifically, in the year 1962, federal republic
of Nigeria created National manpower board (NMB) with the responsibility for
determining the manpower needs and developments. To enhance the manpower
need in local government, federal military Government in 1978 selected three
universities, University Nigeria, Nsukka, Obefemi Awolowo University, Ile-Ife
and Ahmadu Bello University, Zaria.
Though ideals do not approximate reality, the socio-economic and
political development of Nigeria state has become elusive due to inappropriate
and inadequate manpower planning and development. Planning in Nigerian
public service has become a gambling affair. Public service in Nigeria
especially local government usually embark on manpower planning with
inadequate data on the evolutionary trends of an organization, partly on
organization’s personnel, external relations, and general organization’s
objectives.
Development of workers is no longer a matter of a necessity to much
management as a result of inability to forecast future manpower needs in
relation to the organizations’ objectives. Training in local government, despite
the selection of the universities named above to under take training of local
government workers; training is still sporadic, unstructured and unsystematic.
There is little emphasis on training for technical and professional staff; such as
surveyors, accountants, engineer and doctors. This finally retards the progress
of an organization.
The resources of organization are diverse but human resources is
recognized as the most important out of other resources required for effective
and efficient service delivery in local government. Human resources are the
key to rapid socio-economic development and efficient service delivery. In
addition, Mwagbala (2005) posits that “it is Human resources of a nation not its
capital, nor its material resources that determines the nature of, direction and
pace of its socio-economic development. Essentially, nations are built through
the creative, productive and innovative hardworking of people. At best
financial resources can only facilitates production, but real wealthy is increased
by productive labour activity.
The quality of company’s personnel is the single factor that determines
whether the organization is going to be successful, whether the organization
will realize a satisfactory return on its investment and whether it will reach its
basic objectives.
Getting the right caliber of people through the process of recruitment to
meet the organization’s need is not just enough; this makes manpower
development crucial in an organization. Development of employees in
enterprises is associated with long run profitability of organization.
Organizational effectiveness is strengthened through workforce development.
In other words, it improves employee’s productivity and increases their loyalty
to the company and their job satisfaction. Manpower development is a link
between the manpower planning and organizations objectives.
In analysis of the above, manpower planning and development are
necessary for effective productivity, growth and development. Unless there is
planning, event is left to a chance affair, planning minimize risk while taking
advantage of opportunities. When adequate arrangement are not being made
for future manpower needs of the organization, the organization find itself
fighting with emergencies as the manpower needs arises. This may definitely
resulted in spending more money for hiring manpower. It also results in
procuring wrong personnel which may have devastating effects on the
organization.
In a critical analyses of the above, manpower planning and development
are path way to sustainable development. In view of this, both private sector
and public have to embrace manpower planning and development if Nigeria
really wants promote sustainable development. Local government which is
regarded as non-functioning sector will turn to functioning sector if adequate
emphasis would be accord to manpower planning and development.
1.2 STATEMENT OF PROBLEM
The quality and quantity of services delivery of local government for
two decade now had generated national crisis. There have been sharp drop in
effectiveness and efficiency with which local governments discharge their
constitutional responsibilities. This is justified by pathetic nature of the high
rates of under development in our rural areas. This is as a result of nonchalant
attitude of the management and government over human resources planning
and development which are essential for any organization which wants to
remain relevant in our dynamic society. Organization is established in order to
achieve stated objectives or goals. To achieve these objectives, effective human
resources must be in place. Since every organization depends on its employees
for its survival and accomplishment of its task, manpower planning and
development are crucial in all organizations be it private or public sectors
especially in local governments where their constitutional responsibilities
appear elusive.
Paradoxically in our contemporary society, emphasis has shifted from
manpower planning and staff development to controlling and sharing of the
national cake meant for implementation of the development projects. Human
resources planning are considered as luxury affairs and human resources
supply is seen as an elastic item which can be expanded anywhere leading to
acute neglect of manpower planning.
Recruitment in local government has turned to political patronage for
political aspirant and party loyalist. This has a negative impact on the
performance or productivity of organization. Some organizations that
embarked on planning usually end up not achieving the objectives as result of
inadequate and inaccurate data on personnel profile and on projected
objectives. Poor data management abounds in local government because of
lack of adequate skilled employee and continued use of manual /filing
methods. These have adverse affect on manpower planning.
Further more, there is highly recognized poor human resources
development and utilization in various public organizations. There is growing
evidence that lack of investment in the development and training of workers is
associated with the long-run bankruptcy of organization. In addition,
inadequate development of employees contributed to poor performance of local
governments in Nigeria. This is traceable to poor human resources
management. Human resources management according to Mathis and Jackson
(1977) is the design of formal system in an organization to ensure effective use
of human talent to accomplish organizational objectives. It is a set of activities
directed to attracting development, utilizing and maintaining an effective
workforce.
In view of the above, manpower planning, recruitment and selection,
training and development, promotion and compensation which are the critical
aspects of human resources management had been neglected and manipulated
by incompetent personnel managers.
critical analysis of relevant data on the performance of local government
in Nigeria in this our contemporary society expose to its totality the chaotic
situation which pervaded the whole system as result of negative attitude to
human resources planning and development.
Many key officials occupying sensitive positions in local government are
new entrants in the system, the worst of it all is that they lack pre-requisite of
administration. They assumed the positions through Nigeria system of “whom
do you know” and political patronage. Performance of organization cannot be
explained to large extent outside those that operate it. This leads to sharp
decline in quality and quantity of service delivery.
It is in responds of the above back drop that makes manpower planning
and development imperative in this study. The place of manpower planning
and development cannot be compromise in the achievement of development in
our localities.
The following research questions were raise;
• What is appropriate manpower planning process for effective service
delivery in local government service?
• Does recruitment of unqualified personnel influence productivity of
local government?
• What is the relationship between development of employee in local
government services and employee’s performance?
• What are measures to improve manpower planning process and staff
development?
1.3 OBJECTIVES OF STUDY
The general objective of this study is to explore the manpower planning
and development in Nigeria public service with the view to improve higher
productivity in local government.
Specific objective include:
• To identify manpower planning process and its impacts on productivity.
• To examine building of employee’s capabilities as a tool of inducing
workers for maximum productivity.
• To investigate the relationship between the recruitment of right caliber
of employee and quality and quantity of service delivery.
• To identify improve manpower planning process and staff development
1.4 SIGNIFICANCE OF THE STUDY
The significance of this study lies on its functional objectives. This
research study is very much imperative for our national development. This is
because development of any country depends largely on its human resources.
Theoretically, in our contemporary society in which research form the
basis for academic study, this research work constitute a veritable research
material in all field of study as manpower is essential in all endeavor. In line
with the above, it is necessary in sensitizing those in the realm of affairs of
education on the needs to strengthen the school curriculum to incorporate and
enhance the study of human resources planning and development in all
administrative and management courses as manpower planning is crucial for
national development.
This study is also necessary in propelling the policy maker to integrate
manpower planning and staff development with overall national development
plan as national objectives inform manpower planning, and national objectives
/ goals cannot be realized without operating under sound human resources. In
addition the research will also instigate them to make policy that will push both
private and public organization to embrace. Furthermore, it will also activate
other researcher to undertake comprehensive research on manpower planning
and staff development which will also improve the development of this
country.
Empirically, the research work really is a problem solving tool in our
society. The major aim of this research work is to accelerate growth and
development in our rural as development is synonymous with productivity, and
productivity in organization is achieved through suitable human resources. And
quality human resources in any organization in a right number and in a suitable
job are stemmed from appropriate and adequate manpower planning process.
Specifically, local government in Nigeria are regarded as non relevant
because of its inability to influences the development in rural areas, this
problem of local government will be alleviated as appropriate manpower
planning process will help to eradicate problem of unqualified employee’s.
Adequate manpower planning will help to balance manpower requirement in
local governments with their constitutional responsibilities.
Furthermore, the data management problem in the local government will
also be ameliorated, poor data management had constituted obstacle to
adequate manpower forecasting, action plan and implementation. This study
helps to introduce the computerized method in data management which will
ease the problems of delay in their employee’s management function and local
government working with inaccurate data in efforts towards realization of their
objectives.
Essentially, it will help in inducing the management of organization in
investing in staff development as there is growing evidence that investment in
training staff is associated with long run profitability of organization.
5.2 SCOPE AND LIMITATION OF STUDY
This study focuses on manpower planning and development in local
government, specifically in Enugu state. The researcher examined the staff
recruitment, selection, placement, staff training and development process.
The constraints to this research are numerous. A lot of the finance was
required to investigate extensively the extent manpower planning and
development was being carried out in all the seventeen (17) local governments
in Enugu state. As result of that the researcher covered three local
governments, namely; Nsukka local government, Igbo-Eze south local
government, and Igbo-Eze north local government.
In addition the study lasted for 12months which is not enough for
researcher to embark on thorough research in all the local governments. In
view of that, the study covered only local government listed above. The
problem, the researcher also encountered was that some officials refused to
avail themselves for interview for fear that the information given might put
their job in jeopardy. To overcome this problem, the researcher had to explain
to them critically the main purpose of research as well as assuring them of their
anonymity.
These difficulties not withstanding, the researcher made profound efforts
to ensure that the project was comprehensively carried out to meet the desired
needs.
CHAPTER TWO
LITERATURE REVIEW
The simplest way of economizing efforts in any enquiry is to review an
existing literature and to build upon already done work by others. This work
may include Journal, newspaper books, standard dictionaries, encyclopedia and
records related to the study in question.
These research is set out to identify and critically review such existing
literature in manpower planning and development in local government, it also
embraces, importance of manpower planning, approach of manpower planning
process, manpower forecasting, importance of staff development and method
of staff development.
2.1.1 MANPOWER PLANNING
Gareth (1998) states that manpower planning in public organization
means the maintenance and improvement of the ability of the organization to
achieve corporate objective through the development of strategies designed to
enhance strategies may include collection of relevant information about
manpower, periodic report of manpower objective requirements, actual
employment, and other characteristic of research.
Cole (2003) sees manpower planning as a systematic approach to the
acquisition, use and deployment of the people in an organization. According to
him manpower is a corporate activity arising from business objective of the
organization and leading to specific plan for recruitment of workers, training
and promotion.
The literatures above emphases the link between manpower planning
and corporate objectives/business plan. This justifies that manpower planning
is the integral part of business activities. In line with the above Eugenia 2008
states that human resources planning involves applying the basic planning
process to human resources needs of the organization, she emphasis that for
manpower to be effective, it must be derived from corporate plan of the
organization. In addition, the success of the manpower depends largely on how
closely the human resources department can effective integrate manpower plan
with organization’s business plan, she explicitly stated that human resources
planning interprets this plan (business plan) in terms of people requirement and
influencing the business strategy by drawing the attention to ways in which
people could be developed and deployed more effectively to further the
achievement of the business goal as well as focusing on any problems that
might have to be resolved to ensure that people required will be available and
will be capable of making the necessary contribution.
In relation to its role in accomplishing organization’s goal, Agalamanyi
(2007) stress that manpower planning determines the human resources required
by an organization to achieve its strategic goals. He reiterates that, it is a means
through which plans are translated into manpower objectives.
In an insightful analysis of the view of the scholars above, strategic
objectives of organization and manpower planning are inseparable,
organizational objective informs human resources plan. In other words,
organizational objective dictates the type, quality and quantity of employees
existing in any establishment. The definitions of scholars on manpower
planning did not offer comprehensive knowledge on manpower planning; they
fail to reconcile manpower planning with evolutional trends of an organization
and it did not embrace manpower inventory which is the taproot of any
meaningful analysis before recruitment, promotion and training.
Still on the link between manpower planning and attainment of
organizational objective, Ogbochie (2010), states that manpower planning is
the process or method of organizing and utilizing available human resources in
an organization or country for the purpose of fulfilling desirable ends. This
definition on manpower planning offer a bare knowledge on manpower
planning, it fails to offer fundamental information on manpower planning as
relates to recruitment when organization faces under staffed or projected goals
are much and reduction of staff when organization is in declining stage.
Onah (2003) points out that manpower planning is competitive
organizational strategy of the enterprise as a whole, he further says that growth
and development of organization depends on the quality and quantity of
employee in an organization. He defines manpower planning as management
of activities that involves analysis of the existing workforce, job requirement in
other sources and developing people who will run the evolutional organization
now and in future in order to ensure the achievement of objective.
According to French (1974) manpower is human resource needs in the
light of organization goal and making sure that competent stable workforce is
employed. In line with the above, Mathis (2003) sees manpower resources
planning as process of analyzing and identifying the needs for availability of
human resources so as to meets its objectives.
In support of the above views, Ubeke (1975) stress the place of
manpower planning in realizing the organization’s objectives. He states that
manpower planning translates organizational objectives and plan into the
number of employee needed in order to meet those objectives. He reveals to
its’ totality that no organization can grow effectively unless the functions of
organization are carried out effectively. He emphasis that manpower planning
covers more than simple planning for future manpower requirement but also
concerns with the future manning of planned and evolutionary organizational
structure.
The above manpower planning definitions implies that organization’s
activities or government’s activities should be planned and directed, taking into
consideration the strategic goals and available human resources. And for any
activity to be carried out, manpower must be rated first in the priority list. In
critical examination of the analysis of manpower planning by the last four
authors, they made good contributions, but they still have deficiencies,
manpower planning is not only revolves on analysis of the job requirements
and developing people that will run it in future, but organizations, in many
cases employ the new entrants into the organization when internal manpower
supply does not assuage the needs. Manpower planning also embraces making
the employee to put in their best toward realizations of organization’s
objectives. In other words, motivating of employees is a necessity if
organization wants to actualize its’ goals. This makes manpower planning to
have element of vicious cycle and to be a system that involves several
activities.
Human resources planning are the process of formulating plans to fill
future opening based on the analysis of the positions that are expected to be
open and deciding whether they will be filled by outside or inside candidate
Dessler (2006).
In support of the above, Oguniyi (1992) states that it involves the critical
analysis of supply, demand surplus, shortage, wastage and utilization of human
resources. He states that primary goal of manpower planning is adoption of
policy action and strategies which will not be stressful or negation of
endeavour to balance the equation of supply and demand required for socio-
Economic and political development of a nation.
The two literatures above stressed the strategic decision making and
thorough articulation of policy as integral part of manpower planning. The
action local government or other public sector may set and pursue in relation to
manpower must be a product of decision making arising from manpower
inventory and organization objectives.
In view of Okoli (2007), Manpower planning is concern with the
acquisitions and retention of right mix of right number of workers at the right
time. He points that exercise is mediated and enhanced by the strategic
objective of the organization and embraces putting employee in right job
description that relates to employee’s acquired or potential skills.
According to Armstrong (2004), qualitative and quantitative terms have
to be put into consideration while addressing human resources needs of
organization which means answering two basic questions: first, how many
people does organization require? And secondly; what sort of people? He says
that it looks at the broader issues relating to the ways in which people are
employed and developed in order to improved organizational effectiveness. It
is necessary that when good calibers of employees are employed; that they are
place in appropriate job and at the right time. In line with the above
illustrations, Adebayo( 2010) states that human resources planning consist of
putting right number of people, right kind of people at the right place, at right
time for the achievement of goals of organization.
In addition, Geisler (1967) emphasis that manpower planning is a
process by which firm ensures that it has the right number of people and right
kind of people at the right time doing work for which they are economically
most.
The shortfall of the above highlights on manpower planning is that,
scholars failed to realize that manpower planning does not only focused on
recruitment of employee but also embraces the reduction of already existing
staff especially when organization experiences over staffing and under standard
employees. The scholars in definitions above fail to identify that manpower
planning address the decline stage of an organization which makes
displacement of worker imperative.
Bulla and Scot (1994) see it as process for ensuring that Human
resources requirement are identified and plans are made for satisfying those
requirements. They stated that it is generally concern with matching resources
to business plan needs in long terms, and it also addresses short term
requirements. This is the core function of manpower planning in any
organization.
In line with the above, Reilly (2003) defines work force planning as the
process in which organization attempts to estimates the demand for labour and
evaluate the size, nature and sources of supply which will be required to meet
the demand. It is a critical analysis of the workforce in an organization based
on their skills, performances in relation to the roles assigned to them and
evaluating trends of an organization which results to action plan to address the
difference.
Jan Boyce 1986 analyzes manpower planning as supply and demand
calculations. He makes it clear that one cannot exactly know what will happen
in the future but one is in better position to deal with event if some manpower
forecasts have been calculated. To buttress this view on manpower planning,
Jan Boyce lists two essential elements of manpower planning; they are as
follow; (a) manpower planning should be part of integrated company plan. (b)
It must be based on accurate personnel statistics.
He further states manpower planning in any firm calls the firm to plan
and set itself realistic objective but to do so, it must have constant and reliable
source of necessary control of information. He stresses that, it is personnel
manager who supplies the information on manpower needs, recruitment
availability, training potentials, wage and salary. The goal and objective of
organization shape and determine the quality and quantity not the reverse.
Ebegbuna (1992) sees manpower planning as having right person in
right number and at right time and of the right place. In the light of above
views of authors, manpower challenges is not in finding the people, rather it is
finding the people with right skill at the right time and in the right place.
The views of scholars above do not ends in employing the right caliber
of employees in organization but also ensure that they are in the right job
description and performing the required function.
Yesufu, (1964) also puts that the functions of organization is mainly
conditioned by the quality and quantity of its human resources. Human
resources give life to organization; ensure its survival and development. He
goes further to say that it is not enough to have other resources alone, but the
employee must be utilized to the fullest; by employing the most suitable man
and women. He stresses that utilization of available resources of organization
are not all assured by employing the suitable personnel but it will be
maximized when employees are subjected to more training which will help to
develop their potentials and motivate them to put off their best to the utilization
of the organization resources towards the actualization of the general goals. In
support of the views of scholars above, Adebayo reiterates that appropriate
compensation package must be adopted if organizations are to achieve a higher
retention of their best brain.
In close examination of the definitions of above two scholars, they
identified the important of motivating the workers in the organization. They
emphases that performance of employees is quite related to compensation
packages received by the employees. This is what Abraham Maslow theory of
needs emphasized.
According to Roseline Onah (2007) manpower planning has to do with
establishment functional power in an organization. As result of that, Personnel
Managers or Head of Personnel Department makes plan for internal transfer or
reduction, training and development to meet the desired quality and quantity of
the required skills and knowledge and, or for recruitment of new staff.
Emphasizing the importance of manpower resources in an organization, she
states that manpower in an organization is essential for the attainment of
organization’s goals, she also points out that the centrality of human resources
makes planning crucial.
.Richard & carig (1997) stated that regardless of what product or service
an organization provide and no matter its size, age, or local it must procure
human resources in order to remain viable.
United Nations publication (1983) emphasized that lack of manpower
planning have many implications; such as giving rise to duplication of work,
multiplication of agencies and low morale of workers in most developing
countries. Organization faces this problem when employee is more than
specified job. It leads to duplication and multiplication of agencies and it
retards promotion which results to low morale of workers.
Ogonu buttresses this point above, she posits that lack of adequate
planning for employee lead to procurement of wrong hands, especially when
organization fights with emergencies, and they spent much money in training
of employees. It also makes organization ineffective in competitive
environment and the worst of it is that it makes the objectives of organization
unrealizable
2.1.2 IMPORTANCE OF MANPOWER PLANNING
Manpower planning is consideration for effectiveness and efficiency of
organization Ezeani (2006). Analyzing the importance of manpower in
organization, he states that no organization can be successful unless it has right
number of employee and right caliber of human resources. He emphasized that
responsibility is on the personnel manager to ensure that at each point in time,
their organization have the right caliber of employee in number and quality
who must be performing the appropriate task for the purpose of accomplishing
organization goal.
Orewa (1991) stressing the needs of manpower planning in local
government service; he asserts that local government is essentially a service
oriented institution. Once the road and drain constructed, the incinerator
installed, Health centre constructed and equipped and stocked with drug,
school building constructed and furnished, all that is left is to make local
government functioning , Good structure does not by itself guarantee good
performance. He states that the ability of local governments in fulfilling their
task of rural development depends on quality of their human resources and how
effectively they are.
In utilizing the physical, financial and information resources of
organization, manpower employed the management function-planning
organizing, directing, staffing and control so as to achieve the stated or
constitutional function of local government. Maintaining and operating of an
institution revolves on the purview of manpower planning. According to
Ogonu (2007) manpower planning ensures optimum use of human resources
currently employed, secondly, it provides for future human resources needs in
regards to skill, number and age. This entails having qualified personnel in an
organization, in appropriate job and at right time and ensuring that those
employed are performing the right activities for attainment of organization’s
goals.
Manpower planning integrate business plan and organizational
objectives for effective actualization of purpose for organization is set up to
realize. Manpower planning galvanizes all activities of organization towards
attainment of its goal Eugenia (2008).
Reilly (1999) cited in Armstrong (2009) establish that there are number
of reasons organizations choose to engage in some forms of human resources
which involves planning for substantive reasons, Planning because of process
benefit and Planning for organizational reason. The roles are analysis here
under.
•••• EFFECTIVE HUMAN DEVELOPMENT AND UTILIZATION
Organization embark on manpower planning in order to have a practical
effect by optimizing the use of resources and /or making them more flexible,
acquiring and nurturing skills that take time to develop, identifying potentials
problems and minimizing the chances of making a bad decision.
•••• PROVIDES ADEQUATE FUTURE HUMAN RESOURCES
manpower planning helps organization to understand the present in
order to confront the future, challenging assumption and liberating thinking,
making explicitly decision that can later be challenged, standing back and
providing an over view and ensuring that long term thinking is not driven out
by short term focus.
•••• INTEGRATES ORGANIZATION OBJECTIVES AND HUMAN
RESOURCES NEEDS
Manpower planning provides an avenue for communicating plan so as to
obtain support and adherence to them, linking human resources plan to
business plan so as to influence the, regaining corporate control over operating
units and coordinating and integrating organizational decision making and
action.
In support to the above relevance of man power planning, Okpata (2004)
in his own view outlines the main objectives of embarking on manpower
planning in an organization. They are listed here under.
• It ensures available human development.
• To asses the manpower needs, supply and its future implication for the
development of organization’s objectives.
• To provide for adequate future manpower needs in terms of skill
administration of workers to fulfill organizational purpose.
• To initially analysis the manpower needs/available in organization with a
given time.
2.1.3 STARTEGY OR APPROACH TO HUMAN RESOURCE
PLANNING.
Obiajulu and Obiemeka (2004) state that manpower planning comprises
two major steps which involve job description and analysis, secondly,
forecasting future resource needs. They stressed that job description involves
collection of information about and a particular job and listing the element and
task. While the second step comprises the forecasting of future manpower
needs of organization and taking action which will lead to staff reduction or
enlargement. It includes the analysis of the business plan (evaluating trend of
the organization), manpower inventory, scenario planning, demand forecasting,
supply forecasting and action plan.
FIGURE: I HUMAN RESOURCE PLANNING FLOW CHART.
Source: Armstrong 2009
Assessment of Business plan
(organizational objectives
Scenario Assessment
(situational analysis)
Manpower inventory
Supply forecasting Demand forecasting
Action planning
• ASSESSMENT OF BUSINESSPLANNING/ ORGANIZATIONAL
OBJECTIVE
The critical analysis of organizational goals/ plan is the first stage of
manpower planning process. The objective/ plan of organization inform
manpower planning. As Agalamanyi stressed, manpower planning is a means
through which mission statement and business plans are translated into
manpower objectives. Before delving into manpower planning proper, the
personnel officer has to study critically the strategic vision of organization. In
other word, the personnel manger evaluate the level of productivity that
organization what to produce in a long term or short term plan or the service
that public sector (Local government) wants to provide for its citizens in a
given period of time. This will help the manger to ascertain if the
organization’s objectives will require more employees or reduction of its
employees. It will also help him to identify the technological needs of the
organization. In other words it will help him to find out if organization will
embark into production of new product that requires employees that are
technologically experts.
• SCENARIO ANALYSIS (SITUATIONALANALYSIS)
Scenario planning means assessment of the environmental factors and
changes that are likely to influence the manpower availability in the
organization or organizational objective. This gives the personnel manager the
opportunities to make prediction of the possible situations that may likely be
dealt with in the future. The scenario is best based on systematic environmental
scanning which involves assessment of the political, economic, social and
technological factors that might affect the organization. The personnel manager
asses what might be the implication of these factions in the labour market and
what is the legal provision that can influence the employment of employees.
And what can be done about any human resources issue can be considered.
• MANPOWER INVENTORY
This stage involves stock taking of the current human resources
available in an organization. This embraces the qualitative and quantitative
analysis of existing manpower in an organization. Manpower inventory
adduces information on various kinds of skill available in an organization
including the professional, semi-skilled, academic qualification, experience,
the number of employees, age, and potentials of employees. It provides
information on those that are due for promotion, transfer, termination and
retirement. The information generate at this stage, helps personnel manger in
forecasting future demand and supply to address the present and future
evolutionary trends of an organization.
• EMPLOYEE DEMAND FORECAST:-
Having critically analysis the employees issue, such as: current
manpower existing in an organization and their potentials, and scenario
analysis, the personnel manager then estimate the future number of people
required and the likely skills and competent organization needs. The basis of
employee forecasting is the annual budget and long-term business plan,
translated into activity levels for each function of departments Armstrong
(2009). For instance, if organization (manufacturing company) wants to
increase the production of soap by six hundred cartons in a week, and from the
analysis, two employees already exist in organization produce two hundred in a
week, the personnel manger will then advocates for recruiting of four more
people so that organizations’ objective of producing six hundred carton of
Canon Soap in a week will be achieve. This is certain when all other factors
like technology, training and finance are held constant.
• EMPLOYEE SUPPLY FORECASTING
Supply forecasting measure the number of people likely to be
available from within or outside the organization. Manpower supply
forecasting is an activity aimed at determining the future supply sources. The
supply analysis covers the following areas.
• Existing number of people employees by occupation, skill and
potentials.
• Potentials looses to existing resources through attrition.
• Potential changes to existing resources through internal promotion.
• Sources of supply within the organization
• Sources of supply from outside the organization in the national and local
labour market.
• ACTION PLANNING
Action plans are derive from the broad resourcing strategies and the more
detail analysis of demand and supply factor. The planning activity starts from
identification of the internal resources available now or which could be
available through learning and development programmes. They continue with
plan for increasing the attractiveness of working for the organization by
developing an employer brand and employees value proposition, taking step to
reduce employee turnover and absenteeism and increasing employment
flexibility and drawing recruitment plan and implementation.
2.1.4. MANPOWER FORECASTING
In close examination of the above process it is obvious that, there is no
way that manpower planning can be discussed without bring in forecasting.
Uchendu (2007) states that forecasting is the third phase of manpower planning
being proceeded by critical analysis of the organization’s objectives and
analysis of current human resources.
Stoner and Feeman (2000) state that manpower forecasting is the process of
using past event and present to make systematic prediction about the future
outcome or trends,
Human resources forecasting proposed that personnel manager should form in
advance an opinion about their subject matter. They should contrive and
conjecture about relevant issue in future, but forecasting or projection is built
on the data elicited from the analysis of business plan and existing manpower
in organization.
In view of Fayol 1974 it involves looking ahead, assessing the future and
making provision for it.
Nwachukwu (1988) succinctly argued that one of the factors that occupy
the attention of business executive is to determine what will happen in the
future in order to plan around it. Forecasting is involved in all activities from
inception to winding up. Forecasting makes it necessary to seek systematically
information on key issues such as human resources.
Dum and Stephen (1972) maintained that manpower planning entails
forecasting the changes which will occur in the future existing workforce and
then developing a manpower plan which will include not only determining the
differences between the number of people the organization now have and its
estimated needs in the future, but also determining the various alternative such
as training present employee and hiring skilled worker.
The definitions above show that changes are inevitable in any organization and
in planning for manpower, projection should be made so as to meet future
challenges in the world of work. Projection leads to making of provisions to
address the future requirement.
In support of the above, Okpata (2004) states that manpower planning
mainly concern with forecasting the future requirement of all types and levels
of employee and matching it with forecasting of all the likely available of such
employee. He said that the objectives and environmental circumstances of an
organization are taking into a consideration with which organization operates.
Manpower planning does not end with forecasting but it involves taking action
to address the future opening and ensuring maximum utilization of those
employees.
Forecasting in an organization might seem straight forward but unfortunately it
is not. The problem is how to covert volume of work into number of people.
2.1.5 TECHNIQUES FOR DETERMINING HUMAN RESOURCES
REQUIREMENTS
According to Onah (2008), there are three major ways of manpower
forecasting. These are analyses here under;
• Ration- Trends analysis
• Work study
• Managerial judgments
• RATION –TRENDS ANALYSIS
The basic principle here is to estimate the volume of work that is being
done by a number of workers in a week or month and to estimate the increase
on the projected production or work to be done. The total volume of work that
are being done/ or executed initially by existing workers are being divided by
the number of staff, through this the estimated of work to be done by a worker
in month or week are used to divide the projected increase on the production,
the value obtain will then inform the personnel officer on how many people
required to be employed to address the difference.
• WORK STUDY TECHNIQUES
Work study techniques can be used when it is possible to apply work
measurement to calculate how long operation should take a given number of
people, in other words it involves obtaining the hour a particular operation will
take a person to complete a given task, and it makes it possible to identify and
forecast a period of time an operation will last by a given group of people to
complete.
• MANAGERIAL JUDGMENT
The management of institution gives relevant information on a particular
task, this is due to their long experience in the organization, in this
management or managers, obtaining a relevant data from different units or
departments which make it possible for them to make dependable projection
about the future manpower needs in relation to organizational objective.
2.1 .6 MANPOWER/STAFF DEVELOPMENT
Oguniyi reiterates that manpower planning process is also concern with
the development of critical human competence, skill and attitude which will
match occupational, professional, administrative and technical demands for
national and sectional development of all social activities. He takes us to
another phase of manpower planning which incorporate training and
developing of an employee to fit into required position. In support of the
above, Adebayo (2010) stressed the multi issue in manpower planning thus;
manpower planning is a hot button issue especially in large organization
because it involves a range of processes that are intertwined and complex, such
as hiring, training and retraining of human resources etc. which cumulate into
their eventual development and could contribute to overall organizational
growth or demise.
Manpower development is an outcome of manpower planning since an
organization can only develop human capital when appropriate step have been
taken to forecast supply and demand for manpower, diagnose a shortfall, draw
up plans to bridge the gap and implementation of plan. The aim of
implementing the above of human resources as well as anticipating the
potentials surplus or deficit of personnel is to proffer solution.
Cole (2002) posits that staff development is any learning activity which is
directed toward further needs rather than present needs and which is concern
more with career growth than immediate performance. In line with Cole,
Adebayo states that manpower development is concern with the adequate
training and utilization of manpower in a right direction, proportion and level.
It is a process that seeks to optimize an organization’s usage of its human
resources.
The definitions on manpower development by the last two authors have
a lot of deficiencies though they have element of staff development. Staff
development mainly do not revolve on skill or talent acquired through training
or formal process but emphasis should also be given on knowledge acquire
through long term experience on job.According to Onah (2008) staff
development implies growth and acquisition of wide experience for future
strategic advantage of the organization.
In line with the above, Akpana (1982) states that it is the process
whereby employee is enable to growth in the job through the acquisition of
wide experience, breadth and increase confidence resulting from the exercise
of varied and tested responsibility, the aim being to enable him reach the top or
achieve his best in his profession of employment. Goel (2002) defines human
resources development as the process of development of employee through
training, performance appraisal, potential development exercise,
communication of polices, job enrichment programme and building of an
organization climate which may encourage openness, risk taking, role clarity,
awareness of employee responsibility, increase communication, improvement
of personnel policies, management style so that employee may be effective in
translating their potential energy into kinetic energy and organization may
benefit in terms of better image, higher productivity and better utilization of
resources.
The above literature on employment emphasized the link between
manpower development and performance/productivity which implies that any
organization that want to have competitive edges will hold unto development
of employee.
Armstrong (2009) state that, it is concern with ensuring that a persons’ ability
and potentials are grown and realize through provision of learning experience
or through self-directed learning. It is unfolding processes which enable people
progress from a present state of understanding and capability to a future state in
which higher level skilled, knowledge and competencies are required. This
indicates that employee development is an avenue of preparing an employee to
exercise higher responsibility in an organization.
Hill et al 2000 emphasized that staff development takes preeminently focuses
on building the knowledge and skill of organizational members so that they
will be prepared to take on new responsibility and challenges.
2.1.7 IMPORTANCE OF MANPOWER DEVELOPMENT
Somerville (1990) posits that the major capital stock of an industrially
advance country is not its physical equipment or its financial resources; it is the
body of knowledge and discoveries of empirical solvency and the capacity and
training of its population to use this knowledge. He states that essence of any
manpower program is to enhance the welfare of workers by maximizing their
skills and the quantity of their employment opportunity and in so doing adding
to the country’s economic strength. He indicates that Manpower Planning
Programee is aimed at human resources development and utilization.
Staff development helps to ensure that employee/ organization members
posses the knowledge and skill they need to perform their job effectively, take
on new responsibilities and adapt to changing condition Okotonil and Erero
(2005).
It is expedient to know from above varied analysis of staff development
that environment is dynamic; it is ever changing, and any organization that
wants to stay viable in our complex society must adapt through staff
development. And investment in staff development enhances the worker to
undertake challenging roles.
According to Claude cited in Sharama and Sadana (2007), it is by
developing efficiency, integrity and intelligence of it’s’ personnel that
organization grow into living and dynamic enterprises. No organization can
remain viable and profitable in our complex society without adopting training
as an integral part of organizational strategy.
Still in the importance of manpower development, Sharama and Sadana
state that it is an agent of change of economic growth of nation. They
emphasized that manpower development is an effort of developing capability
and competency among employees as well as to create organizational
environment conducive to employee’s effectiveness in an organization. In line
with this, T.V Rao posits that human resources development is the process by
which employees of an organization are helped in a planned way to acquire or
shape capabilities required to perform various functions associated with the
present or expected future roles; to develop their general capabilities as
individuals and discover and exploits their own inner potentials for their own
and /or organizational development purpose; and to develop an organizational
culture in which supervisor- subordinate relationships, team work, and
collaborate among the sub-units are strong enough to contribute to the
professional well being, motivation and pride of employee.
The definitions above on manpower development unravel the
importance of developing the potentials of employee, mainly for realizing
future goals and the “purpose” of which the organization is established for and
satisfying employee’s aspirations. One basic fact is that employee working in
an organization is regarded as valuable assets of an organization, implying that
there is need to invest time and effort in their development.
The international Labour office (2000) affirm that, development improves their
trainees’ prospects of finding and retaining a job; improves their productivity at
work, their income earning capacity and their standard of living and widens
their career choice and opportunities. In recognition of the role of development
of staff to organizational effectiveness, federal government of Nigeria establish
the department of local government studies in Ahmadu Bello university
(ABU), Zaria Obafemi, Awolowo University (OAU), Ile Ife, and university of
Nigeria (UN) Nsukka to cater for staff development of local governments
personnel’s.
2.1.8 METHOD FOR MANPOWER DEVELOPMENT IN PUBLIC
SECTORS
The tools and methods for manpower development in organizations
differ, and it is largely determined by objectives of organization, the
idiosyncrasy of management of staff, the organizational policy as well as
organizational environment. However, some methods for manpower
development according to are stated below.
• Orientation:
This method of manpower development could be said to be integral part of the
recruitment exercise, once an employee has been found appointable, it is
expected that such employee need to be positively oriented in line with the
vision and aspiration of the organization and in respect of the rules and
principle that exist in the organization for effective discharge of function.
There is formal and informal orientation. Formal orientation focuses on job
specification and occupational demand placed on the employee. Informal
orientation involves the social interaction that takes place in the organization
which could boast productivity or be a detrimental to it. Orientation as a
method of manpower development is quite indispensable, because it helps in
boasting the productivity of workers which is needed for competing in the
global market of the 21st century.
• On the Job Method of Manpower Development:
This method of manpower development is quite and embracing. It
involves coaching, job rotation, in-house training and on-service training. This
method differs from orientation method, on the job training is the process
through which knowledge, and experience is acquired either formally or
informally. The process involves the following.
• Coaching:
This is method of on the job training. In this method, the new employee or
junior worker is placed or attached to a senior employee with the purpose of
acquiring knowledge and experience needed for the effective performance of
the task ahead
• Rotational:
The employee is changed from one schedule to another within the same
organization. It is an avenue of acquiring a comprehensive knowledge on
different areas of duties.
• In house training:
This involves a formal method of on the job training in which skilled and
knowledgeable personnel or external higher officers are invited to organize
seminar or workshop for workers on certain cadre
• In service training:
This method involves training outside the organization or work place in
higher institution of learning or vocational centre under the sponsorship of the
organization on term that may be agreed upon between the organization and the
workers.
• Committee / work group method:
This method entails manpower development through involvement of
junior staff in the meeting, committee and work group discussion geared
towards infecting inputs in form of decision making as regard solving
organization problem. This method is quite indispensable because, it helps to
train employee for managerial function.
• Vestibule training method:
This is a method of staff development through the acquisition of skill in
related work environment. In this method the trainee practice his skill with
identical equipment that he uses or he is expected to use in his actual place of
work. This method is most suitable for sensitive operation where maximum
perfection is expected.
• Apprenticeship method:
This is means through which trainee acquired skill through an extensive
practice for over a period of time. This method can be formal or informal.
2.2 HYPOTHESES
For the purpose of this study, the researcher tests the following
hypotheses as concern manpower planning and development in public service.
• Inadequate and inappropriate manpower planning process is not
responsible for lower productivity in local government service.
• Building of employee’s capacity is not a tool of inducing maximum
performance of workers.
• Recruitment and selection of unqualified employee is not a determinant
factor for quantity and quality of service delivery.
2.2.1 OPERATIONALIZATION OF KEY CONCEPTS
For easy comprehensive of this study, it is considered germane to
operationalize the key concept used in this research work.
• Manpower: manpower in this research study/work means the human
resource or human capital working or available for work in local
government.
• Manpower planning this means assessing organizational human
resources needs in the light of organizational goal and making sure that
competent stable workforce is employee.
• Local government: -Local government is a political sub-unit, created by
national or state government to undertake control over local affairs
which have power to impose tax or exert labour for prescribed purpose.
• Productivity: The out put produce through effective utilization of human
and material resources.
• Capacity building: it is a dynamic process of developing the critical
social/ technical capabilities (talents, potentials, skills) to identify and
analyze problem and proffer solution.
• Recruitment: This is process of assessing a job, announcing the vacancy,
arousing interest and stimulating people to apply.
• Selection: Selection means the chosen of the most suitable candidates to
fill identified position. This is matching of applicant against job
specification.
• Performance: Performance is an action or achievement considered in
relation to how successful it is.
2.3THEORETICAL FRAMEWORK
Theories are form of abstract statement. Theories become acceptable in terms
of their utilization and efficiency with which they are able to explain describe
or predict the phenomena under consideration.
The theoretical frame work to be adopted here is a decision making theory.
Decision making theory was propounded by Herbert Simon (1957) in his book
administrative behavour in which he opined that the most critical factor in
achievement or organizational objective was correct or intelligent decision
making. By which he meant the optimum rational choice between alternative
courses of action.
According to Herbert Simon, decision making is the heart of Administration. It
follows that understanding of organizational activities revolves on the decision
making. It is the pumping centre which galvanized other organizational units
into action. At every stage along the line, decisions are made until the level of
specific performance is reached. An organization can therefore be conceived as
the gadgets of decision making apparatus.
In a close observation of the analysis above, decision making is the
process to realization organizational goal and all efforts are focused on the best
means of achieving organization goals, organizational goals inform manpower
planning, manpower planning is oriented toward making organizational goals a
success.
Specifically manpower planning revolves in decision making, in other
words, it is primarily based on making decision on manpower in an
organization, it can be called manpower decision making. In fact manpower
planning and staff development utilize decision making toward realization of
organizational goals.
In other word, organizational goal is dependent variable that interacts
with other variables to give organizations their peculiar and dynamic
characteristics. Organizational exist and function to achieve an objective and
the major means of achieving organizational goal is through rational decisions
on manpower in an organization, decision making on manpower planning is
ranging from the stage of business plan assessment and situation analysis to the
stage of manpower inventory leading to the manpower forecasting stage which
serves as an eye opener to personnel manager in drawing action plan of
attracting applicant for selection or reduction the last stage is manpower
development and motivation of manpower if employed.
Efficiency and effectiveness can only be enthroned in an organization
through a satisfactory decision on the manpower needs of the organization.
According to Okoli 2004, decision is the conclusion draw from the factual
premises and value premise. In view of the above, the recruitment, selection,
development, promotion, retirement and displacement of manpower in an
organization must be based on the critical analysis of organizational objective,
evolutionary trends of an organization, manpower inventory and environmental
factors.
The main argument of this theory is that recruitment, promotion of an
employees and the development which were made based on the satisfactory
decision will lead to effectiveness of the employees’ performance which in turn
will impact on the general realization of the objectives of an organization. In
addition, decision made on the quality and quantity of manpower based on the
relevant data on job analysis which results to the placement of the employee in
a suitable position at the right time will obvious enhance the actualization of
business plan.
In support to the above, Fredrick Herzberg states that job enlargement
and enrichment motivates workers and makes them to contribute better towards
the achievement of the organization’s mission statement. So decision that lead
to placement of employee in a suitable position and allocation of right roles act
as a catalyst toward realization of goals of organization.
For effective exhaustion of this theory, the type of decision model
suitable to apply in the manpower planning and development is mixed
scanning decision making. This theory was postulated by Amitai Etzioni in a
reaction to the needs to combine both rational and incremental model. The
theory blends the models in decision making. Etzioni insists that the
incremental or rational model do not offer satisfactory explanation if
organization decides to make use of only one of the two in all types of
decision.
According to Obiajulu and Obiemeka 2004 rational decision model
guides and explains more the fundamental decision which require
comprehensive analysis while incremental decision model also tend to explain
and decision are contextual and are made in most problem are as, depending on
the nature of the problem and circumstance. Once made however, fundamental
decision provides the context within which the incremental decisions are
therefore made from time to time.
Amital Etzioni therefore postulates that the right kind of analysis is kind
of mixed scanning, a mixture or utilization of both model depending on the
problems, needs and the situations, thus in a circumstance requiring
fundamental decision, the rational model could be used while incremental
model would be useful in situation requiring incremental policies.
Relating this theory to manpower planning and development,
organization at the initial stage of establishment will use rational decision
theory because the situation calls for that, the organization will analysis all
reliable information relating to manpower and organizational objective before
any action plan relating to recruitment, promotion, displacement, training and
development can be drawn. But as organization grow and expand, the decision
made on manpower requirement become incremental. According to Lindblom
1970, decisions are made and remade endlessly, a succession of incremental
change, building out from the current situation, step by step and in a small
degree. Any dynamic organization, embark on incremental decision, that is
modifications. Decision is usually takes place in manpower planning in order
to have improvement on the already existing manpower, and it results to
manpower development. According Ebirim 2003 cited in “stands in Nigeria
Development and administration” Mixed scanning theory of decision making is
most applicable to the topic “manpower planning and development”, this is
because it allows the problem solver “Manager” to achieve his main goal.
In addition, Obiajulu and Obiemeka 2004 reiterate that this theory
accommodates the differences capacity of human resources personnel; both
incrementlist and rationalist can work in decision making process of manpower
planning and development.
CHAPTER THREE
METHODOLOGY
3.1 HISTORICAL BACKGROUND OF LOCAL GOVERNMENT IN
ENUGU STATE
Enugu state is a state in a south eastern area of Nigeria. The capital is
Enugu and is largely populated by member of Igbo ethnic group. According to
2006 Nigerian census, the city has a population of 722, 664.
Enugu state is the capital of East central state after the Nigeria
independence in 1960; a succession of territory adjustment in 1967 and 1976
led to creation of Enugu state on 27th
, August 1991.
Economically, Enugu state is the dominantly rural and agrarian, with
substantial proportion of its working population engaged in farming, although
10.5% are in trading. In urban area trading is dominant occupation, followed
by services which constitute by 02.90% of population. A small proportion of
the population is also engaged in manufacturing activities, with the pronounced
among them located in Enugu, Ohebedim and Nsukka.
Prior to the creation of Enugu state, local government have been existing
in Enugu region under the then east central state. Specifically, Nsukka local
government, old Enugu local government and old Igbo- Eze local government
had their origin dated back to the time when local administrations were under
the various regional governments.
Local government administrations in the country experience a
developmental change in 1976. Local government reform of 1976 revitalized
and restructured local government system in Nigeria. It strengthened local
governments’ capacities to undertake their constitution responsibilities for
grassroots governance.
The 1976 local government reform create for the first time, a single
structure of local government in place of the different structure that had existed
in various regional governments. There has been a significant increase in the
number of local government over the years. There were 96 divisions in 1967.
By 1976, they had increased to 300; the number was 774 after five years.
Currently the number of local government in Enugu state is seventeen
(17), five of them are largely urban while others are in rural area. They are as
follows: Aninri, Enugu East, Enugu north, Enugu south, Ezeagu, Igbo -Etite,
Isiuzo, Nkanu East, and Nkanu west, Nsukka, Oji River, Udenu and Udi local
government. The major reason for increasing the number of local government
is to accelerate the growth and development in rural area; ideals did not
approximate reality. Effectiveness of local government in discharging its
constitutional responsibility as agent of grassroots development had become
mirage; life in the local area is more difficult than that in the cities, partly,
because some of the council administration lacks the skills and knowledge to
perform their duties. One cannot give what he/she does not have.
To develop good policies administrators must have skill to develop and analyze
social and economical data. Although data collection and analysis is a serious
problem in government agencies in Nigeria, it is more problematic at to local
area. There are incontinences and organized chaos in local government in
Nigeria. For instance, between 2007 and 2004, there is no elected executive
chairman in the local government in Nigeria. Today it is sole administration,
tomorrow it is caretaker committee chairman and next tomorrow it will be the
head of personal that take car of local government activities. The affected the
development activities in the local government in Nigeria. Geographic
landscape of Nigeria is littered with incomplete projects. Some states are
creating development centers in local government areas. All these are
conducted to channel public funds top the countess of state governor.
3.1.2 THE ORGANIZATION STRUCTURE OF LOCALGOVERNMENT IN
ENUGU STATE OF NIGERIA
The structure of any organization depicts the lives of authority within the
set-up. It clearly shows the pattern of communication within the hierarchy. The
position occupied by an incumbent determines his functions and
responsibilities within the organization. Local government structure is an
orderly bringing together or various functions, departments, individuals,
positions and their role relationship in local government administration.
The organization structure of the local government is typical of the civil
service. The local government reform gave the local government system a
unified structure throughout the country. By this arrangement, the
organizational structure of local government has remarkable similarities with
that of the state and federal government but there are differences in
nomenclature.
In line with the 1976 reforms, local government in Enugu state has at its
apex the council – which is the highest policy making body of the local
government. The members are the elected representative of the people of their
respective areas. But more often than not, they are appointed by the respective
state government and “tagged” local government caretaker committee(s).
However, they perform the same function as the elected councils.
The council is responsible for making broad policies that touch on the
management and control of finance of the local government. The council is
headed by chairman, who is the chief executive, and the accounting officer of
the local government.
The legislative body is made up of councilors who are representative of
the various areas (wards) of the local government. Hence, there are supervisory
councilors for finance and Economic Planning, Workers and Housing, Medical
and Health, Education and Social Development, and Agriculture and Natural
resources. The personnel department is headed secretary to local government
with the director of personnel management (DPM) as the Head of Department.
The five supervisory councilors constitute the finance and general
purpose committee (F&GPC). This body is sub-committee of the council.
Under the council (General council) there is secretary who is chief
administrative officer to the local government. He is responsible for all the
staff matters, and is secretary to the council and finance and general purpose
committee. He often delegates power and some functions to the personnel
officer in the local government. However, he takes responsibility for any action
or inaction on part of his delegated authority.
He lies between the council and the Heads of department and ensures
that policies made by the council are implemented by the representative
departments.
The local government has six functional departments namely, Personnel
Management/Administrative, finance and economic planning, education and
social development, works and Housing, Medical and Health, and
Agriculture/Natural resources. Each of these departments has sections and units
under it for efficient and effective performance. The organization chart of local
government is shown below:
3.2 RESEARCH DESIGN
This study is a description survey and data were generated from the
natural environment. It tends to measure the impact of manpower planning, and
development on productivity of organization especially in local government. A
stratified sampling technique was used to select the three local governments in
Enugu state. In addition, purposive random sampling was used to complement
stratified sampling technique in selecting respondents from three local
governments. These ensure that both junior staff and senior staff are
represented, and only those that have core knowledge on manpower planning,
staff development, recruitment and selection were included in the sample from
three local governments. It also reduced the problems of bias and it also
strengthened the reliable of data elicited.
The methods of data collection applied in the study were questionnaire
and interview. The structured questionnaire constructed helped researcher to
elicit the relevant information. The data gathered answered research questions
and tested hypotheses effectively. The questions constructed embraced all
variables relating to manpower planning process, data management,
recruitment and selection, and staff development. This ensures validity of
research instrument in measuring hypotheses. Interview was conducted with
key officials of local governments. This aids researcher in exhausting issues
concerning manpower planning process, data management, recruitment and
selection, and staff development and production.
The results generated from survey help to identify the necessity of
manpower planning and development in the organization. In analyzing the
data, frequency table, pie chart, chi- square and percentage were employed.
These will enhance the accuracy and understanding of the research.
3.3 POPULATION OF STUDY
The population of this research study is specifically on the staff of Nsukka
local government, Igbo-Eze south local government and Igbo – Eze North local
government. The total population in these three local governments is 1110.
Population of the three local governments is stated in the table below.
Table (I)
Local government population of staff
Nsukka local
government
480
Igbo Eze south locality 350
Igbo Eze north locality 280
TOTAL 1110
Sources: prepared by the author from the data generated from the field work,
2011.
3.4 SAMPLE AND SAMPLE TECHNIQUES.
Sample of five hundred and fifty five (555) was selected from the entire
population. The sample was carefully selected in manner in which both junior
and senior staff was included. The sample was drawn from three local
governments proportionally. The problem of one or two local government
dominating the sample was carefully eliminated.
The techniques of sampling employed in the data collection were
stratified sampling technique and purposive sampling technique. Stratified
sampling technique ensured that the respondents from three local government
were proportional represented. It also ensured that both junior and senior staff
was represented. The sampling technique adopted reduced the high degree of
biasness of opinion and lopsided of respondent’s.
Specifically to ensure that proportional representation of the three local
governments in the sample, the researcher selected 50% stratification, that is
(50%) fifty percent of the population of each of the local governments. This is
precisely stated here under.
SAMPLE FROM DIFFERENT LOCAL GOVERNMENT (50%)
Table 11
Local government population of staff Sample Percentage
Nsukka local
government
480 240 50%
Igbo Eze south locality 350 175 50%
Igbo Eze north locality 280 140 50%
TOTAL 1110 555 50%
Sources: prepared by the author from the data generated from the field work,
2011
Nsukka local government
50 x 480
100 1 = 240 staff.
Igbo-Eze North local government
50 x 280
100 1 = 140 staff
Igbo- Eze south local government
50 x 350
100 1 =175 staff
In selecting of this number of respondents from these different local
governments, purposive sampling as indicated above was used in selecting
sample from the six major departments of the local governments in recognition
of junior and senior staff. These helped research obtained reliable information
used in analyses.
3.5 METHODS OF DATA COLLECTION
The data collected for purpose of analysis and consequently testing of
formulated hypotheses were through primary and secondary sources of data
collection.
3.5.1 PRIMARY SOURCES:
The primary data were collected through oral interview. Oral interview
was conducted with the key officials of the three local governments. This
involved all the heads of department included the information officer. The
structured interview method was used, and it improved the quality of
information gathered as it reduced the chances of respondents departing from
subject area.
Questionnaire was also administered to all workers that constituted the sample
of the study. These gathering instruments helped greatly in eliciting relevant
information that was not bias or lopsided. These tools helped researcher elicit
more information on the impact of manpower planning, data management,
recruitment and selection of qualified staff and staff development on the
effectiveness of local government in Nigeria.
3.5.2 SECONDARY SOURCES
The research also gathered information through reviewing of text books,
journal, Newspaper, gazette that were related to manpower planning, staff
development and organization’s productivity.
Official document and record like report, circular, publication on staff
condition and employment were also consulted.
3.5.3 RELIABILITY AND VALIDITY OF INSTRUMENTS
Validity and reliability of the measuring instruments are very much crucial in
the research because it ensures the effectives testing of hypotheses
The reliability of measuring instruments help to make good change where
required and proffer dependable solutions on the problem at the stake.
To achieve the above, the researcher ensured that the indicators were
tied to the concepts and the theoretical assumption used. In other words, the
questions were carefully formulated and it embraces all the variables in the
research question, subject matter as well as hypotheses formulated. The
question statement constructed were in chronological order in such way that
one question leads to another. Close ended questions were prepared and it
focused to what the researcher wanted to achieve in work. To ensure the
contents validity of the indicators (measuring instruments), professionals
consulted by researcher proved that they had content validity after their critical
observations.
The reliability of the instrument was also ensured as result of their
strength and capabilities to elicit the same values/results on the topic after the
series of testing. In other words, they were validated using test and re-testing
technique.
The researcher employed the same indicators and obtained the same
result in the Nigerian private sector.
The correlation between the measuring indicators and the measured
result also improve their validity.
3.5.4 ADMINISTRATION OF QUESTIONNAIRE (INSTRUMENT)
The questionnaire was administered only by the researched in such a
way that fairness and justice were enthroned. This helped in avoiding
hoarding of the questionnaire by other workers in local government or
immature researcher whose attitude might have jeopardized the purpose of
research. It reduced injustice; this was eliminated as researcher gave
recognition to the entire stratum. It helped researcher to adequate uphold
fairness as junior and senior staff helped in answering of questions constructed.
The questionnaire was administered in such a way that the six departments of
three local governments were covered.
3.6 METHOD OF DATA PRESENTATION AND ANALYSIS
The method of data presentation and analysis adopted in this study includes;
the simple percentage, pie chart and tabular presentation. These were used
because various explanatory variables that are not easily quantified were used
in the study.
Analyzing the data collected agreed and strongly agrees responses were
used to represented affirmation of certain research statements while disagree
and strongly disagree also were combined, representing disagreement with the
research statement.
Furthermore, the chi-square distribution was employed. The researcher
rejected the null hypotheses when the calculated values of chi-square were
greater than the critical table value.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
The collection of data through questionnaire, interview, published and
unpublished materials does not constitute the end of and research study. The
presentation of data collected in the tables, frequencies table, pie chart, bar
chart are very necessary because it enhances the understanding of research
work, stating the findings is also important because the main purpose of
research is to identify variables which is affecting or gives rise to given
phenomena which might have not been known. Data presentation and analysis
are also imperative because without it, readers may not understand the major
theme that the paper stresses.
The major focus of this study is to critically examine the potentials and
strength of manpower planning, development in effectiveness and efficiency of
organization.
In other words, it will help to critical analysis the relationship between
manpower planning development and productivity in the local government
system. Therefore, the chapter deals with data presentation, findings and
analysis of data collected from the field work using the statistical method
highlighted in chapter three.
Questionnaire prepare were given out to the respondents made up of five
hundred and fifty five , twenty five out of five hundred and fifty five copies
were rejected because of incompletion of information, leaving only five
hundred and thirty copies that are well completed for analysis.
TABLE III
Breakdown of the population of study
The organization
positions of respondents.
Senior staff in the
organization
Junior staff in the
organization
No. of the population of
different categories
presentation of
frequency in percentage.
320 210
Presentation of
frequency in percentage
60.38% 39.62%
Sources: prepared by the author from the data generated from the field work,
2011
Percentage
Total population = 530
Percentage of senior step = 320 x 100 = 60.38%
530 1
The majority of the population of this study in the research work is staff in
senior cadre.
They were essentially and purposefully selected because staff in the senior
cadre has more core knowledge on issue of manpower planning and
development and its impacts in the quality and quantity of service delivery.
The senior staff in the sample of study is three hundred and twenty staff
accounting for 60.38% of the population while those in the junior cadre of
salary grade 01-06 constituting of two hundred and ten workers resulting to
39.62%.
5 .1.DATA PRESENTATION
DATA PRESENTATION ON 1ST
HYPOTHESIS
First hypothesis is stated thus: Inadequate and inappropriate manpower
planning process is not responsible for lower productivity in local government
service
TABLE IV
The table below is to unravel if adequate and appropriate manpower is
been following local government system in Nigeria.
No.
of
item
Description of
item (strategies
of manpower
planning
process)
Agree
Frequency
% Disagree
frequency
% No. of
respondent
s
1. Organizational
objectives/goals
are critically
analyzed in
planning for
employee’s
needs in local
government
service.
120 19.25
%
428 80.75% 530
2. Personnel
manger usually
take stock of
current existing
labour resources
in manpower
planning process
140 26.42
%
390 73.58% 530
3. Employee
demand and
supply which is
the third phase
of manpower
planning process
is adequately
forecasted.
118 22.26
%
412 77.73% 530
4. Action plan is
adequately draw
and implemented
138 26.04
%
392 73.96% 530
SOURCE: prepared by the author from data generated from the field work,
2011
Percentage of the populations that agree and disagree on the items in the
table
Organizational objectives are critically examine/analyze in planning for
employee’s needs in local government service.
Agree = 102 x 100
530 1 = 19.24%
Disagree = 428 x 100
530 1 =80.75%
B. personnel mangers usually take stock of current manpower/labour
resources in manpower planning process.
Agree = 140 x 100 26.42%
530 1
Disagree 390 x 100 = 73.38%
530 1
C. Is employee demand and supply forecast which are the third phase of
manpower planning process usually forecasted when due in organization.
Agree = 118 x 100 = 22.26%
530 1
Disagree = 412 x 100 = 77.73%
530 1
D – Action plan is adequately drew and implemented as the case arise in
manpower planning process.
Agree 138 x 100 = 26.03%
530
Disagree 392 x 100 = 73.96%
530
From the table above, manpower planning process has not been
adequately and appropriately used and followed in local government services
in Nigeria.
In the table presented from the data generated from the field work,
respondents of 102(19.24%) agreed that adequate consideration is giving to the
organizational objective while preparing for manpower needs in the
organization while 428 respondents(80.76%) vehemently disagree and state
that organization objectives are not considered as the major basis of manpower
plain in the organization.
In the 2nd
item on the table which evaluated if manpower inventories
and forecast are being considered in organization in planning for manpower’s
needs in organization, only one hundred and fourth 140(26.42%) respondents
accept that personnel manage or organizational management board usually
audit the existing employees in organization, on the other hand three hundred
and ninety (73.38%)respondents objective and stated categorically that
employee’s invent ages are considered in planning for employee expansion or
contraction.
Furthermore, in analyzing the frequencies on the manpower forecasting
in local government, it exposes to its totality that manpower forecasting which
helps organization to take advantages of opportunity and overcome future
emergencies is being paid with lip service.
Specifically 118 respondents out of 530 respondents (22.26%) agreed
that organization gives it adequate attention by estimating future demand and
supply, while four hundred and twelve respondents (77.73%) objected to the
above affirmation.
Finally on the item no: 4, which assessed if action plan is usually drawn
and implemented when needed, the frequency of those that agreed with the
research question is 138 respondents(26.03%) while on the other side of it ,
there hundred and ninety two 392 respondent (73.97%) disagree.
Analyzing above, manpower planning process which is the pillar that
determine the efficiency and effectiveness of organization is considered as
chance affair but more detail on this will be discussed later.
Chi-square was used bellow to determine the relationship between
manpower planning process.
Null Hypothesis, HO1
Inadequate and inappropriate manpower planning process is not responsible for
lower productivity in local government service in Enugu State.
At assumed level of significance = 7% or 0.07
Table V
Responses Senior staff Junior staff Total
Agree 20 15 35
Disagree 300 195 495
Total 320 210 530
To find a cell – step i
Formula = Row Total x Colum total
Grand total
Cell A = 35 x 320
530 = 21 .13
Cell B = 35 x320
530 = 13.87
Cell C = 495 x 320
530 = 298.87
Cell D = 495 X 210
530 = 196.13
SECOND STEP
Minus observed frequency from expected frequency
Cell Observed
frequency
Expected
frequency
0-3 Result
A 20 21.B 1.13
B 13 13.87 1.13
C 300 298.87 1.13
D 195 196.13 1.13
THIRD STEP
Square the net value
Cell 0- (0-)2
A 20 21.13
B 1.13 1.2769
C 1.13 1.2769
D 1.13 1.2769
STEP FOUR
Divide the squared value with expected frequency of each
Cell (0-)2
1
A 1.2769 0.0604
B 1.2769 0.0920
C 1.2769 0.0043
D 1.2769 0.0065
Total 5.1076 .1632
X2 = .1632.
Degree of freedom (DF)
DF = (R -1) (C-1)
DF = (2-1) (2-1) =1
From the table of X2 at the significant level of 0.7 and the degree of
freedom1.The critical value is .148.
The computed chi-square value is .1632
Interpretation
Based on the above analysis, the hypothesis which states that lack of
adequate follow of manpower process do not impede productivity in local
government service is rejected because the completed chi-square is greater (X2)
chi-square is greater than critical value of .148. The computed chi-square is
.1632 while critical value is .148.
Specifically 495 respondents disagree with the idea that inadequate and
inappropriate manpower planning process do not impede product and it is only
accepted by 35 respondents. It is clear that with the number of 495 respondents
that poor manpower planning process affects productivity. This shows that
good manpower planning process is veritable tool that determines productivity
of the organization
TABLE VI
The table below is to unravel the reasons for inadequate commitment or use of
manpower planning process.
No of
item
Description of Items Agree
Freq.
% Disagree
Freq.
% Resp
1. Politicization of the
bureaucratic position
450 84.95% 80 15.095% 530
2. Data management
problem
500 94.34% 30 5.7% 530
3. Irregular change of office 380 71.64% 150 28.30% 530
4. Lack of the interest of the
management
472 89.05% 58 10.94% 50
Source: prepared by author from data generated from field work, 2011
1 Does Politicization of bureaucratic position affects of adequate
manpower planning process?
Agree. Disagree
450 x 100 80 x 100 = 15.09%
530 1 = 84.95% 530 1
Poor data management affects effective manpower planning process
Agree Disagree
500 x 100 30 x 100 = 5.7%
530 1 = 94.34% 530 1
Irregular change of office affects adequate manpower planning process.
Agree Disagree
380 x 100 = 71.69% 150 x 100 = 28.30%
530 1 530 1
4. Lack of the interest of the manufacturing manpower planning process is
the contributing factor to inadequate manpower planning process in local
government.
Agree Disagree
472 x 100 = 89.36% 58 x 100 = 10.94%
530 1 530 1
There are a lot of obstacles on adequate use of manpower planning
process towards realization of organization objective. The table unravels the
major obstacles that obstructed the effective use of manpower planning as a
strategy to the improvement of the quality and quantity of source delivery in
Nigerian Local government system.
Looking at the data generated, it is obvious that politicization of the
bureaucratic position affects effective application of manpower planning
process which directly results to ineffectiveness and inefficiency of social
service delivery in local government. This was indicated by 84.95% of
respondents that supported that it is a factor that affects it while only
insignificant number of respondents (15.09%) opposed it.
Furthermore, 94.34% of the respondents emphasized that poor data
management on the personnel profile and the objectives and evolution trends of
the organization affects good manpower planning on local government, while
5.7% percent of the respondents objected that it has never been an obstacle to
it.
In addition to the above, the data collected on the irregular change of office of
head of personnel management is also another variable that constitute the
obstacle to the effective use or embanking on manpower planning process. This
is because 89.05% of the respondent indicated that it affected adequate
manpower planning process it while is only 28.30% that stated that it do not
account for poor use of manpower planning process.
Lack of the management’s interest on the strict use of the precise manpower
planning in the employee administration is another problem identified by
89.05% of the respondents and only 10.94% lack of the interest of the
administrators constituted the barrier to effective manpower planning process.
4.1.2 DATA PRESENTATION ON 2nd
HYPOTHESIS
Second hypothesis is stated thus: Building of employee’s capacity is not a
tool of inducing maximum performance of worker.
To test this hypothesis, lists of questions were asked to examine if
development of workers act as motivating factors.
Table VIII
No. of
item
Description of items Agree
freq
% Disagree % No of
Resp
1. Does development of
workers increase the
confidence, motivation and
commitment of staff?
460
86.79
%
70
13.20
%
530
2. Does it provides recognition;
enhance responsibility of
increase pay and promotion?
420
79.25
%
110
20.78
%
530
3. Does development of
employee’s capacity gives
feeling of personal
satisfaction and achievement
and broaden opportunities
for career progression.
400
75.47
%
130
24.53
%
530
SOURCE: Prepared by the author from the data generated from the field work,
2011
Agree Disagree
460 x 100 70 x 100
530 1 = 86.79% 530 1 = 13.20%
420 x 100 110 x 100
530 1 = 79.25% 530 1 = 20.75%
400 x 100 130 x 100
530 1 = 75.47% 530 1 =22.53%
In the critical extermination of the table presented above, it is optimistic
that training and development of employee’s capacity is a tool that propelled
employee to contribute higher towards the realization of organizational
objective. Developing competence such as technical human and managerial
capacity leads to furtherance of employee and growth of the organization.
These will be exhausted under discussion of analyze.
From the data collected from the field work 86.79%) of respondents
agree that developing of employee’s capacity increase the confidence,
motivation and commitment of staff while 13.20% of respondent disagree that
development of employees capacity increases individual confidence of workers
and their commitment to duties.
In addition, 79.25% respondents agree that development of competences of
employee provides recognition, enhance responsibility and has the power of
increasing salary and possibility of promotion. 20.75% of respondents objected
on its ability to enhance responsibility of workers, pay and promotion.
Furthermore, 75.47% of respondents also agree that developing of skills,
knowledge, understand and attitude gives worker feeling of personal
satisfaction, achievement and broadens opportunity for career progression.
• Does investment in staff development associated with long run
profitability of organization
Table IX
Responses Frequency Percentage
agree 425 80.19%
Disagree 105 19.81%
SOURCE: Prepared by the author from the data generated from the field work,
2011
Pie chart showing Investment in Staff Development
425 respondents accept that investment in staff development is associated
with the long run profitability of organization while 105 respondents disagree
80.19%
19.81%
agree
disagree
that investment in staff development is associated with the long run
profitability or organization.
• Have you partaken in any form of in-service training and development
progromme?
Table X
Responses Frequencies Percentages
Yes 80 15.09
No 450 84.9%
Total 530 100%
SOURCE: Prepared by the author from the data generated from the field work,
2011
Percentage
Yes - responses = 80
80 x 100 = 15%
530 1
No – responses = 450
450 x 100
530 1 = 84.91%
15.09%
84.91%
Yes
No
In- service Staff Development
Based on the above data presented, training and development of workers
had not been considered valuable in local government service in Nigeria. Over
530 respondents that completed the questionnaire distributed, only 80
respondents out of such large population have partaken in- service training
while federal republic of Nigeria had set apart three major universities in
Nigeria for training of local government workers. Specifically the number of
those who have obtain training exercise are infinitesimal when compare to
large number of employee in organization who have not at all involved in
development progrmme.
Training and development of staff in local government in Enugu State
are still sporadic, unstructured and anemic.
The analysis of data has confirmed that training and development of staff are
yet to be utilized in the system.
The presentation of data in the pie chart will be use to measure the impact of
staff development on the quality and quantity of service delivery.
• Irregular staff training and development do not affect the quality and
quantity of service delivery in local government( Data presented in pie
chart)
TABLE XI
Agree 40 27.160
Strongly agree 50 33.960
Disagree 150 101.890
Strongly disagree 290 196.980
Total 530 3600
SOURCE: prepared by the author from the data generated from the field work,
2011
Agree = 40 x 3600
530 1 = 27.160
Strongly agree = 50 x 3600
= 33.960
530 1
Strongly disagree
290 x 360
530 1 = 196.980
Disagree
150 x 3600
530 1 =101.890
Pie chart on the data presented in the table above
The data presented in the pie chart has diagrammatically shown that
there is a close relationship between the training, development and
performance, productivity of any organization. 196.980
represented
the
respondents that vehemently disagree with the opinion that irregular staff
training and development do not impede productivity.
Also 101.890 of representing number of respondents who state also that
irregular training and development cripple the quality and quantity of service
delivery in local government.
This means that irregular training and development of staff in
organization influence productivity of an organization
27.16
33.96
101.89196.98
agree
strongly agree
disagree
strongly disagree
When organization embark on adequate, systematic and structured
training and development, it is obvious that organization will be effective and
efficiency in service delivery. Manpower development is an indispensable for
socio-economic and political developments of the country.
It is necessary for both public and private sector to realize the relevant of
staff development as no nation can attain higher level of economic growth and
development without an ample supply of qualified manpower.
• Factors that cause irregular training and development of employee
TABLE XII
No.
of
item
Description of
item
Agree
frequency
Deg Disagree
freq
Degree No of
resp.
1 Does financial
problem effect
adequate
development of
employee?
385 261.50 145 98.49
o
530
2 Does corrupt
practices among
those in the realm
of affairs the
development of
junior workers?
415 281.89o 115 78.11
o 530
3 Does poor data
management
affect
development of
employees?
360 244.52o 170 115.47
o 530
SOURCE: prepared by author from the data collected from the field work.
Presentation of data above in pie chart
Total number of respondents =530
Does financial problem effect adequate development of employee?
Agree.
385 x 360
530 1 = 261.5o
Disagree
145 x 360 = 98.49o
530 1
Corrupt practices as barrier for adequate development
Agree
415 x 360 = 281.89o
530 1
Disagree
115 x 360 =78.11o
530 1
Poor data management as a constituted factors that affective development of
staff.
Agree = 360 x 360
530 1 =244.52o
Disagree 170 x 360
530 1 = 115.47o
Does financial problem affects adequate development of staff in local
government?
Pie chart on financial problem
Does corrupt practices among those in realm of affairs affects staff
development?
agree
261.5
73%
diagree
98.49
27%
agree
diagree
agree
281.89
78%
disagree
78.11
22%
agree
disagree
Pie chart on corrupt practices
C. Does poor data management affects development staff?
Pie chart on poor data management
In adequate finances has remains one of the major factor affecting
effective services in local government. Local governments in Nigeria today
have a chronic financial problem owing to the constitutional provisions that
mandate each local government to maintain state joint local government
account; the state government has utilized the opportunity to hoard statutory
allocation for local government in Nigeria. This has affected all personnel
administration not only in state development. In the data collected 385
agree
244.52
68%
disagree
115.48
32%
agree
disagree
respondents accepted that it has become a hindrance to affective staff
development, why only 145 respondent opposed that poor funding had never
been a problem to state development.
It was also revealed that respondent that corrupt practices among those in realm
of affairs retard staff development in local government. This was justified by
415 respondents that accepted that it is variable affecting training.
It was also exposed that poor data management as it concern employee’s
profile contributes to poor or sporadic and unstructured training and the staff
development exercise. This was supported by 360 respondents while 170
respondents refused to accept that data management is an obstacle to staff
development.
4.1.3 DATA PRESENTATION ON 3RD
HYPOTHESIS
The third hypothesis is thus:
HO! Recruitment and selection of unqualified employee is not a determinant
factor for sharp decline in the quality and quantity of service delivery.
To critically exhaust the above hypothesis, the frequency table, pie chart and
percentages were used below to measure the relationship between unqualified
employee and productivity.
Table XIII
Description of item Agree Disagree No of
respond
Does unqualified employee exhibits poor
work attitude like absence form duty,
lateness to work and have low moral?
510 20 530
Does it result to wastage of resources in
performance of duty?
462 68 530
Does employment of unqualified employees
lead to spending much time in performance
of particular function?
474 56 530
Does it lead to employee’s turnover? 500 30 530
Does it lead to poor quality of work? 520 10 530
SOURCE: Prepared by the author, from the data generated from the field
work, 2011
The table above effectively clears the argument or dilemma of whether
employment of unqualified employee affects productivity or not. From the data
collected, it shows that unqualified employee in organization exhibits negative
or poor work related attitude like absence from work and lateness to duty. The
major poor work attitude exhibited by unqualified employee is avoiding work.
In other words, unqualified employee lacks motivation to undertake a
particular work. He sees the job as enemy and can do any thing possible to
avoid it. In the data presented 510 respondent accept that unqualified employee
exhibits poor work behavour while only 20 people that objected.
Resources are being wasted in performance of duty. It is clear that qualify staff
utilize resources efficiently in carrying out their duties but because unqualified
employee lack skills much resources are being wasted and organization also
spent much in training them thereby increasing the labour cost. 462
respondents agree that resources wastage is a common phenomena when
unqualified employees embark on and activities. 68 respondents reject that
wastage is common phenomena as it concerning unqualified employee.
It is not the speed or fastness with which qualified employee can
carryout a function. The rate of efficiency and effectiveness differs.
Unqualified employees can spent the whole day in discharging duty that a
qualified employee can carry out less than three hours. Four hundred at seventy
four respondents agree that placement of wrong employee in a given job
specification lead to spending much time over a small task while infinitesimal
number of 56 respondent disagree.
Employee turnover is another problem that resulted to the recruitment
and selection of unqualified employee, this is because he/she lacks impetus to
carryout a particular function, it leads to the turnover of employee and at the
same time productivity suffers. 500(five hundred) respondents justified it,
while (30) thirty candidates objected.
Finally the productivity and future of organization is highly affected.
Poor quality of work is the outcome of whole issue. It is explicitly that when
employee exhibits poor work related attitude, waste much resources in the
course of operation and spent much time in discharging a function and
withdrawing from organization the quantity and quality of product or service
delivery will depreciate in geometric progression. Five hundred and twenty
(520) respondents justify it while only 10 respondents opposed to that. Though,
much will be discussed on this later.
• Is merit system always considered during recruitment and selection
process in Local Government service in Nigeria?
TABLE XIV
Responses Frequency Percentage
Agree 15 2.83%
Strongly agree 12 2.26%
Disagree 271 51.13%
Strongly disagree 232 43.77%
Total 530 100
Source: prepared by author from the data generated from the field work, 2011
Percentages of frequencies
Total = 530
Agree = 15 x 100 = 2.83%
530 1
Strongly agree 12 x 100
530 1 = 2.26%
Disagree 271 x 100
530 1 = 51.13%
Strongly disagree 232 x 100
530 1 = 43.77%
The above data is presented in pie chart
3% 2%
51.13%
44%agree
stronglyagree
disagree
strongly disagree
Pie chart presented on data collected on if merit system is considered in
recruitment process in Local Government.
Data collected on extent merit system are being considered in the
employment process in local government, 94-90 percent of the respondents
stated clearly that merit system had been displaced in favour of political
patronage and other factors which will be discussed later, while 5.09 percent of
respondents agree that merit system is still highly considered in the recruitment
of employees in local government.
• Factors that affect employment of unqualified in local government
service in Nigeria.
TABLE III
No of
Item
Description of
items
Agree % Disagree % No. of
respondents
1. Recruitment of
employee based
on political
patronage
428 80.70% 102 19.25% 530
2. Lack of
adequate
manpower
inventory and
forecasting.
483 91.13% 47 8.87% 530
3 Embargo place
on employment
512 96.60% 18 3.40% 530
Source: Prepared by the author from the data generated from the field work
Percentage of the frequency
Agree Disagree
1. 428 x 100 = 80.75 1. 102 x 100 = 19%
530 1 530 1
2. 483 x 100 = 91.13 2. 47 x 100 = 8.87%
530 1 530 1
3. 512 x 100 = 96.60% 3. 18 x 100 = 3.40%
530 1 530 1
The data presented above exposed to its totality factors that are
responsible for the recruitment and selection of those that are not fit in a
particular job disposition. 80.75% of respondents attribute it to problem of
political patronage while19.25% of respondents stated that political patronage
has never being a factor responsible for employment of unsuitable personnel.
Moreover, lack of effective use of manpower inventory and forecasting
of organization’s employee needs in relation to organizational objective is
another factor put forward which inhibits employment of qualified employee in
right number and in right job specification. 91.13% of respondents accept that
lack of effective manpower inventory and forecasting are obstacle while 8.87%
of respondents vehemently disagree with the opinion of the above majority
respondents and concluded that lack of effective manpower or inventory has
never be a barrier to employment of qualify employee.
In addition, embargo on employment is another factor unravel, 96.60%
of respondents supported that embargo placed by employment of personnel in
local government service since 2001 is a constraints on recruitment exercise.
3.40% of respondents emphatically objected that embargo on employment is
not responsible while unqualified employee will dominate local government
system in Nigeria.
4.2 FINDINGS
4.2.1 FINDINGS ON 1ST
HYPOTHESIS ARE STATED HERE UNDER:
• Manpower planning is an integral part of corporate plan. Explicitly,
functional organization recognizes that manpower plan is central to the
corporate plan. Unfortunately from the data gathered from the field
work, it was obvious that many public, especially local governments
have failed to accept that Human resource activity in organization is
fundamentally linked to the corporate plan.
Inadequate blending of the two has caused local government their
relevant in our contemporary society.
• Manpower planning exercise local government is not systematically
carried out. Human resource planning which is a precise and systematic
affair is seen as a gambling/chance event, and as an elastic item which
can be expanded from any stage of the process in Nigeria local
government.
• The evaluation of manpower needs starts by critical analysis of
organization objective and manpower inventory which provide guide for
forecasting of manpower demand and supply which resulted to drawing
of action plans and implementation. Regrettable, politicized
administration in local government has constituted a barrier to
effective’s adherent to the laid down procedure of manpower planning
process.
The political leaders fail to follow the sequential steps which enthrone
equilibrium in number of staff in an organization and organization’s stated
objectives.
• The idea of systematic-ness implies that human resources
planning exercise is haphazard exercise but must follow a general
acceptable and laid down procedure. It is in the order:- Analysis of
organizational objective Human resources inventory
manpower forecasting action plan implementation
evaluation redesigning.
• Human resources planning are relegated to second class status in local
government. Emphasis has been shifted to controlling of resources and
acquired of power. The other incidental problems include politicization
of bureaucratic position, irregular change of office and poor data
management.
• Inadequate and inappropriate manpower planning means inefficiency
and ineffectiveness of local government Poor human resources planning
in local government have a substantial impact on the decline quality and
quantity of service delivery of local government. This is as result of
employment of those lack adequate knowledge in a given job
disposition, over staffing, and utilization of staff, wastages of scarce
resources and high staff turnover.
4.2.2 THE FINDINGS ON THE 2ND
HYPOTHESIS ARE LISTED
BELOW:
• Manpower development is a motivational tool that influences the
performance of worker in the organization. Without adequate, skilled and
well motivated work force operating within a sound human resource
management system development is not possible it was identified that
staff development is a change agent whose purpose is to effect a change in
knowledge, skills and attitude and is oriented towards job requirement.
• It was also indicated that staff development is associated with the long
man profitability of organization. Emphatically, staff development in
crease the confidence, motivation and commitment of staff, provide
recognition; enhance responsibility and possibility of increase pay and
promotion. The few local government stay that have received additional
training feels satisfied as it provides opportunities for their career
progression.
• Staff development in local government improves the availability of staff
for future manpower needs of the organization. This helps local
government to take advantages of opportunity and reduce the risk of
fighting with emergencies.
• The training opportunities provided for the local government system in
Nigeria are many. From research carried out through the primary and
secondary sources, it was obvious that some are institutional as organized
through the various institutions of higher learning in Nigeria, seminars,
conference and workshops were organized for senior staff but they are
sporadic and unstructured.
• In reference to table XII, problem in the staff development in local
government is inadequacies in the programmer and programming which
ranges from the wrong selection of officers to training due to poor
manpower inventory, poor financial supports, corrupt practices among
those in realm of affairs and placing them adequately after development.
• In line with above findings, many of local government officers have not
partaken in any form of in-service consequently, it affects the quality and
quantity of service delivery in local government.
4.2.3 FINDINGS ON THE 3RD
HYPOTHESIS ARE STATED BELOW:
• Merit system is no longer considered in the recruitment of personnel in
local government services. From the systematic research carried out,
employment based on qualitative testing is regarded as out dated and not
suitable in the prevailing system.
• The recruitment, selection and placement of unqualified employees in
local government had detrimental effects on the local government
service delivery. Specifically, productivity of local government for two
decades now has generated sharp drop in the quality and quantity of
service carried out the development had affe3cted the general
development of the country.
• Poor manpower inventory and analysis of organization’s objectives
contributes to the employment of the unqualified employee in the local
government. As observed from the research, the problem encountered in
the local government is basically the inadequacies in the personnel
department to carry out required job analysis before embarking on
recruitment, selection and placement of staff. The implication of the
above in local government system is either overstaffing or understaffing.
• Political patronage and embargo placed on employment affects the
employment of qualified employee. This is because of contract
employment that many local governments have taken to be an alterative.
The effect of contract employment is that local government cannot pay
high skilled labour without any allocation in recognition of that from
state or federal local government.
• Unqualified employees in given job display poor work related attitude
such as absence from duty, lateness to work and wastage of resources.
Table XIII exposed to its totality the poor work related attitude displayed
by the unqualified employees. Employment of unqualified personnels
increased the cost of production in local government which directly
cripple the efficiency of local government.
4.3. DISCUSSION AND ANALYSIS OF FINDINGS
4.3.1 Discussions on Findings and implication of Inappropriate and
Inadequate Manpower Planning Process in Local Government Service
Delivery. (1ST
hypothesis)
In a close observation of the tables presented, apparently manpower
planning process which is a systematic activity targeted towards actualization
of goals /objectives of organizations, both in public and private sectors is
being underrated in local government which is the third tier of government.
This explains to a large extent why local governments are regarded as non-
relevant and non-functional in this our contemporary society, the performance
of local governments in fulfilling their constitutional responsibilities had
generated national crisis. These are in contrast to an idea behind the 1976 local
government reform in Nigeria.
The challenges of the 21st century local government demand more than a
mere routine local government administration. Without adequate skill and well
motivated workforce, operating within a sound human resource management
programme, it will be difficult for local government to realize its constitutional
objectives.
The decayed infrastructural facilities and social amenities in many rural
areas are traceable to poor manpower planning process. For instance, how
many medical doctors, planners, accountants, engineers and agriculturist are
employed in local government are in relation to functions, objectives and
responsibility of local government. Many health centres in different
communities have turned to empty stores as result of insufficient and
unqualified personnel to improve and maintain the standard of health service.
The management had failed to incorporate manpower planning into the
general or overall corporate plan. For instance in planning for the recruitment,
selection, promotion retirement of workers, analysis of the organizational
objectives is supposed to be firstly considered because organizational objective
inform the quality and quantity of employee to be employed. In line with the
above, Eugenia (2008) states that organization objectives is inseparable from
manpower planning process because analysis of organization’s objectives
informs job specification or description that indicates the type of employee to
be employee. Without effective balance and link between organizational
objective and manpower planning process, the organization objective can not
be achieved.
But the crux of the matter is that, analysis of organizational objective
which is the first step in manpower planning process is usually abandon in
employment of workers in local government. The implication of the above is
employment of people that may have skill but are not fit in the job position. In
other words, the realization of organization’s objective is a mirage because it is
like putting a squared peg in a round hole.
Proper analysis of the existing staff based on their qualification, age,
training record, job / work history and salary scale is second stage of
manpower planning process but from the data generate from the flied work,
analysis of manpower inventory which would have form a vital aid to
management decision on issue like redundancy, highlight impending problems
such as retirement of the whole cohort and needs for fresh recruitment had not
been adequately followed.
Lack of effective manpower inventory has resulted to over staffing,
under staffing and recruitment of wrong hands that constitute liabilities to local
government.
In addition, forecasting of demand and supply is another issue which had been
abandoned Forecasting is a tool that helps organization to overcome fighting
with emergency and taken advantage of opportunities as the needs arises but
currently, manpower forecasting which is the third stage of manpower planning
process is a forgotten issues. According to Ogoonu (2000) without organization
forecasting and planning, event will be left to a chance affair. It creates room
for fighting with emergency.
Drawing of action plan and implementation is another area that local
government has failed woefully. From the data generated from questionnaire
and interview, Igbo-Eze North Local Government had not recruit since 1998
and their planning for employee expansion for over 13 years had not yield any
impacts.
From close observation of our contemporary local government, systematic
planning for employee have been abandoned, manpower planning has became
a gambling affair. Manpower supply is being seen as elastic item which can be
expended anywhere leading to neglect of manpower planning process.
Research has shown that there are factors that constituted to inadequate
and inappropriate manpower planning process. They are to be analyzed here
under.
Lack of management interest has become a bare to effective use of
management tool. Management usually concentrates much of their effort in
other organizational resources such as financial information and physical
resources to the detriment of manpower resources, forgetting that it is
employee existing in organization that plan and combine all these resources
toward the realization of organizational objectives.
Local government still employs antiquated methods of record keeping.
With growing number of workforce and the consequence accumulation of
papers, records keeping become tedious.
Some officers indulge in hoarding needed files of employees. Very often, they
extracts information from files by removing some pages without stating where
it can be found, when data are needed, the files becomes useless as the
information needed has been extracted without record on how it can speedy
retrieve. This factor affects manpower inventory resulting to taking the action
that is of no relevant to organization’s needs.
In addition irregular changes of office is another block that hindered the
application of manpower planning process. The Head of personnel
management is not permanent staff in any local government, they are usually
go on transfer from one local government to another. It affects the systematic
and commitment on process. For instance the current Head of personnel
management in Igbo Eze North has not stayed up to one year but his duration
in that place is not certain because of self application for transfer. The problem
is not only concern personnel management; the instable and irregular change of
political leadership of Local Government is another factor. For instance, from
2002 to 2008, many Local Governments in Enugu State and Nigeria as whole
faced the problem of instable and irregular change of the political leaders.
Today it is executive chairman, tomorrow it will be sole administrator and next
tomorrow, caretaker committee chairman will be on the seat. The implication
of this is that manpower planning in progress is usually abandoned.
The worst of it all is politicization of bureaucratic position by the
government. Before the introduction of presidential system of government in
local Government, the seat of secretary to the local government in Nigeria was
usually occupied by career civil servant but the reverse is the case today. The
secretary to local government plays enormous role in the employment
administration with direct contact with head of personnel department.
In many case, secretary of local government know little or nothing on the issue
of personnel management function. The implication is that manpower planning
process suffer and productivity retards. Many supervisors are new entrant into
the system and they direct the career officials on issue concerning the
employee’s administration.
The primary education that is entrusted to the responsibility of local
government is a typical example of the effect of politicization of bureaucratic
position on manpower planning process. Decree No 96 of 1993 empowered the
chairman of local Government to appoint education secretary. By implication
the seat of education secretary becomes politicized. Freshmen from school are
appointed as education secretary. The appointment of political officer as
education secretary appears not to facilitate the effective and efficient
implementation of policies and progrmme related to manpower needs of an
organization. For instance Education secretary report directly to SPEB
chairman who supervises his activities. On the other hand answerable to
chairman who appoints him.
The education secretary attends workshop and seminar meant for career civil
servant who supposes to undertake major role in personnel management
functions. Consequently, it affects effective performance of the organization.
4.3.2 Discussions on Finding and Implication of Inadequate Staff
Development on Productivity (2nd
Hypothesis)
Man is dynamic in nature, the needs to be currents and relevant in all
sphere of human endeavour’s makes staff development a necessity, to keep
track with current event and method. It is an avenue to acquire more
knowledge and develop the skill and techniques to junction effectively.
Training of staff acts as motivator to the workers in the organization.
Staff development increase the confidence, motivation and commitment of
staff; it provides recognition, enhance responsibility and the possibility of
increase pay and promotion; it give feeling of personal satisfaction and
achievement, and broaden the opportunities for career progression.
In a close observation of the above benefit of staff training, it is closely
related to two factors theories of motivation adduced by Herzberg. Herzberg’s
motivation-hygiene theory states that motivators involves Achievement,
recognition, responsibility, advancement and work it self. In relating these
motivators to the benefit of staff development illustrated above, staff
development and motivation is inseparable. It is explicit that motivation is an
import factor that makes organization to realize the objective which will
generally result to general growth and development of a country.
Staff training offers a way of developing skill and enhancing
productivity. Today the civil service still remains an executive agency of
government mainly responsible for implementation of government policy.
With the expanding role of government and the civil service in particular,
training and development have become imperative for its personnel.
The development of staff determines the level of development of any
country. Federal republic of Nigeria identified the relevance and necessity of
development of local government staff, and established three major universities
to cater for the training of the ever-increasing personnel of local governments
which involves University of Nigeria, Nsukka, Obafemi Awolowo University,
Ile-Ife and Ahamadu Bello University Zaria on the year1975.
Unfortunately, the issue of systematic and progression training is still
lacking both in the federal and state civil service. The worst of it all is in local
government service. Majority of staff in local government lack the basic
knowledge for effective service delivery. It has affected the productivity of
service delivery in local government which has even generated to debate on the
relevant of local government. In critical analysis of data collected through
interview and questionnaire, out of all candidates nominated in Igbo- Eze
South local government and Igbo- Eze North Local government for training for
2010/2011 academic session, one candidate each was selected by local
government service commission, it was only in Nsukka local government that
two candidates were selected by local government service commission for in-
service training. Looking into the constitutional responsibilities of local
government, the recent level of staff development and training are not helping
matter. As a tier of government at grassroots, Local Government supposed to
be a veritable instrument of rural development.
This makes it imperative for the staff of this organization to be exposed
to modern management techniques and new advance technological
development. In fact training and development of staff are the major priority of
management.
Additional training makes the employees to become more confident, proud and
elated when return to the duty. From finding the major constraints facing staff
in local government are inadequate funds, corrupt practices and data
management problem. There is a training fund account maintained by the local
government service commission, the money accruing to this account is one
percent of workers salary deducted each month and, partly, federal government
usually send allocation for staff training and they even sent part of it to the
selected schools yearly, the problem is that the allocation that federal
government sent for this training does not directly enter the purse of local
government service commission but through the state government as indicated
in (1999) constitution. State government usually sent the money to other
area/project there by making it impossible for local government to fulfill its
functions.
Despite the above, corruption is another factor that mitigates against
giving sound training to new employees, and development of those in
executive cadre for higher executive management position. Accepting that
federal and state government do not regularly remit their statutory allocation,
what happen to internal generated revenue of local government, what happen to
the ten percent internal generated revenue that state government allocate to
local government. Corruption remains a major problem which has constrained
local government especially in Enugu State.
Inability of local government to manage the data on personnel profile is
also another problem. Data management in local government is still being
carried out manually; easy retrieval of the essential data on employee is usually
a problem. The personnel data which form a basis for policy decision are
poorly kept. It constitutes a barrier when there is an urgent need for its use
concerning training and development.
The implication of these manifest itself in low staff productivity, employee
turnover, negative attitude of employees and excessive rate of absenteeism
among workers in local government.
4.3.3 Discussions on Findings and Implication of Recruitment and
Selection of Unqualified Employees Quality and Quantity of Service
Delivery (3rd
hypothesis)
The realization of goals and objectives of an organization rely solely on
the quality and quantity of manpower employed in local government. This
makes the recruitment; selection and placement process a critical. The
constitution of federal republic of Nigeria, 4th
Schedule, section (7) assigned to
local government important functions such as construction and maintenance of
health centre, primary school, market Motor Park and some others that touches
on lives of the greater number of citizen. The functions cannot be achieved
without reasonable proportion and qualified available manpower. But local
government in our contemporary society has not place premium on
employment suitable and qualified personnel in a right number and in right job
specifications.
In analyzing the whole tables above, it is optimistic that manpower supply
procedure is not adequately followed which has resulted to ineffectiveness and
inefficiency in the service delivery in local government. Recruitment and
selection process is a pillar that is indispensable in assessing
candidates/applicants in order to choose the most suitable employee.
The resultant effects of the above are sharp drop in the quality and
quantity of productivity. Unqualified employees develop negative attitude
towards their responsibilities as far as they derive no satisfaction from their
jobs. Not only that they are not disposed to carryout their functions, also
quality of services they offer are below standard.
Specifically, the place of merit system has been displaced to political
patronage which invariable affects effectiveness and efficiency of service
delivery. The junior staff management committee (JSMC) has the
responsibility of appointment of officers in salary level 01-06. On assumption
of office, chairman of local government usually undertake the recruitment,
selection and placement function with a clear intentions of patronizing
candidates that had played important role in seeing that he acquired the
political power. Favoritism, man knows man, god fatherism and political
patronage have taken the place of merit system. This factor had affected the
employment process in Igbo Eze-North local government. For instance all local
governments in the federal recruit employee in 2001 but that of Igbo- Eze
North failed because of inappropriate procedure that arise because of political
patronage. Since then till date, Igbo Eze- North local government has not
employed any candidate as worker. Even the recruitment they conduct towards
the end of 2010, have not made any meaningful impact as no candidate has
been selected up till now. This is because of individual influences.
The most regrettable aspect of politicization is disregard of local
government chairman to take cognizance of the budgetary provision /annual
estimate in the appointment of the employees. This in long run, results to
situation where most local government could not meet up with salary bills. The
few local government that was able to pay salaries did so at the expense of
capital projects.
Manpower inventory and forecasting is another area that junior staff
management committee and local government service commission had not yet
utilized. The stock taken of current existing employee in organization and
manpower forecasting in relation to organizational objective is the second
phase of employment process but this part seems neglected in our present local
government. The major reason of this ugly phenomena is because the chairman
of local government assured office practically by selection instead of election
which is now in theory, and he only acts to satisfy the wish of his political
mentor, blood relatives rather than actualizing the constitutional objectives of
local government. The appointment are made without due consideration of
current staff strength and past trend of recruitment with a future scope of local
government administration. Today local governments are littered with
unqualified personnel and are staffed. The chairman is only concern of
recruiting as much as possible to win approval from those few elites that place
him in the office.
Consequently duplication of functions, procurement of wrong hand
employee and incurring of the local government meager finance in training half
baked graduate abound.
The embargo place on the employment is another factor. Many local
governments do not have access of recruiting employees as federal republic of
Nigeria place embargo on employment, they only have staff based on contract
and as result, they do not have financial power to employ (contract) high level
manpower, and they only have few of contractors that are below standard.
The implications of the above are ineffectiveness and poor performance,
high labour cost and wastage of scare resources in training and retraining of
employee. These explain to a large extent why local government had not made
much reasonable impact in the development of our rural areas and linking of
the rural populace to the activities of the federal government.
In other world, recruitment and selection of unqualified employee is the major
determinant factor of sharp decline in quality and quantity of service delivery
because of low staff productivity, employee turnover, negative attitude of
employees in their jobs and excessive absenteeism rate among the workers in
the local government.
CHAPTER FIVE
SUMMARY, RECOMMENDATION AND CONCLUSION
5.1 SUMMARY
The result of the study has show that man power planning and
development are two indomitable pillars that determine the effectiveness and
efficiency of any organization whether public and private sector. Manpower
planning plays important role in translating organizational goals as put forth in
mission statement and business planning into human resource objective,
making it possible for the organization to realize its stated goals. Human
resource planning is ostentatiously guided by the desire to have right calibers
of employee in an organization in a right job specification and at right time
which make room for effectiveness and efficiency.
In other words, the productivity of an organization can be measure to the
extent to which organization plan for its future manpower needs acquired them
and develop their employee in order to get best out of them.
Human resource planning and development are the competitive strategies of
organization. Any organization which wants to be progressive and successful
must be dynamic in order to meets the societal socio-economic and political
development needs. Manpower planning and development prepares
organization or government parastatals to remain relevant and current in
dynamic society and to keep tract with current event and methods. It helps
organization to take advantage of opportunities and minimize risk.
In addition the information on current manpower existing in an
organization and organizational objectives informs all aspects of human
resources planning process recruiting from forecasting, action plan and
implementation to evaluation and redesigning of the human resources plan. So
manpower planning process is a vicious cycle that is inbuilt in corporative
organizational plan.
Further more manpower planning process is a systematic activities, in
which successful accomplish of any stage leads to another and its dependents
nature with the general organizational plan leads to achievement of overall
organizations objectives/goals.
This study has exposes to its totality that human resource of an
organization is its essential assets as the major stock of industrialized country is
not its physical resources, financial or information resources but revolves
solely on the calibers of human resources. According to the author of the best
seller “in search of Excellence”, if you want productivity and financial
resources that goes with it, you must treat your workers as your important
assets.
Based on the context this research work revealed that manpower
planning and development are the major tools for development of not only in
the public sector but all private sectors.
The research work in the paper shoes that merit system is no longer considered
because political associates, friends and relations of the political incumbents,
under the condition/circumstance, manpower planning process and manpower
supply procedure become irritating encumbrance which must be eliminated.
Consequently, this condition gives use to employment of mediocre, whose
effort constitute a cog in the wheel of progress of the government. When merit
system is not considered productivity retards. This is the major reason local
government today remains unproductively.
In addition, most organization especially local government neglect the
adequate use of manpower inventory and forecasting in human resources
management which was also worsen by the poor personnel data management.
It has resulted to over staffing and/ or understaffing, duplication of and
agencies fighting with emergencies when the need areas, procurement of
wrong hand which have devastating effect on the realization of organizational
goal and cost effectiveness.
Moreover, building of employee’s capacity is a veritable tool for
inducing maximum performance of workers. This is because staff development
has the ability of increasing the confidence, motivation and commitment of
staff; it enhances the responsibility of workers, provides recognition and the
possibility of increase pay and promotion and it gives personnel satisfaction
and achievement, and broaden opportunities for career progression.
Staff training and development play important roles in imparting of
necessary skills, knowledge and attitudinal change needed by employees for
effective and optimum performance on the job. The study reveals that many
staff has not receive and other additional training programme, despite the
federal government effort in introducing three universities (UNN, OAU and
ABU) basically for the training of local government staff. Consequently, the
dearth of qualified professionals such as engineers, architects, accountants,
doctors, nurses, Agriculture extension workers and administrators continue to
militate against effective performance in most local government.
5.2. RECOMMENDATIONS
Various organizations both public and private, local government in
particular has shown concern on how to improve the performance of the civil
service. This desire to improve the performance of civil service can be
supported by the number of commissions such as Morgan commission of
(1965) Adebo commission of 1971, Udoji commission of 1974 and civil
service reform of 1988 and many others that had been set up to examine and
make recommendations to government in how to improve performance of civil
service.
Though ideals do not approximate, these efforts of federal republic of
Nigeria had not yield a commensurate impact on the quality and quantity of
service delivery of many organization. In line with the above, this research
work so far has adduce relevant data that exposed to its totality the poor
performance of local government thereby inhibiting the rapid development of
counting.
Sequel to the above scenario, this research work adduced
recommendations analyze here under.
Local government administration in Nigeria could be given a new
meaning if right attention would be given to manpower planning and
development. Manpower planning must be linked with the general
organizational plan and objectives. This will ensure that place of manpower
planning in achieving organization objective will not be displaced in pursuit of
goals of an organization. Management should give adequate commitment to
manpower planning process. This is a loop of chain directed towards
achievement the general objective of organization. Manpower planning process
will salvage organization from employing unqualified personnel. Each stage is
a steeping stone that connect to another stage which finally leads to
enhancement of productivity.
The use of vital statistics is essential for manpower planning. Effective
use of relevant data will enhance the quality of manpower planning which will
in turn promote quality of service delivery. These vital statistics are mainly
drawn from manpower inventory, organizational objective, organizational
financial resources and organizational market and they are necessary in
projection of future manpower needs.
This entails deducing future demand from past and present trends. It will
aid local government in decision making in recruiting professional in relation
of analyses job content and it gives management direction of recruiting
internally or external or to retrench workers because of organization
redundancies. Personnel data are critical in any organization in pursuit of
excellence so it is necessary for organization to lean much on critical analysis
of data in manpower planning as it for the basis of effectiveness.
Effective data management is crucial for any organization that wants to have
competitive edge over other organization manual method of data management
is obsolete in this our modern society. Local government should improves its
data management activities through the use of computerize methods. This will
aid easy recording and retrieval. Computerize method in data management will
reduce drastically the problem of delay in manpower decision making and
ensure effectiveness and efficiency.
The power delegated to chairman of local government by local
government service commission which empowered him to influence the
recruitment of employee in grade level of 01 to 06 should be removed as it is
detrimental to future development of this country. Local government chairman
in respect to the delegated power misplaced the place of merit system to
recruitment of party loyalists, political associates, thugs, friends and his blood
relations.
In sequel to the above scenario, the Career Officer (Head of Personnel
Management) should hand the employment of junior staff in connection with
other members of Junior Staff Management Committee. Local government
chairman should be performing a supportive role. This will helps to enthrone
meritocracy instead of employment of people based on political patronage. It
will position local government as veritable organ for rural transformation.
The strategic manpower training and development are very enormous in
enhancing management skill and employee potential. Local Government
Service Commission should increase the number of candidate they select
yearly for in-service training. Not only that, commission should also embark on
inspectorate tour in several local governments in order to investigate if
beneficiaries are giving benefit.
Specifically local government should embark on regular training,
workshop, conference and utilization of the three universities in training their
staff. There is growing evidence that investment in training is associated with
long run profitability. Trainers could be invited from institution of leaving
consultant firm to teach the workers in specific area.
To boast the finance of local government, there is need for constitutional
reform the section 162 (6) which mandated each state to maintain a special
“state joint local government account” should be amended and review. This is
because the state government uses the opportunity provided by this
constitutional provision to hijack the resources meant for local government.
Many Local Governments especially ones in rural areas which their financial
sources are too limited rely heavily on federal allocation. Direct allocation
should be used. This will help to salvage the present local government from
financial problem.
Federal government should strengthen their external audit board which
will help them to mount constant investigation and supervision on financial
matters of local government so as to curb corruption and financial
mismanagement of local government.
5.3 CONCLUSION
Human capital is essential and scarce resource of local government. No
country can boast of political, economic and social development without stable
and adequate manpower. It is quite clear that local government cannot have
required professional, technical and skilled manpower that can accelerate even
and rapid development in Nigeria without manpower planning and
development.
In the foregoing, the research has undertaken critical analysis between
manpower planning process, staff development and productivity of local
government in Enugu State. It is obvious that from the researchable variable
that local government in Nigeria had not incorporate manpower planning and
staff development in general organizational plan. With reference to identified
problems in the study such as lack of commitment to manpower planning
process, inadequate manpower inventory, inadequate use personnel data in
forecasting, failure to strengthen strategies for training of workers, political
patrols which result to employing of medicine and failure to use planning as a
rational are responsible for low performance of local government in
discharging of their constitutional goal.
Effective manpower planning reduces excessive recruitment and
selection; regulate training and transfer, and thereby ensuring maximum
productivity. Manpower planning should not be carried out in isolation of other
corporate planning, but should be properly combined in order to enhance
effective and efficient service delivery.
Manpower planning should be a continuous process with skilled
employees continually developed. Finally, since the human factor is the most
important of organizational resources, their quality determine the quality of
organizational output and that of the nation’s economy in general, management
therefore, needs to take their development and other issues like compensation
package serious.
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APPENDICES
Department of Public Administration
And Local Government (PALG),
University of Nigeria,
Nsukka.
February 8th
, 2011.
Dear Sir/Madam
I am post graduate student in Department of Public Administration and
Local Government in University of Nigeria Nsukka.
I am conducting research into manpower planning process and
development in Nigeria local government. This research is part of the
requirements for the award of Master Degree in Public Administration. The
exercise is for academic purpose.
Kindly answer the questions on the attached list as you contribute to the
success of the research. All information will be treated with the strict
confidence. And no clues will be given as regard your identity.
Thanks.
Ugwoke Chikaodili
QUESTIONNAIRES
Section A
Please tick ( ) as directed in appropriate boxes.
1. Name (optional)___________________________________________
2. Statuses (Grade)____________________________________________
3. Departments_______________________________________________
4. Sex: Male Female
2. Nationality: Nigeria Others
6. Age 12 years 25-35 36-45 46and above
LEVEL OF EDUCATION; WAECO
NCE/OND, HND/BSC, M.SC, MBA / MPA
SECTION B
A. Organization’s objectives are critically examine/analyze in planning for
employee’s needs in local government service. Agree strongly agree
Disagree agree strongly disagree
B. personnel mangers usually take stock of current manpower/labour
resources in manpower planning process. AG SAG
DA SDA
�
C. Is employee demand and supply forecast which are the third phase of
manpower planning process usually forecasted when due in organization.
AG SAG DA SDA
D. Action plan is adequately drew and implemented as the case arises in
manpower planning process. AG SAG DA SDA
E. Inadequate and inappropriate manpower planning process is not
responsible for lower service deliver. AG SAG
DA SDA
F. Does Politicization of bureaucratic position affects of adequate manpower
planning process? AG SAG DA SDA
G. Poor data management affects effective manpower planning process.
AG SAG DA SDA
H. Irregular change of office affects adequate manpower planning process.
AG SAG DA SDA
I. Lack of the interest of the manufacturing manpower planning process is the
contributing factor to inadequate manpower planning process in local
government.
AG SAG DA SDA
J. Does investment in staff development associated with long run profitability
of organization. AG SAG DA SDA
K. Have you partaken in any form of in-service training and development
programme? AG SAG DA SDA
L. Irregular staff training and development do not affect the quality and
quantity of service delivery in local government. AG SAG DA
SDA
M. Does financial problem affects adequate development of staff in local
government? AG SAG DA SDA
N. Corrupt practices as barrier for adequate development. AG SAG
DA SDA
O. Does poor data management affect development of employees? AG
SAG DA SDA
P. Does unqualified employee exhibits poor work attitude like absence form
duty, lateness to work and have low moral? AG SAG DA
SDA
Q. Does it result to wastage of resources in performance of duty? AG
SAG DA SDA
R. Does employment of unqualified employee’s leads to spending much time
in performance of particular function? AG SAG
DA SDA
S. Does it lead to employee’s turnover? AG SAG DA
SDA
T. Does it leads to poor quality of work? AG SAG DA
SDA
U. Is merit system always considered during recruitment and selection
process in Local Government service in Nigeria? AG SAG DA
SDA
V. Does Recruitment of employee based on political patronage leads to
employment of unqualified employee? AG SAG
DA SDA
W. Does lack of adequate manpower inventory and forecasting leads to
employment of unqualified employee? AG SAG DA
SDA
X. Does Embargo place on employment leads to employment of unqualified
employee? AG SAG DA SDA