University of Nigeria Research Publications
NENTY, Wisdom O.
A
utho
r
PG/MPA/04/35658
Title
The Role of Training in Human Resource Management in
Religious Organization in Nigeria: A Case Study of the Redeemed Christian Church of God (RCCG)
Facu
lty
Social Sciences
Dep
artm
ent
Public Administration and Local Government
Dat
e March, 2007
Sign
atur
e
THE ROLE OF TRAINING IN HUMAN RESOURCE MANAGEMENT IN RELIGIOUS ORGANIZATIONS IN
NIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)
NENTY, WISDOM OBOT REG.NO. PG/MPA/04/35658
DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT
UNIVERSITY OF NIGERIA, NSUKKA
MARCH ,2007
TITLE PAGE
THE ROLE OF TRAINING IN HUMAN RESOURCE MA.NAGEMENT IN RELIGIOUS ORGANIZATIONS IN
IUIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)
NENTY, WISDOM OBOT REG. NO. PGIMPA104135658
A TllESlS PRESENTED TO DEPARTMENT OF PUBLIC P\DMINISTRATION AND LOCAL GOVERNMENT, UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL FlJLFlLLMENT OF THE REQUIREMENT FOR THE
AWARD OF THE DEGREE OF MASTER OF PUBLIC ADMINISTRATION (MPA)
SUPERVISOR: DR. (MRS) R.C. ONAH
MARCH, 2007
APPROVAL PAGE
This project work has been approved for the award of Master of Public
Administration (MPA) Degree in Public Administration and Local Government
Department, University of Nigeria, Nsukka.
Dr. R. C. Onah (Mrs) Supervisor
BY
Date 9.. Q2.C :. .
Date .................................... Trof. N.N. Elekwa Head of Department
i n - 6 % . .. ................ Date .B%.- . K..
External Examiner
r n
/ .:-.. .,k? . -7 Ah-. i Prof. 0. lbeanu
Dean of the Faculty of Social Science
CERTIFICATION
Nenty, Wisdom Obot a Masters student in the Department of Public
Administration, and Local Government with Registration Number
PGIMPAl04135658 has satisfactorily completed the requirement for the
course MPA 590-Project Report for the award of Masters of Public
Administration Degree.
The work embodied in this project is original and has not been
submitted in part or full for any other Degree or Diploma of this University.
Dr. (Mrs.) R.C. Onah Supervisor
9 .............,.........,... 3 ~ C - c .. Date -1..
........................................ .... Date Prof. N.N. Elekwa
...................................... *' '2- 6%
Date..
........................................... + ' Prof. 0. lbeanu Dean of the Faculty of Social Science
DEDICATION
This thesis reporf is dedicated to the Almighty God who is the
pillar that holds my life
ACKNOWLEDGMENT
I thank God for making it possible for me to enroll and scale through
the MPA Programme and the research project which was full of challenges
and excitements.
I am grateful to my supervisor, Dr. (Mrs) R.C. Onah for the painstaking
guidance and inspiration she gave me in the course of writing this thesis
report.
I appreciate my father in the Lord, Pastor E.A. Adeboye for his spiritual
and moral support to me. I cannot forget my Provincial Pastor, Pastor Peter
Akalamudo for the encouragement and motivations he gave me when i got
the admission for this programme.
I am indebted to my darling wife, Glory Wisdom Nenty and our
children, for their prayers, support and understanding throughout the period
I was away for this programme.
Nenty, W.O. PGIM PA104135658
ABSTRACT
Human Resources are the highest assets of any organization
because no matter the amount of capital invested in an organization, its
success or failure depends on the quality of people who plan and execute
its programmes. For any organization in the public or private sector to have
the required personnel at any point in time to execute its programmes,
training and Human Resource development becomes inevitable. However,
Religious organizations are not exempted because they do not operate in
isolation.
Consequently, this research project seeks to investigate, analyze and
appraise the Role of Training in Human Resource Management in Religious
organizations in Nigeria with particular reference to the RCCG.
The study is divided into five chapters, chapter one covers the
introduction or background to the study. Chapter' two reviews the relevant
literatures, on Human Resource Management, Training and Religious
organizations in Nigeria. Chapter three present and discuss the findings.
Chapter four interprets the findings and relates its implications to
Administrative efficiency; while chapter five summaries, conclude and make
relevant recommendations.
vii
TABLE OF CONTENTS
Title Page ... . .
Approval Page . .
Certification . .
Dedication ... . .
Acknowledgement
Abstract ... . .
Table of Content ..
CHAPTER 1: INTRODUCTION
1 .I Introduction ... ...
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Significance of Study ...
1.5 Scope /Limitation of the Study ...
CHAPTER II- RESEARCH PROCEDURE
Background Information
Literature Review . . .
2.2.1 Conceptualization of Human Resource Management
2.2.2. Training in the Human Resource Management . . . . .
. . . 2.2.3 The Religious Organizations in Nigeria ...
. . . Operationalization of Key Concepts .. . . . .
... ... Method of Data Collection ... ... ... . . .
I
. . I I
... I I I
i v
v
vi
vii
1
6
8
8
9
11
1 5
3 5
21
26
29
32
2.5 Method of Data Presentation and Analysis
CHAPTER Ill: FINDINGS AND DISCUSSION
3.1 Training Policies in The Redeemed Christian Church of God
. . . (RCCG) ... ... ... ... ... , . . 52
... ... 3.2 Summary of Findings ... .. . , . . . .
CHAPTER IV- THE IMPLICATIONS OF FINDINGS FOR
... ADMINISTRATIVE EFFICIENCY . . . 64
CHAPTER V- SUMMARY, CONCLUSION AND
RECOMMENDATION
5.1 Summary ... . . . . . . . . ... . . . ... . . 67
5.2 Conclusion . . . . . . . . . ... . . . ... ... 68
5.3 Recommendation ... ... ... ... ... ... 70
Bibliography ... ... ... ... ... ... ... ... 72
Appendices . .. ... ... ... ... . . . . . . ... 74
CHAPTER ONE: INTRODUCTION
1.1 INTRODUCTION
Human Resource Management has become an important
consideration for all organizations in an age of global competition in which all
large-scale organizations must compete for resources whether they are in the
public or private sector. No doubt, the relevance of Human Resource
Management as a branch of the Management Science has come under no
contention; although the environment in which the Human Resource
Management takes place, is very much in a state of flux. Changes are
occurring rapidly across a wide range of issues (Political, social, legal and
cultural) especially in Nigeria and other developing countries.
Suffice it to say that, the earliest theories and practices of management
focused mainly on the technology of work and the workplace. The emphasis
as was postulated by Fredrick Taylor, Erick Frank, Max Weber, Henry
Fayol, etc were on how to organize work, especially at the shop floor (Onah
2003:9). Later, the postulation of Human Relations School (Magregor,
Maslow, Herberg, etc) emerged and dominated the scene. Their work
emphasizes the need for enriching the job of workers through challenges and
stimulating responsibilities and with commensurate authority to enable them
to perform. Today, this behavioural science explosion has affected virtually all
organizations, recognizing them as a social system which must incorporate
the human side of enterprise in its business. As expected, these new
management practices have also swept into the religious organization which
though, is seen as being more spiritual than material. But the fact remains
that, these organizations like their counterparts in the private sectors, are
embodiment of human resources, either earning their living in these
organizations or pulling in volunteer efforts aimed at enhancing the lots of
humanity and the propagation of the religious ideals.
However, every organization needs three main resources to survive.
These include; financial, material and human resources. And it is on record,
especially since 1960s that, many managers in business concerns and
writers on business matters have expressed the view that most important
resource of the firm is not money or physical equipment but its employees
(Nwaknwo in Onah (2000:lO). Therefore, Human Resource as the most
important resource cannot be overstated. So also is its critical nature.
Likert (1 974: 9) succinctly captured this view point thus:
... all the activities of any enterprise are initiated and determined by persons who make up that institution. Plants, offices, computers, automate equipment and all else that a modern firm uses, are unproductive except for human efforts and direction.
Similarly, Nwankwo (2000:lO) noted that:
human resources are the highest asset of any organization because no matter the amount of capital invested in an organization , its success or failure depends on the quality of people who plan and execute its programmes.
In addition, Druker (1 978:273) also observed that:
good organizational structure does not by itself guarantee good performance. Human resources is as a fact of life of the existence, survival and development of an organization, as food is to man.
From the above description, it is clear that human resources and its
management is sensitive and essential in organizational management.
Consequently according to Frank (1974), human resource management is a
series of activities in which the job, the individual and the organization all
interact as each develops and changes. He further identified two major
activities within the human resources arena. The first is concerned with the
recruitment, selection, placement, compensation, and appraisal of human
resource. The other groups of functions are those directed and working with
the existing human resources in order to improve their efficiency and
effectiveness, through several training and development activities (Onah
The existing literature on human resources management shows that
most of the techniques and tools that are widely used are largely borrowed
from the private sector. Both the Public and the private sectors accept the
need to ensure the safety of their employees, to provide satisfactory welfare
services and to establish working conditions that will attract good quality
personnel committed to the achievement of organizational objectives. In
recent times however, writers and managers of organizations have come to
agree that every organization must train and develop its human resources if it
wants to survive. And the degree of its importance to the public, private and
non-governmental sectors, also underscores its relevance to the religious
organizations.
Experience in Nigeria and even elsewhere has shown that the religious
organizations are not only concerned with spiritual matters, but constitute an
orientational and practical ground for the promotion of societal goals-
economically, socially and politically. It is equally on record that the abolition
of slave trade in the early 1800s and the introduction of the Marchantalist and
legitimate trade were facilitated by mostly religious organizations in Nigeria.
Consequently, the emergence of missionaries and establishment of churches
and religious bodies as from the 1850s shows that the religious organizations
have a part in the chequered history and overall growth and development of
the Nigerian Society. In short, many scholars have argued and rightly too,
that the early missionaries and churches were more of colonial rules agents
than religious propagations.
The religious circle therefore, does not operate in isolation and has
over the years become subject to the for going changes and organizational
complexities within the society. Training programme must therefore be
appropriately designed and implemented in this organization s to meet
specific performance needs. This concerted attention must be professional in
package, to reflect what obtains in the public and private sector
organizations. Thus, training as an activity of Human Resources
Management in the religious organizations in Nigeria, aims at enhancing and
equipping the ministers of God, so that they can build their organizations
along biblical lines, reproduce themselves, maintain discipline, effect societal
changes and be able to meet with the Almighty God in paradise.
They can account for the reason why the religious organizations and
in view of this study, the Redeemed Christian Church of God (RCCG), had
in her bid to improve service delivery within the limits of its coverage, made
efforts towards improving her human resources. These efforts include, the
establishment of different training and development opportunities for her
Pastors, Church Administrators, ministers, and Para-ministry Administrators
some of who are volunteer and career.workers in both full time and part-
time capacities. These establishments include: The Redeemed Christian
Bible College (RCBC), the Directorate of Christian Education (DOCE). The
Redeemed Christian School of Disciples (SOD), the Redeemed Christian
School of Missions (RCSOM) and other institutionalized seminar, workshop
and lecture bodies at the Parish, provincial (state) and National and
international levels. All these no doubt, must have counted for the
tremendous growth and spread of the church, which is today adjudged as the
fastest growing church in the world.
1.2 STATEMENT OFTHE PROBLEM '
In the socio-economic, political and spiritual development of Nigeria,
the religious organization as a sector of the Nigerian society is expected to fill
some gap. This, it cannot do without a trained and well-improved human
resource who should be capable of responding to societal changes and
organizational complexities. However, a key problem of religious
organizations in Nigeria is associated to its belief and traditional function of
pursuing spiritual matters with disregard of other goals outside that. in every
aspect of religious organizational growth spread and development; human
resources play an indispensable role. If the human resource is effectively
trained and developed, its knowledge, powers, skills and competence can
lead to enviable spiritual, social and general well-being of the religious
organizations. Any organization that has no plans for the training and
development of its human resource, whether secular or religious, is less than
dynamic, for learning is a continuous process and acquired skills get obsolete
when the environment changes (Onah 2003: 121).
Unfortunately, Ubeku (1975:14) regrets this tendency when he notes
that:
There are many organizations in this country which regard training and development as expensive ventures and avoid them like the plague. What such organizations are interested in are the immediate returns. But in a changing world, of which Nigeria is a part, this attitude can no longer hold good.
This assertion becomes more disturbing when one X-rays what
happens in so many religious organizations. Even where the need for human
resource training is recognized a lot of time and money is committed to it, the
exercise is often either inappropriate, haphazard or premised on a faulty
diagnosis of organizational training needs (Onah 2003: 123). Consequently,
training in these religious organizations has had a rather limited impact, with
what obtains in the public and private sectors in Nigeria. The practitioners
perceive training as an interference and invitation of 'worldliness' into the
religious ideals. They view training as a discrete event, and that even
trainers, methodologies, evaluation and training institutions are not spiritually
inclined enough.
The following research questions will therefore guide this study:
Is there any role played by training in Human Resource
Management in RCCG?
How does the RCCG as a Religious Organization perceive the
contributions of training in her Human Resource Management?
Have the various training organslinstitutions succeeded in realizing
the training needs and objectives of RCCG?
How appropriate are the various modes of training used by the
RCCG in enhancing her training needs?
To what extent has RCCG utilized her trained Human Recourses?
How does the lack of training affect the objectives of the RCCG?
8
(vii) Are there impediments that hinder the recognition and appreciation
of training in human resource Management in RCCG?
OBJECTIVES OF THE STUDY
The broad objective of this study is to examine the role of training in
Human Resource Management in Religious Organizations in Nigeria
with Particular reference to the Redeemed Christian Church of God.
To ascertain the contribution of training in Human Resource
Management of RCCG
To determine the relative success of the various training
organslinstitutions of the church.
To identify the various training modes used in RCCG
To know the extent to which .RCCG utilize her trained Human
Resource.
To identify the effects of lack of training where applicable in the
organization.
(vii) To ascertain the various impediments that hinder the recognition and
appreciation of the role of training in RCCG
I .4 SIGNIFICANCE OF THE STUDY
The question of the role of training .in Human Resource Management in
Religious Organizations in Nigeria, and particularly in the Redeemed
Christian Church of God; is not only topical but of a high significance.
Basically, this study shall offer an operational framework to the various
religious organizations, on the options and strategies for enhancing
organizational growth, spread and general development.
Moreso, it will help to prioritize the long neglect of training in Human
Resources Management in terms of research and application.
Furthermore, apart from constituting orientational material for the
religious and non-religious public, especially those that think that the
introduction of managerial science in religious organizations, is tantamount to
'faithlessness' and 'worldliness;' the findings and recommendations would be
valuable in creating a new dimension for training in Human Resource
Management of these organizations.
1.5 SCOPE AND LIMITATIONS OF STUDY
The carrying out of this investigation on the role of training in Human
Resource Management in Religious Organizations in Nigeria is quite
cumbersome, considering the event of the proliferations of these
organizations in Nigeria. The differences in doctrine as well as the public
perception and acceptability of the various religions bodies have all
contributed in widening the scope. The choice of RCCG however, is to
champion the course of the medieval evolution of religious development in
Nigeria, as it stands mid-way for both the predominant orthodox and
Pentecostal religious organizations.
However the study restricted itself to the role of training in Human
Resource Management of the Redeemed Christian Church of God, because
of several limitations in understanding religious groups. Most of the
practitioners believe that these organizations are not researchable, because
of their 'Spirituality' nature. Even the formation of the topic was an invitation
to academic adventure. Consequently gathering information for this study
became very difficult as religious issues are not easily accessible and highly
confidential. During the interview and administration of questionnaires, most
of the respondents were of the view that, we had rather restricted our study
within the secular domain. To them, religious myths are beyond academic
analysis.
Worse still, most of the publications by religious organizations are not
very reliable, and as such, they have little or no scholarly authenticity. It was
also difficult to convince some of our respondents that this is just an
academic affair. Most of them reserved information because of fear of
exposure. All these however contributed in reducing the value of the work.
CHAPTER TWO: RESEARCH PROCEDURE:
2.1 BACKGROUND INFORMATION ON THE REDEEMED CHRISTIAN
CHURCH OF GOD (RCCG)
The Redeemed Christian Church of God was born and established in
1952 by the founder and former General Superintendent, Reverend Josiah
Akindayomi, through the inspiration and calling of God, and the vision of
words that appeared to the founder. Howbeit the founder later died in 1980
but was succeeded by the present General Overseer, Pastor Enoch Adejare
Adeboye on November 2, 1980. It has its National Headquarters at No 1- 5
Redemption Way Ebute Metta, Lagos and her Redemption camp (otherwise
referred to as Redemption City) at KM. 46, Lagos-lbadan Expressway,
Nigeria. Since its inception, the few parishes set up in Somolu, Oshogbo and
Ondo, have witnessed a remarkable explosion and have therefore spread far
and wide across the world. Apart from having over 2000 parishes in Lagos
state lone; the church is presently at all the 36 states and the federal capital
territory in Nigeria. On international scene, the church is present in other
African countries such as Cote Dl Ivoire, Ghana, Malawi, Zambia, Tanzania,
Kenya, Uganda, Gambia, Cameroun and South Africa. In Europe, the church
is spread in England, Germany and France. In the United States, there are
parishes in California, Dallas, Tallassee, Hoston, New York, Washington,
Chicago and also in the Carribean states of Haiti and Jamaica, among other
ongoing parish planting efforts.
On the decency and arrangement of the church, it is established on
certain visions, church organogram, Teachings of the church an various
training and execution institutions. The vision of the RCCG includes;
To make heaven
To take as many people as possible to heaven.
To achieve a & b above, without compromising holiness,
To take the gospel of Jesus Christ to the whole world and
To plant churches within five minutes walking distance in all nations,
cities, towns and villages on earth. However, to realize the above
visions
The following goals were also set;
To plant viable churches among unreached people groups.
To increase the church membership,
To increase trained workers in order to beef up present manpower
requirement, relevant to the completion of the task,
To mobilize the existing churches to an unprecedented missions thrust,
from local church level to international level,
To provide sufficient and regular financial support base for missions
work.
To engage in an aggressive cross-cultural missionary programme, and
To mobilize a sustained prayer support.
Secondly, the church organogram is so formally arranged as to what
obtains in the public and private sector organizations. A graphical
representation of the church organogram could be seen below;
THE ORGANOGAM
THE TRINITY
THE GENERAL OVERSEER
THE GOVERNING COUNCIL
THE DEPUTY GENERAL OVERSEER
THE MOTHER IN ISRAEL
THE ASSISTANT GENERAL OVERSEERS
(ADMINISTRATION, FINANCE, CHURCH GROWTH, FAMILY AFFAIRS,
SPECIAL DUTIES AND RESEARCH /EDUCATION)
THE ELDERS
ASSISTANT ELDERS
SECRETARIES
STATE COORDINATORS, DIRECTORS, ASSISTANT SECRETARIES
PROVl N C IAL (STATE) PAST0 RS
ASSISTANT PROVINCIAL PASTORS
ZONAL PASTORS
AREA PASTORS
PARISH PASTORS
ASSISTANT PASTORS
DEACONSIDEACONESSES
MINISTERS
THE CONGREGATION
THE NEW CONVERTS
(Adopted from Olusegun 6. (1999) in 'The Tree Clap Their Hands', Lagos:
El-Shalon Publishers)
Thirdly, the teachings of the Church covers the following sub themes;
The Bible, God, Jesus Christ, The Holy Spirit, The Trinity, The Devil, Man,
Repentance unto God, Restitution, Justification, Sanctification, Adoption,
Water Baptism, Baptism of the Holy Spirit, Prayer, Divine Healing, Laying of
Hands and Anointing the sick, worldliness, swearing and cursing, Reference
to Parents and Authority, Church Authority, Debts, Our Garments, Holy
Matrimony Correct MarriagelDivorcel Re-marriage, Tithes and offerings,
Prophecy in the Church, Church Discipline, Holy Communion or the Lord's
supplier, the Church of God, Dedication or separation, the Dead in Christ,
Resurrection. The Second Coming of Christ, the Tribulation Period, the
Millennia1 Reign, Satan in Prison and the Coming Judgments.
Finally, the various training and execution institutions include:
The Redeemed Christian Bible College (RCBC) The Directorate of Christian
Education (DOCE), The School of Disciples (SOD) the Redeemed Christian
School of Missions (RCSOM), among others.
Therefore, in carrying out all these, the RCCG made a declaration that,
she recognized the challenge of taking the gospel to all people, tribes and
tongues in Nigeria, Africa and beyond, especially the unreached people
groups, and the challenge posed by social and economic problems. These,
the organization also believe, could be ameliorated by training programmes
for her work force.
2.2 LITERATURE REVIEW:
There is however, an avalanche literature on the concept of Human
Resources Management and a limited of them on the role of Training as an
aspect of the responsibilities of Human Resources Management, especially
in the Religious organizational sector. Be that as it may, only a limited
number of literatures is reviewed and focused on the following sub-themes;
(a) Conceptualization of Human Resources Management.
(b) Training in the Human Resource Management.
(c) The Religious Organizations in Nigeria, and
(d) Training policies in the Redeemed Christian Church of God.
2.2.1 CONCEPTUALIZATION OF HUMAN RESOURCE MANAGEMENT:
According to Storey (1 995), Human Resources Management is defined
as "a distinctive approach to employment management which seeks to
achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, using an integrated array of cultural.
Structural and personal techniques". He maintained that the Human
Resources Management is similar to the more conventional concepts of
personnel management, but differs in three imported respects.
First, that Human Resources Management emphasizes the strategic
role of personnel in managing organizational change, because organizational
development is no longer a discrete activity, separate from personnel
management.
Secondly, that Human Resources Management integrates human
resources considerations to overall organizational strategy which now
involves line management. This is because human resources management
makes the important assumption that it is the quality and development of
human resources that gives any organization its competitive edge, whether in
the public, private, or voluntary sector.
Thirdly, that instead of the preoccupation of personnel management
with the administration of personnel rules for performing the three folds
functions of personnel utilization, motivation and protection; human resources
management focuses on securing employees commitment to organizational
goals through a consensual development of an organizational culture,
devolved responsibility, and empowerment. Storey therefore pointed out
that Human Resources Management focuses on six major interrelated policy
areas:
(1) Management of change
(2) Organizationljob design;
(3) Recruitment, selection and socialization;
(4) Appraisal, training and development;
(5) Reward system; and
(6) Communication.
However, he noted that it is evident that activities undertaken in one area
have an impact on each of the others. According to him also, the existing
literature on human resources management shows that most of the
techniques and tools that are widely used for achieving effective human
resources management are largely borrowed from the private sector. And
that both the public and private sectors accept the need to ensure the safety
of their employees, to provide satisfactory welfare services, and to establish
working corrections that will attract good quality personnel.
Secondly, according to Frank (1994) as quoted in Onah (2003:5)
Human Resources Management is a series of activities in which the job, the
individual and the organization all interact as each develops and changes. He
further identifies two major activities within the human resource area. The first
is concerned with the recruitment, selection, placement, compensation and
appraisal of the human resource. This group of functions is usually referred to
as personnel or human resource utilization. The other group of functions is
those directed at working with the existing human resources in order to
improve their efficiency and effectiveness. The activities are designed to
enable the existing members of the organization to assume new roles and
18
functions. Those activities are concerned with human resources
development.
In another dimension, it is pertinent to observe that Human resource
management is expected to perform certain functions which among
others include, broad areas of labour economics, organization behaviour,
motivation, training, collective bargaining, labour laws, income security and
personnel administration (Onah 2003). As cited by Onah (2003:lO) Dale
Yode of the Graduate School of Business, Standard University defined the
functions of human resource management as follows:
Setting general and specific management policy and employment
relationships and establishing and maintaining a suitable organization
for collective bargaining.
Staffing and organization in the areas of funding, getting and holding
prescribed types and members of workers.
Aiding the self-development of employees at all levels, providing
opportunities for personnel development and growth as well as
requisite skills and experiences,
lncentivating through development and maintaining motivation in work,
Reviewing and auditing the workforce and management in the
organization and
Industrial relations research, carrying out studies designed to explain
employee's behaviour and thereby improve staff management.
These functions as described by Yode, Onah (2003), noted, are of prime
importance in all organizations, but the large and more complex an
organization becomes, the more complicated the problems and
responsibilities of personnel and training management become. Onah (2003)
again maintained that these activities are carried out in a political, social,
legal, economic, physical, cultural and technological environment, which
makes it difficult to produce one general interpretation of what human
resource management actually means in theory and practice, as there is a
shift away from the traditional industrial relations based personnel
management towards new techniques which is now labelled as Human
Resource Management. performing strategic and operational roles. In view of
this, Onah made a comparison between personnel management and Human
Resource Management approach and this is represented below,
Personnelllndustrial Relation
Advisory and Administrative
--
Personnel activity in the organization is-
marginalized and not seen as central to the
corporate plan. --
Few Personnel Director on the Board.
---- Personnel as a mediating role between
management and the work force
Emphasis on written rules and procedures
Collective rewards and benefits. --
Tightly defined jobs
Conflict built into the system by collective
bargaining and negotiation
A command and control management
Human Resource Management
Strategic - - - . . . - - - - . - - -. . - The organization is fundamentally
linked to the corporate plan.
Human Resource Director is
essential on the board.
Human Resource Management as a
central management role. -- --
Flexibility more important than
systems.
Individual rewards and benefits.
Loosely defined jobs.
Conflict minimized through
consultation and participation.
A team-based management system.
Source: Adopted from Onah (2003:8)
In another view, Mathis and Jackson (1997) see human resource
management as the design of formal systems in an organization to ensure
the effect and efficient use of human talent to accomplish organizational
goals. In addition, most organizations are becoming more complex in nature
and, therefore, leaders in these organizations are expected to have greater
technical competence and a better understanding of human behaviour. They
maintained that, organizational human resources have become of strategic
interest to upper management recently because the effective use of people in
organization can provide a competitive advantage. It is therefore easily
recognize as the most important of the resources required for the production
of goods and services and is also the key to rapid socio-economic
development and efficiency.
2.2.2 TRAINING IN THE HUMAN RESOURCE MANAGEMENT:
This sub-theme shall cover the views of scholars on the objectives,
needs, roles, contents, methods, etc. of training in the Human Resource
Management in Nigerian organizational setting.
Accordingly, Onah (2003:127) sees training as an organized and co-
coordinated development of knowledge, skills and attitudes needed by an
individual to master a given situation or perform a certain task within an
organizational setting. It is the process that develops and improves kills
related to performance. He maintained that, staff training and development
come under the preview of personnel functions in most organizations,
especially public organizations. And that the importance of staff training and
development in any organization is clear, if we recognize the fact that the
structure that sustains it depends on the individuals that operate the
structure. In other words, training on the job and some form of in-service
training are examples of training being designed or intended to develop the
knowledge and expertise, greater confidence, and a higher degree of
performance.
However, the principal intention of training according to Akpan
(1 982:l28), is to equip people with the knowledge required to qualify them for
a particular position of employment, or to improve their skills and efficiency in
the position they already hold. In his own observation of the Nigerian
situation, Akpan stresses the need to specialized training and professional
specialization but also on pre-and post-entry training in methods and
techniques of administration for newly recruited permanent members of staff
and those already serving. He goes further to postulate that public
administration cannot be a matter for everybody and anybody, thus
emphasizing the need for training and development.
Moreso, McGehee and Thayer (1961) hinged their definition on the
theory that training is a sub-system within the total system of the enterprise's
management. They, therefore, see training as the formal procedures which
an organization uses to facilitate employee's learning so that their resultant
behavior contributes to the attainment of the organization's as well as the
individual's goals and objectives.
Furthermore, effective training programmes according to Blum and
Naylor (1 976) can result in increased productivity, reduced labour turnover,
and greater employees satisfaction. They should include all employees from
factory workers to executives and apply not only to in experienced workers
but also to experienced workers that are new to the enterprise. Blum and
--5a'- Naylor also noted that a training programme should also include those who
are promoted to higher-level jobs and the periodic retraining of present
employees by means of 'refresher' courses. 1n.this direction, McCormick and
Tiffin (1 977) categorize training programmes in organizations into four forms!
namely orientation training, on-the-job-training; off-he-job-training, and
individual training needs of the staff in organizations.
McCormick and Tiffin believe that. training needs differ from group to
group but generally tend to fall two groups which more or less blend into each
other. First, that there is the need to provide specific job training, especially
for new employees and sometimes for present employees who are deficient
in job performance. Second, that there is the need in most organizations to
provide training or a personal development nature that will contribute to the
longer-range effectiveness of the individual's in question. McCormick and
Tiffin also enumerated a wide spectrum of training methods, audio-visual
aids, simulators and training aids, human relations laboratory training, case
method, role-playing, management games, programmed instruction, and
computer-assisted instruction.
Writing on staff development and training of personnel in organizations,
Ubeku (1975) notes that employees who have not receive adequate training
before being assigned responsibilities lack the necessary confidence with
which to carryout that jobs. He then suggests that an employee should be
helped to grow into more responsibility by systematic training and
development so that he will be confident enough to carryout the responsibility
of the job. This according to him, is because training increases the
employees belief that he knows what is expected of him regarding his job, the
knowledge of which enables him to originate ideas as to how best to carryout
the tasks of the job.
Conversely, those untrained tend to cling to methods they where
shown the first time they took over the job and are frightened at doing the
job in a different way because something might go wrong, and they cannot
afford to take the risk.
Ubeku regrets that the training and development of staff in the public
sector focuses essentially on the office cadre to the neglect of any discernible
systematic training programmes for clerks and other grades of workers.
Interestingly too, Nwachukwu (1988: 121) believes that, the lack of
training is dysfunctional to organizational performance, and therefore
adequate care should be taken to recognize when training is needed. He
however, maintained that indications that employees in any organization
require training are the following factors;
Lack of interest in one's job
Negative attitude to work
Low productivity
Tiredness
Excessive absenteeism rate
Excessive complains
High rejects or low quality output
High incidence of accidents and
Insubordination
Again, Hart Lois (1 991) maintained that training must be appropriately
designed, and implemented to meet specific performance needs. It is the
process of developing an individual in order to increase his standards of
performance within a given job, vocation, trade or profession. He therefore
said that, training methods are the essential ingredient in ensuring that the
objective of a training programme is met. He enumerate certain training
methods to include, Lecture, Discussion, Case Study, Role Play, In Basketlln
Tray Exercise, Exercises, simulation, management games etc.
In furtherance o' the above looking at training as a means of Human
Resource Development, Johns (1 981) described training as a 'change agent'
which its purpose is to effect a change in knowledge, skills and attitude.
Training
encompa
is oriented towards job
sses those acts events and
requirement. Therefore, training
sessions in which people engage to
improve their performance in specific job-related tasks. Fagbemi A. (1992) in
a like-mind refers to training as 'an organizations efforts to improve a
person's ability, skills and knowledge required to perform on the job'.
Fabgbemi agrees that training should be job oriented and should result in
observable change in t k behaviour of the trainee as it increase his ability to
perform his duties. The achievement of such an objective however, could
only be known through evaluation of training programmes conducted.
From these report, training is a continuous exercise that should
incorporate the following;
- Assessing training needs;
- ploughing back the trained employees so that they can apply their new
skills and knowledge.
- selecting the most appropriate person for training.
In other words, many of the writers on the above subject matter come out
with the conclusion that, the need for training and general development of the
human resource in an organization cannot be over-emphasized. Hence, it's
supposed place at the bottom of their priorities'.
2.2.3 THE RELIGIOUS ORGANIZATIONS IN NIGERIA
In Nigeria there are several religious organizations which have been
part and parcel of socio-economic and political development in Nigeria.
Basically we have three major types of religious organizations in Nigeria;
namely; Islamic Religion, Traditional Religion and Christian Religion. Others
that exist here and there in small size also include organizations like Ogboni
Fraternity, the Rosicrucian Order (AMORC), Jehovah's witnesses Grail
Message and Eckanka.
However, in this work more emphasis would be layed on Christian
Religion, especially because our case study is found within Christian religion.
The advent of Christianity in West Africa and Nigeria in particular could
be traced to the arrival of freed slaves (from Scotia, Britain, Jamica, Tobago
and the United States of America through Freetown in Sierra Leone to their
homelands. In the process of captivity, slavery and freedom, a greater
number of the freed slaves came in contact with Christianity and Western
Education. Some of them went to Missionary Schools and became
missionaries. According to Oshitelu (2002:57), it was these returnees or
captives, who felt they missed the spiritual ministrations that they had
themselves enjoyed in Sierra Leone that sent urgent request for Christian
leaders to join them. So spiritual isolation of captives made them to ask for
missionaries, firstly to minister to them and secondly and importantly too, to
minister to their heathen brethren who had sold them into slavery.
This situation soon became an important concern for the leading
missionary societies in Sierra Leone who in conjunction with the white
mission~ries and their supporting home countries brought Christianity to
Nigeria and other West African countries. For examples, Oshitelu (2002)
maintained that the Wesleyan Mission in Sierra Leone sent Rev. Thomas
Birch Freeman to embark upon missionary activities in Badagry and
Abeokuta while Rev. Benny Townsend was sent to do the same for the
church missionary society (CMS).
Another name to be ascribed to Christian religion is what we call today
as churches. So, other churches that brought Christianity to Nigeria include
the Anglican and the Baptist Missions. Apart from these, some indigenous
church were also established in the late 17t%entury. As Oshitelu (2002:110)
reported, Ebenezer Baptist Church established in 1888 in Lagos, African
Methodist Church Ikeja, Lagos 1891 and the Bethel African Church, Lagos,
1901, among others sprang up as a result of disagreement and contentment
with the European mission churches. Since then, relicjous organizations in
Nigeria has experience a high rate of depletion and segregation particularly in
the Christian churches. Today, Christian religious organizations in Nigeria
can be categorized as Catholics, Protestants or the Pentecostals.
Generally, the Religious Organizations in Nigeria are geared towards
bringing the knowledge of spirituality to the physical man, intervening/solving
human problems, helping to achieve peaceful and prosperous society and
preparing people for a home outside the present world among other things.
It is no longer a doubt that naturally all the religious organizations
pursue similar goals. The Islamic religions, traditional religion as well as the
Christian religion are all prone to growth, spread and development.
Basically, such features as structuring of a church for growth and
delegating responsibilities, managing church finances, team building and staff
management, strategic management and church organizational structure,
time management, advertising the church and maintaining church properties,
communication and crises management, among others are shared in
common among those organizations especially the Christian religion in
Nigeria.
The development as seen has been rapid particularly in the Christian
religion than others. The late 2oth century saw a more tremendous growth and
development of churches (religious organizations) and this was when our
case study: - The RCCG was found (1952). Generally too, all these growth
and development would not have been possible if not for the dynamism in the
activities of the Human Resources found in those organizations. There is also
no doubt that over the times, these Human Resources must have undergone
various training in order to meet up with the exigencies of time.
2.3 OPERATIONALIZATION OF KEY CONCEPTS:
(1) HUMAN RESOURCE:
This is an organizational input that refers to the human effort or the
labour engaged in the realization of the organization's objectives. It
refers also to the manpower, employee, staff, or the personnel of an
organization. Both the private, public and religious organizations make
use of this resource.
(2) MANAGEMENT:
This is a body of persons or the management personnel that sees to
the realization of the objectives of an organization through planning,
organizing, directing and controlling the various resources of an
organization for optimal utilization.
(3) ORGANIZATION:-
This is a structural-functional set-up, private, public or religious, that
pursues a given objective through .the employment of resources by the
management. It is an entity with goals and objectives.
(4) RELIGIOUS ORGANIZATIONS:
These are organizations that combine both the qualities of the private
and public sector organizations, but basically pursue religious or
spiritual matters of her members. They derive their power from the laws
written in the holy books or handed down to them from their traditions.
They venture into the metaphysical and try to make a correlation with
physical aspects of their members in a view to better their lots. Their
ultimate goal, is to assist and take their members to the paradise or the
next world, that is entirely outside the present world.
(5) TRAINING:
This is the process through which skills, knowledge, experience,
expertise among the others, is acquired in order to enhance the job
performance and efficiency in an organization. This process can take
place at any point in time, depending on the identification of the training
need in an organization.
(6) JOB ANALYSIS:
This is an exposition of the purpose, scope, duties, and responsibilities
of a particular job. As a technique, it is used in recruitment, selection,
promotion, appraisal, job evaluation and training.
(7 ) PERFORMANCE APPRAISAL:
This is a review of an employee's performance in his or her job. It is a
formal and systematic assessment and is usually made in a prescribed
manner at a given time. It is used for wage determination,
determination of training needs, and motivation.
(8) ORGANIZATIONAL AVALYSIS:
This refers to the process through which the effectiveness of an
organization and its success in meeting its goals and analyzed to determine
where differences exist-members of a department with a high turnover rate or
a low performance record, who might re,quire additional training.
(9) SURVEY OF HUMAN RESOURCES:
This refers to a situation where Senior Personnel as well as Junior
Personnel are asked to describe what problems they have in their work
place, and what action they believe is necessary to solving them.
2.4 METHOD OF DATA COLLECTION
In research work like this, the method of data collection refers to the
various means by which pertinent data were collected, to enhance the
findings and general goals of the research.
However, in this r-;t~~dy we adopted both the primary and secondary
methods of data collection. The primary source consists of the questionnaires
and oral intewiewsldiscussions. The questionnaires were administered to
selected pastors, ministers and workers of RCCG at the National
Headquarters through simple random sampling technique. It was structured
into two sections:- the personal data of the respondent, and the assessment
of the perception of the personnel on the'rale of training in Human Resources
Management in Religious Organizations and particularly in RCCG.
On the other hand, the oral interview/discussion was used to ascertain
a direct contact with some key players in the administrative work of RCCG.
The secondary sources consist of documentations in books, the RCCG
comprehensive compendium and source books, Religious Magazines,
Newspapers, Journals, official documents and records of RCCG, among
others.
2.5 METHOD OF DATA PRESENTATION AND ANALYSIS
The data collected through the primary sources were statistically
worked out. The frequencies of the responses from respondents were worked
out and the percentages calculated. The Likert scales were used to ascertain
the extent of agreement or disagreement of respondents to the questions
raised. The rating scales ranges from Strongly Agree, Agree, Disagree and
Strongly Disagree, No Idea. With a work force of about 10,000 personnel
Nationwide; 10% of this population were selected as respondents to the
questionnaire (1 000 persons) therefore a total of 1000 questionnaires were
administered to the respondents; consisting of 500 questionnaires for the
pastors, out of which 165 were not returned, leaving us with 335
respondents; 300 questionnaires for the ministers, out of which 80 were not
returned, leaving us with 220 respondents, and 200 questionnaires for the
workers, out of which 20 were not properly completed, leaving us with 180
respondents. Thus, the analysis and findings, was based on the valid and
returned questionnaires (735 responses and respondents).
CHAPTER THREE: FINDINGS AND DISCUSSION
This chapter presents the analysis and findings from the questionnaire,
which covered both the personal data of respondents and their responses to
the research questions. On the other hand the findings from our documentary
analysis on the training policies in the Redeemed Christian Church of God
shall also be presented
Frequency tables and percentages shall be presented, to help simplify
the statistical figures.
QUESTIONNAIRE SECTION ONE:
PERSONAL DATA:
The findings obtained from the questionnaire could be deduced from
the following frequency tables.
Table 1 shows present department of respondents
Administration --
TraininglTeaching -- - -.
Electrical1 Technician - 2.2 Usher 0.8 chorister 0.5
-
Praver warrior I 16 I 2.2 I Securitv I 27 I 3.7 I
Frequency -- 499
There are about eight departments in RCCG in which the respondents
operate. This includes Ministry, Administration, TrainingPTeaching, Ushers,
Choristers, Prayer Warrior and Security. The greater number of respondents
Percentage -- 67.9
is from the Ministry with 67. 9%; followed by TraininglTeaching with 12%
while Administration is 1O0/0.
Table II, shows the present ranklposition of respondents. I Position I ~ r e ~ u e n c ~ I Percentage 1
- I pastors 335 I- 45.6 1 1 Ministers I 220 1 29.9 1 1 Workers 1 180 I 25.5 I 1 L 1 ----- I Total 735 I ~ 0 0 . 0 I
The Personnel of RCCG are categorized into three ranks. The first
and highest is Pastor followed by Ministers and then the workers. The greater
number of respondents is the senior staff known as Pastors. A total number
of 335 respondents are in this category with 45.6% followed by Ministers with
29.9% and then the workers with 25.5%.
Percentage
-- -- 58.5 Part time 32.1 - --
9.4 735 100.0 --
From the table Ill above 430 respondents representing 58.5% are full
time staff while 305 representing 41.5% are part time and volunteers.
Table IV -- shows - - - the academic qualifications of respondents. Qualification r x Y ~ ~ ~ e r c e n ~ ~ - .- -- - -- - -
. . I .
WAECIGCElEquivalent -- - -. -- - - .-
NCElONDl Equivalent - -- -- . - -- - - - - - -. - BSCIHND & Equivalent - .- - - - - - - - -. - . . .. . --- -- - - -. . - -- - - - - . - . -. - - - . . -. -
M.SC. MA/ Equivalent 13.5
1 Total 1 735 -- L 100.0 J
From table iv above, a greater number of the respondents (378) are
those with higher degree (B.Sc./HND and above) representing 60.5% which
means the research questions were well understood.
Table V shows the length of service
Length of Service I Frequency
16-20
21 &above
Total 735 -
Percentage I
From table v above 451 respondents representing 61 % have worked in
the RCCG for 5 years and above meaning that the responses are authentic.
Table VI shows the participation of respondents on any formal training
in RCCG --
Participation I Frequency I percentage7/
-- ---. -- - - Total 1 735 ---I I 00.0
Yes
No
QUESTIONNAIRE SECTION B:
Responses to Research Questions
734
1
99.9
0.1
This section analyzes the responses of the respondents using Likert
scale and simple percentages, represented in a frequency table. The
analyses were directed at validating or disapproving the questions. About
three sub-questions/statements requiring responses from the respondents,
were used for analysis, and to reach the various percentages.
RESEACW QUESTION ONE;
In testing and analyzing Research Question one, which reads thus; Is
there any role played by training in Human Resources Management in
RCCG? Three subs - questionsl.statements was advanced.
Statement i read;
Training is necessary for the realization of the goals and objectives of
Religious Organizatiors.
The responses are represented in table VII below
Response
Strongly Agree
Agree I 160
Disagree I 6
No idea I 3
Strongly disagree
Total I 735
- --
I
Percentage
76.9 4
From the above table about 98.7 percent Agree and Strongly Agree to
the statements, 0.4 percentages had no idea, while about 0.9 percent is on
the category of Disagree and Strongly Disagree. With these percentages, the
above sub-questionlstatement is validated.
Statement ii reads;
Training is crucial for the existence, continuity, survival and
development of religious organizations. The responses are represented in
table Vlll below;
I Responses 1 rrequency I Percentage I 1 Strongly Agree I 531 I 72.2 I
From the above table, about 97.6 Agree and Strongly Agree for the
Agree
Disagree --
Strongly disagree -
No idea
Total
statement 0.7 percent had no idea leaving about I .7 percent as disagree and
strongly disagree responses. Based on the above, we therefore validate the
-- - 181
I 0
2
5 -
sub-questionlstaternent.
25.4 -
1.4 - 0.3
0.7
Statement iii Reads;
Training guarantees staff confidence in carrying out their . responsibilities in religious organizatio'ns. The responses are represented in
735
table IX bellow;
100.0
I Responses I Frequency . I Percentage I 1 Strongly Agree I 482 I 65.6 I
31 -2 --
Disagree 1.9
Strongly disagree - .-
No idea
From the above table, about 96.8 percent Agree and Strongly Agree to
-1 Total 735
the statement, 1 .I had no idea, while about 2.3 percent disagree and strongly
-- 100.0 I
disagreed. We there fore validate the statement.
RESEARCH QUESTION TWO
Secondly in testing and analyzing research question two which reads thus:
How does the RCCG as a religious organization perceive the
contributions of training in her human Resource Management? Three subs -
questionslstatement was advanced.
Statement i read;
Training exposes the staff of RCCG to new ideas, techniques and
strategies of carrying out their responsibilities. The responses are
represented in table X below;
/ Response I Frequency I Percentage I 1 -- 1 Strongly Agree 453 61.6 1
Agree
p rong l y disagree -1 6 --I 0.8
253 1 34.4
Disagree 1 - 6
I No idea I 17
0.8 1
From the above table about 96 percent Agree and Strongly Agree, 2.3
had no idea while only about 1.6 percent Disagree and Strongly Disagree.
With the above percentage, we therefore validate the statement.
Statement ii Reads;
The training programmes in RCCG are responsible for the growth,
spread and development of the church. The responses are represented in
table XI below;
/ Agree
Response
Strongly ~ ~ r e e - F 1 Disagree
Frequency --
327
1 Strongly disagree
No idea --t 34
I Total
Percentage I
From the table above about 80.7 percent Strongly Agree and Agree to
the statement, 4.6 percent had no idea, while about 14.7 Disagree and
Strongly Disagree. We therefore accept the statement.
Statement iii Reads;
Training eliminates stagnation and frustration in Human Resource
Management of RCCG. The responses to the above statement are
represented in table XI1 below;
Frequency Percentage --
323 43.9
1 Disagree 1 50 I 6.8 ! Strongly disagree ' l l z l
- / Total I 735 I 100.0 I
From the table above, it is still obvious that about 84.9 percent
responded to strongly. Agree and Agree, 6.4 had no idea while about 8.7
percent responded to disagree and Strongly Disagree. With this percentage,
the above statement is validated.
RESEARCH QUESTION THREE
Thirdly, in testing and analyzing Research question three, which reads
thus; have the various training organslinstitutions succeeded in realizing the
/ Response Frequency Percentage --
Strongly Agree -
Agree
1 Strongly disagree
I No idea
From the table above, it is obvious that about 88.8 percent responded
to Strongly Agree and Agree, 4.5 had no idea, while only 6.8 percent
responded to, Disagree and Strongly Disagree. We therefore accept
statement.
Statement iii Reads:
The various trailing organslinstitutions of RCCG have reduced
problem of shortage and inefficient stafflpersonal. The responses to
above statement are represented in table XV below;
Response
Strongly Agree
Agree
Disagree
Strongly disagree
No idea --- - -- --
Total
Frequency Percentage
the
the
the
From the table above, about 75 percent responded to Strongly Agree
and Agree, 8.6 percent had no idea while 15.4 percent Disagree and Strongly
Disagree. Invariably; the statement is also accepted.
RESEARCH QUESTION FOUR
Fourthly, in testing and analyzing research question four, which reads
thus; how appropriate are the various modes of training used by the RCCG in
enhancing the training needs? Three sub-questions or statements were
advanced;
Statement i Read;
The various training modes of RCCG are suitable and appropriate to
her training needs. The responses are represented in table XVI below;
-1 I my Agree 279 38.0
I Disagree 7.8 -- - -- -- -
! Strongly disagree I
0.7
From the above table about 86.6 percent Strongly Agree and Agree to
the statement, 5.0 percents had no idea while only 8.5 percent, Disagree and
Strongly Disagree to the statement and with the percentage above, we
accept the statement.
Statement ii Reads;
The various training modes are directed towards both old and new
employees.
The responses are given in table XVll below;
1 Response I Frequency I Percentage
1 Strongly Agree I 303 I 41.2
I Agree --
I Disagree 6.0
1 No idea I 77 I 10.5
/ Total I 735 I 100.0
From the above table, it is obvious that about 82.7 percent Strongly
Agree and Agree to the statement, 10.5 had no idea, while about 6.8 percent
responded to Disagree and Strongly Disagree. With the above, we therefore
accept the statement.
Statement iii reads;
The various training modes are adequate to prepare the Pastors, Ministers
and workers for effective service delivery. The responses are represented in
table xviii below;
/ Response I Frequency
1 Strongly Agree I 391
Agree 279
I Disagree I 38
1 Strongly disagree I 7
/ No idea I 20 -- I Total 735
Percentage
From the above table, while about 91.2 percent resounded to Strongly
Agree and Agree, 2.7 had no idea, 6.2 percent responded to disagree and
strongly disagree. We therefore, accept the statement.
RESEARCH QUESTlON FIVE
Fifthly, in testing and analyzing Research Question five, which reads
thus: To what extent has RCCG utilized her trained human resources, three
sub-questions or statements are hereby presented?
Statement 1 Reads;
Once you are trained in RCCG, you can be employed by the mission. The
responses are represented on table XIX below;
Response ( Frequency ( Percentage I Strongly Agree
Agree -----2@5 I 40.6 I 7
Disagree - 1 8 - 1 I I .7
t --
strong& disagree -I- 25 3.4
No idea I 8 1 1 11 .O 1 - I-- - - - - - --
Total 735 100.0
From the table above, about 73.8 percent responded to Strongly Agree
and Agree, 11.0 percent had no idea, while about 15.1 percent responded to
Disagree and Strongly Disagree. We therefore validate the statement based
on the percentage.
Statement ii Reads;
Trained and experienced staff of RCCG enjoys rapid promotion and
fringe benefits. The responses are represented in table XX below;
Response -y ---
Strongly Agree 26.8
----j-265 1 Agree 36.5
Disagree i 95 A I 12.9
Strongly disagree 1 22 I 3.0
No idea
other
From the tg ble above, about 63.3 percent responded to Strongly Agree
20.5 had no idea, 15.9 percent responded to Disagree and Strongly
Disagree. It is still obvious that the percentages that agree are more, so we
accept the statement.
Statement iii reads;
Top managerial and 1.eadership positions in RCCG are entrusted in
the hands of staff trained within the organization.
The responses are given in table XXI below:
-- Response
Strongly Agree
No idea I 90 I 12.2
Strongly disagree 1- 14 .
Total 1 5 -1 '1 00.0
Frequency
327 .
1.9
From the above table, 79.7 percent responded to Strongly Agree and
Agree, 12.2 had no idea, while 8.0 percent responded to Disagree and
Strongly Disagree. With the above percentage, we validate the statement.
RESEARCH QUESTION SIX
Percentage
44.5
Sixthly, in testing and analyzing research qwstion six, which reads thus; How
35.2 --
6.1
Agree
Disagree
does the lack of training affect the objectives of the RCCG? We advanced
three sub-questions or statements.
259
45
Statement i read;
Unirained staff of RCCG violates the rules and regulations of the
Church. The responses are represented in table xxii below;
I Responses I Frequency Percentage I I -
Disagree 9.7 - --
Strongly disagree 3.3
- Agree
No idea I-- 15.4
33.9 Strongly Agree
-I 735 -1 -
-- Total 100.0
249 '
278
From the above table, about 71.7 percent responded to Strongly Agree
and Agree, 15.4 percent had no idea, while about 13.0 percent responded to
Disagree and Strongly Disagree. With the above percentage, we accept the
statement.
Statement ii reads;
Lack of training breeds confusion and stagnation in RCCG. The
responses are represented in table xxiii below;
37.8
/ Responses I Frequency I Percentage I
1 Strongly disagree I 40 I 5.4 I
219 4 ' l o . ' . -
Disagree
I No idea I 89 I 12.1 I
29.8 - .
14.7
1 Total I 735 I 100.0 I
From the table above, 67.8 percent responded to Strongly Agree and
Agree, 12.1 had no idea, while about 20.2 responded to disagree and
Strongly Disagree. With the above percentage, we accept the statement.
Statement iii reads;
Untrained Staff of RCCG introduces strange doctrine unto the system. The
responses are represented in table xxiv below;
manses I Frequency I Percentage
1 Disagree I 76 I 10.3 I
b o n g l y Agree
1 Strongly disagree I 32 I 4.4 I I No idea I 140 I 19.0 I
254
/ Total _1 735 100.0 I
34.6
From the above table, about 66.3 percent responded to Strongly
Agreed and Agree 19.0 percent had no idea, while 14.7 percent responded to
Disagree and Strongly Disagree. With the above information, we accept the
statement.
RESEARCH QUESTION SEVEN
Finally, in testing and analyzing Research Question seven, which read
thus: Are there impediments that hinder the recognition and appreciation of
training in Human Resources Management in RCCG?; We advanced three
sub-questions or statement to help us validate or disapprove it.
Statement i read;
Lack of finance is a major impediment in recognizing and appreciating
training programmes in RCCG. The responses are represented in table xxv
below;
1 Responses -age -7
1 Total I 735 I 100.0 I From the above table, about 32.8 percent respondent to Strongly
Agree and Agree, 23.8 responded to no idea; Disagree and Strongly
Disagree had about 43.4, therefore we reject the statement.
Statement ii reads;
Work load and lack of time hinders the recognition and appreciation of the
role of training in RCCG. The responses are represented in table xxvi below'
1 Strongly Agree 5 1 16.9 p%iGResp-
1 Agree ' I I 46 I 19.9 I Disagree 301 41 -0
Strongly disagree 122 16.0
Frequency
No idea 115 15.6 ---
Tota I 735 100.0
Percentage --I
From the table above, about 26.8 percent responded lo Strongly Agree
and Agree, 15.6 percetit responded to no idea; while 57.6 percent responded
to Disagree and Strongly Disagree. We also reject the statement.
Statement iii reads;
RCCG does not recognize and pay attention to training and human
resources development. The responses are represented in table xxvii below;
Responses I Frequency
Strongly Agree I 33
-1 -- Disagree 372
I
Strongly disagree I 195 .
Agree
No idea I 72
63
-1- Total 735
Percentage
From the above table, about 13.1 percent responded to Strongly Agree
and Agree, 9.8 percent responded to no idea; while 77.1 percent responded
to Disagree and Strongly Disagree. With the above information we reject the
statement.
3.1 TRAINING POLICIES IN THE REDEEMED CHRISTIAN CHURCH OF
GOD (RCCG):
Most religious organizations do not recognize the role of training in the
human resources development; talk more of articulating training and
development policies in a given document. Ordinarily, such a document
would enable a staff member to know his training entitlements in his or her
career of life. The much these religious organizations do, is to subject a
section of ,their workforce to attending Bible School or College before
becoming Pastors. As we shall shortly discern, there are other categories of
I, I d I aii113 1101 in most c~scs, and orri staff outside the Pastors, w o a so flee I
adequately planned for. All the same, while training and development can be
acquired privately by the human resources, it ought io be programmes that
are initiated by these organizations consequent upon identified staff needs
or the appreciation of the role of training to these staff.
Howbeit, the RCCG seems to understand more than so many of these
organizations, the role of training and this may have accounted for her
present widespread, growth, organizational and general development.
As matter of fact, the RCCG has experienced tremendous growth in
the last decade and this has placed a lot of strain on the manpower in terms
of strength and capacity to cope. The Mission has acknowledged that there is
a need to train and retrained its workforce on the field and in administration
for them to meet the challenges and complexities that arise due to the growth
of the Mission. It is considered imperative that the activities of the mission
must become more effective and efficient as they move closer to the day of
the Lord's and Jesus Christ's return to earth.
The burden by the mission to remain faithful servant and to commit
what has been committed to their hands by the Lord has led to the creation of
the Training Bureau for the mission.
THE TRAINING BUREAU
The Training Bureau of RCCG came into existence in August 1997.
The function of the Training Bureau is to co-ordinate activities of the missions
training organs, policies and programmes.
The Training Bureau which is headed by the Assistant General
Overseer (AGO) Research and education has three Directorates headed by
Directors in the Training Bureau namely:-
(a) Ministerial Training
(b) Christian Education
(c) Christian Leadership Training
TRAINING OBJECTIVES
It is the vision of the Training Bureau to organize induction courses,
symposia, seminars, wo'rkshops and conferences for new employees as well
as ministers already in the system, with the hope of achieving the following
objectives:-
(a) To equip ministers with management techniques that are in consonant
with Christian doctrines and practices.
(b) To equip ministers with biblical principles and concepts that is
consistent with Christian leadership today.
(c) To assimilate the new employee into the organization.
(d) To give the new employee an insight into what the person is likely to
meet in the work place.
5 5 b
(e) To help the new employee identify himselflherself with the goals and
aspirations of the organization. *
(f) To assist the new employee to be conversant with the rules and
regulations of the organizations.
(g) To enhance personnel effectiveness.
(h) To train ministers to rightly divide the word of God, minister in the
power of the Holy Spirit and to manage effectively the resources
placed in their care.
TRAINING INSTITUTIONS
The training institutions set up by the mission for the training of its
memberslemployees include the following:-
(a) The Redeemed Christian Bible College (RCBC).
(b) The Redeemed Christian School of Mission (RCSOM)
(c) The Directorate of Christian Education (DCE).
(d) The School of Disciples (SOD)
(e) and many others.
These training institutions policies and programmes are hereby
discussed.
THE REDEEMED CHRISTIAN BIBLE COLLEGE (RCBC)
The RCBC was found in 1980 with the following goals:-
(a) To cater for the spiritual man-power needs of the church
(b) To prepare people .for ministry through a rigorous set of norms and
wide curricular
(c) To train ministers all over the world to cope with the RCCG's global
spread.
(d) To provide a conducive and formal atmosphere for the teaching of the
basic tenets of faith and the complete and undiluted word of God.
(e) To provide adequate teaching in Bible Doctrines, Organization,
Administration and related subjects with emphasis on the validity,
content and teaching of the Bible as the foundation for a balanced and
wholesome Christian life.
Above all, the college purpose to assist the student develop a balanced
and wholesome personality, that is characterized by poise and confidence; a
personality which by the help of discipline from within, fits him to work with
others as part of a team, loyally submitting to superiors, pleasantly co-
operating with equals and graciously presiding over those who. are under
him. It started as a single campus but has increased to more than 90
campuses scattered all over the country and in other countries like Zambia,
Ghana, Lome in Togo, Cot.D71voire, Kenya, South Africa, United Kingdom
and Isreal.
Moreso, the RCBC offers the following courses.
(a) A 6-month Postgraduate Diploma in Theology for University Graduates
and equivalent only
A 12-month (Part-Time) Diploma for National Diploma and Certificate in
Education holders only.
An 18 -Month (Full-Time) Diploma in Theology for School Certificate
holders and above.
A 12 -month (Part -Time) Diploma in Theology for School Certificate
holders.
A 12 month Certificate in Theology for Primary School Certificate
holders and above.
All these programmes apart from the full-time programmes that is run
on the main campus; are run on the campuses all over Nigeria and others
abroad.
2. THE DIRECTORATE OF CHRISTIAN EDUCATION (DOCE)
The goal of Directorate of Christian Education is to train people in
Christ like culture. This culture is initiated by acquainting an enquirer with the
meaning as well as assurance of salvation and is continued till a saint grows
to the fullness of Christ. It provides training and instructions for people to
have a better understanding of God's word which in turn broadens their
knowledge of God and result in Christian character development.
Agencies of the Directorate are as follows:
(a) Sunday School
(b) Campus, conferences, conventions on Christian character building and
(c) House Fellowships.
Other functions of the Directorate are as follows:
It develops materials for House- Eellowships but does not co-ordinate
its running.
It has responsibility for effective, systematic and smooth running of the
Sunday School.
It is responsible for organization of Sunday School Teachers'
Conference and Quiz during National Convention.
It collates all messages at National Ministers Conferences.
A "Mass Adult Literacy Class" programme is being developed to raise
the literacy level of members.
THE REDEEMED CHRISTIAN SCHOOL OF MISSIONS:
According to Olusegun Bankole (1999) in 'The Trees Clap Their
Hands1- A photo Book on the Redemption and Comprehmsive Compendium
and Source Book on the RCCG, The Redeemed Christian School of Missions
(RCSM) with its Motto: "Training To Serve", was established in 1993 with its
main campus at Ede, Osun State of Nigeria. It also its Satellite campuses for
Tent-Making Missions Course in major cities of Nigeria. It is also inter-
denominational as if trains missionaries from other Christian Ministries and
churches, and also draws it lecturers same.
On the general admission requirements candidates applying to the
school, apart from being born-again Christians, must possess the following:
(a) Must have been a worker to his local church for 2 years,
Must be spirit-field and exhibit good Christian, character,
Must be physically fit,
Must have a clean record,
Must bring along a letter written by his or her pastor and also a letter
from the head worker of his or her church, stating that the applicant is
well known and is a good worker in the church.
Must sit for a writtenloral test prescribed by the Head of Department,
Must bring along a sponsorship letter from the sponsor church and
Must not be less than 18 years of age.
However, the training duratioq for the Diploma course is one full year in
which the student shall be awarded the Diploma at the school. Other training
programmes and services, include, operation Caleb and Church Leaders
Mission Schools, whose duration of training is three months and would lead
to the award of ordinary certificate of missions. In likewise, the short-Term
Missions Course and the Professional Tent.- Making Missions School are
four -months programme of weekend courses, which leads to the award of
certificate of participation. In what looks like a unique opportunity, the
Professional Tent-Making Missions School engages College graduates or
equivalent with occupational skills, who want to minister as tent-makers
(computer. specialists, Health Related Personnel, Business people,
Entrepreneurs, Teachers, Professors Athletes, Artists etc). The main aim
includes, to orient self to create acwss areas and tent-making opportunities;
to activates the ability to survive without outside help situation; to learn to
carryout cross-cultural evangelism and disciple people; to understand
Christian mission and learn how to approach other religions; and to learn to
adapt cross-culturally.
4. THE SCHOOL OF DISCIPLES (SOD)
This school started in 1985 and is-coordinated by the Training Bureau
of the Redeemed Christian Church of God. It has its motto: "Creator Works
than These1'. It is a school where Christians of all denominations learn how
to be a true and genuine Disciples of Jesus Christ, how to use the word of
God in the Bible for daily living and how to study to show oneself approval
unto God.
The purpose of School of Disciples includes the following:
(a) To produce disciples who would do the works of Jesus.
(b) To train dynamic soldiers of the cross for then and-times warfare.
(c) To equip faithful men who will in turn teach others.
(d) To impact basic teachings on every area of Christian living and service.
The school of Disciplines is currently running three programmes:
(i) Accelerated Discipleship Programme (ADP)
(ii) The 3-3-4 system.
(iii) The Regular Ten Years Programme
Accelerated Discipleship Programme (ADP): The ADP is one year
intensive special programme organized. for ministers and their wives. The
purpose of this programme is to train resource persons who will become
teachers and coordinators in the various Centres of School of Disciples within
and outside the country. This programme has one center in a state and it is
organized as needs arises.
The 3-3-4 System:
This is a fast track programme organized at Area Headquarters of the
Redeemed Christians Church of God for workers, members and none
members who want to become trained Disciples of Jesus Christ. The 3-3-4
system covers a period of three years. The first year is for basic course. The
second year is for secondary course, while the third year is for Graduate and
Post Graduate Studies.
The Regular Ten Years Programmes:
This programme is organized for those who are no t in a hurry. And
want to use more time to study in detail what those who enrolled in the fast-
track programme cover in three years. '
The entire Discipleship Training is made up of four sessions covering:
The Basic course, the secondary course, and the Post Graduate course.
Depending on which of the programme which you want to enroll in, the
academic content of the school runs over a period of Ten Years. While the
practical aspect runs for a life time. At the end of the Post Graduate Studies,
every Disciple is expected to go and reproduce himself or herself by
establishing School of Disciples Centres or by teaching others at any of the
existing centres.
However, the curriculum of the School of Disciples includes five basic
courses namely:
The Disciple (Know Yourself)
The Enemy (Know your enemy)
The Weapons of our warfare;
Manual labour and
Church Planting and converts
The school is meant for every born again and spirit-filled b eliever .
irrespective of denomination, educational level, job status or sex, who is
wiling to be a member of the Last Days Army of the Lord.
3.2 SUMMARY OF FINDINGS
Based on the research questions on this study and the above
presentation it was discovered that:
I .
.- 11.
-. . 111.
iv.
v.
vi.
vii.
There is a role played by training in Human Resource Management in
RCCG.
The RCCG has a good perception on the contribution of training in her
Human Resource Management.
To a large extent, the various training organslinstitutions have
succeeded in realizing the training needs and objectives of RCCG.
The various modes of training used by the RCCG in enhancing her
training needs are appropriate.
The RCCG has utilized her trained human resources to a reasonable
degree.
The RCCG recognizes the grave danger of lack of training.
The impediments arising from the recognition and appreciation of
training have not hindered the Organization.
However, the findings above to a great extent, corroborates the views of most
of the literatures reviewed. The findings are in agreement with the earlier
findings of this study. Such features as structuring of a church for growth and
delegating responsibilities, managing church finances, team building and staff
management, strategic management and church organizational structures,
time management, advertising the church and maintaining church properties,
communication and crises management among others are some of the
shared duties of religious organizations. The practice of the above ideals by
RCCG as indicated from our findings could be seen as the reason far the
increasing growth, spread and development of the church.
Many of the writers reviewed concluded that one of the main functions
of Human Resource Management is training and general development of the
human resources. And this guarantees the required confidence by the
personnel to carry out their responsibilities. From our findings, this idea has
been tapped by the RCCG as could by deduced from the responses.
CHAPTER FOUR: THE IMPLICATION OF FINDINGS
FOR ADMINISTRATIVE EFFICIENCY
This chapter seeks to interpret the findings made in the analysis of the
questionnaires responses. It will also relate this, as it affects the achievement
of administrative efficiency in Religious Organizations and RCCG in
particular.
Implications of the Findings to Administrative Efficiency:
This kind of academic investigation is hard to come by, as most writers
do not like to venture into religious myths. During the sourcing of materials
and administration of the questionnaires for this study; most people
commented that, we ought to have focused our investigation on secular
organization instead of religious groups. But one thing is very fundamental;
the religious organization is also a product of the society. Hence there is a
need for study of this kind.
In the last section it was observed that there is a role played by
training in Human Resource Management of RCCG, that the RCCG has a
good perception on the contributions made by training in her Human
Resource Management, that the various train'ing organs and institutions have
succeeded in realizing her training needs and objectives, that the modalities
for administering the training programmes have been appropriate, that the
RCCG utilizes her trained personnel, that RCCG recognizes the grave
danger of lack of training, and that the impediments arising from the
recognition and appreciation of training have not hindered the organization.
All these are responsible for the rapid growth, spread and development of the
organization across the globe today.
The implication of all these findings is that there is need for regular and
consistent t rai~ing and human resource development in Religious
organizations in Nigeria. Having realized' the grave danger of lack of training,
the RCCG should not look back or relent effort instead should beef up on
training and developing her human resources for ultimate result which
administrative effectiveness and efficiency. Secondly the various training
organslinstiti~tions of RCCG are to be commended for their strategic role in
Human Resourced training and development. They should however, hold on
to the acquired knowledge, improve upon same and engraved it on the minds
of the Pastors, Ministers and workers of the Organization. In the same
manner, the mode of training that have been instrumental to the realization
of the training needs should be maintained and improved upon for higher
level of effectiveness and efficiency.
Moreover, the trained human resources should be well motivated so as
to reduce the rate of labour turnover. When a h a b l e skilled labour are
motivated their performance will be excellent and there will be no room for
resigning appointment for greener pastures. More so, any form of impediment
arising from the realization and appreciation of training in the organization
should be removed.
On the other hand having seen the effects of training on the rapid
growth, spread and general development of RCCG, other religious
organizations in Nigeria should follow suit. They should prioritize training in
Human Resource Management that had long been neglected in terms of
research and application. Where training in Human Resource Management
had either been handled haphazardly or premised on a faulty diagnosis of
organizational training needs should now be handled with amount of
seriousness with a lot of time and money committed to it. Religious *
organizations in Nigeria should avail themselv2s of the operational framework
of the RCCG on the options and strategies for enhancing organizational
growth, spread and general development. Within the religious sector, it is no
longer in contention whether RCCG is the fastest growing church in this part
of the world or nation. And the secret for this increasing growth, spread
and development is drawn from her recognition and appreciation of the
role of training in Human Resource Management.
Most importantly, the implication of these findings is that the quality
and development of human resources gives any organization its competitive
edge whether in public, private or voluntary sector, the Human Resource
Management of Religious Organizations should therefore avail themselves of
the opportunity provided by various theories which pertains to training in
Human Resource Management; adopting these tenets will not in any way
erode the spirituality of personnel of these organization.
Therefore, this finding is an eye opener to the fact that Religious
organizations are researchable and that the adoption of management science
in the training of Human Resources by these organizations (as done by
RCCG) is highly valuable.
CHAPTER FIVE: SUMMARY, CONCLUSION
AND RECOMMENDATIONS
5.1 SUMMARY
It is important to reiterate that, this study was all about examining the
role of training in Human Resource Management in Religions organizations in
Nigeria, with specific reference to the Redeemed Christian Church of God
(RCCG). Attendant to the above broad goal, is the unraveling of the
contributions of training; the various modes and organslinstitutions used; the
extent of utilization of trained personnel; the effects of lack of training; as well
as the attendant impediments to a successful recognition and appreciation of
training programmes in RCCG.
However, the study was carried out under five chapters. Chapter one
covered the introduction or background to the study. Chapter two deduced
the background information about RCCG and reviewed the relevant
literatures on Human Resources Management, training alld religious
organizations in Nigeria. Chapter three presented and discussed the findings;
while chapter four interpreted the findings and related its implications to
administrative efficiency. Finally, chapter five summarized, concluded and
made relevant recommendations.
Moreso, in carrying out the research both the primary (questionnaires
and interviews) and secondary (documentary analysis) methods of data
collection were used. The findings therefrom revealed that training plays
important role in Human Resource Management in RCCG; that RCCG
appreciates positively, the contributions of training through the various
a modes, organs/institutions, that trained personnel have also been adequately
utilized and no room is given for untrained personnel, and that the
organization is not impeded by factors of non-recognition and suitable
application of training programmes.
Howbeit, it was also cautioned that effective supervision of the trained
personnel as well as the consolidation of the gains made in terms of growth
spread and development, are issues that should be guarded seriously
5.2 CONCLUSION
From the forgoing, there is a general consensus that training in Human
Recourse Management is an inevitable activity of any Management that
wishes to achieve its goals. Moreso, human resources are the highest asset
of any organization because no matter the amount of capital invested in an
organization; its success or failure depends on the quality of people who plan
and execute its programmes. And due to the fact that the religious community
do not operate in isolation and have become subject to social changes and
organizational complexities; training programme must therefore be
appropriately designed and implemented to meet specific performance
needs.
Consequently, the study, having investigated, analyzed and appraised
the role of training in Human Resource Management in Religious
organizations in Nigeria, and RCCG in particular, came up with some major
4r findings: that, there is a role played by training in Human Resource
Management of RCCG, that the RCCG has a good perception on the
contributions made by training in her Human Resource Management; that the
various training organslinstitutions have succeeded in realizing her training
needs and objectives, that the modalities for administering the training
programmes have been appropriate, that the RCCG utilizes her trained
personnel, that RCCG recognizes the grave dangers of lack of training and t
hat .impediments arising from recognition and appreciation of training, have
not hindered the organization. All these were however, responsible for the
rapid growth, spread and development of the organization across the globe
today. It is indeed, one of the fastest growing religious organizations in the
world today. And being a medieval religious organization in Nigeria in terms
of history; other organizations stand to grow, spread and develop, if they
recognized and appreciate the role of training in Human Resource
Management, as the RCCG did.
5.3 RECOMMENDATIONS
As stated earlier in this study, the religious organization in Nigeria, are
geared towards bringing the knowledge of spirituality to the physical man,
interveninglsolving human problems, helping to achieve peaceful and
prosperous society, and preparing people for a home outside the present
world, among others. There is therefore no doubt that over times, the
operators of these organizations (human resources) must have to undergo
various training in order to meet up with the exigencies of time.
In line with the above, and for the religious organization to achieve
these objectives; further studies that would help demystify the over
emphasized 'Spirituality' of the goals of these organizations, should be
encouraged. Scholars should no longer shy from conducting researches on
the activities of religious organization, as these bodies are not ends to
themselves but a means to end.
It is hereby recommended also that in order to enhance training and
other related activities further proliferation of these religious organizations,
should be discouraged. The consolidation of these organizations would help
make for easier access to finance, time and other things needed to improve
their lots.
Another point of emphasis is that the staff or personnel of these religious
organizations should take the issue of training or other activities as serious as
those of their secular endeavour. It is a common knowledge that people
seldom takes any training .activity or the likes, as serious issue. If only the
practitioners of these religious organizations could take training and related
activities seriously; these bodies would live up to their expectations.
It is also recommended here that these religious organizations, should
liaise with secular institutions for an exchange study programmes for their
Pastors, Ministers and workers. It is obvious that some of the Human
Resources of these organizations, are not educated in the secular issues,
and this has posed several constraints to them, in terms of public interaction
and achieving a friendly wider society.
Above all these, the religious organizations should become epitome of
what their holy book teaches them and not being hypocrites. If only the
practitioners would observe the ordinances in their holy books; the society
will be a good place to live.
BIBLIOGRAPHY
BOOKS
Adarnolekun, L. (I 983) Public Administration: A Nigerian and Comparative Perspecfive London: Long man.
Akpan, N.U. (1 982) Public Administration in Nigeria Lagos: Long man.
Armstrong, M. (1'977) Personnel Management Practice. London: Kogan Page Limited.
Bagaji, A.Y. (2003) Substance and Public Administration in Nigeria I badan: University Press PLC.
BEum, M, & Naylor J. (1 976) industrial Psychology. New York: Harper and Row.
Fagbemi, A.O. (1992) Evaluatiorl of Trair~ing. ASCON Vol. 3.
French, W.L. (1 978) The Personnel Management Process. Boston: Houghton Mifflin Company.
Hart, B.L. (1 991) Training Methods that Works. London: Kogan Page
Mathis, R. L. & Jackson, J.H. (1 997) Human Resource Management Minnerapolis: West Publishing Company.
McGehee, Y & Thayer, P.W. (1 961 ) Training in Business and Industry. New York: John Wiley.
Nwachukwu C.C. (1 988) Management Theory and Practice. Africana FEP Publishers.
Olusegun, B. (1 999) The Trees Clap Their Hands and A &?mpr&ensive Compendium & Source Book on the Redeemed chist ian Church of God. Lagos; El-shalom Publishers.'
Onah, F.O. (2003) Human Resources Management. Enugu: Fulladu Publishing Company.
Oshitelu, G.A. (2002) Expansion of Christianity in West Africa Abeokuta: Visual resources Publishers.
Storey, J. (1 995) Human Resource Management: A Critical Text. London: Routfedge.
Trank, H. E. (1 974) Human Resource Development: The European Approach. Texas: Gulf Publishing Company.
Ubeku, A.K. (1975) Personnel Management in Nigeria Benin City: Ethiope.
APPENDIX I
UNIVERSITY OF NIGERIA, NSUKKA DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT
RESEARCH PROJECT ON THE ROLE OIz TRAINING IN HUMAN RESOURCE MANAGEMENT IN RELIGIOUS ORGANIZATIONS IN NIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)
QUESTIONNAIR'E
Dear Sir1 Madam,
1 am conducting a study on the above topic. The Research is primarily an
academic exercise in partial fulfillment for the award of a Masters degree in Public
Administration Degree (MPA) of the University of Nigeria, Nsukka.
The information you give will be kept strictly confidential and used for the
research purpose only. Your sincere responses to the questions are therefore highly
solicited.
Thank you for your anticipated cooperation.
Yours faithfully
Pastor Wisdom Nenty
SECTION ONE: PERSONAL DATA:
Please tick good (4) where applicable
Present Departmenttunit ......................................................
(Ministry, Administrative etc)
Ran k/Position.. ......................................................................
Condition of Employment ..........................................................
(Full time, part time, Volunteer, etc)
Academic Qualification
(a) W.A.E.C, GCE,/Equivalent ( )
(b) NCE, ONDIEquivalent ( 1 (c) BSc.1 HND & Equivalent ( )
(d) M.Sc. M.A./Equivalent ( )
(e) Ph.D ( 1 Length of Service
(a) 1 - 5 ( )
(b) 6- 10 ( 1 (c) 11-15 ( )
(d) 1 6 - 2 0 ( )
(e) 21-above ( 1 Have you obtained any Formal Christian Education in the folluwing training
institutions?
(a) The Redeem Christian Bible College (RCBC) ( )
(b) Redeemed Christian School of Missions (RCSM) ( )
(c) School of Disciples (SOD) ( )
(d) Sunday School ( )
SECTION TWO
The Role of Training in Human Resource Management
(7) Training is necessary for the realization of the goals and objectives of RCCG
{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree ( )
No idea ( )}.
(8) Training is crucial for the existence continuity, survival and development of
RCCG (Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree
( 1 idea ( 11. (9) Training gives the staff of RCCG confidence to carry out the responsibility of
their job (Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree
( ) No idea ( )}.
The Contributions of Training in Human Resources Management of RCCG
(10) The ongoing training programmes in RCCG is responsible for the growth,
spread and development of the church. (Strongly Agree ( ), Agree ( )
Disagree ( ) Strongly Disagree ( ) No idea ( )}.
(1 1) Training eliminates stagnation and frustration in Human Resources
Management of RCCG. {Strongly Agree ( ), Agree ( ), Disagree ( )
Strongly Disagree ( ) No idea ( )I. (12) Training exposes the staff of RCCG to new ideas, techniques and strategies
for their job responsibilities. {Strongly Agree ( ), Agree ( ), Disagree
( ) Strongly Disagree ( ) No idea ( )I. The Various Training Modes Used in RCCG
(13) The various training modes are directed towards old and new employees.
(Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree
( ) No idea ( )}.
(14) The various training modes are adequate to prepare the ministers and
workers for effective service delivery (Strongly Agree ( ), Agree ( ),
Disagree ( ) Strongly Disagree ( ) No idea ( )}.
(45) The various training modes of RCCG are suitable and apprvpriate to her
training needs. {Strongly Agree ( ), Agree ( ), Disagree ( )
Strongly Disagree ( ) No idea ( . )).
Effects of Lack of Training in RCCG
(16) Untrained staff of RCCG introduces strange doctrine into the system.
{Strongly Agree ( ). Agree ( ), Disagree ( ) Strongly Disagree ( )
No idea ( )}.
(17) Untrained staff of RCCG violates the rules and regulations of the church.
{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree
( ) No idea ( )].
(1 8) Lack of training breed confusion and stagnation in RCCG {Strongly Agree
( ). Agree ( ). Disagree ( ) Strongly Disagree ( ) No idea ( )I. Utilization of Training Human Resources in RCCG
(19) Once you are trained in RCCG you can be employed by the mission
{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree ( )
No idea ( )}.
(20) Top managerial and leadership positions in RCCG are entrusted in the hands
of staff trained within the organization. (Strongly Agree ( ), Agree ( ),
Disagree ( ) Strongly Disagree ( ) No idea ( )}.
(21) Trained and experienced staff of RCCG enjoys rapid promotion and other
fringe benefits {Strongly Agree ( ), Agree ( ), Disagree ( )
Strongly Disagree ( ) No idea ( . )}.
Impediments to the Recognition and Appreciation of the Role of training in
RCCG
(22) Lack of Finance is the major impediment to RCCG from Recognizing and
appreciating the role of training (Strongly Agree ( ), Agree ( 1, Disagree ( ) Strongly Disagree ( ) No idea ( )].
(23) RCCG does not recognize and pay adequate attention to training and Human
Resources Development. (Strongly Agree ( ), Agree ( ), Disagree ( )
Strongly Disagree ( ) No idea ( )I. (24) Work load and lack of time hinders the recognition and appreciation of the
role of training in RCCG (Strongly Agree ( ), Agree ( ), Disagree ( )
Strongly Disagree ( ) No idea ( )I.
The Success of the Various Training Organsllnstitutions of RCCG
The various training organslinstitutions of RCCG has reduced the problems
of shortage and inefficiency of RCCG personnel {Strongly Agree ( ),
Agree ( ), Disagree ( )Strongly Disagree ( ) No idea ( )}.
The various training organslinstitution of RCCG affects positively the quality
of performance of RCCG staff. {Strongly Agree ( )I Agree ( ) I
Disagree . 1 ) Strongly Disagree ( ) No idea ( )}.
The various training organslinstitutions of RCCG has been able to meet the
training needs of the church. {Strongly Agree ( ), Agree ( ), Disagree
( ) Strongly Disagree ( ) No idea ( )}.