EFFECTS OF MANPOWER TRAINING AND DEVELOPMENT PROGRAMME IN THE PRIVATE SECTOR USING INTEGRATED OIL AND GAS NIGERIA LIMITED LAGOS AS A CASE STUDY.
ABSTRACT
The study examined the effects of manpower training and development programme in the private sector using Integrated Oil and Gas Nigeria Limited, Lagos as a case study. To do this, five [5] research questions were postulated to guide the study while the descriptive survey design was used for the study. A total of two hundred [200] respondents were sampled for the study using the simple random sampling technique. A three-point scale structured questionnaire and interview schedule were used as instruments while frequency counts and simple percentile were used for data analysis. The study revealed that a significant relationship exists between manpower training staff-retraining and optimum productivity. It also revealed that training and re-training of staff enhance the company’s annual turnover and public image. The study revealed the importance and significance of manpower training and re-training of the staff which in turn affects the competence and enhances the productivity. It recommend that the training and re-training programme of company should be reviewed regularly and that the re-training programme be made to prepare staff for modern day technological programme. It recommends further, improved administrative strategies should be put in place to enhance the retention of the trained and re-trained staff.
TABLE OF CONTENTS
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract vi
Table of contents vii-x
CHAPTER ONE
1.0. Introduction 1
1.1. Training and development in a workplace 5
1.1.2. Brief History 6
1.1.3. Benefits of manpower training 8
1.1.4. Structure 10
1.2. Statement of the problem 13
1.3. Purpose of the study 14
1.4. Research questions 15
1.5. Scope and limitation of the study 15
1.6. Significance of the study 16
1.7. Definition of term 17
References 19
CHAPTER TWO: A REVIEW OF
RELATED LITERATURE 20
- Introduction 20
- Historical Development of Integrated Oil and Gas [Nig]. Ltd 21
- Aims, Goals/ Objectives and Administrative structure of Integrated Oil and Gas Nigeria Limited 22
- The concept of growth, development and public image 25
2.4.1. Growth 25
2.4.2. Development 26
- The concept of manpower 28
2.5.1. Training 33
2.5.2. Training/skill acquisition 35
- Capacity building and public image 39
2.6.1. Public image 43
- Conclusion 44
References 45
CHAPTER THREE: DESIGN AND METHODOLOGY
- Introduction 47
- Research design 47
- Population 47
- Sampling technique 48
- Sample 49
- Instrument 50
- Method of data collection 51
3.7.1. Documentary analysis 51
- Method of data analysis 52
CHAPTER FOUR: PRESENTATION OF RESULTS
AND DATA ANALYSIS
4.1. Interview and content analysis 68
CHAPTER FIVE: DISCUSSION,
SUMMARY, CONCLUSION
AND RECOMMENDATION
5.1. Introduction 69
5.1.1. Discussion 69
5.2. Summary 75
5.3. Recommendation 78
5.4. Conclusion 79
References 81
Appendix 88-93
CHAPTER ONE
1.0. INTRODUCTION
Social institutions exist in various dimensions namely, the education which come through the schools, religion through churches and mosques, family through marriage and procreation, health through hospital [orthopedic, maternity, surgery of various forms], commerce through banks and trade etc to mention but a few. These social institutions exist and operate as organizations. This explains why Roberts [2006] explains that a country’s labour force is employed and deployed by social institutions otherwise known as organizations.
Organizations have the responsibility of keeping the citizenry united and dependent on one another as those in education would need those in health while health would need those in commerce and banking. This shows that the interdependency of social institutions account for the free flow and smooth running of the society.
A major component of social institution is the labour force or human person thus Florey [2006] and Adetoro [2007] state that human resources is the main instrument essential for the attainment of the objectives of an organization. They conclude that human beings plan, co-ordinate, organize, direct and mobilize other resources in an organization to attain the goal[s] of the organization. This explains the importance of the human workforce in an organization. It also shows the importance of organization as the key to the social success and interdependence of a nation.
It is however pertinent to state here that the human workforce in each of the social institutions will not attain success without any form of training, retraining and development. Thus Roy [2004] states that the essence of manpower training and development as a factor for organizational growth and success manifests in the effect of the organizational corporate existence in the society. The author concludes that the resources spent on manpower training and development is an investment to both the organization, the worker and the nation at large.
Training and development are two sides of the same coin with one acting as a gateway to an other and the two complement one another. Advanced Learners Dictionary [2005] defines training as the teaching of someone to do a particular job or activity, while Roy [2004] sees it as ‘a short term process of the utilization of systematic and organized to imbibe in a group technical skills and knowledge for a definite purpose’. Blitz [2007] says that, ‘training is a planned or organized effort or activities concerned with helping an employee or individual acquire a specific and immediate usable skills or knowledge or concepts to ensure more efficient and more effective job productive’.
Development is however defines by the same Advanced Learners Dictionary [2005:10] as bringing forth a new product or method or positive diversity of an object or knowledge. Peretomode and Peretomode [2007] define personnel and development as planned set of activities aimed at increasing and enlarging the capabilities of employees to successful handling of greater issues of responsibility.
Johnson [2005] however sees it as an all-round development that relates to perfection in a field of endeavor. To him, it is a long-term acquisition of skills and acumen whose application remain diverse. Blitz [2007] holds that development in a related function or workplace is the managerial and coordinating ability oriented to the implementation process and attainment of a goal.
The foregoing shows that training and development do not only complement each other but Moreso act as developmental process whereby training comes first before development. Training is therefore a gateway to development.
1.1. TRAINING AND DEVELOPMENT IN A WORKPLACE
Diverse place of work exist ranging from mini, micro at macro. Some are just one-man workplace while some are large establishments including multinational firms and oil and gas sectors.
Notable among workplaces are two main categories namely government owned establishment and private owned establishments. The private owned includes one-man owned firm, limited companies, public liability firms and multi nationals. Each has its modus operandi or mode of operation. The focus here is on integrated Oil and Gas Limited Company mode of operation because at present at present it appears to be the most patronized in the down stream sector. It is such that one can hardly do anything in this sector [down stream] without being referred to this company, this necessitates its use as a case study.
1.1.2. BRIEF HISTORY
The integrated Oil and Gas Company Limited [Nigeria] is a limited liability company established some eleven years ago precisely in August 1998. it’s a wholly indigenous company with branches in ten states in Southern Nigeria. Its mission is the delivery of the most cost-effective services with a premium to customers while its vision is to be clear market leader in the downstream sector of the Nigeria Oil and Gas market.
The objective of the company as stated in its handbook IOG [1989] is to assist the nation greatly in the transportation and storage of petroleum products especially oil and gas and through this contribute its quota to the nation’s economy and national development. In addition, it would through this process do away with the interface cost that lies between transportation and storage on the one hand and between storage and delivery on the other. It hopes to realize its dream of being the clear market leader through his price reduction.
At present, the company has 5 [five] ocean tankers for transportation and storage facility of about 30 million liters. The company is licensed by the department of Petroleum Resources to Store, transport and deliver diverse Petroleum and Allied Products.
1.1.3. BENEFITS OF MANPOWER TRAINING
Manpower training and development is never in isolation. It is often done in relation to the attainment of the goals and objectives of an establishment which could be a school, company, production firm or otherwise. It is a phenomenon that needs to work with appropriate management skills to realize these objectives. In this wise, Kontz et al [2004] states that manpower training and development need to be integrated with the management process and enterprise objective to boost the image of the company.
A major benefit that accrues from manpower training and development is the effectiveness of the human resources. Every organization has a set of objectives to be attained. It is only through adequate manpower training that these can be attained because the workforce of any firm is trained and equipped towards the realization of its goals.
Secondly, the actualization of the mission of the establishment. Every company has a vision or dream. This is often stated in the mission statement of the firm. This mission is mixed with the goal to get the vision. This explains why Roberts [2006] states that virile workforce remains the necessary tool for the significance and corporate existence of a firm.
Another benefit is the sound functioning of a firm as a system whereby each unit works in relevance with the entire system to attaining of the objective. This can only arise from an adequately trained workforce as each worker has been trained to see the entire workplace as a system.
Cost beneficial development is yet another aspect of training. Here, every worker endeavors to achieve the utmost with the least resource possible. This takes with it the virtue of time management and ensures that the actual tallies with the expected. In the words of Johnson [2006] all staff training and capacity building must take cognizance of the cost benefit of production.
Training and capacity building equally ensures the worthwhileness of the firm through its production and liaison with the populace. This is often seen in the value and quality of goods and services.
1.1.4. STRUCTURE
The company as every other establishment equally has an organogram that can be referred to as structural setting of the company. This shows the Chief Executive Managing Director as the one at the helm of affairs. This is closely followed by other three [3] principal officers who are the directors of the various units. Each unit is sub-divided into other smaller units with various Heads of Department.
The Managing Director and Chief Executive [MDCE] remains the head not just of the entire company but also of the administrative section. Directly coming after this is the company legal adviser and the general managers. These though with specified set of assignments to support the MD/CEO while the internal auditor rank next. A summary of this organogram or structure shows thus:
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