by osibe, eze nwaosibe pg/m.sc/10/52881 eze nwaosibe...by osibe, eze nwaosibe pg/m.sc/10/52881 ......
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STAFF DEVELOPMENT AND PERFORMANCE IN THE
PUBLIC SERVICE: A CASE STUDY OF OHAOZARA LOCAL GOVERNMENT OF EBONYI STATE (2005-2010).
BY
OSIBE, EZE NWAOSIBE PG/M.Sc/10/52881
DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT, UNIVERSITY OF
NIGERIA, NSUKKA
FEBRUARY, 2012.
i
TITLE PAGE
STAFF DEVELOPMENT AND PERFORMANCE IN THE PUBLIC SERVICE: A CASE STUDY OF OHAOZARA LOCAL
GOVERNMENT OF EBONYI STATE 2005-2010.
BY
OSIBE, EZE NWAOSIBE PG/M.Sc/10/52881
A PROJECT SUBMITTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT,
UNIVERSITY OF NIGERIA, NSUKKA
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS OF SCIENCE (M.SC) DEGREE IN
PUBLIC ADMINISTRATION WITH SPECIALIZATION IN HUMAN RESOURCES MANAGEMENT
FEBRUARY, 2012.
ii
CERTIFICATION PAGE
This is to certify that Osibe, Eze Nwaosibe, a post graduate
student of Public Administration and Local Government, University of
Nigeria, Nsukka with Reg. No. PG/M. Sc/10/52881 has satisfactorily
completed the requirement for the award of Master of Science Degree
(M. Sc) in Public Administration (Human Resources Management).
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Dr. B. A. Amujiri Prof. F. O. Onah Supervisor Head of Department
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Prof. E. O. Ezeani External Examiner Dean of Faculty.
iii
DEDICATION
This work is dedicated to my God and personal savior, Jesus
Christ for his protection and inspiration throughout the period of this
programme. Also, to my father Chief Eze, Nwaosibe for his moral and
financial support.
iv
ACKNOWLEDGEMENT
With sincere appreciation and gratitude, I acknowledge the
contribution of many people towards the successful completion of this
project. First and foremost, I am grateful to my ever ready supervisor, Dr. B.
A. Amujiri for his guidance and commitment. It was indeed his close
supervision and direction that immensely contributed to successful
completion of this work. The same quantum of gratitude is extended to my
wife Mrs. Virginia Osibe and my three months old baby master Osibe, Eze
Nwaosibe (Jnr.).
My warm gratitude also goes to my lecturers in the Department of
Public Administration and Local Government, my head of Department, Prof.
Fab. O. Onah, Prof. F. C. Okoli, Prof. R. C. Onah, Prof. C. Ogonu, Dr. M.A.
Obi, Dr. Akalamaya (Okwa na Afa, Dr. Ugwu, and Anthony Oklie.
My sincere regards goes to my brothers, sisters and friends Eze, Okorie,
Mike, Nwaeze, Uzoma, Nwaoloye, Godwin Okoro and Ogbom. My sisters,
Mrs. Grace Okorie,Mrs Uzoma Igwe, Mrs. Chinyere Onyeudo, Mrs. Ugochi
Onu and Chidubem, Okike, Chinyere good friends Mr. Felix Elozieuwa,
Marxwell, Ekenze and the only gentle man Abuchi. I pray to Almighty God to
bless them all with good health and longevity in Jesus name. Amen.
v
ABSTRACT
This work examined staff development and performance in public service. A study of Ohaozara L.G.A of Ebonyi State between 2005 to 2010. It has been observed that with regular staff development and training in Nigeria public service workers moral will be boosted for higher performance. The methodology adopted in this study is empirical approach. Data for the research were generated from primary and secondary sources. Primary source included interview, questionnaire. Secondary sources included books, journal etc. the major findings of this research work was the problem of politics of sectional balancing in the local governments, which brought poor performance in Nigeria public service particularly in Ohaozara L. G. A. The research work also found out that staff development and training should be well implemented in order to ensure effective and efficient performance.A
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LIST OF TABLES
Table 4.1 Departments of the Respondents - - - - 130
Table 4.2 Ages of Respondents - - - - - - 130
Table 4.3 Marital Status - - - - - - - 131
Table 4.4 Education Qualifications - - - - - - 132
Table 4.5 Number of Years in Service - - - - - 133
Table 4.6 Salary Grade Level - - - - - - 134
Table 4.3.1 Shows the Frequency Distribution Respondents from the above Statement - - - - - - 135 Table 4.3.2 Below shows the Frequency Distribution from the above Statement - - - - - - 137
Table 4.3.3 Shows the Frequency Distribution from the above Statement - - - - - - - - 138
Table 4.3.4 Shows the Frequency Distribution of Responses from the above Statement - - - - - 140
Table 4.3.5 Shows that the Frequency Distribution of Respondents from the above Statement - - - - - 141
Table 4.3.6 Testing of Hypothesis II - - - - - - 142
Table 4.3.7 Shows the Frequency Distribution of Responses from the above Statement - - - - - 143 Table 4.3.8 Show the Frequencies Distribution of the Respondents from the above Question - - - - - - 144 Table 4.3.9 Show the Frequencies Distribution of the Respondents from the above Question - - - - - 146 Table 4.3.10 Below shows the Frequency Distribution of the Responses of the Workers - - - - - 147
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Table 4.3.11 Below shows the Frequency Distribution of the Reponses of the Workers - - - - - 148 Table 4.3.12 Below shows the Frequency Distribution of the Respondents - - - - - - - 149 Table 4.3.13 Below shows the Frequency Distribution of the Respondents - - - - - - - 150 Table 4.3.14 Below shows the Frequency Distribution from the above Statement - - - - - - 152 Table 4.3.15 Shows the Frequency Distribution from the above Statement - - - - - - - - 153 Table 4.3.16 Below shows the Frequency Distribution of Responses from the Respondents - - - - 154 Table 4.3.17 Below shows the Frequency distribution of Responses - - - - - - - - 155
Table 4.3.18 Below shows the Frequency Distribution of Responses- 156
Table 4.3.19 Below shows the Frequency Distribution of Respondents from the Responses - - - - 157 Table 4.3.20 Below shows the Frequency Distribution of the Respondents from the Responses - - - - 158
viii
LIST OF ABBREVIATIONS
L.G.A Local Government Area
ASCON Administration Staff College of Nigeria
CMD Centre for Management Department
NCEMA National Centre for Economic Management Administration
NDE National Development of Employment
CEO Chief Executive Officer
OJT On-the-Job Training
MBO Management By Objective
ADO Assistant Divisional Officer
UCC United Church of Christ
OOO Olumba Olumba Obu
VAT Value Added Tax
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TABLE OF CONTENTS
Title Page - - - - - - - - - - i
Certification Page - - - - - - - - - ii
Dedication - - - - - - - - - - iii
Acknowledgement - - - - - - - - iv
Abstract - - - - - - - - - - v
List of Tables - - - - - - - - - vi
List of Abbreviation - - - - - - - - vii
Table of Contents - - - - - - - - - viii
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study - - - - - - - 1
1.2 Statements of the Problem - - - - - - 6
1.3 Objective of the Study - - - - - - 8
1.4 Significance of the Study - - - - - - 9
1.5 Scopes and Limitations of the Study - - - - - 11
CHAPTER TWO: LITERATURE REVIEW AND METHODOLOGY
2.1 Literature Review - - - - - - - - 12
2.1.1 Meaning of Staff Development and Performance - - - 13
2.1.2 Objective of Staff Development and Training - - - 19
2.1.3 The Need for Employee Development and Training - - 21
2.1.4 Methods and Techniques for Staff Development and Training - 24
x
2.1.5 Advantage of Staff Development and Performance Management - 37
2.1.6 Government Attitude Towards Staff Development In Nigeria - 40
2.1.7 Types of Staff Development and Training - - - - 47
2.1.8 Characteristics of Performance Management - - - - 53
2.1.9 Basic Building Block of Performance Management - - 54
2.1.10 Determining Training Needs - - - - - - 55
2.1.11 Aims/Objective of Staff Development and Performance Management - - - - - - - - 56 2.1.12 Factors Militating Against Staff Development and Performance - 67
2.2 Hypotheses - - - - - - - - - 69
2.3 Operationalization of Key Concepts - - - - - 69
2.4 Reliability of an Instrument - - - - - - 72
2.5 Validation of Instrument - - - - - - - 72
2.6 Method of Study - - - - - - - - 73
2.6.1 Data Collection Methods - - - - - - 73
2.6.2 Research Design - - - - - - - - 74
2.6.3 Population of the Study - - - - - - - 76
2.6.4 Sample Procedure - - - - - - - - 76
2.6.5 Method of Data Analysis - - - - - - 78
2.6.6 Theoretical Framework - - - - - - - 78
2.6.7 The Process of Organizational Learning - - - - 81
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2.6.8 Principles of Organizational Learning - - - - - 83
2.6.9 Application of Organizational Learning Theory - - - 84
CHAPTER THREE: BACKGROUND INFORMATION ON OHAOZARA
LOCAL GOVERNMENT AREA
3.1 Background to the Creation of Ohaozara Local Government Area - 87
3.2 The Study Area - - - - - - - - 93
3.3 Population of the Study Area - - - - - - 95
3.4 History, Socio-Cultural, Religious and Economic Life, and Political Life of the People - - - - - - - - 96
3.5 Administration Structure of Ohaozara Local Government - - 110
3.6 The Position and Role of the Chairmen of Council in Ohaozara- 111
3.7 Deputy Chairmen in Ohaozara L. G. A - - - - 112
3.8 The Position and Role of Supervisory Councilors in Ohaozara - 112
3.9 Secretary to Local Government - - - - - - 113
3.10 Ohaozara Local Government Treasure - - - - - 114
3.11 The Office of the Auditor General for Ohaozara Local Government- 115
3.12 Committees of Ohaozara Local Government Council - - 116
3.13 Ohaozara Local Government Audit Alarm Committee - - 117
3.14 Personnel Management System in the Ohaozara Local Government Services - - - - - - 118 3.15 Background Information on the Available in Public Service - - 119
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3.15.1 Staff Development Programme - - - - - 119
CHAPTER FOUR: DATA PRESENTATION AND FINDINGS
4.1 Data Presentation - - - - - - - - 129
4.2 Data Analysis - - - - - - - - 134
4.3 Test of Hypotheses - - - - - - - 135
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary - - - - - - - - - 163
5.2 Conclusion - - - - - - - - - 166
5.3 Recommendations - - - - - - - - 167
Bibliography
1
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Training both physically, socially, intellectually and mentally are
very essentially in facilitating not only the level of productivity but also
the development of personnel in any organization. Therefore, training
can be put in a contact relevant to school administrators. However,
knowledge is the ability, skill, the understanding, the information,
which every individual requires acquiring in order to be able to function
effectively and perform efficiently.
Human resources, is the most valuable assets of any organization
with the machines, materials and even the money nothing gets done
without man-power. Abiodun (1999), submitted that; training is a
systematic development of the knowledge, skills and attitudes required
by employees to perform adequately on a given task or job. It can take
place in a number of ways, on the job or off the job; in the organization
or out side organization. Adeniyi (1995), observed that staff
development and training is a work activity that can make a very
2
significant contribution to the overall effectiveness and profitability of
an organization. He therefore, provides a systematic approach to
training which encases the main element of training.
In the field of human resource management training and
development is the field which is concerned with organizational activity
aimed at bettering the performance of individuals and groups in
organizational settings. Its is known by several names, including human
resource development, and learning and development (Harrison, 2005).
Performance has been defined as the accomplishment of a given task
measured against preset known standard of accuracy, completeness,
cost and speed. In a contract however, performance is deemed to be the
fulfillment of an obligation in a manner that releases the performer from
all liabilities under the contract.
Moreso, in many parts of the world, any organization be it public
organization or private organization, largely depend on skills or trained
manpower for its daily activities. As it is well known, a well trained
personnel, is the engine of the organization. Personnel, which among
other factors of production such as finance and material is the most
valuable resources. However, to attain the set goals and objectives that
3
are of vital importance to the organization to perform these functions
needs to be used, as mentioned above to manipulate and combine the
various tools. For the purpose of efficiency and combined the
effectiveness of the organization.
The overall aim of the staff development is to see that the
organization has the quality of people it needs to attain its goals, for
improved performance and growth. Thus, aim is achieved by ensuring
as much as possible that every one in the organization has the
knowledge and skills and reaches the level of near competence required
to carry out their work effectively.
In the other hand, Nwachukwu, (2009) stated that, staff
development and training act as the heart of employee utilization,
productivity, commitment, motivation and growth. Many employees
have failed in organizations because their need for training was not
indented and provided for as an indispensable part of management
function. In this work training is organizational effort aimed at helping
an employee to acquire basic skills required for the different execution
of the activities functions for which he is hired. Development deals with
the activities undertaken to expose an employee to perform additional
4
duties and assume positions of importance in the organizational
hierarchy.
Staff productivity is a function of ability and situational factors.
An organization may have employees ability and determination, with
appropriate equipment and managerial support yet productivity falls
below expected standards. The missing factor in many cases is the lack
of adequate skills and knowledge which are acquired through training
and development.
When a company or public organization like Ohaozara L. G. A.
starts experiencing some of these warning signs. It could consider
training. An employee will not complain to management that he
requires training; instead he would hide his frustration and use money,
for example, as a scapegoat by demanding work wages; he may
complain of lack of fringe benefits and use one or more isolated example
to justify his complaint. It must be observed here that employee training
and development should be seen as a right not a privilege and should
start soon after employment. The election of the trainers is very essential
to ensure maximum result. A good trainer should be identified before
training-commerce.
5
Notwithstanding Agbonifo (1999), argues that through management,
organization invest huge amount of money, time and effort in an
attempt to employ well-qualified people into the organizations, and
though a similar huge amount of effort is expected on training and
development of workers and main managers in the hope that-trained
employees will contribute more to the achievement of organizational
goals. Dick (2004), development of the human resource through the
acquisition of both physical and intellectual skills enables the
development of the individual, and prepares him to participate in work
activities that would be useful to himself, the organization and the
community at large.
Nevertheless, none of the above can function very well without
proper training of employees to man operations in these organizations.
Bye and large, it is very vital to train and retain workers, in order to
limit the activities of waste resources and under utilization of machines
or capital equipment, especially the middle class in any establishments
for the purpose of self improvement and proper line management
supervision and also general performance of employees.
6
Dick (2004), development and training are all about learning and
acquisition of new skill and for the managers improving upon their high
level of educational qualification. Thus this has informed the purpose of
this research work in the public service with particular regard to the
Ohaozara Local Government.
1.2 STATEMENTS OF THE PROBLEM
Statement of problem is the vital question that requires an answer.
It is an issue that needs to be properly addressed, examined and
understood about the research work.
The goal of staff development and training exercise is to improve
performance and the level of staff proficiency and effectiveness in
discharge of their official duties. The world is becoming more of a global
village arising from new technologies. This new technology requires
adaptative tendencies which are lacking in the staff of Ohaozara Local
Government Area of Ebonyi State 2005 – 2010.
Most time the areas of strength of staff are not easily identified
therefore utilization becomes absolutely difficult. Perhaps staff
development and training exposes the staff to their area of strength
7
which they where not formally aware of. The infrequent conduct of
performance appraisal for the staff, opens up horizons for poor-
performance. This is why staff development and training is important
because it exposes the staff to the imperative nature of always putting
up of a maximum performance in the organization. Some staff are
unproductive and cannot contribute any longer to the up-keep of the
organization, most times this is discovered during training and
development exercise. Problem of inadequacy in staff development and
performance enhanced poor attitude to work and increased poor
productivity in public service in Nigeria particularly Ohaozara. This is
why training and development of staff should be a continue
programme. Constant absenteeism, lateness, and lack of interest by the
local government employees in Ohaozara are attributed in speculated
causes of poor performance.
The following research questions require investigation and will act
as a guide to this study. They are the followings:
a) Does staff development and training in Ohaozara L.G.A of Ebonyi
State (2005-2010) enhance their performance?
8
b) Are there factors that facilitated staff development and
performance in the public service particularly in Ohaozara L.G.A?
c) What are the possible challenges to staff development and training
programme?
d) How can the challenges to staff development and training be
solved?
1.3 OBJECTIVE OF THE STUDY
The main objective of this research is not from being understood
by taking cognizance of the purpose of staff development and
performance. Our focus was to evaluate the staff development and
performance in the public service particularly in Ohaozara L.G.A. The
study however, seeks to accomplished the following objective.
a) To find out whether staff training and development in Ohaozara
L.G.A enhanced their performance.
b) To discover the factors that facilitates staff development and
performance in the public service particularly in Ohaozara L.G.A.
c) To examine the factors that could pose as a challenge to hinder
staff development, training and performance.
9
d) To recommend solution to enhance staff development and
performance in Ohaozara L.G.A (2005-2010).
1.4 SIGNIFICANCE OF THE STUDY
The effective functioning of local government councils in Ebonyi
State requires that employee learn to perform their jobs at a satisfactory
level of proficiency. An effective government wishes to have among its
ranks individuals who are qualified to accept increasing responsibilities,
in other to ensure effective performance in public service particularly in
Ohaozara L.G.A
Theoretical Significant of the Study:-
The theoretical significant of this study is to enable the
government know the important of staff development and performance
in order to ensure effective and efficient management of public servants.
Also to enhance their view in staff training so as to increase
productivity.
Empirical Significance of the Study:-
The empirical significant of this study is to enable the local
governments particularly Ohaozara L.G.A in Ebonyi to solve the
10
problem of poor performance of their staff, lateness, absenteeism, poor
attitude to work, and over dependent on federal government to
incentive staff development programmes. And also the study will go a
long way to help the working group to understand the important of
staff development and training in order to ensure effective and efficient
performance in publics service particularly in Ohaozara L.G.A.
Human resources training and development are important
function of the personnel administration. Consequently, the significance
of this study are vividly stated as follows:
a) The study will encourage the government functionaries in
carrying out performance survey from time to time and how and
when to stand their staff development.
b) It will also enable government functionaries to identify when an
employee is loosing interest or is dissatisfied with the job and
know what remedy to adopt.
c) Human resources management consultants will benefit by using
this study as a guide in planning further performance training
required and the desired result.
11
1.5 SCOPES AND LIMITATIONS OF THE STUDY
The scope of this study seeks to take adequate look at the concept
of staff development and performance in public service particularly in
Ohaozara L.G.A, and how staff development and performance affects
the junior cadre, service administrative personnel, and factors to be used
to facilitate the effective and efficient performance.
LIMITATIONS OF THE STUDY
The general objective of this study is to examine the staff
development and performance in Ohaozara L.G.A 2005-2010. One of the
limitations of this study was lateness and absenteeism of workers in
Ohaozara L.G.A. Another limitation of this study was an unavailability
of the relevant academic material. Though, Obiozara the local
governments headquarter and the residence of the researcher at the time
of prosecuting the study has no well established unit or department for
research material.
However, I tried as much as possible to produce a report which
will worth while and to a large extent the result of the study is reliable.
12
CHAPTER TWO
LITERATURE REVIEW AND METHODOLOGY
2.1 LITERATURE REVIEW
The literature review section is carried out in order to look at the
opinions and views of other authors as regard the topic and area of the
study. Therefore to do this the literature review shall be done under the
following sub-headings;
The meaning of staff development and performance.
Objectives of staff development and training.
The need for employee development and training.
Methods and techniques for staff development and training.
Advantage of staff development and training.
Government attitude towards staff development in Ohaozara
L.G.A.
Types of staff development and development training and
performance.
Characteristics of staff performance management.
Basic Building Block of Performance management.
Determining training needs.
Factors militating against staff development training and
performance.
13
2.1.1 Meaning of Staff Development and Performance:-
Development is a course of action designed to enable the
individual to realize his potential for growth in the organization. It
relates to future, rather than present job and also refers to programme
that attempt to improve the technical, human relations and conceptual
skills. It also involve problems and the organization of employees into a
more matured way for the improvement of their acquired skill or
knowledge for effective performance.
This involves investments in man and his development as creative
and productive resources. Staff performance on the other hand is the
process of enabling an employee to grow in the job through the
acquisition of wide experience, an increased confidence which results
from the existence of varied tested responsibilities which is aimed at
enabling the employee to achieve the best in his chosen career.
Yahaya (1992), further stated that staff development can be
referred to as process of training people to develop the capability on the
job. In this case one cannot but equate training with development of
staff. Training has been defined by various writers in various ways.
14
Despite the variation in definition the main idea remains the same. In
discussing the importance of staff development for accelerated natural
development, Hillard wrote in Yahaya (1992):
Several important aspect of National Development in no concrete way contribute to economic development; some actually make heavy claims upon the economy yet the required manpower and important, human skill must be taken into account by intelligent material manpower policy.
The fact that staff development problem is not an easy nut to crack
has led many experts to recommend various policies. Some expects like
Ubeku, did argued and wrote that is “the process of training and
development of employee is money well invested”. Employee who have
not received adequate training before being assigned with
responsibilities lack the necessary confidence with which to carry out
their job. Ubeku further argued that employee should be helped to
enable them grow into more responsibility through systematic training.
He concluded that it is only when employees has been trained that
he will feel confident enough to carry out the responsibilities of the job.
However many public servants are yet to appreciate the need for staff
development and performance even in these day of ever changing and
15
dynamic environment. And so to deal with these ever changing and
dynamic environment there is need for public service to continually
train and develop the skill(s) of their human resources base and import
it total planning. In agreement with this perspective, Swart (2004),
observed that as equipment and manufacturing process changes so must
the skills of the workers. Nwachukwu (1988), adequately articulated this
perspective when he observed that any organization that lays little
emphasize on staff development and training is encouraging the
obsolescence of employees, encouraging inflexibility is the organization
and appears not to recognize the changing environment in which
organizations operate. Technological innovation taking place everyday
render today skills and methods ineffective for tomorrows activities. If
training is to help make the public more efficient, the whole
administrative system must be committed to staff performance and
development and observe training as an integral part of the whole
process. There is need for a well designed constant and systematically
executed training programme for the acquisition of management skills
not only for officers of the assistant carder who cannot work in isolation,
but for the entire government employees in order to bring about
16
efficient and effective performance in the organization. According to
Akpan (1982), an employee can boast of being self confidence when he
has been able to differentiate the hows and whys of executing a given
assignment through training. An untrained man accordingly knows
nothing. Development of the human resources through the acquisition
of both physical and intellectual skill enables the development of the
individual, and prepares him to participate in work activities that would
be useful to himself, the organization and the community at large.
Reberk (1992), in his book states that staff development is the
process of changing employee behaviours or attitude through some type
of guided experience. Staff development therefore makes for staff
improvement in areas of acquiring new skills and knowledge.
In fact professionals, managers, administrators and executives
need opportunities to refresh their management techniques in order to
be abreast of latest management. He also went further to say that
developments programme and performances are designed to attain a
wide range of behaviorual objectives. They are proposed to improve job
performance, reduce waste, prepare individuals for modified job, help
them again experience and get them ready for promotions and avoid
17
unnecessary turnover. He also did add that when new programmes are
introduced it helps to encourage employee and managers to accept
organizational philosophy, and also evaluate economic consideration
and modify political views.
Hacket (1999), argued that development is a course of action
designed to enable the individuals realize his potential for growth in the
organization. It relates to future, rather than present job and also refers
to programme that attempt to import the technical, human relations and
conceptual skill. It also involve problem solving and the organization of
employees into a more matured way for the improvement of their
acquired skill or knowledge for the improvement of their acquired skill
or knowledge for effective performance. Armstrong (2006), refers to
training and development as the systematic development of skill,
knowledge and attitudes required by an individual to perform
adequately, a given task or job. He did further describe systematic
training as that which is specifically designed to meet defined needs that
is planned and provided for by people who know how to train. In
addition, to that, the vital needs of training was stressed by Drucker
18
(1968), who see training and staff performance as three fold
responsibility to the enterprise, the society and the individual.
Training and staff performance will achieve a three pronged
benefit as observed by Drucker. First, the employee who has been
motivated through development will invariably put in this best in his
daily job performance. Secondly, the organization will benefit in terms
of achieving its set objective through its trained effective and efficient
workforce. Thirdly, the society stands to benefit if the organization
objectives are achieved, it will reflect in the society in which it is situated
by providing some basic amenities.
Cole, (2002) put it, staff development will be seen as any learning
activity which is directed towards further needs rather than present
needs and which is concerned more with career growth than immediate
performance. The focus of staff development tends to be on the
organization’s future staff requirements on the growth needs of
individuals in the work place.
In addition, Flipo (1983), stressed that top managers need training
for first line supervisors but not of themselves, yet top managers should
be developed and trained first to provide example to their commitment
19
to the continuing developing, training and performance of all categories
of staff in all the organization. Performance and development needs
vary from one stage to another, not only for the different levels in the
organizational hierarchy but also for individual employees because their
background requirements aspirations, and potentials vary and are
peculiar to each of them. Likewise annual performance appraisal plays
an important part in determining who has potentials for development.
The form which the manager is expected to compite in respect of staff
development has various columns for recording salient aspects of an
employees contribution over a period of twelve months. This will enable
the management to know the training needs of its employee.
2.1.2 Objective of Staff Development and Training:-
Some of the main objective of staff training and development
include;
1) Increased Productivity:- From the organizations point of view,
productivity is not the apex of all training programmes. A well trained
employee is capable of producing more than an untrained employee of
equal physical ability. The success or failure of an organization depends
20
on employees productivity. A well trained salesman produces more
than his counterparts of lesser training (other things being equal).
2) Lower Turnover Rate:- An employee who is incapable of
producing is frustrated by failure and is more likely to abandon his
work than those who are capable of producing. An untrained employee
is like a dull school pupil; he hates school and likes to absent himself
and is likely to be a school dropout unlike other pupils who enjoy school
because they are doing very well. The same situation applies to an
unproductive employee. He hates his work and abandons it at the
smallest provocation from any sources.
3) Higher Morale:- A man who is trained has confidence in his
ability to perform. He believes that he has control of his environment
and is equipped to tolerate occasional disappointments, frustrations and
in conveniences. He learns to rationalize and to accept blame for his
own failure instead or blaming the organization. A trained employee
derives intrinsic satisfaction from his work which promotes his morals.
Organization that have regular training programmes give employees the
feeling wanted and something to look up to.
21
4) Better Coordination:- Training helps in the coordination of men
and material. During the training programme, employees are taught
company expectations and objectives. They are shown the ladder
through which they can attain their own objective. This gives rise to goal
congruency and, consequently, everyone pulls in the same direction.
Coordination becomes easy. On the whole, training reduces cost as it
increases productivity reduces employee turnover and promotes goals
congruency. Lack of training increases absenteeism rate, low output,
poor quality and resects and results in high unit cost.
2.1.3 The Need for Employee Development and Training:-
Staff development and training must have a purpose and that
purpose can be defined only if the training or learning needs of the
organization and the groups and individuals within it have been
systematical identified and analyzed.
Training according to Obiajulu and Obi, (2004: 281) “refer to any
deficiency of skill and knowledge on the part of the employee which can
be remedied through training and development”. They went on to state
that when workers are performing poorly or below standard and other
mean of improving their performance such as motivation and
22
simplifying the work procedures are not the answer, then a training
need arise.
Similarly, Cole (2002: 339), defined training need as shortfall in
employee performance, or potential performance which can be
remedied by appropriate training. He stated further, that there are many
ways of overcoming deficiencies in human performance at work, and
training is only one of them.
Training needs analysis is partly concerned with defining the gap
between what is happening and what should happen. This is what has
to be filled by training i.e. the different between what people know and
can do and what they should know and be able to do. The above
statement can be represented as follows:
Fig. 2: The Training Gap
What is TRAINING GAP What should be
Co-operate or functional result. Knowledge and skill possessed. Actual performance of individuals.
Co-operation or functional standard. Knowledge and skill required. Target or standard of performance.
Source: Michael Armstrong: Handbook of Human Resource Management Practice (2003:552)
23
In explaining the training gap presented above, Armstrong
(2003) contends that training should be positive and should be more
concerned with identifying and satisfying learning and staff
development needs. Multi-skilling fitting people to take on extra
responsibilities, increasing all-round competence and preparing people
to take on tools of responsibility, in the future.
McBeath (1984: 136), observes that organizations do not just
train. Gluck (1964: 243), emphasizes that there should be a need for
training which he says varies in different dimensions. His analysis
which evaluates the strategic plans, the organization’s successes, failures
and set objectives in order to ascertain the needs for training.
The second is the operative analysis which determines any
training needs through employees’ job performances, job description
and specification records. The third level is the personal analysis which
measure employees work performances against set standards in order to
determine whether there is training need.
Similarly, Armstrong (2003), subdivides training needs into
three: first, for the organization as a whole corporate need; second for
departments, team, functions or occupations within the organization-
24
group needs; and third, for individual employees – individual need.
These three areas according to him are interconnected as shown in the
diagram below:
TRAINING NEEDS ANALYSIS – AREAS AND METHODS
2.1.4 Methods and Techniques for Staff Development and
Training:-
There is no hard and fast rule as to show how to select methods
and techniques of training. New training methods are constantly being
experimented upon and produce the desired affect. A manager can
achieve his desired objective without knowing exactly what method has
Corporate Group Individual
Analysis strategic plan
Analysis of human resource plan
Training Performance job and development role review
Analysis
Source: Michael Armstrong: A Hand book on Human Resource Management Practice (2003)
25
been employed. The most popular training methods in use are discussed
below.
On the job Training:- This is the most popular and in some cases,
the only form of training programme used by some organizations. 210
employees responded to the question on training, 90% use on the job
training and believe that is the most effective for their organizations.
One of the advantages of on the job training is that it minimizes the
problem of transfer for learning associated with other methods of
training. Armstrong (2006), on the training could be an ongoing process
that does not excessively disrupt normal company operation.
Job Rotation:- This is a training device that makes it necessary to
move the trainee from one department or unit to another to master what
goes on the other section. The essence of this programme is to broaden
his experience in different jobs.
Vestibule Training:- This is a training device that trains the
employee off his to regular work area but in an environment closely
resembling his work place. He practices his skill with identical
equipment that he uses at his regular work place. One of the advantage
is that costly mistakes are avoided and the problem of transfers of
26
training is enhanced as the trainee practices with identical equipment
and tools.
Role Playing:- This is a technique of training where the trainee
plays the part of a certain character or acts in an event. He is taught to
do a job or make decisions the way he thinks his boss could have made
it. Role playing is very exciting as it challenges the imagination of the
employee. Role playing promotes retention as it heightens imagination,
ingenuity and resourcefulness.
Fig 5: Shows the most Popularly used Training Methods in Nigeria
Public Service.
Mode of Training in Selected Nigeria Organizations.
Types of Enterprise
Training Techniques Service % n = 75% Manufacturing % n = 62
Coaching 87 82
Lecture 10 65
Role playing 75 85
Vestibule Training 40 68
Conference 72 61
Source: Nwachuku (2009).
27
As pointed out earlier, training should be an on-going affair.
Training should not always be very formal. A good training can last for
only few hours or weeks; duration does not determine the quality of
training. It is important to prepare the employee to be trained. The
employee should be motivated to achieve mental preparedness, and he
must exhibit the desire to learn by being made to see the usefulness and
applicability of the training. Every employee should know the training
circle which should come after his performance appraisal.
(Nwachukwu, 2009: 131).
Figure 6: The Training Circle
APPRAISAL
APPLICATION
IDENTIFICATION OF TRAINING NEEDS
TRAINING
PLANNING THE TRAINING PROGRAMME
PREPARATION
TRAINING
28
Evaluation:-
The purpose of evaluating a training programme is to determine
its effectiveness. The information collected in the evaluation process
should enable the organization to improve on the programme for future
trainees, and enable the trainers appraise themselves in terms of method
and content. The most objective way of evaluating a programme is to;
a) Obtain the honest and unbiased assessment from trainees.
b) Determine if in fact learning occur by administering tests-oral or
written.
c) Determine if the company has benefited from it through reduction
in cost, better morale, and increased productivity, reduced
absenteeism rate or reduced rate of staff turnover.
Nwachukwu (2009: 133), one of the major pitfalls of training
programme in Nigeria public service is the lack of positive
reinforcement and the lack of opportunity for the trainee to practice
what he has learnt. There have to be corrected. Above all, the objective
of the training programme must have been clearly articulated.
In addition, Onah (2003), see staff development as the process
whereby an employee is enabled to grown the job, through acquisition
29
of wide experience, breath and increasing confidence resulting from the
exercise of varied and tested responsibilities. The aim is to enable him to
reach the top or achieve his best in his profession.
Herbart (1999), defined staff development as planned process of
learning experiences intended to enhance employees contribution to
organizational goal in terms of overall personal models, the purpose of
employee development is to improve individual abilities and bring
them more in line with existing or anticipated job requirements.
Druker (1984: 201), Agreed to this definition of training as a
systematic process of altering the performance of employees in a
direction to increase organizational goal.
In another development Armstrong (2003), posit that training is
the formal and systematic modification of behaviour through learning
which occurs as a result of education instruction, development and
planned experience.
Echikwa (2002), did recognized that fact, when he wrote that the
process of training is to ensure reliable and adequate replacements for
personnel who may leave or move up in the organization. Staff
development and training enhance an organization’s ability to adopt
30
and use advances in technology because the staff are knowledgeable
through the training and skill they have acquired, it is known that staff
development and training builds a move affiant, effective and highly
motivated team, which enhances an organization comptitive position
and improves employees morals. Also staff development means
investing on people to enable them to perform better and to empower
them to make the best use of their natural activities.
Various Approaches to Staff Development and Training:-
In view of the fact that this research work is based on staff
development and training, various approaches to training have to be
highlighted in order to drive home the point that training is an effective
instrument in achieving results in the performance of day to day duties
by employees of any organization requires in terms of manpower
development. It also assists in determining the areas of needs of the
organization.
Armstrong, (1984) stated that, “the overall aim of employee
development is to see that the organization has the quality of people it
needs to attain its goals for improved performance and growth”. In
order to meet the manpower needs or the quality of the people an
31
organization it needs to attain its goals for improved performance. Some
different approaches to staff development and training have to be
embarked upon in order to achieve the desired results. Equality
approaches are to be discussed in this work so that to educate the
importance of these approaches to staff development and training the
effective use of these approaches would enable managers and
administrative as well as executives in charge of staff development and
training to adopt effective and better method of staff development and
training. The approaches are the followings:
1. The diagnostic approach
2. The systems approaches
3. The performance management process.
(1). The Diagnostic Approach: The diagnostic approach to issue of
development and training looks at problem of training in two ways.
Milkovich et al., (1984) point out two issues involved in the diagnostic
approach to training. “Introducing the diagnostic model, we
distinguished between a reactive or problem solving approach to
human resource management, a productive, or forward looking
approach”. Under the diagnostic approach to staff development and
32
training there are two categories of training. One is the problem solving,
which is known the reactive approach to training of staff. Under this
approach the establishment/organization thinks of the immediate need
of the organization and gears its training towards that direction. The
training is focused on the immediate job the employees perform. It only
responds to the immediate needs of the organization and offers
immediate solution. No organization can plan a realistic training
programme unless a thorough diagnostics of the present manpower
position has been made and the future plans and the type of manpower
requirements have been decided upon. This calls for the next approach
to training which is the proactive approach, takes care of future
activities of the organization or establishments. The proactive approach
invests in human development. This implies that employees are
prepared for the purpose of responding to changes, in technological
development and also for the purpose of occupying positions that are
higher after acquiring new skills. A proactive organization uses training
both to encourage employees to invest in their own human capital as
well as to solve current future problems.
33
(2). The Systems Approach: The system approach is the process of
identifying the role inputs and subsystems that can play and also
identifying the contribution that training can make to import operations
in the system. The system approach apart from being used in seeking
out the contribution of the human components as opposed to
machinery, the system approach is also applied to the interaction
between training and the operation to produce a feed-back which can be
used to improve subsequent training. Consequently this system takes
care of training needs of the organization and individual training needs
of the organization seeks to take care of what training is required to
meet the development of the necessary skills for the achievement of an
organization needs. While training needs of the individual is the gap
between the skill requirements of a job and those possessed by the
current job holder, which seek to take care of the employee’s previous
education and experience, nature of the job for they are employed, the
skills, knowledge and aptitude required to perform the job and the need
for job improvement either in the method, design or structure. Staff
development and training is an integral part of the whole process
through the system approach thus:
34
Identify and analyze training requirements.
Plan and design appropriate training programme to needs.
Implement training programme.
Evaluate by checking effectiveness of training.
Fig. 3: Showing System Approach to Training
Systems Approach to Training
Training need analysis is conducted ultimately to identify training
needs accomplish with learner in order that learners can meet
organization goals, usually in terms of performance standard. This
normally entails when training should occur and who should attend the
Identifying and assessing training needs
Planning and design training programme to meet need
Evaluate checking effectiveness of training
Implementing training programme
Source: G. Osasiede (1990), system approach to training, unpublished lecture notes, University of Benin, Benin city
35
training. In order to achieve effective performance training need have to
be carried out some factors are to be looked into in the course of
determining the need of an organization for training purposes.
Nwachukwu, (2001) according to him, there are seven steps to be
adopted while carrying out training needs analysis and there are;
confirmation of the staff current job description. A job analysis, if it
required, defining the job, skill needed to perform the staff present job.
Future development required, the identification of prior learning
obtained. Agreed actions for learning delivery training need analysis
can be achieved through the above processes enumerated by
Nwachukwu, if the above measure are adopted and applied while
carrying out training needs analysis a lot will be achieved to arrive at a
readable conclusion in what areas to be tackled for training purpose and
what type of training will be adopted to train the staff as to achieve
desirable results however there are about six types of needs analysis –
any could be applied while carrying out.
(i). Context Analysis: An analysis based on the business needs of the
organization.
36
(ii). Users Analysis: In user analysis the potentials participants and
instructors, their level of existing knowledge on the subject is
assessed and determined.
(iii).Work Analysis: Under the work analysis the tasks being
performed are analyzed. The analysis also specified the main
duties and skill level required.
(iv). Cost Benefit Analysis: This type of analysis is the one on the
return on investment (RPO) of training. Effective training
produces the desired and greater value than which an
organization has initially invested in administrating the taining.
(v). Training Suitability Analysis: This type of training analysis
assess the desirability of training for solutions of an organization’s
in terms of content needs of business.
(3). The Performance Management Process: Performance
management is the continuous process of identifying,
measuring, and developing the performance of individuals and
teams and aligning their performance with the organization’s goal.
37
2.1.5 Advantage of Staff Development and Performance
Management:-
Gary (2011), Organizations are moving to performance
management for three main reasons:
(1) Total quality
(2) Appraised issue
(3) Strategic planning.
(i) Total Quality:- More managers are adopting the total quality
management philosophy advocated by management gurus like Edward
Deming. Deming argued that an employee’s performance is more a
function of things like training communication and supervision than of
his or her own motivation. Performances appraisals tend to focus more
on problems – what’s the employee do wrong? Deming said that it is a
wrong approach. Continuous collegial feedback, and (when necessary)
on changing things like training, incentives and procedures.
(ii) Appraisal Issues:- Traditional performance appraisals are often
tense and counterproductive. Indeed, there is an obvious flaw in
appraising employees–once or twice per year: if things need improving,
why wait 6 months to do some thing about it?
38
(iii) Strategic Planning:- Researchers studied 1,800 large companies.
About 90% had strategic plans with strategic goals. However, only
about one in eight achieved their strategic goals. Briefly, many managers
formulate strategic plans, and they drop the ball. They do so by not
communicating their strategies to employees, by not assigning each
employee clear goals and responsibilities, and by not monitoring actual
progress.
In the other hand, in performance management process
organizational goals are put forward in order to march with the results.
In this regard adequate measure is taken to ensure that during the
training, the trainees desired results directly contribute to the
organization’s result. This is done, with a view to ensuring that the
ultimate is achieved, which is performance. In this type of training the
emphasis is on performance. Since the performance management
process is result oriented, priority is given during the training to the
trainees’ desired results. The performance management approach
identifies performance gap and growth gap this two gaps are taken care
of by training.
39
Staff development and training of employee is very vital
instrument of achieving the set objectives of the organization. It is not
only essential for effective job performance. It also enhance productivity,
heightens staff morals, improves their behavioural patterns and exposes
them to the new techniques available in their fields thus making them
reliable to changes. Staff development leads to reduction of wastes in
cost of production and staff turnover, training promote employees sense
of achievements, sense of belonging and make workers to be aware of
expected contributions to the development of organizational goals. On
the other hand, inadequate development of staff programmes has a
negative effect on employees and the performance of the establishment.
Echikwa (2002), did recognizes that fact, when he wrote that the
process of training is to ensure, reliable and adequate replacements for
personnel who may leave or move up in the organization. Staff
development and training enhance an organizations ability to adopt and
use advances in technology because the staff are knowledgeable
through the training and skill they have acquired, it is known that staff
development and training builds a more efficient, effective and highly
motivated team, which enhances an organization competitive position
40
and improves employees morals. Staff development and training ensure
adequate human resources for expansion into new programmes.
Employee frequently develops a greater sense of self-worth, dignity and
well being. This is because they become more valuable to the
organization and the society at large.
2.1.6 Government Attitude Towards Staff Development In Nigeria:-
The need for staff development cannot be over emphasize.
Development of staff in Nigeria public service is geared toward
economic efficiency and behaviour modification. To achieve these two
objectives, the average public servants will have to be developed to have
public service temperament and discipline. It is right to expect that
government should take the lead in pointing the way and setting
examples in many of our national endeavors, despite the privatization
and commercialization exercise. Government will continue to be the
nations largest single employer into the foreseeable future. It is,
therefore, right that as it does in some other sectors of our national life,
government should take the lead in the area under discussion by setting
policy guidelines and investing in areas considered too financially
involving and or/not profitable enough to attract private sector
41
investments, many which are open to public and private sectors. What
happens in the service, therefore, touches everyone. Because, in 1949, a
Nigerianazation and training division was established. The division has
the responsibility of ensuring that all service training scheme was
initiated. Under this scheme – scholarships, bursaries and development
and training awards were made to public servants who, when qualified,
were appointed to key post hitherto the preserve of expatriate civil
servants. By 1965, the Nigerianization programme had been very
successful that was shifted to staff development with a view to meeting
the manpower requirements for carrying out government development
plans and projects. The importance of staff development and training
has formed the bedrock of development of any organization.
Government understands the importance of training hence the
establishment of training programmes in the public service to ensure
that training was rational and purposeful. The Federal Government
commissioned a survey of training needs in the federal public services.
This survey which was undertaken by Walle the then Senior Consultant
in Public Administration, University of Ife (1965), revealed among other
things, the urgent and systematic sustained and regular training
42
programme for the development of civil servants of all carder. With this,
training and staff development was formalized and institutionalized in
federal public service. Likewise the industrial training fund was
established by a decree.
Ubeku (1975), has this to say about industrial training fund:
“Under the industrial training fund degree, 1971, sum of the money provided from time to time by the Federal Government and contribution made by every employers have a minimum of twenty-five persons in his environment, at the rate of one percent of the annual payroll, are to be paid into the fund”.
The purpose of the industrial training fund therefore is to promote
and encourage an acquisition of skills in industry or commerce with a
view to generating a pool of indigenous trained manpower sufficient to
meet the needs of the national economy. Training therefore is very
important and that is why the Federal Government has gone to the
extent of establishing of the industrial training fund and the
establishment of so many institutions. However, before talking about
these institutions, we take a note at the commission set by the
government to look into staff development and training. The Udoji,
Commission of 1974- According to Adebayo “the report of the 1974
43
Public Service Review Commission stressed the importance of training
and staff development in the public recommended that training and
staff development should be seen as an important means of meeting the
chronic storage of skilled manpower. The importance would grow as
the public service grows and expanded, raising new demands for skilled
manpower in more professions and occupations. It concluded by saying
that we need to train people who were result-oriented who could
reorganize opportunities and meet government objectives.
This need for training and development of employees to meet
government objectives, which was recognized in 1974 by Udoji
commission is even more serious in the public service today than it was
in 1974, intensified training and development programmes have to be
embarked upon by different states to motivate the workers to work
towards achieving a result orientated public service because as
acknowledge by Dale human resources can make only limited
contributions towards the attainment of an organization’s goals. In their
under-developed state, demands and opportunities for their
employment are very limited, with the trend explicitly towards further
decline.
44
Furthermore, the Centre for Management Development (CMD)
was established to ensure effective performance which consist of both
the supplied and users of management training. The centre was
established in 1960, and was reconstituted by the federal government in
1972. The council has the broad objective of coordinating, appraising
and setting standards for management education in Nigeria. One of the
objectives of the centre for management development is to advice the
government on plans and programmes for enhancement of the number,
quality and effective utilization of managerial manpower resources in
all sectors of the broad national economy to be fully productive, using
minimum inputs, to achieve maximum out in the shortest possible time.
The ever present technological change in the management sciences
demand that employees should be regularly trained in order to keep
abreast of the time. Administrative Staff College Nigeria (ASCON) was
established by Act 39 of 1973, its objectives are;
1. To promote higher management training for the development of
senior executive for the public service and private sectors of Nigeria
economy.
45
2. To provide and arrange for a comparative study and investigation
of the principles and techniques of administration and for exchange of
ideas and experiences and for promotion of better understanding
between persons connected with management and administration in the
various spheres of national life.
3. To conduct research into problems of management and
administration arising from spheres of national life etc.
In addition, National Centre for Economic Management and
Administration (NCEMA) was established in 1986, as a training and
policy research centre charged with the following responsibilities.
(i) To train planners, budget officers policy analysts in the middle
and senior management centre of the public service.
(ii) To create and maintain in the ultimate, a centre of highly
competent public officers that would be responsive to the
requirement of a result oriented public service.
In pursuance of these objectives, the centre trains public officers in
the areas of economic planning, budgetary systems, economic policy
formulation and the use of modern computational facilities. Its training
46
is provided through short in-service course such as workshops, seminar
and training programmes.
The National Directorate of Employment (NDE) was established
in 1987 as a manpower development urgency to pursue two
employment related objectives, namely creating employment
opportunities for self-employment, and enhancing employment ability
by means of appropriate training. The scheme is expected to make
people employable and self-employed as a means of tackling the
problem of manpower under-civilization (youth and graduate
unemployment) as well as rural underdevelopment. The provision of
the above mentioned facilities have in small measure boosted training in
the national economy. Through this programme a lot of public servant
and private sector employees have been exposed to executive
development and they are currently performing the functions of
permanent secretaries, directors, senior administrative officers etc.
Most craftsmen’s we have in the economy and many technicians
in our industrial establishments are the products of National Directorate
of Employment.
47
Bye and large development and training has made tremendous
impact on the national economy toward the production of skilled
manpower. In the social aspect, it has provided social services to their
locality. Public service need to be staffed by people whose qualifications
and training fit them for the planning and management of government
project. On the whole ineffective training or lack of training and
development has caused a lot of havoc in the government
establishments. Systematic training has been neglected for decades. So
re-introduction of planned training and development should be made
compulsory for all officers irrespective of their present ranks to help
alleviate the drudgery and prevalent frustration in the public service. In
effect the impact of staff training and development cannot be
underestimated. Fortunately, the service reform has addressed the
matter and introduced professionalism into the service. The expectation
is that this singular structural step will go a long way to remedy most of
the complaints hitherto leveled against the services in respect.
2.1.7 Types of Staff Development and Training:-
In these modern times there are so many type of training offered
to employees for the improvement of an organization or the public
48
service. However the methods of development vary, and depend upon
the needs of the organization and the needs of the employees being
development. The decisions about their choices are influenced by:
(a) The number of employees being developed.
(b) The estimates of the cost of method.
(c) The expected benefits of the methods.
(d) The urgency of developmental and utilization plan.
(e) The content and objectives of developmental and utilization plans.
Types of Staff Development and Training are the Followings:-
(1). On-The-Job Method of Staff Development:- On-the-Job Training
(OJT) means having a person learn a job by actually doing it. Every
employee, from mailroom clerk to CEO, gets on-the-Job training when
he or she joins a firm. In many forms, OJT is the only training available.
(or worse: All too often the supervisor simply says, Here’s your desk;
get started). In the other hand, development takes place completely at
work locations. Responsibility for its implementation is primary that of
a trainee’s immediate manager or supervisors is obvious. They have or
should have in-dept knowledge of the strength and the weaknesses of
their subordinates, and should know how best such subordinates
49
should be assisted to overcome any identified weaknesses. The most
familiar on-the-job training is;
(2). Coaching or Understanding Method:- Here, an experienced
worker or trainee’s supervisor trains the new employee. This may
involve simply acquiring skills by observing the supervisor. Or
(preferable) having the supervisor or job expert shows the new
employee the ropes, step-by-step. The man’s warehouse, with more than
455 store nationwide, make extensive use of on-the-job training. Every
manager is formally accountable for the development of his or her direct
subordinates.
(3). Job Rotation:- In which an employee (usually a management
trainee) moves from job to job at planned intervals, is another (OJT)
technique. Special assignments similarly give lower-level executives first
hand experience in working on actual problems.
Perhaps most importantly, don’t take the success of an on-the-job
training effort for granted. Train the trainers themselves (often the
employees supervisors), and provided the training materials. Trainers
should know, for instance, the principles of motivating learners. Because
low expectations on the trainers part may translate into poor trainee
50
performance, supervisor/trainers should emphasize the high
expectations they have for their trainees success.
(4). Off-The-Job:- The off-the-Job training or staff development is
more or less similar to the formal education system of training in that
the training is done or carried outside the working environment. Off-
the-Job training is very relevant to staff development in that skills and
experience of particular jobs can be acquired through off-the-job. In this
respect there are various techniques of off-the-Job training which are
meant to groom staff with the jobs they are performing under the off-
the-Job training we have lectures, which includes seminars and
workshops, special study, case studies: discussion, incident process, in
tray, role playing group dynamic, graduate trainership scheme-selecting
the trainees fresh from tertiary institutions and providing them
developmental facilities. According to Mcgregor’s philosophy he
believes of growing talent rather than manufacturing it by employing
fresh graduate from universities, polytechnics and growing them for
different positions. He went further to say that the individual will grow
into what he is capable of becoming, provided we can create the proper
conditions for that growth for him.
51
(5). Organizational Development:- Organizational Development is a
planned, systematic program initiated by an organizations
management, with the purpose of making the organization more
effective through the use of a variety of methods designed to change
environmental behaviour. There are many obstacles that make such
change less effectives. They are:
(1) Communication
(2) Structure
(3) Processes
(4) Procedures
(5) Policies of the organization
(6) Interpersonal conflicts.
These constraints can be removed by gearing efforts to
continuously gathering information as much as possible, about the
organization. This will make it possible to evolve practicable solution,
which will be applicable in any given situation.
Organizational development therefore is a situational approach to
increasing organizational effectiveness. There is no direct approach to problem
solving in an organization. The success of this approach will depend on the
52
study of the organization which will determine the type of approaches to be
carried out. The techniques involve laboratory training, managerial grid
training, process consultation (which include sensitivity training) job
enrichment, organizational behaviour, Modification and Management By
Objective (MBO) as part of their approach. The traditional training methods
that focused on the individual rather than on the total organization were
insufficient. Often difficulties were encouraged in the transfer of knowledge
and skills from the classroom to the job and the work environments. All these
led to the recognition of the need for more comprehensive approach of
organizational development that considers people, structures, technologies and
social aspect as an interrelated system. This organizational development process
is illustrated in fig 4.
The Organizational Development (OD) Process
Development or Change Strategy
Intervention Problem Recognition
Organizational Diagnosis
Feedback
Measurement and Evaluation
Source: Koontz et al., (1984) Management a System and Contingency Analysis of Managerial Functionary, London, McGraw-Hill
53
2.1.8 Characteristics of Performance Management:-
Performance management is a planned process of which the
primary elements are agreement, measurement, feedback, positive
reinforcement and dialogue. It is concerned with measuring output in
the shape of delivered performance compared with expectations
expressed as objectives. In this respect, it focuses on targets, standards
and performance measures or indicators. It is based on the agreement of
role requirements, objectives and performance improvement and
personal development plans. It provides the setting for ongoing
dialogues about performance that involves the joint and contributing
review of achievements against objectives, requirements and plans.
Performance management is also concerned with inputs and
values. The inputs are the knowledge, skills and behaviours required to
produce the expected results. Developmental needs are identified by
defining these requirements and assessing the extent to which the
expected levels of performance have been achieved through the effective
use of knowledge and through appropriate behaviour that upholds core
valves.
54
Performance management is a continuous and flexible process,
which involves managers and those whom they manage acting as
partners within a framework that sets out how they can best work
together to achieve the require results. It is based on the principle of
management by contract and agreement rather than management by
command Armstrong, (2006).
Staff development and training are all about learning and
acquisition of new skills and for the managers improving upon their
high level of educational qualification. Thus, this has informed the
purpose of this research in the Ebonyi State Public Service with
particular regard to the Ohaozara Local Government Area.
2.1.9 Basic Building Block of Performance Management:-
We summarize performance management basic building blocs as
follows:
(i) Direction Sharing: means communicating the organization higher
level goals (including its vision, mission, and strategy) throughout
the organization and then translating these into doable
departmental, team, and individual goals.
55
(ii) Goal Alignment: means having a process that enables any
manager to see the link between an employee’s goals and those of
his or her department and organization.
(iii) Ongoing Performance Monitoring: usually includes using
computer – based systems that measure and e-mail progress and
exception reports based on the person’s progress toward meeting
his or her performance goals.
(iv) Coaching and Developmental Support: should be an integral part
of the feed-back process.
(v) Ongoing Feedback: includes both face to face and computer based
feedback.
(vi) Rewards, Recognition and Compensation: all play a role in
providing the consequences needed to keep the employee’s goal
directed performance on track.
2.1.10 Determining Training Needs:-
Period to any training programme is undertaken, the need for
training has to be identified. To mount a training programme requires
systems analysis. That is manager tries to identify the problems
encountered by different employees-salesmen, production employees,
56
accountings staff and others. It could be discovered that in sales, for
example, the company is picking poor prospects which means that
additional training on prospecting is required, or analysis could reveal
that low productivity in the operations department is due to work
scheduling.
Training could be a waste of time and resources if the area of
emphasis in training is not properly isolated. Nothing can be more
frustrating and demoralizing as teaching a person what he already
know. Concerted effort must be made to clearly identify areas to be
stressed in a training programme.
2.1.11 Aims/Objective of Staff Development and Performance
Management:-
The overall aim of performance management is to establish a high
performance culture in which individuals and teams take responsibility
for the continuous improvement of business processes and for their own
skills and contributions within a framework provided by effective
leadership.
Specifically, performance management is about aligning
individuals objectives to organizational objectives and ensuring that
57
individuals uphold corporate core values Armstrong, (2006). It provides
for expectations to be desired and agreed in terms of role responsibilities
and accountabilities (expected to do), skills (expected to have) and
behaviours (expected to be). The aim of to develop the capacity of
people to meet and exceed expectations and to achieve their fall
potential to the benefit of themselves and organization. Importantly,
performance management is concerned with ensuring that the support
and guidance that people need to develop and improve are readily
available.
The following are the aims of performance management as
expressed by a variety of organizations (IRS, 2003).
Empowering, motivating and rewarding, employees to do their
best.
Focusing employee’s tasks on the right things and doing them
right. Aligning everyone’s individual goals to the goals of the
organization.
Proactively managing and resourcing performance against agreed
accountabilities and objectives.
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The process and behaviours by which managers manage the
performance of the people to deliver a high-achieving
organization.
Maximizing the potential of individuals and teams to benefit
themselves and the organization, focusing on achievement of their
objectives.
In addition, Cole (2002), see development as any learning activity
which is directed towards future needs rather than present needs and
which is concerned more with carrier growth than immediate
performance. Development also implies a progression from lower and
often undesirable state to a higher and preferred one. Development also
can be defined in terms of attacking widespread absolute poverty,
reducing inequalities and removing the spattered of unemployment all
these being achieved within the context of a growing economy.
Herbert (1999), defined staff development as a planned process of
learning experiences intended to enhance employees contribution to
organizational goal in terms of overall personal models, the purpose of
employee development is to improve individual abilities and bring
them more in line with existing or anticipated job requirements. Staff
59
development is therefore a prerequisite for the growth of the
organization, in the same vein staff training assume a very important
role in the growth of an organization. According to Kreitiner Training is
the process of changing behaviour or attitudes through some types of
guided experience.
The need for training is very vital aspect of the administration,
personnel development since their duty is to manage people. In a
similar vein, the principal intention of training according to Akpan
(1982), is to equip people with the knowledge required to qualify them
for a particular position of employment the skills and efficiency in the
position they already hold. Staff development, on the other hand,
implies growth and the acquisition of wide experience future strategic
advantage of the organization.
According to Ahiauzu (1999), man is the one that knows nothing,
that can learn nothing without being taught. He can neither speak nor
walk, eat and in short he can do nothing at the most effective way of
positively improving the situation of the worker at model African
workplace, is by employing systematic effort towards his or her
appropriate functional development, right from birth. This is because
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generally at birth man comes unconsciously with an enormously wide
range of behavioural characteristic and potentials, which are contained
in his physical emotive and cognitive endowments which need to be
developed. It is in realization of these changes that trained professionals
and other cadre of employees have come to accept that to keep abreast
of the times they must embrace these challenges by taking new courses
in the form of training, retraining and staff development programmes to
update their knowledge with the relevant changes in their fields.
The world is entering a new age the age of total industrialization. Some countries are far along the road, many more are just beginning the journey. But everywhere at a faster or slower pace, the peoples of the world are in the march towards industrialization. They are launched on a long course that is certain to change the communities into new and vastly different societies whose forms cannot yet be clearly foreseen. The twentieth century, is a century of enormous and profound and world – wide transformation Ahiauzu, (1999).
However, the administrative personnel has to be fully equipped
with knowledge, new skills and new value systems to cope with the
turbulent ever changing environment he finds himself. As a result, there
should be greater emphasis on the development of their managerial
skills and also the senior workers.
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In another development Armstrong (2003), posit that training is
the formal and systematic modification of behaviour through learning
which occurs as a result of education instruction, development and
planned experience. Druker (1984: 201), agreed to this definition of
training as a systematic process of altering the performance of
employees in a direction to increase organizational goal.
In the other hand the fundamental aim of training and staff
development is to help the organization achieve its purpose by adding
value to its key resource – the people it employed. Staff development
means investing in people to enable them to perform better and to
empower them to make the best use of their natural ability.
From the above, it could be seen that when staff are not
adequately trained, it becomes difficult for the employee to keep abreast
of changes in technique and technology. Inefficiency, lack of
performance, lack of confidence and waste in materials which are as a
result of lack training and development which eventually lead to low
performance and inefficient production.
Perhaps a convenient way to conclude this section of the study is
to reflect on the review of the Public Service Review Commission (Udoji,
62
Commission) on the important of staff development and training as
stated in its report thus:
Staff development or training is a continuous process from recruitment (induction and orientation) to retirement. Staff development is virtually important for our public service. We need to train people who are result oriented, who can recognize opportunities and need effective, our findings reemphasis the importance of staff development. Staff development will be the most urgent consideration in accepting and implementing our report.
Staff development is the organized procedure by which people
can learn. The purpose staff development is to achieve a change in
behaviour of those trained. Development of the staff is a continuous
process in any organization and the success of any organization
depends largely on the quality of manpower. Training in any
organization cannot be underestimated. If we are going to keep abreast
of change, staff development becomes a necessary end. Herbert (1999),
said that the control objectives of manpower planning is to construct a
strategy of human resource development which is consistent with a
country’s broader aims of social, political and economic development.
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Nwachukwu (1988), identified four basic objectives of any
employee training programme.
1.Skill Development.
2. Attitude Modification.
3. Education.
4. Development.
(ii) Skill Development: He opined that the success or otherwise of an
organization is a function of the productivity of its employees. How to
get highest productivity from every public servant both in federal, state
and local government is the main purpose of staff development. A
skilled staff is generally productive. The public servant who has the
necessary skill for his job sees himself as professional and act
accordingly, He needs little supervision to take pride in accomplishment
and looks toward to a new successful career in public services.
(iii) Attitude Modification: A group training programme should
influence an employee’s attitude towards his job and the organization.
This is achieved by identifying the factors that make up the employee’s
attitudes such as misunderstanding, knowledge, faculty logic or peer
group pressure, and addressing them through an integrated training
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programme. Teach the public servants a better attitude towards his
work, establishment, his supervisors and co-servants by encouraging
healthy rivalry, achievement, motive and professionalism. An
employee’s attitude is modified as he is taught to help herself and
achieve greater things not only with the establishment, but also in the
society.
(iv) Education: One of the objectives of staff development and training
programme is to educate the employee about the working of the
organization of which he is an integral part. Through such education,
the employee is able to understand the problems and prospects of the
organization. Job related education that helps the employee to
understand and perform his task better promotes employee loyalty to
the organization.
(v) Development: Training helps an employee to perform a specific
task whereas development him assume more responsibilities. A training
programme that aims at employee development should encourage him
and arouse in him the desire for self-development. Through the
attendance of private lectures, seminars, symposium and conferences.
Other objectives of training can be summarized as follows:
65
1. To build up a second line of officers and prepare them to occupy
more responsible positions.
2. It minimizes wastes, accidents, turnover, lateness, absenteeism
and other overhead costs.
3. It is also designed to equip participants with methodology of
formulating concrete and specific proposal for major development
effort.
4. To inculcate a board understanding of relevant science and
technology, so that trainees will appreciate the problems of those
working in associated occupations and also become better
equipped to adjust to change in the nature of his work.
5. It helps in the achievement of organizational goals through
optimum use of manpower.
In order words, objectives of training is to bridge the gap between
existing performance ability and desired performance since
development is a continuous process not a one time affair, and since it
consumes time and entails much expenditure, it is necessary that a
training programme policy should be prepared with great thought and
care for it should serve the purpose of it establishment as well as the
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needs of employees. Additional benefits is that training helps to create
job satisfaction if an employee feels his job requires training, rather than
something he can pick up as goes along. The person responsible for staff
development attends short courses. Training and development thus is
the process by which people acquire the knowledge and skills and those
required for effective and efficient performance of the job they are
expected to do. It is necessary for managers to have the awareness that
the responsibility for the performance of their staff rest on their
shoulders. Training is best carried out by dividing into sections, as an
approach which is suitable for one group is applicable to another. Even
within a group, it is often found that an individual approach will prove
to be the most effective way of developing person. The secret of
successful development training is provided a variety of training
experience to suit individual needs and problems. Below is a diagram of
the systematic training process.
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Fig. I
2.1.12 Factors Militating Against Staff Development and
Performance:-
Nwachukwu (1988), summarized the problems associated with
staff development as those related to the bureaucracy, the socio-
economic and technological environment of public service in Nigeria.
He also opined that problems with institutional framework and
management education are inclusive. In that even through several
governments review commissions have recommended the efficacy of
public service training, the idea remains poor within and among the
political society and public servants. Be that as it may, the public
Step 1 Identify what training is needed
Plan how to meet need for training
Check the effectiveness of the training
Implementing
Step 2 Step 4
Step 3
Source: Jane Boyce Martain: Essentials of Personnel Management (1977)
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management training programme in Nigeria has overtime. Besieged
with inadequate and iron-programming meaningfully.
Achebe in Nwachukwu(1988), has identified corruption as one of
the problem facing Nigeria public service. Corruption affects job
performance and efficiency in that it creates a situation where attention
and more crucial workers dolly-dally in performing their duties their
palms greased. Public organization is obviously a zone of corruption.
This makes mediocrity and foot-dragging the order of the day.
Mediocrity, which it’s a very dangerous diamante to corruption creates
a scenario where people who are not qualified are either employed or to
the passion of high responsibility and patronage. The use of patronage
as should be expected is usually common in political circles and
democracy. Because of this, there may be the tendency of local
government officers and fresh appointments and to an extension the
short listing of those who will go for training course, to be allocated on
the basis of loyalty to the ruling parts or its officers. This practice
invariably gets in their way of the efficient performance of duties since
we may be confronted with cased of square page in round holds.
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2.2 HYPOTHESES
The following hypotheses are formulated for this study which is
subject to testing and verification.
a) Training and development of staff enhanced their performance in
Ohaozara L.G.A 2005-2010.
b) Politics of sectional balancing among elite has hindered staff
development and performance in the local government.
2.3 OPERATIONALIZATION OF KEY CONCEPTS
Staff Development: This is to improve individual abilities and
bring them more in line with existing or anticipated job
requirement.
On-the-Job Development: Employment learns job skills in the
environment in which they actually work.
Institutional Development: The development of the knowledge
values, and understanding required is all aspects of life rather
than the knowledge and skills relating to particular areas of
activity.
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Off-the-Job Development: Development and training outside the
working environment, such as seminar and workshops.
Performance: This is the process of achieving a given standard at a
given period of time. It is also ability to carry out a given task
effectively and efficiently.
Enhanced Performance:- Refers as the process by which
employees are developed. It occur through rising compensation
packages, training, increasing facilities, indigenous and foreign
scholarship for improving qualification and other skills to ensure
effective performance. Performance appraisal is a continuous
process through which performance of employees is identified,
measured and improved in the organization.
Training:- Is a process through which the skills, talent an
knowledge of an employees is enhanced and improved. It also the
comerstone of sound management, for it makes employee more
effective and productive. Obisi (2011), define training as a practical
and vital necessity because; it enables employees to develop and
rise within the organization and increase their market value,
earning power and job security. It help to mould employees
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attitudes and help them to contribute meanfully to the
organization.
Productivity:- Has been generally defined as a ratio of output to
some or all the inputs. One input factor can be compare with the
corresponding output.
Politics of Sectional Balancing:- Could be refers as the
methodology, strategic means and ways by which different
sections and units in the Local Government, States, and Federal
government are equally and fully represented in the political post.
Political Elites:- Can be defined as the top people in the society
whom posses political power, economic and academic power to
influence others in order to achieve their own objective or
objectives of their people.
Human Resource Development:- Could be refers as the process of
equipping the employees with the necessary skills, knowledge and
expertise to make them to be able to cope with global
technological changes, economic and political changes, so as to
enhance the achievement of organization objective.
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2.4 VALIDATION OF INSTRUMENT
Anaekwe (2007), validity of a test refers to the extent to which a
test measure what it is supposed to measure. The validity of a test
therefore depends on the purpose. This implies that a test, which is valid
for one purpose, may not be valid for another.
In this research the validity of instrument was carried out in line
with the research questions and objective of the study. This guaranteed
that our study did not go beyond staff development training and
performance. This was done with the direction from the supervisor.
2.5 RELIABILITY OF AN INSTRUMENT
Anaekwe (2007: 112), the concept of reliability refers to the degree
of consistency of test results obtained from the some individuals on two
or more occasion using the same instrument. A measuring instrument is
reliable if it gives the some information or result of the attribute it is
measuring at all times.
Reliability, a pre-test was conducted in order to ensure or
guarantee the consistency of the pretest and the real conduct of the
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research. It was discovered from the final analysis that both test gave no
variation in result.
2.6 METHOD OF STUDY
This section of the chapter will examine the research design and
the sampling procedure for the study. The questionnaire design pattern
and the technique applied on data analysis would also be highlighted.
2.6.1 Data Collection Methods:-
Two set of questionnaire were distributed. The first set is given to
staff of the council on departmental basis and is divided into three parts.
The 1st part “A” questions contains biographical data establishing
personal factors such as employees’ sex, age, marital status, job
experience, office status and educational qualifications. The part “B” is
designed to elicit the forms of training and reason for understanding
training. Part “C” is designed to measure several features as exhibited
by employees in relationship with job, boss and council’s related issues.
This design contains various attitudinal based variables.
While second set of the questionnaire is designed for top
management staff who are operationally defined as those who direct the
administrative and professional matters. The aim is to elicit relevant
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information bothering on staff strength, development programmes,
training, selection procedures and the subsequate performance pattern
of employees after undergoing such trainings.
The responses assumed ordinal method of terms of a likely four
scale of agreement; strongly agree, agree, undecided, disagree, strongly
disagree.
The idea of free answers to questions is strictly avoided because
of the following reasons.
(1) It is time consuming
(2) The researcher has a limited time and might introduce some
irrelevancies due to their limited knowledge in the field.
Finally, the questions are posed in a very clear and simple term so
as to convey the same meaning to every respondent in the survey.
2.6.2 Research Design:-
Across – sectional descriptive research design is used in this study
a according to Nadgi (1984: 99), this type of design is concerned with the
collection of data for the purpose of describing and interpreting existing
conditions, prevailing practices, beliefs and performances. Similarly,
Churchill (1976), confirms that descriptive studies are used to describe
75
characteristics of certain people or groups and to estimate the
proportion of those who behave in certain way. In this study, the subject
area of training, development and employee work attitudes need such
descriptive tool.
Explaining further, Osuala (1995: 105), states that descriptive
research helps in making wide range of policy decision in the
population of study. Through the following ways:-
(1) Allows measurement of the dependent and independent variables.
(2) Provide the research with quick data.
(3) Prevent the problem of looking for the same respondents at
different time and periods.
Consequent upon these explanations, a cross-sectional survey is
applied in randomly selected employees of six departments of Ohaozara
Local Government of Ebonyi State. This is done through a questionnaire
design and the purpose of using questionnaire is to contain the
department of dispersion of the council and the fact that questionnaire
could be answered meaningfully and anonymously by the respondent.
However, oral interview are used where applicable.
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2.6.3 Population of the Study:-
Ohaozara Local Government is made up of (3) three autonomous
communities namely; Okposi, Uburu, and Ugwulangwu. It will be of
interest at this point to highlight each of the autonomous communities.
Ohaozara is made up one hundred and four villages and had a
population of 182, 398 in 1963; 231, 436 in 1976; 314, 016 in 1985, in 1991
the population was 401, 300 while the recent population figure are not
yet made known to this research due to political crisis between the three
autonomous communities. For the population of this study will be the
sample staff of Ohaozars Local Government Area and sample politicians
working presently in the local government which comprises the total
population sample of one hundred and twenty (120), which will be used
for this study.
2.6.4 Sample Procedure:-
A combination of stratified and systematic random sampling
techniques was adopted to select the respondents. This is to enable us
handle the large size of the population as well as departmental
dispersion. The population is in six strata representing the six statutory
department of the council. Each of the stratums is sampled randomly
77
with equal proportion of twenty employees. In all, one hundred and
twenty respondents are selected. The decision is to have equal sample of
respondents irrespective of the fact some departments are more in
population than the other.
To be able to do this, a questionnaire was dispatched earlier on to
the head of departments requesting them to indicate the staff strength
according to departments. Their result was later compared and cross-
checked with the council fourth quarter 2009 staff nominal roll. The one
hundred and twenty sample population is considered an appropriate
size because it represents a reasonable and more reliable result that
could stand generalization.
Table 1: Determination of Sample Size of each Department in the
Council.
Department Staff Strength
No of Questionnaire Administered
No of usable Questionnaire Response
Personnel 187 20 5
Finance and Planning 186 20 15
Works and Transport 315 20 20
Health 233 20 30
Education 30 20 20
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Agriculture 27 20 5
Total 968 120 95
Based on council’s 4th quarter 2009 staff nominal roll and the
researcher field study.
2.6.5 Method of Data Analysis:-
Research data on their own convey little or no meaning unless
they are analysed and described. Analysis of data so that they become
summarized or reduced to a point they can be meaningfully interpreted.
The data that will be generated from primary and secondary data will
be compiled and analysed. Facts derived from the related literature will
be used in testing the tenability of the research hypotheses.
The quantitative data produced from the survey will be reduced to
simple statistical technique like frequency and percentages as analytical
instrument. This will be adopted to make the clarity and simplicity of
the presentation.
2.6.6 Theoretical Framework:-
The theoretical framework of analysis used in this study is the
organizational learning theory. Organizational learning theory is
79
concerned with how learning takes place in organizations. It focuses on
collective learning but takes into account the preposition made by
Argyris (1992), that organizations do not perform the actions that
produce the learning, it is the individual members of the organization
which behaves in ways that lead to it, although organizations can create
conditions which facilitate such.
Organizational learning has been defined by Marsick (1994), as a
process of co-ordinated systems change, with mechanisms built in for
individuals and groups to access, build and use organizational memory,
structure and culture to develop long term organizational capacity.
Harrison (2000), emphasized that organizational learning is not
simply the sum of the learning individuals and groups across the
organization. She comments that man studies have confirmed that
without effective processes and systems linking individual and
organizational learning, the one ha no necessary counterpart with the
other.
Organizational learning is mostly concerned with the
development of new knowledge or insights that have the potential to
influence behaviour (Mabey and Salaman, 1995). It takes place within
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the wide institutional context of inter-organizational relationships
(Geppert, 1996), and refers broadly to an organization’s acquisition of
understanding know-how, techniques and practices of any kind by any
means.
Argyris and Schon (1996), have contrived that without effective
processes and systems linking individual and organizational learning
the one has no necessary counterpart with the other.
Outcome of Organizational Learning:-
Organizational learning outcome to the development of a firm’s
resources based capacity. This is in accordance with one of the basic
principles of human resource management, namely that it is necessary
to invest in people in order to develop the intellectual capital required
by the organization and thus increase its stock of knowledge and skills.
As stated by Ehreuberg and Smith (1994), human capital theory indicate
that; “The knowledge and skills a worker has-which comes from
education and training, including the training that experience brings
generate productive capital”.
Pettigrew and Whipp (1991), believe that the focus of
organizational learning should be on developing ‘Organizational
81
capability’. This means paying attention to the intricate and often
unnoticed or hidden learning that take place and influences what occurs
within the organization. “Hidden Learning” is acquired and developed
in the normal course of work by people acting as individuals and,
importantly, in groups or communities of practice’ (Wenger and Suyder,
2000).
2.6.7 The Process of Organizational Learning:-
Organizational learning can be characterized as an intricate three
stage process consisting of knowledge, acquisition, dissemination and
shared implementation (Dale, 1994) knowledge may be acquired from
direct experience, the experience of other or organizational memory.
Argyris (1992), suggests that organizational learning occurs under two
conditions:
First, when an organization achieves what is intended, and second
when a mismatch between intentions and outcomes is identified and
corrected. He distinguishes between single-loop and double-loop
learning. These two learning systems have been described by West
(1996) as adaptive or generative learning.
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Single-loop or adaptive learning is sequential, incremental and
focused on issues and opportunities that are within the scope of the
organization’s activities. As described by Argyris (1992), organizations
where single-loop learning is the norm, define the governing variables.
What they expect to achieve in terms of targets and standards and then
monitor and review achievements and take corrective action as
necessary, thus complementing the loop.
Double-loop learning occurs where the monitoring process
initiates action to redefined the governing variables to meet the new
situation, which may be imposed by the external environment. The
organization has learnt something new about what has to be achieved in
the light of changed circumstances, and can then decides how this
should be achieved. This learning is then converted into action.
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Fig. 5: Single and Double-Loop Learning
2.6.8 Principles of Organizational Learning:-
Harrison (1997), has defined five principles of organizational
learning as follows:
(1) It is essential to develop a conducive learning and innovative
climate.
(2) It is essential continuously challenges people to re-examine what
they take for granted.
Define Expectation
Take Action
Decide on Connective Action as Necessary
Redefine Expectation as Necessary Double-Loop Learning
Monitor and Review
Source Adapted from Michael Armstrong (2003) Handbook of Human Resource Management Practice
84
(3) Within the framework vision and goals, frequent dialogue,
communication and conversation are major facilitators of organizational
learning.
(4) The need for a powerful and cohering vision of the organization to
be communicated and maintained across the workforce in order to
promote awareness of the need for strategic thinking at all levels.
(5) The need to develop strategy in the context of a vision that is not
only powerful but also open-ended and unambiguous. This will
encourage a search for a wide rather than a narrow range of strategic
options, will promote lateral thinking and will orient the knowledge
creating activities of employees.
2.6.9 Application of Organizational Learning Theory:-
Organizational learning contributes to the development of the
unified local government service resource based capability. This is in
accordance with one of the basic principle of human resource
management, that it is necessary to invest in people in order to develop
the intellectual capital required by the service and thus increases it stock
to knowledge and skills.
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As stated by Ehronberg and Smith (1994), human capital theory
indicate that: the knowledge and skills a worker has which comes from
education and training, including the training that experience brings –
generate productive capital.
Pretigrow and Whipp (1991), believe that the focus of
organizational learning should be on developing organizational
capability. This means paying attention to the intricate and often
unnoticed or hidden learning that takes place and influence what occur
within the organization. “Hidden learning” is acquired and developed
in the normal cause of work by people acting as individuals and,
importantly, in groups or communities of practice (Wenger and Suyder,
2000).
In recongnization of the organizational learning, the Federal
Government of Nigeria after the 1976 Local Government reform
established training departments in three Universities for the training of
Local Government Staff (Employees). These institutions are the
University of Nigeria, Nsukka for Local Government Employees from
the then Eastern Region and part of the Middle Belt, the University of Ife
now Obafemi Awolowo University for the Local Government
86
Employees from the then Western and Mid-Western Region while the
Amadu Bello University for Local Government employees from the
North.
Furthermore, each of the state in the federation of Nigeria
established Local Government Service Commission to co-ordinate the
training programmes of Local Government Employees. The certificates
issue to Local Government Staff after the training range from ordinary
Diploma to Doctorate levels.
Also, the Federal Government establishes other institution such as
the Administrative Staff College of Nigeria (ASCON) for the training of
Junior, Middle and High Level Manpower in the Local Government
Service. While the institute for policy and strategic studies – Kuru near
Jos was established for the training of high level manpower including
Local Government Staff.
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CHAPTER THREE
BACKGROUND INFORMATION ON OHAOZARA LOCAL
GOVERNMENT AREA
3.1 BACKGROUND TO THE CREATION OF OHAOZARA
LOCAL GOVERNMENT AREA:-
Any attempt to trace the historical development of Ohaozara local
government area can not be complete without looking back even if
briefly at the introduction of local government system in Nigeria in
general and Imo state in particular in an attempt to look at the past and
present, we may then trace the beginning local administration in Nigeria
which began with the popular “Indirect Rule”.
The indirect Rule was introduced in Nigeria by Lord Lugard
under the indirect Rule system, the Colonial Government made effective
use of the Emirs in the North, the Obas in the West, the Warrant Chiefs
in the Eastern part of the country in order to conveniently rule and
administer the people of Nigeria.
The use of these traditional institutions was necessary as there
were insufficient funds to pay the few British white officials and again
the area known as Nigeria was too large and complex for Laggard and a
handful of the colonial officials at that point in time to administer. This
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system firstly introduced in the North, met with huge success because of
already existing centralized nature of the Hausa Fulani Emirates. The
sustainability of this structure and the institutions enhance attainment of
the desired goals and objectives of the local administration by Lord
Lugard.
The system in the East was quite different from what obtained in
the North because of the conspicuous absence of strong Executive Chief
(Ndi Igbo Ameze), and centralized political system. The warrant Chief,
where there existed did not enjoy the mandate of their people, rather
they were chosen unilaterally selected by the British administrator. They
performed the functions of judges in the courts have been authorized
with duly signed warrants. The members of this foreign made
traditional institutions, because excesses in the performance of their new
roles were hated by the people. Thus, when there was a plan to
introduce direct taxation in the East there was strong resistance and
reactions from the generality of the people.
This resulted the out-break of Aba Women’s riot of 1929. At this
point, it becomes petition out to state categorically that the out-break
was fundamentally based on the procedure for the tax collection and the
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natural hatred towards the warrant chiefs. Another cogent reason was
communication gap that debarred the colonial government from having
enough knowledge of indigenous requirement institutions of the people
and their way of life.
The journey did not bust end there, as what was them acclaimed a
modern local government system was introduced in the Eastern Nigeria
by local government ordinance 1950. This system embrace electric
systems and broadening of local participation infact, it was in form of “a
three-tier system comprising the country council, the Rural/Urban
council and the local council. The pattern was not however uniform
throughout Eastern Nigeria for four council could be easily
distinguished as follows:- local council, district councils, either rural or
urban, municipal and country councils.
In 1963, Ohaozara was accorded a status of a country council.
When again, the military struck, and took over power in Nigeria in 1966,
it created a new local government system in Eastern Nigeria known as
the provincial Administration. Abakaliki province was excised from
what was used to be known as Old-Ojosa province, which Ohaozara
was part and parcel.
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The end of the Nigeria civil war, brought yet another new system
of local government in the then East central state now known as
Anambra and Imo States. Pursuant to election 4(1) of the divisional
Administration Edict No, 18 of 1971 and all other power enabling him in
that behalf, His Excellency, the Administration of East central state of
Nigeria, Established Divisional council and community councils in each
division of the state. Yet a new “two tier” system of local government.
Similarly, Ohaozara was merged to Afikpo with semi-sub-division office
manned by an Assistant Divisional Officer (ADO). In 1974 from Afikpo
accorded a full fledged and autonomous divisional administration
status. By this gesture, the majority of the communities and the
generality of Ohaozara agitation and successful pullout from Afikpo
was another millstone towards the true to type local participation.
In August, 1976, as a pre-requisite for the military hand-over to
civilian require, a uniform type of local government was again
introduced through out the country, hence Ohaozara Local Government
is one of the three hundred and one (301) local governments in the
country.
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The silting of the Headquarters at Obiozara did not go through
without a lot of controversies in the area. The issue was capitalized and
politicized in the communities. The struggle which ensured tore the
peace loving people of Ohaozara into so many uncompromising
factions. One of the protagonist was Engineer Aja Eze called “simple
minority and other powerful majority”, when it was in the actual sense
Okposi SOLIDARITY MOVEMENT versus UBURU SOLIDARITY
FRONT” Okposi faction asserted and claimed that the court Area (Enu-
Akwa) has been the traditional seat for Ohaozara Headquarters’ right
from the days of the colonial government. Okposi communities
supported by other seven communities vehemently opposed to the
removal of the Headquarters to a new sites, were prepared and did
everything humanly possible to retain the Headquarters’ which they
claimed was a births right, thus hereditary. Uburu and Onicha simple
faction thought a united front to locate the Headquarters on the expense
of virgin grass land known to be “Obiozara”.
However, the situation was brought under control when in
February, 1978 the then Imo State government under late commodore
Adekwule Lawal made a categorical statement over the issue and
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compelled the secretary to abide by the government accepted
recommendations of Agada Pannel on sitting of Local Government
Headquarters by moving without further delay to the newly completed
secretariate at Obiozara. On the strength of this, Okposi faction seem to
have lost the battle, but on the other hand Uburu faction which now
claim victory did not normally find it all smooth.
Infact, the Headquarter issue has since then put communities and
villages in the two opposing camps. This situation received the
statement of Professor D. C. Nwana in his book-introduction to
Education Research that;
“One new policy solves an old problem but it brings along with it a brand new set of problem for every one to solve or put up with”.
The state government decision, however has brought along with it
some perennial problems which really require solutions or may live as
long as the Local Government (Ohaozara) remains one.
In addition, Ohaozara originated from then Imo state, but
presently in Ebonyi State. This local government has been in operation
and it can now be studied in terms of its impact on the staff
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development, as it was the good intention of the Federal and state
government to bring government closer to the grass-root.
3.2 THE STUDY AREA.
Location and Geography of Ohaozara Local Government:-
Pursuant of section 4(1) of the division at administration edict no
18 of 1971 and all others power enables him I that behalf his Excellency,
the administration of east central state of Nigeria established a division
council each division of the state consequently, Ohaozara with area of
about 1696 square km was cared to become a full fledged administrative
division state from the clutches of the colonial Afikpo division
,traditionally and popularly known as “Ugwuoko”.
The division office headquarter was at Okposi the colonial
kingdom some 24km. it inherited the assets and liabilities of the formal
Ohaozara county council. Ohaozara local government is one of the 21
local government areas of then Imo state established under Imo state of
Nigeria edict no 20 of 1976 and enshrined in the firstschedule of 1979
constitution of federal republic of Nigeria. It has the territorial limit of
the formal Ohaozara administrative division and in one of the local
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government that made up Umuohia Senatorial Zone by 1979 political
arrangement. After that, it was moved to Okigwe Senatorial Zone of
Abia State but today, Ohaozara Local Government is presently in
Ebonyi South Senatorial Zone.
It is bound on the North by Onicha Local Government of Ebonyi State
on the West byEzea Local Government on the East by MPU Ani Nri
Local Government of Enugu State and on the South by Afikpo South
Local Government of Ebonyi State.
The topography of the area is generally a low lying one
particularly in the eastern and western sides, while on the northern
sides, is some what hilly, especially at Ugwulangwu here there is large
expense of layers of iron rocs all over the area. These rocks have for the
past decades being busing busily worked upon by the crushed rocks
industries (Nig.) Ltd. The landscape slopes gradually to the south down
to about 106 hectares above sea level. The undulating gentle rolling
surface is hectares above sea level. The undulating gentle rolling surface
is broken occasionally by sharp valleys into small hill in Okposi and
Uburu areas of the local government. The only river is Esu. The large
stretch of swampy lands along these river are naturally blessed with
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fertile virgin grassland. This natural phenomenon favour rice, yam,
cassava and maize cultivation.
Most of the rains fall during June through October. As a result of
that fact that the area is located within the humid tropical, temperature
is all the year round high. An average temperature has been recorded to
be 75% (250c). The natural vegetation is tropical rain forest but the
extensive agricultural practices and expansion programmes have robbed
the area off its natural vegetation, leaving it with what could be called
“derived” savannah. The present grassy nature of the area inter-spaced
by trees found in few forest area of Uburu. However, in general the
greater part of the land avails the opportunity of producing successful
farmers and account for production of about 75% of various crops in the
state.
3.3 POPULATION OF THE STUDY AREA
Ohaozara Local Government Area is made up of (3) three
autonomous communities namely, Okposi, Uburu and Ugwulangwu. It
will be of interest at this point to highlight each of the autonomous
communities and their traditional rulers.
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Ohaozara is made up of one hundred and four villages and had a
population of 182,398 in 1963, 231,436 in 1976, and 314,016 in 1985. In
1991, the population was 401,300 while the recent population figures are
not yet made known to this research due to politics.
For the population of this study will be the sample staff of Ohaozara
local government area and sample politicians working presently in the
local government which comprises the total population sample of one
hundred and twenty (120), which will be used for this study.
AUTONOMUS COMUNITIES TRADITIONAL RULER
OKPOSI HRH, Esu Udeogu
UBURU HRH, H. Emeka Oji
UGWULAUGWU HRH, H. A. Iyioku
3.4 HISTORY, SOCIO-CULTURAL, RELIGIOUS AND
ECONOMIC LIFE, AND POLITICAL LIFE OF THE PEOPLE
History:-
The name Ohaozara is derived from the topographical
geographical nature of the area is desert like. Ohaozara is made of three
(3) communities as already highlighted above. History has it that the
people of Ohaozara migrated annually in search of fertile lands for
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farming and dwelling consequently, they tended to live scattered as a
result of lack in social and administrative contact. Because of scattered
hamlets of the same family live so apart, dispersed in scattered
dwellings that they rarely see one another except on market days. The
people regardless the time of arrival of migration have common culture
and similar dialects of mutual intelligibility.
The market is an institution of prime importance; the market
fulfills a much needed social function. They discuss at the meetings, as
friends and relations meet for business or pleasure. Because of this, the
market forms an important feature in the social, economic and political
life of the people as a group association and inter-coarse. It would not be
a surprise that during the preliminary public meetings, people laid a lot
of stress on the fact that a matter had been discussed or announced in
the market. Government notices and other important information
(communal day works) such as decisions in meetings with
administration, tax collector assessment authority, V.I.Ps visit are
usually announced and communicated to the different villages in and
during market sessions.
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Socio-Cultural Life:
The people of Ohaozara are remarkably very hospitable and have
love for strangers as obtainable in other Igbo communities; they have
various rich cultural and traditional heritage. Some of the most popular
and common among the people are New Yam Festival, (iri ji ofuru) and
Aju Festival. For instance, the new yam (iri ji ofuru) is held between the
months of July and August every year and last for five days
consecutively as follows.
1. Nkwo Osisi Ji- women buy all households and cooking material
while the men folk prepare the sharp sticks called obia in preparation of
harvesting new yam.
2. Ekeji- The new yam tubers are seen for the first time.
3. Nkwo Erifuta Ji Ofuru- The above is the order of the new yam
festivals in Okposi community, the home town of the researcher of this
study. It is in fact common to other two communities.
This significance of new yam festival is that it marks the end of
one year and is the beginning of another year. The festival is a merry
period involving display of rich cultural and traditional dances and
exchange of gifts. Newly married bridegrooms present 12 yam tubers of
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acceptable sizes, a pot palm wine dry meat (Anu Eku), four big kola
nuts and a head of tobacco to their father-in-laws. Also to their mother
in-law, some fathoms of cloths and other women apparels, cosmetics
and make-ups.
The Umuadas (daughters) married within or distantly, regardless their
ages must on this very important occasion present to their parent or
relations with delicious thick hot soup as a mark of survival for the year.
The male recipients in appreciation in turn distribute lofty gifts such as
yams, cocoyams, coconuts and other kinds of gifts. Parcels of land can
be given to the grand child in appreciation of the mother’s loyalty and
allegiance and up-keep of the family’s character in her place of
marriage. Refusal of this honour by the male folk means existence of
misunderstanding between the women and her brother of which if effect
are not made to settle this it will result in continual refusal during the
subsequent years.
What follow immediately in order of significance and importance
is (Aju) festival. This very important festival comes up between the
month of September and October every year. During the celebrations
the sons and daughters of Ohaozara both home and abroad return en-
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mass to rejoice with their kiths and kins. It is an abomination for a
married man whose father is not living, not to slaughter an animal on
Aju day. Those whose fathers are living may voluntarily do so but an
“Orie Aju” which is the third day of the festival. The animal is used to
appease the ancestors at the shrines thanking their ancestors for good
health, bumper harvest, fertility, peace and stability in the area in
general and individual families in particular.
The Aju festival lasts also five days consecutively beginning from
Afore Aju. Each of these days is marked by one significant aspect of the
festivals. For instance, on Orie Oke Aju (Orie Oke Neidi) day, the Umunna
units as early as 10:00am and assemble in the family court called
(Ngidi). With each person presenting a hind leg of the animal
slaughtered by him for communal sharing. During this significant
occasion; complaints, grievance, grudges, minor land disputes between
any member of the Umunna (family units) are mutually settled.
Developmental projects for the next one year is undertaken there and
then levies and dues are apportioned to each and every one with date of
payment for such levies and family dues scheduled in advance. It is
worth mentioning briefly that other festivals such as Ogwu, Amuoha,
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Omaba Masqurads also exists. These three festivals are exclusively
celebrated by Okposi, Uburu and Ugwulangwu Autonomous
communities in Ohazara local government area. The Amuoha preceded
“Iri di Ofuru” (New Yam). It is celebrated in June every year. Amuoha
festival is significantly marked by the traditional offer of Kolanuts,
tobacco, and gifts of unspecific amounts of money (cash) to ones
parents, uncles, in-law and seniors. In return, the recipient elders give
slice or whole yam tubers to the young ones in appreciation, honour and
respect bestowed on them. Town unions as well as villages undertake
developmental projects and levies are also apportioned appropriately in
accordance with people’s means and resources.
Uburu community celebrates “Omaba masquerade festival almost
at the same period with Okposi community celebration of Amuoha
festival. The two festivals attract friends, in-laws and well-wishers from
within the neighboring communities and outside the local government
area with pageantry and pomp. Thus, new yam, Aju, Amuoha and
Omaba masquerade festivals are highly cherished by majority of
Ohaozara people beyond any other festival except for the younger
generations who tend to celebrate the Christian festival more.
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The level of social misconceptions and religious doctrines that
have infiltrated the traditional system have brought about the fading
away of some of the highly cherished customs of the people of
Ohaozara. For this reason, the sculpture and music which is first and
foremost an instrument of securing the presence of the spirit of the
masquerade in some celebrations of Aju and Amuoha festivals are no
longer respected.
Religious Life:
As is typical of the Igbos the “Earth” is sacred since thread and
from which they draw vital resources of life, food and other crops,
water, multitudes of other plants resources for charms against evil
forces and good fortunes, above all it is to the earth that individual
returns at death. Actions that offend the Earth (Ala) are therefore termed
abomination (Aru or Nsọ Ala) – what the land abhors and could only be
obviated when committed by specified rituals for “cursing” the land.
In Ohaozara local government area, there are predominantly
traditional practitioners and Christian. With traditional religious
adherents experiencing a gradual decline because their members are
aged and are dying out gradually. However, majority of the converted
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Christians engage in a form of syncretic practice as they combine the
practices of Christianity with that of their traditional religion. In
addition, to the popular Roman and the Presbyterian Churches there are
other Churches in the area such as Assemblies of God Church, Sacred
Order of Cherubim and Seraphim, Seventh day Adventist and Jehovah
Witness, Church of Christ Mission, United Church of Christ (UCC) and
Olumba Olumba Oobu (OOO) among others.
Regrettably, some Christians still consult medicinal men and other
sacrifice to the deities. The situation was summarized by Idowu in the
following words, “While every African may wish to be regarded as
connected with one or the other of the two fashionable religions, most
are at heart still attached to their own indigenous beliefs. It is now
becoming clear to the most optimistic of Christian evangelists that the
main problem of the church in Africa today is the divided loyalties of
most of her members between Christianity with its western categories
and practices on one hand and the traditional religious or the other. It is
well known that in strictly personal matters relation to the passages, the
African traditional religion is regarded as the final succour by most
African.
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Economic Life:-
The people are traditionally farmers. The so called enlightened
few could find themselves in their occupation such as teaching and
trading to part time job. People in the above professional occupation
practice agriculture. The people in general engage in a number of
productivities aimed primarily as supplement. The guiding principles is
that a man should grow sufficient food to sustain the family during the
harvest season when food is relatively abundant and after planting
seasons when food becomes scarce.
The farming calendar and daily hours of work depends almost
entirely on weather conditions. For example, planting starts after the
first rains.
The concept of time, therefore depends on such natural
phenomenon. Since there are many successful farmers who grow
various staple crops fore sale, it becomes imperative that every one
should be first and foremost a hardworking farmer. The principle of
division of labour based on sex and age applies in most aspects of the
economic system. Cows and other domesticated animals such as goats
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sheep, dog and fowl are jointly reared by men and women but personal
ownership is maintained.
Other economic activities that are popular are palm-wine taping
and cutting of ripe palm-head or fruits, there are other allied activities
raffia mats baskets and brooms, salt making is also very popular with
the people of Ohaozara. The saltfrom Ohaozara sustained the area
formerly known as Biafra beyond during the Nigeria civil war. Hunting
and fishing practiced mainly as hobbies.
Being people who are naturally jilted to hard manual labour and
on whom some local government areas (Imo, Enugu, Cross Rivers and
Anambra State) can look upon and boast for that, there is periodic
exodus of able-bodied men to these local government areas and states to
look for money by being hired to do various annual or physical farm
work. In effect they are scattered all over these areas. This periodic
migration in search of money is part of the people which has in the area.
The most vigorous, healthy and venture some inhabitants are usually
the first to leave, draining the village like of the more active elements.
On their returning home with their pockets full, the mad rush is to take
tittles such as (HORSE TITLE). The land lords (the stay at homes)
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comparatively find it difficult if not impossible to comet with the new
arrivals in all fields of social life within that period. In like manner and
zeal, many of them get married to as many girls as possible and pay
completely whatever is the bride wealth. The side effect of this social ill
is dual, one is that the Exodus of youths is tripled by the next morning
period and secondly there is Educational imbalance among boys and
girls in the area. The planting of cassava, maize, cocoyam etc, are carried
out extensively.
However, today full-time farmers engage in a variety of crops
such as rice, yams, cassava, and maize cultivation. It is on record that
Ohaozara is today among if not the highest producers of Agricultural
crops in Ebonyi State.
In commerce and industry, since the end of the Nigeria Civil War,
many small- scale industries have spring up here and there in Ohaozara
either established by indigenes or attimes by non-indigenes. At Ishiagu,
quarry industries are carried out extensively by indigenous forms.
There are two salt lake called “Mmahi” located at Okpsi and
Uburu. There are also saline made and streams in Onicha community
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but the concentration of salinity and quantity is negligible. Co-
operatively to that of Uburu and Okpsi communities.
In Ohaozara, salt making is exclusively women occupation but
jointly performed during the Nigeria civil war because it was then a
matter of survival. The method of salt production in the area involves
the following steps. Firstly, only women who have attained and
performed women-hood cultural rites deep their legs into or fetch the
salt-water. The salt water is collected from the traditional salt clay heavy
pot and poured into other perforated clay pots, of course lighter one
suspended “Ofufu” round the traditional conical mud constructed
industry to filter in trickle into another container placed directly under
the “Ofufu”.
The filtered salt water after a day or two is poured into a half-cut
drum and subjected to hours of serious boiling to dehydrate water by
evapouration. Some parking, clean, white of a high concentration of salt
left are the bottom of the drum is collected. Several days boilings are
collected and prepared into cones of salt of all sizes. The quality of this
locally produced salt favourably compared with that produced by
advance or mechanized means. In times of scarcity, this type gells like
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hot cake. The women judiciously and prudently utilize the proceeds
from this investment to support other communities, help pay school fees
for their sons and daughters in primary or post primary institutions and
take women accredited tittles such as “Osiahu”.
Both state and federal government have refused to come to the aid
of the people to improve on the slow and crude traditional process of
salt production of establishing either salt or agro-allied industry,
irrespective of the importance of salt in air daily life sustenance.
However, a feasibility study has been recently launched by an
indigenous company of Chief Onwuka, Kalu known as National
chemical co ltd and basic trust co ltd. It is hoped that positive action
would be initiated in the near future.
Polecat Life:-
Communities in Ohaozara Local Government Area are typical
Igbo communities and therefore have in common, the power structure
commonly found in other Igbo communities unlike the centralized
traditional political system of the Hausa society, the society is
segmentary. Traditionally, power is diffused in the communities. Dr.
Michael S. O. Olisa, summarized it as follows: “what one finds in
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traditional Igbo society are pressure points of political power and
authority rather than reorganisable center of such power and authority”.
In the area, the pressure point of political power include priest of
the earth (Ala) deity, diviners, Onyibas, Ogbuabos, Okajis and women
societies often married daughters of the kindred (Umada) age grade
(Ebiri) fraternities, of medicine men, Omaba masquerade secret society
and lineage groups them-selves.
Depending upon circumstance, each pressure points feature in the
political system from time to time. The communication practice
pronounced primary democracy. At all levels of the system adult male
citizens are entitled to take part in decision make in a process.
Government at all levels of the social structure is based on the consensus
of the members of the particular group. Elders, direct discussions and
sum up decisions. The assembly of the whole town or village is the
highest body of authority, where political decisions are taken and it
directs the implementation of such decisions. At village levels, the heads
of families, consult and take decisions on matter at that level and make
recommendations to the town assembly for either acceptance, refusal or
amendment.
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3.5 ADMINISTRATIVE STRUCTURE OF OHAOZARA LOCAL
GOVERNMENT
Department of local government. The mandatory departments in
Ohaozara Local Government consist of;
i. The department of personnel management.
ii. The department of finance, supply, planning, research and
statistic.
iii. Not mort than four “operation” department reflecting basic
functions and area of concern to local government namely.
a. Education
b. Agriculture and natural resources.
c. Works, housing, land and survey.
d. Medical and Health.
On the whole, no Local Government is allowed to have mort than
six departments. Any other expansion can be accommodated under
divisions and branches which can again be divided into sections to
reflect specialized activities within sub A professional/professional
divisions/branches/sections of department. Local governments have
their heads each bearing a functional title reflecting his/her profession
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in the area of specialization. Administration officers previously referred
to as generalists were expected to specialize in one area of management
like personnel, planning, budgeting, finance, research, statistics and so
on which will enhance their deployability into any of the two common
management of department and departments finance, supply, planning,
research and statistics.
3.6 THE POSITION AND ROLE OF THE CHAIRMEN OF
COUNCIL IN OHAOZARA
In live with the civil service reforms, supposedly defunct, the
chairmen of council is the chief executive and accounting officer of local
government council excluding the power to sign vouchers and cheques.
The functions of the chairman as chief executive and accounting officer
are as follows:-
a) He shall observe and comply fully with checks and balances
aspect out in the existing guideline and financial regulations and
financial regulations governing receipts and disbursements of
public funds and other assets entrusted to his care and shall be
liable for any breach of roof.
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b) His accountability shall not cease by virtue of his learning office,
to account for his tenure as chairman.
c) The chairman as chief executive and accounting officer shall face
periodic checks in order to ensure full adherence to the finance
(control and management) Act of 1958 and all its amendments.
3.7 DEPUTY CHAIRMEN IN OHAOZARA L. G. A
The council is expected to have deputy chairmen who act in the
absence of the substance chairman. Usually he is supposed to be a
supervisory councilor and also expected to perform the functions of that
office.
3.8 THE POSITION AND ROLE OF SUPERVISORY
COUNCILORS IN OHAOZARA
Supervisory councilors are the political heads of their departments
with the following functions;
Political heads of their respective departments.
i. Member of the finance and general purpose committee which in
effect, is the cabinet to the local government.
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ii. Giving directives to executive heads of local government
departments on general policy issue only, but not on the internal
management of the department.
iii. Assisting the chairman to supervise the execution of local
government projects within the respective department.
iv. Chairman of relevant committees in their respective department
(such as Educations, Works, Health etc).
v. Carrying out such other functions as chairman or the council may
assign to them from time to time.
3.9 SECRETARY TO LOCAL GOVERNMENT
The secretary of Ohaozara Local Government used to be a career
officer whose tenure of office, remuneration, functions and
responsibilities are as contained in the approved scheme of services of
Local Government Employees Viz.
a) Head of the service of the local government of which he is the
secretary.
b) Taking charge of the administrative management of local
government.
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c) Performing the duties as the secretary and chief administrative
adviser to the local government council and to the finance and
general purpose committee.
d) Co-ordinating the activities related duties as may be assigned by
the council of chairman of council.
e) In addiction, the secretary and the treasurer shall be the
signatories to local government cheques.
3.10 OHAOZARA LOCAL GOVERNMENT TREASURER
Another key office in Ohaozara Local Government structure
worthy of mention is the Local Government Treasurer. His functions are
as follows;
i. Performing the duties of chief financial adviser to the local
government.
ii. Having responsibility for the administrative control of the finance
department of the local government.
iii. Performing the duties as chief accounting officer of the receipts
and payment of the local government.
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iv. Ensuring that the accounting system as laid down in the financial
memorandum is complied with by all the department of the local
government.
v. Having responsibility for budgeting control and supervising the
accounts of all department of the local government.
vi. Performing such other related functions as laid down in the
financial memoranda.
vii. Being a signatory to local government cheque and voucher.
3.11 THE OFFICE OF THE AUDITOR GENERAL FOR OHAOZARA
LOCAL GOVERNMENT
This office is a new creation in the locals government system. It
has become necessary because local governments have assured
increasing financial responsibility with the flow of huge sums of money
from the following sources.
i. Federal account including proceeds from Value Added Tax (VAT).
ii. Ten percent of internally generated revenue from state
government apart from the internally generated revenue of local
government.
Functions of Ohaozara Local Government Auditor General.
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a. Have power to carry out, on regular basis the auditing of local
government.
b. Have power to section and surcharge any officer as stipulated in
the guideline governing offences and sanctions.
c. Be the chairman of the local government audit alarm committee.
d. Have access to the state governor through the governors
representatives on the audit alarm committee.
3.12 COMMITTEES OF OHAOZARA LOCAL GOVERNMENT
COUNCIL
The councils are expected to look through a member of committee;
some of which are statutory and other adhoc. The statutory committees
are;
1. Financial and general purpose committee.
2. Works and housing committee.
3. Health and environmental service committee.
4. Education committee.
5. Agriculture, rural and social committee.
6. Finance and economic planning committee.
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It is compulsory for every local government council to establish all
these committers. The adhoc committees are not standing or statutory
committees because they are usually set up to meet specific needs e.g.
fire disaster. They fold up as soon as the needs are satisfied.
3.13 OHAOZARA LOCAL GOVERNMENT AUDIT ALARM
COMMITTEE
This is a new creation in the new local government system with
membership as follows:-
1. Auditor-General, Local Government:-
Director of local government inspectorate (former chief inspector
of local government representing military governor’s office).
2. Representative of the State Accountant General ‘s Office:-
It is expected that the work of the audit alarm committee should
be facilitated by the following local government officials;
a. Secretary to the local government.
b. Treasurer to local government.
c. Head of internal audit.
The above officials have individual and joint responsibility to alert
the Local Government Audit Alarm Committee before they will be
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made to share in the punishment provided under the guidelines on
audit queries and sections.
3.14 PERSONNEL MANAGEMENT SYSTEM IN THE OHAOZARA
LOCAL GOVERNMENT SERVICES
The rates and regulations governing personnel management
system in the local government service are embodied in a document
called unified local government staff regulations. The authoritative body
charged with personnel management i.e. recruitment, promotion,
discipline, welfare and training in the local government’s system is
known as the local government service commission. It has
responsibilities for the following:
1. To appoint, promote and discipline local government employees on
grade level of and above.
2. To set up general uniform guidelines for appointment, promotion
and discipline.
3. To maintain comprehensive and up-to-date seniority lists and
nominal rolls, for the local government service as a whole.
4. To monitor the activities of each L. G on appointment, discipline are
promotion of local government employees on Grade Level 01-06 in
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order to ensure that the guidelines are strictly and uniformly adhered
to;
5. To serve as an Appellate Body for all petitions from local
governments in respect of appointments, promotions and discipline:
the decision of the local government service commission shall be
binding on all L. G on appeal maters lodged with it provided that
whoever is aggrieved shall have the right to appeal to the governor.
3.15 BACKGROUND INFORMATION ON THE AVAILABLE IN
PUBLIC SERVICE
3.15.1 Staff Development Programme:-
Staff development is the process whereby an employed is enabled
to grow in the job, through acquisition of wide experience breath and
increasing confidence resulting from the exercise of varied and tested
responsibilities. The aim is to enable him to reach the top or achieve his
best in his profession. Such as position will be attained through action
observation, study reflection, experiment and initiative.
A staff development programme is mainly meant for the top
management and, in the university situation, top academic staff. Those
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groups of employees, who are assumed as trained, need adequate
exposure to be able to get right thing done, motivate others and build up
the right attitude.
Sabbatical leaves and conferences are development processes,
which should be extended to administrative officer of proven
seriousness. Staff development programmes could be internal or
external. Their process and approach are stated below.
(1). MANAGER DEVELOPMENT PROCESS
To become operational, as Koonte et al., (1988:58) in Onah, (2003)
state the manager development process has to be bronken down into
steps. A good programme is not static, it considers the training needs of
manager in the present job and in the next job. It is also take into
consideration broad enterprise needs and plans in the distant faction.
Many opportunities to department art to be found on the job.
Trainees lean and at the same time contribute to the aims of the
enterprise. However, manager development needs competent managers
who can teach and coach trainees. In the university system, there is a
limited member of these competent managers who would develop
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others on the job. It is, therefore, necessary that in the system the
manger should be subjected to the following in order to enable him to
develop on the job.
(2). PLANNED PROGRESSION
This on-the-job technique gives managers a clear idea of their path
of development. Managers and, in the case of the universities,
administrators and heads units, know where they stand and where they
are going. For example, a lower-level managers may have available an
outlive of the path from the superintendent, to the assistant works
director, and eventually to the work director. The managers then know
the requirements for advancement and the means to achieve it.
Unfortunately, there may be an over-emphasis on the next job instead of
good performance of present tasks. Planned progression may be
perceived by trainees as a smooth path to the top but it is really step-by-
step approach which requires that tasks be well done at each level of
staff development.
In the university system, the annual appraisal takes cares of this. If
annual appraisal exercises are carried out very well, the manager knows
to the next rank which requires other skills. The involvement is that the
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superior manager should always drill the incumbent in this
shortcomings and, it necessary, delay his promotion is given from rank
to rank, it enhance manager development.
(3). JOB ROTATION
The basic purpose of job rotation is to broaden the knowledge of
manager or potential managers. The trainees learn about the different
enterprise functions by rotating into different positions. These include
rotations.
i. To non-supervisory work.
ii. To observation assignment.
iii. Among managerial training positions.
iv. To middle-level assistant positions.
v. To other managerial positions (Koontz et al., 1982: 584).
This applies mainly to university administrators from the rank of
principle assistant registrars and above should rotate their jobs once in
every two years. That way, they will develop on their job by being in
position to talk about other schedules different from the one in which
they find themselves at a given period presently, that is not the case.
Some Deputy Registrars stay in one office from so many years and at
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time permanently. This may be because of the material gains or because
the person in charge is extending some unnecessary patronage to the
incumbents.
(4). CREATION OF SPECIAL ASSISTANT POSITIONS
The creation of special assistant positions is frequently used to
broaden the viewpoints of trainees by allowing them to work closely
with experienced managers who can gives special attention to the
developmental needs of trainees. Managers can, among other things,
leave selected assignments to the judgment of trainees. As in job ration,
this approach can be very effective when superiors are also qualified
teachers who can guide and develop trainees until they are ready to
assume full responsibilities as managers and full heads of units. The
university system is very conductive to this. An added advantage is that
when the incumbent is always, resign, retires or even dies, there will no
significant gap since there will be continuity.
(5). COACHING
On-the-job training is were ending process. This is evident in
antiepileptic coaching to be effective, coaching, which is the
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responsibility of every manager, must arise from a climate of confidence
and trust between a superior and trainees.
Patience and wisdom are required of superiors, who must be able
to delegate authority and give recognition and praise for jobs well done.
Effective coaching will develop the strengths and potentials of
subordinates and help overcome their weakness. Coaching requires
time, but if done well, it will save time, money, and costly mistakes by
subordinates, which in the long run will benefit everyone, the superior,
the subordinates, and the university.
(6). COMMITTEES AND JUNIOR BOARDS
Committee and ‘junior board’ also know as multiple management
are sometimes used as developmental techniques. These give trainees
the opportunity to interact with experienced managers and heads of
units. Furthermore, trainees become acquainted with variety of issues
that concern the whole organization. Thus, they learn about the
relationship between different departments and problems created by the
interface of these organizational units.
Trainees may be given the opportunity to submit reports and
proposals to the committee or the board to demonstrate their analytical
125
and conceptual abilities. On the other hand, they may be treated in a
paternalistic are appointed to committees or senior boards, they may not
be given opportunities to participate, which would frustrate and
discourage them. The senate alone has more than ten committees. The
appointment of academic staff as members of these committees is a
developmental process. However, one finds, most of the time, that
academic staff are usually proffered as chairman of all committees,
including committees that having nothing to do with academic work.
This not be so. Administrators and heads of units should also be
chairman, as well as members, rather than secretaries only.
Appointment to committee membership is a developmental process and
should be spread to a good member of individual.
The about mentioned programmes are the approaches by which
employees in public service could be efficiently and effectively
developed to ensure organizational effectiveness.
In addition, there are other internal and external methods of staff
development public service. Besides On-the-job methods of staff
development discussed above, there are many other approaches to
developing the management cadre. These programmes may be
126
conducted within the enterprise or they may be offered externally by
educational or training institutions e.g. sister Universities,
Administrative staff colleges, management development institutes etc
some of the approaches include:-
(1). Sensitivity Training, T-Groups, and Encounter Groups:- This
has been briefly mentioned in the literature. For elaboration, sensitivity
training, also called ‘T-group’ or ‘leadership training’, is a controversial
approach to manager development (Koontz et al., 1982: 584). The
objectives of sensitivity training generally include:
Better insight in one’s own behaviour and how one appears to
others.
Better understanding of group process.
Development of skills in diagnosing and intervening in group
process.
These abstractive are relevant to the needs of the management
class in the public service. They constitute part of the developmental
needs of the cadre. Although the sensitivity training process has many
variations, one characteristic that it usually lacks an agenda and
directive guidance. People simply interact and receive feedback on their
127
behaviour from the trainer and other group members who are expected
to express their opinions freely and openly. The feedback may be can
did and direct, for example. “Mr. Udo, I think you are not
approachable”. Mr. Udo may accept this comment and resolve to
change his behavour. But he also may feel hurt and withdraw from the
group. The T-group process may lead to personal anxieties and
frustrations. But if properly administered, it should result in
collaborative and supportive behaviour.
Onah (2003), the benefits of sensitivity training must be balanced
against it criticisms. For example, some people may be psychologically
harmed because they simply cannot cope with the frustrations.
Sensitivity training can also be an invasion of privacy. Due to group
pressure and group dynamics, participants may reveal more about
themselves than they actually intended to do. There is also concern that
some trainers may not be able to conduct any sessions that become
highly emotional. This would be true of public service where there may
not be qualities trainers and where training sessions could be very
emotional. Although the relevance of the outcomes of leadership
training to the work situation has been questioned, it cannot entirely be
128
useless in the system. The organizations stand to gain. If their
management class come together to freely talk about themselves and
other with a view to developing the qualities of managers.
Therefore, training, retraining and development are impartment
factors in staff morale in the public services.
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS AND FINDINGS
4.1 DATA PRESENTATION
This chapter presents the analysis and test of hypotheses, followed
by the questions used to verify them. The responses were evaluated to
validate or reject the hypotheses. The background information or the
personal profiles of the respondents like his department age,
educational qualification, number of years in service and marital status
were used to the analysis. This information is relevant as the perception
of work environment is always influenced by these factors.
However, hundred and twenty (120) questions were distributed
to the staff of Ohaozara L.G.A from the above number, ninety-five
questions were returned thus giving response of 95% for the study. For
the purpose of this analysis the researcher converted the 95 questions to
100%. So the 95 questions will be regarded as 100% in all the data
presentation.
130
THE RESPONDENTS PROFILE IS SHOW IN THE TABLE SHOW
Table 4.1: Departments of the Respondents.
Department Frequency Percentage (%)
Finance 18 18.95
Work 15 16.84
Admin 21 22.11
Education 17 17.89
Agric 12 12.63
Health 11 11.58
Total 95 100%
Source: Field Work (2011).
The above table shows that 18 respondents which represent
(18.95%) were attached to department of finance, 16 respondents that
represent (16.84%) are of works development, 21 respondents represent
(17.89%) are of education, 12 respondents that present (17.89%) are of
education, agric and 11 respondents that represent (11.38%) are from
department of health.
Table 4.2: Ages of Respondents.
Age Group Number (F) Percentage%
21 -30 years 18 18.95
31-40 years 21 22.11
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41-50 17 17.89
51-60 16 16.84
61-70 12 12.63
71-above 11 11.58
Total 95 100%
Source: Field Work (2011).
The above indicates that 18 respondent (18.95) are between the age
of 21-30 years of age, 21 respondents (22.11%) are between the age of 31-
40 years, 17 respondents (17.89%) are between the ages of 41-50 years, 12
respondents (12.63%) are between the age of 61-70 years and 11
respondents (11.5%) are 71 years and above.
Table 4.3: Marital Status.
Marital Status Number (F) Percentage %
Married 80 84.21
No Married 15 15.79
Total 95 100%
Source: Field Work (2011).
The above indicates that 80 respondent representing 84.21% are
married, while 15 respondent representing 15.79% are not yet married.
From the interview conducted, it was discovered that most of the
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married workers have an average of three (3) to (4) children and other
dependent relations to take care of. The implication of this is that the
workers need to be trained and promoted to increase their productivity
and salary.
Table 4.4: Education Qualifications.
Educational Qualification Number (F) Percentage (%)
FSLC 8 8.42
GCE 12 12.63
OND 18 18.95
B.Sc. 30 31.58
M.Sc. 27 28.42
Ph.D - -
Total 95 100%
Source: Field Work (2011).
The above shows that out of 95 respondents which represents
100%, 8 respondents (8.42%)obtain first school leaving certificate, 12
respondents (12.63%) obtain West African School Certificate, General
Certificate, 18 respondents (18.95%) obtained ordinary National
Diploma, 30 respondents Bachelor of Science Degree, 27 respondents
obtained Master in Public Administration and Ph. D represent 0%.
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Table 4.5: Number of Years in Service.
No of Years Number (F) Percentage (%)
0 – 10 years 8 8.4
11 – 20 21 22.11
21 – 30 20 24.21
31 – 40 23 13.68
41 – 50 13 10.68
51 – above 10 10.53
Total 95 100%
Source: Field Work (2011).
From the table above, 8 respondents which respondents (8.4%)
have worked in the council for 0 -10 years, 21 respondents which
represent (22.11%) are worked in the council for 11-20 years, 20
respondent which represent (21.1%) have worked for 21 -30 years, 23
respondents which represent (24.21%) have worked for 31 – 40years, 13
respondents which represents (13.68) have worked 41 -50 years in the
council and 10 respondents which (10.53%) have worked in the council
for 51 and above years in the council.
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Table 4.6: Salary Grade Level.
Salary grade level Number (F) Percentage %
01 – 06 20 21.0
07 -10 25 26.32
12 – 14 35 36.8
16 – above 15 15.79
Total 95 100%
Source: Field Work (2011).
Out of respondents (100%) 20 (21.0%) are in grade level 01 – 06, 25
respondents (26.32%) are in grade level 07 – 10, 35 respondents (15.79%)
are in grade level 12 – 14 and 15 respondents (15.79%) are grade level 15
– 17.
4.2 DATA ANALYSIS
The researcher attempts to examine staff development and
performance in public service. A study of Ohaozara L.G.A of Ebonyi
State 2005 – 2010. Frequencies and percentage were employed using
five point scale viz strongly agreed, agree, strongly disagree, disagree,
undecided.
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4.3 TEST OF HYPOTHESES I
Staff training and development in Ohaozara L.G.A of Ebonyi State
enhanced their performance between 2005 - 2010.
Question 1 –13 Were used in Testing of Hypotheses.
QUESTION 1
Staff development and training in Ohaozara L.G.A of Ebonyi State
2005 – 2010 enhanced their performance.
4.3.1 Shows the Frequency Distribution Respondents from the above
Statement.
Category of Response Frequency Percentage (%)
Strongly Agreed 43 45.3
Agreed 12 12.6
Strongly Disagreed 10 10.5
Disagreed 20 21.1
Undecided 10 10.5
Total 95 100%
Source: Field Work (2011).
From the above table, 43 respondents which represent (45.3%)
strongly agreed that staff development and training in Ohaozara L.G.A
of Ebonyi State 2005 – 2010 enhance their performance. 12 respondents
136
representing (12.6%) agreed that staff development and training in
Ohaozara L.G.A of Ebonyi State enhance their performance. 10
respondents representing 10.5 strongly disagreed that staff development
and training in Ohaozara L.G.A enhance their performance. 20 response
representing (21.1%) disagreed that staff development and training
enhance their performance 2005 to 2010. 10 respondents representing
(10.5%) was undecided.
The response from the respondents indicated that 66% of the staff
strongly agreed that staff development and training in Ohaozara L.G.A
of Ebonyi State enhance the performance.
The researcher’s observation strongly agreed with the result of the
majority of respondents who strongly agreed that staff development
and training enhance their performance. This confirms what Cole
(2007), asserted that staff development and training will bee seen as any
learning activity which is directed towards further needs rather than
present needs and which is concerned more with career growth than
immediate performance.
137
Therefore, the management of Ohaozara L.G.A should ensure that
their workers are sent for training in other to ensure effective and
efficient performance.
QUESTION 2
Staffs of Ohaozara L.G.A are send on training to improve their
efficiency and productivity.
Table 4.3.2: Below shows the Frequency Distribution from the above
Statement.
Category of Response Frequency Percentage %
Strongly agreed 50 52.6
Agreed 20 21.1
Strongly disagreed 15 15.8
Disagreed 10 10.53
Undecided - -
Total 95 100%
Source: Field Work (2011).
The table, above indicates that 50 respondents representing (52.6)
strongly agreed that the staffs of Ohaozara L.G.A are send on the
training to improve their efficiency and productivity. 20 respondents
representing (21.1%) agreed that staffs of Ohaozara L.G.A are send on
138
the training to improve their efficiency and productivity. Respondents
representing (15.8%) strongly disagreed that staffs of Ohaozara L.G.A
are send on the training to improve their efficiency and productivity. 10
respondents representing (10.53%) disagreed that staffs of Ohaozara
L.G.A are send on the training to improve their efficiency and
productivity. While the last one was undecided.
QUESTION 3
Staff development is one of the factors that facilitate employees’
skills and understanding of their daily activities.
Table 4.3.3: Shows the Frequency Distribution from the above
Statement.
Category of Response Frequency Percentage %
Strongly Agreed 51 53.7
Agreed 21 22.1
Strongly Disagreed 10 10.5
Disagreed 13 13.7
Undecided - -
Total 95 100%
Source: Field Work (2011).
139
The above table revealed that 51 respondents representing (53.7%)
strongly agreed that staff development is one of the factors that facilitate
employees skills and understanding of their daily activities. 21
respondents representing (22.1%) agreed that staff development is one
of the factors that facilitate employees skills and understanding of their
daily activities. 10 respondents representing (10.5%) strongly disagreed
that staff development is one of the factors that facilitate employees
skills and understanding of their daily activities. 13 respondents
representing (13.7%) disagreed that staff development is one of the
factors that facilitate employees skills and understanding of their daily
activities while the none was undecided. The interview conducted on
the management staff confirms the result of the table. They affirmed that
staff development is one of the factors that facilitate employees skills
and understanding of their daily activities.
QUESTION 4
Regular staff development and training will enhance staff
performance in Ohaozara L.G.A of Ebonyi State
140
Table 4.3.4: Shows the Frequency Distribution of Responses from the
above Statement.
Category of Response Frequency Percentage %
Strongly Agreed 54 47.37
Agreed 28 29.47
Strongly Disagreed 12 12.63
Disagreed 10 3
Undecided - -
Total 95 100%
Source: Field Work (2011).
From the above table, it was discovered that 45 respondent
representing (47.37%) strongly agreed that regular staff development
and training will enhance staff performance in Ohaozara L.G.A of
Ebonyi State . 28 respondents representing (29.47%) agreed that regular
staff development and training will enhance staff performance in
Ohaozara L.G.A of Ebonyi State. 28 respondent representing (29.47%)
agreed that regular staff training and development will enhance staff
performance in Ohaozara L.G.A of Ebonyi State. 12 respondents
representing (12.63%) strongly disagreed that regular staff development
and training will enhance staff performance. 10 respondents
141
representing (10.53%) disagreed that regular staff development and
training will enhance staff performance in Ohaozara L.G.A of Ebonyi
State while none is were undecided on the issue.
QUESTION 5
Performance appraised should be frequently carried out in other
to ensure the positive effect of staff development and training in public
service particularly in Ohaozara L.G.A.
Table 4.3.5: Shows that the Frequency Distribution of Respondents
from the above Statement.
Category of Response Frequency Percentage %
Strongly Agreed 47 49.47
Agreed 25 26.3
Strongly Disagreed 13 13.68
Disagreed 5 5.3
Undecided 5 5.3
Total 95 100%
Source: Field Work (2011).
From the above table, it was discovered that 47 respondent
representing (49.47%) strongly agreed that performance appraise should
be frequently carried out in other to ensure that positive effect of staff
142
development and training in public service particularly in Ohaozara
L.G.A. 2.68 respondents representing (26.3%) agreed that performance
appraisal should be frequently carried out in other to ensure the positive
effect of staff development and training. 13 respondent representing
(13.68%) strongly disagreed that performance appraisal should be
frequently carried out in other to ensure the positive effect of staff
development and training in public service particularly in Ohaozara
L.G.A. 5 respondent representing (5.3%) disagreed that performance
appraisal should be frequently carried out in other to ensure the positive
effect of staff development and training. 5 respondents representing
(5.3%) were undecided on the issue.
Majority of the respondents confirmed that performance appraisal
should be frequently carried out in other to ensure the positive effect of
staff development and training in public service particularly in
Ohaozara.
Table 4.3.6: Testing of Hypothesis II
Politics of sectional balancing among the elities of the local
government has hindered staff development in Ohaozara L.G.A.
143
Question 6 – 12: Were used in Testing Hypotheses II.
QUESTION 6
Politics of sectional balancing among the elitics of the local
government has hindered staff development in public service
particularly in Ohaozara L.G.A.
Table 4.3.7: Shows the Frequency Distribution of Responses from m
the above Statement.
Category of Response Frequency Percentage %
Strongly Agreed 50 52.6
Agreed 25 26.3
Strongly Disagreed 15 15.8
Disagreed 5 5.3
Undecided - -
Total 95 100%
Source: Field Work (2011).
From the table above it was discovered that 50 respondents
representing (52.6%) strongly agreed that politics of sectional balancing
among the elicits of the local government has hindered staff
development in public service particularly in Ohaozara L.G.A. 25
respondents representing (26.3%) agreed that politics of sectional
balancing among the elities of local government has hindered staff
144
development in public service. 15 respondents representing (15.8%)
strongly-disagreed with the above statement that politics of sectional
balancing among the elities of local government. 5 respondents
disagreed with above statement. None were undecided.
The table clearly shows that politics of sectional balancing among
elities of local government has hindered staff development in the public
service particularly in Ohaozara L.G.A.
QUESTION 7
Politics of sectional balancing among the elities bring over
politization of staff development and poor performance in Ohaozara
L.G.A.
Table 4.3.8: Show the Frequencies Distribution of the Respondents
from the above Question.
Category of Response Frequency Percentage %
Strongly Agreed 45 47.4
Agreed 20 21.1
Strongly Disagreed 15 15.8
Disagreed 10 10.5
Undecided 2011 5.3
Total 95 100%
Source: Field Work (2011).
145
The table above reveals that 45 respondents representing (47.4%)
strongly agreed that politics of sectional balancing among the elities
bring over politization of staff development and poor performance in
Ohaozara L.G.A. 20 respondents representing (21.0%) also agreed on the
above statement. 15 respondents representing (15.8%) strongly
disagreed that the above mentioned politics of sectional balancing
among the elities bring over politization and poor performance in
Ohaozara L.G.A. 10 respondents representing (10.5%) also disagreed
that politics of sectional balancing among the elities bring over
politization and poor performance in the local governments particularly
Ohaozara L.G.A. while 5 respondents represent (5.3%) were undecided.
The interview conducted revealed that the politics of sectional
balancing among the elities bring over politization of staff development
and poor performance in Ohaozara L.G.A.
QUESTION 8
Politics of sectional balancing among elities brings high level of
corruption in Ohaozara L.G.A.
146
Table 4.3.9: Show the Frequencies Distribution of the Respondents
from the above Question.
Category of Response Frequency Percentage %
Strongly Agreed 43 45.3
Agreed 24 25.3
Strongly Disagreed 18 18.9
Disagreed 10 10.5
Undecided - -
Total 95 100%
Source: Field Work (2011).
(21.0%) agreed that politics of sectional balancing among the elities
bring high level of corruption on Ohaozara L.G.A. 15 respondents
representing (15.8%) strongly disagreed that politics of sectional
balancing among the elities bring high level of corruption in Ohaozara
L.G.A. 10 respondents representing (10.5%) disagreed with the above
statement. 5 respondent representing (5.3%) were on undecided.
The interview conducted reveal that politics of sectional balancing
among the elities brings high level of corruption in the local
government.
147
QUESTION 9
Politics of sectional balancing among the elities limit government
interest on staff development and training in Ohaozara L.G.A.
Table 4.3.10: Below shows the Frequency Distribution of the
Responses of the Workers.
Category of Response Frequency Percentage %
Strongly Agreed 30 31.6
Agreed 42 44.2
Strongly Disagreed 13 13.7
Disagreed 10 10.5
Undecided - -
Total 95 100%
Source: Field Work (2011).
The table above, results that 30 respondents representing (31.6%)
strongly agree that politics of sectional balancing among the elities limit
government interest on staff development and training in Ohaozara
L.G.A. 42 respondents representing (44.2%) agreed that politics of
sectional balancing among the elities limit government interest on staff
development and training in Ohaozara. 13 respondent representing
(13.7%) also disagreed with the above statement. While none were
undecided.
148
QUESTION 10
Politics of sectional balancing among the elities bring about
favouritism and nepotism in staff development and performance in
public service particularly Ohaozara L.G.A.
Table 4.3.11: Below shows the Frequency Distribution of the Reponses
of the Workers.
Category of Response Frequency Percentage %
Strongly Agreed 42 44.2
Agreed 30 31.6
Strongly Disagreed 13 13.7
Disagreed 10 10.5
Undecided - -
Total 95 100%
Source: Field Work (2011).
The table above shows that 42 respondent representing (44.2%)
strongly agreed that politics of sectional balancing among elities bring
about favourtism and nepotism in staff development and performance
in public service particularly in Ohaozara L.G.A. 30 respondents
representing (31.6%) agreed with the above statement. 13 respondent
representing (13.7%) were strongly disagreed. 10 respondents
149
representing (10.5%) were also disagreed with the above statement.
While none were undecided.
The table above reveals that 44.2% were strongly agreed that
politics of sectional balancing among the elities in staff development and
performance in public service particularly in Ohaozara L.G.A bring
about nepotism and favourtism.
QUESTION 11
Politics of sectional balancing among the elities enhanced
instabilities of government in Ohaozara L.G.A from 2005 – 2010.
Table 4.3.12: Below shows the Frequency Distribution of the
Respondents.
Category of Response Frequency Percentage %
Strongly Agreed 43 45.3
Agreed 27 28.4
Strongly Disagreed - -
Disagreed 13 13.7
Undecided 12 12.6
Total 95 100%
Source: Field Work (2011).
The table above shows that 45 respondents representing (47.37%)
strongly agreed that politics of sectional balancing among the elities
150
enhance instabilities of government in Ohaozara L.G.A from 2005 –
2010. 27 respondent representing (28.4%) agreed with above statement.
None were strongly agreed. 13 respondents representing (13.7%) also
disagreed with the above statement. While 12 response representing
(12.6%) were undecided.
The result of the analysis shows that majority of the respondents
accepted that the politics of sectional balancing among the elities
enhance instabilities of government in Ohaozara L.G.A 2005 – 2010.
QUESTION 12
Politics of sectional balancing among the elities introduced the
idea of inadequate funding for staff development and training in
Nigeria public service particularly in Ohaozara L.G.A.
Table 4.3.13: Below shows the Frequency Distribution of the Respondents.
Category of Response Frequency Percentage %
Strongly Agreed 27 28.4
Agreed 43 45.3
Strongly Disagreed 13 13.7
Disagreed 12 12.6
Undecided - -
Total 95 100%
Source: Field Work (2011).
151
The table above shows that 27 respondent representing (28.4%)
strongly agreed with the above statement. 43 respondents representing
(45.3%) agreed that the politics of sectional balancing among the elities
introduced inadequate funding for staff development and training in
public service particularly in Ohaozara L.G.A. 13 respondents
representing (13.7%) were strongly disagreed with the above statement.
12 respondents representing (12.6%) disagreed. While none were
undecided.
The above analysis confirms that politics of sectional balancing
among the elities enhanced inadequate funding for staff development
and training in public service particularly in Ohaozara L.G.A.
Akpan (1982), stated that an employee can boast of being self
confidence when he or she has been able to differentiate the how and
whys of executing a given assignment through training.
QUESTION 13
Adequate funding is one of the factors that will enhance staff
development and performance in Nigeria public service particularly
Ohaozara L.G.A.
152
Table 4.3.14: Below shows the Frequency Distribution from the above
Statement.
Category of Response Frequency Percentage %
Strongly Agreed 45 47.4
Agreed 18 18.9
Strongly Disagreed 17 17.9
Disagreed 10 10.5
Undecided 5 5.3
Total 95 100%
Source: Field Work (2011).
The table, above indicates that 45 respondents representing
(47.4%) strongly agreed that adequate funding is one the factors that
will enhance staff development and performance in Nigeria public
service particularly Ohaozara L.G.A. 18 respondents representing
(18.9%) agreed with the statement. 17 respondents representing (17.9%)
strongly disagreed. 10 respondents representing (10.5%) also disagreed
with the above statement. While 5 respondents representing (5.3%) were
undecided.
QUESTION 14
Local government autonomy are one of the factors that will
promote staff development and performance.
153
Table 4.3.15: Shows the Frequency Distribution from the above
Statement.
Category of Response Frequency Percentage %
Strongly Agreed 47 49.47
Agreed 25 26.68
Strongly Disagreed 13 13.68
Disagreed 5 5.3
Undecided 5 5.3
Total 95 100%
Source: Field Work (2011).
The above table shows that 47 respondents representing (49.47%)
strongly agreed that local government autonomy are one the factors that
will promote staff development and performance in Ohaozara L.G.A. 25
respondents representing (26.68%) agreed that local government
autonomy are one of the factors that will promote staff development
and performance in Ohaozara L.G.A. 13 respondent representing
(13.68%) strongly disagreed with the above statement. 5 respondent
representing (5.3%) also disagreed with the above statement. While 5
respondent representing (5.3%) were undecided.
154
The analysis confirms what Nwachukwu (2009), affirmed, that
staff development and training act as the heart of employee utilization,
productivity, commitment and growth.
QUESTION 15
Lacks of corruption in local government council will boost staff
development and performance.
Table 4.3.16: Below shows the Frequency Distribution of Responses
from the Respondents.
Category of Response Frequency Percentage %
Strongly Agreed 50 52.6
Agreed 20 21.1
Strongly Disagreed 15 15.7
Disagreed 5 5.3
Undecided 5 5.3
Total 95 100%
Source: Field Work (2011).
The table above indicates that 50 respondents representing (52.6%)
strongly agreed that lack of corruption in local government council will
boost staff development and performance particularly in Ohaozara
L.G.A. 20 respondents representing (21.1%) also agreed that lack of
155
corruption in the local government will boost staff development and
performance. 15 respondents representing (15.7%) strongly disagreed
with the above statement. 5 respondents representing (5.3%) also
disagreed with above statement. While 5 respondents representing
(5.3%) were undecided.
QUESTION 16
Mutual understanding among the political elites in local government will
enhance staff development and performance in Ohaozara L.G.A.
Table 4.3.17: Below shows the Frequency distribution of Responses.
Category of Response Frequency Percentage %
Strongly Agreed 52 54.7
Agreed 23 24.2
Strongly Disagreed 15 15.8
Disagreed 5 5.3
Undecided - -
Total 95 100%
Source: Field Work (2011).
The above table shows that 52 respondents representing (54.7%)
strongly agreed that mutual understanding among the political elites in
local government will enhance staff development and performance in
Ohaozara. 23 respondents representing (24.2%) also agreed with the
156
above statement. 15 respondents represent (15.8%) strongly disagreed
with the above statement. 5 respondents representing (5.3%) disagreed
with the above statement. While none were undecided.
QUESTION 17
To employee qualified skill workers will enhance staff
development and performance in public service particularly in
Ohaozara L.G.A.
Table 4.3.18: Below shows the Frequency Distribution of Responses.
Category of Response Frequency Percentage (%)
Strongly agreed 47 49.47
Agreed 25 26.68
Strongly disagreed 13 13.68
Disagreed 5 5.3
Undecided 5 5.3
Total 95 100%
Source: Field Work (2011).
The above table shows that 47 respondents representing (49.47)
strongly agreed that to employ qualified skill workers will enhance staff
development and performance in Nigeria Public Service particularly in
Ohaozara L.G.A. 25 respondents representing (26.68%) agreed with the
157
above statement. 13 respondent representing (13.68%) strongly
disagreed with the above statement. 5 respondent representing (5.3%)
disagreed with the above statement while 5 respondents representing
(5.3%) were undecided.
The above analysis confirms what Abiodun (1999), affirmed that
training is a systematic development of the knowledge, skills and
attitudes required by employees to perform adequately on a given task
or 50%.
QUESTION 18
Stability of government will promote staff development and
performance in Ohaozara Local Government Area of Ebony State.
Table 4.3.19: Below shows the Frequency Distribution of Respondents
from the Responses.
Category of Response Frequency Percentage (%)
Strongly agreed 47 49.47
Agreed 25 26.68
Strongly disagreed 13 13.68
Disagreed 10 10.5
Undecided - -
Total 95 100
Source: Field Work (2011).
158
From the above table, 47 respondent representing (49.47%)
strongly agreed that stability of government will promote staff
development in Ohaozara L.G.A. 25 respondents representing (26.68%)
agreed on above statement 13 respondents representing (13.68%)
strongly disagreed on the above statement. 10 respondents representing
(10.5%_ also disagreed were undecided.
QUESTION 19
Adequate internally generated revenue will enhance staff
development and performance particularly in Ohaozara L.G.A.
Table 4.3.20: Below shows the Frequency Distribution of the
Respondents from the Responses.
Category of Response Frequency Percentage (%)
Strongly agreed 52 54.7
Agreed 23 24.2
Strongly disagreed 15 15.8
Disagreed 5 5.3
Undecided - -
Total 95 100
Source: Field Work (2011).
159
From the table above, the result shows that 52 respondent
representing (54.7%) strongly agreed that adequate internally generated
revenue in local government will enhance staff development and
performance particularly in Ohaozara L.G.A. 23 respondents
representing (24.2%) agreed with the above statement. 15 respondents
representing (15.8%) strongly disagreed with the above statement. 5
respondent representing (5.3%) also disagreed with the above statement.
While none were undecided.
Records from account departments revealed that adequate
internally generated revenue in local government will enhance staff
development and performance particularly in Ohaozara L.G.A.
FINDINGS AND DISCUSSIONS
Any given research looks forward to obtaining some results. The
expectation of a given set of results leads to the proposition of some
specific hypotheses which are eventually tested for the purpose of
obtaining one result or the other. The findings below are based on the
fact gathered through interviews, primary and secondary data. The
160
major findings of this study wore generated from the efforts to answer
the research questions as well as testing the hypotheses.
In chapter two of this research two hypotheses were posited, all
aimed at finding out staff development and performance in Public
Service. A study of Ohaozara Local Government Area of Ebonyi State
(2005-2010). The first hypothesis of this study is looked to staff
development and training in Ohaozara L.G.A of Ebonyi State 2005-2010
enhance their performance. It assumed that if staffs are developed and
trained they tends to perform their job more effectively and efficiently
than untrained staff. It maintained that staff development and training
programme enhance performance of all the staff ranging from the junior
to senior cadre in the civil service.
Furthermore, it has been confirmed that Ohaozara L.G.A has some
reasons for assessing training needs and programmes, for all its staffs,
but on the other hand, these training programme are not enough and
also not extensive in their nature, due to politics of sectional balancing
among elites in the local government.
However, the quality of training programme being carried out in
Nigeria public service are usually very poor and nothing to write home
161
about, also the number of trained public servant are limited, especially
the senior cadre-administrative officers who are suppose to impact
knowledge to the junior staffs working with them, through the process
of supervision or on – the – job training programme and this has often
times cause setback to administrative functions in the public service
particularly Ohaozara L.G.A.
However, the few trained public servant especially in the area of
assisting workers to be useful. And in all, staff development and
training enhance productivity, effectiveness and performance of
employees in public service particularly in Ohaozara L.G.A.
IMPLICATIONS OF FINDINGS
Functional and fundamental policies legislative and
administrative practices should be reexamined by the Government with
the view to:
1. Improving on training programmes by emphasizing on quality
and extensive nature of course content of training programmmes.
2. Regular staff development and training in Ohaozara L.G.A.
162
3. Government particularly Ohaozara L.G.A should learn to fund
training programme.
4. They should be local government autonomy in order to enhance
staff development and performance.
5. Corruption in Public Service should be legally stop.
6. Instabilities of government should be discouraged.
7. Internally generated revenue should be enhanced.
8. Qualified skill workers should be employed in Ohaozara L.G.A.
9. They should be mutual understanding among political elites to
ameliorate the negative effect of politics of selectional balancing in
the local government particularly Ohaozara L.G.A.
10. Development and retraining should be encouraged by the
government at all level.
163
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY
This study examined the need for staff development and
performance in Public Service. A study of Ohaozara L.G.A of Ebony
State 2005 -2010 as an important aspect that need not to be neglected.
This research work has show that development can help motivate an
employee to do their job well, enhance productivity, effective and
efficient performance in Nigeria Public Service particularly in Ohazara
L.G.A of Ebonyi State. It’s evident from the research results obtained
that exposure of employees to development and training programmes
increases their level of performance, therefore, effective staff
development and performance will help organizations be it private and
public to achieve its goals and objectives. In essence, it is very true that
development and training increased performance in the public service
particularly in Ohaozara L.G.A. Over the years but the unfortunate issue
here was the fact that trained public servants are few and the nature of
164
course content for training and development programmes are not
adequate due to poor funding from the government and politics of
sectional balancing among the elites in the local governments
particularly Ohaozara L.G.A.
However, for an employee to be an asset the employee has to be
developed and trained. It is when an employee has acquired the
necessary skill that he becomes an asset to the organization. An
employee that is not effectively efficiently developed and trained lacks
the desired orientation and such employee will therefore, not be useful
in the working environment of the organization.
Nonetheless, development and training is a very vital tool in
public service and should be encouraged in order to enhance
productivity and reduced employee turnover and increase efficiency
and effectiveness in Nigeria Public Service particularly Ohaozara L.G.A.
The patient questions of the study were also highlighted. The
objectives of the study intended to achieve were clearly stated, while the
significance of the study, the scope and limitation of the study
concluded the first chapter.
165
In the second chapter, it was extensively reviewed in many
aspects such as meaning of staff development and performance,
objectives of staff development and training, methods and techniques
for staff development and training, advantages of staff development and
training, government attitude towards staff development in Ohaozara
L.G.A. Types of staff development and training and performance,
characteristics of staff performance management, basic building block of
performance management, determining training needs, and factor
militating against staff development training and performance.
Chapter three of the study deals with the background information
on the study area, background information on organizational structure
of Ohaozara L.G.A, background on type of staff development
programmes available in Public Service.
Data from the field, their presentation, analysis, and testing of the
research hypotheses were the major contents of Chapter four. Findings
from the analysis and implication of findings concluded this chapter.
Chapter five is the last chapter of the study and dealt with the summary,
conclusions and recommendations.
166
The findings revealed that effective and efficient performance will
be enhanced through staff development and training of employees be it
private or public organization.
5.2 CONCLUSION
This study aimed at investigating the staff development and
performance in Public Service. A study of Ohaozara L.G.A of Ebonyi
State 2005 to 2010, with view to find out whether staff development
and training boost performance in Public Service particularly Ohaozara
L.G.A.
Staff development and training are veritable tools used in
socialization, orientating the staff or an employees towards
organizational goals, for without adequate development and training an
organization will not achieve its objective. An employee have to be
developed, trained and oriented towards these objective to ensure
effective and efficient performance in an organization. In the other hand,
for employee to become an asset to the organization, new employees
must know organizational policies, procedures and understand how to
perform their job effectively and efficiently through staff development
and training.
167
Therefore, the performance and success of any country workforce
depends largely on the quality of its developed and trained employees.
It is for this reason development and training cannot be considered to be
an optional activity if really government or private organizations should
endeavour to contribute to human resources development by providing
both financial resources and trained experts or instructors that can
handle development programmes for their employees in order to
enhance effective performance in Public Service.
5.3 RECOMMENDATIONS
Having made some explicit findings from this research work, the
following recommendations have to be made to improve workers
performance in Nigeria Public service particularly Ohaozara Local
Government Area of Ebonyi State.
The recommendations are the followings;
1. Staff development and training should be encouraged to increase
productivity, high moral, better coordination and lower turnover
rate in private or public organizations.
2. All methods and techniques for staff development and training
should be encouraged through the followings e.g. on – the- job
168
training, job rotation, vestibule training and role playing in order
to enhance performance.
3. The use of various approaches to staff development and training
have to be adopted to ensure all employees are well organized e.g
the diagnostic approach, the system approaches and performance
management process.
4. Staff development and training should be done on a regular basis,
because employee whom benefits from training never the same
again.
5. They should be mutual understanding among political elites in the
local governments particularly in Ohaozara L.G.A. of Ebonyi
State.
6. Adequate fund should be allocated towards staff development
and training to ensure effective and efficient performance.
7. High level of corruption in Nigeria Public Service should be
legally reduced in order to ensure effective staff development and
performance.
169
8. Qualified skill workers should be employee in all levels to
enhance quality performance and productivity.
170
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