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University of Nigeria Research Publications
Aut
hor
ANI, Ozioma V.
PG/MBA/05/45093
Title
Manpower Planning and Development in Nigeria
Parastatals: A Case Study of Power Holding Company of Nigeria, Enugu
Facu
lty
Business Administration
Dep
artm
ent
Management
Dat
e February, 2007
Sign
atur
e
MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA PARASTATALS: (A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU).
A N 1 OZIOMA VIOLET
PG/MBA/05/45093
DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION.
UNIVERSITY OF NIGERIA ENUGU CAMPUS.
FEBRUARY, 2007.
MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA PARASTATALS: (A CASE STUDY OF POWER HOLDING COMPANY
OF NIGERIA, ENUGU).
BY
A N 1 OZIOMA VIOLET
PG/M BA/O5/45093
A RESEARCH PROJECT SUBMITTED T O THE DEPARTMENT OF MANAGE ME NT
UNIVERSITY OF NIGERIA
ENUGU CAMPUS
I N PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS DEGREE I N BUSINESS ADMINISTRATION (MBA) I N MANAGEMENT '
SUP€ RVISOR
PROF. E.U.L. IMAGA
FEBRUARY, 2007.
MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA
PARATATALS- A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU.
BY
AN1 OZIOMA VIOLET
PG/MBA/05/45093
A RESEARCH PROJECT SUBMITTED TO THE
DEPARTMENT OF MANAGEMENT
UNIVERSITY OF NIGERIA
ENUGU CAMPUS
I N PARTIAL FULFILMNENT OF THE REQUIREMENT FOR
THE AWARD OF MASTER DEGREE I N BUSINESS
ADMINISTRATION (MBA) I N MANAGEMENT
SUPERVISOR
PROF. E.U: L. I M A G A
FEBRUARY, 2007.
TITLE PAGE
MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA
PARATATALS- A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU.
CERTIFICATION
I, AN1 OZfOMA V, a post-graduate student of Department o f
Management, wi th Registration Number: PG/MBA/05/45093 has
satisf actori ly completed t h e requirements of the course and
research work for the award o f masters degree in Business
Administration (MBA) management.
The work embodied in this report is original and has not
been submitted in par t or fu l l for any other Diploma or Degree o f
this or any other university.
Prof. E. L. ~rnagw Project hpe rv i so r
Chief J.A. Eze Head of Department
DEDICATION
I dedicate this project to God Almighty, without whom the
writing of this research project would not have been possible. To
him be all the thanks, praises, however, adoration and dominion
forever.
ACKNOWLEDGEMENT
I have incurred numerous debts o f gratitude to many people
who have offered one help or the other for the success of this
research work. This work is conducted based on the fact that two
good heads are better than one. Hence. this piece of information
is a meeting point of diverse ideas, thoughts and data from
numerous sources.
Firstly, therefore, my sincere gratitude goes to my able
supervisor. professor Imaga, who is the brain behind the
articulate and comprehensiveness of this research work. Moreso,
my profound gratitude goes to the Assistant t o professor Imaga,
Mr. Gideon, who we fondly call "father". due to his fatherly care,
love and concern on our welfare and wellbeing. To him, I say may
he be richly rewarded by God Almighty.
Also, I wil l not fail to mention my good friend Ijeorna
Okafor, who contributed her assistance in no l i t t le measure to
see to it that this research work is a reality.
My dearly beloved parents of blessed memory are fondly
remembered here as well; for their love and care. May their
gentle souls continue to rest in God's bossom, till we meet to part
no more. Indeed, they are a set that can never be seperated.
To the team of staff of the Afrihub Internet research
centre; U.N.E.C, I say thanks a millions for all your assistance and
patience.
Lastly, to my loving, caring and understanding uncle, Engr.
Tony Akabagu, I say may God reward him richly fo r all his
financial and moral support. Indeed, he is a rare gem.
ABSTRACT
The growth and innovation in the field of science and
technology and the complex nature o f modern business
activities and the need f o r the expert handling of modern
equipment calls for urgent training and development of
organization's manpower resources in order t o meet these
challenges.
Today. we know tha t our problem is not how t o avoid
change but how t o analyze the planning and development
opportunity and get ourselves equipped t o handle the increasing
complexity in manpower and management activities.
This research work undertook a survey of the manpower
planning and development policies and programme of the Power
Holding Company o f Nigeria, Enugu and found tha t though
there exists an established policy and programmes, they are
however deficient in content and implementation. Based on this
findings, we suggested an immediate review of the training and
development policy and programme in order t o make it more
functional and adapted t o the present and future needs of the
organization's intended objectives.
I n carrying out the research, research questionnaires
were used. The analysis of the questionnaire was done based on
percentages; allowing the greater than or less than factor t o
inf hence the judgement either reinforced or nullified.
The work is divided into f ive chapters. The f i r s t chapter
contains the statement o f problems and the objectives of the
study. I n chapter two, relevant l iterature on manpower planning
and development problems and strategies were reviewed. I n
chapter three, t he research methodology and sources o f data
are presented. Chapter four contains the presentation and
analysis of data. The f i f th and last chapter contains summary
of the findings, conclusion and recommendations.
Tit le page .. . .
Certification ..
Dedication . .
Acknowledgement
Abstract .. . . Table of contents
List of Tables ..
CHAPTER ONE
INTRODUCTION:
Background o f study
Statement of problem
Objectives of study ..
Theoretical foundations of the study
Research Questions .. . . . .
Scope o f the study .. . . . .
Limitations of the study .. . .
Significance of the study .. . .
Definition of terms and Acronyms
Reference
CHAPTER TWO
LITERATURE REVIEW: .. . . . . . .
Nature o f manpower .. . . . . . . . .
Originofmonpowerplonning .. . . . .
Sources of trained manpower in Nigeria ..
Manpower Planning .. . . . . . . . .
Manpower Analysis .. . . . . . . . .
Manpower Development .. . . . . . .
Aims and objectives for effective manpower
Planning and Development in an organization
Summary .. . . . . . . . . . . . .
Reference . . . . . . . . . . . .
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY:
Research design
Sources of data
Location of study
Population of study
Sample size ..
Sample Technique
Instrumentat ion
Validity of Instrument .. . . . . . . . . . . 65
Reliability of the Instrument .. . . . . . . . . 67
Data collection .. . . . . . . . . . . . . . . 69
Instrument Return Rate .. . . . . . . .. . . 69
Reference . . , . . . . . .. . . . . .. 72
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF
DATA . . . . . . .. . . . . . . .. .. 74
CHAPTER FIVE
SUMMARY, RECOMMENDATION AND CONCLUSION:
Summary of findings ., I I I I I ( I I I I , , 81
Recommendations .. . . . . . . . . . . . . 83
Conclusion .. . . . . . . . . . . , . . , . . . . . . 88
Bibliography .. . . . . . . . . . . . . . . 89
xii
LIST OF TABLES
Population distribution/Grade of workers
Data distr ibut ion table .. . . .. . .
Training programme/opportunity . . .
Training programme/work performance o f s t a f f ..
Manpower designheeds of orgonisation .. ..
Manpower planning/organizations objectives . .
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND AND NEED FOR THE STUDY
Contemporary thoughts on national development and growth
emphasized t h e need fo r training and retraining of t h e human
resources and potentials of any given political economy as a basic
correlate t o t h e attainment of full political and economic
independence of nations. The objectivity of th is assertion
becomes apparent when viewed against t h e background o f the
severe damages recked on the socio-political and economic
structure and integri ty of most independent developing nations by
foreign interest acting under the pretension o f assisting them in
the i r development efforts.
According t o Dructer Peter, (1974:425) " the realization of
complete independence is theref ore a function of an effect ive
development strategies of efficient Uti l ization of a country's
potentials. Studies show tha t most economies are blessed wi th
abundant natural resources. The lack in t he basic technology for
transforming and maximizing the benefits o f these natural
endowment results f rom the underdevelopment o f human
potentials. Studies show tha t most economies are blessed with
abundant natural resources.
According t o Falayan Ojo; (198532) "Since Nigeria gained
her independent in 1960, we have been faced wi th t h e challenges
of providing adequate and effective manpower needs for the
management of our economic resources. Our inability t o provide
for t he necessary manpower needs results in t he ineff ic ient and
under-utilization o f t he abundant economic resources".
According t o Ademolakun, (1983:28), "Most organizations in
Nigeria especially t h e Power Holding Company of Nigeria are so
much concerned wi th the prof i t maximization motive of business
concerns t h a t they intend t o ignore the need f o r retraining the i r
workers in the l ight of current demands of the i r training
programme as waste rather than as an investment. They fail t o
see t h e desirability o f continuos retaining and development o f
the i r workers in order t o promote t h e efficiency and
effectiveness of the i r organization. Consequently, instead of
growing, t h e business rather falls due t o much capital wasted.
According t o William Haimes, (1978:22) "Commenting on the
general poor development of Nigeria workers, observed tha t
PWCN workers are under-used, under-employed, f rustrated and
prevented from bringing the i r talents t o bear on t h e well being of
their employer organization and t h e nation a t large. The principal
motives is not the i r workers but the i r leader; t h e management.
This statement shows t h a t t h e country is blessed wi th manpower
resources wi th which t o develop but lacks in t h e ef fect ive
utilization of th is potential f o r the transformation o f t he natural
resources essentially because of t h e inadequate planning and
development of her manpower resources. Manpower planning and
development is recognized as pa r t o f f f t h e broad discipline o f
management development. Many scholars have reviewed and
interpreted it in varying ways, raising argument as t o i t s position
in an organization.
However, in spite o f all t he e f f o r t put in t o ensure efficient
administration of these functions, Power Holding Company of
Nigeria st i l l encountered problems with revenue collection;
Consequently they always end up realizing less than estimated.
Hence, t h e need f o r the study o f manpower planning and
development in Nigeria.
1.2 STATEMENT OF THE PROBLEM
According t o the PHCN news on t he PHCN website:
\ I ~ \ ~ ~ \ ~ ~ . ~ ~ I C I I L ' ~ L I ~ I I . C ~ I I ~ ; page 1 of 7, for the fact t ha t t he Power Holding
Company of Nigeria PIC is established t o carry on t he business of
NEPA and fulfill all i ts obligations and functions as provided for in
the Electric Power Sector Reform Act 2005, Vice President
Atiku Abubaka handed down this mandate May 3lSt, while
inaugurating the 6-man Board of Directors of t h e Power Holding
Company o f Nigeria PIC (PHCN) in Abuja.
He pointed out t h a t t he Act establishing t h e PHCN provides
tha t all "NEPA's functions assets, liabilities and employees shall
be t ransferred t o t h e In i t ia l Holding Company and successor
companies within one year on terms not less favourable than
those enjoyed by him immediately pr ior t o his transfer". Hence,
the following problems of man power planning and development in
PHCN (former NEPA) which necessitated my venturing into this
research study are analyzed below;
The power Holding Company of Nigeria Enugu has been
having & facing a lot of problems which it inherited from i t s
predecessor, t h e National Electric Power Author i ty (NEPA). Since
i t s inception in 2005 till date, t he PHCN Enugu has had t o pass
through some difficulties, ranging from inefficient means o f
sourcing and util izing i t s scarce resources f o r manpower planning
and development, t o ineffective and inefficient manpower
development.
According t o Adedeji and Rowland (1970:lO). "The problem
o f National Electric Power Authori ty Enugu was finance". He
fur ther stressed t h a t there has been shortage o f funds t o meet
t he functions of NEPA Enugu, for which it was created t o carry
out. This same problem o f finance is st i l l facing PHCN Enugu
today.
Moreso, Bokaji Adesanya (1987: 1-8), posits t h a t "another
problem facing NEPA, which is Power Holding Company o f Nigeria
today, was inability t o provide for t h e necessary manpower need,
which results in t h e inefficient and under-utilization o f t he
abundant economic resources, for be t te r services.
Furthermore, another problem confronting PWCN which has
been a perennial problem is inadequate staffing. This is due t o
lack of funds, lack of promotional incentives and also t h e issue o f
victimization.
Another problem confronting PWCN-is project maximization
motive. The PHCN is so much concerned wi th project
maximization business motive, tha t it tends t o ignore the need
for training and retraining of the i r workers. This is because they
see embarking upon such laudable venture in t h e l ight of wastage
of financial and material resources, rather than as an investment.
Fo r th is reason, Dosumu (1985:10), made an assertion tha t
"lack of adequate funds and lack o f appropriate management
directives have been responsible f o r t h e continued NEPA
ineffective and inefficient operations; of which PHCN Enugu is
st i l l towing t h e same line.
Conclusively, t h e services of PHCN Enugu have been
suffering from brain drain as highly dedicated and experienced
staff of this significant parastatal leave t h e organization due t o
lack of the needed incentives for be t te r performance.
1.3 OBJECTIVES OF THE STUDY
The decision t o research on this f ield of human planning and
development results from my interest in t h e area o f manpower
planning and development as it occupies a strategic position in t he
effective and efficient realization of organization's goals. Apart
from giving t h e reader a general idea o f what manpower planning
and development entails, th is study is designed t o examine and
clarify the following issues:
To study t h e manpower planning and development
programme of PHCN.
To determine t h e impact of th is programme on workers
performance.
To identify t h e problem which af fect t h e successful
implementation of the programme and achievement o f the
desired result.
THEORETICAL FOUNDATION OF THE STUDY
GEOGOPLOVS PATH THEORY
This theory is chosen because it states t h a t an employee
will behave in a way tha t will make him t o attain a valued, desired
goal. This wi l l t o a large extent create'tension, which employee
t ry t o reduce by his behaviour. The employee wi l l focus on goal
S
availability, goal value and perceived effort . This happens when a
worker sees high productivity as a path leading t o t h e attainment
o f one o r more o f his personal goals. Thus. he puts in more e f fo r t
and t r ies t o improve so as t o contribute more t o t h e organization
and gain materially through attract ing promotion and financial
benefits t o himself.
I n Power Holding Company o f Nigeria, Enugu, o f ten times,
many of the employees do the i r best t o source fund. Some of the
field workers o f t h e Power Holding Company of Nigeria go out on
fieldwork t o the i r debtors; those who pay disconnection fees t o
~ the r fees payable. The problem is t ha t a f ter
lecting these fees, t he controllers of the Power
of Nigeria channel t he resources generated to
inappropriate quarters, thus destroying the economic lifeline o f
the PHCN. They keep both the revenue generated by the PHCN
together wi th t h e money allocated t o them by federal
government, t o themselves
the PH
generat
Holding
CN and c
ing or col
Company
The executives o f Power Holding Company of Nigeria, Enugu
are saddled wi th t h e responsibility of maintaining and protecting
the electrification in some rural and urban areas. They are also
supposed t o award rural and urban electrification t o those areas
where it is lacking, instead they leave it t o the community t o
source for it.
Thus, the problem of Power Holding Company of Nigeria,
Enugu, on finance is t h a t of mismanagement. they manage t o get
more than half of t h e finance needs for t h e upkeep of t he
organization but is not util ized properly.
1.5 RESEARCH QUESTION
The research questions wil l be developed by t h e researcher
for the purpose of gett ing information fo r th is study:
Research question 1.
Wow does your organization make provision fo r the training
and development of 'her employees?
Research question 2.
How is t he manpower planning and development programme
offered by the PHCN, Enugu help t o improve work performance
o f i t s workers?
Research question 3.
How does t he design of t he planning and development
programme in PHCN Enugu meet the current and potential fu tu re
needs of t he organization?
Research question 4.
tiow does t h e good and well implemented manpower planning
and development programme in PHCN, Enugu Contribute t o the
attainment of organization's objectives?
1.6 SCOPE OF THE STUDY
This work is a case study of Power Holding Company o f
Nigeria. Enugu, Enugu State.
The study covers manpower planning and development. I t is
an extensive topic, which wil l require a comprehensive research t o
enable an individual all t he necessary details, and complexities
involved in it.
Therefore, t h e researcher has decided t o res t r i c t this
study t o dwell on manpower planning and development problem
inhibiting t h e overall performance o f t he workers in Power
Holding Company o f Nigeria. Enugu.
Apart from the related l i terature where general
consideration was given t o the topic. the actual f ield study was
based purely on t h e experience of manpower (employee) planning
and development activities of Power Holding Company o f Nigeria,
Enugu.
The researcher would make use o f questionnaire t o collect
information for t h e study. The questions would be structured in a
way tha t it would give room for close and open-ended answers.
1.7 LIMITATION OF THE STUDY
I n conduction th is study, the researcher is likely t o
encounter some constraints. In carrying out th is study, the
research was subjected t o a stipulated time l imit within which
the study is supposed t o end. The time which was given t o the
researcher and other pressing academic work as a Part-Time
student of th is department is not enough. This research work
needed more t ime than tha t which was given full research work.
The researcher found it diff icult t o get t he co-operation of
the workers. The researcher was not exposed t o information and
data due t o negative at t i tude o f t he workers who refused t o
provide ceriain document, which the researcher needed, for this
study.
1.8 SIGNIFICANCE OF THE STUDY
I n Power Holding Company of Nigeria today, eff iciency and
effectiveness cannot be over looked o r side tracked. This is
because Manpower Planning and development have been a problem.
This research work is being carried out t o assist in proffering
solutions t o t he problems.
The study would be o f particular significance t o researchers
and especially t o students of business administration and
management who would want t o delve into such a study o r even
similar studies in t h e future. I t would help researchers t o know
the areas o f t h e problems tha t have been covered and areas not
s t a r t from, in covered, so t h a t they would know where t o
subsequent research work.
This study will be of great significance
ways: -
in t h e f o llowing
I t will help t h e finance s ta f f of t h e Power Holding Company
of Nigeria, E nugu, t o eff ic ient ly carryout the i r functions.
The problems hindering the manpower resources o f the
Power Holding Company of Nigeria, Enugu under study will
be identified,
Other organizations and other researchers will also benefit
from the study by adopting the retommendations offered.
D E F I N I T I O N OF TERMS AND ACRONYMS
MANPOWER
For t h e purpose of this work, manpower means management,
scientific, engineering, technical, craftsman and other skills which
are employed in creating, designing, developing, organizing.
managing and operating productive and service enterprise and
economic institution.
PLANNING
I t is t h e establishment of goals, policies, and procedures
for a social or economic unit.
MANPOWER PLANNING
Manpower planning helps provide adequate human resources
t o achieve organization objectives.
DEVELOPMENT
This is t h e process o f increasing t h e knowledge, t h e skills
and capacities of t h e people in the society, in economic terms or
in terms of administration.
MANPOWER DEVELOPMENT
I t is t h e accumulation of human capital and i t s effective
investment in t h e development of an economy or an increase in
prof it o r more result oriented of an organization.
PARASTATAL
An organization or authority set up or sponsored by the
government or s ta te and serve the government or s ta te in an
auxiliary capacity.
REFERENCE
Adedeji. Adebayo and Rowland. Laurence (1970), "Principles o f
Personnel Manaqement" 5'h Edition (New
York; McGraw Will Book Company)
Ademolekun. Ladipo. (1983), Public Administration A Niqeria -
and Comparative Perspective, (London:
Lonman Group Limited).
Bokaji. Adesanya (1986), Personnel Manaqement, the
Manaqement of people a t work. 4th edition
(Ibadan; Oxford University Press).
Dosumn Olayemi. (1986),Personnel Manaqement Ibadan; Government
Printer).
Drucker, Peter, (1974) "Management-ta ke, _R_esponsibilities
Practical 3rd Edition (London; Macmillon Press)
Falayan, Ojo.
Haines, William
(1985). Manpower Require-ment f o r
Niqeria's Industrial Development;
(Lagos; Logos University Press).
(1980). Manaqernent Ef fect ive Parl
(London: Pan Book Limited)
Hicks. Herbert Ray, Gullet, (1975). Orqanization: Theory and
Behaviour, (Singapore: McGraw Hill Book
Company).
CHAPTER TWO
LITERATURE REVIEW
2.1 NATURE OF MANPOWER
The centrali ty and the importance o f Manpower t o a nation
or t o an organization cannot be over emphasized. I t is in
recognition of th is importance tha t t h e late United States
President John F. Kennedy in his f i r s t Manpower report, stated,
"Manpower is t h e basic resources. I t in the undependable means
o f converting other resources t o mankind uses and benefits. Wow
well we develop and employ human fundamental in deciding how
much we would accomplish as a nation. The manner in which we do
so well profoundly determine the kind of nation we become" in
effect John F. Kennedy is saying tha t Manpower id fundamental
t o t he development o f any nation or organization.
According t o William L Dejon (1978:268) stated tha t
"selecting t h e most suitable resources is important, t h e r ight
plant machinery and equipment, t he r ight tools, bu t selecting the
r ight people t o do each task id of over riding importance". Even
the most e f f ic ient machinery in t he world will not produce a t a
maximum unless t h e people who operates it perform a t the i r best,
and most importantly are motivated t o make the i r equipment
produce efficiently. According t o Dejon, if the skill and will are
properly applied, wonderful things can happen.
Harbison (1962:lO) argue in t h e same line when he said tha t
manpower is t he human resource; not capital, not income nor
material, resources, constitute the ultimate basis fo r t h e wealth
of a nation. I n effect Harbison regarded a nation manpower as
constituting i ts wealth.
According t o J. Vetter (1967:126) in his argument or
development and management of human resources contended tha t
"human resource is an asset, which enables an enterprise t o
distinguish itself in performance from other enterprises. Human
resources are more t h a t current resources used in the production
process. I t has a long economic lie, which deserves t h e same
planning attention given t o other assets wi th long lives. Actions
taken today in human resources areas influence t h e quantity and
quality of the company's human resources.
According t o Ojo (1985;39) defines manpower as a
managerial scientific, engineering, technical, craftsman and other
skills which are employed in creating, designing and developing
organization and in managing and operating productive and service
enterprises and economic institutions.
I n ef fect , manpower is power, humanity, society wi th all of
i ts aspirations, needs and capacities has more than ordinary
wealth. Manpower considered as an economic resources
represents t h e aggregate of skills, and at t i tude resulting f rom
education plus training tha t equips a labour force wi th the
capacity, t o plan, organize and carryout economic processes, when
properly allocated. Manpower is t h e "human capital that must be
matched with other forms of capital in a continuos process o f
allocation between alternative uses.
Dr. 5 . A . Olaiyas (1988:9) in his attempt t o emphasis the
importance of manpower in the organization has th is t o say tha t
"organization are faced with the growing need f o r be t te r
prepared human resources relevant t o i t s need for efficient and
effective performance of i ts task t o achieve increased
productivity. This depicts tha t increase in productivity is a
products of planned and developed manpower in the organization.
Therefore, in forecasting the future needs of an organization,
manpower needs should feature prominently in the short and long
range planning.
Throughout the world, trained and experience manpower is
critical t o the survival and fu ture development o f an organization
or a nation. It is new self-evidence tha t t he difference in
.- performance between countries and competitive advantage of
business enterprises, res t not so much on the supply of natural
resources or even technological proceds, but on the ability o f
< the i r efficient people t o manager these resources and t o uti l ize
new technology through efficient and innovative organization.
However, due t o t h e act t ha t manpower supply is scarce
than the demands, there is the need for an eff icient and
effective manpower planning programme. Zsbcrnr m-m? 2.2 O R I G I N OF MANPOWER PLANNING 'JlrYsk&p
The history o f manpower planning can be traced t o the end
of t he second world war when t h e United States and some
European Countries in order t o anticipate and overcome labour
shortages in certain occupations and areas embarked on
manpower planning programmes. As systematic national
development planning become a strategic instrument aimed
principally a t accelerating economic growth, in t h e developing
countries. t h e scarcity o f skilled labour t o execute development
programme become evident and a resort t o manpower planning
was inevitable. However. in most countfies, manpower planning is
t o a large extent restr ic ted to planning for high level personnel.
Despite the f ac t t ha t most manpower planning studies vary
in research procedure and emphasis, they are all focussed on
programming education t o serve economic purposes. Manpower
planning tackles such problems as the determinants o f t he
demand f o r human skills, and the factors tha t a f fec ts changes in
the demand for and supply of skills over time. It also embraces
the analysis. An inventory o f available manpower is taken, while
the demand f o r skills is determined in order t o know the areas
where shortages o r surpluses exist.
However, t he origin o f manpower planning in Nigeria is dated
back t o Harbison's (1960:25) projection for t he country's high
level manpower needs for t he period 1260-70. Nigeria needed a t
least 31,000 people in the senior category in an organization
manpower, in the ten years period. Warbison recommended tha t
20,000 of these should hove university education or i t s
equivalent, thus putting the demand a t 2;000 graduates annually.
21
I n addition, Harbison (1960:lO) seriously recommended tha t
Nigeria should establish appropriate organizational arrangements
for t he purpose of assessing manpower needs and formulating
programmes f o r e f fec t ive manpower development throughout t he
country on a continuos basis. The commission viewed th is as i t s
central recommendation, noting 'that most cr i t ical economic
factors in Nigeria's development were capital and high level
manpower. Hence. planning development is an integral and
indispensable par t of general planning for economic planning and
development.
SOURCES OF TRAINED MANPOWER IN NIGERIA
Many institutions are associated w i t h manpower training and
development in Nigeria and these include Universities.
Polytechnics, and Colleges of Technology, government agencies
such as the Nigeria Ins t i t u te of Management (NIM), Industr ia l
Training Found (ITF), Centre for ~ a n a ~ e m e n t Development
(CMD), Administrative Staff College of Nigeria (ASCON), t o
mention a few.
Privately owned management consulting f irms also engage in
training programmes for various cadres of manpower. The
recognition o f universities as the main source of trained
manpower can explain t h e sudden upsurge in numbers, from six in
1972-73 t o th i r teen in 1977-78 and twenty in 1981, and many
more springing up including s ta te universities, vitally in every
state now. There is a similar proliferation of polytechnics and
colleges of technology and these institutions are charged with
t h e responsibility f o r producing both intermediate and high level
technical manpower. The question tha t comes t o mind readily is
whether adequate measures have been taken t o balance the
ratios of professionals in relation t o technical experts and the
supporting skilled labour needed t o make t h e f i r s t two stratas
function effectively. while our techndlogical universities are
established t o t ra in engineers, architects, food technologist etc,
t he liberal institutions are expected t o
business educators and social scientists.
Ideal ly such a measure should pro
produce managers,
duce t h e desired
manpower needed f o r the economy, but t h e inconsistencies or
non-existence o f art iculated education polices t o t h e needs of
industry has led t o situations where development projects have
always suf fered f rom gross inadequacy o f required skilled labour.
Further more, our institutions lack adequate training faci l i t
The social t rend for people t o hold jobs outside the i r discip
ies.
line
also remain a fac to r t ha t fur ther poses a problem t o manpower
planning and development in Nigeria as stat ist ics available on
employment f o r occupational category seem doubtful.
2.3 MANPOWER PLANNING
PLANNING: According t o Peter Ward (1979:143)
,Planning is an organization wide phenomenon ranging from
corporate planning, resources plannirig t o t h e day t o day
operational planning of an organization. I t is a management action
'7
he said, t o keep t h e organization on course while striving t o
realize the corporate objective.
According t o Mcbeath (1978:242), planning is t h e
foundation of all continuing successful organizations. The
organization t h a t knows where i t is going is prepared f o r all
eventualities and what controls i t s course against th is background
is most likely t o produce consistently good result in all i ts
activities. I t is futur is t ic but highly based on the extrapolation
of current operational environmental mix and trends. According
t o Bowey (1981:206), planning is founded on what exists, and
develops what it expected t o exist. I t establishes a set of
assumptions and intentions based on all those factors t h a t may
influence t h e way in which the organization,^ basic objective may
be attained o r even influence t h e form of t h e basic objective
themselves.
John Hunt (1981:147) in his book managing people a t work, a
manager guides t h e behoviour in organization, s ta te t h a t planning
28
means foresight plus action t o make things come out t o our
advantage.
Planning allows us t o design for an uncertain fu tu re with
some assurance of achieving our goals. Planning is sett ing
objectives, deriving means t o those ends, harnessing e f f o r t s , and
systematically feeding back against expectation.
Coming nearer home, Ubeku A.K (1975:147) ,emphasized the
futur is t ic perspective o f planning.Forward looking he said, should
be the rule in every aspect of running a business and th is is even
more important when a talk about adequate manpower and the
r ight types of manpower in a country like Nigeria where both
managerial and technical skills are few is concerned. To ensure
the optimum use of human resource currently employed and
provide for t h e future manpower needs of an organization,
planning and development must be undertaken.
MANPOWER PLANNING
As a mat ter o f course, one definition of manpower planning
will be t h e marriage o f t h e definition of manpower t o the
definition o f planning as given above.
Manpower planning s t r ic t ly defined in the view of Angela
Bowey (1972248) is t h e activity of management, which is aimed
a t coordinating the requirement for and availability of di f ferent
types o f employees. Usually th is involves ensuring tha t t he f i rm
has enough of t h e r igh t kind of labour a t such t ime as i t is
needed. Ubeku (1975:147) stresses th is fu r ther by adding tha t
manpower planning covers more than simply planning t h e fu tu re
manpower requirements, it should be concerned with the manning
of planned and evolutionary organization structures.
EARLY DEVELOPMENT I N MANPOWER PLANNING
The initial work in t h e area of manpower management is
concentrated on the problem of effective util ization as embodied
in the seminal work of the classical school o f scientific
3 0
management, most notable o f whom were Henry Fayol (1841-1925)
and F.W. Taylor (1856-1915). Later, study of manpower focussed
on the behaviour o f individual and individuals in-group. This was a
follow up t o t h e Human Relations School of which Elton Mayor is
regard as t h e founder. Highly motivated individual is said t o make
greater contribution t o t h e organization,^ effectiveness.
However, t h e late 1960 sow t h e permutation into a coherent and
systematic framework o f many o f these d i f f e ren t approaches and
added t h e techniques of quantification developed by operational
researchers and statisticians. According t o Bennison and casson,
(1967:462), t he banner headline of "Manpower Planning" was given
t o the framework involving three sequential steps namely;
1. "Estimate t h e organization's future manpower needs ...............
a t all levels in t h e organization"
2. "The means by which t h e organization will meet these needs
is now examined. I n order words bow is t h e manpower t o be
supplied?"
3. "The gap between the needs and the supply should now be
evident. Where there are insufficient people o f t h e
required abil i ty t o fill promotions, other sources o f
manpower must be investigated.
The novel and an essential par t o f th is coherent and
systematic framework was t h e statist ical methods t o assist t he
organization quantify. t h e supply of manpower.
According t o Bewey (1974:95), with due respect for other
parameters of manpower planning, statist ical techniques, helped
in t h e calculation before hand. "rates of wastage, and rates of
transference and promotion which are incorporated into a
numerical, and often, a computerized model and predictions made
about required rates of recruitment". I n t h e same view, Bennision
and Casson said, market, linear and renewal programming models
were designed t o help understand and predict t h e interrelated
movement of employees by promotion, Fecruitment, t ransfer and
wastage within, t o and from an organization on the demand side.
Considerable use was made o f statistical methods t o help in
predication of t he mix of skills and the number of people tha t an
organization is likely t o need t o meet business situation. Some of
t he statistical methods introduced includes, t rend analysis, t ime
series analysis, input and output analysis, and Box-Yenku model.
80x and Yenku (1964:105), us was recorded in most l i terature o f
the 1960s. these models were portrayed as being helpful in
forecasting fu tu re numbers, between what would have been
purely mathematical and narrative per se.
2.4 MANPOWER ANALYSIS
If the aims of manpower planning are t o be realized, t he
aims both t o ensure optimal utilization o f existing manpower and
tha t of provision of t he future manpower need of t he
organization, must be undertaken. According t o Ubeku, (1975:147)
,manpower analysis is a major activity in manpower planning and
development. He identified two successive levels a t which such
should be undertaken. The f i r s t level is concerned with
3 3
t he detailed manpower, inventory of all types and levels
(unskilled, skilled, supervisory and managerial), o f all employees
throughout t h e period of t he manpower plan. That is, analysis is
aimed a t establishing current manpower position. The second level
is concerned wi th t h e manpower supplies, t ha t is, having decided
on what you want, you now want t o find out f rom what sources you
can get, t h e r i gh t type o f people t o meet t h e requirements. From
the two levels of t h e demand and supply analysis, Bowey, however
believed tha t manpower analysis can be sub-divided into three
broad categories, w i th each category requiring a slightly
different method of analysis. F i rst is t h e assessment of fu tu re
requirement f o r labour. Second is t h e assessment of t he
organization's likely abil i ty t o retain the labour it has a t present
and t h e calculations of t h e optimum rates of replacement of t h e
employees. Coupled wi th this, as the case may be, is the
t o retain" i t s labour if fu tu re
less than present ones. Third is t he
i 4
organization's abil i ty not
requirements are likely t o be
production o f t h e organization's likely ability t o acquire o r a t t rac t
labour o f d i f ferent kinds (formulate unskilled and skilled labour
etc). These th ree categories of analysis are t o reveal jobs
available, employed hands currently on the jobs and ef for ts being
made% continue t o fill the fu ture requirements coupled with
labour retent ion power. Also, in other t o determine t h e size and
make-up of t h e retained labour force, they also indicate the
amount of labour, which needs t o be recruited fo r t h e future
labour force. If acquisition ability is also included, th is gives the
details of t h e size, type and sources of t he future labour force.
Manpower Planning provides a logistic support t o corporate
planning, since it is derived from the corporate plan. A balanced
manpower planning and development programme will contain the
following aspects namely: recruitment, deployment, motivation
education, training, util ization and stabilization. The extent of
t he comprehensiveness of t he manpower planning determine t h e
development strategies and optimum util ization of human
resources.
According t o Bowey, (1974206). and in Blunt and Popoola,
(1985:165), manpower planning is t he act iv i ty of management
which is aimed a t co-ordinating the requirements for , and the
availability of, d i f f e ren t types o f employees. He maintained tha t
this will ensure t h e f i rm having enough of t h e r igh t kind of labour
a t such times as it is needed. It may involve adjusting the
requirement t o t h e available supply. He fu r the r contended that in
drawing up his plan, t h e manpower planner will need t o obtain
judgement from and seek the advice of a wide variety of
personnel namely. marketing experts, policy makers, industrial
relations officers, economists, and most o f all, t h e managers o f
individual departments within the organization. He l isted
circumstances which can give rise t o t h e need for manpower
planning in almost any organization. They"inc1ude:-
The opening o r closure of a section, department o r s i te.
Organizational growth or contraction;
t he imminent retirement o f a large proportion o f t he labour
force.
The introduction of new production method o r technology;
The design of large numbers of jobs;
The re-organization of departments or sections.
The need for large number of employees, wi th scarce or
unusual skills.
Hughes, (1976:39), and also Blunt and popoola, (1985:165)
,pointed out t h a t manpower planning incorporated "all of t h e
various concerns of personnel management namely recruitment,
training, career development, pay and productivity". Here
manpower planning is associated with t h e managing and developing
of human resource.
McBeath (1978:242) maintained tha t manpower planning
follows on f rom t h e establishment o f t h e assumptions in the
business plan.
According t o him, once we know t h e rough level of sales
volume and mix, t h e manufacturing schedules required, and the
research and development programmes, we are well on the way t o
applying our manning standards t o establish t h e mnapower
requirements t h a t go with t h e assumed levels of activity. We
concluded by asserting tha t manpower planning cannot logically
exist in isolation. I t is a par t of t he whole process o f management
planning act iv i ty concerned with planning t h e requirement and
supply of t h e company's human resources, as dist inct f rom
financial resources, plant and equipment. I n terms o f the
property of t h e company, certainly t h e most easily lost o r
misused, and needed careful planning, Manpower planning in
McBeathts view must be drown from t h e coporate goals of t he
organization. I n t h e same perspective, John B. Miner and Mary a
3 S
Miner, (1977:137) described manpower planning as a process
which seeks t o ensure tha t the r ight number and kinds o f people
will be a t t he r ight places, a t t he r ight t ime in the future, capable
of doing the -things which are needed so tha t t he organization can
continue t o achieve i t s goals.
The above view is also acknowledged by Ubeku when he
argued t ha t the manpower requirements of any organization have
t o be related t o the objectives of t ha t organization.
According t o Aderemo (1980:5-26), Human Resources
planning is "the systematic analysis of t he country's manpower
resources, t he constriction of a forecast of i t s future manpower
requirements f rom the base, with special emphasis on the
eff icient manpower utilization, necessary t o ensure tha t the
manpower supply will match the forecast requirements". Emphasis
here is on t he util ization of manpower, which is central t o any
human resources planning.
However, Pattern, (1950673) examined human resources
planning on economic point o f view when he asserted tha t "Human
resources planning is a process by which a f i rm ensures tha t it
has the r ight t ime doing things f o r which they are economically
most useful".
I n addition Flippo, (1980246) asserted t h a t t h e purpose of
human resources planning is t o ensure tha t a certain desired
number of persons wi th t h e correct skill wi l l be available a t some
specific t ime in the future.
From t h e above contributions, it can be said t h a t an
organization wi th an effective and eff ic ient manpower planning
need, can adapt easily t o unforeseen circumstances as they arise,
in t he pursuit of t h e corporate goal.
2.5 MANPOWER DEVELOPMENT
This is par t and parcel o f t he manpower planning
programme, however, the need for t h e development of indigenous
manpower has long been recognized i n Nigeria. Such recognition
was ref lected in t h e establishment of institutions such as: Centre
f o r management Development (CMD), the Industr ia l Training Fund
(ITF), Administrative S t a f f College o f Nigeria (ASCON), National
I ns t i t u te f o r Policy and Strategic Studies (NIPSS), t he
Industr ial Development Centre (IDC), etc. The appointment of
the Ashby Commission, (1960:12), as one of t h e attainment of
political independence t o asses the need for conscious human
resources development policy, indicated t h e importance attached
t o manpower development.
Manpower development according t o Udo-Aka, (1989:36) is
the systematic education and training of people in various skills
which are necessary for effective contribution t o increase
national or organizational productivity. Manpower development in
th is regard, he argued can take a variety of forms which include
formal education, on t h e job training, in service programme of
formal training, apprenticeship / vocdtional schemes and par t
t ime adult education programme. These activities can be carried
out through t h e universities, government sponsored manpower
development organizations, private consulting/training firms,
major industrial/commercial f i rms etc. Other manpower
development institutions established by government f o r the
continuing education and training of people which include: CMD,
ASCON, NIPPS, I D C etc. I n ef fect Udo-Aka, (1959-36). see
manpower development as t h e acquisition of t h e necessary skills
for t h e enhancement o f job performance.
Flippo, (1980:246), acknowledged th is view, when he said
that manpower development include both training t o increase skill
in performing specific job and education t o increase general
knowledge and understanding of our tota l environment. According
t o Flippo, planned development programme wi l l re tu rn values t o
t he organization in terms of increased productivity, heightened
morale, reduced costs, and greater organizational stabi l i ty and
flexibi l i ty t o adapt t o changing external requirement. As it has
been noted some where in th is work, t ha t t h e influence of
external events on manpower forecasting is f a r reaching. Plans
should therefore be made somehow flexible in anticipation of the
intervening events.
Edwin Flippo, (1980:246), stated tha t manpower
development could essentially be carried out "on-the-job" or "off-
the - job ' basis. According t o him "on-the-job" development method
includes:-
1. Experience, coaching, understanding;
2. Position, rotation;
3. Special projects and task forces;
4. Committee ass ignment ;
5. Selective reading;
Off-the-job development method includes:-
1. Specia lc las~e~; .-
2. Role playing;
3. Sensitivity training;
4. Stimulation
5. Conference training
6. Multiple management;
7. Special training.
Reacting on which o f t h e two methods are t o be adapted.
Allan Mumford believes tha t "development off-the-job" can be
more economical and effective. Many management scholars
however had contrary views. DS. Beech, (1975:359) suggested
tha t internal courses which have t h e advantages of dealing
directly and specifically, wi th the company's problems should be
adopted.
On-the-job development method could be an ideal method
for training young executives. Here managers in positions of
responsibility t ra in the i r immediate subordinate so t h a t t h e later
develop t h e potentialit ies with which t o do t h e job when they ore
promoted t o higher levels of management. Under th is method, t h e
trainees learn by observation and experiment. Ej iofor, (1981:130),
posits tha t th is type o f programme is called, t he "watch the-
master perform" type o f programme.
Though the basic principles of teaching are applicable t o
both training as contrasted with another, st i l l it is important t o
be aware of t he training systems tha t are available and used in
business.
I n t he operative area. Edwin Floppi. (1971:219), stated four
training systems t ha t can be adopted. They are:-
I.
. . It.
. . . Ill.
iv.
On-the-job training
Vestibule school
Apprenticeship
Special courses.
On-the-job development could be used in employee training
f o r jobs t ha t can be learned in a relatively short period o f time.
The system places the primary burden upon the immediate
supervisors o r his selected representatives. The reason for t he
popularity of this programme includes that most of t he jobs in
4 5
industries are o f t he type tha t can be learned in a relatively
short period o f t ime and no elaborate programme is necessary as
f a r as subject content is concerned. On-the-job training also has
t he advantages of simplicity, because there is no division of
responsibility between training department on a line supervision.
I t also has the advantage of motivating the trainees t o learn. The
economy is sometimes false, however, particularly if the line
supervisor:
1. Does not know how t o t ra in subordinates.
2. Does not appropriate the importance of adequate training
or,
3. Does not have t ime t o t ra in properly.
Vestibule schools are malleable t o the same general type of
training problem that is operated as a specialized endeavor by
the personnel department. It usually trains f o r t he same type of
job as on-the-job. This work of the semi-skilled machine can be
defined in terms of t h e law of functional growth.
When the amount o f training tha t has t o be done exceeds
the capacity o f t he line supervisor, a portion of th is training is
evolved from t h e line and assigned t o staff through a vestibule
school. When t h e job is too great, t he foreman can no longer cope
with on-the-job technique and st i l l fulf i l l his other
responsibilities o f production, quality house keeping etc. A major
set back in the use of this method is t ha t it may create a line
staff difficulties.
The advantages of using the vestibule school system are the
advantages of specialization. The instructor, a specialist, should
be more skilled a t teaching. The student avoids the confusion and
pressure o f t he work situation and thus, is able t o concentrate on
learning. He can also often attain a given level o f sil l more quickly
in the specialized learning situation. Just as specialization has
advantages, so does it create difficulties. As noted above, the
splitting of responsibilities leads t o orghnizational problem. This
type of schooling is limited t o jobs tha t uti l ize equipment which
can be duplicated without excessive investment. A f ina
disadvantage is t h a t t h e training situation is some what ar t i f ic ia l
though it may faci l i tate learning, may also inhi b i t adjustment
when the employee is placed on the job.
The third system of training, apprenticeship programme, is
designed from a higher level of sill. Apprenticeship programme
tends towards more education than on-the-job training o r
vestibule school, in tha t knowledge and skill in doing a c ra f t or a
series of related jobs ore involved. The usual apprenticeship
programme combines on-the-job training and experiment with
classroom instruction in particular subjects. Apprenticeship
programme in business, are largely, established by t h e individual
firm. The f i rm may however wish t o register i t s programme with
the state regulations, with the federal committee on
apprenticeship. An advantage of registering is t h a t the
apprentices will vhiue t h e programme moye highly, knowing tha t it
will be recognized outside of t he particular company tha t
established it. A disadvantage of registration is t h a t the f i rm
must submit t o certain checks and inspections by the s ta te or
local apprenticeship council, t o ensure t h a t minimum standards
are met. Outside standards impose some inflexibility.
The last system o f operative training may be classified as
some education ra ther than training. Yet special courses such as
shop mathematics o r blueprint reading cannot be labeled as
general education and can be direct ly related t o a person's
particular job.
There could not exist any best combination o f manpower
development method. Each organization must design i t s own
particular programme t o suit the climate o f the f i rm, the
organizational level for which development is required, the
particular characteristics of t he personnel t o be developed the
recognized specific development needs, and t h e availability o f
economic resources t h a t can be allotated t o training and
development.
Development on t h e other hand, has been viewed as an
organization procedure by which people acquire knowledge or skill
for a definite purpose. Emphasis is on skill in relation t o specific
tasks or jobs t o be performed. Development is broad, it involves
the inculcation of skills, knowledge and at t r ibutes into a person,
att i tudinal commitment t o t h e doctrine, value and ultimate
purpose of t h e organization.
2.6 AIMS AND OBJECTIVES FOR EFFECTIVE MANPOWER
PLANNING AND DEVELOPMENT I N AN ORGANIZATION
The aim of manpower planning and development is t o bridge
the gap between employee expected performance and his actual
performance when t h e later tends t o fall below expectation. This
is necessary because according t o Ayida, (1977:22), t h e quality
and performance of t h e employee determines the success o f a
business, indeed they determine i ts survival through:
Manpower planning and development must be recognized as
an integral par t o f t he over all business planning. A
manpower planner needs t o know the company's objectives.
To manage backing f o r manpower planning and development
is very essential.
Manpower planning and development responsibility should be
centralized in order t o co-ordinate consultation between
the management level.
Personnel and other statistical records must be completed,
updated and readily accessible.
A forecast period should be long enough t o allow remedial
action t o be taken.
Every time, manager should be made aware of t he need t o
consider t he manpower implications of t he decision he takes.
The forecasting techniques selected should be best suited
to the data available or t he degree of accuracy required.
themselves
l ight o f t he
The forecasting techniques and the forecast
must be constantly revised and improved upon in
experience.
SUMMARY
We have reviewed l i terature related t o our study showing
t h a t manpower planning and development is a recent phenomenon
in management science. However, a lo t of work has been done in
this area which has been manpower planning and development t o
have quickly crystallized as substantive discipline.
A historical over view of t he early development in manpower
planning and development in Nigeria and in t h e ent i re study was
reviewed. We also defined using available l i terature, major
concepts which are key factors in realistic manpower planning and
development as a future u t i l i ty in forecasting future manpower
needs. I t is also useful in planning fo r t h e existing manpower in an
organization and in calculating retent ion ability. Failure and
success of manpower planning and development policy is
dependent on how t h e manpower planner adequately grasps t h e
phenomenon in t h e organization fo r which he is planning.
REFERENCES
Arene A. Ayida, (1977) "The Country's Maintenance of
Manpower Problems" is Manaqement in
Niqeria - (Lagos: Oxford University Press).
Adeleke Aderemo, (1980) "Manpower Planninq Process, A
frame Work of Analysis, (Lagos: Porman
Books).
Bowey M. Angela, (1981) "A Guide t o Manpower Planninq,
(London: Macrnillian Publishing Col. Inc.) .
Bennis and Casson, (1969) "Orqanization Development i t s
Nature, Oriqin Prospects, (London:
Addison-Wesley Press).
Blunt, Popoola, (1985), "Personnel Manaqement in Africa,
(England: Longman).
Edward Ashby, (1960). "Commission Report on Past School
Certificate and4 Hiqh Education in
Niqeria, (Lagos: Lagos Government Press).
Ejiofor Pita (1981). "Manaqernent in Niqeria, (Lagos;
Flippo Edwin,
Hunt John,
Afr ican Education Publishers)
(1980), "Personnel Manaqernent, (London;
McGraw Hill Book Company).
Harbison Fredrick, (1960). "Hiqh Leve Manpower for
Niqerian's Future Investment in Education,
(Lagos; Lagos Government Press).
(1981). "Manaqinq People a t Work, A
Manaqers Guide to Behaviour in
Orqanization, (London: Pan Books).
Miner John and Mary, (1977), "Personnel Industrial Relation, A
Manaqernent Approach, (New York;
Macmillan Publishing Co. Inc.).
McBeath, Morgan, (1978), "Manpower Planninq and Control,
(United Kingdom; Business Book
Communication).
Ojo Falajan,
Par t te rn H. Tony,
Ubeku Abel,
Udo-Aka Udo,
(1985), "Manpower Development and
Utilization in Niqeria; Problems and
Prospects, (Lagos; Lagos University Press).
Olaiya. 5. Adeleke, (1988), "Human Resources Manaqernent
Quoted in Education Today, (Jos; Jos
Government Press)
(1950), "Manaqement Hand Book Operatinq
Guideline Techniques and Practices, (London;
McCraw Hill Book Comapany).
(1975), "Personnel Manaqement in Niqeria,
(Benin City; Ethiopia Publishing Corporation).
(1989). "Seminar on Human Resources
Development and Utilization, Policies and
Practices in Niqeria, (Lagos Government
Press).
Vetter John,
Ward Peter,
William, Dejon,
(1967). "Manpower Planninq for Hiqher
Talent Personnel, (Michigan; University o f
Michigan Press).
(1979), "Industrial Psycholoqy, (New York;
Macmillan Publishing Col. Inc.).
(1978). "Principles of Manaqement Text
and Cases, (United Kingdom; the
Benjamin/Cummings Pub. Co.).
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 RESEARCH DESIGN
I n defining design a&ording -* Odo, (199243) "Designing
implies outlining the name of equipment and other materials the
researcher intends t o use, applying same t o successfully execute
the practical aspect o f the research study.
The researcher applied a case study and a cross sectional
design would be adopted. Cross-sectional survey according t o
Baridam (1990:60), is a survey study where data is collected a t
one point in t ime f rom a sample selected t o describe some larger
population a t tha t time".
According t o Behling and Sommer and 5ommer1 (1980:58),
defined questionnaire or instrumentation as a series of wri t ten
questions or a repository and or a device . tha t contain the
instruments on a topic about which )he respondent,^ wr i t ten
opinions are sought, t ha t measures the variables necessary t o
tes t t he research hypothesis or answer t o research questions.
The study involved s ta f f of Power Holding Company of
Nigeria, Enugu District, irrespective o f sex, age, religion
affil iation and level o f education. The questionnaire was
structured with possible response of Yes o r No or Do not know.
The researcher will employ the sample statistical technique of
frequencies and percentage in the analysis of data collected.
3.2 SOURCES OF DATA
Data for th is study wil l be collected from two major
sources:-
a. Primary Sources and
b. Secondary Sources.
3.2.1 Primary Sources of Data
The primary data wil l be obtained through the use of
questionnaire t o be administered t o tKe various categories of
staff of t he Power Holding Company o f Nigeria, Enugu. A to ta l of
three hundred and thirty-questionnaire (330) will be
administered t o the respondents.
3.2.2 Secondary Sources o f Data
The secondary sources of data were made of facts, ideas
collected f rom textbooks. journals. and periodicals. The
inf ormotion from these published and unpublished materials were
used from t he review of related l i terature and in definition of
some important concepts in other chapters of this work. Most of
these tex ts were found in various libraries, schools and
organizations.
3.2.3 Location of Study
The study area is the Power Holding Company of Nigeria,
Enugu Distr ict . which is located a t Enugu State, headquarter o f
this Power Holding Company of Nigeria, Enugu zone, located a t
Okpara Avenue, Enugu District.
3.4 POPULATION OF STUDY
According t o Silver Throne, (1980:lZ) "Population is the
total i ty of any group, person or objects which is defined by some
unique attribution".
According t o Behling, (1984:58) "Population includes any,
group of persons or objects". This is t o say tha t population is any
group of being t he researcher has focused attention on and
chosen as approved topic of study.
The population was collected from Power Holding Company
of Nigeria, Enugu Staff located a t Enugu. The total s ta f f
population is about one thousand nine hundred and for ty six
(1,946) workers in the employ of PHCN Enugu. A l l t he s taf f are
qualified t o be sampled. How they are distributed are shown in
the table below.
Table 3.1
Population Distribution of Power Holding Company of Nigeria Enugu.
Administration I 340 I 17.5%
Grade of Worker
Commercial and sales 1 371 I 19%
Finance
No. of Worker
Engineering
Percentage %
Total
3.5 SAMPLE SIZE
According t o Nwabuoke, (1986:47), "Sampling is a process
of selecting a given number or any portion o f tha t population for
the purpose of obtaining information for generalization about the
larger population". Since the study involves large population,
sampling enormous population will involve unavoidable possible
errors in dealing wi th larger populafion, hence t h e need for
sampling. It is also done t o reduce cost of producing
questionnaires f o r a large population.
To ensure ef fect ive coverage o f t he large population, t he
researcher used a statistical formula f o r a f in i te population.
According t o Taro Yemani (1964:280),
n - - N
1 + t,feI2
where n = Sample Size
N Population of Size
e = Margin o f Error
1 A Constant
For this study, 'N' wil l be equal t o t he staff size which
therefore is equal t o 1,946 persons, 'el will be equal t o 5%. The
sample size for th is research can be determined thus:
n - - N
1 + tq(eJ2
= 329.8 or 330 Approximately
3.6 SAMPLE TECHNIQUE
The structured questionnaire distribution was based on two
major sampling strategies o r techniques.
1. Strat i f ied Sampling Strategies and
2. Simple Random Sampling
According t o Borg e t al (1983:15), Nwabuoke, (1986:46),
Kerlinger, (1973:130) and Babbie, (1973:54) hold strat i f ied
random sampling as a process in which a heterogeneous population
is divided into certain subgroups' o r s t ra ta in the population f o r
the purpose of obtaining a greater degree o f representatives,
hence, decreasing the probable sampling er ror in the sample, in
proportion t o the i r numbers in the population itself.
For strat i f ied sampling, I made sure t ha t all t he workers in
the institution are administered. Another advantage of th is
method is tha t it will help t o establish classes tha t are
comparative and homogeneous in relation t o the characteristic
being studied.
According t o Nwabuoke, (1986:45), in his own definition
holds tha t simple random sampling is a method o f sampling in
which every unit of the population has calculable chances of being
selected into t h e sample. This was chdsen t o give everybody in
each sub-division the opportunity t o be selected without any
prejudice o r preference, a f t e r dividing t he population into strata,
based on sub-division.
3.7 INSTRUMENTATION
According t o Odo (1992:57), "Instrumentation deals with
the too l a researcherk ien t i s t employs t o generate information
f o r data analysis". For th is research, t he researcher developed
four research questions. Then for each research question, four
questionnaire items were developed.
3.8 VALIDITY OF INSTRUMENT
Borg e t al (1993:15) Williams (1979:21), defined validity as
" the process of finding out t he degree t o which a researcher or a
test indeed measures what it purports t o measure". For this
work, t he researcher used the pilot t es t t o establish t he validity
of t he instrument used.
Runkel e t al (197224) Babbie (1973:Zl) "defined pilot study
technique as t he process of trying OUT the entire aspects o f a
study including analysis of t he data following closely the
procedures planned fo r t h e main study before launching the said
main study".
The researcher applied the pilot study technique t o t ryout
aspects of t h e research before t h e actual study. This means
tha t all t h e operational activities the researcher has planned f o r
the actual study have t o be executed in t h e pilot sample group.
I n testing t h e validity of t h e instrument, t he researcher
will administer t h e questionnaire t o twenty respondents, identical
wi th t h e proposed sample group of t he main study f rom the
population other than t h e main study. The researcher will collect
the scored sample questionnaire and evaluated them one by one.
The evaluation technique used was t h e simplest form. The
researcher has t o take an ideal one scored in t h e way she
expected every one of t he pi lot sample group t o score t h e
questionnaire side by side, with each respondent's own scored
questionnaire.
I n th is process, t he researcher Later found out, a f t e r t he
administration and collection of t he questionnaire, t ha t t he
correct sco red questionnaire is 100%, which shows tha t t he
instrument is valid.
3.9 RELIABILITY OF THE INSTRUMENT
Ibanga (1981:17) William, (1979:210), Kerlinger, (1993:442),
Bowen, (1980:11), "defined reliability of an instrument as a
process of obtaining information on t he degree t o which a
measure will yield results for t he same subjects a t different
times or under d i f fe ren t conditions on a consistent, dependable,
stable, predictable and accurate way". The researcher in order
t o establish the reliability, selected a group of f i f t een (15)
staff di f ferent from the pilot sampled group and the sample of
t he main study. The researcher labeled each element of t he
reliable sample group and distributed the instrument t o them. I n
carrying out t he operation of t he relihbility establishment, the
researcher applied test , re-test technique.
Runkel e t al (1980:154) Ibanga, (1981), Sommer and
Sommer, (1980:140) "defined test-retest as referr ing t o t he
process o f giving t h e same instrument t o t h e same individual or
set of individuals on two occasions and t h e results are
compared". A f t e r collecting t h e scored questionnaire, t he
researcher allowed th ree days before distributing a second
batch of t h e same questionnaire t o t h e same reliable sample
group, wi th numbers from one t o f i f teen as a t t h e f i r s t study.
This was done t o check whether t h e information given in t h e
f i r s t batch would be t h e same wi th the information given in the
second batch. When t h e scores were collected, the researcher
compared each element of t he reliable sample group wi th t h e
second result. The comparisons were repeated unti l t h e f i f teen
paired instruments were exhausted.
On t h e completion, t h e researcher discovered t h a t t he
responses fo r the set of questionnaire given t o each individual of
t he group were having similar result. The researcher therefore
concluded t ha t t he instrument was reliable.
3.10 DATA COLLECTION
According t o Eze, Omebe and Ezike, (1997258) "Data
collection is t he procedure or steps taken t o collect data by the
researcher". The procedure the researcher followed in gathering
all t he possible information she required for t he study was
through the administration o f t he questionnaire she constructed
with the aid of her supervisor, using the simple random technique.
The population was f i rs t of all stratified, based on sub-division
and then, simple random technique was used t o distr ibute in each
department, giving everybody equal chance of selection.
3.1 1 INSTRUMENT RETURN RATE
The researcher distributed three hundred and t h i r t y (330)
copies of t he question t o the respondents. The collection o f the
duely completed questionnaire from tKe respondents was done
through the secretary t o the personnel manager, in Power Holding
Company o f Nigeria, Enugu Distr ic t Office. Some delays were
encountered f rom t he s t a f f in completing and returning the
questionnaire.
I n the end, out of a to ta l questionnaire o f three hundred
and thirty (330), only two hundred and seventy (270) o f them
were duely completed and returned, representing 81%.
Effor ts were made t o recover the remaining s ix ty (60)
questionnaires. But due t o high ra te of transportation fare, and
time factor, they have not ye t been recovered.
Table 3.3
Data Distribution Table
Grade of worker Given N o returned NO. or N o t
Returned
Percentage %
out
Administration l------ Commercial and
sales
I Finance
I Engineering
I Total
REFERENCES
Baridam, Don,
Behling, John,
Ibanga, Joe,
(1990), Research Methods in Administration
Science, (Port Harcourt: Belt Publisher Ltd).
(1984). Guideline for Preparinq the Research
Proposal, (New York: University Press of
American).
Borg, Walter and Grall. (1988). Educational Research An
Meredith b., Introduction, (New York: Longman Inc.)
Bowen, Bruce, Dand, (1980), An Introduction to Data Analysis,
Wersbery, Herbert F. (SanFrancisco: W.H. Freeman and Company).
Eze, Augustine, 0mebel(1997), Foundation of Research in Education,
Silas and Ezeike, Henry, (Enugu: Amazing Grace Printing and
Publishing Company).
(1981). Guide on Tests and Measurements for
Teachers and Students,(Calabar: Paico Press
and Books Limited).
Nwabuo ke, Precious (1986), Fundamentals o f Statistics, New
Edition with Answers, (Enugu: Koruna Books).
Odo (Rev. Fr.), Ozongwu (1992) Guide to proposal Writinq - in Social
Maurice, Behavioral Sciences, (Enugu: SNAAP Press
Limited).
Runkel, Philip J. and (1972), Research on Human Behaviour: A
McGarth, Joseph E., Systematic Guide t o Method, San Francisco:
Holt, Rinehart Winston Inc.).
Silver throne, Colin, (1980), The what, when and How of Statistics
Fischer,Hartmutand (Champaing,Illinois:,StipesPublishing
Fox, David Company)
Sommer, Robert and (1980)) A Practical Guide to Be havioura I
Sommer, Barbara, Research: Tools and Techniques, (New
York: Oxford University Press Inc.).
William, Fredrick, (1979). Reasoninq with Statistics, (San
Francisco: Holt Ri nehart and Winston Inc.).
Yamani, Taro, (1964), "Statistics: An Introductory Analysis,
(New York: Hamper and Row Publishers).
CHAPTER FOUR
PRESENTATION, ANALYSIS A N D I N T E R P R E T A T I O N OF DATA
I n this chapter, analysis o f data from questionnaire
responses is discussed. The questionnaire has it's basis from the
four research questions. Emphasis was placed more on those
questions that have direct relationship with the research
questions.
The presentation will be done with table analysis and
percentage representation o f data. Three hundred and thirty
structured questionnaire were distributed but only two hundred
and seventy was returned.
Research Question 1
How does your organization make provision for the training
and development o f her employees?
This research question tries to find out whether the
training programme/opportunity of the PHCN Enugu employees
covers every sectioddepartment within the organization.
The question was thrown open to the respondents t o answer
Yes, No , or Don't know.
Table 4.1
The training Prograrnme/Opportunity.
1 Possible Options 1 Frequency (f) / Percentage (%) I Yes
NO
Total
Don't know
SOURCE: RESEARCH DATA (1 999)
68
202
ANALYSIS:
The analysis showed that 68 o r 25.270 o f the workers
answered "Yes", 202 or 74.8% o f the workers answered "No"
while none answered "Don't know". This is showed in the table
above. Analysis on research question ohe as indicated in table 4.1
above showed that the workers in Power Holding Company o f
25.2%
74.8%
- -
Nigeria are adequately trained. They are not provided w i th
enough manpower training programme. The organization is so
much concerned with prof i t maximization motive of business. This
situation does not encourage workers t o give in their best, for
the overall progress of the institution or organization.
Research Question 2
How is the manpower planning and development programme
offered by the PHCN Enugu help to improve work performance o f
i ts workers?
This research question tries to find out if the manpower
planning and development programme given yields satisfactory
result?
Table 4.2
I Possible options I Percentage ( X )
Yes ,---%--I
SOURCES : RESEARCH QATA (1999)
ANALYSIS:
I n table 4.2,20 o r 7.4% of the workers answered "Yes", 145
or 38.8% answered "No", while 105 or 53.8 answered "Don't
know".
From the foregoing, it is obvious that the manpower planning
and development programme offered by PHCN Enugu t o its
workers do not yield satisfactory result because they do not give
them adequate manpower training -and this leads . t o low
productivity in the organization.
NO
Don't know
Total
145
105
270
38.8
53.8
100
Research Question 3
How does the design o f the manpower planning and
development programme in PHCN, Enugu meet the current and
potential future needs of the organization?
This research question tries to find out, if the design of
planning and development programme meets the current and
potential future needs o f the organization.
Table 4.3
I Possible options I Frequency (f) / Percentage (%) 1 t-
Yes
SOURCES: RESEARCH DATA (1999)
-
270
Don't know
Total
ANALYSIS:
Table 4.3 is very self explanatory. I t shows that the PHCN
-
270
Enugu does not meet the current and-potential future needs of
the organization. The whole two hundred and seventy respondents
-
100
agreed to a great extent, that PHCN Enugu does not meet
current and potential future needs of the organization through
their manpower-training programme. The issue of training is
unheard o f in the organization and regular salaries are not paid t o
the workers. The questionnaire also shows that the workers are
not often promoted. This issue has set the organization back in
perf ormance.
Research Question 4
How does the good and well-implemented manpower planning
and development programme in PHCN Enugu, contribute t o the
attainment of organization's objective?
This research question tries to f ind out whether the good
and wet l implemented manpower planning and development
programme contributes to the attainment o f organization's
objectives.
Table 4.4
I Possible options Frequency (f) I Percentage (Oh)
I 4.3%
3.6
Yes
NO
SOURCES : RESEARCH DATA (1999).
ANALYSIS:
As could be seen in table 4.4, 116 or 4.3% of the workers
answered "Yes", 98 or 3.6% answered "No", 56 or 2.1% answered
"Don't know".
116
98
2.1% Don't know 56
100 Total
i
270
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
The analysis and findings are based on the information
supplied by those interviewed both orally and from the research
questionnaire. The summary could be made as follows:-
The Problem of Staff Selection f o r Training
Selection of staff for training in the Power Holding
Company o f Nigeria, Enugu is usually done by nomination, and
selection. more especially as it affects the junior staff. And it is
characterized by sectionalism. nepotism, favoritism and god-
fatherism, in utter disregard f o r merit and competence. This
more often than not put square pegs in round holes, and a t times,
brings in people who have no business there. A l l these affect the
overall performance of these workers and decrease the pressure
of work of few competent workers, who worth their onions.
2. The Problem of Resources
Training requires material, finance and manpower etc, in
order to accomplish the objectives o f training. I n most cases,
these resources are not available. There should always be an out
lay or vote in the annual budget t o take complete care o f all the
costs associated with training. Requirements in the training
schools and needs of the student's facilities fo r training, planning
and development should always be updated.
3. Problem of Senior Officers Reluctance t o train the traineedstaff.
One of the relevance of training is t o make the staff
perform h idher task more efficiently and effectively. I n most
cases because the superior believes that a f t e r training, these
staff may be elevated by promotion and that means higher salary
etc. For this reason, the superior will refuse to train them
because if their subordinate is more competent than they are,
the intention of allocating their tasks-to their subordinates will
arise and this is the fear of most managers.
4. Poor Managernent/Problem of Corrupt Officials
Some times, officers in the management cadre may not be
the experienced ones, good enough to take full responsibility in
the schedule. They could fai l t o take adequate steps in what they
should do to give proper training programmes and provision fo r
the staff. Some may not be interested in sending the suitable
candidates or s ta f f for training unlest his pocket is lined. That is
why over 80% of the PHCN turnover we are told went into
administration etc. yet. overall objectives of the organization
suffered.
5.2 RECOMMENbATIONS
Having critically analyzed the questionnaires, certain
findings emerged. These findings confirmed t o a reasonable
extent. some previously speculated problems and short - comings
facing the Manpower planning and development of PHCN Enugu
and plausible recommendations were hareby made with a view t o
correcting the existing inadequacy. I n doing so, certain steps are
hereby considered imperative as a prelude t o tackle the
manpower planning and development problems.
1. Given the general atmosphere of indiscipline. inefficiency
and corruption which pervades the organization activities and
which has persistently defied almost all therapy, the researcher
hereby commend the commercialization of the organization. For
this. government withdrew from further subverting the
organization thereby making them to be more result oriented.
This will result in these;
i. It will automatically restore sanity and discipline in the
organization, in the long run.
ii. Performance level and input on the part o f workers wi l l
considerably improve;
iii. Funds will be more prudently managed.
With this new original environment, both workers and
management will be more serious with their job.
2. Given that the Power Holding Company of Nigeria, Enugu is
a highly technical institution, the researcher hereby recommends
that the minimum entry qualification should be a credit pass in
Mathematics, English and Physics in WASC or i ts equivalent. This
will be followed by a new salary interview o f all cadres o f workers
to be employed. This is to ensure that every s ta f f irrespective o f
his position or cadre in the organization is literate and as such
can be disposed to training without much difficulty.
Findings show that the Manpower Planning and Development
Policy and programme of the organization is deficient. The
deficiency is attributed to certain factors, which includes;
government policy, training method, inadequate finance among
others. The planning and development is quite deplorable and
unfortunate. It is very unfortunate because well planned and
developed manpower resources is very central to organization's
success, but where it is incapable or incompetent, the
achieveability of the organization's goal because almost
impossible. Consequently, the researcher recommends an
immediate review o f the training policy and programmes in order
to make it more functional and adaptable t o the present and
future needs o f the organization. To this end, the research
proposes as follows:-
a. That as a matter of policy statement, employees are not t o
spend more than three year on a particular job or post
before embarking on training. The idea is t o ensure the
continuous retraining of personnel given the dynamic nature
of our society resulting from the impact o f science and
tech no logy.
b. Equally, training opportunities and training method must be
maintained for all cadres of workers in the organization.
c. A well equipped and professional staf fed research,
development and training department must be established.
This is very important for any okganization tha t wishes to
say a float and contend with the complexities o f modern
business practices. Evaluation reput on every s t a f f by
department or sectional heads are t o be sent t o this
department. This will help them determine in line with
criteria used, those requiring immediate training.
d. To make the training more meaningful t o participants,
training fees commensurate with one's position is t o be
taxed every trainees. This amount is t o be repaid back later
if the beneficiaries' evaluation report is positive. The
evaluation report will also serve as a criteria f o r awarding
other types of compensation due to a trainee.
e. The PHCN Enugu should as a matter o f urgency aff i l iate i t s
training centres or institutions of higher learning t o
undertake the training of staff in the non-technical areas
pending the establishment o f a separate training workshop
by the organization for such purpose.
f. There must be an immediate award o f compensation or
benefits t o successful trainees.
Management should as a matter o f policy allocate
substantial financial vote to the research development and
training.
CONCLUSIONS
Based on the research finding certain valid conclusion can
be drawn a t this point.
That there is established manpower planning and
development policy and programme in the PHCN Enugu but
this policy is deficient in terms of programme content and
facilities and as such needs t o be reviewed.
I t is the researcher's opinion tha t the training function is
not fully regarded as a major business function in the
organization and as such not accorded that kind o f
recognition tha t it desired in the organization.
The manpower planning and development section is not
professionally equipped and as such cannot contend with the
complexion, technicalities, and challenges of modern
business.
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QUESTIONNAIRE
The researcher is an MBA Student of the University of
Nigeria, Enugu Campus, currently on research using your
organization as a case study. She is undertaking an emperical
study to ascertain how the organization engages in i ts manpower
planning and development.
The exercise is purely academic and thus any information
given will be treated as confidential. You are kindly implored to
please answer the questions below.
Your kind co-operation and understanding will be highly
appreciated. Could you supply the answers to the questions that
follow:-
1. Sex
a. Male I-!
2. Your entry qualification into the organization
c. Higher School/Polytechnic I I First Degree (B.5dM.B.A) L Post Graduate I - Others (Specify) 1 I Present Quhlification 1 I
Year of experience in the organization
Under two years I 1 2 - 5 years
5 - 10 years - 10 and above
SECTrON B
1. Does your organization make provision f o r the training and
development o f her employment of employees.
Yes 1-1
Don't know
If yes, what level of cadre of employees are covered by
their training programme?
Junior Sta f f [-I Middle Management I 1
Top management 1 I Middle and Top Management Mostly El Everybody but Middle and Top Management I I All cadres 11
Does the training programme/opportunity cover every
section/department within the organization:
c. Don't know 1 I 4. Have you undertaken any manpower planning and
development programme as an employee o f the organization?
a. yes r]
c. Don't know
5. If yes, what method o f development programme have you
been exposed to?
On-the-job training
Of f-the-job-training
Other (specify) rl How tong does this programme last?
Below one month
Below three months I 1
Below six months I 1 Below one year I I
Above one year TI How many times have you been exposed to training
programmes?
once I 1 twice 1 I thrice
many times
Development e f fo r ts that occur entirely away from the job
are incapable of yielding satisfactory results?
Yes
Don't know
does the development programme you attend help to
improve your work performance?
Yes
Don't know
Do you consider the design o f the manpower planning and
development programmes one that meets the current and
potential future needs of your organization?
Not adequately 1 I Don't know 1 I
Where is the training programme of the organization
carried out?
Within the Country El Outside the Country
Both within and outside E l Both within and outside butmostly outside 1 1 Where you given opportunity to at)end the training
programmes outside the country?
Yes rl
Don't know
Do you consider good and well-implemented manpower
planning and development programme as contributing t o the
attainment of organization's objectives?
Yes I
Don't know T I Do you benefits from your organization derive for well
planned manpower development programme?
Yes
Don't know
I s there any ef fect of staff training and development on
productivity in PHCN?
Don't know