CHAPTER ONE: 1.0 INTRODUCTION
Civil service was created by the British colonial administration as an executive agency of government responsible for the implementation of government policies, routine maintenance of law and order, sample tax collection and operation of socio-economic service meant apparently for the benefit of the British administration. With the expanding role of government and the civil service in particular in the Federal, States and Local government training and development become imperative for its personnel. By so doing training and development will enable government to derive optimism benefits from its investment in manpower development. Along the same view, as labour creates wealth, government seeking to achieve sustainable growth must of necessity building, mobilization, harnessing and development of human capital resources.
As an indispensable component of the government, and an instrument for advice and implementation of government policies, the civil service in Nigeria today is certainly rooted in the absence of honest, capable and efficient work force (Uallahi, 2003). This coupled with other reasons makes it mandatory for continuous training and retraining of staff in both public and private sectors of the economy. Management development institutes in Nigeria though not adequate in comparison with the teeming workforce, are facing a lot of challenges in their attempt to reposition the civil service for better performance.
Despite the available human capital, civil service in Nigeria has neither been properly managed nor the available human Resources administered effectively and efficiently. Nwanolue (2012) Opined that this ugly trend has fetched the service a bad name over the year in most cases, staff development is neglected or overlooked entirely. This is usually due to the corruption in the service cases abound where funds ranging into million and billion of naira, meant for in change, without any serious actions taken to that effect. On the other hand, there have been situations when staff is never given the opportunity for years to undergo training at all. Et is now a simple understanding that staff training in the public domain has become a matter of “face looking” (Nwanolue, 2012). thence this study as on enhancing the productivity of the civil services through manpower development, a case study of civil service training centre, Uyo.
1.2 Statement of the Problem
The civil service in Nigeria has been widely acknowledged as one tier of government that has been grossly marred by ineptitude while some see it as a result of political interference, leadership Stigler, corruption and others, other see it as a result of wellness, an readiness and unwillingness of the staffers of the institution to do their jobs. However, in either ways these opinions are expressed, the underlying and undeniable facts are that something is fundamentally wrong with the system that left us where we are today.
lack of adequate emphasis on manpower development as a tool for development in Nigeria on the part of government as well as the organized private sector could not be concept and method application of manpower development in a post colonial Nigerian state in which the process of human resources development for national growth was distorted colonialism with the attendant negative orientation that was injected into political leadership. The pertinent question therefore become how well we can in the midst of these problems better enhance and strengthen the civil service through adequate manpower utilization. Hence this study examines the impact of productivity of the civil service through manpower development in Nigeria.
1.3 Objectives of the Study
The major purpose of this study is to examine the impact of productivity of the civil service through manpower development in Nigeria. Other general objectives of the study are:
- To examine how training and development enhances the productivity of the Civil Service.
- To examine how participation in decision making enhance the productivity of the Civil Service.
- To determine how Delegation of responsibilities enhance the productivity of the Civil Service.
- To determine how effective health care enhance the productivity of the Civil Service.
1.4 Research Questions
The study sought to provide answers to the following research questions:
- How does training and Development enhance the productivity of the civil service?
- How does participation in decision making enhance the productivity of the civil service?
- How does delegation of responsibilities enhance the productivity of the civil service?
- How does effective health care enhance the productivity of the civil service?
1.5 Statement of Hypotheses
The following hypotheses were raised for this research;
Ho: Training and development does not significantly enhance the productivity of the Civil Service.
HA: Training and development significantly enhance the productivity of the Service Civil.
Ho: Participation in Decision making does not significantly enhance the productivity of the Civil Service.
HA: Participation in Decision making significantly enhance the productivity of the Civil Service.
Ho: Delegation of responsibly does not significantly enhance the productivity of the Civil Service.
HA: Delegation of responsibilities enhances the productivity of the Civil Service.
Ho: Effective Health care does not significantly enhance the productivity of the Civil Service.
HA: Effective Health care significantly enhance the productivity of the Civil Service.
TABLE OF CONTENTS
Title Page – – – – – – – – i
Approval Page – – – – – – – – ii
Certification – – – – – – – – iii
Dedication – – – – – – – – iv
Acknowledgements – – – – – – – – v
Abstract – – – – – – – – – vii
List of Tables – – – – – – – viii
Table of Contents – – – – – – – ix
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study – – – – – 1
1.2 Statement of the Problem – – – – – 4
1.3 Objective of the Study – – – – – 5
1.4 Research Questions – – – – – – 5
1.5 Statement of Hypotheses – – – – – 5
1.6 Significance of the Study – – – – – 6
1.7 Scope of the Study – – – – – – 6
1.8 Limitation of the Study – – – – – 6
1.9 Organization of the Study – – – – – 7
1.10 Definition of Terms – – – – – – 8
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework – – – – – 10
2.1.1 Manpower Planning – – – – – – 10
2.1.2 Training and Development – – – – – 12
2.1.3 Participation in Decision making – – – – 14
2.1.4 Delegation of Responsibilities – – – – 17
2.1.5 Effective Healthcare – – – – – – 20
2.2 Theoretical Framework – – – – – 22
2.2.1 New Public Management Theory – – – – 22
2.3 Empirical Framework – – – – – 24
2.3.1 Step in Manpower Planning and Development in Business
Organization – – – – – – – 24
2.3.2 Importance of Manpower Development for Organization
Performance – – – – – – – 27
2.3.3 The Challenges of Manpower Development in Business
Organization – – – – – – – 28
CHAPTER THREE
RESEARCH DESIGN/METHODOLOGY
3.1 Research Design – – – – – – 30
3.2 Population of the Study – – – – – 30
3.3 Sample and Sampling Techniques – – – – 30
3.4 Instrumentation – – – – – – 31
3.5 Plan for Data Analysis – – – – – 32
3.6 Problems of Data Collection – – – – – 34
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1. Analysis of Research Questions – – – – 35
4.1.1 Analysis of Research Questions One – – – – 35
4.1.2 Analysis of Research Questions Two – – – – 36
4.1.3 Analysis of Research Questions Three- – – – 37
4.1.4 Analysis of Research Questions Four – – – – 38
4.2 Test of Hypotheses – – – – – – 39
4.2.1 Test of Hypothesis One – – – – – 40
4.2.2 Test of Hypothesis Two – – – – – 41
4.2.3 Test of Hypothesis Three – – – – – 42
4.2.4 Test of Hypothesis Four – – – – – 43
4.3 Discussion of Findings – – – – – 50
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings – – – – – – 52
5.2 Conclusion – – – – – – – 52
5.3 Recommendations – – – – – – 53
References
Appendix 1
Appendix 11
LIST OF TABLES
Table 3.1 Sample Selection – – – – – 31
Table 4.1.1 Responses to Research Question One – – – 35
Table 4.1.2 Responses to Research Question Two- – – 36
Table 4.1.3 Responses to Research Question Three – – 37
Table 4.1.4 Responses to Research Question Four – – 38
Table 4.2.1A Observed Frequency Table for Hypothesis One – 39
Table 4.2.1B Expected Frequency Table for Hypothesis One – 40
Table 4.2.1C Comparison of Observed with Frequencies
Table for Hypothesis One – – – – 40
Table 4.2.2A Observed Frequency Table for Hypothesis Two – 42
Table 4.2.2B Expected Frequency Table for Hypothesis Two – 43
Table 4.2.2C Comparison of Observed with Frequencies
Table for Hypothesis Two – – – – 43
Table 4.2.3A Observed Frequency Table for Hypothesis Three – 45
Table 4.2.3B Expected Frequency Table for Hypothesis Three – 46
Table 4.2.3C Comparison of Observed with Frequencies
Table for Hypothesis Three – – – – 46
Table 4.2.4A Observed Frequency Table for Hypothesis Four – 48
Table 4.2.4B Expected Frequency Table for Hypothesis Four – 49
Table 4.2.4C Comparison of Observed with Frequencies
Table for Hypothesis Four – – – – 49