THE IMPACT OF MANPOWER TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF UNILEVER NIGERIA PLC)
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THE IMPACT
OF MANPOWER TRAINING AND DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE (A CASE
STUDY OF UNILEVER NIGERIA PLC)
ABSTRACT
The need for
improved productivity has become universally accepted and that it depends on
efficient and effective training is not less apparent. It has further become
necessary in view of advancement in modern world to invest in training and
development. Thus, this study attempts to explore the roles, functions and
performance of effective personnel management in a developed organization.
Human resources training and development helps to ensure that staff (manpower)
possess the knowledge and skills they need to perform their job effectively for
organization to grow. The findings and suggestions made are therefore intended
to aid in the impact of manpower training and development on organization
performance Particularly in Unilever Nigeria Plc. This research work is divided
into five chapters; chapter one deals with the general introduction of topic,
chapter two deals with review of relevant literatures. Chapter three and four
also focus of the research methodology, presentation and analysis of data while
chapter five deals with the summary of findings, conclusion, recommendation,
limitation of the study and suggestion for further studies.
TABLE OF
CONTENTS
PAGES
Title
Page
i
Certification
ii
Dedication
iii
Acknowledgements
iv
Abstract
v
Table of
Contents
vi
CHAPTER ONE
1.0 Introduction
1
1.1 Background of the Study 1
1.2 Aim and Objectives of the Study 2
1.3 Statement of the Problem 3
1.4 Research Questions 4
1.5 Research Hypotheses
5
1.6 Scope of the Study
5
1.7 Limitation of the Study 7
1.8 Historical Background of Unilever Nigeria
Plc
1.8 Definition of Terms
References
CHAPTER TWO
2.0 Literature Review
14
2.1 Introduction
14
2.2 Conceptual Framework 15
2.3 Objectives of Manpower Training and
Development 17
2.4.1
Training
17
2.4.2
Development
19
2.4.3
Manpower Training and Development Versus
20
Organization
Performance
2.5 Methods of Manpower Training and
Development 21
2.6 Types of Training And Manpower Development
Programmes
22
2.7 The Need for Manpower Training and
Development 23
2.8 Problems Training and Development Can
Solve in an
Organization 24
2.9 Process of Training And Development 25
2.10
Training, Performance and Production 27
2.11
Approaches to Training 27
2.12
Summary
28
CHAPTER
THREE
3.0 Research Methodology 30
3.1 Introduction
30
3.2 Re-Statement of Research Questions
and
Hypothesis
30
33 Research Design
31
3.4 Characteristics of the Research
Population 32
3.5 Sampling Size and Sampling Procedures 32
3.6 Selection of Data/Data Collection
Method 33
3.7 Research Instruments
33
3.8 Statistical Analysis and Procedure 34
3.9 Limitation of Methodology 39
Reference
CHAPTER FOUR
4.0 Data Presentation and Analysis 36
4.1 Introduction 36
4.2 Administration of Questionnaires 36
4.3 Respondents Characteristics and
Classifications 36
4.4 Presentation and Analysis of Data
(Research
Questions)
40
4.5 Test of Hypotheses
48
4.6 Discussion of Findings 56
Reference
CHAPTER FIVE
5.0 Summary, Conclusion and Recommendation 57
5.1 Summary
57
5.2 Conclusion
58
5.3 Recommendation 59
5.4 Limitations of Study
60
5.5 Suggestion for Further Studies 60
Bibliography 62
Appendixes
65
CHAPTER ONE
INTRODUCTION
1.1. BACKGROUND OF THE STUDY
There are
various factors that contribute to the success of any organization, these
factors include; Capital, equipment, land, manpower etc. All these factors are
important but the most significant factor is the human factor. For example,
money may be scarce and difficult to come but once you get it, you must have
good people around to manage it otherwise a huge amount can disappear into thin
air and this can spell down for the organization in question. In the same vein,
land may be expensive and the location may be fraught with problems. Since it
is the people that will put the other resources to work, it should be viewed as
such by management by giving it due attention in order to achieve its
organizational goals and objectives. This implies that the employees within an
organization, in order to perform their duties and make meaningful contribution
to the attainment of such organizational goals need to acquire the relevant
skills and knowledge.
Manpower
training is therefore aimed at ensuring that the right person is available for
the right job at the right time. This involves formulating a forward looking
plan to ensure that the necessary human effort to make it possible for the
survival and growth of any organization, it therefore, becomes paramount to
develop the employee.
Manpower
Development is a process of intellectual and emotional achievement through
providing the means by which people can grow on their jobs. It relates to
series of activities which an enterprise would embark upon to improve its
managerial capacity.
Manpower
training and development constitute one of the major cardinal areas of
personnel management which no organization can afford to toy with. It takes a
well trained workforce to have high quality products, all things being equal.
Of all the factors of production, man seems to be only factor that cannot be
used in its crude form. It has to be refined through training to get the best
out of it.
Therefore,
any organization who undermines the prominent position which training occupies
in the development of a virile workforce may jeopardize its chances of
surviving in the keenly competitive environment.
1.2 AIM AND OBJECTIVES OF THE STUDY
The main objective of this study is to determine
the impact of manpower training and development on organization performance of
Unilever Pic. The specific objective of the study is to:
i. To provide for the future manpower needs
of the organization quantitatively and qualitatively in terms of skills,
numbers and ages.
ii. Estimation of the cost of human resources
iii. Find out whether training and development
scheme have positive impact on the performance and productivity of works.
iv. Proffer solutions to the identified
problems
v. To minimize imbalances due to
non-availability of human resources of the right kind, right number in the
right time and right place.
1.3. STATEMENT OF THE PROBLEM
The human
resources (manpower) is considered the most critical to any organizational
survival with adequate supply of materials and financial resources that
utilizes these available resources to bring about the desired goals.
However,
most organization plans meticulously for their investment in physical and
capital resources and these plans are received with utmost attention to detail
while rarely do such organizations pay attention to human investment in which
without it, the capital and equipment will be in vain. Not many organizations
consider the necessity for a well defined and sustained training and
development for staff in order to upgrade their performance or they are not
able to cope financially with training and development programmes. The very few
organizations that give thought to this very important aspect of staffing
function do so with lack of seriousness, all round attention and continuity.
The programmes are carried out not only once in a blue moon but are also
lopsided in terms of content and staff participation. As a result of this
lackadaisical attitude of management towards manpower training and development
had resulted to a progressive decline in the ability of manpower to cope with
the challenges that attend the over unfolding new, dispensation in the
organization.
It has also
been discovered that the employees lacks the right attitude to training because
they considered it as hectic and stressful. And this problem could also pose a
threat to labour turnover.
It is
against this background that the researcher considered the impact of manpower
training and development on organisation performance, however the researcher
used Unilever Nigeria. Plc as a reference.
1.4 RESEARCH QUESTIONS
This study
shall address itself to the following research questions.
i. Does Manpower
Training and Development has an effect on organizational performance?
ii. Does Manpower Training and Development reduce
labour and organizational growth?
iii. Is there any relationship between manpower
Development and organizational growth.
1.5. RESEARCH HYPOTHESES
The testable
hypothesis of this research study shall be:
HYPOTHESIS
ONE
H0: Manpower
Training and Development has no significant relation with organizational
performance.
H1: Manpower
Training and Development has a significant relationship with organizational
performances.
HYPOTHESIS
TWO
H0:
Effective Manpower Training and Development does not reduce labour turnover.
H1:
Effective manpower Training and Development reduce labour turnover.
1.6 SCOPE OF THE STUDY
In spite of
all efforts geared towards improving the services of Unilever Plc, there are
some doubts as to the quality of products rendered by the company to its
customers in particular. It is in light of this that the researcher intend to
look into the factors militating against the industry in achieving its set
objectives, by this, the study will look into the manpower base and quality of
staff of Unilever Nig Plc and assess their suitability with the aim of
developing training programmes to enhance their performance since the progress
of an organization is a function of the quality of those directing its affairs.
The
importance of this study also behooves the company to train and develop its
workers for the best quality of work to be relevant in the scheme of
globalization.
It will also
evaluate aspects of the recruitment, selection and training process, which bear
strong relevance to corporate image, productivity efficiency and morals. For
the management of Unilever Nigeria Plc, this study will serve as a benefit to
the quality of ‘work, life of the employees will also reciprocate with increase
performances on the job.
This study
will also be relevant to the human resource development department in the.
formulation of policies relating to training and development of personnel and
for the government, to ensure adequate training and know-how to improve the
economy as a whole.
1.7 LIMITATION OF THE STUDY
This study
is limited to Unilever Nig Plc in Lagos. Due to envisage constraint, the use of
questionnaire is adopted using sizeable population of employees from the firm
under study. The population size may not be true representation of employees;
hence the study was also limited to the unwillingness of management to divulge
strategic information in the name of confidentiality. The study was also
limited to employees of the firm. Some were either too busy for interviews or
cleverly avoided certain question for the fear that the information given might
put their jobs in jeopardy. A lot of finance was also required in making this
project a reality, thus the researcher was faced with the problem of finance
and time.
These
difficulties notwithstanding, the researcher made concrete efforts to ensure
that the project was comprehensively carried out to meet the desired needs.
1.8 HISTORICAL BACKGROUND OF UNILEVER NIGERIA
PLC
Unilever
Nigeria Plc, was incorporated as Lever Brothers (West African) Ltd on 11th
April 1923 by Lord Leverhulme, but the company’s antecedents have to be traced
back to his existing trading interests in Nigeria and West Africa generally.
Unilever
Nigeria Plc started as a soap manufacturing Company, and it today one of the
oldest surviving manufacturing organizations of Nigeria.
After series
of mergers/acquisitions, the company diversified into manufacturing and
marketing of foods, non-soapy
detergents
and personal care products. The company changed its name to Unilever Nigeria
Plc in 2001.
Unilever is
a public liability company quoted on the Nigeria Stock Exchange since 1973 with
Nigerians currently having 49% of equity holdings.
REACHING
CONSUMERS
The long
term success of this business stems from the strong relationship with the
consumers based on the deep roots in the local cultures and markets, creating
product that help them (consumers) feel and look good and get the total
commitment to exceptional standards of performance and productivity. In order
to sustain this success, Unilever Nigeria Plc endeavor to maintain the highest
standards of corporate behavior towards their employees, consumers, customers,
communities and operating environment.
CORPORATELY
RESPONSIBLE
Over the
years, Unilever Nigeria Plc has been a socially responsible and responsive
organization that takes strategic actions for the improvement of the
communities and environment in which it operates. The company has made
provision for assistance in fields of health, education or children welfare and
portable water of hygiene as part of its social responsibility programme in the
Nigeria communities.
THE BRANDS
Unilever
considers itself the second largest consumer goods firm in the world and
products numerous brands name such as foods, cleaning products and personal
care items.
1. FOOD
About 52% of
revenues are generated in the food sector. The brands include and promise
margarines, lipton tea, Lawry’s seasoning, Breyers ice-cream and frozen foods.
2. PERSONAL CARE ITEMS
These
include cares and- Dove soap, pears and skin care products, sure deodorants,
suave and salon selective hair care items, close up, calvin klein, Elizabeth
Taylor Prestige fragrance and Vaseline.
3. CLEANING PRODUCTS
This is the
third major sector of Unilever and is responsible for about 22 percent of
turnover. Brands include all laundry detergent, final touch fabric, softeners,
sunlight dish detergent.
Although
Unilever’s growth until the mid 1940’s was as a result of expanded products
lines and plant capacities. Its greatest achievements between 1945 and 1965
were its adaptation to new market and technology.
1.8. DEFINITION OF TERMS
MANPOWER:
This is refer to as the human resource of a business concern. In other words,
it is known as the performances in an organizational work settings. These
include unskilled, skilled supervisory and management staff of a company.
TRAINING:
Cole, (2002) defines training as a learning activity directed towards the
acquisition of specific knowledge and skills for the purpose of an occupation
or task. The focus of training is the job or task.
Training is
further: By Bankole Akanji (2003) described training as a short term systematic
process through which an employee acquires technical knowledge, skill &
attitude required to perform a specific task or job adequately.
DEVELOPMENT:
This is the process concerned with people’s capacity in a defined and reduce or
eliminate unwanted change.
Bamkole
Akanji (2003) described development as a developmental process through which
the managerial personnel develop the already acquired knowledge and potential
for self effectiveness in their future complex assignments.
ORGANIZATION:
Monday, (1990) defined organization as “two or more people working together in
a co-coordinated manner to achieve group result”.
Organization
is further defined in Encyclopedia Britanica (1986) as an arrangement of
individuals or groups into a coherent whole, with complex of function
interrelationship and a system of overall administration.
PERFORMANCE:
these are the measurable outcomes accomplishment valued by the work done.
MANPOWER
PLANNING: Is the estimation of quantity & quality of employees on
organization or a Nation requires at a particular time in the future.
Olusola
Aina, (1992:68) defined manpower planning as a possible for determining and
assuring that an organization will have, adequate number of skilled and
experienced person available at the right time and which provides job
satisfaction to the workers involved.
LABOUR: this
is defined as both mental and physical effect towards production.
MANPOWER
DEVELOPMENT: Can be described as the systematic process which an organization
has to go through to ensure that is has the effective managers it requires to
meet its present and future needs.
ORGANIZATON
STRUCTURE: Loosely defined, it refers to the network of relationship between
individuals who are linked in a cooperative endeavour set-up, to achieve some
set objective.
EVALUATION:
It is the systematic collection and assessment of information for deciding how
best to utilize available training resources in order to achieve organizational
goals.
According to
Hamblim (1970) evaluation is any attempt to obtain information (feedback) on
the effects of training programme and to assess the value of the training in
the light of that information.
ORGANIZATION
EFFECTIVENESS: Mondy et al (1990) defined it as the degree to which an
organization produce the intended or desired result.
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