This study focused on the analysis of manpower development among administrative staff of tertiary institutions in Delta State. . The objectives of this study are; To analyse the benefit of on-the-job training and development programmes on administrative staff of tertiary institutions, to find out the benefit of off-the-job training and development programmes on administrative staff of tertiary institutions, to identify the challenges to effective manpower development of administrative staff of tertiary institutions, to determine the measures for effective manpower training and development of administrative staff of tertiary institutions, to determine the extent manpower development has affected job performance of administrative staff of tertiary institutions. Data for this study were obtained from both primary and secondary sources. The study has a population size of 6680, out of which a sample size of 377 was realized using Taro yamane’s statistical formular. Survey research design was adopted. Chi-square distribution table () were used to test the hypotheses. To ensure that the research instruments are valid, a conduct of a pre-test of every question in the questionnaire was carried out. For reliability of the research instruments, a test-re-test method was adopted using the crobach alpha reliability method the result and the result gave reliability coefficient of 0.61, which showed an evidence of internal and external consistency of the instrument. Findings indicate that; on-the-job training increased employees capacity to adopt new technologies and methods; off-the-job training enhanced employees chances of promotion; management inability to send employees for training is a challenge to effective manpower development; establishment of training centres is a measure for effective manpower development; manpower development help increased employees output. Based on the findings, the study recommends that Statutory orientation programmes should be organized for all newly recruited administrative staff; Seminar, workshops and conferences should be organized periodically for administrative staff so as to equip them with the latest work methods and technology, Administrative staff should be encouraged to participate in international conferences, seminars and workshops and contribute articles to international journals by way of financial incentives, sponsorship, reimbursements and grants etc; Merit-based pay salary be introduced for administrative staff who have distinguished themselves in work performance and displayed excellent productivity; Each department/unit should float financial grant/loan for the departmental unit members, this will encourage high performance within the department /unit and healthy competitions between other departments and units;the state government in collaboration with the National Universities Commission, National Council for Colleges of Education and National Board for Technical Education should enhance administrative staff training grants and other needed resources.
1.1 BACKGROUND OF THE STUDY
Until the early 1980s there was a general resistance to investment in manpower development in tertiary institutions. This is because of what Stahi (2004) posits was the belief that “employees hired under a merit system must be presumed to be qualified because they were already trained for their jobs, and that if this was not so it was evidence that initial selection of personnel was at fault”. This assumption has been jettisoned as the need for manpower development has become obvious both in the private and the public sectors. Many organizations have come to recognize that manpower development offers a way of “developing skills, enhancing productivity and quality of work and building worker loyalty to the firm” (White, 2009). Indeed the importance of manpower development has become more glaring given the growing complexity of the work environment, the rapid changes in organization and technological advancement which further necessitate the need for training and development of personnel to meet the challenges. Training and development, according to Lassa (2005), happens to be the core of manpower development in organizations. They help to ensure that organizational members possess the knowledge and skills needed to perform their jobs effectively take on new responsibilities and adapt to changing conditions (Jones, George and Hill, 2000). Training “helps improve quality, customer satisfaction, productivity, morale, management succession, business development and profitability” (Olu, 2008)