EFFECT OF MANPOWER TRAINING AND DEVELOPMENT IN SERVICE ORGANIZATIONS

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EFFECT OF MANPOWER TRAINING AND DEVELOPMENT IN SERVICE ORGANIZATIONS

 

THEORETICAL FRAMEWORK FOR THE STUDY
Until recently there has been a general resistance to investment of training in the public service because of the believe that “Employees hired under a meut system must be presumed to be qualified, that they were already trained for their jobs and that if this was not so it was evidence that initial selection of personnal was at fault.’’(stahl, 1976). This assumption has been jettisoned as the need for training became obvious both in the private and the public sectors.
Training has become more obvious given the growing complexity of the work environment, the rapid change in organization and technological advancement which further necessitates the need of training and development of personnel to meet the challenges. Many organizations have come to recognize that training offers a way of “developing skills, enhancing productivity and quality of work and building workers loyalty to the firm”.
Manpower training and development is essential to the existence and survival of organization. It is common for people to see training and development as the same thing. However, though they are similar, they are not the same thing.
Training is any learning activity which is directed toward the acquisition of specific knowledge and skills for the purpose of an occupation or task (cole 1993).
Ivancevich et al (1994) see training as the systematic process altering employee’s behavior to further organization goals.
According to Hellriegel and Slocum (1996), training is improving an employee’s skill to the point where he or she can do the current job. Training is the process by which members of organizations are thought to acquire knowledge, skills and abilities they need to perform effectively the job at hand. Training is directed at the present job.
In a more comprehensive manner, training can be defined as a short term process that utilizes a systematic and organized activities by which non-managerial staff acquire the technical knowledge, skills and abilities for specific purposes in function. Training is “an organized procedure by which people learn knowledge and or skills for a definite purpose. It is a process for equipping the employees particularly the non-managerial employees with specific skills for example technical skills like plumbing, electrical wiring, repairing, artistic skills, clerical and typing skills that would enable them to improve on their performance and overall efficiency.
The objective of job training is to enable an employee to perform his job in such a way as to meet the standards of output, quality, waste control, safety and other operational requirement (Gardner, 1973).

 

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EFFECT OF MANPOWER TRAINING AND DEVELOPMENT IN SERVICE ORGANIZATIONS

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