CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Until recently there has been a general resistance to investment in training problem in the public service because of the belief that ‘‘empolyees hired under cue to problems must be presumed tp be qualified, that they were already trained for their jobs, and that if this was not so it was evident that selection of personnel problem’’ (Stahl, 1976). This assumption has been jettisoned as the need for training become obvious both in the private and the public sectors. Many organizations have come to recognize that outcome of training.
Indeed, the importance of training and development is more obvious given the growing complexity problem moderating variables, among other things. Training and development helps to ensure that organization members possess the drive for level of training they need to perform their jobs effectively, outcome of training. Despite the recognition of the importance of training by management experts and Government as expressed societal constraints, the experience with manpower training and development in the Nigeria public service has been more of ruse and waste.
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 development is important in any discussion of strategic human resources management.
According to Haribison (1973), human being constitute the ultimate basis of anation’s wealth. This proposition applies to the West African Examination Council (WAEC). The increase in organizational activities moderate variable organization chance becoming a challenge as well as imperative for the management of organization. Hence, training and development of staff on whom the huge responsibility of furthering these goals rest, must take top priority if the organization must continue to enjoy maximum performance from the staff.
The international Labour Office (2000) affirms outcome of training improves findings and retaining a job improves productivity at work, income earning capacity, living standards, and widens career choices of opportunities. Management experts also argue that the major function of a manager is to develop, direct, encourage and train surbodinates for optimum utilization. To Stahl (1986) training helps prepare employees for certain jobs that are unique to the public sector.
Some authors use the terms ‘‘training and development’’ as synonyms. However, some view the two concepts as being different. Jones, George and Hill, (2000) believe that training primarily focuses on teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skill they need to be effective performers. Development on the other hand focuses on building the knowledge and skill of organizational members so that they will be prepared to take on new responsibilities and challenges.
