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ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC SERVICE THROUGH MANPOWER PLANNING AND DEVELOPMENT: A CASE STUDY OF LOCAL GOVERNMENTS IN ENUGU STATE. BY UGWOKE CHIKAODILI JULIET PG/MSC/09/51167 A PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER DEGREE IN PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT UNIVERSITY OF NIGERIA, NSUKKA MARCH, 2011.

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Page 1: ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC SERVICE THROUGH MANPOWER ... CHIKODILI JULIE… · achieving effective productivity in public service through manpower planning and development:

ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC

SERVICE THROUGH MANPOWER PLANNING AND

DEVELOPMENT: A CASE STUDY OF LOCAL

GOVERNMENTS IN ENUGU STATE.

BY

UGWOKE CHIKAODILI JULIET

PG/MSC/09/51167

A PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF MASTER DEGREE IN

PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL

GOVERNMENT

UNIVERSITY OF NIGERIA, NSUKKA

MARCH, 2011.

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TITLE PAGE

ACHIEVING EFFECTIVE PRODUCTIVITY IN PUBLIC SERVICE

THROUGH MANPOWER PLANNING AND DEVELOPMENT: A

CASE STUDY OF LOCAL GOVERNMENTS IN ENUGU STATE.

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CERTIFICATION

This is to certify that Ugwoke Chikaodili Juliet, a postgraduate student

in Public Administration and Local Government has satisfactorily completed

the requirements for award of Master of Science Degree in Public

Administration (Human Resources).

By

_______________ _______________

Dr. Uzuegbunam Prof. Fab. O. Onah

Supervisor Head of Department

Date__________ Date_________

________________

External examiner

Date__________

______________

Dean of Faculty

Date__________

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DEDICATION

This project is dedicated to Almighty God, the giver of all knowledge

and wisdom and my beloved parent Mr. and Mrs. Ugwoke Vincent. For their

love and care throughout my stay in university.

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ACKNOWLEDGEMENT

My profound gratitude express to the giver of all knowledge and wised out for

has infinite goodness in my life throughout my stay in the University.

I remain deeply grateful to my research supervisor, Dr. Mrs. A.O Uzue

gbuenam. For her guidance, patience, perseverance, personal time taken to read

through the manuscript and her necessary advice that helped to improved all

aspect of this work despite her numerous engagements.

Special thanks go to Prof. Fab. O. Onah, and Prof F.C. Okoli of

University of Nigeria, Nsukka for providing me with essential materials for this

book project.

I am tremendously, grateful to Mrs. Aloe Veronica, Eke Simon and Mr. Onu

Joseph of local government service for their assistance and for their material

support which contributed to the success of this research work.

I am thankful to my beloved sister (Mrs.) Onah Mary for her prayers and

encouragement through out the period of this study.

My special gratitude goes to my sisters Mrs. Doros Ajaelu, Mrs.

Augustina Nwabunwanne, Mrs. Olu Stella, Miss Ugwoke Nwanneka and

Baby, Ugwoke Christiana for their love, care and financial support to me

during the academic programme.

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I must also give special thanks to all my lectures for the knowledge and

wisdom they imparted in me, really they made me who I am today.

I wish to express my gratitude to Mr. Attamah Paulinus and Mrs. Isiwu

Gloria Oluchukwu and all my fellow students of public Administration for

their encouragements and motivations.

Finally I thank all authors for their various books and journals which I

consulted.

UGWOKE CHIKAODILI JULIET

Department of Public Administration and

Local Government, University of Nigeria,

Nsukka.

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ABSTRACT

The role of manpower planning and development in promoting sustainable

development of any nation cannot be underestimated. The socio-economic and

political development of Nigeria to a large extent depends on the quality and

quantity of existing human resources. This led to the establishment of National

Manpower Board (NMB) in 1962 and other subsequent agencies to undertake

responsibilities of the Human resource development. Though ideals do not

approximate reality, today manpower planning and staff development in

Nigerian public sectors had become history. This is partly the nature of

dynamics of our political and economic environment, and other internal

variables. The implication of this development for Nigeria development in the

next century is a mirage. This is because without effective manpower planning

and systematic staff development strengthened by deliberate policy and

utilization of what has been built; Nigerian development in next century is still

a mirage. It is against the backdrop that makes this study imperative. The study

is conducted into five chapters. Chapter one deals with the introduction,

statement of problem, significance of study, scope and limitation of study, the

existing literature on the topic was reviewed in second chapter, it also involve

hypotheses and theoretical framework; in chapter three, research design,

method of data collection, method of data presentation and analysis were

discussed. In chapter four, data collected from the field work were presented

and analyzed. The researcher generally summarized the issues on the topic and

proffer solution on the identified problems which involve the use of strategic

manpower planning process, systematic training, and computerized method in

data management in chapter five.

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TABLE OF CONTENTS

Title page- - - - - - - - - - - i

Certification - - - - - - - - - - ii

Dedication - - - - - - - - - - - iii

Acknowledgment- - - - - - - - - - iv

Abstract - - - - - - - - - - - vi

Table of Contents - - - - - - - - -

vii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study - - - - - - - 1

1.2 Statements of the Problem- - - - - - - 5

1.3 Objectives of the Study - - - - - - - - 9

1.4 Significance of the Study - - - - - - - 9

1.5 Scope and Limitation of the Study - - - - - - 12

CHAPTER TWO: LITERATURE REVIEW

2.1 Literature Review- - - - - - - - - 13

2.1.1 Manpower Planning.- - - - - - - - 13

2.1.2 Importance of Manpower Planning - - - - - 24

2.1.3 Strategy or Approach to Human Resource Planning.- - - 28

2.1.4. Manpower Forecasting - - - - - - - - 34

2.1.5 Techniques for Determining Human Resources Requirements- - 36

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2.1 .6 Manpower Development and Utilization- - - - - 38

2.1.7 Importance of Manpower Development- - - - - 41

2.1.8 Method for Manpower Development in Public Sectors- - - 44

2.2 Hypotheses- - - - - - - - - - 47

2.2.1 Operationalization of Key Concepts - - - - - - 47

2.3 Theoretical Framework- - - - - - - - 49

CHAPTER THREE: METHODOLOGY

3.1 Historical Background of Local Government in Enugu State - 55

3.1.2 The Organization Structure of Local Government in Enugu

State of Nigeria- - - - - - - - - 58

3.2 Research Design - - - - - - - - 61

3.3 Population of Study - - - - - - - - 62

3.4 Sample and Sample Techniques - - - - - - 63

3.5 Method of the Data Collection - - - - - - - 65

3.5.1 Primary Sources - - - - - - - - 65

3.5.2 Secondary Sources - - - - - - - - 66

3.5 3 Reliability and Validity of Research Instrument - - - - 66

3.5.4 Administration of Questionnaire- - - - - - 67

3.6 Method of Data Presentation and Analysis- - - - - 68

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation - - - - - - - - - 69

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4.2 Findings - - - - - - -- - - -

102

4.3 Discussion and Analysis of Finding. - - - - -

108

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CHAPTER FIVE: SUMMARY, RECOMMENDATIONS AND

CONCLUSION

5.1 Summary- - - - - - - - - -

124

5.2 Recommendation - - - - - - - -

128

5.3 Conclusions - - - - - - - - -

133

Bibliography

Appendices

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Human resources are cardinal element of development. The over all

development of a country revolves on the level of manpower utilization. This

has made manpower planning and development imperative for any successful

organization. Maintaining a competitive edge in any segment where multiple

players exist is only possible with people and talent. It has got an important

place in the arena of industrialization. Manpower planning and development

are two important pillars for achieving effectiveness and efficiency in

organization.

It has been observed that both pre and post colonial administrations of

Nigeria had failed to accord adequate regard to manpower planning and

development. Labour was relegated to background among other factors of

production. The human resources planning and staff development for national

growth and development were distorted. These affected the availability of

human resources for improvement of socio-economic and political development

during the first and second national development planning.

This was made clearly in Nnadozie (2004), he states thus; the unrealistic

nature of the 1962-68 plan objectives and targets become more apparent when

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they are juxtaposed with the financial, technical and managerial capabilities of

the country.

In recognition of the needs for human resources planning led to

introducing of the policy for Manpower Planning and Development in Nigeria

at the period of 1960’s and 70’s. Specifically, in the year 1962, federal republic

of Nigeria created National manpower board (NMB) with the responsibility for

determining the manpower needs and developments. To enhance the manpower

need in local government, federal military Government in 1978 selected three

universities, University Nigeria, Nsukka, Obefemi Awolowo University, Ile-Ife

and Ahmadu Bello University, Zaria.

Though ideals do not approximate reality, the socio-economic and

political development of Nigeria state has become elusive due to inappropriate

and inadequate manpower planning and development. Planning in Nigerian

public service has become a gambling affair. Public service in Nigeria

especially local government usually embark on manpower planning with

inadequate data on the evolutionary trends of an organization, partly on

organization’s personnel, external relations, and general organization’s

objectives.

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Development of workers is no longer a matter of a necessity to much

management as a result of inability to forecast future manpower needs in

relation to the organizations’ objectives. Training in local government, despite

the selection of the universities named above to under take training of local

government workers; training is still sporadic, unstructured and unsystematic.

There is little emphasis on training for technical and professional staff; such as

surveyors, accountants, engineer and doctors. This finally retards the progress

of an organization.

The resources of organization are diverse but human resources is

recognized as the most important out of other resources required for effective

and efficient service delivery in local government. Human resources are the

key to rapid socio-economic development and efficient service delivery. In

addition, Mwagbala (2005) posits that “it is Human resources of a nation not its

capital, nor its material resources that determines the nature of, direction and

pace of its socio-economic development. Essentially, nations are built through

the creative, productive and innovative hardworking of people. At best

financial resources can only facilitates production, but real wealthy is increased

by productive labour activity.

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The quality of company’s personnel is the single factor that determines

whether the organization is going to be successful, whether the organization

will realize a satisfactory return on its investment and whether it will reach its

basic objectives.

Getting the right caliber of people through the process of recruitment to

meet the organization’s need is not just enough; this makes manpower

development crucial in an organization. Development of employees in

enterprises is associated with long run profitability of organization.

Organizational effectiveness is strengthened through workforce development.

In other words, it improves employee’s productivity and increases their loyalty

to the company and their job satisfaction. Manpower development is a link

between the manpower planning and organizations objectives.

In analysis of the above, manpower planning and development are

necessary for effective productivity, growth and development. Unless there is

planning, event is left to a chance affair, planning minimize risk while taking

advantage of opportunities. When adequate arrangement are not being made

for future manpower needs of the organization, the organization find itself

fighting with emergencies as the manpower needs arises. This may definitely

resulted in spending more money for hiring manpower. It also results in

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procuring wrong personnel which may have devastating effects on the

organization.

In a critical analyses of the above, manpower planning and development

are path way to sustainable development. In view of this, both private sector

and public have to embrace manpower planning and development if Nigeria

really wants promote sustainable development. Local government which is

regarded as non-functioning sector will turn to functioning sector if adequate

emphasis would be accord to manpower planning and development.

1.2 STATEMENT OF PROBLEM

The quality and quantity of services delivery of local government for

two decade now had generated national crisis. There have been sharp drop in

effectiveness and efficiency with which local governments discharge their

constitutional responsibilities. This is justified by pathetic nature of the high

rates of under development in our rural areas. This is as a result of nonchalant

attitude of the management and government over human resources planning

and development which are essential for any organization which wants to

remain relevant in our dynamic society. Organization is established in order to

achieve stated objectives or goals. To achieve these objectives, effective human

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resources must be in place. Since every organization depends on its employees

for its survival and accomplishment of its task, manpower planning and

development are crucial in all organizations be it private or public sectors

especially in local governments where their constitutional responsibilities

appear elusive.

Paradoxically in our contemporary society, emphasis has shifted from

manpower planning and staff development to controlling and sharing of the

national cake meant for implementation of the development projects. Human

resources planning are considered as luxury affairs and human resources

supply is seen as an elastic item which can be expanded anywhere leading to

acute neglect of manpower planning.

Recruitment in local government has turned to political patronage for

political aspirant and party loyalist. This has a negative impact on the

performance or productivity of organization. Some organizations that

embarked on planning usually end up not achieving the objectives as result of

inadequate and inaccurate data on personnel profile and on projected

objectives. Poor data management abounds in local government because of

lack of adequate skilled employee and continued use of manual /filing

methods. These have adverse affect on manpower planning.

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Further more, there is highly recognized poor human resources

development and utilization in various public organizations. There is growing

evidence that lack of investment in the development and training of workers is

associated with the long-run bankruptcy of organization. In addition,

inadequate development of employees contributed to poor performance of local

governments in Nigeria. This is traceable to poor human resources

management. Human resources management according to Mathis and Jackson

(1977) is the design of formal system in an organization to ensure effective use

of human talent to accomplish organizational objectives. It is a set of activities

directed to attracting development, utilizing and maintaining an effective

workforce.

In view of the above, manpower planning, recruitment and selection,

training and development, promotion and compensation which are the critical

aspects of human resources management had been neglected and manipulated

by incompetent personnel managers.

critical analysis of relevant data on the performance of local government

in Nigeria in this our contemporary society expose to its totality the chaotic

situation which pervaded the whole system as result of negative attitude to

human resources planning and development.

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Many key officials occupying sensitive positions in local government are

new entrants in the system, the worst of it all is that they lack pre-requisite of

administration. They assumed the positions through Nigeria system of “whom

do you know” and political patronage. Performance of organization cannot be

explained to large extent outside those that operate it. This leads to sharp

decline in quality and quantity of service delivery.

It is in responds of the above back drop that makes manpower planning

and development imperative in this study. The place of manpower planning

and development cannot be compromise in the achievement of development in

our localities.

The following research questions were raise;

• What is appropriate manpower planning process for effective service

delivery in local government service?

• Does recruitment of unqualified personnel influence productivity of

local government?

• What is the relationship between development of employee in local

government services and employee’s performance?

• What are measures to improve manpower planning process and staff

development?

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1.3 OBJECTIVES OF STUDY

The general objective of this study is to explore the manpower planning

and development in Nigeria public service with the view to improve higher

productivity in local government.

Specific objective include:

• To identify manpower planning process and its impacts on productivity.

• To examine building of employee’s capabilities as a tool of inducing

workers for maximum productivity.

• To investigate the relationship between the recruitment of right caliber

of employee and quality and quantity of service delivery.

• To identify improve manpower planning process and staff development

1.4 SIGNIFICANCE OF THE STUDY

The significance of this study lies on its functional objectives. This

research study is very much imperative for our national development. This is

because development of any country depends largely on its human resources.

Theoretically, in our contemporary society in which research form the

basis for academic study, this research work constitute a veritable research

material in all field of study as manpower is essential in all endeavor. In line

with the above, it is necessary in sensitizing those in the realm of affairs of

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education on the needs to strengthen the school curriculum to incorporate and

enhance the study of human resources planning and development in all

administrative and management courses as manpower planning is crucial for

national development.

This study is also necessary in propelling the policy maker to integrate

manpower planning and staff development with overall national development

plan as national objectives inform manpower planning, and national objectives

/ goals cannot be realized without operating under sound human resources. In

addition the research will also instigate them to make policy that will push both

private and public organization to embrace. Furthermore, it will also activate

other researcher to undertake comprehensive research on manpower planning

and staff development which will also improve the development of this

country.

Empirically, the research work really is a problem solving tool in our

society. The major aim of this research work is to accelerate growth and

development in our rural as development is synonymous with productivity, and

productivity in organization is achieved through suitable human resources. And

quality human resources in any organization in a right number and in a suitable

job are stemmed from appropriate and adequate manpower planning process.

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Specifically, local government in Nigeria are regarded as non relevant

because of its inability to influences the development in rural areas, this

problem of local government will be alleviated as appropriate manpower

planning process will help to eradicate problem of unqualified employee’s.

Adequate manpower planning will help to balance manpower requirement in

local governments with their constitutional responsibilities.

Furthermore, the data management problem in the local government will

also be ameliorated, poor data management had constituted obstacle to

adequate manpower forecasting, action plan and implementation. This study

helps to introduce the computerized method in data management which will

ease the problems of delay in their employee’s management function and local

government working with inaccurate data in efforts towards realization of their

objectives.

Essentially, it will help in inducing the management of organization in

investing in staff development as there is growing evidence that investment in

training staff is associated with long run profitability of organization.

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5.2 SCOPE AND LIMITATION OF STUDY

This study focuses on manpower planning and development in local

government, specifically in Enugu state. The researcher examined the staff

recruitment, selection, placement, staff training and development process.

The constraints to this research are numerous. A lot of the finance was

required to investigate extensively the extent manpower planning and

development was being carried out in all the seventeen (17) local governments

in Enugu state. As result of that the researcher covered three local

governments, namely; Nsukka local government, Igbo-Eze south local

government, and Igbo-Eze north local government.

In addition the study lasted for 12months which is not enough for

researcher to embark on thorough research in all the local governments. In

view of that, the study covered only local government listed above. The

problem, the researcher also encountered was that some officials refused to

avail themselves for interview for fear that the information given might put

their job in jeopardy. To overcome this problem, the researcher had to explain

to them critically the main purpose of research as well as assuring them of their

anonymity.

These difficulties not withstanding, the researcher made profound efforts

to ensure that the project was comprehensively carried out to meet the desired

needs.

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CHAPTER TWO

LITERATURE REVIEW

The simplest way of economizing efforts in any enquiry is to review an

existing literature and to build upon already done work by others. This work

may include Journal, newspaper books, standard dictionaries, encyclopedia and

records related to the study in question.

These research is set out to identify and critically review such existing

literature in manpower planning and development in local government, it also

embraces, importance of manpower planning, approach of manpower planning

process, manpower forecasting, importance of staff development and method

of staff development.

2.1.1 MANPOWER PLANNING

Gareth (1998) states that manpower planning in public organization

means the maintenance and improvement of the ability of the organization to

achieve corporate objective through the development of strategies designed to

enhance strategies may include collection of relevant information about

manpower, periodic report of manpower objective requirements, actual

employment, and other characteristic of research.

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Cole (2003) sees manpower planning as a systematic approach to the

acquisition, use and deployment of the people in an organization. According to

him manpower is a corporate activity arising from business objective of the

organization and leading to specific plan for recruitment of workers, training

and promotion.

The literatures above emphases the link between manpower planning

and corporate objectives/business plan. This justifies that manpower planning

is the integral part of business activities. In line with the above Eugenia 2008

states that human resources planning involves applying the basic planning

process to human resources needs of the organization, she emphasis that for

manpower to be effective, it must be derived from corporate plan of the

organization. In addition, the success of the manpower depends largely on how

closely the human resources department can effective integrate manpower plan

with organization’s business plan, she explicitly stated that human resources

planning interprets this plan (business plan) in terms of people requirement and

influencing the business strategy by drawing the attention to ways in which

people could be developed and deployed more effectively to further the

achievement of the business goal as well as focusing on any problems that

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might have to be resolved to ensure that people required will be available and

will be capable of making the necessary contribution.

In relation to its role in accomplishing organization’s goal, Agalamanyi

(2007) stress that manpower planning determines the human resources required

by an organization to achieve its strategic goals. He reiterates that, it is a means

through which plans are translated into manpower objectives.

In an insightful analysis of the view of the scholars above, strategic

objectives of organization and manpower planning are inseparable,

organizational objective informs human resources plan. In other words,

organizational objective dictates the type, quality and quantity of employees

existing in any establishment. The definitions of scholars on manpower

planning did not offer comprehensive knowledge on manpower planning; they

fail to reconcile manpower planning with evolutional trends of an organization

and it did not embrace manpower inventory which is the taproot of any

meaningful analysis before recruitment, promotion and training.

Still on the link between manpower planning and attainment of

organizational objective, Ogbochie (2010), states that manpower planning is

the process or method of organizing and utilizing available human resources in

an organization or country for the purpose of fulfilling desirable ends. This

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definition on manpower planning offer a bare knowledge on manpower

planning, it fails to offer fundamental information on manpower planning as

relates to recruitment when organization faces under staffed or projected goals

are much and reduction of staff when organization is in declining stage.

Onah (2003) points out that manpower planning is competitive

organizational strategy of the enterprise as a whole, he further says that growth

and development of organization depends on the quality and quantity of

employee in an organization. He defines manpower planning as management

of activities that involves analysis of the existing workforce, job requirement in

other sources and developing people who will run the evolutional organization

now and in future in order to ensure the achievement of objective.

According to French (1974) manpower is human resource needs in the

light of organization goal and making sure that competent stable workforce is

employed. In line with the above, Mathis (2003) sees manpower resources

planning as process of analyzing and identifying the needs for availability of

human resources so as to meets its objectives.

In support of the above views, Ubeke (1975) stress the place of

manpower planning in realizing the organization’s objectives. He states that

manpower planning translates organizational objectives and plan into the

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number of employee needed in order to meet those objectives. He reveals to

its’ totality that no organization can grow effectively unless the functions of

organization are carried out effectively. He emphasis that manpower planning

covers more than simple planning for future manpower requirement but also

concerns with the future manning of planned and evolutionary organizational

structure.

The above manpower planning definitions implies that organization’s

activities or government’s activities should be planned and directed, taking into

consideration the strategic goals and available human resources. And for any

activity to be carried out, manpower must be rated first in the priority list. In

critical examination of the analysis of manpower planning by the last four

authors, they made good contributions, but they still have deficiencies,

manpower planning is not only revolves on analysis of the job requirements

and developing people that will run it in future, but organizations, in many

cases employ the new entrants into the organization when internal manpower

supply does not assuage the needs. Manpower planning also embraces making

the employee to put in their best toward realizations of organization’s

objectives. In other words, motivating of employees is a necessity if

organization wants to actualize its’ goals. This makes manpower planning to

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have element of vicious cycle and to be a system that involves several

activities.

Human resources planning are the process of formulating plans to fill

future opening based on the analysis of the positions that are expected to be

open and deciding whether they will be filled by outside or inside candidate

Dessler (2006).

In support of the above, Oguniyi (1992) states that it involves the critical

analysis of supply, demand surplus, shortage, wastage and utilization of human

resources. He states that primary goal of manpower planning is adoption of

policy action and strategies which will not be stressful or negation of

endeavour to balance the equation of supply and demand required for socio-

Economic and political development of a nation.

The two literatures above stressed the strategic decision making and

thorough articulation of policy as integral part of manpower planning. The

action local government or other public sector may set and pursue in relation to

manpower must be a product of decision making arising from manpower

inventory and organization objectives.

In view of Okoli (2007), Manpower planning is concern with the

acquisitions and retention of right mix of right number of workers at the right

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time. He points that exercise is mediated and enhanced by the strategic

objective of the organization and embraces putting employee in right job

description that relates to employee’s acquired or potential skills.

According to Armstrong (2004), qualitative and quantitative terms have

to be put into consideration while addressing human resources needs of

organization which means answering two basic questions: first, how many

people does organization require? And secondly; what sort of people? He says

that it looks at the broader issues relating to the ways in which people are

employed and developed in order to improved organizational effectiveness. It

is necessary that when good calibers of employees are employed; that they are

place in appropriate job and at the right time. In line with the above

illustrations, Adebayo( 2010) states that human resources planning consist of

putting right number of people, right kind of people at the right place, at right

time for the achievement of goals of organization.

In addition, Geisler (1967) emphasis that manpower planning is a

process by which firm ensures that it has the right number of people and right

kind of people at the right time doing work for which they are economically

most.

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The shortfall of the above highlights on manpower planning is that,

scholars failed to realize that manpower planning does not only focused on

recruitment of employee but also embraces the reduction of already existing

staff especially when organization experiences over staffing and under standard

employees. The scholars in definitions above fail to identify that manpower

planning address the decline stage of an organization which makes

displacement of worker imperative.

Bulla and Scot (1994) see it as process for ensuring that Human

resources requirement are identified and plans are made for satisfying those

requirements. They stated that it is generally concern with matching resources

to business plan needs in long terms, and it also addresses short term

requirements. This is the core function of manpower planning in any

organization.

In line with the above, Reilly (2003) defines work force planning as the

process in which organization attempts to estimates the demand for labour and

evaluate the size, nature and sources of supply which will be required to meet

the demand. It is a critical analysis of the workforce in an organization based

on their skills, performances in relation to the roles assigned to them and

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evaluating trends of an organization which results to action plan to address the

difference.

Jan Boyce 1986 analyzes manpower planning as supply and demand

calculations. He makes it clear that one cannot exactly know what will happen

in the future but one is in better position to deal with event if some manpower

forecasts have been calculated. To buttress this view on manpower planning,

Jan Boyce lists two essential elements of manpower planning; they are as

follow; (a) manpower planning should be part of integrated company plan. (b)

It must be based on accurate personnel statistics.

He further states manpower planning in any firm calls the firm to plan

and set itself realistic objective but to do so, it must have constant and reliable

source of necessary control of information. He stresses that, it is personnel

manager who supplies the information on manpower needs, recruitment

availability, training potentials, wage and salary. The goal and objective of

organization shape and determine the quality and quantity not the reverse.

Ebegbuna (1992) sees manpower planning as having right person in

right number and at right time and of the right place. In the light of above

views of authors, manpower challenges is not in finding the people, rather it is

finding the people with right skill at the right time and in the right place.

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The views of scholars above do not ends in employing the right caliber

of employees in organization but also ensure that they are in the right job

description and performing the required function.

Yesufu, (1964) also puts that the functions of organization is mainly

conditioned by the quality and quantity of its human resources. Human

resources give life to organization; ensure its survival and development. He

goes further to say that it is not enough to have other resources alone, but the

employee must be utilized to the fullest; by employing the most suitable man

and women. He stresses that utilization of available resources of organization

are not all assured by employing the suitable personnel but it will be

maximized when employees are subjected to more training which will help to

develop their potentials and motivate them to put off their best to the utilization

of the organization resources towards the actualization of the general goals. In

support of the views of scholars above, Adebayo reiterates that appropriate

compensation package must be adopted if organizations are to achieve a higher

retention of their best brain.

In close examination of the definitions of above two scholars, they

identified the important of motivating the workers in the organization. They

emphases that performance of employees is quite related to compensation

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packages received by the employees. This is what Abraham Maslow theory of

needs emphasized.

According to Roseline Onah (2007) manpower planning has to do with

establishment functional power in an organization. As result of that, Personnel

Managers or Head of Personnel Department makes plan for internal transfer or

reduction, training and development to meet the desired quality and quantity of

the required skills and knowledge and, or for recruitment of new staff.

Emphasizing the importance of manpower resources in an organization, she

states that manpower in an organization is essential for the attainment of

organization’s goals, she also points out that the centrality of human resources

makes planning crucial.

.Richard & carig (1997) stated that regardless of what product or service

an organization provide and no matter its size, age, or local it must procure

human resources in order to remain viable.

United Nations publication (1983) emphasized that lack of manpower

planning have many implications; such as giving rise to duplication of work,

multiplication of agencies and low morale of workers in most developing

countries. Organization faces this problem when employee is more than

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specified job. It leads to duplication and multiplication of agencies and it

retards promotion which results to low morale of workers.

Ogonu buttresses this point above, she posits that lack of adequate

planning for employee lead to procurement of wrong hands, especially when

organization fights with emergencies, and they spent much money in training

of employees. It also makes organization ineffective in competitive

environment and the worst of it is that it makes the objectives of organization

unrealizable

2.1.2 IMPORTANCE OF MANPOWER PLANNING

Manpower planning is consideration for effectiveness and efficiency of

organization Ezeani (2006). Analyzing the importance of manpower in

organization, he states that no organization can be successful unless it has right

number of employee and right caliber of human resources. He emphasized that

responsibility is on the personnel manager to ensure that at each point in time,

their organization have the right caliber of employee in number and quality

who must be performing the appropriate task for the purpose of accomplishing

organization goal.

Orewa (1991) stressing the needs of manpower planning in local

government service; he asserts that local government is essentially a service

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oriented institution. Once the road and drain constructed, the incinerator

installed, Health centre constructed and equipped and stocked with drug,

school building constructed and furnished, all that is left is to make local

government functioning , Good structure does not by itself guarantee good

performance. He states that the ability of local governments in fulfilling their

task of rural development depends on quality of their human resources and how

effectively they are.

In utilizing the physical, financial and information resources of

organization, manpower employed the management function-planning

organizing, directing, staffing and control so as to achieve the stated or

constitutional function of local government. Maintaining and operating of an

institution revolves on the purview of manpower planning. According to

Ogonu (2007) manpower planning ensures optimum use of human resources

currently employed, secondly, it provides for future human resources needs in

regards to skill, number and age. This entails having qualified personnel in an

organization, in appropriate job and at right time and ensuring that those

employed are performing the right activities for attainment of organization’s

goals.

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Manpower planning integrate business plan and organizational

objectives for effective actualization of purpose for organization is set up to

realize. Manpower planning galvanizes all activities of organization towards

attainment of its goal Eugenia (2008).

Reilly (1999) cited in Armstrong (2009) establish that there are number

of reasons organizations choose to engage in some forms of human resources

which involves planning for substantive reasons, Planning because of process

benefit and Planning for organizational reason. The roles are analysis here

under.

•••• EFFECTIVE HUMAN DEVELOPMENT AND UTILIZATION

Organization embark on manpower planning in order to have a practical

effect by optimizing the use of resources and /or making them more flexible,

acquiring and nurturing skills that take time to develop, identifying potentials

problems and minimizing the chances of making a bad decision.

•••• PROVIDES ADEQUATE FUTURE HUMAN RESOURCES

manpower planning helps organization to understand the present in

order to confront the future, challenging assumption and liberating thinking,

making explicitly decision that can later be challenged, standing back and

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providing an over view and ensuring that long term thinking is not driven out

by short term focus.

•••• INTEGRATES ORGANIZATION OBJECTIVES AND HUMAN

RESOURCES NEEDS

Manpower planning provides an avenue for communicating plan so as to

obtain support and adherence to them, linking human resources plan to

business plan so as to influence the, regaining corporate control over operating

units and coordinating and integrating organizational decision making and

action.

In support to the above relevance of man power planning, Okpata (2004)

in his own view outlines the main objectives of embarking on manpower

planning in an organization. They are listed here under.

• It ensures available human development.

• To asses the manpower needs, supply and its future implication for the

development of organization’s objectives.

• To provide for adequate future manpower needs in terms of skill

administration of workers to fulfill organizational purpose.

• To initially analysis the manpower needs/available in organization with a

given time.

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2.1.3 STARTEGY OR APPROACH TO HUMAN RESOURCE

PLANNING.

Obiajulu and Obiemeka (2004) state that manpower planning comprises

two major steps which involve job description and analysis, secondly,

forecasting future resource needs. They stressed that job description involves

collection of information about and a particular job and listing the element and

task. While the second step comprises the forecasting of future manpower

needs of organization and taking action which will lead to staff reduction or

enlargement. It includes the analysis of the business plan (evaluating trend of

the organization), manpower inventory, scenario planning, demand forecasting,

supply forecasting and action plan.

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FIGURE: I HUMAN RESOURCE PLANNING FLOW CHART.

Source: Armstrong 2009

Assessment of Business plan

(organizational objectives

Scenario Assessment

(situational analysis)

Manpower inventory

Supply forecasting Demand forecasting

Action planning

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• ASSESSMENT OF BUSINESSPLANNING/ ORGANIZATIONAL

OBJECTIVE

The critical analysis of organizational goals/ plan is the first stage of

manpower planning process. The objective/ plan of organization inform

manpower planning. As Agalamanyi stressed, manpower planning is a means

through which mission statement and business plans are translated into

manpower objectives. Before delving into manpower planning proper, the

personnel officer has to study critically the strategic vision of organization. In

other word, the personnel manger evaluate the level of productivity that

organization what to produce in a long term or short term plan or the service

that public sector (Local government) wants to provide for its citizens in a

given period of time. This will help the manger to ascertain if the

organization’s objectives will require more employees or reduction of its

employees. It will also help him to identify the technological needs of the

organization. In other words it will help him to find out if organization will

embark into production of new product that requires employees that are

technologically experts.

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• SCENARIO ANALYSIS (SITUATIONALANALYSIS)

Scenario planning means assessment of the environmental factors and

changes that are likely to influence the manpower availability in the

organization or organizational objective. This gives the personnel manager the

opportunities to make prediction of the possible situations that may likely be

dealt with in the future. The scenario is best based on systematic environmental

scanning which involves assessment of the political, economic, social and

technological factors that might affect the organization. The personnel manager

asses what might be the implication of these factions in the labour market and

what is the legal provision that can influence the employment of employees.

And what can be done about any human resources issue can be considered.

• MANPOWER INVENTORY

This stage involves stock taking of the current human resources

available in an organization. This embraces the qualitative and quantitative

analysis of existing manpower in an organization. Manpower inventory

adduces information on various kinds of skill available in an organization

including the professional, semi-skilled, academic qualification, experience,

the number of employees, age, and potentials of employees. It provides

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information on those that are due for promotion, transfer, termination and

retirement. The information generate at this stage, helps personnel manger in

forecasting future demand and supply to address the present and future

evolutionary trends of an organization.

• EMPLOYEE DEMAND FORECAST:-

Having critically analysis the employees issue, such as: current

manpower existing in an organization and their potentials, and scenario

analysis, the personnel manager then estimate the future number of people

required and the likely skills and competent organization needs. The basis of

employee forecasting is the annual budget and long-term business plan,

translated into activity levels for each function of departments Armstrong

(2009). For instance, if organization (manufacturing company) wants to

increase the production of soap by six hundred cartons in a week, and from the

analysis, two employees already exist in organization produce two hundred in a

week, the personnel manger will then advocates for recruiting of four more

people so that organizations’ objective of producing six hundred carton of

Canon Soap in a week will be achieve. This is certain when all other factors

like technology, training and finance are held constant.

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• EMPLOYEE SUPPLY FORECASTING

Supply forecasting measure the number of people likely to be

available from within or outside the organization. Manpower supply

forecasting is an activity aimed at determining the future supply sources. The

supply analysis covers the following areas.

• Existing number of people employees by occupation, skill and

potentials.

• Potentials looses to existing resources through attrition.

• Potential changes to existing resources through internal promotion.

• Sources of supply within the organization

• Sources of supply from outside the organization in the national and local

labour market.

• ACTION PLANNING

Action plans are derive from the broad resourcing strategies and the more

detail analysis of demand and supply factor. The planning activity starts from

identification of the internal resources available now or which could be

available through learning and development programmes. They continue with

plan for increasing the attractiveness of working for the organization by

developing an employer brand and employees value proposition, taking step to

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reduce employee turnover and absenteeism and increasing employment

flexibility and drawing recruitment plan and implementation.

2.1.4. MANPOWER FORECASTING

In close examination of the above process it is obvious that, there is no

way that manpower planning can be discussed without bring in forecasting.

Uchendu (2007) states that forecasting is the third phase of manpower planning

being proceeded by critical analysis of the organization’s objectives and

analysis of current human resources.

Stoner and Feeman (2000) state that manpower forecasting is the process of

using past event and present to make systematic prediction about the future

outcome or trends,

Human resources forecasting proposed that personnel manager should form in

advance an opinion about their subject matter. They should contrive and

conjecture about relevant issue in future, but forecasting or projection is built

on the data elicited from the analysis of business plan and existing manpower

in organization.

In view of Fayol 1974 it involves looking ahead, assessing the future and

making provision for it.

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Nwachukwu (1988) succinctly argued that one of the factors that occupy

the attention of business executive is to determine what will happen in the

future in order to plan around it. Forecasting is involved in all activities from

inception to winding up. Forecasting makes it necessary to seek systematically

information on key issues such as human resources.

Dum and Stephen (1972) maintained that manpower planning entails

forecasting the changes which will occur in the future existing workforce and

then developing a manpower plan which will include not only determining the

differences between the number of people the organization now have and its

estimated needs in the future, but also determining the various alternative such

as training present employee and hiring skilled worker.

The definitions above show that changes are inevitable in any organization and

in planning for manpower, projection should be made so as to meet future

challenges in the world of work. Projection leads to making of provisions to

address the future requirement.

In support of the above, Okpata (2004) states that manpower planning

mainly concern with forecasting the future requirement of all types and levels

of employee and matching it with forecasting of all the likely available of such

employee. He said that the objectives and environmental circumstances of an

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organization are taking into a consideration with which organization operates.

Manpower planning does not end with forecasting but it involves taking action

to address the future opening and ensuring maximum utilization of those

employees.

Forecasting in an organization might seem straight forward but unfortunately it

is not. The problem is how to covert volume of work into number of people.

2.1.5 TECHNIQUES FOR DETERMINING HUMAN RESOURCES

REQUIREMENTS

According to Onah (2008), there are three major ways of manpower

forecasting. These are analyses here under;

• Ration- Trends analysis

• Work study

• Managerial judgments

• RATION –TRENDS ANALYSIS

The basic principle here is to estimate the volume of work that is being

done by a number of workers in a week or month and to estimate the increase

on the projected production or work to be done. The total volume of work that

are being done/ or executed initially by existing workers are being divided by

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the number of staff, through this the estimated of work to be done by a worker

in month or week are used to divide the projected increase on the production,

the value obtain will then inform the personnel officer on how many people

required to be employed to address the difference.

• WORK STUDY TECHNIQUES

Work study techniques can be used when it is possible to apply work

measurement to calculate how long operation should take a given number of

people, in other words it involves obtaining the hour a particular operation will

take a person to complete a given task, and it makes it possible to identify and

forecast a period of time an operation will last by a given group of people to

complete.

• MANAGERIAL JUDGMENT

The management of institution gives relevant information on a particular

task, this is due to their long experience in the organization, in this

management or managers, obtaining a relevant data from different units or

departments which make it possible for them to make dependable projection

about the future manpower needs in relation to organizational objective.

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2.1 .6 MANPOWER/STAFF DEVELOPMENT

Oguniyi reiterates that manpower planning process is also concern with

the development of critical human competence, skill and attitude which will

match occupational, professional, administrative and technical demands for

national and sectional development of all social activities. He takes us to

another phase of manpower planning which incorporate training and

developing of an employee to fit into required position. In support of the

above, Adebayo (2010) stressed the multi issue in manpower planning thus;

manpower planning is a hot button issue especially in large organization

because it involves a range of processes that are intertwined and complex, such

as hiring, training and retraining of human resources etc. which cumulate into

their eventual development and could contribute to overall organizational

growth or demise.

Manpower development is an outcome of manpower planning since an

organization can only develop human capital when appropriate step have been

taken to forecast supply and demand for manpower, diagnose a shortfall, draw

up plans to bridge the gap and implementation of plan. The aim of

implementing the above of human resources as well as anticipating the

potentials surplus or deficit of personnel is to proffer solution.

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Cole (2002) posits that staff development is any learning activity which is

directed toward further needs rather than present needs and which is concern

more with career growth than immediate performance. In line with Cole,

Adebayo states that manpower development is concern with the adequate

training and utilization of manpower in a right direction, proportion and level.

It is a process that seeks to optimize an organization’s usage of its human

resources.

The definitions on manpower development by the last two authors have

a lot of deficiencies though they have element of staff development. Staff

development mainly do not revolve on skill or talent acquired through training

or formal process but emphasis should also be given on knowledge acquire

through long term experience on job.According to Onah (2008) staff

development implies growth and acquisition of wide experience for future

strategic advantage of the organization.

In line with the above, Akpana (1982) states that it is the process

whereby employee is enable to growth in the job through the acquisition of

wide experience, breadth and increase confidence resulting from the exercise

of varied and tested responsibility, the aim being to enable him reach the top or

achieve his best in his profession of employment. Goel (2002) defines human

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resources development as the process of development of employee through

training, performance appraisal, potential development exercise,

communication of polices, job enrichment programme and building of an

organization climate which may encourage openness, risk taking, role clarity,

awareness of employee responsibility, increase communication, improvement

of personnel policies, management style so that employee may be effective in

translating their potential energy into kinetic energy and organization may

benefit in terms of better image, higher productivity and better utilization of

resources.

The above literature on employment emphasized the link between

manpower development and performance/productivity which implies that any

organization that want to have competitive edges will hold unto development

of employee.

Armstrong (2009) state that, it is concern with ensuring that a persons’ ability

and potentials are grown and realize through provision of learning experience

or through self-directed learning. It is unfolding processes which enable people

progress from a present state of understanding and capability to a future state in

which higher level skilled, knowledge and competencies are required. This

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indicates that employee development is an avenue of preparing an employee to

exercise higher responsibility in an organization.

Hill et al 2000 emphasized that staff development takes preeminently focuses

on building the knowledge and skill of organizational members so that they

will be prepared to take on new responsibility and challenges.

2.1.7 IMPORTANCE OF MANPOWER DEVELOPMENT

Somerville (1990) posits that the major capital stock of an industrially

advance country is not its physical equipment or its financial resources; it is the

body of knowledge and discoveries of empirical solvency and the capacity and

training of its population to use this knowledge. He states that essence of any

manpower program is to enhance the welfare of workers by maximizing their

skills and the quantity of their employment opportunity and in so doing adding

to the country’s economic strength. He indicates that Manpower Planning

Programee is aimed at human resources development and utilization.

Staff development helps to ensure that employee/ organization members

posses the knowledge and skill they need to perform their job effectively, take

on new responsibilities and adapt to changing condition Okotonil and Erero

(2005).

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It is expedient to know from above varied analysis of staff development

that environment is dynamic; it is ever changing, and any organization that

wants to stay viable in our complex society must adapt through staff

development. And investment in staff development enhances the worker to

undertake challenging roles.

According to Claude cited in Sharama and Sadana (2007), it is by

developing efficiency, integrity and intelligence of it’s’ personnel that

organization grow into living and dynamic enterprises. No organization can

remain viable and profitable in our complex society without adopting training

as an integral part of organizational strategy.

Still in the importance of manpower development, Sharama and Sadana

state that it is an agent of change of economic growth of nation. They

emphasized that manpower development is an effort of developing capability

and competency among employees as well as to create organizational

environment conducive to employee’s effectiveness in an organization. In line

with this, T.V Rao posits that human resources development is the process by

which employees of an organization are helped in a planned way to acquire or

shape capabilities required to perform various functions associated with the

present or expected future roles; to develop their general capabilities as

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individuals and discover and exploits their own inner potentials for their own

and /or organizational development purpose; and to develop an organizational

culture in which supervisor- subordinate relationships, team work, and

collaborate among the sub-units are strong enough to contribute to the

professional well being, motivation and pride of employee.

The definitions above on manpower development unravel the

importance of developing the potentials of employee, mainly for realizing

future goals and the “purpose” of which the organization is established for and

satisfying employee’s aspirations. One basic fact is that employee working in

an organization is regarded as valuable assets of an organization, implying that

there is need to invest time and effort in their development.

The international Labour office (2000) affirm that, development improves their

trainees’ prospects of finding and retaining a job; improves their productivity at

work, their income earning capacity and their standard of living and widens

their career choice and opportunities. In recognition of the role of development

of staff to organizational effectiveness, federal government of Nigeria establish

the department of local government studies in Ahmadu Bello university

(ABU), Zaria Obafemi, Awolowo University (OAU), Ile Ife, and university of

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Nigeria (UN) Nsukka to cater for staff development of local governments

personnel’s.

2.1.8 METHOD FOR MANPOWER DEVELOPMENT IN PUBLIC

SECTORS

The tools and methods for manpower development in organizations

differ, and it is largely determined by objectives of organization, the

idiosyncrasy of management of staff, the organizational policy as well as

organizational environment. However, some methods for manpower

development according to are stated below.

• Orientation:

This method of manpower development could be said to be integral part of the

recruitment exercise, once an employee has been found appointable, it is

expected that such employee need to be positively oriented in line with the

vision and aspiration of the organization and in respect of the rules and

principle that exist in the organization for effective discharge of function.

There is formal and informal orientation. Formal orientation focuses on job

specification and occupational demand placed on the employee. Informal

orientation involves the social interaction that takes place in the organization

which could boast productivity or be a detrimental to it. Orientation as a

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method of manpower development is quite indispensable, because it helps in

boasting the productivity of workers which is needed for competing in the

global market of the 21st century.

• On the Job Method of Manpower Development:

This method of manpower development is quite and embracing. It

involves coaching, job rotation, in-house training and on-service training. This

method differs from orientation method, on the job training is the process

through which knowledge, and experience is acquired either formally or

informally. The process involves the following.

• Coaching:

This is method of on the job training. In this method, the new employee or

junior worker is placed or attached to a senior employee with the purpose of

acquiring knowledge and experience needed for the effective performance of

the task ahead

• Rotational:

The employee is changed from one schedule to another within the same

organization. It is an avenue of acquiring a comprehensive knowledge on

different areas of duties.

• In house training:

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This involves a formal method of on the job training in which skilled and

knowledgeable personnel or external higher officers are invited to organize

seminar or workshop for workers on certain cadre

• In service training:

This method involves training outside the organization or work place in

higher institution of learning or vocational centre under the sponsorship of the

organization on term that may be agreed upon between the organization and the

workers.

• Committee / work group method:

This method entails manpower development through involvement of

junior staff in the meeting, committee and work group discussion geared

towards infecting inputs in form of decision making as regard solving

organization problem. This method is quite indispensable because, it helps to

train employee for managerial function.

• Vestibule training method:

This is a method of staff development through the acquisition of skill in

related work environment. In this method the trainee practice his skill with

identical equipment that he uses or he is expected to use in his actual place of

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work. This method is most suitable for sensitive operation where maximum

perfection is expected.

• Apprenticeship method:

This is means through which trainee acquired skill through an extensive

practice for over a period of time. This method can be formal or informal.

2.2 HYPOTHESES

For the purpose of this study, the researcher tests the following

hypotheses as concern manpower planning and development in public service.

• Inadequate and inappropriate manpower planning process is not

responsible for lower productivity in local government service.

• Building of employee’s capacity is not a tool of inducing maximum

performance of workers.

• Recruitment and selection of unqualified employee is not a determinant

factor for quantity and quality of service delivery.

2.2.1 OPERATIONALIZATION OF KEY CONCEPTS

For easy comprehensive of this study, it is considered germane to

operationalize the key concept used in this research work.

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• Manpower: manpower in this research study/work means the human

resource or human capital working or available for work in local

government.

• Manpower planning this means assessing organizational human

resources needs in the light of organizational goal and making sure that

competent stable workforce is employee.

• Local government: -Local government is a political sub-unit, created by

national or state government to undertake control over local affairs

which have power to impose tax or exert labour for prescribed purpose.

• Productivity: The out put produce through effective utilization of human

and material resources.

• Capacity building: it is a dynamic process of developing the critical

social/ technical capabilities (talents, potentials, skills) to identify and

analyze problem and proffer solution.

• Recruitment: This is process of assessing a job, announcing the vacancy,

arousing interest and stimulating people to apply.

• Selection: Selection means the chosen of the most suitable candidates to

fill identified position. This is matching of applicant against job

specification.

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• Performance: Performance is an action or achievement considered in

relation to how successful it is.

2.3THEORETICAL FRAMEWORK

Theories are form of abstract statement. Theories become acceptable in terms

of their utilization and efficiency with which they are able to explain describe

or predict the phenomena under consideration.

The theoretical frame work to be adopted here is a decision making theory.

Decision making theory was propounded by Herbert Simon (1957) in his book

administrative behavour in which he opined that the most critical factor in

achievement or organizational objective was correct or intelligent decision

making. By which he meant the optimum rational choice between alternative

courses of action.

According to Herbert Simon, decision making is the heart of Administration. It

follows that understanding of organizational activities revolves on the decision

making. It is the pumping centre which galvanized other organizational units

into action. At every stage along the line, decisions are made until the level of

specific performance is reached. An organization can therefore be conceived as

the gadgets of decision making apparatus.

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In a close observation of the analysis above, decision making is the

process to realization organizational goal and all efforts are focused on the best

means of achieving organization goals, organizational goals inform manpower

planning, manpower planning is oriented toward making organizational goals a

success.

Specifically manpower planning revolves in decision making, in other

words, it is primarily based on making decision on manpower in an

organization, it can be called manpower decision making. In fact manpower

planning and staff development utilize decision making toward realization of

organizational goals.

In other word, organizational goal is dependent variable that interacts

with other variables to give organizations their peculiar and dynamic

characteristics. Organizational exist and function to achieve an objective and

the major means of achieving organizational goal is through rational decisions

on manpower in an organization, decision making on manpower planning is

ranging from the stage of business plan assessment and situation analysis to the

stage of manpower inventory leading to the manpower forecasting stage which

serves as an eye opener to personnel manager in drawing action plan of

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attracting applicant for selection or reduction the last stage is manpower

development and motivation of manpower if employed.

Efficiency and effectiveness can only be enthroned in an organization

through a satisfactory decision on the manpower needs of the organization.

According to Okoli 2004, decision is the conclusion draw from the factual

premises and value premise. In view of the above, the recruitment, selection,

development, promotion, retirement and displacement of manpower in an

organization must be based on the critical analysis of organizational objective,

evolutionary trends of an organization, manpower inventory and environmental

factors.

The main argument of this theory is that recruitment, promotion of an

employees and the development which were made based on the satisfactory

decision will lead to effectiveness of the employees’ performance which in turn

will impact on the general realization of the objectives of an organization. In

addition, decision made on the quality and quantity of manpower based on the

relevant data on job analysis which results to the placement of the employee in

a suitable position at the right time will obvious enhance the actualization of

business plan.

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In support to the above, Fredrick Herzberg states that job enlargement

and enrichment motivates workers and makes them to contribute better towards

the achievement of the organization’s mission statement. So decision that lead

to placement of employee in a suitable position and allocation of right roles act

as a catalyst toward realization of goals of organization.

For effective exhaustion of this theory, the type of decision model

suitable to apply in the manpower planning and development is mixed

scanning decision making. This theory was postulated by Amitai Etzioni in a

reaction to the needs to combine both rational and incremental model. The

theory blends the models in decision making. Etzioni insists that the

incremental or rational model do not offer satisfactory explanation if

organization decides to make use of only one of the two in all types of

decision.

According to Obiajulu and Obiemeka 2004 rational decision model

guides and explains more the fundamental decision which require

comprehensive analysis while incremental decision model also tend to explain

and decision are contextual and are made in most problem are as, depending on

the nature of the problem and circumstance. Once made however, fundamental

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decision provides the context within which the incremental decisions are

therefore made from time to time.

Amital Etzioni therefore postulates that the right kind of analysis is kind

of mixed scanning, a mixture or utilization of both model depending on the

problems, needs and the situations, thus in a circumstance requiring

fundamental decision, the rational model could be used while incremental

model would be useful in situation requiring incremental policies.

Relating this theory to manpower planning and development,

organization at the initial stage of establishment will use rational decision

theory because the situation calls for that, the organization will analysis all

reliable information relating to manpower and organizational objective before

any action plan relating to recruitment, promotion, displacement, training and

development can be drawn. But as organization grow and expand, the decision

made on manpower requirement become incremental. According to Lindblom

1970, decisions are made and remade endlessly, a succession of incremental

change, building out from the current situation, step by step and in a small

degree. Any dynamic organization, embark on incremental decision, that is

modifications. Decision is usually takes place in manpower planning in order

to have improvement on the already existing manpower, and it results to

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manpower development. According Ebirim 2003 cited in “stands in Nigeria

Development and administration” Mixed scanning theory of decision making is

most applicable to the topic “manpower planning and development”, this is

because it allows the problem solver “Manager” to achieve his main goal.

In addition, Obiajulu and Obiemeka 2004 reiterate that this theory

accommodates the differences capacity of human resources personnel; both

incrementlist and rationalist can work in decision making process of manpower

planning and development.

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CHAPTER THREE

METHODOLOGY

3.1 HISTORICAL BACKGROUND OF LOCAL GOVERNMENT IN

ENUGU STATE

Enugu state is a state in a south eastern area of Nigeria. The capital is

Enugu and is largely populated by member of Igbo ethnic group. According to

2006 Nigerian census, the city has a population of 722, 664.

Enugu state is the capital of East central state after the Nigeria

independence in 1960; a succession of territory adjustment in 1967 and 1976

led to creation of Enugu state on 27th

, August 1991.

Economically, Enugu state is the dominantly rural and agrarian, with

substantial proportion of its working population engaged in farming, although

10.5% are in trading. In urban area trading is dominant occupation, followed

by services which constitute by 02.90% of population. A small proportion of

the population is also engaged in manufacturing activities, with the pronounced

among them located in Enugu, Ohebedim and Nsukka.

Prior to the creation of Enugu state, local government have been existing

in Enugu region under the then east central state. Specifically, Nsukka local

government, old Enugu local government and old Igbo- Eze local government

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had their origin dated back to the time when local administrations were under

the various regional governments.

Local government administrations in the country experience a

developmental change in 1976. Local government reform of 1976 revitalized

and restructured local government system in Nigeria. It strengthened local

governments’ capacities to undertake their constitution responsibilities for

grassroots governance.

The 1976 local government reform create for the first time, a single

structure of local government in place of the different structure that had existed

in various regional governments. There has been a significant increase in the

number of local government over the years. There were 96 divisions in 1967.

By 1976, they had increased to 300; the number was 774 after five years.

Currently the number of local government in Enugu state is seventeen

(17), five of them are largely urban while others are in rural area. They are as

follows: Aninri, Enugu East, Enugu north, Enugu south, Ezeagu, Igbo -Etite,

Isiuzo, Nkanu East, and Nkanu west, Nsukka, Oji River, Udenu and Udi local

government. The major reason for increasing the number of local government

is to accelerate the growth and development in rural area; ideals did not

approximate reality. Effectiveness of local government in discharging its

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constitutional responsibility as agent of grassroots development had become

mirage; life in the local area is more difficult than that in the cities, partly,

because some of the council administration lacks the skills and knowledge to

perform their duties. One cannot give what he/she does not have.

To develop good policies administrators must have skill to develop and analyze

social and economical data. Although data collection and analysis is a serious

problem in government agencies in Nigeria, it is more problematic at to local

area. There are incontinences and organized chaos in local government in

Nigeria. For instance, between 2007 and 2004, there is no elected executive

chairman in the local government in Nigeria. Today it is sole administration,

tomorrow it is caretaker committee chairman and next tomorrow it will be the

head of personal that take car of local government activities. The affected the

development activities in the local government in Nigeria. Geographic

landscape of Nigeria is littered with incomplete projects. Some states are

creating development centers in local government areas. All these are

conducted to channel public funds top the countess of state governor.

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3.1.2 THE ORGANIZATION STRUCTURE OF LOCALGOVERNMENT IN

ENUGU STATE OF NIGERIA

The structure of any organization depicts the lives of authority within the

set-up. It clearly shows the pattern of communication within the hierarchy. The

position occupied by an incumbent determines his functions and

responsibilities within the organization. Local government structure is an

orderly bringing together or various functions, departments, individuals,

positions and their role relationship in local government administration.

The organization structure of the local government is typical of the civil

service. The local government reform gave the local government system a

unified structure throughout the country. By this arrangement, the

organizational structure of local government has remarkable similarities with

that of the state and federal government but there are differences in

nomenclature.

In line with the 1976 reforms, local government in Enugu state has at its

apex the council – which is the highest policy making body of the local

government. The members are the elected representative of the people of their

respective areas. But more often than not, they are appointed by the respective

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state government and “tagged” local government caretaker committee(s).

However, they perform the same function as the elected councils.

The council is responsible for making broad policies that touch on the

management and control of finance of the local government. The council is

headed by chairman, who is the chief executive, and the accounting officer of

the local government.

The legislative body is made up of councilors who are representative of

the various areas (wards) of the local government. Hence, there are supervisory

councilors for finance and Economic Planning, Workers and Housing, Medical

and Health, Education and Social Development, and Agriculture and Natural

resources. The personnel department is headed secretary to local government

with the director of personnel management (DPM) as the Head of Department.

The five supervisory councilors constitute the finance and general

purpose committee (F&GPC). This body is sub-committee of the council.

Under the council (General council) there is secretary who is chief

administrative officer to the local government. He is responsible for all the

staff matters, and is secretary to the council and finance and general purpose

committee. He often delegates power and some functions to the personnel

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officer in the local government. However, he takes responsibility for any action

or inaction on part of his delegated authority.

He lies between the council and the Heads of department and ensures

that policies made by the council are implemented by the representative

departments.

The local government has six functional departments namely, Personnel

Management/Administrative, finance and economic planning, education and

social development, works and Housing, Medical and Health, and

Agriculture/Natural resources. Each of these departments has sections and units

under it for efficient and effective performance. The organization chart of local

government is shown below:

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3.2 RESEARCH DESIGN

This study is a description survey and data were generated from the

natural environment. It tends to measure the impact of manpower planning, and

development on productivity of organization especially in local government. A

stratified sampling technique was used to select the three local governments in

Enugu state. In addition, purposive random sampling was used to complement

stratified sampling technique in selecting respondents from three local

governments. These ensure that both junior staff and senior staff are

represented, and only those that have core knowledge on manpower planning,

staff development, recruitment and selection were included in the sample from

three local governments. It also reduced the problems of bias and it also

strengthened the reliable of data elicited.

The methods of data collection applied in the study were questionnaire

and interview. The structured questionnaire constructed helped researcher to

elicit the relevant information. The data gathered answered research questions

and tested hypotheses effectively. The questions constructed embraced all

variables relating to manpower planning process, data management,

recruitment and selection, and staff development. This ensures validity of

research instrument in measuring hypotheses. Interview was conducted with

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key officials of local governments. This aids researcher in exhausting issues

concerning manpower planning process, data management, recruitment and

selection, and staff development and production.

The results generated from survey help to identify the necessity of

manpower planning and development in the organization. In analyzing the

data, frequency table, pie chart, chi- square and percentage were employed.

These will enhance the accuracy and understanding of the research.

3.3 POPULATION OF STUDY

The population of this research study is specifically on the staff of Nsukka

local government, Igbo-Eze south local government and Igbo – Eze North local

government. The total population in these three local governments is 1110.

Population of the three local governments is stated in the table below.

Table (I)

Local government population of staff

Nsukka local

government

480

Igbo Eze south locality 350

Igbo Eze north locality 280

TOTAL 1110

Sources: prepared by the author from the data generated from the field work,

2011.

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3.4 SAMPLE AND SAMPLE TECHNIQUES.

Sample of five hundred and fifty five (555) was selected from the entire

population. The sample was carefully selected in manner in which both junior

and senior staff was included. The sample was drawn from three local

governments proportionally. The problem of one or two local government

dominating the sample was carefully eliminated.

The techniques of sampling employed in the data collection were

stratified sampling technique and purposive sampling technique. Stratified

sampling technique ensured that the respondents from three local government

were proportional represented. It also ensured that both junior and senior staff

was represented. The sampling technique adopted reduced the high degree of

biasness of opinion and lopsided of respondent’s.

Specifically to ensure that proportional representation of the three local

governments in the sample, the researcher selected 50% stratification, that is

(50%) fifty percent of the population of each of the local governments. This is

precisely stated here under.

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SAMPLE FROM DIFFERENT LOCAL GOVERNMENT (50%)

Table 11

Local government population of staff Sample Percentage

Nsukka local

government

480 240 50%

Igbo Eze south locality 350 175 50%

Igbo Eze north locality 280 140 50%

TOTAL 1110 555 50%

Sources: prepared by the author from the data generated from the field work,

2011

Nsukka local government

50 x 480

100 1 = 240 staff.

Igbo-Eze North local government

50 x 280

100 1 = 140 staff

Igbo- Eze south local government

50 x 350

100 1 =175 staff

In selecting of this number of respondents from these different local

governments, purposive sampling as indicated above was used in selecting

sample from the six major departments of the local governments in recognition

of junior and senior staff. These helped research obtained reliable information

used in analyses.

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3.5 METHODS OF DATA COLLECTION

The data collected for purpose of analysis and consequently testing of

formulated hypotheses were through primary and secondary sources of data

collection.

3.5.1 PRIMARY SOURCES:

The primary data were collected through oral interview. Oral interview

was conducted with the key officials of the three local governments. This

involved all the heads of department included the information officer. The

structured interview method was used, and it improved the quality of

information gathered as it reduced the chances of respondents departing from

subject area.

Questionnaire was also administered to all workers that constituted the sample

of the study. These gathering instruments helped greatly in eliciting relevant

information that was not bias or lopsided. These tools helped researcher elicit

more information on the impact of manpower planning, data management,

recruitment and selection of qualified staff and staff development on the

effectiveness of local government in Nigeria.

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3.5.2 SECONDARY SOURCES

The research also gathered information through reviewing of text books,

journal, Newspaper, gazette that were related to manpower planning, staff

development and organization’s productivity.

Official document and record like report, circular, publication on staff

condition and employment were also consulted.

3.5.3 RELIABILITY AND VALIDITY OF INSTRUMENTS

Validity and reliability of the measuring instruments are very much crucial in

the research because it ensures the effectives testing of hypotheses

The reliability of measuring instruments help to make good change where

required and proffer dependable solutions on the problem at the stake.

To achieve the above, the researcher ensured that the indicators were

tied to the concepts and the theoretical assumption used. In other words, the

questions were carefully formulated and it embraces all the variables in the

research question, subject matter as well as hypotheses formulated. The

question statement constructed were in chronological order in such way that

one question leads to another. Close ended questions were prepared and it

focused to what the researcher wanted to achieve in work. To ensure the

contents validity of the indicators (measuring instruments), professionals

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consulted by researcher proved that they had content validity after their critical

observations.

The reliability of the instrument was also ensured as result of their

strength and capabilities to elicit the same values/results on the topic after the

series of testing. In other words, they were validated using test and re-testing

technique.

The researcher employed the same indicators and obtained the same

result in the Nigerian private sector.

The correlation between the measuring indicators and the measured

result also improve their validity.

3.5.4 ADMINISTRATION OF QUESTIONNAIRE (INSTRUMENT)

The questionnaire was administered only by the researched in such a

way that fairness and justice were enthroned. This helped in avoiding

hoarding of the questionnaire by other workers in local government or

immature researcher whose attitude might have jeopardized the purpose of

research. It reduced injustice; this was eliminated as researcher gave

recognition to the entire stratum. It helped researcher to adequate uphold

fairness as junior and senior staff helped in answering of questions constructed.

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The questionnaire was administered in such a way that the six departments of

three local governments were covered.

3.6 METHOD OF DATA PRESENTATION AND ANALYSIS

The method of data presentation and analysis adopted in this study includes;

the simple percentage, pie chart and tabular presentation. These were used

because various explanatory variables that are not easily quantified were used

in the study.

Analyzing the data collected agreed and strongly agrees responses were

used to represented affirmation of certain research statements while disagree

and strongly disagree also were combined, representing disagreement with the

research statement.

Furthermore, the chi-square distribution was employed. The researcher

rejected the null hypotheses when the calculated values of chi-square were

greater than the critical table value.

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CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

The collection of data through questionnaire, interview, published and

unpublished materials does not constitute the end of and research study. The

presentation of data collected in the tables, frequencies table, pie chart, bar

chart are very necessary because it enhances the understanding of research

work, stating the findings is also important because the main purpose of

research is to identify variables which is affecting or gives rise to given

phenomena which might have not been known. Data presentation and analysis

are also imperative because without it, readers may not understand the major

theme that the paper stresses.

The major focus of this study is to critically examine the potentials and

strength of manpower planning, development in effectiveness and efficiency of

organization.

In other words, it will help to critical analysis the relationship between

manpower planning development and productivity in the local government

system. Therefore, the chapter deals with data presentation, findings and

analysis of data collected from the field work using the statistical method

highlighted in chapter three.

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Questionnaire prepare were given out to the respondents made up of five

hundred and fifty five , twenty five out of five hundred and fifty five copies

were rejected because of incompletion of information, leaving only five

hundred and thirty copies that are well completed for analysis.

TABLE III

Breakdown of the population of study

The organization

positions of respondents.

Senior staff in the

organization

Junior staff in the

organization

No. of the population of

different categories

presentation of

frequency in percentage.

320 210

Presentation of

frequency in percentage

60.38% 39.62%

Sources: prepared by the author from the data generated from the field work,

2011

Percentage

Total population = 530

Percentage of senior step = 320 x 100 = 60.38%

530 1

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The majority of the population of this study in the research work is staff in

senior cadre.

They were essentially and purposefully selected because staff in the senior

cadre has more core knowledge on issue of manpower planning and

development and its impacts in the quality and quantity of service delivery.

The senior staff in the sample of study is three hundred and twenty staff

accounting for 60.38% of the population while those in the junior cadre of

salary grade 01-06 constituting of two hundred and ten workers resulting to

39.62%.

5 .1.DATA PRESENTATION

DATA PRESENTATION ON 1ST

HYPOTHESIS

First hypothesis is stated thus: Inadequate and inappropriate manpower

planning process is not responsible for lower productivity in local government

service

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TABLE IV

The table below is to unravel if adequate and appropriate manpower is

been following local government system in Nigeria.

No.

of

item

Description of

item (strategies

of manpower

planning

process)

Agree

Frequency

% Disagree

frequency

% No. of

respondent

s

1. Organizational

objectives/goals

are critically

analyzed in

planning for

employee’s

needs in local

government

service.

120 19.25

%

428 80.75% 530

2. Personnel

manger usually

take stock of

current existing

labour resources

in manpower

planning process

140 26.42

%

390 73.58% 530

3. Employee

demand and

supply which is

the third phase

of manpower

planning process

is adequately

forecasted.

118 22.26

%

412 77.73% 530

4. Action plan is

adequately draw

and implemented

138 26.04

%

392 73.96% 530

SOURCE: prepared by the author from data generated from the field work,

2011

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Percentage of the populations that agree and disagree on the items in the

table

Organizational objectives are critically examine/analyze in planning for

employee’s needs in local government service.

Agree = 102 x 100

530 1 = 19.24%

Disagree = 428 x 100

530 1 =80.75%

B. personnel mangers usually take stock of current manpower/labour

resources in manpower planning process.

Agree = 140 x 100 26.42%

530 1

Disagree 390 x 100 = 73.38%

530 1

C. Is employee demand and supply forecast which are the third phase of

manpower planning process usually forecasted when due in organization.

Agree = 118 x 100 = 22.26%

530 1

Disagree = 412 x 100 = 77.73%

530 1

D – Action plan is adequately drew and implemented as the case arise in

manpower planning process.

Agree 138 x 100 = 26.03%

530

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Disagree 392 x 100 = 73.96%

530

From the table above, manpower planning process has not been

adequately and appropriately used and followed in local government services

in Nigeria.

In the table presented from the data generated from the field work,

respondents of 102(19.24%) agreed that adequate consideration is giving to the

organizational objective while preparing for manpower needs in the

organization while 428 respondents(80.76%) vehemently disagree and state

that organization objectives are not considered as the major basis of manpower

plain in the organization.

In the 2nd

item on the table which evaluated if manpower inventories

and forecast are being considered in organization in planning for manpower’s

needs in organization, only one hundred and fourth 140(26.42%) respondents

accept that personnel manage or organizational management board usually

audit the existing employees in organization, on the other hand three hundred

and ninety (73.38%)respondents objective and stated categorically that

employee’s invent ages are considered in planning for employee expansion or

contraction.

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Furthermore, in analyzing the frequencies on the manpower forecasting

in local government, it exposes to its totality that manpower forecasting which

helps organization to take advantages of opportunity and overcome future

emergencies is being paid with lip service.

Specifically 118 respondents out of 530 respondents (22.26%) agreed

that organization gives it adequate attention by estimating future demand and

supply, while four hundred and twelve respondents (77.73%) objected to the

above affirmation.

Finally on the item no: 4, which assessed if action plan is usually drawn

and implemented when needed, the frequency of those that agreed with the

research question is 138 respondents(26.03%) while on the other side of it ,

there hundred and ninety two 392 respondent (73.97%) disagree.

Analyzing above, manpower planning process which is the pillar that

determine the efficiency and effectiveness of organization is considered as

chance affair but more detail on this will be discussed later.

Chi-square was used bellow to determine the relationship between

manpower planning process.

Null Hypothesis, HO1

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Inadequate and inappropriate manpower planning process is not responsible for

lower productivity in local government service in Enugu State.

At assumed level of significance = 7% or 0.07

Table V

Responses Senior staff Junior staff Total

Agree 20 15 35

Disagree 300 195 495

Total 320 210 530

To find a cell – step i

Formula = Row Total x Colum total

Grand total

Cell A = 35 x 320

530 = 21 .13

Cell B = 35 x320

530 = 13.87

Cell C = 495 x 320

530 = 298.87

Cell D = 495 X 210

530 = 196.13

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SECOND STEP

Minus observed frequency from expected frequency

Cell Observed

frequency

Expected

frequency

0-3 Result

A 20 21.B 1.13

B 13 13.87 1.13

C 300 298.87 1.13

D 195 196.13 1.13

THIRD STEP

Square the net value

Cell 0- (0-)2

A 20 21.13

B 1.13 1.2769

C 1.13 1.2769

D 1.13 1.2769

STEP FOUR

Divide the squared value with expected frequency of each

Cell (0-)2

1

A 1.2769 0.0604

B 1.2769 0.0920

C 1.2769 0.0043

D 1.2769 0.0065

Total 5.1076 .1632

X2 = .1632.

Degree of freedom (DF)

DF = (R -1) (C-1)

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DF = (2-1) (2-1) =1

From the table of X2 at the significant level of 0.7 and the degree of

freedom1.The critical value is .148.

The computed chi-square value is .1632

Interpretation

Based on the above analysis, the hypothesis which states that lack of

adequate follow of manpower process do not impede productivity in local

government service is rejected because the completed chi-square is greater (X2)

chi-square is greater than critical value of .148. The computed chi-square is

.1632 while critical value is .148.

Specifically 495 respondents disagree with the idea that inadequate and

inappropriate manpower planning process do not impede product and it is only

accepted by 35 respondents. It is clear that with the number of 495 respondents

that poor manpower planning process affects productivity. This shows that

good manpower planning process is veritable tool that determines productivity

of the organization

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TABLE VI

The table below is to unravel the reasons for inadequate commitment or use of

manpower planning process.

No of

item

Description of Items Agree

Freq.

% Disagree

Freq.

% Resp

1. Politicization of the

bureaucratic position

450 84.95% 80 15.095% 530

2. Data management

problem

500 94.34% 30 5.7% 530

3. Irregular change of office 380 71.64% 150 28.30% 530

4. Lack of the interest of the

management

472 89.05% 58 10.94% 50

Source: prepared by author from data generated from field work, 2011

1 Does Politicization of bureaucratic position affects of adequate

manpower planning process?

Agree. Disagree

450 x 100 80 x 100 = 15.09%

530 1 = 84.95% 530 1

Poor data management affects effective manpower planning process

Agree Disagree

500 x 100 30 x 100 = 5.7%

530 1 = 94.34% 530 1

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Irregular change of office affects adequate manpower planning process.

Agree Disagree

380 x 100 = 71.69% 150 x 100 = 28.30%

530 1 530 1

4. Lack of the interest of the manufacturing manpower planning process is

the contributing factor to inadequate manpower planning process in local

government.

Agree Disagree

472 x 100 = 89.36% 58 x 100 = 10.94%

530 1 530 1

There are a lot of obstacles on adequate use of manpower planning

process towards realization of organization objective. The table unravels the

major obstacles that obstructed the effective use of manpower planning as a

strategy to the improvement of the quality and quantity of source delivery in

Nigerian Local government system.

Looking at the data generated, it is obvious that politicization of the

bureaucratic position affects effective application of manpower planning

process which directly results to ineffectiveness and inefficiency of social

service delivery in local government. This was indicated by 84.95% of

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respondents that supported that it is a factor that affects it while only

insignificant number of respondents (15.09%) opposed it.

Furthermore, 94.34% of the respondents emphasized that poor data

management on the personnel profile and the objectives and evolution trends of

the organization affects good manpower planning on local government, while

5.7% percent of the respondents objected that it has never been an obstacle to

it.

In addition to the above, the data collected on the irregular change of office of

head of personnel management is also another variable that constitute the

obstacle to the effective use or embanking on manpower planning process. This

is because 89.05% of the respondent indicated that it affected adequate

manpower planning process it while is only 28.30% that stated that it do not

account for poor use of manpower planning process.

Lack of the management’s interest on the strict use of the precise manpower

planning in the employee administration is another problem identified by

89.05% of the respondents and only 10.94% lack of the interest of the

administrators constituted the barrier to effective manpower planning process.

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4.1.2 DATA PRESENTATION ON 2nd

HYPOTHESIS

Second hypothesis is stated thus: Building of employee’s capacity is not a

tool of inducing maximum performance of worker.

To test this hypothesis, lists of questions were asked to examine if

development of workers act as motivating factors.

Table VIII

No. of

item

Description of items Agree

freq

% Disagree % No of

Resp

1. Does development of

workers increase the

confidence, motivation and

commitment of staff?

460

86.79

%

70

13.20

%

530

2. Does it provides recognition;

enhance responsibility of

increase pay and promotion?

420

79.25

%

110

20.78

%

530

3. Does development of

employee’s capacity gives

feeling of personal

satisfaction and achievement

and broaden opportunities

for career progression.

400

75.47

%

130

24.53

%

530

SOURCE: Prepared by the author from the data generated from the field work,

2011

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Agree Disagree

460 x 100 70 x 100

530 1 = 86.79% 530 1 = 13.20%

420 x 100 110 x 100

530 1 = 79.25% 530 1 = 20.75%

400 x 100 130 x 100

530 1 = 75.47% 530 1 =22.53%

In the critical extermination of the table presented above, it is optimistic

that training and development of employee’s capacity is a tool that propelled

employee to contribute higher towards the realization of organizational

objective. Developing competence such as technical human and managerial

capacity leads to furtherance of employee and growth of the organization.

These will be exhausted under discussion of analyze.

From the data collected from the field work 86.79%) of respondents

agree that developing of employee’s capacity increase the confidence,

motivation and commitment of staff while 13.20% of respondent disagree that

development of employees capacity increases individual confidence of workers

and their commitment to duties.

In addition, 79.25% respondents agree that development of competences of

employee provides recognition, enhance responsibility and has the power of

increasing salary and possibility of promotion. 20.75% of respondents objected

on its ability to enhance responsibility of workers, pay and promotion.

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Furthermore, 75.47% of respondents also agree that developing of skills,

knowledge, understand and attitude gives worker feeling of personal

satisfaction, achievement and broadens opportunity for career progression.

• Does investment in staff development associated with long run

profitability of organization

Table IX

Responses Frequency Percentage

agree 425 80.19%

Disagree 105 19.81%

SOURCE: Prepared by the author from the data generated from the field work,

2011

Pie chart showing Investment in Staff Development

425 respondents accept that investment in staff development is associated

with the long run profitability of organization while 105 respondents disagree

80.19%

19.81%

agree

disagree

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that investment in staff development is associated with the long run

profitability or organization.

• Have you partaken in any form of in-service training and development

progromme?

Table X

Responses Frequencies Percentages

Yes 80 15.09

No 450 84.9%

Total 530 100%

SOURCE: Prepared by the author from the data generated from the field work,

2011

Percentage

Yes - responses = 80

80 x 100 = 15%

530 1

No – responses = 450

450 x 100

530 1 = 84.91%

15.09%

84.91%

Yes

No

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In- service Staff Development

Based on the above data presented, training and development of workers

had not been considered valuable in local government service in Nigeria. Over

530 respondents that completed the questionnaire distributed, only 80

respondents out of such large population have partaken in- service training

while federal republic of Nigeria had set apart three major universities in

Nigeria for training of local government workers. Specifically the number of

those who have obtain training exercise are infinitesimal when compare to

large number of employee in organization who have not at all involved in

development progrmme.

Training and development of staff in local government in Enugu State

are still sporadic, unstructured and anemic.

The analysis of data has confirmed that training and development of staff are

yet to be utilized in the system.

The presentation of data in the pie chart will be use to measure the impact of

staff development on the quality and quantity of service delivery.

• Irregular staff training and development do not affect the quality and

quantity of service delivery in local government( Data presented in pie

chart)

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TABLE XI

Agree 40 27.160

Strongly agree 50 33.960

Disagree 150 101.890

Strongly disagree 290 196.980

Total 530 3600

SOURCE: prepared by the author from the data generated from the field work,

2011

Agree = 40 x 3600

530 1 = 27.160

Strongly agree = 50 x 3600

= 33.960

530 1

Strongly disagree

290 x 360

530 1 = 196.980

Disagree

150 x 3600

530 1 =101.890

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Pie chart on the data presented in the table above

The data presented in the pie chart has diagrammatically shown that

there is a close relationship between the training, development and

performance, productivity of any organization. 196.980

represented

the

respondents that vehemently disagree with the opinion that irregular staff

training and development do not impede productivity.

Also 101.890 of representing number of respondents who state also that

irregular training and development cripple the quality and quantity of service

delivery in local government.

This means that irregular training and development of staff in

organization influence productivity of an organization

27.16

33.96

101.89196.98

agree

strongly agree

disagree

strongly disagree

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When organization embark on adequate, systematic and structured

training and development, it is obvious that organization will be effective and

efficiency in service delivery. Manpower development is an indispensable for

socio-economic and political developments of the country.

It is necessary for both public and private sector to realize the relevant of

staff development as no nation can attain higher level of economic growth and

development without an ample supply of qualified manpower.

• Factors that cause irregular training and development of employee

TABLE XII

No.

of

item

Description of

item

Agree

frequency

Deg Disagree

freq

Degree No of

resp.

1 Does financial

problem effect

adequate

development of

employee?

385 261.50 145 98.49

o

530

2 Does corrupt

practices among

those in the realm

of affairs the

development of

junior workers?

415 281.89o 115 78.11

o 530

3 Does poor data

management

affect

development of

employees?

360 244.52o 170 115.47

o 530

SOURCE: prepared by author from the data collected from the field work.

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Presentation of data above in pie chart

Total number of respondents =530

Does financial problem effect adequate development of employee?

Agree.

385 x 360

530 1 = 261.5o

Disagree

145 x 360 = 98.49o

530 1

Corrupt practices as barrier for adequate development

Agree

415 x 360 = 281.89o

530 1

Disagree

115 x 360 =78.11o

530 1

Poor data management as a constituted factors that affective development of

staff.

Agree = 360 x 360

530 1 =244.52o

Disagree 170 x 360

530 1 = 115.47o

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Does financial problem affects adequate development of staff in local

government?

Pie chart on financial problem

Does corrupt practices among those in realm of affairs affects staff

development?

agree

261.5

73%

diagree

98.49

27%

agree

diagree

agree

281.89

78%

disagree

78.11

22%

agree

disagree

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Pie chart on corrupt practices

C. Does poor data management affects development staff?

Pie chart on poor data management

In adequate finances has remains one of the major factor affecting

effective services in local government. Local governments in Nigeria today

have a chronic financial problem owing to the constitutional provisions that

mandate each local government to maintain state joint local government

account; the state government has utilized the opportunity to hoard statutory

allocation for local government in Nigeria. This has affected all personnel

administration not only in state development. In the data collected 385

agree

244.52

68%

disagree

115.48

32%

agree

disagree

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respondents accepted that it has become a hindrance to affective staff

development, why only 145 respondent opposed that poor funding had never

been a problem to state development.

It was also revealed that respondent that corrupt practices among those in realm

of affairs retard staff development in local government. This was justified by

415 respondents that accepted that it is variable affecting training.

It was also exposed that poor data management as it concern employee’s

profile contributes to poor or sporadic and unstructured training and the staff

development exercise. This was supported by 360 respondents while 170

respondents refused to accept that data management is an obstacle to staff

development.

4.1.3 DATA PRESENTATION ON 3RD

HYPOTHESIS

The third hypothesis is thus:

HO! Recruitment and selection of unqualified employee is not a determinant

factor for sharp decline in the quality and quantity of service delivery.

To critically exhaust the above hypothesis, the frequency table, pie chart and

percentages were used below to measure the relationship between unqualified

employee and productivity.

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Table XIII

Description of item Agree Disagree No of

respond

Does unqualified employee exhibits poor

work attitude like absence form duty,

lateness to work and have low moral?

510 20 530

Does it result to wastage of resources in

performance of duty?

462 68 530

Does employment of unqualified employees

lead to spending much time in performance

of particular function?

474 56 530

Does it lead to employee’s turnover? 500 30 530

Does it lead to poor quality of work? 520 10 530

SOURCE: Prepared by the author, from the data generated from the field

work, 2011

The table above effectively clears the argument or dilemma of whether

employment of unqualified employee affects productivity or not. From the data

collected, it shows that unqualified employee in organization exhibits negative

or poor work related attitude like absence from work and lateness to duty. The

major poor work attitude exhibited by unqualified employee is avoiding work.

In other words, unqualified employee lacks motivation to undertake a

particular work. He sees the job as enemy and can do any thing possible to

avoid it. In the data presented 510 respondent accept that unqualified employee

exhibits poor work behavour while only 20 people that objected.

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Resources are being wasted in performance of duty. It is clear that qualify staff

utilize resources efficiently in carrying out their duties but because unqualified

employee lack skills much resources are being wasted and organization also

spent much in training them thereby increasing the labour cost. 462

respondents agree that resources wastage is a common phenomena when

unqualified employees embark on and activities. 68 respondents reject that

wastage is common phenomena as it concerning unqualified employee.

It is not the speed or fastness with which qualified employee can

carryout a function. The rate of efficiency and effectiveness differs.

Unqualified employees can spent the whole day in discharging duty that a

qualified employee can carry out less than three hours. Four hundred at seventy

four respondents agree that placement of wrong employee in a given job

specification lead to spending much time over a small task while infinitesimal

number of 56 respondent disagree.

Employee turnover is another problem that resulted to the recruitment

and selection of unqualified employee, this is because he/she lacks impetus to

carryout a particular function, it leads to the turnover of employee and at the

same time productivity suffers. 500(five hundred) respondents justified it,

while (30) thirty candidates objected.

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Finally the productivity and future of organization is highly affected.

Poor quality of work is the outcome of whole issue. It is explicitly that when

employee exhibits poor work related attitude, waste much resources in the

course of operation and spent much time in discharging a function and

withdrawing from organization the quantity and quality of product or service

delivery will depreciate in geometric progression. Five hundred and twenty

(520) respondents justify it while only 10 respondents opposed to that. Though,

much will be discussed on this later.

• Is merit system always considered during recruitment and selection

process in Local Government service in Nigeria?

TABLE XIV

Responses Frequency Percentage

Agree 15 2.83%

Strongly agree 12 2.26%

Disagree 271 51.13%

Strongly disagree 232 43.77%

Total 530 100

Source: prepared by author from the data generated from the field work, 2011

Percentages of frequencies

Total = 530

Agree = 15 x 100 = 2.83%

530 1

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Strongly agree 12 x 100

530 1 = 2.26%

Disagree 271 x 100

530 1 = 51.13%

Strongly disagree 232 x 100

530 1 = 43.77%

The above data is presented in pie chart

3% 2%

51.13%

44%agree

stronglyagree

disagree

strongly disagree

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Pie chart presented on data collected on if merit system is considered in

recruitment process in Local Government.

Data collected on extent merit system are being considered in the

employment process in local government, 94-90 percent of the respondents

stated clearly that merit system had been displaced in favour of political

patronage and other factors which will be discussed later, while 5.09 percent of

respondents agree that merit system is still highly considered in the recruitment

of employees in local government.

• Factors that affect employment of unqualified in local government

service in Nigeria.

TABLE III

No of

Item

Description of

items

Agree % Disagree % No. of

respondents

1. Recruitment of

employee based

on political

patronage

428 80.70% 102 19.25% 530

2. Lack of

adequate

manpower

inventory and

forecasting.

483 91.13% 47 8.87% 530

3 Embargo place

on employment

512 96.60% 18 3.40% 530

Source: Prepared by the author from the data generated from the field work

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Percentage of the frequency

Agree Disagree

1. 428 x 100 = 80.75 1. 102 x 100 = 19%

530 1 530 1

2. 483 x 100 = 91.13 2. 47 x 100 = 8.87%

530 1 530 1

3. 512 x 100 = 96.60% 3. 18 x 100 = 3.40%

530 1 530 1

The data presented above exposed to its totality factors that are

responsible for the recruitment and selection of those that are not fit in a

particular job disposition. 80.75% of respondents attribute it to problem of

political patronage while19.25% of respondents stated that political patronage

has never being a factor responsible for employment of unsuitable personnel.

Moreover, lack of effective use of manpower inventory and forecasting

of organization’s employee needs in relation to organizational objective is

another factor put forward which inhibits employment of qualified employee in

right number and in right job specification. 91.13% of respondents accept that

lack of effective manpower inventory and forecasting are obstacle while 8.87%

of respondents vehemently disagree with the opinion of the above majority

respondents and concluded that lack of effective manpower or inventory has

never be a barrier to employment of qualify employee.

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In addition, embargo on employment is another factor unravel, 96.60%

of respondents supported that embargo placed by employment of personnel in

local government service since 2001 is a constraints on recruitment exercise.

3.40% of respondents emphatically objected that embargo on employment is

not responsible while unqualified employee will dominate local government

system in Nigeria.

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4.2 FINDINGS

4.2.1 FINDINGS ON 1ST

HYPOTHESIS ARE STATED HERE UNDER:

• Manpower planning is an integral part of corporate plan. Explicitly,

functional organization recognizes that manpower plan is central to the

corporate plan. Unfortunately from the data gathered from the field

work, it was obvious that many public, especially local governments

have failed to accept that Human resource activity in organization is

fundamentally linked to the corporate plan.

Inadequate blending of the two has caused local government their

relevant in our contemporary society.

• Manpower planning exercise local government is not systematically

carried out. Human resource planning which is a precise and systematic

affair is seen as a gambling/chance event, and as an elastic item which

can be expanded from any stage of the process in Nigeria local

government.

• The evaluation of manpower needs starts by critical analysis of

organization objective and manpower inventory which provide guide for

forecasting of manpower demand and supply which resulted to drawing

of action plans and implementation. Regrettable, politicized

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administration in local government has constituted a barrier to

effective’s adherent to the laid down procedure of manpower planning

process.

The political leaders fail to follow the sequential steps which enthrone

equilibrium in number of staff in an organization and organization’s stated

objectives.

• The idea of systematic-ness implies that human resources

planning exercise is haphazard exercise but must follow a general

acceptable and laid down procedure. It is in the order:- Analysis of

organizational objective Human resources inventory

manpower forecasting action plan implementation

evaluation redesigning.

• Human resources planning are relegated to second class status in local

government. Emphasis has been shifted to controlling of resources and

acquired of power. The other incidental problems include politicization

of bureaucratic position, irregular change of office and poor data

management.

• Inadequate and inappropriate manpower planning means inefficiency

and ineffectiveness of local government Poor human resources planning

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in local government have a substantial impact on the decline quality and

quantity of service delivery of local government. This is as result of

employment of those lack adequate knowledge in a given job

disposition, over staffing, and utilization of staff, wastages of scarce

resources and high staff turnover.

4.2.2 THE FINDINGS ON THE 2ND

HYPOTHESIS ARE LISTED

BELOW:

• Manpower development is a motivational tool that influences the

performance of worker in the organization. Without adequate, skilled and

well motivated work force operating within a sound human resource

management system development is not possible it was identified that

staff development is a change agent whose purpose is to effect a change in

knowledge, skills and attitude and is oriented towards job requirement.

• It was also indicated that staff development is associated with the long

man profitability of organization. Emphatically, staff development in

crease the confidence, motivation and commitment of staff, provide

recognition; enhance responsibility and possibility of increase pay and

promotion. The few local government stay that have received additional

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training feels satisfied as it provides opportunities for their career

progression.

• Staff development in local government improves the availability of staff

for future manpower needs of the organization. This helps local

government to take advantages of opportunity and reduce the risk of

fighting with emergencies.

• The training opportunities provided for the local government system in

Nigeria are many. From research carried out through the primary and

secondary sources, it was obvious that some are institutional as organized

through the various institutions of higher learning in Nigeria, seminars,

conference and workshops were organized for senior staff but they are

sporadic and unstructured.

• In reference to table XII, problem in the staff development in local

government is inadequacies in the programmer and programming which

ranges from the wrong selection of officers to training due to poor

manpower inventory, poor financial supports, corrupt practices among

those in realm of affairs and placing them adequately after development.

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• In line with above findings, many of local government officers have not

partaken in any form of in-service consequently, it affects the quality and

quantity of service delivery in local government.

4.2.3 FINDINGS ON THE 3RD

HYPOTHESIS ARE STATED BELOW:

• Merit system is no longer considered in the recruitment of personnel in

local government services. From the systematic research carried out,

employment based on qualitative testing is regarded as out dated and not

suitable in the prevailing system.

• The recruitment, selection and placement of unqualified employees in

local government had detrimental effects on the local government

service delivery. Specifically, productivity of local government for two

decades now has generated sharp drop in the quality and quantity of

service carried out the development had affe3cted the general

development of the country.

• Poor manpower inventory and analysis of organization’s objectives

contributes to the employment of the unqualified employee in the local

government. As observed from the research, the problem encountered in

the local government is basically the inadequacies in the personnel

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department to carry out required job analysis before embarking on

recruitment, selection and placement of staff. The implication of the

above in local government system is either overstaffing or understaffing.

• Political patronage and embargo placed on employment affects the

employment of qualified employee. This is because of contract

employment that many local governments have taken to be an alterative.

The effect of contract employment is that local government cannot pay

high skilled labour without any allocation in recognition of that from

state or federal local government.

• Unqualified employees in given job display poor work related attitude

such as absence from duty, lateness to work and wastage of resources.

Table XIII exposed to its totality the poor work related attitude displayed

by the unqualified employees. Employment of unqualified personnels

increased the cost of production in local government which directly

cripple the efficiency of local government.

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4.3. DISCUSSION AND ANALYSIS OF FINDINGS

4.3.1 Discussions on Findings and implication of Inappropriate and

Inadequate Manpower Planning Process in Local Government Service

Delivery. (1ST

hypothesis)

In a close observation of the tables presented, apparently manpower

planning process which is a systematic activity targeted towards actualization

of goals /objectives of organizations, both in public and private sectors is

being underrated in local government which is the third tier of government.

This explains to a large extent why local governments are regarded as non-

relevant and non-functional in this our contemporary society, the performance

of local governments in fulfilling their constitutional responsibilities had

generated national crisis. These are in contrast to an idea behind the 1976 local

government reform in Nigeria.

The challenges of the 21st century local government demand more than a

mere routine local government administration. Without adequate skill and well

motivated workforce, operating within a sound human resource management

programme, it will be difficult for local government to realize its constitutional

objectives.

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The decayed infrastructural facilities and social amenities in many rural

areas are traceable to poor manpower planning process. For instance, how

many medical doctors, planners, accountants, engineers and agriculturist are

employed in local government are in relation to functions, objectives and

responsibility of local government. Many health centres in different

communities have turned to empty stores as result of insufficient and

unqualified personnel to improve and maintain the standard of health service.

The management had failed to incorporate manpower planning into the

general or overall corporate plan. For instance in planning for the recruitment,

selection, promotion retirement of workers, analysis of the organizational

objectives is supposed to be firstly considered because organizational objective

inform the quality and quantity of employee to be employed. In line with the

above, Eugenia (2008) states that organization objectives is inseparable from

manpower planning process because analysis of organization’s objectives

informs job specification or description that indicates the type of employee to

be employee. Without effective balance and link between organizational

objective and manpower planning process, the organization objective can not

be achieved.

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But the crux of the matter is that, analysis of organizational objective

which is the first step in manpower planning process is usually abandon in

employment of workers in local government. The implication of the above is

employment of people that may have skill but are not fit in the job position. In

other words, the realization of organization’s objective is a mirage because it is

like putting a squared peg in a round hole.

Proper analysis of the existing staff based on their qualification, age,

training record, job / work history and salary scale is second stage of

manpower planning process but from the data generate from the flied work,

analysis of manpower inventory which would have form a vital aid to

management decision on issue like redundancy, highlight impending problems

such as retirement of the whole cohort and needs for fresh recruitment had not

been adequately followed.

Lack of effective manpower inventory has resulted to over staffing,

under staffing and recruitment of wrong hands that constitute liabilities to local

government.

In addition, forecasting of demand and supply is another issue which had been

abandoned Forecasting is a tool that helps organization to overcome fighting

with emergency and taken advantage of opportunities as the needs arises but

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currently, manpower forecasting which is the third stage of manpower planning

process is a forgotten issues. According to Ogoonu (2000) without organization

forecasting and planning, event will be left to a chance affair. It creates room

for fighting with emergency.

Drawing of action plan and implementation is another area that local

government has failed woefully. From the data generated from questionnaire

and interview, Igbo-Eze North Local Government had not recruit since 1998

and their planning for employee expansion for over 13 years had not yield any

impacts.

From close observation of our contemporary local government, systematic

planning for employee have been abandoned, manpower planning has became

a gambling affair. Manpower supply is being seen as elastic item which can be

expended anywhere leading to neglect of manpower planning process.

Research has shown that there are factors that constituted to inadequate

and inappropriate manpower planning process. They are to be analyzed here

under.

Lack of management interest has become a bare to effective use of

management tool. Management usually concentrates much of their effort in

other organizational resources such as financial information and physical

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resources to the detriment of manpower resources, forgetting that it is

employee existing in organization that plan and combine all these resources

toward the realization of organizational objectives.

Local government still employs antiquated methods of record keeping.

With growing number of workforce and the consequence accumulation of

papers, records keeping become tedious.

Some officers indulge in hoarding needed files of employees. Very often, they

extracts information from files by removing some pages without stating where

it can be found, when data are needed, the files becomes useless as the

information needed has been extracted without record on how it can speedy

retrieve. This factor affects manpower inventory resulting to taking the action

that is of no relevant to organization’s needs.

In addition irregular changes of office is another block that hindered the

application of manpower planning process. The Head of personnel

management is not permanent staff in any local government, they are usually

go on transfer from one local government to another. It affects the systematic

and commitment on process. For instance the current Head of personnel

management in Igbo Eze North has not stayed up to one year but his duration

in that place is not certain because of self application for transfer. The problem

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is not only concern personnel management; the instable and irregular change of

political leadership of Local Government is another factor. For instance, from

2002 to 2008, many Local Governments in Enugu State and Nigeria as whole

faced the problem of instable and irregular change of the political leaders.

Today it is executive chairman, tomorrow it will be sole administrator and next

tomorrow, caretaker committee chairman will be on the seat. The implication

of this is that manpower planning in progress is usually abandoned.

The worst of it all is politicization of bureaucratic position by the

government. Before the introduction of presidential system of government in

local Government, the seat of secretary to the local government in Nigeria was

usually occupied by career civil servant but the reverse is the case today. The

secretary to local government plays enormous role in the employment

administration with direct contact with head of personnel department.

In many case, secretary of local government know little or nothing on the issue

of personnel management function. The implication is that manpower planning

process suffer and productivity retards. Many supervisors are new entrant into

the system and they direct the career officials on issue concerning the

employee’s administration.

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The primary education that is entrusted to the responsibility of local

government is a typical example of the effect of politicization of bureaucratic

position on manpower planning process. Decree No 96 of 1993 empowered the

chairman of local Government to appoint education secretary. By implication

the seat of education secretary becomes politicized. Freshmen from school are

appointed as education secretary. The appointment of political officer as

education secretary appears not to facilitate the effective and efficient

implementation of policies and progrmme related to manpower needs of an

organization. For instance Education secretary report directly to SPEB

chairman who supervises his activities. On the other hand answerable to

chairman who appoints him.

The education secretary attends workshop and seminar meant for career civil

servant who supposes to undertake major role in personnel management

functions. Consequently, it affects effective performance of the organization.

4.3.2 Discussions on Finding and Implication of Inadequate Staff

Development on Productivity (2nd

Hypothesis)

Man is dynamic in nature, the needs to be currents and relevant in all

sphere of human endeavour’s makes staff development a necessity, to keep

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track with current event and method. It is an avenue to acquire more

knowledge and develop the skill and techniques to junction effectively.

Training of staff acts as motivator to the workers in the organization.

Staff development increase the confidence, motivation and commitment of

staff; it provides recognition, enhance responsibility and the possibility of

increase pay and promotion; it give feeling of personal satisfaction and

achievement, and broaden the opportunities for career progression.

In a close observation of the above benefit of staff training, it is closely

related to two factors theories of motivation adduced by Herzberg. Herzberg’s

motivation-hygiene theory states that motivators involves Achievement,

recognition, responsibility, advancement and work it self. In relating these

motivators to the benefit of staff development illustrated above, staff

development and motivation is inseparable. It is explicit that motivation is an

import factor that makes organization to realize the objective which will

generally result to general growth and development of a country.

Staff training offers a way of developing skill and enhancing

productivity. Today the civil service still remains an executive agency of

government mainly responsible for implementation of government policy.

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With the expanding role of government and the civil service in particular,

training and development have become imperative for its personnel.

The development of staff determines the level of development of any

country. Federal republic of Nigeria identified the relevance and necessity of

development of local government staff, and established three major universities

to cater for the training of the ever-increasing personnel of local governments

which involves University of Nigeria, Nsukka, Obafemi Awolowo University,

Ile-Ife and Ahamadu Bello University Zaria on the year1975.

Unfortunately, the issue of systematic and progression training is still

lacking both in the federal and state civil service. The worst of it all is in local

government service. Majority of staff in local government lack the basic

knowledge for effective service delivery. It has affected the productivity of

service delivery in local government which has even generated to debate on the

relevant of local government. In critical analysis of data collected through

interview and questionnaire, out of all candidates nominated in Igbo- Eze

South local government and Igbo- Eze North Local government for training for

2010/2011 academic session, one candidate each was selected by local

government service commission, it was only in Nsukka local government that

two candidates were selected by local government service commission for in-

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service training. Looking into the constitutional responsibilities of local

government, the recent level of staff development and training are not helping

matter. As a tier of government at grassroots, Local Government supposed to

be a veritable instrument of rural development.

This makes it imperative for the staff of this organization to be exposed

to modern management techniques and new advance technological

development. In fact training and development of staff are the major priority of

management.

Additional training makes the employees to become more confident, proud and

elated when return to the duty. From finding the major constraints facing staff

in local government are inadequate funds, corrupt practices and data

management problem. There is a training fund account maintained by the local

government service commission, the money accruing to this account is one

percent of workers salary deducted each month and, partly, federal government

usually send allocation for staff training and they even sent part of it to the

selected schools yearly, the problem is that the allocation that federal

government sent for this training does not directly enter the purse of local

government service commission but through the state government as indicated

in (1999) constitution. State government usually sent the money to other

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area/project there by making it impossible for local government to fulfill its

functions.

Despite the above, corruption is another factor that mitigates against

giving sound training to new employees, and development of those in

executive cadre for higher executive management position. Accepting that

federal and state government do not regularly remit their statutory allocation,

what happen to internal generated revenue of local government, what happen to

the ten percent internal generated revenue that state government allocate to

local government. Corruption remains a major problem which has constrained

local government especially in Enugu State.

Inability of local government to manage the data on personnel profile is

also another problem. Data management in local government is still being

carried out manually; easy retrieval of the essential data on employee is usually

a problem. The personnel data which form a basis for policy decision are

poorly kept. It constitutes a barrier when there is an urgent need for its use

concerning training and development.

The implication of these manifest itself in low staff productivity, employee

turnover, negative attitude of employees and excessive rate of absenteeism

among workers in local government.

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4.3.3 Discussions on Findings and Implication of Recruitment and

Selection of Unqualified Employees Quality and Quantity of Service

Delivery (3rd

hypothesis)

The realization of goals and objectives of an organization rely solely on

the quality and quantity of manpower employed in local government. This

makes the recruitment; selection and placement process a critical. The

constitution of federal republic of Nigeria, 4th

Schedule, section (7) assigned to

local government important functions such as construction and maintenance of

health centre, primary school, market Motor Park and some others that touches

on lives of the greater number of citizen. The functions cannot be achieved

without reasonable proportion and qualified available manpower. But local

government in our contemporary society has not place premium on

employment suitable and qualified personnel in a right number and in right job

specifications.

In analyzing the whole tables above, it is optimistic that manpower supply

procedure is not adequately followed which has resulted to ineffectiveness and

inefficiency in the service delivery in local government. Recruitment and

selection process is a pillar that is indispensable in assessing

candidates/applicants in order to choose the most suitable employee.

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The resultant effects of the above are sharp drop in the quality and

quantity of productivity. Unqualified employees develop negative attitude

towards their responsibilities as far as they derive no satisfaction from their

jobs. Not only that they are not disposed to carryout their functions, also

quality of services they offer are below standard.

Specifically, the place of merit system has been displaced to political

patronage which invariable affects effectiveness and efficiency of service

delivery. The junior staff management committee (JSMC) has the

responsibility of appointment of officers in salary level 01-06. On assumption

of office, chairman of local government usually undertake the recruitment,

selection and placement function with a clear intentions of patronizing

candidates that had played important role in seeing that he acquired the

political power. Favoritism, man knows man, god fatherism and political

patronage have taken the place of merit system. This factor had affected the

employment process in Igbo Eze-North local government. For instance all local

governments in the federal recruit employee in 2001 but that of Igbo- Eze

North failed because of inappropriate procedure that arise because of political

patronage. Since then till date, Igbo Eze- North local government has not

employed any candidate as worker. Even the recruitment they conduct towards

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the end of 2010, have not made any meaningful impact as no candidate has

been selected up till now. This is because of individual influences.

The most regrettable aspect of politicization is disregard of local

government chairman to take cognizance of the budgetary provision /annual

estimate in the appointment of the employees. This in long run, results to

situation where most local government could not meet up with salary bills. The

few local government that was able to pay salaries did so at the expense of

capital projects.

Manpower inventory and forecasting is another area that junior staff

management committee and local government service commission had not yet

utilized. The stock taken of current existing employee in organization and

manpower forecasting in relation to organizational objective is the second

phase of employment process but this part seems neglected in our present local

government. The major reason of this ugly phenomena is because the chairman

of local government assured office practically by selection instead of election

which is now in theory, and he only acts to satisfy the wish of his political

mentor, blood relatives rather than actualizing the constitutional objectives of

local government. The appointment are made without due consideration of

current staff strength and past trend of recruitment with a future scope of local

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government administration. Today local governments are littered with

unqualified personnel and are staffed. The chairman is only concern of

recruiting as much as possible to win approval from those few elites that place

him in the office.

Consequently duplication of functions, procurement of wrong hand

employee and incurring of the local government meager finance in training half

baked graduate abound.

The embargo place on the employment is another factor. Many local

governments do not have access of recruiting employees as federal republic of

Nigeria place embargo on employment, they only have staff based on contract

and as result, they do not have financial power to employ (contract) high level

manpower, and they only have few of contractors that are below standard.

The implications of the above are ineffectiveness and poor performance,

high labour cost and wastage of scare resources in training and retraining of

employee. These explain to a large extent why local government had not made

much reasonable impact in the development of our rural areas and linking of

the rural populace to the activities of the federal government.

In other world, recruitment and selection of unqualified employee is the major

determinant factor of sharp decline in quality and quantity of service delivery

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because of low staff productivity, employee turnover, negative attitude of

employees in their jobs and excessive absenteeism rate among the workers in

the local government.

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CHAPTER FIVE

SUMMARY, RECOMMENDATION AND CONCLUSION

5.1 SUMMARY

The result of the study has show that man power planning and

development are two indomitable pillars that determine the effectiveness and

efficiency of any organization whether public and private sector. Manpower

planning plays important role in translating organizational goals as put forth in

mission statement and business planning into human resource objective,

making it possible for the organization to realize its stated goals. Human

resource planning is ostentatiously guided by the desire to have right calibers

of employee in an organization in a right job specification and at right time

which make room for effectiveness and efficiency.

In other words, the productivity of an organization can be measure to the

extent to which organization plan for its future manpower needs acquired them

and develop their employee in order to get best out of them.

Human resource planning and development are the competitive strategies of

organization. Any organization which wants to be progressive and successful

must be dynamic in order to meets the societal socio-economic and political

development needs. Manpower planning and development prepares

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organization or government parastatals to remain relevant and current in

dynamic society and to keep tract with current event and methods. It helps

organization to take advantage of opportunities and minimize risk.

In addition the information on current manpower existing in an

organization and organizational objectives informs all aspects of human

resources planning process recruiting from forecasting, action plan and

implementation to evaluation and redesigning of the human resources plan. So

manpower planning process is a vicious cycle that is inbuilt in corporative

organizational plan.

Further more manpower planning process is a systematic activities, in

which successful accomplish of any stage leads to another and its dependents

nature with the general organizational plan leads to achievement of overall

organizations objectives/goals.

This study has exposes to its totality that human resource of an

organization is its essential assets as the major stock of industrialized country is

not its physical resources, financial or information resources but revolves

solely on the calibers of human resources. According to the author of the best

seller “in search of Excellence”, if you want productivity and financial

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resources that goes with it, you must treat your workers as your important

assets.

Based on the context this research work revealed that manpower

planning and development are the major tools for development of not only in

the public sector but all private sectors.

The research work in the paper shoes that merit system is no longer considered

because political associates, friends and relations of the political incumbents,

under the condition/circumstance, manpower planning process and manpower

supply procedure become irritating encumbrance which must be eliminated.

Consequently, this condition gives use to employment of mediocre, whose

effort constitute a cog in the wheel of progress of the government. When merit

system is not considered productivity retards. This is the major reason local

government today remains unproductively.

In addition, most organization especially local government neglect the

adequate use of manpower inventory and forecasting in human resources

management which was also worsen by the poor personnel data management.

It has resulted to over staffing and/ or understaffing, duplication of and

agencies fighting with emergencies when the need areas, procurement of

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wrong hand which have devastating effect on the realization of organizational

goal and cost effectiveness.

Moreover, building of employee’s capacity is a veritable tool for

inducing maximum performance of workers. This is because staff development

has the ability of increasing the confidence, motivation and commitment of

staff; it enhances the responsibility of workers, provides recognition and the

possibility of increase pay and promotion and it gives personnel satisfaction

and achievement, and broaden opportunities for career progression.

Staff training and development play important roles in imparting of

necessary skills, knowledge and attitudinal change needed by employees for

effective and optimum performance on the job. The study reveals that many

staff has not receive and other additional training programme, despite the

federal government effort in introducing three universities (UNN, OAU and

ABU) basically for the training of local government staff. Consequently, the

dearth of qualified professionals such as engineers, architects, accountants,

doctors, nurses, Agriculture extension workers and administrators continue to

militate against effective performance in most local government.

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5.2. RECOMMENDATIONS

Various organizations both public and private, local government in

particular has shown concern on how to improve the performance of the civil

service. This desire to improve the performance of civil service can be

supported by the number of commissions such as Morgan commission of

(1965) Adebo commission of 1971, Udoji commission of 1974 and civil

service reform of 1988 and many others that had been set up to examine and

make recommendations to government in how to improve performance of civil

service.

Though ideals do not approximate, these efforts of federal republic of

Nigeria had not yield a commensurate impact on the quality and quantity of

service delivery of many organization. In line with the above, this research

work so far has adduce relevant data that exposed to its totality the poor

performance of local government thereby inhibiting the rapid development of

counting.

Sequel to the above scenario, this research work adduced

recommendations analyze here under.

Local government administration in Nigeria could be given a new

meaning if right attention would be given to manpower planning and

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development. Manpower planning must be linked with the general

organizational plan and objectives. This will ensure that place of manpower

planning in achieving organization objective will not be displaced in pursuit of

goals of an organization. Management should give adequate commitment to

manpower planning process. This is a loop of chain directed towards

achievement the general objective of organization. Manpower planning process

will salvage organization from employing unqualified personnel. Each stage is

a steeping stone that connect to another stage which finally leads to

enhancement of productivity.

The use of vital statistics is essential for manpower planning. Effective

use of relevant data will enhance the quality of manpower planning which will

in turn promote quality of service delivery. These vital statistics are mainly

drawn from manpower inventory, organizational objective, organizational

financial resources and organizational market and they are necessary in

projection of future manpower needs.

This entails deducing future demand from past and present trends. It will

aid local government in decision making in recruiting professional in relation

of analyses job content and it gives management direction of recruiting

internally or external or to retrench workers because of organization

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redundancies. Personnel data are critical in any organization in pursuit of

excellence so it is necessary for organization to lean much on critical analysis

of data in manpower planning as it for the basis of effectiveness.

Effective data management is crucial for any organization that wants to have

competitive edge over other organization manual method of data management

is obsolete in this our modern society. Local government should improves its

data management activities through the use of computerize methods. This will

aid easy recording and retrieval. Computerize method in data management will

reduce drastically the problem of delay in manpower decision making and

ensure effectiveness and efficiency.

The power delegated to chairman of local government by local

government service commission which empowered him to influence the

recruitment of employee in grade level of 01 to 06 should be removed as it is

detrimental to future development of this country. Local government chairman

in respect to the delegated power misplaced the place of merit system to

recruitment of party loyalists, political associates, thugs, friends and his blood

relations.

In sequel to the above scenario, the Career Officer (Head of Personnel

Management) should hand the employment of junior staff in connection with

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other members of Junior Staff Management Committee. Local government

chairman should be performing a supportive role. This will helps to enthrone

meritocracy instead of employment of people based on political patronage. It

will position local government as veritable organ for rural transformation.

The strategic manpower training and development are very enormous in

enhancing management skill and employee potential. Local Government

Service Commission should increase the number of candidate they select

yearly for in-service training. Not only that, commission should also embark on

inspectorate tour in several local governments in order to investigate if

beneficiaries are giving benefit.

Specifically local government should embark on regular training,

workshop, conference and utilization of the three universities in training their

staff. There is growing evidence that investment in training is associated with

long run profitability. Trainers could be invited from institution of leaving

consultant firm to teach the workers in specific area.

To boast the finance of local government, there is need for constitutional

reform the section 162 (6) which mandated each state to maintain a special

“state joint local government account” should be amended and review. This is

because the state government uses the opportunity provided by this

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constitutional provision to hijack the resources meant for local government.

Many Local Governments especially ones in rural areas which their financial

sources are too limited rely heavily on federal allocation. Direct allocation

should be used. This will help to salvage the present local government from

financial problem.

Federal government should strengthen their external audit board which

will help them to mount constant investigation and supervision on financial

matters of local government so as to curb corruption and financial

mismanagement of local government.

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5.3 CONCLUSION

Human capital is essential and scarce resource of local government. No

country can boast of political, economic and social development without stable

and adequate manpower. It is quite clear that local government cannot have

required professional, technical and skilled manpower that can accelerate even

and rapid development in Nigeria without manpower planning and

development.

In the foregoing, the research has undertaken critical analysis between

manpower planning process, staff development and productivity of local

government in Enugu State. It is obvious that from the researchable variable

that local government in Nigeria had not incorporate manpower planning and

staff development in general organizational plan. With reference to identified

problems in the study such as lack of commitment to manpower planning

process, inadequate manpower inventory, inadequate use personnel data in

forecasting, failure to strengthen strategies for training of workers, political

patrols which result to employing of medicine and failure to use planning as a

rational are responsible for low performance of local government in

discharging of their constitutional goal.

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Effective manpower planning reduces excessive recruitment and

selection; regulate training and transfer, and thereby ensuring maximum

productivity. Manpower planning should not be carried out in isolation of other

corporate planning, but should be properly combined in order to enhance

effective and efficient service delivery.

Manpower planning should be a continuous process with skilled

employees continually developed. Finally, since the human factor is the most

important of organizational resources, their quality determine the quality of

organizational output and that of the nation’s economy in general, management

therefore, needs to take their development and other issues like compensation

package serious.

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APPENDICES

Department of Public Administration

And Local Government (PALG),

University of Nigeria,

Nsukka.

February 8th

, 2011.

Dear Sir/Madam

I am post graduate student in Department of Public Administration and

Local Government in University of Nigeria Nsukka.

I am conducting research into manpower planning process and

development in Nigeria local government. This research is part of the

requirements for the award of Master Degree in Public Administration. The

exercise is for academic purpose.

Kindly answer the questions on the attached list as you contribute to the

success of the research. All information will be treated with the strict

confidence. And no clues will be given as regard your identity.

Thanks.

Ugwoke Chikaodili

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QUESTIONNAIRES

Section A

Please tick ( ) as directed in appropriate boxes.

1. Name (optional)___________________________________________

2. Statuses (Grade)____________________________________________

3. Departments_______________________________________________

4. Sex: Male Female

2. Nationality: Nigeria Others

6. Age 12 years 25-35 36-45 46and above

LEVEL OF EDUCATION; WAECO

NCE/OND, HND/BSC, M.SC, MBA / MPA

SECTION B

A. Organization’s objectives are critically examine/analyze in planning for

employee’s needs in local government service. Agree strongly agree

Disagree agree strongly disagree

B. personnel mangers usually take stock of current manpower/labour

resources in manpower planning process. AG SAG

DA SDA

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C. Is employee demand and supply forecast which are the third phase of

manpower planning process usually forecasted when due in organization.

AG SAG DA SDA

D. Action plan is adequately drew and implemented as the case arises in

manpower planning process. AG SAG DA SDA

E. Inadequate and inappropriate manpower planning process is not

responsible for lower service deliver. AG SAG

DA SDA

F. Does Politicization of bureaucratic position affects of adequate manpower

planning process? AG SAG DA SDA

G. Poor data management affects effective manpower planning process.

AG SAG DA SDA

H. Irregular change of office affects adequate manpower planning process.

AG SAG DA SDA

I. Lack of the interest of the manufacturing manpower planning process is the

contributing factor to inadequate manpower planning process in local

government.

AG SAG DA SDA

J. Does investment in staff development associated with long run profitability

of organization. AG SAG DA SDA

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K. Have you partaken in any form of in-service training and development

programme? AG SAG DA SDA

L. Irregular staff training and development do not affect the quality and

quantity of service delivery in local government. AG SAG DA

SDA

M. Does financial problem affects adequate development of staff in local

government? AG SAG DA SDA

N. Corrupt practices as barrier for adequate development. AG SAG

DA SDA

O. Does poor data management affect development of employees? AG

SAG DA SDA

P. Does unqualified employee exhibits poor work attitude like absence form

duty, lateness to work and have low moral? AG SAG DA

SDA

Q. Does it result to wastage of resources in performance of duty? AG

SAG DA SDA

R. Does employment of unqualified employee’s leads to spending much time

in performance of particular function? AG SAG

DA SDA

S. Does it lead to employee’s turnover? AG SAG DA

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SDA

T. Does it leads to poor quality of work? AG SAG DA

SDA

U. Is merit system always considered during recruitment and selection

process in Local Government service in Nigeria? AG SAG DA

SDA

V. Does Recruitment of employee based on political patronage leads to

employment of unqualified employee? AG SAG

DA SDA

W. Does lack of adequate manpower inventory and forecasting leads to

employment of unqualified employee? AG SAG DA

SDA

X. Does Embargo place on employment leads to employment of unqualified

employee? AG SAG DA SDA