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METHODS & EFFECTS OF MANPOWER TRAINING & DEVELOPMENT ON

ORGANIZATIONAL PERFORMANCE (A STUDY OF SELECTED FIRMS IN IDEMILI
NORTH LOCAL GOVERNMENT , ANAMBRA STATE NIGERIA.

DR FRANK NWANKWO
DEPARTMENT OF COOPERATIVE ECONOMICS AND MANAGEMENT
NNAMDI AZIKIWE UNIVERSITY, AWKA
AND
NZEKWE, ABUMCHUKWU .I.
DEPARTMENT OF BUSINESS EDUCATION
NWAFOR ORIZU COLLEGE OF EDUCATION NSUGBE

Abstract
The study set out to investigate the methods and effects of manpower training and
development on organizational performance. One hundred (100) randomly picked employees
of equally selected three (3) business organizations in Idemili North Local Government Area
of Anambra State were used as the sample. Five point Likert structured questionnaire,
containing thirty five (35) items was used as the instrument for data collection. Results from
the study showed that manpower training and development in organization were done
through coaching of workers, orientation, apprenticeship, demonstration, classroom training
and counseling of the workers. Also objectives of undertaking manpower training and
development were to improve the quality and quantity of workers productivity and to help
increase the performance of organization. The results of the study also showed that
organizational performance depended largely on manpower training and development. In
view of these the researchers recommend that business organizations should have regular and
well-thought out training programs for their employees. Indeed, the researchers also called
for the involvement of experts in the design and implementation of manpower training and
development programs.
KEY WORDS: Manpower Training, Development, Organizational Performance.

Introduction

Organizations strive for success and to outperform others in the same industry. In order to do
so, organizations have to obtain and utilize her human resources effectively. According to
Nassazi (2013) advises that organizations need to be aware of the critical importance of
human resources in the achievement of their goals. Indeed, managers need to pay special
attention to all the core functions of human resource management as they play an important
role in different organizational, social and economically related areas that are influential to
the attainment of the organizational goals; and ensuring their successful continuation in the
market.

Paper presented at the 2010 FMS Conference Proceedings, Faculty of Management

Sciences, Nnamdi Azikiwe University, Awka, Nigeria.
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All organisations, be they political, religious or business have predetermined goals and
objectives which they intend to achieve and these are ends towards which the organisational
activities are geared. They all strive to achieve their respective goals and purposes since this
is the yardstick standard for accessing its success or failure. The major determinant for
achieving organisational goal is the presence of capable men and women with the right skill
and knowledge to combine organisational goals and objectives (Otti, 2011).

Organisational effectiveness rests on the efficient and effective performance of workforce

that makeup the organisation. The efficient and effective performance of the workforce in
turn, rest on the richness of the knowledge, skills and abilities possessed by the workforce.
Manpower training and development in most organisations is a continuous act/exercise. The
inexorable march of time and the ceaseless glamour for social change combine to make
adaptability and continuing preparation of the workforce as inevitable as the initial
acquisition of knowledge and skills. This cannot happen if employees training and
development do not occur in an enterprise. In other to maximize the productivity and
efficiency of the organisation, every executive, manager or supervisor in a public or private
organisation has the responsibility and indeed the bounding duty to ensure the development
of their employees who have requisite knowledge and expertise.

Performance of firms in Nigeria has in the recent times been anything but satisfactory.
Arguably, the present harsh business climate is partly to blame. Manpower training and
development is one of the strategies an organisation uses to improve its short term and long
term goals given the economic realities of today. Lack of skilled manpower has always been
given as the reason for the failure of Nigerian firms to realize the objectives of contributing
maximally to national development. Instructively, performance of firms in an economy are
often linked to the quality and skill of available manpower. Therefore, if the nation is to
progress, it must plan for its future via manpower training and development.

Organisations cannot grow except it has adequate human resources who will be saddled with
the responsibility of ensuring continuous growth and achieving organisational objectives. Otti
(2011) points out that there has not been adequate concerted efforts on the part of government
as well as the organized private sector on manpower development

Thus, there is general lack of understanding of both the concept and methods for manpower
development in Nigeria. This problem is even more pronounced in small scale enterprises
where there is no well-established human resources department that could take charge of

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manpower development. Hence, they lack the ability to develop or estimate their manpower
as and when necessary. In most organisations/enterprises, inadequate manpower training and
development will no doubt greatly obstruct the success they would have been making. The
result being that the available labour force is not effectively planned, managed, trained and
developed and the organisation suffers considerable loss in productivity.

Statement of the Problem

Organisational performance is the degree to which an organisation realized its goal. It is the
actual results of an organisation as measured against its intended goals and objectives. The
role of managers is to see to the actualisation of these goals for their organizations. Managers
have adopted different strategies to enable them attain these levels and targets but were not
always successful. This is because managers were often ignorant and misinformed on the
needs and importance of training and development of manpower in organisations. Emeti
(2015) worries that Nigeria firms have a negative attitude towards training and development
and regard expenditure on them as a waste of financial resources.

Manpower training and development is a “sine qua non” for achievement of organisational
goals. Indeed, training and development are very important for all employees, to keep them
abreast with developments and changes in the business environment and the economy. If
firms do not achieve their goals in spite of huge investment in training and development of
their staff, it may be a pointer that the method or procedure of training and development is
faulty which will then call for a re-evaluation of training methods and curricula. Oribabor
(2000) insists that the inability of organisations to attain their goals was as a result of some of
poor manpower development policies. Given the above, it thus becomes necessary to
determine how organisational performance can be influenced through manpower training and
development. The purpose of this study is to determine the relationship between manpower
training and development and organisational performance.

Conceptual and theoretical Framework

Training is described as a “change agent” i.e. its purpose is to effect a change in knowledge,
skill and attitude, oriented towards jobs requirement (Maduabum, 1992; 183). A systematic
training procedure is the pivot of a successful implementation of the civil service reforms
(Maduabum, 1992). In the view of Jahn (1981; 15-30), training encompasses those acts,
events and episodes which people engage in to improve their performance in specific job-

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related task. Training could then be viewed as increasing the knowledge, skill and attitude in
doing a particular job, the major burden of which fall upon the organization in which the job
is located. Training could be describe as a short term systematic process through which
organizations’ employees acquire technical knowledge, attitude and the discipline required to
performs a specific task or job. In essence training impact new knowledge necessary to
enhance skill and change attitude towards the performance of a specific job. Training
according to Bankole (2011) is job oriented. It is directed towards achieving a change in the
behavior of an employee with regard to their job or work situation.

Every organisation has objectives. The role of management in an organisation is to help it to

accomplish its objectives through manpower training and development. Training therefore
involves skill acquisition the process of teaching or leaning of skill or job suggested. It
involves an expert working with learners to transfer to them certain areas of knowledge or
skill to improve in their current jobs. Cole (1997) suggested that training is any leaning
activity which is directed toward the acquisition of specific knowledge and skill for the
purpose of an occupation or task. Ivancevich et al (1994) in his work was of opinion that
training is a systematic process of altering employee’s behaviors to further organisational
goals. It involves improving an employee’s skill to the point where he or she can do the
current job for organisational performance. There is need for training when this performance
of worker is noticeable poor and cannot be improved through maturation and simplifying the
work procedure.

\According to Turrell (1997) three sources of training needs are changes in technology,
markets, legislation and manpower compensation. Cole (1997) suggested that the need for
training is as a result of demand of the job and demand of the organisation. The need for
training and development according to Obikeze, Obi and Abonyi (2005) are for increased
production, effectiveness, preparation for higher responsibilities and morale boosting.

Manpower development according to Omodia (2009) is the existence of unskilled and or

skilled humans that need training or re- training to perform specific task in the society. That
manpower development is organisational specific is not doubt. This is because it is largely a
function of organisational manpower needed or job specification (Ekpo, 1989). It is adoption
of the human resources available in the country to the need or objectives and orientation of a
given organisation. In fact manpower development is focused on turning out human resources
that is needed for effective performance in the organisation (Drucker, 1999). It is geared

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towards updating workers with new techniques or skills associated with the performance of
their jobs (Lawal, 2006).

Human resource development is also a process that seeks to optimize an organisations usage
of its human resources (Wikipedia 2010). It requires an integrated approach that addresses
multidimensional aspects of employees ranging from enhancing technical and interpersonal
skills to creative thinking and leaderships. Organisations with high productivity or
performance levels have made manpower development an integral part of their business
culture. Trainings and development on the other hand, are required to enable staff work
towards taking the organisation to its expected destination (Olaniyan and Ojo, 2008).

Manpower training and development are a vital tool for organisational effectiveness.
Therefore, training and development programmes in organisations contribute significantly to
the achievement of organisational goals, expose workers to take additional duties and assume
position of importance in the establishment hierarchy (Oyitso and Olomukoro 2012).
Certainly, training is designed for all organisational participants for the purpose of integrating
the entire organisation for effective functions.

Olaniyan and Ojo (2008) suggest the various methods of manpower training to
include: on-the job training/coaching/orientation, apprenticeship, demonstration, vestibule
formal training etc. Ewuim and Ubosi (2007) are also in agreement with this view. Obikeze,
Obi and Abonyi (2005) on the other hand added job instruction, counseling, delegation,
learning from more-experience colleagues, special project and so on, under the job training
which is organized in the workers’ job location; while group discussion programme
instructions, simulation as off the job training, which is training that is organized outside the
workers’ job location.

Method of manpower development according to Adeniyi (1995) includes; under-study, job

rotation and self-development/self assessment. Under-study is good for succession planning
because it allows smooth transition of work when one officer leaves a schedule or
organisation. Job rotation involves workers moving from one schedule to the other within the
same organisation to allow for competence on all spheres of work while self development
means a personal desire to improve through individual’s attempts to embark on study and
practical explosive that are independent of an organisations role and contribution. Self
assessment means personal identification of strength and an attempt to improve and build
current efforts for a more fulfilling corporate movement.

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Other methods of manpower development include orientation, on- the- job training, in service
training, committee/work group method, vestibule training method and apprenticeship,
coaching/understanding, job rotation, committee membership, special assignments,
programme instructions, stimulation, special courses, professional bodies membership,
business games and part time programme. (Omodia, 2009; Ewuim and Ubochi 2007).

Indeed, the objectives of employee training were to help increase workers morale and
enthusiasm, to increase the performance, efficiency and effectiveness of workers, improves
the quality and quantity of workers productivity, help to curtail incessant labour turnover,
help to increase work job satisfaction and motivation and so on Obikeze, Obi and Abonyi
(2005), To achieve these objectives workers are acquainted skills and competences that
impinge directly on their area of engagement in their organisations. In general however,
employee training subjects include but not limited to communications, computer skills,
customers services, diversity, ethics, human relations quality initiatives, safety and gender
issues which most often are descriptions of the organisations policies regarding appropriate
moral behaviors among and between persons of opposite sexes.

Organisation performance relates to how successfully an organized group of people with a

particular purpose perform a function. Organisational performance comprises the actual
output or results of an organisation as measured against its intended outputs (or goals and
objectives). High organisational performance is possible only when all the parts of an
organisation work together to achieve great results with results being measured in terms of
the values delivered to customers.

Richard, Devinney, Yip, & Johnson, (2009) see organisational performance as one of the
most important constructs in achieving the goals of the organisation. Richard et al. (2009)
inform that organisational performance encompasses three specific areas of firm outcomes:
(a) financial performance (profits, return on assets, return on investment, etc.); (b) product
market performance (sales, market share, etc.); and (c) shareholder return (total shareholder
return, economic value added, etc.). Organisational effectiveness is broader and captures
organisational performance plus the plethora of internal performance outcomes normally
associated with more efficient or effective operations and other external measures that relate
to considerations that are broader than those simply associated with economic valuation
(either by shareholders, managers, or customers), such as corporate social responsibility.

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Lebans and Euske (2006) summarise a set of definitions that attempt to encompass the
various conceptual underpinnings of organisational performance:

(a) Performance is a set of financial and nonfinancial indicators which offer information on
the degree of achievement of objectives and results (Lebans and Euske 2006 after
Kaplan and Norton, 1992).

(b) Performance is dynamic, requiring judgment and interpretation.

(c) Performance may be illustrated by using a causal model that describes how current
actions may affect future results.

(d) Performance may be understood differently depending on the person involved in the
assessment of the organisational performance (e.g. performance can be understood
differently from a person within the organisation compared to one from outside).

(e) To define the concept of performance is necessary to know its elements characteristic to
each area of responsibility.

(f) To report an organisation's performance level, it is necessary to be able to quantify the

results.

In social and management sciences research, no one single theory can adequately addressed
social phenomena. However, we shall comb the theoretical terrains to find a middle ground.
The theories of training and development are built on the need of employees to improve on
their productivity: performing their job effectively and accurately and to reduce the cost of
inefficiency. According to Eneanya (2009), the following theories exist when trying to
analyze the need of training and development: the effectiveness and efficiency theory; the
cost theory and motivation theory. However, whenever issue of training and development
comes up, efficiency and effectiveness comes to mind. Therefore, we underpin the study on
effectiveness and efficiency theory because of their advantages in analyzing the topic under
investigation.

Effectiveness is how well an activity is achieving its policy objective or other intended
effects. According to Spreight in (Eneanya (2009), an organization is technically efficient if it
is adequate to the demand placed on it by the society. Adequacy here implies the competence
and the capacity to deliver the expected services. According to Eneanya, effectiveness
measures the extent to which goals and objectives of an organization have been achieved.
This school of thought believes that the realization of an organization effectiveness demand

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the utilization of competence employees, with the required skill, knowledge and attitude.
They further posit that the acquisition of the required skill, knowledge and attitude can only
be achieved through a systematic and planned training and development programme. The
theory argued that the search to improve the effectiveness of an organization leads to training
and development. Udoji reform commission in 1972 adopted this theory when the
commission was looking for a solution to the problem of ineffectiveness in the public service.
The commission saw training and manpower development as a potent tool to towards healing
the sick and ineffective public service. However this theory is only concern about the
achievement of goal without looking into the means of achieving the goal.

Efficiency theory refers to the relationship between goods and services produced; and the
resources used to produce them. According to Galbraith (1976), the ratio between input and
output determines the efficiency of the employees. This theory is of the opinion that training
is a weapon in manipulating the input – output ratio to the advantage of the organization. An
efficient operation produces maximum output as well as having minimum input for any given
quantity and quality of product. Scholars here opined that training and development can
improve the maximum output or reduces minimum cost of input for a given quality and
quantity of product.

Nexus between Training and Development and Organisational Performance

Manpower training and development play a vital role in improving performance as well as
increasing productivity in organisations. Typical reasons for employee training and
development in organisations are; when a performance appraisal indicates performance
improvement is needed. to “benchmark” the status of improvement so far in a performance
improvement effort, as part of an over-all-professional development program, as part of
succession planning to help an employee be eligible for a planned change in role in the
organisation, to “pilot” or test, the operation of a new performance management system and
to train about a specific topic of employee such as communication computer skill etc.
Obikeze, Obi and Abonyi, (2005) insist that the primary benefits of manpower training and
development are organisational growth, increase employee motivation, increase employee
morale, job satisfaction and so on. On this ground the need for training and development of
manpower in organisation arises.

It is equally pertinent to add that the relevance of manpower training in organisations arises
as a result of the demands of the job and to sustain organisational short term and long term

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objectives. Therefore the need for manpower training is to increase production, increase in
effectiveness of workers, preparation for higher responsibilities and to boast the workers
morale (Cole, 1997). Some benefits of employees training according to Obikeze, Obi and
Abonyi (2005) are; to increase job satisfaction and morale among employees, increase
employee motivation, increase efficiencies in processes resulting in financial gain, increased
capacity to adopt new technologies and method, reduce employee turnover etc. Kayode
(2001) notes that employee trainings increase productivity, improve quality of work and
reduces waste, accidents, lateness, absenteeism, turnover and so on as benefit of employee
training in organisation (Olaniyan and Ojo 2008 and Gordon, Mondy, Shaplin, & Premeaux,
1990).

Training has been proved to generate performance improvement related benefits for the
employee as well as for the organisation by positively influencing employee performance
through the development of employee knowledge, skills, ability, competencies and behavior
(Appiah 2010; Harrison 2000; Guest 1997). Wright & Geroy (2001) note that employee
competencies change through effective training programs. It therefore not only improves the
overall performance of the employees to effectively perform their current jobs but also
enhances the knowledge, skills an attitude of the workers necessary for the future job, thus
contributing to superior organisational performance.

Hypothesis (Null)

There is no significant relationship between manpower training and development and

organizational performance.

Methodology

Data were collected from 100 randomly selected employees of three companies (Femat
Industries Obosi, Our Lady’s Industrial Center, Nkpor and Prime Concept Hospital, Obosi)
which were equally randomly selected from a list of small scale businesses at the Idemili
North Local Government Council, Ogidi in Anambra State, Nigeria. Data were collected
between April and May 2014.

The major instrument used by the researchers for the study was 35 item structured
questionnaire, which covers the methods of manpower training and development, objectives
of manpower training and development and its benefits/relevance in achieving organisational
performance. Five Likert point scale response categories were distributed for research
question 1, 2 and 3 by the researchers as follows:

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Response Categories Points Bounding Unit

Strongly agree (SA) 5 4.50 – 5.00
Agree (A) 4 3.50- 4.49
Undecided (UN) 3 2.50-3.49
Disagree (D) 2 1.50-2.49
Strongly Disagree (SD) 1 1.00-1.49

The mean ratings that fall above 3.50 are regarded as strongly agreed, those that fall between
3.50 and 4.49 are regarded as agreed, while those that fall between 2.50 and 3.49. Also the
mean ratings that fall below 2.50 and 3.49 are regarded as disagreed.

Results

The results of the data analyses are presented below in accordance with the research
questions.

Research Question 1: What are the methods of manpower training and development in the
various organisations?

Table 1: Methods of manpower training and development in organization (n=100).

S/N Items Mean Std Dev. Decision
1 Coaching the workers 4.50 0.964 Strongly Agree
2 Orientation/induction 4.44 1.160 Strongly Agree
3 Apprenticeship 4.96 0.735 Strongly Agree
4 Demonstration 4.90 0.979 Strongly Agree
5 Classroom training 3.65 0.965 Strongly Agree
6 Counseling the worker 3.60 0.828 Strongly Agree
7 Job instruction 4.70 0.707 Strongly Agree
8 Delegation 3.55 0.853 Strongly Agree
9 Learning from colleagues 2.45 1.127 Undecided
10 Special projects and special 3.60 1.147 Strongly Agree
courses
11 Group discussion 3.96 1.212 Strongly Agree
12 Programme instructions 3.66 1.132 Strongly Agree
13 Simulation exercise 3.55 1.134 Strongly Agree

14 Conferences 4.00 1.096 Strongly Agree

15 Case study 3.65 1.182 Strongly Agree

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16 Role playing 3.60 1.164 Strongly Agree

17 Lecturers 3.98 1.161 Strongly Agree

18 Job rotation 4.91 1.176 Strongly Agree

19 Committee membership 3.61 1.139 Strongly agree
20 Professional body 3.61 0.943 Strongly agree

Source: survey Data, 2014.

Responses in Table 1 indicate that all the methods itemized above with the exception item 9,

are acknowledged methods of training and development of manpower in the respondents’

organisations. The mean rating of 2.29 means that the respondents are non- as to whether

“learning from colleagues” constitutes a method of training and development in the

organisations.

Research Question 2: What are the objectives of manpower training and development in the
organisations?

Table 2: The objectives of manpower training and development (n=100)..

S/N Items Mean Std Dev. Decision
21 To improve the quality and quantity of 4.57 1.996 Strongly Agree
workers productivity.
22 To help increases the performance, 4.60 0.918 Strongly Agree
efficiently and effectiveness of workers.
23 To help increases workers morale and 3.69 1.107 Strongly Agree
enthusiasm for work
24 Help increase workers job satisfaction 3.60 1.029 Strongly Agree
and motivation.
25 To reduces chances of industrial accident 4.61 1.000 Strongly Agree
and help workers be adaptable to ever
changing realities of modern business
world and technology
26 To help modify the behaviour and 4.47 1.060 Strongly Agree
attitude of workers towards their job and
organisation.
27 To help equip the workers with skills and 4.77 1.162 Strongly Agree
techniques that will enable then challenge
their competitors.

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Source: survey Data, 2014.

The respondents either strongly agreed or agreed in table 2 revealed that all the listed
objectives of manpower training and development explain the situation in their organisations.

Research Question 3: What are the effects of manpower training and development in

achieving organisational performance?

Table 3: Effect of manpower training and development in achieving organisational

performance. (n=100).
S/N Items Mean Std Decision
Dev.
28 Increase in production of goods and 4.71 1.093 Strongly Agree
services.
29 Increase in effectiveness and efficiency 4.55 1.123 Strongly Agree
of workers.
30 Preparation of workers for higher 4.59 1.133 Strongly Agree
responsibilities/jobs
31 Boosts workers morale and increase 3.59 1.054 Strongly Agree
job satisfaction
32 Increases capacity to adopt new 4.50 0.968 Strongly Agree
technological and methods.
33 Reduces employee turnover and 3.96 1.062 Strongly Agree
enhanced company’s image
34 Reduce waste, accident, lateness and 3.78 1.121 Strongly Agree
absenteeism of workers
35 Increases workers skill, knowledge and 4.55 0.979 Strongly Agree
techniques of handling a job
Source: survey Data, 2014.

Information in table 3 revealed that all the respondents are in agreement with all the
suggested effects of manpower training and development in achieving organisational
performance.

Test of hypothesis

H0: There is no significant relationship between objectives of manpower training and

development and organizational performance.

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H1: There is significant relationship between objectives of manpower training and

development and organizational performance.

The Pearson correlation analysis Table 4 on the relationship between manpower training and
development and organizational performance was used to test the hypothesis.

Table 4: Correlation analysis to test hypothesis for test

Objectives of Organisational
Manpower Training Performance
& Dev
Objectives of Pearson Correlation 1 0.7812**
Manpower Training & Sig. (2-tailed) 0.000
Dev. N 100 100
Pearson Correlation 0.7812** 1
Organisational
Sig. (2-tailed) 0.000
Performance
N 20 20
**. Correlation is significant at the 0.01 level (2-tailed).

DECISION: The result of the Pearson correlation analysis in Table 4 above shows that the
two variables have a significant positive relationship, with a correlation coefficient of 0.78 at
the 1% level. Thus, implying that manpower training development have substantial effect on
organizational performance. As a result of this, the hypothesis as stated above is reject and
the alternative is accepted and we conclude that manpower training development have
significant relationship with organizational performance.

Discussion

The results of the study revealed in table 1 that manpower training and development in
organisation could be done through coaching of workers, orientation, apprenticeship,
demonstration, classroom training and counseling of the workers. This is in line with the view
of Olaniyan and Ojo (2008) when they suggested that methods of training and development
of workers include on-the-job training and off-the-job training such as; apprenticeship,
demonstration, orientation, coaching and so on. The results further revealed that job
instruction, delegation, special projects, group discussion, programmed instructions were also
among the methods of training and developing manpower in organisation for organisational
performance. Ewuim and Ubochi (2007), Obikeze., Obi and Abonyi (2005) were also of the
same opinion with this result. Stimulus exercise, conferences, case study, role playing,
lecturing, job rotation and so on where among the methods of training and development of

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manpower. This is because these methods are tested and found reliable for increasing
productivity and self reliance if practiced fully by the organisation. Nevertheless, the findings
also revealed that learning from colleagues may or may not be effective methods of
manpower training and development. This might be as result of non specification/clarification
of type or level of colleagues whether ordinary friends or experts in the field.

Results in Table 2 revealed that the objectives of manpower training and development are to
improve the quality and quantity of workers productivity and to help increase the
performance of the organisation. Achive (2008) agreed with this when he noted that the
objectives of manpower training and development is to help yield operational results that will
bring about meaningful changes in the output of the organisation. Oyitso and Olomukoro
(2012) equally spoke in the same vain when they stated that the overall aim of training and
retraining workers is to improve the efficiency of the work force and to increase the
productivity of the organisation.

This study also revealed that organisations undertake training and developing manpower
because of the major objective of increasing workers morale and enthusiasm which would
assist heavily in increasing organisational productivity. Among other objectives of manpower
training and development as revealed in the table, is that it reduces industrial accident,
modifies behaviour of workers towards job, equip workers with skills and techniques that will
enable them challenge their competitors etc.

Table 3 results indicated that training and development of manpower, in organisation affects
organisational performance in the area of: increase in productivity, effectiveness and
efficiency of workers. This finding in agreement with Olaniyan and Ojo (2008) who reported
that the level of staff training and development goes a long way in determining the staff
effectiveness and improve productivity. The study further revealed that manpower training
and development prepares workers for higher job/responsibilities, boosts their morale and
increases job satisfaction in the organisation. Also, the opinion of Obikeze, Obi and Abonyi
(2005) is in agreement with this result when they stated that increasing job satisfaction and
morale among employees were among the effects of manpower training and development.
This is because the worker during training was meant to understand his job and the
importance of his job to the organisation. Other effects of manpower training and
development as revealed by the study include: increase capacity to adopt new technologies
and methods, reduction in employee turnover, reduces waste, accidents and absenteeism of
workers (see also Kayode 2001).

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Finally, manpower training and development as indicated by the results of the study assist
immensely in increasing workers skill, knowledge and techniques of handling a job in an
organisation. As a result of this the use of Modern technology in production were found very
easy. Workers on their own were able to do things by themselves based on their practical
experiences during training and development. The test of hypothesis showed a significant
positive relation between manpower training and development and organisational
achievement at the 1% level thereby indicating that the core components of manpower
training and development is capable of influencing organizational achievement..

Conclusion and Implications

From the study it is evidently proved that organisational performance depends largely on
manpower training and development. Manpower training and development is a program
designed purposely for the staff in an organisation, to enable them work towards taking the
organisation to it expected destination. These destinations are the goals which an organisation
set for themselves. To actualize these goals, proper methods of training and development of
manpower is required by the staff through on-the-job training and off-the-job training
methods such as: job instruction, coaching, demonstration, conferences etc.

In view of the primacy and indispensability of the role of manpower training and
development in achieving organisational goals, business organisations should set up regular
training and development programs that is capable of raising the skills, morale and
productivity of employees. It is strongly suggested that personnel managers of business
organisations should involve experts in mapping out their training and development needs.
The reason for this is to avoid waste, both in terms of time and resources, by providing what
is actually needed and very relevant to the needs of the employees. When this is done, the
objectives of manpower training and development will be realized, thus position the
organisations at a level of higher performance.

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