CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Staff training and development are important aspects of human resources

management in organizations today and always. One important reason

being that new technologies and new working procedures emerge every

day and this calls for additional knowledge and improved skills for both the

management and the workers. In a period of recession and rapid change in

technology, it is even more important for an organization to create a flexible

and adaptable workforce that is capable of using new technology and

methods.

Employees constitute the most important resources of any organization,

therefore the success or failure of any organization depends solely on the

effective performance of the employees. But then how do we make them

perform effectively. What ideas or programmes does the organization put in

place in order to achieve the goal of optimal performance from its

employees?

For any organization to succeed, it has to, among other things, train and

develop its employees effectively, so as to meet up with the challenges of

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stiff competition and sophisticated technology. It is in view of this that

effective training and development of employees has become a priority

among organizations. Those organizations that pay lip service to this

important function have been known to fall by the way side.

The act of training and development can take many forms but the following

measures are usually regarded as the ideal way it could be carried out in

order to make employees meet up the desired goals.

• Giving intensive induction training to the new employees.

• Sending employees on outside training so as to enable them to cope with

some newly developed technology and methods.

• Giving adequate on- the-job training to needy employees.

• Retraining when an employee is transferred or promoted in order to

assimilate with the new environment.

Moreover, a fundamental purpose for training and development is to

provide organizational manpower need both in future and for the present. In

this regard, the manpower policy will be valuable in identifying the training

needs of the employees and also the necessary skills required for particular

jobs in order to safe guard continuity, improve performance and allow for

future expansion. To that extent, training and development is voluntary

2
activity embarked upon by the organization, regardless of the expense but

with the hope of reaping benefits in future. To quote from the manpower

commission (1980) publication “the aim of training is to help to avoid

persistent and economically damaging shortages of skills including

shortages which will inhabit technological development”.

The further interesting aim of training is to equip individuals with the

necessary skills to enable them to fit in the organization, gain

promotion and have a responsible expectation of continuous employment

in the organization or elsewhere. It also purports to provide those

who are capable with the breadth of knowledge not simply to help them

perform the job but to develop, improve innovate and pioneer technically or

otherwise creative change.

However, very few organizations in the country really take training and

development seriously. A research like this one is therefore necessary as it

can reveal areas of deficiency and suggest ways for improvement.

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1.2 Statement of the Problem

Every business concern strives to make profit within the targeted period.

The realization of this objective involves the preplanning and coordinating

of all aspects of the venture both human and materials. As the venture

takes off, the basics that are required to keep it going includes decisions

and certain actions. Presently one of the most serious problems

confronting organizations is refusal of most of them to take the right

decision to expend money for training and developing their employees.

This singular decision followed by the act of implementing, could solve the

problem of employee non-performance. This in return would lead to growth

and profitability, which is the yardstick of success in the business world. It

would also ensure the continued existence of the organization.

For long, training and development have been said to be the bedrock of

enhanced productivity and effectiveness. However the inertia of

organizations in decision making, lack of continuity of policies on training

and development, lack of manpower planning, lack of managerial focus on

employee training among others have created low performance and

effectiveness in organizations. It is therefore; in the light of this, the study

focused its attention on how training and development helps organization to

improve its performance and effectiveness taking Nigerian National

4
Petroleum Corporation NNPC as a case study specifically the following

questions are raised with a view to providing answers.

1. Could training play a significant role in improving employee’s

performance and effectiveness?

2. Which techniques of training and development when employed results in

making the employees better?

3. Could training and development provide the organization help in the

growth and development of the organization?

4. Could training assist in establishing industrial peace and

harmony?

5. Where does organization turn to for training programmes of its

employees?

These and many other questions will be examined with a view to

providing answers in curse of the research study

1.3 Objectives of the Study

The aim of this study is to evaluate the impact (effect) of training of

employee job

Performance in NNPC. Specifically objectives of this study are:

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1. To examine the training policies implemented in NNPC.

2. To examine the effectiveness of the policies in achieving its stated

goals.

3. To examine if there is a relationship between training and

employee performance in NNPC.

4. To determine if training have significant impact on employee

performance in NNPC.

5. To examine the problems and solutions associated with the training

policies implemented by NNPC.

1.4 Hypotheses

H0 Training and development play significant role in improving employee

performance in NNPC.

Hi Training and development do not play any significant role in improving

employee performance in NNPC.

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HYPOTHESIS 2

H0 Nigerian National Petroleum Corporation employs Training and

development techniques on their employees, which results in making them

better towards industrial peace and harmony.

Hi Nigerian National Petroleum Corporation does not employ training and

development techniques on their employees.

1.5 Significance of the study

Since the reasons for which idea of training and development was basically

conceived is to not only performance and effectiveness and efficiency of

employees in organization, but as well to improve the productivity and

profitability to the owners and the general well being of the organization,

the critical survey on the training and development particularly the

techniques employed will seem quite significant to all stakeholders. Also

the research will bring to light the important rolesthat training and

development play if properly exploited in both public and private

organization.

Moreover, the study may draw the attention of the organizations that do not

train and develop their employees to do so for the sake of high productivity

and industrial harmony. In addition, the study will serve, as input to

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organizations especially if they read and exploit the numerous ways of

training and developing employees as will be discussed in the subsequent

chapters.

The study will thus be of significance not only to organizations but also

students.

1.6 Scope and limitation of the study

This research study is on training and development as tools for improving

employee performance. The research study is a case study of the Nigerian

National Petroleum Corporation NNPC, which has its employees spread

over 36 states of the federation. The organization is made up of 42 offices

comprising 8 Zonal offices and 34 state offices. The corporate Head office

is located at Abuja the Federal Capital.

A research of this kind cannot be conducted without one or series of

limitations, such as time constraints, financial constraints access to data

and so on. In this research study the major constraints encountered were

those of financial constraints, time and access to data, due to the large

number of offices spread all over the nation, for that the researcher

used only the information that were gathered from the questionnaires given

to employees and a personal interview with the 3top management staff,

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Head admin. And Head training. Also the problem of logistics was

impediment to a nationwide survey.

1.7 Research Methodology

Primary and secondary sources of data were used in the conduct of the

study. The questionnaire and personal interview were used in the primary

sourcing of data, in which one thousand two hundred and forty (1,240)

questionnaires were offered to respondents; while 2 (two) were interviewed

orally. Secondary sources comprise of books, journals, organization’s

documents and other relevant literature on the subject. All were used as

the secondary sources of data.

However, the populations of the study are the employees of Nigerian

National Petroleum Corporation spread over the 36 states of the federation.

A random sampling and judgmental sampling method were employed in

order to attain the sample size. The sample size is 87% (eighty seven

percent) of the total population. Tables and percentages were used as the

instrument of data analysis.

1.7.1 Population and Sample Size of the study

According to Gummesson (2000), population is sometimes referred to as

the universe, and it is defined as the entire group whose characteristics are

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to be estimated. While, he defined sample as a limited number of elements

selected from the population which is representative of that population.

For the purpose of this study, the population constitutes the totality of the

staff (which involve both senior level staff, middle level staff and lower level

staff) the various departments within the organisation under the five

directorate of the organisation’s

Headquarter Abuja. The directorates includes governor’s directorate,

operations directorate, corporate service directorate, financial system

stability directorate and economic policy directorate. The departments

which includes: under governors directorate – corporate secretariat

department, governors department, strategy and performance

improvement department, internal audit department, and risk

management department; under operations directorate – banking and

payment system department, branch operations department, currency

operations department, information technology department and reserve

management department. Under corporate service directorate – human

resource department, legal services department, procurement and support

service department, finance department, medical service department,

security service department and corporate communication department.

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Under financial system stability directorate – banking supervision

department,

development finance department, financial policy and regulation

department and other financial institution supervision department. For

economic policy directorate – financial market department, monetary policy

department, research department, statistics department and trade and

exchange department.

The population of the study for the two branches of NNPC – Kaduna and

Porthacourt Branch is 154 staffs (i.e. 73 in Porthacourt Branch and 81 in

Kaduna Branch). The sample size of the study will be arrived at by using

the Yamane’s method of determining sample size because of the nature of

the study.

1.7.2 Sampling Technique

The total of 120 questionnaires will be distributed to the two branches

which each branch will be given some number of questionnaire bases

on proportion of its population for the study. Therefore the questionnaire

distribution for Kano branch will be 63 questionnaires while the

questionnaire distribution for Jos branch will be 57 questionnaires. The

research will adopted simple random or randomization for fairness and

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research objectivity. This will give room for every respondent to have equal

chance of being a participant (representation of the population size).

1.7.3 Sources of Data Collection

In the collection of data for the purpose of this research work, both primary

and secondary sources of data collection were used. Prominent among the

primary sources used is the use of questionnaires to obtain relevant

information. For the secondary sources of data collection journal reviews,

textbooks, Bulletins, Reports and other publication on relevant topic are

used.

Using the questionnaire, some structured questions; open and closed

ended questions were made, in order to aid the researcher to obtain

relevant information and to reach the selected sample size who could

provide the relevant information for the research. To achieve this objective,

two different questionnaires were drawn and given to both the management

and the non management staff; each questionnaire contains set of

questions relevant to the different category of staff.

1.7.4 Method of Data Analysis

For the purpose of this research, data collected was analyzed based on the

answers and opinions of the respondent derived from the questionnaire

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issued to both management staff and non management staff. The answers

are tabulated and interpreted using the percentage method. Data collected

from the questionnaire was also used to prove the hypothesis raised, and

to establish a result of findings. So the chi-square method of analysis will

be used to test the hypothesis for this research work.

Also statistical tools such as table, chart, and percentages were used

in the presentation and analysis of data chi-square (X2) was sued to

test the stated hypothesis.

1.8 Definition Terms

The following terms hereby defined for the sake of clarity.

Training: - It is an organizational effort to change the behaviour or

attitudes of employees so that they can perform to acceptable standard on

the job. It is thus an experience, discipline or a systematic action, which

cause people to acquire new skills, knowledge and predetermined

behaviour.

Development: - it is a steady growth and progressive from one step to

another towards individual or collective advancement. Also, it is the

process of increasing the knowledge, skill and capabilities of people for the

purpose of increasing productivity in the organization.

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Employee: - Is a person employed for wages, salaries and so on in an

organization been it public or private.

Performance: - It is an accomplishment, execution or carrying out

anything ordered to an organization, also, it is the level of profitability and

or satisfaction given to customers.

Effectiveness: - According to chambers dictionary, it is having power or

able to produce or producing a desired results.

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 CHAPTER TWO

LITERATURE REVIEW AND THEORETICAL FRAMEWORK

2.1 Introduction

As employees live in an organization they are bound to learn new skill and

ideas with this they can become familiar with the new job environment.

Expansion and introduction of new technologies or machineries as well as

new techniques poses challenges, which can best be absolved through

training and development. Development has to do with learning and

becoming an expert on one’s job over a period of time. Training on the

other hand, is the process of learning new ideas, skills and development as

well as increasing effort in achieving organizational objectives, and goals of

one’s industry. As development is something that one learns how to do

over time, it is the responsibility of the managers to be developing their

subordinates; to this end not much will be spent in providing on how to go

about it.

In the light of the above, organizations need to undertake a continuous

improvement of the abilities and qualifications of their staff through the

process of training and development, which entails providing large portion

of its resources towards this direction.

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2.2 Concept of Training and Development

From the practitioners perspective training and development is viewed in a

framework of four major objectives i.e. training, development, education

and rehabilitation. The definitions of these objectives are:

2.2.1 objectives of Training and Development

As pointed earlier or, even though development may be distinguished from

training in many respects, they are complementary and ultimately, aimed at

achieving similar objectives.

The major values of training and development are:

• Increase the productivity: - i.e. increase in skull usually result in an

increment in both quantity and quality output.

• Heighten morale: - possession of needed skills helps to meet such

human basic needs as security and ego satisfaction.

• Reduced supervision: - trained employees can perform with

limited supervision.

• Reduced accidents: - more accidents are caused by equipment in

people than by differences in equipment and working conditions.

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• To increase employees job satisfaction, since training improves

employee self esteem.

• To prevent employee’s obsolescence etc. in effect, training and

development help the organization to become more efficient and effective

than the employee become more fully developed and

satisfied.

According to the view point of two executives on the goal/purpose of

training and development, one of them Edger Spear (August 1980)

Chairman and Chief Executive Officer of the United states steel

support training and development activities to get result – we are interested

in specific things that provide greater rewards to the employee

increase in return to the stockholders, and enable reinvestment

needs of the business. In other words (we are interested in) those things

which effect the “the bottom and” Although you cannot always evaluate

training as reality as some other functions, as people

improve their performance, it is reflected in on the job results as well as all

aspects of their lives.

Marry (may 1992) Chairman of the Board and Chief Executive officer of

Harris Bank of Chicago, says “I really relate to the fundamental of good

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technical training – the training functions plays an integral role in the bank

by helping to grade employees’ performance and from time to time to retire,

the approach provides continuity in the developing process of bank

personnel. While we cannot measure the absolute result of training

programmes, our records as an organization indicate we are doing

something right” reduce cost to make the firm more competitive (this is the

case of Mahten (may 1980) problem at young enterprise). Well-trained

employees also tend to be more satisfied with their positions and better

able to perform their positions and better able to perform their jobs

effectively.

2.2.2 Effects of Training

Training effect refers to specific changes in muscular, cardiovascular, and

neurohumoralsystems that lead to improvement in functional capacity and

strength due to regular endurance or resistance training. It has also been

defined as a reaction to the adaptive responses of the body created by a

training program or as "an elevation of metabolism produced by exercise".

Kenneth H. Cooper for the United States Air Force discovered this effect in

the late 1960s and coined the term.

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The measured effects were that muscles of respiration were strengthened,

the heart was strengthened, blood pressure was sometimes lowered and

the total amount of blood and number of red blood cells increased, making

the blood a more efficient carrier of oxygen. VO2 Max was increased.

The exercise necessary can be accomplished by any aerobic exercise in a

wide variety of schedules - Cooper found it best to award "points" for each

amount of exercise and require 30 points a week to maintain the Training

Effect.

Cooper instead recommended a "12-minute test" (the Cooper test) followed

by adherence to the appropriate starting-up schedule in his book. As

always, he recommends that a physical exam should precede any exercise

program. (A newly-recognized effect is that of Exercise hypertension, for

which there is a medical test.)

The physiological effects of training have received much further study since

Cooper's original work. It is now generally considered that effects of

exercise on general metabolic rate (post-exercise) are comparatively small

and the greatest effect occurs for only a few hours. Though endurance

training does increase the VO2 max of many people, there is considerable

variation in the degree to which it increases VO2 max between individuals.[6]

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Tudor Bompa has classified training effect into three categories: immediate

training, delayed, and cumulative.

2.2.3 Methods of Training

Both training for the unskilled and retraining for the absolute employee

follow one of the four or all approaches which combined elements of the

where and what of type of training, these are: -

• On- the-job

• Off- the-job

• Apprenticeship

• Vestibule

The types of employee training best suited to a specific organization

depend upon a number of factors, such as skill called for in the job to be

filled, qualification of the candidates applying for the job and the kind of

operating problems confronted by the organization.

It is important that the training programme be developed to meet specific

needs for the personnel administration or training as practiced in other

firms and organizations in order to be able to advise managers

on training methods best suited to their needs.

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2.2.4 Needs of Training

In recent years, experience has shown that training requirement have been

changing very rapidly and are likely to continue to change at an increasing

rate in years to come. The reasons that may have accelerated the rate of

change are many and varied. However, some of the reasons are: -

• Increase in the differentiation and specialization in trade

occupation

• Rapid technological revolution in the manufacturing process of

production equipment.

• Expansion in the rate trade in technology between developed

countries on the one hand and the increasing rate of transfer of technology

from the developed countries by the developing world in the other.

• Increasing consciousness for the industrial safety, and so on.

Those factors do not only induce the acceleration of training requirement,

they also make training appear too complex and complicated on the

enterprise to engage in.

Although, there are some differences with regard to the available material

on the definition of training needs, it simply means a shortfall performance,

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which can be corrected by the application of systematic training.

Identification of training need therefore, involves a detailed examination of

the organization to identify those areas where training would help for

effective and efficient performance. There are three main areas by which

training need can be identified, these are:- at organizational level,

occupational and individual levels.

2.3 Concept of Performance

A performance, in performing arts, generally comprises an event in which

a performer or group of performers behave in a particular way for another

group of people, the audience. Choral music and ballet are examples.

Usually the performers participate in rehearsals beforehand. Afterwards

audience members often applaud. After a performance, performance

measurement sometimes occurs. Performance measurement is the

process of collecting, analyzing and/or reporting information regarding the

performance of an individual, group, organization, system or component.

The means of expressing appreciation can vary by culture. Chinese

performers will clap with the audience at the end of a performance; the

return applause signals "thank you" to the audience.[1] In Japan, folk

performing arts performances commonly attract individuals who take

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photographs, sometimes getting up to the stage and within inches of

performer's faces.

Sometimes the dividing line between performer and the audience may

become blurred, as in the example of "participatory theatre" where

audience members get involved in the production.

Theatrical performances can take place daily or at some other regular

interval. Performances can take place at designated performance spaces

(such as a theatre or concert hall), or in a non-conventional space, such as

a subway station, on the street, or in somebody's home.

2.3.1 Factors Affecting Individual Performance

Ability

Character traits, skills and knowledge which are used in the performance

It is always present and will not vary widely over short periods of time.

Effort

The amount of manual or mental energy that a person is prepared to

expend on a job to reach a certain level of performance. Can vary

according to incentive and motivation.

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Motivation

Many people who are not motivated keep their performance to an

acceptable level by expending only 20-30% of their ability Managers who

know how to motivate their employees can achieve 80-90% ability levels

and consequently higher levels of performance.

There are other more detailed notes on motivation elsewhere in this site,

but remember Maslow?

 Basic needs - food clothing

 Safety needs - security, avoidance of risk/harm

 Social needs - friendship, acceptance, group

 Esteem needs - responsibility, recognition

 Self realisation - independence, creativity

Equity & Expectation

Again, detailed notes elsewhere. Basically, people expect to be treated

equally, within the company and as others are in similar companies; they

expect to get a certain reward for a certain effort; and they expect to get

promoted if they undergo training. All these factors are inter-related and

affect the amount of effort people are prepared to put in.

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2.4 Theoretical Framework

From the practitioners perspective training and development is viewed

in a framework of four major objectives i.e. training, development,

education and rehabilitation. The definitions of these objectives are: 2.0.2

Training This is a systematic way of altering behaviours to prepare

an employee for a job or to improve the employees’ performance on his

present job. A manager may be trained in public speaking so that speeches

he gives

for the organization will be better. Training is used to develop mental

skills, to increase knowledge and to change attitudes. Training is a job

related experience. It is also defined as a process by which new or

improved skills; knowledge and attitude are required from employees

so that they can perform to acceptable standard on the job.

A transformation programme of this magnitude requires tough decisions

to be made. Therefore, be prepared for a tough ride ahead as will not be

and has never been easy.” He said the corporation was faced with some

key challenges including providing reliable product supply within the

country and to the world, being good stewards of the national resources

and building a commercially viable petroleum sector.

25
“The recent fuel crisis has been a case in point and has been a trying

ordeal for all our fellow citizens. The inconvenience, the long queues at

filling stations and the frequent shortages are unacceptable in a country like

ours.“These challenges are harsh reminders that the oil and gas sector in

Nigeria is not working well. A reliable fuel supply across the nation is

essential to ensuring national security and continued economic growth.

NNPC has the clear responsibility in making this work,” the minister added.

Lukman noted that the NNPC is ahead of the curve in thinking through the

implications of the Petroleum Industry Bill (PIB), and pitting in place the

building blocks under the new regulatory regime.

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 CHAPTER THREE

HISTORICAL BACKGROUND, STRUCTURE AND FUNCTIONS OF NNPC

3.1 Historical Background and Operations of NNPC

The Nigerian National Petroleum Corporation (NNPC) is the driving force

behind the economic development of Nigeria, providing fuel and feedstock

for the nation's industrial facilities and meeting the energy needs of

individual customers and commercial enterprises. NNPC is the major

revenue earner for the nation. NNPC's operations span the length and

breadth of Nigeria and involve the entire spectrum of the petroleum

industry.

Key Dates:

1908:Oil is discovered in Nigeria.

1971:Nigeria decides to join OPEC; Nigerian National Oil Corp. (NNOC) is

created.

1977:NNOC becomes Nigerian National Petroleum Corp. (NNPC).

1981:NNPC decentralizes into nine subsidiaries.

1999:Nigeria adopts a new constitution; democratically elected president

Olusegun Obasanjo is inaugurated.

27
2003:The government begins to deregulate fuel prices and announces that

its four major oil refineries will eventually be privatized.

2005:The company signs a $1 billion contract with Chevron Texaco Nigeria

to construct the Floating, Production, Storage, and Offloading Vessel

(FPSO) for the Agbami deep offshore oil field.

The Nigerian National Petroleum Corporation (NNPC) is the holding

company that oversees the Nigerian state's interests in the country's oil

industry. The company is composed of four main operating units:

Refineries and Petrochemicals; Exploration and Production; Finance and

Accounts; and Corporate Services. Oil production is the cornerstone of

Nigeria's economy--the country ranks as the largest oil producer in Africa. A

total of 95 percent of the country's foreign exchange revenue stems from

NNPC's operations. Oil operations account for 20 percent of the country's

gross domestic product and NNPC is responsible for nearly 65 percent of

the government's budgetary revenues. After 16 years of military rule,

democratically elected Olusegun Obasanjo took office in 1999. Since that

time he has worked to reform the oil and gas industry in the country.

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Early History of Oil Industry in Nigeria

Oil was first discovered in Nigeria in 1908, and exploration proceeded

during the 1930s in the form of the Shell-BP Petroleum Development

Company of Nigeria Ltd. (Shell-BP), under the control of Shell and British

Petroleum (BP). Commercial exploitation of the country's reserves,

however, did not begin until the late 1950s. The Nigerian government

introduced its first regulations governing the taxation of oil industry profits in

1959 whereby profits would be split 50-50 between the government and the

oil company in question, and the industry grew during the 1960s as export

markets were developed, predominantly in the United Kingdom and

Europe. By the mid-1960s, Nigeria began to consider ways in which the

resources being exploited by Western oil companies could better be

harnessed to the country's development, and formulated its first agreement

for taking an equity stake in one of the companies producing there, the

Nigerian Agip Oil Company, jointly owned by Agip of Italy and Phillips of the

United States. The option to take up an equity stake--in effect the first step

toward the creation of the NNPC--was not, however, exercised until April

1971.

29
By 1971, other factors were pushing the Nigerian government toward

taking the stakes in the Western companies that would constitute the basis

of the NNPC's holdings. One was the Biafran war of secession, which

began in 1967. The support given by one French oil company to Biafra,

within whose territory some two-thirds of the country's then-known oil

reserves were located, led the federal government to question the

contribution of the foreign oil companies to the country's development. So,

too, did the companies' unimpressive record in assisting transfer of

technology, in social development, and in the employment of indigenous

staff. The overriding factor was probably Nigeria's decision to join OPEC in

July 1971, obliging the government to take significant stakes in the

companies producing in the country.

Formation of Nigerian National Oil Corporation in 1971

This combination of pressures led to the formation of the Nigerian National

Oil Corporation (NNOC) on April 1, 1971. The NNOC acquired a 33.33

percent stake in the Nigerian Agip Oil Company and 35 percent in Safrap,

the Nigerian arm of the French company Elf. After Nigeria joined OPEC,

NNOC acquired 35 percent stakes in Shell-BP, Gulf, and Mobil, on April 1,

1973. Also in 1973 it entered into a production-sharing agreement with

30
Ashland Oil. On April 1, 1974, stakes in Elf, Agip/Phillips, Shell-BP, Gulf,

and Mobil were increased to 55 percent and, on May 1, 1975, the NNOC

acquired 55 percent of Texaco's operations in Nigeria.

The NNOC had been established under the terms of the government's

Decree no. 18 of 1971. Its brief was to "participate in all aspects of

petroleum including exploration, production, refining, marketing,

transportation, and distribution." More specifically, the corporation was

given the task of training indigenous workers; managing oil leases over

large areas of the country; encouraging indigenous participation in the

development of infrastructure for the industry; managing refineries, only

one of which was operational at this time; participating in marketing and

ensuring price uniformity across the domestic market; developing a national

tanker fleet; constructing pipelines; and investigating allied industries, such

as fertilizers.

This was an ambitious set of objectives, several of which were only just

beginning to be realized in the 1990s. The problem that the NNOC faced

from its inception was that of attempting to manage a highly complex

industry without adequate technical and financial resources, problems that

31
were to be dramatically illustrated several times during its subsequent

history.

The NNOC had limited powers as a public corporation. It could sue and be

sued, hold or purchase assets, and enter into partnerships. It could not

borrow funds or dispose of assets without the specific approval of the

commissioner of mines and power, and any surplus funds had to be

disposed of at the commissioner's discretion, subject to the approval of the

ruling Federal Executive Council. Any activities beyond the scope of

Decree no. 18 required government approval, and the government was well

represented on the NNOC's board, which was chaired by the permanent

secretary of the Ministry of Mines and Power. Other board members

included representatives from the ministries of Finance and of Economic

Development and Planning, the director of Petroleum Resources in the

Ministry of Mines and Power, the general manager of NNOC, and three

other representatives with special knowledge of the industry. Thus, from

the very start, a body that was seen as crucial to the future prosperity of the

nation was subject to close government control, a feature of its operation

that has remained throughout its history.

32
The NNOC operated a number of subsidiaries during the 1970s, including

those in exploration and production, refining and petrochemicals,

distribution and marketing, transportation, and equipment and supplies. Its

success was perhaps most marked in the export field. Boosted by the

sharp price rises that followed the first oil shock of 1973, Nigeria saw its oil

export earnings rise from NGN 219 million in 1970 to NGN 10.6 billion in

1979, thereby achieving an enviable status as the first tropical African

country successfully to exploit its oil reserves.

Becoming a Corporation in 1977

The NNOC was reconstituted as the Nigerian National Petroleum

Corporation (NNPC) on April 1, 1977, just six years after it had been set up.

One reason for the change may have been the operating failures of the

1970s, which became publicly known at the time of the 1980 Crude Oil

Sales Tribunal. This investigation revealed that, for instance, from 1975 to

1978 the NNOC and NNPC had failed to collect some 182.95 million

barrels of their equity share of oil being produced by Shell, Mobil, and Gulf-

-with potential revenue estimated to be in excess of $2 billion. This situation

had arisen because NNOC was unable to find buyers for its oil at the price

it wanted. It had, however, paid the full share of operating costs to the

33
producers during the period of deemed operation. An additional revelation

was that, until forced to do so by the Tribunal, NNOC had not produced

audited accounts from 1975 onward.

The NNPC felt the brunt of the Oil Sales Tribunal investigations only three

years after it was set up. While some of the criticisms related to events that

had occurred before the change in name, the NNPC's practices

undoubtedly bore more than a passing resemblance to those of its

predecessor. Like the NNOC, the NNPC began life essentially as a holding

company. Decree no. 33 vested the assets and liabilities of the NNOC in

the NNPC, and conferred on the new body responsibility for some functions

of the Ministry of Mines and Power. NNPC also had some additional

commercial freedom as the ceiling on contracts that it could award rose 50-

fold and it was granted limited borrowing powers. Its board structure was

similar to the NNOC's, although the federal commissioner for petroleum

replaced the permanent secretary of mines and power as chairman.

Judging by the inefficiencies in its record-keeping and its error in

overstocking in 1978 in anticipation of oil price rises, greater freedom did

not bring with it a greater commercial astuteness.

34
Also established by Decree no. 33 as part of the NNPC was the Petroleum

Inspectorate, which was given responsibility for issuing licenses for various

activities, for enforcing the Oil Pipelines Act and the Petroleum Decrees,

and for other duties. The chief executive of the division was nevertheless

free from control by the NNPC board and reported to the commissioner for

petroleum.

In line with the objectives of the government's 1977 Indigenization Decree,

the NNPC's holdings in the oil industry operations in Nigeria increased

significantly on July 1, 1979, when its stakes in the Nigerian businesses of

the following companies were raised to 60 percent: Elf, Agip, Gulf, Mobil,

Texaco, and Pan Ocean. NNPC's stake in the Shell venture was raised to

80 percent on August 1, 1979, after BP lost its 20 percent stake following

disagreements with the Nigerian government over South Africa. Later that

same year a number of accusations originating in the magazine Punch,

alleging various forms of misappropriation, broke over the corporation,

prompting the newly installed civilian President AlhajiShagari to broadcast

to the nation and establish the tribunal that uncovered the lax management

practices referred to previously.

35
in 1999. Olusegun Obasanjo was elected president and immediately set

out to reorganize the country's oil and gas sector. As part of his

restructuring efforts, President Obasanjo placed a strong emphasis on

natural gas development. At the time, most of the country's natural gas was

being flared, a very wasteful and environmentally unfriendly process. As

such, a mandate was set forth that called for the termination of gas flare, a

focus on environmental cleanup, and the realization of economic gains

from natural gas in both the import and export market so that gas revenues

equaled oil revenues by 2010. Nigeria had secured a position as a

significant exporter of natural gas through the Nigeria liquefied natural gas

(LNG) Plant in Bonny by 2005. In December 2004, NNPC management set

plans in motion to launch the West African Gas Pipeline, which would

supply gas from Nigeria to West Africa including Ghana, Benin, and Togo.

In February 2005, the government set plans in motion to host a three-day

public hearing in the capital city of Abuja. The hearing was designed to

create changes in the oil industry that would bring about higher revenues

and new jobs. In March of that year, the Hart Group was appointed to

conduct a five-year audit of Nigeria's oil and gas operations. Another

reform set forth was the hotly contested privatization of certain segments of

the oil and gas industry. In 2003, the government began to deregulate fuel

36
prices and announced that its four major oil refineries would be privatized.

NNPC was slow to respond to this mandate, unsure of how privatization

would affect its business.

Led by managing director FunshoKupolokun, NNPC launched a series of

job cuts in the early years of the new millennium. Massive layoffs began in

2003 and approximately 2,355 employees were let go in 2005. The

company also made several key partnerships at this time. Working with

Chevron Texaco and British Gas, NNPC developed a LNG project in the

border town of Olokola. It was expected that the project would gross $57.4

billion in its lifetime. In February 2005, NNPC signed a $1 billion contract

with Chevron Texaco Nigeria to construct the Floating, Production,

Storage, and Offloading Vessel (FPSO) for the Agbami deep offshore oil

field. The FPSO was expected to process 250,000 barrels per day of crude

oil and 450 million standard cubic feet of gas per day.

Although NNPC looked to be on a positive path for the future, it continued

to face issues related to civil unrest and corruption. Kupolokun faced a

tough road ahead, but there were no doubts that NNPC would remain a

fixture in Nigeria's oil and gas sector for years to come.

3.2 Functions of Board and Management of NPPC

37
Board Sub Committees' Terms of Reference

Terms of reference for the Communications and Media Strategy Board

Sub-committee

1. Composition, attendees, quorum and reporting

The Chair of the Communications and Media Strategy committee will be

appointed by the Board, and must be a trustee.

The Communications and Media Strategy committee will consist of not less

than 3 trustees (including the Chair of the committee) appointed by the

Board.

The Chairperson of the NPC will automatically be a member of all Board

committees and is entitled to attend as he/she deems appropriate.

Additional persons may be co-opted to the Media Strategy committee,

subject to prior approval by the Board.

The CEO and such other members of staff as the Chair may require shall

be in attendance at meetings.

Until otherwise determined by the Board of trustees, a quorum shall consist

of greater than 50% of the committee.

38
The committee shall meet when necessary, but in any event, not less than

once per year.

The Communications and Media Strategy committee reports to the NPC

Board and makes recommendations for decision by the Board.

2. Remit and responsibility

The Communications and Media Strategy Committee undertakes tasks as

delegated by the Board of trustees with regards to media, publicity and

marketing strategic plans of the National Parents Council. The day to day

management of these functions resides with the CEO.

3. Main duties

To agree a Communications and Media Strategy for the National Parents

Council, taking account of the overall NPC Strategic Plan; and to review at

least annually, that the Media strategy remains congruent and delivers on

the overall NPC Strategic plans.

The Communications and Media Strategy Committee will present this

review to the Board on completion.

4. General

39
 1. To make available minutes of all Communications and Media

Strategy committee meetings for review at meetings of the Board of

trustees; and

2. To review annually its terms of reference and its own

effectiveness and recommend any changes to the Board.

Terms of Reference for the Audit Sub-committee

It is the responsibility of the Board to ensure that there is an appropriate

internal audit function and governance procedure in place.

The Audit Committee is a key governance committee of the NPC, and,

through its work aims to ensure that the Board is complaint with its

governance obligations. This includes the ongoing implementation of

effective control and governance compliance systems, the implementation

of an appropriate risk management process, the commissioning of internal

audit reviews and the fostering of professional relationships with the

external auditor and the management of NPC.

Key elements of the role include reviewing and evaluating internal audit

reports and reviews, following up the implementation of recommendations

and presenting periodic reports to the board.

40
These terms of reference set out the specific responsibilities assigned by

the Board to the Audit Committee and details the manner in which the Audit

Committee will operate. The Audit Committee reports to the Board and its

main objective is to assist the Board in fulfilling its functions by providing

independent and timely advice to Board on areas within its remit.

Some of the functions of board and management of NNPC are:

 To be constantly aware of the current areas of greatest financial risk

and ensure management are effectively managing the risk.

 To satisfy itself that effective systems of accounting and internal

control, including computerised information systems are established

and maintained to manage financial risk.

 To satisfy itself as regards the integrity and prudence of management

control systems, including the review of policies and /or practices.

 To ensure that the Board is aware of any matters that might have a

significant impact on the financial condition or affairs of the

organization.

41
3.3 Objectives of NNPC

National Pork Producers Council

The National Pork Producers Council (NPPC), a producer-funded

organization with 85,000 members, launched a nationwide environmental

initiative in 1991. The initiative focuses on creating environmental

awareness among producers and fostering adoption of technologies and

management practices that are environmentally sound. Its objective is to

promote sustainability by seeking a balance between environmental and

profitable management practices.

Pork producers have the opportunity to participate in several NPPC

environmental programs through the organization's local and state

associations. Millions of dollars have been invested, directly through check-

off dollars and through cooperative partnerships, to fund three primary

components: research, education and information.

The Environmental Assurance Program (EAP) is at the center of NPPC's

environmental initiatives.

42
Program Mission

It is the mission of the Pork Industry's Environmental Assurance Program to

provide pork producers practical, proactive educational information which

enables them to identify and economically address the key management

issues affecting the environmental quality of their operations and their

communities.

Program Vision

The vision of the Pork Industry's Environmental Assurance Program Task

Force was to develop an educational program promoting the adoption of

the economical and environmentally -friendly management practices by

U.S. Pork producers.

By completing the program, producers will better understand the cause-

effect relationship between everyday management practices and long-term

environmental quality. Furthermore, producers will have the tools to

objectively assess their operations. The program provides the practical

management suggestions and/or resource material that will improve

producers' environmental stewardship. This program is locally or regionally

administered and includes producer recognition.

43
The Environmental Assurance Program will result in the adoption/

implementation of economical, environmentally friendly management

practices by individual pork producers. By communicating the proactive,

progressive efforts of individual pork producers, the pork producers will be

viewed as socially-responsible by the general public. Successful

implementation of the Environmental Assurance Program will allow both

the U.S. Pork industry and individual producers to demonstrate their long-

term commitment to an improved environment.

Objectives

1. Inform producers of the economic, social, and political benefits of

proper environmental management;

2. Teach producers how to objectively assess their own operations and

diagnose potential environmental impairments;

3. Provide a systematized process for implementing management

practices and recording those practices on a regular basis;

4. Provide a forum (via training meetings and/or newsletters) for the

timely exchange of the environmentally-friendly management ideas

between and among pork producers;

44
 5. Serve as a clearinghouse of environmental resource material and

technical information;

6. Provide recognition to those producers who complete the

Environmental Assurance Program;

7. Communicate to the public the positive, proactive approach pork

producers are taking to ensure environmental quality.

3.4 Structures and Functions of various Departments

NNPC was established on April 1, 1977 as a merger of the Nigerian

National Oil Corporation and the Federal Ministry of Mines and Steel.

NNPC by law manages the joint venture between the Nigerian federal

government and a number of foreign multinational corporations, which

include Royal Dutch Shell, Agip, ExxonMobil, Chevron, and Texaco (now

merged with Chevron). Through collaboration with these companies, the

Nigerian government conducts petroleum exploration and production. In

2007, the head of the Nigerian wing of Transparency International said

salaries for NNPC workers were too low to prevent graft.[1]

The NNPC Towers in Abuja is the headquarters of NNPC. Consisting of

four identical towers, the complex is located on Herbert Macaulay Way,

Central Business District Abuja. NNPC also has zonal offices in Lagos,

45
Kaduna, Port Harcourt and Warri. It has an international office located in

London, United Kingdom.

NNPC Organizational Structure

The NNPC Group comprises the NNPC Board, the Group Managing

Director's office, Eight Directorates as listed below. Each of the

Directorates is headed by a Group Executive Director (GED). Its Divisions

are headed by Group General Managers (GGM) while its subsidiary

companies are headed by Managing Directors. NNPC has several

subsidiaries, two partly owned subsidiaries and 16 associated companies.

Directorates:

 Exploration and Production

 Refining and Petrochemicals

 Commercial and Investment

 Finance and Accounts

 Corporate Services

 Gas and Power

 Engineering and Technology

 Business Development

46
Divisions and Subsidiaries:

Divisions Subsidiaries

National Petroleum Investment and

Nigeria LNG Limited (NLNG)
Management Service (NAPIMS)

Nigerian Petroleum Development

Cost Engineering Division (CED)
Company (NPDC)

National Engineering and Technical

Research and Development (R&D)
Company (NETCO)

Engineering & Technology Division Pipelines and Products Marketing

(ETD) Company (PPMC)

National Frontiers Exploration

Nigerian Gas Company (NGC)
Services (NFES)

Liquefied Natural Gas Division Integrated Data Services Ltd (IDSL)

Warri Refining and Petrochemicals

Group Public Affairs Division (GPAD)
Company Ltd (WRPC)

Kaduna Refining and

Special Projects Petrochemicals Company Ltd

(KRPC)

47
 Port Harcourt Refining Company
Renewable Energy Division (RED)
(PHRC)

Nigerian Content Division (NCD) NNPC Retail Ltd

Upstream Business Development

Nigeria-Gazprom Ltd (NiGaz)
Division

NIKORMA Transport Ltd

Group Human Resources Division
(NIKORMA)

Audit Division NIDAS Marine Limited

Hydrocarbon Services Company

Information Technology Division
Nigeria Ltd (HYSON)

NNPC Medical Services NNPC Pension Fund Ltd

Corporate Planning and Development

Duke Oil Services Ltd (UK)
Division

Gas Master Plan Calson Bermuda Ltd

Greenfield Refineries NNPC Properties Ltd

Power Division Brass LNG Limited

Finance Division

Crude Oil Marketing Division (COMD)

48
Accounts Division

Downstream Business Development

Division

Regulatory & Policy Compliance

3.5 Source of Research in NNPC

In order to give this research a clear guide and direction there is the need

to ask certain fundamental questions that may verify some assumptions or

prove otherwise. The research questions are:

1 What is the training policies implemented in NNPC?

2 How effective is the policies implemented by NNPC in achieving its

stated goals?

3 Is there any relationship between training and employee performance in

NNPC?

4 Does trainin have significant impact on employee performance in

NNPC?

5 What are the problems and solutions associated with the training

policies implemented by NNPC?

49
3.5 Organizational Structure

50
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction

The methodology used to obtain the data have been described in the

previous chapter. Since they have been obtained in this chapter, we shall

deal with the presentation and analysis of the data through field survey.

There are Nigeria National Petroleum Corporation message and media,

their Training and Development department and programme and the

overall service of the company to their publics.

This researcher work tries to cover these areas, How exposed is

Nigeria petroleum’s public receive Training and Development whether the

message are persuasive and concerning, and reason for answer,

determine, whether the aim of the Training and Development will be

achieved given the timing of the programme, reasons for answer,

determination whether the right Training and Development does the

NIGERIA petroleum uses as list of media combination to reach their target

audience.

We shall cover the following areas identification of the major functions

of NNPC corporation’s Training and Development department to identify

51
the familiar public of NIGERIA petroleum corporation and also to
determine whether the publics and so many other should be determined in
the course of our discussion.
Rating of Nigeria petroleum as regards the welfare of their public,
opinion about its Training and Development practices, quality of its overall
services and of course reasons to justify the position and would solicit for
suggestion for improving its Training and Development practices.

4.2 Data Presentation and Analysis

Table 4.1 table of response as to sex

gender distribution of respondents

S/No Sex No of. Response Percentage

9 Male 156 62.4%

6 Female 94 37.6%

Total 250 100%

Source: Research data 2014

In the above table, 250 respondents were asked as per sex for 156

(62.4%) indicate male while 94 (37.6%) indication female.

52
table 4.1.2 table for the bracket response

age distribution of respondent

S/No Age No of response Percentage

a 15 –20yrs 26 10.4%

b 21 –25yrs 34 13.6%

c 26 –30yrs 90 36%

d 31 –35yrs 65 26.4%

e 36yrs above 35 13.6%

Total 250 100%

Source: Research data 2014

4.1.3 MARITAL STATUS OF RESPONDENT

[S/No Marital No of response Percentage
response

a Single 160 73.7%

b Married 90 41.4%

Total 250 100%

Source: Research data 2014

53
 The above indicate that one hundred and sixty or (13.7%)
respondents were single while ninety or (41.4) were married given a total of
250 in all.

4.1.4 EDUCATIONAL QUALIFICATION’S OF RESPONDENTS

S/N0 Qualifications Response Percentage

A GCE/SSCE 24 11.05

B OND/NCE 67 30.8

C HND/B.SC 129 99

D PGD/MBA/PHD 30 13.8

Total 250 100%

Source: Research data 2014

4.3 Testing of Hypothesis

Question 1

Table 4.1 do you have easy access to nigeria national petroleum

corporation message?

S/No Response No of response Percentage

A Yes 240 96%

B No 10 4%

54
 Total 250 100%

Source: Research data 2014

The number of respondent we have already which is 250 are

requested to indicate their accessibility to the NNPC’s Training and

Development message, out of this two hundred and forty (96%) said “Yes”

they have access when only 10% or 4 percent said “No” they don’t have

access.

55
QUESTION 2

Table 4.1.1How often do you receive the training and development

message?

S/No Response No of response Percentage

A Very often 59 23.6

B Often 141 56.4

C At times 40 16

D No idea 10 4

Total 250 100%

Source: Research data 2014

In the above table, fifty nine (23.6%) answered that they receive the
message very often, forty said at times while (10) said No idea.

QUESTION 3

Table 4.1.2 Do you fell Nigeria petroleum training and development

message sound persuasive and concerning?

S/No Response No of response Percentage

A Yes 235 94%

56
 B No 15 61%

Total 250 100%

Source: Research data 2014

Looking at the table above two hundred and thirty five (94%) said that

the Training and Development message of NNPC sound persuasive and

convincing where as fifteen answered No. According to the number that

answered Yes, added that their message were well packaged, detailed and

controls, factual and objective are directed to the target audience whereas

those that said No supported that their message were poor to understand,

poor mobilization by the organization and of course ignorance on the part

of publics, they were 15 in number or (61%).

57
QUESTION 4

TABLE 4.1.3 PLEASE INDICATE IN WHAT PROPORTION NIGERIA

PETROLEUM USES THE FOLLOWING MEDIA COMBINATION TO
REACH THEIR PUBLICS.

S/No Training and Development media Percentage

combination

a Annual general meetings report, 20%

meetings and House journal

b Special events, sponsorship, tours/visit 24%

c News release, notice board, and news 36%

letter

d Radio and Television 12%

e News NNPC 8%

Total 100%

Source: Research data 2014

The table above showed the list of media combination which the

NIGERIA petroleum used to get their target audience. In the indication,

annual general meeting reports meeting and journal are used in the

proportion of 20% special event sponsorship, tours and visit in the

proportion of 24% news release, notice board and news letter in the

proportion 36%, radio and television uses.

58
QUESTION 5

TABLE 4.1.4 ARE YOU IMPRESSED WITH THE ACTIVITIES OF THE

TRAINING AND DEVELOPMENTDEPARTMENT?

S/no Response No of response Percentage

a Yes 198 79.2%

b No 52 16.8%

Total 250 100%

Source: Research data 2014

From the above table, one hundred and ninety eight representing

79.2% answered Yes, they were impressed with the activities of the

Training and Development department of NNPC while 52 or 16.8% said

No, there were not impressed reasons best know to them.

59
Table 4.1.6 Give examples of Nigeria petroleum’s major training and

development programmes you know.

S/No Familiar public relation Response Percentage

i Customer forum, and general 175 10%

meeting, press relations, employee

relations.

ii. NNPC’s corporate/institutional 39 15.6%

advertisement and safety measure

iii Awards , tours and courtesy calls 8 3.2%

iv Sponsorship of sporting activities 28 11.2%

and special events,

Total 250 100%

Source: Research data 2014

60
 In the above table, when asked to identify which of the programmes

performed by NNPC corporation which are familiar with, 175 or 70%

identified customer forum, Annual General meeting, press relations,

employee. Relation, 39 or 15.6% identified the NNPC’s

corporate/institutional, advertisement and safety measurement 8 or 3.2%

stated awards, tours and courtesy calls, while 28 of them repressing 11.2%

identified sponsorship of sporting activities and special events.

4.4 Major Findings

Table 4.1 The training and development efforts of Nigeria petroleum

influence the opinion of her publics in favor of Nigeria petroleum.

S/no Response No of response Percentage

i Agree 150 60%

ii Strongly agree 90 36%

iii Disagree 7 2.8%

iv Strongly disagree 3 1.2%

Total 250 100%

Source: Research data 2014

61
 When asked whether the effort of NNPC’s Training and Development

influence the opinion of its target audience, 150 representing 60% agreed,

90 (36%) said they are strongly agreed with the statement above 7 or 2.8%

disagree while 2 or 1.2% disagree in- to- to

Table 4.1.1How do you see Nigeria petroleum’s concern about your

welfare.

S/no Response No of response Percentage

I Excellent 15 6%

Ii Good 228 91.2%

Iii Poor 5 2%

Iv Very poor 2 o.8%

Total 250 100%

Source: Research data 2014

In the table above, fifteen or 6% of our respondent said that the

NNPC’s concern about welfare is excellent, two hundred and twenty-eight

or 91.2% indicate good, five of them or 2% said it is poor but two or 0.8%

said it is very poor.

62
Table 4.1.2 Do you feel the aim of the message will be achieved as regards

timing of the pr programme?

S/no Response No of response Percentage

A Yes 110 44%

B No 140 56%

Total 250 100%

Source: Research data 2014

According to the table above when the respondents were asked to

indicate how they view the programmes of Training and Development of

NNPC, as regard adequacy, one hundred and ten or 44% answered yes

their activities considered as adequate whereas one hundred and forty or

56% answered No.

Table 4.1.3 How do you rate the quality of overall services the company

rendered to the public?

S/No Response No of response Percentage

A Highly satisfactory 37 14.5%

b Satisfactory 190 76%

63
 c Highly - -
dissatisfactory

d Dissatisfactory 23 9.2%

Total 250 100%

Source: Research data 2014

The respondent were asked to the rate overall service quality, from

the result above, thirty-seven or 14.8% said that their overall services is

highly satisfactory, one hundred and ninety or 76% reported that their

service is satisfactory but only twenty- three or 9.2% said that the service is

unsatisfactory.

Give reason for quality of the NNPC’s overall service to the public.

Reasons for the quality Rating of the NNPC’s overall services to the

public.

Different reasons were given those who said that their services is

satisfactory said that NNPC’s sincere concern about their welfare of their

public. Because of its credibility, quick response, regular information

system, quality products, awards and sponsorships among others.

64
 For those who rated their services as being unsatisfactory said that a

lot of things that they are not interested on usual occurs when they expect

certain vital information’s, infact, I should say personally that they are

“selfish”.

Give suggestion on how to improve the Training and Development

practices of NNPC corporation

Suggest on how to improve the Training and Development of NNPC

corporation are:-

a. Establishment of NNPC appropriate media to reach its numerous

publics in the rural area.

b. Recruitment of more Training and Development executives that

will help in executing Training and Development programmes.

c. Employment of qualified Training and Development practitioners.

65
 CHAPTER FIVE

5.0 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary

We should not forget that the major objective of this research work is

to ascertain the effectiveness of Training and Development practices in

NIGERIA petroleum corporation from the point of Training and

Development practices in NIGERIA petroleum corporation from the point of

view of customers and members of the press, as regards the NIGERIA

petroleum’s Training and Development messages and media, NIGERIA

petroleum Training and Development department and programmes and the

quality of overall services of NIGERIA petroleum to their publics. The

following findings have been made:

1. The degree of NIGERIA petroleum’s Training and Development

message accessibility to their public is satisfactory as majority of the

respondents indicated having easy access to NNPC’s public.

Relations message and on a regular basis;

2. The right Training and Development media were often used as

majority of respondents reported that NIGERIA petroleum uses

66
 media combination that they are familiar with and Training and

Development programmes that is relevant to the target audience;

3. The Training and Development practices of NIGERIA petroleum

influence the opinion of their public in favour of NIGERIA petroleum

as majority of the respondents indicated the NIGERIA petroleum’s

Training and Development message sound persuasive and

convincing that it influence their opinion in favour of NIGERIA

Petroleum.

5.2 Conclusions

Based on the findings mentioned, above without mincing words or

nursing some sense of doubt, we concluded that the NIGERIA petroleum’s

Training and Development message; media and quality of services are

actually satisfactory though more efforts should be put to their enlightment

and mobilization programme. At times organization encounter some crisis

as a result of their inability to review their Training and Development

practice. The management of an organization should as a matter of

necessity adopt the system of constant or periodic review of their Training

and Development practices and policies to determine strengths to NNPC

initialize upon, weakness grab and threats to avoid. They are all geared

67
toward improving the quality of the organization’s overall services,

enhancement of their image and attraction of public support and good will.

5.3 Recommendations

The NIGERIA petroleum corporation should Endeavour to always

engage on a constant evaluation of their Training and Development

practices to determine its effectiveness and where there is short comings.

The organization should constantly review the media combination

with the tends of things to know whether there is shortfall as regards

coverage and those familiar to the largest audience.

They should use more or rather employ more open house and staged

events because they have the advantage of providing more information to

the public, creating more NNPC port between the public and the public and

the company and encouraging public expression of favourable opinions.

The publics relations department of an organization should know that

a proportion of mass media be used to include public expressions of

favourable opinions.

Moreso, the Training and Development department should initiate

more enlightment and mass mobilization programmes to achieve mutual

understanding and public support.

68
69