CHAPTER ONE

1.1   BACKGROUND OF THE STUDY

Organisation, individual should develop and progress simultaneously for mutual survival and attainment of goals. So every modem management has to develop the organisation through human resource (Development Employee training is the important sub-system of human resource manpower. Employee training is a specialized function and is one of the fundamental operative functions function for human resources management.

The training and development of employees is an issue that has to be face by every organisation. The amount and quality of training carried out varies enormously from one organisation to another. Factors influencing the quantity and quality of training and development activities include:

·        A degree of change in the external environment (e.g. technical change, legislation change e.t.c).

·        A degree of internal change (new processes, new market e.t.c.).

·        Availability of suitable skills within the workforce.

·        The extent to which the organisation supports the idea of internal career development.

·        Adaptability of existing workforce.

·        The commitment of senior management to training as essential part of economic success.

·        The extent to which management see training as a motivating factor in work. Fajana (2000) posited that there are four factors of production namely; Land,

Labour, Capital and Entrepreneur. All these factors are central and indispensable to productivity, effectiveness and efficiency of any organisation either public or private; providing services and goods or ideas.

It is important to state here that while all factors are important, independent on each but cannot function without the others.

Labour can be defined as the number of hours an individual makes himself available for work or the amount of work put in by the work force is without doubt the most important factor without which productivity is nearly impossible.

Labour is absolutely impossible to do without highly technical and mechanized organisations including the public sector, as the machines, no matter how sophisticated, it cannot be operated without human interference.

Man is the most versatile and unpredictable factor of production. He is unique in his ability, to reason, resist, resent, complain, etc.  But in man lies the most credit worthy investment to embark on and this is the reason why training and development of individual workers are important to the organisational goals and aspirations. This point is further buttressed by John William Toigo (1959). According to him, ‘human resources have thus become the key asset of the new age Corporation’.  Given this fact, it follows that a substantial portion of a Company’s financial capital will be invested in effort to harness the motivational skills of its employees so that individually they can make contributions that will enhance the competitiveness and ability of the organisation as a whole. Croft (1977) opined that in a country, the need for manpower training shows itself in many ways.

1.2   STATEMENT OF PROBLEM

An organisation is a social system comprising of individuals both (employers and employees) sub-systems and it is right to know that each organisation’s system intertwines or interacts with one another in order to make for a better organisation which can stand the test of time, stress, competition with similar organisation in the geographical area or same community as it may be with the utilisation of human and material resources, it has been discovered that certain problems still persist. These include low productivity, inefficiency and redundancy in most organisations. Also, the issue of laziness, dereliction of duty, lackadaisical or nonchalant attitude to work are prevalent in the organisation.

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