IMPACT OF EFFECTIVE MANPOWER ON THE DEVELOPMENT OF ORGANIZATIONS
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- NGN 3000
Background Of The Study
Every firm, whether it is one that produces goods or provides services, such as Dangote Sugar Refinery PLC, requires a significant amount of manpower force to perform indispensable functions. This indicates that no business can operate successfully in the absence of human manpower. To get to the heart of the matter, human effort is very desired and absolutely necessary in order to accomplish the aims and purposes of the organization. The supply of labor, technical and professional skills, which are pertinent for effective and efficient planning and implementation of development policies, programs, projects, and the daily functioning of the organization are their prerogative; however, it cannot be stated in a succinct manner that manpower constitutes organizations' greatest asset. This is because the onuses as to how an organization thrives are at their whims and caprices.
As a result of the crucial function that manpower plays in an organization, its development cannot be seen as a voluntary endeavor; rather, it is something that really has to be done, regardless of whether or not the staff have any prior training or experience. The development of manpower is an indispensable component of strategic human resource management. It is also a method for reducing inefficiency among an organization's most valuable asset, which is its human resources. Finally, it is essential for both the productivity of workers and the performance of the organization. Because the traditional educational system does not adequately provide specific job skills for a position in a particular organization, very few employees may have the required skills, knowledge, ability, and competencies needed to fit into a specific job position in an organization. This is because the formal educational system does not adequately provide specific job skills for a position in a particular organization. Therefore, the process of manpower development is the vehicle through which people are taught and developed to conform to the strategic aims and objectives of the firm. It is vital to support the viewpoint of Druker (2000), who argued that manpower development is seen as a term that is general since it focuses on the education of human resources that are necessary for the development of an organization.
When it comes to the accomplishment of organizational goals, the function of management known as "manpower planning and development" is absolutely indispensable. In order to attain the goals that have been set, it is necessary to make a plan for the many resources that will be required, such as time, money, and people. It is important to highlight that it is the responsibility of the staff to bring together the different resources in the organization in the most effective way possible in order to achieve the goals that have been set for the business. In current age of globalization, there are a rising number of arguments that people are the key to gaining a competitive edge over other businesses. When competing organizations have access to the same non-human resources, such as finances, raw materials, plants, technology, hardware, and software, the differences in economic performance between organizations can be attributed to differences in the performance of the organizations' workforces. This is the case in a situation in which identical non-human resources are made available to competing organizations. To put it another way, the quality of the human resources in an organization is what determines whether or not the organization is successful; this fact justifies the rationale behind planning for and cultivating the personnel in the various units of the organization in order to accomplish the objectives that have been set forth.
According to Ake (2001), the development of indigenous manpower to act as the driving force for national growth and development is without a doubt a crucial to the socio-economic and political development of Nigeria. This is highly indispensable when taking into consideration the idea that the concept of technology transfer acts as a driving force for the development of developing nations, including Nigeria, which is one of such countries (Ake 2001). However, it is essential to point out that the lack of adequate emphasis on manpower planning and development as a tool for development in Nigeria on the part of the government as well as the organized private sector could not be far-fetched from the lack of understanding of both the concept and methods for manpower planning and development in a postcolonial Nigerian State. This is because the process of manpower planning and development for national growth was distorted by colonialism. The government and the organized private sector in Nigeria have failed to place adequate emphasis on (Ekpo 2009). Thus, manpower planning and development became an elitist design that was designed to favor a capitalist mode of production, in which labor was relegated to the background among the components of production. This was done in order to favor the capitalist mode of production (Omodia, 2009:113).
The efficiency of an organization is contingent on the workforce that constitutes the organization doing their jobs in an efficient and effective manner. The wealth of information, skills, and talents held by the workforce is directly proportional to the degree to which it is able to accomplish its duties in an efficient and effective manner. The process of developing organizational capabilities and capacities is, for the most part, an ongoing development or workout. Because of the inexorable march of time and the never-ending fascination with societal change, it is just as necessary for members of the workforce to be able to adapt and continue to prepare for their jobs as it is for them to first acquire knowledge and skills. This is not possible in an organization where there is no emphasis placed on the development and strengthening of workers' capabilities. Every executive, manager, or supervisor in a public or private organization has the responsibility and indeed the bounding duty to ensure the development of their employees who have requisite knowledge and expertise in order to maximize the organization's productivity and efficiency. This is necessary so that the organization can achieve its goals of maximizing both productivity and efficiency (Dada, 2004).
1.2 Statement Of The Problem
The struggle to cultivate a nation's human capital presents emerging countries with a formidable obstacle. This is due to the fact that the rest of the world is so far behind and that it will take vast amounts of work and money for them to catch up. The fact that Nigeria has such a large population, a wide range of sociocultural traditions, a political culture that is still immature, and the fact that a lot of people are pinning their hopes on the country to free the black race all contribute to the difficulty of the situation for us. The good news is that there is reason for tremendous hope since the country has more than enough human capital potentials to overcome the issue if they are harnessed, activated, and successfully directed. The bad news is that these potentials have not yet been adequately channeled.
Because of this, it faces a number of challenges, some of which are as follows: a lack of qualified instructors and consultants to lead capacity building courses; a lack of essential capacity building tools; and a lack of effective communication within the organization, which prevents the majority of employees from being aware of opportunities for capacity building that are available to them.
1.3 Objectives Of The Study
The general objectives of this study is to examine the Impact of effective manpower on the development of organizations, a case study of Dangote Sugar Refinery PLC.The specific objectives include:
- To ascertain the quality of manpower in Dangote Sugar Refinery PLC.
- To find out if there are manpower training and development in Dangote Sugar Refinery PLC.
- To examine the effects of manpower training on the productivity of Dangote Sugar Refinery PLC.
- To investigate if Dangote Sugar Refinery PLC gives incentives to their employee in order to motivate them.
1.4 Research Questions
The relevant research questions related to this study include the following:
- Are there quality of manpower in Dangote Sugar Refinery PLC?
- Are there manpower training and development in Dangote Sugar Refinery PLC?
- What is the effects of manpower training on the productivity of Dangote Sugar Refinery PLC?
- Does Dangote Sugar Refinery PLC give incentives to their employee in order to motivate them?
1.5 Significance Of The Study
It is essential that the goals, advantages, and procedures of the manpower training program be well understood before the program can be considered successful. Therefore, if this program is correctly implemented or carried out, it will result in a rise in the effectiveness, efficiency, and productivity of the employees, all of which contribute to the accomplishment of the objectives of the business.
In addition, the results of this research, as well as the conclusions and suggestions that can be drawn from it, will be of great use to students of business administration and management, in addition to those in other subjects that are relevant. The management team of Dangote Sugar Refinery PLC will find the study beneficial not just for putting its findings into action but also for doing follow-up research on the topic.
1.6 Scope Of The Study
This study is structured to covers the impact of man power in an organization. The study covers the quality of manpower in Dangote Sugar Refinery PLC, the manpower training and development in Dangote Sugar Refinery PLC, and the effects of manpower training on the productivity of Dangote Sugar Refinery PLC. Hence, the respondents for this study will be obtained from Dangote Sugar Refinery PLC, Lagos State.
1.7 Limitation Of The Study
Like in every human endeavour, the researcher encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. More so, the researcher simultaneously engaged in this study with other academic work. As a result, the amount of time spent on research will be reduced.
Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.
1.6 DEFINITION OF TERMS
i. DEVELOPMENT: This deals with the activities undertaken to expose an employee to perform additional duties and assume positions of importance in the organizational hierarchy.
ii. EFFECTIVENESS: This simply means doing the right things well.
iii. EFFICIENCY: This means doing it right .
iv. MANPOWER: This involved all employees organization ranging from chief executive down to line.
v. ORGANIZATION: This is an economic establishment set up with the aim of maximizing profit.
vi. PRODUCTIVITY: This is a measurement of the efficiency of production, a ratio of output to input keg 10 unit per manpower.
vii. TRAINING: This is the systematic process of altering the behavior of employees to synchronize with organizational goals.
viii. EVALUATION: This is the weight of an individual fitness for a job in terms of the job, duties or requirement.
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