TRAINING MANPOWER DEVELOPMENT AND EMPLOYEE PERFORMANCE

The article on this topic (training manpower development and employee performance) is an extract from literature review of the project material. The complete project work would be made available when you subscribe for the full material.

CHAPTER TWO

LITERTAURE REVIEW

The purpose for this study was to determine the training Manpower Development and Employee Performance in an organization. Training of Manpower has been one of the pressing problems that have greatly affected the economy of any nation. Since the problem of training manpower development and employee performance among organizations is not new in the field of educational research, many studies have been carried out, but considerable numbers of literatures and papers have been reviewed. Hence, related literature on this subject therefore has been profound and vast. Some of the studies were quite intriguing. Some were particularly concerned with sporting factors that aided poor employee performance. Such studies have however been helpful in a way that they point to why some employee could not perform or achieve their goals positively thereby opting out as a result.

In the reviewing the related literature for this study, the following areas have been mapped out for review; organization background and employee’s performance, organization income (socio-economic status) and training Manpower development; Organization changes in labour market and Manpower needs in manufacturing and marketing, and summary.

2.1   ORGANIZATION BACKGROUND AND EMPLOYEE’S PERFORMANCE

        The organization structure or background could influence the employee’s performance and training. If the management (managers) of any firms or organization did not attend training, workshops or seminars, they would find it difficult to send their employees to training and also to provide them with some necessary incentive and motivation, and these will affect manpower needs or employee’s performance. Major banks (1979) in his study found out that the organizational structure cum background ha s a unique relationship with training manpower development in an organization. In the same vein, Morris (1972) shows that organization with poor attitude to training of manpower development have their employee as lacking technical know-how. Jegede (1984) also explains that lack of manpower needs in any of the organization can be attributed to organization background and socio-economic status. Musgrave (1979) is of the opinion that companies or organization that fall under the upper and middle classes is of high socio-economic status and are well solidified, they tend to realize the importance of training manpower needs. Moreso, Iniodu (1991), Akpan (1993), and Udofia (1993) are of the view that organization of good standard find it necessary and rewarding to identify, determine and trained their employee with the view to organize workshop, seminars and symposium where technocrats will be involved to show expertise. These will enable the employee to put in maximum performance in the service oriented organization.

2.2   ORGANIZATION INCOME AND TRAINING MANPOWER DEVELOPMENT  

        Henry (1993) opined that employee from a rich organizations find it easy to adjust to training life for effective performance and greater achievement. Eket (1986) observed that employee from poor organizations do not attend the same level of training manpower development as those form wealthy organizations. The differences, according to him, may be due to the availability and provision of training materials in different organizations. Esien (1979) noted that low financial position of any organization have a strong influence on the employee performance in an organization.

Manpower can be said as the total knowledge, skill, creative abilities, talents and attitude of an organization to work force as well as the values, attitude and benefits of the individuals involved in it. The needs for Manpower in an Organization include: To maximize utilization of human resources. To reduce excessive labour turnover and high absenteeism. To meet the challenges of new and changing technology and also new techniques of production.