This study, THE EFFECT OF DELAYED STAFF TRAINING ON PUBLIC SECTOR CAPACITY BUILDING AND PRODUCTIVITY contains concise information that will serve as a framework or guide for your project work. The project study is well-researched for academic purposes and are usually provided in complete chapters with adequate References.
TABLE OF CONTENT
1.1 BACKGROUND OF THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH QUESTIONS
1.5 SIGNIFICANCE OF THE STUDY
1.6 RESEARCH HYPOTHESES
1.7 SCOPE OF THE STUDY
1.8 LIMITATION OF THE STUDY
1.9 DEFINITION OF TERMS
2.0 LITERATURE REVIEW
2.1 CONCEPTUAL CLARIFICATION
2.2 THEORETICAL FRAMEWORK
2.3 EMPIRICAL REVIEW
2.4 SUMMARY OF LITERATURE REVIEW
3.0 RESEARCH METHODOLOGY
3.2 RESESEARCH DESIGN
3.3 STUDY POPULATION
3.4 SAMPLE AND SAMPLING TECHNIQUE
3.5 DATA FOR THE STUDY: INSTRUMENTATION
3.6 METHOD OF DATA ANALYSIS
4.0 DATA PRESENTPRESENTATATION AND ANALYSIS
4.2 DATA ANALYSIS
5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 SUMMARY OF FINDINGS
Developing capacity for personnel at the third tier of governance, known as the local governmentin Nigeria, is quite fundamental to its growth and stability. Every effort made in this regardbrings about a multiplier effectiveness and productivity outcome not only to the employees butalso to the administration of the local government and indeed, the entire nation (Dibie, 2014). The Nigerian local government structure in recognition of this provides in its instrument ofoperation, the need for training and retraining of its personnel. In spite of the various reformssince independence, training of personnel at the local government level is fraught with problems.
In recent times, the Nigerian public service, including local governments has begun to lay emphasis on capacity development. This is with a view to bringing about an improved and efficient workforce. Adebayo (2004:114) summarizes the situation by saying that some ‘progress has been made in the various public services of Nigeria towards training and staff development during the past decade’ But the tempo and scale of training still falls far short of normal requirement for an efficient public service. It is not unlikely that such trainings had focused too often on senior management training to the relative neglect of the numerous other cadres in the public service. Among the lower cadres in the public service there is still too muchworking by routine, apathy, and a general lethargy to government work. There is often even barely concealed hostility or downright coldness or rudeness to members of the public who approach public officers in the lower cadres for information or service.
Derek and Hall (2000:55) examined the training environment and the structure of organizations, emphasized on the effects of internal political and cultural factors on training and development. Sherman et al (1996:16) argues that many new employees can be equipped with most of the knowledge, skills and attitudes needed to start work, but others may require extensive training to ensure their effective contribution to the organization. A majority however, will require some type of training at one time or another to maintain an effective level of job performance.
According to Krietner (1995:8), ‘no matter how carefully job applicants are screened, typically a gap remains between what the employee does know and what they should know. An organization which desires to gain the competitive edge in its respective industry, needs among other things, extensive and effective training of its human resources’. This underscores the point that training is a very fundamental element for improved organizational performance. It brings about an increase in competence of not just the individual personnel of an organization but the overall competence of the organization itself. It helps to reconcile the gap between what shouldhappen and what is happening – between desired targets or standards and actual levels of workperformance.
Although many employers continue to have reservations about the cost and extent of tangible business returns from training, the development of skills has been identified as a key factor in sharpening competitiveness.
The purpose of training is mainly to improve knowledge and skills, and to change attitudes or behavior. It is one of the most important potential motivators which can lead to many possible benefits for both individuals and the organization. Changing technology requires that employees possess the knowledge, skills and abilities needed to cope with new processes and production techniques (Sam-Okere and Adeniga, 2014).
Among the many factors militating against the actualization of training for the personnelof the Nigerian local government is the haphazard manner with which such trainings are plannedand executed. Poor funding is another militating factor. Although local governments quite oftenmake budgetary allocations for personnel training, the release and utilization of such funds donot correspond with the way it is orchestrated. Even when funds are made available, the contentand form of such training sessions indicate that felt needs were not determined before embarkingon the training sessions. The relevance of the particular training content seems not to have beenconsidered before nominating the personnel for such training sessions. The quality of facilitatorswho are appointed on consultancy basis is also another militating factor. Some of theseconsultants do not have the requisite know-how for their tasks. The training programmes areeither contracted to party loyalists or such persons as have some form of attachment to the chiefexecutives of the local governments who see such opportunities as avenue for sharing in thenational cake. This raises a very serious accountability question which no doubt is a fundamentalissue in the administration of the public service (Olusegun, 2009).
In spite of the weaknesses of the management of training, it remains no doubt an essential element for the development of the capacity of all categories of staff in any organization. It is still a major instrument of increasing human efficiency through which people are offered the opportunity to acquire new skills and current knowledge required, in carrying out various specialized tasks in their place of work (Nwachukwu, 2007).
Delayed staff training on public sector capacity building and productivity as mentioned earlier has a great effect both on the employee and the organization at large due to its inefficient productivity.
1.3 RESEARCH QUESTION
1.4 AIMS AND OBJECTIVE OF STUDY
The aim of this studies is to critically study the effect of delayed staff training on public sector capacity building and productivity. The objectives are:
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