CHAPTER 1

1.1    BACKGROUND OF THE STUDY

In spite various government interventions and efforts; the Nigerian public sector’s score-card has remained poor

performance and inefficiency.Considering the important role of training and development in bringing the

Nigerian public service to an enviable height, if those that are expected to execute policies of the government

and manage public affairs are not well trained and knowledgeable, there would definitely be a problem.

Obviously the achievement of the objectives for which they were employed might be affected. As the popular

Adage says, “If a naked man promises you clothes, ask him which one”.

Where the human capital is not planned, organizations will be confronted with the inability to deliver

quality service, inability to attract and retain the people required and difficulty in the development and training

• of highly talented personnel. Training on the Job and some form of in-service training are examples of training

being designed or intended to develop the knowledge or expertise, greater confidence and a higher degree of

performance. The principal intention of training is to equip people with the knowledge required to qualify them

for a particular position of employment or to improve their skills and efficient in the position they already hold.

Staff development, on the hand, implies growth and the acquisition of wide experience for future strategies

advantage of the orga1nization.

Training is therefore a key element for improved organizational effectiveness; it increases the level of

individual and organizational competences. It helps to reconcile the gap between what should happen and what is

happening – between desired targets or standards and actual levels of work performance. Thus the study focuses

• on the impact of training and development on staff productivity  in the public sector in Nigeria.with a case study of the impact of training and development
• on staff productivity in ogun state public service

1.2    STATEMENT OF THE PROBLEM

The concept of staff productivity and of continuous staff productivity  remains a critical factor for the continuous development of the public service

In Nigeria.Howeverinspite of numerous efforts of government through training and retraining ,the goal is still far from being reached.

Staff productivity in   terms of quality output of goods and services remain fundamental for the development of the public service and the economy at large in Nigeria.

Therefore training and development must be a continuous program as a means of enhancing the acquisition and improvement of new skill and knowledge.But the problem

That lies shows that the cost incurred in training and development is not yielding the commensurate results.therefore it is pertinent to evaluate the nature of our training and development

Program with a view to determining its impact on staff productivity.Therefore the problem confronting this research is to evaluate the impact of training and development policy on staff productivity in the public service with a case appraisal of the impact of training and development policy in the ogun state public service.

1.3    RESEARCH QUESTIONS

1       What is the  nature of training and development

2       What is the nature of  training and development policy  in Nigeria

3       What is the nature  and measure of staff productivity in the public service

4       What is the nature of the impact of training and development on staff productivity in the public service

5       What is the nature of the impact of training and development on staff productivity in ogun state public service

1.4    OBJECTIVE OF THE STUDY

1       To determine  the nature of training and development in the public service

2       To determine the nature of staff productivity in the public service

3       To determine the nature of training and development policy in the public service

4       To determine the impact of training and development policy on staff productivity in the public service.

5       To determine the impact of  training and development on staff productivity in the ogun state public service.

1.5    SIGNIFICANCE OF THE STUDY

The study shall provide a detail analysis on the structure of staff training and development,training and development policy as well as appraise

The impact of training and development policy on staff productivity.

It shall serve a source of information on issues of training and development policy in the public service in Nigeria

1.6    STATEMENT OF HYPOTHESIS

1   Ho      Staff productivity  inogun state public service is low

    Hi       Staff productivity in ogun state public service is high

2    Ho    Training and Development in ogun state public service is low

     Hi     Training and development in ogun state public service is high

3   Ho    The impact of training and development policy on staff productivity in ogun  is low

    Hi  The impact of training and development policy on staff productivity in ogun is high

1.7    SCOPE OF THE STUDY

The study focuses on the evaluation of the impact of training and development policy on staff productivity in the public service with a case appraisal

• of the impact of training and development policy in ogun state public service

1.8    DEFINITION OF TERMS

TRAINING DEFINED

Fanibuyan (2001) defines training as the systematic process of altering the behaviour and or attitudes of

employees in a direction to increase organizational goals and development as programme generally aimed at

educating supervisory employees above and beyond the immediate technical requirement of the job and have a

main objective of the improvement of the effective performance of all managers. Training is the application of

gained knowledge and experience (Punia&Saurabh, 2013). Training can be defined as organized activity aimed

at imparting information and/or instructions to improve the recipient’s performance or to help him or her attain a required level of knowledge or skill (Appiah et al, 2013).

DEVELOPMENT DEFINED

Development involves preparing employees for higher responsibilities in future. Development

according to Ezeuwa (2009) can be seen as the use of human resources to quantitatively change man’s physical

and biological environments to his benefits or ever seen as involving the introduction of new ideas into the social

structure and causing alterations on the patterns of the organization and social structure. To develop staff,

(Daniels, 2003) simply refers to make them grow with the company so that they can be fitted for available higher

positions within their capacity. Development deals with improving human relations and interpersonal (Iwuoha,2009).

Orientation/Induction Training

This is given immediately after employment to introduce the new extension staff members to their position.

This is mainly concerned with acquainting new employees with the organization. This training is aimed at

getting all new entrants familiarize with the organization’s goals, structure, culture, work standard and other

conditions of employment

Foundation Training

This is appropriate for newly recruited personnel; every staff member needs some professional knowledge about

various rules and regulations of the government, financial transaction, administrative capability, communication

skills, report writing, leadership ability, etc

Job Instruction Training

Job instruction training is received directly on the job, and so it is often called “on-the job” training. It is used

primarily to teach workers how to do their current jobs. A trainer, supervisor, or co-worker serves as the

instructor. When it is properly planned and executed, this method includes each of the learning principles

(Demetra et al, 2008).

Career Development Training

Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery

and professional development, coupled with career planning activities. Job mastery skills are those that are

necessary to successfully perform one’s job. Professional development skills are the skills and knowledge that

go beyond the scope of the employee’s job description, although they may indirectly improve job performance

Maintenance/ Refresher Training

This keeps specialists, administrators, accountants, supervisors and frontline workers updated and enables them

add to the knowledge and skills they have already.

 Management Development

The management and leadership development process is flexible and continuous, linking an individual’s

development to the goals of the job and the organization. Management development programs on campus give

you the opportunity to develop a broad base of skills and knowledge that can be applied to many jobs on

campus. D&T’s management development curriculum is changing. The overarching goal is a comprehensive

curriculum for managers and supervisors to develop the necessary core competencies to become excellent

leaders.