ABSTRACT
The optimum deployment of manpower with the prime concern for cost and productivity is
the hall-mark of management challenges, as it impinges upon the organization survival. Planning the human resource, therefore, become a strategic decision function of management â€" for their organization, utilization and integration. However, linking these process is the more fundamental issue of manpower training and development. For the transformation of human resource/manpower into human capital entails the complex process of training strategy intended to change beliefs attitudes, values, skills and structure of individuals so that they can be better adapt to new technologies, markets and challenges as well as the dazzling rate of change itself. Thus, manpower training and development becomes indispensable for management effectiveness and operational efficiency.
This fact informed the need to address the seemingly deteriorating trends of work performance in Zaria local government area â€" especially in the prevailing modern circumstances of rapidly changing world and the public sector reform agenda. Contemporary public sector programmes rarely remain static, they are being frequently revised; and modern governments are aware that the quickest way to adjust to such rapid changes is through deliberate and orderly training of its employees. For a more trained official is in a better position to effectively and efficiently discharge responsibilities in policy and programmes execution.
In zaria local government, the problem of insufficient trained staff is even more acute, and
the consequences are discernible â€" including low productivity and performance discrepancies, poor morale and lack of motivation for higher performance, poor leadership behaviour on personnel management and undue political interference â€" all characterises
and leads to negative job attitude.
The research therefore serve to identify the problems to addressing and redressing the
situation for change and better management of the local government manpower, through
re-orientation, skills development and for optimal performance and enhance productivity.
To achieve this, both secondary date (through print and published materials) and primary
data (through administered structured questionnaire and interview) were used to elicit
necessary data for analysis, conclusion and recommendations.
The research concludes that
- there is ineffective personnel management process in terms of training needs identification, proper placement and poor utilization of skills;
- lack of adequate training affects efficient performance and optimal productivity of majority of workers in the local government;
- lack of staff performance evaluation both pre and post training, affects optimum performance and productivity of workers;
- poor training opportunities also affects moral, job satisfaction and motivational needs of most, especially the more educated, workers.
The research therefore recommends that:
- the personnel management department refocus its responsibilities of proper manpower training, evaluation and motivation;
- enhance motivational needs of workers, especially in training, promotion and prompt salary payment;
- performance evaluation should be restored and ensured that each department send reports quarterly;
- staff training and development funds should be increased, and there should be constructive engagement between the local government and the state local government service commission, especially in area of training needs.
