Manpower Development And Productivity In Tertiary Institutions In Nigeria (A Case Study Of Federal Polytechnic, Oko)

Project and Seminar material for Public Administration

Manpower Development And Productivity In Tertiary Institutions In Nigeria (A Case Study Of Federal Polytechnic, Oko)


One of topical issues of discussion these day in most organization is manpower development and its retention to increased productivity. This project is geared towards studying manpower development and productivity in tertiary institutions using the federal polytechnic oko as a case study. The research exhaustively explained the concept of manpower development and it’s application to any organization. However in the course of this study, it was discovered that one of the major reasons on low performance on the part of many employees in the higher institutions is that most of them in key areas have not been well equipped with proper skills or knowledge to enable them effectively handle the responsibility assigned to them. Also discovered as hindering to increased productivity is the inability of the institution to retain the staff already equipped with specialized skills, therefore, this research report stands to recommend ways through which manpower development and its eventual productivity should be given serious attention they deserve. The literature review and the theoretical framework provided in this study only served as an ideal against which the overall manpower development effort and all other process that go with it in any organization and federal polytechnic oko, to be specific can be assessed. Information and other materials therein were obtained directly through documentary source, personal interview and questionnaires for originality for adequacy, which formed the based for the findings and recommendations therein.

Chapter One

1.0 Introduction

No organization has ever succeeded without human effort, in fact, human effort is undoubtedly the sine-qua-non for the extent to which the set goals of this organization are realized or not realized. This is simple because every other resource that contributes the organizational goal attainment are initiated and determined by the person who make up the organization.

Onah (1995), quoting Oguyi emphasize the importance of manpower in nation building. He says that:

No nation in the world can carry out any of its development, programme without adequate and competent manpower. The vital role of manpower comes into focus both in time of peace and when nation is at war. Qualified manpower is not only the critical but a measure of nation strength, security and well being.

The human resources of a nation hold the key to its survival, prosperity and future economic and social development.

The realization of the above fact explains the pre-occupational of every management with some personnel functions, recruitment, employer/labour relation, welfare, reward and punishment of the workforce to enhance productivity. However, manpower development and its eventual management do not seem to have received the attention they deserve. Thus the genesis of the problem of low productivity may well lay with the manpower development strategies of the organization and also eventual inadequacy. How a the management of Federal Polytechnic Oko has carried out these aspect of personnel functions to facilitate the day to day running of the school is the focus of this work.

1.1 Background of the Study

The school was established in 1981 through the collective effort of the community as a self-help project. It is located in Orumba North Local Government Area of Anambra State. Under the regime of Dr. Alex Ekwueme who was the former civilian vice president of the Federal Republic of Nigeria. The institution was formally known as college of Arts and Science in 1979.

Thereafter, it was upgrade to college of Arts, Science and Technology in June 28th; 1980. The college was formally formalized as Anambra State Polytechnic Oko (ANAMPOLY). It is today known as Federal Polytechnic, Oko.

There was low level of productivity and development in the institution then, but today with the effort of Prof. Godwin Onu, the Rector Federal Polytechnic Oko there are a lot of changes and rapid development in the institution.

1.2 Statement of the Problems

Manpower Development and productivity in Federal Polytechnic, Oko has been very poor due to the reasons of administrative inefficiencies like

  1. Financial inadequacy for staff training and development.
  2. Lack of conducive classroom for students.

1.3 Purpose of the Study

The research was undertaken to study manpower development and productivity using the Federal Polytechnic Oko as a case study to achieve the following.

  1. To find out the extent to which the institution promotes manpower development.
  2. To find out the relationship between training and productivity in the institution.
  3. To discover the effect of staff training development on career expectation and job mobility.

1.4 Significance of the Study

This study is significant in three ways; it serves are fulfillment of the requirement for the award of Higher National Diploma (HND) in public administration.

It will contribute to the body of knowledge on the topic academically.

The findings and recommendation in the work can be valuable as a guide in formulating manpower development and productivity policies for Polytechnics institution in the country.

1.5 Research Question

  1. Do the staff of Federal Polytechnic Oko go for training from time to time?
  2. What do you consider to be the major problem facing Federal Polytechnic Oko?
  3. Can training programme improves the performance of Federal Polytechnic Oko?
  4. What is the attitude of the management towards training and development of staff of Federal Polytechnic Oko?
  5. Are staff of Federal Polytechnic Oko return from training effectively utilized?

1.6 Scope of the Study

This study is confined to only manpower development and productivity in the Federal Polytechnic Oko.

1.7 Definition of Terms

This research work may not be undertaken successfully without attempt to define key concepts as they are used in this study for proper conceptualization.

Civil Service:

According to Ugbo (2008), she says, civil service is that component of the large public services which is centrally placed to provide guidance, advice, general supervision and co-ordination of government operations- both at the state and federal levels.

Public Service:

Public service is different from civil service embraces the civil service and other paratatals, commission and agencies of government services to the public.


It is a process by which employees systematically acquire basic skills, knowledge and attitude for efficient performance of their duties. Training enables employees to unlearn undesirable job behviour and to learn or relearn acceptable job behaviour, normal and practices for through job performance. Training seeks relatively performance change in the individual that will improve his or her ability to perform on the job.

Chapter Five

5.0 Summary, Conclusion and Recommendation

5.1 Summary of Findings

Manpower training and development in any organization either public or private is very vital if the stock of mental tools and professional’s techniques of the organization are not to become obsolete. Manpower is the most important resources in any organization and must therefore be constantly revitalized. The most effective way of doing this is true training. Some people may say that training is an injury. To those who are inclined to hold this view. Nigro and Nigro (1977) have passed this question “can we afford not to educate or train our public employees? For the foregoing, it is evidence that training and development is not being accorded the serious attention it deserves in the institution.

This study was carried out to assess the extent training acquired has led to improve performance. Training in the institution has led to greater performance and efficiency in the institution.

Training has contributed enough to duty performance and enhancement of efficiency in the service of the institution.

Training in the institution is properly developed but not effectively managed according to the responses. Training in the institution act as motivation to greater performance and productivity.

There is a generally low level of career expectation among the staff. Additional training as far as the institution is concerned is a skill enrichment career and ability to change.

5.2 Conclusion

In bringing this study to a close, it is important to reflect on the views of Oguyi as emphasized by Onah (1995) in our introductory part of this study. That no nation in the world can carry out any of its development programmes without adequate and competent manpower. The vital role of manpower comes into focus both in time of peace and when nation is at war. Qualified manpower is not only critical but a measure of a nation’s strength security and wellbeing. The human resources of a nation hold the key to its survival, prosperity and future economy and social development. To be able to achieve the above assertion, the management of the institution must consciously devote part of its resources to the training of its staff if it must achieve the purpose for which it was established.

5.3 Recommendations

Thrust of specific recommendation arising from various section of research so far, can not be made to resolve around the duties which the staff of the institution actually perform. This is because training is carried out for the purpose of enhancing efficiency and efficacy is measure in terms of the standards of the duty being performed.

A convenient starting point therefore is to emphasize that:

  1. The prevailing economic recession not withstanding the management of the institution should set aside at least 5% of its annual budget training and retiring of its staff. This can be given to them inform of project and book allowances and even money for the tuition fees.
  2. For the non-academic junior staff each section should prepare and operate a training master and each person must be given the retrained at least every three to four years depending on the number pf staff in the section. This training should be pre-requisitely for promotion or advancement in service.
  3. Management should organize or send its staff on periodic meetings, seminars, workshops conferences and refresher courses for its academic staff for not only to improve their performance but also improve their human relations at work as well.
  4. The institution should look into its administrative section with view to reorganizing it to adequately handle management staff with analytical minds. The majority of the staff in the institutions administration now carryout only routine assignment, a situation which has weakened the administrative machinery in the institution because of their lack of human relations and maintaining high standard. Days are gone when administration was regarded as generalist function which anybody with intelligency can perform efficiently. For the institution to achieve a high degree of management efficiently, it has to infuse a great deal of professionalism into it administration. The administrative staff with a first degree in discipline other than public administration should be encouraged to obtain a master degree in it. Other administrative staffs that are not qualified should be advised to obtain a degree or diploma or advance diploma in public administration. This will go a long way to improve their efficiency and human relations.
  5. There is lack of qualified staff not only in administration but in bursary section as well. This has been responsible to poor handling financial matters including staff salary. Effort should be made not only in employing qualified staff but embark upon training the existing ones that are there in relevant field. This can be in the area of accountancy, banking and finance, economics, business administration and any course that relates to that section.
  6. These academic staff considering the level of students they teach, especially as they are preparing them to be teachers themselves having professional qualification in education are very vital. This will enable them to know the principal and techniques of imparting knowledge to students therefore, the academic staff that have not yet professionalism in her course should be advised to go for post graduate, diplomas in any of the universities that offers the course. These exercises if appropriately executed will benefit both the staff and students and the institution in general.

5.4 Limitations of the Study

This study is confined to only manpower development and productivity in the Federal Polytechnic Oko.
In carrying on this research, some problem were encountered, one of which was in accessibilities of the researcher to record the committee for staff training and development scheme.

In some cases, several trips were made to the offices of those whom the researcher gave the questionnaire to in order to retrieve them, but they were reluctantly to fill them, some even misplaced their own. There was the problem of finance which delayed the speed of the researcher’s work.

5.5 Suggestion for Further Study

The researcher will like to suggest that this study should be repeated in other parts of the country and more tertiary institution should be used as a case study.

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