Staff Training - The Need for Staff Training and Development in Government

Staff Training – The Need for Staff Training and Development in Government

Training and Development

On major areas of personnel function of particular relevance to the effective use of human resources it training and development few people would argue against the importance to training as a major influence on the success of an organization, staffs are crucial, but expensive resource.

Training is necessary to ensure an adequate supply of staffs who are technically and social competent, and capable of career advancement into specialize department or management positions.

The personnel management must create an organization where individual work and develop themselves with the ambit of the work. Training is usually to enable employees reasons their ways doing or to change their behaviour or to enable them undertake problem solving and other activities so as to help achieve predetermined organization goals.

Many employees have failed on organizations because their need for training was not identified and provided for as an indispensable part of management functions. Competent employee do not remain competent forever, skills deteriorate and can become obsolete, intensified competition, technological changes and the search for improved productivity.

TRAINING

Training is a preparation for a particular job. It is concerned with job performance and the application of knowledge and skill to present work. Training consist of planned programmes designed to improve performance in turn implies that there have been measurable charges in knowledge, skills attitude and social behaviour.

When we examine the training expertise as a whole, it is clear that training issues can be addressed from at least two perspectives. As the structural level, one can examine issue such as the aggregate level of expenditure by the various providers of incentives (or lack of incentives) for providing training, who get training and the economic impact of training, these are macro level concerns.

At the micro level, one may choose to examine issues such as what types of training seen to yield positive out comes from organization and trainees (i.e., what works), how to identify if training is needed and it so, what type of training best fits the needs that have seen identified, how to structure the delivery of training programme and how to evaluate the outcome of training efforts.

Unfortunately, organisation sometimes place too much emphasis on the techniques and method of training and not enough on first defining what the employee should behaviours.

In addition, very few organisations make an effort to determine whether the training objectives were met.

APPROACH TO TRAINING

According to Orewa (1991) says one of the greatest obstacles to training is the negative attitude to the programme which takes any of these forms.

The teams leaders or superior officers have a feeling that their staff are so indispensable to the operation of the organisation that they cannot be released for formal training. They therefore do very thing possible to stop them from being nominated for courses.

They shy away from the fact that should these indispensable officers leave the organization for any reason, it will continue to function ever if there is a temporary showing down of work to allow for the operational adjustment of the reliefs taking over. They also fail to realize that with better training a good officer will perform the same job better.

There is also the feeling on the part of some superior officers that formal training of their subordinates to a waste of time and money. This attitude is usually associated with these who have worked themselves up in the service (whether public or private) ladder without strong educational background.

Hence they cannot easily appreciate the need for training for them, training on the job is adequate.

MAIN STAGES OF TRAINING: – From a study by the East Hampshire Business support group of almost a hundred organizations, fill an millions report that training can be seen to pass through four main stages: out put training, task training, performance training and strategic training.

1. Output Training:- Is generally the province of small organisation which, on employing an individual or investing in a new machine, will endeavour to generate output as quickly as possible.

2. Task Training: Involves selected individuals being sent on short training or college-based courses. Health and safety regulation, manufacturers familiarization courses and financing of vocational evening classes typify this type of training.

3. Performance Training: Arises when the organisation has grown substantially and becomes well established. Training is now viewed positively with a person for the first time formally designated as responsible for training, plans and budgets are now some of the tools used to manage the training process.

GOVERNMENT INTERVENTION IN TRAINING

According to Appleby (1987) he stated that there has been various report since 1950 in Britain, which informed the government of problems and inadequacies in the system for training skilled works. Industrial training board were established to ensure sufficient training was provided and improved a levy on companies to meet expenses of the boards who also gave grants to employers who provided suitable training. The government decided that, a part from a few areas, notable engineering, the boards were to failure. So they set up on national agency in Britain in 1973 under the employment and training set. Three bodies were set up, the Manpower Services Commission (MSC), the employment service agency and the training services agency.

THE NATURE AND PURPOSE OF MANAGEMENT DEVELOPMENT

Management development is my attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills. It thus includes in-house programes like American Management Association Seminars and University Programme like executive MBA programme. Management development is a big business. According to Dessler (1994) he says it is estimated that over one million American managers participate in management development programmes yearly. For a core to American industry along several billion dollars a year.

Management development is important for several reasons. The main reason is that promotion from within is a major source of management talent. Similarly management development facilitates organizational continuity by preparing employees and current managers to smoothly assume higher – level positions.

AN INTEGRATED MODEL OF MANAGEMENT DEVELOPMENT: The wide variety of organizational settings found within the work situation make a special demand upon its managers. There is a dichotomy between the application of general management theory in influencing the behavior and performance of managers, while at the same time accepting the need for individuals to manage according to situational demands.

Using accumulated knowledge theory, Millions and Aldrich have constructed an integrated model of managerial behavior and development. The model relies on basic management and behavioral theories for its structure and situational demand gifts adoption.

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This article was extracted from a Project Research Work Topic

“THE NEED FOR STAFF TRAINING AND DEVELOPMENT IN DELTA-STATE (A CASE STUDY OF IKA SOUTH LOCAL GOVERNMENT AREA)”

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