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CHAPTER ONE

INTRODUCTION  

1.1     BACKGROUND OF THE STUDY

The attainment of organizational goals depend largely on the effort of its’ human resources. No organization survive without the effort of manpower, that why management of any organization must recognize human element as the most vital ingredient that sustain the growth and long survival of the organization. For a sustainable development and continuous increase in productivity, the management must actively be up and doing in manpower training and development programme because training bridge the gap between the actual performance and expected performance.  
Training is the planned and conscious effort towards improving skill and attitude to increase organizational productivity. Apart from  increasing productivity, it prepares employee for higher position and when faced with complex task, it keep employees at rest. As organization expand so the management become complex which call for the need for manpower training for effective and efficient running of the organization. Employee needs a constant training to withstand technological changes. Training deals with factual and relatively structured learning material having immediate job reference to programme for fewer ranking employee while development is strictly meant for manager.  
Management development therefore implies, attempt to improve managerial performance effectiveness through impacting knowledge for the purpose of organizational performance. Some managers are develop organization wide to identify managerial potentials or superior candidate with the view of widen the breath of experience (knowledge and attitude). Some are develop to enable them ripe for promotion and withstand complex task. Manpower training and development as a policy in an organization involved given the required training and impacting the needed knowledge to improve the employee performance which is gear towards increasing productivity. Other objective of training programme is avoidance of personnel obsolesce, a constant damage  in highly competitive and changing business environment above all, training and development is the life wire of any organization that wishers to grow because no one knows except is been taught so for that organization must embrace training.  
1.2     STATEMENT OF THE PROBLEM
“Manpower training and development on organization goals attainment” as a chosen to topic which set out to research how manpower development can affect organization set goals competent manpower must be recruited, trained, developed and maintained in order that the desire goals and objectives of any organization can be realized. Some organization wouldn’t like to train their employee because after training they become attractive and marketable to other competitor. Some are due to wrong perception that money spent on training is a lost instead of investment. Whilst others are wrong implementation of policy.   Base on the above reason its’ pertinent to ask the following question:
i.      To what extent is training and development of manpower recognized as a very important tool for attainment of organization goals.
ii.      How does manpower training and development affect organizational productivity
iii.     Does Nigeria breweries policy encourage training and development.
1.3   OBJECTIVES OF THE STUDY
The following are the objective of this study
i.       To investigate the effect of manpower training and development on the organizational productivity
ii.      To study the management policy towards training and development
iii.     To know the attitude of the employee towards training and development in the organization.
iv.     To investigate how effective is the implementation of training and development policy with out human error.  
1.4   STATEMENT OF HYPOTHESIS
In order for reliability and accuracy of this work the researcher would like to put forth the following
H0:  That man power training and development does not improve organizational productivity.
H1:  That manpower training and development enhance the increase in organizational productivity.  
1.5     THE SIGNIFICANCE OF THE STUDY
From the various studies as well as discussion mention earlier, it is apparent that there is enough ground to warrant a study that will examine the effect of manpower training and development. The importance of the study cannot be over emphasis for the fact that the success and growth of organization and training and development are laid together they are inseperateable. If organization must succeed in the must embrace training. However, the following are significance to the study.
i.         Determine how training and development will prepare the employee for higher and complex task
ii.        Training increase organization productivity and boost the staff moral
iii.       It reduces supervision cost
iv.       It reduces the rate of accident human factor i.e. machine accident
v.        It enhances employee performance
vi.       It brings about long term survival and attainment of organizational goals      
1.6     SCOPE OF THE STUDY
Manpower training and development is a very broad topic, its one that has new concept introduced from time to time. This is because employees now appreciate the value of training and developing the skills and improving their performance.   However, for the purpose of clarity and accuracy this research work is confirmed to Nigeria breweries Kaduna plant. Also the study will be limited to how training and programe is carried out and effect it on organizational productivity.  
1.7     LIMITATIONS OF THE STUDY
Training and development programe is a very wide which require enough time to research, but because f time constraint the researcher could not go into detail as the case may be. The programme suppose to be organized in line with organization policy so it capital intensive. Also some supervision attitude does not encourage the researcher, which poses a challenge to the researcher  
1.8     HISTORICAL BACKGROUND OF THE STUDY
Nigeria Breweries Plc was incorporated in 1946, is the pioneer and largest brewing company in Nigeria, its first bottling of beer STAR large –rolled off the bottling lines of its Lagos Brewery in June 1945, other breweries were subsequently commissioned by the company inducing Aba breweries 1957, Kaduna 1963 and Ibadan in September 1993 and lastly Enugu breweries October 2003.   The company started as a Joint Venture between the United African Company (WAC) International, UK and Heineken of Holland, thus at inception, its was 100 percent foreign owned. by early 1950, when it began operating fully, some indigenous trades already involved with its product, were muited to become shareholders. Under indigenization policy of the early 1970s the foreign shareholders were forced to see a significant position of their holding today. The company is 60 percent Nigerian owned and 40 percent foreign owned, the 60 percent Nigerian stakes is held by company employees and members of the public while the 40 percent foreign ownership is spilt almost equally between (WA Holding Limited (for unilever) and Heineken brewerizen Bv  
The foreign partners now perform the role of technical adviser. With Unilever advisory on commercial aspect such as accounting, purchasing, marketing and personal, while Heineken does the same for technology. Organizationally, the company has four division, technical, finance, marketing and personnel, each of which is headed by an executive director.   The brewing industry is one of the latest growing branches of Nigerian manufacturing. It provide for direct employment for over 30,000 persons the indirect employment associated with the industry is close to 300,000 including the firms producing ancillary services. Critical skills are generally acquired through paper qualification or on-the-job training. At the management level, a minimum tertiary qualification of first degree is required. After employment the individual undergoes structured training for about 18 months before being formally recognized as qualified to work in the system. Non technical graduate undergo a management training programme of 18 months to acquire specific management skills relevant to their vocation. The only exception to this programme is for mid-career recruitment where unexpected gaps in the management structure are bridged with suitably qualified expert from outside the system. This does not apply in technical division because of its peculiarities assistance to bridge gaps in the management cadre is always available from the technical partners.  
Specific skills training is organized on an in-house basis with suitably qualified trainers in all divisions. Out side resources, both local and international, are other use to supplement the in-house capability. Under the staff development programme, personnel are given opportunity to realized their potentials, their strength and weakness are assessed early in their careers and a career path is suggested which would offer challenging opportunities and rewarding work. Thus, employee goes on training, locally and internationally yet a specific assignment and is pointed to jobs to grow into the future. All these factors are articulated into well-laid career and successor plans so that staff members are adequately motivated and identify closely with the business.  
Remuneration policy is built on a merit-based appraisal system unrelated to age or experience working condition compare with other manufacturing concerns, locally and globally. Element of the working condition include.
a.    A good softy record
b.    Fairly generous housing allowances
c.    Almost free lunch for all levels of management
d.    Free Company medical care
e.    Free cartons of company products to all categories of workers monthly  
All these help to build up career path. The average turn over is about 6-7 percent which is not regarded as a problem  
1.9   DEFINITION OF TERMS
Training: It is any procedure initiated by an organization or its employees which is intended to fasten and enhance learning among organizational members
Development: It is the conscious attempt to improve managerial performance effectiveness through impacting knowledge for the purpose of organizational goal attainment.
Manpower: It is the total workforce of an organization
Performance appraisal: Is the assessment of an organization employee after the have been trained in order to se if they put into practice the knowledge the have acquired through training.
Goal: Is the setting of objectives to achieve corporate goal i.e. the strategies set in advance to achieve goal.
Organization: Is the grouping of activities so that the enterprises objective can be attained. Also the coming together of two or more to achieve a common goal is term organization.
Employee: Is the core input deployed to achieve organizational objectives.
Management: The act of running and controlling a business or similar organizational also the act or skill of dealing with people or situation in a successful way.

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