Manpower Planning and Development in Nigeria Parastatals A Case Study of Power Holding Company of Nigeria, Enugu

University of Nigeria
Research Publications
Author
ANI, Ozioma V.
PG/MBA/05/45093
Manpower Planning and Development in Nigeria

Title
Parastatals: A Case Study of Power Holding

Company of Nigeria, Enugu
Faculty
Business Administration
Department
Management
Date
February, 2007
Signature
MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA
PARASTATALS: (A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU).
A N 1 OZIOMA VIOLET
PG/MBA/05/45093
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION.
UNIVERSITY OF NIGERIA
ENUGU CAMPUS.
FEBRUARY, 2007.
PARASTATALS: (A CASE STUDY OF POWER HOLDING COMPANY
OF NIGERIA, ENUGU).
BY
A N 1 OZIOMA VIOLET
PG/M BA/O5/45093
A RESEARCH PROJECT SUBMITTED T O THE

ENUGU CAMPUS
I N PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE

AWARD OF MASTERS DEGREE I N BUSINESS
A D M I N I S T R A T I O N (MBA) I N MANAGEMENT
'
SUP€RVISOR
PROF. E.U.L. IMAGA
FEBRUARY, 2007.
PARATATALS- A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU.
BY
AN1 OZIOMA VIOLET
PG/MBA/05/45093
A RESEARCH PROJECT SUBMITTED TO THE
ENUGU CAMPUS
I N PARTIAL FULFILMNENT OF THE REQUIREMENT FOR

THE AWARD OF MASTER DEGREE I N BUSINESS
ADMINISTRATION (MBA) I N MANAGEMENT
SUPERVISOR
PROF. E.U: L. I M A G A
FEBRUARY, 2007.
TITLE PAGE

PARATATALS- A CASE STUDY OF POWER HOLDING
COMPANY OF NIGERIA, ENUGU.
CERTIFICATION
I, AN1 O Z f O M A V, a post-graduate student of Department o f

Management, with Registration Number: PG/MBA/05/45093 has
satisf actori ly completed t h e requirements of the course and
research work f o r t h e award o f masters degree in Business
Administration (MBA) management.
The work embodied in this report is original and has not
been submitted in p a r t or f u l l for any other Diploma o r Degree o f
this or any other university.
Prof. E. L. ~ r n a g w Chief J.A. Eze

Project h p e r v i s o r Head of Department
DEDICATION
I dedicate this project t o God Almighty, without whom the
writing of this research project would not have been possible. To
him be all the thanks, praises, however, adoration and dominion
forever.
ACKNOWLEDGEMENT
I have incurred numerous debts o f gratitude t o many people
who have offered one help or the other f o r the success of this
research work. This work is conducted based on the fact that two
good heads are better than one. Hence. this piece of information
is a meeting point of diverse ideas, thoughts and data from
numerous sources.
Firstly, therefore, my sincere gratitude goes t o my able
supervisor. professor Imaga, who is the brain behind the
articulate and comprehensiveness of this research work. Moreso,
my profound gratitude goes t o the Assistant t o professor Imaga,
Mr. Gideon, who we fondly call "father". due to his fatherly care,
love and concern on our welfare and wellbeing. To him, I say may
he be richly rewarded by God Almighty.

Also, I will not fail t o mention my good friend Ijeorna
Okafor, who contributed her assistance in no little measure t o
see t o it that this research work is a reality.
My dearly beloved parents of blessed memory are fondly
remembered here as well; for their love and care. May their
gentle souls continue t o rest in God's bossom, till we meet t o part
no more. Indeed, they are a set that can never be seperated.
To the team of staff of the Afrihub Internet research
centre; U.N.E.C, I say thanks a millions for all your assistance and
patience.
Lastly, t o my loving, caring and understanding uncle, Engr.
Tony Akabagu, I say may God reward him richly f o r all his
financial and moral support. Indeed, he is a rare gem.

ABSTRACT
The growth and innovation in t h e field of science and
technology and t h e complex nature o f modern business
activities and the need f o r the expert handling of modern
equipment calls for urgent training and development of
organization's manpower resources in order t o meet these
challenges.
Today. we know t h a t our problem is not how t o avoid
change b u t how t o analyze t h e planning and development
opportunity and get ourselves equipped t o handle t h e increasing
complexity in manpower and management activities.
This research work undertook a survey of t h e manpower
planning and development policies and programme of t h e Power

Holding Company o f Nigeria, Enugu and found t h a t though
there exists an established policy and programmes, they are
however deficient in content and implementation. Based on this
findings, we suggested an immediate review of t h e training and
development policy and programme in order t o make it more
functional and adapted t o the present and future needs of t h e
organization's intended objectives.
I n carrying out t h e research, research questionnaires

were used. The analysis of t h e questionnaire was done based on
percentages; allowing t h e greater than or less than factor t o
inf hence t h e judgement either reinforced or nullified.

The work is divided into five chapters. The f i r s t chapter
contains t h e statement o f problems and t h e objectives of t h e
study. I n chapter two, relevant literature on manpower planning
and development problems and strategies were reviewed. I n
chapter three, t h e research methodology and sources o f data
are presented. Chapter four contains t h e presentation and
analysis of data. The f i f t h and last chapter contains summary
of t h e findings, conclusion and recommendations.

Title page .. ..
Certification ..
Dedication ..
Acknowledgement
Abstract .. ..
Table of contents
List of Tables ..
CHAPTER ONE
INTRODUCTION:
Background o f study
Statement of problem
Objectives of study ..
Theoretical foundations of t h e study
Research Questions .. .. ..
Scope o f t h e study .. .. ..
Limitations of t h e study .. ..
Significance of t h e study .. ..
Definition of terms and Acronyms
Reference
CHAPTER TWO
LITERATURE REVIEW: .. .. .. ..
Nature o f manpower .. .. .. .. ..
Originofmonpowerplonning .. .. ..
Sources of trained manpower in Nigeria ..
Manpower Planning .. .. .. .. ..
Manpower Analysis .. .. .. .. ..
Manpower Development .. .. .. ..
Aims and objectives for effective manpower
Planning and Development in an organization
Summary .. .. .. .. .. .. ..
Reference .. .. .. .. .. ..
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY:
Research design
Sources of data
Location of study
Population of study
Sample size ..
Sample Technique
Instrumentat ion
Validity of Instrument .. .. .. .. .. .. 65
Reliability of t h e Instrument .. .. .. .. .. 67
Data collection .. .. .. .. .. .. .. .. 69
Instrument Return Rate .. .. .. .. .. .. 69
Reference .. ,. .. .. .. .. .. .. 72
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF
DATA .. .. .. .. .. .. .. .. .. 74
CHAPTER FIVE
SUMMARY, RECOMMENDATION AND CONCLUSION:
Summary of findings ., II I I I ( II I I ,, 81
Recommendations .. .. .. .. .. .. .. 83
Conclusion .. .. ...... .. ,. ., .. .. .. 88
Bibliography .. .. .. .. .. .. .. .. 89
xii
LIST OF TABLES
Population distribution/Grade of workers
Data distribution table .. .. .. ..

Training programme/opportunity . ..
Training programme/work performance o f s t a f f ..
Manpower designheeds of orgonisation .. ..
Manpower planning/organizations objectives ..

CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND AND NEED FOR THE STUDY
Contemporary thoughts on national development and growth
emphasized t h e need f o r training and retraining of t h e human
resources and potentials of any given political economy as a basic
correlate t o t h e attainment of full political and economic
independence of nations. The objectivity of t h i s assertion
becomes apparent when viewed against t h e background o f t h e
severe damages recked on t h e socio-political and economic
structure and integrity of most independent developing nations by
foreign interest acting under t h e pretension o f assisting them in
t h e i r development efforts.
According t o Dructer Peter, (1974:425) " t h e realization of
complete independence is theref ore a function of an effective
development strategies of efficient Utilization of a country's
potentials. Studies show t h a t most economies are blessed with

abundant natural resources. The lack in t h e basic technology f o r
transforming and maximizing t h e benefits o f these natural
endowment results from the underdevelopment of human
potentials. Studies show t h a t most economies are blessed with
abundant natural resources.
According t o Falayan Ojo; (198532) "Since Nigeria gained
her independent in 1960, we have been faced with t h e challenges
of providing adequate and effective manpower needs f o r t h e
management of our economic resources. Our inability t o provide
for t h e necessary manpower needs results in t h e inefficient and
under-utilization o f t h e abundant economic resources".
According t o Ademolakun, (1983:28), "Most organizations in
Nigeria especially t h e Power Holding Company of Nigeria are so
much concerned with t h e p r o f i t maximization motive of business
concerns t h a t they intend t o ignore t h e need f o r retraining t h e i r
workers in t h e light of current demands of t h e i r training
programme as waste rather than as an investment. They fail t o

see t h e desirability o f continuos retaining and development o f
their workers in order to promote the efficiency and
effectiveness of t h e i r organization. Consequently, instead of
growing, t h e business rather falls due t o much capital wasted.
According t o William Haimes, (1978:22) "Commenting on t h e
general poor development of Nigeria workers, observed t h a t
PWCN workers are under-used, under-employed, frustrated and
prevented from bringing t h e i r talents t o bear on t h e well being of
their employer organization and t h e nation a t large. The principal
motives is not t h e i r workers but t h e i r leader; t h e management.
This statement shows t h a t t h e country is blessed with manpower
resources with which t o develop but lacks in t h e e f f e c t i v e
utilization of t h i s potential f o r t h e transformation o f t h e natural
resources essentially because of t h e inadequate planning and
development of her manpower resources. Manpower planning and
development is recognized as p a r t o f f ft h e broad discipline o f
management development. Many scholars have reviewed and

interpreted it in varying ways, raising argument as t o i t s position
in an organization.
However, in spite o f all t h e e f f o r t put in t o ensure efficient
administration of these functions, Power Holding Company of
Nigeria still encountered problems with revenue collection;
Consequently they always end up realizing less than estimated.
Hence, t h e need f o r t h e study o f manpower planning and
development in Nigeria.
1.2 STATEMENT OF THE PROBLEM
According t o t h e PHCN news on t h e PHCN website:
page 1 of 7, for t h e fact t h a t t h e Power Holding

\I~\~~\~~.~~ICIIL'~LI~II.C~II~;
Company of Nigeria PIC is established t o carry on t h e business of
NEPA and fulfill all i t s obligations and functions as provided f o r in
the Electric Power Sector Reform A c t 2005, Vice President
Atiku Abubaka handed down this mandate May 3lSt, while
inaugurating t h e 6-man Board of Directors of t h e Power Holding
Company o f Nigeria PIC (PHCN) in Abuja.

He pointed out t h a t t h e A c t establishing t h e PHCN provides
t h a t all "NEPA's functions assets, liabilities and employees shall
be transferred t o t h e I n i t i a l Holding Company and successor
companies within one year on terms not less favourable than
those enjoyed by him immediately prior t o his transfer". Hence,
t h e following problems of man power planning and development in
PHCN (former NEPA) which necessitated my venturing into this
research study are analyzed below;
The power Holding Company of Nigeria Enugu has been
having & facing a lot of problems which it inherited from i t s
predecessor, t h e National Electric Power Authority (NEPA). Since
i t s inception in 2005 till date, t h e PHCN Enugu has had t o pass
through some difficulties, ranging from inefficient means o f
sourcing and utilizing i t s scarce resources f o r manpower planning
and development, to ineffective and inefficient manpower
development.
According t o Adedeji and Rowland (1970:lO). "The problem
o f National Electric Power Authority Enugu was finance". He
further stressed t h a t t h e r e has been shortage o f funds t o meet
t h e functions of NEPA Enugu, f o r which it was created t o carry
out. This same problem o f finance is still facing PHCN Enugu
today.
Moreso, Bokaji Adesanya (1987: 1-8), posits t h a t "another
problem facing NEPA, which is Power Holding Company o f Nigeria
today, was inability t o provide f o r t h e necessary manpower need,
which results in t h e inefficient and under-utilization o f t h e
abundant economic resources, for b e t t e r services.
Furthermore, another problem confronting PWCN which has
been a perennial problem is inadequate staffing. This is due t o
lack of funds, lack of promotional incentives and also t h e issue o f
victimization.
Another problem confronting PWCN-is project maximization
motive. The PHCN is so much concerned w i t h project

maximization business motive, t h a t it tends t o ignore the need
for training and retraining of t h e i r workers. This is because they
see embarking upon such laudable venture in t h e light of wastage
o f financial and material resources, rather than as an investment.
F o r t h i s reason, Dosumu (1985:10), made an assertion t h a t
"lack of adequate funds and lack o f appropriate management
directives have been responsible f o r t h e continued NEPA
ineffective and inefficient operations; of which PHCN Enugu is
still towing t h e same line.
Conclusively, t h e services of PHCN Enugu have been
suffering from brain drain as highly dedicated and experienced
staff of this significant parastatal leave t h e organization due t o
lack of the needed incentives for b e t t e r performance.
1.3 OBJECTIVES OF THE STUDY
The decision t o research on this field of human planning and
development results from my interest in t h e area o f manpower
planning and development as it occupies a strategic position in t h e

effective and efficient realization of organization's goals. Apart
from giving t h e reader a general idea o f what manpower planning
and development entails, this study is designed t o examine and
clarify t h e following issues:
To study the manpower planning and development
programme of PHCN.
To determine t h e impact of t h i s programme on workers
performance.
To identify t h e problem which affect t h e successful
implementation of the programme and achievement o f t h e
desired result.
THEORETICAL FOUNDATION OF THE STUDY
GEOGOPLOVS PATH THEORY
This theory is chosen because it states t h a t an employee
will behave in a way t h a t will make him t o attain a valued, desired
goal. This will t o a large extent create'tension, which employee
t r y t o reduce by his behaviour. The employee will focus on goal
S
availability, goal value and perceived effort. This happens when a
worker sees high productivity as a path leading t o t h e attainment
o f one o r more o f his personal goals. Thus. he puts in more e f f o r t
and t r i e s t o improve so as t o contribute more t o t h e organization
and gain materially through attracting promotion and financial
benefits t o himself.
I n Power Holding Company o f Nigeria, Enugu, o f t e n times,
many of the employees do t h e i r best t o source fund. Some of t h e
field workers o f t h e Power Holding Company of Nigeria go out on
fieldwork t o t h e i r debtors; those who pay disconnection fees t o
t h e PHCN and c~ t h e rfees payable. The problem is t h a t a f t e r
generat ing o r col lecting these fees, t h e controllers of t h e Power
Holding Company of Nigeria channel t h e resources generated t o
inappropriate quarters, thus destroying t h e economic lifeline o f
the PHCN. They keep both t h e revenue generated by t h e PHCN
together with the money allocated t o them by federal
government, t o themselves
The executives o f Power Holding Company of Nigeria, Enugu
are saddled with t h e responsibility of maintaining and protecting
t h e electrification in some rural and urban areas. They are also
supposed t o award rural and urban electrification t o those areas
where it is lacking, instead they leave it t o t h e community t o
source for it.
Thus, the problem of Power Holding Company of Nigeria,
Enugu, on finance is t h a t of mismanagement. they manage t o get
more than half of t h e finance needs f o r t h e upkeep of t h e
organization but is not utilized properly.
1.5 RESEARCH QUESTION
The research questions will be developed by t h e researcher
for t h e purpose of getting information f o r t h i s study:
Research question 1.
Wow does your organization make provision f o r the training
and development of 'her employees?

How is t h e manpower planning and development programme
offered by t h e PHCN, Enugu help t o improve work performance
o f i t s workers?
How does t h e design of t h e planning and development
programme in PHCN Enugu meet t h e current and potential f u t u r e
needs of t h e organization?
tiow does t h e good and well implemented manpower planning
and development programme in PHCN, Enugu Contribute t o t h e
attainment of organization's objectives?
1.6 SCOPE OF THE STUDY
This work is a case study of Power Holding Company o f
Nigeria. Enugu, Enugu State.
The study covers manpower planning and development. I t is
an extensive topic, which will require a comprehensive research t o

enable an individual all t h e necessary details, and complexities
involved in it.
Therefore, t h e researcher has decided t o r e s t r i c t this
study t o dwell on manpower planning and development problem
inhibiting t h e overall performance o f t h e workers in Power
Holding Company o f Nigeria. Enugu.
Apart from the related literature where general
consideration was given t o t h e topic. the actual field study was
based purely on t h e experience of manpower (employee) planning
and development activities of Power Holding Company o f Nigeria,
Enugu.
The researcher would make use o f questionnaire t o collect
information f o r t h e study. The questions would be structured in a
way t h a t it would give room f o r close and open-ended answers.
1.7 LIMITATION OF THE STUDY
I n conduction t h i s study, t h e researcher is likely t o
encounter some constraints. In carrying out t h i s study, t h e

research was subjected t o a stipulated time limit within which
t h e study is supposed t o end. The time which was given t o t h e
researcher and other pressing academic work as a Part-Time
student of t h i s department is not enough. This research work
needed more time than t h a t which was given full research work.
The researcher found it difficult t o get t h e co-operation of
t h e workers. The researcher was not exposed t o information and
data due t o negative attitude o f t h e workers who refused t o
provide ceriain document, which t h e researcher needed, for this
study.
1.8 SIGNIFICANCE OF THE STUDY
I n Power Holding Company of Nigeria today, efficiency and
effectiveness cannot be over looked o r side tracked. This is
because Manpower Planning and development have been a problem.
This research work is being carried out t o assist in proffering
solutions t o t h e problems.
The study would be o f particular significance t o researchers
and especially t o students of business administration and
management who would want t o delve into such a study o r even
similar studies in t h e future. I t would help researchers t o know
t h e areas o f t h e problems t h a t have been covered and areas not
covered, so t h a t they would know where t o s t a r t from, in
subsequent research work.
This study will be of great significance in t h e f o llowing
ways: -
I t will help t h e finance s t a f f of t h e Power Holding Company
of Nigeria, Enugu, t o efficiently carryout t h e i r functions.
The problems hindering the manpower resources o f t h e
Power Holding Company of Nigeria, Enugu under study will
be identified,
Other organizations and other researchers will also benefit
from t h e study by adopting t h e retommendations offered.
D E F I N I T I O N OF TERMS AND ACRONYMS

MANPOWER
For t h e purpose of this work, manpower means management,
scientific, engineering, technical, craftsman and other skills which
are employed in creating, designing, developing, organizing.
managing and operating productive and service enterprise and
economic institution.
PLANNING
I t is t h e establishment of goals, policies, and procedures
for a social o r economic unit.
MANPOWER PLANNING
Manpower planning helps provide adequate human resources
t o achieve organization objectives.
DEVELOPMENT
This is t h e process o f increasing t h e knowledge, t h e skills
and capacities of t h e people in t h e society, in economic terms or
in terms of administration.
MANPOWER DEVELOPMENT
I t is t h e accumulation of human capital and i t s effective
investment in t h e development of an economy o r an increase in
prof it o r more result oriented of an organization.
PARASTATAL
An organization o r authority set up o r sponsored by t h e
government o r s t a t e and serve t h e government o r s t a t e in an
auxiliary capacity.
REFERENCE
Adedeji. Adebayo and Rowland. Laurence (1970), "Principles o f
Personnel Manaqement" 5'h Edition (New
York; McGraw Will Book Company)
Ademolekun. Ladipo. (1983), Public Administration A Niqeria -
and Comparative Perspective, (London:
Lonman Group Limited).
Bokaji. Adesanya (1986), Personnel Manaqement, the
Manaqement of people a t work. 4th edition
(Ibadan; Oxford University Press).
Dosumn Olayemi. (1986),Personnel Manaqement Ibadan; Government
Printer).
Drucker, Peter, (1974) "Management-ta ke, _R_esponsibilities
Practical 3rd Edition (London; Macmillon Press)

Falayan, Ojo. (1985). Manpower Require-ment f o r
Niqeria's Industrial Development;
(Lagos; Logos University Press).
Haines, William (1980). Manaqernent E f f e c t i v e Parl
(London: Pan Book Limited)
Hicks. Herbert Ray, Gullet, (1975). Orqanization: Theory and
Behaviour, (Singapore: McGraw Hill Book
Company).
CHAPTER TWO
LITERATURE REVIEW
2.1 NATURE OF MANPOWER
The centrality and t h e importance o f Manpower t o a nation
or t o an organization cannot be over emphasized. I t is in
recognition of t h i s importance t h a t t h e late United States
President John F. Kennedy in his f i r s t Manpower report, stated,
"Manpower is t h e basic resources. I t in t h e undependable means
o f converting other resources t o mankind uses and benefits. Wow
well we develop and employ human fundamental in deciding how
much we would accomplish as a nation. The manner in which we do
so well profoundly determine t h e kind of nation we become" in
effect John F. Kennedy is saying t h a t Manpower id fundamental
t o t h e development o f any nation o r organization.
According t o William L Dejon (1978:268) stated t h a t
"selecting t h e most suitable resources is important, t h e r i g h t
plant machinery and equipment, t h e r i g h t tools, b u t selecting t h e

right people t o do each task id of over riding importance". Even
t h e most e f f i c i e n t machinery in t h e world will not produce a t a
maximum unless t h e people who operates it perform a t t h e i r best,
and most importantly are motivated t o make t h e i r equipment
produce efficiently. According t o Dejon, if t h e skill and will are
properly applied, wonderful things can happen.
Harbison (1962:lO) argue in t h e same line when he said t h a t
manpower is t h e human resource; not capital, not income nor
material, resources, constitute t h e ultimate basis f o r t h e wealth
of a nation. I n effect Harbison regarded a nation manpower as
constituting i t s wealth.
According t o J. Vetter (1967:126) in his argument or
development and management of human resources contended t h a t
"human resource is an asset, which enables an enterprise t o
distinguish itself in performance from other enterprises. Human
resources are more t h a t current resources used in the production
process. I t has a long economic lie, which deserves t h e same

planning attention given t o other assets with long lives. Actions
taken today in human resources areas influence t h e quantity and
quality of the company's human resources.
According t o Ojo (1985;39) defines manpower as a
managerial scientific, engineering, technical, craftsman and other
skills which are employed in creating, designing and developing
organization and in managing and operating productive and service
enterprises and economic institutions.
I n effect, manpower is power, humanity, society with all of
its aspirations, needs and capacities has more than ordinary
wealth. Manpower considered as an economic resources
represents t h e aggregate of skills, and a t t i t u d e resulting f r o m
education plus training t h a t equips a labour f o r c e with t h e
capacity, t o plan, organize and carryout economic processes, when
properly allocated. Manpower is t h e "human capital that must be
matched with other forms of capital i n a continuos process o f
allocation between alternative uses.

Dr. 5 . A . Olaiyas (1988:9) in his attempt t o emphasis t h e
importance of manpower in t h e organization has t h i s t o say t h a t
"organization are faced with t h e growing need f o r b e t t e r
prepared human resources relevant t o i t s need for efficient and
effective performance of i t s task t o achieve increased
productivity. This depicts t h a t increase in productivity is a
products of planned and developed manpower in t h e organization.
Therefore, in forecasting t h e future needs of an organization,
manpower needs should feature prominently in t h e short and long
range planning.
Throughout t h e world, trained and experience manpower is
critical t o t h e survival and f u t u r e development o f an organization
or a nation. It is new self-evidence t h a t t h e difference in
.- performance between countries and competitive advantage of
business enterprises, r e s t not so much on t h e supply of natural
resources o r even technological proceds, but on t h e ability o f

< t h e i r efficient people t o manager these resources and t o utilize
new technology through efficient and innovative organization.
However, due t o t h e act t h a t manpower supply is scarce
than t h e demands, t h e r e is t h e need f o r an efficient and
effective manpower planning programme. Zsbcrnr

m-m?
2.2 O R I G I N OF MANPOWER PLANNING 'JlrYsk&p
The history o f manpower planning can be traced t o t h e end
o f t h e second world war when t h e United States and some
European Countries in order t o anticipate and overcome labour
shortages in certain occupations and areas embarked on
manpower planning programmes. As systematic national
development planning become a strategic instrument aimed
principally a t accelerating economic growth, in t h e developing
countries. t h e scarcity o f skilled labour t o execute development
programme become evident and a resort t o manpower planning
was inevitable. However. in most countfies, manpower planning is
t o a large extent restricted t o planning for high level personnel.

Despite t h e f a c t t h a t most manpower planning studies vary
in research procedure and emphasis, they are all focussed on
programming education t o serve economic purposes. Manpower
planning tackles such problems as t h e determinants o f t h e
demand f o r human skills, and t h e factors t h a t a f f e c t s changes in
t h e demand f o r and supply of skills over time. It also embraces
t h e analysis. An inventory o f available manpower is taken, while
t h e demand f o r skills is determined in order t o know t h e areas
where shortages o r surpluses exist.
However, t h e origin o f manpower planning in Nigeria is dated
back t o Harbison's (1960:25) projection f o r t h e country's high
level manpower needs f o r t h e period 1260-70. Nigeria needed a t
least 31,000 people in t h e senior category in an organization
manpower, in t h e t e n years period. Warbison recommended t h a t
20,000 of these should hove university education o r i t s
equivalent, thus putting the demand a t 2;000 graduates annually.
21
I n addition, Harbison (1960:lO) seriously recommended t h a t
Nigeria should establish appropriate organizational arrangements
f o r t h e purpose of assessing manpower needs and formulating
programmes f o r e f f e c t i v e manpower development throughout t h e
country on a continuos basis. The commission viewed t h i s as i t s
central recommendation, noting 'that most critical economic
factors in Nigeria's development were capital and high level
manpower. Hence. planning development is an integral and
indispensable p a r t of general planning f o r economic planning and
development.
SOURCES OF TRAINED MANPOWER IN NIGERIA
Many institutions are associated w i t h manpower training and
development in Nigeria and these include Universities.
Polytechnics, and Colleges of Technology, government agencies
such as the Nigeria I n s t i t u t e of Management (NIM), Industrial
Training Found (ITF), Centre f o r ~ a n a ~ e m e nDevelopment

t
(CMD), Administrative Staff College of Nigeria (ASCON), t o
mention a few.
Privately owned management consulting firms also engage in
training programmes for various cadres of manpower. The
recognition o f universities as t h e main source of trained
manpower can explain t h e sudden upsurge in numbers, from six in
1972-73 t o t h i r t e e n in 1977-78 and twenty in 1981, and many
more springing up including s t a t e universities, vitally in every
state now. There is a similar proliferation of polytechnics and
colleges of technology and these institutions are charged with
t h e responsibility f o r producing both intermediate and high level
technical manpower. The question t h a t comes t o mind readily is
whether adequate measures have been taken t o balance t h e
ratios of professionals in relation t o technical experts and t h e
supporting skilled labour needed t o make t h e f i r s t two stratas
function effectively. while our techndlogical universities are
established t o t r a i n engineers, architects, food technologist etc,

t h e liberal institutions are expected t o produce managers,
business educators and social scientists.
Ideally such a measure should produce t h e desired
manpower needed f o r t h e economy, b u t t h e inconsistencies or
non-existence o f articulated education polices t o t h e needs of
industry has led t o situations where development projects have
always suffered f r o m gross inadequacy o f required skilled labour.
Further more, our institutions lack adequate training facilit ies.
The social t r e n d f o r people t o hold jobs outside t h e i r discip line
also remain a f a c t o r t h a t further poses a problem t o manpower
planning and development in Nigeria as statistics available on
employment f o r occupational category seem doubtful.
2.3 MANPOWER PLANNING
PLANNING: According to Peter Ward (1979:143)
,Planning is an organization wide phenomenon ranging from
corporate planning, resources plannirig t o t h e day t o day
operational planning of an organization. I t is a management action
7
'
he said, t o keep t h e organization on course while striving t o
realize t h e corporate objective.
According to Mcbeath (1978:242), planning is the
foundation of all continuing successful organizations. The
organization t h a t knows where i t is going is prepared f o r all
eventualities and what controls i t s course against t h i s background
is most likely t o produce consistently good result in all i t s
activities. I t is futuristic but highly based on t h e extrapolation
of current operational environmental mix and trends. According
t o Bowey (1981:206), planning is founded on what exists, and
develops what it expected t o exist. I t establishes a set o f
assumptions and intentions based on all those factors t h a t may
influence t h e way in which t h e organization,^ basic objective may
be attained o r even influence t h e form of t h e basic objective
themselves.
John Hunt (1981:147) in his book managing people a t work, a
manager guides t h e behoviour in organization, s t a t e t h a t planning
28
means foresight plus action t o make things come out t o our
advantage.
Planning allows us t o design f o r an uncertain f u t u r e with
some assurance of achieving our goals. Planning is setting
objectives, deriving means t o those ends, harnessing e f f o r t s , and
systematically feeding back against expectation.
Coming nearer home, Ubeku A.K (1975:147) ,emphasized t h e
futuristic perspective o f planning.Forward looking h e said, should
be t h e rule in every aspect of running a business and t h i s is even
more important when a talk about adequate manpower and t h e
r i g h t types of manpower in a country like Nigeria where both
managerial and technical skills are few is concerned. To ensure
the optimum use of human resource currently employed and
provide f o r t h e future manpower needs of an organization,
planning and development must be undertaken.

MANPOWER PLANNING
As a m a t t e r o f course, one definition of manpower planning
will be t h e marriage o f t h e definition of manpower t o t h e
definition o f planning as given above.
Manpower planning s t r i c t l y defined in the view of Angela
Bowey (1972248) is t h e activity of management, which is aimed
a t coordinating the requirement f o r and availability of different
types o f employees. Usually t h i s involves ensuring t h a t t h e firm
has enough of t h e r i g h t kind of labour a t such time as i t is
needed. Ubeku (1975:147) stresses this f u r t h e r by adding t h a t
manpower planning covers more than simply planning t h e f u t u r e
manpower requirements, it should be concerned with t h e manning
of planned and evolutionary organization structures.
EARLY DEVELOPMENT I N MANPOWER PLANNING
The initial work in t h e area of manpower management is
concentrated on the problem of effective utilization as embodied
in t h e seminal work of the classical school o f scientific
30
management, most notable o f whom were Henry Fayol (1841-1925)
and F.W. Taylor (1856-1915). Later, study of manpower focussed
on t h e behaviour o f individual and individuals in-group. This was a
follow up t o t h e Human Relations School of which Elton Mayor is
regard as t h e founder. Highly motivated individual is said t o make
greater contribution to the organization,^ effectiveness.
However, t h e late 1960 sow t h e permutation into a coherent and
systematic framework o f many o f these d i f f e r e n t approaches and
added t h e techniques of quantification developed by operational
researchers and statisticians. According t o Bennison and casson,
(1967:462), t h e banner headline of "Manpower Planning" was given
t o t h e framework involving t h r e e sequential steps namely;
1. "Estimate t h e organization's future manpower needs ...............
a t all levels in t h e organization"
2. "The means by which t h e organization will meet these needs
is now examined. I n order words bow is t h e manpower t o be
supplied?"
3. "The gap between the needs and t h e supply should now be
evident. Where t h e r e are insufficient people o f the
required ability t o fill promotions, other sources o f
manpower must be investigated.
The novel and an essential p a r t o f t h i s coherent and
systematic framework was t h e statistical methods t o assist t h e
organization quantify. t h e supply of manpower.
According t o Bewey (1974:95), with due respect f o r other
parameters of manpower planning, statistical techniques, helped
in t h e calculation before hand. "rates of wastage, and rates of
transference and promotion which are incorporated into a
numerical, and often, a computerized model and predictions made
about required rates of recruitment". I n t h e same view, Bennision
and Casson said, market, linear and renewal programming models
were designed t o help understand and predict t h e interrelated
movement of employees by promotion, Fecruitment, transfer and
wastage within, t o and from an organization on t h e demand side.

Considerable use was made o f statistical methods t o help in
predication of t h e mix of skills and t h e number of people t h a t an
organization is likely t o need t o meet business situation. Some of
t h e statistical methods introduced includes, t r e n d analysis, time
series analysis, input and output analysis, and Box-Yenku model.
80x and Yenku (1964:105), us was recorded in most literature o f
the 1960s. these models were portrayed as being helpful in
forecasting f u t u r e numbers, between what would have been
purely mathematical and narrative per se.
2.4 MANPOWER ANALYSIS
t h e aims of manpower planning are t o be realized, t h e

If
aims both t o ensure optimal utilization o f existing manpower and
that of provision of t h e future manpower need of the
organization, must be undertaken. According t o Ubeku, (1975:147)
,manpower analysis is a major activity in manpower planning and
development. He identified two successive levels a t which such
should be undertaken. The f i r s t level is concerned with
33
t h e detailed manpower, inventory of all types and levels
(unskilled, skilled, supervisory and managerial), o f all employees
throughout t h e period of t h e manpower plan. That is, analysis is
aimed a t establishing current manpower position. The second level
is concerned with t h e manpower supplies, t h a t is, having decided
on what you want, you now want t o find out f r o m what sources you
can get, t h e r i g h t type o f people t o meet t h e requirements. From
t h e two levels of t h e demand and supply analysis, Bowey, however
believed t h a t manpower analysis can be sub-divided into t h r e e
broad categories, w i t h each category requiring a slightly
different method of analysis. First is t h e assessment of f u t u r e
requirement f o r labour. Second is t h e assessment of the
organization's likely ability t o retain t h e labour it has a t present
and t h e calculations of t h e optimum rates of replacement of t h e
employees. Coupled with this, as t h e case may be, is t h e
organization's ability not to retain" i t s labour if future
requirements are likely t o be less than present ones. Third is t h e
i4
production o f t h e organization's likely ability t o acquire o r a t t r a c t
labour o f d i f f e r e n t kinds (formulate unskilled and skilled labour
etc). These t h r e e categories of analysis are t o reveal jobs
available, employed hands currently on the jobs and e f f o r t s being
made% continue t o fill the f u t u r e requirements coupled with
labour retention power. Also, in other t o determine t h e size and
make-up of t h e retained labour force, they also indicate t h e
amount of labour, which needs t o be recruited f o r t h e future
labour force. If
acquisition ability is also included, this gives t h e
details of t h e size, type and sources of t h e future labour force.
Manpower Planning provides a logistic support t o corporate
planning, since it is derived from t h e corporate plan. A balanced
manpower planning and development programme will contain t h e
following aspects namely: recruitment, deployment, motivation
education, training, utilization and stabilization. The extent of
t h e comprehensiveness of t h e manpower planning determine t h e

development strategies and optimum utilization of human
resources.
According t o Bowey, (1974206). and in Blunt and Popoola,
(1985:165), manpower planning is t h e activity of management
which is aimed a t co-ordinating t h e requirements f o r , and t h e
availability of, d i f f e r e n t types o f employees. He maintained t h a t
this will ensure t h e firm having enough of t h e r i g h t kind of labour
a t such times as it is needed. It may involve adjusting the
requirement t o t h e available supply. He f u r t h e r contended t h a t in
drawing up his plan, t h e manpower planner will need t o obtain
judgement from and seek t h e advice of a wide variety of
personnel namely. marketing experts, policy makers, industrial
relations officers, economists, and most o f all, t h e managers o f
individual departments within the organization. He listed
circumstances which can give rise t o t h e need f o r manpower
planning in almost any organization. They"inc1ude:-

The opening o r closure of a section, department o r site.
Organizational growth or contraction;
t h e imminent retirement o f a large proportion o f t h e labour
force.
The introduction of new production method o r technology;
The design of large numbers of jobs;
The re-organization of departments o r sections.
The need f o r large number of employees, with scarce or
unusual skills.
Hughes, (1976:39), and also Blunt and popoola, (1985:165)
,pointed out t h a t manpower planning incorporated "all of t h e
various concerns of personnel management namely recruitment,
training, career development, pay and productivity". Here
manpower planning is associated with t h e managing and developing
of human resource.
McBeath (1978:242) maintained t h a t manpower planning
follows on f r o m t h e establishment o f t h e assumptions in t h e
business plan.
According t o him, once we know t h e rough level of sales
volume and mix, t h e manufacturing schedules required, and t h e
research and development programmes, we are well on t h e way t o
applying our manning standards t o establish t h e mnapower
requirements t h a t go with t h e assumed levels of activity. We
concluded by asserting t h a t manpower planning cannot logically
exist in isolation. I t is a p a r t of t h e whole process o f management
planning activity concerned with planning t h e requirement and
supply of t h e company's human resources, as distinct f r o m
financial resources, plant and equipment. I n terms o f t h e
property of t h e company, certainly t h e most easily lost o r
misused, and needed careful planning, Manpower planning in
McBeathts view must be drown from t h e coporate goals of t h e
organization. I n t h e same perspective, John B. Miner and Mary a
3S
Miner, (1977:137) described manpower planning as a process
which seeks t o ensure t h a t t h e r i g h t number and kinds o f people
will be a t t h e r i g h t places, a t t h e r i g h t time in t h e future, capable
of doing t h e -things which are needed so t h a t t h e organization can
continue t o achieve i t s goals.
The above view is also acknowledged by Ubeku when he
argued t h a t the manpower requirements of any organization have
t o be related t o the objectives of t h a t organization.
According t o Aderemo (1980:5-26), Human Resources
planning is "the systematic analysis of t h e country's manpower
resources, t h e constriction of a forecast of i t s future manpower
requirements f r o m t h e base, with special emphasis on t h e
efficient manpower utilization, necessary t o ensure t h a t t h e
manpower supply will match t h e forecast requirements". Emphasis
here is on t h e utilization of manpower, which is central t o any
human resources planning.

However, Pattern, (1950673) examined human resources
planning on economic point o f view when he asserted t h a t "Human
resources planning is a process by which a firm ensures t h a t it
has t h e r i g h t time doing things f o r which they are economically
most useful".
I n addition Flippo, (1980246) asserted t h a t t h e purpose of
human resources planning is t o ensure t h a t a certain desired
number of persons with t h e correct skill will be available a t some
specific time in the future.
From t h e above contributions, it can be said t h a t an
organization with an effective and efficient manpower planning
need, can adapt easily t o unforeseen circumstances as they arise,
in t h e pursuit of t h e corporate goal.
2.5 MANPOWER DEVELOPMENT
This is p a r t and parcel o f the manpower planning
programme, however, the need for t h e development of indigenous
manpower has long been recognized i n Nigeria. Such recognition

was reflected in t h e establishment of institutions such as: Centre
f o r management Development (CMD), t h e Industrial Training Fund
(ITF), Administrative S t a f f College o f Nigeria (ASCON), National
Institute f o r Policy and Strategic Studies (NIPSS), the
Industrial Development Centre (IDC), etc. The appointment of
the Ashby Commission, (1960:12), as one of t h e attainment of
political independence t o asses t h e need f o r conscious human
resources development policy, indicated t h e importance attached
t o manpower development.
Manpower development according t o Udo-Aka, (1989:36) is
t h e systematic education and training of people in various skills
which are necessary f o r effective contribution t o increase
national o r organizational productivity. Manpower development in
this regard, he argued can take a variety of forms which include
formal education, on t h e job training, in service programme of
formal training, apprenticeship / vocdtional schemes and p a r t
time adult education programme. These activities can be carried

out through t h e universities, government sponsored manpower
development organizations, private consulting/training firms,
major industrial/commercial firms etc. Other manpower
development institutions established by government f o r t h e
continuing education and training of people which include: CMD,
ASCON, NIPPS, I D C etc. I n effect Udo-Aka, (1959-36). see
manpower development as t h e acquisition of t h e necessary skills
f o r t h e enhancement o f job performance.
Flippo, (1980:246), acknowledged this view, when he said
that manpower development include both training t o increase skill
in performing specific j o b and education t o increase general
knowledge and understanding of our total environment. According
t o Flippo, planned development programme will r e t u r n values t o
t h e organization in terms of increased productivity, heightened
morale, reduced costs, and greater organizational stability and
flexibility t o adapt t o changing external requirement. As it has
been noted some where in t h i s work, t h a t t h e influence o f

external events on manpower forecasting is f a r reaching. Plans
should therefore be made somehow flexible in anticipation of t h e
intervening events.
Edwin Flippo, (1980:246), stated that manpower
development could essentially be carried out "on-the-job" or "off-
the-job' basis. According t o him "on-the-job" development method
includes:-
1. Experience, coaching, understanding;
2. Position, rotation;
3. Special projects and task forces;
4. Committee assignment;
5. Selective reading;
Off-the-job development method includes:-
.- 1. Specialclas~e~;
2. Role playing;
3. Sensitivity training;
4. Stimulation
5. Conference training
6. Multiple management;
7. Special training.
Reacting on which o f t h e two methods are t o be adapted.
Allan Mumford believes t h a t "development off-the-job" can be
more economical and effective. Many management scholars
however had contrary views. DS. Beech, (1975:359) suggested
t h a t internal courses which have t h e advantages of dealing
directly and specifically, with t h e company's problems should be
adopted.
On-the-job development method could be an ideal method
for training young executives. Here managers in positions of
responsibility t r a i n t h e i r immediate subordinate so t h a t t h e later
develop t h e potentialities with which t o do t h e job when they ore
promoted t o higher levels of management. Under t h i s method, t h e
trainees learn by observation and experiment. Ejiofor, (1981:130),

posits t h a t t h i s type o f programme is called, t h e "watch the-
master perform" type o f programme.
Though t h e basic principles of teaching are applicable t o
both training as contrasted with another, still it is important t o
be aware of t h e training systems t h a t are available and used in
business.
I n t h e operative area. Edwin Floppi. (1971:219),stated four
training systems t h a t can be adopted. They are:-
I. On-the-job training
..
It. Vestibule school
...
Ill. Apprenticeship
iv. Special courses.
On-the-job development could be used in employee training
f o r jobs t h a t can be learned in a relatively short period o f time.
The system places t h e primary burden upon t h e immediate
supervisors o r his selected representatives. The reason f o r t h e
popularity of this programme includes that most of t h e jobs in
45
industries are o f t h e type t h a t can be learned in a relatively
short period o f time and no elaborate programme is necessary as
f a r as subject content is concerned. On-the-job training also has
t h e advantages of simplicity, because t h e r e is no division of
responsibility between training department on a line supervision.
I t also has t h e advantage of motivating t h e trainees t o learn. The
economy is sometimes false, however, particularly if t h e line
supervisor:
1. Does not know how t o train subordinates.
2. Does not appropriate t h e importance of adequate training
or,
3. Does not have time t o train properly.
Vestibule schools are malleable t o t h e same general type of
training problem that is operated as a specialized endeavor by
t h e personnel department. It usually trains f o r t h e same type of
job as on-the-job. This work of the semi-skilled machine can be
defined in terms of t h e law of functional growth.

When t h e amount o f training t h a t has t o be done exceeds
the capacity o f t h e line supervisor, a portion of this training is
evolved from t h e line and assigned t o staff through a vestibule
school. When t h e job is too great, t h e foreman can no longer cope
with on-the-job technique and still fulfill his other
responsibilities o f production, quality house keeping etc. A major
set back in t h e use of this method is t h a t it may create a line
staff difficulties.
The advantages of using t h e vestibule school system are t h e
advantages of specialization. The instructor, a specialist, should
be more skilled a t teaching. The student avoids t h e confusion and
pressure o f t h e work situation and thus, is able t o concentrate on
learning. He can also often attain a given level o f sill more quickly
in t h e specialized learning situation. Just as specialization has
advantages, so does it create difficulties. As noted above, t h e
splitting of responsibilities leads t o orghnizational problem. This
type of schooling is limited t o jobs t h a t utilize equipment which

can be duplicated without excessive investment. A fina
disadvantage is t h a t t h e training situation is some what artificial
though it may facilitate learning, may also inhi bit adjustment
when t h e employee is placed on t h e job.
The third system of training, apprenticeship programme, is
designed from a higher level of sill. Apprenticeship programme
tends towards more education than on-the-job training o r
vestibule school, in t h a t knowledge and skill in doing a c r a f t or a
series of related jobs ore involved. The usual apprenticeship
programme combines on-the-job training and experiment with
classroom instruction in particular subjects. Apprenticeship
programme in business, are largely, established by t h e individual
firm. The f i r m may however wish t o register i t s programme with
the state regulations, with the federal committee on
apprenticeship. An advantage of registering is that the
apprentices will vhiue t h e programme moye highly, knowing t h a t it
will be recognized outside of t h e particular company t h a t

established it. A disadvantage of registration is t h a t t h e firm
must submit t o certain checks and inspections by t h e s t a t e or
local apprenticeship council, t o ensure t h a t minimum standards
are met. Outside standards impose some inflexibility.
The last system o f operative training may be classified as
some education r a t h e r than training. Yet special courses such as
shop mathematics o r blueprint reading cannot be labeled as
general education and can be directly related t o a person's
particular job.
There could not exist any best combination o f manpower
development method. Each organization must design i t s own
particular programme t o suit the climate o f the firm, t h e
organizational level f o r which development is required, t h e
particular characteristics of t h e personnel t o be developed the
recognized specific development needs, and t h e availability o f
economic resources t h a t can be allotated t o training and
development.
Development on t h e other hand, has been viewed as an
organization procedure by which people acquire knowledge o r skill
for a definite purpose. Emphasis is on skill in relation t o specific
tasks or jobs t o be performed. Development is broad, it involves
t h e inculcation of skills, knowledge and a t t r i b u t e s into a person,
attitudinal commitment t o t h e doctrine, value and ultimate
purpose of t h e organization.
2.6 AIMS AND OBJECTIVES FOR EFFECTIVE MANPOWER
PLANNING AND DEVELOPMENT I N AN ORGANIZATION
The aim of manpower planning and development is t o bridge
t h e gap between employee expected performance and his actual
performance when t h e later tends t o fall below expectation. This
is necessary because according t o Ayida, (1977:22), t h e quality
and performance of t h e employee determines the success o f a
business, indeed they determine its survival through:

Manpower planning and development must be recognized as
an integral p a r t o f t h e over all business planning. A
manpower planner needs t o know t h e company's objectives.
To manage backing f o r manpower planning and development
is very essential.
Manpower planning and development responsibility should be
centralized in order t o co-ordinate consultation between
t h e management level.
Personnel and other statistical records must be completed,

updated and readily accessible.
A forecast period should be long enough t o allow remedial
action t o be taken.
Every time, manager should be made aware of t h e need t o
consider t h e manpower implications of t h e decision he takes.

The forecasting techniques selected should be best suited
t o t h e data available or t h e degree of accuracy required.
The forecasting techniques and t h e forecast themselves
must be constantly revised and improved upon in light o f t h e
experience.
SUMMARY
We have reviewed literature related t o our study showing
t h a t manpower planning and development is a recent phenomenon
in management science. However, a l o t of work has been done in
this area which has been manpower planning and development t o
have quickly crystallized as substantive discipline.
A historical over view of t h e early development in manpower
planning and development in Nigeria and in t h e entire study was
reviewed. W e also defined using available literature, major
concepts which are key factors in realistic manpower planning and
development as a future u t i l i t y in forecasting future manpower
needs. I t is also useful in planning f o r t h e existing manpower in an
organization and in calculating retention ability. Failure and
success of manpower planning and development policy is
dependent on how t h e manpower planner adequately grasps t h e
phenomenon in t h e organization f o r which he is planning.

REFERENCES
Arene A. Ayida, (1977) "The Country's Maintenance of
Manpower Problems" is Manaqement in
Niqeria
- (Lagos: Oxford University Press).
Adeleke Aderemo, (1980) "Manpower Planninq Process, A
frame Work of Analysis, (Lagos: Porman
Books).
Bowey M. Angela, (1981) "A Guide t o Manpower Planninq,
(London: Macrnillian Publishing Col. Inc.).
Bennis and Casson, (1969) "Orqanization Development its
Nature, Oriqin Prospects, (London:
Addison-Wesley Press).
Blunt, Popoola, (1985), "Personnel Manaqement in Africa,
(England: Longman).
Edward Ashby, (1960). "Commission Report on Past School
Certificate and4 Hiqh Education in
Niqeria, (Lagos: Lagos Government Press).

Ejiofor Pita (1981). "Manaqernent in Niqeria, (Lagos;
African Education Publishers)
Flippo Edwin, (1980), "Personnel Manaqernent, (London;
McGraw Hill Book Company).
Harbison Fredrick, (1960). "Hiqh Leve Manpower for
Niqerian's Future Investment in Education,
(Lagos; Lagos Government Press).
Hunt John, (1981). "Manaqinq People a t Work, A
Manaqers Guide to Behaviour in
Orqanization, (London: Pan Books).
Miner John and Mary, (1977), "Personnel Industrial Relation, A
Manaqernent Approach, (New York;
Macmillan Publishing Co. Inc.).
McBeath, Morgan, (1978), "Manpower Planninq and Control,
(United Kingdom; Business Book
Communication).
Ojo Falajan, (1985), "Manpower Development and
Utilization in Niqeria; Problems and
Prospects, (Lagos; Lagos University Press).
Olaiya. 5. Adeleke, (1988), "Human Resources Manaqernent
Quoted in Education Today, (Jos; Jos
Government Press)
P a r t t e r n H. Tony, (1950), "Manaqement Hand Book Operatinq
Guideline Techniques and Practices, (London;
McCraw Hill Book Comapany).
Ubeku Abel, (1975), "Personnel Manaqement in Niqeria,
(Benin City; Ethiopia Publishing Corporation).
Udo-Aka Udo, (1989). "Seminar on Human Resources
Development and Utilization, Policies and
Practices in Niqeria, (Lagos Government
Press).
Vetter John, (1967). "Manpower Planninq for Hiqher
Talent Personnel, (Michigan; University o f
Michigan Press).
Ward Peter, (1979), "Industrial Psycholoqy, (New York;
Macmillan Publishing Col. Inc.).
William, Dejon, (1978). "Principles of Manaqement T e x t
and Cases, (United Kingdom; the
Benjamin/Cummings Pub. Co.).

CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 RESEARCH DESIGN
I n defining design a&ording -*Odo, ( 1 9 9 2 4 3 ) "Designing

implies outlining the name o f equipment and other materials the
researcher intends t o use, applying same t o successfully execute
the practical aspect o f the research study.
The researcher applied a case study and a cross sectional
design would be adopted. Cross-sectional survey according t o
Baridam (1990:60), is a survey study where data is collected a t
one point in time f r o m a sample selected t o describe some larger
population a t t h a t time".
According t o Behling and Sommer and 5ommer1 (1980:58),
defined questionnaire or instrumentation as a series of written
questions o r a repository and or a device . t h a t contain t h e
instruments on a topic about which )he respondent,^ w r i t t e n

opinions are sought, t h a t measures t h e variables necessary t o
t e s t t h e research hypothesis or answer t o research questions.
The study involved s t a f f of Power Holding Company of
Nigeria, Enugu District, irrespective o f sex, age, religion
affiliation and level o f education. The questionnaire was
structured with possible response of Yes o r No o r Do not know.
The researcher will employ t h e sample statistical technique of
frequencies and percentage in t h e analysis of data collected.
3.2 SOURCES OF D A T A
Data f o r this study will be collected from two major
sources:-
a. Primary Sources and
b. Secondary Sources.
3.2.1 Primary Sources of Data
The primary data will be obtained through t h e use of
questionnaire t o be administered t o tKe various categories of
staff of t h e Power Holding Company o f Nigeria, Enugu. A t o t a l of

three hundred and thirty-questionnaire (330) will be
administered t o t h e respondents.
3.2.2 Secondary Sources o f Data
The secondary sources of data were made of facts, ideas
collected from textbooks. journals. and periodicals. The
inf ormotion from these published and unpublished materials were
used from t h e review of related literature and in definition of
some important concepts in other chapters of this work. Most of
these t e x t s were found in various libraries, schools and
organizations.
3.2.3 Location o f Study
The study area is t h e Power Holding Company of Nigeria,
Enugu District. which is located a t Enugu State, headquarter o f
this Power Holding Company of Nigeria, Enugu zone, located a t
Okpara Avenue, Enugu District.

3.4 POPULATION OF STUDY
According t o Silver Throne, (1980:lZ) "Population is t h e
totality of any group, person or objects which is defined by some
unique attribution".
According t o Behling, (1984:58) "Population includes any,
group of persons o r objects". This is t o say t h a t population is any
group of being t h e researcher has focused attention on and
chosen as approved topic of study.
The population was collected from Power Holding Company
of Nigeria, Enugu Staff located a t Enugu. The total s t a f f
population is about one thousand nine hundred and f o r t y six
(1,946) workers in t h e employ of PHCN Enugu. A l l t h e s t a f f are
qualified t o be sampled. How they are distributed are shown in
t h e table below.
Table 3.1
Population Distribution of Power Holding Company of Nigeria Enugu.
Grade of Worker No. of Worker Percentage %
Administration I 340 I 17.5%
Commercial and sales 1 371 I 19%
Finance
Engineering
Total
3.5 SAMPLE SIZE
According t o Nwabuoke, (1986:47), "Sampling is a process
of selecting a given number o r any portion o f t h a t population for
t h e purpose of obtaining information for generalization about t h e
larger population". Since t h e study involves large population,
sampling enormous population will involve unavoidable possible
errors in dealing with larger populafion, hence t h e need f o r

sampling. It is also done t o reduce cost of producing
questionnaires f o r a large population.
To ensure e f f e c t i v e coverage o f t h e large population, t h e
researcher used a statistical formula f o r a finite population.
According t o Taro Yemani (1964:280),
n -
- N
1 + t,feI2
where n = Sample Size
N Population of Size
e = Margin o f Error
1 A Constant
For this study, 'N' will be equal t o t h e staff size which
therefore is equal t o 1,946 persons, 'el will be equal t o 5%. The
sample size f o r this research can be determined thus:
n -- N
1 + tq(eJ2
= 329.8 or 330 Approximately
3.6 SAMPLE TECHNIQUE
The structured questionnaire distribution was based on two
major sampling strategies o r techniques.
1. Stratified Sampling Strategies and
2. Simple Random Sampling

According t o Borg e t al (1983:15), Nwabuoke, (1986:46),
Kerlinger, (1973:130) and Babbie, (1973:54) hold stratified
random sampling as a process in which a heterogeneous population
is divided into certain subgroups' o r strata in the population f o r
t h e purpose of obtaining a greater degree o f representatives,
hence, decreasing t h e probable sampling error in t h e sample, in
proportion t o their numbers in t h e population itself.
For stratified sampling, I made sure t h a t all t h e workers in
t h e institution are administered. Another advantage of this
method is t h a t it will help t o establish classes t h a t are
comparative and homogeneous in relation t o the characteristic
being studied.
According t o Nwabuoke, (1986:45), in his own definition
holds t h a t simple random sampling is a method o f sampling in
which every unit of the population has calculable chances of being
selected into t h e sample. This was chdsen t o give everybody in
each sub-division t h e opportunity t o be selected without any

prejudice o r preference, a f t e r dividing t h e population into strata,
based on sub-division.
3.7 INSTRUMENTATION
According t o Odo (1992:57), "Instrumentation deals with
t h e t o o l a r e s e a r c h e r k i e n t i s t employs t o generate information
f o r data analysis". For this research, t h e researcher developed
four research questions. Then for each research question, four
questionnaire items were developed.
3.8 VALIDITY OF INSTRUMENT
Borg e t al (1993:15) Williams (1979:21), defined validity as
"the process of finding out t h e degree t o which a researcher or a
t e s t indeed measures what it purports t o measure". For this
work, t h e researcher used t h e pilot t e s t t o establish t h e validity
of t h e instrument used.
Runkel e t al (197224) Babbie (1973:Zl) "defined pilot study
technique as t h e process of trying OUT t h e entire aspects o f a
study including analysis of t h e data following closely t h e

procedures planned f o r t h e main study before launching t h e said
main study".
The researcher applied t h e pilot study technique t o t r y o u t
aspects of t h e research before t h e actual study. This means
t h a t all t h e operational activities t h e researcher has planned f o r
t h e actual study have t o be executed in t h e pilot sample group.
I n testing t h e validity of t h e instrument, t h e researcher
will administer t h e questionnaire t o twenty respondents, identical
with t h e proposed sample group of t h e main study f r o m t h e
population other than t h e main study. The researcher will collect
t h e scored sample questionnaire and evaluated them one by one.
The evaluation technique used was t h e simplest form. The
researcher has t o take an ideal one scored in t h e way she
expected every one of t h e pilot sample group t o score t h e
questionnaire side by side, with each respondent's own scored
questionnaire.
I n t h i s process, t h e researcher Later found out, a f t e r t h e
administration and collection of t h e questionnaire, t h a t t h e
correct s c o r e d questionnaire is 100%, which shows t h a t t h e
instrument is valid.
3.9 RELIABILITY OF THE INSTRUMENT
Ibanga (1981:17) William, (1979:210), Kerlinger, (1993:442),
Bowen, (1980:11), "defined reliability of an instrument as a
process of obtaining information on t h e degree t o which a
measure will yield results for t h e same subjects a t different
times o r under d i f f e r e n t conditions on a consistent, dependable,
stable, predictable and accurate way". The researcher in order
t o establish t h e reliability, selected a group of f i f t e e n (15)
staff different from t h e pilot sampled group and t h e sample of
t h e main study. The researcher labeled each element of t h e
reliable sample group and distributed t h e instrument t o them. I n
carrying out t h e operation of t h e relihbility establishment, t h e
researcher applied test, re-test technique.

Runkel e t al (1980:154) Ibanga, (1981), Sommer and
Sommer, (1980:140) "defined test-retest as referring t o t h e
process o f giving t h e same instrument t o t h e same individual or
set of individuals on two occasions and t h e results are
compared". After collecting t h e scored questionnaire, t h e
researcher allowed t h r e e days before distributing a second
batch of t h e same questionnaire t o t h e same reliable sample
group, with numbers from one t o fifteen as a t t h e f i r s t study.
This was done t o check whether t h e information given in t h e
f i r s t batch would be t h e same with t h e information given in t h e
second batch. When t h e scores were collected, the researcher
compared each element of t h e reliable sample group with t h e
second result. The comparisons were repeated until t h e fifteen
paired instruments were exhausted.
On t h e completion, t h e researcher discovered t h a t t h e
responses f o r the set of questionnaire given t o each individual of

t h e group were having similar result. The researcher therefore
concluded t h a t t h e instrument was reliable.
3.10 D A T A COLLECTION
According t o Eze, Omebe and Ezike, (1997258) "Data
collection is t h e procedure o r steps taken t o collect data by t h e
researcher". The procedure t h e researcher followed in gathering
all t h e possible information she required f o r t h e study was
through t h e administration o f t h e questionnaire she constructed
with t h e aid of her supervisor, using t h e simple random technique.
The population was f i r s t of all stratified, based on sub-division
and then, simple random technique was used t o distribute in each
department, giving everybody equal chance of selection.
3.1 1 INSTRUMENT RETURN RATE
The researcher distributed three hundred and t h i r t y (330)
copies of t h e question t o t h e respondents. The collection o f t h e
duely completed questionnaire from tKe respondents was done
through t h e secretary t o t h e personnel manager, in Power Holding

Company o f Nigeria, Enugu District Office. Some delays were
encountered f r o m t h e s t a f f in completing and returning t h e
questionnaire.
I n t h e end, out of a t o t a l questionnaire o f t h r e e hundred
and thirty (330), only t w o hundred and seventy (270) o f them
were duely completed and returned, representing 81%.
Efforts were made t o recover t h e remaining s i x t y (60)
questionnaires. But due t o high r a t e of transportation fare, and
time factor, t h e y have not y e t been recovered.

Table 3.3
Data Distribution Table
Grade of worker Given N o returned NO. or N o t Percentage %
out Returned
l------
Administration
Commercial and
sales
I Finance
I Engineering
I Total
REFERENCES
Baridam, Don, (1990), Research Methods in Administration
Science, (Port Harcourt: Belt Publisher Ltd).
Behling, John, (1984). Guideline for Preparinq the Research
Proposal, (New York: University Press of
American).
Borg, Walter and Grall. (1988). Educational Research An
Meredith b., Introduction, (New York: Longman Inc.)
Bowen, Bruce, Dand, (1980), An Introduction to Data Analysis,
Wersbery, Herbert F. (SanFrancisco: W.H. Freeman and Company).
Eze, Augustine, 0mebel(1997), Foundation of Research in Education,
Silas and Ezeike, Henry, (Enugu: Amazing Grace Printing and
Publishing Company).
Ibanga, Joe, (1981). Guide on Tests and Measurements for
Teachers and Students,(Calabar: Paico Press
and Books Limited).

Nwabuoke, Precious (1986), Fundamentals o f Statistics, New
Edition with Answers, (Enugu: Koruna Books).
Odo (Rev. Fr.), Ozongwu (1992) Guide to proposal Writinq- in Social
Maurice, Behavioral Sciences, (Enugu: S N A A P Press
Limited).
Runkel, Philip J. and (1972), Research on Human Behaviour: A

McGarth, Joseph E., Systematic Guide t o Method, San Francisco:
Holt, Rinehart Winston Inc.).
Silver throne, Colin, (1980), The what, when and How of Statistics
Fischer,Hartmutand (Champaing,Illinois:,StipesPublishing
Fox, David Company)
Sommer, Robert and (1980)) A Practical Guide t o BehaviouraI
Sommer, Barbara, Research: Tools and Techniques, (New
York: Oxford University Press Inc.).
William, Fredrick, (1979). Reasoninq with Statistics, (San
Francisco: Holt Rinehart and Winston Inc.).
Yamani, Taro, (1964), "Statistics: An Introductory Analysis,
(New York: Hamper and Row Publishers).

CHAPTER FOUR
PRESENTATION, A N A L Y S I S A N D I N T E R P R E T A T I O N OF D A T A
I n this chapter, analysis o f data from questionnaire
responses is discussed. The questionnaire has it's basis from the
four research questions. Emphasis was placed more on those
questions that have direct relationship with the research
questions.
The presentation will be done with table analysis and
percentage representation o f data. Three hundred and thirty
structured questionnaire were distributed but only two hundred
and seventy was returned.
Research Question 1
How does your organization make provision for the training
and development o f her employees?
This research question tries t o find out whether the
training programme/opportunity of the PHCN Enugu employees
covers every sectioddepartment within the organization.

The question was thrown open to the respondents t o answer
Yes, No ,o r Don't know.
Table 4.1
The training Prograrnme/Opportunity.
1 Possible Options 1 Frequency (f) / Percentage (%) I

Yes 68 25.2%
NO 202 74.8%
Don't know - -
Total
SOURCE: RESEARCH DATA (1999)
ANALYSIS:
The analysis showed that 68 o r 25.270 o f the workers
answered "Yes", 202 or 74.8% o f the workers answered "No"
while none answered "Don't know". This is showed in the table
above. Analysis on research question ohe as indicated in table 4.1
above showed that the workers in Power Holding Company o f

Nigeria are adequately trained. They are not provided w i t h
enough manpower training programme. The organization is so
much concerned with p r o f i t maximization motive of business. This
situation does not encourage workers t o give in their best, for
the overall progress of the institution or organization.
Research Question 2
How is the manpower planning and development programme
offered by the PHCN Enugu help t o improve work performance o f
its workers?
This research question tries t o find out if the manpower
planning and development programme given yields satisfactory
result?
Table 4.2
I Possible options I Percentage ( X )
- - - , Yes
NO 145 38.8
Don't know 105 53.8
Total 270 100
SOURCES : RESEARCH QATA (1999)
ANALYSIS:
I n table 4.2,20 o r 7.4% o f the workers answered "Yes", 145
or 38.8% answered "No", while 105 or 53.8 answered "Don't
know".
From the foregoing, it is obvious that the manpower planning
and development programme offered by PHCN Enugu t o its
workers do not yield satisfactory result because they do not give
them adequate manpower training -and this leads . t o low
productivity in the organization.

Research Question 3
How does the design o f the manpower planning and
development programme in PHCN, Enugu meet the current and
potential future needs o f the organization?
This research question tries t o find out, if the design of

planning and development programme meets the current and
potential future needs o f the organization.
Table 4.3
I Possible options I Frequency (f) / Percentage (%) 1

t- -
Yes
270
Don't know - -
Total 270 100
SOURCES: RESEARCH DATA (1999)
ANALYSIS:
Table 4.3 is very self explanatory. I t shows that the PHCN
Enugu does not meet the current and-potential future needs of
the organization. The whole two hundred and seventy respondents

agreed t o a great extent, that PHCN Enugu does not meet
current and potential future needs o f the organization through
their manpower-training programme. The issue o f training is
unheard o f in the organization and regular salaries are not paid t o
the workers. The questionnaire also shows that the workers are
not often promoted. This issue has set the organization back in
perf ormance.
Research Question 4
How does the good and well-implemented manpower planning
and development programme in PHCN Enugu, contribute t o the
attainment of organization's objective?
This research question tries t o find out whether the good
and wet l implemented manpower planning and development
programme contributes t o the attainment o f organization's
objectives.
Table 4.4
I
I Possible options
Yes
Frequency (f)
116
I
Percentage (Oh)
4.3%
NO 98 3.6
Don't know 56 2.1%
Total 270 100

i
SOURCES: RESEARCH DATA (1999).
ANALYSIS:
As could be seen in table 4.4, 116 o r 4.3% o f the workers
answered "Yes", 98 or 3.6% answered "No", 56 o r 2.1% answered
"Don't know".
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
The analysis and findings are based on the information
supplied by those interviewed both orally and from the research
questionnaire. The summary could be made as follows:-
The Problem of Staff Selection f o r Training
Selection of staff f o r training in the Power Holding
Company o f Nigeria, Enugu is usually done by nomination, and
selection. more especially as it affects the junior staff. And it is
characterized by sectionalism. nepotism, favoritism and god-
fatherism, in utter disregard f o r merit and competence. This
more often than not put square pegs in round holes, and a t times,
brings in people who have no business there. A l l these affect the
overall performance of these workers and decrease the pressure
of work of few competent workers, who worth their onions.

2. The Problem o f Resources
Training requires material, finance and manpower etc, in
order t o accomplish the objectives o f training. I n most cases,
these resources are not available. There should always be an out
lay or vote in the annual budget t o take complete care o f all the
costs associated with training. Requirements in the training
schools and needs of the student's facilities f o r training, planning
and development should always be updated.
3. Problem of Senior Officers Reluctance t o train the traineedstaff.
One of the relevance of training is t o make the staff
perform h i d h e r task more efficiently and effectively. I n most
cases because the superior believes t h a t a f t e r training, these
staff may be elevated by promotion and that means higher salary
etc. For this reason, the superior will refuse t o train them
because if their subordinate is more competent than they are,
the intention of allocating their tasks-to their subordinates will
arise and this is the fear of most managers.

4. Poor Managernent/Problem of Corrupt Officials
Some times, officers in the management cadre may not be
the experienced ones, good enough t o take full responsibility in
the schedule. They could fail t o take adequate steps in what they
should do to give proper training programmes and provision f o r
the staff. Some may not be interested in sending the suitable
candidates or s t a f f f o r training unlest his pocket is lined. That is
why over 80% o f the PHCN turnover we are told went into
administration etc. yet. overall objectives of the organization
suffered.
5.2 RECOMMENbATIONS
Having critically analyzed the questionnaires, certain
findings emerged. These findings confirmed t o a reasonable
extent. some previously speculated problems and short - comings

facing the Manpower planning and development of PHCN Enugu
and plausible recommendations were hareby made with a view t o
correcting the existing inadequacy. I n doing so, certain steps are

hereby considered imperative as a prelude t o tackle the
manpower planning and development problems.
1. Given the general atmosphere of indiscipline. inefficiency
and corruption which pervades the organization activities and
which has persistently defied almost all therapy, the researcher
hereby commend the commercialization of the organization. For
this. government withdrew from further subverting the
organization thereby making them t o be more result oriented.
This will result in these;
i. It will automatically restore sanity and discipline in the
organization, in the long run.
ii. Performance level and input on the part o f workers will
considerably improve;
iii. Funds will be more prudently managed.
With this new original environment, both workers and
management will be more serious with their job.

2. Given that the Power Holding Company of Nigeria, Enugu is
a highly technical institution, the researcher hereby recommends
that the minimum entry qualification should be a credit pass in
Mathematics, English and Physics in WASC or i t s equivalent. This
will be followed by a new salary interview o f all cadres o f workers
t o be employed. This is t o ensure that every s t a f f irrespective o f
his position or cadre in the organization is literate and as such
can be disposed t o training without much difficulty.
Findings show that the Manpower Planning and Development
Policy and programme of the organization is deficient. The
deficiency is attributed t o certain factors, which includes;
government policy, training method, inadequate finance among
others. The planning and development is quite deplorable and
unfortunate. It is very unfortunate because well planned and
developed manpower resources is very central t o organization's
success, but where it is incapable or incompetent, the
achieveability of the organization's goal because almost

impossible. Consequently, the researcher recommends an
immediate review o f t h e training policy and programmes in order
t o make it more functional and adaptable t o the present and
future needs o f t h e organization. To this end, t h e research
proposes as follows:-
a. That as a matter of policy statement, employees are not t o
spend more than three year on a particular job or post
before embarking on training. The idea is t o ensure the
continuous retraining of personnel given t h e dynamic nature
of our society resulting from t h e impact o f science and
tech no logy.
b. Equally, training opportunities and training method must be
maintained for all cadres of workers in the organization.
c. A well equipped and professional staffed research,
development and training department must be established.
This is very important for any okganization t h a t wishes t o
say a float and contend with t h e complexities o f modern

business practices. Evaluation reput on every s t a f f by
department or sectional heads are t o be sent t o this
department. This will help them determine in line with
criteria used, those requiring immediate training.
d. To make t h e training more meaningful t o participants,
training fees commensurate with one's position is t o be
taxed every trainees. This amount is t o be repaid back later
if t h e beneficiaries' evaluation report is positive. The
evaluation report will also serve as a criteria f o r awarding
other types of compensation due t o a trainee.
e. The PHCN Enugu should as a matter o f urgency affiliate i t s
training centres or institutions of higher learning t o
undertake t h e training of staff in the non-technical areas
pending t h e establishment o f a separate training workshop
by t h e organization for such purpose.
f. There must be an immediate award o f compensation or
benefits t o successful trainees.

Management should as a matter of policy allocate
substantial financial vote t o the research development and
training.
CONCLUSIONS
Based on the research finding certain valid conclusion can
be drawn a t this point.
That there is established manpower planning and

development policy and programme in t h e PHCN Enugu but
this policy is deficient in terms of programme content and
facilities and as such needs t o be reviewed.

I t is t h e researcher's opinion t h a t the training function is
not fully regarded as a major business function in the
organization and as such not accorded t h a t kind o f
recognition t h a t it desired in the organization.
The manpower planning and development section is not
professionally equipped and as such cannot contend with t h e
complexion, technicalities, and challenges of modern
business.
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and Cases" (United Kingdom; The
BenjarninKummings Pub. Co Inc).

William, Frederick, (1979),"Reasoninq with Statistics" (San
Francisco; Holt Rinehart and Winston
Inc).
Yamani Taro, (1964), "Statistics: An Introductory
Analysis, (New York; Hamper and Row
Publishers).
QUESTIONNAIRE
The researcher is an MBA Student of the University of
Nigeria, Enugu Campus, currently on research using your
organization as a case study. She is undertaking an emperical
study t o ascertain how the organization engages in i t s manpower
planning and development.
The exercise is purely academic and thus any information
given will be treated as confidential. You are kindly implored t o
please answer the questions below.
Your kind co-operation and understanding will be highly
appreciated. Could you supply the answers to the questions that
follow:-
1. Sex
a. Male !-I
2. Your entry qualification into the organization
c. Higher School/Polytechnic I I
First Degree (B.5dM.B.A) L
I
Post Graduate
Others (Specify)
-
1 I
Present Quhlification 1 I
Year of experience in the organization
Under two years I 1

2 - 5 years
5 - 10 years
-
10 and above
SECTrON B
1. Does your organization make provision f o r the training and
development o f her employment of employees.
Yes 1-1
Don't know
yes, what level of cadre of employees are covered by

If
their training programme?
Junior S t a f f -[I
Middle Management I 1
Top management 1 I
Middle and Top Management Mostly El
Everybody but Middle and Top Management I I
All cadres 1
Does the training programme/opportunity cover every
section/department within the organization:

c. Don't know 1 I
4. Have you undertaken any manpower planning and
development programme as an employee o f the organization?
a. yes r]
c. Don't know
5. yes, what method o f development programme have you

If
been exposed to?
On-the-job training
Of f-the-job-training
Other (specify) rl
H o w tong does this programme last?
Below one month
Below three months I 1

Below six months I 1
Below one year I I
Above one year TI
How many times have you been exposed t o training
programmes?
once I 1
twice 1 I
thrice
many times
Development e f f o r t s that occur entirely away from the job
are incapable of yielding satisfactory results?
Yes
Don't know
does the development programme you attend help t o
improve your work performance?
Yes
Don't know
Do you consider the design o f the manpower planning and
development programmes one that meets the current and
potential future needs of your organization?
N o t adequately 1 I
Don't know 1 I
Where is the training programme of the organization
carried out?
Within the Country El

Outside the Country
Both within and outside

El
Both within and outside butmostly outside 1 1
Where you given opportunity t o at)end the training
programmes outside the country?

Yes rl
Don't know
Do you consider good and well-implemented manpower
planning and development programme as contributing t o t h e
attainment of organization's objectives?
Yes I
Don't know T I
Do you benefits from your organization derive for well
planned manpower development programme?
Yes
Don't know
I s there any effect of staff training and development on
productivity in PHCN?
Don't know

Manpower Planning and Development in Nigeria Parastatals A Case Study of Power Holding Company of Nigeria, Enugu

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University of Nigeria

Manpower Planning and Development in Nigeria

Parastatals: A Case Study of Power Holding

A RESEARCH PROJECT SUBMITTED T O THE

I N PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE

A RESEARCH PROJECT SUBMITTED TO THE

I N PARTIAL FULFILMNENT OF THE REQUIREMENT FOR

MANPOWER PLANNING AND DEVELOPMENT I N NIGERIA

I, AN1 O Z f O M A V, a post-graduate student of Department o f

satisf actori ly completed t h e requirements of the course and

research work f o r t h e award o f masters degree in Business

Administration (MBA) management.

The work embodied in this report is original and has not

been submitted in p a r t or f u l l for any other Diploma o r Degree o f

this or any other university.

Prof. E. L. ~ r n a g w Chief J.A. Eze

writing of this research project would not have been possible. To

him be all the thanks, praises, however, adoration and dominion

I have incurred numerous debts o f gratitude t o many people

is a meeting point of diverse ideas, thoughts and data from

Firstly, therefore, my sincere gratitude goes t o my able

supervisor. professor Imaga, who is the brain behind the

articulate and comprehensiveness of this research work. Moreso,

my profound gratitude goes t o the Assistant t o professor Imaga,

he be richly rewarded by God Almighty.

Okafor, who contributed her assistance in no little measure t o

see t o it that this research work is a reality.

My dearly beloved parents of blessed memory are fondly

gentle souls continue t o rest in God's bossom, till we meet t o part

no more. Indeed, they are a set that can never be seperated.

To the team of staff of the Afrihub Internet research

Lastly, t o my loving, caring and understanding uncle, Engr.

financial and moral support. Indeed, he is a rare gem.

The growth and innovation in t h e field of science and

technology and t h e complex nature o f modern business

activities and the need f o r the expert handling of modern

equipment calls for urgent training and development of

organization's manpower resources in order t o meet these

Today. we know t h a t our problem is not how t o avoid

change b u t how t o analyze t h e planning and development

opportunity and get ourselves equipped t o handle t h e increasing

complexity in manpower and management activities.

This research work undertook a survey of t h e manpower

planning and development policies and programme of t h e Power

there exists an established policy and programmes, they are

however deficient in content and implementation. Based on this

findings, we suggested an immediate review of t h e training and

development policy and programme in order t o make it more

functional and adapted t o the present and future needs of t h e

organization's intended objectives.

I n carrying out t h e research, research questionnaires

percentages; allowing t h e greater than or less than factor t o

inf hence t h e judgement either reinforced or nullified.

contains t h e statement o f problems and t h e objectives of t h e

study. I n chapter two, relevant literature on manpower planning

and development problems and strategies were reviewed. I n

chapter three, t h e research methodology and sources o f data

are presented. Chapter four contains t h e presentation and

analysis of data. The f i f t h and last chapter contains summary

of t h e findings, conclusion and recommendations.

Theoretical foundations of t h e study

Planning and Development in an organization

Population distribution/Grade of workers