CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In any organization, the quality of its human resources determines its sources. Every manufacturing industry depends on the resources for attainment of its objective. However, the objective cannot be achieved unless the organization is made up of employees who have skills knowledge and abilities to work. Employees may have abilities, skills, and knowledge but in the long run, they may find it very tedious to cope with their jobs due to many factors such as organizational changes, technological changes and so on, hence Industrial training of manpower development in an organization become paramount.
Akinku (1978:7), the concepts of training manpower developing were not clearly understood in most of our development countries. This was also supported in where he said “we are yet to find out what the four M’s in our mist are, all efforts to improve on our productivity yield no result” The four M’s means man, materials, machine and money.
With the change of events and increased awareness, both the developed and developing countries have come to appreciate the problem of employee development and training in many organizations.
Layemo (1995;2) mentioned in a lecture on supervisory Management Training Course, that “the basic problem of developing Countries is not lack of natural resources but the underdevelopment of their human resources”.
A similar perspective in Eze (1993:20:25), shows that manpower training in the third world countries are underdeveloped.
In a similar case also supported. Ashby (1959) showed that manpower resources in the third world countries were still developing. In this recommendation the National manpower board was established in 1962. As a follow up, the manpower board in 1963 undertook a comprehensive manpower survey which brought to governments the following notice.
(i) The quality of management in all levels is one of the major problems of economic development.
(ii) The need for effective co-ordination to avoid unnecessary duplication of efforts in manpower training, Yusufu (1969).
(iii) The need to ensure that training programmes are effective.
The role of industries training of manpower development in an organization is a very important activity the management cannot afford to ignore because not everything can be learned in the work situation, when workers are employed, they are not just left to stay and work until they are trained and developed in order to increase their abilities skills and knowledge.
The International Labour organization (ILO) in 1969 emphasized the inadequacy of manpower management programmed in Nigeria which was necessary for them to carry out economic development plan occasioned by the civil war, in order to improve the need for rehabilitation is required to develop technical and professional manpower training.
The second national manpower development plan (1970-74) also said that there was high level of incompetence in position in our industries and it identifies some factors responsible for it as follows: