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HUMAN RESOURCE DEVELOPMENT FOR EFFICIENT EFFECTIVE
STUDY
Digitally Signed by: Content manager’s
DN : CN = Weabmaster’s name
O= University of Nigeria, Nsukka
OU = Innovation Centre
ORJI ANN N.
Faculty of Social Sciences
Department of Public Administration and Local Government
HUMAN RESOURCE DEVELOPMENT FOR EFFICIENT EFFECTIVE LOCAL GOVERNMENT MANAGEMENT
STUDY OF LOCAL GOVERNMENT COUNCILS STATE. (1996-2013)
ODANWU AUGUSTINE ITUMA
REF NO: PG/MSc/12/64493
i
: Content manager’s Name
Weabmaster’s name
a, Nsukka
Public Administration and
HUMAN RESOURCE DEVELOPMENT FOR EFFICIENT AND GOVERNMENT MANAGEMENT: A
IN EBONYI
ii
TITLE PAGE
HUMAN RESOURCE DEVELOPMENT FOR EFFICIENT AND
EFFECTIVE LOCAL GOVERNMENT MANAGEMENT: A STUDY OF
LOCAL GOVERNMENT COUNCILS IN EBONYI STATE. (1996-2013)
BY
ODANWU AUGUSTINE ITUMA
REF NO: PG/MSc/12/64493
A PROJECT
SUBMITTED IN PARTIAL FULFILLMENT FOR THE REQUIREMENT
FOR THE AWARD OF THE DEGREE OF MASTER OF SCIENCE (MSC) IN
PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT TO SCHOOL OF POST GRADUATE STUDIES, UNIVERSITY OF
NIGERIA, NSUKKA
JANUARY 2014
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CERTIFICATION
This is to certify that Odanwu Augustine Ituma, a post graduate student of the department
of Public Administration and Local Government University of Nigeria Nsukka with Reg. No:
PG/MSc/12/64493 has satisfactorily completed the requirements for the award of Master of
Science Degree (M.Sc.) in Public Administration (Human Resource Management).
………………………… ……………………….
Dr. B.A. Amujiri DR. (MRS) Agu
Supervisor H.O.D. PALG
…………………………… …………………………
Prof. Tagbo Ugwu External Examiner
Dean of Faculty
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DEDICATION
This work is dedicated to the Almighty God and in memory of late Brother Odanwu
Linus Ibeabuchi. (He gave out his unconditional sacrifice for the family on early 29th
Oct., 2012.)
May his soul rest in peace. Amen.
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ACKNOWLEDGEMENT
My lips are bereft of words to thank the Almighty God (indeed He is the God of the poor)
for His protection, guidance, providence and the success He granted to me during this
programme. May all the glory, honour, thanksgiving, adoration and praise be unto him through
Jesus Christ our Lord. Amen.
I sincerely wish to thank Dr. B.A. Amujiri and Dr. Sam Ugwu my supervisors for his
fatherly care, advice and guidance. He carefully guided and supervised me in this research. He is
an epitome of hope for young researchers.
The extension of my appreciation goes to all the public administration lecturers
University of Nigeria Nsukka, which include Prof. Fab. Onah, Prof.(Chief) F.C. Okoli, Prof.
(Mrs) Rose Onah, Prof. Chikelu Ofuebu, Prof. (Mrs.) Chika Oguonu, Dr. (Mrs.) M.A Obi, Dr.
Tony Onyishi, Dr. C.U. Agalamanyi, Dr. B.A. Amujiri, Dr. Ikeanyibe, Dr. Izueke, Mr. Okey
Emeh for their impact on me directly or indirectly during the period of work.
I humbly thank my parents Ezinna and Ezinne (Chief) Alexander Odanwu for their
consistent supports: financially, morally, economically and otherwise. Equally to my siblings:
Odanwu Lucy, Odanwu Samuel, Ebenyi Anna, Odanwu Ginika and Late Bro. Odanwu Linus for
their wonderful prayers, advise, encouragement and financial support. May the good God meet
you all in your adversity and uplift you above your expectations. Amen.
I wish to acknowledge in a special way the family of Mr. James Eze, Mr. John Ituma, Mr.
Vicent Ituma, Mr. Ogba James, Mr. Agbo Clement, Mr. Orie Micheal, Mr. Oduma Hyginus,
Mrs. Oduma Agnes, Mrs. Roseline and my cousins: Peter, Joy, Daniel, Ezikiel, Ogba Chidi,
Nonso and in a more special way to Ituma Simon who assisted me in his utmost capacity during
this programme.
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Furthermore, I sincerely wish to thank Okoroafor Sophy, Chidimma, Okereke Chioma,
Edith, Lawretta, Chinasa, Ogechi, Peace, Blessing, Lechi, Scholastica, Chinwe and Ebere for
their supports, encouragement and love.
Moreover, to Kema, Chinonso, Chukwuma, Simple, Obinna, Uche, Chinedu, Emeka, Afam,
Sunday, Ogbuzuru, Adagba, Okwudili, Ifunanya, Hope and Inperpetuum friends members.
I apologize to you all my friends and well wishers whom space do not permit mentioning
your name, you all are remembered for all your wonderful contributions to ensure the success of
this work. May God Bless you All. Amen.
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ABSTRACT
This study sought to investigate Human Resource Development for Efficient and effective Local
Government management: A study of Local Government councils in Ebonyi State. The purpose
of the study was to determine how human resource development could lead to efficiency and
effectiveness of local government management, to investigate how politicization and poor
training undermine human resource development and to find out how improve in human
resource development would lead to increase in productivity and reduce workers poor attitude to
work. Three research questions were formulated. The methodology was descriptive empiricism.
Data for the research were made up of both primary and secondary sources. The major
instrument for data collection was constructed questionnaire. The researcher used simple
percentage frequency table to analyze the date collected form the respondents. Three hypotheses
were formulated and tested using Chi-Square statistical method. The findings established that
human resource development enhances efficiency and effectiveness of local government
management, that politicization of recruitment affects the performance of local government
employee, that human resource development reduces poor workers attitude to work and
increases local government productivity, it equally finds out that Ebonyi state local government
workers are willing to be trained and developed. Hence the researcher recommended that ;
training and development programme be made compulsory and mandatory for local government
staff by the various local government chairman and report be presented to the local government
service commission, that emphasis should be laid on conferences, seminar, and workshop for
both management and staff of the local government in order to enhance their knowledge, skills
and competencies, equally that recruitment, selection, and placement of local government staff
should be contracted out to external body to ensure recruitment based on merit.
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TABLE OF CONTENTS
Title page i
Approval Page ii
Dedication iii
Acknowledgement iv
Abstract vi
Table of Contents vii
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 5
1.4 Significance of the Study 5
1.5 Scope and Limitation of Study 6
CHAPTER TWO
2.1 Review of Related Literature 8
2.2 Hypotheses 26
2.3 Operationalization of key Concepts 26
2.4.1 Theoretical Framework 27
2.4.2 Application of the Theory 27
2.5 Methodology 31
2. 5.1 Type of Study 32
2. 5.2 Population of the Study 32
2. 5.3 Sample Size and Sampling Techniques. 33
2. 5.3.1 Sample Size 33
2. 5.3.2 Sampling Techniques 24
2. 5.4 Method of Data Collection 35
2. 5.5 Reliability and Validity of the Instrument 36
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CHAPTER THREE: B`~~`ACKGROUND INFORMATION ON THE STUDY AREA
3.1 Historical Background of Ebonyi State Local Government Councils 37
3.2 Geographical Locations 38
3.3 Occupation 41
3.4 The Organizational Structure of Local Government Council 41
3.5 Role Relationship 44
3.6 Recruitment and Selection in Local Government System 46
CHAPTER FOUR:
4.1 Data Presentation and Analysis 50
4.2 Findings 100
4.3 Discussion and Implication of Findings 101
CHAPTER FIVE: SUMMARY, RECOMMENDATIONS AND CONCLUSION 5.1 Summary 113
5.2 Recommendations 114
5.3 Conclusion 117
Bibliography
1
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
Human resources are very essential asset in all organization. This necessitates the need to
develop and train them for efficient and effective achievement of organizational goals.
In order to maximize the productivity and efficiency of the organization, every executive,
manger or supervisor in a public or private enterprise has the responsibility and indeed the
bounding duty to ensure the development of men and women who have requisite knowledge and
expertise. The aim is to enable them to contribute their full measure to the welfare, health and
development of the enterprise (Onah, 2003).
Local government as a third tier of government in which local communities and towns
are organized to maintain law and order; provide some limited range of social services in co-
operation with the inhabitant in joint endeavour towards the improvement of their conditions of
living to a large extent can only succeed in achieving the aim of its creation if her personnel’s are
trained and developed. In all sectors of development, that of human resource plays an
indispensable role because it can prosper a nation, if adequately managed and it can also limit or
retard the nation’s progress, if poorly managed, poorly developed and inadequately utilized.
(Amoke, 2010).
The method for staff development in local government includes; training, orientation,
motivation, promotion etc and these are anchored on the process that develops and improves
skills related to performance.
In line with this, to improve productivity and local government efficiency, motivation of
workers based on their needs, training and development of staff based on training needs,
2
introduction of management decision support system and participatory management, liberal
information flow and management (regular participation of workers in decision making),
adequate data gathering and processing, improve technology (computer facilities) improved
communication and inter personal relationship, outsourcing of personnel from specialized firm
for exchange of experience and institutionalizing effective labour management relation are all
needed.
Effective training programmes, according to Blun and Naylor (1976), can result to
increased productivity, reduced labour turnover, and greater employee satisfaction. The need for
training and development of manpower in local government cannot be overemphasized. Ubeku
(1975) notes that employee who has not received adequate training before being assigned
responsibilities lack the necessary confidence with which to carry out their job. To him,
development and training of manpower will give the employee confidence and courage to carry
out his or her responsibility for the achievement of organizational goals. This according to him is
because training increases the employees’ belief that he knows what is expected of him regarding
the job, the knowledge of which enables him to originate ideas as to how best to carryout the task
of the job.
Onah (2008) noted that “human resource who are not trained tend to cling to method they
were shown the first time they took over the job and are frightened at doing the job in a different
way because something might go wrong, and they cannot afford to take the risk”. Ubeku regrets
that the training and development of staff in public sector focuses essentially on the officer cadre
to the neglect of any discernible systematic training programme for clerks and other grade of
workers; while in the case of skilled staff, the civil service seems to rely entirely on the trade
certificate presented by the applicant with little or no effort made thereafter to ensure further
3
development on the job of the skills which the new employee brought to the job. Manpower
development plays an effective role in achieving efficient local government management in
Nigeria.
According to Frank (1974) as quoted in Onah (2003), human resource management is
concerned with two major activities area namely; human resource utilization and human resource
development. The achievement of organizational goals and development in local governments is
not possible without an adequate skilled and well motivated workforce operating within a sound
human resource management programme, hence, the establishment of the junior staff
management committee in individual local governments and local government service
commission for the state.
Section 5:3:1 of the Hand book on local government administration provides that each
local government shall have a junior staff management committee (JSMC), which has the
responsibility for the appointment, promotion and discipline of all the employees on salary grade
level 01-06. The committee has the responsibility for determination of all matters of personnel
management of junior staff.
Following the high premium placed on well qualified, technically competent and high
motivated local government staff by the 1976 local government reform, the local government
service commission (LGSC) was created in all the state of the federation. The committee was
assigned the responsibility for recruitment, appointment, posting, promotion, training,
development and discipline of local government employee.
The above scenario seems to be more noticeable in principle in Nigeria local government
hence the need of this study to stimulate the need for human resource development as it serves as
a parameter for efficient and effective local government management in Ebonyi State.
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1.2 Statement of the Problem
Despite the goal of establishing local government in Nigeria, local governments chairmen
in this country regards training and development of human resource as an expensive venture and
avoid them like plague. An undeveloped staff is a liability to a dynamic organization as he do not
only applies the wrong skills but also impacts the wrong knowledge to others coming after him
and those he happens to be supervising, and this is so pervasive in Ebonyi state local government
councils.
In local governments, there is poor work ethics among the staff. Workers in local
government in Nigeria exhibit painful negative work ethics that manifest in lateness to work,
abandonment of duty, insubordination, truancy, disloyalty, indiscipline absenteeism and non-
commitment towards the achievement of the objective of local governments in Nigeria local
governments. Today, there is flagrant abuse of time and property. Workers indulge in long
period of unproductive conversation; loitering, rumor peddling and malingering. Even the
gatemen, cleaners and office managers in Nigeria local government behave like God and operate
a racketeered life. This affects the productivity level of Nigeria local government workers and
equally poses a big challenge to local government management in Nigeria.
In Nigeria local government system, the high incidence politicization of manpower
recruitment leads to high level of incompetency, corruption, fraud and embezzlement of fund.
Accountability in local government therefore became a mess. Many key officers occupying
sensitive position in the local government are new entrant in the system. Some of them assumed
management role as a result of political patronage and discharge their duties infavour of their
political god father. All these hinder human resource development and affect local government
productivity especially in Ebonyi state.
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In view of the above explanation, the following questions were formulated as the basic
research questions for this work.
(1) To what extent could human resource development lead to efficient and effective local
government management in Ebonyi state
(2) How does politicization of personnel recruitment and training hinders human resource
development goals in local government?
(3) Does workers poor attitude to work affect performance and productivity in local government
system?
The answers to these questions are therefore the basis for this research.
1.3 Objectives of the Study
The broad objective of this study is to evaluate human resource development for efficient
local government management in Ebonyi State.
However the specific objective of this study includes:
1) To determine how human resource development could lead to efficient and effective local
government management in Ebonyi state.
2) To investigate how politicization and poor training undermine human resource development
goals in local government in Ebonyi state.
3) To find out how improve in human resource development will lead to increase in
productivity and reduce workers poor attitude to work.
1.4 Significance of the Study
The significance of this study lies on its functional objectives. The major aim of this
research study is to accelerate growth rate and development in our society as development is
synonymous with productivity and maximum productivity in local government is achieved
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through suitable human resource development. The significance of this study is therefore
categorized into theoretical and empirical importance.
Theoretical Significance
This research would go a long way in sensitizing our political leaders (local government
chairmen) on the need for human resource development, hiring of qualified staff for efficient
local government management. Having sensitized them, the research would facilitate
intervention programmes in human resource development in local government council. It will
strengthen and improve efficiency and effectiveness of non functional local government
management in Ebonyi state. When the calibers of employee such as Accountants,
Administrators, Engineers, Planners, Doctors/Nurse, Agriculturalists and Surveyors are trained,
developed and utilized effectively in the system, it is optimistic that local government in Ebonyi
state would be able to accomplish its constitutional responsibilities. The finding of this research
would help the workforce in the local government as it will proffer solutions to their problems
Empirical Significance
The research would serve as a good literature source for the future researchers in public
administration and its related research areas who would embark on investigation on the relevance
of human resource development for efficient local government management in Nigeria. It would
serve the academia as a useful and a veritable bibliographical reference which will stimulate
research for other related studies in relation to human resource development. Finally the
research is carried out for the partial fulfillment for the award of M.Sc in Public Administration.
1.5 Scope and Limitation of Study
The research covers human resource development for efficient and effective local
government management in Nigeria particularly Ebonyi state local government councils from
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1996 to 2013. This research covers the thirteen local governments councils in Ebonyi state viz.
Ohaukwu, Abakaliki, Afikpo North, Afikpo South, Ishielu, Izzi, Ivo, Onitcha, Ezza North, Ezza
South, Ohaozara, Ikwo and Ugbodo local government councils. The research jurisdiction is also
extended to their elected and appointed personnel (executive arm) in local government viz. the
chairman, secretary and the elected councilors of the local government council.
In the process of this research however, a number of constraints and challenges were
experienced which no doubt attempted to hinder the quality and objectivity of this research. The
research witnessed poor behavior. Some of the respondents at the local government level
hesitated to supply the information needed especially on the side of the elected and appointed
officials of local government. There was also delay in the research as a result of late returns and
loss of questionnaire by the respondents.
The researcher also encountered problems of literature gathering which lies on current
emphasis to the research topic.
However, these limitations not withstanding this research, certainly with the resilience
and doggedness of the researcher, the problem were overcomed and the research saw the light of
the day.
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CHAPTER TWO
2.1 Review of Related Literature
The role of human resource development for efficient local government can not be
overemphasized.
This chapter reviewed extensively the perspectives of some authors, scholars and writers
on the subject matter. The review of the related literature was carried out under the following
subheadings in line with the aim of the research.
1. Meaning of human resource.
2. Human resource management.
3. Human resource development.
4. Human resource development as a tool of enhancing efficient local government
management
5. Instrument for human resource development.
6. The local government system
7. Human resource management in local government administration.
8. Challenges of human resource development.
Meaning of Human Resource
Onah (2003:5), quoting Barney (1995:50), opined that human resources include all the
experience, skills, judgment, abilities, knowledge, contacts, risk taking and wisdom of
individuals and associates within an organization. He further noted that human resources, easily
recognized as the most important of the resources required for the production of goods and
services, are the key to rapid socio-economic development and efficient service delivery.
Without an adequate skilled and well-motivated workforce operating within a sound human
9
resource management programme, development is not possible. Organizational human resources
have become of strategic interest to the top management recently because the effective use of
people in organization can provide a competitive advantage (Mathis and Jackson, 1997).
Human resources are critical for effective organizational functioning (Terpstra and
Rozell, 1992). Human resources were once neglected to the second class status in many
organizations. But it importance has grown dramatically in the last two decades. Its new
importance stems from increased legal complexities, the recognition that human resource are a
valuable means for improving productivity and the awareness today of the cost associated with
poor human resource management (Wright and Mc Mahan, 1992). Human resource also
represents a significant investment of organizational efforts. If managed well, human resource
can be a source of competitive strength for the organization. Indeed, managers now realize that
the effectiveness of their human resource function has a substantial impact on the bottom-line
performance of the firm. As a matter of fact we rate human resource higher than other resources
since the management of other resources entirely depend on human resource.
Ezeani (2005:313) stated that all the activities of any enterprise are initiated and
determined by the persons who make up the institutions”. Plants, offices, computers, automated
equipments and all other resources that a modern firm uses are unproductive except for human
effort and direction. Of all the tasks of management, managing human component is central and
most important task because all else depends on how well it is done.
In line with this Ofoegbu (1985) states that “a firm can mobilize all its capital inputs and
still be out of production. The decision to start capital mobilization is personnel management
decision. The assemblage of the inanimate factors of production into a single, coherent and
operational production system is a human act, conceived by human genies and realized by
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human efforts. Hence the critical processes of determining goals, making investment choices,
directing work effort on a day-to-day base, maintaining and servicing equipment and so on fall
squarely on the personal of an organization (Onyishi, 2012). According to the researcher, the
importance of personnel administration has increased in resent time due to several reasons like
rapid advancements taking place in technology requiring continuous development of human
resources, large size of the modern organizations in the age of liberalization and globalization,
long range need of manpower; high wage bill necessitating optimum use of manpower, and
recognition of human aspect of organization.
Speaking of human aspect of organization in line with the concept of “personal
management”, Ezeani et al (2002) asserts that there is no doubt that the ability of any
organization or society to achieve its goals depends to a large extent on the caliber, organization
and motivation of its human resources. The opinion Linkert (1994) upheld when he assert
that…all the activities of any enterprise are initiated and determined by the person who make up
that institution. Similarly, Harbison (1974) in Onyishi (2010) opined that “human resources and
no any other constitute the ultimate basis for the wealth of the nations.
Human Resource Management
According to Ademolekun (1983) human resource management is the management role
that is concerned with people at work and their relationship with the organization.
In line with the above Ikeanyibe (2009), opined that human resource management
encompasses those activities designed to provide for and coordinate the human resource of an
organization. Thus an organization must of necessity attract the right kind of human being, retain
and maintain them in the right frame of mind to give their best efforts towards achieving
11
organizational activities directed to attracting, developing and maintaining an effective
workforce.
Cole (2002) sees human resource management as decision about the deployment and
treatment of personnel taken by line units as well as personnel specialists. Human resources
management implies an approach which recognizes that employees are only one group among
several, such as customer and shareholders, who have a claim on the resources of an
organization. Frank (1974) in Onah (2013) identifies two major activities within the human
resource area viz. human resource utilization and human resource development. The first is
concerned with the recruitment, selection, placement, compensation and appraisal of human
resource. The second comprises those directed at working with the existing human resources in
order to improve their efficiency and effectiveness.
According to Onah (2008), the goal of human resource management is to develop the
worker in an organization to contribute to goal achievement in the organization by management
improved productivity, quality and services. In addition, human resource management has some
specific role to play in an organization. These are strategic and operational role: strategically,
human resources must be viewed in the same context as the financial, technological and other
resources that are managed in organization. Its operational role, Mathis and Jackson (1997) sees
it as both tactile and administrative in nature. As a matter of fact, we rate human resources higher
than other resources since the management of other resources entirely depend on human
resources.
Human Resource Development
The United Nations Development Programme (UNDP) (2001:9) defined human resource
development as:
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Creating an environment in which people can develop their full potentials and lead
productivity, creative lives in accord with their needs and interest. Development is much
more than economic growth which is only a means of enlarging these choices.
Fundamental to enlarging these choices is building human capabilities. The most basic
capabilities for human development are to lead long and healthy lives, to be
knowledgeable, and to have access to the various needed for a decent standard of living
and able to participate in the life of the community.
The adequate building of human capabilities will enable the individual to function
effectively and be able to utilize the resources in his environment for overall well being of
himself and the future generation which is what sustainable development is all about. The
development of any nation is anchored on the quality and capabilities of the nation’s human
resources (Amoke, 2010). According to him, in order to have qualified manpower that would
unlock the forces of economic growth and achieve sustainable development in Nigeria, there is
need for adequate human resources training and development to enable them acquires the skills
necessary for the development process. There is need for adequate development of the human
resources in order to increase their skills and capabilities that will enable them to tap the
potentials of their environment for improved standard of products, perfect means of production
and better standard of living.
Anikwe (2010) noted that “human resource development would include both training to
increase skills in performing a specific job and education to increase general knowledge and
understanding of our total environment”. He stressed the need for human resource development,
where he stated that “after the employee has been recruited, selected and inducted, he or she
must next be developed to better fit the job and the organization. No one is perfect fit at the time
of hiring, and some training and education must take place”. Hence the conception of manpower
development encompasses both organizational specific through training and retraining of staff to
meet up with organizational requirements, as well as the tuning-out resources that is needed for
the economic development of the state (Omodia 2009).
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In line with the above, Okpata (2004) observed that human resource development
encompasses employee training which emphasizes skill enhancement and change of attitude,
management development which concerns itself primarily with knowledge acquisition and
enhancement of an executives conceptual abilities and career development which is the
continued effort to match long term individual and organizational needs.
Onah (2003) noted that in order to maximize the productivity and efficiency of the
organization, every executive, manager or supervisor in a public or private enterprise has the
responsibility and indeed the bounding duty to ensure the development of men and women who
have requisite knowledge and expertise. The aim is to enable them contribute their full measure
to the welfare, health and development of the enterprise. Akpan (1982) quoted in Onah defined
staff development as the process whereby an employee is able to grow in the job, through
acquisition of wide experience, breadth and increasing confidence resulting from the exercise of
varied and tested responsibilities, the aim being to enable him to reach the top or achieve his best
in his profession of employment. Such a position will be attained through action, observation,
study, reflection, experiment and initiative.
Cole (2002) sees staff development as any learning activity which directed towards
further needs rather than present needs and which is concerned more with career growth than
immediate performance. The focus of staff development tends to be an organizations future staff
requirement and on the growth need of individuals in the work place.
Training and development of human resource helps in different ways to make the
achievement of operational efficiency and effectiveness in local government system possible.
Training Directory Nigeria (2013) observe the following importance of training and
development for efficiency and effectiveness of an organization:
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a) Training helps to shorten the learning time required by new employee to attain the level
of proficiency and acquire the right attitude necessary for a job. This helps the new
employees to contribute his quota to the growth of an organization within a reasonable
time of his/her appointment.
b) Training and development helps to bridge gaps in the knowledge and skills of existing
employees thereby enabling them to improve their performance.
c) Training and development facilitate the acquisition of knowledge and skills needed to
cope with and adapt to changes in technology and the economy in general. Ability to
cope with these changes has great consequences for the survival and growth of any
organization.
d) Human resource development helps an organization to plan for and meet its future
manpower requirement without recourse to crisis management.
e) Human resource development if properly managed helps to ensure smooth career
succession.
f) Training and human resource development helps to increase employees feeling of self
work and identification with the organization. When properly administered, they send the
right signal to the employees that the organization cares for their individual needs for
security and growth.
Human Resource Development as a tool of enhancing Efficient Local Government
Management
1) Increase in Productivity: Flippo (1984:1999) sees human resource development as a tool
of enhancing the efficient achievement of organizational goal by increasing productivity.
15
According to him Planned development programmes will retain values to the organization in
term of increased productivity, heightened morals; reduce cost and greater organization stability.
Human resource development will return the lost value of an organization due to lack of
training and development. Human resource development would include both training to increase
skill in performing a specific job and education to increase general knowledge and understanding
of our total environment.
Lisa M Lynch and Sandra Black (1995) quoted in (Onah, 2003:120) offer that “there is
growing evidence that investments in training are associated with long run profitability, and
firms that recognize work using programme such as teams and quality circle report greater
productivity if those programme are associated with workers, education”. In order to maximize
the productivity and efficiency of the organization, every executive, manager or supervisor in a
public or private enterprise has the responsibility and indeed the bounding duty to ensure the
development of men and women who have requisite knowledge and expertise (Onah, 2003:129).
One of the major aim of human resource development is to create organizational stability
through intensive training are development programmes being organized for employee. Anikwe
(2010) noted that when employee are developed or are allowed to undergo some development
programme, the organization in which they work will enjoy high productivity and stability.
Human resource development increase organization stability through the reduction of “accidents,
sported work and damage to machinery and equipments, because trained employees have
acquired increased skill and are motivated to do work (Ezeani, 2005).
Local government will benefit greatly when its human resources are being developed
because it will enable the employees to be knowledgeable in the new technological environment.
It will enable the staff to adapt to external changing requirement such as being computer literate,
16
ability to use computerized machines. Human resource development will lead to acquisition of
wide experience and knowledge which will enhance efficient local government management.
According to Flippo (1980:181) “no one is a perfect fit at the time of hiring and some
training and education must take place”. And that was why Ezeanyi (2005:338) stated that “it is
important that employees be trained to improve present and future performance.
Local government is created to complement the effort of central and state government in
provision of services within their area of authority. Local government human resource
(personnel) through training and development will acquire additional skills, knowledge and
abilities that will enable them tap the local resources needed for provision of services.
2) Human Resource Development helps in Reduction of the High Rate of Unemployment:
Akpan (1982:128) stated that the major aim of human resource development is to equip people
with the knowledge required to qualify them for a particular position of employment. Abba et al
(2004) wrote that human resource training and development helps to equip individuals with the
necessary skills, to enable them find employment.
Human resource development creates employment opportunities because those who
acquired new knowledge and skill are promoted to a higher position with higher responsibilities,
thus creating vacancies to be filled through recruitment.
Methods of Human Resource Development
Omodia (2009) outlined the following method for human resource development in
organization.
1) Orientation: This method of human resource development could be said to be an integral part
of the recruitment exercise, in that once an employee has been found appointable, it is
17
expected that such an employee need to be positively oriented in line with the versioned
aspiration of the organization for effective discharge of function.
Ezeani (2005) sees orientation as a short course or programme of items aimed at assisting
new recruit to adjust to the organization and to provide them with background information.
Typical course include talks and films about the organization’s structure and facilities, and the
provision of literature containing regulations and useful information.
2) On the job method of method development: This method is basically different from the
orientation method while orientation is at the point of entry into the organization or a new
assignment; on the job method is a process through which knowledge and experience are
acquired over a period of time either formally or informally. This process involved the
following:
a) Coaching: This is a method of on the job training and development in which a young
employee is attached to a senior employee with the purpose of acquiring knowledge and
experience needed for the performance of tasks. (Yalokwu, 2000).
b) Job Rotation: This method either involves the movement of an employee from one
official assignment or department to the other in order for the employee to be acquainted
with the different aspects of the work process or through job enlargement. That is given
additional responsibility to an employee who has been uplifted as a result of the
acquisition of additional skill or knowledge (Ibid).
c) In House of Training: This involves a formal method of on the job training in which
skills and knowledge are acquired by employees through internal organized seminars
and workshops geared toward updating the workers with new techniques or skills
associated with the performance of their job (Lawal 2006).
18
d) In Service Training: This method involves training outside the organization or work
place in higher institution of learning or vocational centres under the sponsorship of the
organization and the worker (Ibid).
e) Committee/ Work Group Method: This method entails human resource development
through the involvement of employees in meetings, committees and work group
discussion geared towards injecting inputs in form of decision making as regard solving
organizational problem. This method is quite indispensable, especially in aspect of
training employee for managerial functions or heading organizational units.
3) Work Group Method: This method entails human resource development through the
involvement of employees in meetings, committees and work group discussion geared
towards injecting inputs in form of decision making as regard solving organizational
problem. This method is quite indispensable, especially in aspect of training employee for
managerial functions or heading organizational units.
4) Vestibule Training Method: This is a method of manpower development through the
acquisition of skills in a related working environment (Nongo, 2005). Under this method, the
trainee practices his skills with identical equipment that he uses or he is expected to use in his
actual place of work. This method is most suitable for sensitive operations where maximal
perfection is expected. The purpose is therefore to enable perfection at work place.
5) Apprenticeship Method: This method of manpower development involves the acquisition of
skills through extensive practice for over a period of time by trainee. This type of manpower
development device could either be formal or informal. In the informal environment the
trainer is attached to the trainer, and he/she is expected to pay for an agreed period of
19
apprenticeship (Ibid). In the formal environment on the other hand, an employee of an
organization could be placed under apprenticeship in the organization with pay.
TABLE 2.1 The Human Resource Wheel
Source: 1989, American society for Training and Development
Training and Develop- ment. Focus: identifying assuring, and through
planning learning- helping develop the key compe-
tencies that enable individuals to perform current or
future jobs.
Organization Development. Focus: assuring healthy inter- and intra-unit relation- ship and helping groups initiate and manage change.
Career Development. Focus:
assuring an alignment of
individual career planning and organization career-management
processes to achieve an optimal match of individual and organizational needs
Organization/Job Design. Focus: defining how tasks, authority, and systems will be organized and integrated across organizational units
and in individual jobs. Human Resource Planning. Focus: determining the organ- ization’s major human resource needs, strategies, and
philosophies.
Performance Management Systems. Focus:
assuring individual and organizational goals
are linked and that what individuals do
every day supports the
organizational goals
Selection and Staffing. Focus: matching people and their career needs and capabilities with jobs and
career paths.
Compensation/Benefits. Focus: assuring compen- sation and benefits are fair
and consistent
Employee Assistance Focus: Providing personal problem solving and counseling
to individual employees
Union/Labor Relations. Focus: Assuring healthy Union/organization Relationships
HR Research and Information Systems. Focus: assuring an
HR information base
HRD HRD is the integrated use of raining and development, organization development and career development to improve individual, group, and organizational effectiveness. These three use development as their primary process and are the focal point
of this study.
These areas are closely related to the three primary HRD areas. In them, development is
important, but is not the primary orientation or process.
HUMAN
RESOURCES
RESULTS
• Productivity
• Quality
• Innovation
• HR fulfillment
• Readiness for
change
20
The Local Government
The United Nations office for Public Administration (1976) as quoted by Agi (2002:107)
defined local government as:
… a political sub-division of a nation or (in a federal system) state, which is
constituted by law and has substantial control of local affairs, including the
power to impose taxes or to exert labour for prescribed purpose. The
governing body of such an entity is elected or otherwise locally selected.
The guideline for a reform of local government in Nigeria 1976 defines local government as:
Government at the local level exercised through representation council,
established by law to exercise specific powers within defined areas. These
powers should give the council substantial control over local affairs as well as
the staff and institutional and financial powers to initiate and direct the
provision of services and to determine and implement projects, so as to
complement the activities of the state and federal government in their areas,
and to ensure, through active participation of the people and their traditional
institutions, that local initiatives and response to local needs are maximized.
The expediency for the creation of local government any where in the world stems from
the need to facilitate development at the grassroots (Onyeishi et al 2012). The importance of
local government is a function of its ability to generate sense of belongingness, safety and
satisfaction among its populace. Central to the local government creation is its ability to facilitate
an avenue through which government and the people intermix, relate and more quickly than any
other means resolve or dissolve issues that may have heated the system (Ibid). Local is therefore
the solution for the different problems of different people with diverse culture.
A local government to Agagu (1997) is a government at the grassroot level of
administration meant for meeting peculiar grassroots need of the people.
Appadora, (1975) sees local government as government by the popular elected bodies
charged with administrative and executive duties in matters concerning the inhabitants of a
particular district or place. In line with this, Lawal (2000) opined that local government is the
21
third tier of government closest to the people, which is vested with certain powers to exercise
control over the affairs of the people in its domain.
This means that local government is the least tier of government which brings
government closers to the people by integrating their need to that of the national government
with a view of proffering solution to it by provision of goods and services.
Historically, Nwabueze (1982) upheld that regardless of the nomenclature, local
government is a creation of British colonial rule in Nigeria. It has overtime experienced change
in name, structure and composition. Between 1930s and 1940s, for instance, local government
was known as “chief-in-council” and “chief and council”, where traditional rulers were given
pride of place in the scheme of things. In the 1950s, election was introduced according to the
British model in the western and eastern parts of the country with some measures of autonomy in
personnel, finance and general administration. It was on this premise that the rising tide of
progress, growth and development experienced in the local government in this area was based.
The introduction of 1976 reforms by the military administration of General Obasanjo, says Ajayi
(2000) brought about uniformity in the administrative structure of the system. The reforms
introduced a multi-purpose single tier local government system. The 1976 guidelines added that
the reforms also introduced population criterion under which a local government could be
created. Consequently, a population of within 150,000 was considered feasible for a local
government. This was done to avoid the creation of non-viable local council for easy
accessibility. There was also provision for elective provisions having the chairman as the
executive head of local government with supervisory councilors constituting the cabinet. This
was complemented by the bureaucrats and professionals, such as doctors, engineers, etc who are
charged with the responsibility of implementing politics. Ajayi (2000). Further upheld that in
22
1991, a major land mark was introduced as the system had legislative arm. In addition, the
Babangida administration increased the number of local government from 301 in 1976 to 453 in
1989 and 589 in 1991. The Abacha regime also increased the number to 774 local councils that
we have today and the administrative structure also underwent some changes (Onyishi et al
2012).
Functions OF Local Government
According to Ogunna (1996:1) local government “is a form of devolution of the political
power of the state”. Diri (2011) opined that scholars have adopted different approaches in the
discussion of the functions of local government.
Ola (1988:62-65) approaches the subject by highlighting the contending school of
thought namely; the democratic-participatory school; the efficiency-services school and the
holistic-integrationist school. The democratic participatory school holds that local government
exist solely for the purpose of bringing about democracy and to afford opportunities for political
participation to the citizen as well as to educate and socialize him politically. The efficiency-
services school believes in a high level of performance and holds that the essential function of
local governments is not to bring political participation or some other form of political education.
To them “… local governments exist to provide the service…” (Ibid: 64). The holistic
integrationist school looks at local government from a narrower and more particularistic point of
view. They see that local government exists to make its own contributions to, and thereby help to
achieve national integration, national evolution and national consciousness.
Orowu and Adewumi (1983:102-108) approach the subject by examining the activities of
local government in the light of the responsibilities conferred out by law.
23
Okoli (1987:21-24) adopt Almod and Powell’s capabilities approach. According to his
thesis, the vital functions of local government can be grouped into regulative, executive,
symbolic and responsive categories. However, the main functions of local government council as
specified in the fourth schedule (section 7) of 1979 constitution include:
a) Consideration and making of recommendations to a state commission on economic
planning or any similar body on.
i) The economic development of the state, particularly in so far as the areas of authority of
the council and of the state are affected;
ii) Proposal made by the said commission or body.
b) Collection of rate, radio and television licenses.
c) Establishment and maintenance of cemeteries, burial grounds and home for the destitute
or the infirm.
d) Licensing of bicycle, truck, canoes, wheel-barrows and carts.
e) Establishment, maintenance and regulation of markets, motor parks and public
conveniences.
f) Construction and maintenance of good streets, drains and other public high ways, parks,
open space, or such public facilities as may be prescribed from time to time by House of
Assembly of a state.
g) Naming of roads and streets and numbering of houses
h) Provision and maintenance of public connivances and refuse disposal.
i) Registration of all births, death and marriages.
j) Assessment of privately owned houses or tenants for the purpose of leving such rate as
may be prescribed by the House of Assembly of a state; and
24
k) Control and regulation of:
i) Out door advertising and hoarding
ii) Movement and keeping of pets of all descriptions;
iii) Shops and kiosks,
iv) Restaurants and other places for sale of food to the public; and
v) Laundries.
2) The functions also include the participation of such council in the government of a state with
respect to the following matters.
a) The provision of maintenance of primary educations
b) The development of agriculture and natural resources, other than exploitation of minerals.
c) The provision of maintenance of health services; and
d) Such other functions as may be conferred on a local government council by the House of
Assembly of the state (federal Republic of Nigeria L979:119-120.
The extraction of the functions of local government council from the 1979 constitution is
a matter of design not of coincidence (Dire, 2011). The 1976 reform accorded local government
the status of a third tier of government and thus greater autonomy and responsibility.
Challenges of Human Resource Development in Local Government
Development of ‘human resources’ in both public and private sector organizations has
become critical in an increasingly knowledge-based globalizing economy (Analoui, 2007).
In the context of new public management (NPM) or public sector reform (PSR),
decentralization, and human resource management and development (HRM/D) have been
recognised as crucial strategic policy elements of concern in the implementation of reforms in
both developed, transitional and developing countries. It has been argued by Hope (2001: 124)
that ‘decentralization is seen as the means through which governments are able to provide high
quality services that citizens value; for increasing managerial autonomy, particularly by reducing
25
central administrative controls; for demanding, measuring and rewarding both organizational and
individual performance’.
In local government the major constraints in human resource development according to
Antwi, Analoui and Cusworth (2007) includes; institutional weaknesses, under-development,
under-utilization and management of human resources, poor performance management and
incentives systems, and lack of effective management of information system. There is an
inadequate facility for staff training even the malfeasance of favouritism in the appointment and
promotion of staff. Onyishi (2002) blamed the problems of personnel department of the local
government on overcentralization hence lumping seldom makes staff assessment efficient. Onah
(2002) pointed at political interference from the states and the influence of ethnicity, favouritism
and nepotism. Majorly, irregular payment of staff salaries and total absence of fringe benefits
and physical working conditions which are usually very poor all impacts negatively on the
personnel management of the councils.
Gaps in Literature Reviewed
In the literature reviewed above, most scholars wrote on the need for human resource
development in an organization and emphasized that human resource development increases
productivity in an organization forgetting that ‘strategic training and development plan’
determine the extent in which human resource development could lead to increased productivity.
Lisa M Lynch and Sandra Black (1995) quoted in (Onah, 2003:120) offer that “there is
growing evidence that investments in training are associated with long run profitability, and
firms that recognize work using programme such as teams and quality circle report greater
productivity if those programme are associated with workers education”. This literature have
failed to recognize that the death and retirement of trained and developed personnel in an
organization serve as a hindrance to achieving human resource development efforts. Hence the
need for ‘strategic development plan’ In Nigerian local government, training and development
of human resource centered on senior officers who might have only few years to impact their
new acquired skills and knowledge in their work. Once such employee retired, the money
26
invested in his training and development becomes a waste and the development need will not be
met. Therefore, the question to be answered is how can training and development programmes be
targeted among the junior cadre?
In all the literatures reviewed also, there was no known work which centered on human
resource development for efficient local government system. Hence the needs for this present
study.
2.2 Hypotheses
For the purpose of this study, the following hypotheses were formulated.
1) Human resource development enhances efficiency and effectiveness of local government
system in Nigeria.
2) Politicization and poor training undermine human resource development in Nigeria local
government system
3) Lack of human resource development enhances poor workers attitude to work.
2.3 Operationalization of key Concepts
a) Human Resources: Human resource as used in this research means all the experience, skills,
judgment, abilities, Knowledge, contacts, risk taking and wisdom of individual used in
attainment of organizational goals.
b) Human Resource Development: This according to the researcher is a conscious efforts to
improve the skills, knowledge and abilities of personnel in an organization either internally
induced or externally induced, aimed at improving productivity and achieving
organizational goals.
27
c) Local Government: Local government in this research is the government created for the
purpose of ensuring grassroots participation in the decision making of government which
enhances development within the locality.
d) Productivity: Productivity here means the output produced through effective utilization of
human and material resources of the organization.
e) Effectiveness: This refers to level of attainment or realization of organizational goal. It
measure the extent to which objective are achieved.
f) Training: Training means an organized and co-ordinated development of knowledge, skill
and attitude needed by the individual employee for effective and efficient execution of the
function for which they are hired for.
g) Motivation: Motivation means those factor that energize or which increases vigour or
enthusiasm of employees to perform their duties.
h) Performance: Performance is an action or achievement considered in relation to whom
successful it is.
2.4.1 Theoretical Framework
The theoretical framework adopted in explanation of this research is Systems Theory.
Systems are framework upon which we describe the inter-dependence and relatedness of
groups or parts that works together to produce results. Systems as defined by Von Bertalanffy
(1956) are “a set of elements standing in interaction”. In order words, a group of things which
have something in common. Bertalanffy posits that there are general systems theory that can be
applied to generate system that exists in nature.
28
David Easton (1965) utilized the approach in his system analysis of political life. Daniel
Katz and Robert Kaln (1966) also used the open systems approach in studying the social
psychology of organization.
The major concepts involved in the systems theory can be summarized as follows according
to Onah (2003).
1) A system can be perceived as a whole with its parts and their interdependent relationships.
2) A system has its boundary and can be viewed in term of its relationship with other systems.
3) Systems have sub-systems and are also a part of supra system.
4) A system can be regarded as either open or closed. According to Koontz et al, (1980) a
system is regarded as open if it exchanges information, energy or material with its
environment as happens with biological or social system; it is regarded as closed if it does
not have such interaction with the environment.
5) A system interacts with its environment in term of process that involves input, conversion,
and output of energy, information and material. A system tends to re-energize or modify
itself through process of information feedback from the environment.
6) In order to survive, an open system moves to arrest entopic process by importing more
energy to its environment than expanded and by storing energy, it can acquire negative
entropy. As Katz and Kahn (1966) further explain, “the entropy process is a universal law of
nature in which all form of organization move toward disorganization or death”.
Kenneth Boulding (1956) did much to apply systems theory to economics; and Anatol
Rapoport (1956) applied the framework to mathematics. The basic tenet of systems theory is that
systems consist of many interacting subsystems, which are distinguished by boundaries that, in
turn, monitor and control the rate and flow of input from the environment to the system and the
29
output from the system to the environment. Hitch (1960) stated that in practice, systems theory
offers a unique perspective on reality and a means to work in a complex and unfolding
environment by viewing entities as systems.
Systematic thinking is methodological, coherent, and intentional. Rational thinking accounts
for the connections, interactions, and influences that impinge on all systems (Jacob, 1988).
Systems theory links fields and discipline together through the use of common principles in
solving problems. Systems theory suggests that although problems may differ in their specific
content, they are essentially the same in their basic structure. Further, problems within the
system have definable causes. The causes may have multiple sources, which in turn can be
linked to the original indicators. Those indicators then can be linked to action that could be taken
to remove the indicators and thus solve the problems. Systems theorists assume, therefore, that
problems are not isolated or random events, but are the result of a set of antecedent conditions
that can be predicted and controlled.
Systems function independently, carrying on interdependent exchanges of information with
other systems across the boundaries. Systems use information to reform themselves, to respond
to change, and to maintain themselves under pressure.
2.4.2 Application of the Theory
Efforts to use systems theory in solving practical problems have resulted in a number of
applied fields of study, one of which is the application of the theory to the practice of human
resource development. Systems theory helps in understanding the dynamic nature or relations
involved in human resource development and the subsequent implications they have for efficient
local government systems. Human resource development has been defined as an integrated use
30
of training and development, organization development and career development to improve
individual, group, and organizational effectiveness.
The application of systems theory to this work human resource development for efficient
local government management indicates that local government as an organization itself is a
system which comprises of differentiated subsystems; human resources, financial resource,
information resource and other material resources. All the sub systems have goals and their
contribution to the goal of the larger system determines their goal. The goal of human resource is
to ensure organizational survival and human resource development will enhance the effective
and efficient performance of the organization. The achievement of organizational goals and
development in local government is not possible without an adequate skilled and well motivated
workforce operating within a sound human resource management programme.
In order for systems to survive, it make use of input, process, out put and feed back
mechanism which helps to ensure its continuity and survival.
Local government systems makes input to the people (human resource) by ensuring that
its goals, value, climate, standard and expectation are been inculcated to the people through
training and development. Training and development increases the employees’ skills, ability,
competency, and knowledge and motivate them to action, making favourable/good decision,
thought, problem solving as a process. The process reinforces performance by producing job
related behaviours of individual measured by cost, quality and quantity as an output. The output
will determine the employees reward, incentives, recognition, status and responsibility. The
impact of this out put gives feedback to the management by giving information about the people,
organization and job. The information will enable the management to modify their goals, value,
climate, standard and expectation to response to change, making the system a continuing process.
31
There have been local government reforms that have changed both the structure and performance
of local government.
To understand and work with any system, manager must know the system’s component
and how those components are related to each other functionally. Manmade systems are
distinguished from natural system, in that they are goal oriented and must be intentionally
designed and managed to achieve those goal.
Systems Framework
Source: Systems theory applied to human resource development by Dean B. Gradeous
2.5 Methodology
The success of any research work depends on the use of appropriate research
methodology. This act as a powerful instrument for collecting data, analyzing data and given
Organization
Inputs
Organization
• Goals
• Values
• Climate
Job
• Standards
• Expectations
People
Abilities required
to do the job
• Knowledge
• Skills
• Motivation
Behaviours
Job-related
• Actions
• Decisions
• Thoughts
• Problem solving
• Decision
making
Feedback
Information
about the
consequences
transmitted to
• People
• Organization
• Job
Performance
Results of job-related
behaviours of
• Individuals • Groups
As measured by
Decisions
• Cost
• Quality
• Quantity
Consequences
Results of job-
related in terms of
• Rewards
• Incentives
• Recognition
• Status
• Responsibilities
32
interpretation of analyzed data. This section will describe in detail type of study, data gathering
instrument, reliability and validity of instrument, population of the study, sampling procedure,
methods of data analysis.
2. 5.1 Type of Study
This research was based on survey analysis which involved empiricism.
2. 5.2 Population of the Study
The focus of study is on all the staff, political appointees, and local government
councilors of Ebonyi state local government councils.
However, from the information unit of Ebonyi State Local Government Service
Commission, the thirteen local government councils in Ebonyi state have staff strength of 8573
staff including elected councilors, chairmen and secretaries
TABLE 2.2 Population Table
S/N Local Governments No of
workers
1 Ohaukwu 1101
2 Abakaliki 603
3 Afikpo North 866
4 Afikpo South 459
5 Ezza North 635
6 Ezza South 661
7 Ishielu 686
8 Ohaozara 613
9 Izzi 723
10 Ebonyi 264
11 Ivo 412
12 Ikwo 583
33
13 Onisha 607
Total 8573
SOURCE: Information Unit Ebonyi State Local government Service Commission
2. 5.3 Sample Size and Sampling Techniques.
2. 5.3.1 Sample Size
The formular and routine for determining the appropriate sample as used in this study is the one
propounded by Taro Yamane (1965)
The formular is stated as follows
n= N
1+N (e) 2
Where:
n= Desired Sample Size
N= Total Population
e= Margin of Error
1= Constant
Applying the formular thus:
n= 8573
1+8573 (0.05)2
n= 8573
1+8573 (0.0025)
n= 8573
1+21.43
n= 8573
22.43
n= 382.21
382
Therefore the sample size of the entire population is 383
2. 5.3.2 Sampling Techniques.
The sampling procedure is through stratified simple random sampling of department of
different local government councils. Two local governments each were randomly selected from
the three senatorial zones that made up the state. In each of the zone, one rural and urban local
government was selected. Thus in Ebonyi North: Abakaliki and Ohaukwu were selected. In
34
Ebonyi Central: Ikwo and Ezza South were selected, in Ebonyi South: Afikpo North and
Ohaozara were selected. The researcher adopted stratified simple random sampling technique to
draw the number of staff from each department of the various local governments for distribution.
The use of this technique was to enable each member staff in various departments of local
governments to have equal chance of selection. Hence all local governments departments are
made up of staff which needs to be developed. The researcher selected the numbers as follows:
S/N Local Governments No %
Ebonyi North
1 Ohaukwu 70 18.3.
2 Abakaliki 60 15.7
Ebonyi Central
3 Ikwo 65 17
4 Ezza South 60 15.7
Ebonyi South
5 Afikpo North 68 17.8
6 Ohaozara 60 15.7
Total 383 100
SOURCE: Research field work and survey report 2013
The subjects were chosen from the categories to enable the researcher have a true
representation of employees in various local government council in Ebonyi state and generalize
his finings. The distribution of questionnaire was based on random selection of staff within
various departments of the local government councils.
2. 5.4 Method of Data Collection
To achieve the objective of this study, the research would make use of both primary and
secondary sources of data.
1) Primary Source:
35
i) Oral interview would be conducted to key officials of the local government departments.
Interview were conducted largely as a supplementary to the questionnaires and as a means of
obtaining more information.
ii) Questionnaires: The questionnaire serves as the principal instrument of data collection for the
study. The questionnaire would be administered to workers in Ohaukwu local government
council. A sample of 143 would be used to determine human resource development for efficient
local government management in Nigeria.
2) Secondary Source:
The secondary source of data came largely from published and unpublished materials
such as journals, textbooks, handouts, internet work, workshop and conference papers etc
material from local government and there relevant departments, ministry and extra ministerial
department were used extensively.
Finally official documents and records like constitution of the federal republic of Nigeria,
report circulars, publications and staff condition of service were consulted.
2. 5.5 Reliability and Validity of the Instrument
The instrument of data collection for this work include well articulated questionnaire
designed to suit the purpose of this work and was presented to my supervisor and other research
experts in the department who affirmed its validity after corrections have been effected. To
ensure the reliability of the instrument, test re-test method was used. The instrument was
administered to a small proportion of staff in the Nsukka Local Government; the data was
collected and analyzed. After two weeks interval, the same instrument was administered to
another proportion of staff in Enugu North Local Government. The data was also collected and
36
analyzed, the result obtained from it shows consistency which indicates that the instrument is
reliable
2. 5.6 Method of Data Presentation and Analysis
The presentation and analysis of data was based on the response from the questionnaire;
data collected for the study were coded and compacted into manageable size. The frequencies of
occurrence of events, means, group means, mode, standard deviation and percentages were
worked out and presented in tables and bar chart. Chi-square was used to test the hypothesis
where applicable. The process of data analysis was facilitated by the use of the Statistical
Package for Social Sciences (SPSS).
Chi-square (x2) method used for testing of the hypothesis that guide the study is given as:
X2 (Chi-Square) = ∑ (O-E)
2
Ε
Where O = Observed frequency
E = Expected frequency
For each of the analysis, a five point Likert scale system of Strongly Agree, Agree,
Undecided, Disagree and Strongly Disagree were used. “Strongly Agreed”, and “Agreed”
response would be used to represent affirmative of certain research statement while “Disagree”
and “Strongly Disagree” would also represent the respondents’ disagreement with the research
statement. Undecided would represent a situation of no choice.
37
CHAPTER THREE
BACKGROUND INFORMATION ON THE STUDY AREA
3.1 Historical Background of Ebonyi State Local Government Councils.
Local government councils in Ebonyi state are older than the state itself. Prior to the
creation of Ebonyi state, there exists different local government councils attached to the various
states in the old Eastern region of Nigeria. Traceably, the geographical area today known as
Ebonyi State is formerly a part of the old Ogoja Province which had Abakaliki as a government
station for the administration of the surrounding localities in the then Eastern Region. With
Nigeria’s independence in 1960, the area attained a Provincial status comprising of three
Divisions namely: Abakaliki, Afikpo and Obubara (Ken 2013). The East region was splitted into
Imo and Anambra States in 1976 by the Federal Government of Nigeria, Abakaliki Province was
divided into two with Abakaliki Division as an appendage of Anambra State while Afikpo
Division was attached to Imo State. During the further creation of states by the administration of
Ibrahim Babaginda in 1991, Abia and Enugu States were created from the old Anambra and Imo
states. On account of that exercise, the Local Government Areas, which constituted the former
Abakaliki Division, were placed in Enugu State while the ones in the former Afikpo Division
were made part of Abia State. That was the situation until October 1996 when Ebonyi State was
created.
Currently, Ebonyi state is made up of 13 Local Government Areas and 77 Development
Centres. The 13 Local Government Areas (LGAs) that make up the State are Abakaliki, Afikpo
North, Afikpo South, Ebonyi, Ezza South, Ezza North, Ikwo, Ishielu, Ivo, Ohaozara, Onicha,
Izzi, Ohaukwu. The LGA’s are further delineated into the Senatorial districts – Ebonyi North
comprising Abakaliki, Ebonyi, Ishielu, Ohaukwu and lzzi LGA, Ebonyi Central made up lkwo,
Ezza North and Ezza South LGAs and Ebonyi South, made up of Afikpo, North, Afikpo South,
Ivo, Ohaozara and Onicha LGA’s.
38
Map of Ebonyi state and her local government councils
Source: Ebonyi Online information
3.2 Geographical Locations
3.2.1 Abakaliki Local Government Council
Abakaliki Local Government is located at the central heart of Ebonyi state with its’
headquarter at Nkaliki. It is situated on a high land and located in the lower belt of the Niger,
covering a land mass of about 240km2
with an estimated population of 141,438 according to the
2006 census. The local government area is bounded in the North East and West by Ebonyi and
Izzi local government area; on the south by Ikwo and Ezza South local government area on the
West by Ohaukwu and Ezza North Local government Area. Meanwhile Abakaliki local
government is made up of 14 electoral wards.
3.2.2 Afikpo North Local Government Council
Afikpo North Local Government is located in the north east of Abia state with its
headquarter in the town of Afikpo. It is bounded on the North by the Ohaozara/Onicha Local
Government, on the East by Cross River State and on the West by Afikpo South Local
Government Area. It has an area of 240 km² and a population of 156,611 at the 2006 census.
3.2.3 Afikpo South Local Government Council
39
Afikpo South Local government is located at the southern part of Ebonyi state with its
headquarter at in the town of Nguzu Edda. The local government is bounded on the North by
Ohaozara local Government Area, on the South by Cross River on the East by Afikpo North
Local Government Area and on the West by Ohafia Local Government Area of Abia State. It
has an area of 378 km² and a population of 157,072 at the 2006 census.
3.2.4 Ebonyi Local Government Area
Ebonyi Local Government is one of the largest local governments in Ebonyi state and is
mostly made up of the people from Ishieke, Nkaliki and Urban communities. It has its
headquarter at Ugbodo and comprises of eleven rural communities. It has an area of 443 km² and
a population of 126,837 at the 2006 census.
3.2.5 Ezza North Local Government Area
Ezza North Local Government Area is made up of the sub clans of Izzo and Imoha
communities called Orokeonuha. Its headquarters are in the town of Ebiji. It has an area of
305 km² and a population of 145,619 at the 2006 census.
3.2.6 Ezza South Local Government Area
Ezza South Local Government Area is one of the local government in Ebonyi state with
its headquarter in the town of Onueke. Town that make up of ezza south are: Amana, Ameka,
Amudo, Ezzama, Okoffia, Nsokkara, Echara, Amezekwe, Umunwagu, Idembia, Amagu-
Amezekwe, and Ikwuato-Idembia. Ezza south share a common border with ezza north and
onicha LGAs. Ezza south LGA is subdivided in to (4) development centres and {11} wards. The
4 development centres are: East development centre, Ezzama development centre Onunwafor,
Ezza south development centre, Ezza south east development centre. The 11 wards are:Onueke
urban, Ameka ward, Ezzama ward, Echara ward, Umunwagu idembia ward, Amudo-Okoffia
ward, Amagu-Nsokkara ward, Amuzu ward, Ikwuato idembia ward, Amana ward, and
Amezekwe ward. It has an area of 324 km² and a population of 133,205 at the 2006 census
3.2.7 Ikwo Local Government Area.
Ikwo Local Government Area is located in Ebonyi Central Zone with its headquarter at
Onuebonyi Echara. The local government is bounded on the East and South by the Cross River,
to the West by Ezza South, to the North by the Abakaliki Local Government Area. The local
40
government is the largest Local Government Area in Ebonyi State. It is situated on the eastern
part of the state. It has a land mass of approximately 500 square.
3.2.8 Ishielu Local Government Area.
Its headquarter is in the town of Ezillo. It has an area of 872 km² and a population of
151,048 at the 2006 census. The local government is a gate way to Ebonyi state. It is bounded in
the North by Idodo in Nkanu East of Enugu state, in the East by Ehamufu in Izuuzo Local
Government Area of Enugu state; in the West by Onicha, in the South by Ohaukwu Local
Government of Ebonyi state.
3.2.9 Ivo Local Government Area.
This is one of the newest local governments created shortly after the creation of Ebonyi
state in 1996. It is located in the Ebonyi South zone of Ebonyi state. It has four autonomous
communities via Ishiagu, Akaeze, Ihie and Okue.
3.2.10 Izzi Local Government Area.
Izzi local government is situated in Ebonyi North zone. It has its headquarter at Iboko.
The local government area is bounded in the East by the Cross River State, at the North by
Benue and Abakaliki Local Government Area. Izzi Local Government geographically large in
terms of land mass. It has eight autonomous communities
3.2.11. Ohaozara Local Government Area.
This is located in the Ebonyi South zone of Ebonyi state. It is made up of three majorly
communities which includes; Okposi, Uburu and Ugwulangwu. Its headquarters are in the town
of Obiozara Uburu. It has an area of 312 km² and a population of 148,626 at the 2006 census.
3.2.12. Ohaukwu Local Government Area.
Ohaukwu local government area is one of the oldest local government are in Ebonyi
State, in the area of geo-political zone of the state; Ohaukwu local government area is located in
the Northern part of Ebonyi State. The local government area occupies a landmass of
approximately 30sq km; it lies on latitude 730E and 80
0W and longitude 54
0N and 64
0W. The
local government area is physically bounded to the West by Ishielu local government council, to
the North by Benue State, to the East by Ebonyi local government area. Ohaukwu local
41
government council had it headquarter at Ezzangbo which is the colonial headquarter of the old
Ishielu local government council. Ohaukwu local government is a council of eighteen
autonomous communities, three clans- (Ezzangbo, Ngbo and Effium) fifteen electoral wards and
two state constituencies (Ohaukwu North and Ohaukwu South). It has an area of 517 km² and a
population of 196,337 at the 2006 census.
3.2.13. Onicha Local Government Area.
Onicha Local Government was created in 1989 by the Babangida’s administration. It is
located in Ebonyi South zone. It is made up of seven autonomous communities. It is bounded in
the south by Afikpo and Ohaozaralocal government, on the north by Nkanu Local Government
Area of Enugu state, and on the East by Ezza South Local Government of Ebonyi State.
It has an area of 476 km² and has a population of 236,828 according to the 2006 census. Its
headquarter is in the town of Isu.
3.3 Occupation Ebonyi State People
The people of Ebonyi state local government areas are mainly farmers. Over 70% of the
entire populations rely mainly in agriculture for the means of their livelihood. There is enough
land for farming. The people are known with the production and exportation of garri, yam,
groundnut, palm oil, maize etc. The natural abundant of stone, salt, laid, lime and other mineral
resources and economic trees have immensely improved financial viability of the people in the
various local government areas.
Some people from various local government area of Ebonyi state involves in
carving, hunting, motor mechanics/motorcycle and bicycle mechanics, carpentry and driving.
A reasonable member of people has record in formal education. There are teachers, civil
servants, politicians, small and big time business men and women and also professionals.
3.4 The Organizational Structure of Local Government
The structure of any organization depicts the line of authority within the hierarchy. The
position occupied by an incumbent determines his functions and responsibilities within the
42
organization. Local government structure is an orderly bringing together of various functions,
departments, individual pos2itions and their role relationship in local government administration.
The 1976 local government reform gave the local government system a unified structure
throughout the country. By this arrangement, the organizational structure of local government
has remarkable similarities with that of state and federal government but there are differences in
nomenclature.
In line with the 1976 reforms, local government has at its apex; the Council-which is the
highest policy making body of the local government. The members are the elected representative
of the people from their respective areas. But more often than worth, they are appointed by the
respective state government and tagged “local government caretaker committee(s)”. However,
they perform the same function as the elected council.
The council is responsible for making broad policies that touch on the management and
control of finance of the local government.
The legislative body is made up of councilors who are representative of the various areas
(wards) of the local government. Hence, there are supervisory councilors for finance and
economic planning, works and housing, medical and health, education and social development
and agricultural and natural resources.
The personnel management department is headed by the secretary to the local
government with the Director of Personnel Management (DPM) as the head of the department.
The five supervisory councilors constitute the Finance and General Purpose Committee (FGPC).
This body is sub-committee of the council.
Under the council (general council), there is secretary who is the chief administrative
officer to the local government. He is responsible for all the staff matters and is the secretary to
43
the council of finance and general purpose committee. He often delegate power and some of
functions to the personnel officers in the local government. However, he takes responsibilities
for any action or inaction on part of his delegated authority.
He lies between the council and the head of Department and ensure that policies made by
the council are implemented by the representative departments.
The organizational structure of the local government consists of the following
departments:
1) General Service and Administration
2) Finance, Supplies, Planning Research and Statistics.
3) Works, Housing, Transport, Land and Survey
4) Primary Health Care
5) Social Development, Education, Information, Sports and Culture.
The organizational structure of local government does not allow it to have more than 6
(six) departments in all. Therefore any expansion in the local government shall be
accommodated through the subdivision below the level of department provided in each case, the
span control does not exceed six (6). Each department as provided in the handbook for local
government administration is to be subdivided into division to reflect broad professional area
within the department; each division shall be subdivided into section to reflect specialized
activities within a sub-professional area. In all cases, the SPM control shall not exceed 6. The
department, division, branches, and section of local government department shall not be headed
as in the approved scheme of service for local government employee.
44
Organizational Chart of Local Government Council
THE CHIEF EXECUTIVE (CHAIRMAN)
SECRETARY TO LOCAL GOVERNMENT
Source: Information Unit Ohaukwu Local Government Council
3.7 Role Relationship
1) Chairman: The chairman in each local government council is the chief executive and chief
security officer of the local government area. He summons and presides over the meeting of all
Sup for Social Welfare
Sup for Health
The HOD
Soc. Welfare
HOD Health
Sup for Financial
Sup for Agric
Sup for Works
The HOD
Finance The HOD
Agric The HOD
Works
Messengers
Pro. Clerk Pay Roll Officer
Technical officer
The HPM
The central Registry
Admin Officer
Executive Officer
O C Registry
Clerk Officer
Messenger Cleaner
45
the executive committee of the local government. He acts as the approving officers of the local
government and hold regular meeting with the vice chairman and other member of the executive.
The executive chairman gives directives to all the affairs of the local government and assigns
duties to the vice chairman and supervisory councilors. He appoints secretary to the local
government and assign responsibilities to him.
He observes and applies financial regulations guiding receipt and allocation of public
fund, asset and liabilities entrusted in his care and he is also to be held responsible for any breach
arising from it. He also prepares all report relating to income and expenditure of public funds.
2) Supervisory Councils: They are usually five in number. They are appointed by chairman of
local government and approved by the governor of the state government. It is equivalent to the
status of minister at federal level and commissioner at the state level. As a political appointee he
leaves the office along with the members of other executive at the end of their tenure. They are
political supervisors of their department, members of financial and general purpose committee (F
& GPC), the highest policy making body of the council together with the chairman and secretary.
These supervisors give police directives to the head of their respective department. They
carry out other function as may be assigned to them from the time by the chairman.
3) Secretary to the Local Government: The secretary to the local government is a political
appointee; he is equivalent to the secretary to the federal government and secretary to the state
government. His appointment is that of the chairman but with ratification of the governor. He
serves the meeting of financial and general purpose committee (F & GPC) and document all
record and resolutions there off. He plays active role in policy formulation and implementation.
4) Head of Personnel Management: The head of personnel management is the chief personnel
officer of the local government. According to the handbook 3.31 his function includes serves as
46
secretary of the executive of the local government and keeping record thereof. He is the
chairman of junior staff management committee (JSMC) a signatory to the account of the
council.
In the present setting, part of the function of head of personnel management has been
taken over by the secretary to the local government. He coordinates activities of the entire
department in local government and report to the secretary to the local government intimating
him what is going on in all the departments. It is in charge of day to day running supervision and
management of the various local governments. He is charged with recruitment, promotion,
disciplining and transferring of official from grade 01-06.
5) Head of Department (HOD): The local government head of departments are career civil
servant. Their tenure of office, recruitment, recommendation functions and responsibilities are
determined by the scheme of local government service commission.
They ensure that the policies and programmes of the council are carried out at other
various departments.
3.5 Recruitment and Selection in Local Government System
Before human resource development, personnel must be engaged in an organization. The
process of their engagement is called recruitment and selection.
Recruitment is the process of assessing a job, announcing the vacancy, arousing interest
and stimulating people to apply (Fatiregun, 1992).
Mathis and Jackson (1997) see recruitment as the process of generating a pool of
qualified applicant for organizational job. The process of recruitment begins with an attempt to
find employee with the abilities and attitudes desired by the local government. But the
recruitment can only be effective when requirement of job must have been defined precisely
47
through job analysis by various heads of department which they submitted to head of personnel
management, and qualified individual sought fill them either internal or external or the use of
both.
Recruitment and selection of personnel in the unified local government is done at two
different levels. The first level is the body charged with the responsibility of recruiting staff on
salary grade level 01-06. They are called the junior staff management committee.
The Junior Staff Management Committee
Section 5.3.1 of the handbook on local government administration provide that each local
government shall have a junior staff management committee (JSMC), which has the
responsibility for the appointment and discipline of all the employee on salary grade level 01-06.
The director, general services and administration serve as chairman, while one representative is
drawn from each department of the local government. The officer chosen from each department
must not be below grade level 09. Membership of JSMC is expected to be reflective of all
geographical spread of the local government. The committee has the responsibility for the
determination of all matters of personnel management of junior staff. It examines and determines
all matters of appointment of junior staff of the local government. The committee is saddled with
responsibility of determining of the promotion of junior staff of local government. Thus in the
appointment, promotion and discipline of local government staff, the committee is required to
adhere strictly to the general and uniform guideline set up by the commission.
The second level is the body charged with the responsibility of recruitment of personnel
on salary grade level 07 and above. This body is called local government service commission.
Local Government Service Commission
48
Following the high premium placed on well qualified, technically competence and highly
motivated local government staff by the 1976 local government reform, the Local Government
Service Commission (LGSC) was created in all the state of the federation. The committee was
assigned the responsibility for recruitment, appointment, posting, promotion, training and
discipline of local government employees (Diri, 2011).
The handbook on local government administration enunciated the following functions of
local government service commission:
1) Appoint post, promote and discipline local government employees on salary grade level 07
and above. In doing so, the principle of geographical spread and socio economic diversities of
the state shall be taken into full account. The guideline for promotion shall be based on the
generally accepted principles of experience, performance on the job, length of service, good
conduct, relevant qualification, training, performance at interview and relevant examination
where appropriate.
2) Monitor the activities of each local government on appointment, discipline and promotion of
local government employee on salary grade level 01-06 in order to ensure that the guideline is
strictly and uniformly applied.
3) The local government staff pension’s board office, which is at present separate, shall remain
so. However, the chairman of the local government service commission serves as the chairman
of the local government pension board.
Selection
Selection on the other hand is a human resources management tool, which seeks to access
candidates in order to choose the most suitable person.
49
According to Osuji (1983:80), selection process involve the accumulation, evaluation and
assimilation of a wide range of information about candidates from many sources, matching the
information against the present and future skill and manpower requirements of the organization
and arriving at a decision on the suitability of the candidate for hiring. For selection exercise to
be successful, the employee characteristics necessary for the job need to be clearly stated in the
job specification. The director of personnel management has therefore to choose the selection
instruments that measure the relevant factors.
There is logical procedure for the selection of the applicant:
a) The Application Details (Forms, CV’s and Letters): There are application forms that are
usually filled by the applicants. This application form is a veritable tools that the employer use to
determine whether the applicant has the minimum academic and experiential requirement for the
position and whether he is to be invited for interview or not.
b) Employment Interview: An employment interview is undoubtedly the most commonly used
selection device. This serve as means through which organization/ management gather
information about the applicant such as his communication skills, personal traits and mannerism.
In this stage, the interviewees asks a list of predetermined questions to each job applicant
sometimes no predetermined question or prearranged sequence on topic to be discussed. In this
aspect, the interviewer usually ask the applicant the question related to job area and one question
can lead to another question depending on how successful the applicant answer the question.
c) Selection Tests, where applicable, and other supporting evidence such as references. There
are different form of test to an applicant such as general aptitude test, clerical test, management
skill test, dexterity test, industrial skill test, honesty test, mechanical aptitude test, work sample
50
test, psychological test etc. Each organization has a mapped out procedure of test to be used
depending on the nature of that organization.
51
CHAPTER FOUR
4.1 Data Presentation and Analysis
This chapter deals with the presentation, analysis, and interpretation of data collected from the
field work using statistical method as highlighted in chapter two.
Table 4.1 Distribution Table
Frequency Percentage
Questionnaire shared 383 100
Questionnaire returned valid 360 94
Questionnaire not returned 15 3.9
Void questionnaire 8 2.1
Total 100
Source: Odanwu’s field work 2013
The above table shows that 383 questionnaire were distributed to the staff (respondents). Out of
383 questionnaires, 360 representing 94% were returned valid, 15 questionnaires representing
3.9% were not returned, and 8 representing 2.1% were rejected due to marking errors. The
numbers of questionnaires not returned were as a result of misplacement and the inability of the
researcher to meet the respondents several days after the distribution. The analysis would
therefore be based on 360 valid questionnaires returned.
Statistics
Table 4.2 Gender Distribution
N Valid 360
Missing 0
Mean 1.5500
Median 2.0000
Mode 2.00
Std. Deviation .49819
52
Table 4.2 Gender Distribution
Option Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Male 198 55.0 55.0 55.0
Female 162 45.0 45.0 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The table above indicated that 198 out of 360 respondents representing 55.0% of the entire
population were male staff while 162 representing 45.0% of the respondents were female staff.
This indicates that there is no much degree of differences between male and female staff in
Ebonyi state Local Government Councils even though male are greater in numbers.
53
Statistics
Table 4.3 Age Distribution
N Valid 360
Missing 0
Mean 2.4167
Median 2.0000
Mode 2.00
Std. Deviation .89489
Table 4.3 Age Distribution
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
49 and above 50 13.9 13.9 13.9
39-48 100 27.8 27.8 41.7
25-38 160 44.4 44.4 86.1
18-24 50 13.9 13.9 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
54
The table above indicates that majority of the workers in Ebonyi state local government councils
are within the range of 25-38 years. Hence 160 respondents representing 44.4% of the entire
population fall within that range. 50 respondents representing 13.9% are between 18-24 years,
100 staff representing 27.8% of the respondents fall between 39-48, 50 respondents representing
13.9% is from 49 years and above.
Statistics
Table 4.4 Categories of Staff
Distribution
N Valid 360
Missing 0
Mean 1.3972
Median 1.0000
Mode 1.00
Std. Deviation .49000
Table 4.4 Categories of Staff Distribution
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Senior Staff 143 39.7 39.7 39.7
Junior Staff 217 60.3 60.3 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
55
Table 4.4 above shows that 217 respondents representing 60.3% of the respondents are junior
staff. Meanwhile 143 representing 60.3% are senior staff. This means that junior staff constitutes
the greater number of workers in Ebonyi state Local Government Councils.
Statistics
Statistics
Table 4. 5 Educational Qualification
N Valid 360
Missing 0
Mean 2.4111
Median 2.0000
Mode 2.00
Std. Deviation .98337
Table 4. 5 Educational Qualification
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
PGD 60 16.7 16.7 16.7
Degree 98 27.2 27.2 43.9
SSCE 132 36.7 36.7 80.6
FSLC 70 19.4 19.4 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
56
The above table shows the responses to the research question which sought to know the
educational qualifications of the respondents. As indicated in the table 4.5 above, 70 representing
19.4% were First School Leaving Certificate holders while 132 representing 36.7% were SSCE
holders. 98 representing 27.2% were 1st Degree holders, the remaining 60 respondents
representing 16.7% were PGD holders. This indicates that majority of the respondents are
workers with WASC or OND holders.
RESPONSE FROM THE SECTION B
Statistics
Table 4.6 Human resource development enhances efficient and effective local
government in Ebonyi state
N Valid 360
Missing 0
Mean 4.3889
Median 5.0000
Mode 5.00
Std. Deviation .89809
Table 4.6 Human resource development enhances efficient and effective local
government in Ebonyi state
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 210 58.3 58.3 58.3
Agree 109 30.3 30.3 88.6
Undecided 15 4.2 4.2 92.8
Disagree 23 6.4 6.4 99.2
Strongly Disagree 3 .8 .8 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
57
In view of the responses shown in the table 4.6 above, 210 respondents representing 58.3% of
the total population strongly agreed that human resource development enhances efficiency and
effectiveness of local government system. 109 respondents representing 30.3% agreed, 15
respondents representing 4.2 have no choice. Meanwhile 23 representing 6.4% disagreed while 3
representing .8% strongly disagreed. This shows that greater percentage of the respondents
strongly agreed and agreed that human resource development enhances efficiency and
effectiveness of local government system.
Statistics
Table 4.7 Human resource development improves staff
performance in their job
N Valid 360
Missing 0
Mean 4.2528
Median 4.0000
Mode 4.00
Std. Deviation .74265
58
Table 4.7 Human resource development improves staff performance in their job
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 130 36.1 36.1 36.1
Agree 211 58.6 58.6 94.7
Undecided 5 1.4 1.4 96.1
Disagree 8 2.2 2.2 98.3
Strongly Disagree 6 1.7 1.7 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
According to the table above, 130 respondents representing 36.1% of the sampled workers
strongly agreed that human resource development improves staff performance in their duties,
211 respondents representing 58.6% agreed, 5 respondents representing 1.4% were undecided 8
respondents representing 2.2% disagreed while 6 respondents representing 1.7% strongly
disagreed. This shows that human resource development improves staff performance in their
duties hence majority of the respondents strongly agreed to the research question.
59
Statistics
Table 4.8 Human resource
development constitute the
basis for wealth creation in
local government
N Valid 360
Missing 0
Mean 3.5139
Median 4.0000
Mode 4.00
Std. Deviation 1.45492
Table 4.8 Human resource development constitute the basis for wealth creation in
local government
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 110 30.6 30.6 30.6
Agree 130 36.1 36.1 66.7
Undecided 15 4.2 4.2 70.8
Disagree 45 12.5 12.5 83.3
Strongly Disagree 60 16.7 16.7 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
60
Table 4.8 above shows that 30.6% of the respondents are of the view that Human resource
development constitutes the basis for wealth creation in the local government. 130 representing
36.1% are in support, 15 representing 4.2% were undecided while 12.5% and 16.7% disagreed
and strongly disagreed respectively. From the respondents, greater percentage affirmed to the
research question.
Table 4.9 Human resource
development can help to
improve communication
which decreases conflict in
the long run in local
government.
N Valid 360
Missing 0
Mean 3.4333
Median 4.0000
Mode 4.00
Std. Deviation 1.32724
Table 4.9 Human resource development can help to improve communication
which decreases conflict in the long run in local government.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 94 26.1 26.1 26.1
Agree 120 33.3 33.3 59.4
Undecided 20 5.6 5.6 65.0
Disagree 100 27.8 27.8 92.8
Stronly Disagree 26 7.2 7.2 100.0
Total 360 100.0 100.0
61
Source: Odanwu’s field work 2013
The information above shows that greater number of the respondents agreed that human resource
development can help to improve communication which decreases conflict in the long run.
Hence 26.1%, 33.3%, 5.6%, 27.8% and 7.2% strongly agreed, agreed, undecided, disagreed and
strongly disagreed respectively.
Statistics
Table 4.10 Have you been
adequately trained for
efficient service delivery?
N Valid 360
Missing 0
Mean 2.4556
Median 2.0000
Mode 2.00
Std. Deviation 1.47900
62
Table 4.10 Have you been adequately trained for efficient service delivery?
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 70 19.4 19.4 19.4
Agree 30 8.3 8.3 27.8
Undecided 2 .6 .6 28.3
Disagree 150 41.7 41.7 70.0
Strongly Disagree 108 30.0 30.0 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The above table shows the responses to the research question, which sought to know if Ebonyi
state local government councils’ staff had been adequately trained for efficient service delivery.
70 representing 19.4% strongly agreed. 30 representing 8.3% agreed, 2 representing .6% were
undecided. Meanwhile, greater number of the respondents 150 representing 41.7% and 108
representing 30.0% disagreed and strongly disagreed respectively. This shows that Ebonyi state
local government councils’ staff have not been fully trained for efficient service delivery.
63
Statistics
Table 4.11 Training and
development of workers
creates availability of future
personnel need in local
government.
N Valid 360
Missing 0
Mean 3.5139
Median 4.0000
Mode 4.00
Std. Deviation 1.17297
Table 4.11 Training and development of workers creates availability of future
personnel need in local government.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 50 13.9 13.9 13.9
Agree 210 58.3 58.3 72.2
Undecided 2 .6 .6 72.8
Disagree 71 19.7 19.7 92.5
Stronly Disagree 27 7.5 7.5 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
64
According to the above table, 13.9% strongly agreed, 58.3% agreed, .6% undecided, 19.7%
disagreed while 7.5% strongly disagreed. The indication above shows that training and
development of workers creates availability of future personnel need in the local government
system.
Statistics
Table 4.12 Workers who are
trained and developed
perform very well than
untrained and undeveloped
ones.
N Valid 360
Missing 0
Mean 4.3833
Median 5.0000
Mode 5.00
Std. Deviation 1.22087
Table 4.12 Workers who are trained and developed perform very well than
untrained and undeveloped ones.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 270 75.0 75.0 75.0
Agree 30 8.3 8.3 83.3
Undecided 9 2.5 2.5 85.8
Disagree 30 8.3 8.3 94.2
Strongly Disagree 21 5.8 5.8 100.0
Total 360 100.0 100.0
65
Source: Odanwu’s field work 2013
In the table above, majority of the respondents 270 representing 75.0% strongly agreed, 30
representing 8.3% agreed, 9 representing 2.5% were undecided, 30 representing 8.3% disagreed
while 21 representing 5.8% strongly disagreed to the question. This shows that workers who are
trained and developed perform better than untrained and undeveloped one.
Statistics
Table 4.13 Human resource
development enhances
revenue collections and
utilization in the local
government system
N Valid 360
Missing 0
Mean 4.2611
Median 5.0000
Mode 5.00
Std. Deviation 1.34915
66
Table 4.13 Human resource development enhances revenue collections and
utilization in the local government system
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 260 72.2 72.2 72.2
Agree 30 8.3 8.3 80.6
Undecided 4 1.1 1.1 81.7
Disagree 36 10.0 10.0 91.7
Stronly Disagree 30 8.3 8.3 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
Greater percent of the respondents 260 representing 72.2% strongly agreed, 8.3% agreed, 1.1%
undecided, 10.0% disagreed while 8.3% strongly disagreed to the research question. From the
above indication, human resource development enhances revenue collection and utilization in the
local government system.
Statistics
Table 4.14 There is a
relationship between human
resource development and
increase in productivity in
local government.
67
N Valid 360
Missing 0
Mean 3.9222
Median 4.0000
Mode 4.00
Std. Deviation .85073
Table 4.14 There is a relationship between human resource development and
increase in productivity in local government.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 55 15.3 15.3 15.3
Agree 270 75.0 75.0 90.3
Undecided 1 .3 .3 90.6
Disagree 20 5.6 5.6 96.1
Strongly Disagree 14 3.9 3.9 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
68
This table shows that there is a great relationship between human resource development and
increase in productivity in local government. Hence 55 respondents representing 15.3% strongly
agreed, 270 respondents representing 75.0% agreed, 1 respondent representing .3% were
undecided. 20 representing 5.6% strongly disagreed while 14 respondents representing 3.9%
strongly disagreed.
Statistics
Table 4.15 Politicization and
poor training undermine
human resource development
goals in Ebonyi state local
government system.
N Valid 360
Missing 0
Mean 4.6056
Median 5.0000
Mode 5.00
Std. Deviation .99300
Table 4.15 Politicization and poor training undermine human resource
development goals in Ebonyi state local government system.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 301 83.6 83.6 83.6
Agree 20 5.6 5.6 89.2
Undecided 2 .6 .6 89.7
Disagree 30 8.3 8.3 98.1
Strongly Disagree 7 1.9 1.9 100.0
Total 360 100.0 100.0
69
Source: Odanwu’s field work 2013
The above table shows the responses of the research question, which sought to know if
politicization of recruitment and poor training undermine human resource development.
As indicated in the table, 301 respondents representing 83.6% strongly agreed, that politicization
and poor training undermine human resource development, 20 respondents representing 5.6%
agreed, 2 representing .6% were undecided, 30 representing 8.3% disagreed while 7 representing
1.9% strongly disagreed. Greater number of respondents strongly agreed showing that
politicization of recruitment and poor training undermine human resource development in local
government.
Statistics
Table 4.16 Politicization in
Nigeria local government
leads to corruption and
embezzlement of fund that
would aid training and
development of human
resource.
70
N Valid 360
Missing 0
Mean 3.6111
Median 4.0000
Mode 4.00
Std. Deviation 1.22139
Table 4.16 Politicization in Nigeria local government leads to corruption and
embezzlement of fund that would aid training and development of human
resource.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 60 16.7 16.7 16.7
Agree 220 61.1 61.1 77.8
Undecided 5 1.4 1.4 79.2
Disagree 30 8.3 8.3 87.5
Stronly Disagree 45 12.5 12.5 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
71
The table above shows that majority of the respondents agreed that politicization in the Nigeria
local government leads to corruption and embezzlement of funds. Hence 16.7%, 61.1%, 1.4%,
8.3% and 12.5%, strongly agreed, agreed, undecided, disagreed and strongly disagreed
respectively.
Statistics
Table 4.17 Merit system is
always considered during
personnel recruitment in your
local government.
N Valid 360
Missing 0
Mean 1.8139
Median 1.0000
Mode 1.00
Std. Deviation 1.38890
Table 4.17 Merit system is always considered during personnel recruitment in
your local government.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 30 8.3 8.3 8.3
Agree 45 12.5 12.5 20.8
Undecided 4 1.1 1.1 21.9
Disagree 30 8.3 8.3 30.3
Strongly Disagree 251 69.7 69.7 100.0
Total 360 100.0 100.0
72
Source: Odanwu’s field work 2013
As indicated in the table above, 30 representing 8.3% strongly agreed. 45 representing 12.5% of
the population agreed 4 representing 1.1 were undecided. Meanwhile 30 representing 8.3%
disagreed while 251 representing 69.7% strongly disagreed. There is a high rate of responses on
strongly disagreed. This simply indicated that merit system is not always considered during staff
recruitment in Ebonyi state local government councils.
Statistics
Table 4.18 Irregular change
of offices account for poor
human resource development
in local government system.
N Valid 360
Missing 0
Mean 3.3222
Median 4.0000
Mode 5.00
Std. Deviation 1.56086
73
Table 4.18 Irregular change of offices account for poor human resource
development in local government system.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 110 30.6 30.6 30.6
Agree 105 29.2 29.2 59.7
Undecided 15 4.2 4.2 63.9
Disagree 51 14.2 14.2 78.1
Strongly Disagree 79 21.9 21.9 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The above table shows the level of responses on whether irregular change of office accounts for
poor human resource development. From the result as indicated above, 110 respondents
representing 30.6% strongly agreed, 105 respondents representing 29.2% Agreed, 15
representing 4.2% were undecided meanwhile 51 (14.2%) and 79 (21.9%) disagreed and
strongly disagreed respectively. The total numbers of respondents that agreed and strongly
agreed are greater than the numbers that disagreed and strongly disagreed showing that irregular
change of office accounts for poor human resource development in local government.
74
Statistics
Table 4.19 Workers poor
attitude to work in local
government is as a result of
politicization.
N Valid 360
Missing 0
Mean 2.7611
Median 2.0000
Mode 1.00
Std. Deviation 1.78625
Table 4.19 Workers poor attitude to work in local government is as a result of
politicization.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 110 30.6 30.6 30.6
Agree 50 13.9 13.9 44.4
Undecided 4 1.1 1.1 45.6
Disagree 36 10.0 10.0 55.6
Strongly Disagree 160 44.4 44.4 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
75
The table above presented the number of respondents to the research question which seeks to
know if workers poor attitude to work in local government is as a result of politicization. As
indicated above 110 representing 30.6% strongly agreed, 50 respondents representing 13.9%
agreed, 4 representing 1.1% were undecided. Meanwhile 36 representing 10.0% disagreed while
160 representing 44.4% strongly disagreed. Greater number of respondents disagreed and
strongly disagreed though without greater margin. The result shows that workers poor attitude to
work in local government is not totally as a result of politicization.
Statistics
Table 4.20 Selection of staff
for training and development
are politicized in your local
government
N Valid 360
Missing 0
Mean 3.4167
Median 4.0000
Mode 5.00
Std. Deviation 1.47164
Table 4.20 Selection of staff for training and development are politicized in your
local government
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 120 33.3 33.3 33.3
Agree 90 25.0 25.0 58.3
Undecided 15 4.2 4.2 62.5
Disagree 90 25.0 25.0 87.5
Strongly Disagree 45 12.5 12.5 100.0
Total 360 100.0 100.0
76
Source: Odanwu’s field work 2013
In the above table, 33.3% strongly agreed, 25.0% of the total population agreed, 4.2% were
undecided, 25.0% disagreed while 12.5% strongly disagreed to the question which sought to
know if selection of staff for training and development are politicized in the local government
council.
Statistics
Table 4.21 Politicization of
recruitment affects the
performance of staff in the
L.G
N Valid 360
Missing 0
Mean 4.6444
Median 5.0000
Mode 5.00
Std. Deviation .81847
77
Table 4.21 Politicization of recruitment affects the performance of staff in the
L.G
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 290 80.6 80.6 80.6
Agree 30 8.3 8.3 88.9
Undecided 25 6.9 6.9 95.8
Disagree 12 3.3 3.3 99.2
Strongly Disagree 3 .8 .8 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
In view of the responses shown in the table above, 290 respondents representing 80.6% strongly
agreed 30 respondents representing 8.3% of the population agreed, 25 representing 6.9% were
undecided, 12 representing 3.3% disagreed, 3 respondents representing .8% of the population
strongly disagreed.
78
Statistics
Table 4.22 Staff are wrongly
placed as a result of god
fathers’
N Valid 360
Missing 0
Mean 3.5944
Median 4.0000
Mode 5.00
Std. Deviation 1.34433
Table 4.22 Staff are wrongly placed as a result of god fathers’
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 120 33.3 33.3 33.3
Agree 115 31.9 31.9 65.3
Undecided 4 1.1 1.1 66.4
Disagree 101 28.1 28.1 94.4
Strongly Disagree 20 5.6 5.6 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
79
The table above shows that 33.3% strongly agreed, 31.9% agreed, 1.1 were undecided, 28.1%
disagreed and 5.6% strongly disagreed to the research questions. The greater percentage of the
entire population agreed and strongly agreed to the research question. This indicated that
employees are wrongly placed in Ebonyi state local government councils as a result of godfather.
Statistics
Table 4.23 Political
interference affects human
resource development and
utilization
N Valid 360
Missing 0
Mean 3.8194
Median 4.0000
Mode 4.00
Std. Deviation .94892
Table 4.23 Political interference affects human resource development and
utilization
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 60 16.7 16.7 16.7
Agree 240 66.7 66.7 83.3
Undecided 5 1.4 1.4 84.7
Disagree 45 12.5 12.5 97.2
Stronly Disagree 10 2.8 2.8 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
80
The table sought out to ascertain if political interference affects human resource development
and utilization in the local government system.
As indicated above, 60 representing 16.7% strongly agreed, 240 respondents representing
66.7% agreed, 5 representing 1.4% were undecided, 45 representing 12.5% disagreed while 10
representing 2.8% strongly disagreed. From their responses, greater percentage strongly agreed
and agreed indicating that political interference affects human resource development and
utilization in local government system.
Statistics
Table 4.24 Lack of human
resource development
enhances poor workers
attitude to work.
N Valid 360
Missing 0
Mean 4.2944
Median 5.0000
Mode 5.00
Std. Deviation .94528
Table 4.24 Lack of human resource development enhances poor workers attitude
to work.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 187 51.9 51.9 51.9
Agree 130 36.1 36.1 88.1
Undecided 9 2.5 2.5 90.6
Disagree 30 8.3 8.3 98.9
Strongly Disagree 4 1.1 1.1 100.0
Total 360 100.0 100.0
81
Source: Odanwu’s field work 2013
The above table indicated the responses to the research question which sought to know whether
lack of human resource development enhances poor workers attitude to work.
As shown in the table, 187 respondents representing 51.9% strongly agreed, 130
respondents representing 36.1% agreed, 9 respondents representing 2.5% were undecided.
Meanwhile 30 respondents representing 8.3% disagreed and 4 respondents representing 1.1% of
the entire population strongly disagreed. The responses show that greater number of respondents
strongly agreed that lack of human resource development enhances poor workers attitude to
work.
Statistics
Table 4.24 Poor workers
attitude to work affects
performance and productivity
in local government system.
N Valid 360
Missing 0
Mean 4.4944
Median 5.0000
Mode 5.00
Std. Deviation 1.10202
82
Table 4.24 Poor workers attitude to work affects performance and productivity
in local government system.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 282 78.3 78.3 78.3
Agree 30 8.3 8.3 86.7
Undecided 5 1.4 1.4 88.1
Disagree 30 8.3 8.3 96.4
Strongly Disagree 13 3.6 3.6 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013 The above table shows that 78.3%, 8.3%, 1.4%, 8.3% and 3.6% of the population strongly
agreed, agreed, undecided, disagreed and strongly disagreed respectively. Hence majority of the
respondents agreed and strongly agreed with a greater margin it shows that poor workers attitude
to work affects performance and productivity in local government system.
83
Statistics
Table 4.25 Inadequate
payment of salaries
contributes to workers poor
attitude to work
N Valid 360
Missing 0
Mean 3.0139
Median 4.0000
Mode 4.00
Std. Deviation 1.57357
Table 4.25 Inadequate payment of salaries contributes to workers poor attitude to
work
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 60 16.7 16.7 16.7
Agree 150 41.7 41.7 58.3
Undecided 2 .6 .6 58.9
Disagree 31 8.6 8.6 67.5
Strongly Disagree 117 32.5 32.5 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The above table represented the number of respondents to the research question which
sought know if inadequate payment of salaries contributes to workers poor attitude to work. As
84
indicated in their responses, 60 respondents representing 16.7% strongly agreed, 150 respondents
representing 41.7% of the entire population agreed, 2 representing .6% were undecided, 31
respondents representing 8.6% disagreed while 117 respondents representing 32.5% disagreed.
No responses were undecided.
Statistics
Table 4.26 Is there training
and development hall in your
local government
N Valid 360
Missing 0
Mean 3.3000
Median 4.0000
Mode 4.00
Std. Deviation 1.48493
Table 4.26 Is there training and development hall in your local government
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 95 26.4 26.4 26.4
Agree 120 33.3 33.3 59.7
Undecided 4 1.1 1.1 60.8
Disagree 80 22.2 22.2 83.1
Strongly Disagree 61 16.9 16.9 100.0
Total 360 100.0 100.0
85
Source: Odanwu’s field work 2013
The above table shows the degree of responses from the respondents. 95 respondents
representing 26.4% strongly agreed that there is training and development hall in the local
government, 120 respondents representing 33.3% agreed, 4 respondents representing 1.1
answered undecided. Meanwhile 80 respondents representing 22.2 disagreed while 61
respondents representing 16.9% strongly disagreed.
The results from the table above show that there is training and development halls in
Ebonyi state local government councils, hence majority of the respondents agreed and strongly
agreed.
Statistics
Table 4.27 Halls are always
equipped for staff training
and development
N Valid 360
Missing 0
Mean 2.5722
Median 2.0000
Mode 2.00
Std. Deviation 1.13457
86
Table 4.27 Halls are always equipped for staff training and development
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 50 13.9 13.9 13.9
Agree 30 8.3 8.3 22.2
Undecided 3 .8 .8 23.1
Disagree 270 75.0 75.0 98.1
Strongly Disagree 7 1.9 1.9 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The table above indicated that training and development hall in Ebonyi state local government
are not always equipped for staff development. Hence few respondents 50; representing 13.9%
strongly agreed, 30 respondents representing 8.3% agreed, 3 respondents representing .8% have
no choice, 270 respondents representing 75.0% disagreed while 7 representing 1.9% strongly
disagreed.
87
Statistics
Table 4. 28 Inadequate
human resource training and
development affects workers
performance in local
government system
N Valid 360
Missing 0
Mean 4.5167
Median 5.0000
Mode 5.00
Std. Deviation 1.11697
Table 4. 28 Inadequate human resource training and development affects
workers performance in local government system
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly A2gree 290 80.6 80.6 80.6
Agree 25 6.9 6.9 87.5
Undecided 2 .6 .6 88.1
Disagree 27 7.5 7.5 95.6
Strongly Disagree 16 4.4 4.4 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
88
In the table above, 290 (80.6%), 25 (6.9%), 2(.6%) 27 (7.5%) and 16 (4.4%) of the respondents
strongly agreed, agreed, have no choice, disagreed and strongly disagreed respectively to the
research question. This indicates that inadequate human resource training and development
affects workers performance in Ebonyi state local government councils.
Statistics
Table 4.29 Inadequate
funding affects training and
development programme in
your local government.
N Valid 360
Missing 0
Mean 3.1250
Median 4.0000
Mode 4.00
Std. Deviation 1.54719
Table 4.29 Inadequate funding affects training and development programme
in your local government.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 90 25.0 25.0 25.0
Agree 105 29.2 29.2 54.2
Undecided 5 1.4 1.4 55.6
Disagree 80 22.2 22.2 77.8
Stronly Disagree 80 22.2 22.2 100.0
Total 360 100.0 100.0
89
Source: Odanwu’s field work 2013
The above table shows a relationship in the responses hence there is no much variation between
agree and disagree. 90 respondents representing 25.0% strongly agreed, 105 respondents
representing 29.2% agreed, 5 respondents representing 1.4% answered undecided meanwhile 80
respondents representing 22.2% disagreed and 80 respondents representing 22.2% strongly
disagreed that inadequate funding affects training and development programme in Ebonyi state
local government councils. This shows that inadequate funding might not really be a problem but
other problem that is why there is almost a balance of response between strongly agreed, agreed,
disagreed and strongly disagreed respectively.
Statistics
Table 4.30 Training and
development should be
targeted at junior workers
than senior worker?
N Valid 360
Missing 0
Mean 4.1972
Median 5.0000
Mode 5.00
Std. Deviation 1.32156
90
Table 4.30 Training and development should be targeted at junior workers than
senior worker?
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 250 69.4 69.4 69.4
Agree 25 6.9 6.9 76.4
Undecided 3 .8 .8 77.2
Disagree 70 19.4 19.4 96.7
Strongly Disagree 12 3.3 3.3 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
In the table above, 250 (69.4%), 25 (6.9%), 3 (.8%) 70 (19.4%) and 12 (3.3%) of the entire
population strongly agreed, agreed, disagreed, undecided and strongly disagreed respectively.
There are a greater number of respondents that answered strongly agreed and agreed than
disagree and strongly disagreed. Therefore staff training and development should be more
targeted at junior staff.
91
Statistics
Table 4.31 Are you willing to
run training and development
programme in your local
government
N Valid 360
Missing 0
Mean 4.1472
Median 4.0000
Mode 4.00
Std. Deviation .67835
Table 4.31 Are you willing to run training and development programme in your
local government
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 90 25.0 25.0 25.0
Agree 250 69.4 69.4 94.4
Undecided 9 2.5 2.5 96.9
Disagree 5 1.4 1.4 98.3
Strongly Disagree 6 1.7 1.7 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
92
The above results indicated that majority of the respondents agreed and strongly agrred to the
research question which sought to know if Ebonyi state local government workers are willing to
run training and development programme hence 90 respondents representing 25.0% of the entire
population strongly agreed, 250 respondents representing 69.4% agreed to the research question.
9 respondents representing 2.5% have no choice, 5 respondents representing 1.4% disagreed
while 6 (1.7%) strongly disagreed. It therefore means that most of the staff in Ebonyi state local
government councils are willing to run training and development programme
Statistics
Table 4.32 Training and
development facilitates
promotion of staff in your
local government
N Valid 360
Missing 0
Mean 2.9167
Median 2.5000
Mode 4.00a
Std. Deviation 1.35332
a. Multiple modes exist. The
smallest value is shown
Table 4.32 Training and development facilitates promotion of staff in your local
government
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 45 12.5 12.5 12.5
Agree 120 33.3 33.3 45.8
Undecided 15 4.2 4.2 50.0
Disagree 120 33.3 33.3 83.3
Strongly Disagree 60 16.7 16.7 100.0
Total 360 100.0 100.0
93
Source: Odanwu’s field work 2013
The table above shows the responses to the question which sought to know if training and
development facilitates promotion of staff in local government.
As indicated in the table, 45 (12.5%) strongly agreed, 120 (33.3%) respondents agreed, 15
(4.2%) have no choice, 120 (33.3%) disagreed, while 60 (16.7%) strongly disagreed. This shows
that training and development of human resource facilitate promotion of staff in the local
government.
Statistics
Table 4.33 Lack of
sustainable development in
Ebonyi state local
government area is as a result
of poor human resource
development
N Valid 360
Missing 0
Mean 3.1361
Median 4.0000
Mode 4.00
Std. Deviation 1.52813
94
Table 4.33 Lack of sustainable development in Ebonyi state local government
area is as a result of poor human resource development
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 90 25.0 25.0 25.0
Agree 105 29.2 29.2 54.2
Undecided 1 .3 .3 54.4
Disagree 92 25.6 25.6 80.0
Strongly Disagree 72 20.0 20.0 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The above illustration shows the degree of responses to the question item which seeks to know if
lack of sustainable development in Ebonyi state local government area is as a result of poor
human development. 25.0% strongly agreed, 29.2% agreed, .3% were undecided, 25.6%
disagreed, while 20.0% strongly disagreed.
Statistics
Table 4.34 Did your local
government council has
modern facilities for training
and development of staff.
95
N Valid 360
Missing 0
Mean 2.8889
Median 2.0000
Mode 2.00
Std. Deviation 1.36159
Table 4.34 Did your local government council has modern facilities for training
and development of staff.
Option Frequency Percent Valid Percent Cumulative
Percent
Valid
Strongly Agree 60 16.7 16.7 16.7
Agree 90 25.0 25.0 41.7
Undecided 5 1.4 1.4 43.1
Disagree 160 44.4 44.4 87.5
Strongly Disagree 45 12.5 12.5 100.0
Total 360 100.0 100.0
Source: Odanwu’s field work 2013
The responses in the above table shows that
respondents agreed, 5 (1.4%) responses were undecided,
45 (12.5%) strongly disagreed. The responses indicated that
councils have no adequate modern facilities for training and development of staff.
Test of Hypothesis
CHI square method was used in testing the hypothesis
The formular is Thus
X2 = ∑
Where 0 = observed frequency
E = Expected frequency
Degree of freedom
DF = (r-1) (C-1)
Where r = Number of rows
C = Number of columns.
SPSS was used in its calculation after coding
Test of criterion
We reject the null hypothesis when the calculated x
of significance of 0.05.
Below are the hypothesis and related questions to the hypothesis drawn from questionnaire
The responses in the above table shows that 60 (16.7%) respondents strongly agreed,
) responses were undecided, 160 (44.4%) respondents
. The responses indicated that Ebonyi state local government
no adequate modern facilities for training and development of staff.
CHI square method was used in testing the hypothesis
Where r = Number of rows
C = Number of columns.
SPSS was used in its calculation after coding
We reject the null hypothesis when the calculated x2 is greater than the tabulated x
Below are the hypothesis and related questions to the hypothesis drawn from questionnaire
96
%) respondents strongly agreed, 90 (25.0%)
%) respondents disagreed and
local government
no adequate modern facilities for training and development of staff.
is greater than the tabulated x2 at the level
Below are the hypothesis and related questions to the hypothesis drawn from questionnaire
97
Table 4.36
Hypothesis Question used in testing the hypothesis
I 1 TABLE 4.6
II 10 TABLE 4.16
III 19 TABLE 4.24
Source: Odanwu’s field work 2013
Hypothesis I Question 1
Table 4.6 Human resource development enhances
efficient and effective local government in Ebonyi state
Observed N Expected N Residual
Strongly Disagree 3 72.0 -69.0
Disagree 23 72.0 -49.0
Undecided 15 72.0 -57.0
Agree 109 72.0 37.0
Strongly Agree 210 72.0 138.0
Total 360
Test Statistics
Table 4.6
Human
resource
development
enhances
efficient and
effective local
government in
Ebonyi state
Chi-Square 428.111a
df 4
Asymp. Sig. .000
98
a. 0 cells (.0%) have
expected frequencies less
than 5. The minimum
expected cell frequency is
72.0.
4 at 0.05 level of significance = 9.488
Decision rule
Since the computed value of X2 at 428.111
a is greater than the critical value of X
2 at 9.488, we
reject the null hypothesis. Therefore, human resource development enhances efficiency of local
government system
Hypothesis II: Question 10
Table 4.15 Politicization and poor training undermine
human resource development goals in Ebonyi state local
government system.
Observed N Expected N Residual
Strongly Disagree 7 72.0 -65.0
Disagree 30 72.0 -42.0
Undecided 2 72.0 -70.0
Agree 20 72.0 -52.0
Strongly Agree 301 72.0 229.0
Total 360
Source: Odanwu’s field work 2013
Test Statistics
99
Table 4.15
Politicization
and poor
training
undermine
human
resource
development
goals in
Ebonyi state
local
government
system.
Chi-Square 917.139a
df 4
Asymp. Sig. .000
a. 0 cells (.0%) have
expected frequencies less
than 5. The minimum
expected cell frequency is
72.0.
4 at 0.05 level of significance = 9.488
Decision rule
Since the computed value of X2
at 917.139a is greater than the critical value of X
2 at 9.488 we
reject the null hypothesis and accept the alternative hypothesis which states that politicization
and poor training undermine human resource development in Nigeria local government.
100
Hypothesis III Question 19
Chi-Square Test
Table 4.23 Lack of human resource development
enhances poor workers attitude to work.
Observed N Expected N Residual
Strongly Disagree 4 72.0 -68.0
Disagree 30 72.0 -42.0
Undecided 9 72.0 -63.0
Agree 130 72.0 58.0
Strongly Agree 187 72.0 115.0
Total 360
Source: Odanwu’s field work 2013
Test Statistics
Table 4.23
Lack of human
resource
development
enhances poor
workers
attitude to
work.
Chi-Square 374.250a
Df 4
Asymp. Sig. .000
a. 0 cells (.0%) have
expected frequencies less
than 5. The minimum
expected cell frequency is
72.0.
4 at 0.5 significance level = 9.488
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Decision rule
Since the computed value of X2 at 374.250
a is greater than the critical value of X
2 at 9.488, we
reject the null hypothesis and accept the alternate hypothesis which states that lack of human
resource development enhances poor workers attitude to work.
4.2 Findings
The following findings were made by the researcher:
1. That human resource development enhances efficiency and effectiveness of local
government system.
2. Human resource development improves staff performance in their job.
3. Human resource development constitutes the basis for wealth creation in local government.
4. Human resource development can help improve communication which decreases conflict in
the long run in local government.
5. Ebonyi state local government councils’ employees have not been adequately trained for
efficient service delivery.
6. Training and development of workers creates availability of future personnel need in local
government.
7. Human resource development enhances revenue collections and utilization in the local
government.
8. Politicization and poor training undermine human resource development in Nigeria local
government system.
9. Politicization in Nigeria local government leads to corruption and embezzlement of fund
that would aid training and development of human resource.
102
10. That merit system is not always applied during staff recruitment in local government
system.
11. Irregular charge of office account for poor human resource development in local
government.
12. Politicization of recruitment affects the performance of staff in the local government.
13. Political interference affects human resource development and utilization.
14. Lack of human resource development enhances poor workers attitude to work.
15. Poor workers attitude to work affects performance and productivity in local government
system.
16. Inadequate payment of salaries contributes to workers poor attitude to work.
17. That training halls in the local government are not always equipped for staff training and
development.
18. Inadequate funding does not actually affects training and development programme in local
government councils.
19. Local government staff are willing to run training and development programme.
20. Most of local government councils have no adequate modern facilities for training and
development of the staff.
4.3 Discussion and Implication of Findings
Human resource development enhances efficient and effectiveness of local government
management in Nigeria. Local governments anywhere in the world are created to ensure
effective, measurable and efficient service delivery to the rural communities. Some of these
services expected of them includes: provision of rural housing, water, rural electricity, creation
of feeder roads, and transport, provision of health facilities, waste management and sanitation
103
etc. The achievement of these goals to a large extent depends on the capabilities and
competencies of its employees. Human resource development helps in the achievement of local
government goals as it improves the employee skills, ability and knowledge needed in
organizational performance. Training and development of individual employee would enhance
work process and organizational performance to achieve organizational effectiveness. Effective
human resources development results in enhanced economic development and productive value
by increasing allocation and technical efficiency, increasing the supply of entrepreneurial
activities and fostering the willingness and ability to invest, innovate and imitate, and by
enhancing the ability to move into higher-productivity sectors and occupations
Human resource development increase moral and improves working relationship through
the development of group and team. Developed employee would increase productivity and
contribute to the over-all success of local government. Their expanded knowledge makes them
valuable assets for the local government.
This research also finds out that human resource development improves employee’s
performance in their job. When the right people are hired and their skills are developed on an
ongoing basis, they in return apply their knowledge in developing new ideas on how their work
will be done. They develop strategic thinking which will facilitate the implementation of
policies. Therefore, developing of this carefully chosen staff becomes essential to achieving local
government goals. Human resource development makes the employees to become more
confident and proud in their duties as it helps them to develop more ideas that can develop the
organization.
Equally the research find out that human resource development constitute the basis for
wealth creation in local government. Local government becomes more productive, innovative
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and competitive through the existence of more skilled human capability. Thus according to Rao
(1995) human resource development holds the key for economic development by enabling
people to become more productive, because economic development depends upon level of
industrial activity of production, which onward depends upon the productivity of human
resource. The quality of human resource in local government determines their ability in sourcing
for revenue within the area.
Human resource development helps to improve communication which decreases conflict
in the long run in local government. Better understanding and effective communication abilities
will no doubt be increased if employees are been developed. Human resource development
enhances feedback processes. Human resource development enhances feedback from managers
to subordinates and vice versa. In local government, there is channel of communication, most
often; the language of the super ordinate may not be understood by the subordinate as a result of
lack of adequate knowledge. This lack of understanding might cause communication gap which
may lead to conflict in the local government. Therefore human resource development helps to
close the communication gap that exist between the super ordinate and subordinate in the
organization.
However, this study discovered that Ebonyi state local governments employees have not
been adequately trained for the effective service delivery. In Ebonyi state local governments,
there is inadequate development program. From the responses to the research question, it was
discovered that since 1996 to 2013, no adequate development programme has been planned in
the local government especially on the side of junior staff. The researcher observed that workers
gained their experiences through the length of their service. Most of them are still working by
routine, apathy and a general lethargy. Local government chairmen have not adequately
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considered human resource development important in their management. Lack of interest by
administrators has become a bare to effective use of management tools. The local government
councils management usually concentrates much of their efforts to other organizational resources
such as financial resources; physical resources etc to the detriment of human resource forgetting
that it is employee in the organization that properly combined all these resources towards the
realization of organizational objectives.
Training and development of workers creates availability of future personnel need in the
local governments. Human resource development often aids the promotion of workers which
makes the present office occupied by such worker to be vacant. Such position(s) is filled through
new recruitment or appointment of another worker into such position. Training and development
of employees lead to the development of career growth potentials of employees which improves
employees job performance and career advancement opportunities and the promotion of
organizational development which makes for realization of organizational objectives possible.
Workers who are trained and developed performs very well than untrained and un-
developed ones. Human resource development improves the performance of existing staff,
giving them opportunities for growth and development and providing for smooth management
succession within the organization. Training and development helps to shorten the learning time
required by new employees to attain the level of proficiency and acquire the right attitude
necessary for a job. This helps the new employees to contribute their quota to the business of the
organization within a reasonable time of his or her appointment. The following therefore could
be adduced why workers who are trained and developed performs very well than untrained and
undeveloped ones.
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(a) Training and development helps to bridge gaps in the knowledge and skills of existing
employee thereby enabling them to improve their performance.
(b) Human resource development helps to increase employees’ feeling of self-worth and
identification with the organization. When properly administered, they send the right signals to
the employees that the organization cares for their individual need for security and growth. This
helps to generate commitment, loyalty and dedication to the organization on the part of
individual employee.
Furthermore, in line with enhancing efficiency and effectiveness of local government
system, the study discovered that human resource development enhances revenue collections and
utilization in the local government system. Internal revenue of the local government are
generated through rate, licenses, tax, toll gate, etc. generation of these revenues need skilled
manpower, as most often the payees are illiterate, and are not aware of their responsibility.
Trained and developed human resource develops strategies for deriving the internally generated
revenue. Training and development also ensure transparency and accountability of the collected
revenue. Human resource development enables the employee to understand that money
generated from people should be used judiciously for the purpose it is meant for.
The study established that there is a significant relationship between human resource
development and increase in productivity in local government.
Productivity is a critical factor in economic development. It is concerned with efficiency
and the effectiveness with which human and material resources are utilized (Ubeku 1965). We
should understand that performance of an individual at work is a function of certain factors,
including his knowledge, skills, motivation, attitudes and certain aspects of the environmental
situation which in turn include the nature of the job, the reward associated with his performance
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and the leadership provided for him. All these factors bear upon him, and depending on
direction, they may enhance or inhibit productivity.
In an organization, labours are needed to carryout production. The contributions of
skilled manpower toward the increase in the output are immeasurable. This is because manpower
controls all other factors of production.
Furthermore, the investigation discovered that politicization of recruitment and poor
training undermine human resource development in Nigeria local government system. In the
local government, it is observed that manpower supply procedure is not adequately followed as
regards to recruitment, selection and placement of workers. Recruitment and selection process
are two powerful pillars that are indispensable in assessing candidates in order to choose the
most suitable employee. Despite of this, Ebonyi state local government councils fails to adhere
strictly on systematic procedure in the employment of personnel. The resultant effect of the
above is hiring of unqualified personnel that undermine the productivity of local government in
Ebonyi state.
In local government today, local governments chairmen assumes office on selection
rather than election; he only acts to satisfy the wish of his political mentor, blood relative rather
than actualizing the constitutional objective of the local government. Appointment in local
government are made without due consideration of current staff strength and past trend of
recruitment with a future scope of local government administration.
The position of merit system has been displaced to political patronage which invariably
affects effectiveness and efficiency of services delivery. The junior staff management committee
(JSMC) has the responsibility for the appointment of officers in salary level 01-06. This in local
governments is merely in principle. Local government chairmen on assumption of offices hijacks
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the recruitment, selection and placement function from head of personnel management with a
clear intention of patronizing candidates sponsored by political colleague in appointment.
Favouritism, man knows man, god fathers and political patronage has taken the place of merit
system.
The resultant effect of this politicization is corruption. That is why one of the findings
states that politicization in Nigerian local government leads to corruption and embezzlement of
fund that would aid training and development. Local government system in Nigeria is bedeviled
with corrupt practices. Local government’s chairmen always complain that human resource
development project is capital intensive. This is just because money meant for such undertaking
is not judiciously used. In local government, there is training fund reserved with the training
account in the local government service commission. This training fund is one percentage of
each officer’s salary deducted each month. Federal government usually send statutory allocation
for the training of the staff; though the worst still is that this money is not sent directly to local
government account but to the state local government joint account. What the local government
does with this amount is what I don’t know hence since 2006 to 2013 there was not enough
training programe conducted in local government councils of Ebonyi state.
From the findings: Irregular change of office account for poor human resource
development in local government system. At the initial stage of local government creation
training and development programme were made visible. The subsequent interruption of state
government in dissolving local government chairmen and appointment of sole administrators or
caretaker committees has brought a sudden change in the development programme of Ebonyi
state local government councils. The administrations of local governments have been in one way
or the other unduly interfered by the Head of State during the military or state Governors during
109
the civilian rule. These unstable changes of leadership in local government local government
councils are a problem. The implication on Human resource development is that development
programme in progress is usually abandoned. Existing projects are, in consequence, usually
abandoned and new once begun as a result of policy dichotomy.
Before the introduction of presidential system of government in Nigeria, the seats of
secretaries to the local government were usually occupied by a career civil servants but the
reverse is the case today. The seat of secretary to the local government has become politicized
and unstable. Secretary of the local government plays enormous role in the employee
performance. Today in some occasion, secretary to the local government know little or nothing
on the core function of personnel management. The placation is that human resource
development planning process suffers and productivity retards. Many of the supervisors are new
entrants into the system and they keep directing the career officials (Head of Department) on
issue concerning the employee’s administration.
Likewise from the findings, recruitment, selection and appointment of officers for
development programmes are politicized and the resultant effect is that productivity is tampered.
The primary education that is entrusted to the responsibility of local government is a typical
example of the politicization outcome on productivity. Decree No 96 of 1993 empowered the
chairman of local government to appoint educational secretary. By implicating the seat of
education secretary becomes politicized. Layers and fresh graduate without adequate knowledge
are appointed as education secretary. The appointment of political officers as educational
secretary appears not to facilitate the effective and efficient implementation of policies and
programme of primary education. The educational secretary attends workshops and seminars
meant for career staff who in turn should implement the outcome as it relate with school and
110
teachers during supervision. Consequently, it hinders the achievement of educational goal.
Though in Ohaukwu local government the case was made different as Mr. Benjamin Ituma a
career civil servant was on 2013 appointed by the chairman Hon. Sunday Inyima as the
educational secretary
It is also the finding of this research that employees are wrongly selected for training and
development, and after training they are as well wrongly deployed or placed. It is relevance to
assert that those staff that has been wrongly deployed in the local government services as a result
of god fathers does not generate confidence as they perform their duties. The deployment of staff
in local government is like putting square peg in round holes. In local government system
engineers performs the duties of administrators among others. Even a developed or trained
employee deployed to the area where he/she is not trained nor developed cannot perform well.
No wonder the Federal civil service outlined this as a guide for training efforts in the ministry
and extra-ministerial department:
(a) Officers should, as a first step, be posted to area of their expertise before they are
sponsored on training programmes that will enable them function more effectively.
(b) Officers should not be released for or sponsored on courses simply to enable them
acquire certificates and qualifications. Rather training should be systematic, progressional
and aimed primarily at developing skills, knowledge and attitude necessary for
performing specific schedule of duties.
(c) After training, an officer should be deployed to a post to which the training undertaken
applies so that maximum use of the skills and knowledge acquired can be made and
service can derive full benefits from the investment made in the officer.
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Furthermore, it is the discovery of this study that lack of human resource development
enhances poor workers attitude to work. Employees behavior in an organization is affected by
his perception of the organization, the rule and principles that exist in the organization. As it is
noted that human resource development start from the orientation giving to them at the inception
of their services. Once employee has been found appointable, it is expected that such an
employee need to be positively oriented in line with the vision and aspiration of the organization
for effective discharge of function.
Orientation exercise which is an integral part of the recruitment exercise is lacking especially
in local government. The resultant effect of this is that new local government employees enters
into the organization without adequate information on their work. To worsen the situation, they
mixed up with their senior colleague who may probably poise their heart by giving them bad
orientation that local government work is a no man’s work, and with such notion, such an
employee develop negative attitude towards his work as he may engage in other business hence
attendance is not checkmated.
Human resource development also involves social interaction that takes place in the place of
work. This interaction may boast the productivity or be detrimental to it. (Koontz et al, 1980). In
line with this the research also established that lack of human resource development in local
government resort to negative work tendencies such as corruption, lateness to duty, lack of
dedication to duty, high level of insubordination, indiscipline, high level of absenteeism and
dereliction of duty which hinders efficient service delivery and in turn brings about low
productivity.
Productivity entails attainment of organizational goals with minimum expenditure of
resources. Productivity is not for fetched with maximum efficiency. Efficiency means using the
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cheapest means towards achieving the desired result. In Nigerian local government especially
Ohaukwu Local government council, productivity is farfetched especially with regard to rural
development. This is because productivity involves the ability of the employee of an
organization to discharge their functions as well as using the shortest possible time and available
resources. In local government, the official time for work opening is 8.00am. In local
government, workers who are willing to go to work report to work at about 10.00am to 12.00pm
and sometimes leave very early. Some of them engage in one business or the other. Time
utilization is secondary to those that attend work, they engage in long period of conversation,
loitering and truancy, abandoning their duties.
Corruption among the workers also hinders productivity in local government council.
Most of local government revenue collectors collects it and divert it to their private pockets,
some duplicate receipt. In Ohaukwu local government this is much noticeable especially on the
Okwo, Idokpo, Ekeizia main market. The revenue collectors return with one story or the other
while their personal pocket has been filled up. Property rate in Ohaukwu local government
council is a no go area. There is a wide range of falsification of the account of the local
government. Local government officials/chairman often connived with contractors to defraud the
council through inflation of contract sums, as a result this form of negative attitude to work and
decisive behavours of local government chairmen low productivity are highly recorded in local
government. Absenteeism and abandonment of one’s duty are very common within the local
government workers. Most often, most of the workers reports to work on Mondays and regularly
to work when they perceive that the payment of salaries is close at hand. Local government
official breaks laid down rules and regulations. This makes it difficult to achieve productivity
among council’s officials. On the part of subordinates, lack of dedication and commitment to
duty become worst.
It is also the findings of this research that inadequate and irregular payment of salaries
contributes to workers poor attitude to work. From the respondents, the reason that accounts for
the wrong attitude of workers toward their work is also related to inadequate and improper
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payment of salaries and other allowances. Sometimes salaries, wages and allowances paid to
workers are adequately very low. These low salaries however, are paid to workers once in two or
three months. The low salaries paid to workers are worsened by the high rate of inflation which
made the lives of workers very difficult. Local government chairmen in a bid to defend
themselves complains of joint account between the state and the local government, that the
statutory allocations due to the local government are either not released on time as it is being
delayed by the state government or not given to them at all.
Furthermore, the study find out that training hall in the local government councils are not
always equipped for training and development. Some Ebonyi state local government councils
have training and development halls but have never been properly equipped especially with
modern facilities for training and development.
The world is growing to a global village in organization, Electronic performance support
systems (EPSS) are the latest wave in the training and development arena. These systems are
used it throughout in advanced organization. Training and development of human resource
cannot be effective without up to date technological development equipment such as computer,
projectors, internet services etc. and in Ebonyi state most of the local government workers are
denied of such access. So many of the local government workers are computer illiterate and no
effort are being made to develop them. Most of the time training and development programmes
are targeted at senior staff that have only few years to impact their new acquired skills and
knowledge in their services. Worst still these groups of workers feels that they are above the
rules and regulations in the local government, they reports to duties at will without query and
other disciplinary measures. This single act hinders human development objectives.
Finally this study established that local government employees especially the junior staff
are willing to run training and development programmes. Hence none of the respondents
disagreed nor strongly disagree to the research question which sought to know if local
government workers are willing to run training and development programmes.
114
CHAPTER FIVE
SUMMARY, RECOMMENDATIONS AND CONCLUSION
5.1 Summary
This study is an attempt to evaluate human resource development for efficient local
government management in Nigeria using Ohaukwu local government council as a case study.
This is with a view to determine how human resource development could lead to efficient and
effective local government service in Nigeria. It was the aim of this research to find out how
improve in human resource development would lead to increase in productivity and reduce poor
workers attitude to work in Nigerian local government.
The research started by thorough explication of the background of the study which
centres on human resource as an essential asset in all organization. The emphasis was based on
the fact that the performance of an organization to an extent is determined by the calibre of its
workforce. The knowledge, skills, competencies of workers contributes earnestly to the increase
in productivity and organizational growth. The statement of problems exposed most of the
problems bedeviling human resource development in local government system. This section also
posed research questions. The statement of problems was followed by the objective of the study.
Three objectives were formulated. The significance of the study was inclusive in the chapter one.
It stated both theoretical and empirical importance of the study. The scope and limitations of the
study identified some problems encountered by the researcher such as limited materials and poor
behaviour of human nature.
Chapter two of this work extensively reviewed relevant literatures which began with the
meaning of human resources, human resource management, human resource development, and
human resource development as a tool of enhancing efficient local government system, method
115
of human resource development in Nigerian local government system and challenges of human
resource development. This was followed by the hypothesis formulated to guide the study. Three
hypotheses were formulated. Subsequently, hypothesis was followed by operationalization of the
key concept. That took us to the research methodology which encompassed the research design,
population description, sampling procedure, data collection methods, validation and reliability of
the instrument etc. The last item on this section was theoretical frame work which the researcher
adopted systems theory.
The third chapter adequately surveyed the background information on the area of study
which is Ebonyi state Local Government councils. The study discussed the geographical
location, culture, occupation, the organizational structure and role relationship.
Data presentation and analysis was the main focus of chapter four. The researcher
presented and analyzed the data collected from the questionnaire which constitute the personal
information and substantive response gotten from the respondents using simple percentage.
Hypothesis was tested and analyzed using Chi-Square statistical method. SPSS was used to run
the analysis after coding the data in MS- Excel.
The last chapter of the study which is chapter five was the concluding chapter of the
study and dealt with the summary, recommendation and conclusion.
5.2 Recommendations.
It is very essential to know that the findings of this research have gone a long way to
establish that human resource development enhances efficiency and effectiveness of local
government system in Nigeria. Therefore the researcher recommends the following measures to
enhance human resource development in local government system.
116
1. Training and development programme should be made compulsory and mandatory to the
local government chairmen by the local government service commission. It should be
contained in the local government guideline that local government chairmen should
present reports of human resource development programme they conducted during their
tenure in office to the local government service commission. Presentation of this report
should not be made only feasible by written reports rather monitoring team/committee(s)
should be set up to ensure that the content of the report is a real one.
2. Human resource development is the process of determining the optimum methods of
developing and improving the human resources of an organization and the systematic
improvement of the performance of employee through training, education and
development and leadership for the mutual attainment of organizational goals. Therefore,
emphasis should be laid on conferences, seminar and workshop for both the
management and staff of local government in order to enhance their knowledge, skills
and competencies.
3. Hence human resources development enhances internally generated revenue and
utilizations in local government, special attention should be given to local government
revenue collectors. This will enable them develop strategies for collection of revenue
within their locality.
4. Recruitment, selection and placement process of local government staff should be
contracted out to external body to avoid political patronage. This will enable recruitment
exercise to be strictly based on merit and also in accordance with recruitment processes
and guideline for local government staff.
117
5. Hence training and development of workers creates availability of future personnel need
in local government, promotion of local government staff should come as at when due.
Civil service guideline provides for every junior staff to be promoted every two years
while senior staff’s promotion shall come after three years of service. This should clearly
be observed by the local government service commission.
6. Morden technologies such as lap top computer should be made available to local
government staff after training at a subsidized rate and internet network be connected in
the local government centre. This would enable the workers to get acquitted with the
global trend. It will also facilitate and close communication gap which exist in local
government system thereby increasing local government productivity.
7. Local government workers should be adequately induced through motivation. This is
because motivated worker is a satisfied worker and as sure he/her will put in their best
toward realization of the objective of the organization. Meanwhile non performance
workers should be adequately punished. This will serve as a lesson to other workers. This
check and balance will help to regulate the attitude of workers toward their work.
8. Workers who have received training and development should always give feedback on
they have impacted their new knowledge and skills toward the actualization of the
organizational goals.
9. Training and development of local government staff should be decentralised. Each local
government should evolve a systematic way of organizing training and development
programme for her staff.
118
10. Training and development should be more centred on junior staff and workers who have
more years to spend in office than those who have shot period to impact their new
acquired knowledge.
11. Government should devote a substantial part of its budget to human resource
development each year. Such development should be effected through in-service training,
on the job training, seminars and workshops. Any amount spent on human resource
development is money well spent, because the effective use of other resources in an
organization can be achieved only when the employees know how to properly utilize
such resources.
5.3 Conclusion
The importance of human resource development in enhancing efficiency and
effectiveness of local government system cannot be overemphasized. Local government exist
primarily to bring government closer to the people and to provide essential services that will
make life worth living for the people. For this objectives of creating local government to be
achieved, local government workers needed to be trained and developed so as to improve their
skills and knowledge in order to develop strategies that would make this government a viable
instrument for rural development. Human resource development strengthens both the staff and
management in their role relationship. The effective utilization of other resources of the
organization to a large extent depends on the knowledge, capability, and competencies e.t.c. of
personnel in such organization.
From the research, it was established that trained and developed workers performs better
than untrained an undeveloped ones. Hence there should be an adequate training and
119
development programme in local government to enable workers participate effectively towards
the achievement of the organizational goals.
120
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125
APPENDIX 1
QUESTIONNAIRE
Department of Public Administration
And local government,
University of Nigeria,
Nsukka
October 12, 2013
Dear Respondent
I am a postgraduate student in the Department of Public Administration and Local
Government, University of Nigeria, Nsukka.
I am conducting research on Human Resource Development for Efficient and
effective Local Government Management: A Study of Local Government . This research
is a part of the requirement for the award of Master of Science Degree in Public
Administration and Local Government and is only for academic purpose.
Kindly answer the questions attached with sincerity as your contribution to the
success of the research. All information will be treated with strict confidence.
Thank you.
Yours faithfully
Odanwu Augustine Ituma
126
SECTION A
Instruction
Please tick good (√) at your choice of answer. Please don’t choose two answers in one question.
SA= STRONGLY AGREED, A= AGREED, D= DISAGREED, SD= STRONGLY
DISAGREED
1. Sex (a) male ( ) (b) Female ( )
2. Age (a) 18-25 ( ) (b)25-38 ( ) (c) 39-48 ( ) (d) 49- ABOVE ( )
3. CATEGORY OF STAFF (A) Senior Staff ( ) (b) Junior Staff ( )
4. Educational Qualification ( )
(a) PGD ( )
(b) DEGREE ( )
(c) SSCE ( )
(d) FSLC ( )
S/N ITEM SA A UD D SD
1 Human resource development enhances efficient and effective local government
management in Ebonyi state
2 Human resource development improves staff performance in their job
3 Human resource development constitute the basis for wealth creation in local
government
4 Human resource development can help to improve communication which decreases
conflict in the long run in local government.
5 Have you been adequately trained for efficient service delivery?
6 Training and development of workers creates availability of future personnel need in
local government.
7 Workers who are trained and developed perform very well than untrained and
undeveloped ones.
8 Human resource development enhance s revenue collections and utilization in the
local government system
9 There is a relationship between human resource development and increase in
productivity in local government.
10 Politicization and poor training undermine human resource development goals in
Ebonyi state local government system.
127
11 Politicization in Nigeria local government leads to corruption and embezzlement of
fund that would aid training and development of human resource.
12 Merit system is always considered during personnel recruitment in your local
government.
13 Irregular change of offices account for poor human resource development in local
government system.
14
Workers poor attitude to work in local government is as a result of politicization.
15 Selection of staff for training and development are politicized in your local
government
16 Politicization of recruitment affects the performance of staff in the L.G
17 Staff are wrongly placed as a result of god fathers’
18 Political interference affects human resource development and utilization
19 Lack of human resource development enhances poor workers attitude to work.
20 Poor workers attitude to work affects performance and productivity in local
government system.
21 Inadequate payment of salaries contributes to workers poor attitude to work
22 Is there training and development hall in your local government
23 Halls are always equipped for staff training and development
24 Inadequate human resource training and development affects workers performance in
local government system
25 Inadequate funding affects training and development programme in your local
government.
26 Training and development should be targeted at junior workers than senior worker?
27 Are you willing to run training and development programme in your local government
28 Training and development facilitates promotion of staff in your local government
29 Lack of sustainable development in Ebonyi state local government area is as a result of
poor human resource development
30 Did your local government council has modern facilities for training and development
of staff.