AN EDUCATED WORKFORCE A CATALYST FOR HUMAN RESOURCES DEVELOPMENT IN NIGERIAN ORGANIZATIONS ( A CASE STUDY OF NIGERIAN BOTTLING COMPANY PLCL, 9TH MILE CORNER ENUGU

ABSTRACT

The study is focus on Educated Workforce: A catalyst for human resource development in Nigeria organizations using (NBC) Nigerian Bottling company  Plc  9th    Mile  Corner  Enugu  as  an  areas  of  concentration. However, existing literature on the study were reviewed and in order to be more objective and definitive, the researcher administered questionnaires to NBC Nigerian Bottling company Plc 9th  Mile Corner Enugu. The data collected from the respondents were classified and tabulated to allow the use of percentage analysis ttables, chi-square distribution test and test of hypotheis. Within the limit of the experimental gap, the test accepts the fact that the introduction of educated workforce. A catalyst for human resource development  in  Nigerina  organizations  has  actually  contributed significantly to employees performance. However, the research finally recommends that the company should resort to the use of performance evaluation result  to  determine  who  qualifies  for  training.  Management should not nominate trainees all the time to reduce ill feeling among the employees. The company should reward employees after training through promotion and financial benefits to reduce high workers turnover. The human resource development training of workers should be more regular so as to maintain the tempo of motivation that comes through human resource development.

INTRODUCTION

CHAPTER ONE

1.1    BACKGROUND OF THE STUDY

An examination of the most successful and efficient organizations usually reveals that a qualified and satisfied educated work force make a whole lot of difference between mediocrity and success. To make the workforce suitable for tasks and jobs required training, which invariably leads to job satisfaction and its attendant increase in productivity and growth.

According to Mulins (1996:634), one major area of the personnel function of  particular relevance to  the  effective  use  of human resources in training and development. Few people use of argue against the importance of training as a major influence on the success of an organization. Staff is a crucial but expensive resource. In order to sustain economic and effective performance it is important to optimize the contribution of employees to the aims and goals of the organization.

Drucker (1981:125) notes that in many organizations, it is observed that the quantity and quality of output need to be improved. The cost of waste and equipment maintenance needs to be lowered

while employees obsolence needs to be prevented. The success of any enterprise depends entirely on the effectiveness of its human resources on their job. In the wordsk, resources are not made by nature but by man. This is true of two key resources – the human being and capital. Indeed, human being as such is not a “resource”. He becomes a resources only if trained developed and allocated to productive work.

Desatrick (1972:65) notes that every organization, regardless of it size must provide for the needs, interest and desires of its employees within the work environment. It therefore follows that productivity is the function of ability, motivation and situation factors. And organization may have employees of ability and determination, with appropriate equipment and managerial support, yet motivation, commitment, productivity and growth fall bellow target.

Mullins (1976:6634) notes that the general movement towards the  downsizing  of  organization  and  the  nature  of  management moving towards the devolution of power to the workforce give an increase emphases to an environment of coaching and support. Training is necessary to ensure an adequate supply of staff who are technically   and   socially   competent,   and   capable   of   carrier

advancement into specialist departments or management positions. There is, therefore, a continual need for the process of staff development and training fulfils an important part of this process. Training should be viewed, therefore, as an integral part of the process to total quality management.

Golstein   (1974:75)   defines   training   as   the   systematic acquisition  of  skills,  rules,  concepts  or  attitudes  that  result  in improved performance in another environment.

Ajuogu (1995:52) notes that the function of recruitment and selection of employees represent only the initial stages in the building of  an  efficient  and  stable  s  workforce.  Workers  also  require continuous development if their potential is to be utilized effectively. The  primary  purpose  of  the  existence  of  any  organization  is  to accomplish some set goals. Since the degree of accomplishment depends  immensely on the quality of its members, an organization therefore  has   to   be   concerned   with   the   availability  and   the improvement of human resources.

The  main  part  of  any  training  and  development  programme  is directed towards preparing individuals to meet future needs. All the employees   regardless   of   their   previous   training,   education,

experiences need to be shown how to prefer specific tasks. Training of workers should not be confined to sending people on courses or putting them in formal learning situations.

Since  improving  current  performance  and  developing potentiality is all training. On the job training with supervision by staff line management could be better bearing in mind the introduction of new technologies and methods.

Flippo (1980:63) notes that no organization has a choice of whether to develop its employees or not, the only choice is that of method. One of the greatest problems of organizations today is the determination and choice of training and development methods that will accomplish their goals. The real objective of company training and development programme should be to help optimize the use of manpower resources of the enterprise for increased productivity.

However, employees are not just trained for their own benefits only but the organization stands to gain a lot from them. The manpower training and development programme is a very important activity that the management of any organization whether large or small, cannot afford to miss. This because it plays a large role in determining the efficiency and effectiveness of the organization.

1.2    STATEMENT OF THE PROBLEM

In many organizations, it has been observed that many employees do perform below expectation. The reason for this low employee performance is that to an extent, the needs of their workforce were not identified and provided by the management.

Organizations increasingly depend on the employees for survival as the environment (internal and external) within which they operate continue to get more complex. Hence the people making up the organization should be better equipped in terms of skills to face the challenges of changing social conditions, as well as technological innovations.

Also, promotions within organization expose employees to new working condition and environment. For them to fit in well into their new position, they have to  be  equipped with  the  necessary skill needed to perform the new task. Despite some outstanding effort by management to increase the educational workforce of the organization, many organizations have been struggling between survival and decline while skilled manpower continue to be in short supply.  Human  resource  development  of  employees  remains  an

important  means  of  enhancing  the  educated  workforce  of  an organization.

According to Onwuchekwa (1984:63), it is in recognition of the need for training and development that more than ever before, there is an increasing number of jobs that require special knowledge, skills and attitudes. It then becomes inevitable that we should train and develop personnel to cope with the increasing and changing work requirement so as to maintain profitable growth through increased productivity.   Furthermore   for   human   resource   development  to achieve its desired aim, it must be tailored to the organization need.

1.3    OBJECTIVES OF THE STUDY

The objectives of this therefore is to survey and ascertain the level of educated workforce. A catalyst for human resource development in manufacturing industry. Specifically, the study aim at finding out:

i.       The effects of human resource development on the moral, satisfaction and educate workforce of employees. By   this we will know whether it has a positive or negative influence on the workers.

ii.      The types of training employees are subject to. It will reveal whether employees’ training is limited to a particular area of operation or all aspect of the organizations activities enough to make the employees versatile in the organization.

iii.     The extent to which workers are subject to human resource development in the organisation (NBC) Plc Enugu and its impact on the overall performance of the company.

iv.     The impact of human resource development on the overall performance  of  the  firm  in  terms  of  effectiveness  of  its internal control system.

1.4    RESEARCH QUESTIONS

i.       How  has  human  resource  development  lead  to  more effective internal control system in an organization and thus make employees adhere to management policies?

ii.      To what extent has tailoring of organization human resource development needs led to reasonable level of educated workforce.

iii.    What are the effects of employees satisfaction skill and empowerment through human resource development enhancement of educated workforce.

1.4.1 RESEARCH HYPOTHESES

The following hypotheses will be a guide into the collection of data in the field subsequently. These hypotheses will be tested to enable the researcher have good focus on the study:

1.   H0:  Tailoring  of  organizational  human  resource development needs does not lead to reasonable level of educated workforce.

H1: Tailoring of organizational human resource development needs leads to reasonable level of education workforce.

2.      H0:    Employees are not satisfied if they are empowered and equipped with skill through human resource development and this does not lead to enhancement of educated workforce.

H1:    Employees are satisfied if they are empowered and equipped with skill through human resource development and this lead to enhancement of educated workforce.

3.      H0:    Human resource development programme not lead to a more effective internal control system in the organization and does not make employees adhere to management policies.

H1:    Human resource development programme leads to a more effective internal control system in the organization and make employees adhere to management policies.

1.5    SCOPES AND LIMITATIONS OF THE STUDY

This study is all about human resource development as it is practiced in (NBC) Nigerian Bottling Company Plc 9th  Mile Corner Enugu. It studies the extent to which human resource development programme help to enhance job satisfaction and workforce among workers. It also looks into the problem associated with human resource development.

Although the agency under study as sales posts in may states of the country, efforts were direct at the head office located in Lagos and the sales post located in Port-Harcourt for data collection. Both the management, senior and junior staff formed the target population of 320. Here the management staff and the senior staff were grouped together as management staff owning to their level of experience.

The limitations of this study mostly are the financial cost involved and the time limit give for the completion of the study. The financial cost covers the cost of materials needed for the study as well as the cost of transportation in the course of information gathering. These limitations not withstanding, it is expected that this study will attain it set objective.

1.6    SIGNIFICANCE OF THE STUDY

This work will be beneficial to managers, employees and the general public. It  will  provide information on how (NBC) Nigerian Bottling Company Plc 9th  Mile Corner Enugu has so faired in the practice  of  human  resource  development  of  its  member  of  staff amidst  changing social  and  technological environment. With  this, NBC Plc Enugu trains and develops it employees at various levels and how the body of workers is influenced by it.

The study will equally furnish the manager of both (NBC) Nigerian Bottling Company Plc, 9th   Mile Corner Enugu and other manufacturing firms will enough insight into the benefits of human resource development. This will inspire them to create more opportunities for employees human resource development so as to

reap out the wealth of employees talent and ingenuity for a better achievement of their organizational goals.

1.7    ORGANISATIONAL STRUCTURE OF ABC PLC ENUGU

It is important to define organization here before discussing the organization structure of (NBC) Nigerian Bottling Company Plc 9th Mile Corner Enugu.

According to Nwachukwu (1992:69), define organization as a group of people bound together to provide unity of action for the achievement of  a  pre-determined objective. It  can  be  seen as  a process of co-coordinating individual efforts to accomplish a common objective. The division of activities here refers to the number department and sections and how they are divided. He went further to state that organization is also concerned with the allocation of authority responsibilities and duties the meaning of which are the follows:

Authority in its actual sense is the prescribed or4 legal right to make decision and take action “responsibilities” refer to the areas of work for which one is accountable and duties are the detailed work requirements arising from the responsibilities.

The NBC Plc Enugu, the rule is the same, hence functions and responsibilities are entrusted to the functional managers who man the activities of its respective departments.

From  the  research conducted, it  is  worthy of  note  that  the company’s general policy is determined by a board of five directors made up   of chairman the managing director and three board members.

The management team of the company is made up of expatriates and Nigerians of different grades, with seven senior manages who head the major departments namely, production, engineer, marketing, purchasing, personnel, finance, management information system and administration. On this structure, all the functional managers or the departmental managers co-ordinate the various activities of their department and report back to the managing director.

As mentioned above, the organization structure is as follows:

1.7.1 THE STOCK HOLDERS

The stockholders with their voting shares elect the board of directors and have the right to accept reject proposed amendment to

the  existing  policy  or  the  company  or  any  by  laws.  All  the stockholders receive an annual report on the conditions and progress of the company.

1.7.2 BOARD OF DIRECTORS

The main function of the board as stated earlier is to determine the company’s overall objectives general policies and plans. Acting as a body, the board has the ultimate control to keep the checks upon the company’s affairs to ensure that the general policies are being observed and objectives achieved.

1.7.3 THE MANAGING DIRECTOR/GENERAL MANAGER

The managing director devices his authority from the board for the director of the company’s day to day function and the implementation of  the  company’s policies.  He  selects  among  his management team  executive to  man  the  major  departments and appoints staff assistance who report to him. He presides over the management meeting of the company, whereby he co-ordinates the main functions and formulates policies within the scope of the general policies laid down by the board of directors.

The managing director also assumes the immediate function of direct, co-coordinating and  controlling the  operating phase of the business so as to enable the various department work together.

1.7.4 THE COMPANY SECRETARY

The company secretary is responsible to the board of directors, he takes custody of important document and submits report and statement to the board and keeps the minutes of stockholder annual general meetings.

1.7.5 MAJOR DEPARTMENT WITHIN THE ORGANISATION

The activities of the firm are segregated into major functions. The company is so organized that a unit in turn is broken down into sub-division to  execute phase of  the  functions. Hence they have factory man/production, department, engineering, marketing, sales/purchasing, finance and personnel departments.

See below.

HISTORICAL     BACKGROUND     OF     NIGERIAN     BOTTLING COMPANY

Nigerian Bottling Company Plc (NBC), which is part of coca- cola Hellenic Bottling Company was incorporated in November 1951 to bottle and sell carbonated n on-alcoholic beverages. The company has the sole franchise to bottle coca-cola products facility in Nigeria production of coca-cola  being in 1953 at the bottling facility in Lagos, and new plants at Kano, Port-Harcourt and Ibadan were opened shortly after wards Nigeria bottling company became a public company  in  1972  with  its  shares  listed  on  the  Nigerian  stock exchange Nigeria bottling company generates its own power and its self-sufficient in carbon dioxide and water production. It has sixteen (16) bottling facilities around the country, and its uses eighty two (82) distribution warehouse and two hundred thousand (200,000) distribution outlets. The company serves approximately 1.2 billion unit cases. Equaling over 6 billion liters of products, to customers every year. These unit cases are made up to our 500 flavour and packages combinations. This range of products enables the company to provide customer with the right refreshment at the right price, and in the right place. The company’s other products include coca-cola light (diet

coke), sprit and fanta, which together with coca-cola are four of the world’s best selling non-alcoholic beverages.

According to  www.colahbc Nigerian Bottling Company, which is part of Coca Hellenic bottling company, (CCHABC ) operates in three business segments, each comprised of  countries with similar level of economic growth and prospects. “Established Countries” – Italy (Northern and Central), Grace the republic of Ireland, northern Ireland Austria and Switzerland developing countries – Poland, Hungary, the Czech republic, the Slovak republic, Croatia, Lithuania Estonia, Lalvia and Slovienia, “Emerging countries” Nigeria, Russia, Romania, Bulgaria, Ukraine, the federal republic of Yugoslavia (consisting of Serbia and Montenegro), Bosnia and Herzegovina, Belarus, Armenia and Moldavia.

The company has a balanced portfolio” of market – Coca-Cola HBC’s established countries provide a consistent revenue and cash flow stream, while its developing and emerging countries represent significant growth opportunities. Revenues in 2003 were over four billion dollars. This company is strategically positioned to profit from the  European  union  having  added  ten  new  central  European countries to the current fifteen numbers EU, thus creating the world

biggest trading block. Eight coca-cola HBC countries the three Baltic states of Estonia, Latvia and Lithuania, and Hungary, Poland, the Czech republic, Slovakia and Slovenia-joined the EU on May 1, 2004. two other coca-cola HBC Countries –Romania and Bulgaria – are likely to join by 2007 EU  enlargement with its  reduction in trade barriers, the normalization of food” legislation, environmental policy and marketing legislation and the anticipated increased in income of the resients in the new EU countries, will enhance company’s already substantial sale benefit, in procurement savings, knowledge sharing investment planning and best practices from its operation in twenty six (26) countries.

1.8    DEFINTION OF TERMS

The following definition were used strictly for this study:

i.       Manpower  Development:  This  is  a  complex  educational strategy intended to change the belief, attitude, values and structure of individual so that they can better adapt to new technology,  markets,  challenges  and  the  great  rate  of chance itself (Onwuchekwa 1984:1)

ii.      Efficiency: This state the extent to which cost is reduced at its bearest minimum in the process of achieving a desired result (Flippo: 1980:25).

iii.     Employee: An employee is a person who is employed ot v ien   in   this   or   her   productive   activity   in   return   for remuneration, his activities are directed by the person who employees him and plays him who is called an employer (Onwuchekwa:1984:55).

iv.     Organization: An organization can be seen as an entity. It is a group of people bound together to provide unity of action for     the    achievement   of    a   predetermined   objective, (Nwachukwu:1992:69).

v.       Effectiveness: This is the extent to which the desired result is realized. It  also the optimum balance among the various adaptation and maintenance activities (Nwachukwu”:1992:155).

vi.     Workforce: Delegation should lead to improvement in the strength of the workforce. Delegation can lead to improved morale by increase motivation and job satisfaction, it can

help    satisfy    the    employee’s    higher    level    needs. (Mullins:1996:573).

vii.    Management:  Management  is  seem  as  a  body  that  co- ordinate tes all the resources available to an organization in terms of man, material and money. This body ensures the production of goods and services that are in accordance with customer needs so as to accomplish the objectives of the organization (Drucker:1981:68).

viii.  Human Resources: It is concerned with the growth and development of people toward levels of competency, creativity and fulfillment because people are the central resource of any organization ((Imaga:12001:92).

ix.   Development: Development deals  with the activities undertaken to expose an employee to perform additional duties and assume position of importance in the organization hierarchy. (Nwachukwu: 1992:121).

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