THE EFFECTIVENESS OF MANPOWER

DEVELOPMENT ON ORGANISATION’S
PRODUCTIVITY
(A CASE STUDY OF PZ CUSSONS PLC)

BY

OYELARA DAUDA OLARINOYE

MATRIC NO: 096032606

SUBMITTED TO THE
DEPARTMENT OF BUSINESS ADMINISTRATION
LAGOS STATE POLYTECHNIC, ISOLO CAMPUS

IN PARTIAL FULFILLMENT FOR THE AWARD OF

HIGHER NATIONAL DIPLOMA IN BUSINESS
ADMINISTRATION

OCTOBER, 2012.
 CERTIFICATION

This is to certify that this research was carried out by

OYELARA DAUDA OLARINOYE of the Department of
Business Administration and Management Lagos State
Polytechnic.

……………………..…………
……………………..…………
MR.AKINYEMI O.A DATE
Project Supervisor

……………………..…………
……………………..…………
PRINCE ADESANYA S.A DATE
Co-ordinator

ii
 DEDICATION

This project work is dedicated to Almighty Allah for his

wisdom, love and whose grace saw me through the course
of my study. Also, it is dedicated to my loving parents
especially my sweet mother Alhaja Humuani Arinke and my
wife Alhaja Mujidat Kikelomo Oyelara for their support. May
Almighty Allah continue to prosper their work and be their
protector. Amen.

iii
 ACKNOWLEDGEMENT

With deep appreciation from my heart, I appreciate all who

contributed to the success of my programme one way or
the other and most especially to this project work. First and
foremost I thank Almighty God for the wisdom and
knowledge to scale through.

iv
 ABSTRACT

This research work examines the effectiveness of manpower

development on organization’s productivity with special
emphasis on PZ Cussons Plc. The study went ahead to
ascertain the explicable relationship between manpower
development and employees productivity on one hand, and
manpower development and organizational profitability on
the other hand. The study was carried out in PZ Cussons Plc
where copies of questionnaire were administered on
seventy (70) respondents that were randomly selected.
Both primary and secondary sources of data were used and
data were tabulated into frequency and percentages and “t”
test statistical method was used in testing the hypotheses.
Based on the findings of this study, it was recommended
that manpower development must be packaged as part of
the integral part of the over-all development policy in the
organization.

v
 TABLE OF CONTENT

Title page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of content vi-viii

CHAPTER ONE
1.1 Background of the Study 1-2
1.2 Statement of the Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 4-5
1.5 Research Hypotheses 5
1.6 Significance of the Study 5-6
1.7 Scope of the Study 6
1.8 Limitations of the Study 6-7
1.9 Definition of Terms 7-8
1.10 Brief History of the Company 8-10

CHAPTER TWO
Literature Review
2.1 Introduction 10
2.2 Concepts of Manpower Planning 10-11
2.3 Manpower Development 11-
12

vi
2.4 Productivity 12-
13
2.5 Training 13-16
2.6 History Background of Manpower Planning
and Development in Nigeria 16-
18
2.7 The Needs and Importance of Manpower Planning 18-
19
2.8 The Purpose of Manpower Training and Development 19-
20
2.9 Manpower Development Model 20-22
2.10 Productivity Model for Improvement 23-
25
2.11 Review of Current Literature 25-
27
2.12 Individual Career Planning 27
2.13 Manpower Development and Perspective Planning
28-29
2.14 Criticism of Manpower Planning and Development 29-
30

CHAPTER THREE
3.1 Research Methodology 31
3.2 Study Area 31
3.3 Study Population 32
3.4 Sampling Frame and Method 32
3.5 Sample Size 32-
33

vii
3.6 Sources of Data 33
3.6.1 Primary Sources of Data 33
3.6.2 Secondary Sources of Data 33-34
3.7 Data Collection Instrument 34-36
3.8 Validity of Data 37
3.9 Method of Data Analysis 38

CHAPTER FOUR
Data Analysis and Discussion of Findings
4.1 Introduction 39
4.2 Presentation and Analysis of Responses 39-
43
4.3 Discussion of Findings Based on Research Questions 43-
56
4.4 Discussion of Findings Based on Research Hypotheses 57-
63
4.5 Discussion of Findings 64

CHAPTER FIVE
Summary, Conclusion and Recommendations
5.1 Summary of the Study 65-
66
5.2 Conclusion Drawn from the Findings 66-
67
5.3 Recommendation Based on Conclusion 67-
69

viii
Bibliography 70-72
Questionnaire 73-76

ix
 CHAPTER ONE

1.1 BACKGROUND OF THE STUDY

It has been discovered to be a known fact that the quality of
the human resources of an organization or a nation
invariably determines the pact of its economic and social
development. And, it has enhanced increasing attention to
be focused on the education of youths, training and
development of workers in most countries of the world

Hence, the quality of a company’s personnel is frequently

the single factor that determines whether the organization
is going to be successful in respect of its realizable objective
of satisfactory returns on shareholder investment.

Thus, manpower planning and development is seen as the

process that enable an organization to put the right number
and kinds of people in the right place at the right time,
doing the right things for which they are economically most
useful –Koontz et al (1980).

In other words, manpower planning and development in our

contemporary society remains an intricate issue which
every organization should handle meticulously because it
serves as the backbone of every strong, reliable and
efficient organization.

x
In this dynamic environment where technological changes
are inevitable, organization must strive to meet up with
modern techniques of production which eventually require
constant training and development of staff, and more
importantly selection and recruitment of new personnel’s to
match efficient productivity in a conducive operational
environment.

Therefore, without mincing a word, the most critical

element in the productivity equation is people, that is, the
production workers, the sales force team, the maintenance
personnel, material handlers, the service employee to
mention but a few, upon which daily activities which lead to
successful output that enhance economic growth.

More so, the key to an effective productivity focused

program is the involvement of the people at all levels on the
effort to make productivity a success. Therefore, every
organization should take cognizance of the fact that
manpower planning and development are inevitable
elements in running a business successfully.

It is suffice to say that proper implementation of an

organization manpower planning and development
programme will invariably increase productivity as well as
improve profit maximization at a reduced labour cost per
unit of production.

xi
1.2 STATEMENT OF THE PROBLEM
It is pertinent to mention that manpower planning and
development are indispensable programmes in a reliable
organization. But, there are certain factors that impede the
proper implementation of this program, and they shall be
examined in the course of this research work.

There are situations in some organizations where employee

are badly utilized in terms of few hands that are expected to
accomplish the task of many hands and as such it leads to a
great exploitation that result to poor achievement.

Another noticeable event has to do with some organizations

that employed middle level officers to the post of higher
officers for the purpose of paying moderate salary and
fringe benefits in the name of cost minimization.

Also, many of the establishments are in the habits of giving

poor training and development for their employee after a
very long period, even some never attempt it, and as such it
leads to poor utilization of employee potentials.

There is also the problem of proper planning as regards

future manpower needs of the organization in terms of skill
and education of the employee required for the purpose of

xii
 enhancing productivity. In all, the aforementioned problems
shall be examined in the course of this research work.
1.3 OBJECTIVES OF THE STUDY
General objective: It is one of the paramount interests of
an organization to achieve high productivity at a minimized
cost which invariably will lead to profit maximization.

Specific objectives: The study will focus on the following

specific objectives.
 To access the impact of manpower planning and
development on organization productivity and
profitability.
 To examine the contribution of manpower planning
and development on employees productivity in PZ
Cussons Plc.
 To analyse the proposed plan on employee
development in the organization
 To ascertain the manpower development of the
organization whether they are implemented in line
with management decision.

1.4 RESEARCH QUESTIONS

In the course of this study, the following questions were
considered:
 Does manpower planning and development have any
impact on employee’s productivity?
 Is there any significant relationship between manpower
development and organizational image
 Does manpower planning play any role in the
development of a nation.

xiii
  Is there any significant relationship between manpower
planning, development and time management?
 Does manpower planning and development lead to
specialization?

1.5 RESEARCH HYPOTHESES

The following hypotheses shall be tested during this
research work;

HYPOTHESIS ONE
Ho: There is no significant relationship between manpower
development and employees’ productivity
Hi: There is significant relationship between manpower
development and employee’s productivity.

HYPOTHESIS TWO
Ho: There is no significant relationship between manpower
development and organizational profitability.
Hi: There is significance relationship between manpower
development and organizational profitability.

1.6 SIGNIFICANCE OF THE STUDY

The proposed research study is of immense benefit to
individuals, organization, society and the entire public.
To the individual, it will afford them the opportunity of
striving for personal improvement of their skills so as to
meet up with the competitive trend of demand and supply
of efficient personnel’s in the employment market.

xiv
 It will also give organization the opportunity of locating
talents, because needs are anticipated and intensified
before the actual staffing.
For the fact that, the impact of individuals and organizations
that are effective and efficient are part of the larger system
– the society, it will suffice to say that, their meaningful
contributions will definitely be translated to the economic
development of the society and the entire nation as a
whole.

1.7 SCOPE OF THE STUDY

The research will cover the effectives of manpower
development on organizations productivity, as well as,
proffer possible solutions to myriads of problems
confronting staff development in most of Nigerian corporate
organization.

The study will only focus on the staff in their various

departments, and the research questions will be strictly
followed in order to extract useful information for the study.
Pz Cussons Plc and their numerous staff will be used for the
survey.

1.8 LIMITATION OF THE STUDY

Inadequate time frame and finance constraints did not allow
the researcher to cover extensive aspect of the study. The
approved time period for the research work was very short.

xv
 Also, some respondents displayed uncooperative attitude
especially towards the answering of questionnaire and as
such, it was really not very encouraging.

1.9 DEFINITION OF TERMS

For easy comprehensive and for the research work to make
sense and guide the reader through some terms are defined
below:
Forecasting: It is the ability of the management to predict
the needed manpower either in terms of mathematical
projection of trends in the national economy and
development in the industries or of judgemental estimates
based upon specific future plans of organization.
Manpower: This can be defined as the available stock of
personnel of a country, state or organization for the
attainment of its corporate objective.
Manpower Development: This is the continuous process
use during the promotional survival and improvement of the
personnel in an organization.
Manpower Planning: This is the concept that involves
critical analysis of supply, demand, surplus, shortages,
wastage and utilization of human resources.
Productivity: It is the ratio or proportion of output of the
commodity to the input of the factors of production.
Role: A set of activities performed by an individual in
fulfillment of the expectation imposed by professional
standard of behaviour or employers position requirement.

xvi
 Skill: It is the ability that is required which enables a person
to achieve some particular goals.
Society: This consists of all the number of people who
share a district and their ways of life is the same.
Training: This can be defined as any organizational
planned effort to change the behaviour or attitude of
employees so as to perform to equitable standard on the
job.

1.10 BRIEF HISTORY OF THE COMPANY

THE CADBURY STORY SAYS CADBURY MD/ CEO,
BUNMI ONI
The story of the organization dates back to the 50s, as you
know in those days, companies mostly form United Kingdom
because of the colonial history, came here to source for
cocoa beans and at the same time they were prospecting
for a market of manufactured product and that led to a
small packing operation that was established in 1960 but
that grew very rapidly to a point where the factory was then
built. In effect, this factory was built and we moved into it in
January 1965, which was also when the company was
formally incorporated. So we have been on this site, and the
factory had gone through a whole lot of modernization since
then.

The company went public in 1976 when more of its shares

were sold to the public. One account of that we are an

xvii
associates of Cadbury Schweppes today because Cadbury
Schweppes is still not the majority shareholder. But let me
take you to a bit of history of the other side, if you like the
foreign part o Cadbury. The company is called Cadbury
Schweppes and Cadbury… The history of Cadbury dates
back to 1824 when a man called John Cadbury first sold
cocoa product and tea in Birmingham. One of the other
side, Schweppes is actually the name of a man, Swiss man
known as Yacob Schweppes who first sold mineral waters in
1783. Now those two companies came together in 1969, to
form Cadbury Schweppes and since then there had been
further acquisition of major brands across the world,
including 7up, pepper and many other brands. Like I said,
the merger of Cadbury and Schweppes happened in 1969
and each one came with a long history between 200 and
300years. So we have a very long heritage, the company
had grown originally and by world wide. We are third in
beverages, now beverages is basically soft drinks, but we
do not go so much into the cola segment, we do not
compete with coco-cola. The company operates in about
200 countries and we have 55,000 employees around the
world.

FITTING INTO THE GLOBAL SCENE

We are a significant member of the African- Middle East Unit
and the total company I broken into five regions. One of the
regions is called Europe- Middle East Africa. But within
Africa-Middle East, we are the biggest operation in terms of

xviii
sales. And if you’ll remember, Africa-Middle East includes
South, it means we are actually bigger than the operations
in south Africa. Today we are a contributor to technology in
the group. So we are not receiving from abroad, we
contribute technology. Some of our operations were also
designed here which we than make available to the rest of
the group as well. So we relate with the group on an equal
basis, we are not just a dumping around for technology.
OPERATIONS
We operates 24hours everyday, seven days a week and
manufacturing operations have to run like that, otherwise it
would be extremely inefficient. But all the products seen
here are manufactured locally, we are guided by a central
philosophy on the pursuit of excellence, excellence in
product, quality product, people and performance integrity
is the major part of our philosophy so that for example
when issues come on how we relate at the apart, we make
our stand very clear. It is sometimes expensive for us to
insist that we do not any understand business. I think it’s
expensive, on one occasion it costs us the whole container
of imported goods, which we had to abandon there,
because somebody wanted us to do want we do not want to
do. We like to respect one another, we like to respect the
country, and we are a good corporate citizen. We have a
mission statement, which say that we commit ourselves to
provide our customers with products that offer them real
value. And when we say that, what we mean is that for
example, we took an initiative to fortify Bourvita with

xix
vitamins and minerals, because we know that children of
Nigeria and Africa generally, have some dietary
deficiencies. So we hold ourselves responsible to be able to
stand in the gap and help to build the quality of people in
our society.

THE JOURNEY SO FAR

We have organically as well as you know taking advantages
of the opportunities in Nigeria and West Africa and we have
major export operations. But beyond figures, we are just
about business and profit, because profit is not the end of
business.

You must take profit yes, but it is profit so that you can do
more good.
Because this the way that business then makes sense, so
brings about care for the environment, the environment
mean the things that we discharge into the air, the
emission from the factories.

I believe it is about how we run ourselves to ensure that

we have effective control systems. In addition to that, we
also encourage our employee to be involved on a
volunteer basis in community initiative. So some our
employees, some of our manages volunteers to go an
detach in schools.

xx
 Some of the things we do, Tom Tom for example, as you
would have seen some zebra crossing sponsored by Tom
Tom. Again, that is part of our own community
involvement, so that our roads can be safer. We also
sponsor chess. We do a lot with children because its an
investment for us tomorrow’s leaders. We can only do
that today, so we have the Bourvita Brain match to help
them build their academics we have teachers’ award
where we recognize teachers at the national basis. And
what we do with these teachers when we recognize them
is to expose them a little, for example we send them to
South Africa for a course and we organize some
seminars, so that they can be better teachers because if
you have better teachers, then we will have better
children and we have better leaders for tomorrow. We
prepare them better for the challenges of the future. We
also recognize this magic flight, where we take groups o
children, about 50 to different places around the World,
to Paris, U.K f South Africa, Kenya etc. these are the
templates with which we manage social responsibility.
Our core business needs to be sound, if you do not good
business, you won’t be effective, you cannot support
society.

1.11 BRIEF HISTORY OF THE COMPANY

PZ (Paterson Zonchonis) was founded in the year 1879 by
George Paterson and George Zochonis in Sierra Leone. It
was later brought to Nigeria in the 1899. PZ acquired its 1 st

xxi
 soap factory in Nigeria in 1945. a manufacturing base was
established in Ghana in 1969. in 1973, PZ entered the
detergent and refrigerator markets simultaneously in
Nigeria. In 1975, PZ acquired Cussons Group Ltd. In the year
1976, soap manufacture started up in Melbourne and
Australia. PZ acquired Minerva SA, a leading Greek edible
oils and fats manufacturer in 1977. In 1983, PZ bought its
1st soap factory in Kenya. It began manufacturing at the
Pathom Thani site in Thailand in 1986.

In 1988, PZ Cussons Indonesia was established. Paterson

Zochonic Plc was renamed PZ Cussons Plc. Original sources
brand acquired. It also entered into a joint venture with
Glanbia Plc to supply evaporates milk and milk powder in
Nigeria.

Pz Cussons operates in Africa, Asia and Europe with its

strategy built on three core principles which are:
 Selected Markets
 Leading Brands
 First – Class Distribution

a. Selected Market: They operate in selected markets that

have the potential for future growth both in mature and
emerging markets. Their presence across Africa, Asia and
Europe ensures a naturally balanced portfolio of global
markets, which they continually review to ensure they
portfolio of global markets, which they continually review to

xxii
 ensure they provide the group with the best opportunities
for profitable growth.
b. Leading Brands: They develop leading brands for the
markets in which they operate. Whilst some have global
reach, the majority of their brands are sold only in local and
regional markets as they create products that are
particularly suited to local needs and tastes. Their strategy
is to grow these brands so they achieve category leading
positions in their markets and they continually review and
expand the categories in which they operate to ensure
profitable growth.
c. First Class Distribution: They operate 1st class
distribution networks that enable them to deliver their
brands quickly and efficiently to their local consumers. Their
distribution systems vary by market type, fro traditional
supply chain models in mature markets to extensive
nationwide depot networks in emerging markets.

xxiii
 CHAPTER TWO

LITERATURE REVIEW
2.1 INTRODUCTION
The strength of any organization in determining its
manpower requirements and needs is not an easy task. The
issues to be taken into consideration are business forecast,
philosophy of management, government policy, nature of
competition, growth and expansion. Other issues include
wages, raw materials cost, prices, standard of living and
employment situation. As the structure of the organization
changes, the manpower requirements must not be
forgotten. Additional manpower could be secured through
internal and external sources. Internal source could be
through promotions and transfers from within. While
external source could be by obtaining manpower from
outside. Enlightenment can turn things around to its
advantage by avoiding surplus or shortage manpower
resources by adopting a well contrived manpower resources
utilization strategy.

2.2 CONCEPTS OF MANPOWER PLANNING

Manpower planning according to Crene (1982) is the
process by which a firm ensures that it has the right number
and the right kinds of people in the right place at the right
time doing the right things or which they are economically
most useful.

xxiv
 Obisi (1996) defined manpower planning “As the undiluted
strategy for acquiring, utilizing and maintaining the human
resources of an organization. Therefore, manpower
planning is a specialist function, which should not be left in
the hands of those who cannot perform the function
adequately in the organization.

Manpower planning performs the following functions:

i. Relating human resources needs to the overall activity of
the organization or institution.
ii. Making long range estimation of institutional manpower
needs
iii. Maximizing the returns on investment in human
resources through effective manpower utilization

2.3 MANPOWER DEVELOPMENT

Manpower development according to Pattern (1982) is the
systematic improvement of managerial effectiveness which
the organization assessed by its contribution, to
organizational effectiveness. Filippo (1984), manpower
development implies planned and institutionalized
intervention which aims at helping more effectively by
acquiring broader perspective and cognitive maps, clearer
frames of reference and order of priorities, relevant
information, concepts and theories updated professional
and technical skills.

xxv
 De Bettingines (1975) describes manpower development as
a socially influenced process of change, dealing with change
of attitude and understanding to effect managerial
behaviour, job performance and operational results.

Crene (1982), suggest that manpower development should

proceed along the avenues of physical, mental and social
improvement. This would involve the manager himself, his
immediate supervisor and the company management.

It is remarking at this point that, development of the

manager therefore involves improving his knowledge [that
is, what he knows] activities (that is what he does) and
personal traits (who he is).

This is because it will enable managers to have specific

knowledge about company objectives and adopt a strategy
to understand both the internal organization and the
external environment so as to be kept abreast with events
in the dynamic business environment.

2.4 PRODUCTIVITY
The concept of productivity has remained a controversial
one perhaps because it emanates from the more
problematic and global concepts of organizational
effectiveness, efficiency, value, quality, innovation and
quality work life. Others combine unique human and
organizational effectiveness variables.

xxvi
 Ranfti (1978) defined productivity as the “Ratio of valuable
output, input that is the efficiency and effectiveness with
which resources: personnel, machine, material facilities,
capital, time are utilized to produce a value output”.

According to Propopenko (1987) productivity may be

defined as the ratio between the production of a given
commodity measured by volume and one or more of the
corresponding input factors also measured by volume.

Likert (1967) has productivity to mean an organized and

mass attack on waste of vary type in every sphere.
Productivity implies development of an attitude of the mind
and a constant urge to find better, cheaper, quicker, easier
and safer ways of doing a job, manufacturing an article and
providing services.

2.5 TRAINING
Training according to Sikula (1973) is a short term
education process utilizing a systematic and organized
procedure by which non-managerial personnel discharge
technical knowledge and skills for a particular purpose.

French et al (1972) also defined training as the systematic

development and improvement of an individual ability to
perform specific task of a job.

xxvii
While Armstrong et al (1984) defines training as the
systematic development of the knowledge, skill and attitude
required by an individual to perform adequately a given
task or job.

Generally, emphasis has been placed on training as being

systematic learning of technical and mechanical knowledge,
skill and attitude by non-managerial individuals for specific
purposes over a short term. While determining to make
training programme effective, it must be geared towards
particular goals, the programme should be designed,
conducted and implemented by competent trainers or
instructors.

Training programmes must pass through careful

investigations and analysis in its various stages right from
the assessment of the need to the evaluation. In doing this,
the three major analysis identified by Campbell (1971) must
be taken into consideration.

These are:
i. Organization Analysis: Determining where within the
organization training emphasis can and should be
placed.
ii. Operation Analysis: Determining what the content of
training should be as regards employees requirement
in performing his job or task effectively.

xxviii
 iii. Manpower Analysis: Determining the knowledge, skills
and attitudes, an employee should possess, if he is to
perform the job assigned to him in the organization.

Contrary to Sikula, who viewed training as a short term

process, Campbell (1971) asserted that training is a
continuous and on-going progress, according to him training
in the broad sense today encompasses activities ranging
from the acquisition of a single skill to the development of
complex technical knowledge, the inculcation of elaborate
administrative skill and the development of attitudes
towards intricate and controversial social issues.

It therefore means that, the expansion in the scope of

training programme can be attributed to the rapid growth
and change of technology which requires constant updating
of knowledge and skills in employees, increase in the labour
force, rapid changes in an organization activities, the
growth of labour unions and many other factors.

2.6 HISTORICAL BACKGROUND OF MANPOWER PLANNING

AND DEVELOPMENT IN NIGERIA.
The critical analysis of manpower planning in developing
countries remains an issue which calls for urgent and
continuous attention Nigeria as a developing country suffers
from quality of mind input.

xxix
Manpower planning strategies stress the importance of
quality of life, the social value system, human behavioral
patterns and the appraisals of human development which
do not attach much importance to abstract and
sophisticated numerical formulae. The issues in manpower
planning which are examined pragmatically are education,
skill-development, skill-improvement, training for self
employment, local resource generation, development of
leadership in decision making situation and the elevation of
value system in the society.

In 1946, Nigeria began her journey in manpower planning

and utilization with the ten year planning programme, which
did not meet set targets due to inherent problems. In 1954,
Nigeria embraced the Federal System of Government under
the British Rule. During this period, Nigeria was divided into
regions. Various plans were launched to put Nigeria’s
manpower planning on course. These plans were known as
the 1955 to 1960 economic development. The importance
of manpower planning was highlighted by the World Bank
economic mission which visited Nigeria in 1953 and
prepared a report which noted that “Nigeria’s economic
growth has been left largely to the efforts of the expatriate
entrepreneurs, administrators and technocrats. The time
has come to increase as speedily as possible the number of
adequately trained Nigerians able to contribute effectively
to the growth. The report suggested that urgent action
must be taken immediately to save Nigeria from chronic

xxx
manpower deficit. A lot has happened since the submission
of the report in 1960, which reviewed the search for
genuine manpower planning in Nigeria.

The National University Commission and National Manpower

Board were set up mainly to review, examine and
recommend programmes for manpower planning and
utilization.

However, manpower planning in Nigeria has been marred

by:
 Inability to undertake studies regarding employment
status by states, education distribution by sex, age
etc.
 Inability to adequately analyse manpower contents of
development projects submitted to the central
planning office.
 Absence of overall information on skills and talents
obtainable in Nigeria.
 Research on manpower planning was inadequate.

Manpower planning if properly done and given a

nourishment or stimulant would improve the quality of life,
which would in turn improve the quality of Nigerian minds.

However, unless and until the drawback at the macro level

like: falling standard of education, rising student wastage,
less enrolment in the technological and scientific courses,

xxxi
 erosion of values, government apathy, rural urban
migration are removed, no manpower planning programmes
at the micro level (organisation) can be of any significance.

2.7 THE NEEDS AND IMPORTANCE OF MANPOWER

PLANNING
Obisi (1996) writes that “Any nation that forgets or neglects
its manpower both at the national (Macro) and
organizational (micro) level does so at its own peril.
According to him, the needs and important of manpower
planning are as follows:-

Importance of manpower planning:

i. Manpower planning is necessary in tackling redundancy
ii. It helps to cost manpower in new anticipated project
iii. It guides organisation in understanding their areas of
capacity and otherwise, which they could embark
upon.
iv. It helps in determining and ensuring recruitment level
v. It helps in determining levels of training and
development

The need for manpower planning:

i. Decline in work ethnics
ii. The rise in individual demands for self fulfillment
iii. Manpower is also needed due to legislation control in
terms of lay-off, hire and fire policy etc.

xxxii
 iv. Training and retaining for present and future expected
jobs, manpower planning is necessary.
The increase in internationalization of commerce

2.8 THE PURPOSE OF MANPOWER TRAINING AND

DEVELOPMENT
The purpose or need for training and development of
manpower can be generally grouped into two categories:
They are:
i. For the organization
ii. To improve productivity and efficiency
iii. To reduce production cost, wastage and accident rates
iv. To give room for introduction of new technology
v. To develop a group of employees who are dedicated
to the organization
vi. To enhance the organization competitive ability
vii. To build a dynamic and healthy organization
viii. To provide a reservoir of competent staff available for
expansion and succession.
ix. To solve all manpower problem

B. For the individual

i. To increase performance, confidence and productivity
ii. To increase the level of motivation
iii. To provide opportunity for promotion and self-
actualization
iv. To increase the job satisfaction
v. To reduce chances of accident

xxxiii
 vi. To help in increasing the knowledge, skill and ability of
individual
vii. To improve attitudes and behaviour
viii. To improve interpersonal relationship and help to
enhance the spirit of development.

The above enumerated, individual, rather are examples of

what organization experience generally. The need of a
particular organization and the employers at any point in
time depends on the situation in which they find
themselves.

2.9 MANPOWER DEVELOPMENT MODEL

Figure I: Shows the manpower development model. It does
not reflect much difference from the training model. The
similarity indicates the complementary role which training
and development play in order to achieve the same single
purpose.

The model shown is aimed at the inter-relationship between

objectives, learning process and teaching methods.
Ultimate objectives are determined by organizational needs
and this could arise as a result of so many factor among
which are diversification to new product method, succession
planning, exposing managers to new ideas in managerial
methods.

xxxiv
The important thing that is observed through the model
according to Harwyly Shyn (1975) is that knowledge,
attitudes and skills are interrelated and they influence each
other, yet the process by which one acquires knowledge,
attitudes or skills vary greatly. Knowledge is acquired
through a cognitive intellectual process. Attitude is acquired
through a more effective, emotional process and are
acquired through practice”.

xxxv
 MANPOWER DEVELOPMENT MODEL
FIGURE 1

Learning learning process technical

method

Traditional and no
Ultimate objective
visual
Cognitive
Programmes
knowledge Intellectual
Instrument
e.g facts process Computer
conventio assistance
n
techniques
To improve Attitude e.g Effective Psycho dynamic
effectivenes action or emotion sensitivity
s tentation training
In achieving propensity
result for
cooperation
Participative e.g
incident case
Skill e.g
business game
Perception Practice
Consulting
Analysis of
project
problem
Source: Hawryly SHyn B: Management education
* A conceptual frame work in Taylor B and Lippit S.L
Management development and training hand book U.K
McGraw-Hill 1975

xxxvi
2.10 PRODUCTIVITY MODEL FOR IMPROVEMENT
The model for productivity improvement consists of six
stages, as shown in figure II. These stages are intended to
be linked consecutively, with a feedback loop from the final
stage, implementation, to the third stage, diagnosis.

This feedback provides for continuous evaluation of

improvement efforts and the identification of additional
problems. The six stages are defined and briefly described
below:

Stage 1: Awareness of Needs: This stage is of

improvement effort which brings a sense of the productivity
problems to the attention to top management. This
awareness needs is to be based on actual conditions in the
operating facility because line management often believes
that they are doing their best, and they must be made
aware of the need to do better.

Stage 2: Entry of the specialist: This stage focuses on

building an agreement between management, the
organization and the human resource development
specialist to focus on particular problems in the facility. This
understanding should result in a written agreement, if
possible, to solidify major points.

Stage 3: Diagnosis: It involves the collection and analysis

of data on those areas in the facility being data systems,

xxxvii
first hand observations, surveys and other data collection
means may also be utilized.
Stage 4: Problems: The Data should be simply analysed
and kept in as “raw” of form as possible for review by
management. This stage of the effort is critical for building
commitment among management and staff for working on
the problems.

State 5: Action Plans: Often the most difficult, because it

involves taking the leap from problem to possible solutions.
The specialist must facilitate this effort by providing
information, ideas and available resources. Creativity in the
problem solving process is essential at this point.

Stage 6: Implementation of Improvement: The

implementation of ideas and plans generated in the
problem – solving sessions requires a lot of support and
commitment by top management.

Resources must be available, including time, and on

environment of “risk taking” must exist. It is essential that
the improvements be integrated into the ongoing operation
of the facility to have any change of long – run. The
importance of this model can not be overemphasized in the
manufacturing plant because it will provide a guide for
assisting both the organization (Femstar & CO Nig. Ltd) and
human resource development specialist and line

xxxviii
management because it can be applied to productivity
improvement.

xxxix
 Figure iv Model for productivity improvement and
examples
Model Examples in text
Awareness of needs -Consciousness Raising
Programmes

Initial entry of OD Specialist -Discussion of Position Statement

Diagnosis of Situation -Interview Questions

Problems Identified - Problems Group into

Categories

Action Planning -Initial Ideas

Implement Improvement -Action Steps

Source: Eric L Herzog (1980) “Improving productivity: “Via

Organization Development” A Training and Development Journal.

2.11 REVIEW OF CURRENT LITERATURE

According to Obisi (19996) “The management of human
resources in an organization is the most crucial at this time
when our country’s economy is undergoing a recession in
an effort to chart in new course in our national economic
life. Of all the resources an organization requires, human
resources are most important. Human beings make things
happen efficiency. However, his submission can be detailed
as follows:

xl
Career Planning: It entails matching and individual skill and
aspiration with opportunities that are or may become
available in the organization. This matching requires that
career planners know the skill requirements of the various
jobs. This allows them to counsel individuals into jobs in
which they will succeed and be satisfied.

Career Management: Recently, most organization are

getting more involved with employees career. This could be
attributed to the rate at which employees leave the
establishment, limited supply of competent talents and
important aspect of human resources planning. Government
intervention heightened the interest in career management,
companies have now developed objective ways of
identifying and evaluating prospective employees for
transfer and promotions and employees development
programmes have been expanded. Job criteria is one of the
basis for recruiting and selection, emphasis has now shifted
from the quantity to the quality of talented – employees and
their concern goes beyond initial candidate selection and
processes. The philosophy of development does not stop at
management and the purpose is not simply to nominate
successor.

The real questions which should concern us are: Are we

making optimum use of the talents we have, and do we
have adequate provision for the future? Are employees

xli
 satisfied without care of their growth in terms of advancing
their career?

“Career management efforts is the planning of managerial

succession and management development.
Thus, manpower planning has been given a boost due to
the concept of career planning. People are the most
valuable resource and it emphasizes on education and
training and encouraging an individual to realize his or her
career goals, aims and aspirations, which is a source of
motivating development. Having been able to develop once
career, which can help an individual to adjust to job
pressures and inconveniences, there is no doubt that
productivity will be on the increase.

2.12 INDIVIDUAL CAREER PLANNING

In employees’ development, consideration should be given
to individual goals, interests and preferences. No
organization can said to have a hold on talented individual
that is employees. Management in some developed and
developing countries have buried themselves under the
monetary veil at the expense of human development. We
are afraid that the search for a parental management would
remain a distance dream unless and until the workforce is
nourished and revitalized.

According to Armstrong et al (1984), he states that “for

many individuals, the point of human resources planning is

xlii
 personal career development. Each individual has a
contribution to make to an organization and the challenge is
to develop each person’s talent fully and to match them
with opportunity that best fit the organization needs.

2.13 MANPOWER DEVELOPMENT AND PERSPECTIVE

PLANNING
Perspective planning, otherwise known as long-term
planning is a blueprint of development plans to be
undertaken over a period of fifteen, twenty or more years.
By nature, it is conceptual and paints a broad picture or
profile of the economy as it might look over a foreseeable
period.

Thus, a number of factors can be used to rationalize this

approach to planning. The factor of manpower
development commands itself specially more than any
other consideration. This is because of the critical position
manpower resources occupy in the development process.
Hence, this analyses the relevance of the manpower
development factor in perspective planning for
organization.

Manpower planning is no more than development planning

viewed from a particular angle namely, from the angle of
human resource, this apparently is to reflect the critical
position which manpower resources, especially high level

xliii
 manpower occupies in the developmental process. In the
consideration of perspective planning, the issue of
manpower development is a necessary factor and at the
same constitutes an area of challenge as far as plan
construction is concerned.

Therefore, the peripheral position of manpower planning (in

the medium term development plan) should shift to the
core of the perspective planning process. In this respect,
the role of manpower planning should be seen much more
than the more provision of statistical information or
collection of employment forecasting techniques. It should
feature at the initial and foundation of planning and by so
doing, give the employment objective much more
prominence than hitherto.

2.14 CRITICISM OF MANPOWER PLANNING AND

DEVELOPMENT
At this point, it will rather be absolutely unprofessional if the
criticisms of several authors are not taken into
consideration. Despite the fact that manpower planning and
development is of enormous importance to the
organizations and to the society at large, a number of
criticisms have been put forth against this concept.

Some critics have argued that, in most cases training of

manpower (personnel’s) is an expensive project to execute,
so why waste money on training when you can employee

xliv
the necessary hands from the cheap and saturated labour
market. But if the managerial techniques need to be
continuously maintained by the organization, then the issue
of manpower planning and development should not be side
tracked so that professionalism will be allowed to thrive,
thus bringing good result in the long-run. Another criticism
have it that, most of the trainees often the training leave
the organization for greener pasture. However, the idea of
training is to have enough efficient personnel’s and provide
conducive working environment for trainees to continue in
the organization. Also, it will further make the organization
involve in keeping abreast with new and modern techniques
of operations.
It was again argued that manpower planning and
development adds more responsibility to staff who have
been trained. By and large, studies have shown that
responsibilities given to staff motivate them and make them
more committed to the organization than leading to
increase in productivity.

Moreso, the critics have also said that manpower planner

can be faced with the task of providing a supply to match
an unknown demand. Again, there is the danger of
planners being myopic with the result that there is virtual
neglect of the training of the additional manpower needed
for the next planning period.

xlv
Lastly, there may not be quality manpower trainers. And
this invariably may lead to not achieving the necessary
results or objectives of such training.

xlvi
 CHAPTER THREE
3.1 RESEARCH METHODOLOGY
This chapter gives the general description of the methods
and procedure that were adopted in gathering the relevant
data and how the data generated were analyzed and
interpreted.

The collected data fro the research were gathered through

the use of well structured questionnaire and presented
using frequency and percentage. The hypotheses were
treated using appropriate tools to justify the information.

3.2 STUDY AREA

For the purpose of this research work, Lagos shall be chosen
as the study area for three main reasons, and they can be
detailed as follows:
 The Headquarter of PZ Cussons Nig Plc is located in
Lagos.
 Lagos is having the highest concentration of corporate
organizations in Nigeria.
 Lagos is having the highest concentration of corporate
organizations in Nigeria.
 The city of Lagos has a population of over seven (7)
million people as recorded in 2006 population census.

Finally, Lagos is one of the most populous cities in Africa,

which was discovered by Portuguese explorer and trader in
the 18th century and later became a British colony in 1861.

xlvii
3.3 STUDY POPULATION
The staff of PZ Cussons Nig. Plc shall serve as my study
population during this research work. The establishment is a
reputable organization with international affiliation, and
they are well known on the field of household products. The
study population shall be extracted from among the staff in
their various departments, namely, production, marketing
and human resources.

3.4 SAMPLING FRAME AND METHOD

In the course of this research work, respondents were
selected from the total population through simple random
sampling. This procedure gives opportunity to all
respondents to be selected evenly. Staffs were randomly
selected from their departments and given the
questionnaire.

In the process, few of them duly collected and filled the

questionnaire, while countable number of them allowed to
be interviewed.

3.5 SAMPLE SIZE

As a result of the geographical spread of the organization’s
employees, only seventy (70) were chosen as the sampling
for this study. This selected samples were analysed, and
conclusion were drawn relating to the whole population.

xlviii
 Random sampling means a definite method of selection
which gives each unit of the population exactly the same
chances of being included in the sample thereby reducing
any element of personality.

3.6 SOURCES OF DATA

This simply refers to the instruments and methods that can
be used when carrying out research study. For the purpose
of this research, data were gathered from both primary and
secondary source through questionnaires and personal
interview.

3.6.1 PRIMARY SOURCES OF DATA

This has to do with the collection of data directly by the
researcher through the use of questionnaire, interview etc.
This is more original and reliable as the researcher is
directly involved in this. Though it could be expensive than
using the secondary source. In this research study, the
questionnaire was used.

3.6.2 SECONDARY SOURCES OF DATA

This refers to those data that are already in existence and
accessible which the researcher can lay hands on easily.
Someone else gathered them originally for some other
purposed, usually. In other words, they have been searched,
secured, analyzed and stored.

xlix
 Data in this class are cheaper and saves time to lay hands
on, but are less reliable because we cannot be too sure of
its background and the purpose for which they were
originally gathered, and the conditions that may lead to
their limitations.
Secondary data can be obtained from both internal and
external sources which includes personal diary and records,
library, research agencies and so on.

3.7 DATA COLLECTION INSTRUMENT

3.7.1 DESCRIPTION:
The questionnaires for data collection was divided into two
(2) parts or sections.
Section A: Questions relating to the biographical data of
the respondents. The questions include organizational
status, sex, age, marital status, educational background,
years in the company.

Section B: Questions relating to manpower planning and

development were designed in such a way that it include
both dependent and independent variables.

Data collected were translated into code and percentages

to be used for analysis and to come out with the right
solution to the problem at hand. For easy data analysis, the
following variable were coded.

BIO Data (Part A)

l
Sex:
DESCRIPTION CODE
Male 1
Female 2

li
MARITAL STATUS
DESCRIPTION CODE
Married 1
Single 2
Divorced 3

Age:
DESCRIPTION CODE
Under 20 years 1
21 – 30 years 2
31 – 40 years 3
41 – 50 years 4
Above 50 years 5

Length of service
DESCRIPTION CODE
Less than 1 year 1
1 – 3 years 2
4 – 6 years 3
7 – 10 years 4
11 and above 5

lii
 EDUCATIONAL BACKGROUND
DESCRIPTION CODE
WAEC/GCE SSCE NECO 1
ND/NCE 2
HND, BSC 3
Master degree 4
Others 5

Position in the organization

DESCRIPTION CODE
Junior staff 1
Senior staff 2

Part B: Respondent responses

DESCRIPTION CODE
Strongly Agree 5
Agree 4
Undecided 3
Disagree 2
Strongly disagree 1

3.7.2 ADMINISTRATION
The questionnaires were personally administered by the
researcher to One hundred (100) staff of the organization of
PZ Cussons Plc and out of the one hundred (100)
questionnaires distributed, only seventy (70) were fully
filled and returned.

liii
3.8 VALIDITY OF DATA
Validity simply means the characteristic used to described
research which measure what it set out to measure.
Sanders et al (2000) defined validity as “the extent to which
the measurement process is free from both systematic and
random error’ the chambers Universal Learners’ Dictionary
defined validity as reasons, arguments soundly based
reasonable or acceptable.

In other word, validity refers to the degree of consistency or

systematic error in measurement in a research
investigation. There are four major methods to estimate
validity measurement. This includes: content, construct,
concurrent and predictive validity respectively. By content
validity, the opinion of the expert is sought for the
appropriateness of a measurement in the course of
investigation.

Constructive validity is an attempt to understand why a

measurement is what it is. It goes beyond how
measurement comes to be or why it is what it is. Concurrent
validity on the other hand compare the results obtain from
two different measurements of the same characteristics
about the same object that is administered at the same
time using established technique to determine the validity.

liv
 Predictive validity is how a current measurement can be
used as a basis for predicting the future occurrence of the
same variables.

3.9 METHOD OF DATA ANALYSIS

The data were analysed and the hypotheses were subjected
to ‘t’ test statistical method. And, the formular for ‘t’ test is
given as follows:

“t” = XA - XB
S.DA + S>DB
n n

Where : XA = The mean of the first group of scores

XB = The mean of the second group of scores.
S.DA = Standard deviation of the first score.
S.DB = Standard deviation of the second scores.
n = The summation of respondents

These were done at 5% level of significance and 95%

confidence interval.

Decision criteria
Reject null hypothesis, if t – test calculated value is greater
(>) than t –test Tabulated value, and accept the alternative.
If not do otherwise.

lv
 CHAPTER FOUR
DATA ANALYSIS AND DISCUSSION OF FINDINGS

4.1 INTRODUCTION
This chapter gives the details of how data collected were
organized, examined and interpreted. The description of
the statistical technique used was also discussed. The
description of the statistical technique used was also
discussed. The presentation and analysis of data according
to research questions and hypotheses were made, as well
as discussion of findings.

4.2 PRESENTATION AND ANALYSIS OF RESPONSES

Table 4.1 Sex distribution of respondents
Responses Code No of Percentage
respondents
Male 1 63 90
Female 2 7 10
Total 70 100

Table 4.1 shows the distribution of workers by sex. It

reveals that that 63 respondents representing 90% are
male staff. While 7 respondents representing 10% are
female staff. It therefore implies that there are more male
than female staff in the organization.

lvi
 Table 4.2 Marital Status of respondents
Responses Code No of Percentage
respondents
Single 1 39 53
Married 2 28 40
Divorced 3 3 5
Total 70 100

Table above shows that 39 respondents representing 55%

are single. While 28 respondents representing 40% of the
staff are married. And 3 respondents representing 5% are
divorcee. It however means that there are more single men
and women within the organization.

Table 4.3 Age distribution of respondents

Responses Code No of Percentage
respondents
Under 20 1 4 5
years
21 – 30 years 2 28 40
31 – 40 years 3 21 30
41 – 50 years 4 13 20
50 and above 5 4 5
Total 70 100

The age distribution table shows that, 4 respondents

representing 5% of the staff were below 20 years. 28
respondents representing 40% of the total staff are between

lvii
 the ages of 21 and 30, while 21 respondents representing
30% are those between the ages of 31 years and 40 years.
13 respondents representing 20% are between the ages of
41 years and 50 years. And 4 respondents representing 5%
are the staff that are above 50 years of age. This implies
that majority of the staff are between ages of 21 years and
30 years.

Table 4.4 : Distribution of respondents by length of service

Responses Code No of Percentage
respondents
Less than 1 1 1 1
year
1- 3 years 2 7 11
4 – 6 years 3 31 44
7-10 years 4 25 35
11 and above 5 6 9
Total 70 100

The table reveals that 1 respondent representing 1% is the

only staff that has not spend up to a year in the
organization. 7 respondents representing 11% are those
who have spent between 1 year to 3 years in the
organization. 31 respondents representing 44% are staff
who have spent between 4 years and 6 years. While 25
respondents representing 35% are the staff that have
stayed between 7 years to 10 years. And 6 respondents
representing 9% are staff that have worked in the

lviii
 organization for 11 years and above, this is obvious that,
majority of the staff are those who have been with the
organization between 4 years to 6 years.

Table 4.5: Qualification of respondents as at when

they joined the organization
Responses Code No of Percentage
respondents
WAEC, GCE, SSCE, NECO 1 38 42
NCE, OND 2 20 28
HND, BSC 3 15 21
MASTER DEGREE 4 5 9
OTHERS 5 - -
Total 70 100

From the table above, 30 respondents representing 42%

joined the organization with WAEC, GCE, SSCE and NECO.
20 respondents representing 28% are staff that entered the
organization with either NCE or OND. 15 respondents
representing 21% are staff who joined the organization with
either HND or BSC while 5 respondents representing 9% are
the staff who joined the organization with master degree.
And no staff joined the organization with their first school
leaving certificate. It therefore mans that, the organization
has more staff who joined the organization with their
O’Level Certificate.

lix
 Table 4.6: Distribution of position of respondents in
the organization.
Responses Code No of Percentage
respondents
Junior staff 1 51 72
Senior 2 19 28
Total 70 100

It is understood from the above table that 51 respondents

representing 72% are junior staff in the organization. While
10 respondents representing 28% are senior staff in the
organization. This means that there are more staff who are
in the position of junior staff in the organization.

4.3 DISCUSSION OF FINDINGS BASED ON RESEARCH

QUESTIONS
Question 7:
I have always participated in training courses since I
was employed.
Table 4.7:
Responses Cod No of Percentage
respondents
Strongly agree 5 36 51
Agree 4 29 42
Undecided 3 1 1
Disagree 2 2 3
Strongly disagree 1 2 2
Total 70 100

lx
 From the table above, 36 respondents representing 51%
strongly agreed with the statement that they have always
participated in training courses since they were employed.
29 respondents representing 42% of the population agreed
with the statement. 1 respondents representing 1% was
undecided about the statement And 2 respondents
representing 3%of tested population disagreed with the
above statement. While the remaining respondents
representing 3% strongly disagreed with the statement. It
can be therefore be deduced that majority of the staff
strongly agreed with the statement.

Question 8:
The training programmes achieved the purpose for
which they were intended
Table 4.8:
Responses Cod No of Percentage
respondents
Strongly agree 5 19 27
Agree 4 43 61
Undecided 3 6 8
Disagree 2 1 2
Strongly disagree 1 1 2
Total 70 100

The table above shows that out of the 70 respondents, 19

respondents representing 27% strongly agreed with the
statement that the programmes achieved the purpose for

lxi
 which they were intended. While 43 respondents
representing 61% agreed with the statement. 6 respondents
representing 8% were undecided about the Statement. Just
1 respondent representing 2% of the population disagreed
with the statement, and another 1 respondent representing
2% strongly disagreed with the above statement.
Thus the analysis shows that majority of the population
agreed with the statement.

Question 9:
The facilities used at the training centers are
satisfactory
Table 4.9:
Responses Cod No of Percentage
respondents
Strongly agree 5 14 20
Agree 4 39 55
Undecided 3 10 14
Disagree 2 4 6
Strongly disagree 1 3 5
Total 70 100

From the analysis above, 14 respondents representing 20%

of the population strongly agreed with the statement that
the facilities used at the training centers were satisfactory.
39 respondents representing 55% agreed with the
statement. While 10 respondents representing 14% were
undecided about the statement. 4 respondents representing

lxii
 6% disagree with the statement and 3 respondents
representing 5% strongly disagreed with the statement.
Analytically, it means that large number of the population
tested agreed with the statement.

Question 10:
My present skill, knowledge and ability is as a result
of the training programmes I received
Table 4.10
Responses Cod No of Percentage
respondents
Strongly agree 5 19 27
Agree 4 40 57
Undecided 3 9 12
Disagree 2 - -
Strongly disagree 1 2 4
Total 70 100

The table shows that 19 respondents representing 27%

strongly agreed with the statement that their present skill,
knowledge and ability is as a result of the training
programmes they received.

Another 40 respondents representing 57% agreed with the

statement, while 9 respondents representing 12% were
undecided about the statement. Non-disagreed with the
statement and 2 respondents representing 4% strongly
disagreed with the above statement.

lxiii
 So, it obvious that majority of the respondents agreed with
the statement.
Question 11:
Training received has an impact on my level of
productivity
Table 4.11
Responses Cod No of Percentage
respondents
Strongly agree 5 23 32
Agree 4 39 55
Undecided 3 6 9
Disagree 2 2 4
Strongly disagree 1 - -
Total 70 100

The table above, reveals that 23 respondents representing

32% of the population, strongly agreed that the training
received had an impact on their level of productivity. 39
respondents representing 55% agreed with the above
statement that the training had an impact on their level of
productivity. While 6 respondents representing 9% were
undecided about the above statement. 2 respondents
representing 4% disagreed with the statement and there
was no respondent that strongly disagreed with the
statement. Conclusively, the analysis shows that majority
of the respondents agreed with the statement.

lxiv
 Question 12:
Training received has increased by level of
productivity
Table 4.12:
Responses Cod No of Percentage
respondents
Strongly agree 5 27 38
Agree 4 31 44
Undecided 3 8 10
Disagree 2 3 6
Strongly disagree 1 1 2
Total 70 100

The analysis in the above table reveals that, 27 respondents

representing 38% of the population strongly agreed with the
statement that the training they received had increased
their level of productivity. 31 respondents representing
44% of the studied population agreed with the above
statement. While 8 respondents representing 10% were
undecided about the statement. 3 respondents representing
6% disagreed with the statement and 1 respondent
representing 2% strongly disagreed with the statement.
Thus, it means that majority of the respondents agreed that
training received had increased their level of productivity.

lxv
 Question 13:
Efficient manpower planning and development
programme can led to maximization of profit in their
organization.
Table 4.13:
Responses Cod No of Percentage
respondents
Strongly agree 5 52 74
Agree 4 16 22
Undecided 3 1 2
Disagree 2 - -
Strongly disagree 1 1 2
Total 70 100

The table above shows that 52 respondents, representing

74% of the studies population strongly agreed that efficient
manpower planning and development programme can lead
to the minimization of profit in the organization. 16 other
respondents representing 22% agreed to the above
statement. There was no respondent that disagreed with
the statement. Lastly, 1 other respondent representing 2%
strongly disagreed with the fact that efficient manpower
planning and development can led to maximization of profit
in the organization. Majority strongly agreed with the
statement.

lxvi
 Question 14:
The training needs is determined in the organization
by the management
Table 4.14:
Responses Cod No of Percentage
respondents
Strongly agree 5 14 20
Agree 4 43 61
Undecided 3 8 11
Disagree 2 4 6
Strongly disagree 1 1 2
Total 70 100

From the table above, we can deducted that 14

respondents representing 20% of the studied population
strongly agreed with the statement that the training needs
is determined in the organization by the management. 43
respondents representing 61% agreed with the statement.
While 8 respondent representing 11% of the staff were
undecided about the statement. 4 respondents
representing 6% disagreed with the above statement. And
just 1 respondent representing 2% of the studied population
strongly disagreed with the statement. It therefore means
that a large number of the respondents agreed with the
statement.

lxvii
 Question 15:
Manpower planning and development play important
role in the development of a country
Table 4.15:
Responses Cod No of Percentage
respondents
Strongly agree 5 32 45
Agree 4 35 50
Undecided 3 3 5
Disagree 2 - -
Strongly disagree 1 - -
Total 70 100

This table shows that 32 respondents representing 45% of

the population strongly agreed with the statement that,
manpower planning and development play important role in
the development+ of a country. 35 respondents
representing 50% agreed with the above statement. And
just 3 respondent representing 5% were undecided about
the above statement. While there was no respondent who
disagreed and strongly disagreed with the above statement.
Thus, majority of the respondents agreed with the
statement.

lxviii
 Question 16:
Employee’s development could be within or outside
the organization
Table 4.16:
Responses Cod No of Percentage
respondents
Strongly agree 5 8 11
Agree 4 55 78
Undecided 3 4 6
Disagree 2 2 3
Strongly disagree 1 1 2
Total 70 100

From table 4.3.16 it can be shown that 8 respondents

representing 11% of the studied population strongly agreed
that, employees development could be within or outside the
organization. While 55 respondents representing 78%
agreed with the statement. 4 respondent representing 6%
remained undecided. 2 other respondents representing 3%
disagreed with the statement. And 1 respondent
representing 2% strongly disagreed with the statement ten.
Summarily, there were more respondents who agreed that
employees development could be within or outside the
organization.

lxix
 Question 17:
Company should pay attention to employees career
Table 4.17:
Responses Cod No of Percentage
respondents
Strongly agree 5 19 27
Agree 4 40 57
Undecided 3 7 10
Disagree 2 2 3
Strongly disagree 1 2 3
Total 70 100

The data in the above table shows that, 19 respondents

representing 27% strongly agreed with the statement that
company should pay attention to employees career. 40
respondents representing 57% agreed with the statement.
7 respondents representing 10% were undecided about
what to say. 2 respondents representing 3% disagreed with
the statement another 2 respondents representing 3% of
the population strongly disagreed with the statement. It
therefore suffice to say that, majority of the respondents
agreed with the above statement that companies should
pay attention to employees career.

lxx
 Question 18:
Productivity improves with career planning
Table 4.18:
Responses Cod No of Percentage
respondents
Strongly agree 5 14 20
Agree 4 45 64
Undecided 3 72 3
Disagree 2 8 12
Strongly disagree 1 1 7
Total 70 100

This table reveals that, 14 respondents representing 20% of

the studies staff strongly agreed that productivity improves
with career planning. 45 respondents representing 64%
agreed with the statement. 2 respondents representing 3%
did not know what to say about the above statement. 8
respondents representing 12% disagreed that productivity
can not improve with carried planning.

While 1 respondent representing 1% strongly disagreed

with the above statement. Thus, majority of the
respondents agreed with the statement that productivity
improves with career planning programme.

lxxi
 Question 19:
It is important that management maintains cordial
relationship with its employees.
Table 4.19:
Responses Cod No of Percentage
respondents
Strongly agree 5 21 30
Agree 4 45 64
Undecided 3 3 5
Disagree 2 - -
Strongly disagree 1 1 1
Total 70 100

From the data in the table above, 21 respondents

representing 30% strongly agreed with the statement that,
it is important that management maintains cordial
relationship with its employees, 45 respondents
representing 64% agreed with the above statement. 3
respondents representing 5% remained undecided. And no
respondent disagreed with the statement, only 1
respondent representing 2% strongly disagreed with the
statement.
Comparatively, it is observed that majority of the
respondents agreed that management maintains cordial
relationship with its employees.

lxxii
 Question 20
High percentage of illiteracy affects organizational
manpower supply.
Table 4.20:
Responses Cod No of Percentage
respondents
Strongly agree 5 35 50
Agree 4 31 42
Undecided 3 1 2
Disagree 2 2 4
Strongly disagree 1 1 2
Total 70 100

The above table shows that, 35 respondents representing

50% of the studied population strongly agreed that high
percentage of illiteracy affects organizational manpower
supply, 31 respondents representing 44% agreed with the
above statement. Only 1 respondents representing 2%
remained without comment. While 2 respondents
representing 4% disagreed with the statement. And another
1 representing 2% strongly disagreed with the statement
Thus, this can be inferred that majority of the respondents
agrees that high percentage of illiteracy affects
organizational manpower supply.

lxxiii
4.4 DISCUSSION OF FINDINGS BASED ON RESEARCH
HYPOTHESES
TESTING OF HYPOTHESES
The statistical method that was used in testing the
hypothesis was the t test. The hypotheses were tested at
5% level of significance and the appropriate degree of
freedom. The formula for t test is give as:
“t” = XA – XB
S.DA + S.DB
n n

Where XA is the mean of the first group of scores

= XB is the mean of the second group of scores,
= S.DA is the standard deviation of the first score
= S.DB is the standard deviation of the second scores
= n is the summation of respondents

HYPOTHESIS 1
H o: There is not significant relationship between
manpower development and employee’s productivity
H i: There is significant relationship between manpower
development and employees productivity.

lxxiv
 (Using question 5 for the hypothesis)
Code XA Frequency Fx (x-x) (x-x)2
5 23 115 1.19 1.42
4 39 156 -1.19 0.04
3 6 18 -1.19 1.42
2 2 4 -2.19 4.80
1 0 0 -3.19 10.18
70 293 17.86

X = ∑fx 293
∑f 70 = 4.19

S.D. = x – x2
n -1
df = n – 1 = 70 – 1 = 69

= 17.86 = 17.86
70-1 69

S.D = 0.51

lxxv
 (Using statement 12 for the hypothesis)
Code XA Frequency Fx (x-x) (x-x)2
5 14 70 1.5 2.25
4 45 180 0.5 0.25
3 2 6 -0.5 0.25
2 8 16 -1.5 2.25
1 1 1 2.5 6.25
70 273 11.25

X = fx 273
f 70 = 3.5

S.D = (x-x)2
n–1

df = n – 1 = 70 – 1 = 69
= 17.86 = 11.25
70 – 1 69

S.D = 0.40
“t” = XA – XB
S.DA + S.DB
n n
XA XB
X 4.19 3.5
N 70 70
S.D 0.51 0.40
“t” = 4.19 – 3.5

lxxvi
0.51 + 0.40
70 70
= 0.69
0.91
70

0.69
0.114 = 6.05
1.960 = 6.05

Calculated value = 6.05

Tabulated value = 1.960

DECISION RULE
Sine the calculated value of 6.05 is greater than the table
value of 1.960 at 0.05 level of significant, 2 degree of
freedom, thus from the theory it follows that we should
accept the alternative hypothesis and reject the null
hypothesis.

Thus, in accepting the alternative hypothesis, it means that

there is a significant relationship between manpower
development and productivity

HYPOTHESIS 2

lxxvii
 H o: There is no significant relationship between manpower
development and organization profitability.
H i: There is significant relationship between manpower
development t and organizational profitability

(question 6 Was Used To Test The Hypothesis)

Code XA Frequency Fx (x-x) (x-x)2
5 27 135 0.86 0.74
4 21 124 -0.14 0.02
3 8 24 -1.14 1.30
2 3 6 -2.14 4.58
1 1 1 -3.14 9.86
70 290 16.5

X = fx 290
f 70 = 4.14

S.D = (x-x)2
n–1
df = n – 1 = 70-1=69
= 16.5 = 16-5
70 70
S.D = 0.49

(question 7 was used to test this hypothesis)

Code XA Frequency Fx (x-x) (x-x)2

lxxviii
5 52 260 0.31 0.10
4 16 64 -0.69 0.48
3 1 3 -1.69 2.86
2 0 0 -2.69 7.24
1 1 1 -3.69 13.62
70 328 24.3

X = fx 328
f 70 = 4.69

S.D = (x-x)2
n–1

df = n – 1 = 70 – 1 = 69

= 24.3 = 24.3
a. 70
S.D = 0.59

“t’ = XA - DB
S.DA + S.DB
n n

XA XB
X 4.69 4.14
N 70 70

lxxix
S.D 0.59 0.49

“t” = 4.69 – 4.14

0.59 + 0.49
70 70
= 0.55
0.008 + 0.007

0.55
0.122
= 4.51
1.960= 4.51

DECISION RULE:
Since the calculated t value of 4.51 is greater than the table
value of 1.960 at 0.05 level of significant, 2 degree of
freedom, we accept the alternative hypothesis and reject
the null hypothesis.

Hence, there is significant relationship between manpower

development and organizational profitability.

4.5 DISCUSSION OF FINDINGS

lxxx
Sequel to the result of the analysis of the responses to the
research questions, the findings shows that manpower
development has an impact on the employees productivity.
Moreso, it was also observed that, manpower development
leads to organizational profitability especially when it is
effectively and effectively and efficiently implemented by
the management of PZ Cussons Plc.

However, it will also be worthwhile if there is periodic

monitoring of the manpower development programme in PZ
Cussons Plc, so as to know whether the set goals and
objectives are being realized.

lxxxi
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 SUMMARY OF THE STUDY

The findings from the data analysis have shown that,
productivity is the ratio of output of labour efforts. Hence,
productivity is the factor in all endeavours and more
importantly in manpower development if the best is to be
achieved of corporate objective.

Although, manpower development is a function of the top-

level management, yet it should be made more or less than
of participative one. That is, involving or creating an avenue
of letting the junior staff offer their own opinion. Again,
manpower development should be an event that is
periodically carried out by the management with respect to
the present and future objectives of the organization.

Career planning programmes should not be left as the

decision of individual who wants to improve on their
educational carrier and training, but management should
endeavour as well as to introduce carrier planning
programme to their staff, which will be in the long run yield
maximum efficiency.

It was obvious also from the findings that, management

relationship with its employees should be cordial, which will

lxxxii
 in turn give the employees a good sense of belonging with
which the objective of any manpower planning programme
can be achieve. And if there is optimum utilization of
manpower resources, then, it is realistic that organization
would make or maximize profit. It was observed that high
percentage of the illiteracy affects organizational manpower
supply. Thus, it is pertinent for organizations to take into
consideration the educational qualification of any
prospective employee that wants to joint the organization.

5.2 CONCLUSION DRAWN FROM THE FINDINGS

Human resources element is the most important ingredient
which every management in all organizations should handle
with utmost concern because manpower development is a
determinant to productivity.

Though, there is an agitation that, the benefit of manpower

development have not really been commensurate with the
cost involved. Yet, management should not loose sight of
the fact that, manpower development should be seen as
indispensable resources if any organization is to achieve its
objectives in the long run.

It is obvious that many employees have rather seen

manpower planning as a means of exploiting their God
given talents and skills by the management without a
commensurate pay package, which is considered as a major
motivating factor if any employee is to be more productive.
Thus, management of PZ Cussons PLC should be able to

lxxxiii
 enlighten employees that stagnation or lack of
improvement on the part of an employees is rather a costly
mistake for a worker who wants to be made marketable in
the employment market.

Thus, the efforts of the training department should be

further encouraged for improving better manpower
development programmes.

In a nutshell, a country which is unable to develop the skill

and knowledge of its people and utilize them effectively in
the national economy will be unable to achieve anything.
This is because all other resources are passive and need to
be employed by human beings to become productive.

5.3 RECOMMENDATION BASED ON CONCLUSION

In the light of the various problems confronting the Nigeria
economy in general and organization in particular, in the
quest for manpower development the following
recommendations are suggested for the success as regards
human resources strategy, blue print policy, on training;
manpower and development must be formulated to serve
as a guide in view of the dynamic business environment.

 Manpower development must be recognized as an

integral part of over all development in the
organization.

lxxxiv
 To achieve the objective of manpower development
organization should device standard techniques of
evaluating the impact of training and development on
productivity.

 Employees training and development should be

undertaken on a continuous basis, so as to equip them
to tackle challenges that they may come from the
dynamic business environment.

 From personal interview, it was discovered that the

activities of union is heavily suppressed but the union
should be left to carry out their duties of representing
the employees and also, efforts should be made to
include union officials in training and development
programme to broaden their knowledge so as to deal
with labour management matter with more
intelligence and competence.

 Emphasis should be laid on trainers to recognized the

diversity objectives of course members and courses
should stress the importance on the individual
members meeting his or her own learning.

 PZ Cussons Plc, should lay more emphasis on

developing its human resources, for it is this factor
that organizes and implements all other resources in
productivity. In this wise, sufficient financial allocation

lxxxv
 in financing manpower planning and development
programmes should be seen as one of the priorities of
the organization in order to acquire adequate
manpower facilities and equipments to achieve this
purpose.

 Again, PZ should try to match employee remuneration

with his or her level of work as this would greatly
motivate such individual and consequently enhance
his or her productivity.

Employees should be made to understand that the

essence of career development is not just an
opportunity for one to arise to higher level of
organizational hierarchy. Hence, career planning
should be seen as a means of increasing their skilled
and knowledge and getting them prepared for future
challenges on their job.

It is essential for PZ in particular and organizations in

general to develop employees’ career for better result.
Companies should adopt the use of career pattern in
planning the development and promotion of
employees and information about career paths,
expected vacancies and position requirement is
important for realistic career development planning.

lxxxvi
Finally, it is believed that if all of the recommendations
are observed and carry out, there would be a great
deal of improvement not only on the part of
employees’ productivity but also on the improvement
of organizational and national objective.

lxxxvii
 REFERENCES
TEXT BOOKS
Armstrong , L (1984) Personnel Administration: A
& Pygors, H. Point of View and a Model.
McGraw Hill, New York.

Carwell, F.J. (1975) Human Relations Business:

Macmillan Publishing Co., Hill
New York.

Crene, Danald P. (1982) The Management of Human

Resources: Kent Publication
Co., Boston.

Filippo, Edwin (1984) Personnel Management:

McGraw Hill, New York

French, D. & Seward, H. (1972) Dictionary of Management:

Pan Books Ltd, London.

Koontz, H. and (1980) Principles of

Management:
Cyril O’ Donnel: McGraw Hill Book Co., New York.

Likert, Rensis (1967) The Human Organization:

McGraw Hill Book Co., New York.

Obisi, C (1996): Personnel Management::

Freeman Production, Ibadan
Nigeria.

lxxxviii
Pattern, T.H (1982) Manpower Planning and
Development of Human
Resources: John Wiley & Sons,
New York, 2nd Edition.

Propopenko, J. (1987) Productivity Management: A

Practical Handbook, ILO,
Geneva.

Sanders, M. Lewis, P. & Research Method for

Business Students: Prentice
Hall, London 4th Edition.

Taylor, B. and Lippit, S.L (1975) Management Development:

and Training Hand Book,
McGraw Hill U.K.

Pattern, T.H. (1982) Manpower Planning and

Development of Human
Resources: John Wiley & Sons,
New York, and Edition.

JOURNALS
Campbell, J. (1971) Personnel Training and
Development: Annual Review
of Psychology, Vol 22 pg 4

lxxxix
Herzog, Eric L. (1980) Improving Productivity:
Training and Development
Journal, Vol 15 pg – 8.

xc
 QUESTIONNAIRE
Please mark (x) in the box provided against the answer you think is
appropriate.
Part A
1. Sex:
Male ( )
Female ( )

2. Marital Status of respondents

Single ( )
Married ( )
Divorced ( )

3. Age:
Below 20 years ( )
21 – 30 years ( )
31-40 years ( )
41 – 50 years ( )
50 years above ( )

4. Distribution of respondents by length of service

Less than 1 year ( )
1 – 3 years ( )
4 – 6 years ( )
7 – 10 years ( )
11 and above ( )
5. Qualification of respondents as at when they joined the
organisation
WAEC, GCE, SSCE, NCEO ( )
NCE, OND ( )
HND, BSC ( )
MASTER DEGREE ( )

xci
 OTHERS ( )
6. Distribution of position of respondents in the organization
Junior staff ( )
Senior staff ( )

PART B
The questions in this section are intended to gather facts about
manpower development in relation to industrial productivity.
Please mark (x) whether you strongly agree, agree, undecided,
disagree and strongly disagree in the box provided.

1. I have always participated in training courses since I was

employed
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

2. The training programmes achieved the purpose for which they

were intended
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

3. The facilities used at the training centers are satisfactory

Strongly agree ( )
Agree ( )

xcii
 Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

4. My present skill, knowledge and ability is as a result of the

training programmes I received
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

5. Training received has an impact on my level of productivity

employed
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

6. Training received has increased my level of productivity

Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

xciii
7. Efficient manpower planning and development programme can
lead to maximization of profit in the organization.
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

8. The training needs is determined in the organization by

management
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )
9. Manpower planning and development play important role in the
development of a country
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

10. Employees development could be within or outside the

organisation.
Strongly agree ( )
Agree ( )
Undecided ( )

xciv
Disagree ( )
Disagree ( )
Strongly Disagree ( )

xcv
11. Company should pay attention to employee’s carried
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

12. Productivity improves with carrier planning

Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )
13. It is important that management maintains cordial relationship
with its employees
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )
14. High percentage of illiteracy affects organizational manpower
supply
Strongly agree ( )
Agree ( )
Undecided ( )
Disagree ( )
Disagree ( )
Strongly Disagree ( )

xcvi
 CHAPTER ONE

1.1 BACKGROUND TO THE STUDY

It has been discovered to be a known fact that the quality of
the human resources of an organization or a nation
invariably determines the pact of its economic and social
development. And, it has enhanced increasing attention to
be focused on the education of youths, training and
development of workers in most countries of the world-Obisi
(1996).

Hence, the quality of a company’s personnel is frequently

the single factor that determines whether the organization
is going to be successful in respect of its realizable objective
of satisfactory returns on shareholder investment.

Thus, manpower planning and development is seen as the

process that enable an organization to put the right number
and kinds of people in the right place at the right time,
doing the right things for which they are economically most
useful –Koontz et al (1980).

In other words, manpower planning and development in our

contemporary society remains an intricate issue which
every organization should handle meticulously because it
serves as the backbone of every strong, reliable and
efficient organization.

xcvii
In this dynamic environment where technological changes
are inevitable, organization must strive to meet up with
modern techniques of production which eventually require
constant training and development of staff, and more
importantly selection and recruitment of new personnel’s to
match efficient productivity in a conducive operational
environment.

Therefore, without mincing a word, the most critical

element in the productivity equation is people, that is, the
production workers, the sales force team, the maintenance
personnel, material handlers, the service employee to
mention but a few, upon which daily activities which lead to
successful output that enhance economic growth.

More so, the key to an effective productivity focused

program is the involvement of the people at all levels on the
effort to make productivity a success. Therefore, every
organization should take cognizance of the fact that
manpower planning and development are inevitable
elements in running a business successfully.

It is suffice to say that proper implementation of an

organization manpower planning and development
programme will invariably increase productivity as well as
improve profit maximization at a reduced labour cost per
unit of production.

xcviii
1.4 STATEMENT OF THE PROBLEM
It is pertinent to mention that manpower planning and
development are indispensable programmes in a reliable
organization. But, there are certain factors that impede the
proper implementation of this program, and they shall be
examined in the course of this research work.

There are situations in some organizations where employee

are badly utilized in terms of few hands that are expected to
accomplish the task of many hands and as such it leads to a
great exploitation that result to poor achievement.

Another noticeable event has to do with some organizations

that employed middle level officers to the post of higher
officers for the purpose of paying moderate salary and
fringe benefits in the name of cost minimization.

Also, many of the establishments are in the habits of giving

poor training and development for their employee after a
very long period, even some never attempt it, and as such it
leads to poor utilization of employee potentials.

There is also the problem of proper planning as regards

future manpower needs of the organization in terms of skill

xcix
 and education of the employee required for the purpose of
enhancing productivity. In all, the aforementioned problems
shall be examined in the course of this research work.
1.5 OBJECTIVES OF THE STUDY
General objective: It is one of the paramount interests of
an organization to achieve high productivity at a minimized
cost which invariably will lead to profit maximization.

Specific objectives: The study will focus on the following

specific objectives.
 To access the impact of manpower planning and
development on organization productivity and
profitability.
 To examine the contribution of manpower planning
and development on employees productivity in PZ
Cussons Plc.
 To analyse the proposed plan on employee
development in the organization
 To ascertain the manpower development of the
organization whether they are implemented in line
with management decision.

1.4 RESEARCH QUESTIONS

In the course of this study, the following questions were
considered:
 Does manpower planning and development have any
impact on employee’s productivity?
 Is there any significant relationship between manpower
development and organizational image

c
  Does manpower planning play any role in the
development of a nation.
 Is there any significant relationship between manpower
planning, development and time management?
 Does manpower planning and development lead to
specialization?

1.5 RESEARCH HYPOTHESES

The following hypotheses shall be tested during this
research work;

HYPOTHESIS ONE
Ho: There is no significant relationship between manpower
development and employees’ growth.
Hi: There is significant relationship between manpower
development and employee’s growth.

HYPOTHESIS TWO
Ho: There is no significant relationship between manpower
development and organizational profitability.
Hi: There is significance relationship between manpower
development and organizational profitability.

1.7 SIGNIFICANCE OF THE STUDY

The proposed research study is of immense benefit to
individuals, organization, society and the entire public.
To the individual, it will afford them the opportunity of
striving for personal improvement of their skills so as to

ci
 meet up with the competitive trend of demand and supply
of efficient personnel’s in the employment market.

It will also give organization the opportunity of locating

talents, because needs are anticipated and intensified
before the actual staffing.
For the fact that, the impact of individuals and organizations
that are effective and efficient are part of the larger system
– the society, it will suffice to say that, their meaningful
contributions will definitely be translated to the economic
development of the society and the entire nation as a
whole.

1.7 SCOPE OF THE STUDY

The research will cover the effectives of manpower
development on organizations growth, as well as, proffer
possible solutions to myriads of problems confronting staff
development in most of Nigerian corporate organization.

The study will only focus on the staff in their various

departments, and the research questions will be strictly
followed in order to extract useful information for the study.
Pz Cussons Plc and their numerous staff will be used for the
survey.

1.8 LIMITATION OF THE STUDY

cii
 Inadequate time frame and finance constraints did not allow
the researcher to cover extensive aspect of the study. The
approved time period for the research work was very short.

Also, some respondents displayed uncooperative attitude

especially towards the answering of questionnaire and as
such, it was really not very encouraging.

1.9 DEFINITION OF TERMS

For easy comprehensive and for the research work to make
sense and guide the reader through some terms are defined
below:
Forecasting: It is the ability of the management to predict
the needed manpower either in terms of mathematical
projection of trends in the national economy and
development in the industries or of judgmental estimates
based upon specific future plans of organization.
Manpower: This can be defined as the available stock of
personnel of a country, state or organization for the
attainment of its corporate objective.
Manpower Development: This is the continuous process
use during the promotional survival and improvement of the
personnel in an organization.
Manpower Planning: This is the concept that involves
critical analysis of supply, demand, surplus, shortages,
wastage and utilization of human resources.
Productivity: It is the ratio or proportion of output of the
commodity to the input of the factors of production.

ciii
 Role: A set of activities performed by an individual in
fulfillment of the expectation imposed by professional
standard of behaviour or employers position requirement.

Skill: It is the ability that is required which enables a person

to achieve some particular goals.
Society: This consists of all the number of people who
share a district and their ways of life is the same.
Training: This can be defined as any organizational
planned effort to change the behaviour or attitude of
employees so as to perform to equitable standard on the
job.

1.10 BRIEF HISTORY OF THE COMPANY

PZ (Paterson Zonchonis) was founded in the year 1879 by
George Paterson and George Zochonis in Sierra Leone. It
was later brought to Nigeria in the 1899. PZ acquired its 1 st
soap factory in Nigeria in 1945. a manufacturing base was
established in Ghana in 1969. in 1973, PZ entered the
detergent and refrigerator markets simultaneously in
Nigeria. In 1975, PZ acquired Cussons Group Ltd. In the year
1976, soap manufacture started up in Melbourne and
Australia. PZ acquired Minerva SA, a leading Greek edible
oils and fats manufacturer in 1977. In 1983, PZ bought its
1st soap factory in Kenya. It began manufacturing at the
Pathom Thani site in Thailand in 1986.

civ
 In 1988, PZ Cussons Indonesia was established. Paterson
Zochonic Plc was renamed PZ Cussons Plc. Original sources
brand acquired. It also entered into a joint venture with
Glanbia Plc to supply evaporates milk and milk powder in
Nigeria.

Pz Cussons operates in Africa, Asia and Europe with its

strategy built on three core principles which are:
 Selected Markets
 Leading Brands
 First – Class Distribution

a. Selected Market: They operate in selected markets that

have the potential for future growth both in mature and
emerging markets. Their presence across Africa, Asia and
Europe ensures a naturally balanced portfolio of global
markets, which they continually review to ensure they
portfolio of global markets, which they continually review to
ensure they provide the group with the best opportunities
for profitable growth.
b. Leading Brands: They develop leading brands for the
markets in which they operate. Whilst some have global
reach, the majority of their brands are sold only in local and
regional markets as they create products that are
particularly suited to local needs and tastes. Their strategy
is to grow these brands so they achieve category leading
positions in their markets and they continually review and

cv
 expand the categories in which they operate to ensure
profitable growth.
c. First Class Distribution: They operate 1st class
distribution networks that enable them to deliver their
brands quickly and efficiently to their local consumers. Their
distribution systems vary by market type, fro traditional
supply chain models in mature markets to extensive
nationwide depot networks in emerging markets.

cvi