LOCAL GOVERNMENT SERVICE COMMISSION AS AN AGENT OF

MANPOWER DEVELOPMENT (A STUDY OF PLATEAU STATE LOCAL

GOVERNMENT SERVICE COMMISSION)

BY

GROUP
PSP/SABS/PA/HNDII(E)/2015/512

A PROJECT REPORT PRESENTED TO THE DEPARTM ENT OF

PUBLIC ADMINISTRATION, SCHOOL OF ADMINISTRATION AND
BUSINESS STUDIES, PLATEAU STATE POLYTECHNIC, BARKIN LADI,
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF HIGHER NATIONAL DIPLOMA (HND)
IN PUBLIC ADMINISTRATION

MAY, 2017
 APPENDIX

NAMES OF GROUP 5 MEMBERS

S/N NAME MATRIC. No. ATT. ATT.

201 UMAR KABIR MOHAMMED 0337
202 MASOK RHODA MARAM 0339
203 UMOT MAMOT DANSHAK 0341
204 GODWIN SUNDAY 0343
205 MARTHA JOHN AWASHI 0334
206 OMALE JOY IMUBARSE 0345
207 VINCENT TITUS 0346
208 GOTANG G. PATIENCE 0348
209 DASHE M. JENNIFER 0350
210 PETER V. DUNG 0351
211 DUNG GYANG BADUNG 0352
212 PROMISE ONIOVOSA ALFRED 0354
213 LONGRET ISAAC 0355
214 DORCAS DANIEL WAKAMA 0359
215 KARBAK YILCHWAT VENTUR 0360
216 YAKUBU MUSA 0361
217 GODFREY NDAM 0362
218 SUNDAY MAGDALENE DAMWESH 0365
219 NATHANIEL MJOSIAH 0366
220 YOHANNA NANCHANG INNOCENT 0367
221 MOSES TAMBAYA 0368
222 KATE EBERE NNAJI 0370
223 LOUIS LUCAS FUANTYONG 0371
224 FWANGSHAK BURHARSHAK 0372
225 ESTHER NASH ADAMU 0374
226 MAKINDE SAMSON 0377
227 ALI JOHN 0378
228 JANG PHILIPPAM JOHN (GROUP LEADER) 0380
229 GYANG RWANG MUSA 0381
230 EZRA ARI 0382
231 DALYOP EVELYN KANGYANG 0383
232 OYEWOLE OSEKA GRACE 0122

ii
 APPROVAL

This research work has been approved by the undersigned.

Adamu Kevin Kesuwo Date
Project Supervisor

Project Coordinator Date

H.O.D. Date

iii
 DEDICATION

This research project is dedicated to God Almighty

iv
 ACKNOWLEDGM ENT

We thank God Almighty for the grace, favour, knowledge, strength and
opportunity granted us to undergo this research work.
We wish to acknowledge the immense contribution of our supervisor, Mr. Adamu

Kevin Kesuwo, for taking time to read through this work and making necessary

corrections, may God bless you.

We appreciate group members for their contribution toward the success of this

work.

v
 TABLE OF CONTENTS

Title ... ... ... ... ... ... ... ... ... ... i

Names of Group Members ... ... ... ... ... ... ii

Approval ... ... ... ... ... ... ... ... ... iii

Dedication ... ... ... ... ... ... ... ... ... iv

Acknowledgement ... ... ... ... ... ... ... ... v

Table of Content ... ... ... ... ... ... ... ... vi

Abstract ... ... ... ... ... ... ... ... ... x

Chapter One: Introduction

1.1 Background of the Study ... ... ... ... ... ... ... 1

1.2 Statement of the Problem ... ... ... ... ... ... ... 2

1.3 Research Questions ... ... ... ... ... ... ... 5

1.3.1 Research Proposition ... ... ... ... ... ... ... 5

1.4 Objectives of Study ... ... ... ... ... ... ... 6

1.5 Significance of the Study ... ... ... ... ... ... ... 6

1.6 Scope of the Study ... ... ... ... ... ... ... 7

1.7 Limitation of the Study ... ... ... ... ... ... ... 7

1.8 Research Design ... ... ... ... ... ... ... ... 8

1.8.1 Population of the Study ... ... ... ... ... ... ... 8

1.8.2 Sample Size and Sampling Technique ... ... ... ... 8

1.8.3 Data Gathering Instrument ... ... ... ... ... ... 9

vi
1.8.4 Instrument for Data Presentation and Analysis ... ... ... 9

1.9 Definition of Terms ... ... ... ... ... ... ... 9

References ... ... ... ... ... ... ... ... ... 11

Chapter Two

2.0 Literature Review ... ... ... ... ... ... ... ... 12

2.1 Introduction ... ... ... ... ... ... ... ... ... 12

2.1.1 Concept of Local Government Service Commission and Staff

Development ... ... ... ... ... ... ... ... 12

2.1.2 Versions of LGSC in America, Britain and Ghana ... ... ... 20

2.1.3 Issues of Inadequate Funding of the Local Government Service

Commission for Staff Development ... ... ... ... ... 24

2.1.4 Recruitment Needs for the Local Government and Selection of Staff

for Training ... ... ... ... ... ... ... ... ... 29

2.1.5 The Rational for Staff Development in Local Government ... 32

2.1.6 Constraints to Effective Training and Development of Staff ... 33

2.1.7 Types and Methods of Staff Development and Training ... ... 36

2.1.8 Systematic Approach to Staff Development ... ... ... ... 40

2.1.9 Evaluation of Training and Development Programmes ... ... 45

2.1.10 The Need for Effective Staff Training and Development in Local

Government ... ... ... ... ... ... ... ... 47

2.1.11 Strategies for Improving Staff /manpower Training and Development .. 48

vii
2.2 Theoretical Framework ... ... ... ... ... ... ... 54

2.3 Application of the Structural Functional Analysis Theory to the

Study ... ... ... ... ... ... ... ... ... ... 57

References ... ... ... ... ... ... ... ... ... 59

Chapter Three: Evolution of the Area Study

3.1 Introduction ... ... ... ... ... ... ... ... 62

3.2 Historical Background of Plateau State Local Government Service

Commission ... ... ... ... ... ... ... ... 62

3.3 Objectives of Plateau State Local Government Service Commission... 63

3.4 Organizational Chart of Plateau State Local Government Commission .. 64

3.5 Function of Key Organizational Units or Departments ... ... 65

3.6 Achievements and Challenges of Plateau State Local Government

Commission ... ... ... ... ... ... ... ... 66

Chapter Four:

4.0 Data Presentation and Analysis ... ... ... ... ... ... 69

4.1 Introduction ... ... ... ... ... ... ... ... 69

4.2 Presentation and Analysis of Data ... ... ... ... ... 69

4.3 Results of Findings ... ... ... ... ... ... ... 85

Chapter Five: Summary, Conclusion and Recommendations

5.1 Introduction ... ... ... ... ... ... ... ... ... 93

5.2 Summary ... ... ... ... ... ... ... ... ... 93

viii
5.3 Conclusion ... ... ... ... ... ... ... ... ... 94

5.4 Recommendations ... ... ... ... ... ... ... ... 94

5.5 Suggestions for Further Studies ... ... ... ... ... 94

Bibliography ... ... ... ... ... ... ... ... 96

Appendices ... ... ... ... ... ... ... ... ... 100

ix
 ABSTRACT

This study investigated Local Government Service Commission as an agent of

Manpower development with a particular focus on Plateau state Local
Government Service Commission from 1999 to 2009. It aimed to ascertain whether
Plateau State Local Government Service Commission implements staff
development at the Local government level and strategies for determining the
manpower development needs of Plateau State Local Government Service
Commission, among others. Data was collected through primary sources
(questionnaires, and secondary sources (textbooks, internet materials, journals,
newspaper, and government documents). The data from questionnaire which
contained twenty structured questions designed in both open and close ended style
was validated and administered accordingly. The data from the questionnaires
were subjected to statistical analysis. Results revealed that, although Plateau state
Local Government Service Commission implement staff training and development
in local government, inadequate funding of training and development programmes
and selection of staff for training not based on the recruitment needs of local
government hinder staff training and development in the local government of
Plateau state. Based on these findings, the study recommends among others,
enhanced regulatory capacity on the part of the government for effective
enforcement of staff training and development policies in local government;
increase funding of training and development programmes and adopt measures to
ensure that selection of staff for training and development is based on the
recruitment needs of local government and periodic evaluation of training and
development programmes.

x
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Local government service commission ever since the reform of local government

in 1976 has been responsible for personnel management and development in local

government across the country, however, until recently there has been a general

resistance to investment in training and development of human resources or

manpower because of the belief that employees hired under a merit system must

be presumed to be qualified, that they were already trained for their jobs, and that

if this was not so it was evident that initial selection of personnel was at fault

(Stahl, 1976). This assumption has been jettisoned as the need for manpower

training and development became obvious both in private and public sectors. Many

organization have come to recognize that staff training and development offers a

way of developing skills, enhancing productivity and quality of work and building

workers loyalty to the firm (Ezeani, 2004).

Indeed, the importance of staff development is more obvious given the growing

complexity of the work environment, the rapid change in organizations and

advancement in technology, among other things. Staff development helps to ensure

that the organizational members posses the knowledge and skills they need to

perform their jobs effectively, take on new responsibilities, and adapt to changing

conditions. However, experience shows that staff development in the Nigerian

public service particularly at Local government has not been given due attention.
1
Onah (2003), Ezeani (2004) and Orewa (1983) have observed that one of the

factors constraining effective performance of Local government in Nigeria is

inadequate training and development of staff. In an effort to address the problem of

staff training and development in the local government system in Nigeria, the

Federal Military Government in 1976 introduced some administrative reforms

which seek to improve the efficiency and effectiveness of local government

administration through viable staff/ manpower training and development.

Despite these recognitions of the importance of manpower training and

development by management experts and government as expressed in white papers

on local government Reforms in Nigeria, the experience of staff development in

the local government system has not shown that investment in human Capital is a

means of improving effectiveness of the system. The local Government Service

Commission is the supervisory institution of local government in Nigeria

responsible for staff development and training and retraining of personnel of local

government. It is therefore, the pivot on which Manpower training and

development programmes in local government revolve.

Therefore, this study intends to evaluate Local Government Service Commission

as an agent of manpower development with specific focus on Plateau State Local

Service Commission from 1999 to 2009.

1.2 Statement of the Problem

The importance of human resources in any organization cannot be

overemphasized. The ability of any organization to achieve its goals depends

2
largely on the caliber of its human resources and more importantly on how

effectively they are managed (Ezeani, 2004).

As a matter of fact, the success or failure and the effectiveness or ineffectiveness of

any organization depends largely on the quality of its staff/manpower. There is no

doubt therefore, that the efficiency or effectiveness of local government in Nigeria

cannot be understood outside the context of staff/manpower training and

development.

Effective local government administration in Nigeria has come under severe stress

times. As Onah (2003) observed, this stems from the poor investment in human

resource management in Nigerian public service, he also noted that the workforce

in Nigerian public service is generally under-tapped, under-utilized and therefore

falls short of it anticipated contributions to the realization of organizational goals.

Against this backdrop, the Public Service Review Commission (PSRC) report in

1974 emphasized the importance of staff training and development thus:

A result oriented public service will need to recruit and train specialized personnel.

The new public service will require professionals who possess the requisite skills

and knowledge. Training should be part of a comprehensive education planning

programmes of all the aspects of personnel management perhaps the most

important for us in Nigeria is training.

However, today, there is a seeming invasion of the Local Government system by

amateurs, mediocre, locusts and predators whose only knowledge of administration

is to share the monthly allocation from the federation account. Consequently

3
training and development of staff is considered with less priority and therefore

usually relegated at the background. The implication of this has been a lame duck

local government system especially in service delivery.

Indeed the problem has even been compounded with the growing complexity of

the work environment, the rapid change in organization and technological

advancement which further necessitates the need for staff training and

development. This gave rise to the institutionalization of local government service

commission by the Guidelines for 1976 local Government Reforms.

The relevance of the local Government service commission is to supervise and

coordinate staff matters especially staff training and development. This makes

most of the local government council to shift staff training and development as the

entire responsibility of the local Government Service Commission. In most states

of the federation like Plateau, State Local Government Service Commission

undertake the responsibility of staff training and development throughout the

seventeen local government areas of the state. They professionally asses their

training needs and consequently send in circulars and invite the qualified

employees for training and development.

Nevertheless, this trend has seriously impinged on staff/manpower development at

the local government system because employees are not given adequate training

despite the (1%) deduction from financial allocation from the federation account to

local government councils; investment in human resources is still inadequate. It is

against the background that the study intends to investigate on the issue of Local
4
Government Service Commission and Staff Development in local government: A

study of Plateau state Local Government Service Commission.

1.3 Research Questions

The prevailing gap in literature will be analyzed within the framework of the

following research questions:

(i) Does Plateau State Local Government Service Commission implement

staff development at the local government level?

(ii) Was the selection of staff for training based on the recruitment needs of

the local government?

(iii) What are the effects of manpower development on the job performance

of the staff of Plateau State Local Government Service Commission?

(iv) What are the problems of manpower training in Plateau State Local

Government Commission

(v) What are the solutions to the problems of manpower development in

Plateau State Local Government Commission?

1.3.1 Research Proposition

i) There is no significant relationship between local government service

commission and manpower training and development.

ii) There is significant relationship between local government service

commission and manpower training and development.

iii) Manpower training and development enhances organizational efficiency.

5
 iv) Local government service commission entrenches manpower

development.

v) Constraints/solutions to manpower development in local government

service commission.

1.4 Objectives of the Study

The broad objective of the study is to evaluate Local Government Service

Commission and Manpower development case study of Plateau State Local

Government Service Commission, and specifically to:

i) Ascertain whether Plateau State Local Government Service Commission

implements staff development at the Local government level.

ii) Strategies for determining the manpower development needs of Plateau State

Local Government Service Commission.

iii) Identify the effects of manpower development on the job performance of the

staff of Plateau State Local Government Service Commission.

iv) Identify the problems of manpower development of Plateau State Local

Government Service Commission.

v) Proffer solutions to the problems of manpower development of Plateau State

Local Government Service Commission.

1.5 Significance of the Study

The study has both theoretical and practical significance.

Theoretically the study has become imperative owing to the fact that Local

government as the third tire of government is the government closest to the people
6
and they are judged by their ability to provide efficient and timely services to the

people as such there had been observable lack luster performance among local

government councils in Plateau State since the return of democracy in 1999.Thus

this Study has been necessitated by the urgent need to build up a theoretical

framework that will serve as the basis and guide for practical and systematic

approach towards the development of staff of local government system in Nigeria.

It equally serves as a reference material for researchers on the subject matter. Thus,

the study will add up in bridging the existing gap in literature.

Practically, the study will assist in providing a necessary guide for the government

in adopting strategic human resource management to enhance staff training and

development programmes in local government system. The study provides

practical and systematic steps on staff development in local government in Nigeria

Finally, the study will spur up reactions among intellectual and practitioners for

further enquiries on staff development in local government system in Nigeria.

1.6 Scope of the Study

The study covers Local Government Commission as an agent of manpower

development with specific reference to Plateau State Local Government

Commission from 1999 to 2009.

1.7 Limitation of the Study

The study is limited to Local Government as an agent of manpower development

in Plateau State Local Government Commission.

It also limited by insufficient funds to carry out a large scale research.

7
Furthermore, the study was rushed for want of time and need to concentrate

semester examination.

1.8 Research Design

This subsection of the research deals with the ways, procedures or steps followed

in carrying out the research study.

Methodology according to Odo (1992) is the authority base for the research. The

study adopt both quantitative data, in terms of textual information form and

qualitative in terms of numerical simple percentages presented in tables which

enable us to organize the quantitative information gathered in concise and ordered

form so as to clarify the nature of the relationship between Plateau State local

Government Service Commission and Staff training and development in local

government. The following steps were taken in this research study.

1.8.1 Population of the Study

The population of the study consists of the entire staff of Plateau State Local

Government Service Commission totaling 79.

1.8.2 Sample Size and Sampling Technique

The sample size of the study consists of 79 participants making the entire

population. This comprises of 3 management 15 senior and 61 junior staff

respectively.

The researchers adopted a stratified random sampling technique and selected the

participants at random. This is considered appropriate because it provides equal

opportunities for the members of the population to be selected.

8
1.8.3 Data Gathering Instrument

Data for this study were generated from two sources namely; primary and

secondary sources. The primary source focused on first hand information generated

through questionnaire technique.

Questionnaires were produced and distributed to one hundred (100) participants to

elicit data. The questionnaires were structured to collect objective responses from

the participants while each respond was examined in relation to the respective

research problems.

More so, the study relies on secondary data generated from text books, journals

and documents of the local government on conflict management and peace

building. The study relies on secondary data in view of its merit of enhancing

reliability and validity of data.

1.8.4 Instrument for Data Presentation and Analysis

Data obtained through the administration of questionnaire are presented using

frequency tables while simple percentages analyses the data in each group of

observation with dominant responses and percentage is considered the outcome of

finding.

1.9 Definition of Terms

Manpower: Manpower referred to as human resource of an organization available

in the form of skills and attitude which as a result of education and training help to

equip such human resources with the capacity to set goals, plans, organizes and

9
executes the necessary programmes using the required resources to achieve the

desired result (Leonard, 2001).

Training: Training can be defined as a process through which the attitude, skills

and ability of an employee to perform specific jobs are increased.

Organization: Refers to a process of dividing of post and delegation authority to

each by appointing qualified candidate (staff) to be responsible for the task to be

carried out as land in plan to such organization.

Efficiency: Is the producing result with little waste of effort or competent

organized.

10
 REFERENCES

Ezeani, E. O. (2004) Local Government Administration. Zik-Chuks Printing Press,

Plateau.
Onah, F. O. (2003). Human Resource Management Plateau: Falladu Publishing
Company.
Stahl, O.G. (1976) Public Personnel Administration. New York: Harper and Row
Publishers.

11
 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

The aim of the literature review is to look at some salient literatures that have the

views, ideas, submissions, opinions and definitions by renowned authorities on the

subject matter under review. However, for clearer overview of the various

literature on the study, the focus of the literature review is on examining whether

local government Service Commission implement staff development and whether

inadequate funding hinder staff development as well as whether selection of staff

for training was based on the recruitment needs of the local government.

2.1.1 Concept of Local Government Service Commission and Staff

Development

The modern era on personnel/human resources management in local government in

Nigeria was ushered in by the guidelines on local government reform of 1976

which set out the uniform management of staff of the unified service of the local

government.

Thus, the local government service commission was charged with responsibility

for all matters patterning to appointment into the local government, for staff

development, promotions, discipline and separation from service and subsequently

training staff development by the commission strengthens the knowledge and

skills of the staff for effective and efficient service delivery at the local government

12
across the federation (see Guidelines for local government reform 1976). In this

regard, Elekwa (1980) aptly noted that:

Following the series of reforms in the local government system in Nigeria, the

Local Government Service Commission was created to retain high level of staff

which will sustain the management capacity to each local government, thus: the

Unified local government service shall be retained and coordinated by Local

Government Service Commission.

Aborisade (1986) remarked that with the reform of the system in 1976, the status

of local government was elevated to that of the third tier of government; this was

done in order to bring government to the grassroots level in the belief that

government which governs best is the one that is closest to the people. In

recognition of the spirit of the reform and in the interest of efficiency and economy

that local government service board (now commission) was created and charged

with the responsibility of staff/man power planning and development. According to

the Guidelines to 1976 local Government Reform no 35 stipulate that:

Each state, through its Local Government Service Boards should set up a combined

service for the more highly trained cadres. The precise extent of these services will

vary from state but in all cases, posts for which the normal qualification is a

National Diploma or other two years post West African school Certificate

qualification or higher should be included in the combined service. In some state, it

may be desired to extend this range downwards so that all WASC holders are

13
included so that their subsequent training and development is within the combined

service (Ukpabi, 1999).

In essence, the commission was established by 1976 Local Government reform

across the state of the federation to coordinate and supervise staff matters

especially in staff training and development. This was with a view to sustaining

capacity building and enhancing staff efficiency for greater productivity. It is

equally meant to keep the personnel abreast time and up-dating their knowledge

and skills for optional productivity Onyishi Cited in Ezeani (2004) succinctly put it

that this body has the responsibility for recruitment, selection, placement,

appraisal, promotion discipline, training and development of local government

employees. However, for ease of administration and in order to take cognizance of

local peculiarities, these functions in respect of officers of grade level 01- 06 are

carried on by the respective local government authorities. The commission is

therefore left to handle only officers on grade level 07 and above.

Meanwhile, local government service commission implement staff development

for local government councils in consonance with the scheme of service and

directives from the state government Training, workshops, and Professional

Development programmes, Monthly training on aspects of the local government

functions are organized for senior staff and replicated for junior staff of councils

every quarter.

Indeed, the role of human knowledge; skills and abilities in modern organization

has redefined the criteria by which the practice of human resources management is
14
judged. In essence, the decisions that link general management practices to the

management of people have become pivotal to the success of modern public and

private organization (McGregor, 1991). In such a transformation, the capacity of

people to bring knowledge, skills and abilities to the task of productivity becomes

a critical variable.

Meanwhile, staff development as a variant of development has been variously

conceptualized by scholars across variegated learning environment and Ideological

learning. According to Olowu and Adamolakun (2002) staff development refers to

both the training and education of an organizations staff as well as the overall

career development of each staff member. Training is generally concerned with the

acquisition of skills and education seeks to develop general ability. Whereas

Akpan (1982) noted that Training and staff development can occur

simultaneously or complimentarily but the two does not necessarily have to have

direct relation to each other, they should in fact be separately treated in concept.

He argued that training is to equip the people with the knowledge required to

qualify them for a particular position of employment or to improve their skills and

efficiency in the position he already hold. Staff development on the other hand,

implies growth and acquisition of wide experience for future strategic advantage of

the organization.

Staff development as expressed by Olowu and Ademolakun (2009) and Akpan

(1982) among others connotes that the purpose of staff development and training

include creating a pool of readily available and adequate replacements for

15
personnel in organizations by systematically increasing their knowledge and skills

on the job and exposing the staff to higher responsibilities.

Following from the above submissions by scholars Onasanya (2005) articulated

their complimentary roles thus:

While education is to systematically and continuous way of instructing a person

with a view to imparting knowledge into such a person so as to develop him

mentally, physically and spiritually in a formal and informal way.

Training becomes a form of specialized knowledge, skill and attitude which he

must possess to effectively perform in a given position.

Staff development on its own part is concerned with specific programme of action

designed to prepare and groom worker with particular education and training for

higher responsibilities.

From the above, it will be seen that without education there can be no training and

without the two, there can be no development.

Education teaches the basic knowledge needed to interact, within the community,

the individual needs that education for the training that sets him up by giving him

the specialized knowledge and skill he requires to earn a decent living, while

development allows him unfettered growth by further application of his skills,

knowledge, experience and other hidden talents possessed by individual.

However, it is worthy to note that some authors use the term training and

development as synonymous, while some view the two concepts as being

different. Jones et al (2002) believe that training primarily focused on teaching

16
organizational, members how to perform their current jobs and helping them

acquire the knowledge and skills they need to be efficient and effective performers.

Development of staff on the other hand focuses on building the knowledge and

skills of organizational members so that they will be prepared to take on new

responsibilities and challenges.

However, even though, the terms staff development and training connote different

meanings the line separating both terms is blurred.

The argument among scholars is that when training employees, invariably, you are

developing employees or vice verse. Nevertheless, there exists a subtle difference

between human resource development and human resource training. In any case,

both concepts play complementary roles in enhancing workers/ job performance

and also contributing to organizational growth. Staff developments occur through

training.

As a matter of fact, training is a major aspect of staff development where

knowledge and skills are imparted on staff to increase their efficiency and change

behavior (Mullins, 1999) argue that training is capable of producing the following

benefits:

Increase the confidence, motivation and commitment of staff;

Provides recognition; enhanced responsibility and the possibility of

increased pay and promotion.

Give feeling of personal satisfaction and achievement and broaden

opportunities for career progression; and

17
 Help to improve the availability and quality of staff.

In essence, while training may involve making an employee to perform a particular

task faster and better than before, development may involve exposing an employee

to more challenging task.

Akpan (1982) stated that staff development is the process whereby an employee is

enable to grow on the job through the acquisition of wide experience and

increasing confidence through the exercise of varied and testable responsibility so

that they can reach the top or achieved the best in his/her profession or

employment; such position will be attained through actions, study, reflection,

enterprise, experiment and initiatives. He also further explained that training on the

job apprenticeship, for example and some forms of in-service training are

examples of training being designed or intended to develop employee for greater

knowledge (knowhow) or expertise, great confidence and a higher degree of

performance.

According to Nwachukwu (1988) staff/workers developments are those activities

undertaken to expose an employee to perform additional duties and assume

positions of importance in the organizational hierarchy. On the other side, training

is an organizational effort aimed at helping employees to acquire basics skills

required for the execution of the functions for which they were hired or employed

for. Training as cited by Onah (2003) is defined as an organized and coordinated

development of knowledge, skills and attitudes needed by an individual to master a

given situation or perform a certain task within an organizational setting.

18
Obiajulu and Obiekeze (2004) also opined that after the selection process has been

completed the new employees need some form of training for them to adapt to the

organizational methods and systems.

Training for them is referred to as teaching operational or technical employees how

to do the job for which they were hired. It is any learning activity which is directed

towards the acquisition of specific knowledge and skills for the purpose of an

occupation or task.

Moreover, staff development refers to teaching managers and professionals the

skills needed for both present and future jobs.

Grifin, 1997 cited in Obiajulu and Obikeze (2004) Staff development is more

learning activity, which is directed towards future needs rather than present needs

and which is concerned more with career growth than immediate task performance.

(Cole, 127).

Consequently, analyzing the above definitions, one can say that both development

and training result in creating a change in a individual.

Thus, there is a kind of similarity between development and training because both

concepts are aimed at creating a favorable change in the individual.

However, the frontiers of development extend further to measure how effectively

the favorable change in behaviour has improved job performance.

Sequel to the above, one can easily perceive the difference between staff

development and training. As quoted by (Onah, 2003) Staff training and

19
development come under the purview of personnel functions in most organizations,

especially public organizations.

The importance of staff training and development in any organization is clear. If

we recognize the fact that the structure that sustains it depends on the individuals

that operate the structure. Staff training and development can occur simultaneously

or complementarily but the two do not necessarily have direct relations to each

other.

They should in fact be separated in concept. However staff development and

training complement each other in an organizations quest to evolve qualified

manpower. In any event, we will in this study, use the two concepts together

because they produce the same effect on the staff, which is the improvement of

work effectiveness and efficiency and most importantly growth and advancement.

On this note, the Plateau State Local Government Service Commission report of

1999 emphasized the development of staff through training and retraining of

personnel by providing seminars and workshops, while providing in-service

training for others qualified for such training.

2.1.2 Versions of Local Government Service Commission in Britain and

Ghana

1. Department for Communities and Local Government in Britain

The Department for Communities and Local Government (DCLG) is the UK

Government department for communities and local government in England. It was

established in May 2006 and is the successor to the Office of the Deputy Prime
20
Minister, established in 2001. Its headquarters is located at 2 Marsham Street,

London.

There are corresponding departments in the Scottish Government, the Welsh

Government and the Northern Ireland Executive, responsible for communities and

local government in their respective jurisdictions.

Responsibilities

The department is responsible for UK Government policy in the following areas,

mainly in England:

building regulations

community cohesion

decentralisation

fire services and community resilience

housing

local government

planning

race equality

the Thames Gateway

urban regeneration

On its creation it also assumed the community policy function of the Home Office.

Ministers have since established the Commission on Integration and Cohesion, and

the now separate Government Equalities Office.

21
Executive agencies

Planning Inspectorate

Queen Elizabeth II Conference Centre

The department also was previously responsible for two other agencies. On 18 th

July, 2011 Ordnance Survey was transferred to the Department for Business,

Innovation and Skills and on 28 February 2013 the Fire Service College was sold

to Capita.

Non-departmental public bodies

In January 2007, Ruth Kelly announced proposals to bring together the delivery

functions of the Housing Corporation, English Partnerships and parts of the

Department for Communities and Local Government to form a new unified

housing and regeneration agency, the Homes and Communities Agency. Initially

announced as Communities England, it became operational in December 2008.

This also includes the Academy for Sustainable Communities. 2008 was also the

year that the department along with the Local Government Association produced

the National Improvement and Efficiency Strategy which led to the creation of

9 Regional Improvement and Efficiency Partnerships (RIEPs) with devolved

funding of 185m to drive sector led improvement for councils.

2. Local Government Service Commission in Ghana

The Local Government Service is the newest of the public services of Ghana. It is

established by Local Government Service Act 2003 Act 656 with its objective

22
being to secure effective administration and management of local government in

the country.

Functions: The functions summarize the roles of the various structures of

the LGS to ensure participation at the local level in mobilizing and utilizing

resources to ensure development.

The functions of the Local Government Service generally are to:

provide technical assistance to MMDAs and RCCs to enable them to

effectively perform their functions

conduct organizational and job analysis for RCCs and MMDAs

conduct management audits for RCCs and MMDAs in order to improve the

overall management of the Service

design and co-ordinate management systems and processes for RCCs and

MMDAs, and

assist the RCCs and MMDAs in the performance of their functions under

Act 462, Act 480, and any other enactment, etc

Vision: A World Class Decentralized and Client Oriented Service.

Mission: To Support Local Government to deliver value for money

services through the mobilization, harmonization and utilization of quality

human capacity and material resources to promote local and national

development.

Motto: Decentralization Democracy Development

23
 Objectives:

Provide technical assistance to MMDAs to enable them effectively perform

their functions

Conduct organizational and job analysis for MMDAs and RCCs

Design and coordinate management systems and processes for MMDAs and

RCCs

Assist MMDAs and RCCs to perform their functions

The local Government Service (LGS) which includes the Office of the Head of

Local Government Service (OHLGS), MMDAs and the RCCs, has as its

governing body a LGS Council which oversees governance issues and

ensures effective functioning of the LGS.

The OHLGS was established in 2003 by Act 656. It has been established to

facilitate and give technical support to the LGS. The MMDAs will have integrated

into their structures the decentralized departments of other Ministries to make the

Governments decentralization effort become a reality (Local Government Service

Commission, 2015).

2.1.3 Issues of Inadequate Funding of the Local Government Service

Commission for Staff Development

Ikeanyibe and Joseph (2009) remarked that in addition to the local government

service commission being empowered to assume responsibility for manpower

planning, development and training of staff of local government, the commission

24
was also given the power to obtain (1%) of local government fund for the training

of all local government staff including the organization of workshops and

seminars.

Scholars like Obi (1998), Uba (1984) and Ene (1999) among others strongly

maintained that inadequate funding level is a major constraints to staff

development of local governments.

Obi (1998) identified inadequate funding level as major constraints to effective

staff development and training of local councils. He explained that this is as a

result of high rate of inflation in the country and high tuition fees in the institutions

of higher learning, adding that the 1% deduction was stipulated when the tuition

fees in universities was low and has not increased with increase in fees and training

facilities.

Ene (1999) contend that an important factor which affects the effectiveness and

efficiency of staff training and development programmes in local government

council is finance. He observed that both the staff in service programme and those

listed to participate in seminars and workshops are not adequately financed.

He further noted that those for in-service programmes have never been given any

thing money since the inception of their programmes.

In an interview with the administrative officer Plateau state local Government

Service Commission Mr. Onovo, he emphatically stated that the 1% deduction

from local government fund for training and development of staff is not enough to

25
cover the development and training of staff of the (17) seventeen local government

councils of Plateau state.

Sequel to that, Uba (1984) remarked that more often, the employees who are sent

for training programmes do not receive incentives to motivate them. He further

stated that many local governments hide under the problem of fiscal crisis to deny

their employees the benefits of training.

The expressions of scholars above tend to x ray the poor funding level of training

and development of local government staff.

The commission is suppose to use the fund to pay for the tuition fees for those in

the in-service training as well as organize seminars and workshops and give as

incentives for the participants but the fund is basically not sufficient to carter for

the training and development programme of local government staff. This

underscores the fact that inadequate funding hinders staff development of local

government staff.

Meanwhile, on a related development Okoli (1997), Bello (1991), Agalamanyi

(2007) and Aborisade (1995) among others observed that the commission has

severely been criticized for poor utilization of meager funds available on staff

development in local government.

The expression is not far from reality given the fact that most often in spite that

(1%) deduction is inadequate for staff development in local government, the

commission still fail to make judicious use of the available fund for effective staff

development.
26
Okoli (1997) remarked that the state government use to withhold money meant for

staff development. This was informed by the inability of the commission to make

judicious use of the earlier collected fund for the development of various staff of

the local government council (The Nigeria 1999). The inability of the commission

to present accurate record on how the fund was utilized indicted the commission

for poor utilization of the fund as it was the case with Plateau state during the time

of Sam Ejiofor who was the special adviser to the governor on local government

matters.

Imam (1996) Observed that sometimes, the money is not used for development and

training purposes at which they are meant for. The monies find their way into the

pocket of the officials.

Bello Imam raises the issue of corruption that is prevalent among government

officials who dont even visit the local government to identify their training needs.

Agalamanyi (2007) noted that those listed to participate in seminars and workshops

are never compensated accordingly, he therefore argued that the problem of

finance of staff training and development is not lack of it per see but

mismanagement.

On his part, Aborisade (1995) contends that people feel that the local government

service commission is found wanting in area of staff development. It is necessary

that the commission play a leading role in enthroning the principle of openness,

accountability, probity and transparency. They should behave in a manner that they

are perceived and seemed by the public as honest and capable to implement staff
27
development which in turn be seen by the people in the way local government staff

carry out their duties. It was observed that in Plateau state during the tenure of

Governor Chimaroke Nnamani and his special assistant on local government

matters Sam Ejiofor that there was a high rate of looting and plundering of the state

fund amounting to the tune of 5.4 billion Naira between 2003 to 2007 by the

government and his special assistant on local government who is under prosecution

by the EFCC (Newswatch, May 19 2008, 2012). Ogunna (1996) therefore posits

that staff development by the local government commission has been mortgaged at

the expense of the selfish interest of the officials. They have mainly concerned

themselves by enriching themselves with money meant for staff development of

the local government. Rather than engaging in effective and systematic

development of staff of local government.

Asogwa (2009) in his attempt at evaluating the local Government service

commission asserts that though the 1% percent deduction from the local

government allocation for staff development is apparently inadequate but however,

challenge the commission to strive and demonstrate responsiveness and

accountability as well as determined to carry out its functions effectively, adding

that a responsive and determined local government service commission goes extra

mile in attracting fund and persuading institutions to draw development

programmes for the local government staff.

However Okoli task the government for increase funding of the local government

service commission for staff development. This is to expose the local government
28
staff and enable them meet up with over increasing challenges of modern

government.

2.1.4 Recruitment Needs of the Local Government and Selection of Staff for

Training

Local Government Service Commission employs very wide variety of staff, from

professionals such as Medical Doctors, Nurses, Accountants, Lawyers, Engineers

and Surveyors, generalist administrators; and semi skilled workers etc.

Conventional formal education and professional criteria are specified for

appointment by the commission and observed while recruiting.

Moreover, Local Government Service Commission has staff development as key

element of human resources management because all organization need to

continually update the skills and knowledge of their staff.

However, Jones and Kembe (2002) contend that consistent with the traditional

unreformed character of the local government service there is an absence of the

comprehensive service wide staff development polices they noted that services

dated establishment approach to human resource management primarily

emphasizes control and lacks development focus therefore that training function

such as it is, is fragmented.

Okotoni (2003) observed that local government service place heavy emphasis on

internal control of all resources including human resources which involves a focus

on inputs and work activities. As such there is little concern for the results of

activities in terms of outputs/outcome. He further noted that there is an absence of

29
mechanisms for setting measurable performance targets in terms of

output/outcome.

The above expression exemplifies the observable situation in Nigeria local

government system where there is no mechanism, or current capability for

systemic analysis of work and human resource capability within the service or to

specify, monitor, measure and select staff for training and development based on

recruitment needs of local government. This coupled with corruption and poor

disposition of workers in Nigeria has made the selection of staff for training

something else.

Meanwhile, from the questionnaire distributed for local government service

commission staff, we discovered that selection of staff for training and

development was based on:

(i) Position of staff

(ii) Employees qualifications

(iii) years of service

(iv) local government origin and

(v) Quota system.

That is why Onasanya (2005, 2002) write that some undertake training and

development as if it were fringe benefit. A sort of welfare service owed to the

employees. He however, noted that under such a concept, the real value cannot be

obtained and efforts expended will amount to waste.

30
However, Jones and Kembe (2002) observed that although local government

service commission is responsible for all training and manages the central training

(budget) fund but decisions are not made on the basis of any systematic analysis of

training needs. The commission keeps training records but not in a service wide

format that could guarantee training of local government staff based on the

recruitment needs. He further stated that there are no centrally held training records

and as such, in the absence of such records and systematic job analysis it is not

possible to objectively establish where there are areas of skill shortages or

oversupply with local government service.

Scholars and professionals in human resources management are of the view that a

systematic approach to training and development will generally follow a logical

sequence of activities starting with the establishment of policy and resource to

sustain it, followed by an assessment of training needs, for which the appropriate

training is provided, and some evaluation and feedback. Agalamanyi (2008) from

the extant literature, scholars like Elekwa (1980), Aborisade (1986) Onyishi (2002)

Asogwa (2001) and Ezeani (2004) among others enunciated the legitimate

background of local government service commission as well as re-affirmed the

position and structures put in place to enable the commission implement staff

development.

Furthermore, such scholars like Olowu and Adamolakun (2009), Akpan (1982),

Onesanya (2005), Jones et al (2002) Mulinis (1999), Obiajulu and Obiekeze (2004)

and Onah (2004) among others explicated the concept of staff development and the
31
complimentary roles of education and training in staff development. However,

scholars like Obi (1998), Uba (1984), Ene (1999), Okoli (1997), Ogunna (1996),

Agalamenyi (2007), Kembe and Jones (2002) among others articulated the issues

of inadequate funding and poor utilization of fund as well as issues surrounding

whether selection of staff for training and development was based on the

recruitment needs of the local government. These scholars perceived inadequate

funding and poor utilization of the training fund as well as selection of staff for

training and development based on the qualification of staff, origin of staff, years

of service and quota system as the bane of staff development in local government

in Nigeria.

However, these contributions of scholars in respect to issues understudy are quite

captivating and contending, but none has its focus on Plateau state local

government service commission especially within the period under review (1999 -

2009).Therefore it is the gap that this study set to address.

2.1.5 The Rationale and Methods of Staff Development in Local Government

It is implicit from the preceding discussion that local government service

commission is a bye product of 1976 local government reform which empowered

the commission with the responsibilities of human resources management in local

government. In which case, staff development is a key element of human resources

management. All organizations need to continually update the skills and

knowledge of their staff. Staff development is also a key issue in organizational

reform processes. Reform initiatives almost invariably involve changes in work

32
patterns and organizational relationships which require new skills and thus create

new training needs. (Marrick and Kembe, 2002). Moreover, government activities

have grown in complexity, thus, different kinds and professional expertise are

required for various activities.

The effort in this chapter therefore, is to explicate the rationale for staff

development in local government in Nigeria and the constraints of staff training

and development; types and method involved in staff development required for

local government staff for effective development and efficient service delivery. In

this regard the systematic approach to staff training and development which

include the evaluation of training and development programs is discussed as well

as the need for effective training and development of local government staff in

Nigeria. Also strategies for improving staff training and development in the local

government system in Nigeria were identified.

2.1.6 The Rationale for Staff Development in Local Government

Prior to 1976 Local Government Reforms, local government occupied a very low

status in the country; administrative system due to the following reasons:

(i) It attracted low caliber of staff due to its rudimentary character,

(ii) The system was unviable and lack autonomy.

(iii) The system was quite corrupt:

According to Aborisade (1986) previous to the reforms staffing was done by

various local governments in consultation with the state ministry of local

government. As a result, there were cases of corrupt appointments, and lack of

33
uniformity even in the same state. He further noted that in justifying the need to

run a unified Local Government system, the Cross River state local service board

claimed that under the old regional system local government councils were under

the control of politicians who then used them as instrument of victimization,

political jobbery and their services becomes dumping ground for politicians who

would not make it elementarily. These major reasons made the then federal

military government to view the local administration as politically inconsequential

to necessitate their involvement in such an administrative process.

Meanwhile, there had been series of reforms on local government in the past but

none of these reforms formally established a functional employee training and

development scheme specifically for the local government employees.

The 1976 local government reforms was the first reform to lay emphasis on

effective grassroots participation, delivery of efficient services and the

mobilization of local human and non human resources. These goals were

predicated upon supply of high caliber employees. (Political and career officers)

hence, it precedes to give development and training of staff a prominent place

(Emezi, 1997).

Hitherto, local government lacked coordinated scheme of service for various

categories of employees. Thus, with, the 1976 Reform, the federal military

government assumed a leadership role in promoting short and long-term training

programmes for local government in the country.

34
The 1985 Dasuki Report on local government in Nigeria revealed that the absence

of scheme of service was responsible for low career progression in appropriate

posting and Utilization of talents (Nwachukwu, 1996). This led to the introduction

and adoption of uniform scheme of service for local governments throughout the

entire nation. In order to address the issue of shortage of manpower in the local

government system, the Dasuki Report of 1985 of local government, section 34,

recommended that one percent of total emolument of local governments federal

allocations should be deducted at source and devoted to staff training and

development.

The federal government designated three universities, the University of Nigeria

Nsukka, Ahmadu Bello University Zaria, and University of Ile-Ife now Obafemi

Awolowo University as National Training Centers, for training middle and upper

level management personnel.

This became effective from 1975-1979 academic year (Ademolakun, 1983). These

Universities were zoned into three broad regions known as Catchments area from

where employees were being selected for training by the Local Government

Service Commissions of each state. Olowu, (1988) and section 34 of Dasuki

Report (1985).

In keeping with the new objectives of addressing the issue of inadequate

manpower in the local governments, the three Universities selected designed

programmes to suit the various cadres in the local government (Obi, 1998) for

instance, the two year ordinary diploma programme is devoted for personnel
35
assistants and other employee between grade levels 01-06, who possess the

minimum entry requirements of the University in their catchments area. There is

the Master of Public Administration programme (MPA) designated to provide

professional education which will equip the employees of local government who

possess University degrees with the various ways to analyze local government

systems and to seek operational solution to the problems hindering their

effectiveness. It also equips candidates with sophisticated information and

decision-making techniques which target at management development. Though

many local governments often do not send their employees for MPA training as

disclosed by the Training officers for Plateau state local Government Service

commission. However, despite the efforts at training in the local government

system in most African countries, training is still sporadic and unsystematic. The

following are identified as the major constraints to effective staff training and

development in local government in Nigeria (Ezeani, Olowu, Okotoni and

Ikeanyibe)

2.1.7 Constraints to Training and Development of Staff in Local Government

In as much as evaluation and assessment of training and development programme

are very vital for the effective and efficient working of organizations, it is essential

to mention that these cannot be achieved without some impediments. From the

questionnaire distributed and the interviews of the staff of Plateau state local

government service commission some constraints were identified.

36
Some problems that fall into monitoring inefficiency category of training can go

unnoticed while they creep up in organizations.

Lambart et al (2004) According to Ikeanyibe (2009) he opined that it has been

necessary to highlight that because of some bottlenecks and bureaucracies, training

and development programmes in this country and more particularly the fact that it

exist in government and private sectors is an effect made to explain some of the

reasons for the current decline in quality of service all over the country.

On this note, some constraints have hindered the employee training and

development in the Nigeria local government system.

Obi (1998) and Ikeanyibe (2009) have identified the following constraints:

(1) Poor selection of staff for training and inadequate training need assessment:

these constitute major constraints to effective realization of the objectives of

local government employee training programmes.

As a rule of thumb, in designing and setting target for employee training

programme, the training analysts or human resource specialists should be

particularly concerned with broad goals and objectives of his/her

organization (local government) vise-a-vis the development need of the local

communities plus technological changes. The analysts should equally ensure

that there is congruence between the training objectives of the organization

and the needs and aspiration of employees. Regrettably, greater investment

is made on local government employee training programmes without paying

37
 adequate attention to some of key concepts such as manpower requirement

and inventory, succession plan, absorptive and upward monthly incentive.

(2) Inadequate funding level According to Obi (1998) another major constraint

to the effective realization of objectives of local government employee

training programme is the funding level. Nwachukwu cited in

Ikeanyibe(2009) noted that there is inadequate support from the executive in

terms of budgetary provisions and other logistics. For instance the one

percent deduction from federal allocation to local government for training

and development purposes is in-adequate owning to the higher rate of

inflation in the country we all realize that no local government or any

organization can function adequately without funds. In the same manner,

local government employee training programmes cannot succeed if they are

not adequately funded. It is usually quite frustrating for an employee

undergoing training outside his/her local government to be without money.

As stated by (Uba, 1984) more often, the employees who are sent for

training programmes by the local government do not receive incentives to

motivate them. On the other hand, many local governments hide under the

problem of fiscal crises to deny their employees the benefit of training.

(3) Lack of opportunity to implement the newly acquired skills-In this

constraints (Obi, 1998) noted that young and ambitious trained employee

want visibility and exposure opportunity to show high level expertise in

order to exhibit their newly acquired skills.

38
 Similarly, some older superior officers who feel that their positions are being

threatened by the presence of young trained employees often times block

their opportunities to implement such skills.

(4) Organizational ignorance/personal insensitivity: few local governments do

not fill up their training quota because the management staffs see training as

an avenue to waste the meager local government revenue. They believe that

such monies could be better used in awarding contracts. They fail to realize

that no amount invested in development of employees would be regarded as

waste, especially if proper need assessment is carried out before embarking

on such training programmes, still some local government decision makers

know the relevance of employee training but purposely neglect it due to

personal insensitivity towards employee training programmes.

(5) Outright Neglect of Appropriate Measure for Training Employees:- some

local government waste money on seminars organized by private

agents/bodies rather than invest such monies on formal employee training

programmes. They fail to realize that seminars conferences and workshops

are mainly for management cadres, and for introducing new products and

changes.

(6) Son of the soil syndrome:- This is local politics that goes on within the

organization among the indigenes of the local government and so called

non indigenes An employee may be sent to training by the local

government because his services are required by the organization. But

39
 sometimes, this same employee may be transferred out of the local

government because of petty rumour-peddling by the so-called indigenes of

the local government, and simply because the employees in question does

not come from the local government, in question sometimes, the employee

is posted to a local government that does not require his newly acquired

skills. The individual is therefore left to float.

(7) Training seen as an avenue to make money by those in charge;- some of the

human resource managers see selection of employees for training as an

avenue to makes easy money. They receive bribe from the staff in order to

recommend them for training. In other words, selection of trainees are not

determined deficiency but by favoritism as training is usually perceived as

avenue to make extra allowances, hence cronies are granted the opportunity.

In all, training is usually theoretical with little or no adoption to suit specific

organization or even employees needs (Ikeanyibe, 2009).

2.1.8 Types and Method of Staff Development and Training in the Local

Government System

There are various Types and methods which can be used to effect training and

development of staff. The particular method used depend on time, cost, effort,

instructors preferences, number of trainees, depth of knowledge required,

background of the trainees and many other factors (Nwachukwu, 1988).

1. On-the-job Development: This method involves development of staff while

they are performing their assigned tasks. The trainee learns and at the same
40
 time contributes to the aims of the organization. This can take form of job

rotation, acting appointment or temporary cover for an absent superior,

appointment as special assistant for a specific period and on special

projects.(Onasanya, 2005). Also on the job development method minimizes

the problem of transfer of learning associated with other method of

development.

However, on the job development includes:

i. Job Rotation: means the transfer of employees from one job to another,

at the same level, within the same department, company or group of

companies. It aims at improving a managers understanding of the jobs

other than his own and equips him with specific skills and knowledge and

wide experience which he requires for his promotion into higher

responsibilities. It also helps the individuals to better understand the

objectives, policies and organization of the enterprise.

In order to achieve better results from job rotation, the employee must be

given sufficient authority to carry out the responsibility of his temporary

job and the period of stay on the job should be long enough to enable the

trainee understand the rudiments of the job and meet a set targets. It has

been discovered that too short periods are not satisfactorily as they do not

enable the trainees to have a sense of responsibility and accountability for

the outcome of decision taken.

41
ii. Internship: this method is combined with related classroom Instruction

though it is not always used in the local government.

iii. Apprenticeship: the trainee is trained under the guidance of a highly

skilled worker. This method of training is particularly useful when

extensive practice or technical knowledge is required to perform a job. It

involves workshops practice and classroom lectures. According to Ezeani

(2005) apprenticeship programmes are available in a number of crafts

such as machinery, electrical works, welding, carpentry etc.

iv. Committee membership: when an organization set up a committee to

look into problems relating to the management of organization/company:

members of the committee may not be necessarily be dealing with the

problem at hand in their daily jobs. They would examine the problems,

analyze them and take decisions which would be passed as

recommendations to top management. It is a good method of developing

management skills and training subordinates for higher responsibilities.

v. Induction Training: This often consists of a short course or programme

of items aimed at assisting new recruits to adjust to the organization and

to provide them with background information.

Typical courses include talks and films about the organization structure

and facilities, and the provision of literature containing regulations and

useful information (Ezeani, 2005)

42
vi. Lectures, conferences and talk s: According to Ezeani (2005) these are

among the most common methods of transmitting information on

training. They provide ample opportunity for trainees to interact and

share experiences with their counterparts, both within and from other

organizations.

2. Ofthejob Development Method: This will enable the staff to attend

sandwich courses conferences workshops, seminars, and day release courses

leading to acquisition of an educational qualification or professional

qualification, if possible. Onah (2003) and Nwachukwu (1998) all believed

that off-the-job training takes place outside the work place but attempt to

stimulate actual working conditions. They also include:

i. Special Courses: This is classified by some as education rather than

training. Included in this category are OND and ADP programmes being

offered in some designated institutions such as the University of Jos,

Ahmadu Bello University, Zaria and Platau State Polytechnic, Barkin

Ladi, for training of local government officials.

It is important to state that these special courses cannot be dismissed

simply as general education since they can be directly related to the

affected employees particular Job (Ezeani 2005)

ii. Vestibule Training: The employee is trained on the actual equipment

and in realistic job setting but in a room different from the one in which

43
 he will be working. The objective is to avoid the job pressures that might

interfere with the learning process.

iii. Role Playing: This is a technique of training where the trainee plays the

part of certain character or acts in event. He is taught to do a job or make

decisions the way he thinks his trainee could have made it (Nwachukwu,

1988)

3. Self Development: This could take the form of private study, acquiring

membership of a professional body e.g. I.C.A.N, I.P.M. etc and planned

reading

Self development is the best method of development, because a person can set a

target for himself and through reading management books and periodical can

develop him in area of supervision, administration and general management

techniques. Also employees can enroll into part time course which they undertake

at their own leisure time. However, any of the method adopted by the commission

for training and development of staff will depend on the training and development

needs of the local government and the individual staff that is to under goes such

training.

However, Local Government Service Commission can be able to achieve its

objectives through application of any of these which include measurement of

employees performance or achievement potentials in employees; provision of

training and development programmes that will give the employee the needed

experience in his career; provision of appropriate and suitable job to fully utilize
44
the capabilities of the employee throughout his careers and adequately reward the

employee through good compensation packages. On that note systematic approach

to training is imperative in local government in Nigeria.

2.1.9 Systematic Approach to Staff Development

Having adopted any of these methods the commission must follow the systematic

approach. This is a more superior approach as far as individual training is

concerned. This model acknowledges that there are certain situations which require

training to be carried out such as induction, promotion, new products or technology

changes in legislation, absenteeism, high turnover, rising cost etc (Ezeani, 2005).

The approach to the types of employees training best suited to a specific

organization depend upon a number of factors such as skills called for in the job to

be filled, qualifications of candidates applying for the jobs and the kinds of

operating problems confronted by the organizations. Pigors and Meyers (1985)

cited in Ezeani (2005). They further noted that although it is important that training

programme be developed to meet specific needs, the personnel administrator or

training director should be familiar with the whole range of training as practiced in

other firms and organizations in order to be able to advise managers on training

methods best suited to their needs.

In whatever way it is observed that workers training and development to a large

extent contribute to effective use of organizations resources if it is systematic

conducted. A systematic approach to training involves sequential organization of

training to yield, desired results. Lassem (1980) maintained that systematic

45
approach to training should pass through some major phases which include

assessment, training and development and evaluation.

In the view of Armstrong (1984) Since training is the systematic development of

the knowledge, skills and attitudes required by an individual to perform

adequately, a given task or job, therefore systematic approach to training involves

improving the kind of training which is specially designed to meet defined needs.

It is planned and provided by people who know how to train.

However, he further explains that training programmes can all too easily be

irrelevant and it is easy to fall into the trap of training for training sake. It is

necessary to adopt a systematic approach which need not be elaborate or costly and

which involves, defining training needs, deciding what of training is required to

satisfy these needs using experienced trainers to plan and implement training,

following up an evaluation to ensure that it is effective.

Training involves learning that things in various kinds and in various situations.

Learning may be something that trainee wants to do for himself, it may be

necessary to provide it for him. If training is provided, the individual may need to

be given an incentive to be motivated to learn and apply his learning, even if not

incentive is required. If the trainee is self motivated, it may still be necessary to

provide the guidance and training facilities, which will help, channel the

enthusiasm towards a worthwhile end.

In his own contribution, the Head Personnel/Human Resource Department of

Plateau State Local Government Service Commission emphasized that training is,
46
or at least can seem to be a complex process and the techniques used can vary from

almost indefinitely according to the situation. Therefore there are certain

fundamental concepts and principles upon which all training should be based. In

other words, systematic approach to training and development should involve the

identification and analysis of training needs, which means that all training must be

directed towards the satisfaction of needs for organizations as a whole for specific

functions or groups of employees, of for individuals.

As a matter of fact, there should be a definition of objective, which implies that

training must aim to achieve measurable goals expressed in terms of improvements

or changes expected in cooperate, functional departmental, or individual

performance. This can be better achieved through the evaluation of training and

development programmes.

2.1.10 Evaluation of Training and Development Program me

Having chosen and implemented the appropriate technique/method of training or

development for a particular organization, another important aspect is the

evaluation of development effort to make sure it has attained its goals. A useful

definition of evaluation according professor Ukpabi, the then Chairman of Plateau

State Local Government Service Commission is the assessment of the total value

of the development programme as well as the training system and methods in terms

of finance it measure the overall cost benefits of the course or programme and not

just achievement of its laid down objectives with referenced to the above view,

evaluation is necessary for a number of reasons:

47
 (1) It enables the effectiveness of an investment in development of staff to be

appraised

(2) It provides feedback about development and training methods used and so

can aid learning during the programme

(3) It indicates the extent to which objectives have been met.

(4) The results of the evaluation can be used to improve subsequent

programmes; and

(5) It provides data, which can justify expenditure on training, a very

significant factors as organizations become more conscious of training and

development costs.

According to Mullins (1996) the question of who and who should be involved in

evaluation of development and training programmes should be noted that the main

parties in evaluation are or should be the trainee, the manager the work group, the

trainer, the organization and possible the relevant development and training boards:

Therefore, the main task of the trainer as an evaluator is to test the training

effectiveness or to validate his professional claim that selected development and

training method have brought about the desired result. This statement emphasized

that training is vital and should be evaluated from time to time.

2.1.11 The Need for Effective Staff Training and Development in Local

Government Service Commission

Changes are not secured merely by creating new structures. But changes are

created by human beings, not any type of human beings, but human beings who
48
possess the right orientation, attitudes, and values required for such changes. The

orientations and values can be acquired through training. This therefore stresses the

need for training of all categories of the local government staff in form of short and

long term courses, seminars and workshops. Ogunna (1980) Local government all

over the world is an instrument of national development; therefore, the central

objective of any modern local government is community development. Ogunna

(1980) and so for local government to be effective there is need for adequate

training and development of the human resources.

Donnelly (1992) stated that training and development programmes include

numerous activities that inform employees policies and procedures, educate them

in job skills and develop them for future advancement.

Meanwhile, the guidelines for local government Reforms of 1976 stated that the

aims and functions of local government is as follows:

b) To make appropriate services and development activities responsive

to local wishes and initiatives by development or delegating them to

local representative bodies;

c) To facilitate the exercise of democratic self government close to the

local level of our society and to encourage initiative and leadership

potentials;

d) To mobilize human and material resources through the involvement of

members of the public in their development;

49
 e) To provide a two way channel of communication between local

communities and government state and federal.

f) Local government bodies are created by and derive their powers from

state government (i.e. they are derivative and not sovereign) but they

spring from the local communities of which they should be

representatives;

g) They are considerably nearer to the majority of citizens than state

governments, and federal government.

Moreover, in general, the functions which local government bodies should perform

should be those:

(i) Which required detailed local knowledge for efficient performance;

(ii) In which success depends on community responsiveness and

participations;

(iii) Which are of personal nature, requiring provision close to where the

individuals affected live and in which significant use of discussion or

understanding of individuals is needed.

Aborisade (1995) noted, considering the aims, objectives and functions as detailed

in 1976 guidelines for local government Reform, one is made to understand that

local government have diversified functions which makes the development of

manpower at various levels imperative. The local government service commission

serves as the regulating value on employee training and development. Onah (2003)

believes that to improve the manpower development in local government, there

50
should be a systematic survey and analysis of training needs. Ezeani (2004) on his

own part writes that the roles of local government can only be accomplished if it

has a crop up of well trained human resources. This he maintained that carefully

planned but flexible training programme is vital if the local government workforce

is to be willing and able to achieve the goals set for the organization. The

expectation is the training and retraining of local government staff of all categories

through regular and ad-hock short-and long term, in-service and on the job courses.

In recognition of the important role of training in an organization Okotoni and

Erero (2003) suggested that effectiveness of training and development in Nigeria

public service can improve by the use of institutions entrusted with the

responsibilities of manpower training and development. Such institutions include

the industrial training fund, Administrative Staff College in Nigeria (ASCON),

Centre for Management Development (CMD) National Centre for Economic

Management and Administration (NCEMA), among others.

2.1.12 Strategies for Improving Manpower Training and Development in the

Local Government Service Commission

Manpower development does not occur in vacuum, it is achieved by organizational

management. In improving staff training and development, in Nigerian local

government system, Abonyi (2007) stated that the following can serve as strategies

in improving training needs:

These strategies include:

51
(i) Recruitment and Selection: This strategy aims at recruiting and

selecting prospective, interested and qualified manpower. Abah (2002)

write that recruitment is a thorough-going process of seeking, evaluating,

obtaining commitment from, placing and orienting new employees to fill

positions for successful conduct of administration and achieving set

objectives. Selection simply means choosing the most suitable and most

qualified from vast array of candidates. Ideally, recruitment and selection

can improve staff training and development by ensuring that those who

seek employment at the local government are potentially willing to work.

This mechanism according to Abonyi (2007) would eliminate the

employment of mediocre in the local government services.

(ii) Motivating the Workers: According to Onah (2002) is anything

inducing the worker to increase his job abilities and productivity.

Training and development of local government employees is a means of

improving or achieving staff motivation.

This strategy should involve creating and sustaining such working

conditions in which the employees can give their best.

Motivation according to Eluwa (1998) tends to satisfy both the physical,

economic and psychological needs of workers in the work environment.

Human beings as he described are unpredictable because their moods are

changeable in accordance with their needs and desired just as the

employees have certain wants that organization is expected to supply, the

52
 organization has certain types of behaviour that it wishes to elicit from

the employees. A major task of personnel managers in the local

government is therefore, to elicit this behaviour at which often requires

an employee to perform at high levels. Abonyi (2007) believed that

motivation of local government employees can improve the service

delivery and effectiveness of local government administration. He further

stressed that lack of motivation of employees of local governments is the

cause of poor performance of local government employees in service

delivery.

(iii) Developing Periodic Promotion Interview :According to Abonyi

(2007) when a local government staff has stayed on a particular post and

grade level over a period of time, a promotion interview is conducted for

him or her in order for the worker to move up the ladder, such interviews

are aimed at evaluating job performance and grasps of the functions of

his office, the interviewer must ask the right questions and know what to

look out for. The interviewer must not be overwhelmed by the interview.

This periodic interview is Motivational in nature and is an assurance to

the worker that if he/her performs well, he would be promoted.

(iv) Strengthening Staff Discipline: Staff discipline is also an aspect of staff

development and should be pursued vigorously. Discipline simply

implies the process of bringing the worker under control and obedience

to local government rules and regulations. There must be discipline in the

53
 council for effective administration. In the work situation, there is often

an attempt to modify a workers conduct so that it more closely accords

with goals and requirements. Disciplinary measures are always problem

solving and no punitive.

2.2 Theoretical Framework

This serves as a cause effect logical explanation and prediction of its subsequent

development (Obasi, 2005). Thus, it forms the nexus between the intricate parts of

a phenomenon under study and its environment whether known or unknown but

however, in the unfolding process.

The study taking a leaf from the above postulations adopts Structural Functional

Analysis as the theoretical framework.

Structural functional Analysis is a very effective among many other means for the

study and understanding of social systems and other related phenomena

embodying but more than the sum total of Structuralism and Functionalism

(Obasi, 2005). It not only provokes dialectical thinking on the subject matter but

enhances understanding of human relations from the interplay of structure of an

organization and the relation to the functions of the organizations.

However, the emphasis on advocating and favoring stability even when it is

overtaking by change and dynamism is sometimes criticized as descriptive and

conservative and as such devoid of scientific analysis (Okolie, 2004, 2003;

Asogwa, 1999 and Igwe, 2005).

54
The origin of modern structural functionalism can be traced to Herbert Spencer

(1874 96); Almond (1966); Persons (1937, 1961); Merton (1957); Davis (1959)

Evens-Pritchard (1940); Mayer (1945) etc. As it were this theory was popularized

by American Sociologists, Talcott (1910) as well as anthropologists Radcliffe-

Brown (188-1955) and Bronislain (1884-1942).

However, the theory was first experimented in the biological and mechanical

sciences as part of system analysis. It was adopted as a mode of analysis in

sociology and Anthropology and it was letter developed for political analysis by

Gabriel Almond (Harabembe and Heald, 1980).

Their central thesis remains that structural functional analysis essentially consists

in viewing society as a system made up of a certain arrangement of parts

(structures) which behave (function) in a coordinated and interdependent manner

to achieve the objectives intended for them by society, these being the only means,

by which equilibrium and peace can be maintained within it. According to

Almond, the function of any social system may also be viewed in terms of

capabilities, which is the way it performs as a unit in its environment. The concepts

of regulative, extractive, distributive and responsive capacities are employed as

criteria to assess how a system is performing within its environments; how it is

shaping its environment and how it is being shaped by the environment as well.

Merton observed the functions as these consequences which make for the

adaptation or adjustment of a given system.

55
Deriving from this theory SP Varma writes that structural functional analysis

revolves around two main concepts namely, the functions and structures, on the

basis of which Vamer raised three basic questions (1) what basic functions are

fulfilled in any given social system? (2) By what structures? And (3) under what

conditions? He stresses that while functions deal with the consequences (i.e.

involving objectives as well as processes) of patterns of actions, structure refers to

the arrangement within the system which performs the functions. Here Local

Government Service Commission when created by the federal military government

was charged with the responsibility of staff development. Accordingly, the federal

military government in 1978 selected three universities the University of Nigeria,

Nsukka; Obafemi Awolowo University, Ile-Ife, and Ahmedu Bello University,

Zaria, to train local government personnel throughout the country.

In recognition of the importance of the staff training and development, the Dasuki

Report of 1985 of Local Government, section 34, recommended that one percent of

total emolument of local governments federal allocations should be deducted at

source and devoted to staff training and development. However, (Ezeani, 2004)

contend that despite efforts at staff training in the local government system in most

African countries, training is still sporadic and unsystematic.

In summary structural functional analysis explains the function of staff

development by Local Government Service Commission in the context of the

interrelationships and laws revealed by its structure: In other words it is just an

56
attempt to examine the purposes served by the commission in the context of the

interrelationships and laws revealed by its structure

2.3 Application of the Structural Functional Analysis Theory to the Study

The structural functional analysis theory has so many significant justifications to

the problem under study. It is useful in explaining and understanding various

structures of formal organizations and their functions. This explains why the

federal government in the 1976 local government reforms established the Local

Government Service Commission to take charge of the personnel management in

local government across the country and subsequently make staff development a

key issue of personnel management. This is because the effective local government

administration was predicated on the supply of high caliber manpower and

continuous development of this manpower by the commission. Therefore, in order

to explicate the variables that form the basis of this study, one need to state then

that the reason of establishing the state local government service commission is to

ensure effective development of staff in local governments.

Structure functional analysis as a broad perspective in the social sciences which

address social structure in terms of the function of its constituent element (i.e.

norms, customs traditions and institutions) when applied to the study, will assist

the study to analyze and establish whether or not Plateau State Local Government

Commission (structure) has been able to undertake staff development effectively in

local government; whether inadequate funding hinder staff development and

whether selection of staff for training and development was based on the
57
recruitment needs of local government. Hence, Holt (1967) write that a complete

description of a social system would include, therefore, a treatment of the social

structures, and various functions of these structures, and of social processes and

mechanisms that must be in operation if this structure are to satisfy certain

functions.

It is Holt view that structural functional analysis is a distinguishable approach

primarily because of the selective aspects of social reality that seeks to describe

largely in terms of structure, processes, mechanism and functions. These four

concepts are of particular importance in the law they are developed. (Holt 967)

Government objectives in establishment of local government service commission

cannot be achieved if events and/or changes in structure are not harnessed and

closely monitored to see that it function toward the designed need.

58
 REFERENCES

Abah, N. (2003) Public Personnel Management. John Jacob, Publishers.

Abonyi, N. N. (2007) System of Manpower Development for Efficient Local
Government Administration in Nigeria. International journal of studies in
the Humanities, 4,2007. P.120-133.
Aborisade, O. (1986) Readings In Nigeria Local Government. Obafemi Awolowo
University Press Ile-Ife.
Adamolekun, L. (1983) Public Administration in Nigeria; a Comparative
Perspective. London Longmans.
Agalamanyi, C. (2007) Human Resource Development for Enhanced National
Security in Nigeria: A Reflection on the Niger Delta Issue. Journal of
International Politics and Development Studies. 4, (1 & 2) 2008.
Akpan, U.N. (1982) Public Administration in Nigerian. Longman Nigeria Ltd.
Armstrong, M. (1984) A Handbook of Personnel Management. Boston. London:
Billing and Sons Ltd.
Asogwa, J. (2001) Governor Chimaroke Nnamani Challenges of Power: Local
Government Affairs Plateau State; Civil Service Reforms. Finc Publishers.
Cole, G. A. (2000) Personnel Management; Theory and Practice, Fourth Edition
Cole, G.A. (1997) Personnel Management: Theory and Practice London, East
Wilts Education.
Dasuki Report (1984). Report of the Federal Republic of Nigeria
Donnelly, J.H. (1992) Fundamentals of Management. Boston. Richard D. Irwin
Inc.
Elekwa, (1980) The Dynamics of Modern Government. McGraw
Hill:KagekusheLtd.
Ezeani, E. O. (2004) Local Government Administration. Zik-Chuks Printing Press,
Plateau.

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Ezeani, E.O (2005) Fundamentals of Public Administration. ziks-Chuks
Publishers; Plateau
Federal Republic of Nigeria. Approved Scheme Service for Local Government
Employee in Nigeria. Third Revised Edition (1999) and 2006
Guidelines for Local Governmental Reform (1976) Printed by Government Printer,
Kaduna.
Holt, T. R (1967) A Proposed Structure Functional frame work. in J.C Cherles
worth (ed) Contemporary Political Analysis. New York: free press; Collier-
Macmillan Ltd.
Ikeanyibe, M.O and Imhanlahimi, E.J (2009) A Review of Nigeria Governments
Regulatory Efforts to Enhance Local Government Autonomy in journal of
political Economy. vol. 3 No 182.
Ikeanyibe, O. M (2009) Principles and Practices of Public Personnel
Administration: A Nigeria Perspective. Perfect Image Publishers.
Jones, G. R. and George; J. M. and Hill, C. N. L. (2002) Contemporary
Management. New York: Irwin and McGraw Hills.
Lassem, R (1980) Global Management Principles. United Kingdom: Prentice Hall
Publishers.
Local Government Service Commission (2015). History of Local Government
Service Commission in Ghana http://lgs.gov.gh/index.php/about-us/
Marrick, J. and Kembe, M. (2002) Assessment of Human Resources in Benue
State Government
McGregor, E. B. (1991) Strategic Management of Human knowledge, Skills and
Abilities Work force; Decision Making in Post Industrial Era. Lossy-Bass
Publishers.
Mullins, L.J. (1999) Management and Organizational Behaviour. Prentice Hall
London.
Nwachukwu, C. C. (1988). Management Theory and Practice. African Feb
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Obasi, I. (2005). Politics and Globe Dictionary. Keny & Brothers Enterprises;
Plateau.
Obi, M.O. (1998) Local Government Employee Training Programmes,1980-
TILL Date: Constraints to effective Realization of Objectives. International
journal of studies in Humanities. 1, No 1, 1998,p.43-57.
Obiajulu, S. O. and Obikeze, E. A. (2004). Public Administration in Nigeria; A
Development Approach. Onitsha; Book Point Ltd.
Ogunna, A.C. (1980) Local Government and Community Development. Ekueme
Okoli (ed) National Conference on the New Local Government System in
Nigeria, UNN.
Okoli, E. (1997). National Conference on the New Local Government System in
Nigeria. UNN.
Okotoni, O. (2003). Management Training and Development in the Nigeria Public
Service. Il-Ife: Obafemi Awolowo. University Press.
Olowu and Ademolakun (2002). Public Administration in Africa: Main Issues and
Selected Country Studies. Ibadan Spectrum books.
Onah, F. O. (2003). Human Resource Management Plateau: Falladu Publishing
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Onasanya, S. A. (2005) Effective Personnel Management and Industrial Relations:
Revised edition. Centre for Management Development.
Onyishi, A. O. (2002) Organization of Personnel Function at Local Government
Level. In Ezeani, E.O. Local Government Administration. Zik-Chuks
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Pigors, P. and Myers, C. A. (1985) Personnel Administration. A Point of View and
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Udoji Report on (1975) Public Service Review Commission

61
 CHAPTER THREE

EVOLUTION OF AREA OF STUDY

3.1 Introduction

This chapter takes a look of organization understanding and how it came into being

and some of its achievement and challenges confronting the organization more

over structural arrangement and departments.

3.2 Historical Background of Plateau State Local Government Service

Commission

The Dasuki report of 1976 marked a milestone in the development of local

government administration. The then military government after studying the report,

embarked on an extensive local government reform with the view to have an

effective system that there should be a local government council which would

operate through a uniform single tier local government structure all over the

country. Also the report recommended the establishment at local government

Service Board, charged with the responsibility for recruiting, posting, promotion

and discipline of senior staff (unified staff).

Edict No. 4 of 1987 established the Plateau State Local Government Srvice

Commission. It is essentially a personnel management agency charged with the

mandate of managing the human and material resource in he local government

service.

62
Also, the commission was established to insulate career staff from undue partisan

politics, hence developing a career pattern and progression in the service as spelt

out in the scheme and service.

3.3 Objectives of Plateau State Local Government Service Commission

i. Recruitment of qualified person to vacant positions in local government

unified service.

ii. Promotion and advancement of qualified local government staff.

iii. Training and manpower development.

iv. Serving as appellation or review body for all petitions from staff in the

local government service.

v. Proving of cases of conversion, changes of inter-service transfer,

secondment.

vi. Handling of staff disciplinary cases.

vii. Approval of retirement form the local government service commission

and withdrawal of service both delegated and unified staff.

viii. Appointment of key functions in the unified service to the position of

director, land officers, revenue officers, cashiers and internal auditors.

ix. Monitoring of performance and execution of delegated functions in the

local government service and ensuring strict adherence to laid down

procedures and fair play.

x. Maintenance of comprehensive seniority list and nominal rolls for the

local government service of the 17 local government councils.

63
 3.4 Organizational Structure of Plateau State Local Government Service

Commission
Chairman

SA to Chairman Internal Auditor

Member I Permanent Secretary Member II

DFS DHPC DPM DBPRS Director Training

Dept

DDFS DDHPC DDPM DDBPRS

Accountants Cashiers

Chief Admin. Prin. Admin. Schedule Off. Chief Ex. Off. Information
Officer Officer Admin Officer
Schedule

64
3.5 Functions of Key Units or Departments

From the organizational structure, the Chairman is an executive chairman who

presides over the full commission, meetings and performs executive functions as

related to the daily operation of the commission. He is being assisted by

Commissioner I and II. The Commission is structured into five functional

departments, namely;

1. Personnel Management Department

The personnel management is responsible for personnel matters bordering on

appointment, promotion, transfer and discipline, etc. the department ensures that

all policies and decisions of the full commission are implemented to latter. It

coordinates the activities of the commission as well as other departments on

matters affecting staff welfare and benefits.

2. Training and Manpower Development Department

The department is responsible for identifying, articulating and formulating

appropriate training needs and programmes for the staff of the local government

service to enhance their productivity and efficiency. It coordinates the training

committee in the local government council. It also ensures prompt payment of the

course allowance of the staff on training and organized workshops and seminars

based on identified needs.

3. Finance and Supplies Department

The finance and supplies department handles the financial transaction of the

commission bordering on contractual agreements and supplies of vital working

65
materials. It controls expenditures and ensures conformity with the provision of

financial memoranda and other financial instructions. It also handles payment of

salaries, students allowances and other expenses.

4. Primary Health Care Department

This department handles primary health care matters in terms of coordination of

primary health programme in the local government areas. It also ensures the

implementation of National Policy on Primary Health Care at the local government

sphere and ensures effective implementation through monitoring and supervision

of the programme in the third tier of government throughout the state.

5. Budget, Planning, Research and Statistics Department

This department handles budget preparations. It is also in charge of maintaining the

nominal list of local government staff and it ensures that the nominal list is updated

periodically so as to constantly monitor staff progression.

3.6 Achievements and Challenges of Plateau State Local Government

Service Commission

Achievements of the Commission

i. The commission has, over the years, trained its staff in various

departments to meet the global challenges of governance. The training

programmes of the commission are constantly been reviewed to

accommodate the challenges of globalization and world best practices;

ii. Training need assessment: this in essence is to determine the existing

gaps of what an employee can do and what he/she is currently doing. The
66
 commission has made effort in identifying the existing shortfall in

knowledge, skill as well as job related competencies and has given

training in that regard.

iii. Introduction of the use of computer: in her determination to motivate ad

have skilled personnel, the commission keyed into the use of computer

within the commission, staff in line with the age of information

communication and technology, 14 laptops were purchased for key

officers in the commission.

iv. Interactive session with local government staff: the commission has been

meeting with senior local government personnel (directors) periodically.

This is build to promote understanding as ensuring harmonious working

relationship.

v. Meeting with council chairmen and their members: the commission also

hold interaction sessions with chairmen and their council members to

cement a good working relationship with the political and career staff.

vi. Government council to submit their quarterly report on staff activities.

Problems of the Commission

i. Maintenance of structure: the structure of the local government Service

Commission has been in bad shape.

ii. Lack of funding from the state: the Local Government Service

Commission lack financial support from the state to assist in running the

affairs of the Commission.

67
iii. Lack of adequate and skilled personnel to run the Commission

administration

iv. Lack of office facilities

v. Corruption and mismanagement of funds.

68
 CHAPTER FOUR

4.0 DATA PRESENTATION AND ANALYSIS

4.1 Presentation and Analysis of Data

The essence of this chapter is to present and analyze the data collected for the

study. This presentation and analysis were based on the responses gathered from

the respondents that are the employees and management of Plateau State Local

Government Service Commission through the designed questionnaire and

interviews. It is pertinent to state that out of the eighty (80) questionnaires

administered (60) sixty were recovered successfully and used for the analysis of

this study.

4.2 Data Analysis

Question 1: Does Plateau State Local Government Service Commission

Implement staff Training and Development in local government?
Table 4.1: Respondents opinion on whether Plateau State Local Government
Service Commission Implement staff Training and Development in local
government?
Options Respondents Percentage (%)
Yes 60 100
No 0 0.0
Dont know 0 0.0
Total 60 100
Source: Field survey, 2017

Table 4.1 examines the respondents opinions on whether Plateau State Local

Government Service Commission implements staff training and development in

local governments. From table 4.1 above indicate that 60(100%) respondents
69
answers in affirmative, agreed that the commission implement staff training and

development for the employees of local government in the state.

The implication of the above record is that, those that responded yes to whether

Plateau state Local Government Service Commission implement staff training in

local government has the highest score and No respondent answered No,. that is a

strong indication that the commission implement staff training for local

government staff in Plateau state.

Question 2: What Training Programmes does the Commission offer mention

them?
Table 4.2: Types of training programmes offered by Plateau State Local
Government Service Commission
Options Respondents Percentage (%)
Seminars and workshops 25 41.6
In service Training 20 33.3
Off-Service/Job Training 15 25
Total 60 100
Source: Field survey, 2017

Table 4.2 Indicate that workshops, conference and Seminars programmes recorded

25 (41.6%), In-service training recorded 20 (33.3%); while off-service/job training

was 15 (25.0%). This implies that seminars, workshops and conferences recorded

the highest number of respondent indicating that the commission organizes more of

seminar, conferences and workshops for local government staff. However, the

respondents interviewed disclosed that conferences and seminars are usually used

for senior staff while both the junior and senior staff may be fixed on workshops.

70
In other words, on the job training and off-the job training are two types of training

programmes because the identified methods can be fixed or classify under two

types of training. The Department Training officer Plateau state Local Government

Service Commission confirmed that the off the job training be categorized in the

three Nigeria Universities namely; University of Jos, Ahmadu Bello University

Zaria and Plateau State Polytechnic, Barkin Ladi. On the other land, she classified,

workshops, seminars and conferences etc as the on the job or in-service training.

Question 3: What methods of Training and Development programmes does the

commission use for trainings?
Table 4.3: Methods of train in g and development programmes used by Plateau
State Local Government Service Commission
Options Respondents Percentage (%)
Job Rotation 25 41.6
Role Playing 20 33.3
Classroom 10 16.6
Apprenticeship 5 8.3
Total 60 100
Source: Field survey, 2017

From the above, table 4.3 25 (41.6%) respondents identified that job rotation

method is used for training and development, 20 respondents (33.3%) agreed that

role playing was also used when training an employee 10 (16.6%) indicate that

classroom method is used the commission when training local government staff

while 5 (8.3%) indicate that apprenticeship method of training was equally applied.

71
Finding from the above table shows that the commission uses different training

methods for staff training.

Question 4: What Role does Plateau state Local Government Service Commission
play in Training and Development of Local Government employees?
Table 4.4: Roles of Plateau State Local Government Service Commission in
training and development of local government staff
Options Respondents Percentage (%)
Designing Training Program 20 33.3
Coordinating Training Policies 10 16.6
Mobilization of Local Government Staff 10 16.6
Funding of Training Programmes 12 20
Evaluation and Monitoring of Training 8 13.3
Total 60 100
Source: Field survey, 2017

Table 4.4 Indicate the role Plateau state Local Government Service Commission in

training and development of local government staff.

From the presentation in the table 20 (33.3%) respondents indicate that the

commissions design the training programmes to be provided for all the local

government staff in the state. 10 (16.6%) respondents answered that the

commission ensures the efficient coordination of training programmes in the state

local government system, another 10 (16.6%) indicate that the commission also

mobilize local government staff for training programmes. 12 (20.0%) respondents

confirmed that commission fund the training and development programmes of

local government while 8 (13.3%) agreed that the commission equally ensure

evaluation and monitoring of training programmes.

72
Findings show that the Plateau state Local Government Services Commission

plays a major role in training and development of local government staff. The

respondents disclosed in the interview with the researcher that the responsibility of

training and development of skills of the staff in local government is one of the

core priorities of the commission.

Question 5: Does the Commission Adequately Supervise and Monitor Training

Program me?
Table 4.5: Respondents opinion on the supervision and monitoring of training and
development programmes by the commission
Options Respondents Percentage%
Yes 35 58.3
No 25 41.9
No Response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.5 Indicate that 35 (58.3%) respondents answered yes that the commission

adequately supervise training and development programmes. While 25 (41:0)

disagreed that the commission does not adequately supervise and Monitor staff

training and development programmes.

Therefore, the respondents that answered yes scored the highest response meaning

that the commission supervises and

Monitor training and development programme. The commission as have noticed is

established to oversees the affairs of the local government in the state with regard

73
to human resources management, therefore, training and development of local

government staff forms one of the cardinal objectives of the commission.

Question 6: Does the commission evaluate staff performance at the end of training
programmes
Table 4.6: Evaluation of train in g programmes by the commission
Options Respondents Percentage (%)

Yes 25 41.6

No 30 50

No Response 5 8.3

Total 60 100

Source: Field survey, 2017

Table 4.6 examines whether the commission evaluate staff performance at the end

of training.

Table 4.6 indicate that 25 (41.6), respondents answered yes, while 30 (50.0%)

indicate No, 5 (8.3%) indicate no response. The implication is that those that

indicated no receive the highest response which means that greater percentage of

the respondents disagree that the commission evaluate staff performance after

training.

74
Question 7: Does the commission ensure upgrading or promotion of the trainees
after undergoing training?
Table 4.7: Respondents opinion on whether the commission upgrade or promote
the trainees after undergoing training
Options Respondents Percentage (%)
Yes 50 83.3
No 10 16.6
No Response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.12 examines whether the commission ensures up grading or promotions of

the trainees after undergoing training programmes. 50(83.3%) answered in

affirmative that the commission promotes the trainees after undergoing training

programmes. While 10 (16.6%) respondents indicate no, what it implies is that the

commission does promote local government staff after undergoing training

programmes.

Question 8: How would you asses train in g and development of staff in the local
government?
Table 4.8: Respondents opinion on the assessment of train in g and development
programmes by the commission
Options Respondents Percentage%
Poor 25 41.6
Fair 25 41.6
Good 10 16.6
Excellent 0 0
Total 60 100
Source: Field survey, 2017

75
Table 4.8 Indicate that 25 (41.6) respondents showed that the assessment of

training and development of local government staff is poor whereas another 25

(41.6%) assessed the training and development as fair on the other hand, 10

(16.6%) respondents agreed that the training and development of staff in the local

government is good from their assessment.

However, none of the respondent indicated that the training and development of

local government staff is excellent. From the presentation above, it implies that the

training and development of local government staff is just an average result. The

poor quality can be attributed to the fiscal ills of local government system in

Nigeria.

Question No 9: What do you think are the likely constraints to effective train in g
of local government staff by the commission?
Table 4.9: The constraints to effective train in g and development of local
government staff
Options Respondents Percentage (%)
Inadequate funding 25 41.6
Favoritism 15 25
Tribalism 10 16.6
Politics/Corruption 10 16.6
Total 60 100
Source: Field survey, 2017

From the table above the researcher endeavor to ascertain the constraints to

effective training and development programmes in Plateau state local government

76
system in order to have a holistic view into the problems of staff training in local

government system in Nigeria.

Analysis from the table shows that 25 (41.6%) respondents revealed that

inadequate funding affects effective training of local government staff, 15 (25.0%)

respondents agreed that favoritism constrains the efforts of the commission

towards ensuring effective staff training. 10 (16.6%) respondents confirmed that

tribalism affect staff training, while 10(16.6%) identified politics and corruption as

constraints to effective training in the local government system.

Question No 10: Do you think the commission has lived up to the standard on
staff training and development in local government judging by the performance of
local government staff across the seventeen local government of Plateau state since
1999-2009?
Table 4.1 0: Respondents opinion on whether the commission lived up to the
standard on training during the period under review

Options Respondents Percentage (%)

Yes 15 25
No 38 63.3
No Response 7 11.6
Total 60 100
Source: Field survey, 2017

From the table 4.10 above 15(25.0%) respondents answered yes while 38 (63.3%)

respondents indicated no meaning that the commission has not really live up to the

standard on staff training and development in local government for the past ten

years on the other hand, 7(11.6%) decline response.

77
The implication is that Plateau state Local Government Service Commission has

not live up to the expected standard on staff training in local government of the

state due to the obvious reasons that have been identified by this study.

Question No 11: Is the one percent (1%) deduction fund set aside for training and
development programmes enough to cater for the local government staff in the
state?
Table 4.11: Respondents opinion on whether one percent deduction for training
and development of local government staff is enough
Options Respondents Percentage (%)
Yes 10 16.6
No 47 78.3
No Response 3 5
Total 60 100
Source: Field survey, 2017

Table 4.11 Indicate that 10 (16.6%) respondents answered in affirmative that one

percent deduction set aside for staff training and development programme is

enough. While 47 (78.3%) said that it is not enough to cater for training and

development of staff of seventeen local government councils of the state and 3

(5.0%) decline response. What it implies is that those that answered no has the

highest response which means that one percent deduction from federal government

allocation for training and development of staff is not enough to take care of the

training and development of local government staff in Plateau state.

78
Question 12: Are train in g and developments programmes adequately funded?
Table 4.1 2: Funding of train in g and development programmes
Options Respondents Percentage%
Yes 20 33.3
No 35 58.3
No Response 5 8.3
Total 60 100
Source: Field survey, 2017

Table 4.12 assesses whether training and development programs are adequately

funded since training policies without adequate funding cannot achieves its

objectives. From the table above, 20 (33.3%) respondents indicated yes to show

that training and development programmes for local government staff are

adequately funded.

Another 35 (58.3%) Indicated no which implies that the funding level for training

and development of local government staff is not adequately funded. However 5

(8.3%) declined response.

Question 13: Do you think inadequate funding hinders staff training and
development in local government?
Table 4.1 3: Respondents opinion on whether in adequate funding hinders staff
training and development programmes.
Options Respondents Percentage (%)
Yes 50 83.3
No 10 16.6
No response 0 0
Total 60 100
Source: Field survey, 2017

79
Table 4.13 Indicate that 50 (83.3%) answered in the affirmative that inadequate

funding hinder staff training and development in local government while 10

(16.6%) said it does not. So it implies that the majority of respondents expressed

that inadequate funding hinder staff training and development in local government.

Question No 14: Are the staff given incentives as motivation during training
programmes?
Table 4.1 4: Respondents opinion on whether staff are given incentives while on
training
Options Respondents Percentage (%)
Yes 15 25
No 35 58.3
No response 10 16.6
Total 60 100
Source: Field survey, 2017

Table 4.14 above indicate that, 15 (25.0%) respondents answered in affirmative

that staff are given incentives as motivation during training programmes while

another 35 (58.3%) answered no to the question whereas 10, (16.6%) declined

response. Therefore, the respondents that answered no have the highest number

which implies that staff are not given incentives as motivation during training and

development programme.

80
Question 15: Was the selection of staff for training based on the recruitment needs
of the local government?
Table 4.15: Respondents opinion on whether selection of staff for training was
based on the recruitment needs of the local government
Options Respondents Percentage (%)
Yes 8 13.3
No 52 86.6
No response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.15 examines whether selection of staff for training was based on the

recruitment needs of local government? From the table above, demonstration of the

respondents showed that 8 (13.3%) affirmatively agreed that selection of staff for

training was based on recruitment needs of the local government. Whereas 52

(86.6%) strongly disagreed, they answered no that the selection of staff for training

was not based on the recruitment needs of local government.

Therefore, those who responded no to whether selection of staff was based on the

recruitment needs of local government has the highest response which means that

the selection of staff for training in the local government by the commission was

not based on the recruitment needs of local government of the state. This answers

the third research question.

81
Question No 16: What criteria do the commission used for selecting staff for
training?
Table 4.16: Criteria for selecting staff for training and development programmes
Options Respondents Percentage (%)
Position of staff 13 21.6
Staff Qualification 13 21.6
Years of Service 8 13.3
Tribalism 13 21.6
Nepotism 12 20
Total 60 100
Source: Field survey, 2017

Table above shows that 13 (21.6%) respondents agreed that position of staff is a

criterion for selecting staff training and development by the commission. Another

13 (21.6) respondents equally indicated that staff qualifications are considered

when selecting staff for training. 8 (13.3%) respondents accepted that years of

service of staff equally account for selection of staff training whereas another 13

(21.6%) respondents agreed that local government of origin is considered while 12

(20.0%) respondents believed that the commission use Nepotism in selecting staff

for training programmes.

Finding shows that selections of staff for training and development programme

consider a number of factors such as staff position, staff qualification, years of

service, local government of origin and quota system.

82
Question 17: Does the commission embark on systematic job description and job
analysis before selecting staff for train in g and development?
Table 4.1 7: Respondents opinion on whether the commission embarks on job
description and job analysis before selecting staff for train in g and development
programmes
Options Respondents Percentage (%)
Yes 20 40
No 33.3 66.6
No response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.17 above indicate that, 20 (33.3%) respondents answered yes but 40

(66.6%) answered no, that the commission does not embark on any systematic job

analysis or job description before selecting staff for training.

Question 18: Does the commission used the training to asses suitability of staff
for new positions?
Table 4.1 8: Respondents opinion on whether the commission used train in g to
assess the suitability of staff for new positions
Options Respondents Percentage (%)
Yes 30
No 50
No response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.18 Indicate that, 30 (50.0%) answered in the affirmative that the

commission use the training to asses suitability of staff for new positions. Whereas

20 (33.3%) said that the commission does not and 10 (16.6) respondents declined

83
response. What is implies is that those who answered yes has the highest number

which means that the commission use the training to asses suitability of staff for

new positions.

Question 19: Do you think these criteria took care of the recruitment needs of
local government?
Table 4.1 9: Respondents opinion on whether the criteria the commission used in
selecting staff for training took care of the recruitment needs of the local
government
Options Respondents Percentage (%)
Yes 10 47
No 16.6 78.3
No response 0 0
Total 60 100
Source: Field survey, 2017

Table 4.19 examines whether the criteria the commission used in selecting staff for

training and development took care of the recruitment needs of local government

in Plateau state. Table above indicate that 10 (16.6%) answered in affirmative that

it took care of recruitment needs, while 47 (78.3%) respondents answered no and 3

(5.0%) said dont no.

The implication is that, those who responded No that the criteria the commission

used to select staff for training and development does not take care of the

recruitment needs of local government has the highest response.

84
Question 20: Does it give equally opportunity to all categories of staff?
Table 4.20: Respondents opinion on whether the criteria the commission used
gives equal opportunity to all the staff
Options Respondents Percentage (%)
Yes 19 41
No 31.6 68.3
No response 0 0.0
Total 60 100
Source: Field survey, 2017

Table 4.20 above investigates whether the criteria of selecting staff for training and

development programmes gives equally opportunity to all the local government

staff. From the table, 19 (31.6%) respondents indicated yes while 41 (68.3%)

respondents indicated no which implies that the method the commission used in

selecting local government staff for training and development does not give equal

opportunity to all categories of staff of Plateau state Local Government system.

Their reason was that, most staff may not benefit or given equal opportunity

following the corruption Surrounding trainees selection in the local government.

4.3 Discussion of Finding

This study articulated five research questions:

(i) 1. Does Plateau State Local Government Service Commission implement

staff development at the local government level?

(ii) Was the selection of staff for training based on the recruitment needs of

the local government?

85
 (iii) What are the effects of manpower development on the job performance

of the staff of Plateau State Local Government Service Commission?

(iv) What are the problems of manpower training in Plateau State Local

Government Commission

(v) What are the solutions to the problems of manpower development in

Plateau State Local Government Commission?

Table 4.1 indicates an evaluation of whether Plateau State Local Government

Service Commission implement staff training and development in local

governments of the state and out of 60 respondents 60 (100%) affirmed that

Plateau State Local Government Service Commission implement staff training and

development in local governments.

Table 4.2 expresses the type of training and development programme the

commission offer and 25 (41.6%) respondents indicating that the commission

made use of seminars, conferences and workshops for training and development of

local government staff which come under in service training and off- service

training.

Table 4.3 expresses the methods the commission use for trainees and the

respondents demonstrated believe that the commission used different training and

development methods for local government staff.

While table 4.4 shows the roles Plateau State Local Government Service

commission play in training and development of local government staff in the state

and 20 (33.3%) respondents expressed that the commission designed training

86
programmes, 10 (16.6%) respondent indicate that commission coordinate training

and development programmes. Whereas 10 (16.6%) respondents affirmed that the

commission mobilizes the local government staff for training and development

programmes. Another 12 (20.0%) respondents indicate that the commission fund

training and development programmes.

While 38 (13.3%) indicate that the commission evaluate and monitors training

programmes.

Table 4.5 indicates that the commission supervises and monitors training and

development programmes. 35 (58.3) respondents affirmed that commission

adequately supervise and monitors training programmes.

While table 4.6 and 4.7 indicate that the commission evaluates staff performance

at the end of training and ensure upgrading and promotion of local government

staff respectively.50 (83.3%) respondents expressed that the commission ensures

upgrading and promoting of trainees after undergoing training.

Tables 4.8 expresses the analysis of the respondents opinion on the commission

on staff development and 25(41.6%) respondents demonstrated believe that the

commission commitment is fair hence the highest percentage of response.

While table 4.9 shows that inadequate funding and favoritisms, corruption which

are the criteria for selection of staff for training and development programmes are

the constraints to effective training and development of local government staff and

25 (41%.6) respondents expressed that inadequate funding is a constraint,whereas

87
35(58.3%) expressed poor selection of staff for training and development as

constraints.

Table 4.10 expressed the respondents opinions on whether Commission has lived

up to the expected standard on staff training and development in local government

and out of 60 respondents 38(63.3%) attested that the commission has not lived up

to the expected standard.

From our observation and finding the commission provides the training mainly

from the three Nigerian universities established by the Federal Government

namely: the University of Jos. Ahmadu Bello University, Zaria and Plateau State

Polytechnic, Barkin Ladi, it is also revealed that the commission holds or

organizes other categories of staff training for the staff which usually come in form

of seminars, workshops, and conferences. However, our finding equally shows that

the training and development effort of the commission is just at the average level

and as such the study observed that inadequate funding and selection of staff for

training and development programme based on favoritism, tribalism and corruption

are strong constraints to effective and efficient staff training and development of

local government staff in Nigeria.

As a result of that, the local government service commission has not lived up to the

expected standard on training and development of local government staff in

Nigeria.

Table 4.11expressing an evaluation of the one percent deduction set aside from

Federal allocation to local governments as counterpart fund for training and

88
development of local government staff and from the table 47 (73.3%) out of 60

respondents expressed that one percent deduction for training and development of

local government staff is not enough to cater for training and development of staff

of seventeen local government councils of Plateau state. Indicating that inadequate

funding hinder staff training and development in local government.

Table 4.12 indicates that out of 60 respondents, 35 (58.3%) being the highest

response is recorded for inadequate funding of training and development

programmes.

Table 4.13 indicates inadequate funding of the commission as a major hindrance to

staff training and development in local government.

From the table 50 (83.3%) of the respondents expressed that inadequate funding

hinder staff training and development in local government., Finally, table 4.14

indicate that staff are not given incentives as motivation during training and

development programmes. From the table 35 (58.3%) expressed opinion that staff

are not given incentives as motivation during training and development

programmes.

From our observation on Plateau State Local Government Service Commission the

one percent (1%) which the commission deducts from the federal statutory

allocation to local government as their counterpart fund for staff training and

development is not enough to guarantee effective training and development of all

employees in the seventeen local governments of Plateau state.

89
Table 4.15 explored whether recruitment needs of local governments was observed

while selecting staff for training and development and from the table 52 (86.6%)

out 60 respondents expressed that selection of staff for training and development

was not based on the recruitment needs of the local government.

Table 4.16 expressed the criteria the commission used for selecting staff for

training and development. 13 (21.6%) indicate position of staff, another 13

(21.6%) indicate staff qualification whereas 8 (13.3%) indicated years of service.

13(21.6%) identified local government of origin and another 12 (20.0) indicated

quota system.

Table 4.17 indicate that the commission did not embark on any systematic job

analysis before selecting staff for training and development, from the table 40

(66.6%) out of 60 respondents expressed that.

Table 4.18 indicates that the commission used training and development

programmes to asses suitability of staff for new positions. 30 (50.0%) attested to

that.

While in table 4.19 indicate that 47(78.3)expressed opinions that the criteria that

the commission used in selecting staff for training and development programmes

does not take care of the recruitment needs of local government.

And finally table 4.20 indicates that the criteria do not give equal opportunity to all

categories of staff. From the table 41 (68.3%) attested that the selection of staff for

training and development denied some staff opportunity of attending training and

as such not developed.

90
The implication of this finding shows that the staff training and development

programmes in the local government system get weaker because selection of

trainees was not based on the recruitment needs of local governments; it was

attributed to high incidence of favoritism, tribalism and corruption in selecting the

trainees for training and development. In other words selection of trainees ends up

being the benefits of relations friends and associates.

In such situation, it is not unusual to see some local government staff who have

benefited several times from various training programmes, while others have not

been privilege to go even once.

Therefore, having examined the opinion of respondents in relation to questions

articulated in questionnaires in order to explore the hypotheses, the following

observations were made.

Opinions expressed in tables 4.1, 4.2, 4.3, 4.4, 4.5, 4.6, 4.7, 4.8, 4.9 and 4.10 give

credence to hypotheses one which states that Plateau state local Government

Service Commission implement staff training and development in local

government of the state. So based on the result of the analysis, hypothesis one is

considered valid. Again, tables 4.11, 4.12, 4.13, and 4.14 showed the opinion of

respondents in relation to hypotheses two which states that, inadequate funding

hinder staff training and development in the local government.

Therefore based on the result of the analysis on hypotheses two which indicate that

one percent deduction for training set aside from federal allocation for training and

development of local government staff is inadequate is considered valid.

91
While Table 4.15, 4.16, 4.17, 4.18, 4.19 and 4.20 expressed the opinions of

respondents in relation to hypotheses three which states that selection of staff for

training and development was not based on the recruitment needs of local

government. Based on the result of the analysis, hypothesis three is considered

valid.

92
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary of Findings

This study evaluated the role of Plateau State Local Government Service

Commission in the area of staff training and development in local governments of

the state from 1999 2009. The specific objectives of this study are:

(a) to ascertain whether Plateau State Local Government Service Commission

implement staff development in the local government.

(b) to determine whether inadequate funding hinder development in local

government.

(c) to determine whether selection of staff for training was based on the

recruitment needs of the local government. In other words this study is an

appraisal of the Plateau State Local Government Services Commission in

training and development of staff in the local government.

The study made use of structural functional analysis theory as its framework of

analysis. This theory views the local government service commission as a structure

which functions in a coordinated and interdependent manner to achieve the

objectives set for it by the society. In other words, Plateau state local Government

service commission implement staff training and development in local government

to improve the skills and knowledge of the staff which will in turn lead to

efficiency and effectiveness of the staff.

In terms of methodology, the study utilized both primary and secondary data and

use of simple percentages to analyze data collected.

93
5.2 Conclusion

Based on our findings, the following conclusion is drawn, that:

i. Plateau State Local Government Service Commission implements staff

training and development in local governments.

ii. The commission provides both on the job and off the-job training for

senior and junior staff in the local government.

iii. One percent deduction from federal allocation to local government as

counterpart fund for training is inadequate for training and development

of local government staff.

iv. The commission considers positions of employees, staff qualification,

years of services, local government of origin and quota system as criteria

for selecting staff for training and development programmes as against

the recruitment needs of the local government.

5.3 Recommendations

Based on the findings of the study we make the following recommendations:

The need for enhanced regulatory capability on the part of the government

for effective enforcement of staff training and development policies

especially in local government. This is quite indispensable based on the need

to ensure quality staff training and development irrespective of sex, class,

ethnic affiliation, educational qualification etc.

The government should be persuasive in making the commission embrace

well designed policies at improving the training and development of staff in

Nigeria local government system as such local government should be made

94
 to see reasons why a careful staff development plan should form part of their

plans and objectives.

The allocation of only one percent of the federal statutory allocations of

local government to the commission should be increased and efforts should

be made to monitor the disbursement of fund allocated for staff training and

development.

There should be a periodic evaluation of training and development

programmes in order to meet up with the training needs of staff and equally

note areas that need improvement. This is to enable the selection of staff for

training and development to be based on the recruitment needs of local

government in Plateau state.

The commission should endeavor to eliminate the incidence of tribalism,

favoritisms and bribery in selecting potential trainees for training

programmes and equally the commission should ensure adequate monitoring

and supervision of training and development programmes. This will go a

long way in achieving the targets of objectives of training and development

programmes.

95
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 APPENDIX
School of Administration and
Business Studies
Department of Public Administration,
Plateau State Polytechnic,
Barkin Ladi.

Sir,

REQUEST FOR INFORMATION

We are HND students in the Department of Public Administration, Plateau State

Polytechnic, Barkin Ladi carrying out a research on Local Government Service

Commission as an Agent of Manpower Development Government in Plateau State

1999 2009.

The aim of this questionnaire is to garner data for our HND project which is a

partial requirement for the award of HND in Public Administration. This

questionnaire contains statements about staff training in local governments by

Plateau State Local Government Service Commission. You are requested to offer

honest response to questions raised in this questionnaire without fear or prejudice.

Your honest response on these issues shall be strictly used for research purposes.

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 QUESTIONNAIRE
SECTION A
A) Age: 20-35 [ ] 35 45 [ ] 45-65 [ ]
B) Sex: Male [ ] Female [ ]
C) Marital Status: Single [ ] Married [ ] Divorced Widow/er [ ]
D) Educational Qualification: SSCE [ ] NCE/OND [ ] HND/BSC [ ] None of the
above [ ]
QUESTIONS
SECTION B:

1) Does Plateau State Local Government Service Commission Implement Staff

training in the local government? Yes [ ] No [ ] None of the above [ ]
2) What training programmes does the commission offer? Mention them
a. ----------------------
b. ----------------------
c. ---------------------
d. ---------------------
3) What method of training does the commission use for the trainees? Mention
them.
a. ----------------------
b. ----------------------
c. ----------------------
d. -----------------------
4) What roles does the Plateau State Local Government Service Commission
play in training of local government employees? Mention them.
a. -----------------------
b. -----------------------
c. -----------------------
d. -----------------------

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 5) Does the commission adequately supervise and monitor training
programmes? Yes [ ] No [ ] None of the above [ ]
6) Does the commission evaluate staff performance at the end of the training
programmes? Yes [ ] No [ ]
7) Does the commission ensure upgrading or promotion of the trainees after
undergoing training programmes? Yes [ ] No [ ]
8) How would you assess the training of employees in the local government
system?
a. poor
b. fair
c. good
d. excellent
9) what do you think are the likely constraints to effective training of local
government staff by the commission? Mention them
a. -----------------------
b. -----------------------
c. -----------------------
d. -----------------------
10) Do you think that the commission has lived up to the standard on staff
training in local government judging by the performance of local
government staff across the seventeen local government of Plateau state?
Yes [ ] No [ ]

SECTION C

11) Is the one percent deduction fund set aside for training programmes enough
to cater for the local government staff in the state? Yes [ ] No [ ] None of the
above [ ]
12) Are training programmes adequately funded? Yes [ ] No [ ] None of the
above [ ]
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13) Do you think inadequate funding hinder staff training in local government?
Yes [ ] No [ ] None of the above [ ]
14) Are the staff given incentives as motivation during training programmes?

Yes [ ] No [ ] None of the above [ ]

SECTION D

15) Was the selection of staff for training based on the recruitment needs of the
local governments? Yes [ ] No [ ] None of the above [ ]
16) What criteria does the commission use for selecting staff for training?
Mention them.
a. ------------------------
b. ------------------------
c. -----------------------
d. -----------------------
17) Does the commission embark on systematic job description and job analysis
before selecting staff for training? Yes [ ] No [ ] None of the above [ ]
18) Does the commission use the training to asses suitability of staff for new
positions? Yes [ ] No [ ] None of the above [ ]
19) Do you think these criteria used by the commission takes care of the
recruitment needs of the local government? Yes [ ] No [ ] None of the above
[]
20) Does it give equal opportunity to all categories of staff? Yes [ ] No [ ] None
of the above [ ]

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