AN EVALUATION OF HUMAN CAPITAL DEVELOPMENT AS A STRATEGY FOR INCREASING PRODUCTIVITY IN PUBLIC ORGANIZATIONS (A case study of Nigeria Prisons, Kaduna Command)
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AN EVALUATION OF HUMAN
CAPITAL DEVELOPMENT AS A STRATEGY FOR INCREASING PRODUCTIVITY IN PUBLIC
ORGANIZATIONS (A case study of Nigeria Prisons, Kaduna Command)
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF
THE STUDY
Human capital represents knowledge, skills and abilities that
make it possible for people to do their jobs. The world today is very different
from the one which experienced the two world wars. During the second half of
the twentieth century, considerable advancement in science and technology along
with the establishment of broadly-based government and strengthening of
institutions, has led to significant socio-economic progress and improvement in
lives of a large number of people in many countries, (Asian Development Bank
1999).
In today’s intensely competitive and global market place,
maintaining a competitive advantage by becoming a low cost leader puts a heavy
premium on having a highly committed and competent workforce. In a growing
number of organizations human capital is now viewed as a source of competitive
advantage.
There is greater recognition that distinctive competencies
are obtained through highly developed employee skills distinctive
organizational cultures, management processes and systems (Siddharil Chaturvedi
2004). In the prison service, a close study of colonial and past colonial laws
seems to emphasize the custodial functions of the prison while silent on
correctional functions of the modern prison. In view of the increasing emphasis
on correctional educational in most countries in Europe and North American, it
becomes clear that there is the need to humanize the Nigerian prisons system
through provision of education which will not doubt help ex-offenders develop
positive social skills (Evawoma-E Enuku,U. 1991) the rate at which the in-mates
population is growing can not be compared with that of the staff.
For instance, the average daily prison population in 1976 was
nearly 26,000, a 25 percent increase from 1975 ten years later Nigeria prison
population was about 54,000 by 1989 the prison population had increased to
58,000 and in recent years prison population has been on the increase reaching
well over 70,000 in 1997 (Evawoma Enuku U. 1998).
The over growing couple with in-human conditions in the
prisons have led to the prisons being variously described as “human cages”
(Kayode, 1987) human zoos (Neuswatch, 1985; tell, 1998). It therefore becomes
very pertinent that there should be proper personnel development in the prison
service to enable them discharge their duties effectively. Also, the fact that
prisons are built for correction and re-integration of ex-convicts the need for
effective human capital development in the staffing of prison personnel cannot
be over emphasized.
1.2 STATEMENT OF
THE PROBLEM
Human capital development cannot be over emphasized, if
organizational goals must be achieved. Human capital development is mandatory
in collaboration with other resources in achieving organizational goals and
objectives. Human capital development as a means of increasing productivity
cannot be achieved unless it is adequately planned and executed by the
management. This is done by ensuring that the staff development policy is
strictly adhered to.
In making provision for development programmes, there is
bound to be problem especially in the presence of limited resources and increasing need for updating workers at the
work place to be able to meet up with the day to day challenges that come up
due to technological advancement and loss of staff through retirement, resignation,
dismissal, death etc. These factors
usually make it necessary to employ new hands who require development
programmes if not there will be poor performance, crippled work, reduced morale
and the staff cannot be abreast of challenges within and outside the
organization. Based on the problem indentified the researcher is faced with the
following questions:
1. Are there enough
provisions for development of staff?
2. Do personnel
consider development to be important?
3. Is lack of
development programmes responsible to reduced efficiency?
4. Are there enough
resources available for staff development programmes?
5. Are there yard
sticks used in measuring efficiency?
The above questions are of concern to the researcher
1.3 OBJECTIVES OF
THE STUDY
The objective of this study is to critically examine Human
capital development as a means of increasing productivity. The specific
objectives are:
1. To identify the
need for human capital development programmes in prison services.
2. To examine the
problems of developing employees for productivity
3. To look into
whether the development of qualitative programmes increases productivity and
smoothen the provision of prison services.
4. To determine human
factors as an integral part of organizational resources for organizational
survival.
1.4 STATEMENT OF
HYPOTHESIS
For the purpose of this study, the following hypothesis are
formulated:
Ho: Human Capital
development does not have significant effect on employees’ productivity.
H1: Human Capital
development have significant effect on employees productivity.
1.5 SIGNIFICANCE
OF THE STUDY
The importance of this project cannot be over emphasized
because the prison as stated under the statement of the general problem is an
institution for reformation of the character of in-mates. It was also observed
that the number of these in-mates is growing by day. Going by these therefore,
there is
1. The need for human
capital development in the service to be able to face the emerging challenges.
2. The findings of
this research will highlight the strengths and weakness in the area of human
capital development that will be very useful in making recommendations that
will enhance improved performance of the staff.
3. The findings of
this research will give rise to a reference material for students and other
researchers with interest in human capital development or the prison service in
Nigeria.
1.6 SCOPE OF THE
STUDY
In this research, the researcher will focus on evaluation of
Human capital development as a means of increasing productivity in public
organizations for national development using Nigeria Prisons Service as a case
study. It may not be possible to cover the entire organization; but basically,
it is normal to state the nature of the project work and to guide anybody who
might wish to use the work to study an
organization for future use. For that purpose, we are to look at human capital
development as a means of increasing productivity in public organizations.
1.7 LIMITATIONS OF
THE STUDY
The limitations of this research can be viewed from the fact
that the it became difficult to granted interviews to the researcher by members of staff of the Nigeria Prisons
Service, Kaduna Command. They were so busy that appointments were booked,
changed and new booking obtained before the conduct of the interviews.
Also some considered the information required to be official
and as such wanted to obtain permission from their superior before
participation.
However, efforts were made to reduce the limitations to the
lowest minimum by proper education of the interviews that the research is an
academic exercise from which findings could help in improving prison service.
1.8 HISTORICAL
BACKGROUND OF COMMAND PRISON KADUNA
Kaduna prison camp was established in 1962 when the prison
was established. No missionary ever worked there. It was sullied for by the
priest working in Narayi. It started as
a chapel where the in-mates worshiped but later parishioners around the vicinity
came to attend mass there, thus arose the need for a bigger church. It is the
first and only open prison in Nigeria. Imprisonment is not new as there have
always been a means of isolating the deviants so as to prevent them from
causing further trouble in the society. For example, the Ogboni House was used
as prison by the Yorubas and the existence of prison among the fulanis who used
their buildings to isolate offender as a form of punishment were recorded. The
first prison in Nigeria was established in 1872 located on Broad street Lagos
prison began all over the world not as
ultimate institutions for punishment and correction but initially means for the
custody of persons caught up in the criminal justice systems. Awaiting trails
or the execution of their punishment such as whipping, banishment and death
(Rolhman cited in Alemika, 1987). However, in the mid-nineteenth century, the
function of the prison as short term custodia facility changed in Europe and
North America to institution for ensuring punishment, penitence and correction
of the offender.
Nigeria had a dual prison system for more than half century
until the consolidation of the federal and local prison in 1965. This
consolidation followed findings from Mr. Garrat’s report in 1960 of the situation
in the prisons which were crowded dirty and under staffed. The take over of the
prisons by the federal government was the greatest land mark in the history of
prison administration in Nigeria. This led to improved condition of service and
recruitment of more educated prison staff. The Nigeria Prison Service, a
department of the Ministry of Internal Affairs was headquartered in Lagos and
headed by a director responsible for administering nearly 400 facilities
including regular prisons special penal institutions, and lock up.
All of these facilities since 1975 came under federal
control. Each state had its own prison headquarters under the supervision of
Assistant Director of Prison, and the prisons themselves, depending on the
type, size and in-mate population, were variously under chief superintendents,
or assistant superintendent. The average
daily prison population in1976 was increased by 25 percent Kaduna housed more
than 4000 inmates. The most common offenses were theft, assault, traffic
violations and unlawful possession, which together accounted for 53 percent of
prison admissions between 1982 and 1984. Thieves represented the largest single
category of offenders, accounting for between 37 and 46 percent of prison
admissions between 1982 and 1984 admission to prison in Kaduna Exceeded 10,000
in 1983. This figure did not reflect the geographical distribution of crimes.
The prisoners constitute people between the ages of twenty six and fifty
consistently constituted the largest category of prisoners, ranging between 53
and 78 percent between 1980 and 1984. In 1984 Christians and Muslims accounted
for 45 and 37 percent of prison admissions respectively and women for almost 4
percent prisoners admitted were connected, whereas the rest were on remand or
awaiting trail. Among those convicted about three fourth served terms of less
than two years while 59 percent were first-time offenders and 41 percent were
recidivist. Foreigners constituted an unknown proportion, 1989, for example
about 200 aliens from other West African states were held in Kaduna Federal
Prisons for illegal emerald mining.
Although the government had announced a prison construction
program, little progress was evident and conditions were projected to worsen by
the year 2000 Kaduna Prison population rose drastically. This has lead the
Government resorting to periodic
amnesty to reduce the inmate population usually on the occasion of
regime anniversary or a national holiday.
1.9 DEFINITION OF
TERMS
In this research work, the following terms have their respective
meaning as follows:
1. Manpower: Manpower
refers to the total supply of people available or currently working on a specific job or task.
2. Planning: Planning
is a guide against future uncertainties through forecast and setting of targets
and verifiable objective that are quantifiable. Planning helps an organization
to get where it want to be in future
3. Development:
Development is the ability of an organization to increase its capacity as well
as employees abilities and capabilities in an endeavor to react to existing and
anticipated pressures and changes.
4. Mentoring:
Mentoring has been identified an important influence in professional
development in both the public and private sector in other to increase employee
performance retention, commitment to the organization and knowledge sharing.
5. Productivity: The
amount of output per unit of input (Labour, equipment and capital)
6. Performance: The
accomplishment of a given task measured against preset known standards of
accuracy, completeness.
7. Compensation:
Compensation is a psychological mechanism by which feelings of inferiority,
frustration or failure in one field are counter balanced by achievement in
another.
8. Utilization:
Utilization refers to the final achievement of an organizational objective with
regards to manpower, which had to be measured in some ways like testing the
effectiveness of staff and their efficiency towards designed goals.
9. Training: This is
the process of having adequately learn how to do his job effectively and to
prepare himself for promotion.
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