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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