THE ROLE OF INDUSTRIAL TRAINING ON MANPOWER DEVELOPMENT IN ENUGU STATE BY NWOBODO CHINENYE PG/MBA/08/47321 DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA ENUGU CAMPUS APRIL, 2010

i TITLE The Role of Industrial Training on Manpower Development in Enugu State By Nwobodo Chinenye PG/MBA/08/47321 A Project Submitted in the Partial Fulfilment for the Requirements of the Award of MBA in Business Management Department of Management Faculty of Business Administration University of Nigeria Enugu Campus Supervisor: J.A. Eze April, 2010

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CERTIFICATION

This is to certify that the researcher Nwobodo Chinenye,

PG/MBA/08/47321, an MBA student of Management University

of Nigeria, Enugu Campus has satisfactorily completed the

requirement for the project research in partial fulfillment of the award of Master=s of Business Administration (MBA) in

Management.

The work embodied in the report is original and has not

been submitted in part or full for any other diploma or degree of

this or any other University.

By

__________________ Nwobodo Chinenye PG/MBA/08/47321

_______________ _______________ Chief J.A. Ezeh Date (Supervisor) ___________________ _______________ C.O. Chukwu Date (Head of Department)

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DEDICATION

This research work is dedicated to

Almighty God the Master Planner

and also to my beloved parents

Mr.& Mrs. M.E. Edenwagbo Nwobodo

who in every odds has left the

greatest legacy: Education.

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ACKNOWLEDGEMENT I am eternally indebted to God Almighty, who has been my source of help. I will like to use this opportunity to thank those who have contributed in one way or the other in this project. Notably among them are my supervisor Prof. J.A. Ezeh for his guidance and tolerance in the writing of this project. My immense gratitude also goes to all my lecturers in Faculty of Business Administration in UNEC and all my fellow student for their encouragement and supervision throughout my stay in this institution. My special appreciation also goes to my parents Mr. and Mrs. M.E. Edenwagbo Nwobodo for providing the spring board that transformed me into my present level. And all my family members. My appreciation also go to Rev. Fr. Sylvester Nwodo and Rev. Fr. John Offor who have always been like, a guardian angel and their financial support to me. I say a big thanks for being there for me when I needed them most. Also I wish to extent my gratitude to all my friends and well wishers. I say thanks and remain bless.

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ABSTRACT The topic of this research is the Role of Industrial Training on Manpower Development. At the time of writing this project, two companies Emenite Limited and Anammco Limited and Some top executives of ITF were sampled for the survey. In collecting the data for this research, the instrument used were the questionnaire and oral interviews. In chapter one, the topic and its need is introduced. Some hypothesis were formulated to guide in the research work. In chapter two, literature review was carried out to get necessary information from existing materials that talked about the role of industrial training on manpower development. Some of the materials is gotten from libraries, archives, journals, textbooks etc. In chapter three, the design of the research and the methods were narrated, questionnaires were designed and distributed to respondents and collected back for analysis coupled with oral interviews. In chapter four, the returned questionnaire were analyzed, scores of the respondents were tallied, built into frequency tables and percentages scored. Hypothesis formulated were however tested and conclusion draw. Chapter five, from the analysis of the data collected, the researcher found out that, ITF, is doing a good job though it has some problems hindering it=s progress. The research ended up in concluding, summarizing and putting up a number of recommendations for further studies.

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TABLE OF CONTENTS

TITLE ........................................................................................... i

CERTIFICATION .........................................................................ii

DEDICATION .............................................................................. iii

ACKNOWLEDGEMENT ............................................................ iv

ABSTRACT ................................................................................. v

TABLE OF CONTENTS ............................................................ vi

LIST OF TABLES

CHAPTER ONE INTRODUCTION 1.1 Background of the Study 1

1.2 Statement of Problem 4

1.3 Objectives of the Study 5

1.4 Research Hypothesis 6

1.5 Significance of the Study 7

1.6 Scope of the Study 8

1.7 Limitations of the Study 8

1.8 Definitions of Terms 9

References 10

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CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 Theoretical Framework 11

2.1.1The Distinction Between Training Education and Manpower

Development 16

2.2 The Mechanistic and Organistinic Learning 18

2.3 The Principles and Methods of Industrial Training 24

2.3.1 Types of Training 26

a) Apprenticeship 26

b) Conference Method 28

c) Seminars and Workshops 28

2.4 The Role of Employers in Industrial Training 29

2.5The Place of Industrial Training in Achieving Organizational

Objectives 31

2.6 The Brief History of ITF 34

2.7 Objectives of ITF 40

2.8 How ITF Works 44

2.9 Problems of ITF 48

References 51

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CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 3.1 Research Design 55 3.2 Sources of Data 55 3.2.1 Primary Sources of Data 56 3.2.2 Secondary Sources of Data 56 3.3 Methods of Data Collection 56 3.4 Population of Study 58 3.5 Methods of Data Analysis 58 CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 Section A Presentation 60 4.2 Section B Analysis 75 4.3 Hypothesis Testing 84 CHAPTER FIVE SUMMARY OF FINDINGS, RECOMMENDATIONS AND

CONCLUSION 5.1 Summary of Findings 89

5.2 Conclusions 91

5.3 Recommendations 93

Bibliography 97

Appendix 101

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LIST OF TABLES

Table 4.1How manpower training requirement are determined? Table 4.2 Consideration for participating Companies Table 4.3 Whether Employers Contribute Regularly

Table 4.4Whether level of job performance is ascertained before trainees are trained.

Table 4.5Consideration for assessing the ability of the trainees to adjust their work after training sessions.

Table 4.6Consideration for Ascertaining the Post Training Performances Level

of their Trainees Table 4.7 Rating of Post Training Performance Table 4.8 Reasons for Rating the Poor Table 4.9 Rating of Post Training Performance Table 4.10 The Nature of ITF Training Course Table 4.11Distribution by Factors that Define Training Objective Table 4.12Problems Faced by ITF Defining Training Programmes Table 4.13 Benefits gained from Participating in ITF Training

Programme

Table 4.14Whether ITF is Achieving the Objectives for Which it was Set.

Table 4.15 Major Complaints Received by ITF from Contributors Table 4.16 Reasons why Companies Contribute to ITF Table 4.17How Companies develop their own Manpower Table 4.18 Considerations for identifying training needs Table 4.19 Rating of ITF Training Programmes Table 4.20Whether ITF is achieving the Objectives for Which it was Set Table 4.21Training Methods employed by respective companies Table 4.22Opinions of Contributing Companies on if IT is achieving

the Objectives it was set.

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CHAPTER ONE INTRODUCTION

1.1 BACKGROUND OF THE STUDY Some years back, the concepts of training and

development of employees were vaguely understood in most of

our developing countries. This was supported by Dr. Akinku in his book ANigeria Today@ when he said, Awe are yet to find out what

it is, are the 4ms absent in our mist? All efforts to improve on our productively yield no result@. Referring to his 4m=s he meant,

man, materials, machine and money.

With the turn of events, and increased awareness both the

developed and developing countries have come to appreciate the

problem of employee development and training in many

organizations.

In his inaugural lecture on supervisor management training

course, Layemo said that the basic problem of developing

countries is not lack of natural resources but the underdevelopment of their human resources@.

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In a similar perspective, Eze in his book ASources of

Management Motivation@ showed that manpower in the third

world countries are undeveloped.

In support of this, a report by Ashby of (1959:58) showed

that manpower resources in the third world countries, were still

developing. Following Ashby=s recommendation the National

manpower Board was established in 1962. As a follow up, the

manpower board in 1963 undertook a comprehensive manpower

survey which brought to governments notice the following:

a) The quality of management in all levels of one of the major

problems of economic development.

b) The need for effective co-ordination to avoid unnecessary

duplication of efforts in manpower training.

In 1969, the International Labour Organization (ILO)

emphasized the inadequacy of manpower development

programmes in Nigeria which was necessary for her to carry out

her economic development plan occasioned by the civil

3

war, hence the need for rehabilitations, required to develop

technical and progression manpower training. The second National Manpower Development Plan (1970 B

74) also said that there was high level of incompetence in

positions in our industries and it identified the following factors as

being responsible for it.

a) Inadequacy of educational and professional requirements.

b) Poor quality of employees

c) Inadequate of experience

Irrespective of these poor quality skilled manpower,

employers have neglected the need to train their workers for

increased productivity and efficiency of their work. The Federal

Government Create Industrial Training Fund in 1971 by decree No. 47. It=s main objectives is to promote and encourage the

acquisition of industries with a view to generate a pool of

indigenous trained manpower sufficient to meet the developing

needs of the economy. The decree also charged the governing

council of the fund, to utilized all

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contributions made by the employers and subventions from

government to encourage and promote the acquisition of skill in

industry and commerce. To this effect, ITF became one of the

bodies charged with the task of articulating of training of industrial

manpower in the country hence it becomes of interest to

investigate the impact of its training programmes on manpower

development in the country. 1.2 STATEMENTS OF PROBLEM

As stated earlier, the setting up of the industrial Training

Fund has the central objective of promoting and encouraging the

acquisition of skill in industry and commerce. In essence, the ITF

is expected to provide high quality personnel to man our

organizations. So far, there is no way of knowing what has been

achieved. ITF always claims in its bulletin to have done a lot to

meet manpower development needs of cooperation from

employees of labour who need the training.

Their complaints entails, non-payment of contributions not

patronizing them in their training etc.

5

On the other hand, contributors complain of the quality and

quantity of ITF training and criticized the fund adversely claiming

that they have not benefitted from the industrial Training Fund.

They argued that the courses approved by ITF are general and

not specific to the individual and employees need.

The question remains, whether ITF is sure of the quality of

their training programmes? This study is however, poised to

contribute towards answering these questions. 1.3 OBJECTIVES OF THE STUDY This study aims at investigating the activities of ITF with a

view to assess the impact of its training programmes on

manpower development in the country. It would also see if there

is justification for the little enthusiasm and greater criticism being

leveled on the ITF. In view of the above, the purpose of the study

include:

1.To ascertain whether ITF meets the training needs of the

contributing companies.

2. To identify the kinds of training programmes.

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3.To find out how ITF=s training affect the performance of its

participants.

4.To find how trainers of ITF meaningful based on the findings.

1.4 RESEARCH HYPOTHESIS

Based on the above stated research problems and

question, the researcher hereby formulates the following

hypothesis which will be tested for optimum results and

conclusions. Ho: ITF does not organize it=s training and manpower

development of programmes based on good result

principles. Hi: ITF organize its training and manpower development of

programmes based on good result principles. Ho: The problem facing ITF are to essentially financial

problems. Hi: The problem facing ITF are to essentially financial

problems.

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Ho: ITF is not achieving the overall objectives for which it was

established. Hi: ITF is achieving the overall objectives for which it was

established. 1.5 SIGNIFICANCE OF THE STUDY

This study when successfully completed will be immense

importance to employees of labour in order to know the quality of

training programmes offered by IF. It will be of importance to

government to know how the fund has been fairing and make

recommendations where necessary.

It will also enable non-contributing companies or non

member to know the skill content of the fund and decide whether

the fund is living up to expectation.

The analysis will act as a catalyst in funding remedies to

operational problem of the fund thereby providing solutions where

it is lacking.

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1.6 SCOPE OF THE STUDY This study covers ITF as an institution established to

organize industrial training in Enugu State. It has its headquarter

in Jos with about 29 area offices in some states of the federation.

The Enugu Area offices would be used for the study. Emenite

Limited and ANAMMCO Limited will be used as samples of the

benefiting and contributing companies.

The research will first identify the training programmes,

evaluate the quality and how adequate they are contributing in

the training needs of these organization. 1.7 LIMITATION OF THE STUDY In the course of the study, of this kind, some problems or

limitations are encountered, these are time and financial

constraints the researcher has very limited time for the study, due

to the nature of work, the researcher occupies. Distance from

school/home to the places of research also possess a lot of

problem because the distance is much and cannot be covered

with little time hence it reduced the

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frequency of going to assess the trained workers by ITF

programmes as often as should have been assessed. 1.8 DEFINITION OF TERMS It is pertinent to note that meaning of some words in a

research of this kind maybe misconstrued, therefore, there is

need to define some special terms or words used in this regard to

avoid misinterpretation. ITF: Industrial Training Fund is an establishment in 1971 for the

purpose of promoting and encouraging the acquisition of

skills in industry and commerce.

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REFERENCES Akinku, A. Nigeria Today, Jos, Salama Press Limited 1978, p.7. Layemo, B. The Origin of ITF, Enugu, Mimeograph, May 1995, p.2. Eze, P.A. Sources of Management Motivation. Ibadan, Oxford University Press 1993 pp. 20 -25. Yesufu, J.M. Manpower Problems and Economic Development in Nigeria Ibadan Oxford University Press 1969

p.37. Ibid pp. 45 B 49, p.3, p.14. Monetary and Banking Systems in Nigeria Zaria, Ad: Publishers 1985 p.27. Mohammed Dikko Training Needs in Industrialized Society Kano Sadura Press Limited 1978 p.1. Layemo, B. Supervisory Management Training Course Enugu Monograph May 1995 p.8 Idris Mohammed Instructional Skills Development Course Enugu Monograph February 1997, p.6. Ashby, Manpower Planning in Industrialized Society, Ibadan Oxford University Press, 1959, p.68.

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CHAPTER TWO REVIEW OF RELATED LITERATURE

THEORETICAL FRAMEWORK

Training is an investment which is a commitment of

resources for the acquisition of assets which in turn allows a

stream of resources to be generated in the future. The training from this perspective Udoudo Aka (1982:2) defined it as Athe

development of specific skills and attitude needed to perform a

particular job or services to maximize the productivity of the

industry and improve the overall organizational efficiency.

Training has been defined as the overall process whereby

individuals behaviour is modified to conform to a predefined and

specific pattern. Also Mc-Gehee and Thayer (1985:8) defined it as Athe formal procedure which a company uses to facilitate

employees learning, so that their resultant behaviour constitute to the attainment of the company=s goals and objectives@

Stemmets perceives training as Aa short educational process

utilizing a systematic organized procedure by which non

managerial personnel

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acquire technical knowledge and skills for a definite purpose. One thing to note in Udo Udo-aka=s definition is that

training is an organized procedure by which people learn

knowledge and skill for a defined purpose. The objective of

training is to affect a change in the behaviour of those trained, for

effective performance on the job and to aid in the achievement of

organizational goals. Although, the researcher agrees which Udo Udo-Aka=s definition, many organizations see training of workers

as an extra activity to be supported only if they can afford it.

The view of Ordiome seems to support our second

definitions of training. He maintained the specific definition of a

behaviour change objectives requires that the present level be

defined. In training, the difference, the two companies objectives

of training, sometimes called the training need. He Ordiome

continued by emphasizing that training should lead to changed

behaviour. If it does not it may be that the trainee does not have

the intelligent quotient to understand or has a boss who conflict

with the training behaviours would work or be suitable.

13

McGehee and Thayer=s definition of ITF Industrial Training

reaffirmed the need for industrial training as a foot hold for the

achievement of the organizational goal. Not that the definition by

Mc-Gehee and Thayer however emphasized the fact that it is the

company that should sponsor the training. Mc-Gehee and Thayer

also emphasized that training encompasses activities ranging

from the development of a complex knowledge, inculcation of

elaborate administrative skill and the development of attitudes

towards intricate and controversial social issues.

Diefamaoh, commenting on the effort of training, observed

that energies, skill and knowledge of people purely for economic

purposes are but a dimension of human endowment and that it

also embrace the thought, motives, beliefs, feelings, aspirations

and culture of human beings which are beyond the place of work.

Reasoning from the above perspective, Steiznets observed that Athe major capital stock of an industrially advanced country

is not its physical equipment, it is the body

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of knowledge amassed from tested, findings and discoveries of

empirical sciences and the capacity and training of its population

to use the knowledge.

The researcher views Steinznets definition of training as

being myopic or restricted. In the first instance, it depicts that only

non-managerial personnel can benefit from training. In the

second place, the definition purports to show that training must

be short in duration, a significance point to infer from this

definition is that while substantial on-the job training exists in

most organizations under the guidance of experienced

employees, there is no discemible policy on training to prepare

people for future management responsibilities.

This explains the reason why we usually lack management

development. The Central Ideal in the above view is that

manpower is the life wire of any organization or economy. It

produces a control to other factors of production and hence

requires thoughtful provision, utilization and preservation.

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According to Oshiami (1997:14) ADevelop does not start

with people and their education, organization and discipline.

Without there, three all resources remain latent and untapped

potential. Every country no matter how devastated, which has a

high level of education, organization and discipline produce an

economical. That is, there is need for continual training and

retraining especially with the impact of rapid technological

changes and automation on existing skills and jobs. Thus training

is a continuous process and the programme for retraining

employees for new occupation and jobs in the organization is increasingly necessary@.

The researcher is of the view that availability of manpower

is not always the question. What is usually the problem is

whether the available manpower meets the needs of the

economy.

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2.1.1The Distribution Between Training Education, Manpower and Development

A number of writers have discussed the nature of education

and training in industry and have pointed out to the problems

which arrive from the different meaning attitude to the last two

words. The word education, for example is at times narrowly

used to mean the formal process of studying a syllabus of word

which usually involves attendance at an educational institution. It

is used in the very much sense of life itself as the best education developing individuals=. Here, the meaning is conveyed that of

personality attributes and knowledge of itself large or wholly

independent of formal or institutionalized education.

Similarly, the word training is used both as a synonym for

education and is the restricted sense of learning behaviour which

is usually capable of precise definition.

According to Kennedy and Donnelly (1978:1) education and

training differ in four main areas:

a)In the degree to which their objectives can be specified in

behaviour terms.

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b) In the time normally needed to achieve this objectives.

c) In their methods learning

d) In the learning material involved

A characteristic of training objective is that they are capable

terms. They can and should specify the work behaviour required

in a trainee at the end of his training. For instance the criterion

behaviour specified the taste procedures, techniques and skills

that the trainee should be able to perform and the standard of

performance required. Another characteristics of a training

objective in a business setting is that it is job rather than person

oriented and this often implies a uniformity of performance

behaviour.

Education objectives are less amenable to differing

behavioural terms because they are too complex or because the

behaviour that result in successful accomplishment in many

instances are now known in absence of behavioural

performance. Standard education objectives have to be more

general or abstract terms. They aim to provide the learner with a

basic understanding which he is expected to interpret

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and apply in his own way to specific situations.

Education objectives seek to stimulate personal development and so can be thought of as a Aperson@ rather

Ajob@ oriented.

On the 2nd point, a training objectives can normally reached

in a relatively short period of time while other many years are

needed to accomplish educational objectives.

Some approaches to learning are more appropriate to

education than training and it is useful to refer to technical

distinction between mechanistic and organic learning. 2.2 THE MECHANISTIC AND ORGANIC LEARNING Mechanistic learning is achieved as a result of stimuli and

responses and is reinforced by practice. Training as opposed to

educational programmes are usually designed on the assumption

that mechanists learning is involved.

Organic learning involves a change in the individual rather

than what he can do. Organic learning is much less amenable to

external directives and its outcome is very

19

difficult to external directives and its outcome is very difficult to

predict. Concerning the differences learning content of training

and development programmes, training provides the trainee with

knowledge and skills necessary to carry out specific work tasks. It

is geared directly to this end and is essentially practical and

relevant to the job. Most, if not all, of the material to be learnt

such as details of work method, techniques and methods are

derived from within the company. In contract, educational

programmes contain theoretical and conceptual material aimed at

stimulating an individuals analytical and critical facilities and the content of an education=s programme is widely used and

frequently derived from different sources and disciplines.

Hoyle (1959:6 -8) explains that training is involved when a

skill or competence has to be acquired which is exercised in

relation to specific and or function or in accordance with the

cannons of some specific mode or thought or practice. It works

essentially in the realm of skills when something has to be done

or manipulated. Educational

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by contrast is not something that pertains to a person in respect

of his competence in any specialized skill or activity or mode of

though. But is concerned with developing the holism of a person

by widening his horizons in concepts time and perspectives.

Kennedy and Donnelly (1978:1) see training as helping an

individual to learn how to carry out satisfactorily the work required

of him in his present job while development is preparing the

individual for a future job.

Stemmetz based on his own distinction between training

and development on development and the recipients, and

concluded that training is short term is nature, and is received by

non-managers while development is long term and is received by

manages. Penny Hackett made a clearer distinction between

Training Education and Development. To him, training involve the

skill of an employee in any organization while formal education in

the Universities, Polytechnic and Technical College is a process

of acquiring background knowledge of subject. It is persons

rather than

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job oriented. Development on the other hand is a course of action

designed to enable the individual to realize his potential for

growth in the organization. It related to future rather than present

jobs. According to Nwankwo (1963:40) Adevelopment refers to

general, to change that is continuously taking place in man and

his physical, social and cultural and other environment. This

change may be beneficial or sometimes detrimental to human

survival concepts or theories of development are also subject to

changes. The changing nature of concepts of development is a

reflection of the major changes that have taken place in our

social and economic conditions. Based on the above, he

continued by stating that development and training are

interrelated by two analytical separate lines of definitions.

On one hand, development is concerned with increased

production of materials, goods and services. This is the notion of Aeconomic growth@ where the focus is largely on quantitative

problems of the production and the use of resources.

22

On the other hand, development is concerned with change

in the distribution of material goods in the nature of social relations. This nation of Asocial development@ where the focus is

basically on qualitative and distributional changes in the structure

of societies through the elimination of discrimination and

structurally determined exploitation, the creation and assurance

of equal opportunities.

These academicians have attempted to give clear out

definition of development and training but the factual situation is

that when one is trained, he is being developed.

Mc-Gehee and Thayer defined Industrial Training as the formal procedure of employee=s learning so that their resultant

behaviour contributed to the attainment of the organizational

objectives.

These definitions, stresses the importance of industrial

training in attaining organizational goals, which one is inclined to

accept because without objective, an organization cannot exist

hence training helps in the achievement of the objective or set of

objectives which needs skilled men to

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accomplish. Furthermore, training embraces the activities of

developing complex knowledge, integration of elaborate

administrative skills and derived attitudes for difficult and

controversial issues.

Diojomoah gave credence to these elements of training put

by Mc-Gehee and Thayer (1986:7) by stating that, energies

knowledge and skills of people are purely of economic purpose and are dimension of human endowment@. To him thoughts,

motives, beliefs, feelings, aspiration and the culture of human

beings which are beyond the work place the embodied in

industrial training. One can rightly infer from this view, that human

resources is the bedrock of any organization or economy

because it produces and controls other factors of production. It

therefore needs thoughtful provision, utilization and preservation.

The constant training and retraining keeps an employee

conversant with changes in technological skills for need in

demonstrative jobs.

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2.3PRINCIPLES AND METHODS OF INDUSTRIAL TRAINING Prior to the commencement of any training programme, the

need for training has to be identified, and managers are to identify

the problems encountered by different employees.

According to Graham, the best common sense approach to

identify areas of training is the use of the formula. O = M B I

Where

O = Inefficiency

M = Complete list of behaviour necessary for the job

I =Complete list of behaviour necessary for the job which the

employee already possesses23.

Hence for effective and efficient carrying out of industrial

training, industrial and commerce must first identify their various training needs and attention focused on the job and it=s

requirements as well as the job itself. This means

25

that the right training would be designed by assessing the

workers and what the worker needs to perform in a given task or

job more effectively and efficiently. Analyzing the training needs

will also enable the employee to perform at a required standard

which entails identifying the learning objectives, specifying the

sequence, choosing the learning, method and location,

instructions and drawing up the program must be done to ensure

that the learning employee achieves the desired result. The Feedback Technique and Methods This is a method by which training staff are assessed by the

feedback gotten from the staff trained, this implies that after

training, positive response will be expected from the staff, but

where it appears negative. They will now be assessed and future

training organized for them.

In an interview with Mr. F.C. Anikpo of speed well service,

be declared that for a good result oriented training to be effective,

the organizer must be abreast of the background need of the

training. This could be discovered by critical analysis of the

operations of the company to find out

26

where there are deficiencies, companion of previous present and

future expected operations and outcome will be relevant so as to

identify the best training methods that will suit the organization for

effective performance and development.

From the foregoing, it could be rightly inferred that for a

good establish development. There is need for a companion of

present and future expected operations.

As the economy is changing with new technological

breakthrough, it will be wise to consider their changes and move

on with trend. It is only through training that such can be identified

and moving with trend entails development.

Therefore, it can be concluded that training develops

manpower and it is the function of training institutions or agents to

organize it effectively. 2.3.1 Types of Training

i) Apprenticeship Training

Apprenticeship training refers to integration of on the job training

and off the job training that appear under normal

circumstances to be effective. The main

27

purpose of apprentice training is to prepare employers for a

variety of skilled occupations.

Oluwanya, (1990:7) stressed that apprentice training is in some

cases subverted by a desire among certain management

representative to obtain as much productive labour as

possible at a reduced apprentices rate.

Okon Ugoka (1987:11) emphasized that to achieve the objectives

of apprenticeship training employees should access the

training needs annually to determine the numbers required in each category B skills and knowledge of these trades

should be instantly analyzed. Therefore, it is pertinent to

note that views on programme instructions depend on

individual perception and the organizations may

recommend the technique for preparing trainees for actual

jobs which they face while some may find the technique

time consuming and expensive to handle. The programme

is bound to change from time to time due to some dynamic

effects on the organization.

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ii) Conference Method This technique of training provides the participants the

opportunity to pool ideas and facts to test assumptions and

draw inferences or conclusions. The purpose of the

conference, determines the manner of presentation if it is

for developing the problem solving and decision making

skill of the participants.

The conference leaders (trainer) just facilitate the participation of

the individuals but at the same time to present the

conference from straying too far from the objectives. Some

of the identify constraints, of the techniques is its restriction

to small group participation ad centre around covering a

much substantive content in a reasonable length of time it

lacks an organization and emphasize is on demonstration

rather than training. iii) Seminars and Workshop The essence of seminar and workshop is to develop practicing

and operative managers in their effort to achieve

organizational goal. According to Seifu Balogun, (1978:290)

employees who get along well

29

with others and who exert leadership in group situations are

those who often attend seminar. It is necessary that they

achieve among other things important productivity and

rejuvenate through the situations of management training26.

Seminar and workshop programmes should include management

and conservation of resources. Guidance and counseling

techniques, policy analysis and programme evaluation.

According to noted Okobuli Wonodi: (1950:52).

It is the surest way of unifying services staff training programmes,

due to the fact, it provides a forum that brings staff from all

organizations to pull ideas together and discuss freely.

2.4 THE ROLE OF EMPLOYER IN INDUSTRIAL TRAINING

Most employers of labour have luke-warm attitude towards

training. According to Carl Jung (1954), he feels that there has

been training for supervisors and managers in workshops for long

time which have improved their

30

productivity28.

It will not be inquired from the above that something is

wrong, either with the employers or trainees or even method of

training.

A careful observation will reveal that most of our training

programmes are based on the orthodox assumption that

inefficiency of our economy are mostly due to shortage of skilled

manpower. This led to the recommendation by government for

various training institutions to train workers to operative,

technical, commercial, financial and managerial areas.

Manshion and Myers (1991:7) in their own opinion of this

study says that efficiency can be achieved by inferring factors for

good industrial relations and motivational factors of skilled

manpower. Hence, industrial training is necessary. Employers

should be meant to realize their duty in training programmes of

upgrading and training manpower in various department.

There is the need to put pressure on the employers to

assume greater responsibilities because the building of

31

modern nation depends upon the development of people and the

organization of human activity capital and natural resources as

they all play important role in economic growth but none is more

important than manpower.

It is pertinent to note that not all organizations can run their

own training school, in a bid to assist them, in organizing training

for their staff; industrial training fund was established in 1971 by

decree No. 47. In spite of the establishment, organizations that

do not or do have their own training school are given

reimbursement for each course approved by the fund.

2.5 THE PLACE OF INDUSTRIAL TRAINING IN ACHIEVING

ORGANIZATIONAL OBJECTIVES

Manpower is regarded as the greatest asset of any

organization hence human asset can be developed to vital use. It

can be inferred that organizations that require to train and

develop their workers will not make a meaningful headway.

32

According to Flippo (1988:201), he maintained that

effective training increases productivity, reduce cost, heighten

moral, promote organizational stability and equality says Flippo.

These are the gains achievable from training and that is the more

reason why workers are trainer. In addition, training is important

because workers who have not received training on their jobs

lack the necessary confidence and skill with which to carry out

their jobs.

Employers productivity is a function of ability will and

situation factors. Scott A.K./Mitchell (1997:7), said that an

organization may have employees of ability and determination

with appropriate equipment and managerial ability support yet

productivity falls below expected standard. A missing link is

identified which many cases are lack of adequate s kills and

knowledge, which are acquired through training and

development.

However, some organizations who are unable to meet skill

requirement from government establishment, their own training

scheme or plan.

33

Most of the organizations are handicapped because of the

high cost of establishing individual worker hence they resort to

on-the-job training which some writers like Scott and Mitchell said

are inefficient and costly too.

On this part, Fashoyin (1959:27) said that industrial

relations should not only concentrate on educating workers in the

art of industrial relation but should relate to modeling the attitudes

of workers to work and to employers/employees relation. It is

when there is harmony between the two that organization

objectives can be achieved. To him, this can be done through

collective bargaining which can change the cynical and

suspicious attitudes of workers/employers towards each other.

This is what training should teach rather than concern for only

wage determination.

This means that the training of the employee should not

only be towards the achievement for the organizational goal, but

should also embrace the satisfaction of workers. This industrial

training is to develop the employees newly emerging job oriented

problems, like giving the employees skill requisite for the

satisfaction of rules and procedures

34

required of the job. In essence, employees must be helped

through training to appreciate the importance and work demands

of his environment. These ensures that the right attitude action

and reaction can be expected from the employee and his

environment. From the foregoing, it is known that industrial

training offers bolt, managers and workers that capabilities of

doing their jobs for the attainment of organization overall

objectives. 2.6 BRIEF HISTORY OF ITF Although the concept of National Industrial Training

Scheme has been for many years. Its functional framework was

not established until the second national development plan (1970

- 74). The Federal Military government established their agencies

with the responsibilities of manpower training and development.

They include:-

1. The Industrial Training Fund (ITF) - 1971

2.The Nigerian Council of Management Development (NCMO)

1972

35

3.The Administrative Staff College of Nigeria (ASCON) 1973

According to the Federal Gazette 18, the ITF was

established by decree No. 47 of October 1971. The decree

changed the ITF with the responsibility of promoting, encouraging

the acquisition of skills in industry and commerce with a view to

generate a pool of indigenous training manpower sufficient to

meet the needs of the economy.

As Udeze (2002:129) pointed out, student at tertiary

institutions are required to participate in 3 months or 1 yea

industrial training programme under the auspices of ITF. This

helps would be graduates to mix their college theories with what

is done in real life. The student s write I.T. Reports at the end of

their training. Vision Statement To be the foremost skills training and development organization

one of the best in the world.

36

Mission Statement To set and regulate training standards and offer direct training

industrial and commercial skills training and development

using highly competent professional staff, modern

techniques and technology. The Organization of ITF

The analysis of organization of ITF will be made under the

following:

a) The governing council

b) The headquarters

c) The structure and staff a) The Governing Council This body is in charge of managing the ITF, made of 13-member

governing council appointed by the federal ministry of

industries to make policy decision for managing the fund. b) The Headquarters

ITF has six headquarters, departments each headed by a

Director and has about 29 area offices spread all over the

federation. Professional staff are at the ITF

37

headquarters, departments who standardize the services

rendered to the area offices are also there. These include

planning, developing and designing the funds, direct

training seminars, workshop and so forth throughout the

country. c) The Area Offices In each area office, there is a team of professionals including

accounting and administrative officers appointed by an area

officer. The area offices were established in order to bring

the funds advisory services as near as possible to the

contributing employers. The major functions of the area

offices are as follows:

i)The collection of training requirement, data and levies

from the industries.

ii) Approval of company programmes

iii)Processing re-imbursement claims, and transmission

iv)Providing assistance as required to post secondary

institutions taking part

38

in the student=s industrial work experience scheme.

v)Conducting training course, seminars and workshops.

vi) Vocational counseling

vii) Advisory service to commerce and industry

39

ITF ORGANIZATIONAL CHART SPACE FOR DIAGRAM

40

2.7OBJECTIVES OF THE INDUSTRIAL TRAINING FUND (ITF) The objectives of the fund is to promote and encourage the

acquisition of skills in industry and commerce, with a view to be

rich in terms of manpower sufficient to meet the needs of the

economy. In order to achieve this objectives, the governing

council of the ITF has a comprehensive policy on training

formulated in 1973 which is known as industrial.

Training fund statement No. 1 According to the following

measures by which the fund actively support training in the

economy !Bearing a portion of erect cost of the job training courses

approved by the fund. !Assisting and strengthening training capability and facilities

throughout the country. !Encouraging greater involvement of employees particularly

small ones, in the organization and directing of training

especially through the establishment of group training

scheme and centres on certain critical area of economic

activity.

41

!Direct building up training facilities of its own, in these areas,

where little or nothing is being done. !Seeking to harmonize all its training efforts and support with the

activities of formal training institutions as well as utilize their

facilities for clearly designed job oriented training

programmes. There is an emphasis on the training of

craftsman through apprenticeship and other less expensive

formal system to the ITF.

Again, the activities of trade/vocational centres are to be

harmonized in line with the new development in the training

situation of the country.

The fund offers employees the followings:

1. Training their trainers

2. Identifying their training needs

3. Running implant for the company

4. Lending Audio-visual aids free of charge

5. Re-imbursing approved training expenses

6. Running group training schemes

7. Running direct courses for employers of labour36.

42

The Working of ITF

a) Implant Scheme

This aims at training personnel performing essential routine.

Production and maintenance schemes in all sectors of the

operation. b) Advisory and Consultancy Service This activity is carried out mainly by staff of the funds Area

offices. It involves planned visits particularly to small or

medium sized companies to achieve the importance of

training as a catalyst for improved performance and

organization growth. c) Training Courses, Workshops and Seminars

It provides short term training, programmes for instructors,

foreman, supervisors drawn from industrial, commercial

and other establishments and institutions, Annual Training

Conference.

ITF organizes National Conferences which serves as a

very good forum for the exchange of knowledge and ideas on

ways of Human Resources Development. They are organized in

form of symposiums, seminars, etc. which

43

provides the theoretical method of symposiums, seminars etc.

which provides the theoretical method of training in commerce

and industry. Types and Numbers of Courses Run By ITF

According to ITF bulletin, the courses run by ITF are in areas of

vocational training. Apprenticeship implant training,

organizing workshop and seminars. Vocational Training The fund established a National Vocational System comprising a

set of pilot industry oriented in vocational centres and a

national apprenticeship scheme. The centre of those

vocational training was established in 1983 with the

following objectives in mind;

1. To provide trainees with employable skills and technical

know-how necessary to foster proper work attitude and

industrial discipline.

2. To instill in the trainee a sense of purpose in their courses.

44

How ITF Work

It is concluded by many researchers that emphasis should be

place not on training programmes instead of on the result of

training. Among them are Kontz and or Donnel, who

pointed that training benefits derived from attending

development courses are negligible unless they satisfy a

clearly defined training. It tends to receive the support of

Stooner to him, the job skill for effectiveness of the

receiving organization should be analyzed and appropriate

programmes for the employer but also evaluate the nature

of the job required by the organization which involves

designed management courses and programmes to need

its requirement.

Scott and Mitchell declared that the consideration of

training programmes should be based on the job done, he further

stated there should be analysis which will help appropriate

programme to be developed in essence. ITF should design

training programmes to fall in line with the job done. So that the

skills to be acquired will help the worker to match the job. ITF

should design programmes in light of the

45

time. Desired Systematic Training Model Analysis of the organization and job training compared.

Source:Allen P. Sales Management (1st Edition Macdonald

and Evans Ltd) 1978, p.95.

46

It is our contention that ITF should make its training

programme more effective in designing the programmes pointed

out, an initial analysis of the organization to the receive the

training and the job to be done by the trainee should be

undertaken. The differences between the employee expected

level of performance should be established.

Based on this, ITF can design training programmes that will

correct the deficiencies. This involves very careful analysis.

Chijioke stated that ITF has been active in making the

industrial training experience of students in universities and

technical colleges realistic.

He further pointed out that the ITF has played immense

role in encouraging companies to set up their own training and

refund organizations for such problem40. He never bothered to

stress the kind of problem and quality of the trainees. ITF has

done a lot in manpower development in Enugu State. It has

helped students on industrial work experience thereby trying to

develop the manpower requirement in our economy. In depth,

knowledge or study

47

of the objectives of ITF will show that it is more training. The

acceptance of industrial training by various industries is an

indicative of the achievement of ITF.

Layemo holds ITF in high esteem. He said that it made it

possible for firms to build up interest in training. For instance,

some companies are interested in the reimbursement which will

be made to them by ITF. This pushes them to continuous training

of their staff.

He, Layemo further stated that industries hitherto, suppered

high labour turnover of training staff who were occupationally

immobile, but industries can now boast of trained manpower

because of the fund. However, Layemo=s work has been noted, but for him to

make such assertion, without telling us how he went about his

conclusion is a short-coming of his work which this current work

tends to correct.

Okon Ogun O. (1991:4) criticized industrial training in

respect of the student industrial work experience scheme

(SIWES) he pointed out that the fund has not been funding

48

SIWES effectively, as they owned students a lot of money in

contract to its objectives of funding the scheme42.

He however further criticized the fund for being

discriminately in paying SIWES allowance. A closer look at all

their write up reveals that they have not been concrete evidence

to show the skill content of the ITF training programme, the

quality of the training to us is very important because it will

indicate how effective the employee would be after undergoing

the training thereby contributing immensely to manpower

development in the state.

Hence, this study is intended towards this knowledge. 2.9 PROBLEMS OF ITF

ITF had over the years is besieged by one problem or the

other. Their problem affects the performance of the fund. These

problems as was recorded in the recent magazines TRADE are: 1. Insufficient Fund The fund=s sources of income are subvention from government,

annual and contribution from the

49

employers of labour. To the fund, the money is not enough to

sustain it. The fund has always been running a deficit

budget because their expenses have always exceeded

their income. Levy collection and incidence of default, many

firms default in paying their annual training obligation. Firms

do not pay as at when due, thereby crippling the economic

activity of the fund. 2.Reluctance of Employers to Invest on Manpower Training

Most companies pays the levies to comply with the law but in

actual fact, they have no systematic training programmes

for their staff this attitude has been referred to as AEmployers Hypocrisy@.

3.Lack of Compulsion by Law to Firms to Train Their Own Staff

The law does not compel companies to train their staff as a

matter of obligation so they do not find great compulsion to

train their workers, instead they prefer recruiting already

trained ones.

50

4. Staff Problems

The numbers and quality of the young professionals working staff

to the fund are not satisfactory. The professionals are

expected to deliver and organize seminars for experienced

company workers.

Furthermore, the trained professionals that are supposed to

work for fund after training set up their own constancy firms.

There is also lack of information or understanding of the nature

and essential services of the fund in the national economy.

The fund also suffers from a loss of qualified and

experienced staff to handle their training programme. In the same

manner, the employers loose workers trained with the fund.

An oral interview by the researcher with one of the ITF

officials, reveals that the state of the condition of the Enugu Area

office is disguising. Most of their facilities have been vandalized.

Most participants in training find the environment not conducive,

the site of the office is also the major problem as it is situated at

the outskirts of the town.

51

REFERENCES Pointer, L.W. et al Behaviour in Organization, Tokyo McGraw Hill Kozixusha Limited, 1975 p.64. Udu Udo-Aka ATraining Consultancy Organization in Nigeria: Impact and Effectiveness@ Conference Paper present in ITF

Second National Conference Port Harcourt 1982 p.2. Mc-Gahee/Thayer, P.W. Training in Business and Industry, New York, John Wiley and Sons Inc, 1985 p.8. Stermetx, L.L. Management of Personnel Vol. 8 No. 8 p.4. Ordiome, R.C. Industrial Training Geko and Sons Inc. 1987 p.3. Diojomaoh, V. The Structure and Nature of Nigeria=s Manpower Resources, Management in Nigeria No.5 June/July

1997 p.17. Steinznets, Management New York, McGraw Hill Book Company 1980 p.583. Osiomi, A.J. Improving with Training, Aba, Monograph February 1997 p.4. Kennedy and Donnelly Personnel Management Foreman Press, 1978 p.1

52

Nwoko, Chinedum Supervisor Leadership Skills Monograph 1999 p.7. Nwube, Isaac, I. (MNIM) Industrial Training Fund, Handbook of Training and Development Programmes for 1999 and 2000

p.9. Hoyle, A.Z. Trader, ITF Journal 1995 pp.6 B 8 Penny Hacheet, J.A. AAgi@, Unrecognized Erizma of Executive Development Management of Personnel Vol. 9 No.8

pp3 B 10. Nwankwo O.C. Education Manpower and Economic Strategies of Resources Development, Lagos, Deji Books

Company, 1963 p.40. Chijioke, C.O. Training and Development, Aba, Monograph p.13. Mc Gehee and Thayer, P.W. Training in Business and Industry, New York, John Wiley and Sons Inc. 1986 p.7. Diojomoah, V. The Structure and Nature of Nigeria=s Manpower, Resources, Management in Nigeria No. 5 June/July

1977 p.24. Graham, Supervisory Management, Monograph 1994 p.7 B 13.

53

Oluwanya, G.O. Training Design, Lagos Country Publishers 1990 p.7. Okon Ugoka Enhancing Effective Performance of Nigerian Civil Services, Lagos, Spee Publishers, 1987 P.11. Seifu, Balogun Modern Business Administration, London, Pitman Publishing Ltd 1978 P. 270. Okobuli, Wonodi Principles of Education, Ann Arbor Press, Kaduna 1950 p.52. Cart L, Jung Training and Development of Managers, New York McGraw Books Company 1963 p.40. Marbison and Myers Industrial Development, London Gay Publishers and Co. 1947 pp. 140 B 142. Flippo B.A. Principles of Personnel Management, New York, McGraw Book Company 1988 p.201. Scott, A.K./Mitchell, W.A. Seasons of Change, Monograph Jan., 1997 p.7. Fashoyin Wage Determination, Lagos Segun Press Limited, 1959 pp. 27 B 30. Developing Effective Local Technology and Maintenance Culture in Nigeria 8th Annual National Training Conference 1 B 4th

Nov., 1998 pp. 1 B 7.

54

Bulletin I.T.F. Trade 1996 pp.11 B 18. Kontz and Donnel D. Management 7th Edition, New York McGraw Hill Book Company, 1980 pp. 581 B 583. Scott and Mitchell Organization Theory, A. Structural Behaviour Analysis, Livan Series in Management and

Behavioural Science, 1976 p.361. Allen, P. Sales Management (1st Edition) New York, Mcdonald and Evan Limited 1980 p.95. Chijioke, C.O. Emenite Bulletin Jan. 1995 Edition pp. 4 B 5. Layemo, B. Human Resource Competence for Organizational Transformation, Monograph, 1994 pp. 5 B 7. Udeze J.O. Human Resources Management in Nigeria, Joebest Books Enterprises, 2000 p.129. Okon Ogun, O. Production and Technology for Competitors, Monograph, 1991 p.4. Bulletin, I.T.F. Trade 1998 pp. 14 B 15.

55

CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY

3.1 RESEARCH DESIGN The purpose of this chapter is to explain in details the

strategy adopted in the present research for generating,

collecting and analyzing the data required for solving the research

questions earlier stated. It tends to explain the means by which

the researcher decides on where, who or what to collect

information from and what was used and how it was used in

generating needed information. In this research work, the

researcher discusses on the following headings:- 3.2 SOURCES OF DATA In selecting the data used in this research study, two main

types of data collection techniques were employed.

They are primary data and secondary data techniques.

56

3.2.1 Primary Sources of Data These are data obtained through questionnaires which

were self administered coupled with oral interviews and

personnel observations.

The questionnaires were prepared for two categories of

people that may be different views on the impact of ITF. These

categories are ITF officials and contributing companies

representative. 3.2.2 Secondary Sources of Data These includes information obtained from textbooks,

journals, newspapers, dissertation I.T.F. publications etc.

Emenite publications and Anammco Publications. 3.3 METHODS OF DATA COLLECTION Data for this study were collected by means of

questionnaire. The researcher went to Anammco Limited and

Emenite Limited to administer and collect the questionnaire

herself. In conducting the research, University of Nigeria Enugu

Campus Library, Industrial Training Fund Enugu

57

Library, Institute of Management and Technology Library,

Emenite, Archives, Journals, Seminars periodicals, newspapers,

magazines etc. were exhaustively consulted and utilized.

The questionnaires administered were twenty two to

contributing companies while eight were to ITF executives.

The questionnaires were made up of two parts, part B to

contributing companies while Part A was for ITF executives. Part

A, for specific training programmes seeks to research on specific

training programmes seeks to research on specific training

programmes mounted by ITF for the contributing companies. It

also seeks to investigate on how relevant the programmes were,

their involvement in the development of manpower in Emenite

Limited and Anammco Limited.

Part B of the questionnaire was designed to explore and

learn about the changes in skills of employees who received ITF

training and how best to achieve its predetermined objectives.

58

The two parts of the questionnaire (A and B) which were

open ended and multiple ended, objectives questions were

incorporated. This was mainly to elicit relevant information

needed for the study. 3.4 POPULATION OF THE STUDY The population of the study was limited to top executives

ITF area office Enugu who were directly involved with training of

manpower Human Resources Department were mainly used for

the study. The top managers directly involved in the training in

these two companies were selected. In order words 8 of

executives from ITF were selected while 22 executives were

selected from the two companies under making a total sample

size of 30. 3.5 METHOD OF DATA ANALYSIS For effective analysis of data, descriptive analysis

technique will be used in addition to comparison based on some

percentages.

59

According to Osuala, descriptive research policies for

alleviating the problems were applicable. After collecting the data,

they were analyzed by the used of z-test formula and simple

percentage.

60

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS

In this chapter, the data collected will be presented in

tabular form for appropriate presentation and analysis.

Questionnaires was the major instrument of data collection

used in this project. It is made up of 27 questions, part A for ITF

executives and Part B for contributing companies. SECTION A Table 4.1: How manpower training requirement are determined?

Factors Respondents

Percentage

Information from employees 6 75%

ITF study of the company 1 12.5%

Government directives 1 12.5%

Total 8 100%

Source: Field Survey, 2009

61

From the above, six respondents which represents 75% of

the respondents said that they determine manpower training

requirements through information from employees, in order

words, they consult the employees, assess them to find out their

training requirements. Yearly, some of source of these

companies appraise their staff point out the areas of their

deficiency and advise on remedies which are normally in form of

training developments. One of the respondents which is (12.5%)

of the respondents said that; sometimes government give

directives on a new technologies could be on computers, some

on health. In this case it is the government that advice on such

training. 12.5% of the respondents said that some companies

give ITF the free hand to survey, their company and identify

certain inefficiency that should be tackled.

62

Table 4.2: Consideration for participating Companies

Factors Respondents Percentage

Staff strength 8 100%

Payroll size - -

Nature and quality - -

Personnel - -

Initiative of the company - -

Total 8 100%

Source: Field Survey 2009

From the above table, all the respondents are of the

opinion that the staff strength of each establishment is considered

in determining the contributing companies. This goes to prove

what is stipulated in the act establishing ITF which states that

employer who employ 35 or more persons are eligible to

participate in the ITF training programmes.

63

Table 4.3: Whether Employers Contribute Regularly

Factors Responses Percentage (%)

Yes 4 50%

No 4 50%

Total 8 100%

Source: Field Survey 2009 Half of the respondents stated that some employers

contribute as and when due but some of them said that some do

not. When interviewed, it was discovered that the companies

who do not contribute complain that they ITF do not reimburse

effectively and therefore, there was no need to contribute. Some

of them said that the economy of the country is so high on them

that they considered such contributions unnecessary. Some of

them also said that the amount of reimbursement are to eager

compared with the contributions.

64

Table 4.4: Whether level of job performance is ascertained before trainees are trained.

Factors Responses Percentage (%)

Yes 8 100%

No 0 0%

Total 8 100%

Source: Field Survey 2009 From the above responses, it could be clearly seen and

understood that ITF executives are of the opinion that they

ascertain the level of job performance of the trainee before

training.

This study said is a way of assessing the effects of the

training.

65

Table 4.5:Consideration for assessing the ability of the trainees to adjust their work after training sessions.

Considerations Responses Percentage (%)

Very well 6 75%

Just well 2 25%

Not well - -

Total 8 100%

Source: Field Survey 2009 From the above table, it could be seen that six out of the

respondents are of the opinion that their trainees had been found

through surveys to adjust very well after their training sessions,

this implies that ITF think that they are doing a good job. They

think that their training programmes are very suitable to the

present work environments hence the good adjustment of the

trainees.

66

Table 4.6Consideration for Ascertaining the Post Training Performances Level

of their Trainees

Considerations Responses Percentage (%)

By feedback from employees 6 75%

By feedback from employers - -

From performance appraisal

instrumented by ITF

2 25%

Total 8 100%

Source: Field Survey, 2009. From the above table, six (75%) ITF executives are of the

opinion that they ascertain the trainees level of performance

through feedback from employer and their performance appraisal

instrument administered by ITF.

Two (25%) ITF officials through interview further added that

knowledge of trainee and their enthuism (employers) towards

similar and other courses organized by ITF.

67

Table 4.7 Rating of Post Training Performance

Factors Responses Percentage (%)

Very high 6 75%

Average 2 25%

Poor - -

Total 8 100%

Source: Field Survey, 2009. Six out of the eight respondents sampled, representing

75% of the respondent said that the post training performance of

the trainees are very high while 2 which is 25% of them rated it as

average. In order word s it could be concluded that ITF training

programmes improved the job performance of their trainees.

68

Table 4.8: Reasons for Rating the Poor

Factors Responses Percentage (%)

Opinion 8 100%

None - -

Total 8 100%

Source: Field Survey, 2009. None of the respondents rated the post training

performance of the trainee poor. In essence, it means that ITF is

of the opinion that it is doing a good job. Table 4.9: Rating of Post Training Performance

Factors Response

s

Percentage(%)

University/Polytechnic Lecturers 3 37.5%

Management consultants 3 37.5%

Freelance trainers 1 12.5%

Company executives 1 12.5%

Total 8 100%

Source: Field Survey, 2009.

69

From the above responses, it could be seen that majority of

the ITF executives pointed out that they use University

Polytechnic lecturers as well as management consultants

depending on the necessary and area of the training.

Some of the respondents also said that they use freelance

trainers where the need arises while some said that they use company=s executive depending on the need that arose.

When further interviewed, they said that on special

occasions, for special directives from top management, their hire

freelance trainers who are experts in certain areas to handle such

training. Table 4.10: The Nature of ITF Training Course

Option Responses Percentage(%)

Implant 8 100%

General - -

Total 8 100%

Source: Field Survey, 2009.

70

It was observed from the above that all the ITF officials

interviewed see the nature of their training courses as both

implant which entails training while at the work environment and

general which could however be overseas or University

education etc, it all depends on the training requirement. Table 4.11Distribution by Factors that Define Training

Objective

Factors Responses Percentage(%)

Task to be performed 8 100%

The conditions which it will

perform

6 75%

The standard of

performance expected

8 100%

The good of the

organization generally

2 25%

Source: Field Survey, 2009. All the eight respondents pointed out that the factors

defining the training objectives included the task to be

71

performed and the standard of performance expected. Six of

them pointed. Out the conditions under which it will perform as

one of the factors that define training objectives. Table 4.12Problems Faced by ITF Defining Training

Programmes

Considerations Responses Percentage(%)

Insufficient fund 3 37.5%

Lack of Trainees 3 37.5%

Lack of Trainers - 0%

Lack of training aids 2 25%

Lack of sufficient time - -

Lack of proper management - -

Total 8 100%

Source: Field Survey, 2009. The above table suggests that the major problem

confronting ITF is insufficient fund.

This is followed by lack of proper management. This

actually does not come as a surprise because without

72

finance, other problems will definitely arise.

Some other problems identified are lack of trainers. In an

interviewed with one of the executives of ITF, he said that most

companies find it difficult to nominate their employees for ITF

training programmes, this is mainly due to the fact that most

training managers prefer outside training consultants where they

may have their own share of the loot i.e. training expenses. Table 4.13: Benefits gained from Participating in ITF Training Programme

Considerations Response

s

Percentage(%)

Training the trainer 2 25%

Identifying their training needs 1 12.5%

Running implant training for the

companies

2 25%

Reimbursement of approved training

expenses

2 25%

Running group training 1 12.5%

Total 8 100%

Source: Field Survey, 2009.

73

The above table enumerates the benefits contributors are

bound to receive by becoming a member which are these: their

trainers get trained, they are reimbursed by ITF of the approved

training expenses. They also run group training with other

companies. There are general other numerous benefits according

to those interviewed. However, they said that most companies

contribute because it is government instruction to do so, and they

expect any gains from it. The executives of ITF therefore urged

companies to come to ITF to collect pamphlets where their

activities are widely stated to enjoy more of the fruits of their

labour. Table 4.14: Whether ITF is Achieving the Objectives for Which it was Set.

Factors Responses Percentage(%)

Yes 6 75%

No 2 25%

Total 8 100%

Source: Field Survey, 2009.

74

Six out of 8 respondents which is 75% are of the opinion

that ITF are achieving the objectives for which it was set. In

essence, they believed that it is making available a pool of

indigenous manpower sufficiently traced and stalled for our

industrial and commercial needs. Table 4.15: Major Complaints Received by ITF from Contributors

Considerations Response

s

Percentage(%)

Short duration of training time 2 25%

Low percentage reimbursement 3 37.5%

Irregular reimbursement 2 25%

Training programme not widely covered 1 12.5%

Total 8 100%

Source: Field Survey, 2009 From the above, we see that the major complaints received

by ITF are that the reimbursement is not made promptly and

even when it is made it is not sufficient. Other complaints

received were short duration of training periods.

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Some of the executives included in their that the duration of the

area short and are not enough to cover specific needs of some

contributing companies. Some employers, are said to have

suggested that contributions to ITF should be based on prompt

level and not on payroll or staff strength as it is presently done. SECTION B Analysis of responses from contributing companies from

the responses. It was discovered that out of 25 questionnaires

administered, twenty-two (22) of them were returned, ten from

Emenite Limited and Twelve from Anammco Limited.

The rank of the respondents are training officers and

personnel administrative managers. This become obvious

because they are the main people that are directly involved in

training. On the average the respondents have put in 5 years of

service in their respective establishments. As for the number of

employers on their payroll, it was found that the number of

employees by each company were:

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Emenite Limited = 187

Anammco Limited = 1017

Total = 1204

Source: Field Survey, 2009

The above is in line with the act that established ITF in

1971 Table 4.16: Reasons why Companies Contribute to ITF

Factors Responses Percentage(%)

Legal provision 18 82%

Tradition of companies 1 5%

The benefit from ITF training

programme

2 9%

Initiatives of the company 1 5%

Total 22 100%

Source: Field Survey, 2009

From the above table, we can see that the reason why

most companies contribute to ITF is mainly because of the

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legal implication of failure to contribute.

One of the executives interviewed said that some

establishments like Nigeria social insurance interest fund have

penalized them for not paying their contributions on time and in

order to avoid it further, they continue to contribute as stipulated.

Some companies stated that the reimbursement they get is

their main reason for contributing. Some also said that benefits

derived from ITF which ranges from training the trainer,

identifying training expenses, running group training, all there they

are bound to lose it they do not belong. Some also said that it is

the initiative of the company to contribute.

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Table 4.17How Companies develop their own Manpower

Considerations Responses Percentage

By employing training officers 18 82%

By in service training 2 9

By inviting outsiders for their

services

1 5%

By making use of ITF

programme

1 5%

Total 22 100%

Source: Field Survey, 2009

The above responses shows that majority of the companies

develop their manpowers by employing their own training service.

Some also indicated the use of service trainers. Majority

(18) of the respondents agreed that their trainers are gotten from

their employment. Some of them interviewed said that

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they do so because it is cheaper to employ them considering the

number of training programmes they conduct yearly. Table 4.18: Considerations for identifying training needs

Considerations Responses Percentage(%)

By company wide job analysis 6 27%

Current training technology 3 14%

Initiative of employee s 3 14%

Report from supervisors 4 18%

Through performance appraisal 5 23%

Through management consultant 1 5%

Total 22 100%

Source: Field Survey, 2009

As shown in the above table, most respondent use more

than one method of knowing the specific training needs

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of their employees. But relatively they know their specific training

needs through performance appraisal company wide job analysis

and reports from supervisors, some also make use of

management consultants, while others train in accordance with

the current trend in technology. Table 4.19: Rating of ITF Training Programmes

Factors Responses Percentage(%)

Very good 12 55%

Good 6 27%

Poor 4 18%

Total 22 100

Source: Field Survey, 2009

Twelve out of twenty two respondents rated ITF

programmes very high. This constitutes about 55% of the total

respondents, in the same vein, out of the respondents which is

27% of the population rate the ITF programmes good. Amongst

the respondent 18 rated the programmes poor. In order words,

they are of the opinion that though ITF

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is just trying, its programmes are lacking in some areas of special

fields. Table 4.20Whether ITF is achieving the Objectives for Which

it was Set

Considerations Responses Percentage(%)

Yes 18 82%

No 4 18%

Total 22 100%

Source: Field Survey, 2009

18 out of 22 respondents are of the opinion that ITF does

not organize their training programmes based on good result

oriented principles. When interviewed, some of the companies

said that they have presented some training courses for ITF to

organize, and they fail to do it.

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Table 4.21Training Methods employed by respective companies

Considerations Responses Percentage(%)

On the job training 8 36%

Job rotation training 2 9%

Apprenticeship training 2 9%

Internship training 2 9%

Off the job training 8 36%

Total 22 100%

Source: Field Survey, 2009

From the response, it widely understood that all the

companies adopt both on the job and off the job training methods.

The on-the-job training methods entails doing the right job at the

same time receiving training while of-the-hob entails full train

without working at the same time.

Some companies also was apprenticeship and job training

is and the financial involvement. Some also train

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their employees abroad thereby proving that ITF training are not

adequate. Table 4.22Opinions of Contributing Companies on if IT is

achieving the Objectives it was set.

Factors Responses Percentage(%)

Yes 15 68%

No 7 32%

Total 22 100%

Source: Field Survey, 2009

From the above, 15 out of 22 of the responses which

signifies 68% of the respondents are of the opinion that ITF is

achieving the objectives for which it was set. They also said that

since ITF was set up in 1971 to make available to pool of

indigenous manpower sufficiently trained and skilled for our

industrial and commercial needs so far they have owned much

steps towards the said goal. The gains or benefits in establishing

the ITF far outweighs the disadvantages involved in participating

in the ITF

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programmes which are training expenses reimbursements, group

intractive training, qualitative training etc. Criticisms for its and its Operation

In summary about 80% of the respondents are of the

opinion that insufficient fund and coverage of training

programmes/courses are the major problems.

Some also criticized the reimbursement rate and period.

Some also said that their own training programmes are more

suitable to them than ITF since it is more or less natural to their

environment some said that the site of ITF area office Enugu is a

Major disadvantage because it is situated at the out sketch of the

town. Some said that private training consultants are better

because they have good public relations and the training courses

are more practical oriented than that of ITF.

Testing of Hypothesis Hi: ITF does not organize its training and manpower

developments based on good result oriented principles.

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Ho:ITF organize its training and manpower developments based

on good result oriented principles.

Factors Responses Percentage(%)

Yes 18 81%

No 4 19%

Total 22 100%

Source: Field Survey, 2009

Using formula Z = P B P P-P n Where

P = The sample proportion = 81

n = Sample size = 22

P = The hypothesized (population)

proportion = 5 81.5 (.5) (.5) 22

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From the normal distribution table, Zx = 0.05 = 1.64 Decision rule B We reject Ho Z B Zx since Z = 2.89 is > Zx, we

reject Ho and accept Hi which means that ITF organizes its

training and manpower development programmes based on food

industrial relations. Ho2:The problems facing ITF are not essentially financial

problems. H2:The problems facing ITF are essentially financial problems.

Factors Responses Percentage(%)

Yes 20 90%

No 2 10%

Total 22 100%

Source: Field Survey, 2009

Using the above formula = P B P P-P n

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= 909 - .5 (.5) (.5) 22

Z = 3.82 while Zx = 1.648 from distribution table.

Z > Zx i.e. 3.82 > 1.648

We accept Hi in order words, the problem facing ITF are

essentially financial problems. Ho3 =ITF is not achieving the overall objectives for which it was

set. Ho3 =ITF is achieving the overall objectives for which it was set.

Factors Responses Percentage(%)

Yes 15 68%

No 7 32%

Total 22 100%

Source: Field Survey, 2009

Using the above formula = P B P P-P n

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Where P = 68 = 68 - .5 P = .05 = (.5) (.5) n = 22 = 22 = 1.68

= 1.68, Zx = 1.645

We therefore reject Ho if Z > Zx which means that ITF is

achieving the overall objectives which it was set.

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CHAPTER FIVE SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATIONS 5.1 SUMMARY OF FINDINGS

Manpower development should be accepted as important

issue in management programmes of any organization.

Therefore, it should be seen as the key factor of any

organization. Consequently, ITF training programmes needs to

be further developed to certain standards, so as to generate the

necessary manpower needed in the country.

So far, in this paper, the researcher has reviewed the

factors which affect the performance of ITF, the criticisms laid

against ITF that will help to achieve its objectives. With the aid of

questionnaires and casual interviews, the research was able to

discover the following:

a) Employers of labour witness work improvements of

workers, trained with ITF training programmes.

b) ITF trained programmes are adequate for industrial training

needs of the contributing companies.

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These findings indicate that ITF=s training programmes are

good which is the reason why they are established by the

government and also employed by the contributing companies,

since the major criticisms of the fund by the contributing

companies were in the area reimbursement, training time and

scope of training.

This good performance and adjustment of employees trained by ITF is as a result of ITF=s observation of tenets of

good industrial training line by ascertaining the performance of

employees before training, knowing the task to be performed and

conditions under which it will be performed.

However, some companies said that their employees do

not adjust easily to their job after the training section with ITF. In

this situation, the companies should consider other variables that

come in play, like motivation of the employed by the company,

placement on the job on which training was received and only

giving trainees need allowances to help them solve some

financial problems during training periods.

Finally, inadequacy of ITF training programmes for the

needs of the contributing companies is as a result of some of

91

the skills required by these companies but which are not with the

disposition of ITF. These include training programmes in the

chemical Engineering and Hotel Management. In other to cub this

inadequacy, the insufficient fund, high incidence of defaults in

levy collection and subsequent lack of trainers should be properly

addressed. The fund should further increase the duration of these

programmes and ensure that its courses are more practical

instead of too academic in nature. 5.2 CONCLUSION From the findings, it will be observed that the training

programmes of ITF is very qualitative.

This is buttressed by the ability of the trainer to improve in

their job performance after training session with ITF. The lack of

interest shown by some contributing companies do not mean that

they dislike the industrial training skill of ITF.

The factual situation is that every organization has its own

objectives. Some enterprises have profit and survival as their

main objective, while others might be expansion.

92

They therefore tend to work towards their achievement. It is

often posited that a well trained employees is capable of

performing better than untrained employees of equal physical

ability. In this situation, it requires total commitment from both the

government, the companies, the firm and the public in general so

as to generate the necessary awareness in our companies, for

the needed skilled manpower.

The reluctance of employers to invest on manpower

training and subsequent lack of trainers in the firm has caused

the lack of skilled manpower in the country.

From all ramifications, it is pertinent to mention that the skill

content of ITF training programmes are very qualitative and

useful to participants, and genuine partners in progress,

especially professional and those interested in manpower training

and development are enjoined to support the ITF as the nation

cannot afford to do without skills and trained indigenous

manpower for her national development.

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5.3 RECOMMENDATIONS We have x-rayed the contributions of ITF=s training in

manpower development. The nature and short-coming of the

funds training programmes were identified and conclusion drawn.

In order to keep the wheel of progress of the funds going, we

recommend the following policy formation that: -

1. The training programmes of ITF should be wide enough to

cover the specific need of the contributing companies.

2. The duration of training programmes periods offered by the

fund should be extended so that specific training needs of

the contributing companies may be covered.

3. As the industrial training programmes are found to be

qualitative, organizations including those with less than 25

employees, in their payroll should be encouraged to solicit

for industrial training programmes. In the long run National

economy is bound to benefit if all employee improve their

job performance.

4. Adequate publicity of ITF training programmes should be

given so that companies will now when courses are

94

scheduled.

5. ITF should endeavour to make its courses more practical

rather than being too academic in nature.

6. It is a matter of urgency that the performance of the

trainees in all the contributing companies should be

adequately monitored. This will help to detect any

deficiency or lapses and corrective measures taken so that

the quality of the funds training remain inspiring or be

improved upon.

7. Substantial annual government support to the fund is

mostly impressive in the years ahead as a leverage for

continuous effective organizations performance and

contributions to the national economy particularly in the

session of skilled manpower development.

8. The government should strengthen the staff strength and

create a condition that will enhance their performance and

moral as well as improving their opportunity to attain full

training in the sense of the fund.

95

9.Organizations should endeavour to organize effective

manpower planning and job study prior to the training

session with ITF.

10. Professionals and those interested in manpower training

and development are enjoined to support the fund since the

country cannot develop without skilled and training

indigenous manpower, ITF is at the helm of this manpower

training.

11. Every organization should pay its dues moreso, it should be

prompt. In the same light, efforts should be geared to

enforce all the provisions of the act establishing the fund,

particularly as it relates to financial defaults.

12. The fund should provide adequate and prompt

reimbursement to the contributing companies.

However, Students Industrial Work Experience Scheme

(SIWES) was identified as one of the training programmes of ITF.

This was to bridge the gap found to exist between theory and

practice of engineering and allied disciplines in Nigeria.

96

The programme is to provide the much needed of the job

practical experience for students undergoing the course, the

demand exposure in industrial skill.

So far, we do not know what has been achieved, moreso,

the quality of the trainees have remained an illusion. To this, ITF

actually should act so that we might know how the fund has been

fairing in this area.

Lastly, we recommend further research in this research

area as the statistical tool and level of significance might

contribute to the acceptance or rejection of the tentative

declaration of this study.

97

BIBLIOGRAPHY

BOOKS Akinku, A Nigeria Today Jos, Salama Press Limited. Allen, P. Sales Management (1st Edition) New York, Mcdonald and Evan Limited. Bulletin, ITF Trader. Cartl, Jung, Training and Development of Managers, New York, McGraw Books Company. Chijioke, C.O. Training and Development Aba, Monograph. Diojomoah, V. The Structure and Nature of Nigeria=s Manpower Resources Management in Nigeria. Eze, P.A. Sources of Management Motivation Ibadan, Oxford University Press. Fashoyin, Wage Determination, Lagos, Segun Press Limited. Flippo, B.A. Principles of Personnel Management, New York, McGraw Book Company. Graham Supervisory Management Monograph

98

Idris, Mohammed Instructional Skills Development Course Enugu Monograph. Kennedy and Donnelly Personnel Management Foreman. Kontz and Donnel D. Management 7th Edition, New York: McGraw Hill Book Company. Layemo B. Supervisory Management Training Course Enugu Monograph. Layemo, B. Human Resources Competence for Organization Transformation Monograph. Layemo, B. The Origin of ITF, Enugu Monograph. Marbison, and Myers Industrial Development, London Gay Publishers and Co. McGehee and Thayer, P.W. Training in Business and Industry, New York: John Wiley and Sons Inc. Mohammed, Dikko Training Needs in Industrialized Society, Kano Sadura Press Limited. Nwankwo, O.C. Education Manpower and Economic Strategies of Resources Development, Lagos, Deji Books

Company. Nwoko, Chinedum Supervisory Leadership Skills, Monograph.

99

Nwube, Isaac I. (MNIM), Industrial Training Fund, Handbook of Training and Development Programmes for 1999 and 2000. Okobuli, Wonodi, Principles of Education, Ann Arbor Press, Kaduna. Okon, Ogun O. Production and Technology for Competitor=s Monograph. Okon Ugoka, Enhancing Effective Performance of Nigerian Civil Service, Lagos, Spee Publishers. Oluwanya, G.O., Training Design, Lagos Country Publishers. Ordiome, R.C. Industrial Training, Geko and Sons Inc. Oshiomi, A.J. Improving with Training, Aba Monograph. Penny Hachett, J.A. AAgi@, Unrecognized Erizna of Executive Development, Management of Personnel Vol. 9 No. 8. Point, L.W. et al, Behaviour in Organization, Tokyio, McGraw Hill Kozixusha Limited. Scott, A.K./Mitchell, W.A. Seasons of Change, Monograph. Scott and Mitchell, Organization Theory, A Structural Behaviour Analysis, Livan Series in Management and

Behavioural Science.

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Seifu, Balogun Modern Business Administration, London, Pitman Publishing Ltd. Steinz-nets, Management, New York, McGraw Hill Book Company. Stermetz, L.L., Management of Personnel Vol. 8 No.8. Udo Udo-Aka ATraining Consultancy Organization in Nigeria@ Impact and Effectiveness@ Conference Paper Presented in ITF

Second National Conference Port Harcourt. Udeze J.O., Human Resources Management in Nigeria, Enugu Joebest Books Enterprises, Yesufu, J.M. Manpower Problems and Economic Development in Nigeria Ibadan, Oxford University Press. JOURNALS Chijioke C.O. Emenite Bulletin, Jan. 1995 Edition Developing Effective Local Technology and Maintenance Culture in Nigeria,

8th Annual National Training Conference. Hoyle, A.Z. Trader, ITF Journal. Monetary and Banking Systems in Nigeria Zaria, Adi Publishers.

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APPENDIX Department of Management, Faculty of Business Administration, University of Nigeria Enugu Campus Dear Respondent, I am an MBA Student of University of Nigeria Enugu Campus. I am conducting a research on the Role of Industrial Training on Manpower Development in Enugu, with particular reference to Emenite Limited and Anammco Limited. Please kindly complete the questionnaires by ticking () in the appropriate option that best answers the question as it applies to you. Your response will behold in strict confidence and used for the academic exercise alone. Thanks for your kind regards Yours faithfully Nwobodo Chinenye

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QUESTIONNAIRE SECTION ONE B FOR ITF OFFICIALS 1. How do you determine manpower training requirement? a) Information from employers [ ] b) ITF study of the company [ ] c) Government directives [ ] d) Others please specify ___________________ 2.What determine companies that should contribute to ITF? a) Stage strength [ ] b) Payroll size [ ] c) Nature and quality of personnel [ ] d) Initiative of the company [ ] e) Others please specify ________________________ 3. Do employees contribute regularly? a) Yes [ ] b) No [ ] 4. Does ITF ascertain the level of job performance of the

trainees before training and retraining? a) Yes [ ] b) No [ ] 5.How do you see the trainees ability to adjust to their work after

training? a) Very well [ ] b) Just well [ ] c) Fairly well [ ] d) Not well [ ]

103

6.How do you know the post training performance level of your trainees?

a) By feedback from employer [ ] b) By feedback from trainees [ ] c) From performance appraisal instrumental by ITF [ ] d) Enthusiasm of employers from similar and other training courses organized by ITF [ ] e) Others please specify ___________________ 7.How does ITF rate the post training performance of their

trainees? a) Very high [ ] b) Average [ ] c) Poor [ ] 8.In your answer in A8@, above is poor what are the reasons

(please enumerate) _______________________________________________ _______________________________________________ 9. What are the sources of ITF trainees? a) University/Polytechnic Lecturers [ ] b) Management consultants [ ] c) Free lance trainers [ ] d) Others please specify ________________________ 10. What is the nature of ITF training courses specify? ________________________________________________ ________________________________________________ 11. What factor(s) define training objectives? a) Task to be preformed [ ] b) The condition under which it will perform [ ] c) The standard of performance expected [ ] d) The goal of

104

i) Organization generally [ ] ii) Specific organization [ ]

105

12. Problems faced by ITF in Organizing their programmes. a) Insufficient fund [ ] b) Lack of trainees [ ] c) Lack of Trainers [ ] d) Lack of Training aids [ ] e) Lack of sufficient time [ ] d) Lack of proper management [ ] 13. Benefits of ITF to employers a) Training their trainers [ ] b) Identifying their training needs [ ] c) Running in-plant training of their companies [ ] d) Reimbursement of approved training expenses [ ] e) Running group training [ ] 14.Do you think ITF is achieving objectives for which it was set

up? a) Yes [ ] b) No [ ] c) Partially [ ] 15. What major complaints do you receive from employers? a) Short duration of training time [ ] b) Low percentage of reimbursement [ ] c) Irregular reimburse [ ] d) The training programmes not widely covered [ ] e) Others please specify ___________________

106

QUESTIONNAIRE SECTION II B FOR CONTRIBUTION

COMPANIES 1. Type of company a) Manufacturing [ ] b) Constructing/engineering [ ] c) Services [ ] 2. What is your rank? Please specify _________________________________ 3. What is your year of service? ______________ years 4. What is the number of employees in your payroll? __________________________________________ 5. Do you contribute to ITF? a) Yes [ ] b) No [ ] c) Have stopped contributing [ ] 6. If yes why? a) Legal provision [ ] b) Traditional of the companies to always contribute [ ] c) The benefits from ITF training programmes [ ] d) Others please specify ________________________ 7. How do you develop your own manpower? a) By employing training officers [ ] b) By in-service training else where [ ] c) By inviting outside trainers for our training services [ ] d) By making use of ITF training programmes [ ]

107

8. How do you know your specific training needs? a) By company wide job analysis [ ] b) Current training technology [ ] c) Initiative of employees [ ] d) Through performance appraisal [ ] e) Through management consultants [ ] 9. How do you rate ITF training programmes? a) Very good [ ] b) Good [ ] c) Poor [ ] 10. How adequate are ITF training programmes to industrial

requirements of the contribution companies? a) Very adequate [ ] b) Not adequate [ ]