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