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CHAPTER ONE

INTRODUCTION

1.1       Background of the Study

Human Resource Development (HRM) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Many employees have failed in organizations because their need for training and development was not identified and provided as an indispensable part of management function. Human Resource Development deal with the activities undertaken to expose an employee to perform additional duties and assume positions of importance in the organizational hierarchy.

Nwachuku C.C (2007) Human Resource Development refers to any actions which is deliberately aimed at improving once skills, knowledge, habit or attitude in the performance of a given task, either in the present or in the future. It is the creation of an environment where people or employees may require or learn specific job related behaviours, knowledge, skills, ability and attitude.

Human resource productivity is a function of ability, will and situational factors. An organization may have employees of ability and determination with appropriate equipment and managerial support yet productivity falls below expected standards. The missing factors in any cases are the lack of adequate skills and knowledge which are acquired through training and development. An untrained worker (employee) is like a dangerous animal-once an employee has received adequate training, he is in a more confident position to contribute effectively towards the realization of organizational goals.

Training and development is capable of making important contribution to the goals an enterprise or Business organization. Training can therefore describe not as an end in itself but as a continuous activity and an integral part of a business system.

The management activity of preparing employees for future job (task) responsibilities is known as management development wealth and Davis (1982) mentioned that “the distinction between training and development is of intend. Training prepares employees to do their present job while development prepares for the future job. Both training and development teach employees needed skills, knowledge or attitude”.

Regardless of its purpose, management development must be dynamic in nature but must adopt the approach that promises best produce the desired change. Each manager in an organization is responsible for fostering the development of his subordinates. This responsibility includes establishing training programmes and measurement of training result. Development of the executive is the development of the organization grow and development for high-profit.

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