CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Manpower planning is a process of determining the quality and quantity of

personnel or workers required by an organization to achieve its goals.

According to Dale Yoder in Rao (1989), manpower planning is the process

of which a firm ensures that it has the right number of people, and the

right kind of people, at the right time, doing things for which they are

economically most useful.

Local Government on its part is the third tier of government created to

bring development to the grassroots. Local government was created to

cater for the welfare of the local populace because; it is the local people

who can effectively solve the problems of the masses.

The above assertion is in concord with the 1976 local government reform

which identified local government as the government at the local level

exercised through representative councils established by law to exercise

power within a defined area. Okoli (2005) opined that local government is

a unit of government established by Act of law to administer the functions

of government and see to as welfare and interest of the local dwellers

under the local government system. The local people can elect their

representations that can make decisions on matters relating to the

interest of the community and make rules and policies governing this local

affair, raise funds from internal and external source in their area of

jurisdiction. Local government therefore derives its legitimate and

autonomy from the constitution for the objectives of performing vital

1
functions that is for interest of the local people. The policies, functions are

implemented by performing because, local government task cannot be

carried out in a vacuum, the need is therefore manpower planning.

However, because local government is not a profit making entity,

manpower planning do not seem to be given the required attention

neither is of treated as a priority. This is a result of the nature of local

government where everything is politicized simply because those at the

helms of affairs in local government in Nigeria are almost immune to the

consequences of their actions or inactions with impunity. A lot of things

are not done with decorum or etiquette while others are done with

flagrant disregard of protocol.

Inefficient manpower planning may result to the failure and collage of

local government therefore it is coordinal importance for local government

especially Aba North to engage in effective manpower planning because

it ensures the optimum use and allocation of resources.

According to Njoku (2009), the benefits of manpower planning are:

i. Reduce personnel cost because of management’s ability to anticipate

shortages and surplus of manpower and correct these imbalances

before they become unmanageable and expensive.

ii. Improvement on the overall business planning process.

iii. A better basis for planning employee development that is designed to

make optimum use of workers attitudes with the organization.

2
iv. A greater awareness of the importance of sound manpower

management throughout all levels of the organization.

Human resources (personnel) are the engine and life blood of

administration. It is the only resources that put other resources to use

therefore its importance cannot be over emphasized.

Manpower planning in any organization, basically that of government

ensures the mobilization of other resources to anticipate the words to do,

interpret the policies for the interest of the people in the grass root.

1.2 STATEMENT OF THE PROBLEM

Manpower, human resources or personnel suppose to act as catalyst to

local government activities, therefore, effective manpower planning is

necessary for proper implementation of local government plans and

policies and so this researcher is determined to undertake the study in

order to confront the following:

i. Does local government in Nigeria have effective human resources or

personnel administration unit?

ii. Is human resources given its proper place in Local Government

administration?

iii. Is there conducive environment for manpower planning in Local

Government in Nigeria

iv. Does the present manpower policy have negative or positive effect on

the performance of Local Government?

3
v. Does Local Government in Nigeria actually implement their policies on

manpower planning?

The researcher undertakes this study in order to proffer possible

solution to the failures of Local Government to deliver by bringing

development to the grassroots.

1.3 OBJECTIVE OF THE STUDY

The main purpose of this study is to discover the effect of manpower

planning and organizational development using Aba North Local

Government as a case study with a view to ascertaining how and to what

extent manpower planning has affected Local Government administration

with analytical framework drawn from Aba North Local Government,

within the ambit of the above started broad real, the following specific

objective can be identified:

i. To examine specific benefits of effective manpower planning

ii. To find out the meaning of manpower planning and the positive effect

of its adoption by any local government.

iii. To suggest medium that can be imposed to make Aba North Local

Government effective and capable of engendering development of its

citizens.

1.4 RESEARCH QUESTIONS

The study is associated with the following questions:

i. To what extent has effective manpower planning been beneficiary?

4
ii. What are manpower planning and the positive effect of its adoption by

any Local Government?

iii. What medium can be implored to make Aba North Local Government

effective and capable of engendering development of its citizens?

1.5 RESEARCH HYPOTHESIS

Ho: Manpower planning has not been beneficial.

Hi: Effective manpower planning has been of great benefit.

Ho: There is no positive effect of manpower planning in any Local

Government

Hi: There is positive effect of the adoption of manpower planning by any

Local Government

Ho: There is no medium that can be adopted to make Aba North Local

Government effective and capable of engendering development for its

citizens.

Hi: There are medium that can be adopted to make Aba North effective

and capable of engendering development for its citizen.

1.6 SCOPE OF THE STUDY

The research is restricted to the effect of manpower planning on Local

Government administration. The subject of this study is Aba North Local

Government Area. The researcher ventured into manpower planning in a

profit oriented organization as using them as a prototype for that of the

governmental organization. This is because manpower planning in profit

oriented organization will serve a good model for Local Government to

5
emulate in order to be able to mope with their manpower tasks of the

Local Government.

The researcher assumes that any Local Government that gives manpower

planning the priority attention will be high level above others.

The researcher will therefore go beyond the scope of the research by

looking in and applying manpower planning techniques on profit oriented

organization in order to make a thorough research on the subject matter.

During this research, there were some problems that the researcher

encountered which include:

i. Insufficient literature and publications on topic of this research by the

Local Government researcher who are in a more vintage position to

study manpower planning as it affect Local Government.

ii. The researcher also encountered the problem of delay and lukewarm

attitude from the respondents towards the filling of questionnaire.

iii. Another problem encountered is financial problem. Considering the

present economic crunch in Nigeria, the researcher confronted on

uphill tasks of how to finance this study.

1.7 SIGNIFICANCE OF THE STUDY

The findings of this study will be of great importance to the Local

Government system as it will discover scheme through its analysis that

could assist them in initiating policies and decisions bearing in mind that

manpower planning is central and fundamental to the survival of activities

6
of Local Government to realize that effective manpower planning will

ensure effective Local Government.

This study will discover the most effective manpower planning techniques

that will ensure high and efficient Local Government administration. This

study will also help to enrich the existing library of studies on Local

Government administration.

This study will also be significant to the Local Government administration

and stakeholders as it will help to distinguish manpower planning in

organization and institutions from manpower planning in organization and

profit oriented entities.

1.8 THEORETICAL FRAMEWORK

Practical’s and theories are philosophically relates the way egg relates to

hen in social science and rats, in Amara (2010), every meaningful

academic discourse have its root in existing (often classical) theory.

Theoretical framework is to provide an insight into how the work may be

viewed visa-vis other related works. Therefore, theoretical background

against which a research works may be analyzed.

Hence, for the purpose of this research work, it is proper to analyze this

work “Effective of manpower planning on Local Government

administration” using Aba North Local Government Area as a case study

with David Guest’s theory. This theory stressed the distinction between

compliance concerning the basic relations between employers and

employees. In terms of planning, this is a simple manpower approach that

7
seeks to fulfill the terms of the contract only. There is no stress on

development pans, yet with commitment it is clear that planning is based

around a struggle to build the firm around its employees and their specific

talents. Most manpower planning/ management models reveals around

this concepts of worker development.

This theory concerns itself more on employee or manpower development.

Effective and efficient manpower planning also required training and

development of manpower in order for the policies and programmes of

the Local Government to be implemented and executed.

1.9 DEFINITION OF TERM

Planning: Planning is a process of determining in advance the objectives

of an enterprise or any of its units and selecting future courses of action

necessary for this accomplishment.

Local Government: Local Government is government by the popularly

elected bodies charged with administration and executive duties in

matters concerning the inhabitants of a particular district or place.

Personnel Management: This is the aspect of human resources

management concerned with people at work and their relationship with

the enterprise such as recruitment and selection.

Manpower Planning: Dale Yode in Rao (1989) defines manpower

planning as the process by which a firm ensures that it has the right
8
number of people and the right kind of people at the right place, at the

right time, doing things for which they are economically most useful.

Training and Development: This constitutes a systematic process of

altering the behavior of employees in a direction to increase organization

effectiveness and efficiency.

Recruitment and Selection: Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in an

organization.

Selection is the process by which managers determine the relative

qualifications for job applicants and their potential for performing well in a

particular job.

9
 CHAPTER TWO

LITERATURE REVIEW

2.1 MANPOWER PLANNING CONCEPTS

Manpower has been defined as a process in which an organization ensures

that it has the right number of people and the right kind of people in the

right places at the right time doing the right things in which they are

economically most useful.

Basically, manpower planning involves the application of planning to

manpower process therefore all activities whether public or private

engage in manpower planning either formally or informally. Based on the

aforementioned this researcher will now articulate various definitions

given to manpower planning by various writers.

According to Maggiks (1972), Human resource or manpower planning is

an integrated approach to performing the planning aspect of personnel

function in order to motivate people to perform the duties and tasks

required to meet organizational objectives and satisfy the individual needs

and good of an organizational members. In this definition human

resources means skills, knowledge, value, abilities, commitment,

motivation etc.

Mouldings (1996), on his own part defined manpower planning as a

strategy for acquisition utilization on improvement and retention of an

10
enterprise human resources planning as a strategic action that is, one

which is conceived with management of personnel. For any Local

Government in Nigeria to have the attitudes of being dynamic, proactive

and imaginative such Local Government in Nigeria (Aba North is not

exception) is that none of them can be said to by dynamic, proactive and

according to Obijiofor S.C in his lecture note on human resources

management, manpower planning is also referred to as personnel

planning and it is putting the right kind of people at the right places doing

things which they are economically required of. A critical evaluation of the

above definition may find it difficult to associate local government

administration as it is presently practice in Nigeria with manpower

planning because of sometimes chaotic manpower situation of typical

government in Nigeria.

2.2 STAGES OF MANPOWER PLANNING

Manpower planning falls into two steps. The first stage is concerned with

the detailed manpower inventory of all types and level (unskilled, skilled,

supervisory and managerial of employees throughout the period of the

manpower planning). The second stage is concerned with the manpower

supply, that is having decided on what you must not ding out from what

source you can obtain the right type of people to meet and need of human

resources requirement.

According to Ojo (1998), he illustrated two sets of procedures, one making

up of five stages and the other seven stages. The five stage model

11
includes; first of all determining the goal and plans of organization, then

current human resource situation. This stage involves the number of

people grouped by job, department, organizational level, location, age,

education, in service training and complete performance. After this stage

is the human resource forecast, the implementation programmes and

audit and adjustment.

Then the seven stage model include, Establishment of organizational

goals, forecasting of human resources needs, determining the supply of

human resources, determining supply/demand imbalances, planning and

programming for balance of human resources, implement programmes

and evaluate effectiveness of plan and programmes.

2.3 MANPOWER ANALYSIS

A continuing function of manpower planning is to analyze critically the

current manpower resources available in the organization since the aim is

to ensure optimum utilization of the organization resources, the question

to ask constantly during this analysis are:

i. Whether we need all the people who are currently employed

ii. Whether they are of the right level of education, experience and skill

iii. Whether they are usefully employed in such a way that, unlike in some

government departments, they are not demotivated due to the lack of

sufficient work. To accomplish the aforementioned, discussions have to

be held with the head of department from experience we know that

head of department generally put up a struggle to ensure that the

12
 number of people employed in their departments or sections is not

reduced. They seem to believe that the more staff they have in their

departments, the more important they end their departments are

(empire building). Such an unwieldy arrangement militates against the

achievement of objectives skills is therefore required in persuading

such managers or directors that effectiveness rather than size of

department is what matters in the quest to achieve organizational

goals. With this analysis, it will be possible to decide whether the unit

or department has surplus staff who are not needed or who could be

transferred to other sections instead of recruiting new staff, or all

employees are usefully employed where employees are under

employed, they feel demoralized as the job becomes unsatisfying,

conversely, it is possible to discover through the exercise when people

are over worked in a section. Where certain jobs in a section should

normally be performed by three or four people but of a result of bad

planning, only two people are available to perform them. Thus an

analysis of the establishment will reveal areas for possible

management action over staff and under staffing.

2.4 PROFILE OF ABA NORTH LOCAL GOVERNMENT

In according with the constitutional demand of 1999 constitution of the

federal republic of Nigeria that Local Government administration should

be established or created with the primary motive of bringing government

and development nearer to the rural areas, the Aba North Local

Government like other local government areas was created on August

13
27th 1991 and was curved out from the Aba Urban now known as Aba

South Local Government. The head quarter is located at Eziama, No. 9

Dioby Avenue GRA, South and West with Aba South Local Government

and Obingwa respectively while in the east zone by Osisioma Ngwa Local

Government.

In like with the 2008 national population census figures, the Local

Government has about 103, 000 people.

The Chief of the administration head of the Local Government was Chief

CO. Ekuma who was the sole administrator from 27th August 1991-31st

December 1991. He handed over to Chief Engr. Iboko I. Iboko as the Local

Government Chairman from 1992-November 1993. Chief (Dr.) Martin

succeeded Chief Iboko I. Iboko as Chairman of the Local Government from

April 6th 1994.

He was later succeeded by Chief Emma O. Ukaku who handed over to a

sole administrator, pastor Rowland Nwosu who ruled from then 1996-

January 1997. Hon. James Ochunkwo took over to month of leadership

from 1997 to 1998 and handed over to Chief Adiele who ruled from 1998

to May 1999. From May 1999 Hon. David Chigbu assumed office on

October 2002 as a transitional Chairman. Chief Ezenda Nwankwe

succeeded him on June 29th 2004 with the members of his executive

council by Hon. Barrister C.O Nwaogu as a transitional committee

Chairman, the committee Chairman, the committee was also dissolved

and handed over to Hon. David Chigbu again on 20 th September 2001.

14
Barrister haggler Okorie took over on 3 rd March 2007 and was succeeded

by Hon. Ifeanyi Ikwechegh on January 2008 as an elected Local

Government Chairman, he ruled till 2011 and was succeeded by Chief

Ezenwe Nwenkwe as a transitional committee chairman. He lasted for

three months.

2.5 MANPOWER INVENTORY AND AUDIT

We cannot plan realistically for our future manpower requirements unless

we know our present manpower resources. The first step is to examine

the current human resources available, such as managerial, technical, and

clerical or operation. This is sometimes referred to as a manpower

inventory. The manpower inventory is merely the stock taking which will

reveal the skill available or lacking and the number of unskilled employees

that should or should not be employed. This phase will then be followed

by a manpower audit which should reveal the actual number of employees

in the establishment that will form the basis of operations.

Manpower Inventory

Skills inventory
management,
supervisory and
Unskilled
technical

Manpower Audit

15

Required
2.6 IMPACT OF MANPOWER PLANNING

Manpower planning anticipates not only the required kind and number of

employees but also determines the action plan for all the functions to

personnel management. The major impact of manpower planning may be

categorized thus: it provides scope for advancement and development of

employees through training and development. With manpower planning, it

is always easy to know how many employers requires training

development in their part will increase and strengthen the employee’s

skills and alertness.

It offsets uncertainty and changes, without manpower planning everything

regarding acquiring internal moves of resources would be in liquid state

and all the mangers will be in dilemma about security suitable personnel

because it is the personnel that operate the resources of the organizations

like machine and materials. Manpower planning offsets the uncertainties

and changes to the maximum extent and enable the organization to have

the right time and in the right place.

It also checks the corporate plan of the organization regarding expansion,

diversification, and technological change should be backed up by

availability of manpower particularly for the key positions.

16
Manpower planning anticipates the availability of different categories of

manpower. It is anticipated that the required manpower will not be

available, and then manpower planning suggests the need for

modification of corporate plans.

It helps to have steps to improve human resources contribution on the

film for increased productivity, sales turnover etc. this is because

employees are placed in the right position at the right time.

Manpower planning; helps to satisfy the individual needs of the employees

for promotions, transfers, salary, entertainment and other benefits there

by providing the needed motivations for the personnel.

It causes the development of various services of human resources to meet

the organizational needs.

It facilitates the control of all the functions, contributions and cost of

human resources. Manpower planning tries to foresee the need for

redundancy and plan to check or to provide for alternative employment in

consultation with the trade unions.

In a null shell, the significance of manpower planning cannot be over

emphasized. What makes manpower planning in Local Government

critical is possible negative repercussion that excess and under

requirement can lead to. It is people that run the Local Government,

consequently any mismoted in employer related statistics whether in

17
terms of quantity or skill (number or quality) and core-competence

management offset government activities. It is manpower that

implements policies and budget of staff are not recruitment and managed

and specifically deployed at the right position and in the right time.

18
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGN

Research design deals with how data is collected, how the subject matter

of the study will be brought within scope and how they will be employed

within the framework of the study to the effect, the survey method or

design was adopted.

3.2 POPULATION OF THE STUDY

Population in this contest of research is the group about whom the

researcher wants to be able to draw some conclusions. Hence, Aba North

Local Government has four hundred (400) employees as its accessible

population.

3.3 SAMPLE AND SAMPLING TECHNIQUE

A sample is the actual number of the subjects that was studied. Nwakodo

et al (2010:139). The sampling unit of the research work will consist of the

senior and junior staff where population is assumed to be constant. To

determine the sample size, the researcher uses sixteen percent (16%) of

the population.

16 400
x =64
100 1

To ensure that the junior and senior staffs are properly represented, the

researcher purposively determined that 50% will be appropriate.

19
 50 64
Senior staff = x =32
100 1

50 64
Junior staff = x =32
100 1

The sampling method or technique used by the researcher is the

purposive or judgmental sampling.

This was done by the researcher in order to ensure that the need

characteristics and all relevant strata are dully represented.

E ( O−E ) 2
X2 =
E

O - Observed Values

E - Expected Values

E - Summation

X2 - Chi-square

CT X RT
¿

CT - Column total

RT - Row total

GT - Grand total

3.4 AREA OF STUDY

The location of this study is Aba North Local Government Area of Abia

State of Nigeria. The area that was covered was Aba North Local

Governments were the researcher conducted her research. The procedure

has been chosen to enable the researcher concentrate mainly on Aba

North Local Government given the limitation imposed by time and

financial constraints.

20
3.5 SOURCES OF DATA COLLECTION

This refers to the means through which the data for the research work

were generated. Data was generated through the primary and secondary

sources.

Primary source of data collection: This comprises of information’s that was

generated first hand by the researcher herself for the sake of this

research. This was done through the administration of questionnaires and

personal interview conducted by the researcher on sampled respondent.

Secondary source of data collection: This refers to those data that was

already in existence before the need to conduct this research arose. It is

the starting point of most research work due to the fact that the

researcher here makes an extensive search of literatures in related areas.

Hence, the secondary data was generated from published works such as

text books from the library, journals and magazines.

3.6 RESEARCH INSTRUMENT AND ITS DESCRIPTION

The major instrument used for data collection is the questionnaire. Each

respondent was expected to make an opinion by ticking (V) or (x) in the

appropriate column. Besides, the use of questionnaire, the researcher had

personal interview with some respondents to elicit desired responses. This

formed a method as most respondents volunteered information willingly.

21
3.7 VALIDITY OF RESEARCH INSTRUMENT

By validity, we mean the ability of an instrument to measure with

precision what it was intended to measure. In this research work, expert

opinion was used. The questionnaire so constructed was presented to

project supervisor to determine if items included actually measures

intended variables.

Most items were discovered to be related to one research question or the

other, for others effective corrections were made by the supervisor and in

so doing, the questionnaire attains its validity

3.8 RELIABILITY OF RESEARCH INSTRUMENT

The test-retest method of reliability was used here, the questionnaire

items were divided into two separate portions. One portion was

administered, whereas the other was administered latter. A four days

interval was given before the administration of the second part. The

responses collected were discovered to have a high degree of

consistency, by so doing the instrument attains its reliability.

3.9 METHOD OF DATA COLLECTION

The method required in the study requires that primary data be used.

According to Aguwa A. N. Data is simple defined as information.

Data collected through primary source are known as primary data, so are

original data to be gathered.

22
While C, C. Amara et al (2006; 75) opined that data collected involves

instruments that helps in collecting data which includes questionnaire,

psychological test etc.

23
Four instruments for data collection were used, these are:

Observation

Interview

Questionnaire

Secondary data was gotten from the Local Government journals and

publications

3.10 METHOD OF DATA ANALYSIS

Data gathered for this study were analyzed using simple tabulation

format. Respondents were classified according to were responses and the

percentages of each response calculated. The percentage method of data

analysis was used because of its simplicity. This system of analysis of data

has the advantages of being easy to apply and at the same time, it leads

to effective conclusion.

Furthermore, hypothesis could be tested using the chi-square (x 2)

techniques.

24
 CHAPTER FOUR

4.0 DATA REPRESENTATION AND ANALYSIS

In this chapter an attempt is made to describe and analyze the data

collected based on the responses of the respondents, concerning the facts

and figures presented on the effect of manpower planning on Local

Government administration and consequently analyzed in order to test

the hypothesis. The researcher distributed 64 questionnaire while there

were delays in returning some of the copies. Therefore, out of the sixty

four questionnaires distributed, only fifty questionnaires were returned,

that formed the basis for analysis

4.1 DATA PRESENTATION

In order to analyze the data collected, the researcher classified

respondents according to their responses and then percentage were

calculated.

Question 1:To what extent has effective manpower planning been

beneficiary?

Option No. of Respond Percentage

Yes 50 100
No

Total 50 100

4.2 TESTING OF HYPOTHESIS

25
For sampling, easy analysis and interpretation, this researcher will use

numbers and percentage to test the validity or otherwise of the

hypothesis.

Hypothesis 1

Ho: manpower planning has not been beneficial

Hi: Effective manpower planning has been of great benefit.

Respondents Responses Total

Yes No

Senior staff 30 (26.4) 3 (6.6) 33

Junior staff 10 (13.6) 7 (3.4) 17

Total 40 10 50

= 40 x 33 = 26.4
50

10 x 33 = 6.6
50

40 x 17 = 13.6

50

10 x 17 = 3.4

50

X2 Table

S/n O E O-E (O-E)2 (O-E)2/E

1 30 26.4 3.6 12.96 0.491

2 3 6.6 -3.6 12.96 1.964

26
 3 10 13.6 -3.6 12.96 0.953

4 7 3.4 3.6 12.96 3.812

X2 =7.22

Degree of freedom

(C-1) (R-1)

(2-1) (2-1)

1 x 1= 1

...ID at 0.05 = 3.84

Decision Rule: Rejected Ho X2 calculated is greater than table value

accepts otherwise.

Conclusion: Since X2 cal (7.22) is greater than table value (3.84), we

accept HI and conclude that poor management planning in local

government have contributed to the failure of local government

administration in Abia state.

Hypothesis 2

Ho: There is no positive effect of manpower planning in local government.

Hi: There is positive effect of manpower planning in local government.

Respondents Responses Total

Yes No

Senior staff 25 (22.5) 0(2.5) 25

Junior staff 20 (22.5) 5(2.5) 25

Total 45 5 50

27
45 x 25 = 22.5
50

5 x 25 =2.5
50

45 x 25 = 22.5
50

5 x 25 = 2.5
50

X2 Table

s/n O E O-E (O-E)2 (OE)2/E

1 2530 22.5 2.5 6.25 0.2778

2 0 2.5 -2.5 6.25 2.5

3 20 22.5 -2.5 6.25 0.2778

4 5 2.5 6.25

X2 = 5.56

X2 = 5.56

Degree of freedom

(C-1) (R-1)

(2-1) (2-1)

1 x 1 =1

I of at 0.05 = 3.84

Decision Rule: Rejected HO if X2 calculated is greater than critical value,

accepts otherwise.

28
Conclusion: Since X2 cal (5.56) is greater than table value (3.84),we

accept HI and therefore conclude that effective manpower planning in

local government have positive effect on the performance of local

government.

Hypothesis 3

Ho: There is no medium that can be adopted to make Aba North Local

Government effective and capable of engendering development for its

citizens.

Hi: There are mediums that can be adopted to make Aba North effective

and capable of engendering development for its citizens.

Respondents Reponses Total

Yes No

Senior Staff 35(35.7) 3(2.3) 3.8

Junior Staff 12(11.3) 0(0.72) 12

Total 47 3 50

47 x 38 = 35.72
50

47 x 12 = 11.3
50

3 x 38 = 2.3
50

3 x 12 = 0.72
50

X2 Table

s/n O E OE (O-E)2 (O-E)2/E

29
 1 35 35.7 -0.7 0.49 0.014

2 3 2.3 0.7 0.49 0.043

4 0 0.72 -0.7 0.49 0.681

X2 = 0.951

X2 = 0.951

Degree of freedom

(C-1) (R-1)

(2-1) (2-1)

1 x 1 =1

ID Fat 0.05= 3.84

Decision Rule: Rejected Ho if X2 cal is greater than value accepts

otherwise.

Conclusion: since X2 cal (0.951) is less than table value (3.84). we accept

HI and therefore conclude that there are medium that can be adopted to

make Aba North effective and capable of engendering development for its

citizen.

4.3 DISCUSSION OF FINDINGS

From the analysis made on the effective of manpower planning on Local

Government administration in Nigeria, it is observed that the local

30
government is of ineffective and that myriad environmental forces have to

a great extent choked its practice and hence constrained efficiency.

The Local Government owes its citizens in discharge of their functions to

the benefits of the later corruption in all its kind has eaten deep into the

fabrics of the local government plus impinging and impacting negative on

local government administration. Unarguably, poor and wrong recruitment

practices such as politics of pre-bendelson, nepotism, tribalism and

favoritism witnessed in the recruitment and selection of public servants

into the service has marred the effectiveness and efficiency of the polity.

Politics in itself is a bane. However, most workers accepted that their work

less challenging and that when trained and retrained, they would know

more about their jobs and their personal performance and it will also yield

effectiveness and efficiency in the local government administration

especially, Aba North local government Area.

31
 CHAPTER FIVE

SUMMARY ,RECOMMENDATION AND CONCLUSION

5.1 SUMMARY OF FINDINGS

In summary, the following findings were made, poor manpower planning

in local government have contributed to the failure of Local Government

administration in Abia state. Poor manpower planning has promoted the

government to resort to use of consultants are only politicians who are

undertaking such tasks for selfish purposes and not for the interest of the

Local Government or the members of the public.

Observations and oral interviews conducted by the researcher attest to

this.

Also effective manpower planning in local government has positive effect

on the performance of local government administration. If local

governments can invest in proper manpower planning, that is putting the

right people at the right time, in the right position, doing the right things,

the future of the local government will be a promising one. It is a well

known fact that human resources (personnel) is the livewire of every

organization, be it in the private or public sector. If more emphasis is

placed on this, the future of local government can take a positive turn and

the performance of the local government administration will be increased.

Environmental factors impinge on manpower planning in local government

administration (both internal and external) like interference from the other

tiers of government actually impinges on manpower planning activities of

32
the local government. God-fatherism, nepotism and order form above

results to the unplanned and disjointed recruitment and dismissal of

workers. There is a gulf of workers, yet the Local Government lacks

qualified workers in critical department(s) or sectors of the Local

Government. This is as a result of indiscriminate recruitment and

sometimes, unfixes dismissal and other forms of victimization

necessitated chiefly by political and the so called Nigerian factor.

5.2 RECOMMENDATION

The following recommendations if applied by the local government will

greatly improve the performance of the Aba North local government Area

I. Total overhead of the local government system in Nigeria.

II. Reorientation of the entire workforce to change their overall attitude

and mentality toward their duty.

III. The intents and welfare of the citizens should be of paramount

concern to the local government administration. As a government of

grassroots the people should be made to feel the presence of the

local government.

IV. The authorities should ensure that the workers are given a sense of

belonging and not making them to feel frustrated and forlorn.

V. Systematic appraisal of workers’ performance periodically because

if the workers are not performing obviously, the local government

will not perform. After all, it is the workforce that implements the

plans, policies and budgets of the local government.

33
VI. Prompt payment of workers’ salary and allowance and periodic

review of the salary and allowance according to prevailing economic

reality.

The researchers have no doubt that if the above recommendations are

implemented, the performance of Aba North local government will be

greatly improved.

5.3 CONCLUSION

This researcher observed that these local governments need to engage in

manpower planning before it can be in the position to perform well as a

Local Government.

The present confusing manpower configuration needs to be discarded and

replaced with proper manpower planning. Manpower planning in the Local

Government should be done taking due cognizance of the manpower

planning. If negative environmental factors are properly eliminated or

avoided, this local government will make optimum use of its workforce to

prosecute the day-to-day tasks of the local government and ensure the

presence of government is felt by the citizens of Aba North Government

Area.

34
 REFERENCE

Elekwe (1980) Local Government service commission system

Abbot Books

Njoku .R. (2006) Human resources management Aba

Okoli m.U (2005) Local Government administrative system Abbot Books

Ltd

Ejiofor .P.O (91987) Management Nigeria, the theories and issues. Onitsha

Amere / T.C (2006) Manual of Research methodology and Thesis writing

Aba expat service Ltd.

Elekwe (1980) Local government service commission system Abbot Books.

Amara T.C (2006) Manual of research methodology and thesis writing Aba.

Zikko, R.L (1998): Reading in management control in an organization, New

York.

Mali, P. (1978):Improving Total productivities, New York.

Mc Farland, D.E (1998): principle of management theory and practice ,

pronto.

35
 APPENDIX 1

Department Of Public Administration

Abia State Polytechnic,

Aba.

P.M.B 7166.

Dear Sir,

QUESTIONNAIRE ON THE “EFFECT OF MANPOWER PLANNING ON LOCAL

GOVERNMENT ADMINISTRATION

I am Eboh Marycynthia Chiamaka a student of the above mentioned

department and of the institution. The questionnaire being presented for
your complexion is in partial fulfillment for an award of National Diploma
in public Administration of Abia State polytechnic Aba. It is designed to
gather information on the affects of manpower planning on local
government administration.

I humbly request your sincere answers to these questions, as your

answers to these questions will play a significant role to the success of
this research. Consequently, your objectivity in answering the questions
will be highly appreciated.

This research is purely for academic purpose and all information provided
will be treated with utmost confidence.

Thanks.

Yours faithfully,

____________
Marycynthia

36
 APPENDIX 2

Social and demographic characteristics of the respondents. Please tick in

the box that depicts your choice of answer.

1. In what department are you? ……………………………….

2. What is your sex? a. Male Female

3. What is your age? a. 20-29 b. 30-39 40-49 d. 50-59 and

above.

4. What level of education did you attain?

a. School certificate/ GCE O’ level

b. Advance level/ OND/NCE

c. First Degree/ HND

d. Post Graduate

5. Marital status: a. Married b. single

Section B

1. Do you know the term manpower planning?

Yes No

2. Is there a personnel department in the local government?

Yes No can’t tell

3. Have you heard about human resources forecast

Yes No

4. Do you know the number of workers in Aba North

Yes No can’t tell

37
If yes how many ……………………………………

5. Does an environmental factor impinge on manpower planning? Yes

No

6. Do you think that manpower planning or lack of it have any effect on

the performance on the local government? Yes No

7. Do you think that each Local Government should adopt its own

manpower planning approach? Yes No

8. Does the Local Government undertake periodic training and training of

workers? Yes No

9. Do you think that effective application of manpower planning will

improve the future of the Local Government? Yes No

10. Do you think that effective application of manpower planning will

improve the performance of the Local Government? Yes No

38