The impact of training and development in public sector organizations in Ghana
Various studies on the impact of training and development in the public sector companies in Ghana have been conducted over the years. The study seeks to understand how this affects these organizations and in the end how it would affect the local governments in Ghana.
No one sums it up better than Mr. T.K. Abu-Bakr Bibilazu, the Director of the Management Development and Productivity Institute (MDPI) in his “A Word from Director” on the site of the MDPI:
The business world has changed dramatically. There are increasing pressures on managers and employees alike to integrate new information technology into all aspects of the organization’s operations for improved effectiveness, efficiency and customer satisfaction.
The continuous need to innovate and improve the quality of goods and services to allow an organization to compete effectively has made it mandatory for employers to strive to improve the knowledge, skills and attitudes of their employees. Management also has to be developed to be on top of the work and be emotionally intelligent. The increasing diversity of the workforce therefore demands continuous training.
Training and development help to ensure that organizational members have the requisite knowledge, skills and attitudes needed to perform their jobs effectively and efficiently, take on new responsibilities and more so adapt to fast changing conditions. While training primarily focuses on coaching or assisting people on how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers, development focuses on building knowledge and skills of people to enable them be prepared to take on new responsibilities and challenges.
This is where the experience of the Management Development and Productivity Institute (MDPI) is required to help guide staff of organizations to be real performers.
In line with our vision which states, inter-alia: "A market leader in productivity improvement strategies development and promotion of best management practices" and one of the three pillars of the economy - human resource development - the Institute has drastically improved its activities in the areas of:
· Productivity improvement techniques
· Management training
· Consultancy
· Productivity measurement and awareness creation
It was found that Ghana’s public sector reforms (PSR) significantly influenced the strategic direction of human resource development policies of the decentralized local government service. Major human resource capacity challenges manifest three-dimensionally as: policy, task/skill/organization and performance motivation induced. Addressing the human resource capacity challenges has enormous strategic and financial resource implications for policy makers in transition and developing economies due to their over-reliance on external donors for funding. (Antwi & Analoui)
In 2003, the Government of Ghana established the Public Sector Reform Secretariat with a mandate to review all reform initiatives that had taken place prior to 2003 and redesign the framework for public sector reform. The government acknowledged that the Civil Service was a ‘critical weak link’, ‘demonstrably weak and ineffective’ in delivering the nation’s programme and development agenda. In order to put the Civil Service on a fast track forward to rehabilitation, the Ministry of Public Sector Reform planned to:
· Implement recommendations for the appointment and remuneration of the Civil Service leadership
· In collaboration with the Office of the Head of Civil Service, determine an enhanced training programme for all levels of Civil Service
· Prepare a strategy to deal with government payroll/personnel management
· Begin cleanup work on the payroll/personnel database. (Ghana Case Study)
The programme was simplified into ‘step changes’ which were independently realistic and would gradually build change to create a sustainable momentum. Improved human resource management was seen as one of the basic conditions for reform. Establishing credibility of the payroll system and related controls would provide a better grip on overall staff numbers. The cleansing of the payroll and the establishment of ministry responsibility to control payroll were identified as a key milestone for achieving the first phase of reform. Other critical first phase activities included measures to improve responsibility and accountability within the public sector based on removal of excuses for non-performance and clear and appropriate information flows. (Ghana case study)
References:
Adrien, Marie-Helene. Delivery of Monitoring and Evaluation Training. Operations Evaluation Department (OED) World Bank. May 2001. Retrieved 21 May, 2011 from http://siteresources.worldbank.org/EXTEVACAPDEV/Resources/4585672-1252437578683/Review_ME.pdf
Antwi, KB & Analoui, F. Facing the Challenges of effective human resource development policy in Ghana. Journal of Management Development. Volume 27 (6): 13. 13 June, 2008. Retrieved 21 May, 2011 from http://www.deepdyve.com/lp/emerald/reforming-public-sector-facing-the-challenges-of-effective-human-Z90taciUX5?key=emerald
Bibilazu, T.k. Abu-Bakr. Word from the Director. Management Development and Productivity Institute. Retrieved 21 May, 2011 from http://www.commonwealth-of-nations.org/Ghana/Education/Management_Development_and_Productivity_Institute/welcome
Ghana Case Study. International Records Management Trust. (n.b.) July 2008. Retrieved 21 May, 2011 from http://www.irmt.org/documents/building_integrity/case_studies/IRMT_Case_Study_Ghana.pdf
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