Survey of the Problems Inherent in the Training and Development of a Secretary in a Depressed Economy
OBJECTIVE OF THE STUDY
The major purpose of this study is to find out the problems inherent in the training and development of a secretary. Specifically, the study wills
1. Find out management problems in the training and development of secretaries.
2. Ascertain problems secretaries encounter in undergoing training.
3. Find out the effect of untrained secretaries in tertiary institutions.
4. Identify the efforts the management has made to eliminate these problems.
REVIEW OF RELATED LITERATURE
THE CONCEPT OF TRAINING AND DEVELOPMENT OF A SECRETARY
The view expressed by various authors on the meaning of training and development of a secretary portrays the secretary as the life wire of any organization. Stable employment condition is good evidence of intelligent secretarial training and development. While training employees, they are also developed. In other words, there exists a subtle difference between training a secretary and developing a secretary. However, both concepts play complimentary role in enhancing secretary’s job performance and on other hand contributes to the growth of the organization. Nwachukwu (1988) defines training a secretary as an organizational basic skills required for the effective execution of the function for which he was hired. He saw developing a secretary as, those activities, duties and assumed positions of importance in the organizational hierarchy. Based on the above definitions, it is easy to identify the difference between training and development. While training exposes employee to skills necessary for effective job performance, development on the other hand goes further to expose an employee to move challenging tasks. According to Kennehill (1980) training is the overall process whereby individual behaviour is modified to conform to a predefined and specific pattern. This definition implies that training is a means of providing individual with new sets of attitudes that are consistent with some stated goals. In concert with Kennehills definition. Odiorn (1985), opined that training should be charged behaviour. If it does not have the quality to understand, has a boss who conflicts with the training behaviour proposed, or has subordinates who determines that such proposed behaviour would work or be suitable in the environment. McGhie and Thayer (1989) emphasized that training encompasses activities ranging from the development of a complex knowledge. Inculcation if elaborated administrative skills and the development of attitude towards intricate and controversial social issues. Kellog (1990) define developing of a secretary as, change in the person (favourable change) that permits him to junction more effectively. He went further to say that the result of development is that the employee possesses new knowledge in a way, or has an increased interest in applying what he knows. Based on the above definitions one can say that both training and development result in creating a change in an individual. There are similarities between training and development because both concepts are aimed at creating a favourable change in the life of individuals. However, the frontiers of development extend further to measure how effectively the favourable chance in behaviour has improved secretary’s performance. Kalt et al (1985), defined training of secretaries as a systematic way of altering behaviour to prepare a secretary’s performance on the present job and developing a secretary as a process of preparing a secretary for a broader role in the company. These authors perceive training as a job related experiences because it is used to develop mental or manual skill to increase knowledge and to change attitudes and development as person oriented because it focuses on improving the conceptual skills in complex instructural situations. Following the above definitions, it is obvious that some differences exist between training and development. Koontz and O’Donnel (1990), made this difference more discernable by saying that learning about skills take place in training situation, these in the classroom in conference or in a working experience while development takes place through actual job performance. However, secretarial training and development compliments each other in an organization question to evolve qualified secretaries. Training and development of a secretary is aimed at bridging the gap between secretary expected and actual performance. This is because the quality / quantity of performance of a secretary determine the success of business. According to Ezeife (1981), a million naira machine could be ruined because we have failed to spend N500.00 to train someone to handle the machine correctly. Let us cry out and shout that whenever plans are being made to purchase machines, equipment and materials, secretarial development plans for the successful operation and maintenance of such machine and equipment must be made pari passu. The reason why it is necessary to train was vividly stressed by Manfield and Matthew (1985), those good administrators and not necessarily born, they may be developed through training. It transcends the need to identify specific tiers in an effort to provide a more useful way of looking at an administrative process. By helping to identify of responsibility, it may prove useful in the selection, the training and the promotion of executives. Training a secretary is said to be the process of increasing the knowledge, skill and capacity of the secretary in a society. It can be developed on-the-job, through systematic or informal training programmes, in employing institution in adult education programme, membership in various political, social, religious and culture group etc. From the above statement, it can be seen that people can shape their talents through training, thereby fitting into the organization
TRAINING AND ORGANIZATIONAL OBJECTIVES
Success and failure of an organization depends of the effectiveness of its human resources or workforce in their work. Organizations objectives, skills, satisfaction and enthusiasm of the employees influences the effectiveness of manpower development especially secretaries. According to Adeniyi (1985), the main objectives of training programmes is the expose participants to the ideas and tools that would enable them attain better perception of the development problems of the organization and how to tackle the problems. In another development, Light (1981) point out that the sole objectives of all industrial training programmes is to prepare people to do efficiently in their own particular task or to do another equally well. Based on this, it means that the objectives of training is specifically to bridge the gap between existing performance ability and desired performance. Training is a continuous process and entails much expenditure, it is equally necessary that a training programme and policy should be prepared with care.
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to survey of the problems inherent in the training and development of a secretary in a depressed economy
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
Population of a study is a group of persons or aggregate items, things the researcher is interested in getting information survey of the problems inherent in the training and development of a secretary in a depressed economy. 200 staff of institute of management and technology Enugu State was selected randomly by the researcher as the population of the study.
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
SUMMARY, CONCLUSION AND RECOMMENDATION
It is important to ascertain that the objective of this study was to ascertain survey of the problems inherent in the training and development of a secretary in a depressed economy
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenge of problems inherent in the training and development of a secretary in a depressed economy
This study was on survey of the problems inherent in the training and development of a secretary in a depressed economy. Four objectives were raised which included: Find out management problems in the training and development of secretaries, ascertain problems secretaries encounter in undergoing training, find out the effect of untrained secretaries in tertiary institutions, identify the efforts the management has made to eliminate these problems. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of institute of management and technology Enugu state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up secretaries, lecturers, senior staff and junior staff was used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
It can be concluded from the findings that secretaries have a lot of problems facing them, thus ranges from, lack of adequate training programmes, lack of modern working equipment, poor reward, and poor working condition. It can also be seen that low social status of secretaries make them leave their profession, for other recognized progressions. The secretaries are found not to be working with the best equipment. From the findings, however, it can be detect that policy instability and professional inequality impose a heavy threat on secretaries. The management of this institution must look into these problems and improve the conditions.
- All tertiary institutions involved in the training of secretaries should develop an effective method of identifying secretaries training needs. Secretaries should be encouraged to suggest their training needs to the authorities or their immediate superiors.
- The funds allocated to secretarial training should be reviewed upwards. The training funds should be properly managed.
- The management should adopt a defined training policy that should state the objectives of the training programme.
- The management should show interest in secretaries and provide adequate modern equipment for their training and development.
- Finally, the management should give their secretaries regard as other professions for they have the same advanced education and training.
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