Ofoke Godwin Nwoba PG MSC 08 49162 Perso

OFOKE GODWIN NWOBA
PG/MSC/08/49162
PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE PUBLIC SECTOR: A

CASE STUDY OF EBONYI STATE LOCAL GOVERNMENT SERVICE COMMISSION
1999-2007
A THESIS SUBMITTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND

LOCAL GOVERNMENT, FACULTY OF THE SOCIAL SCIENCES,, UNIVERSITY OF
NIGERIA, NSUKKA
DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT,

UNIVERSITY OF NIGERIA, NSUKKA
MARCH 2010
Digitally Signed by Webmaster‟s Name

DN : CN = Webmaster‟s name O= University of Nigeria, Nsukka
Webmaster OU = Innovation Centre
ii
PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE

PUBLIC SECTOR: A CASE STUDY OF EBONYI STATE LOCAL
GOVERNMENT SERVICE COMMISSION 1999-2007
BY
OFOKE GODWIN NWOBA

PG/MSC/08/49162
DEPARTMENT OF PUBLIC ADMINISTRATION AND

LOCAL GOVERNMENT
UNIVERSITY OF NIGERIA NSUKKA
MARCH , 2010.
i
PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE

PUBLIC SECTOR: A CASE STUDY OF EBONYI STATE LOCAL
GOVERNMENT SERVICE COMMISSION 1999-2007
RESEARCH PROJECT
BY
OFOKE GODWIN NWOBA
PG/MSC/08/49162
DEPARTMENT OF PUBLIC ADMINISTRATION AND

LOCAL GOVERNMENT
UNIVERSITY OF NIGERIA NSUKKA
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF MASTER OF SCIENCE ( MSc) DEGREE IN PUBLIC
ADMINISTRATION WITH SPECIALIZATION ON HUMAN
RESOURCES MANAGEMENT
MARCH , 2010.
ii
APPROVAL PAGE
This research project has been approved for the Department of Public
Administration and local government, University of Nigeria, Nsukka.
BY
………………………… …………………………..
Dr. B.A AMUJIRI PROF. FAB. O. ONAH
SUPERVISOR H.O.D
DATE………………… DATE……………………..
PROF. E.C EZEANI EXTERNAL EXAMINER

DEAN OF FACULTY
DATE………………….. DATE……………………
iii
CERTIFICATION
This is to certify that Ofoke Godwin Nwoba Reg. No.
PG/MSc/08/49162 has written this project under our guidance and supervision
and to the best of our knowledge, his work is original and he did acknowledge
all secondary information and materials contained therein.
I therefore approve the project report for and on behalf of the
Department of Public Administration and Local Government, University of
Nigeria, Nsukka .
…………………….. …………………………
DR.B.A. AMUJIRI DATE
SUPERVISOR
…………………… ………………………..
PROF. FAB O. ONAH DATE
H.O.D
iv
DEDICATION
This work is dedicated to Almighty God, my dear step-parents and my
project supervisor, Dr B.A Amujiri for their love and care respectively.
v
ACKNOWLEDGEMENT
My appreciation goes to my project supervisor Dr. B. A Amujiri, for his
untiring efforts, and pains he took to properly put the entire write-up in its
right perspective, for future references in our course of studies both within and
outside the department of public administration and local government.
Furthermore, my sincere love and appreciation are reserved for my
step-parents, Hon and Hon (Mrs) Ignatius Onwe, my wife Stella and children-
Sandra, Kingsley and Victoria for their understanding and kind support
during the period of my study. I will remain grateful to all the lecturers in the
department of public administration and local government in their lecture
expositions which helped me a lot in the course of this work. I also
acknowledge the authors, whose ideas, books and other materials I used either
directly or indirectly during the course of this project
Others that merit my appreciation include the Ebonyi State Local
Government Service Commission especially commissioner 1 and my godfather
Chief (Hon) Godwin Nwebonyi for sending me on in-service training as well
as my friends at school Messer‟s Nwankwo Oliver U, Onele Sunday and
Okemini Chukwuma for their immeasurable assistance towards the realization
of my academic ambition.
Essentially, my greatest gratitude goes to the Almighty God, for sparing
my life all these years I was undergoing this course. And to all those I have
vi
encountered in this my existential voyage, I remained indebted, for you all
have been of immense help and source of inspiration.

vii
LIST OF TABLES
Table 2.1 Recruitment by the L.G.As and LGSC from 1999 to 2007. 43
Table 2.2 Number of staff sent on in-service training programme at the -
UNN between 1999 -2006- - - - - - 47
Table 3.1 Organogram of Ebonyi state LGSC- - - - 80
Table 4.1 Administered and retrieved questionnaires- - - 82
Table 4.2 Responses according to age - - - - - 84
Table 4.3 Responses by sex - - - - - - - 85
Table 4.4 Responses according to profession - - - - 86
Table 4.5 Responses by cadre - - - - - - - 86
Table 4.6 Response by experience - - - - - - 87
Table 4.7 Responses according to salary grade level - - - 88
Table 4.8 Responses according to educational qualification- - 89
Table 4.9 The 23 point questionnaire administered - - - 90
Table 4.10 Testing of hypothesis one -- - - - - 101
Table 4.11 Weighing of observed and expected frequencies one. - 102
Table 4.12 Testing of hypothesis two- - - - - - 103
Table 4.12 Weighing of observed and expected frequencies two - 104
Table 4.14 Testing of hypothesis three - - - - - 106
Table 4.15 Weighing of observed and expected frequencies - - 107
viii
ABSTRACT
This research work on the topic „Personnel Recruitment and Training Policies
in the Public Sector: A case study of Ebonyi state local government service
commission 1999-2007 was undertaken to highlight some salient issues
regarding the adequacy of the Ebonyi state local government service
commission‟s policies on staff recruitment and training. Similarly, to discuss
some critical problems that undermines the efficiency of such policies within
the unified structure. The work presented in descriptive and analytical manner
is based on data collected through the questionnaires, oral interview,
observations, textbooks, newspapers, magazines and internet sources, among
others. The data were analyzed using simple percentage and chi-square ass
well as in a tabular form for easy understanding. The findings show that
successful handling of recruitment and training leads to organizational
efficiency. It was also discovered that absence of important measures to test
the effectiveness of policies based on validity and reliability renders any
selection procedure completely ineffective. The local government service
commission established to employ and train local government employees were
found to be influenced by political patronage and prebendalism. The high-
water-marks or bottom-line of our recommendation is that; there should be a
functionally equipped Planning, Research and Statistics (PRS) department or
units in all the local governments. The unit co-ordinates manpower plans and
propose recruitment and training based on merit and need. Also, the issue of
political influence on the activities (policies) of local government service
commission should be eschewed by the present and future commissions.
ix
MAP OF EBONYI STATE SHOWING THE THIRTEEN LOCAL
GOVERNMENT AREAS
x
TABLE OF CONTENTS
Title page - - - - - - - - - - i
Approval page - - - - - - - - - ii
Certification - - - - - - - - - iii
Dedication - - - - - - - - - - iv
Acknowledgement-- - - - - - - - v
List of Tables - - - - - - - - - vi
Abstract - - - - - - - - - - vii
Map of Ebonyi State Local Government Areas - - - - viii
Table of Contents- - - - - - - - - ix
CHAPTER ONE: INTRODUCTION

1.1 Background to the Study - - - - - - 1
1.2 Statement of the Problem - - - - - - 4
1.3 Objectives of the Study- - - - - - - 8
1.4 Significance of the Study- - - - - - 8
1.5 Scope and Limitations of the Study - - - - - 10
CHAPTER TWO: LITERATURE REVIEW AND METHODOLOGY

2.1 Literature Review - - - - - - - 12
2.1 .1 Introduction - - - - - - - - 12
2.1.2 Personnel Recruitment- - - - - - - 15
2.1.3 Personnel Recruitment in Western Countries - - - 18
2.1.4 Recruitment Policy in Nigeria - - - - - - 20
2.1.5 Personnel Recruitment, Selection and Placement in the Local
Government System - - - - - - - 24
2.1.6 Personnel Training and Training Policies - - - - 28
2.1.7 Personnel Recruitment and Training - - - - - 33
2.1.8 The Recruitment Policy of the Commission - - - 37
xi
2.1.9 Evaluations of Recruitments by the Commission- - - 42

2.1.10 The Training Policy of the Commission - - - - 44
2.1.11 Summary of Literature Review- - - - - 49
2.2 Hypothesis - - - - - - - - - 51
2.3 Theoretical Framework - - - - - - - 52
2.4 Method of Data Collection and Analysis - - - - 58
2.4.1 Population of the Study- - - - - - - 58
2.4 2 Sample and Sampling Procedure /Technique- - - - 59
2.4.3 Method of Data Collection - - - - - - 60
2.4.4 Validity and Reliability of Instrument - - - - - 61
2.4.5 Method of Data Analysis - - - - - - 63
2.5 Clarification of Key Concepts - - - - - - -63
CHAPTER THREE : BACKGROUND INFORMATION ON EBONYI

STATE LOCAL GOVERNMENT SERVICE COMMISSION
3.1 Introduction - - - - - - - - 66
3.2 A Historical Overview - - - - - - - 66
3.3 Ebonyi State Local Government System - - - - 72
3.4 Ebonyi state local government service commission - - 73
3.5 Functions of the Local Government Service Commission - 77
3.6 The commission‟s organizational chart - - - - 80
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4. Introduction - - - - - - - - 82
4.1 Data Presentation - - - - - - - 82
4.2 Data Analysis - - - - - - - - 84
4.3 Testing of Hypotheses - - - - - - - 98
4.4 Implication of Findings for Administrative Efficiency
and Effectiveness- - - - - - - - 108
xii
CHAPTER FIVE: SUMMARY, CONCLUSION AND

RECOMMENDATION
5.1 Summary - - - - - - - - - 120
5.2 Conclusion - - - - - - - - - 124
5.3 Recommendations - - - - - - - - 127
Bibliography
Appendices
1
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Human resources have been repeatedly referred to as the most valuable
assets of any organization because “no matter the amount of capital invested in
an organization, its success or failure depends on the quality of people who
plan and execute its programmes” (Nwankwo, 2000:5). The existence and
survival of any organization is predicated on the availability of finance, human
and material resources for the explicit purpose of achieving its goals and
objectives. Importantly, the human element, guides and directs set objectives
for optimal efficiency.
According to Nwankwo (1988:13) “the effective management of
employee and other material resources is a sine qua non‟ for the healthy
development and survival of every organization.” The fact that human
resources constitute the live wire of any organization can never be over
emphasized. The quality of an organization personnel determines the quality of
service the organization can render to the public. Thus, no organization can
achieve her aims and objectives without the right caliber of staff being
recruited. Similarly, Ebonyi state local government service commission can
not achieved her aims and objectives without the right caliber of staff.
It is the responsibility of the commission in line with her employment
policy to determine the sources of staff selection to suit the requirement of its
2
organization, and to utilize effective means of attracting those personnel in
sufficient number and quality to permit adequate selection of an efficient
workforce. The purpose of this, is to provide a group of manpower that is large
enough to let the organization select the most qualified employees it needs
(Onah, 2003).
This process of recruitment and selection begins with the manpower
plan, which indicates areas in the organization where there are likely to be
shortages of people, and the number of people to be recruited to meet
anticipated employment needs (Ezeani, 2006). This is as a result of the fact
that in every organization, the employee is a significant variable whose
number, quality and functions can enhance or deter realization of
organizational goals and objectives (Obi, 1998.45).
The systematic recruitment, development and utilization of the human
potential is therefore the most valuable course an organization can advance in
the realization of pre-determined goals and objectives. Recruitment and
training policies should as a matter of necessity; be deliberately planned and
directed towards advancing meaningful development to attain socio-economic
and political status.
It is vital to stress further that the official recognition granted to local
Government as the third tier level of government, consequent upon the 1976
Local Government Reforms, saddled it with the responsibility for grassroots
mobilization, in terms of human and material resources. In realization of this

3
objective, adequate policies must be set in place to allow for the recruitment of
competent professionals at the Local Government level for the realization of
optimum goals, while ensuring the continuous training of the cream of Local
Government bureaucrats in the realization of national goals and aspirations for
development.
The creation of Ebonyi State on 1st October, 1996 has brought thirteen
unified Local Government system in the state today. All staff on grade level 07
and above, have their personnel matters administered by a single organ called
the Ebonyi State Local Government Service Commission. On the other hand,
the local government councils are in-charge of their administration of staff on
salary grade level 01-06 as delegated to by the Local Government Service
Commission.
It is a fact, that about 80% of the Local Government Areas in the State
are still crippling in interlocking vicissitudes of recruitment and training
procedures and worst still, webbed in the crisis of ensuring adequate training
for their required manpower. Factual studies on this phenomenological
domain, attest to the truism that some Local Government Areas in Ebonyi
State are still pervaded with the prevalence of the endemic problems of
unstructured manpower, political and bureaucratic primordialism. This can be
attributed to the inability of both the commission and the thirteen Local
Government Areas to put in place, any elaborate manpower plan and inventory
within the unified structure to qualitatively and quantitatively pattern the

4
workforce in determining critical areas of need. Added to this, is that
manpower forecasts has been foreclosed by dearth or in-accurate records and
politicization. A veritable human resources investment through deliberate and
systematic recruitment and training in the relevant areas of organizational
value, will guarantee increased productivity, organizational efficiency,
increased capability of socio-political system and the general stability of Local
Government Areas in Ebonyi State.
1.2 STATEMENT OF THE PROBLEM
It is perhaps a re-statement of the obvious, that several years after the
1976 Local Government reforms, successive government in Nigeria, have
rhetorically shown commitments towards ensuring the emergence of an
efficient system of Local Government administration (Adeyemo, 2005:81-83).
This has in a nutshell, resulted in several vacillating policies and inconsistent
reform activities introduced into Local Government administration. The
absence of these perennial national policies on staff recruitment and trainings
for Local Government Areas account for the myriads of teething problems in
Local Government Areas especially in such critical areas as manpower
development programmes among others.
Other problems that undermine the effective realization of the Local
Government Service Commission‟s policies on staff recruitment and trainings
according to Onah (1999:10) are “pathological or dysfunctional tendencies in
the behaviour of bureaucrats which frustrate the realization of goals. These

5
range from buck-passing, redtapism, unwillingness to delegate authority,
extreme secretiveness to thirst for power” Arguing further, Michael Crozier
quoted by Onah (1999:10) described this as the “Malady of bureaucracy.
These traits are often described as „bureau pathology‟ or the sickness of
bureaucracy which inhibit the effective performance and realization of policy
objectives.
Another serious problem is the vicious circle and the seemingly helpless
situation in which the local government service commission find themselves
especially, when determining issues that border on comprehensive rationalistic
approach to policies. The scientific approach towards policy formulation,
realistically presupposes rationalistic dimensions, especially in the
identification of the problem, setting out goals, selection of alternatives etc.
Equally elusive is the problem of distinguishing policies from organizational
decisions and directives. This vacillating and often inconsistent trend has led to
incessant displacement of qualified and experienced personnel.
The process of negative selection in Local Government recruitment
processes has adverse implications for the quality of services rendered by
employees. The political class uses their vantage positions to influence policies
to the alienation of the bureaucrats at the Local Government level. By so
doing, meritocracy is sidelined for the recruitment of incompetent workers,
resulting into gross inefficiency and productivity. Similarly the politicians see
Local Government Areas as dumping ground for mediocre. It is known fact

6
that for one to be recruited, sycophancy and the syndrome of ability to know
someone comes into play. Okoli (1999:17-18) aptly and vividly pushed on
this: that “Hardly can any Nigerian get a job, a favour or any other thing of
value without “knowing” somebody or knowing somebody who “knows”
somebody or somebody who knows knows somebody” .
Another aspect of the political environment of the local government
system on local government commission is employment of favourite party
loyalists, even where it is glaring that such Local Government Areas have an
over bloated staff strength. Party politics to a large extent, plays a detrimental
role in the recruitment and training of employees. Party loyalists and faithful
gain the favour of their privileged relations in power to truncate policies.
It is in this process that the rules are bent to the extent that
organizational processes and ethics are ignored. At worst, written
examinations or aptitude tests are no longer applied as vital yardsticks for true
test of knowledge and competence. Similarly, applications are more often
written and submitted after recruitment. In this way, appointments are given to
either undeserving or non-existent workers. According to Okoli (1999:37)
“bureaucratic officials become corporate members in the council of spoils in
the Local Government administration”.
Appreciable academic performance by local government staff on
training cannot be guaranteed in situation where the allowances are either
delayed, denied or not paid as and when do. Also tied to this is the absence of
7
an elaborate evaluation of training programmes to match with the career of
the trainees in line with requirement of local government operations.
With the transfer of Local Government staff training from the Deputy
Governor‟s office in 1992 to the Local Government Service Commission,
according to Okoli (1997:56) “more scavengers, as it were, descended hungrily
on the meager fund… superfluous consultancies are undertaken as a veritable
channels for siphoning the training fund”. In similar case, participants at
seminars and workshops see their participation not as means of improving
knowledge and skills but as rituals and avenues to draw seminar allowances.
The above extant scenario constitute the driving force for this study.
The study is designed to address the following problems or questions:
i) To what extent has the recruitment and training policies of the local
government service commission served as instrument of positive
change in the thirteen local government areas in Ebonyi state?
ii) Is both recruitment and training policies adopted by local government
service commission adequate?
iii) What are the implications of ignoring merit in the recruitment and
training of personnel within the local government unified system?
iv) To what extent have political and bureaucratic influence affected the
recruitment and training policies of Ebonyi state local government
service commission?.
8
1.3 OBJECTIVES OF THE STUDY
To attain these primary objectives, this study is required to:
i) Examine the recruitment and training policies of the Ebonyi state
local government service commission in relation to the thirteen local
government areas in the state.
ii) Ascertain the modalities adopted for recruitment and training of local
government employees by the Ebonyi state local government service
commission.
iii) Discuss the nature, character and operations of the commission and
perhaps, attempt a critical analysis of the impact of the policies on
the thirteen local government areas in Ebonyi state.
iv) To determine the implication of ignoring merit in recruitment and
training of local government employees.
v) Determine whether political patronage and prebendalism have
negative consequence for the attainment of a true merit system in
recruitment and training.
1.4 SIGNIFICANCE OF THE STUDY
The significance of this research work, lies in its contribution to the
literatures on staff recruitment and training. The research work will to a large
extent, complement our broad based knowledge on the nature, functions,
objectives and character of the recruitment and training policies of the Ebonyi
State Local Government Service Commission. In other words, it will serve as a

9
primary source of data to readers and researchers. Theoretical, the research
work will also stimulate future readers in the task of complementing the work
already done. For this reason, the study will add to the body of knowledge and
as well aid the commission in understanding the abysmal conditions shrouding
most recruitment and training policies.
It is hoped that, apart from the research work enriching existing
literatures on staff recruitment and training, it will be of immense benefit to
future researchers and scholars in the quest for additional knowledge. At both
theoretical and practical levels, it will serve as a guide to practioners in the
field of public administration especially in the formulation of policies on
personnel recruitment and manpower development. The research work will in
this manner, serve as a guide for policy instruments. At the empirical level, it
will significantly act as a guide to government officials who want to know the
influence of the Local Government Service Commission‟s policies on matters
relating to staffing and training in Local Government Areas. It is therefore a
useful resource material for both undergraduate and post graduate students in
their academic studies. Equally relevant is the fact that the diverse stock of
data on literatures, figures and tables will significantly arouse consciousness in
the continuing search for more effective policies on staff recruitment and
training by the Ebonyi state Local Government Service Commission.
Since the Ebonyi State Local Government Service Commission is the
nerve centre for staff policies and decision making processes for the thirteen
10
Local Government Areas, the research work will empirically be a document
for all members of the commission. This has become more apparent as the
postulation of a scientific and rational formular for a sound policy on staff
recruitment and training, which has not been in existence, will be undertaken
as a relatively Herculean task in an exploratory fashion. But then, this research
cannot in totality, lay claim to any air of finality, rather it should be seen as a
virgin field for future researchers to build upon.
1.5 SCOPE AND LIMITATIONS OF THE STUDY
The research work analysed the activities of the Ebonyi State Local
Government Service Commission in relation to staff recruitment and training
which no doubt, involves the use of several variables which are dynamic and
subject to change. Hitherto, it has not been possible to generalize all
operational areas of the activities of the commission but to frantically limit the
boundary of studies to the policies, regarding staff recruitment and training as
it affects the thirteen Local government Areas in Ebonyi State. The study
concentrated mainly on recruitment and training policies of Ebonyi state local
government commission.
This work had some limiting factors like inadequacy of data or near
absence of a reliable and up to date central data bank on the theme of the
study. Adequate records on staff recruitment and training were not maintained
both at the commission headquarters and various local government areas. The
strike action by both the academic and non-academic staff unions as well as
11
closure of the school because of students‟ demonstration limited the
researcher‟s access to the university library. During these periods, library
doors and vital areas where primary and secondary data that could be gathered
remained shut to the researcher.
Another critical limitation is the resentment by some public officials
who are apprehensive in making vital information available to the researcher
on the flimsy excuse that such information has been classified “secret”.
Secretivity in research only facilitates bureau pathology, and limits the
advancement of knowledge.
Despite all these limitations, the researcher is satisfied that the research
and the research report is a successful piece ladened with current , stimulating
and factual information added to academic knowledge that are altogether
worth reading.
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CHAPTER TWO
LITERATURE REVIEW AND METHODOLOGY
2.1 LITERATURE REVIEW
This review will focus on ;
a) Introduction
b) Personnel recruitment
c) Personnel recruitment in western countries
d) Recruitment policy in Nigeria
e) Personnel recruitment, selection and placement in the local government
system
f) Personnel training and training policies
g) Personnel recruitment and training
h) The recruitment policy of the commission
i) Evaluation of recruitments by the commission
j) The training policy of the commission
k) Gap in literatures reviewed
2.1.1 INTRODUCTION
The importance of literature review in any research work cannot be over
emphasized. It is in line with this that Odigboh and Osuagwu (1998:41)
emphasized that literature review helps a “writer to obtain state of art
knowledge about development in a given subject matter”. Osuala (1991:30)
in his own view has to substantiate the relevance of literature review on any
13
research work. He posits that “the review of literature serves two purposes in
research report:
a) To set the theoretical base for research
b) To set the current research into perspective to show the state of the art”.
It is on this backdrop, therefore that this literature review aims to critically
investigate the stance of scholars on the recruitment and training policies of
Ebonyi state local government service commission.
The policies on recruitment and training has been globally subjected to
various theoretical interpretations and operationalizations. However, the
universality of an acceptable definition do not constitute any serious argument.
The problem rather lies in the application of the concepts within varied
societies. In Nigeria, the application of the concepts have been a subject of
intense primordiality. In this wise, it is better to limit operational insights into
the comparative concept of recruitment and training within the attitudes of
administrators, the institutions under which such processes are carried out and
to a large extent, the environment under which they operate. The environment
for instance, has modest implication for the conduct of administrators, whose
ideological orientation imbibe diversionary tendencies to ideal with
recruitment and training procedures. However, the ever growing body of
literatures on the duality of these inseparable concepts, attest to the maturation,
refinement and the acceptability of the concepts as core components in
administrative organizations.
14
The research will review appropriate literatures on personnel
recruitment and training policies as documented by several authors. These
would be widened to subject the research work into intense discussions.
According to Selitz (1979:88) “one of the simplest way of economizing effort
in enquiry, is to review and build upon works already done by others”. The
review of appropriate literatures will no doubt, identify limitations and
possibly, open up new research problems. It is an unarguable aphorism that the
cumulative nature of research as an incremental enterprise, presupposes that no
one knows it all. As Tuckman (1972:288-289) rightly observed “the purpose of
literature review is to expand upon the context and background of the study, to
help further define the problem and to provide an empirical basis for the
subsequent development of hypothesis”.
The research will at a literary level, review globally, issues of staff
recruitment and training on comparative basis by linking macro studies with
the micro policies adopted by the Ebonyi State Local Government Service
Commission in recruitment and training. The multi saddled problems of
genuine recruitment and training at comparative level, naively compared as
inadequate, the theories of developing countries with those obtainable in the
literatures of the Western World. The theories of the later, no doubt, tend to be
of very little relevance in understanding the characteristic features of the
former. As aptly argued by Okoli (1999.5) “the modernization and
development prescriptions do not reflect reality, even in the industrialized

15
societies. Yet the developing societies are being cajoled into accepting
unquestionably, the prescriptions of these theories”.
l) According to Onah (1995:108), in strict application of these theories and
polices, most third world countries fall victim of the endemic
vicissitudes of operationalisation amidst the dictates of political
patronage and prebendalism. Gunnar (1968:17) in affirmation to this,
observed that where such Western World theories do not fit, the
consequences are serious”. The tendency for primordiality and
prebendalism to take precedence over issues of recruitment and training
then becomes prevailing even where sound policies are made.
2.1.2 PERSONNEL RECRUITMENT
Personnel Recruitment exercise is not done at random. It involves a
wide range of activities ranging from manpower plan to the combined areas of
job specification, selection of application letters, filling of application forms,
selection interviews, and the placement of employees among others. Before the
commencement of any recruitment exercise, it is relevant to consider the
objectives for establishing the organization. Similarly, to take into cognizance,
the desirability for such recruitment as well as the long and short term training
opportunities available to both the serving and new entrants in the
organization. In an attempt at surmounting these obstacles, it is vital also for
the organization to establish and sustain an acceptable balance between the

16
requisites and principles of equity in selection for the final placement of the
new entrants on their first job.
The principles of fair assessment which operate in recruitments, can
generally be regarded as stake-keeping for the organization. Goss (1974:40)
noted, “the principles of amount of freedom in these selections, is shaped by
economic and social factors. In tight labour market for instance, employees
choice is widened, but in time of recession, employees have greater freedoms
of choice”. But for Flippo (1970:131) “Once a determination of human
resources requirement has been made, the recruitment process can begin”. He
posited further that the sources of employees can be classified into „internal
and external‟. Furthermore, the policies vary as to whether or not an interested
employee must inform the supervisor of the bid for a new job. It is in this
context that efforts must be made to know the number of employees that will
be required and as well, adjusting the requirement to the available supply.
Similarly, Charles-Worth (1970:32) saw the term recruitment as that
which “does not have a precise meaning.”. To him, some people see it as the
entire process from the placement of advertisement in newspapers to
recruitment into the first job assignment. The implication here is that the view
does not confine the concept within the process of making an application,
rather, it is seen as all activities prior and incidental to getting the candidate for
employment to file an application. Moreover, Dunnetts (1949:13) was move
concerned with the factors that could influence the method of recruitment and
17
the stability of any civil service. He noted that “the seriousness with which an
organization views recruitment method, is functionally dependent upon the
tightness of the labour market”. It is the contention of Dunnettes that the
labour market situation, would determine the method to be used in the
recruitment exercise. Belligard and Labovitz ( 1968:49) centre their work on
recruitment typologies. They identified ways by which applicants decide on
jobs. Foremost “that an applicant make thorough comparison of the offer made
in usually very subjective manner”. Mention was not made of the policy
guiding recruitment generally.
According to Ofuegbu (1985:31) “There are broad theoretical issues
involved in recruitment and these hinges on how best recruitment can be
carried out in order to select the right person, bearing in mind, the demands of
the job and the goals of the organization”. This analogy lays emphasis on the
fact that organizational values determines the ends. It is also noted that there
are some practical problems involved in the selection and interviewing
techniques, into higher and lower echelons of an establishment, if these aspects
are ignored, frustration, low moral, low productivity and under capacity
utilization of the human potentials will manifest in quantum. The right caliber
of person must therefore, be recruited to perform the functions or jobs related
to qualifications.
Flippo (1988:13) in the same manner, argued that, “personnel
recruitment is the process of searching for prospective employees and

18
stimulating them to apply for jobs in the organization”. Fatiregun (1992:109)
sees recruitment as “that process of assessing a job, announcing the vacancy,
arousing interest and stimulating people to apply”. He sees selection as an
exercise of choosing for excellence, through the process of rejecting or
matching applicants, first against expected attributes that will make for success
on the job and secondly, matching one candidate against the other until, they
have been rank-ordered in order of relative suitability. Placement according to
Fatiregun (1992:110) is investing an appointee with the authority to perform a
role. It has a quasi legal; character, because it involves investing authority on
new entrants. This is what Onah (1999:14) referred to as a “legitimized power
to perform a duty” Webber (1947 :152) insisted rather that “recruitments and
appointments to positions and offices must be made on the basis of
qualifications and professional competence”. The Webberian model according
to Okoli (1999:9) was expanciated by Fredrik Riggs in the Sala administrative
systems in his “prismatic model for transitional societies. Bureaucracy within
the confine of these developed societies, place emphasis on the explicitness
and rationality of knowledge, where recruitment is based on achievement as
demonstrated rather than ascription. This, it is noted, leads to high degree of
internal specialization, since competence and merit are standards for
bureaucratic recruitments.
2.1.3 PERSONNEL RECRUITMENT IN WESTERN COUNTRIES

19
Personnel recruitment in western countries is shaped by the civil
service of these countries which is sometime influenced by their high level of
development .A review of literature on some western countries bears this
out. The civil service career in Germany is chosen early in life and pursued to
retirement. Recruitment into the higher levels is through prescribed channels
and geared to the educational system. Access to the higher civil service is
restricted to those with higher education. Despite the efforts in France to
broaden the recruitment base, the result has not been appreciative due to the
fact that availability of education at the university level is restricted to a small
proportion of the population. According to Suleiman (1974”41) the French
civil service is restricted mainly to those few, who are able to overcome
rigorous selection mechanism which conform in all its outward manifestations
to democratic norms”.
In Britain and the United States of America (USA) incremental
approaches permitted their bureaucracies. In the mid 19th century for instance,
Britain reformed its civil service by putting recruitment on merit basis.
Recruitment into the British higher civil service, take the form of competitive
examinations on a variety of subjects paralleling the course of study from the
university. It is the tradition in America on the other hand to offer more
specialized and practical examinations on open competitive basis to those who
have met the prescribed minimum qualifications. According to Svara (1993:5)
recruitment in the United States Local Government is “effected by the

20
practices of the Local Government Service Commission in each State. Higher
level administrative positions are filled by the commission from a roaster of
qualified staff within the state. The junior staffs are hired locally under the
direction of the chairman from committed groups supportive to him”
The experience in Japan shows that bureaucrats are recruited from
specified feudal family ranks and emphasis placed on status distinctions
among classes in the hierarchy, Appointment to offices are made at the
discretion of the superiors. The reforms of 1853 precipitated modification to
the inscriptive pattern of recruitment, paving way to talented individuals and
those of relatively low social status to be recruited. Within the fabrics of
bureaucratic growth and reforms, recruitment by examination was introduced
and graduates drawn from the expanding educational institutions.
2.1.4 RECRUITMENT POLICY IN NIGERIA
The recruitment policy in Nigeria according to Nwosu (1979:41) is
“essentially based on the merit system as expressed in competitive
examination”. The emphasis according to him is that the merit system is tied to
the mental ability of a candidate through competitive examinations. The
researcher believes that this does not apply in reality, considering the Nigerian
factor, where political patronage and prebendalism is the order of the day.
Recruiting applicants on the basis of merit should be seen as more than
advertisement notices for competitive examinations. Every source of qualified
candidate within the appropriate labour market should be allowed to compete.

21
The United States Civil Service Commission in 1974, suggested that positive
recruitment programmes should include written examinations in clear and
understandable language, advertisement and publications through various
segments of the population using radio, television, newspapers, as well as
establishing reachable job information centers, and developing continuing
contacts with women organizations in order to enhance free and fair
competitions.
Recruiting applicants on the basis of merit should also be seen as more
than pasting bills on few available notice boards. It should have the potentials
of reaching out to every source of qualified candidate within the appropriate
labour market. The choice of the right person should be the ultimate concern of
recruitment. It must entail proper scanning from a wide range of sources
through internal and external advertisements. In some local Governments,
vacancies occurring in the higher level positions are filed by promoting those
with practical experience to perform the job on such higher capacities either on
part time, full time, acting or on temporary basis. The deficiency here is that it
will not allow for the use of more competent hands externally; though cheaper
with less cost than external advertisement which produces mass applicants
through publicity, that can impair a selection process. According to Nwankwo
(1998:16) “many people are likely to apply even when they know they are not
qualified”. When it is internal, applicants know that the personnel management
department will choose the right person and may need not apply since
22
choosing the wrong person could raise tension and disaffections. According to
Beach (1980:35) “any organization, large or small to remain effective, efficient
and profitable, it requires staffing with competent personnel that are selected
on the basis of merit and economic value rather than on political patronage or
on the basis of other relationship”. It is therefore most crucial to recommend
the adoption of the merit system in recruitments based on the Webberian
model through competitive examinations.
Professional decisions and actions are governed by universalistic
standards which are based on objective criteria that are dependent on the
exercise of reasoned judgment. The concept of training therefore, rest on a
body of these specialized knowledge and practices, bordering on the
application of some principles with the appropriate skills. According to Onah
(1999:1) “training is concerned with the acquisition or development of those
knowledge, skills, techniques, attitudes and experiences, which enable an
individual to make his most effective contribution to the combined effort of the
team of which he is a member”. It is worthwhile then, to stress further that the
cardinal objective of training is to prepare the individual for the
accomplishment of tasks, the mastering of this body of knowledge and the
acquisition of appropriate skills, require a period of specialized training or
indoctrination for the new and on the job employees. Employees undergo a
period of technical training to qualify for their positions as specialized experts
to deal with problems in a strictly limited area since one can make claims to a
23
generalized knowledge. Training therefore, influences decisions „inside out‟. It
prepares the organization members to reach rational and satisfactory decision
without the need for constant exercise of authority or advise. Training may be
on in-service or a pre-service nature. When persons with particular educational
qualifications are recruited for certain job, the organization is depending on the
pre-training of the new entrant as a means of assuring correct decisions in
work. With adequate training, it is possible to give subordinates work, without
any form of stressful supervision. It provides trainees with useful facts in
dealing with problems as well as the thinking frame and approved solutions to
problems within the organization. According to Omojola (2000:6) training is
“any learning activity that is directed towards the acquisition of specific
knowledge and skill for the purpose of an occupation or task”. It is the view of
Omojola (2000:6) that training is a great asset to an organization in order to
meet the needs of one‟s job.
The trained professional wield authority on the confidence of his ability,
since status is achieved by performance, not ascribed as a result of
primordialism , political patronage or prebendalism. A bureaucrat is recruited
into position because of his qualification, rather than what he is or whom he
knows, while his career and advancement is governed by objectives and
explicit official criteria. And for Webber (194:152) “specialization promotes
expertness among the staff…. enabling the organization to hire employees on
the basis of their technical qualifications”. In another contributions by Becker

24
(1964:19) “hardly has any country achieved economic development without
having invested substantially in the labour force”.
While the importance of training the labour force can not be
overemphasized, such must be determined by a configuration of the social and
political environment confronting the worker as contended by Jamison and
Lau (1982:6) through empirical studies of farmer‟s in the United states, “that
the effects of Education on productivity are positive substantially , significant
and quantitatively important. And for Oguniyi (1992:4) “No nation in the
world can carry out any of its developmental programmes without adequate
and competent manpower” Hitherto, qualified manpower according to Onah
(1999:1) “is a measure of a nations strength, security and well being”.
2.1.5 PERSONNEL RECRUITMENT, SELECTION AND PLACEMENT
IN THE LOCAL GOVERNMENT SYSTEM
Fatiregun in Onah (1995:109) sees recruitment as that process of
assessing a job, announcing the vacancy, arousing interest and stimulating
people to apply. Selection, he sees as an exercise of choosing for excellence
through the process of rejecting or matching of the applicants, first against the
attributes which we expect will make for success on the job and secondly,
matching of the candidates one against the other until we have rank-ordered all
of them in order of relative suitability. Placement is the process of appointing
or investing an appointee with the authority to perform a role. It has a quasi
legal character or nature because it involves the investment with authority or

25
legitimized power to function in a role. Recruitment, selection and placement
belong to the manpower activity referred as action planning.
Since the history of local governments in Nigeria, recruitment, selection
and placement of staff have been a great problem. Their inadequacies have
been severally indicated (e.g Orewa and Adewumi (1983:14); Nkala (1985:8).
Most „indigenous‟ staff of the local governments, according to Nkala (1985:8)
are scion of an unsavory pedigree. He noted that at the introduction of
democratic local government in the eastern region in 1950, early recruits into
the local government service were predominantly sons of the soil‟, party
stalwarts, or relations of councilors. Even to date, staff of local governments
have not completely shed those pristine spots.
The result of this is that local government staff tend to be more at home
under the patronage system rather than merit and result-oriented system.
Recruitment practices based on patronage, noted Orewa and Adewumi
(1983:16) have created problems of redundancy in local governments where
stern measure like termination of appointment and mass dismissal have not
been adopted. There has been an all-pervading air of laxity in the local
government service, as can be expected from body of frustrated staff who are
neither dedicated nor committed to the course of their council. Even the most
efficient among the persons have been lost by the local authorities (Orewa and
Adewumi; 1983:17).
26
Recruitment processes and guidelines for local government staff are
well spelt out in the Handbook on local government Administration chapter
11, Section 5.9 (5.9.1-5.9.11), part of which states as follows:
5.9.1: All recruitments by the local government junior staff management
committee (JSMC) must, as a rule, be in consonance with the manpower needs
or the local government as provided in the approved local government
estimates. Any violation of the provision of the section will lead to the
members of the JSMC and the approving authority being surcharged and the
person so irregularly appointed being summarily removed from the service of
the local government.
5.9.2: All applicant for positions on grade levels 01-06 in a local government
shall apply directly to the local governments of their choice.
5.9.3: In all cases, all eligible candidates for appointment shall be interviewed
by the JSMC.
5.9.4: All direct appointments to posts on grade level 07 and above shall be by
open advertisement to the general public, and copies of such advertisements
shall be sent to all the local governments within the state.
5.9.5: All letters of appointment shall be signed by the head of the department
of personnel management in the case of posts graded 01-06, and by the
secretary of the local government service commission in the case of posts on
grade levels 07 and above.

27
According to Onah (1995:110),the good intention of the provisions not
withstanding, it is hardly a habit of local governments to adhere to them. The
recruitment of junior staff in particular is always over-shot, and rarely in
keeping with the manpower requirements. Most chairmen, councilors,
caretaker committee members and sole administrators recruit and place their
associates in the local government service, whimsically and without regard to
rules. Sometimes and in order to satisfy all righteousness, retroactive
advisements are placed. At best these were meant for the files (Onah,
1995:111).
If the local governments according to Onah (1995:111) and indeed
organizations can have a reliable and eternally valid selection process, training
and personnel development efforts would appear superfluous. Recruitment,
selection and placement are at the heart of any organization and it has to be
well done to pave the way for the effectiveness of the organization.
This is why Pigors and Plyers (1981:27) stated that the three closely
related hiring procedures of recruitment, selection and placement provide
opportunities for doing the far more than merely filling current vacancies. If
this were all that needed to be done, the simplest formula would be; vacancy-
requisition-fill. But such an over-simplified hiring process would not promote
the large aims of developing human potential and building a strong
organization with effective teamwork. Nor would it satisfy current demands

28
made by society and by an increasing number of laws and executive orders
aimed at achieving equal opportunities in employment.
Recruitment, selection and placement process in the local government
system are not reliable and therefore, less than satisfactory. They are mainly
based on patronage principle (Onah 1995:112). The inadequacies create
problems associated with discipline, redundancy and staff training, the latter to
which we now turn.
2.1.6 PERSONNEL TRAINING AND TRAINING POLICIES
The area of staff training and development is another thorny manpower-
related problem in the local government in Nigeria. Training is important for
the growth of any organization. The personnel management department is
responsible for preparing the plans and as well assisting other departments in
manpower development. According to Dunn & Stephens (1972:2), the
department “deals with training and development plans, aggregate labour
supply projectors and resolving employment problems”. The central aim is to
retain the quality of staff needed for effective use, ensure optional use of
human resources currently employed through training and career planning.
Commenting on the essentials of personnel recruitment, and training,
Shottle (1994:56) opined that “if trained and experienced individuals are
sought for placement, the focus of the specifications will be primarily on the
nature, length and quality of any relevant training, education or experience

29
required for the job.” Barber and Leggett (1976:211), both exposited on the
typologies of professional service in which “people are expected to receive
jobs that are most relevant to their training”.
Max Webber‟s theory on bureaucracy in modern administrative
organizations, lay credence to the fact that employment is based on the
technical qualifications of a candidate rather than political, family or other
connections. Usually, such qualifications are tested through examinations or
by certificates that demonstrate the candidates educational attainment. As
argued by Simon (1976:36) “an organization sets up mechanism such as
training programmes that help to narrow the range of alternatives the official
must consider before making his decision”. However, Agbota (1990:3) sees
employee training as a “systematic process of altering the behaviour of
organizational members in the direction which contribute to organizations
effectiveness”. If a particular job requires certain knowledge, the worker may
be trained after selection. Pre-service training and daily supervision are
devices for formal training which new employees pass through in large
numbers.
The trainee must have interest in learning and must be convinced that he
does not know the things upon which he is being trained. Training as a mode
influence on decisions, has its value in situations where the exercise of formal
authority through commands prove difficult. Training therefore permits a high
degree of decentralization of the decision making process by bringing the

30
necessary competence into even the lowers levels in the organizational
hierarchy. Paradoxically, there is a peculiar situation characterizing virtually
all under-developed countries. According to Okoroafor and Iwuji (1986:19)
“they experience severe unemployment on the one hand and on the other hand
,suffer from acute manpower shortages (of skilled type) “ But for Uchendu,
(1982:57) “the concept of manpower development calls attention to the role of
education in the development process”. He noted that it goes beyond education
process like in-service trainings, on the job orientations, workshops,
conferences etc. The centrality of training for organizational development is
further reaffirmed by Schultz (1971:23) who argued that the “human factor is a
form of special capital that must be developed”. Productivity which is the sole
aim of any organization is heavily dependent on the skills which is in turn
dependent on the level of Education and the training acquired by workers or
employees.
According to Nwachukwu (1988;128) “No nation is known to have
attained high level of economic growth and development without an ample
supply of qualified manpower. Similarly, of all the factors that unlock the
force of economic growth and development, a country‟s human resources is
the most vital for with out it, all other factors have to wait”. It is on this note
that this researcher believe most fervently that human development should be
comprehensive and encompassing. According to Harbinson and Myers
(1973:195) “it should target all forms of higher education, all forms of formal
31
education, on- the –job training”. The dynamic nature of training, according to
Onah (1995:111) has led to a situation where “the ceaseless clamour for social
change, continue to make adaptability and continuing preparation of the
workforce as inevitable as the vital acquisition of knowledge and skills”. The
concept of training according to Blum and Naylor (1976:6) “should include
those who are promoted to higher level jobs and the periodic retraining of
present employees by means of refresher course”. But for Cormick and Tiffin
(1977:32) “training needs differ from group to group through the provision of
specific training for new employees and sometimes for the present employees
who are deficient in their job”.
Within the context of the Nigerian civil service training plays a crucial
role. The encompassing programmes include the availability of training
opportunities for the lower, middle and upper class of the workforce. The
Industrial Training Fund (ITF) was set up in 1971 to extend training
opportunities to the public sector. This has in recent time, been extended to
private sector organizations. The Centre for Management Development was
also set up in 1976. According to Bur (1999:60) there are equally some foreign
owned training institutions existing within the country which he summed “are
usually large and better structured and tend to inherit staff and training policies
from their parent companies abroad. The indigenous ones on the other hand
are relatively small, less well structured and dependent on relations for
management skills”.
32
According to Bur (1999:64), the Federal Civil Service of Nigeria ,
introduced a policy which “obliges each arm of the service to provide 20% of
its personnel emolument costs for the training of its staff annually”. In
realization of this objective, the Federal Government through the Federal
Character Commission‟s Establishment Decree of 1996 page A391 saddled the
commission with the power to “undertake the recruitment and training of staff
of government agencies where desirable”.
After the local government reforms of 1976 sporadic activities were
cushioned to ensure the full training of local government workers. The Dasuki
report of 1985 for instance, recommended that 1% of the total emolument of
local government from the federal allocations be deducted and set aside for
staff training. Equally important is the fact that the Federal Government
designated the University of Nigeria, Nsukka; Ahmadu Bello University, Zaria
and the University of Ife (Now Obafami Awolowo University) Ile-Ife as
National Training Centres for the training of middle and upper level
management personel in local governments. The three designated centres
according to Adamalekun (1983”83) “became effective from the 1979/80
academic session” and for Dasuki (1985:17) the institutions “were zoned into
three broad regions, called catchments areas”. Employees of Local
Governments, through recommendations from the various Local Government
Service Commissions are selected for training in line with the 1976 local
government reform. The three Universities introduced programme for the

33
various services cadres in the scheme of service for local governments. Such
programme include certificate courses, two years Ordinary National Diploma,
Higher national Diploma in Local government , Post Graduate Diploma and
Masters Degree in Public Administration as well as the Doctorate Degree in
Public Administration. According to the scheme of service (1993:310) other
training institutions available for Local Government staff are located at
“Bauchi, Borno, Cross River, Imo, Kaduna, Kano, Kwara, Niger, Plateau,
Rivers and Sokoto state as well as the National Water Resources Institute,
Kaduna among others”.
Training policies in local governments are essentially guided by
emanating circulars from the Local Government Service Commission. The
Personnel Management Department, co-ordinates and streamlines department
training proposals. The proposals are synthesized by providing the need of
each department through systematic analysis of the functions and assigned
roles of the relevant department, the job and the individual employees. In this
way, courses are made relevant to the departmental need of an employee.
Local Government employees now undergo various courses to develop their
skills for increased productivity in the interest of the Unified Local
Government Service in Ebonyi State.
2.1.7 PERSONNEL RECRUITMENT AND TRAINING

Training is organizational efforts aimed at helping an employee to
acquire basic skills required for the efficient execution of the functions for
34
which he was hired. There are certain conditions that will serve as pointers for
the need for training. These symptoms manifest themselves in a variety of
ways. According to Nwachukwu (1988:121) indications that employees in any
organization require training are the following factors;
1) Lack of interest in one‟s job
2) Negative attitude to work
3) Low productivity
4) Excessive complaints
5) Excessive absenteeism rate
6) Tardiness
7) High rejects or low quality output
8) High incidence of accidents and
9) Insubordination
Staff recruitment and training is a segment of personnel management in
organization. According to Ubeku (1975:270) “recruitment and training is
continuous and consistent process. Employees who have not received adequate
training before being assigned with responsibility lack the necessary
confidence with which to carry out the job. An employee should be helped to
grow into a more responsibility by systematic recruitment and training.
Because he believes he knows what is expected of him on the job and because
he believes he can do it, his enthusiasm on the job increases. It is a person in
that position who can think and originate ideas as to how best to carry out the
35
tasks of the job. People who are not trained tends to stick to what they were
taught the first time they took over the job. They are frightened of doing the
job in a different way, because something might go wrong and that risk they
cannot take”.
The ideas of these eminent personalities on the subject under study look
alike, most especially that both of them concentrated more on the inability of
the untrained and undeveloped employee to perform up to standard set by the
organization. It is clear that without proper training of the recruited in
organizations the actual performance will be far from the actual set standard,
hence the organization suffers. Therefore, as one of the machineries for high
productivity and efficiency in organizations recruitment and training of
personnel cannot be over sighted by any management scholar or writer.
According to Bedeign (1987:359), “As employees face the challenge of
learning new skills to maintain their proficiency or become qualified for
promotion, the importance of training the recruited becomes evident. He went
further to say that training is the process of developing an individual‟s skills,
knowledge and abilities so as to improve present and future performance. The
reason most frequently mentioned for training include:
a) To increase productivity
b) To improve quality
c) To lower scrap loss
d) To reduce turnover and absenteeism.

36
e) To prevent employee obsolescence”.
For Hacket (1979: 50) “Training is preparation for a particular job. It is
concerned with job performance and the application of knowledge and skills to
present work”. According to Nwachukwu (1988: 121) “There are factors that
influence the type of recruitment to be made. The quality and the number of
staff positions to be filled. The financial position of company. well-to-do
companies can afford to travel overseas, and advertise in all news media, and
even employ the services of professional employment agencies. availability of
required staff within the country. Peculiar circumstances of the staff required.
Some quality staff required are often bounded, have children at school or other
commitments that would make the assumption of duty in the company not
feasible in the immediate present”.
Recruitment is indispensable in any organization. This is the bringing in
fresh employees who must be trained to inculcate into them the rudiments of
work in any given office. The recruitment exercise according to Aikhomu
(1987: 65) “must be under the local government junior staff management
committee (JSMC) who must, as a rule, obtain necessary establishment
approval from the governor‟s office before the committee recruits into post
graded 01 -06. This is in order to ensure that such recruitments are in
consonance with the manpower needs of the local government as provided in
the approved local government estimates”.

37
When people are recruited in any organization, they normally cannot
begin to perform until they are furnished with what has to be done. This
therefore is the reason why training is important. For Sule (1986: 44)
“Training is any attempt to improve current or future employee‟s performance
by increasing through learning an employee‟s attitude or increasing his skills
and knowledge. This process of training is a continuous one. When correctly
done, employee, training is useful because it can remove deficiencies;
consequently, employees will perform better and of course the organization
will be more effective. Also improving employee‟s ability may result in
enhanced feeling of self-esteem”.
This scholar has a similar opinion of the subject with others.
Concomitantly, he pointed out that the employee will definitely feel self-
esteemed because he has acquired enough training on his job. Infact, this
motivates workers and enhance their interest on their job and thereafter
increases production and better quality of the job done. Personnel management
is concerned with getting the best out of people at work place at an economic
level and in ensuring that the social system in the organization does not
militate against this. After the Industrial Act of 1964, the education and
training of all staff, from apprentices to senior managers received a
tremendous impetus.
38
2.1.8 THE RECRUITMENT POLICY OF THE COMMISSION
In view of the peculiarities of the thirteen local governments and
the need to protect career local government offices from the buffeting of
partisan politics by attracting, retaining and maintaining credible career
structures for capable hands in the service, the unified service is retained for
employees on salary grade level 07 and above. Each local government
undertake the appointment, training, discipline and promotion of its junior staff
on salary grade level 01-06 under a unified general guideline provided by the
commission. The functions are handled at the junior staff management
committee meeting with a member of the local government service
commission in attendance. Similarly, officers on salary grade level 07 and
above, have their cases processed through the Senior Staff Management
Committee (SSMC) for the commission‟s consideration provided that
appointments are only made to unfrozen posts in approved current estimates of
the local government. Appropriate pre-entry qualifications are uniformly
applied in cases of recruitments as provided in the approved schemes of
service. In carrying out recruitment into local government service, the local
government and the commission take full account of the geographical spread
and socio-economic diversities of the local government area as provided by the
federal character principles.
According to the Anambra state government civil service rules (1979:5)
“recruitment means the filing of vacancies by the appointment of persons not

39
already in the civil service… but it excludes the transfer of officers from other
public service in the federation”. Applicants seeking to be employed or
recruited into the unified service of Ebonyi state local government on G/L. 01-
06 must have written applications processed by the junior staff management
committee. On the other hand, those seeking to be employed by the local
government service commission on salary grade level 07 and above are
required to purchase the appropriate application for employment form (LGSC
01) after which the commission will write to enquire from the absorbing local
government on the availability of vacancy in current estimates and willingness
to accept the applicant into its establishment. Another method is through a
recommendation from the Senior Staff Management Committee to the Local
Government Service Commission seeking for a formal approval to appoint the
applicant. In either circumstance, it must be backed with budgetary provisions
in current estimates. Direct appointment is also made on the trainee or pupil
grade, either on probation, on a pensionable post or on a contractual non
pensionable post for a specified period, or non pensionable temporary basis
requiring a probational period of two years.
In view of the tight labour market, which has predicated the financial
disabilities of local governments, advertisements are seldom made. Hence
when a candidate for recruitment, requires additional or a stated additional
professional qualification before being regarded qualified for recruitment to a
particular post, the applicant is appointed as trainee or pupil for a normal

40
service of two years on the post. During this period, the applicant will be
required to undergo the relevant training after which he is appointed to the full
grade on probation and will not be eligible for confirmation until he has passed
the prescribed Civil Service Examinations to qualify for a confirmation of
appointment. A confirmed officer that has been advanced from the training
grade in order to acquire the necessary experience to qualify for promotion to a
substantive senior post, will be deemed as being seconded for period not
exceeding two years. All first appointments to pensionable posts other than the
trainee is usually on probation. But officers confirmed on a lower pensionable
office are not regarded to be on probation on the promoted higher post.
Applicant to be recruited into the unified Ebonyi state local government
service, must be above eighteen years of age and must posses such
qualifications prescribed for appointment. The candidate is expected under an
ideal situation to present a certified medical report duly endorsed by a
government Medical Doctor as being medically fit for recruitment. The
candidate must present a testimonial of good conduct from the last school
attended. Every applicant must state on the prescribed Applications form for
appointment on LGSC01, whether he has ever been convicted of a criminal
offence, previous employments and reasons for leaving, whether under
obligation in present employment and free from pecuniary embarrassment.
Any false information or declarations made on the application form is

41
sufficient to render the applicants request void and possible termination of
appointment without notice if employed.
Similarly, where such power have been delegated to the local
government to carryout as the case with the junior staff management
committee, all the conditions must be strictly followed as the antecedents of
all applicants must be known before being invited for interview. According to
Keelings (1972:74) “the general organization of services assist recruitment and
reduce to the barest minimum the maze for criteria for selection which a non
general organization exhibit”. The recruitment of a candidate who has been
selected after these detailed enquiry, well be considered as prima-face eligible
and suitable. The recruited applicant is thereafter, issued a letter of offer of
appointment on the appropriate form indicating the post, salary grade level,
effective date of employment etc. Where such offers are accepted, the
candidate must write and convey such acceptance. Copies of the letter of
appointment is thereafter endorsed to the local government Treasurer, the
Internal Auditor and the appropriate Head of Department for their information
and further necessary action
All new entrants on assumption of duty are required to complete the
record of service form, while copies of appointment letters are filed and
endorsed by the recruited officer. An Oath of secrecy is expected to be
administered. Daily rated employees system has been abolished in the entire
unified system of the Ebonyi state local government service. The commission
42
issues appointment letters in respect of officers on salary GL.07 and above. As
in the writings of Price (1979:309) “the executive recruit and promote since
they have a civil service commission that recruit and promote civil servants.
But the fact still remains, that the first step towards a sound recruitment,
should be an advertisement of declared vacancies, the receiving of application,
administering aptitude tests on eligible candidates, tests, interviews,
appointment and the placement of applicants into vacant offices. According to
Warmer Forgel (1960:53) “merit through examinations was pursued
democratically in the United States at recruitments”.
A guide towards a sound recruitment policy, presupposes the fact that
most Local Government Areas in Ebonyi State make short term plans on a
yearly basis through the annual ritual budgetary adjustments. This is usually
done by the personnel Management Department through regular assessment of
available human resources and future needs in order to avoid over staffing and
under employment. Staff recruited continue to enjoy incremental steps on 1 st
January of every year while seniority is determined between persons recruited
based on the date of assumption of duty. But where two or more person arrive
the same date, seniority inter see is determined by the date of letter of
appointment from the commission confirming the selection. The Personnel
Management Department keeps an up to date record of each employee.
Candidates for employment are required to submit birth certificates. However,
those who cannot give the actual data, but the year, are presumed to have been
43
born on 31st December of the year and where the month can be given, the last
date of the month is used. All employees are bound by these records as no
applications for change are considered later.
2.1.9 EVALUATIONS OF RECRUITMENTS BY THE COMMISSION
This part of the study will seek to present and analyze the data collated
on staff recruitment. As a logical consequence of this analysis the period of
evaluation will cover years, 1999-2007 for the thirteen Local Government
Areas in the state and commission.
RECRUITMENTS BY THE COMMISSION 1999-2007
The period 1999- 2007 witnessed the recruitment of a total number of
2719 employees. Table 2.1 below shows the tabular presentation in respect of
the thirteen local governments and commission.
TABLE 2.1
S/No Local Govt 1999 2000 2001 2002 2003 2004 2005 2006 2007 Total; % 1999-2007
Area
1 Abakaliki - 20 106 - - - 107 15 - 428 15.7
2 Afikpo North - - - 250 75 - - 27 - 352 12.9
3 Afikpo South - 91 - 55 - - - 11 - 157 5.8
4 Ebonyi - 212 - - - - - 20 - 232 8.5
5 Ezza North - 100 - 35 - - - 13 - 148 5.4
6 Ezza South - - 85 - - - - 17 - 102 3.8
7 Ikwo - - 70 - - - - 30 - 100 3.7
8 Isihielu - - - 170 - - - - - 170 6.3
9 Ivo - 110 - - 50 - - - - 160 5.9
10 Izzi - 135 - 87 - - - 21 - 443 16.3
11 Ohaozara - - - - - - - 19 - 19 0.7
12 Ohaukwu - 80 - - - 150 - - - 230 8.5
44
13 Onicha - 96 - - - - - - - 96 3.5
14 LGSC 25 - - - - - 57 - - 82 3.0
25 1024 261 325 597 325 150 164 - 2719 100
Source: Secret Registry, Ebonyi State LG S C.
The recruitments, shown on the table 2.1 above are all junior staff (G/L
01-06) recruited by junior staff management committee (JSMC) of the various
Local Governments under the supervision of the local government service
commission. In 2006, the Executive Governor Dr Sam O. Egwu gave the local
governments directive to employ disable persons in response to the appeal
made by the Association of Disable Persons Ebonyi state chapter . The
presentation shows that for the period 1999-2007, Izzi and Abakaliki local
government area recorded the highest recruitment of 443 and 428, representing
16.3 and 15.7% respectively, followed by Ebonyi with 232 employees
representing 8.5% of the total recruitment of 2719 employees. Ohaozara Local
Government Area recorded the least employment of 19 persons representing
0.7%. Similarly, the year 2000 witnessed the highest number of recruitments
of 1024 employees followed by the year 2002 with 597 employees. The year
1999 recorded the least recruitment of 25 employees.
2.1.10 THE TRAINING POLICY OF THE COMMISSION
Training within the specific area of manpower development has been a
vital function of the Ebonyi state local government service commission. Since
the inception of the commission in Ebonyi state in 1996, so much feat of

45
success has been recorded. This is the best the federal government has done
towards the functional performance of local government employees in the
state. It is not unknown that when training function was devoted to local
governments, prebendalism and primodiality became the order of the day.
During this period, it was rather safe to say that some local government
chairmen regarded training as personal gifts, which they give and with draw at
will. There was also the consequential spill over effects of the dwindling
federal allocations to local governments which impeded the effective
realization of training policies for local government employees. Added to the
already worsened situation, is the astronomical upsurge in the cost of
education. This had multiple negative effects as students on in –service courses
are not paid tuition allowances at the appropriate time and when done, it was
far too low to impact any meaningful succor to the recipients.
The structural arrangement of the commission‟s policy, demanded each
local government to designate a senior officer from the Personnel Management
Department as the „Training Officer‟ of the local government. The officer is to
co-ordinate training proposals from all the departmental heads to the Director
of Personnel of the local government, who in turn reviews the proposal before
making recommendation to the director of local government and Head of
Service for onward submission to the local government service commission for
approval. Because of the abuse by some local governments who fails to
forward employees application to the commission, interested staff are directed

46
to write direct to the chairman of the commission based on advertisement
placed by the Head of Personnel Management in-charge of training at the
commission designated as “HPM Training”. The advertisement specifics the
type of programme e.g OND, HND, Degree, Post graduate etc that the
commission wishes to sponsor employees for the year. For full in-service
training with its entitlement, written examination and oral interview are
conducted for those employees who have turned in their application. The
number required are selected based on merit and geographical spread among
the local governments and geo-political zones. Affected officers must be
confirmed, ie must have spent two years in the service of the local
government. It is applicable to both junior and senior staff as well as all the
departments. In Ebonyi state, staff of Personnel, Finance and Health
departments are most favoured. University of Nigeria, Nsukka takes the lion
share of workers sent on full in-service training because of its onerous position
as a designated training institution (university) for local government
workers.
The training policy provides for four schemes which are classified into
the following
i Study leave with full in –service entitlements;
ii. Study leave with pay
iii. Study leave without pay;

47
iv. Short term course (such as induction courses, seminars, conferences
and work shops).
STUDY LEAVE WITH FULL IN-SERVICE ENTITLEMENTS
Under this scheme, all approved entitlements including course
allowances, tuition fees, transportation costs, the first twenty –eight days are
calculated based on the approved amount payable to a staff as duty tour
allowance. Book and project grants are also paid by the commission. During
the period of the course, an officer is regarded as being on leave and will
continue to receive salary from his local government. The computation of local
course allowance is based on existing circulars and the officers grade level.
The tuition, books and project is as fixed by the university or institution, while
transportation fee is based on the existing mileage and the officers grade level.
Beneficiaries are expected to report at their duty station when on vacation.
The commission‟s training unit in the personnel or administration
department has been engaging the staff of the unified local government
system in a training programme. The number of staff trained through in-
service training programme at the university of Nigeria, Nsukka between 1999
to 2006 are as follows:
Table 2.2
Name of institution Name of programme Year

PGD ADP/BSC OND
- 9 17 2000
48
UNIVERSITY OF - 7 13 2001
NIGERIA, NSUKKA - - 15 2002
(UNN) 6 11 34 2003
- - 34 2004
- - 34 2005
- 2 9 2006
6 29 156
Source: Achievements of his Excellency the Executive Governor of Ebonyi
State, Dr Sam O. Egwu as recorded in the LGSC (2006).
The above table showed that the commission through the training unit
engaged about one hundred and ninety one (191) staff of the Unified local
Government system in training between 1999 and 2007.
STUDY LEAVE WITH PAY
Any staff of the local government system who wishes to enjoy study
leave with pay should upon obtaining an admission from a recognized and
acceptable institution apply for approval before proceeding on such course.
Junior staff apply to the chairman of the council where he/she is serving
through the chairman of JSMC while senior staff apply to the commission
through the Director/Head of personnel management of his local government
where he/she is serving. The proposed course of study must bear functional
relevance to the current duties performed by the officer as well as the need of
the local government.

49
Under this scheme, officers approved to proceed on training continue to
enjoy salaries during the period of the approved course. The officer is regarded
as being on leave but will not be eligible for any of the allowances specified
for payment on study leave with full in-service entitlements.
STUDY LEAVE WITHOUT PAY
Under this scheme, an officer is released on course and that period is
regarded as leave, without salary and allowances paid to the officer. The
officer upon completion of his/her course applies for re-absorption into the
service but the implication is that such a staff stands the risk of being laid off
in the face of staff rationalization exercise.
SHORT TERM COURSES
The commission under this scheme facilities short term training
programmes in the form of seminars, workshops and conferences. Short as the
training programmes may appear, participant acquired higher skills and
knowledge on the topics designed for discussion. The programmes usually last
between a duration of one to five days or more.
Participants are paid such duty tour allowances as applicable in the
existing rates attached to salary grade levels, for the number of days, by the
appropriate Local Government. Similarly, incidental allowance where
applicable are paid to cushion the effects of transport cost by the officer from
his local government. The commission bears responsibility for the payment of
tuition fees only when they are commission sponsored.

50
2.1.11 GAP IN LITERATURES REVIEWED
Our literature review is on personnel recruitment and training policies at
the local government level and we have seen the inter-relationship which
exists between the various opinions of the authors in the literatures reviewed.
The over all opinions of their indicate that no matter how willing an employee
might be to work, the quantity and quality of materials available for the work,
the employee will not produce expected result if he has not undergone some
training.
From the trend of the related literature reviewed also, it would be
asserted that recruitment and training is a continuous process, and of course
inevitable. Thus, no organization has a choice of whether or not to train its
employee, the only choice perhaps is that of the type of training and
development programme to adopt. In this case, the nature of the organization
determines the method to apply. All things being equal, one fact is loud and
clear, and that is, the whole idea of recruitment and training rotates and blends
in the system of all organizations. Also, whether in developed or developing
countries, no matter the content and context, the aim of training policies is to
improve the skills and knowledge of workers. However, it is quite unfortunate
that inspite of the above efforts and attempts so far shown on our literature
review, the problem in staff recruitment and training policies does not hold
well. There are lapses between the goals set and goals realized. As earlier
stated, though, there exist some relationship between the various opinions of
51
the authors of literature reviewed none has an in-depth treatment of personnel
recruitment and training policies as it regards local government system in
general and Ebonyi state in particular. This work will complement the
contemporary works of some authors on the subject, who have undertaken
some studies on personnel recruitment and training in public organizations like
the federal civil service as distinct from the local government areas which, by
their circumstances and goals, differ significantly from other organizations.
Such writers are Green (1975), Smith (1977), Nwankwo (1988) and Onah
(2003). A study of this nature is useful to government especially the local
government service commission for reference purposes.
The recruitment and training of staff in the third tier of government are
very important, if the local government councils are to realize their goals.
From preliminary investigations we made at some local governments in
Ebonyi state, we found that all categories of staff needed training of some
sort. It is only the training that would enable staff to adapt to the ever-changing
environment of the local government system . Looking at the staff recruitment
and training in public organizations, and in this circumstance, the local
government areas, both have effect on efficiency, motivation, redundancy and
staff turn over, as this work will attempt to portray, will therefore, be a worthy
venture. The findings and recommendations to be advanced obviously can be
reliable guides in formulating staff recruitment and training policies in Ebonyi
state local government service commission. Equally, the field work will assist
52
the researcher to trace those factors that hinder the realization of the objectives
of staff recruitment and training as well as recommend ways of reducing or
totally eliminating them for effective and efficient local government service.
2.2 HYPOTHESES
The research will be guided by three hypotheses. The substantive
hypotheses stand as Hi while the null hypotheses stand as Ho.
Hypothesis one
Hi-The personnel recruitment and training policies of the Ebonyi State
Local Government Service Commission, has contributed immensely to the
performance of Local Government employees in Ebonyi State.
Ho- The personnel recruitment and training policies of the Ebonyi state
local Government service commission has not contributed immensely to the
performance of local government employees in Ebonyi state.
Hypothesis two
Hi-The application of merit in recruitment and training in Ebonyi State
lead to high performance of local government employees.
Ho- The non-application of merit in recruitment and training in Ebonyi
State does not lead to high performance of local government employees.
Hypothesis three
Hi- The local government service commission‟s policies on personnel
recruitment and training has led to increase in productivity in the thirteen
local government areas of Ebonyi State.

53
Ho- The local government service commission‟s policies on personnel
recruitment and training has not led to increase in productivity in the thirteen
local government areas of Ebonyi State.
2.3 THEORETICAL FRAMEWORK
Theories are essential tools for scientific inquiry, analysis and reliable
understanding of how social and natural systems operate. Just as it is useful for
the architecture to build a miniature model of a proposed building, so it is
useful for a student of human resources management to build a conception of
such abstract matter as organization.
Theories are also useful set of theoretically related concepts for
explaining the occurrence of any phenomenon, so they are useful tools in
research in that they facilitate the understanding of the relations that exist
between variables. For the purpose of this study, we shall use as our
framework, the system theory. Koontz and O‟donnel (1998:7) defines system
as “a set of assemblage of things that are interconnected or interdependent so
as to form a complex whole”. Kast and Weigh (1974:101) define system as
“an organized, unitary whole composed of two or more dependent parts or
subsystems and delineated by identifiable boundaries from its environmental
supra system”. A system is a collection of interacting subsystems, and the
emphasis is bordered on its inevitable interconnected relationship.
The framework perceived organization as an open system consisting of
interdependent parts that are in continuous interaction with the environment.

54
From this interaction organizations draw inputs in the form of people, raw
materials, money and information. These are transformed into outputs which
are exported back to the environment . This interaction with the environment
is therefore necessary for organizational survival. The open systems theory has
been used to explain and describe other phenomena, for instance, from the
perspective of systems analysis, Easton (1953:50) has developed a framework
of the political system.
Organizational environment
Inputs Conversion Process Outputs
Feedback mechanism
Demonstration of the system model
Sources: Nwankwo G.O (1988:28) Education and Training for public
Management in Nigeria: Onitsha , University Publishing company.
Easton (1953: 51) conceptualizes political life as a system of behaviour
embedded in an environment to the influence of which the political system
itself is exposed and in turn react. This implies that the political system is
encircled by other systems, be they biological, physical, psychological, social
among others. To distinguish the political system from other systems, Easton
(1953:54) defines it is “that system of interaction in any society through which
binding or authoritative allocations are made and implemented.

55
As a result of the open and adaptive character, Easton (1953:56)
contends that the political system is in a continuous interaction with the
environment in which it is embedded. This generates influence which shape
the internal functioning of the political system. According to Easton above, the
political system receives inputs from its environment. These inputs of demand
and supply undergo a conversion process in the political system and are
transformed into output. These may consist largely of authoritative decisions,
orders, judicial decisions promulgated by the authorities of those recognized as
having legitimate powers to allocate values.
The changes in the environment which these output bring about are
referred to as outcomes. Through the feedback mechanism, the political system
evaluates the effects and consequences of outputs. Information from this
evaluation serve as new inputs. Regulatory mechanisms are developed by the
political system to cope with stress and maintenance. Through these
mechanism, excessive demands are either pushed back or mellowed down.
Gate –keeping function at the boundary of the system reduces the volume of
demands that enter the political system (Easton, 1953:57).
Communication channels which may succeed in diluting demands and
reduction processes which may reduce the demands to specific issues are all
parts of these regulatory mechanisms. Having seen how Easton used the
framework in the study of the political system, the major component parts of
the systems theory will be explained:

56
1. Inputs: These are the human and material factors applied to the system
which are transformed into goods and services.
2. Conversion: This is the process whereby inputs are processed or
transformed into outputs. Funds generated by the government from
various sources are transformed into goods and services, with demands
aimed at solving particular problem.
3. Output: The outputs fed into the system are transformed into various
goods and services that are of value to the government.
4. The feedback: This is the mechanism which evaluates the output. The
effects and consequences of outputs are fed back into the central
element to reduce the negative consequences of the outputs.
5. The environment: This is the larger setting providing the ecological
and contextual background which the system is situated.
In this work „Personnel Recruitment and Training Policies in the Public
Sector; A case study of Ebonyi State Local Government Service Commission‟,
the researcher adopted the system approach to recruitment and training by
Eckstrand (1964:49). This is because problems such as recruitment and
training are considered not only in terms of their objectives per se, but also in
terms of the objectives and goals of the total organization or “system” in which
the individual will be performing his task. The broader view is sometimes
referred to as system approach. The name implies that one must be concerned
57
with the objectives of the total system rather than objectives of any particular
component within the system.
The advantage of the systems approach is that it helps the trainer in
making his decisions. He is able to understand and keep in mind the total
recruitment and training process as he tries to accomplish his objectives. The
systems approach to the study of organizations focuses on the system as a
whole, the environment of the system , the inter dependent relationships
between parts of the system, and the dependency for the system to strive for
survival by negotiating with its environment; As Koontz et al (1980:23) put it,
the advantage of approaching any areas of inquiry or

any problem as a system is that it enables us to see the
critical variables and constraints and their interaction
with one another, it forces scholars and practitioners
in the field (of management) to be constantly aware
that one single element, phenomenon or problem
should not be treated without regard to its interacting
consequences with other elements.
In applying the system theory in this work, we acknowledge the fact
that the recruitment and training of local government employees depends on
the proper integration of the various inputs, conversion processes to produce
the desired outputs (i.e desired manpower for increased productivity in Ebonyi
state local government areas). The Ebonyi state local government system is
made up of organizational environment like:
a) Socio-cultural/zonal issues which include Abakaliki- Afikpo blocks
and federal character issues.

58
b) Political influence of the party in power in the state, local
government chairmen or political office holders, stakeholders, quota
system etc.
These political gladiators determines the inputs of the system like
appointment of local government service commission members, the quota
system etc which invariably during the conversion process affects the outputs
(i.e desired or undesired manpower which may mar or make the Ebonyi state
local government system) . The environment influences the type of people to
be recruited and trained in the local government areas who in long run will
have negative or positive influence on the system.
For the above reasons, we have adopted the systems approach in the
study and analysis of personnel recruitment and training as Eckstrand did in
1964. The systems theory is most suitable for this study because local
government system recruits and trains her personnel in the environment of
socio-political influence. Equally system theory views organization as a social
system that is composed of a number of subsystems, all of which are
interdependent and interrelated.
The Ebonyi State local government service commission is a system
composed of many departments which interact and interrelate for the
achievement of the set goals and objectives especially policies on recruitment
and training. It therefore, becomes necessary and useful to study and evaluate
59
human resources development policies in organizations using system- model
approach as an appropriate theoretical framework.
2.4 METHOD OF DATA COLLECTION AND ANALYSIS
2.4.1 POPULATION OF THE STUDY
In order to be in line with standard format of research work, population
must be involved. Population is a total set of items a researcher wants to
analyze (Obi, 2005:72). This may be a group of people, house, records etc. In
this study which its aim is to survey the personnel recruitment and training
policies as it affects staff of Ebonyi state local government system; the
population of the study is 8,235 made up of the thirteen local government staff
and staff of local government service commission.
2.4.2 SAMPLE AND SAMPLING PROCEDURE /TECHNIQUE
Sampling is one of the strategies in survey research. According to Obasi
(1999:134) sampling is the process of selecting a part called a sample from the
whole called a population in order to make inferences about the whole.
Forcese and Richer (1970:39) observed that the main purpose of sampling is to
reduce time and money that would be spent if the total population were
studied. Equally sampling reduces numerous population in order to avoid
errors when calculating a large numbers.
The researcher used quota samples to select respondents from the junior
and senior staff of the thirteen local government councils and local
government service commission for the work. Two hundred (200)

60
questionnaires were produced and distributed amongst the staff of thirteen
local government areas of Ebonyi state and local government service
commission using quota sampling method. As a follow-up, staff of local
government area on
G
L
01-06 got 70 copies of the questionnaire
G
L
07-16 got 80 copies of the questionnaire and
LGSC got 50 copies of the questionnaire
The male to female ratio is 15:5 considering the number of women in
the local government service and was done with a view to getting a cross
section of their views.
2.4.3 METHOD OF DATA COLLECTION
The study used the following methods of data collection.
a) Primary Data: Primary data are called field data. All data collected for a
specific purpose by the researcher from the field are known as a primary
data. The most important methods of collecting primary data are
questionnaires, observation and interview.
i) Questionnaire: Questionnaire formed the major source of data collection
which was administered to the sample population. It is designed to extract
relevant information on personnel recruitment and training policies of
Ebonyi state local government service commission. It contains two
sections, the first consists of intrinsic data, made up of seven questions.

61
Section B on the other hand, is made up of demographic questions
comprising twenty-three questions.
ii) Observation: The researcher observed some of the activities directly as a
local government staff and beneficiary of in-service training programme of
the commission twice. Hence most of the ideas, data and information
contained in this wok is a product of interaction manifested in the course
of professional duties as an administrative officer.
iii) Interview: The researcher interviewed local government staff only to
enable him get accurate information on the modalities of their recruitment
and training. The interview was conducted with management staff
associated with task of recruitment and training to supplement the
questionnaire.
b) Secondary Sources of Data: Substantial literatures on the ideal policies
of recruitment and training, reflected in the bibliography was made from
the Nnamdi Azikiwe library of University of Nigeria, Nsukka, PALG
departmental library and centre for American studies library, to support or
oppose observations and discussions. Similarly, extensive review was made
from other secondary sources in existing literatures on related textbooks,
seminar and workshop papers. Others include journals, the constitution of
the Federal Republic of Nigeria, government office gazettes, Edicts ,
Decrees, Magazines, Periodicals, the civil service rules, the financial
memoranda, the civil service reforms of 1988 and 1997, the handbook on
62
local government Administration, the 1985 and 2006 local government
scheme of service as well as the examination of related files and internet.
2.4.4 METHOD OF DATA ANALYSIS
In the analysis of data, the researcher was guided by the three
hypotheses that had been formulated. Frequency tables were used to present
the findings and in percentages. Chi-square was also used to analyze the
hypotheses to achieve a more reliable result. Chi-square as statistics, sums the
extent of the difference between observed (real) and expected (chance) data.
The formula for chi-square is thus;
O E
X2= 2
Where O = Observed frequency
E = Expected frequency
= Sum of summation
2.4.5 VALIDITY AND RELIABILITY OF INSTRUMENT
A measuring instrument or scale possesses validity when it actually
measures what it claims to measure (Goode and Heart, 1952:73). Hair et al
(2000:666) defines validity as “the degree to which a research instrument
serves the purpose for which it was constructed” or indeed. “The extent to
which the conclusion drawns from experiment are true”. A well designed
measuring instrument like questionnaires is able to measure what it was

63
designed to measure if it was properly designed, but if it is faulty, it may
measure something different from that which it was designed to measure.
However, in order to be sure of the validity of our questionnaire and
interview; the researcher focused on establishing its content validity. Content
validity is the representatives or sampling adequacy of the content of a
measuring instrument (Osuala, 1991:125). The researcher established content
validity by serving his research instrument (questionnaire) to a sample within
his population of study. This was done to assist him known whether the
research instrument will generate the needed data. The researcher modified the
research instrument on areas he did not get the desired data to get the
sampling adequacy of the content of the measuring instrument. The measuring
instrument e.g questionnaires was properly designed by the researcher to
measure actually what it is suppose to measure so that conclusion drawn from
the experiment will be true.
Reliability refers to the ability of an instrument to produce the same
sample. According to Osuala (1991:127) reliability refers to the consistency of
measurement. In this study, the test-retest technique was used by the
researcher to establish the reliability of the instrument to produce the same
sample. The above technique was used by the researcher to administer the
constructed questionnaires to the same reliable group more than once with the
view of discovering how consistent each element of the group in the scoring of
the instrument at different times. This way, the reliability of the measuring
64
instrument or otherwise was established by the researcher. Reliability will be
gotten by calculating the correlation coefficient between two distributions of
test scores obtained at two different times on the same population. When the
measuring instrument used by the researcher is consistent over time,
dependable and credible, then we can say that the results of it, is reliable.
2.4.6 OPERATIONALIZATION OF KEY CONCEPTS
The analysis of a research work such as this, require the use of several
concepts and variables; some of which are prone to misinterpretations and
capable of varied misrepresentation of ideas from the original intent. It is
logical then to clarify the following concepts.
Recruitment: This entails the attraction of applicants into Local
Government Service, through the process of assessing a job, announcing the
vacancy , arousing interests and stimulating people to apply for the purpose of
filling a vacancy. Similarly , it involves the appointment of persons not already
in the local government service, but excludes the transfer of officers from
other public service.
Training: The process through which experiences is deliberately
transferred to trainees to enable them absorb new knowledge or skills. It is
envisaged that before employees can perform their tasks satisfactorily, they
must master the special requirements of their job. It is rather a change agent.
Policy: This involves the plan of action by the local government service
commission or the statement of ideal. This is exemplified by Thomas R. Dye

65
(1975:4) who defined public policy as “whatever government chooses to do or
not to do”. It is the purposive course of action plan and choice in the face of
alternatives by the local government service commission in realization of
stated objectives. In this case, it is on staff recruitment and training policies.
Public Sector: This connotes the whole gamut of institutions,
departments, organizations and agencies which are owned substantially in part
or in whole by any of the tiers of government (or a combination thereof) and
which exists to serve the interest of the public.
Selection: Choosing for excellence through the process of rejecting or
matching of the applicants first against the attributes which is expected to
make for success on the job and secondly , matching candidates one against
the other until they have been rank ordered in order of relative suitability. The
process involves choosing applications to get the best candidate.
Commission: The Ebonyi State Local Government Service
Commission. The body has responsibility for personnel matters in the thirteen
Local Government Areas in Ebonyi State. Its area of responsibility covers
recruitment, training,staff development etc.
Policy Analysis: The examination and description of the causes and
consequences of policy i.e the explanations and not prescriptions.
Local Bureaucracy: The cream of Local Government official charged
with policy formulation. This class includes the Director of Local Government
66
and Head of Service, Director of Personnel Management, Heads of
Departments and Staff.
Panacea: This means solution to a problem
Prebendalism: This is a situation whereby office or position is
appropriated by office holders, who use them to generate material benefits for
themselves and their constituents and kin groups. It also refers to the patron-
client corruption common in Nigeria politics, because office holders feel they
are entitled to whatever profits are available to them and the office holders‟
supporters feel they are entitled to a share of those profits as well.
Application of merit system: This means the consideration of academic
qualifications, experience etc as advertised during recruitment and selection of
staff for training by the local government service commission before the
applicant is recruited or sent for training.
Non-application of merit system: This is a situation where applicants
into the local government system are recruited or sent for training based on
political patronage and prebendalism in utter disregard to qualifications and
experience.
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CHAPTER THREE
BACKGROUND INFORMATION ON EBONYI STATE LOCAL
GOVERNMENT SERVICE COMMISSION
3.1 INTRODUCTION
Remarkable changes have taken place within the main features of Local
Government administration since the 1976 reform. These changes have greatly
transformed the nature of intergovernmental relations, especially within the
sphere of internal management of staff. While most of the reform activities
have created positive impacts, others have had vacillating effect even in the
face of sound policies. The purpose of this chapter therefore, is to broaden
operational insights into the salient issues regarding the patterns of
recruitments and trainings with historical dimensions, the various reform
activities as it relates to staff recruitment and training, before delving into the
existence and functions of the present day Local Government Service
Commission.
3.2 A HISTORICAL OVER-VIEW
Even before the British Colonial rule in Nigeria, there was local self
government which took varying forms of local government administration
reflecting the culture, policies and environment of the people. The British in
1954 did not alter drastically, the pre-colonial arrangement but evolved a new
idea of Local Government Administration through the use of representative
institutions. The system was rather an „opportunistic device‟ because

68
democratic apparatus were not set in place, rather the colonial government
took a paternalistic view of local government and merely sent directives from
the top to the native chiefs. It remained equally clear, that even the “Native
Authorities‟ were neither „Native‟ nor possessed authoritative power to make
them „Authorities‟.
The Colonial District Officers and the traditional rulers had enormous
powers to recruit and recommend council scribes for colonial training. They
had the power to hire and fire, since native administration rested squarely on
them. Employees hold office at the pleasure of the Local District Officers.
Similarly, there was no congruency in the staff policies adopted as
recruitments were rigidly tied to primordial sentiments bordering on tribalism,
god-fatherism , religion and the syndrome of the „Son of the Soil‟ it was rather
safe for the recruited employee to learn the art to swim or sink with the local
chiefs. According to Oladosu (1988:151) “the philosophy of “Son of the Soil‟
dominated staff recruitment strategy, this is in preference to better qualified
applicants.”
In 1951, the Eastern and Western regions passed the Local Government
laws which whittled down the powers of traditional rulers and in its place,
opted for elected local councils. This made the trained technocrats more
relevant in the system, since council secretaries and treasurers were no sooner
recruited for the smooth running of local governments. Even though the local
councils were not autonomous, they served as agents of the central government
69
at the local levels with elected councilors. At this early stage, according to
Shuaibu (2003:3) “all posts carrying an initial annual salary of £300 was
posted under a single unified system and administered by a Board”. This was
to enable the councils attract qualified and capable personnel into superior
posts in the local administration and to further ensure their mobility within a
unified service.
Another historical landmark in the evolution of local Government
system in Nigeria was the 1976 Local Government Reforms. It was the first
practical attempt at bringing uniformity in the conception and functioning of
local Governments. In the first place, local government was re organized as a
distinct level of government with a right to legal existence. In effect, it became
the third tier of governmental activity and was no longer pre-occupied with the
maintenance of law and order. In a fairly radical departure, Akpan (1984:24)
asserted that the regime of the Murtala/Obasanjo “declared its intention to
make local government the third tier of the Nigerian Federal System”. It was
to move the locality level of a government characterized by the autonomy of
decision making and responsibility for responsiveness to the clientele
community. Local governments were to enjoy a far share of revenue from the
Federation Account. In a bid to effectively cushion the effects of this
confidence in the reform, the Federal Government reinstated among others,
that “the Local Government Service Boards should be established and made
responsible for all employment, posting, discipline, training of all members of

70
the combined local government service”. The document equally provided for
the delegation of internal postings and minor disciplinary matters to
establishment committees of Local Government Boards which is to serve in
appellant capacity for staff recruited by local government directly. It is
pertinent to re-instate further that sections 39 and 40 of the guideline
empowered the ministry of local government to oversee local governments on
establishment matters.
In 1984, the Buhari led administration, sought to review some of the
problems hampering the performance of Local Governments. A 20-man
committee headed by Ibrahim Dasuki was appointed. The committee in its
report (1985:16) recognized that “the problems of local governments were
more operational than structural”. The Federal Government in line with the
committees recommendation, approved a multi-purpose single tier structure of
local government system. The „Board‟ was redesignated as „commission‟ and
made an autonomous body not subservient to the department of local
government as recommended in the report. The aborted constitution of 1989
section 195 (d) further guaranteed the existence of the local government
service commission by providing for its composition and powers. It stated that
the commission should:
a “Comprise of mature and experienced people with proven integrity
with a chairman and not more than four members who shall in the
71
opinion of the Governor, be persons of unquestionable integrity and
sound political judgment.
b The members of the commission shall remain in office for a period of
five years effective from the date of appointment provided he remains
of good health and conduct.
c. In exercising its powers to make appointments or to exercise
disciplinary control over persons, the commission shall not be subject to
the direction or control of any other authority”.
The Babangida led administration, introduced a nation wide civil service
reform (1988:4) aimed at bringing about “specialization and professionalism in
the Local Government Service”. The provisions of the reforms formed the
subject of Decree No.15 of 1989 which provided for the “power of control of
local government officials by both the State and Federal Governments”. As the
reforms were carried out, government went further by politicizing the office of
the secretary to the local government. This in effect, meant that government
resuscitated a moribund office and made it one of political patronage at the
disposal of the chairman to fill. What evolved latter to be known was that local
government chairman complained that the Administrative Secretaries were
obstructive , while in the actual fact, they were only being insistent on
bureaucratic procedures.. Be that as it may, the Administrative Secretary was
redesignated Head of Personnel Management on whose shoulders rested the
co-ordination of the activities of other Heads of Departments. No sooner the

72
chairmen achieved the feat of appointing their political secretaries than they
retorted into agitations to control the administrative machinery of local
governments. This culminated into the abolition of all the local government
service commission‟s nationwide in January, 1992 .
The action, though was to enable local governments maintain a level of
autonomy from the state government, it was also to prevent further conflict
between the local government Service Commission and the Department of
Local Government and Chieftaincy Affairs on issues of supremacy. No
sooner the commissions were abolished than wide agitations for its restoration
drew the attention of individuals and local government practitioners. It was
noted that the autonomy syndrome granted the chairman was audaciously
carried to a ridiculous extent, thereby endangering manpower development,
security of tenure and administrative continuity in local government service.
There was rampant cases of indiscriminate termination of appointments,
arbitrary dismissals, politicization of local government service, indiscriminate
recruitments leading to over bloated staff strength above budgeted provisions
and excessive political patronage in the training of employees.
The reason for its abolitions in the first place, out weighted the
advantages its existence offered. It was latter known to have been done to
politically put the staff of the local government under the firm grip of the
chairman and ignored the fact that this could lead to abuses and convert a
chairman into a party tyrant, especially if he is not a person of sober mind. It is

73
important to say that even though constitutional recognition was granted for
the partnership status of local government with the state government, there was
a wide gap between the constitutional provision and the realty of
implementation. Throughout this period, Local Governments were not allowed
meaningful involvement in any planning process except for primary education
and health care, where local governments were made mere implementing
agencies of the federal and state government programmes.
The Babangida led administration corrected the problems created by the
use of state governments as intermediaries to local governments. This
supervisory control by the state governments was also weakened by the
abolition of the state ministries of local government in 1990. In Ebonyi state,
the Ministry of Local Government and Chieftaincy Matters was created in the
year 2001. Before then, the Department of Local Government and Chieftaincy
Affairs, exists under the office of the Deputy Governor.
3.3 EBONYI STATE LOCAL GOVERNMENT SYSTEM
The local government system in Ebonyi state like other local
governments in the federation is the third tier of government after the first and
second tiers which are the federal and state governments respectively. Ebonyi
State Local Government system came into being following the creation of
Ebonyi state on October 1, 1996 by Late General Sani Abacha. The new state
inherited ten (10) Local Government areas on creation; six from old Enugu
State and four from old Abia state. Later in 1997 when new councils were
74
created by the federal government, three additional councils viz; Ebonyi, Ezza
North and Ivo were created in Ebonyi state adding up to thirteen.
The thirteen local government structures remained until May 2001 when
the first Executive Governor of Ebonyi state Dr. Sam O. Egwu in accordance
with the provisions of the constitution of the Federal Republic of Nigeria
created additional twenty-one Local Government Areas. The local government
areas were later renamed Development centres. In April 2006, the Governor
created another thirty Development centres. The second Executive Governor
Chief Martin Elechi in line with his predecessor, created thirteen Development
centres on his assumption of office in 2007, bringing a total of thirteen local
government Areas and sixty four (64) development centres in Ebonyi state.
The development centres are within the council and under the control of Local
Government Executive Chairmen.
3.4 EBONYI STATE LOCAL GOVERNMENT SERVICE
COMMISSION
Local government service commission nationwide were established
sequel to the recommendations of the Ibradim Dasuki led committee on local
government reforms in 1984 (Adeyemo, 2003: 31). The commission were to
be scrapped in 1991 by the Babangida regime to give the local councils full
autonomy and ostensibly free them from frequent interference in their affairs
by the state governments. The same administration quickly realized the
consequences of the mistake and re-introduced the local government service

75
commissions in 1992 to check the flagrant abuse of powers by the local
government politicians who had a field day negating the rules in dealing with
issues especially on finance and staff matters. Since then the local government
service commissions have come to stay. The commission whose functions are
basically on senior staff matters also sets the guiding rules for the employment,
promotion and training of junior staff on grade levels 01-06 in the Local
Government Areas.
The local government service commission in Ebonyi state came into
being following the creation of Ebonyi state on 1st October 1996 by the Late
General Sani Abacha administration. The commission which was made up of
members inherited from Enugu and Abia states also drew her pioneer skeletal
staff from the two mother states. As expected, the new Ebonyi state local
government service commission had a lot of teething problems to contend
with. These problems ranged from organization, funding to accommodation
and furniture to mention just a few. The pioneer military Administrator of the
state, then Commander Walter Feghabor with zeal and tact tackled the above
problems.
Members from the Abia and Enugu state local Government service
commissions were drawn to lay the foundation for a smooth take-off. Members
included:
i. Chief Francis U Okorie (comm..II in Abia) - Chairman
ii. Barr. Thompson Edene (comm.. I In Enugu ) - Member

76
iii. Rev. Dr Emmanuel Akuma (comm..II in Enugu) - Member
Mr. I.U Nwaedu - Pioneer secretary
This team was in place till 22nd July, 1997, when it handed the mantle over to
yet another made up of:
i. Elder Dr Agbafor Igwe, JP - Chairman
ii. Chief lady Mabel O. Aleke (KSJ) - Member I
iii. Engr. Anya O. Nnachi - Member II
Mr I.U Nwaedu later handed over to Mr. G.I Alegu as the Acting secretary.
The posting of Commissioner of Police Simeon Oduoye to Ebonyi State
as Military Administrator brought another reshufflement that ushered in the
third team with the following persons on its membership.
i. Elder Dr. Agbafor Igwe, JP - Chairman
ii. Chief John Nwojiji - Member I
iii. Barr. Gilbert Ngele Alo - Member II
iv Engr. Paul A Nwobasi - Member III
v. Mr. Patrick N. Ogbodo - Secretary (Ebonyi state LGSC
Annual Report, 2003:7).
When the above commission was dissolved in April 1999, Mr. Patrick
Ogbodo took over the administration of the commission pending its
reconstitution, which came with the ushering in of democracy in the country.
The first Executive Governor of the State, Dr. Sam O Egwu mounted the
podium to supervise the success of democracy in the then three-year-old state.

77
His supervisory torch light which beamed on the Local Government Service
Commission revealed a structural vacuum, which he filled with the following
persons as chairman and members in March 2000.
i. Chief Njoku Afoke - Chairman
ii. Comrade Godwin Eze Anyim - Commissioner I
iii Dr. John Okiri - Commissioner II
iv Hon Fredom Elom - Commissioner III
Mr. Mathias Nwofia acted as secretary until April 2001 when Barr. Agbo Laz.
Agbo was posted to the commission as the pioneer Permanent secretary/
secretary (Ebonyi state LGSC Annual Report , 2003:12).
The above team held sway until 2nd March, 2002 when the team gave
way at a time the local government system became crisis ridden. Mr.
Romnanus Anwu held brief till 2nd September, 2002 when Deacon Celestine
Nworji led team was inaugurated. Other members of the team are:
i. Chief Godwin Eze Anyim - Commissioner I
ii. Mr. Chidiebere Udeh Ibe - Commissioner II
iii. Chief Ambrose Okoro - Commissioner III
iv. Mr Emeka Egbe - Commissioners IV
v. Engr A.E. Ogbuagu - Perm. Sec/secretary
Engr Ogbuagu retired in August 2003 and was replaced by Mr John Nkwuda
as permanent secretary/ secretary of the commission in December 2003.

78
This team was dissolved in 2005 and the secretary. Mr John O. Nkwuda
was in-charge of the commission He was replaced in 1996 by another
permanent secretary Sir Christian Oselebe who managed the affairs of the
commission until 8th August, 2008, when the incumbent Governor Chief
Martin Elechi reconstituted the commission with the following persons:
i. Chief Anthony Nwigberi - Chairman
ii. Chief Godwin Nwebonyi - Commissioners I
iii Chief Moses Nomeh - Commissioner II
iv Chief Abel Okike - Commissioner III
V. Hon James Egba - Commissioner IV
vi. Chief (Mrs) Ugo Nnachi - Permanent secretary /secretary
(Third Tier News, 2010:25-34).
The commission is also made up of career civil servants drawn from the Local
Government Area. They constitute the key functionaries of the commission
heading the various departments and units. As at 31 st December, 2003, the
commission has a staff strength of fifty two (52). This consist of all different
cadres including junior and senior officers (Ebonyi State LGSC Annual
Report, 2003:12).
3.5 FUNCTIONS OF THE LOCAL GOVERNMENT SERVICE
COMMISSION
The commission is statutory personnel service agency established by
law to carter for the welfare of the local government workers in all the states of
79
the federation including Ebonyi state. The functions of Ebonyi state local
Government service commission as provided in the relevant laws establishing
it such as, the Ebonyi State Local government laws No.3. of 1999 and the
technical reports on the implementation guideline on the application of civil
service reforms in the local government services are as follows:
1. To appoint, promote and discipline local government employees on
grade level 07 and above.
2. To set up general uniform guidelines for appointment, promotion and
discipline.
3. To monitor the activities of each local government on appointment,
discipline and promotion of local government employees on grade levels
01-06 in order to ensure that the guidelines are strictly and uniformly
adhered to.
4. To serve as an appellate body for all petitions from local governments
on appointments, promotions and discipline.
5. To maintain comprehensive and up to date seniority lists and nominal
rolls for the local government service as a whole.
6. To restructure and strengthen the department of personnel management
and to constantly review and propose modifications in operational
methods and organizational structure of the local government service.
7. To compile an annual report on its activities and achievements and to
send copies to both state and local government authorities.

80
8. To publish a monthly bulletin/Gazette on local Government activists
such as;
a. Bye laws passed by the local government councils in the state.
b. Staff movements including new appointments, confirmation of
appointments, promotions, retirements or dismissals.
9. To keep the one percent (1%) of the statutory allocation accruing to
local governments in the state as training fund for the training of staff of
the unified local government service.
Other functions and activities carried out by the local government service
commission are:
1. Assuming responsibility for manpower planning, development and
training of the senior cadre (G/L 07 and above) of the local
government service in the state.
2. Ensuring that the 1% local government training fund was judiciously
utilized for the training of staff in the local government system (Ebonyi
state LGSC Annual Report, 2003:9-10).

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3.6 THE COMMISSION’S ORGANIZATIONAL CHART
TABLE 3.1 ORGANOGRAM OF THE COMMISSION
Chairman
Commissioner I Commissioner II Commissioner III Commissioner IV
PRO Internal
Auditor
Permanent secretary
Admin. Dept Finance and PRS Primary Health

Supplies Dept Care Dept
Personnel control
Man power Dev. & Training
Accounts production
Treasury/cash
Planning/budgeting
Driving/pant
Store/supplies
Monitoring/Evaluation
Environment Health
Community Heath
Registry
Security
Pyroll
Nursing
Research
Statistics
Source: Annual report (2003) LGSC Ebonyi state
The organizational chart on table 3.1 above shows the commission‟s
chairman at the apex of the structure. He is assisted by the commission
members referred to as „Commissioners‟ Next to these cream of members is
the permanent secretary , who is the chief Administrative Head of the
commission. Under him are the Directors who heads the various departments
82
of the commission and are assisted by unit heads and other staff. The public
relations unit headed by the public relation officer (PRO) and internal Audit
unit headed by the internal Auditor (I/A) are directly under the office of the
commission‟s chairman.
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
This chapter is committed towards illustrating, the level of efficiency
and the effectiveness of the Ebonyi State Local Government Service
commission‟s policies in the specific areas of personnel recruitment and
training in the thirteen Local Government Areas in the State. The staff and
members of the Ebonyi State Local Government service commission and the
staffers of 13 local government areas in Ebonyi State form the core population
from where data has been extensively generated.
A total of 23 well structured close-ended questions, based on the simple
choice dichotomous data technique requiring either yes or No answers was
adopted and administered to 200 respondents as shown below:
4.2 ADMINISTERED AND RETRIEVED QUESTIONNAIRE
Table 4.1
S/No Category No of Percentage No of Percent

questionnaires (%) questionnaires (%)
Administered retrieves
1 G/L01- 70 35% 66 36.7%
06(LGAs)
2 GL07- 80 40% 76 42.3%
16(LGAs)
3 LGSC staff 50 25% 38 21.0%
TOTAL 200 100 180 100.0
Source: From field trip
84
The questionnaires were distributed to the respondents through direct personal
contacts and in categories. Category one (LGA staff on SGL 01/06) 70 copies,
category two (LGA staff on SGL 07-16) 80 copies and category three (LGSC
staff) 50 copies. This facilitated and enhanced the high response rates. Out of
the total number of 200 questionnaires administered, 180 were retrieved
representing 90% of the responses, leaving 20 questionnaires representing 10%
un-retrieved. A break down as shown on table 4.1 above indicates that
category 1 returned 66 questionnaires representing 36.7%; category 2 returned
76 questionnaires representing 42.3% while category 3 returned 38
questionnaires representing 21.00%.
The results of the 180 questionnaires returned were based on the
dichotomous 23 point questions which served as the measure for assessing the
attitude of respondents towards each of the factors held out for testing. The
questions otherwise referred to as the major research questions were validated
on percentage basis, which the 180 respondents attached to each factor being
tested in the questionnaire as a research instrument. The research questions
were specifically directed to the area of study and sub-divided into two
sections. The first consist of intrinsic data, comprising 7 questions. The second
section on the other hand, consist of 23 point dichotomous demographic
questions. The questions were designed within the competence and functional
level of the respondents.

85
4.2 ANALYSIS OF THE INTRINSIC QUESTIONNAIRE
ADMINISTERED RESPONSES ACCORDING TO AGE
AGE FREQUENCY PERCENT
18-20 20 11.11%
21-30 43 23.89%
31-40 35 19.44%
41-50 59 32.78%
51-above 23 12.78%
Total 180 100.00
Sources: From field trip
Table 4.2 above is the age distribution of respondents. It. shows 23
responses representing 12.78% from those over 51 years and above. With a
total of 59 responses, representing 32.78% for those between 41 and 50 years.
The lowest response of 20 representing 11.11% came from those between the
age bracket of 18 to 20 years. Those within 21-30 years and 31-40 years each
had 43 and 35 responses representing 23.89% and 19.44% responses
respectively. The responses from the age bracket of 21 to 50 years totaling
76.11% is a good sign of the credibility of the work. This is because majority
of the workers both junior and senior are found within the working age and
they are expected to contribute significantly.

86
RESPONSES BY SEX
Table 4.3
SEX FREQUENCY PERCENT
Male 146 81.11%
Female 34 18.89%
Total 180 100.00
The break down above shows a skew of responses of 146 representing 81.11%
heavily in favour of the male category while females accounted for barely
18.89%. The disproportionate recruitment in favour of the male should be
corrected since females are slightly less than one million in the 2006
population census figure in Ebonyi State . The federal character principle of
equitable balance should be evoked to allow for fair representation. Efforts at
reaching out to more females during the distribution of questionnaires had two
major hitches. the first being that they are thinly represented and the second
being that they are mostly found within the clerical and typist cadres between
salary grade level 01-07.

87
RESPONSES ACCORDING TO PROFESSION
Table 4.4
S/NO PROFESSION/OCCUPATION FREQUENCY PERCENT
1 State Civil Servants 86 47.78%
1 Local Government Officials 94 52.22%
Total 180 100.00
Table 4.4 above shows a class functional distribution and responses according
to profession between the State Civil Servants which accounted for 86
respondents representing 47.78% and the Officials from the 13 local
governments accounting for 94 responses representing 52.22% which is above
the former. The enthusiasm showed by officials of the local government was
rather encouraging and depicts the fact that the study concerns the local
government officials more than the state civil servants.
RESPONSES BY CADRE
Table 4.5
S/NO CADRES FREQUENCY PERCENT

1 Clerical cadre 19 10.56%
2 Personnel Assistant cadre 63 35.00%
3 Administrative cadre 79 43.89%
4 Commission members and staff 8 4.44%
5 Other cadres 11 6.11%
Total 180 100.00%
88
Table 4.5 above, shows that members and staff of the state local government
service commission, accounted for 4.44% of the responses. The high responses
of 79 returned questionnaires from those within the Administrative Officers
Cadre representing 43.89% and the cadre of Personnel Assistants of 63
responses representing 35.00% is a test of the reliability of the data generated
from the questionnaire administered. These cadres deal directly with staff
recruitment and training within their establishments. Response from the
clerical cadre accounts for 19 responses representing 10.56% of the total
respondents. The data generated can be considered reliable since majority of
the responses came from the administrative cadre.
RESPONSES BY EXPERIENCE
Table 4.6
S/NO NO OF YEARS EXPERIENCE FREQUENCY PERCENT

1 1-10 11 6.11%
2 11-20 30 16.67%
3 21-30 72 40.00%
4 31-above 67 37.22%
5 Total 180 100.00
Table 4.6 above vindicates the research, since 67 and 72 respondents
representing 37.22% and 40.00% form the category of responses from the
those having relative experience of 31-above and 21-30 years respectively.
Officers having between 11-20 years experience only account for 16.67% of
89
the total responses, with 11 responses from those having 1-10 years experience
representing 6.11%. With highest response rate coming from those with over
21 years experience, the data can be relied upon since the respondents can
boast of many years of experience on the job of recruitment and training.
RESPONSES ACCORDING TO SALARY GRADE LEVEL
Table 4.7
S/NO SALARY GRADE LEVEL FREQUENCY PERCENT
1 01-06 33 18.33%
2 07-16 147 81.67%
Total 180 100.00
From the above figures, it can be seen that the highest response of 147
representing 81.67% is from those in the Senior Management Salary bracket
of grade level 07-16 , followed by 33 responses representing 18.33% from
those between salary grade level 01-06. The high responses from the core of
officers on salary grade level 07-16 was facilitated during the distribution of
the questionnaires. This has greatly enhanced the quality of the research work
since the respondents in this bracket constitutes the major operators of the
local government administration in Nigeria state in general and Ebonyi state
in particular.
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RESPONSES ACCORDING TO EDUCATIONAL QUALIFICATION
Table 4.8
S/NO QUALIFICATION FREQUENCY PERCENT

1 FSLC 4 2.22%
2 WASC/SSCE/NECO/GCE/OL) 20 11.11%
3 ND/NCE 33 18.33%
4 HND/university Degree 61 33.89%
5 Professional certificates 46 25.56%
6 Others 16 1.89%
Total 180 100.00
Table 4.8 on the educational qualification of respondents shows that
HND/university Degree graduates are in dominance by 61 responses
representing 33.89% which is over other qualifications. This is no doubt, a
healthy sign for the research work, since it portrays the intellectual quality of
the local government employees and the positive effects of the training
programmes by the local government service commission. It confirms the
assertion that organizational growth is both qualitative and quantitative.
Similarly, the 25.56% and 18.33% response in favour of those with
professional certificates and the ND/NCE certificate holders respectively, goes
further to buttress the earlier assertion that personnel recruitment and training
in the local government system has led to its growth qualitatively and
quantitatively.
91
4.4 RESPONSES FROM THE DEMOGRAPHIC QUESTIONNAIRE
ADMINISTERED
The research will proceed to test the 23 point questionnaire from the
simple choice dichotomous research questions. This is used to verify the
feelings of the individuals as a collective response to their expressions on the
personnel recruitment and training policies of the Ebonyi State local
government service commission. The chi-square is used to test the validity of
the propositional hypothesis made, based on the simple research questions that
bear relevance to the concepts of policy merit and performance on table 4.9
below:
THE 23 POINT QUESTIONNAIRE ADMINISTERED
Question Detail Yes % No %

No
1 In your opinion, do you think the LGSC‟s 160 88.89% 20 11.11%
policies on staff training has achieved the
desired impacts in LGs in Ebonyi state?
2 The existence of the LGSC‟s policies on staff 96 53.33% 84 46.67%
recruitment and training has relatively eroded
the autonomy of local government in the
performance of these functions.
3 The training policies of the LGSC has been 118 65.56% 62 34.44%
accorded priority attention by local
governments in Ebonyi State.
92
4 The recruitment policies adopted by the 155 86.11% 25 13.89%

LGSC can be described as most efficient
and effective
5 The more personnel recruitment and training 175 97.22% 5 2.78%
are subjected to the merit system, the more
chances for valid and reliable selection.
6 The non application of the merit system in 140 77.78% 40 22.22%
recruitment and training and the
institutionalization of political patronage has
severe consequences in the productivity of
employees.
7 Local government personnel recruitment and 31 17.22% 149 82.78%

training under the colonial era is more
efficient than after the 1976 local
government reforms
8 The federal character principle and quota 95 52.78% 85 47.22%
representation is a threat to the merit system,
especially in the application of the LGSC‟s
policies on recruitment and training
9 Political pressures, prebendalism and the 95 52.78% 85 47.22%
patronage system is responsible for the over
bloated staff strength in local government
10 The policy and decision making processes 130 72.22% 50 27.78%
evolved by the LGSC in personnel
recruitment and training imbibe more of top
93
down approach, than the bottom up.

11 Do local governments take part in the 123 58.33% 57 31.67%
formulation of policies as it affects personnel
recruitment and training?
12 Administrative reform activities on personnel 38 21.11% 142 78.89%
recruitments and training, has succeeded in
achieving the desired positive impacts in
LGs.
13 Local government do not maintain 139 72.22% 41 22.78%
manpower plan and inventory for qualitative
recruitment and training needs
14 In your opinion, do you think that training 163 90.56% 17 9.44%
after recruitment is a requisite for efficiency?
15 Recruitments are generally not based on 54 3000% 126 70.00%
established provisions in estimates/budgets
of LGs
16 Hardly can a Nigerian get a job, a favour or 170 94.44% 10 5.5%
any other thing or value without knowing
somebody or knowing somebody who
knows somebody or knowing somebody who
knows who knows some body”. Do you
agree?
17 Does the LGSC protect professional local 149 82.78% 31 17.22%
government employees from the buffeting of
undue political pressures?
18 The maximum duration of two years 140 77.78% 40 22.22%

academic training period allowed local
94
government staff has not created positive

impacts on productivity
19 Do you consider as adequate, the fees paid 36 20.00 144 80.00%
to students granted study leave with full in-
service training entitlements
Local governments in Ebonyi state do not 170 94.44% 10 5.56%

20 have well established planning, research and
statistics (PRS) departments or units.
Designated training centres for local 151 8389% 29 16.11%
21 government courses, lack necessary
infrastructure and at worst, ill-equipped to
meet the needs of local government training
programmes
22 The training fund at the disposal of the ci 144 80.00% 36 20.00%
23 Freeze on recruitment and training has 113 62.78% 67 37.22%
constraining effect on supply forecasting
which is a crucial activity in manpower
planning, since it makes it impossible for
local governments to replenish shortfalls
arising from deaths or retirements. Do you
agree?
TABLE 4.9
4.5 DATA ANALYSIS

95
Table 4.9, summarized the data generated using response from the
dichotomous simple yes or no questionnaire administered. Sufficient
percentage was used to analyze the responses. From question one on the table
4.9, 160 respondents representing 88.89% are of the view that the local
government service commission‟s policies on training has to some measure,
achieved the desired impacts in the 13 local governments in Ebonyi state. The
remaining 20 respondents, representing 11.11% differ substantially from the
view. The second question on a fair parity submission, agreed that the
existence of local government service commission‟s policies on recruitment
and training have relatively eroded the autonomy of local governments in the
area of staff recruitment and training , most especially the high level
manpower. As rightly noted in the proceeding chapter, the local government
service commission‟s existence as a moderating institution for local
governments has led to the emasculation of these functions from local
governments in the state. The 96 responses representing 53.33% out of the
total questionnaire administered asserting the positive, that the existence of
local government service commission has passionately eroded the autonomy of
local governments, with barely 84 respondents representing 46.67%
disagreeing, has implications in the application of discretion by local
governments for the direct recruitment and training of employees in both high
and low level manpower categories.

96
It was also held out on the 7th question that the local government
personnel recruitment and training after the administrative reforms of 1976
have significantly been more efficient. This view represents 149 (82:78%)
respondents with barely 31 respondents representing 17.22% conservatively
believing that it was most efficient during the colonial era. Also, held out in
question 10 on table 4.9 was that a total of 123 respondents representing
58.33% affirmed in support of the questionnaire, that decision and policy
making processes by the commission, imbibed the top down approach as
against 57 respondents representing 31.67% asserting the contrary. It should be
noted however, that the mere, involvement of local government in the
submission of names for recruitment and training, do not necessarily imply
that they are parties during the formulation of policies, as local governments
are reduced to implementing agents of policies. The danger inherent in this
approach is that it is a subjectivist device which merely fosters a master-
servant relationship. Adequate people driven mechanisms should be put in
place to ensure the full and unfettered participation of the local bureaucrat in
the formulation of policies, so that inherent parallel clauses that can impair
policy objectives could be removed to usher in effective implementations at
the local government levels. In order to justify questions 10, a more similar
approach was adopted by the researcher in question 11 to know if local
governments take part in the formulation of policies in partner with the local
government service commission. The response of 142 respondents

97
representing 78.89% as against 38 respondents representing 21.11% justified
the earlier responses on question 10.
Against the backdrop of the responses from the question held out in 12
where 139 respondents representing 77.22% and 41 responses representing
22.78%, it was justified to some extent that administrative reform activities has
frantically achieved some of the desired objective for which it was set up as
earlier held out in question 1 of the questionnaire. Also, the supposition that
training after recruitment is a requisite for efficiency was held out to be false.
As could be seen in question 14, a total of 126 respondents representing 70%
did not agree with the axiom. Only 54 respondents representing 30% agreed.
The views shared by implication is that employees are always guided by will
and some situational factors in the form of incentives. These are in the form of
motivational factors, that further stimulate and enhance productivity and
efficiency in the service.
Similarly, on question 17, a total of 149 respondents representing
82.78% are in agreement that the local government service commission
protects career local government employees from the buffeting of political
pressures against 31 respondents representing 17.22% disagreeing. This
question has been found desirable in order to justify the existence of the local
government service commission which this research earlier noted as a
moderating institution for local government employees. From these responses,
it would be agreed that the local government service commission, has been
98
able to curtail the excesses of political pressures for unnecessary recruitment
even though there is a strong contention on question 15 that recruitment and
training are not in most cases based on budgetary provisions and estimates. In
this way, it has shielded local government bureaucrats from unnecessary
blames. The absence of which the local government will experience
stronomical increases in staff strength. This is evident during the short period
local governments were in 1992 granted power as council chairmen at that
time flooded local governments with spiral employments under the guise of
local Autonomy.
The strong submissions on questions 19 and 22, both attest to the fact
that there is need for the review of allowances payable to students granted
study leave with full in-service entitlements. The former indicates 144
respondents representing 80% considering the current fees paid as not
adequate with only 36 respondents representing 20% accepting the adequacy.
In the latter, 144 respondents representing 80% called for an increase from the
present 1% allocation made to the local government service commission in
order to justify the inadequacy for the present fees paid to in-service awardees.
The researcher deliberately left out the questions held out on
questionnaire numbers 4, 15 and 18 in order to hold them against the first
central hypothesis of the research for testing on the effectiveness of local
government service commission‟s policies on personnel recruitment and
training in the thirteen local government areas of Ebonyi state. Similarly

99
questions 5,6,9 and 16 were held out for the testing of the second hypothesis
which relates to the application of the merit systems adopted in recruitment
and training vis-à-vis the institutionalization of political patronage and
prebendalism. The third set of questions 3,13,20,21 and 23 were also held out
to test the third hypothesis which relates to the local government service
commission‟s manpower planning policies as a panacea for the survival of
local governments in Ebonyi State . The three hypothesis earlier mentioned in
chapter 2.2 will be related to each of the categories listed above for verification
using the chi-square test.
4.6 HYPOTHESES TESTING USING STATISTICAL TECHNIQUES
In chapter 2.2 of this study, three strong conjunctional statements were
made in relation to staff recruitment and training policies of the local
government service commission in Ebonyi state. This part of the study will be
devoted to an intensive test of the three hypotheses to enable the researcher
prove the research objectives.
The testing will be done, using the chi-square (X2) method because of its
relevance in the testing of hypothesis. Beside it furnishes more conclusively,
whether a group pf observed frequencies, deviate significantly from a group of
expected frequencies. In order to ensure that the results of the research
findings are not obtained by chance of events, a 5% (0.05) level of significance
will be adopted at a 95% confidence level.

100
The adoption of X2-chi-square is applicable to discrete variables which
are concerned with the question of whether or not the difference between an
observed set of frequencies or occurrences of an event and theoretically
expected set of frequencies are significant.

2
N (O e)
Where X2=
e
i.e O=observed set of principles of occurrence
e=theoretically expected frequencies
n=number of areas.
i) The procedure of adopting a null hypothesis that the difference between an
observed and theoretically expected frequencies (o-e) was not due to
chance effect.
ii) Adopting a significance level for the hypothesis to be tested.
iii) Calculating the theoretically expected frequencies
The conditions of applying X2 distribution, is that each observation
must be independent of other observations. Besides the size of the population
must be very large so that (oi-ei) must be approximately normal, while the
expected frequency must not be less than 5,. The adoption of a % analysis,
enabled the figures of most of the information on the study area, that are in
absolute terms to be converted into real terms. It is a potent descriptive
statistical tool since it facilitates comparison of figures and also standardizes
data . It adopted 100 as base

101
The adoption of contingency analysis by the research as a true test of
independence has been of major assistance in analysis

2
o e
The X2 distribution is also used where X2 =(
e
Where: O= observed frequency
E=expected frequency
The degree of frequency is given by (R-1) (C-1)
Where: R= Number of rows
C=Number of columns
The test of independence is used to test null hypotheses that there is no
relationship between the attribute in the vertical and horizontal cross tabulation
against an alternative hypothesis at a selected level of significance.
TESTING OF HYPOTHESIS NUMBER ONE
(H1)- The personnel recruitment and training policies of the Ebonyi state
local government service commission, has contributed immensely to the
performance of local government employees in Ebonyi State.
In order to test this hypothesis, questions 4, 15 and 18 would be used.
TABLE 4.10
Question No Yes No Total

102
4 155 25 180
15 160 20 180
18 140 40 180
Total 455(84.3%) 85 (15.7%) 540
The table above indicates that 455 respondents representing 84.3% were in
favour of questions 4,15 and 18, while 85 respondents representing 15.7%
were not in favour.
THE TEST FOR LEVEL OF SIGNIFICANCE
As earlier stated, the level of significance will stand at 5% or 0.50 at
95% level of confidence. The degree of freedom would be found in the
formula n-1
where, n is the number of observed variables. Hence from table 4.10, a total of
3variables were observed.
DF: n-1=3-1=2
From the X2 table , 5% level of significance at 2 degree of freedom is 5.99.
a) Reject H0 and accept H1 If X2 calculated is > 5.99
b) Accept Ho and reject Hi If X2 calculated is <5.99
OBSERVED AND EXPECTED FREQUENCIES WEIGHED
TABLE 4.11.
103
Observed Expected Deviation Deviation Squared and
frequency (o) frequency (O-e) squared Weighed
(e) (O-e)2 o e
2
Yes =84.3% 50 34.3 176.49 23.53
No=15.7% 50 -34.3 1176.49 23.53
Total =100% 47.06
2
2 o e)
X calculated = =47.06
e
The calculated X2 of 47.06 is by far greater than X2 table value of 5.99. We
therefore reject the null hypothesis (H0) which states that, “the personnel
recruitment and training policies of the Ebonyi state local government service
commission has not contributed immensely to the performance of local
government employees in Ebonyi state and accept Hi which is the substantive
hypothesis. The first hypothesis which relied on the three questions on table
4.10 asserts the substantive hypothesis that the personnel recruitment and
training policies of the local government play a major role in the performance
of local government employees in Ebonyi State. Questions 4,15 and 18 were
used to test the reliability and validity of the hypothesis, which have been most
assertive.
This is based on the fact that 455 respondents representing 84.3%
affirmed the hypothesis with 85 respondents representing 15.7% disagreeing.

104
The ascertain that recruitments are based on provisions in estimate as posited
in question 15 goes to attest that the cost implication of policies are crucial in
its realization . Similarly, that training has enhanced productivity level of local
government staff. The X2 calculated on table 4.11 is 47.06% which is greater
than the 5% level of significance of 2 degree freedom of 5.99.
TESTING OF HYPOTHESIS NUMBER TWO
(Hi)- The application of merit in recruitment and training lead to high
performance of local government employees.
In order to test the hypothesis above, questions 5,6,8,9 and 16 would be
relied upon.
TABLE 4.12
Question No Yes No Total
5 175 5 180
6 140 40 180
8 95 85 180
9 130 50 180
16 170 10 900
Total 710(78.89%) 190(21.11%) 900
The table above depicts the fact that 710 respondents representing
78.89% are in favour of yes while the remaining 190 respondents
representing 21.11% disagreed.

105
TEST FOR LEVEL OF SIGNIFICANCE
As earlier sated, the level of significance still stands at 5% (0.05) at
95% confidence level. The degree of freedom is (n-i) where n is the number of
observed variables which is 5, based on questions 5,6,8,9 and 16.
DF=n-1=5-1=4
From the X2 table, 5% level of significance at 4 degree of freedom =9.49
Reject H0 and accept Hi if X2 calculated is > 9.49
Accept Ho and reject Hi if X2 calculated is < 9.49
OBSERVED AND EXPECTED FREQUENCIES WEIGHTED
Table 4.13
Observed Expected Deviation (o- Deviation Squared and
Frequency frequency e) Squared o e

2
weighed
e
(o) (e) (o-e)2
Yes 78.89% 50 28.89 834.63 16.69
No 21.11% 50 -28.89 834.63 16.69
100 33.38
2
2 o e
X calculated: = 33 . 38
e
The calculated X2 of 33.38 is by far greater than the X2 table value of
9.49. We therefore, reject the null hypothesis (Ho) which states that the non-
application of merit in recruitment and training does not lead to high
performance of local government employees. We therefore accept the

106
substantive (Hi) which asserts the hypothesis. The second hypothesis which
relied on questions 5,6,8,9 and 16 validated the fact that merit must be adopted
for all recruitment and training in defiance of political patronage and
prebendalism. This will allow for the full utilization of individuals capability
to dispense services at the rural level, bearing in mind that the right person
must be recruited and trained for the right job. The rate of development at the
grass root level will also significantly improve. The use of competent
manpower is no doubt a requisite for high performance of local government
employees. A large percentage from the total respondents of 900 are in favor
of the merit system. A total of 710 respondents representing 78.89% agreed as
against 190 respondents representing 21.11% in disagreement. Similarly, the
x2 calculation of 33.38 on table 4.13 is far higher than the 5% level of
significance at degree freedom of 9.49.
TESTING OF HYPOTHESIS NUMBER THREE
(H1)- The local government service commission‟s policies on
personnel recruitment and training has led to increase in productivity in the
thirteen local government areas of Ebonyi state.
In order to test the hypothesis above, question 3 ,13, 20, 21 and 23
would be relied upon.
HYPOTHESIS THREE TESTING BASED ON FIVE QUESTIONS
TABLE 4.14
107
Question Nos Yes No Total

3 116 62 180
13 163 17 180
20 170 10 180
21 151 29 180
23 113 67 180
Total 715 185 900
(79.44%) (20.56%)
The above indicates that 715 respondents representing 79.44% are in support
of yes while 185 respondents representing 20. 56% favour the responses of
No.
TEST FOR SIGNIFICANCE LEVEL
The level of significance stands at 5% at 95% confidence level. The degree of
freedom is n-1=5-1 =4
from the X2 table, 5% level of significance at 4 degree of freedom is 9.49.
Reject Ho and accept Hi if X2 calculated is > 9.49
accept Ho and reject Hi if X2 calculated is < 9.49
OBSERVED AND EXPECTED FREQUENCIES WEIGHTED
Table 4.15
Observed expected Deviation deviation squared and

108
Frequency (o) Frequency (e) (o-e) squared (o-e)2 weighed

2
o e
e
79.44% 50 29.44 866.71 17.33

20.56% 50 -29.44 866.71 17.33
100 34.66
2
2 o e
X Calculated: = 34 . 66 :
e
The calculated X2 of 34. 66 is greater than X2 table value of 9.49. We
therefore reject the null hypothesis (Ho) which states that the local
government service commission‟s policies on personnel recruitment and
training has not led to increase in productivity in the thirteen local government
areas of Ebonyi state. The third hypothesis adopted questions 3, 13, 20, 21, and
23 to test the relevance of manpower planning in personnel recruitment and
training as seen on table 4.14. It was held out from the hypothesis tested, that
715 respondents representing 79.44% consider the local government service
commission‟s manpower planning policies as very crucial for the increase in
productivity of local governments in Ebonyi state. On the contrary only 185
respondents representing 20.56% do not see the relevance of planning. The
earlier group of 715 respondents held the view that local governments should
maintain proper records for their manpower plans for future use and to
establish planning, research and statistics (PRS) units. As the same time,
necessary infrastructures and equipment should be provided in the designated

109
training centres for local government employee. Table 4.15 show X2 calculated
at 34.66 is greater than 5% level of significance at 4 degree of freedom of 9.49.
4.7 IMPLICATION OF FINDINGS FOR ADMINISTRATIVE
EFFICIENCY AND EFFECTIVENESS
This aspect of the research work , will take a look at the notion of
efficiency and relate same to the personnel recruitment and training policies
adopted and implemented by the Ebonyi state local government service
commission. In this wise, efforts will be made to determine the rationality of
the policies and its cost effectiveness and efficiency in terms of achievements.
Ordinarily to be efficient means to take the shortest path towards the
attainment of feasible goals that are desirable. The policies of the local
government service commission in these dual areas, bear relevance to the
principles of purpose, process, clientele and place. The policies for instance,
have the purpose of providing meaningful employment and training for local
government employees in order to enhance efficiency at the local government
level. This should not be subsumed to imply that training per se is a criteria
for measuring efficiency, rather to the contrary, the acquisition of knowledge,
as we have seen in question 14 on table 4.9 is not a requisite for efficiency. It
is in addition, determined by some motivational devices.
Within the private sector, it is easier to determined efficiency or
performance as reflected on the balance sheet. But in public organizations,
public interest cannot be easily determines in monetary terms, since the

110
objectives of public services are in terms of public values for relative ends.
When local government service commission recruits or trains its employees, it
is by implication, for the utilization of resources, which would have been left
unutilized. Besides, the economic, social and political effects are paramount.
According to Ridley and Simon (1938:1) “the substitute for money in an
administrative agency is the statement of the objectives of the activity and the
construction of indices that measure the degree of attainment of these
objectives”. To this ends, the commission, like other public organizations,
provide employment and training so as to improve and develop the employees
within the unified services of the various local government, based on tangible
and objective terms.
The budgetary process, provide for recruitment and training as
allocative values. In order to measure accurately the degree or level of
influence exerted through the recruitment and training policies, it is vital to
state that scarce resources have been a serious impediment in spite of the
allocations made. It is one thing to make proposals and yet another , to have
the cash backing for the optimal realization of objectives. It is therefore
vital to operationally focus on the measurement of results of accomplished
objective based on administrative performance and secondly determine the
impacts by the input measured in terms of money cost.
The central objective guiding the Ebonyi state local government
service commission in the formulation of its policies on staff recruitment and

111
training is for the utilization of available resources in pursuit of efficiency in
the local government service. In the realization of this objectives, deliberate
efforts are set in place to avoid rigidity and imbibe some elements of
flexibility. According to Crossley (1966:24) “flexible policy is one which
recognizes the permanence of uncertainty”. The uncertainties, manifest within
labour markets and educational institutions. Recruitment and training policies
are therefore, not done at random. It demands realistic manpower planning
which according to Onah (1995:107) entails a critical analysis of supply,
demand, surplus, shortages and utilization of human resources.
The implementation of recruitment and training policies are therefore,
not simple since it involves a wide range of choice within alternatives.
According to Bruddick (1977:24) the longer one can observe the candidate,
the greater the variety of conditions under which he is seen, the greater the
likelihood of a good selection. The intense observation give reliability to the
efficiency techniques adopted, as demonstrated in the “Hawthorne
Experiment”. It is in this way, that a satisfactory method of selection can be
logically attained. Besides, expensive interviews that yield positive results in
both recruitment and training is better than the cheap and inexpensive ones
with poor results. A policy which aims at low costs with low results cannot
guarantee efficiency. Rather, emphasis should be placed on policies having
fairly high costs with high results.

112
The labour market is very competitive, hence there is the need for the
commission to ensure the attraction of the very best candidate from the labour
market to recruit into the unified local government system. Potentials for
advertising vacancies in spite of the financial concomitants should be made to
all segments of the population. The use of radio, publications and
advertisements as well as visits to schools and community organizations are
vital yardsticks for ensuring a wide publicity rather than the close- ended
patronage system.
The successful handling of recruitment and training leads to
organizational efficiency. The members of the Ebonyi state local government
service commission should posses the knowledge required in the interview
process. This is because a successful interview demands that interviewer is
versatile in the specific discipline where vacancy is sought. This is hardly
attainable since members are appointed through political processes . Where the
apparatus lack the required knowledge and competence in virtually all areas of
local government operations, there can hardly be any valid and reliable
recruitment of applicants. It is felt by this research, that in times of recruitment
interviews, the relevant technocrats should be sought to conduct interviews.
They are to serve on ad-hoc basis. The absence of the two important measures
to test the effectiveness of policies based on validity and reliability renders any
selection procedure completely ineffective.

113
It becomes altogether problematic on the part of a commission members
on the type of questions to pose before a specialist candidate wishing to fill a
vacant position in law, Architecture, engineering, Administration etc where
little or nothing is known about the subject by the interviewer . The criteria for
any effective selection, falls first on objectivity between the candidate ands the
interviewer, where extraneous considerations bordering on ethnicity, sex,
political patronage or other primordial sentiments are not involved. This will
guarantee higher success in determining the true tests of validity in
measuring the skills and abilities of prospective candidates , while at the
same time, ensuring reliability in the representatives of the instruments used
in testing for excellence. It must not be in any way affected by chance factors
but rather, having the potential for regularity in the repeated use of the
instruments adopted.
A valid and reliable policy on staff recruitment and training by the
commission, must take into consideration the content and knowledge of the job
to be performed. Besides, applicants for recruitment and training should be
screened and weighed based on biographical data, experience, special training
attained and educational qualifications. The use of this method is to
significantly assist the commission in sorting out applications by eliminating
and weeding unwanted applications and short listing those that meet
requirement. This approach, need to be imbibed by the Ebonyi state local
government service commission in order to avoid the consideration of

114
circumscribed candidates who whether good or bad are on the long run
recruited.
As a matter of principles also, the commission should consider the cost
effectiveness of achievement tests, by qualitatively measuring the ability of
candidate with the job to be performed or in the discipline to be trained
without the need for extra financial burden. Also , aptitude and performance
tests where desirable, should be carried out in other to measure a candidate‟s
special abilities in such areas as calculations, memory , word, fluency, finger
dexterity etc. Performance test should be carried out for technical jobs on the
field practically to determine competence and suitability.
The Ebonyi state local government service commission from the data
generated, lay more emphasis on the oral face to face interview approach and
in most cases simply endorse the candidates recommended by local
governments to fill positions that fall within unified posts. The research
believes, that detailed process of interviews should be undertaken in spite of
the economic implications. It must have the potentials of confirming the
candidates qualifications, experience, knowledge, skills , physical and other
personal characteristics.
The group section approach earlier suggested may seen costly and time
consuming, but it is acknowledged that it enjoys the parlance of measuring
adequately, the abilities, intelligence and other criteria needs for assessment. It
has a high validity in its approach than oral interview which are in most cases
115
two subjective. The group approach also has the comprehensive tendency of
making rational and valid interviews on the background and through reference
checks of applicants, the physical and health conditions as well as
psychological traits.
According to Cleveland (1954:289) “In order to tap the potential human
and materials resources that is in existence , the merit system of recruitment
ought to be adopted to recruit or appoint the best manpower needs to occupy
the office so that economic development can be realized”. This by implication
infer that in realization of sound policies on recruitment and training, the merit
system should be adopted in ensuring true test for validity and reliability.
Where the right person is recruited, organizational efficiency will be
further enhanced. This will on the long rung, stimulate development and the
growth rate of dispensing rural services, thereby justifying the existence of
local governments in grassroots development. In the words of Asiodu
(1975:5) “governments must face squarely the problems posed by the demands
for even development of the country as a whole. “In reality, most local
government in the state except for very few are far from being described as
urban. Rather most are within the purview of rural and rural-rural local
governments. Qualitative human investments need to be rationalistically
recruited and trained to enhance the rapid development of the rural local
governments in order to meet societal aspirations. The practices in Ebonyi
state is that local governments recommend to the local government service

116
commission, their intention to embarks on rationalization exercise on the
ground of economic reasons which are in most cases based on zero allocation
and political disagreement . The truth still remains that in spite of the crocodile
tears of zero allocations from statutory allocation, there are feasible signs that
most , local government chairmen consistently live in extreme affluence. It is
rather usually done to enable them create vacancies for the recruitment of
mediocre. In this way, the well qualified and well trained, fall victims of such
rationalizations thereby relegating the development of local government areas
in the state.
The relative inability of the local government service commission to
maximize the above stated objectives through deliberate policies no doubt has
some debilitating effects on local governments. Another prominent factors is
the finance, to embark on elaborate valid recruitment and training, lack of zeal
and dedicated entrepreneurship in the selection of candidates, management
ability and technological changes especially with the modern usage of
computers and micro films, limited socio-economic infrastructures, spatial
indices of development, political considerations etc.
Another vital implication of this study is the level of political corruption
which has emphasized non-conformity with rural standards and the principles
of equity and redistribution. This symbolic act of reciprocity is more
conspicuous among the political bureaucrats. The recruitment and training of
personnel in the unified service of the Ebonyi state local governments which
117
lays emphasis on prebendalism and political patronage, not only has a serious
but equally dangerous political and economic implication on local
governments in the state. According to Ikejani- Clark (1995:14) “political and
bureaucratic corruption weakens a government by making policy makers timid
in taking bold steps to curb excesses of citizens or introduce reforms”. The
bane is that the polemics has over the years grown in geometrical dimension
which according to Oloko (1982:23) “have increased considerably since the
1960s in response to similar increase in the number, size and scope of the
structures and personnel performing the governmental functions of rule-
making, rule-application and rule-adjudications” .
The emphasis and its effects on the wide access to public employment
through reliance on merit is another implication. The counteracting pressures
of responsiveness to political direction in recruitment and the problems poised
by knowing whether or not to rely excessively on professionals for final
recruitment decisions is a serious dilemma. The critical problem them, is on
which of the criteria to be adopted i.e whether or not to professionalize
recruitments. At a more macro level in Nigeria, the problem is more critical
between the pressures for neglecting the federal character principles and quota
representations at federal state and local government levels in the face of
meritocracy. But in the interest of efficiency, productivity, effective personnel
management and of the dominant rural population, merit should dominate the
choice of any recruitment criteria to be adopted. The Nigeria factor according

118
to Ake (1984:6) “is in deep political and economic crisis” . At the angle to
which the concept of merit is perceived the living conditions of the people
being served should not be compromised. Sectionalism through political
recruitment is very dangerous and unhealthy because partisanship hinders
political and economic development. It is perhaps to re- instate the obvious
that almost two-third of the posts within the unified system on GL 07 and
above are filled in defiance of merit. According to Dunil (1980:10) “posts on
the part of the service is filled not by open competition, but by selection, the
person concerned, enters the service, bears no relation to the post he now
occupies”. The political class see merit as a challenge because when
interpreter, only goes to imply resistance to political patronage and
prehendalism . The political class and their comprador local bureaucrats are at
best not interested in the merit principle of recruitment that can produce the
right caliber of work force to enhance efficiency. Hitherto, any deviation from
the recruitment and training programmes not contained in the appropriate civil
service rules and legislations can be described as a negative precedence in
local government service. These policies and legislations are very lucid, the
major problem is in its practicability to work.
Another stimulating implication is the characterized nature of
impoverished social services to stimulate the local bureaucrats for the effective
realization of the policies on recruitment based on the merit principle. Notable
among these are the inflationary trends and poverty, which has made it
119
difficult for an average employee to make ends meet. Added to this is the low
and inadequate system of income, high rate of illiteracy and ignorance,
inadequate educational facilities, poor housing etc. These are serious factors
that affect most people in rural areas from whose population recruitment and
training are made. The problem of rural urban drift can be minimized, if
recruitment exercises are carried out with utmost objectivity. Sectional
interests and favouristim, which alters the use of the merit system, breeds
hardship and suffocates the system. A poorly recruited employee cannot
guarantee any form of effective economic and social development within the
local government area. Any government that neglects the welfare of the rural
people whose majority drink from shallow springs, live in isolated mud huts,
without roads, light, schools, health facilities etc is retrogressive government.
Therefore, the commission‟s recruitment policy should strive to recruit
and train competent personnel in order to ensure the provision of rural social
services. Social welfare benefits of the employees are equally important in the
realization of the desired government policy objectives. In recent years, the
quota system under the federal character principle of equal representation in
government has been the main criteria of value allocation. By implication,
both the unintelligent and intelligent, irrespective of education and
competence, must be in local government service.
In most local governments, recruitments within the service is proceeded
on ethnic lines, while qualification or technical competence give way to place

120
of birth . According to Oladosu (1988:151) “The philosophy of „son of the
soil‟ also dominated staff recruitment strategy, this is in preference to better
qualified applicants”. In this circumstance, it is impossible to speak of
meritocracy, nationality, efficiency and other concepts of the Weberian school.
The system in local government is such that local politicians personalize
decisions in order to show the level of power they wield in a local society.
Such influences are brought to bear even in recruitment and training. The
implication is that it has led to unprecedented over bloated staff strength within
the lower cadres falling between grade levels 01-06 in all the local government
areas in Ebonyi State.
According to Parsons (1974:58) “Decisions are supposed to be
governed by universalistic standards independent of personal consideration”.
While Beach (1980:357) asserts that “any organization, large or small to
remain effective, efficient and profitable , it requires staffing with competent
personnel that are selected on the basis of merit and economic value rather
than on political patronage”. This creates „class homogeneity among the
workers who see themselves as compatible based on knowledge and not
experience. It is the contention of this research that in spite of the fact that it is
an academic work, much of the implications highlighted will serve as a guide
to administrative policies on staff recruitment and training.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION

121
5.1 SUMMARY
The salient issues raised in the course of the research findings, which
are altogether crucial, lay solid emphasis on the fact that for the Ebonyi state
local government service commission to make meaningful contributions
towards the development of the thirteen local governments, competent
personnel are indispensable. Out of the three factors of production, namely,
money, materials and manpower, it has been affirmed by this research as
argued by Onah (1996:1) that “, manpower is the most important:. The
researcher argued further, that the success of any organization depends largely
on the quality and quantity of its personnel.
Sadly however, the fact remains that though most local governments in
the state now boast of trained professionals and knowledgeable bureaucrats in
administration, the problems of manpower shortage will persist in some
departments. This has been attributed substantially to the primordial systems
of recruitment and training. At one level primordialism permitted the selection
of candidates based on patronage and on the other, breed over- bloated chuck
of idle and inexperienced work force in local governments.
The researcher laid much emphasis on the merit system as opposed to
prebendalism and primordialism. The research work, also revealed that
bureaucratic norms have remained persistently the most relatively stable,
powerful and influential institution wielding the authority of the local
government service commission in deciding the yard sticks for policies on

122
recruitment and training. This persistency has to some measure been weakened
by the political class in the entrenchment of the patronage system.
Emphasis was also laid on the fact that personnel should not be
randomly recruited. Before any recruitment exercise, it is modest to ascertain
the need for embarking on such an exercise vis-à-vis the requirements of the
local governments. Hitherto, the processes towards a successful recruitment as
the research maintains is not simple and easy. It demands careful preparations
for effective determination of eligible candidates. Though it is believed that the
labour market is tight, this may seem too subjective since one cannot
effectively rule out the fact, that is rather a façade and not a reality as far as the
civil bureaucracy is concerned. Recruitment and training within the unified
system of service in Ebonyi state local governments, was initially based on
merit where eligible candidates are selected based on standard performance,
through competitive examinations. In recent times, this has been de-
emphasized in favour of oral interviews where feasible. According to Warner
(1960:53) “recruitment policy in the city council in United States of America
is based on merit through competitive examinations”. This rest squarely on
written examinations, psychological and aptitude tests and full scale interviews
administered by the local government service commission.
Another problem faced by most local governments, is the infiltration of
teachers into the mainstream of the local government service even in higher
capacities. This trend if not checked will relent local governments in Ebonyi
123
State into amateurism. Before long, preference was given to those in the
administrative class where considerations was only accorded graduates from
the social sciences or humanities. In the present circumstance, one can easily
find an engineer, Education officer or Agricultural superintendent appointed as
Director of local government and Head of service without regard to cognitive
abilities to perform the functions. In other words, round pegs are now found in
square holes. The resultant effect though has been very costly, it has equally
derailed efficiency in the local government service. The above situation has led
to despair and frustration among seasoned local bureaucrats that are
superseded by the mundane administrators. According to Adebayo (1992:197)
“the decision making from which official advice was largely excluded,
produced ill-digested policies and badly executed programmes at the local
government level.” Similarly Udoji (1974”11) noted that, ” the relationship in
policy making and implementation is one of acrimony and antagonism in a
conflict rather than partnership in an enterprise with resultant lack of team
work necessary in modern management.” This has created an unhealthy rivalry
and competition between career local government officials and the converters,
thereby foreclosing any meaningful unity of minds for policy formulation and
implementation.
In his submission also, keeling (1972:32) advocated “that personnel
recruitment for senior officials, the qualifications sought for are good
education, knowledge and organizational goals, capacity to manage and

124
control finance, ability to lead and awareness of current development in top
management.” However sound these qualities may be the research believes
that the experiences acquired on the job for an appreciable period is equally
vital in considering applicant into such key positions. Broddick (1977:26)
advocated that “qualitative selection procedures that could lead to the
recruiting of the best manpower that can double output and can stand for
efficiency should be pursued”. Another significant feat attained by this
research, is the scientific innovation made into a social setting with statistically
computations, tables and charts. An extensive review of the commission‟s
policies on recruitment and training for the period 1999-2007 was elaborately
discussed. Both policies were evaluated on their merits and demerits thereby
portraying a balanced report as shown in the third chapter.
The fourth chapter laid emphasis on data presentations and its analysis
based on well structured closed ended simple choice 23 point dichotomous
questionnaire of yes or no administered to 200 respondents. The application of
this statistical technique is to assist the researcher evaluate the three
hypotheses tested with their level of significance based on the chi-square (x2)
method. The implications of findings for administrative efficiency and
effectiveness attest to merit based on qualification, need, experience among
others to be evolved at every level of policy formulation and implementation
for local government training and recruitment programmes. The fifth part
125
discusses the summary, conclusion and some recommendations based on the
responses from the 180 respondents.
5.2 CONCLUSION
With consistency to the research topic, absolute attention was devoted to
the problems of effective realization of the Ebonyi state local government
service commission‟s policies on staff recruitment and training. The role of the
commission in staff recruitment manpower development and training in the
local government system as x-rayed in the research is very crucial in the
performance of local government employees. The 1976 guidelines, saddled
local governments with some diversified functions. The local government
service commission and other state agencies play the role of a regulating value
in the stabilization of the local government system.
The success or failure of local governments to a very large extent,
depends on the efficiency of the commission‟s policies on manpower
development being the life-blood in the development process. Factors that
constitute problems to effective implementation of such policies were critically
examined with a view to providing avenues for efficiency and effectiveness
towards policy attainments. Various questions were thoroughly analyzed and
answered by reviewing the works of some re-knowned writers and theorists
sequel to the fact that in the field of social sciences, there is no one best way or
theory which can adequately explain a given social phenomenon. This explains
126
why there has been an eclectic application of theories that are usefully related
to the study area.
The elaborate application of the systems approach into the personnel
recruitment and training policies of the commission, heuristically unveiled
some fundamental problems and constraints. The first being the political
patronage system applied in recruitments and trainings and the other being the
infusions of both political and bureaucratic prebendalism in the
implementation of policies. These factors have drastically impeded the full
entrenchment of the merit system. The short period of the nation wide
abolition of the commission in 1992, for instance, witnessed an unprecedented
era of spiral employments in local governments by tyrant chairmen. During
this period, employment and training were personalized to the ridiculous
extent that one can easily find all the members of a family working in a local
government.
It was rather safe at this period, to refer to councils under such chairmen
as „personal unlimited liability‟ local government. This is one of the reasons
why some theorists in the field of local government administration, feel that
local governments have failed to wear a new corporate image to attract the best
men and women into its service. Added to this is the fragmentation and
proliferation of local councils especially with the creation of new local
governments, where the few available qualified personnel, now thinly spread
across the increasing local government areas in the state. This is why Stahl
127
(1976:15) argued that “the number of people needed in a department can be
determined by comparison with other departments in terms of structure and
size as well as the budgets for performing the activity.” In this regard, job-
population ration is under fed and this hinders effective performance. Despite
the fact that the local government service commission has its short comings, it
has equally recorded some remarkable achievements. The training and
recruitment policy of the commission for instance, has been able to regulate
training and recruitment of staff to some extent. Successful candidates offered
admission are able to receive stipends to complete their course of studies.
The commission also conducts series of short time courses like
conferences, seminars and workshops in order to enrich the knowledge of
local government employees especially converters into administrative
positions that have not acquired administrative experience before being
appointed into managerial or administrative positives into local government
service. With the establishment of the commission, political victimization by
over zealous politicians at local government level have to some reasonable
extent been checkmated. The unified system has facilitated the exchange of
staff from one local government to another. It has enhanced a healthy
interaction and good policy implementation apart from checking the
syndrome of whom you know and flagrant display of primordial sentimentality
which characterized the local government administration generally. This
research work will no doubt assist local government administrators , the

128
commission, politicians and political scientists in fashioning training and
recruitment policies. Finally, the federal government of Nigeria should address
the issue of local government autonomy and make federal statutory allocations
to local governments direct in order to ensure the optimum realization of
recruitment and training policies.
5.3 RECOMMENDATIONS
This part of the research work will submit to some recommendations by
the researcher , which are based on the findings. In the preceding part of this
work, concerted effort was made to identify some institutional factors
inhibiting the realization of the local government service commission‟s
policies on recruitment and training at the local government level. Some of
such debilitating factors include inadequate manpower planning, political
patronage in defiance of meritocracy among others. In order to remedy this
negative trend, the research will submit to some recommendations that could
unweb local governments in the realization of positive aspirations for
development. These recommendations are;
1. The local government service commission should continue to play its
traditional role of filling vacant positions through the recruitment of
qualified personnel into vacant posts falling on salary grade level 07 and
above. This should be based on declared vacancies from local
governments and need.

129
2. The commission should ensure its supervisory checks on the recruitment
of applicants on GL.01-06 by local governments in order to checkmate
abuses by both political and bureaucratic officials in local governments.
This will no doubt, forestall over- bloated staff strength and excessive
over- head in recurrent allocations which have the incipient dangers of
breeding frequent screening exercises and retrenchments.
3. The local government service commission in a bid towards ensuring the
realization of both recruitment and training policies, should not only
compel local government to establish Planning, Research and Statistics
(PRS) units, but should have them functionally equipped with relevant
staff and equipment. Without the unit, it will be difficult for local
governments to co-ordinate manpower plans and propose recruitment
and trainings based on merit. The stored data will also provide basis for
policy making and serve as an effective measuring instrument on the
success of the commissions policies . Similarly, it will assist the
commission in curbing to the barest minimum the inherent problems of
personnel recruitment as well as ensuring a sound educational forecast
and career training for local government employees. The present can
only be meaningful if the past is properly understood. While the issue
of inadequate data remains, the commission should continue to
embark on regular training of its manpower on a constant basis in order

130
to weather the storm of local government s circle of growth, short period
of stagnation and the incipient period of recessions.
4. A detailed inventory and analysis should be kept by the commission for
the skilled, unskilled, supervisory as well as management personnel that
is currently required to accomplish objectives thereby avoiding over
staffing and under-employment in the local government system. The
system of unified service should not be allowed to suffer undue political
pressures in the posting of local government employees, incessant
postings and transfers over loads one local government to the detriment
of another, leading to labour surplus in some local governments and
others being deficient in some critical areas of need. The policies of
personnel recruitment and training are just the means towards achieving
efficiency and not the ends. A sound, training policy for instance can be
made meaningful if well implemented by taking into consideration, the
need not to overload a department through the recruitment of untrained
personnel.
5. The disparity on the pay structure between the federal, state and local
government employees should be harmonized and bridged. The policy
which has made local government officials look subservient to their
counterparts at both federal and state civil services in terms of terminal
points of salary grade levels, even where the former is better qualified is
altogether discouraging and counter- productive. Besides, it is capable

131
of breeding retrogressive recruitment and training policies as it leads to
high scavenge of job drifts in favour of federal and state appointments,
thereby webbing local government in the perpetual circle of poor
staffing.
6. Recruitment into local government service has been sporadic and not
based on need. The grievance centre on the fact that recruitments are
mostly made to serving teachers into management positions in local
governments and deliberately delaying the conversion of seasoned local
government officials into such appropriate grades. In the Ebonyi state
unified system for instance, most directors of local government are
either direct or convertees from either Health, Agriculture, works or
Education departments without cognate experiences in administrative
duties. This has created severe consequences in the realization of policy
objectives on one hand and on the other, created suppression to the
detriment of seasoned bureaucrats in personnel management department.
The rationality behind this trend can better be described as the
„patronage system in vogue‟.
7. The local government service commission should de-emphasis the
principle of mass training for local government employees. Rather,
emphasis should be shifted to encourage local government employees to
undergo serious academic programmes in such fields as medicine, law,
pharmacy etc. It is far too well known that local governments have
132
since moved from the stone age into the global world and faced with
modern challenges. Similarly, overseas training should be introduced
and encouraged to enable local government officials imbibe meaningful
exchange and interaction of ideas with other local government
bureaucrats all over the world.
8. The training obtainable from the various training institutes and
institutions should be made move relevant to the aspirations and
functions of local governments. While some local government
employees regard training as holiday, some bosses send officers on
training to these institutions either as reward or punishment. All
institutions should ensure valid evaluation of their programmes and the
trainees. Most trainees end up with certificates of performance and
attendance as long as they pay the fees even where academically
deficient in every material. Moreover, mushroom consultants who
advertise themselves as training experts and run all sorts of course that
do not meet standards should be effectively checked by maintaining a
register of reputable national consultants for the purpose of manpower
development. Reputable experts and consultants in Human Resources
Management should be hired to assist in the training and re-organization
of training programmes . The Nigerian universities, polytechnics, policy
research and other training institutes in the filed of public
administration and local government, the United Nations specialized

133
agencies, the International Labour Organization and the arm of the
World bank responsible for manpower development should be
approached for assistance. Short-term programmes like induction,
refresher and symposium courses for new intakes into the local
government service should be encouraged.
9. The group selection approach for personnel recruitment and training
should be set up by the commission. It is recommended that the group
which should be made up of specialized experts in all areas of local
government operations, should be saddled with the responsibility to
interview candidates applying to take up advertised posts within the
unified local government service. Such members should serve on adhoc
basis and be entitled to allowances. If the local government service
commission can secure technicians as interviewers, the applicants
abilities and broad discretion can be ascertained in determining
eligibility for recruitment .
10. At the policy-making level, a programme of personnel recruitment and
training evaluation and monitoring should be set up in the office of the
director of local government to ensure successful and orderly
implementation of policies. Performance reviews on periodic basis is
essential between the director of local government (head of service),
Director of personnel management and the commission to ascertain the
level of progress made towards objectives and make modification to suit

134
present demands and conditions. It should be fair, comprehensive,
objective and based on measurable performance.
11.Recruitment and training should conform with the standards of merit.
Similarly, the federal character principle and quota representation
should allow for the most qualified to be considered . Politicization of
the rules of access by interest groups, ethnic rivalries, political patronage
and prebendalism, negatively influence the realization of genuine
policies with sinister implications. In order to ensure job security of
career officials from the buffeting of partisan politicking and ensure
efficient utilization of human resources available at the local
government level, employees within the unified system of local
government should not be partisan. Besides, the political class should
not be allowed to meddle into staff matters.
12. The current allowances paid to trainees on in-service sponsorship
should be reviewed upwards to meet with the realities of the present
demands from the academic institutions. It is also the view of this
research, that the policy of study leave with pay on salary only be
reviewed to accommodate a fraction of what the full in-service trainee
enjoys while allowances should be paid as promptly as possible in order
to foreclose possible hardship by trainees. As evidence from the data
generated, there is strong clamour for an upwards review from present

135
1% allocation to the training fund from the statutory allocation made to
the commission.
13. The local government service commission‟s policies on staff
recruitment and training should imbibe the bottom up approach towards
policy formulation in order to smoothen its suffocating controls and
allow for the sustenance of its predatory relations with local
governments. The approach helps both the local government service
commission and local governments increase their vision towards higher
objective and instill collective confidence in the achievement of goals.
14.In an attempt at making recruitment meaningful, it should in addition to
merit system, be based on payroll cost, amount of equipment available
to new recruits, office accommodation, incentives etc. In this regard, the
recruitment and training policies should depend on the availability and
maintenance of these conditions. Another vital criteria is the existence
of adequate career opportunities to attract and retain the right kind of
personnel based on merit. But where there is no provision in current
estimates, recruitment can be done in the form of replacements from
resignation, termination, retirements, deaths,, abscondments etc, based
on critical areas of need and availability of vacancy.
15.The scaring departure from the recruitment and training policies, create
apathy in candidates wishing to enlist into the local government service.
Merit is not strictly applied as a true test of ability. It is relevant to stress

136
that, the human dimension of economic development will not be
maximized until viable recruitment and training policies are conducted
efficiently for local governments. This is because the quality and
quantity of personnel recruited and trained will enhance the socio-
economic and political development of all the local government areas in
Ebonyi State.
137
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APPENDIX
Department of Public Administration

and Local Government,
University of Nigeria,
Nsukka
March 10, 2010.
Dear Sir/Madam,
QUESTIONNAIRE
I am a post-Graduate student in the above department, undergoing a

Master of Science (M.Sc) Degree in Public Administration. The title of my
project is “Personnel Recruitment and Training Policies in the Public sector: A
case study of Ebonyi State Local Government Service Commission, 1999-
2007.
The information required by the „research‟ project which are contained
in the questionnaire attached, are strictly for academic purpose.
I sincerely appeal to you to complete and return the twenty-three (23)
questions contained on the questionnaire. Every information given will be
treated with utmost confidence please.
Thanks.
Yours faithfully,
Ofoke, Godwin Nwoba

QUESTIONNAIRE
INTRINSIC DATA
SECTION A;
1. Age: 18-20years ( ) 21-30 years ( ) 31-40 years ( )
41-50 years ( ) 51 years and above ( )
2. Sex: Male ( ) Female ( )
3. Profession/occupation: State civil servant ( ) L.G staff ( )
Others ( )
4. Cadre: Clerical ( ) Executive officer ( ) Admin. Officer ( )
5. Work Experience: 1-10 years ( ) 11-2 years ( )
21-30 years ( ) 31-35 years ( )
6. Salary Grade Level: 01-06 ( ) 07 and above ( )
7. Qualification: FSLC ( ) WASC, GCE (O/L) ( ) ND/NCE ( )
HND/Degree ( ) Professional Certificate ( ) Others ( )

DEMOGRAPHIC QUESTIONS
Question No DETAILS YES NO
1 In your opinion, do you think the LGSC‟s policies
on staff training has achieved the desired impacts in
L.G.As in Ebonyi State.
2 The existence of the LGSC‟s policies on staff
recruitment and training has relatively eroded the
autonomy of L.G.A‟s in the performance of these
functions.
3 The training policies of the LGSC has been
accorded priority attention by L.G.A‟s in Ebonyi
state.
4 The recruitment policies adopted by the LGSC can
be described as most efficient and effective.
5 The more personnel recruitment and training are
subjected to the merit system, the more the chances
for valid and reliable selections.
6 The non application of the merit system in
recruitment and training and the institutionalization
of political patronage has severe consequences in
the productivity of employees.
7 Local Government personnel recruitment and
training under the colonial era is more efficient than
after the 1976 local Government Reforms.
8 The federal character principle and quota
representation is a threat to the merit system,
especially in the application of the local
Government service commission‟s policies on
recruitment and training.
9 Political Pressures, prebendalism and the patronage
system is responsible for the over bloated staff
strength in L.G.A‟s.
10 The policy and decision making processes evolved
by the LGSC in personnel recruitment and training
imbibe more of the top down approach, than the
bottom up.
11 Do LGAs, take part in the formulation of policies as
it affects personnel recruitment and training?.
12 Administrative reform activities on personnel
recruitment and training, has succeeded in
achieving the desired positive impacts in L.G.As.
13 Local Government do not maintain manpower plan
and inventory for qualitative recruitment and
training needs.
14 In your opinion, do you think that training after
recruitment is a requisite for efficiency?
15 Recruitment are generally not based on established
provisions in estimates/budgets of L.G.A.s.
i
16 “Hardly can a Nigerian get a job, a favour or any

other thing of value without knowing somebody or
knowing somebody who knows somebody or
somebody who knows who knows somebody” Do
you agree?.
17 Does the L.G.S protect professional local

Government employees from the buffeting of undue
political pressure?
18 The maximum duration of two years academic

training period allowed local Government staff, has
not created positive impacts on productivity.
19 Do you consider as adequate, the fees paid to

students granted study leave with full in-service
entitlements.
20 Local Government Area in Ebonyi state does not

have well established Planning, Research and
Statistics (PRS) Departments or Units.
21 Designated training centres for local Government

courses, lack necessary infrastructure and at worst,
ill-equipped to meet the needs of local Government
training programmes
ii
22 The training fund at the disposal of the commission

should be increased from the present allocation of
1%.
23 Freeze on recruitment and training has constraining

effect on supply forecasting which is a crucial
activity in manpower planning since it makes it
impossible for local Government to replenish
shortfalls arising from deaths or retirements. Do
you agree?

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OFOKE GODWIN NWOBA

PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE PUBLIC SECTOR: A

A THESIS SUBMITTED TO THE DEPARTMENT OF PUBLIC ADMINISTRATION AND

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT,

Digitally Signed by Webmaster‟s Name

PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE

OFOKE GODWIN NWOBA

DEPARTMENT OF PUBLIC ADMINISTRATION AND

PERSONNEL RECRUITMENT AND TRAINING POLICIES IN THE

DEPARTMENT OF PUBLIC ADMINISTRATION AND

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

Administration and local government, University of Nigeria, Nsukka.

PROF. E.C EZEANI EXTERNAL EXAMINER

This is to certify that Ofoke Godwin Nwoba Reg. No.

all secondary information and materials contained therein.

I therefore approve the project report for and on behalf of the

Department of Public Administration and Local Government, University of

This work is dedicated to Almighty God, my dear step-parents and my

My appreciation goes to my project supervisor Dr. B. A Amujiri, for his

outside the department of public administration and local government.

Furthermore, my sincere love and appreciation are reserved for my

department of public administration and local government in their lecture

expositions which helped me a lot in the course of this work. I also

directly or indirectly during the course of this project

Others that merit my appreciation include the Ebonyi State Local

Government Service Commission especially commissioner 1 and my godfather

Chief (Hon) Godwin Nwebonyi for sending me on in-service training as well

as my friends at school Messer‟s Nwankwo Oliver U, Onele Sunday and

Okemini Chukwuma for their immeasurable assistance towards the realization

Essentially, my greatest gratitude goes to the Almighty God, for sparing

encountered in this my existential voyage, I remained indebted, for you all

have been of immense help and source of inspiration.

MAP OF EBONYI STATE SHOWING THE THIRTEEN LOCAL

CHAPTER ONE: INTRODUCTION

CHAPTER TWO: LITERATURE REVIEW AND METHODOLOGY

2.1.9 Evaluations of Recruitments by the Commission- - - 42

CHAPTER THREE : BACKGROUND INFORMATION ON EBONYI

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

CHAPTER FIVE: SUMMARY, CONCLUSION AND

1.1 BACKGROUND TO THE STUDY

Human resources have been repeatedly referred to as the most valuable

an organization, its success or failure depends on the quality of people who

survival of any organization is predicated on the availability of finance, human

for optimal efficiency.

According to Nwankwo (1988:13) “the effective management of

development and survival of every organization.” The fact that human

emphasized. The quality of an organization personnel determines the quality of

recruited. Similarly, Ebonyi state local government service commission can

It is the responsibility of the commission in line with her employment

organization, and to utilize effective means of attracting those personnel in

sufficient number and quality to permit adequate selection of an efficient

workforce. The purpose of this, is to provide a group of manpower that is large

This process of recruitment and selection begins with the manpower

shortages of people, and the number of people to be recruited to meet

anticipated employment needs (Ezeani, 2006). This is as a result of the fact

that in every organization, the employee is a significant variable whose

number, quality and functions can enhance or deter realization of

organizational goals and objectives (Obi, 1998.45).