University of Nigeria Research Publications

NENTY, Wisdom O.

A

utho

r

PG/MPA/04/35658

Title

The Role of Training in Human Resource Management in

Religious Organization in Nigeria: A Case Study of the Redeemed Christian Church of God (RCCG)

Facu

lty

Social Sciences

Dep

artm

ent

Public Administration and Local Government

Dat

e March, 2007

Sign

atur

e

THE ROLE OF TRAINING IN HUMAN RESOURCE MANAGEMENT IN RELIGIOUS ORGANIZATIONS IN

NIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)

NENTY, WISDOM OBOT REG.NO. PG/MPA/04/35658

DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT

UNIVERSITY OF NIGERIA, NSUKKA

MARCH ,2007

TITLE PAGE

THE ROLE OF TRAINING IN HUMAN RESOURCE MA.NAGEMENT IN RELIGIOUS ORGANIZATIONS IN

IUIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)

NENTY, WISDOM OBOT REG. NO. PGIMPA104135658

A TllESlS PRESENTED TO DEPARTMENT OF PUBLIC P\DMINISTRATION AND LOCAL GOVERNMENT, UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL FlJLFlLLMENT OF THE REQUIREMENT FOR THE

AWARD OF THE DEGREE OF MASTER OF PUBLIC ADMINISTRATION (MPA)

SUPERVISOR: DR. (MRS) R.C. ONAH

MARCH, 2007

APPROVAL PAGE

This project work has been approved for the award of Master of Public

Administration (MPA) Degree in Public Administration and Local Government

Department, University of Nigeria, Nsukka.

Dr. R. C. Onah (Mrs) Supervisor

BY

Date 9.. Q2.C :. .

Date .................................... Trof. N.N. Elekwa Head of Department

i n - 6 % . .. ................ Date .B%.- . K..

External Examiner

r n

/ .:-.. .,k? . -7 Ah-. i Prof. 0. lbeanu

Dean of the Faculty of Social Science

CERTIFICATION

Nenty, Wisdom Obot a Masters student in the Department of Public

Administration, and Local Government with Registration Number

PGIMPAl04135658 has satisfactorily completed the requirement for the

course MPA 590-Project Report for the award of Masters of Public

Administration Degree.

The work embodied in this project is original and has not been

submitted in part or full for any other Degree or Diploma of this University.

Dr. (Mrs.) R.C. Onah Supervisor

9 .............,.........,... 3 ~ C - c .. Date -1..

........................................ .... Date Prof. N.N. Elekwa

...................................... *' '2- 6%

Date..

........................................... + ' Prof. 0. lbeanu Dean of the Faculty of Social Science

DEDICATION

This thesis reporf is dedicated to the Almighty God who is the

pillar that holds my life

ACKNOWLEDGMENT

I thank God for making it possible for me to enroll and scale through

the MPA Programme and the research project which was full of challenges

and excitements.

I am grateful to my supervisor, Dr. (Mrs) R.C. Onah for the painstaking

guidance and inspiration she gave me in the course of writing this thesis

report.

I appreciate my father in the Lord, Pastor E.A. Adeboye for his spiritual

and moral support to me. I cannot forget my Provincial Pastor, Pastor Peter

Akalamudo for the encouragement and motivations he gave me when i got

the admission for this programme.

I am indebted to my darling wife, Glory Wisdom Nenty and our

children, for their prayers, support and understanding throughout the period

I was away for this programme.

Nenty, W.O. PGIM PA104135658

ABSTRACT

Human Resources are the highest 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. For any organization in the public or private sector to have

the required personnel at any point in time to execute its programmes,

training and Human Resource development becomes inevitable. However,

Religious organizations are not exempted because they do not operate in

isolation.

Consequently, this research project seeks to investigate, analyze and

appraise the Role of Training in Human Resource Management in Religious

organizations in Nigeria with particular reference to the RCCG.

The study is divided into five chapters, chapter one covers the

introduction or background to the study. Chapter' two reviews the relevant

literatures, on Human Resource Management, Training and Religious

organizations in Nigeria. Chapter three present and discuss the findings.

Chapter four interprets the findings and relates its implications to

Administrative efficiency; while chapter five summaries, conclude and make

relevant recommendations.

vii

TABLE OF CONTENTS

Title Page ... . .

Approval Page . .

Certification . .

Dedication ... . .

Acknowledgement

Abstract ... . .

Table of Content ..

CHAPTER 1: INTRODUCTION

1 .I Introduction ... ...

1.2 Statement of the Problem

1.3 Objectives of the Study

1.4 Significance of Study ...

1.5 Scope /Limitation of the Study ...

CHAPTER II- RESEARCH PROCEDURE

Background Information

Literature Review . . .

2.2.1 Conceptualization of Human Resource Management

2.2.2. Training in the Human Resource Management . . . . .

. . . 2.2.3 The Religious Organizations in Nigeria ...

. . . Operationalization of Key Concepts .. . . . .

... ... Method of Data Collection ... ... ... . . .

I

. . I I

... I I I

i v

v

vi

vii

1

6

8

8

9

11

1 5

3 5

21

26

29

32

2.5 Method of Data Presentation and Analysis

CHAPTER Ill: FINDINGS AND DISCUSSION

3.1 Training Policies in The Redeemed Christian Church of God

. . . (RCCG) ... ... ... ... ... , . . 52

... ... 3.2 Summary of Findings ... .. . , . . . .

CHAPTER IV- THE IMPLICATIONS OF FINDINGS FOR

... ADMINISTRATIVE EFFICIENCY . . . 64

CHAPTER V- SUMMARY, CONCLUSION AND

RECOMMENDATION

5.1 Summary ... . . . . . . . . ... . . . ... . . 67

5.2 Conclusion . . . . . . . . . ... . . . ... ... 68

5.3 Recommendation ... ... ... ... ... ... 70

Bibliography ... ... ... ... ... ... ... ... 72

Appendices . .. ... ... ... ... . . . . . . ... 74

CHAPTER ONE: INTRODUCTION

1.1 INTRODUCTION

Human Resource Management has become an important

consideration for all organizations in an age of global competition in which all

large-scale organizations must compete for resources whether they are in the

public or private sector. No doubt, the relevance of Human Resource

Management as a branch of the Management Science has come under no

contention; although the environment in which the Human Resource

Management takes place, is very much in a state of flux. Changes are

occurring rapidly across a wide range of issues (Political, social, legal and

cultural) especially in Nigeria and other developing countries.

Suffice it to say that, the earliest theories and practices of management

focused mainly on the technology of work and the workplace. The emphasis

as was postulated by Fredrick Taylor, Erick Frank, Max Weber, Henry

Fayol, etc were on how to organize work, especially at the shop floor (Onah

2003:9). Later, the postulation of Human Relations School (Magregor,

Maslow, Herberg, etc) emerged and dominated the scene. Their work

emphasizes the need for enriching the job of workers through challenges and

stimulating responsibilities and with commensurate authority to enable them

to perform. Today, this behavioural science explosion has affected virtually all

organizations, recognizing them as a social system which must incorporate

the human side of enterprise in its business. As expected, these new

management practices have also swept into the religious organization which

though, is seen as being more spiritual than material. But the fact remains

that, these organizations like their counterparts in the private sectors, are

embodiment of human resources, either earning their living in these

organizations or pulling in volunteer efforts aimed at enhancing the lots of

humanity and the propagation of the religious ideals.

However, every organization needs three main resources to survive.

These include; financial, material and human resources. And it is on record,

especially since 1960s that, many managers in business concerns and

writers on business matters have expressed the view that most important

resource of the firm is not money or physical equipment but its employees

(Nwaknwo in Onah (2000:lO). Therefore, Human Resource as the most

important resource cannot be overstated. So also is its critical nature.

Likert (1 974: 9) succinctly captured this view point thus:

... all the activities of any enterprise are initiated and determined by persons who make up that institution. Plants, offices, computers, automate equipment and all else that a modern firm uses, are unproductive except for human efforts and direction.

Similarly, Nwankwo (2000:lO) noted that:

human resources are the highest asset 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.

In addition, Druker (1 978:273) also observed that:

good organizational structure does not by itself guarantee good performance. Human resources is as a fact of life of the existence, survival and development of an organization, as food is to man.

From the above description, it is clear that human resources and its

management is sensitive and essential in organizational management.

Consequently according to Frank (1974), human resource management is a

series of activities in which the job, the individual and the organization all

interact as each develops and changes. He further identified two major

activities within the human resources arena. The first is concerned with the

recruitment, selection, placement, compensation, and appraisal of human

resource. The other groups of functions are those directed and working with

the existing human resources in order to improve their efficiency and

effectiveness, through several training and development activities (Onah

The existing literature on human resources management shows that

most of the techniques and tools that are widely used are largely borrowed

from the private sector. Both the Public and the private sectors accept the

need to ensure the safety of their employees, to provide satisfactory welfare

services and to establish working conditions that will attract good quality

personnel committed to the achievement of organizational objectives. In

recent times however, writers and managers of organizations have come to

agree that every organization must train and develop its human resources if it

wants to survive. And the degree of its importance to the public, private and

non-governmental sectors, also underscores its relevance to the religious

organizations.

Experience in Nigeria and even elsewhere has shown that the religious

organizations are not only concerned with spiritual matters, but constitute an

orientational and practical ground for the promotion of societal goals-

economically, socially and politically. It is equally on record that the abolition

of slave trade in the early 1800s and the introduction of the Marchantalist and

legitimate trade were facilitated by mostly religious organizations in Nigeria.

Consequently, the emergence of missionaries and establishment of churches

and religious bodies as from the 1850s shows that the religious organizations

have a part in the chequered history and overall growth and development of

the Nigerian Society. In short, many scholars have argued and rightly too,

that the early missionaries and churches were more of colonial rules agents

than religious propagations.

The religious circle therefore, does not operate in isolation and has

over the years become subject to the for going changes and organizational

complexities within the society. Training programme must therefore be

appropriately designed and implemented in this organization s to meet

specific performance needs. This concerted attention must be professional in

package, to reflect what obtains in the public and private sector

organizations. Thus, training as an activity of Human Resources

Management in the religious organizations in Nigeria, aims at enhancing and

equipping the ministers of God, so that they can build their organizations

along biblical lines, reproduce themselves, maintain discipline, effect societal

changes and be able to meet with the Almighty God in paradise.

They can account for the reason why the religious organizations and

in view of this study, the Redeemed Christian Church of God (RCCG), had

in her bid to improve service delivery within the limits of its coverage, made

efforts towards improving her human resources. These efforts include, the

establishment of different training and development opportunities for her

Pastors, Church Administrators, ministers, and Para-ministry Administrators

some of who are volunteer and career.workers in both full time and part-

time capacities. These establishments include: The Redeemed Christian

Bible College (RCBC), the Directorate of Christian Education (DOCE). The

Redeemed Christian School of Disciples (SOD), the Redeemed Christian

School of Missions (RCSOM) and other institutionalized seminar, workshop

and lecture bodies at the Parish, provincial (state) and National and

international levels. All these no doubt, must have counted for the

tremendous growth and spread of the church, which is today adjudged as the

fastest growing church in the world.

1.2 STATEMENT OFTHE PROBLEM '

In the socio-economic, political and spiritual development of Nigeria,

the religious organization as a sector of the Nigerian society is expected to fill

some gap. This, it cannot do without a trained and well-improved human

resource who should be capable of responding to societal changes and

organizational complexities. However, a key problem of religious

organizations in Nigeria is associated to its belief and traditional function of

pursuing spiritual matters with disregard of other goals outside that. in every

aspect of religious organizational growth spread and development; human

resources play an indispensable role. If the human resource is effectively

trained and developed, its knowledge, powers, skills and competence can

lead to enviable spiritual, social and general well-being of the religious

organizations. Any organization that has no plans for the training and

development of its human resource, whether secular or religious, is less than

dynamic, for learning is a continuous process and acquired skills get obsolete

when the environment changes (Onah 2003: 121).

Unfortunately, Ubeku (1975:14) regrets this tendency when he notes

that:

There are many organizations in this country which regard training and development as expensive ventures and avoid them like the plague. What such organizations are interested in are the immediate returns. But in a changing world, of which Nigeria is a part, this attitude can no longer hold good.

This assertion becomes more disturbing when one X-rays what

happens in so many religious organizations. Even where the need for human

resource training is recognized a lot of time and money is committed to it, the

exercise is often either inappropriate, haphazard or premised on a faulty

diagnosis of organizational training needs (Onah 2003: 123). Consequently,

training in these religious organizations has had a rather limited impact, with

what obtains in the public and private sectors in Nigeria. The practitioners

perceive training as an interference and invitation of 'worldliness' into the

religious ideals. They view training as a discrete event, and that even

trainers, methodologies, evaluation and training institutions are not spiritually

inclined enough.

The following research questions will therefore guide this study:

Is there any role played by training in Human Resource

Management in RCCG?

How does the RCCG as a Religious Organization perceive the

contributions of training in her Human Resource Management?

Have the various training organslinstitutions succeeded in realizing

the training needs and objectives of RCCG?

How appropriate are the various modes of training used by the

RCCG in enhancing her training needs?

To what extent has RCCG utilized her trained Human Recourses?

How does the lack of training affect the objectives of the RCCG?

8

(vii) Are there impediments that hinder the recognition and appreciation

of training in human resource Management in RCCG?

OBJECTIVES OF THE STUDY

The broad objective of this study is to examine the role of training in

Human Resource Management in Religious Organizations in Nigeria

with Particular reference to the Redeemed Christian Church of God.

To ascertain the contribution of training in Human Resource

Management of RCCG

To determine the relative success of the various training

organslinstitutions of the church.

To identify the various training modes used in RCCG

To know the extent to which .RCCG utilize her trained Human

Resource.

To identify the effects of lack of training where applicable in the

organization.

(vii) To ascertain the various impediments that hinder the recognition and

appreciation of the role of training in RCCG

I .4 SIGNIFICANCE OF THE STUDY

The question of the role of training .in Human Resource Management in

Religious Organizations in Nigeria, and particularly in the Redeemed

Christian Church of God; is not only topical but of a high significance.

Basically, this study shall offer an operational framework to the various

religious organizations, on the options and strategies for enhancing

organizational growth, spread and general development.

Moreso, it will help to prioritize the long neglect of training in Human

Resources Management in terms of research and application.

Furthermore, apart from constituting orientational material for the

religious and non-religious public, especially those that think that the

introduction of managerial science in religious organizations, is tantamount to

'faithlessness' and 'worldliness;' the findings and recommendations would be

valuable in creating a new dimension for training in Human Resource

Management of these organizations.

1.5 SCOPE AND LIMITATIONS OF STUDY

The carrying out of this investigation on the role of training in Human

Resource Management in Religious Organizations in Nigeria is quite

cumbersome, considering the event of the proliferations of these

organizations in Nigeria. The differences in doctrine as well as the public

perception and acceptability of the various religions bodies have all

contributed in widening the scope. The choice of RCCG however, is to

champion the course of the medieval evolution of religious development in

Nigeria, as it stands mid-way for both the predominant orthodox and

Pentecostal religious organizations.

However the study restricted itself to the role of training in Human

Resource Management of the Redeemed Christian Church of God, because

of several limitations in understanding religious groups. Most of the

practitioners believe that these organizations are not researchable, because

of their 'Spirituality' nature. Even the formation of the topic was an invitation

to academic adventure. Consequently gathering information for this study

became very difficult as religious issues are not easily accessible and highly

confidential. During the interview and administration of questionnaires, most

of the respondents were of the view that, we had rather restricted our study

within the secular domain. To them, religious myths are beyond academic

analysis.

Worse still, most of the publications by religious organizations are not

very reliable, and as such, they have little or no scholarly authenticity. It was

also difficult to convince some of our respondents that this is just an

academic affair. Most of them reserved information because of fear of

exposure. All these however contributed in reducing the value of the work.

CHAPTER TWO: RESEARCH PROCEDURE:

2.1 BACKGROUND INFORMATION ON THE REDEEMED CHRISTIAN

CHURCH OF GOD (RCCG)

The Redeemed Christian Church of God was born and established in

1952 by the founder and former General Superintendent, Reverend Josiah

Akindayomi, through the inspiration and calling of God, and the vision of

words that appeared to the founder. Howbeit the founder later died in 1980

but was succeeded by the present General Overseer, Pastor Enoch Adejare

Adeboye on November 2, 1980. It has its National Headquarters at No 1- 5

Redemption Way Ebute Metta, Lagos and her Redemption camp (otherwise

referred to as Redemption City) at KM. 46, Lagos-lbadan Expressway,

Nigeria. Since its inception, the few parishes set up in Somolu, Oshogbo and

Ondo, have witnessed a remarkable explosion and have therefore spread far

and wide across the world. Apart from having over 2000 parishes in Lagos

state lone; the church is presently at all the 36 states and the federal capital

territory in Nigeria. On international scene, the church is present in other

African countries such as Cote Dl Ivoire, Ghana, Malawi, Zambia, Tanzania,

Kenya, Uganda, Gambia, Cameroun and South Africa. In Europe, the church

is spread in England, Germany and France. In the United States, there are

parishes in California, Dallas, Tallassee, Hoston, New York, Washington,

Chicago and also in the Carribean states of Haiti and Jamaica, among other

ongoing parish planting efforts.

On the decency and arrangement of the church, it is established on

certain visions, church organogram, Teachings of the church an various

training and execution institutions. The vision of the RCCG includes;

To make heaven

To take as many people as possible to heaven.

To achieve a & b above, without compromising holiness,

To take the gospel of Jesus Christ to the whole world and

To plant churches within five minutes walking distance in all nations,

cities, towns and villages on earth. However, to realize the above

visions

The following goals were also set;

To plant viable churches among unreached people groups.

To increase the church membership,

To increase trained workers in order to beef up present manpower

requirement, relevant to the completion of the task,

To mobilize the existing churches to an unprecedented missions thrust,

from local church level to international level,

To provide sufficient and regular financial support base for missions

work.

To engage in an aggressive cross-cultural missionary programme, and

To mobilize a sustained prayer support.

Secondly, the church organogram is so formally arranged as to what

obtains in the public and private sector organizations. A graphical

representation of the church organogram could be seen below;

THE ORGANOGAM

THE TRINITY

THE GENERAL OVERSEER

THE GOVERNING COUNCIL

THE DEPUTY GENERAL OVERSEER

THE MOTHER IN ISRAEL

THE ASSISTANT GENERAL OVERSEERS

(ADMINISTRATION, FINANCE, CHURCH GROWTH, FAMILY AFFAIRS,

SPECIAL DUTIES AND RESEARCH /EDUCATION)

THE ELDERS

ASSISTANT ELDERS

SECRETARIES

STATE COORDINATORS, DIRECTORS, ASSISTANT SECRETARIES

PROVl N C IAL (STATE) PAST0 RS

ASSISTANT PROVINCIAL PASTORS

ZONAL PASTORS

AREA PASTORS

PARISH PASTORS

ASSISTANT PASTORS

DEACONSIDEACONESSES

MINISTERS

THE CONGREGATION

THE NEW CONVERTS

(Adopted from Olusegun 6. (1999) in 'The Tree Clap Their Hands', Lagos:

El-Shalon Publishers)

Thirdly, the teachings of the Church covers the following sub themes;

The Bible, God, Jesus Christ, The Holy Spirit, The Trinity, The Devil, Man,

Repentance unto God, Restitution, Justification, Sanctification, Adoption,

Water Baptism, Baptism of the Holy Spirit, Prayer, Divine Healing, Laying of

Hands and Anointing the sick, worldliness, swearing and cursing, Reference

to Parents and Authority, Church Authority, Debts, Our Garments, Holy

Matrimony Correct MarriagelDivorcel Re-marriage, Tithes and offerings,

Prophecy in the Church, Church Discipline, Holy Communion or the Lord's

supplier, the Church of God, Dedication or separation, the Dead in Christ,

Resurrection. The Second Coming of Christ, the Tribulation Period, the

Millennia1 Reign, Satan in Prison and the Coming Judgments.

Finally, the various training and execution institutions include:

The Redeemed Christian Bible College (RCBC) The Directorate of Christian

Education (DOCE), The School of Disciples (SOD) the Redeemed Christian

School of Missions (RCSOM), among others.

Therefore, in carrying out all these, the RCCG made a declaration that,

she recognized the challenge of taking the gospel to all people, tribes and

tongues in Nigeria, Africa and beyond, especially the unreached people

groups, and the challenge posed by social and economic problems. These,

the organization also believe, could be ameliorated by training programmes

for her work force.

2.2 LITERATURE REVIEW:

There is however, an avalanche literature on the concept of Human

Resources Management and a limited of them on the role of Training as an

aspect of the responsibilities of Human Resources Management, especially

in the Religious organizational sector. Be that as it may, only a limited

number of literatures is reviewed and focused on the following sub-themes;

(a) Conceptualization of Human Resources Management.

(b) Training in the Human Resource Management.

(c) The Religious Organizations in Nigeria, and

(d) Training policies in the Redeemed Christian Church of God.

2.2.1 CONCEPTUALIZATION OF HUMAN RESOURCE MANAGEMENT:

According to Storey (1 995), Human Resources Management is defined

as "a distinctive approach to employment management which seeks to

achieve competitive advantage through the strategic deployment of a highly

committed and capable workforce, using an integrated array of cultural.

Structural and personal techniques". He maintained that the Human

Resources Management is similar to the more conventional concepts of

personnel management, but differs in three imported respects.

First, that Human Resources Management emphasizes the strategic

role of personnel in managing organizational change, because organizational

development is no longer a discrete activity, separate from personnel

management.

Secondly, that Human Resources Management integrates human

resources considerations to overall organizational strategy which now

involves line management. This is because human resources management

makes the important assumption that it is the quality and development of

human resources that gives any organization its competitive edge, whether in

the public, private, or voluntary sector.

Thirdly, that instead of the preoccupation of personnel management

with the administration of personnel rules for performing the three folds

functions of personnel utilization, motivation and protection; human resources

management focuses on securing employees commitment to organizational

goals through a consensual development of an organizational culture,

devolved responsibility, and empowerment. Storey therefore pointed out

that Human Resources Management focuses on six major interrelated policy

areas:

(1) Management of change

(2) Organizationljob design;

(3) Recruitment, selection and socialization;

(4) Appraisal, training and development;

(5) Reward system; and

(6) Communication.

However, he noted that it is evident that activities undertaken in one area

have an impact on each of the others. According to him also, the existing

literature on human resources management shows that most of the

techniques and tools that are widely used for achieving effective human

resources management are largely borrowed from the private sector. And

that both the public and private sectors accept the need to ensure the safety

of their employees, to provide satisfactory welfare services, and to establish

working corrections that will attract good quality personnel.

Secondly, according to Frank (1994) as quoted in Onah (2003:5)

Human Resources Management is a series of activities in which the job, the

individual and the organization all interact as each develops and changes. He

further identifies two major activities within the human resource area. The first

is concerned with the recruitment, selection, placement, compensation and

appraisal of the human resource. This group of functions is usually referred to

as personnel or human resource utilization. The other group of functions is

those directed at working with the existing human resources in order to

improve their efficiency and effectiveness. The activities are designed to

enable the existing members of the organization to assume new roles and

18

functions. Those activities are concerned with human resources

development.

In another dimension, it is pertinent to observe that Human resource

management is expected to perform certain functions which among

others include, broad areas of labour economics, organization behaviour,

motivation, training, collective bargaining, labour laws, income security and

personnel administration (Onah 2003). As cited by Onah (2003:lO) Dale

Yode of the Graduate School of Business, Standard University defined the

functions of human resource management as follows:

Setting general and specific management policy and employment

relationships and establishing and maintaining a suitable organization

for collective bargaining.

Staffing and organization in the areas of funding, getting and holding

prescribed types and members of workers.

Aiding the self-development of employees at all levels, providing

opportunities for personnel development and growth as well as

requisite skills and experiences,

lncentivating through development and maintaining motivation in work,

Reviewing and auditing the workforce and management in the

organization and

Industrial relations research, carrying out studies designed to explain

employee's behaviour and thereby improve staff management.

These functions as described by Yode, Onah (2003), noted, are of prime

importance in all organizations, but the large and more complex an

organization becomes, the more complicated the problems and

responsibilities of personnel and training management become. Onah (2003)

again maintained that these activities are carried out in a political, social,

legal, economic, physical, cultural and technological environment, which

makes it difficult to produce one general interpretation of what human

resource management actually means in theory and practice, as there is a

shift away from the traditional industrial relations based personnel

management towards new techniques which is now labelled as Human

Resource Management. performing strategic and operational roles. In view of

this, Onah made a comparison between personnel management and Human

Resource Management approach and this is represented below,

Personnelllndustrial Relation

Advisory and Administrative

--

Personnel activity in the organization is-

marginalized and not seen as central to the

corporate plan. --

Few Personnel Director on the Board.

---- Personnel as a mediating role between

management and the work force

Emphasis on written rules and procedures

Collective rewards and benefits. --

Tightly defined jobs

Conflict built into the system by collective

bargaining and negotiation

A command and control management

Human Resource Management

Strategic - - - . . . - - - - . - - -. . - The organization is fundamentally

linked to the corporate plan.

Human Resource Director is

essential on the board.

Human Resource Management as a

central management role. -- --

Flexibility more important than

systems.

Individual rewards and benefits.

Loosely defined jobs.

Conflict minimized through

consultation and participation.

A team-based management system.

Source: Adopted from Onah (2003:8)

In another view, Mathis and Jackson (1997) see human resource

management as the design of formal systems in an organization to ensure

the effect and efficient use of human talent to accomplish organizational

goals. In addition, most organizations are becoming more complex in nature

and, therefore, leaders in these organizations are expected to have greater

technical competence and a better understanding of human behaviour. They

maintained that, organizational human resources have become of strategic

interest to upper management recently because the effective use of people in

organization can provide a competitive advantage. It is therefore easily

recognize as the most important of the resources required for the production

of goods and services and is also the key to rapid socio-economic

development and efficiency.

2.2.2 TRAINING IN THE HUMAN RESOURCE MANAGEMENT:

This sub-theme shall cover the views of scholars on the objectives,

needs, roles, contents, methods, etc. of training in the Human Resource

Management in Nigerian organizational setting.

Accordingly, Onah (2003:127) sees training as an organized and co-

coordinated development of knowledge, skills and attitudes needed by an

individual to master a given situation or perform a certain task within an

organizational setting. It is the process that develops and improves kills

related to performance. He maintained that, staff training and development

come under the preview of personnel functions in most organizations,

especially public organizations. And that the importance of staff training and

development in any organization is clear, if we recognize the fact that the

structure that sustains it depends on the individuals that operate the

structure. In other words, training on the job and some form of in-service

training are examples of training being designed or intended to develop the

knowledge and expertise, greater confidence, and a higher degree of

performance.

However, the principal intention of training according to Akpan

(1 982:l28), is to equip people with the knowledge required to qualify them for

a particular position of employment, or to improve their skills and efficiency in

the position they already hold. In his own observation of the Nigerian

situation, Akpan stresses the need to specialized training and professional

specialization but also on pre-and post-entry training in methods and

techniques of administration for newly recruited permanent members of staff

and those already serving. He goes further to postulate that public

administration cannot be a matter for everybody and anybody, thus

emphasizing the need for training and development.

Moreso, McGehee and Thayer (1961) hinged their definition on the

theory that training is a sub-system within the total system of the enterprise's

management. They, therefore, see training as the formal procedures which

an organization uses to facilitate employee's learning so that their resultant

behavior contributes to the attainment of the organization's as well as the

individual's goals and objectives.

Furthermore, effective training programmes according to Blum and

Naylor (1 976) can result in increased productivity, reduced labour turnover,

and greater employees satisfaction. They should include all employees from

factory workers to executives and apply not only to in experienced workers

but also to experienced workers that are new to the enterprise. Blum and

--5a'- Naylor also noted that a training programme should also include those who

are promoted to higher-level jobs and the periodic retraining of present

employees by means of 'refresher' courses. 1n.this direction, McCormick and

Tiffin (1 977) categorize training programmes in organizations into four forms!

namely orientation training, on-the-job-training; off-he-job-training, and

individual training needs of the staff in organizations.

McCormick and Tiffin believe that. training needs differ from group to

group but generally tend to fall two groups which more or less blend into each

other. First, that there is the need to provide specific job training, especially

for new employees and sometimes for present employees who are deficient

in job performance. Second, that there is the need in most organizations to

provide training or a personal development nature that will contribute to the

longer-range effectiveness of the individual's in question. McCormick and

Tiffin also enumerated a wide spectrum of training methods, audio-visual

aids, simulators and training aids, human relations laboratory training, case

method, role-playing, management games, programmed instruction, and

computer-assisted instruction.

Writing on staff development and training of personnel in organizations,

Ubeku (1975) notes that employees who have not receive adequate training

before being assigned responsibilities lack the necessary confidence with

which to carryout that jobs. He then suggests that an employee should be

helped to grow into more responsibility by systematic training and

development so that he will be confident enough to carryout the responsibility

of the job. This according to him, is because training increases the

employees belief that he knows what is expected of him regarding his job, the

knowledge of which enables him to originate ideas as to how best to carryout

the tasks of the job.

Conversely, those untrained tend to cling to methods they where

shown the first time they took over the job and are frightened at doing the

job in a different way because something might go wrong, and they cannot

afford to take the risk.

Ubeku regrets that the training and development of staff in the public

sector focuses essentially on the office cadre to the neglect of any discernible

systematic training programmes for clerks and other grades of workers.

Interestingly too, Nwachukwu (1988: 121) believes that, the lack of

training is dysfunctional to organizational performance, and therefore

adequate care should be taken to recognize when training is needed. He

however, maintained that indications that employees in any organization

require training are the following factors;

Lack of interest in one's job

Negative attitude to work

Low productivity

Tiredness

Excessive absenteeism rate

Excessive complains

High rejects or low quality output

High incidence of accidents and

Insubordination

Again, Hart Lois (1 991) maintained that training must be appropriately

designed, and implemented to meet specific performance needs. It is the

process of developing an individual in order to increase his standards of

performance within a given job, vocation, trade or profession. He therefore

said that, training methods are the essential ingredient in ensuring that the

objective of a training programme is met. He enumerate certain training

methods to include, Lecture, Discussion, Case Study, Role Play, In Basketlln

Tray Exercise, Exercises, simulation, management games etc.

In furtherance o' the above looking at training as a means of Human

Resource Development, Johns (1 981) described training as a 'change agent'

which its purpose is to effect a change in knowledge, skills and attitude.

Training

encompa

is oriented towards job

sses those acts events and

requirement. Therefore, training

sessions in which people engage to

improve their performance in specific job-related tasks. Fagbemi A. (1992) in

a like-mind refers to training as 'an organizations efforts to improve a

person's ability, skills and knowledge required to perform on the job'.

Fabgbemi agrees that training should be job oriented and should result in

observable change in t k behaviour of the trainee as it increase his ability to

perform his duties. The achievement of such an objective however, could

only be known through evaluation of training programmes conducted.

From these report, training is a continuous exercise that should

incorporate the following;

- Assessing training needs;

- ploughing back the trained employees so that they can apply their new

skills and knowledge.

- selecting the most appropriate person for training.

In other words, many of the writers on the above subject matter come out

with the conclusion that, the need for training and general development of the

human resource in an organization cannot be over-emphasized. Hence, it's

supposed place at the bottom of their priorities'.

2.2.3 THE RELIGIOUS ORGANIZATIONS IN NIGERIA

In Nigeria there are several religious organizations which have been

part and parcel of socio-economic and political development in Nigeria.

Basically we have three major types of religious organizations in Nigeria;

namely; Islamic Religion, Traditional Religion and Christian Religion. Others

that exist here and there in small size also include organizations like Ogboni

Fraternity, the Rosicrucian Order (AMORC), Jehovah's witnesses Grail

Message and Eckanka.

However, in this work more emphasis would be layed on Christian

Religion, especially because our case study is found within Christian religion.

The advent of Christianity in West Africa and Nigeria in particular could

be traced to the arrival of freed slaves (from Scotia, Britain, Jamica, Tobago

and the United States of America through Freetown in Sierra Leone to their

homelands. In the process of captivity, slavery and freedom, a greater

number of the freed slaves came in contact with Christianity and Western

Education. Some of them went to Missionary Schools and became

missionaries. According to Oshitelu (2002:57), it was these returnees or

captives, who felt they missed the spiritual ministrations that they had

themselves enjoyed in Sierra Leone that sent urgent request for Christian

leaders to join them. So spiritual isolation of captives made them to ask for

missionaries, firstly to minister to them and secondly and importantly too, to

minister to their heathen brethren who had sold them into slavery.

This situation soon became an important concern for the leading

missionary societies in Sierra Leone who in conjunction with the white

mission~ries and their supporting home countries brought Christianity to

Nigeria and other West African countries. For examples, Oshitelu (2002)

maintained that the Wesleyan Mission in Sierra Leone sent Rev. Thomas

Birch Freeman to embark upon missionary activities in Badagry and

Abeokuta while Rev. Benny Townsend was sent to do the same for the

church missionary society (CMS).

Another name to be ascribed to Christian religion is what we call today

as churches. So, other churches that brought Christianity to Nigeria include

the Anglican and the Baptist Missions. Apart from these, some indigenous

church were also established in the late 17t%entury. As Oshitelu (2002:110)

reported, Ebenezer Baptist Church established in 1888 in Lagos, African

Methodist Church Ikeja, Lagos 1891 and the Bethel African Church, Lagos,

1901, among others sprang up as a result of disagreement and contentment

with the European mission churches. Since then, relicjous organizations in

Nigeria has experience a high rate of depletion and segregation particularly in

the Christian churches. Today, Christian religious organizations in Nigeria

can be categorized as Catholics, Protestants or the Pentecostals.

Generally, the Religious Organizations in Nigeria are geared towards

bringing the knowledge of spirituality to the physical man, intervening/solving

human problems, helping to achieve peaceful and prosperous society and

preparing people for a home outside the present world among other things.

It is no longer a doubt that naturally all the religious organizations

pursue similar goals. The Islamic religions, traditional religion as well as the

Christian religion are all prone to growth, spread and development.

Basically, such features as structuring of a church for growth and

delegating responsibilities, managing church finances, team building and staff

management, strategic management and church organizational structure,

time management, advertising the church and maintaining church properties,

communication and crises management, among others are shared in

common among those organizations especially the Christian religion in

Nigeria.

The development as seen has been rapid particularly in the Christian

religion than others. The late 2oth century saw a more tremendous growth and

development of churches (religious organizations) and this was when our

case study: - The RCCG was found (1952). Generally too, all these growth

and development would not have been possible if not for the dynamism in the

activities of the Human Resources found in those organizations. There is also

no doubt that over the times, these Human Resources must have undergone

various training in order to meet up with the exigencies of time.

2.3 OPERATIONALIZATION OF KEY CONCEPTS:

(1) HUMAN RESOURCE:

This is an organizational input that refers to the human effort or the

labour engaged in the realization of the organization's objectives. It

refers also to the manpower, employee, staff, or the personnel of an

organization. Both the private, public and religious organizations make

use of this resource.

(2) MANAGEMENT:

This is a body of persons or the management personnel that sees to

the realization of the objectives of an organization through planning,

organizing, directing and controlling the various resources of an

organization for optimal utilization.

(3) ORGANIZATION:-

This is a structural-functional set-up, private, public or religious, that

pursues a given objective through .the employment of resources by the

management. It is an entity with goals and objectives.

(4) RELIGIOUS ORGANIZATIONS:

These are organizations that combine both the qualities of the private

and public sector organizations, but basically pursue religious or

spiritual matters of her members. They derive their power from the laws

written in the holy books or handed down to them from their traditions.

They venture into the metaphysical and try to make a correlation with

physical aspects of their members in a view to better their lots. Their

ultimate goal, is to assist and take their members to the paradise or the

next world, that is entirely outside the present world.

(5) TRAINING:

This is the process through which skills, knowledge, experience,

expertise among the others, is acquired in order to enhance the job

performance and efficiency in an organization. This process can take

place at any point in time, depending on the identification of the training

need in an organization.

(6) JOB ANALYSIS:

This is an exposition of the purpose, scope, duties, and responsibilities

of a particular job. As a technique, it is used in recruitment, selection,

promotion, appraisal, job evaluation and training.

(7 ) PERFORMANCE APPRAISAL:

This is a review of an employee's performance in his or her job. It is a

formal and systematic assessment and is usually made in a prescribed

manner at a given time. It is used for wage determination,

determination of training needs, and motivation.

(8) ORGANIZATIONAL AVALYSIS:

This refers to the process through which the effectiveness of an

organization and its success in meeting its goals and analyzed to determine

where differences exist-members of a department with a high turnover rate or

a low performance record, who might re,quire additional training.

(9) SURVEY OF HUMAN RESOURCES:

This refers to a situation where Senior Personnel as well as Junior

Personnel are asked to describe what problems they have in their work

place, and what action they believe is necessary to solving them.

2.4 METHOD OF DATA COLLECTION

In research work like this, the method of data collection refers to the

various means by which pertinent data were collected, to enhance the

findings and general goals of the research.

However, in this r-;t~~dy we adopted both the primary and secondary

methods of data collection. The primary source consists of the questionnaires

and oral intewiewsldiscussions. The questionnaires were administered to

selected pastors, ministers and workers of RCCG at the National

Headquarters through simple random sampling technique. It was structured

into two sections:- the personal data of the respondent, and the assessment

of the perception of the personnel on the'rale of training in Human Resources

Management in Religious Organizations and particularly in RCCG.

On the other hand, the oral interview/discussion was used to ascertain

a direct contact with some key players in the administrative work of RCCG.

The secondary sources consist of documentations in books, the RCCG

comprehensive compendium and source books, Religious Magazines,

Newspapers, Journals, official documents and records of RCCG, among

others.

2.5 METHOD OF DATA PRESENTATION AND ANALYSIS

The data collected through the primary sources were statistically

worked out. The frequencies of the responses from respondents were worked

out and the percentages calculated. The Likert scales were used to ascertain

the extent of agreement or disagreement of respondents to the questions

raised. The rating scales ranges from Strongly Agree, Agree, Disagree and

Strongly Disagree, No Idea. With a work force of about 10,000 personnel

Nationwide; 10% of this population were selected as respondents to the

questionnaire (1 000 persons) therefore a total of 1000 questionnaires were

administered to the respondents; consisting of 500 questionnaires for the

pastors, out of which 165 were not returned, leaving us with 335

respondents; 300 questionnaires for the ministers, out of which 80 were not

returned, leaving us with 220 respondents, and 200 questionnaires for the

workers, out of which 20 were not properly completed, leaving us with 180

respondents. Thus, the analysis and findings, was based on the valid and

returned questionnaires (735 responses and respondents).

CHAPTER THREE: FINDINGS AND DISCUSSION

This chapter presents the analysis and findings from the questionnaire,

which covered both the personal data of respondents and their responses to

the research questions. On the other hand the findings from our documentary

analysis on the training policies in the Redeemed Christian Church of God

shall also be presented

Frequency tables and percentages shall be presented, to help simplify

the statistical figures.

QUESTIONNAIRE SECTION ONE:

PERSONAL DATA:

The findings obtained from the questionnaire could be deduced from

the following frequency tables.

Table 1 shows present department of respondents

Administration --

TraininglTeaching -- - -.

Electrical1 Technician - 2.2 Usher 0.8 chorister 0.5

-

Praver warrior I 16 I 2.2 I Securitv I 27 I 3.7 I

Frequency -- 499

There are about eight departments in RCCG in which the respondents

operate. This includes Ministry, Administration, TrainingPTeaching, Ushers,

Choristers, Prayer Warrior and Security. The greater number of respondents

Percentage -- 67.9

is from the Ministry with 67. 9%; followed by TraininglTeaching with 12%

while Administration is 1O0/0.

Table II, shows the present ranklposition of respondents. I Position I ~ r e ~ u e n c ~ I Percentage 1

- I pastors 335 I- 45.6 1 1 Ministers I 220 1 29.9 1 1 Workers 1 180 I 25.5 I 1 L 1 ----- I Total 735 I ~ 0 0 . 0 I

The Personnel of RCCG are categorized into three ranks. The first

and highest is Pastor followed by Ministers and then the workers. The greater

number of respondents is the senior staff known as Pastors. A total number

of 335 respondents are in this category with 45.6% followed by Ministers with

29.9% and then the workers with 25.5%.

Percentage

-- -- 58.5 Part time 32.1 - --

9.4 735 100.0 --

From the table Ill above 430 respondents representing 58.5% are full

time staff while 305 representing 41.5% are part time and volunteers.

Table IV -- shows - - - the academic qualifications of respondents. Qualification r x Y ~ ~ ~ e r c e n ~ ~ - .- -- - -- - -

. . I .

WAECIGCElEquivalent -- - -. -- - - .-

NCElONDl Equivalent - -- -- . - -- - - - - - -. - BSCIHND & Equivalent - .- - - - - - - - -. - . . .. . --- -- - - -. . - -- - - - - . - . -. - - - . . -. -

M.SC. MA/ Equivalent 13.5

1 Total 1 735 -- L 100.0 J

From table iv above, a greater number of the respondents (378) are

those with higher degree (B.Sc./HND and above) representing 60.5% which

means the research questions were well understood.

Table V shows the length of service

Length of Service I Frequency

16-20

21 &above

Total 735 -

Percentage I

From table v above 451 respondents representing 61 % have worked in

the RCCG for 5 years and above meaning that the responses are authentic.

Table VI shows the participation of respondents on any formal training

in RCCG --

Participation I Frequency I percentage7/

-- ---. -- - - Total 1 735 ---I I 00.0

Yes

No

QUESTIONNAIRE SECTION B:

Responses to Research Questions

734

1

99.9

0.1

This section analyzes the responses of the respondents using Likert

scale and simple percentages, represented in a frequency table. The

analyses were directed at validating or disapproving the questions. About

three sub-questions/statements requiring responses from the respondents,

were used for analysis, and to reach the various percentages.

RESEACW QUESTION ONE;

In testing and analyzing Research Question one, which reads thus; Is

there any role played by training in Human Resources Management in

RCCG? Three subs - questionsl.statements was advanced.

Statement i read;

Training is necessary for the realization of the goals and objectives of

Religious Organizatiors.

The responses are represented in table VII below

Response

Strongly Agree

Agree I 160

Disagree I 6

No idea I 3

Strongly disagree

Total I 735

- --

I

Percentage

76.9 4

From the above table about 98.7 percent Agree and Strongly Agree to

the statements, 0.4 percentages had no idea, while about 0.9 percent is on

the category of Disagree and Strongly Disagree. With these percentages, the

above sub-questionlstatement is validated.

Statement ii reads;

Training is crucial for the existence, continuity, survival and

development of religious organizations. The responses are represented in

table Vlll below;

I Responses 1 rrequency I Percentage I 1 Strongly Agree I 531 I 72.2 I

From the above table, about 97.6 Agree and Strongly Agree for the

Agree

Disagree --

Strongly disagree -

No idea

Total

statement 0.7 percent had no idea leaving about I .7 percent as disagree and

strongly disagree responses. Based on the above, we therefore validate the

-- - 181

I 0

2

5 -

sub-questionlstaternent.

25.4 -

1.4 - 0.3

0.7

Statement iii Reads;

Training guarantees staff confidence in carrying out their . responsibilities in religious organizatio'ns. The responses are represented in

735

table IX bellow;

100.0

I Responses I Frequency . I Percentage I 1 Strongly Agree I 482 I 65.6 I

31 -2 --

Disagree 1.9

Strongly disagree - .-

No idea

From the above table, about 96.8 percent Agree and Strongly Agree to

-1 Total 735

the statement, 1 .I had no idea, while about 2.3 percent disagree and strongly

-- 100.0 I

disagreed. We there fore validate the statement.

RESEARCH QUESTION TWO

Secondly in testing and analyzing research question two which reads thus:

How does the RCCG as a religious organization perceive the

contributions of training in her human Resource Management? Three subs -

questionslstatement was advanced.

Statement i read;

Training exposes the staff of RCCG to new ideas, techniques and

strategies of carrying out their responsibilities. The responses are

represented in table X below;

/ Response I Frequency I Percentage I 1 -- 1 Strongly Agree 453 61.6 1

Agree

p rong l y disagree -1 6 --I 0.8

253 1 34.4

Disagree 1 - 6

I No idea I 17

0.8 1

From the above table about 96 percent Agree and Strongly Agree, 2.3

had no idea while only about 1.6 percent Disagree and Strongly Disagree.

With the above percentage, we therefore validate the statement.

Statement ii Reads;

The training programmes in RCCG are responsible for the growth,

spread and development of the church. The responses are represented in

table XI below;

/ Agree

Response

Strongly ~ ~ r e e - F 1 Disagree

Frequency --

327

1 Strongly disagree

No idea --t 34

I Total

Percentage I

From the table above about 80.7 percent Strongly Agree and Agree to

the statement, 4.6 percent had no idea, while about 14.7 Disagree and

Strongly Disagree. We therefore accept the statement.

Statement iii Reads;

Training eliminates stagnation and frustration in Human Resource

Management of RCCG. The responses to the above statement are

represented in table XI1 below;

Frequency Percentage --

323 43.9

1 Disagree 1 50 I 6.8 ! Strongly disagree ' l l z l

- / Total I 735 I 100.0 I

From the table above, it is still obvious that about 84.9 percent

responded to strongly. Agree and Agree, 6.4 had no idea while about 8.7

percent responded to disagree and Strongly Disagree. With this percentage,

the above statement is validated.

RESEARCH QUESTION THREE

Thirdly, in testing and analyzing Research question three, which reads

thus; have the various training organslinstitutions succeeded in realizing the

/ Response Frequency Percentage --

Strongly Agree -

Agree

1 Strongly disagree

I No idea

From the table above, it is obvious that about 88.8 percent responded

to Strongly Agree and Agree, 4.5 had no idea, while only 6.8 percent

responded to, Disagree and Strongly Disagree. We therefore accept

statement.

Statement iii Reads:

The various trailing organslinstitutions of RCCG have reduced

problem of shortage and inefficient stafflpersonal. The responses to

above statement are represented in table XV below;

Response

Strongly Agree

Agree

Disagree

Strongly disagree

No idea --- - -- --

Total

Frequency Percentage

the

the

the

From the table above, about 75 percent responded to Strongly Agree

and Agree, 8.6 percent had no idea while 15.4 percent Disagree and Strongly

Disagree. Invariably; the statement is also accepted.

RESEARCH QUESTION FOUR

Fourthly, in testing and analyzing research question four, which reads

thus; how appropriate are the various modes of training used by the RCCG in

enhancing the training needs? Three sub-questions or statements were

advanced;

Statement i Read;

The various training modes of RCCG are suitable and appropriate to

her training needs. The responses are represented in table XVI below;

-1 I my Agree 279 38.0

I Disagree 7.8 -- - -- -- -

! Strongly disagree I

0.7

From the above table about 86.6 percent Strongly Agree and Agree to

the statement, 5.0 percents had no idea while only 8.5 percent, Disagree and

Strongly Disagree to the statement and with the percentage above, we

accept the statement.

Statement ii Reads;

The various training modes are directed towards both old and new

employees.

The responses are given in table XVll below;

1 Response I Frequency I Percentage

1 Strongly Agree I 303 I 41.2

I Agree --

I Disagree 6.0

1 No idea I 77 I 10.5

/ Total I 735 I 100.0

From the above table, it is obvious that about 82.7 percent Strongly

Agree and Agree to the statement, 10.5 had no idea, while about 6.8 percent

responded to Disagree and Strongly Disagree. With the above, we therefore

accept the statement.

Statement iii reads;

The various training modes are adequate to prepare the Pastors, Ministers

and workers for effective service delivery. The responses are represented in

table xviii below;

/ Response I Frequency

1 Strongly Agree I 391

Agree 279

I Disagree I 38

1 Strongly disagree I 7

/ No idea I 20 -- I Total 735

Percentage

From the above table, while about 91.2 percent resounded to Strongly

Agree and Agree, 2.7 had no idea, 6.2 percent responded to disagree and

strongly disagree. We therefore, accept the statement.

RESEARCH QUESTlON FIVE

Fifthly, in testing and analyzing Research Question five, which reads

thus: To what extent has RCCG utilized her trained human resources, three

sub-questions or statements are hereby presented?

Statement 1 Reads;

Once you are trained in RCCG, you can be employed by the mission. The

responses are represented on table XIX below;

Response ( Frequency ( Percentage I Strongly Agree

Agree -----2@5 I 40.6 I 7

Disagree - 1 8 - 1 I I .7

t --

strong& disagree -I- 25 3.4

No idea I 8 1 1 11 .O 1 - I-- - - - - - --

Total 735 100.0

From the table above, about 73.8 percent responded to Strongly Agree

and Agree, 11.0 percent had no idea, while about 15.1 percent responded to

Disagree and Strongly Disagree. We therefore validate the statement based

on the percentage.

Statement ii Reads;

Trained and experienced staff of RCCG enjoys rapid promotion and

fringe benefits. The responses are represented in table XX below;

Response -y ---

Strongly Agree 26.8

----j-265 1 Agree 36.5

Disagree i 95 A I 12.9

Strongly disagree 1 22 I 3.0

No idea

other

From the tg ble above, about 63.3 percent responded to Strongly Agree

20.5 had no idea, 15.9 percent responded to Disagree and Strongly

Disagree. It is still obvious that the percentages that agree are more, so we

accept the statement.

Statement iii reads;

Top managerial and 1.eadership positions in RCCG are entrusted in

the hands of staff trained within the organization.

The responses are given in table XXI below:

-- Response

Strongly Agree

No idea I 90 I 12.2

Strongly disagree 1- 14 .

Total 1 5 -1 '1 00.0

Frequency

327 .

1.9

From the above table, 79.7 percent responded to Strongly Agree and

Agree, 12.2 had no idea, while 8.0 percent responded to Disagree and

Strongly Disagree. With the above percentage, we validate the statement.

RESEARCH QUESTION SIX

Percentage

44.5

Sixthly, in testing and analyzing research qwstion six, which reads thus; How

35.2 --

6.1

Agree

Disagree

does the lack of training affect the objectives of the RCCG? We advanced

three sub-questions or statements.

259

45

Statement i read;

Unirained staff of RCCG violates the rules and regulations of the

Church. The responses are represented in table xxii below;

I Responses I Frequency Percentage I I -

Disagree 9.7 - --

Strongly disagree 3.3

- Agree

No idea I-- 15.4

33.9 Strongly Agree

-I 735 -1 -

-- Total 100.0

249 '

278

From the above table, about 71.7 percent responded to Strongly Agree

and Agree, 15.4 percent had no idea, while about 13.0 percent responded to

Disagree and Strongly Disagree. With the above percentage, we accept the

statement.

Statement ii reads;

Lack of training breeds confusion and stagnation in RCCG. The

responses are represented in table xxiii below;

37.8

/ Responses I Frequency I Percentage I

1 Strongly disagree I 40 I 5.4 I

219 4 ' l o . ' . -

Disagree

I No idea I 89 I 12.1 I

29.8 - .

14.7

1 Total I 735 I 100.0 I

From the table above, 67.8 percent responded to Strongly Agree and

Agree, 12.1 had no idea, while about 20.2 responded to disagree and

Strongly Disagree. With the above percentage, we accept the statement.

Statement iii reads;

Untrained Staff of RCCG introduces strange doctrine unto the system. The

responses are represented in table xxiv below;

manses I Frequency I Percentage

1 Disagree I 76 I 10.3 I

b o n g l y Agree

1 Strongly disagree I 32 I 4.4 I I No idea I 140 I 19.0 I

254

/ Total _1 735 100.0 I

34.6

From the above table, about 66.3 percent responded to Strongly

Agreed and Agree 19.0 percent had no idea, while 14.7 percent responded to

Disagree and Strongly Disagree. With the above information, we accept the

statement.

RESEARCH QUESTION SEVEN

Finally, in testing and analyzing Research Question seven, which read

thus: Are there impediments that hinder the recognition and appreciation of

training in Human Resources Management in RCCG?; We advanced three

sub-questions or statement to help us validate or disapprove it.

Statement i read;

Lack of finance is a major impediment in recognizing and appreciating

training programmes in RCCG. The responses are represented in table xxv

below;

1 Responses -age -7

1 Total I 735 I 100.0 I From the above table, about 32.8 percent respondent to Strongly

Agree and Agree, 23.8 responded to no idea; Disagree and Strongly

Disagree had about 43.4, therefore we reject the statement.

Statement ii reads;

Work load and lack of time hinders the recognition and appreciation of the

role of training in RCCG. The responses are represented in table xxvi below'

1 Strongly Agree 5 1 16.9 p%iGResp-

1 Agree ' I I 46 I 19.9 I Disagree 301 41 -0

Strongly disagree 122 16.0

Frequency

No idea 115 15.6 ---

Tota I 735 100.0

Percentage --I

From the table above, about 26.8 percent responded lo Strongly Agree

and Agree, 15.6 percetit responded to no idea; while 57.6 percent responded

to Disagree and Strongly Disagree. We also reject the statement.

Statement iii reads;

RCCG does not recognize and pay attention to training and human

resources development. The responses are represented in table xxvii below;

Responses I Frequency

Strongly Agree I 33

-1 -- Disagree 372

I

Strongly disagree I 195 .

Agree

No idea I 72

63

-1- Total 735

Percentage

From the above table, about 13.1 percent responded to Strongly Agree

and Agree, 9.8 percent responded to no idea; while 77.1 percent responded

to Disagree and Strongly Disagree. With the above information we reject the

statement.

3.1 TRAINING POLICIES IN THE REDEEMED CHRISTIAN CHURCH OF

GOD (RCCG):

Most religious organizations do not recognize the role of training in the

human resources development; talk more of articulating training and

development policies in a given document. Ordinarily, such a document

would enable a staff member to know his training entitlements in his or her

career of life. The much these religious organizations do, is to subject a

section of ,their workforce to attending Bible School or College before

becoming Pastors. As we shall shortly discern, there are other categories of

I, I d I aii113 1101 in most c~scs, and orri staff outside the Pastors, w o a so flee I

adequately planned for. All the same, while training and development can be

acquired privately by the human resources, it ought io be programmes that

are initiated by these organizations consequent upon identified staff needs

or the appreciation of the role of training to these staff.

Howbeit, the RCCG seems to understand more than so many of these

organizations, the role of training and this may have accounted for her

present widespread, growth, organizational and general development.

As matter of fact, the RCCG has experienced tremendous growth in

the last decade and this has placed a lot of strain on the manpower in terms

of strength and capacity to cope. The Mission has acknowledged that there is

a need to train and retrained its workforce on the field and in administration

for them to meet the challenges and complexities that arise due to the growth

of the Mission. It is considered imperative that the activities of the mission

must become more effective and efficient as they move closer to the day of

the Lord's and Jesus Christ's return to earth.

The burden by the mission to remain faithful servant and to commit

what has been committed to their hands by the Lord has led to the creation of

the Training Bureau for the mission.

THE TRAINING BUREAU

The Training Bureau of RCCG came into existence in August 1997.

The function of the Training Bureau is to co-ordinate activities of the missions

training organs, policies and programmes.

The Training Bureau which is headed by the Assistant General

Overseer (AGO) Research and education has three Directorates headed by

Directors in the Training Bureau namely:-

(a) Ministerial Training

(b) Christian Education

(c) Christian Leadership Training

TRAINING OBJECTIVES

It is the vision of the Training Bureau to organize induction courses,

symposia, seminars, wo'rkshops and conferences for new employees as well

as ministers already in the system, with the hope of achieving the following

objectives:-

(a) To equip ministers with management techniques that are in consonant

with Christian doctrines and practices.

(b) To equip ministers with biblical principles and concepts that is

consistent with Christian leadership today.

(c) To assimilate the new employee into the organization.

(d) To give the new employee an insight into what the person is likely to

meet in the work place.

5 5 b

(e) To help the new employee identify himselflherself with the goals and

aspirations of the organization. *

(f) To assist the new employee to be conversant with the rules and

regulations of the organizations.

(g) To enhance personnel effectiveness.

(h) To train ministers to rightly divide the word of God, minister in the

power of the Holy Spirit and to manage effectively the resources

placed in their care.

TRAINING INSTITUTIONS

The training institutions set up by the mission for the training of its

memberslemployees include the following:-

(a) The Redeemed Christian Bible College (RCBC).

(b) The Redeemed Christian School of Mission (RCSOM)

(c) The Directorate of Christian Education (DCE).

(d) The School of Disciples (SOD)

(e) and many others.

These training institutions policies and programmes are hereby

discussed.

THE REDEEMED CHRISTIAN BIBLE COLLEGE (RCBC)

The RCBC was found in 1980 with the following goals:-

(a) To cater for the spiritual man-power needs of the church

(b) To prepare people .for ministry through a rigorous set of norms and

wide curricular

(c) To train ministers all over the world to cope with the RCCG's global

spread.

(d) To provide a conducive and formal atmosphere for the teaching of the

basic tenets of faith and the complete and undiluted word of God.

(e) To provide adequate teaching in Bible Doctrines, Organization,

Administration and related subjects with emphasis on the validity,

content and teaching of the Bible as the foundation for a balanced and

wholesome Christian life.

Above all, the college purpose to assist the student develop a balanced

and wholesome personality, that is characterized by poise and confidence; a

personality which by the help of discipline from within, fits him to work with

others as part of a team, loyally submitting to superiors, pleasantly co-

operating with equals and graciously presiding over those who. are under

him. It started as a single campus but has increased to more than 90

campuses scattered all over the country and in other countries like Zambia,

Ghana, Lome in Togo, Cot.D71voire, Kenya, South Africa, United Kingdom

and Isreal.

Moreso, the RCBC offers the following courses.

(a) A 6-month Postgraduate Diploma in Theology for University Graduates

and equivalent only

A 12-month (Part-Time) Diploma for National Diploma and Certificate in

Education holders only.

An 18 -Month (Full-Time) Diploma in Theology for School Certificate

holders and above.

A 12 -month (Part -Time) Diploma in Theology for School Certificate

holders.

A 12 month Certificate in Theology for Primary School Certificate

holders and above.

All these programmes apart from the full-time programmes that is run

on the main campus; are run on the campuses all over Nigeria and others

abroad.

2. THE DIRECTORATE OF CHRISTIAN EDUCATION (DOCE)

The goal of Directorate of Christian Education is to train people in

Christ like culture. This culture is initiated by acquainting an enquirer with the

meaning as well as assurance of salvation and is continued till a saint grows

to the fullness of Christ. It provides training and instructions for people to

have a better understanding of God's word which in turn broadens their

knowledge of God and result in Christian character development.

Agencies of the Directorate are as follows:

(a) Sunday School

(b) Campus, conferences, conventions on Christian character building and

(c) House Fellowships.

Other functions of the Directorate are as follows:

It develops materials for House- Eellowships but does not co-ordinate

its running.

It has responsibility for effective, systematic and smooth running of the

Sunday School.

It is responsible for organization of Sunday School Teachers'

Conference and Quiz during National Convention.

It collates all messages at National Ministers Conferences.

A "Mass Adult Literacy Class" programme is being developed to raise

the literacy level of members.

THE REDEEMED CHRISTIAN SCHOOL OF MISSIONS:

According to Olusegun Bankole (1999) in 'The Trees Clap Their

Hands1- A photo Book on the Redemption and Comprehmsive Compendium

and Source Book on the RCCG, The Redeemed Christian School of Missions

(RCSM) with its Motto: "Training To Serve", was established in 1993 with its

main campus at Ede, Osun State of Nigeria. It also its Satellite campuses for

Tent-Making Missions Course in major cities of Nigeria. It is also inter-

denominational as if trains missionaries from other Christian Ministries and

churches, and also draws it lecturers same.

On the general admission requirements candidates applying to the

school, apart from being born-again Christians, must possess the following:

(a) Must have been a worker to his local church for 2 years,

Must be spirit-field and exhibit good Christian, character,

Must be physically fit,

Must have a clean record,

Must bring along a letter written by his or her pastor and also a letter

from the head worker of his or her church, stating that the applicant is

well known and is a good worker in the church.

Must sit for a writtenloral test prescribed by the Head of Department,

Must bring along a sponsorship letter from the sponsor church and

Must not be less than 18 years of age.

However, the training duratioq for the Diploma course is one full year in

which the student shall be awarded the Diploma at the school. Other training

programmes and services, include, operation Caleb and Church Leaders

Mission Schools, whose duration of training is three months and would lead

to the award of ordinary certificate of missions. In likewise, the short-Term

Missions Course and the Professional Tent.- Making Missions School are

four -months programme of weekend courses, which leads to the award of

certificate of participation. In what looks like a unique opportunity, the

Professional Tent-Making Missions School engages College graduates or

equivalent with occupational skills, who want to minister as tent-makers

(computer. specialists, Health Related Personnel, Business people,

Entrepreneurs, Teachers, Professors Athletes, Artists etc). The main aim

includes, to orient self to create acwss areas and tent-making opportunities;

to activates the ability to survive without outside help situation; to learn to

carryout cross-cultural evangelism and disciple people; to understand

Christian mission and learn how to approach other religions; and to learn to

adapt cross-culturally.

4. THE SCHOOL OF DISCIPLES (SOD)

This school started in 1985 and is-coordinated by the Training Bureau

of the Redeemed Christian Church of God. It has its motto: "Creator Works

than These1'. It is a school where Christians of all denominations learn how

to be a true and genuine Disciples of Jesus Christ, how to use the word of

God in the Bible for daily living and how to study to show oneself approval

unto God.

The purpose of School of Disciples includes the following:

(a) To produce disciples who would do the works of Jesus.

(b) To train dynamic soldiers of the cross for then and-times warfare.

(c) To equip faithful men who will in turn teach others.

(d) To impact basic teachings on every area of Christian living and service.

The school of Disciplines is currently running three programmes:

(i) Accelerated Discipleship Programme (ADP)

(ii) The 3-3-4 system.

(iii) The Regular Ten Years Programme

Accelerated Discipleship Programme (ADP): The ADP is one year

intensive special programme organized. for ministers and their wives. The

purpose of this programme is to train resource persons who will become

teachers and coordinators in the various Centres of School of Disciples within

and outside the country. This programme has one center in a state and it is

organized as needs arises.

The 3-3-4 System:

This is a fast track programme organized at Area Headquarters of the

Redeemed Christians Church of God for workers, members and none

members who want to become trained Disciples of Jesus Christ. The 3-3-4

system covers a period of three years. The first year is for basic course. The

second year is for secondary course, while the third year is for Graduate and

Post Graduate Studies.

The Regular Ten Years Programmes:

This programme is organized for those who are no t in a hurry. And

want to use more time to study in detail what those who enrolled in the fast-

track programme cover in three years. '

The entire Discipleship Training is made up of four sessions covering:

The Basic course, the secondary course, and the Post Graduate course.

Depending on which of the programme which you want to enroll in, the

academic content of the school runs over a period of Ten Years. While the

practical aspect runs for a life time. At the end of the Post Graduate Studies,

every Disciple is expected to go and reproduce himself or herself by

establishing School of Disciples Centres or by teaching others at any of the

existing centres.

However, the curriculum of the School of Disciples includes five basic

courses namely:

The Disciple (Know Yourself)

The Enemy (Know your enemy)

The Weapons of our warfare;

Manual labour and

Church Planting and converts

The school is meant for every born again and spirit-filled b eliever .

irrespective of denomination, educational level, job status or sex, who is

wiling to be a member of the Last Days Army of the Lord.

3.2 SUMMARY OF FINDINGS

Based on the research questions on this study and the above

presentation it was discovered that:

I .

.- 11.

-. . 111.

iv.

v.

vi.

vii.

There is a role played by training in Human Resource Management in

RCCG.

The RCCG has a good perception on the contribution of training in her

Human Resource Management.

To a large extent, the various training organslinstitutions have

succeeded in realizing the training needs and objectives of RCCG.

The various modes of training used by the RCCG in enhancing her

training needs are appropriate.

The RCCG has utilized her trained human resources to a reasonable

degree.

The RCCG recognizes the grave danger of lack of training.

The impediments arising from the recognition and appreciation of

training have not hindered the Organization.

However, the findings above to a great extent, corroborates the views of most

of the literatures reviewed. The findings are in agreement with the earlier

findings of this study. Such features as structuring of a church for growth and

delegating responsibilities, managing church finances, team building and staff

management, strategic management and church organizational structures,

time management, advertising the church and maintaining church properties,

communication and crises management among others are some of the

shared duties of religious organizations. The practice of the above ideals by

RCCG as indicated from our findings could be seen as the reason far the

increasing growth, spread and development of the church.

Many of the writers reviewed concluded that one of the main functions

of Human Resource Management is training and general development of the

human resources. And this guarantees the required confidence by the

personnel to carry out their responsibilities. From our findings, this idea has

been tapped by the RCCG as could by deduced from the responses.

CHAPTER FOUR: THE IMPLICATION OF FINDINGS

FOR ADMINISTRATIVE EFFICIENCY

This chapter seeks to interpret the findings made in the analysis of the

questionnaires responses. It will also relate this, as it affects the achievement

of administrative efficiency in Religious Organizations and RCCG in

particular.

Implications of the Findings to Administrative Efficiency:

This kind of academic investigation is hard to come by, as most writers

do not like to venture into religious myths. During the sourcing of materials

and administration of the questionnaires for this study; most people

commented that, we ought to have focused our investigation on secular

organization instead of religious groups. But one thing is very fundamental;

the religious organization is also a product of the society. Hence there is a

need for study of this kind.

In the last section it was observed that there is a role played by

training in Human Resource Management of RCCG, that the RCCG has a

good perception on the contributions made by training in her Human

Resource Management, that the various train'ing organs and institutions have

succeeded in realizing her training needs and objectives, that the modalities

for administering the training programmes have been appropriate, that the

RCCG utilizes her trained personnel, that RCCG recognizes the grave

danger of lack of training, and that the impediments arising from the

recognition and appreciation of training have not hindered the organization.

All these are responsible for the rapid growth, spread and development of the

organization across the globe today.

The implication of all these findings is that there is need for regular and

consistent t rai~ing and human resource development in Religious

organizations in Nigeria. Having realized' the grave danger of lack of training,

the RCCG should not look back or relent effort instead should beef up on

training and developing her human resources for ultimate result which

administrative effectiveness and efficiency. Secondly the various training

organslinstiti~tions of RCCG are to be commended for their strategic role in

Human Resourced training and development. They should however, hold on

to the acquired knowledge, improve upon same and engraved it on the minds

of the Pastors, Ministers and workers of the Organization. In the same

manner, the mode of training that have been instrumental to the realization

of the training needs should be maintained and improved upon for higher

level of effectiveness and efficiency.

Moreover, the trained human resources should be well motivated so as

to reduce the rate of labour turnover. When a h a b l e skilled labour are

motivated their performance will be excellent and there will be no room for

resigning appointment for greener pastures. More so, any form of impediment

arising from the realization and appreciation of training in the organization

should be removed.

On the other hand having seen the effects of training on the rapid

growth, spread and general development of RCCG, other religious

organizations in Nigeria should follow suit. They should prioritize training in

Human Resource Management that had long been neglected in terms of

research and application. Where training in Human Resource Management

had either been handled haphazardly or premised on a faulty diagnosis of

organizational training needs should now be handled with amount of

seriousness with a lot of time and money committed to it. Religious *

organizations in Nigeria should avail themselv2s of the operational framework

of the RCCG on the options and strategies for enhancing organizational

growth, spread and general development. Within the religious sector, it is no

longer in contention whether RCCG is the fastest growing church in this part

of the world or nation. And the secret for this increasing growth, spread

and development is drawn from her recognition and appreciation of the

role of training in Human Resource Management.

Most importantly, the implication of these findings is that the quality

and development of human resources gives any organization its competitive

edge whether in public, private or voluntary sector, the Human Resource

Management of Religious Organizations should therefore avail themselves of

the opportunity provided by various theories which pertains to training in

Human Resource Management; adopting these tenets will not in any way

erode the spirituality of personnel of these organization.

Therefore, this finding is an eye opener to the fact that Religious

organizations are researchable and that the adoption of management science

in the training of Human Resources by these organizations (as done by

RCCG) is highly valuable.

CHAPTER FIVE: SUMMARY, CONCLUSION

AND RECOMMENDATIONS

5.1 SUMMARY

It is important to reiterate that, this study was all about examining the

role of training in Human Resource Management in Religions organizations in

Nigeria, with specific reference to the Redeemed Christian Church of God

(RCCG). Attendant to the above broad goal, is the unraveling of the

contributions of training; the various modes and organslinstitutions used; the

extent of utilization of trained personnel; the effects of lack of training; as well

as the attendant impediments to a successful recognition and appreciation of

training programmes in RCCG.

However, the study was carried out under five chapters. Chapter one

covered the introduction or background to the study. Chapter two deduced

the background information about RCCG and reviewed the relevant

literatures on Human Resources Management, training alld religious

organizations in Nigeria. Chapter three presented and discussed the findings;

while chapter four interpreted the findings and related its implications to

administrative efficiency. Finally, chapter five summarized, concluded and

made relevant recommendations.

Moreso, in carrying out the research both the primary (questionnaires

and interviews) and secondary (documentary analysis) methods of data

collection were used. The findings therefrom revealed that training plays

important role in Human Resource Management in RCCG; that RCCG

appreciates positively, the contributions of training through the various

a modes, organs/institutions, that trained personnel have also been adequately

utilized and no room is given for untrained personnel, and that the

organization is not impeded by factors of non-recognition and suitable

application of training programmes.

Howbeit, it was also cautioned that effective supervision of the trained

personnel as well as the consolidation of the gains made in terms of growth

spread and development, are issues that should be guarded seriously

5.2 CONCLUSION

From the forgoing, there is a general consensus that training in Human

Recourse Management is an inevitable activity of any Management that

wishes to achieve its goals. Moreso, human resources are the highest asset

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. And due to the fact that the religious community

do not operate in isolation and have become subject to social changes and

organizational complexities; training programme must therefore be

appropriately designed and implemented to meet specific performance

needs.

Consequently, the study, having investigated, analyzed and appraised

the role of training in Human Resource Management in Religious

organizations in Nigeria, and RCCG in particular, came up with some major

4r findings: that, there is a role played by training in Human Resource

Management of RCCG, that the RCCG has a good perception on the

contributions made by training in her Human Resource Management; that the

various training organslinstitutions have succeeded in realizing her training

needs and objectives, that the modalities for administering the training

programmes have been appropriate, that the RCCG utilizes her trained

personnel, that RCCG recognizes the grave dangers of lack of training and t

hat .impediments arising from recognition and appreciation of training, have

not hindered the organization. All these were however, responsible for the

rapid growth, spread and development of the organization across the globe

today. It is indeed, one of the fastest growing religious organizations in the

world today. And being a medieval religious organization in Nigeria in terms

of history; other organizations stand to grow, spread and develop, if they

recognized and appreciate the role of training in Human Resource

Management, as the RCCG did.

5.3 RECOMMENDATIONS

As stated earlier in this study, the religious organization in Nigeria, are

geared towards bringing the knowledge of spirituality to the physical man,

interveninglsolving human problems, helping to achieve peaceful and

prosperous society, and preparing people for a home outside the present

world, among others. There is therefore no doubt that over times, the

operators of these organizations (human resources) must have to undergo

various training in order to meet up with the exigencies of time.

In line with the above, and for the religious organization to achieve

these objectives; further studies that would help demystify the over

emphasized 'Spirituality' of the goals of these organizations, should be

encouraged. Scholars should no longer shy from conducting researches on

the activities of religious organization, as these bodies are not ends to

themselves but a means to end.

It is hereby recommended also that in order to enhance training and

other related activities further proliferation of these religious organizations,

should be discouraged. The consolidation of these organizations would help

make for easier access to finance, time and other things needed to improve

their lots.

Another point of emphasis is that the staff or personnel of these religious

organizations should take the issue of training or other activities as serious as

those of their secular endeavour. It is a common knowledge that people

seldom takes any training .activity or the likes, as serious issue. If only the

practitioners of these religious organizations could take training and related

activities seriously; these bodies would live up to their expectations.

It is also recommended here that these religious organizations, should

liaise with secular institutions for an exchange study programmes for their

Pastors, Ministers and workers. It is obvious that some of the Human

Resources of these organizations, are not educated in the secular issues,

and this has posed several constraints to them, in terms of public interaction

and achieving a friendly wider society.

Above all these, the religious organizations should become epitome of

what their holy book teaches them and not being hypocrites. If only the

practitioners would observe the ordinances in their holy books; the society

will be a good place to live.

BIBLIOGRAPHY

BOOKS

Adarnolekun, L. (I 983) Public Administration: A Nigerian and Comparative Perspecfive London: Long man.

Akpan, N.U. (1 982) Public Administration in Nigeria Lagos: Long man.

Armstrong, M. (1'977) Personnel Management Practice. London: Kogan Page Limited.

Bagaji, A.Y. (2003) Substance and Public Administration in Nigeria I badan: University Press PLC.

BEum, M, & Naylor J. (1 976) industrial Psychology. New York: Harper and Row.

Fagbemi, A.O. (1992) Evaluatiorl of Trair~ing. ASCON Vol. 3.

French, W.L. (1 978) The Personnel Management Process. Boston: Houghton Mifflin Company.

Hart, B.L. (1 991) Training Methods that Works. London: Kogan Page

Mathis, R. L. & Jackson, J.H. (1 997) Human Resource Management Minnerapolis: West Publishing Company.

McGehee, Y & Thayer, P.W. (1 961 ) Training in Business and Industry. New York: John Wiley.

Nwachukwu C.C. (1 988) Management Theory and Practice. Africana FEP Publishers.

Olusegun, B. (1 999) The Trees Clap Their Hands and A &?mpr&ensive Compendium & Source Book on the Redeemed chist ian Church of God. Lagos; El-shalom Publishers.'

Onah, F.O. (2003) Human Resources Management. Enugu: Fulladu Publishing Company.

Oshitelu, G.A. (2002) Expansion of Christianity in West Africa Abeokuta: Visual resources Publishers.

Storey, J. (1 995) Human Resource Management: A Critical Text. London: Routfedge.

Trank, H. E. (1 974) Human Resource Development: The European Approach. Texas: Gulf Publishing Company.

Ubeku, A.K. (1975) Personnel Management in Nigeria Benin City: Ethiope.

APPENDIX I

UNIVERSITY OF NIGERIA, NSUKKA DEPARTMENT OF PUBLIC ADMINISTRATION AND LOCAL GOVERNMENT

RESEARCH PROJECT ON THE ROLE OIz TRAINING IN HUMAN RESOURCE MANAGEMENT IN RELIGIOUS ORGANIZATIONS IN NIGERIA: A CASE STUDY OF THE REDEEMED CHRISTIAN CHURCH OF GOD (RCCG)

QUESTIONNAIR'E

Dear Sir1 Madam,

1 am conducting a study on the above topic. The Research is primarily an

academic exercise in partial fulfillment for the award of a Masters degree in Public

Administration Degree (MPA) of the University of Nigeria, Nsukka.

The information you give will be kept strictly confidential and used for the

research purpose only. Your sincere responses to the questions are therefore highly

solicited.

Thank you for your anticipated cooperation.

Yours faithfully

Pastor Wisdom Nenty

SECTION ONE: PERSONAL DATA:

Please tick good (4) where applicable

Present Departmenttunit ......................................................

(Ministry, Administrative etc)

Ran k/Position.. ......................................................................

Condition of Employment ..........................................................

(Full time, part time, Volunteer, etc)

Academic Qualification

(a) W.A.E.C, GCE,/Equivalent ( )

(b) NCE, ONDIEquivalent ( 1 (c) BSc.1 HND & Equivalent ( )

(d) M.Sc. M.A./Equivalent ( )

(e) Ph.D ( 1 Length of Service

(a) 1 - 5 ( )

(b) 6- 10 ( 1 (c) 11-15 ( )

(d) 1 6 - 2 0 ( )

(e) 21-above ( 1 Have you obtained any Formal Christian Education in the folluwing training

institutions?

(a) The Redeem Christian Bible College (RCBC) ( )

(b) Redeemed Christian School of Missions (RCSM) ( )

(c) School of Disciples (SOD) ( )

(d) Sunday School ( )

SECTION TWO

The Role of Training in Human Resource Management

(7) Training is necessary for the realization of the goals and objectives of RCCG

{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree ( )

No idea ( )}.

(8) Training is crucial for the existence continuity, survival and development of

RCCG (Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree

( 1 idea ( 11. (9) Training gives the staff of RCCG confidence to carry out the responsibility of

their job (Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree

( ) No idea ( )}.

The Contributions of Training in Human Resources Management of RCCG

(10) The ongoing training programmes in RCCG is responsible for the growth,

spread and development of the church. (Strongly Agree ( ), Agree ( )

Disagree ( ) Strongly Disagree ( ) No idea ( )}.

(1 1) Training eliminates stagnation and frustration in Human Resources

Management of RCCG. {Strongly Agree ( ), Agree ( ), Disagree ( )

Strongly Disagree ( ) No idea ( )I. (12) Training exposes the staff of RCCG to new ideas, techniques and strategies

for their job responsibilities. {Strongly Agree ( ), Agree ( ), Disagree

( ) Strongly Disagree ( ) No idea ( )I. The Various Training Modes Used in RCCG

(13) The various training modes are directed towards old and new employees.

(Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree

( ) No idea ( )}.

(14) The various training modes are adequate to prepare the ministers and

workers for effective service delivery (Strongly Agree ( ), Agree ( ),

Disagree ( ) Strongly Disagree ( ) No idea ( )}.

(45) The various training modes of RCCG are suitable and apprvpriate to her

training needs. {Strongly Agree ( ), Agree ( ), Disagree ( )

Strongly Disagree ( ) No idea ( . )).

Effects of Lack of Training in RCCG

(16) Untrained staff of RCCG introduces strange doctrine into the system.

{Strongly Agree ( ). Agree ( ), Disagree ( ) Strongly Disagree ( )

No idea ( )}.

(17) Untrained staff of RCCG violates the rules and regulations of the church.

{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree

( ) No idea ( )].

(1 8) Lack of training breed confusion and stagnation in RCCG {Strongly Agree

( ). Agree ( ). Disagree ( ) Strongly Disagree ( ) No idea ( )I. Utilization of Training Human Resources in RCCG

(19) Once you are trained in RCCG you can be employed by the mission

{Strongly Agree ( ), Agree ( ), Disagree ( ) Strongly Disagree ( )

No idea ( )}.

(20) Top managerial and leadership positions in RCCG are entrusted in the hands

of staff trained within the organization. (Strongly Agree ( ), Agree ( ),

Disagree ( ) Strongly Disagree ( ) No idea ( )}.

(21) Trained and experienced staff of RCCG enjoys rapid promotion and other

fringe benefits {Strongly Agree ( ), Agree ( ), Disagree ( )

Strongly Disagree ( ) No idea ( . )}.

Impediments to the Recognition and Appreciation of the Role of training in

RCCG

(22) Lack of Finance is the major impediment to RCCG from Recognizing and

appreciating the role of training (Strongly Agree ( ), Agree ( 1, Disagree ( ) Strongly Disagree ( ) No idea ( )].

(23) RCCG does not recognize and pay adequate attention to training and Human

Resources Development. (Strongly Agree ( ), Agree ( ), Disagree ( )

Strongly Disagree ( ) No idea ( )I. (24) Work load and lack of time hinders the recognition and appreciation of the

role of training in RCCG (Strongly Agree ( ), Agree ( ), Disagree ( )

Strongly Disagree ( ) No idea ( )I.

The Success of the Various Training Organsllnstitutions of RCCG

The various training organslinstitutions of RCCG has reduced the problems

of shortage and inefficiency of RCCG personnel {Strongly Agree ( ),

Agree ( ), Disagree ( )Strongly Disagree ( ) No idea ( )}.

The various training organslinstitution of RCCG affects positively the quality

of performance of RCCG staff. {Strongly Agree ( )I Agree ( ) I

Disagree . 1 ) Strongly Disagree ( ) No idea ( )}.

The various training organslinstitutions of RCCG has been able to meet the

training needs of the church. {Strongly Agree ( ), Agree ( ), Disagree

( ) Strongly Disagree ( ) No idea ( )}.