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consisted of five hundred and thirty two (532) respondents derived from two hundred and sixty six companies that are registered with ITF. Two respondents each i.e. one Production Manager and one Human Resource/Personnel Manager were drawn from the 266 registered companies. The distribution of population of the study is as shown in Table3. 1. Table 3.1: Distribution of Population by Areas of Operation in FB&T, Number of Companies and Categories of Respondents Areas of Operation (Sub-sectors) Number of Companies Production Managers Human Resource /Personnel Managers Flour and Grain Milling 33 33 33 Fruit & Juice 23 23 23 Starch & related Food Products 26 26 26 Meat and Fish 17 17 17 Tobacco 3 3 3 Brewery, Distilling& Blending of Spirit 18 18 18 Flavoring 10 10 10 Tea, Coffee & other Beverages 8 8 8 Biscuits& Bakery Products 25 25 25 Cocoa, Chocolate & Sugar 11 11 11 Confectionary Soft Drink& Carbonated Water 32 32 32 Dairy Product 18 18 18 Animal Feeds 10 10 10 Vegetable &Edible Oil 22 22 22 Poultry Products 10 10 10 Total 266 266 266 3.2.1 Sample of Study The sample was selected from 15 sub-sectors of the FB&T. The sample in this study is discrete elements drawn from available population frame which stood at five hundred and thirty two (532). This is based on the assumption that each of 44
the two hundred and sixty six companies has one Production Manager and Human Resource/ Personnel Manager. The researchers decided to use eighty percent (80%) of the total population as sample for the study. Thus, four hundred and twenty six (426) respondents spread across the fifteen sub-sectors were drawn. The Production Managers formed part of the sample because they are closest to production efforts of the manufacturing industry and so are aware of the needs of the industry. Moreover, they are at the helm of affairs at the production points and understand the issue of Skills-Gap more than other management staff. Also, they supervise the production team and ensure compliance with set standards since they have understanding of policy guidelines. The Human Resource/Personnel Managers were included as sample because they assign staff to various arms of the organization, carry out identification of training needs, design and develop training programmes for staff in order to upgrade their skills and ensure that quality of personnel in the FB&T is adequate. 3.2.2 Sampling Technique Stratified Random Sampling technique was adopted for the study. Stratified Random Sampling is a process by which sample is procured by dividing the population into sampling units with non-overlapping categories and then intensifying the selection from the categories using simple random sampling. The rationale for its use was to ascertain purposeful representation of each stratum. To get an adequate representative sample, the number of registered FB&T companies in each of the Fund’s Area Offices was obtained and classified by subsectors. Each sub-sector was used as a stratum. The researchers, based on the proposed use of 80% sample frame, then employed random selection to get the 45
Page 1 and 2: FEDERAL REPUBLIC OF NIGERIA INDUSTR
Page 3 and 4: Manufacturing Industry … … …
Page 5 and 6: 8.3 Major findings on Measures take
Page 7 and 8: The population of study consisted o
Page 9 and 10: stocks of Nigerian finished goods p
Page 11 and 12: investigate the level of Skills-Gap
Page 13 and 14: Gaps in the FB&T sector v) Do organ
Page 15 and 16: 1.6 Scope and Delimitation of the S
Page 17 and 18: encompassing since it has brought t
Page 19 and 20: performance improvement opportuniti
Page 21 and 22: Manufacturing industry as part of t
Page 23 and 24: there is need for more technologica
Page 25 and 26: politics, (Ezeoha, 2007). Additiona
Page 27 and 28: The potentials of children of any n
Page 29 and 30: periodicals have all identified thi
Page 31 and 32: perform required tasks in industrie
Page 33 and 34: demand for higher level skills in t
Page 35 and 36: Unfortunately and inspite of the ma
Page 37 and 38: to a study such as this. Evans (200
Page 39 and 40: and urgency for a developing countr
Page 41 and 42: youths receive will be relevant to
Page 43: sample, sampling techniques, instru
Page 47 and 48: (SGQHRPM) ii) Skills- Gap Questionn
Page 49 and 50: How the respondents would react to
Page 51 and 52: 3.6 METHOD OF DATA ANALYSIS The ana
Page 53 and 54: espondents did not disclose their s
Page 55 and 56: 4.4 Areas of Operation Table 4.4 pr
Page 57 and 58: CHAPTER 5 BASIC OPERATIONAL AND PRO
Page 59 and 60: Operational Skills at an average le
Page 61 and 62: production process. 20 Ability to c
Page 63 and 64: Productivity improvement for optimu
Page 65 and 66: Analytical 6 3.17 Information Techn
Page 67 and 68: include: Deliberate neglect of Trai
Page 69 and 70: Programmes are not based on Trainin
Page 71 and 72: Policies to guide the selection and
Page 73 and 74: Agencies of training to address iss
Page 75 and 76: training should be subsidized, whil
Page 77 and 78: the instruments. A pilot study was
Page 79 and 80: systematic identification of Skills
Page 81 and 82: needed to bridge Skills- Gap in the
Page 83 and 84: methods in education.Jos: Fab Anieh
Page 85 and 86: Ability to analyze situations Abili
Page 87 and 88: Ability to read manufacturing manua
Page 89 and 90: Ability to obtain information from
Page 91 and 92: Ability to carry out sensory testin
Page 93 and 94: Deliberate neglect of training by m
Page 95 and 96:
Appendix A2 STUDY OF SKILLS GAP IN
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