AN ASSESSMENT OF HUMAN RESOURCES MANAGEMENT STRATEGIES OF EMENITE LIMITED ENUGU

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Abstract

Human resources management exist to help employees and organization reach their numerous goals. In the course of doing this, they face many challenges arising from the demands of the employees, the organizations and the society. And, in a depressed economy like Nigeria, it takes an effective and efficient human resources manager to meet these challenges proactively. The purpose of human resources management is to improve the productive contribution of people in the organization in way that are strategically, ethically and socially responsible. This purpose guides the study and practice of human resources management. In line with the above, this research work investigated low productivity of workers as a basis for investigating the methodology adopted in managing human resources in Emenite Enugu. The study is divided into five chapters. Chapter one is the introductory chapter in which major direction of the work is discussed. Chapter two discussed the review of the related literature. Chapter three discussed the research design and methodology, while chapter four discussed the presentation and analysis of data. Chapter five discussed the findings, recommendations and conclusions based on the analysed data. From the data collected and analysed it was found that the human resources management techniques, methods and process employed by Emenite improved workers performance and productivity of the organization.                 

table of contents

Title page                                                                                i

Certification                                                                                      ii

Dedication                                                                               iii

Acknowledgement                                                                   iv

Abstract                                                                                  vi

Table of contents                                                                     xii

List of tables

Chapter one

  1. Introduction                                                        1

1.1     Background of the study                                                         1

1.2     Historical background of Emenite ltd                            8

1.3     The statement of the problem                                        20

1.4     Objectives of the study                                                  22

1.5     Significance of the study                                                23

1.6     Scope and limitation of the study                                  23

1.7     Research Question                                                         25     

1.8     Definition of terms                                                        26

          References                                                                      31

Chapter two

  • Review of Related  literature                 32

2.1     Overview of human resource management                    32

2.2     Human resource planning-job evaluation                      38

2.3     Recruitment                                                                   40

2.4     Selection                                                                        42

2.5     Orientation of new employees                                                 43

2.6     Training and development                                             44

2.7     Motivation as a human resources strategy                             46

2.8     Management and Employee relationship                       54

2.9     Employees performance appraisal                                56

2.10   Reward system                                                              57

2.11   Separation                                                                     59

2.12   Issues influencing human resource activities                           62

2.12.2         Work Group influence                                                  64

2.12.3           Nature of task                                                              64

2.12.4           Budget                                                                         65

2.12.5  External environment forces                                                 66

2.12.6  Economic conditions                                                   67     

2.12.7  Government requirement and regulations                             68

2.12.8  Labour market                                                             70

2.12.9  Trade union /labour organization                                70

2.12.10 Collective bargaining process                                              73

2.13.1 Strategic management                                                  75

2.13.2 Managing Fundamentals                                                        77

2.13.3 Human resources management approach                     79

2.13.4 Industrial relations strategy                                          82

2.13.5 Marketing strategy                                                       84

2.13.6 Downsizing                                                                  86

2.13.7 Teamwork                                                                              89

2.13.8 Just in time                                                                            90

2.13.9 Evaluating the efficacy of HRM                                   90

References                                                                      92

Chapter three

Research design and methodology

  • Methodology                                                                 97
  • Design of the study                                                        97
  • Sources of data                                                              98
  • Primary data                                                                  98
  • Secondary data                                                              100
  • Procedure in collection of data                                                100
  • Population of the study                                                 101
  • Determination of sample size                                         101
  • Validity of the instrument                                              104
  • Reliability of the instrument                                          105
  • Treatment of data                                                                    106

References                                                                      107

Chapter four

4.0     Presentation, analysis and interpretation

of data                                                                      108

4.1     Introduction                                                                   108

4.2     Presentation and analysis  of  data                                109

chapter five

  • Summary of findings, recommendations

and conclusions                                                 127

5.1     Findings of the study                                                     127

5.2     Recommendations                                                                   129

5.3     Conclusion                                                                    130

          Bibliography                                                                  131

          Appendix I                                                                    135

          Appendix II                                                                             139

List of tables

Table                                                                                                              Page

  • Questionnaire respondent rate.                                                      109
  • Distribution by respondents sex.                                                   109
  • Distribution by category of employee/management staff         110
  • Distribution respondents by highest academic qualification.  111
  • Distribution by opinion on role of human resources

management in Emenite.                                                                 113

  • Distribution by opinion on Emenite recruitment policy.           113
  • Distribution by opinion on staff training.                                                114
  • Distribution by respondents opinion on regularity of promotion exercise.                                                                                    116
  • Distribution by opinion on the performance appraisal

system in Emenite  Ltd.                                                                   117

  • Distribution by respondents opinion on staff welfare.              118
  • Distribution by opinion on performance level.                           119
  • Distribution by opinion on working materials and equipment.            120
  • Distribution by respondents opinion on exercise of initiatives

 on improvement performance                                                       121

  • Distribution by respondents opinion on job environment.       122
  • Distribution by opinion on regularity of payment of salaries

and allowances                                                                                 123    

  • Distribution by opinion on increase in delegation of duties.    124
  • Distribution by opinion on lengths of time spend on medical attention during official hours.                                                     125
  • Distribution by respondents opinion on relationship between unsatisfactory performance and stagnation of some officers            on one grade level.                                                                          126

Chapter one

  1. Introduction

1.1     background of the study

The term human resource management has come to the fore in recent years. There is a growing awareness by management and personnel specialist that the organization is an organic entity and that its parts are so inter dependent that a change cannot be introduced in one place without affecting the entire organization.

The importance of human resource of any organization whether public or private has long been identified. Human beings are resource to any organization, just like inventories or cash in bank. They are the most important asset in an organization. Organizational objectives such as profit maximization, market share, social responsibilities, cannot be fulfilled without human beings who co-ordinate the activities of the organization using other factors of production. The realization of the value of human capital to any organization has led to a proposal by experts that people should be classified as “assets” and to be so recorded in accounting records.

Investment in human capital is a worthy and necessary expenditure if an organization is to discharge its legal, statutory and social responsibilities to the owners, government, the public and society at large.

Where yesterday’s personnel administrators used to be mainly for keeping employees and managers from each other’s throats, today’s human resource managers bring together employees and employers as a partnership in profitable operation and global competitiveness.

Human resource management involves all management decision and practices, which directly affect or influence the people who work for the organization. It brings about improvement in the quality of work life, productivity, job satisfaction, training and development for change.

Human resource management is a modern term for what has traditionally been referred to as, personnel administration or personnel management. Some authors view human resource management as being somewhat different from traditional personnel management. They see personnel management as much narrower and more clerically oriented than human resource management. For the purpose of this study, we will use the term, human resource management.

Human resource management brings about improvement in the quality of work life, productivity, job satisfaction, training and development and readiness for change.

Human resource management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible.

Human resources management embraces those activities designed to provide for and co-ordinate the human resources of an organization. It involves management decisions and practices that directly affect or influence the people who work in the organization (Ugbaja, 2002: 78). It emphasizes the individual employee as against collective relation between management and labour.

According to Metcalf (2003: 1), Human resources management involves management relying less on hierarchy and command but becoming more participative and open. The aim is to promote co-operative relations between management and employees and to avoid controversies associated with traditional industrial relations.

Human resources management requires a package of measures including employee involvement, relating pay to performance, care with selection and training and fair treatment of employees.

According to Nwatu (2000: 49), organizations operating human resources management policies devote resources to staff recruitment, selection, training and development as well as social welfare and security schemes. They are particularly keen to employ individuals who can operate flexibly and adopt to different tasks as opposed to keeping rigidly to defined job demarcations. They must also be able to adapt to rapidly changing work arrangement.

Some of the Human resources challenges that face most organization are in recruitment, performance management, training and development, motivation and compensation management. Recruitment has become an important element in human resource management.

Human resources determine every organization’s success.

Human resources have become an indispensable factor of production system. Thus, every firm uses its human resources to achieve its goal. However, not all types of human resources are needed by all organizations. In 1950s automation (robotic Engineering) targeted at displacing workers with machine, Imaga (1996:288) became possible task. Rather than eliminating human labour, its consequence was improved labour quality (job skill and job satisfaction).

This is accomplished by training high-level manpower to operate and manipulate robot/machines. An insight into Japanese industrial revolution reveal that her greatest resource is either land which is relatively too small nor capital which lack a formidable base,  but it

was her  human resource which is almost 100% literate and skilled as a result of training and development.

According to Lioyd L. Byars and Leslie W. Rue (1991:6-7) Human resource functions are concerned with variety of activities that significantly influence all areas of organization and include the following:

AN ASSESSMENT OF HUMAN RESOURCES MANAGEMENT STRATEGIES OF EMENITE LIMITED ENUGU