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
- 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
- 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: