EFFECTIVE HUMAN RESOURCES MANAGEMENT AS A TOOL FOR ORGANIZATIONAL PERFORMANCE A CASE STUDY OF NIGERIAN BREWERIES PLC
ABSTRACT
The Management of Human Resources is an effective way of achieving organizational performance. It has been discovered that most organization are lacking behind in this area and as a result have been experiencing a decline in their productivity as well as failure in the achievement of their goals and objectives. This research work was designed to deal with how human resources in an organization can be effectively managed so as to help in the attainment of organizational performance. In order to solve this problem of lack of effectiveness in management of human resources, data were selected and analyzed using Nigerian Breweries Plc as a case study. However, at the end of the research, it was observed that, effective management of human resources is an important tool for achieving organizational performance; lack of effective management lead management to frequent labour turnover and poor productivity.
In conclusion, the effective use of human resource in an organization will lead to performance of an organization.
CHAPTER ONE
INTRODUCTION
- BACKGROUND OF THE STUDY
One area of an organizational performance is the management of workers in the organization. Business in a market economy depends on certain resources such as the financial resources material resources and human resources. It is through the combination of these resources that the attainment of the goal is achieved. However the most significant and complex component for the attainment of the organizational performance is the human resource.
The concept of human resource according to Udo-Udoaka (1992) refers to the managerial, scientific, engineering, technical, craft and other skills which are developed and employed in creating, designing and developing organization and in managing and operating productive and service enterprise and the economic institution. Human resource is composed of individual working for an organization, employed these days as temporary staff or contracted staff but collectively making up the most important of organizational resources. Therefore, an organization must have the right number and types of employees to who must be managed in such a way that they will be able to achieve their personal and organizational objectives.
Since the early 1980s, the field of human resources management has been in a state of rapid transition. As the world continues to experience profound changes different sets of changes are revolving. Today, most managers are comfortable with the term “Human Resources” but a few still prefer to refer to “people” Employee” or “staff” and to use the term “personal management” Allan Cowling, (1998) argues at one level that terminology ‘may be deemed to be less important, because it is practice that really counts. However, at another level he argues that it does matter because ways of managing people at work have come a long way in the last fifteen years, and a refusal to use the modern term “human resources” can be an indication of a failure to recognize and utilize recent development.
