ABSTRACT
The study is focus on evaluation of the impact of human resource management on organizational performance in nigeria a research study of nigerian breweries plc 9th mile corner enugu and yemenite limited enugu the data collected from the respondents were classified and tabulated to allow the use of percentage analysis ttables, chi-square distribution test and test of hypotheis. Within the limit of the experimental gap, the test accepts the fact that the introduction of educated workforce. A catalyst for human resource development in Nigerina organizations has actually contributed significantly to employees performance. However, the research finally recommends that the company should resort to the use of performance evaluation result to determine who qualifies for training. Management should not nominate trainees all the time to reduce ill feeling among the employees. The company should reward employees after training through promotion and financial benefits to reduce high workers turnover. The human resource development training of workers should be more regular so as to maintain the tempo of motivation that comes through human resource development.
CHAPTER ONE
INTRODUCTION
- BACKGROUND OF THE STUDY
An examination of the most successful and efficient organizations usually reveals that a qualified and satisfied educated work force make a whole lot of difference between mediocrity and success. To make the workforce suitable for tasks and jobs required training, which invariably leads to job satisfaction and its attendant increase in productivity and growth.
According to Mulins (1996:634), one major area of the personnel function of particular relevance to the effective use of human resources in training and development. Few people use of argue against the importance of training as a major influence on the success of an organization. Staff is a crucial but expensive resource. In order to sustain economic and effective performance it is important to optimize the contribution of employees to the aims and goals of the organization.
Drucker (1981:125) notes that in many organizations, it is observed that the quantity and quality of output need to be improved. The cost of waste and equipment maintenance needs to be lowered while employees obsolence needs to be prevented. The success of any enterprise depends entirely on the effectiveness of its human resources on their job. In the wordsk, resources are not made by nature but by man. This is true of two key resources – the human being and capital. Indeed, human being as such is not a “resource”. He becomes a resources only if trained developed and allocated to productive work.
Desatrick (1972:65) notes that every organization, regardless of it size must provide for the needs, interest and desires of its employees within the work environment. It therefore follows that productivity is the function of ability, motivation and situation factors. And organization may have employees of ability and determination, with appropriate equipment and managerial support, yet motivation, commitment, productivity and growth fall bellow target.
Mullins (1976:6634) notes that the general movement towards the downsizing of organization and the nature of management moving towards the devolution of power to the workforce give an increase emphases to an environment of coaching and support. Training is necessary to ensure an adequate supply of staff who are technically and socially competent, and capable of carrier advancement into specialist departments or management positions. There is, therefore, a continual need for the process of staff development and training fulfils an important part of this process. Training should be viewed, therefore, as an integral part of the process to total quality management.
