THE ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT IN ENHANCING ORGANIZATIONAL PRODUCTIVITY
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
This chapter examines the existing knowledge information and facts written by various authors and scholars including other bodies as they relate to the subject matter.
An organization cannot operate in isolation without the presence of human resource may must work before goals are achieved in an organization. It is a well known fact that it is the combination of information, capital material and human resource that make up an organization but it should be noted that material resource can not operate without the help of human resources which directs and manage the activities in an organization.
human resource development is not new, many scholars; present and past have written a lot about it, some in form of coments, statement, opinion etc as contained in journals, magazines, book and newspaper. The researcher will be devoted to viewing some of the these works various author and scholars.
CONCEPT O HUMAN RESOURCE
Man over time has become an indispensable tool in accomplishing organizational goals. The absence of man when other factors of production are available will be the end of the organization. Therefore, the importance of man in an organization can not be replaced, man must work before goals are attained and to make man work, he must be understood; as such it has became very important to have a department that will be responsible for developing a better man for better organizations the name of such department varies from one organization to the other, some call it human resource department others call it personnel welfare department, personnel development unit, personnel department etc the departments play a major role that is centered on the human resource of an organization.
Management is a generic term and subject to many interpretations, different ideas are attributed to the meaning of management, everyone can be regarded as a manager to some extend but we are concerned of management as involving people working beyond themselves and exercising formal authority over the activities and performance of other people.
We can therefore regard management as defined by Mullins (1999) in his book “management and organization behaviour” as:
- Taking place within a structural organizational self and with prescribe roles.
- Directed towards the attainment of aims and objectives
- Achieved through the effort of other people using systems and procedure.
Human resource management according to Michael Armstrong (2006) is defined as a strategic and coherent approach to the management of an organization’s most valued asset – the people working there who individually and collectively contribute to the achievement of its objectives.
Storey (1989) believes that human resource management can be regarded as “a set of inter-related policies with an ideological and philosophical under pinion. He suggest for aspects that constitute the meaningful version of human resource development.
- A particular constellation of beliefs and assumptions
- A strategic thrust informing decisions about people management.
- The central involvement of line manager; and
- Reliance upon a set of ‘levers’ to shape the employment relationship.
