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 developm
