TABLE OF CONTENTS
Title Page – – – – – i
Certification – – – – – ii
Approval Page – – – – – iii
Dedication – – – – – iv
Acknowledgments – – – – – v
Table of contents – – – – – vi
List of tables – – – – – ix
Abstract – – – – – x
CHAPTER ONE
INTRODUCTION
1 .1 Background of Study
– – – 1
1.2 Statement of the Problem
– – – 3
- Objectives of the Study – – – 3
1.4 Research
Questions – – – 4
- Research
Hypotheses – – – 4
1.6 Significance
of the Study – – – 4
1.7 Scope
of the Study – – – 5
1.8 Limitations
of the Study – – – 5
1.9 Definition
of the Terms – – – 5
References
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Concept of Human Capital – – – 8
2.2 Human Capital Management (HCM) Features and
Functions 9
2.3 The Emergence of
Human Capital Theory – – – 11
2.3.1 Macro Orientation:
Economic Perspectives – – – 11
2.3.2 Micro Orientation:
Organizational Perspectives – – 13
2.3.2.1 Human Capital and the Resource-Based View Theory – 13
2.3.2.2 Human Capital and Strategic Human Resource Management 18
2.3.2.3 Issues with Human Capital and Performance Linkage – 23
2.4 Human Capital and Complementary Capitals – – 24
2.4.1 Intellectual Capital – – – 26
2.4.2 Social Capital – – 28
2.4.3 Organizational
(Structural) Capital – – – 29
2.5 Human Capital,
Human Resources: Rhetoric and Reality – 32
2.5.1 Making Sense of Rhetoric: Managerial Cognition and Psychological Contract – – – 34
2.6 Critical Views on
Human Capital – – – 37
2.6.1 Resistance – – – 40
2.7 Concept
of Organisational Performance – – – 43
2.7.1 Factors
Affecting Performance – – – 44
2.8 The
Theory on Performance Management – – – 44
2.8 .1 Performance Criteria – – – 45
2.8.1.1 Trait Based Criteria – – – 45
2.8.2.2 Behaviour Based Criteria – – – 45
2.8.2.3 Outcome Based Criteria – – – 45
2.9 The
Relationship between Human Capital and Firm Performance 45
References
CHAPTER THREE
RESEARCH METHODOLOGY
- Introduction – – – 60
- Research Design – – – 60
- Sources of Data – – – 60
- Instruments for Data Collection – – – 61
3.5 Population
of the Study – – – 61
3.6 Sample
Size Determination – – – 62
3.7 Sampling Procedure – – – 63
3.8 Validity
and Reliability of Data and Test Instruments – 64
3.8.1 Validity of Measurement – – – 64
3.8.2 Reliability
of Data – – – 64
3.9 Questionnaire
Design and Administration – – – 64
3.10 Data Treatment Technique(S) – – – 65
CHAPTER FOUR
PRESENTATION AND
ANALYSIS OF DATA
4.1 Questionnaire
Distribution – – – 68
4.2 Gender
Distribution of the Respondents – – – 68
4.3: Marital Status of the Respondents – – – 69
4.4 Educational
Qualification – – – 69
4.5 Test
of Hypotheses – – – 70
CHAPTER FIVE
SUMMARY OF MAJOR
FINDINGS CONCLUSION AND RECOMMENDATIONS
5.1 Summary
of Major Findings – – – 84
5.2 Conclusion
– – – 84
5.3 Recommendations – – – 84
5.4 Suggested
Areas for Future Research – – – 85
Bibliography
Appendix II
Biographical
Question
LIST OF TABLES
Table 4.1 Questionnaire Distribution – – 68
Table 4.2 Gender Distribution of the Respondents – – 68
Table
4.3: Marital Status of the
Respondents – – 69
Table
4.4: Skill Acquisition and
Organizational Performance – 70
Table 4.5: Education and Employee
Skills – – – 70
Table 4.6: Application of Human Capital and Organizational
Performance – – – 71
Table 4.7: Good Experience and Organizational Productivity – 71
Table 4.8: Training and Minimize Waste – – – 72
Table 4.9: Improve Quality and Training – – – 72
Table 4.10: On the Job Training and Organizational Performance 73
Table 4.11: Off-The-Job and Organizational Performance – 73
Table 4.12: Attracting and Developing Performance – 74
Table 4.13: Promoting and Organizational Effectiveness – 75
Table 4.14: Improving Decisions and Talent Resource – 75
Table 4.15: Building Network and Human Capital – 76
Table 4.16: Monetary-Incentive and Performance Organizations 76
Table 4.17: Free Medical Care and Organization – – 77
Table 4.18: Welfare Package and Worker Performance – – 77
ABSTRACT
The purpose of this research work is to highlight the impact of
human capital management on organisational performance in the manufacturing
firms. Today’s business environment is in the state of flux, where
competition is the name of the game. Organizations that fail to change may be forced
to change from existence to non-existence, hence survival is the panacea. To
survive, companies must explore all available avenues that can bring about
competitive advantage. To develop a competitive advantage, it is important that
firms truly leverage on the workforce as a competitive weapon. Specifically,
the study aimed to pursue the following objectives: to establish the relationship between Human capital management and organizational
performance, to examine the extent to which training affects organizational
performance, to ascertain the extent to which talent management impacts on
organizational performance, to evaluate the extent to which incentive and
compensation influence organizational productivity. The study had a population
size of 1,210, out of which a sample
size of 303 was realised using Taro Yamene formula at 5% error to tolerance and
95 % level of confidence. Instrument used for data collection was primarily
questionnaire and interview. The total numbers of 303 copies of the questionnaire
were distributed while 283 copies were returned. The descriptive research
design was adopted for the study. Four hypotheses were tested using Pearson’s
moment correlation coefficient, chi-square (x2) and Z- test statistical tools.
The findings indicate that there was significant relationship between human
capital management and organisational performance. Training positively affects
organisational performance. Incentives and compensations positively influence
organisational performance. The study concluded that theoretical and
technological advance in human capital management has allowed manufacturing
organizations to move beyond managing personnel by head count and billet, the
managing their workforces. The study recommends that Firms should conduct a
workforce assessment to determine the current human capital capacity based on
the verified job requirements.
CHAPTER ONE
INTRODUCTION
1 .1 BACKGROUND OF
STUDY
Today’s business env
