impact of human resource management
TRANSCRIPT
-
7/28/2019 Impact of Human Resource Management
1/53
1
IMPACT OF HUMAN RESOURCE MANAGEMENT FOR THE
DEVELOPMENT OF ORGANISATION PRODUCT AND SERVICE
CHAPTER ONE
1.0 INTRODUCTION
This chapter presents the background of this study, statement of problem,
research objectives, research questions, formulated hypotheses, significance
of study and scope of study.
1.1 BACKGROUND TO THE STUDYCertainly, many organizations have voiced the idea that their human
resources differentiate them from their competitors. Particularly, the public
sectors Organization as Nigeria Port is widely diverse as has focused on
human resources as having special strategic value for organization
development..
Some ways that human resources become a core competency in an
organization is its ability to increase productivity and performed credibly
for organization development in ad mists of several competitor. The
organization unique efforts to attracting and retaining employees with
unique professional and technical capabilities, investing in training and
development of those employees and compensating employed in ways that
retain and keep employees competitive with their counterparts in other
organizations.
For many organizations talented employees are the cornerstone of a
competitive advantage. If the organization competes based on new ideas,
outstanding customer service, or quick accurate decisions, having excellent
-
7/28/2019 Impact of Human Resource Management
2/53
2
employee is critical of course, not every organization must compete on the
base of having the best employees, but even for those that do not,
employees are major source of performance, problem, growth, resistance
and lawsuits. Therefore, designing systems to effectively manage peoplewith their needs, expectations, quirks, legal rights motivation and high
potential is a challenge to every organization. Consequently, the increases
in organization productivity and performance depends on the human
resources development and management. The public sector in Nigeria
might have attained this position or not therefore necessitated for this study.
1.2 STATEMENT OF THE PROBLEMThere are divergent opinions on Human Resource development in Nigeria
public Enterprises department as its impacts are not felt and insignificant;
however, in the past employers of labour have been complaining that
employee perform their work efficiently when they are newly employed but
with time, their efficiency and productivity decreases, in context employee
have attributed decrease in efficiency and productivity to the fact that
employers do not provide adequate incentives, motivation and training to
enable them put in the their best. The use of incentives, motivation and
training should be the entire factors for development of Human Resource.
Therefore, the problems of this study can be based as follows:
- Lack of effective and well organized training program for employee.- Poor incentives and benefits administration.- Inability. to motivate employee(monetary and non monetary) and
ineffective management of performance appraisal.
1.3 OBJECTIVES OF THE STUDYThe objectives of this study are as follows:
-
7/28/2019 Impact of Human Resource Management
3/53
3
- To ascertain the extent to which training can influence humanresource performance.
- To examine how increases and effective management of incentivesand benefits will influence human resources performances andincrease productivity.
- To also examine the extent of which employees motivation willincrease productivity.
- and to examine the public enterprise management of performanceappraisal and how it affects human resources performances
1.4 RESEARCH QUESTIONSThe research questions for this study are as follows:
- What effect is training on the development of human resource in thepublic sector?
- Did the organization incentives and benefits influence employeesperformances?
- Are the human resources in public sector adequately motivated?- How effective is the management of performance appraisal in public
sector? And how is it affecting employees?
1.5 FORMULATED HYPOTHESESCertain primary statements are formulated and subsequently tested for, in
order to determine their validity and arcertainbility.
Ho: When organization develops training programs, the manager should not
set specific and measurable goal specifying what employees are to
learn
-
7/28/2019 Impact of Human Resource Management
4/53
4
Hi: When organization develops training programs, the manager should set
specific and measurable goal specifying what employees are to
learn.
Ho: Managers in public sector needs not to understand how and why
human resources make different choices regarding employee
performance and motivation.
Hi: Managers in public sector needs to understand how and why human
resources make different choices regarding employee performance
and motivation.
1.6 SIGNIFICANCE OF THE STUDYThere is the need now than ever to re-discover the weakness and the
strengths of Human Resources in organization. The study will throw more
light in to the effectiveness of the use of Human Resources in developed
organizational policies.
It will also unravel the problems, frustrations and anxieties that Human
Resources managers meet in their work environment, especially where
decisions making are necessary.
The study will also serve as a useful tool for those in the management
science discipline who would like to carryout further research in this area.
Human Resources management satisfies the basic needs of employees
motivation, training and development these make the Human Resources
more respected and loyal to the organization. It would assist management to
create a situation where organizational and employees goal can be satisfied
and promote unit through Human Resources.
-
7/28/2019 Impact of Human Resource Management
5/53
5
1.7 SCOPE/LIMITATION OF THE STUDYThis study is concerned with Human Resources development using Nigeria
Port PLC headquarter in Lagos.
However, this study is limited due to the inability of the researcher to have
access to the major data that are necessary. The organization concerns
refused access to major data that are necessary for the study; apart from
this, time and money constraint also limited the effective of this research.
1.8 DEFINITION OF TERMS- HUMAN RESOURCES: The available working force that are
participating in the production/servicing process.
- TECHNICAL CAPABILITY: The special employees that haveskilled on a particularly job.
- ACCURATE DECISIONS: The decision make at the appropriatetime for the development of organization.
- PUBLIC SECTOR: The non profit organization set by governmentto meet the citizenry obligation.
-
7/28/2019 Impact of Human Resource Management
6/53
6
CHAPTER TWO
LITERATURE REVIEW
2.1 INTRODUCTION
According to Ason (1999), the primary interest of Nigerias colonial
masters was administration and maintenance of law and order. The colonial
regimes human resources development and utilization policy was,
therefore, aimed at the development of indigenous personnel for these two
purposes. The organized and professionally managed firms within the
private sector at that time were merely outfits or branches of parent
companies from Europe whose essential aim was exploitation of the
resources of the nation for the benefit of their home nations, and not the
industrial development of Nigeria. It was, therefore, not a surprise that their
own respective policies on the development and utilization of personnel
were directed at achieving this outward-looking goal. In both the public and
the private sectors, there were no serious and well-meaning efforts to
develop indigenous staff during the pre-Independence era. Training of
Nigerians largely took the form of formal education which allowed them to
acquire only qualifications needed to obtain enhanced administrative
appointments.
According to Hillard (2000); this lack of appreciation of the role of
specialized knowledge and professional training in the management of the
nations public service persisted until the dawn of Independence. The
colonial masters woke up to the reality that indigenous staff would be
needed to take over the management of the Service from the expatriate
officers. The Colonial Government further realized that it was vitally
necessary to equip the Nigerians, who were going to take over, with the
-
7/28/2019 Impact of Human Resource Management
7/53
7
additional skills they would need to tackle the challenges of nation-building
in the immediate future. A Nigerianization Commission was appointed with
the specific task of speeding up the supply of trained Indigenous manpower
to the Service. Following the publication of the final report of theParliamentary Committee on the Nigerianzation of the nations Public
Service in 1960, the Standing Committee on training and the
Nigerianization Office came into being as the Federal Governments
Central Authorities responsible for training matters. These two bodies were,
among other things, to provide general supervision control and various
training systems as may be possible. In this manner, manpower
development became institutionalized in the Federal Civil Service with the
Nigerianization Office being initially part of the Prime Ministers Office.
Soon after, the Office was merged with the former Federal Ministry of
Establishments which was responsible for personnel matters, including the
Nigerianization of the Federal Public Service. (Yahaya (1999)
When Nigerians took over the reins of government in October, 1960, one of
the first things that became clear was the need to develop indigenous
personnel in all sectors of the economy to implement the various
programmes and goals meant to be pursued as a means of enhancing the
welfare and security of Nigerians. Having achieved substantial progress in
the Nigerianization of the Federal Public Service, emphasis shifted to the
urgent problem of staff development and career planning with the intention
of preparing Nigerian officers to deal with and tackle the complex problems
usually associated with a dynamic and growing Public Service in a
developing country.
In this spirit, Government sought the assistance of the Institute of
Administration, of the University of Ife (now Obafemi Awolowo
-
7/28/2019 Impact of Human Resource Management
8/53
8
University). A survey was conducted on the training needs of the Federal
Civil Service. This Identification of Training Needs exercise conducted by
the late Wolle, (1969), Senior Consultant in Public Administration,
revealed, among other things, that there was an urgent need for systematicand regular programme for the development of civil servants of all cadres.
After considering Wolles report, the Government in its first ever White
Paper on Staff Development recognized that training was indispensable for
efficient manpower utilization. The White Paper, Issued in April, 1969
under the title of A Statement of Federal Government Policy on Staff
Development in the Federal Public Service, can be regarded as
Governments first formal definitive guidelines on personnel development
in the Federal Civil Service. The position, therefore, is that for a long while
now the Federal Government has accepted the responsibility to fully train
its officers as a means of not only enabling them to do their jobs better but
also as a way of preparing them for advancement and high responsibilities.
Government has long ago recognized the need for an integrated national
policy on human resources development and utilization that will take
account of the needs, goals and objectives of the public sector as well as of
the private sector.
2.2 Human Resources Development and Utilization: Policies and Practices
in Nigeria.
The development and utilization of human resources is of prime concern to
any nation, irrespective of her level of development or ideological leaning
because, of all the resources of a nation, people are the most valuable.
Nigeria is no exception to this universal truth. That this area of national
endeavour is engaging the attention of the Government today should,
therefore, not come as a surprise. Although Nigeria does not, as yet, have
-
7/28/2019 Impact of Human Resource Management
9/53
-
7/28/2019 Impact of Human Resource Management
10/53
10
taken to direct greater attention and resources to the training and
development of junior staff who always constitute the greater percentage of
staff, in practically every organization.
The following relevant questions need also to be tackled:
(i) What adverse effects has the nation suffered up till now from theabsence of a national policy on HRD and U?
(ii) How much of the fabled low productivity of the Public Service canbe attributed to human resources development and utilization
practices?
(iii) How much of the much-taunted greater efficiency of the privatesector organizations can be accounted for by their HRD and U
practices?
(iv) Are there common trends running through HRD and U policies andpractices in private sector organizations?
(v) How much of a handicap does lack of requisite data constitute toformulation of good policies and development of efficient practices
in HRD and U in Nigeria and how can these adverse effects be
minimized?
(vi) Are the career prospects for human resources development officersin both the public and private sectors bright enough to engender
confidence, develop professionalization and encourage new
entrants? What kind of support should they be offered to enhance
their effectiveness and capabilities? -(Ason 1999)
2.3 CHANGE AND HRM
Beyond the objective legal context of Human Resource Management in
Nigeria, various social changes are also affecting how organizations
interact with their employees. First, many organizations are using more and
-
7/28/2019 Impact of Human Resource Management
11/53
11
more temporary workers today allows organizations to add workers as
necessary without risk that they may have to eliminate their jobs in the
future.
Second, dual-career families are much more common today than just a few
years ago. Organizations are finding that they must make accommodations
for employees who are dual-career partners. These accommodations may
include de laying transfers, offering employment to the spouses of current
employees to re tam them, and providing more flexible work schedules and
benefits packages. A related aspect of sod change and HRM, workforce
diversity, Ubeki (1999).
Employment-at-will is also becoming an important issue. Although
employment-at-will have legal implications, its emergence as an issue is
socially driven. Employment-at-will is a traditional view of the workplace
in which organizations can fire an employee for any reason. Increasingly,
however, people are arguing that organizations should be able to fire only
people who are poor performers or who violate rules and, conversely, not
be able to fire people who report safety violations to OSHA or who refuse
to perform unethical activities.
Several court cases in recent years have upheld this latter emerging view
and have limited much organizations ability to terminate employees to
those cases where there is clear and just cause or as part of an organization
wide cutback (Ubeki (1999).
-
7/28/2019 Impact of Human Resource Management
12/53
12
2.4 HUMAN RESOURCE PLANNING
The starting point in attracting qualified human resources is planning.
Human resource planning, in turn, involves job analysis and forecasting the
demand and supply of labor both in public and private enterprises.2.4.1 Job Analysis
Job analysis is a systematic analysis of jobs within an organization. A job
analysis is made up of two parts. The job description lists the duties of a
job; the jobs working conditions; and the tools, materials, and equipment
used to perform it. The job specification lists the skills, abilities, and other
credentials needed to do the job. Job analysis information is used in many
human resource activities. For instance, knowing about job content and job
requirements is necessary to develop appropriate selection methods and
job-relevant performance appraisal systems and to set equitable
compensation rates. (Griffin 2002).
2.4.2 Forecasting Human Resource Demand and Supply
After managers fully understand the jobs to be performed within the
organization, they can start planning for the organizations future human
resource needs. Figure 2.1 summarizes the steps most often followed. The
manager starts by assessing trends in past human resources usage, future
organizational plans, and general economic trends. A good sales forecast is
often the foundation, especially for smaller organizations. Historical ratios
can then be used to predict demand for employees such as operating
employees and sales representatives. Of course, large organizations use
much more complicated models to predict their future human resource
needs.
-
7/28/2019 Impact of Human Resource Management
13/53
13
According to Torado (2001), forecasting the supply of labor is really two
tasks: forecasting the internal supply (the number and type of employees
who will be in the firm at some future date) and forecasting the external
supply (the number and type of people who will be available for hiring inthe labor market at large). The simplest approach merely adjust present
staffing levels for anticipated turnover and promotions. Again, though,
large organizations use extremely sophisticated models to make these
forecasts.
Source: Griffin (2002)
Management
Assess trends in
External labor markets Current employees future organizational
plans General economic trends
Predict demand
Forecast internal supply Forecast external supply
Compare future demand andinternal supply
Plan for dealing with predictedshortfalls or overstaffing
-
7/28/2019 Impact of Human Resource Management
14/53
14
At higher levels of organization, managers plan for specific people and
positions. The techniques most commonly used is the replacement chart,
which lists each important managerial position, who occupies it, how long
he or she will probably stay in it before moving on, and who (by name) isnow qualified or soon will be qualified to move into the position. This
techniques allows ample time to plan development experiences for persons
identified as potential successors to critical managerial jobs.
To facilitate both planning and identifying persons for current transfer or
promotion, some organizations also have an employee Information system,
or skills inventory. Such systems are usually computerized and contain
information on each employees education, skills, work experience, and
career aspirations. Such a system can quickly locate all the employees in
the organization who are qualified to fill a position requiring.
Forecasting the external supply of labor is a different problem altogether.
How does a manager, for example, predict how many electrical engineers
will be seek in power station three years from now? To get an idea of the
future availability of labor, planners must rely on information from outside
sources such as state employment commissions, government reports, and
figures supplied by colleges on the number of students in major fields.
(Torado 2001, Ubeku 1999).
2.4.3 Matching Human Resource Supply and Demand
After comparing future demand and internal supply, managers can make
plans to manage predicted shortfalls or overstaffing. If a shortfall is
predicted, new employees can be hired, present employees can be retrained
and transferred into the understaffed area, individuals approaching
retirement can be convinced to stay on, or labor-saving or productivity-
enhancing systems can be installed. (Meier 2000).
-
7/28/2019 Impact of Human Resource Management
15/53
15
If the organization needs to hire, the external labor supply forecast helps
managers plan how to recruit, based on whether the type of person needed
is readily available or scarce in the labor market. The trend in hiringtemporary workers also helps managers in staffing by affording them extra
flexibility If overstaffing is expected to be a problem, the main options are
transferring the extra employees, not replacing individuals who quit,
encouraging early retirement and laying people off.
2.5 RECRUITING HUMAN RESOURCES
Julius (2003) states that, once an organization has an idea of its future
human resource needs, the next phase is usually recruiting new employees.
Recruiting is the process of attracting qualified persons to apply for the jobs
that are open. Where do recruits come from? Some recruits are found
internally; others come from outside the organization. Management
InfoTech describes how some firms are using the Internet to recruit new
employees.
2.5.1 Internal Recruiting
Internal recruiting means considering present employees as candidates for
openings. Promotion from within can help build morale and keep high-
quality employees from leaving the firm. In unionized firms, the procedures
for notifying employees of internal job change opportunities are usually
spelled out in the union contract. For higher-level positions a skills
inventory system may be used to identify internal candidates, or managers
may be asked to recommend individuals who should be considered. One
disadvantage of internal recruiting is its ripple effect. When an employee
moves to a different job, someone else must be found to take his or her old
job.
-
7/28/2019 Impact of Human Resource Management
16/53
16
2.5.2 External recruiting
External recruiting involves attracting persons outside the organization to
apply for jobs. External recruiting methods include advertising,employment agencies or executive search firms, union hiring halls, referrals
by present employees, and hiring walk-ins or gate-hires (people who
show up without being solicited). Of course, a manager must select the
most appropriate methods, using the state employment service to find
maintenance workers but not a nuclear physicist, for example. Private
employment agencies can be a good source of clerical and technical
employees, and executive search firms specialize in locating top-
management talent. Newspaper ads are often used because they reach a
wide audience and thus allow minorities equal opportunity to find out
about and apply for job openings.
According to Akuboro (2004), the organization must also keep in mind that
recruiting decisions often go both ways-the organization is recruiting an
employee, but the prospective employee is also selecting a job. Indeed,
recruiters have faced a difficult lob in recent years as unemployment has
continued to increase by early five hundred thousand unemployment had
increased to a twenty five- years increase of 20.5%. The organization
wants to put its best foot forward, treat all applicants without dignity and
strive for a good/bad person-job fit. Recent estimates suggest that hiring the
wrong operating employee-one who flops and either quits or must be
fired-generally costs the organization at least N50,000 in lost productivity
and training. Hiring the wrong manager can cost the organization far more.
One generally successful method for facilitating a good person-job fit is
through the so-called realistic job preview (RJP). As the term suggests, the
-
7/28/2019 Impact of Human Resource Management
17/53
17
RJP involves providing the applicant with a real picture of what performing
the job that the organization is trying to fill would be like.
2.6 DEVELOPING HUMAN RESOURCESRegardless of how effective a selection system is, however, most
employees need additional training if they are to grow and develop in their
jobs. Evaluating their performance and providing feedback are also
necessary.
2.6.1 Training and Development
According to Beach (2002) stated that in Human Resource Management,
training usually refers to teaching operational or technical employees how
to do the job for which they were hired. Development refers to teaching
managers and professionals the skills needed for both present and future
jobs. Most organizations provide regular training and development
programs for managers and employees annually on programs and this
figure doesnt include wages and benefits paid to employees while they are
participating in such programs. The World of Management discusses how
two firms are using the Internet to train employees in different parts of the
world.
2.6.1.1 Assessing Training Needs
The first step in developing a training plan is to determine what needs exist.
For example, if employees do not know how to operate the machinery
necessary to do their jobs, a training program on how to operate the
machinery is clearly needed. On the other hand, when a group of office
workers is performing poorly, training may not be the answer. The problem
could be motivation, aging equipment, poor supervision, inefficient work
design, or a deficiency of skills and knowledge. Only the last could be
-
7/28/2019 Impact of Human Resource Management
18/53
18
remedied by training. As training programs are being developed, the
manager should set specific and measurable goals specifying what
participants are to learn. Managers should also plan to evaluate the training
program after employees complete it. The training process from start tofinish is diagrammed in Figure 2.2 (Beach 2002)
Figure 2.2
The training process
2.6.1.2 Common Training Methods
Many different training and development methods are available. Selection
of methods depends on many considerations, but perhaps the most
important is training content. Appleby (2003) opined that when the training
content is (such as company rules or explanations of how to fill out forms),
assigned reading, programmed learning, and lecture methods work well.
When the content is interpersonal relations or group decision-making,
Assess training needs Who needs to be trained? What do they need to know? What do the alread know?
Set training objectives Specific Measurable
Plan training evaluation Did trainers like the training? Can they meet the training objectives Do the erform better on the ob?
Develop training program Content . Location Methods . Trainers Duration
Conduct training
Evaluate Training
Modify training programbased on evaluation
Source: Beach (2002) Management of People at Work
-
7/28/2019 Impact of Human Resource Management
19/53
19
however, firms must use a method that allows interpersonal contact such as
role-playing or case-discussion groups. When employees must learn a
physical skill, methods allowing practice and the actual use of tools and
material are needed, as in on-the-job training or vestibule training.(Vestibule training enables participants to focus on safety, learning, and
feedback rather than productivity) CD-rom and Internet-based training are
also becoming popular. Most training programs rely on a mix of methods.
Power Holding Company for example, sends managers to an intensive two-
week training seminar involving tests, simulations, role-playing exercises,
and CD-Rom flightsimulation exercises.
2.6.1.3 Evaluation of Training:
Training and development programs should always be evaluated. Typical
evaluation approaches include measuring one or more relevant criteria
(such as attitudes or performance) before and after the training and
determining whether the criteria changed. Evaluation measures collected at
the end of training are easy to obtain, but actual performance measures
collected when the trainee is on the job are more important. Trainees may
say that they enjoyed the training and learned a lot, but the true test is
whether their job performance improves after their training. (Appleby
2003).
2.6.4 Performance Appraisal
According to Julius (2003) when employees are trained and settled into
their jobs, one of managements next concerns is performance appraisal.
Performance appraisal is a formal assessment of how well employees are
doing their job. Employees performance should be evaluated regularly for
many reasons. One reason is that performance appraisal may be necessary
for validating selection devices or assessing the impact of training
-
7/28/2019 Impact of Human Resource Management
20/53
20
programs. A second reason is administrative-to aid making decisions about
pay raises, promotions, and training. Still another reason is to provide
feedback to employees to help them improve their present performance and
plan future careers.
Because performance evaluations often help determine wages and
promotions, they must be fair and nondiscriminatory In the case of
appraisals, content validation is used to show that the appraisal system
accurately measures performance on important job elements and does not
measure traits or behavior that are irrelevant to bb performance.
2.6.2.1 Common Appraisal Methods
Two basic categories of appraisal methods commonly need in organizations
are objective methods and judgmental methods. Objective measures of
performance Include actual output (that is, number of units produced),
scrap rate, Naira volume of sales, and number of claims processed.
Objective performance measures may be contaminated by opportunity
bias if some persons have a better chance to perform than others. For
example, a sales representative or marketer in Lagos has a greater
opportunity than does a colleague doing the same job in Ogun. Fortunately,
adjusting raw performance figures for the effect of opportunity bias and
thereby arriving at figures that accurately represent each individuals
performance is often possible. (Ubeku 1999)
Frank and Hunter (2000) emphasized that another type of objective
measure, the special performance test, is a method in which each employee
is assessed under standardized conditions. This kind of appraisal also
eliminates opportunity bias.
-
7/28/2019 Impact of Human Resource Management
21/53
21
Performance tests measure ability but do not measure the extent to which
on is motivated to use that ability on a daily basis. (A high-ability person
may be a lazy performer except when being tested) Special performance
tests must therefore be supplemented by other appraisal methods to providea complete picture of performance.
Judgmental methods, including ranking and rating techniques, are the most
common way to measure performance. Ranking compares employees
directly with each other and orders them from best to worst. Ranking has a
number of drawbacks. Ranking is difficult for large groups because the
persons in the middle of the distribution may be hard to distinguish from
one another accurately. Comparisons of people in different work groups are
also difficult. For example, an employee ranked third in a strong group may
be more valuable than an employee ranked first in a weak group. Another
criticism of ranking is that the manager must rank people on the basis of
overall performance, although each person likely has both strengths and
weaknesses. Furthermore, rankings do not provide useful information for
feedback. To be told that one is ranked third is not nearly so helpful as to be
told that the quality of ones work is outstanding, its quantity is satisfactory,
ones punctuality could use improvement, and ones paperwork is seriously
deficient ( Ubeku 1999, Beach 2000, Appleby, 2003)
Rating differs from ranking because it compares each employee with a
fixed standard rather than with other employees. A rating scale provides the
standard. Each consists of a performance dimension to be rated
(punctuality, congeniality and accuracy) followed by a scale on which to
make the rating. In constructing graphic rating scales, performance
dimensions relevant to job performance must be selected. In particular, they
should focus on job behaviors and results rather than on personality traits or
attitudes.
-
7/28/2019 Impact of Human Resource Management
22/53
22
The behaviorally anchored rating scale (BARS) is a sophisticated and
useful rating method. Supervisors construct rating scales with associated
behavioral anchors. They first identify relevant performance dimensionsand then generate anchors-specific, observable behaviors typical of each
performance level.
The other scales in this set, developed for the job of department manager In
a chain of specialty stores, include handling customer complaints,
planning special promotions, following company procedures,
supervising sales personnel, and diagnosing and solving special
problems. BARS can be effective because it requires that management
take proper care in constructing the scales and it provides useful anchors for
supervisors to use in evaluating people. It is costly however, because
outside expertise is usually needed and because scales must be developed
for each job within the organization. (Nathan 2000)
2.6.2.2 Errors in Performance Appraisal
According to Angelo and Kluger (2000), errors or biases can occur in any
kind of rating or ranking system. One common problem is recent error-the
tendency to base judgments on the subordinates most recent performance
because it is most easily recalled. Often a rating or ranking is intended to
evaluate performance over an entire time period, such as six months or a
year, so the recent error does introduce error into the judgment. Other errors
include overuse of one part of the scale-being too lenient, being too severe,
or giving everyone a rating of average.
Halo error is allowing the assessment of an employee on one dimension to
spread to ratings of that employee on other dimensions. For instance, if
-
7/28/2019 Impact of Human Resource Management
23/53
23
an employee is outstanding on quality of output, a rater might tend to give
her or him higher marks than deserved on other dimensions. Errors can also
occur race, gender, or age discrimination, intentionally or unintentionally
The best way to offset these errors is to ensure that a valid rating system isdeveloped at the set and then to train managers in how to use it.
2.6.3 Performance Feedback
The last step in most performance appraisal systems is giving feedback to
subordinates about their performance. This step is usually done in a private
meeting between the person being evaluated and his or her boss. The
discussion should generally be focused on the facts-the assessed level of
performance, how and why that assessment was made, and how it can be
improved in the future. Feedback interviews are not easy to conduct. Many
managers are uncomfortable with the task especially if feedback is negative
and subordinates are disappointed by what they hear. Properly training
managers, however can help them conduct more effective feedback
interviews (Nathan 2000).
Angelo and Kluger (2000) stated that a recent innovation in performance
appraisal used in many organizations today is called 360 degree
feedback: managers are evaluated by everyone around them-their boss,
their peers, and their subordinates. Such a complete and thorough approach
provides people with a far richer array of Information about their
performance than does a conventional appraisal given just by the boss. Of
course, such a system also takes considerable time and must be handled to
avoid breeding fear and mistrust in the workplace.
2.7 MAINTAINING HUMAN RESOURCES
According to Beach (2002), after organizations have attracted and
developed an effective workforce, they must also make every effort to
-
7/28/2019 Impact of Human Resource Management
24/53
24
maintain that workforce. To do so requires effective compensation and
benefits as well as career planning.
2.7.1 Determining CompensationCompensation is the financial remuneration given by the organization to its
employees in exchange for their work. There are three basic forms of
compensation. Wages are the hourly compensation paid to operating
employees. The current federal minimum monthly wages is N18,000.
Salary refers to compensation paid for total contributions. For example,
managers earn an annual salary usually paid monthly. They receive the
salary regardless of the number of hours they work. Some firms have
started paying all their employees a salary instead of hourly wages. Finally,
incentives represent special compensation opportunities that usually tied to
performance. Sales commissions and bonuses are among the most common
incentives(Ubeku 1999, Beach, 2002)
Compensation is an important and complex part of the organization-
employee relationship. Basic compensation is necessary to provide
employees with the means to maintain a reasonable standard of living.
Beyond this point, however, compensation also provides a tangible measure
of the value of the individual to the organization. If employees do not earn
enough to meet their basic economic goals, they will seek employment
elsewhere. Likewise, if they believe that their contributions are undervalued
by the organization, they may leave or exhibit poor work habits, low
morale, and little commitment to the organization. Thus, designing an
effective compensation system is clearly in the organizations best interest
(Jalius 2003)
-
7/28/2019 Impact of Human Resource Management
25/53
25
A good compensation system can help attract qualified applicants, retain
present employees, and stimulate high performance at a cost reasonable for
ones industry and geographic area. To set up a successful system ,
management must make decisions about wage levels, the wage structure,and the individual wage determination system.
2.7.1.1 Wage-Level Decision
The wage-level decision is a management policy decision about whether
the firm wants to pay above, at, or below the going rate for labor in the
industry or the geographic area. Most firms choose to pay near the average,
while those that cannot afford more pay below average. Large, successful
firms may like to cultivate the image of being wage leaders by
intentionally paying more than average and thus attracting and keeping
high-quality employees.
The level of unemployment in the labor force also affects wage levels. Pay
declines when labor is plentiful and in creases when labor is scarce.
(Torado 2001, Appleby 2003)
Once managers make the wage-level decision, they need information to
help set actual wage rates. Managers need to know what the maximum,
minimum, and average wages are for particular jobs in the appropriate labor
market. This information is collected by means of a wage survey. Area
wage surveys can be conducted by individual firms or by local HR or
business associations. Professional and industry associations often conduct
surveys and make the results available to employers.
2.7.1.2 Wagestructure Decision
-
7/28/2019 Impact of Human Resource Management
26/53
26
Meier (2000) opined that wage structures are usually set up through a
procedure called Job evaluation-an attempt to assess the worth of each job
relative to other jobs. The simplest method for creating a wage structure is
to rank jobs from those that should be paid the most (for example, theDirector to those that should be paid the least (for example, a mail clerk or
a janitor).
In a smaller firm with few jobs, this method is quick and practical, but
larger firms with many job titles require more sophisticated methods. The
next step is setting actual wage rates on the basis of a comb nation of
survey data and the wage structure that results from job evaluation, of equal
value are often grouped into wage grades for ease of administration.
2.7.1.3 Individual Wage Decisions
After wage-level and wage-structure decisions are made, the individual
wage decision must be addressed. This decision concerns how much top
each employee in a particular job. Although the easiest decision is to pay a
single rate for each job, a range of pay rates is more typically associated
with each job. For example, the pay range for an individual job might be
N1,000 to N2,000 per hour, with different employees earning different rates
within the range.
A system is then needed for setting individual rates. This determination
may be done on the basis of seniority, initial qualifications (inexperienced
people start at lower level, more experienced people start at a higher rate),
or merit (raise above the entering rate are given for good performance).
Combinations of these bases may also be used.
-
7/28/2019 Impact of Human Resource Management
27/53
27
Because of todays loose-Yahaya (1999) labor market, many job seekers
are finding it impossible to demand higher salaries than ever before. The
Internet is also playing a key role in this trend, because job seekers and
current employees can more easily get a sense of what their true marketvalue is. If they can document the claim that their value is higher than what
their current employer now pays or is offering, they are in a position to
demand higher salaries. Consider the case of one compensation executive
who met recently with a subordinate to discuss her raise. He was surprised
when she produced data from five different web sites supporting her claim
for a bigger raise than he had intended to offer. Griffin (2002)
2.7.2 Determining Benefits
According to John (1999), benefits are things of value other than
compensation that the organization provides to its workers. The average
company spends an amount equal to more than one-third of fits cash payroll
on employee benefits.
Benefits come in several forms. Pay for time not worked includes sick
leave, vacation and holidays, Insurance benefits often include fife and
health insurance for employees and their dependents. Workers
compensation is a legally required insurance benefit that provides medical
care and disability income for employees injured on the job. Social security
is a government pension plan to which both employers and employees
contribute. Many employers also provide a private pension plan to which
they and their employees contribute. Employee service benefits can include
tuition reimbursement and recreational opportunities (Tobia 2000)
Some organizations have instituted cafeteria benefit plans, whereby basic
coverage is provided for all employees but employees are then allowed to
-
7/28/2019 Impact of Human Resource Management
28/53
28
choose which additional benefits they want (up to a cost limit based on
salary). An employee with five children might choose medical and dental
coverage for dependents, a single employee might prefer more vacation
time, and an older employee might elect increased pension benefits.Flexible systems are expected to encourage people to stay in the
organization and even help the company attract new employees. In recent
years, companies have also started offering eyen more innovative benefits
as a way of accommodating different needs and to deal with a very tight
labor market. On-site childcare, mortgage assistance, and generous paid-
leave programs are becoming popular. (John 1999), A good benefits plan
may encourage people to join and stay with an organization, but it seldom
stimulates high performance because benefits are tied more to membership
in the organization than to performance. To manage their benefits programs
effectively, companies should shop carefully, avoid redundant coverage,
and provide only those benefits that employees want. Benefits programs
should also be explained to employees in clear and straightforward
language so that they can use the benefits appropriately and appreciate what
the company is providing. (Griffin 2002)
2.7.3 Career Planning
According to Sullivan (1999); A final aspect of maintaining human
resources is career planning. Few people work in the same jobs their entire
career. Some people change jobs within one organization, others change
organizations, and many do both. When these movements are haphazard
and poorly conceived, both the individual and the organization suffer. Thus,
planning career progressions in advance is in everyones best interest. Of
course, planning a thirty-year career for a newcomer just joining the
organization is difficult. But planning can help map out what areas the
-
7/28/2019 Impact of Human Resource Management
29/53
29
individual is most interested in and help the person see what opportunities
are available within the organization.
-
7/28/2019 Impact of Human Resource Management
30/53
30
CHAPTER THREE
RESEARCH METHODOLOGY
2.0 INTRODUCTIONThis chapter presents the methodology of the study conducted. It describesthe research method, research plan, survey design, target population,
sample size, and tools for data analysis
2.1 RESEARCH DESIGNAsika (1999) states that research design is the structuring of investigation
armed at identifying variables and their relationship to one another. The
research design adopted allowed for interaction with the principal officers
of the industries and the respondents on the financial performance
evaluation techniques in medium-sized enterprises. In carrying out the
study, questionnaires were used to collect data. The interaction of the
researcher with the respondents through the interview enabled the
researcher to corroborate with the questionnaires gathered from the
respondents.
The questionnaires administered by the researcher was divided into two
parts. Section A deals with demographic characteristics of the respondents
while section B was designed to answer research questions formulated for
the study. The questions were formulated in such a way that respondent
found it simple to answered and also feel at easy with these questions.
2.2 THE POPULATIONThe population of this study consists of different categories of staff
(particularly in the public sector) drawn from Nigeria Port Plc in Lagos.
2.3 SAMPLE SIZE DETERMINATION
-
7/28/2019 Impact of Human Resource Management
31/53
31
Sample size is precisely a part of the population. This procedure for
drawing samples from population in order to obtain validity and to make
the study more explanatory. In this research, the stratified random sampling
technique was used. This was done in order to avoid bias.
A random sample size of fifty (50) (based on convenience) was used to
gather responses from the selected individuals. The network of the industry
branches were used as a basis in selecting the sample size. Therefore, the
questionnaires were divided into two equal parts and half were distributed
to every sector.
2.4 SOURCE OF DATAResearcher generated data which are subsequently analyzed and the results
are used to answer research questions and formulated hypotheses. The
assumption in the use of data is that the sources of data are reliable and the
data are of the highest possible quality.
However, data are classified as either primary or secondary. This
classification is based on the two possible sources of data. These data are:
- Primary sources and- Secondary sources
Both sources are adequately explored to gather data for this study.
2.4.1 Primary Data: Primary data are refined after they are generated,refinement takes the form of classification, it includes, questionnaires,
interview and observation used to obtain information from selected sample
respondents.
-
7/28/2019 Impact of Human Resource Management
32/53
32
2.4.2 Secondary Data: Amongst the secondary data sources are the study fromthe present and past researcher works, textbooks, articles, magazines, news
bulletin and other publications.
2.5 METHOD OF DATA ANALYSISThe data were collected through questionnaires method. The data were
tabulated and itemized according to the responses sought in the questions.
The simple percentage method and chi-square statistics were used to
analyze the data obtained.
The formula used for simple percentage is
Number of respondents x 100
Total number of respondents 1
The chi-square statistics formula is given as
X2
= (0 - e)2
e
Where :OObserved frequencies(given)
e = expected frequencies.
X2 = chi-square symbol
= summation symbol.
-
7/28/2019 Impact of Human Resource Management
33/53
33
CHAPTER FOUR
DATA ANALYSIS AND PRESENTATION
4.1 INTRODUCTIONThis chapter consists of data analysis and presentation; all data collected through
questionnaires for the purpose of this study will be present and analysis in this
chapter. However, descriptive statistics such as frequencies, percentage and the
chi-square (X2) methods will be use to analysis these data.
The administered questionnaires which were divided into two parts, contained the
respondents demographic; that is characteristics of the respondents and the second
part was designed to answer research questions and to elicit information on the
Human Resources Development and productivity.
However, fifty questionnaires were distributed to the various departments in this
organization and forty three (43) questionnaires were returned. The total number
of thirty eight (38) questionnaire returned certified okay and usable for analyze;
the number of questionnaire certified okay for analysis constitute 76%.
4.2 SECTION ARESPONDENTS BIO-DATA
Table 4.1 Gender
Gender Frequencies Cumulative
frequency
Per (%)
Male
Female
22
16
-
38
57.9
42.1
Total 38 100
Source: Field Survey, 2011
-
7/28/2019 Impact of Human Resource Management
34/53
34
Table 4.2: Marital Status
Statue Frequencies Cumulativefrequency Per (%)
Married
Single
Divorced
Widow
Widower
15
14
5
2
2
29
34
36
38
39.5
13.2
5.3
5.3
Total 38 100
Source: Field Survey, 2011
Table 4.3: Educational Qualification
Qualification Frequencies Cumulative
frequency
Per (%)
SSC/GCE/NECO
OND/AL/NC
HND/B.Sc/ACA
MBA/M.Sc
5
9
11
8
5
-
14
25
33
38
13.2
23.7
28.9
21.1
13.2
Total 38 100
Source: Field Survey, 2011
-
7/28/2019 Impact of Human Resource Management
35/53
35
Table 4.4: Years in service
Years in service Frequencies Cumulative
frequency
Per (%)
15
610
1115
1620
21above
7
8
6
9
8
-
15
21
30
38
18.4
21.1
15.8
23.7
21.1
Total 38 100
Source: Field Survey, 2011
4.3 SECTION BRESEARCH QUESTIONS
-Q1- Have you undergone any training since you were employed in this
organization?
Table 4.5: Training
Options Frequencies Cumulative
frequency
Per (%)
Yes
Indifferent
No
26
4
8
-
30
38
68.4
10.5
21.1
Total 38 100
Source: Field Survey, 2011
Empirical evidence from the research question above reveals that 68.4% of the
respondents have undergone training since when they are employed with the
organization 10.5% were indifferent and 21.1% answered No.
-
7/28/2019 Impact of Human Resource Management
36/53
36
-Q2- If your answer to question above is yes. What kind of training?
Table 4.6: Method of Trainings
Options Frequencies Cumulativefrequency Per (%)
Yes
Indifferent
No
8
23
7
-
31
38
21.1
60.5
18.4
Total 38 100
Source: Field Survey, 2011
According to table 4.6 analyzed of question 2. reveals that 21.1%, 60.5% and
18.4% of the respondent were trained on-the-job, off-the-job and simulation
respectively.
-Q3- Training and development programmes may improve employees job
performance.
Table 4.7: Improve Job performance
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
14
16
5
3
-
30
35
38
36.8
42.1
13.2
7.9
Total 38 100
Source: Field Survey, 2011
The analysis of the responses in table 4.7 shows that 36.8% and 42.1% strongly
agreed and agreed that training and development programmes may improve
-
7/28/2019 Impact of Human Resource Management
37/53
37
employees job performances; while 13.2% and 7.9% disagreed and strongly
disagreed.
-Q4- Training helps to develop skill, knowledge and ability and employees.
Table 4.8: Develop Skills
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
16
17
2
3
-
33
35
38
42.1
44.7
5.3
7.9
Total 38 100
Source: Field Survey, 2011
Table 4.8 shows that 42.1%, 44.7%, 5.3% and 7.9% strongly agreed, agreed,
disagreed and strongly disagreed that training helps to develop skill, knowledge
and ability on employees.
-Q5- The increases in organization incentives and benefits will improve employees
performances.
Table 4.9 Incentives and Benefit
Options Frequencies Cumulativefrequency Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
17
15
3
3
-
32
35
38
44.7
39.5
7.9
7.9
-
7/28/2019 Impact of Human Resource Management
38/53
38
Total 38 100
Source: Field Survey, 2011
Analysis of question 5 in table 4.9 above shows that 44.7% strongly agreed, 39.5%
agreed, 7.9% disagreed and 7.9% strongly disagreed that increases in organizationincentives and benefits will improve employee performance.
-Q6- A good compensation system in an organization may attract qualified
applicant and retain present employees.
Table 4.10: Good compensation
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
19
16
3
-
-
35
38
-
50
42.1
7.9
-
Total 38 100
Source: Field Survey, 2011
Table 4.10 analyzed above shows that 50% and 42.1% of the respondents strongly
agreed and agreed that good compensation system in an organization may attract
qualified applicant and retain present employees while 7.9% disagreed.
-Q7- In order to achieve a successful human resources management in public
enterprises, the management should make decisions about wage levels, the wage
structure and individual wage determination system.Table 4.11: Wage structure and determination
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
17
18
-
35
44.7
47.4
-
7/28/2019 Impact of Human Resource Management
39/53
39
Disagreed
Strongly disagree
2
1
37
38
5.3
2.6
Total 38 100
Source: Field Survey, 2011
According to table 4.11 analyzed above it shows that 44.7%, 47.4%, 5.3% and
2.6% strongly agreed, agreed, disagreed and strongly disagreed that management
of public enterprises should make decisions about wage levels, the wage structure
and individual wage determination system in order to achieve successful human
resource management.
-Q8- The level of unemployment in labour market may affects employees wages
and incentives.
Table 4.12: Unemployment
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
15
16
3
4
-
31
34
38
39.5
42.1
7.9
10.5
Total 38 100
Source: Field Survey, 2011
Question no 8 analyzed in table 4.12 above shows that 39.5% strongly agreed,
42.1% agreed, 7.9% disagreed and 10.5% strongly disagreed that the level of
unemployment in labour market may affects employees wages and incentives.
-Q9- Enhanced effective employees motivation should be one of the most
significant job of a manager in public enterprises.
Table 4:13 Motivation
Options Frequencies Cumulative
frequency
Per (%)
-
7/28/2019 Impact of Human Resource Management
40/53
40
Strongly agree
Agree
Disagreed
Strongly disagree
17
17
2
2
-
34
36
38
44.7
44.7
5.3
5.3Total 38 100
Source: Field Survey, 2011
From the analyzed responses form the research question 9; it is clear that 44.7%
and 44.7% strongly agreed and agreed that enhanced effective employees
motivation should be one of the most significant job of a manager in the public
sector, while 5.3% and 5.3% disagreed and strongly disagreed respectively.
-Q10- The employee individual performances may generally be determined by
organizational motivation process.
Table 4.14: Employees performances determine
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
17
16
5
-
-
33
38
-
44.7
42.1
13.2
-
Total 38 100
Source: Field Survey, 2011
Table 4.14 reveals that 4.47%, 42.7% and 13.2% strongly agreed, agreed and
disagreed and respectively that employee individual performance may generally
be determined by organizational motivation process.
-
7/28/2019 Impact of Human Resource Management
41/53
41
-Q11- Employee motivation process may begins with a need deficiency (Poor
salary, increases in salary etc)
Table 4.15: Employees need deficiency
Options Frequencies Cumulativefrequency Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
17
21
-
-
-
38
-
-
44.7
55.3
-
-
Total 38 100
Source: Field Survey, 2011
Table 4.15 shows that 44.7% and 55.3% of the respondents strongly agreed and
agreed that employees motivation process may begin with a need deficiency (e.g.
poor salary, increase in salary etc).
-Q12- Employees may choose to work hard, improve performance and
productivity when they are well motivated.
Table 4.16: Improves performance and productivity
Options Frequencies Cumulative
frequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
16
16
4
2
-
32
36
38
42.1
42.1
5.3
5.3
Total 38 100
Source: Field Survey, 2011
-
7/28/2019 Impact of Human Resource Management
42/53
42
According to table 4.16 analyzed above, it shows that 42.1% strongly agreed, 42.1
agreed, 5.3 disagreed and 5.3 strongly disagreed that employees may choose to
work hard, improve performance and productivity when they are well motivated.
-Q13- The effective management of performances appraisal may influence
employees performances.
Table 4.17: Performance Appraisal
Options Frequencies Cumulativefrequency
Per (%)
Strongly agree
Agree
Disagreed
Strongly disagree
15
17
3
3
-
32
35
38
39.5
44.7
7.9
7.9
Total 38 100
Source: Field Survey, 2011
The analyzed responses on evaluation of research question 13 shows that 39.5%
strongly agreed, 44.7% agreed, 7.9% disagreed and 7.9% strongly disagreed that
effective management of performance appraisal influence employee performances.
-Q14- Are you properly rated?
Table 4.18: Appropriate RatingOptions Frequencies Cumulative
frequency
Per (%)
Yes
Indifferent
No
15
8
15
-
23
38
39.5
2.10
39.5
-
7/28/2019 Impact of Human Resource Management
43/53
43
Total 38 100
Source: Field Survey, 2011
Empirical evidence available shows that 39.5% of employees answered yes thatthey were properly rated, 21.0% were indifferent and 39.5% answered No.
-Q15- How effective is the performance appraisal in your organization?
Options Frequencies Cumulative
frequency
Per (%)
Very good
Good
Fair
Poor
8
8
11
11
-
16
27
38
21.1
21.1
28.9
28.9
Total 38 100
Source: Field Survey, 2011
The analysis of the responses in table 4.19 shows that 21.1% and 21.1% of the
respondents agreed that their organization performance appraisal rating is very
good and good, while 28.9% and 28.9% answered fair and poor respectively.
-Q16- Are the employees participated in the performances appraisal in this
organization?
Table 4.20: Employees participation
Options Frequencies Cumulative
frequency
Per (%)
Yes 16 - 42.1
-
7/28/2019 Impact of Human Resource Management
44/53
44
Indifferent
No
3
17
19
38
7.9
50.0
Total 38 100
Source: Field Survey, 2011
From the responds provided in the data analyzed above (table 4.20) 42.1% of the
respondents answered yes that they participated in the performances appraisal in
their organization, 7.9% were indifferent and 50% answered No.
TEST OF HYPOTHESES
4.4 INTRODUCTIONThe formulated hypotheses were tested in this season; these tests were conducted
in order to ascertain the reliability and acceptability of the hypotheses. However,
the analyzed questions that has direct relationship with the hypotheses were
extracted and use for the test.
These tests will be conducted with the aid of chi-square (X2) statistical instrument
and all the test will be conducted under 95% level of confidence, 0.05% level of
significant and (n-1) (c-1) degree of freedom (df).
The method of chi-square (X2) shows that
(0e)2
e
where = O = observed frequencies
e = expected frequencies
TEST I
Ho: When organization develops training programs, the manager should not set
specific and measurable goals specifying what employees are to learn.
-
7/28/2019 Impact of Human Resource Management
45/53
45
Hi: When organization develops training programs, the manager should set
specific and measurable goals specifying what employees are to learn
Table 4.21
Relatedquestions Stronglyagreed Agreed Disagreed Stronglydisagreed Total
3
4
6
8
14
16
19
15
16
17
16
16
5
2
3
3
3
3
-
4
38
38
38
38
Total 64 65 13 10 152
Compute expected frequencies =
tc x tr
tg
Strongly agreed = 64 x 38 = 16
152
Agree = 65 x 38 = 16.2
152
Disagree = 13 x 38 = 3.5
152
Strongly disagree = 10 x 38 = 2.5
152
0 e 0e (0e)2
(0e)2
e
14
16
5
3
16
17
2
16
16.2
3.5
2.5
16
16.2
3.2
-2
-0.2
1.5
0.5
0
0.8
-1.2
4
0.04
2.3
0.3
0
0.6
1.4
0.3
0.002
0.7
0.1
0
0.04
0.4
-
7/28/2019 Impact of Human Resource Management
46/53
46
3
19
16
315
16
3
4
2.5
16
16.2
3.516
16.2
3.5
2.5
0.5
3
-0.2
-0.5-1
-0.2
-0.5
1.5
0.3
9
0.04
0.31
0.04
0.5
2.3
0.1
0.6
0.002
0.080.06
0.002
0.008
0.9
Total 3.366
X2c = 3.4
Degree of freedom (df) = (n-1)(c-1)
(4 -1) (4 -1)
(3) (3)
= 9
The table value of 9 at 0.05% significant level =
16.919
X2t = 16.9
DECISION:
Since X2t > X2c and
X2c < X
2t
Ho is therefore rejected
Comments: The test therefore proved that whenever organization develop training
programs, the managers always set specific and measurable goals specify what
employees are to learn.
-
7/28/2019 Impact of Human Resource Management
47/53
47
TEST II
Ho: Managers in the public sector need not to understand how and why human
resource make different choices regarding their performance and
motivation.HI: Managers in the public sector need to understand how and why human
resource make different choices regarding their performance and
motivation
Table 4.22
Related
questions
Strongly
agreed
Agreed Disagreed Strongly
disagreed
Total
9
10
11
12
17
17
17
16
17
16
21
16
2
5
-
4
2
-
-
2
38
38
38
38
Total 67 70 11 4 152
Compute expected frequencies =
Strongly agreed = 67 x 38 = 16.7
152
Agree = 70 x 38 = 17.5
152
Disagree = 11 x 38 = 2.7
152
Strongly disagree = 4 x 38 = 1
1520 e 0e (0e)
2(0e)
2
e
17
17
2
16.7
17.5
2.7
0.3
-0.5
-0.7
0.19
0.3
0.5
0.011
0.01
0.2
-
7/28/2019 Impact of Human Resource Management
48/53
48
2
17
16
517
21
16
16
4
2
1
16.7
17.5
2.716.7
17.5
16.7
17.5
2.7
1
1
0.3
1.5
2.30.3
3.5
-0.7
1.5
1.3
1
1
0.2
2.3
5.30.2
12.3
0.5
2.3
1.7
1
1
0.01
0.1
2.00.01
0.7
0.03
0.1
0.6
1
Total 5.77
X2c = 5.8
Degree of freedom (df) = (n-1)(c-1)
(4 -1) (4 -1)
(3) (3)
= 9
The table value of 9 at 0.05% significant level =
16.919
X2t = 16.9
DECISION:
Since X2c < X2t and
X2t > X2c
Ho is therefore rejected
COMMENTS: The test proved that managers in the public sector understand how
and why human resources make different choices regarding their performance and
motivation.
CHAPTER FIVE
-
7/28/2019 Impact of Human Resource Management
49/53
49
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 INTRODUCTIONThis chapter consists of the summary of findings from the data analyzed in the
previous chapter, conclusion as to the opinions of the respondents in respect to the
data analyzed and recommendations. All these (that is finding summarized,
conclusion and recommendations) were based on the data analyzed in the previous
chapter (Chapter four).
5.2 SUMMARY OF FINDINGSThe first part of the questionnaires which is on demographic characteristics of the
respondents revealed the male workers constituted 22 representing 57.9% of the
sample frame while female workers are 16 that is 42.1% of the sample frame. The
analysis shown 13.2%, 23.7%, 28.9%, 21.1% and 13.2% represents those with
secondary, ordinary diploma and advance level, higher diploma, University
certificate and while the remaining 13.2% of the total respondents representing
others. This means that the sample frame (respondents) of the study are literate
and can to a large extent form independent opinion.
It is found that the employed in this organization were trained, in various training
method such as on-the-job, and off-the-job; and these training helps to develop the
employees skill, knowledge abilities and also improve employees job
performance.
The study also found that increases in organization incentives and benefits
improves employees performances; the good compensation system in an
organization attracts qualified personnel into the organization and also retain
employees:
-
7/28/2019 Impact of Human Resource Management
50/53
50
It is found that enhancing effective employees motivation is one of the managers
significant job, as the motivation determines the performance of every individual
employee, employees motivation process begins with a need deficiency, that is
poor in salary scale and increases in salary. The employees are ready to work hard,and improve their performances when they are well motivated.
Lastly, the study found that effective management of performance appraisal
influences employees performances; and the performance appraisal is not
effectively managed in this organization because employees were not properly
rated neither do they (employees) participate in the performance appraisal
management of the organization.
5.3 CONCLUSIONVarious factors may improve the Human Resource Performance and increase in
organization development; it depends on the management efficiency to manage
these factors. Training and development, monetary and non-monetary, motivation
and performance appraisal. The effective management of these factors will
improve efficiency in Human Resources and increases in organization
productivity.
But most of these factors were not effectively managed in the public sector
(particularly in the Enterprises studied) for example, the respondents were not
properly rated, which means that the performance appraisal is not effectively
managed in this organization. For effective Human Resource management all
these factors need to be effectively and efficiently managed.
5.4 RECOMMENDATION
-
7/28/2019 Impact of Human Resource Management
51/53
51
Haven considered the findings from the data analyzed and conclusion of the study
and for effective development of Human Resource in Public enterprises, the study
therefore recommend that:
Managers need to understand and appreciate the value of Human Resources as
perhaps the most important determinant of an organizations success. In this
respect, it matters not how effective a section system is in an organization, most
employees need additional training if they are to grow and develop in their jobs.
More so, manager should recognize the critical importance of compensation and
benefits. On the other hand, these represent significant costs for organization and
should therefore be carefully monitored and controlled. On the other hand,
compensation and benefits are also tangible indicators to the employee of his/her
value to the organization and so should be fair and equitable.
The managers in the public enterprises should remember Maslows need
hierarchy; the ERG theory; the two-factor theory; and the needs for achievement,
affiliation and power all provide useful insight into factors that causes motivation.
What they do is shed much light on the process of motivation. They do explain
why employees might be motivated by one factor rather than by another at a given
level or how people might go about trying to satisfy the different needs. These
factors involve behaviours or actions, goals, and feelings of satisfaction;
Therefore, managers should understand the central role that motivation plays in
determining Human Resource performance.
Lastly, the management of performance appraisal should be appropriate and
adequately managed, there should be quite and accurate rating without any fair of
favour or bias and affected reward to every excellent jobs that were well done.
-
7/28/2019 Impact of Human Resource Management
52/53
52
REFERENCES
BOOKS
Appleyby, R. C (2003) Modern Business Administrator, New York.
McGraw-Hill Inc.Asika N. M. (1999) Research Methodology for Behavioral Sciences. Lagos,
Longman Nigeria Plc.
Beach, D. S. (2002) Management of people at Work, New-York.
Macmillan.
Griffin R. (2002) Management, Boston, Houghton Miffin Co,
Julius, M, J (2003) Personnel Management Bombay, Tava & Co.
Meier, G.M. (2000) Leading Issues in Economic Development, London,
OUP.
Torado, M. P (2001) Economic For Developing World, Lagos. Longman.
Ubeki, A. K. (1999) Personnel Management In Nigeria Ethiope, Publishing
Corporation.
Yahaya, A. D (1999) Management of Human Resources for Development,
Kuru, NIPSS
JOURNALS
Akubiro, H. N. (2004) Practices that could be usefully Transferred
Between Public and Private-Sector Business Organizations In
Comparative Management and Administrative Ed. By O. J. K.
Ogundele. Lagos. Sabte Book Series.
Angelo, S. D and Kluger, A. N. FeedbackEffectiveness: Can 360-Degree
Appraisals Be Improved? Academy of Management Executive Vol.
14, No 1. 2000.
Ason B.L The case for Human Resources Development and Utilization
Policy for Nigeria In Human Resource Development and
-
7/28/2019 Impact of Human Resource Management
53/53
utilization: Policies and Issues. Edited by Yahaya and Akinyele
1999, Ibadan, Spectrum Books. Ltd.
Frank, L. S. and Hunter, J. E. Employment Testing Old Theories and New
Research Findings American Psychologist October, 2000.Hillard, J. F. Toward an Integrated Manpower Policy for Accelerated
National Development Printed in T.M Yusufu, Manpower Problem
and Economic Development of Nigeria, OUP 2000.
John, A. F. Labour Relations Research and Practice in Transition Journal
of Management Summer 1999.
Nathan, B. R. Inter personal Relations as a context for the Effects for
Appraisal Interviews on performance and satisfaction: A
longitudinal study Academy of Management Journal, June 2000.
Sullivan, S. E. The Changing Nature of Careers: A Review and Research
Agenda Journal of Management, Vol. 25, No. 3, 1999.
Tobia G New Market for Manpower Planning in T.M Yusufu Manpower
problems and Economic Development in Nigeria. Lagos. OUP.