The Problem of Human Resources Management on Organizational Performance (a Case Study of Dangote Flour Mill)
CHAPTER ONE
Objective of the study
The objectives of the study are;
- To ascertain the relationship between problems human resources management and organizational performance
- To determine the training and development of employees in an organization
- To ascertain the problems face by human resources management in Dangote flour mill
- To ascertain the impact of human resource management in Dangote flour mill
CHAPTER TWO
REVIEW OF RELATED LITERATURE
THE CONCEPT OF HUMAN RESOURCE MANAGEMENT (HRM)
The concept of Human Resource Management was first defined by Bakke (1966) who said that the general type of activity in any function of management is to use resources effectively for an organisational objective. The function which is related to the understanding, maintenance, development, effective employment and integration of the potential in the resource of „people‟ I shall call simply the human resources function. However, HRM emerged fully fledged later when the Michigan „matching model‟ (Fombrun et al, 1984) and what (Boxall 1992) calls the Harvard framework developed by Beer et al (1984) made statements on the HRM concept revealing the need to take HRM beyond just selection and compensation to broader issues that demand more comprehensive and more strategic perspective to an organisation‟s human resources. The matching model of HRM held that HR systems and the organisation structure should be managed in a way that is congruent with organisational strategy and further explained that there is a human resource cycle that consists of four generic processes or functions that are performed in all organisations; selection, appraisal, rewards and development. The Harvard framework is based on their belief the problems of historical personnel can only be solved when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision which can be provided only by general managers HRM is likely to remain a set of independent activities, each guided by its own practice tradition. This called for the need to have a long-term perspective in managing people and consideration of people as potential assets rather than merely a variable cost. As Armstrong (1987) puts it „HRM is regarded by some personnel managers as just a set of initials or old wine in new bottles. It could indeed be no more and no less than another name for personnel management, but as usually perceived, at least it has the virtue of emphasizing the virtue of treating people as a key resource, the management of which is the direct concern of top management as part of the strategic planning processes of the enterprise. Although there is nothing new in the idea, insufficient attention has been paid to it in many organizations‟.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought problem of human resources management on organizational performance.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain problem of human resources management on organizational performance. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of human resources management on organizational performance
Summary
This study was on problem of human resources management on organizational performance. Four objectives were raised which included: To ascertain the relationship between problems human resources management and organizational performance, to determine the training and development of employees in Dangote flour mill, to ascertain the problems face by human resources management in Dangote flour mill, to ascertain the impact of human resource management in an organization. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff Dangote flour mill, Lagos state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made human resource managers, accountants, production managers and marketers were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
Corporations are undergoing dramatic changes with significant implications for how human resources are managed and the HR function is best organized and managed. The forces driving change include the rapid deployment of information technology, globalization of the economy, and the increasingly competitive dynamic business environments that corporations face. There is a growing consensus that effective human capital is critical to an organization’s success and that the HR function’s focus must be more strategic. An effective Human Resources Management gives chance employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives. In working life, the most important value is employees. That is why Human Resources Management is the key factor for success of a business. Being a global world and being a part of global competitive markets processes force businesses to manage human factor more truly for every level. A growing number of sources in HRM literature support the change and development of Human Resources perspectives from personnel management to HRM and then to Strategic HRM; they claim that, the human resources are the companies’ most important assets, and effective management of these resources will contribute to the sustainable competitive advantage of firms. With the increasing value of employees as individuals, management of human resources with a classical approach is no longer satisfactory. This has led to the necessity of adopting a different administrative approach. As a result, the significance of human resources management has increased among other functions of administration. Nowadays; management of human resources is a rising star and a focus of attention in contemporary managing platform. The main reason for such an attention is the comprehension of the human factor by many institutions. It has been realized that employment of individuals efficiently by force and intimidation is not possible and more emphasis has been placed on methods and opportunities that enable people to work willingly
Recommendation
Human resources refer to people whose knowledge, skills, and abilities are utilized to create and deliver effective services. HR is considered the greatest resource of an organization. Effective HR planning attracts the right quality and quantity of people, develops the knowledge, skills, and abilities of employees, and retains employees within the organization. To further improve the system of the organization, modern technology should be utilized for strategically planning and developing HR. Moreover, a training and management development program should be implemented to enhance the capabilities of employees
REFERENCES
- Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and Organizational Performance in Northern and Southern Europe, International Journal of Human Resource Management. Vol. 19 (7), 1187–1207.
- Baird, L. & Meshoulam, I. (1988). Managing two fits of strategic human resource management, Academy of Management Review, Vol. 13, 116-28.
- Barney, J.B. & Wright, P.M. (1998). On becoming a strategic partner: the role of human resources in gaining competitive advantage, Human Resource Management, Vol. 37 (1), 31-46.
- Chand, M., & Katou, A. A. (2007). The impact of HRM practices on performance in the Indian hotel industry. Employee Relations, Vol. 29 (6), 576 594.
- De Waal, A. & Frijns, M. (2011). Longitudinal research into factors of high performance: The follow-up case of Nabil Bank. Measuring Business Excellence, 15(1), 4-19.
- Dimba, B. A. (2010). Strategic human resource management practices: effect on performance. African Journal of Economic and Management Studies, 1(2), 128-137.
- Guest, D. E. (1997). Human Resource Management and Performance: Review and research agenda. The International Journal of Human Resource Management, Vol. 8 (3).
- Griffin, R. W. (1977), Management 5th Edition New Delhi: AITBS Publishers.
- Harbison, F, and Myers, C. A. (1973), Human Resources as the Wealth of Nations. New York: Oxford University Press.
