The Impact of Effective Human Resources Development on Production of Quality Indigenous Business
Chapter One
Objective of the study
The objectives of the study are;
- To determine the impact of Human Resources on O’ Ben developers limited.
- To association weather the low productivity currently being witnessed by O’ Ben developers is as a result of poor Human Resources.
- To verify if a well manages Human Resources will go long way in increasing the product quality of not only O’ Ben developers but also other indigenous business in Nigeria.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
CONCEPT OF HUMAN RESOURCE DEVELOPMENT (HRD)
Human Resource Development according to Wilson (2004) is a title which represents the latest evolutionary stage in the long tradition of training, educating and developing people for the purpose of contributing towards the achievement of individual, organizational and societal objectives. But like human resource management it has attracted criticisms from some quarters. The first criticism was on its interpretation, by Hansen and Brooks (1994) who claimed that human resource development could be problematic particularly if an international perspective is taken because its interpretation and roles tend to vary from one country to another. Another criticism which is more acceptable is that of Jones and Mann (1992) who commented that there was a strong insistence that Human resource development is not the same as training. Other debates includes its role in promoting performance or learning. The debate maintained that it was difficult to make a clear statement about what should be included in human resource development. Despite these criticisms, the professionals still went ahead to give human resource development a place in human resource management. Issues on human resource is as old as creation evolving from one stage to another as observed by Losey (1998)According to him, human resources have been part of business and organizations since the first days of agriculture. However, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United State started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts Ulrich (1997). This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although this view was increasingly challenged but despite the criticisms in the 1960s and beyond, human resources had gained a permanent role within an organization. In support of the above assertion, Akinyemi (2007) stated that empirical evidence abound as well as consensus among practitioners that human resource is positively linked with organizational performance; that it is the most valuable organizational asset. In other words, while the organization have the access to 28 technology, finance and other physical assets, it is not easy to replicate human asset being unique to the organization. It is the realization of this fact that accounts for the existence of human resource management in every organization and also as an academic studies. To give credence to this, Ulukan (2005), in his paper, also commented that an understanding of the 21st century economic landscape is essential so as to appreciate the role of human resource as the major key in the achievement of organizational goals. He described the environment under which organizations operate today as volatile, uncertain, dynamic, complex due to extensive changes and transformations such as Ulrich(1997) globalization, responsiveness to customers, increasing revenue and decreasing cost, change and transformation, advancement in technology, attracting and developing human capital and ensuring fundamental and long lasting change as a result organizations can no longer depend on the traditional ways of doing things and or perception of human resource. In defining the concept of human resource Gomez, Balkin & Candy(1995) stated that Human Resources Management is a field concerned with effective acquisition and utilization of people in organizations as a means of achieving desired goals. Bratton and Gold(2003) offered a more generalized and practical approach in their definition of human resource management by seeing it as a strategic approach to managing employment that leveraging people’s capabilities is critical to achieving sustained competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices. From 29 Bratton et al (2003) definitions, Strategic approach signifies a planned effort to achieve set objectives, initiatives and growth of employee commitment, flexibility and quality contribution.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine the impact of effective human resources development on production of quality indigenous business. O’ Ben developers limited forms the population of the study.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain the impact of effective human resources development on production of quality indigenous business. 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 effective human resources development on production of quality indigenous business
Summary
This study was on the impact of effective human resources development on production of quality indigenous business. Three objectives were raised which included: To determine the impact of Human Resources on O’ Ben developers limited, to association weather the low productivity currently being witnessed by O’ Ben developers is as a result of poor Human Resources and to verify if a well manages Human Resources will go long way in increasing the product quality of not only O’ Ben developers but also other indigenous business in Nigeria. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected O’ Ben developers limited. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
Human resource management’s objective, on the other hand, is to maximize the return on investment from the organization’s human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner. In organizations, it is important to determine both current and future organizational requirements for both core employees and the contingent workforce in terms of their skills/technical abilities, competencies, flexibility etc. The analysis requires consideration of the internal and external factors that can have an effect on the resourcing, development, motivation and retention of employees and other workers. The external factors are those largely out-with the control of the organization and include issues such as the economic climate, current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are broadly within the control of the organization to predict, determine and monitor, for example the organizational culture underpinned by management behaviours (or style), environmental climate and the approach to ethical and corporate social responsibilities (Nwankwo 1991)
Recommendation
Human resource development manager must become skilled systems thinkers who can design and conduct measurement and analysis across the organization and pinpoint the influences of human resource efforts on employee productivity and organizational performance, linking past results to current practice. They should therefore, move beyond crafting captivating vision and mission statements, core and specific goals and objectives to becoming operationally effective in actualizing dreams through the training and development of their employees for quality indigenous business
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