Impact of Human Resources Administration on Organizational Efficiency
Chapter One
OBJECTIVE OF THE STUDY
The objectives of the study are as follows:-
To identify and analyzes the process of apartment into key offices with the use of employees’ qualification
To make a general recommendation into the management on the areas of improvement in the human resources administration.
To find out the implication of the methods of employment and its impact of job efficiency with the sole aim of finding out how it affects the workers behavior
To enable human resources management sees the need to cultivate good relations with employees in the organization.
To ascertains effective and efficient utilization of human resources for organizational development.
To highlights the difference between a specialist and a novice irrespective of their qualification.
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 organization’s human resources. The matching model of HRM held that HR systems and the organization structure should be managed in a way that is congruent with organizational 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 organisations‟.
THEORETICAL ISSUES ON HUMAN RESOURCE MANAGEMENT AND PERFORMANCE
Theories on people management have been sifted, going through so many phases. From the perspectives of Taylorism, bureaucratic theory, theory X and theory Y till the breakthrough with Elton Mayo‟s Hawthorne experiment which began another phase of people management known as human relations. The era of personnel management surfaced which has metamorphosed into the present day Human Resource Management. Since then, HRM has captured the interest of many studies churning out loads and loads of findings that sometimes generate debates and disagreements.
Definition of Human Resource Management
Though the term HRM is widespread, the definition of the term has remained varied and elusive. Storey (1995) therefore defines HRM as: “A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of highly committed and capable workforce, using an integrated array of cultural, structural and personnel technique” The term Human Resource Management (HRM) is a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organisations. To Boxall et al, (2007), it is the management of work and people towards desired ends. Som, (2008) described HRM as carefully designed combinations of such practices geared towards improving organisational effectiveness and hence better performance outcomes.
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 to impact of human resources administration on organizational efficiency
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
(ii)Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
Population of a study is a group of persons or aggregate items, things the researcher is interested in getting information impact of human resources administration on organizational efficiency. 200 staff of Adavi Local Government Kogi State was selected randomly by the researcher as the population of the study.
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 impact of human resources administration on organizational efficiency. 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 administration on organizational efficiency
Summary
This study was on impact of human resources administration on organizational efficiency. Six objectives were raised which included: To identify and analyzes the process of apartment into key offices with the use of employees’ qualification, to make a general recommendation into the management on the areas of improvement in the human resources administration, to find out the implication of the methods of employment and its impact of job efficiency with the sole aim of finding out how it affects the workers behavior, to enable human resources management sees the need to cultivate good relations with employees in the organization, to ascertains effective and efficient utilization of human resources for organizational development. To highlights the difference between a specialist and a novice irrespective of their qualification. 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 of Adavi Local Government, Kogi 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 directors, administrative staff, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
We have seen a number of studies, both older and newer, indicating that HRM contributes to increase the organisational performance. These studies have shown evidence indicating that HR practices affect the organisations’ employee attitudes and behaviours, operational performance and financial and market performance. However, we have also seen that a number of methodological limitations and empirical evidence has challenged the body of research indicating a positive link between HRM and performance. The most important of the methodological limitations is perhaps the fact that nearly all research within the research field is cross-sectional. There are hardly any studies investigating the relationship with a true longitudinal design, and the few that do have trouble showing consistent positive effects from HRM to organisational performance. Another troubling issue within the research concerns the gathering of data and the data itself. Most studies are based on single or few respondents often reporting on their own organisation concerning both independent and dependent variables. When reporting on HRM measures, research often rely on data informing in the mere presence of practices, thus possibly creating a skewed picture of reality. In addition, we have been made aware that the possible HRM-performance link can be much more complex than what has previously been believed. The differentiation between intended, actual and perceived HR practices look to be an important factor not to be neglected. We have also seen findings indicating that there is a real possibility for a reversed link between HRM and performance, or at least partly reversed. The lack of longitudinal studies and the inconsistency among the already existing longitudinal studies make it very difficult to discard this possibility. In addition, we also cannot exclude the possibility of third factors influencing both HRM and performance at the same time. In addition, because there are so many differences in the number and types of HR practices that are included and the various types of performance these HR practices are measured against, the existing evidence can be considered non-additive. Even if the body of positive research is big, the research rather expands the area of effects, rather than constructing trust and confidence on the same effects.
Recommendation
It is clear from the findings that Human Resource Management (HRM) practices (Compensation, Career Planning, Performance Appraisal, Training, and Employee Involvement) has a positive role in increasing the employee’s performance, so the organizations should implement these practices to achieve the desired goals. The organizations should utilize a variety of reward and recognition programs to drive behavior that promotes high performance. Organization conducts extensive training program for its employees relevant to the changing needs of jobs and business. Job performance should be considered an important factor to determine the compensation of employee’s performance. Management should value the contribution and ideas shared by employees and empower employees to maximize their individual talent in order to make effective decisions. Human Resource Management practices (Compensation, Career Planning, Performance Appraisal, Training, and Employee Involvement) play a crucial role in increasing employee performance so the organizations should revise their HR policies by keeping in view the above factors in order to attain the targeted goals.
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