The Human Resources Management in the Public Sector (The Case Study of Katsina Local Government, of Katsina State)
Chapter One
Objective of the study
The objectives of the study are;
- To determine the efficiency of human resources management in public sector
- To ascertain the function of human resources management in public sector
- To ascertain the challenges of human resources management in public sector
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Concept of Human Resource Management
Human resource management is a discipline, a professional specialization that has developed in recent years as a broad spectrum, encompassing various field incorporated and synthesis with certain element of personnel management organizational behavior industrial and labour relationship etc According to Susan, (2005), Human resource management is the function within an organization that focuses on recruitment of, management of and providing direction for the people who work in the organization. Human Resource management can also be performed by line manager. Human resource management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration and training. Susan, (2012). Human resource management is also strategic and comprehensive approach to managing people and the work place, culture and environment. Effective Human resource management enables employees to contribute effectively and productively the overall company direction and the accomplishment of the organization’s goal and objectives. Susan (2012). The critical nature of human resources in an organization as a factor of success or failure of management is put by Renses Lickert (2005 ) as follows: All the activities of any enterprise are initiated and determines by persons who make up the institution, plant, offices, of all the task of management, managing the human component is the central and most important task because all else depend on how it is done. Human resource management refers to the policies and practices involved in carryout the human resources aspect of management position including human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development and labout relations (Dressler, 2007). Human resource management is composed of the policies, practices and system that influence employee’s behavior, attitude and performance (NOC, Hollen Beck, Gerbat and Wright (2007). According to Renuks Vembu (2010), Human resource is touted as the most important, influential and impactful asset of an organization. Onah designed human resource as consisting of men and women working for an organization irrespective of the post they occupy or holding in organization. Since the use of human resources and manpower are the same then, it indicates that human resources means having the right people possessing the right skills in place at right time. Lazar, (2001). According to business dictionary (2012), human resource is the division of a company that is focused on activities relating to employees. These activities include recruiting and hiring of new employee, orientation and training of current employees, employee benefit and retention formerly called personnel. Human resources is the set of individuals who make up the workforce of an organization. Human capital in sometimes used synonymously with human resources, although human capital refers to a more narrow view that is, the knowledge the individual embody can contribute to an organization. Other terms sometimes used include manpower, talent, labour or simply people. Holton and Trolt (2005). Human resource refers to the capabilities of human persons to perform task this means that those who are not capable of performing tasks will not be regarded as human resources. Bervans (2003). Lazar (2001) stated that human resources ensure the right number of people and at the right time doing the right thing to ensure that goal of the organization are achieved. It is important to note that its the individual that determines and chooses in what type of organization’s human resources she wants to belong. This means that people are not forced to belong to the human resources for an organization rather it is a person’s determination, zeal, expertise and ambition that make one belong to the work force of the organization.
CHAPTER THREE
RESEARCH METHODOLOGY
Research is the process of arriving at a dependable solution to problems through planned and systematic collection, analyzing and interpretation of data (Osuala, 1993).
Green and Full (1975) defines research methodology as the specification of procedures for collecting and analyzing the data necessary to solve the problem at hand such that the differences between the cost of obtaining various levels of accuracy and the expected value of the information associated with each level of accuracy is optimized.
Thus, in this chapter the method and techniques of data collection and analysis for this study are discussed in details, research design, population of study, sample and sampling technique, sources of data collection, research instrument, validity of the instrument, reliability of the instrument, procedure for administration of research instrument, as well as the limitation of the research methodology. This will be important in order to the human resources management in the public sector (the casa study of katsina local government.
Research Design
The research design adopted in this research work is the survey research design which involves the usage of self-designed questionnaire in the collection of data. Under the survey research design, primary data of this study will be collected from clan development company in order to determine The human resources management in the public sector (the casa study of katsina local government. The design was chosen because it enables the researcher to collect data without manipulation of any variables of interest in the study. The design also provides opportunity for equal chance of participation in the study for respondents.
Population of Study
The population of study is the census of all items or a subject that possess the characteristics or that have the knowledge of the phenomenon that is being studied (Asiaka, 1991). It also means the aggregate people from which the sample is to be drawn.
Population is sometimes referred to as the universe. The population of this research study will be Seventy-five (75) staff of katsina local government of katsina state.
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND DISCUSSION
This chapter is about the analysis and presentation of data collected from the field through questionnaire. The analysis of the data with particular question immediately followed by the presentation of findings.
As mentioned in chapter three, 50 questionnaires were administered and 50 were retrieved and necessary analysis was carried out on them and presented as follows:
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain the human resources management in the public sector. 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 the human resources management in the public sector
Summary
This study was on the human resources management in the public sector. A case study of katsina local government of katsina state. Three objectives were raised which included: To determine the efficiency of human resources management in public sector, to ascertain the function of human resources management in public sector and to ascertain the challenges of human resources management in public sector. In line with these objectives, three research questions and research hypotheses were formulated and three null hypotheses were posited. The total population for the study is 75 staff katsina local government of katsina state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study.
Conclusion
The difficulty besetting the public sector that conducted in katsina local government acquired in excess of simply upholding a conventional perspective for bureaucratic achievement. Growing expenses and the need for financial self-control, a deficit of the public self-confidence in the skill of administration to be approachable to the society and structural revolution drove management and public sector managers to look for a fundamentally dissimilar model for working and organizing the public sector. The more applicable question associates not to how suitable is the universal force of improvement that transposes commerce criteria on top of the deliverance of public services, but what is the appropriate reorganization route given customary public sector conditions and background. Computation concerning HRM as an answer stage for transformation can then be helpfully taken on. What is at bet is the equilibrium between challenging principles about the function and intention of the public sector and the opportunity of improving a workable human resource model that regards not only the particular disposition of the public service but also act in responses to the shifting surroundings fashioned by new management practices
Recommendation
The local government of katsina local government expected to be able to develop its human resources thoroughly, not only from the quality aspect but in a manner of behavior too, after being able to solve the personnel problems that happened. This can be done by developing a healthy organizational culture, development and leadership training, performing recruitment mechanisms with merit system, placing good work placement mechanisms to create a reliable control system and performance assessment.
References
- Alford, J. (1993) ‘Thinking About the Demise of Public Service Boards in Commonwealth and State Government’ in M. Gardner (ed.) Human Resource Management and Industrial Relations in the Public Sector. Melbourne: Macmillan.
- Black, J. and Upchurch, M. (1999) ‘Public Sector Employment’ in G. Hollinshead, P. Nicholls and S. Tailby (eds) Employee Relations. London: Financial Times Management.
- Brown, K. (1997) ‘Evaluating Equity Outcomes in State Public Sectors: A Comparison of Three Housing Agencies’. Australian Journal of Public Administration, 56:4 pp57 – 66.
- Brown, K. and Ryan, N. (2003) ‘Redefining Government – Community Relations through Service Agreements’. Journal of Contemporary Issues in Business and Government, 9:1 pp21 – 30.
- Gardner, M. (1993) ‘Introduction’ in M. Gardner (ed.) Human Resource Management and Industrial Relations in the Public Sector. Melbourne: Macmillan.
- Gardner, M. and Palmer, G. (1997) Employment Relations: Industrial Relations and Human Resource Management in Australia (2nd edn), Melbourne: Macmillan.
