The Prospect of Human Resource Management in Enhancing Higher Productivity in an Construction Company
CHAPTER ONE
OBJECTIVES OF THE STUDY
- To find out the prospects of human resource management in enhancing higher productivity.
- To determine how productivity can be enhanced through an efficient human resource management.
- To examine the extent to which human resource management have impacted on employees’ performance.
- To ascertain whether effective human resources management have had any impact on the company’s goals and objectives.
- To ascertain whether team work and cooperation serve as a means of effective human resources management.
CHAPTER TWO
LITERATURE REVIEW
Human Resource (HR)
The concept of HR refers to the managerial, scientific, engineering, technical, craft and other skills which are employed in creating, designing and developing organizations and managing and operating production and services of enterprises (American Society for Training and Development (ASTD) 2009, 2010; Oladeji, 2002). Human Resource (HR) is also defined as the knowledge, skill, experiences, energies and attitude employed by organizations which are potentially useful for the production of goods and services. HR is recognized not just in terms of hour work but also skill, knowledge, attitude, experience and similar attributes that affect particular human capabilities to do productive work and would be most suitable for the realization of their purposes, aspirations or objectives (Stephen, 2011). Corporate organizations appreciation of HR lays not so much in the human beings but in them having the requisite skill, training, education, experience and attitudes that would be most suitable for their purposes, aspirations or objective (Stephen, 2011).
Emergence of Human Resource Development
During the 1960s and 1970s, professional trainers realized that their role was extended beyond the classroom training. The move toward employee involvement in many organizations required trainers to also coach and counsel employees. Training and Development (T&D) competencies therefore expanded to include interpersonal skills such as coaching, group process facilitations, and problem solving. This additional emphasis on employee development inspired the ASTD to rename itself (Jon, Werner, & Randy, 2012). At several ASTD national conferences held in the late 1970s and early 1980s, discussions centred on this rapidly expanding profession. As a result, ASTD approved the term Human Resource Development (HRD). Since the 1990s, efforts have been made to strengthen the strategic role of HRD, that is, how HRD links to and supports the goals and objectives of the organization (Gilley & Maycunich, 1998). In 2010, ASTD had approximately 40,000 members in over 100 countries, including 132 U.S. local chapters and remains the leading professional organization for HRD profession (American Society for Training and Development (ASTD) 2009, 2010; Jon et al., 2012).
CHAPTER FOUR
RESULTS AND DISCUSSION
Table. 1 shows the distribution of respondents by gender in the study area.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
CONCLUSION
Human Resource Development (HRD) is the domain that performs core function in an organization for the advancement of personal and professional skills, knowledge and abilities of employees. Human resource development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification and organization development. HRD has the key role in improving knowledge and skills on human resource in any organization. HR professionals are very important for the organization. The main target of human resource development is on fostering the workforce so that the company as well as employees can achieve their work goals and objective to maximum satisfaction.
RECOMMENDATION
Based on the results, the prospects of human resource management in enhancing higher productivity in construction in Enugu State can be enhanced through an efficient human resources management. The result was in line with the study of Atkinson (1984), who reported that effective human resources management has the ability to impact positively on employees’ performance in construction industry. The result also revealed that industry cannot achieve good productivity and financial performance without implementing well recognized human capital management and efficient human resource management strategies. According to Ayesha et al (2012) an effective appraisal and performance management system helps curtailing turnover issues and low productivity. A well recognized benefits and compensation program helps in motivating employees. Through effective implementation of human resources management practices, high rate of absenteeism can be controlled and minimized. Work force and work alignment are complimentary to each other. Works or tasks should be allocated according to abilities and capabilities of employees. For better productivity and high performance, good welfare packages should be allocated to every employees of the company. Construction company should adopt good quality management philosophy which fosters training, workforce empowerment, good employees – management relationship and formation of high performing teams. Effective human resources management with good working environment can enhance productivity levels effectively and efficiently in construction company of Enugu State.
BIBLIOGRAPHY
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