ABSTRACT
Human resources management exist to help employees and organization reach their numerous goals. In the course of doing this, they face many challenges arising from the demands of the employees, the organizations and the society. And, in a depressed economy like Nigeria, it takes an effective and efficient human resources manager to meet these challenges proactively. The purpose of human resources management is to improve the productive contribution of people in the organization in way that are strategically, ethically and socially responsible. This purpose guides the study and practice of human resources management. In line with the above, this research work investigated low productivity of workers as a basis for investigating the methodology adopted in managing human resources in Emenite Enugu. The study is divided into five chapters. Chapter one is the introductory chapter in which major direction of the work is discussed. Chapter two discussed the review of the related literature. Chapter three discussed the research design and methodology, while chapter four discussed the presentation and analysis of data. Chapter five discussed the findings, recommendations and conclusions based on the analysed data. From the data collected and analysed it was found that the human resources management techniques, methods and process employed by Emenite improved workers performance and productivity of the organization.
TABLE OF CONTENTS
Title page
Abstract
Table of contents
List of tables
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the study
1.2 Historical background of Emenite lt
1.3 The statement of the problem
1.4 Objectives of the study
1.5 Significance of the study
1.6 Scope and limitation of the study
1.7 Research Question
1.8 Definition of terms
References
CHAPTER TWO
2.0 REVIEW OF RELATED LITERATURE
2.1 Overview of human resource management
2.2 Human resource planning-job evaluation
2.3 Recruitment
2.4 Selection
2.5 Orientation of new employees
2.6 Training and development
2.7 Motivation as a human resources strategy
2.8 Management and Employee relationship
2.9 Employees performance appraisal
2.10 Reward system
2.11 Separation
2.12 Issues influencing human resource activities
2.12.2 Work Group influence
2.12.3 Nature of task
2.12.4 Budget
2.12.5 External environment forces
2.12.6 Economic conditions
2.12.7 Government requirement and regulations
2.12.8 Labour market
2.12.9 Trade union /labour organization
2.12.10 Collective bargaining process
2.13.1 Strategic management
2.13.2 Managing Fundamentals
2.13.3 Human resources management approach
2.13.4 Industrial relations strategy
2.13.5 Marketing strategy
2.13.6 Downsizing
2.13.7 Teamwork
2.13.8 Just in time
2.13.9 Evaluating the efficacy of HRM
References
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Methodology
3.2 Design of the study
3.3 Sources of data
3.3.1 Primary data
3.3.2 Secondary data
3.4 Procedure in collection of data
3.5 Population of the study
3.6 Determination of sample size
3.7 Validity of the instrument
3.8 Reliability of the instrument
3.9 Treatment of data
References
CHAPTER FOUR
4.0 PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
4.1 Introduction
4.2 Presentation and analysis of data
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUSIONS
5.1 Findings of the study
5.2 Recommendations
5.3 Conclusion
Bibliography
Appendix
CHAPTER ONE
1.0 INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The term human resource management has come to the fore in recent years. There is a growing awareness by management and personnel specialist that the organization is an organic entity and that its parts are so inter dependent that a change cannot be introduced in one place without affecting the entire organization.
The importance of human resource of any organization whether public or private has long been identified. Human beings are resource to any organization, just like inventories or cash in bank. They are the most important asset in an organization. Organizational objectives such as profit maximization, market share, social responsibilities, cannot be fulfilled without human beings who co-ordinate the activities of the organization using other factors of production. The realization of the value of human capital to any organization has led to a proposal by
Investment in human capital is a worthy and necessary expenditure if an organization is to discharge its legal, statutory and social responsibilities to the owners, government, the public and society at large.
Where yesterday’s personnel administrators used to be mainly for keeping employees and managers from each other’s throats, today’s human resource managers bring together employees and employers as a partnership in profitable operation and global competitiveness.
Human resource management involves all management decision and practices, which directly affect or influence the people who work for the organization. It brings about improvement in the quality of work life, productivity, job satisfaction, training and development for change.
Human resource management is a modern term for what has traditionally been referred to as, personnel administration or personnel management. Some authors view human resource management as being
Human resource management brings about improvement in the quality of work life, productivity, job satisfaction, training and development and readiness for change.
Human resource management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible.
Human resources management embraces those activities designed to provide for and co-ordinate the human resources of an organization. It involves management decisions and practices that directly affect or influence the people who work in the organization (Ugbaja, 2002: 78). It emphasizes the individual employee as against collective relation between management and labour.
According to Metcalf (2003: 1), Human resources management involves management relying less on hierarchy and command but becoming more participative and open. The aim is to promote co-operative relations between management and employees and to avoid controversies associated with traditional industrial relations.
Human resources management requires a package of measures including employee involvement, relating pay to performance, care with selection and training and fair treatment of employees.
According to Nwatu (2000: 49), organizations operating human resources management policies devote resources to staff recruitment, selection, training and development as well as social welfare and security schemes. They are particularly keen to employ individuals who can operate flexibly and adopt to different tasks as opposed to keeping rigidly to defined job demarcations. They must also be able to adapt to rapidly changing work arrangement....
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