impact of human resource management

7/28/2019 Impact of Human Resource Management

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IMPACT OF HUMAN RESOURCE MANAGEMENT FOR THE

DEVELOPMENT OF ORGANISATION PRODUCT AND SERVICE

CHAPTER ONE

1.0 INTRODUCTION

This chapter presents the background of this study, statement of problem,

research objectives, research questions, formulated hypotheses, significance

of study and scope of study.

1.1 BACKGROUND TO THE STUDYCertainly, many organizations have voiced the idea that their human

resources differentiate them from their competitors. Particularly, the public

sectors Organization as Nigeria Port is widely diverse as has focused on

human resources as having special strategic value for organization

development..

Some ways that human resources become a core competency in an

organization is its ability to increase productivity and performed credibly

for organization development in ad mists of several competitor. The

organization unique efforts to attracting and retaining employees with

unique professional and technical capabilities, investing in training and

development of those employees and compensating employed in ways that

retain and keep employees competitive with their counterparts in other

organizations.

For many organizations talented employees are the cornerstone of a

competitive advantage. If the organization competes based on new ideas,

outstanding customer service, or quick accurate decisions, having excellent


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employee is critical of course, not every organization must compete on the

base of having the best employees, but even for those that do not,

employees are major source of performance, problem, growth, resistance

and lawsuits. Therefore, designing systems to effectively manage peoplewith their needs, expectations, quirks, legal rights motivation and high

potential is a challenge to every organization. Consequently, the increases

in organization productivity and performance depends on the human

resources development and management. The public sector in Nigeria

might have attained this position or not therefore necessitated for this study.

1.2 STATEMENT OF THE PROBLEMThere are divergent opinions on Human Resource development in Nigeria

public Enterprises department as its impacts are not felt and insignificant;

however, in the past employers of labour have been complaining that

employee perform their work efficiently when they are newly employed but

with time, their efficiency and productivity decreases, in context employee

have attributed decrease in efficiency and productivity to the fact that

employers do not provide adequate incentives, motivation and training to

enable them put in the their best. The use of incentives, motivation and

training should be the entire factors for development of Human Resource.

Therefore, the problems of this study can be based as follows:

- Lack of effective and well organized training program for employee.- Poor incentives and benefits administration.- Inability. to motivate employee(monetary and non monetary) and

ineffective management of performance appraisal.

1.3 OBJECTIVES OF THE STUDYThe objectives of this study are as follows:


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- To ascertain the extent to which training can influence humanresource performance.

- To examine how increases and effective management of incentivesand benefits will influence human resources performances andincrease productivity.

- To also examine the extent of which employees motivation willincrease productivity.

- and to examine the public enterprise management of performanceappraisal and how it affects human resources performances

1.4 RESEARCH QUESTIONSThe research questions for this study are as follows:

- What effect is training on the development of human resource in thepublic sector?

- Did the organization incentives and benefits influence employeesperformances?

- Are the human resources in public sector adequately motivated?- How effective is the management of performance appraisal in public

sector? And how is it affecting employees?

1.5 FORMULATED HYPOTHESESCertain primary statements are formulated and subsequently tested for, in

order to determine their validity and arcertainbility.

Ho: When organization develops training programs, the manager should not

set specific and measurable goal specifying what employees are to

learn


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Hi: When organization develops training programs, the manager should set

specific and measurable goal specifying what employees are to

learn.

Ho: Managers in public sector needs not to understand how and why

human resources make different choices regarding employee

performance and motivation.

Hi: Managers in public sector needs to understand how and why human

resources make different choices regarding employee performance

and motivation.

1.6 SIGNIFICANCE OF THE STUDYThere is the need now than ever to re-discover the weakness and the

strengths of Human Resources in organization. The study will throw more

light in to the effectiveness of the use of Human Resources in developed

organizational policies.

It will also unravel the problems, frustrations and anxieties that Human

Resources managers meet in their work environment, especially where

decisions making are necessary.

The study will also serve as a useful tool for those in the management

science discipline who would like to carryout further research in this area.

Human Resources management satisfies the basic needs of employees

motivation, training and development these make the Human Resources

more respected and loyal to the organization. It would assist management to

create a situation where organizational and employees goal can be satisfied

and promote unit through Human Resources.


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1.7 SCOPE/LIMITATION OF THE STUDYThis study is concerned with Human Resources development using Nigeria

Port PLC headquarter in Lagos.

However, this study is limited due to the inability of the researcher to have

access to the major data that are necessary. The organization concerns

refused access to major data that are necessary for the study; apart from

this, time and money constraint also limited the effective of this research.

1.8 DEFINITION OF TERMS- HUMAN RESOURCES: The available working force that are

participating in the production/servicing process.

- TECHNICAL CAPABILITY: The special employees that haveskilled on a particularly job.

- ACCURATE DECISIONS: The decision make at the appropriatetime for the development of organization.

- PUBLIC SECTOR: The non profit organization set by governmentto meet the citizenry obligation.


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CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

According to Ason (1999), the primary interest of Nigerias colonial

masters was administration and maintenance of law and order. The colonial

regimes human resources development and utilization policy was,

therefore, aimed at the development of indigenous personnel for these two

purposes. The organized and professionally managed firms within the

private sector at that time were merely outfits or branches of parent

companies from Europe whose essential aim was exploitation of the

resources of the nation for the benefit of their home nations, and not the

industrial development of Nigeria. It was, therefore, not a surprise that their

own respective policies on the development and utilization of personnel

were directed at achieving this outward-looking goal. In both the public and

the private sectors, there were no serious and well-meaning efforts to

develop indigenous staff during the pre-Independence era. Training of

Nigerians largely took the form of formal education which allowed them to

acquire only qualifications needed to obtain enhanced administrative

appointments.

According to Hillard (2000); this lack of appreciation of the role of

specialized knowledge and professional training in the management of the

nations public service persisted until the dawn of Independence. The

colonial masters woke up to the reality that indigenous staff would be

needed to take over the management of the Service from the expatriate

officers. The Colonial Government further realized that it was vitally

necessary to equip the Nigerians, who were going to take over, with the


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additional skills they would need to tackle the challenges of nation-building

in the immediate future. A Nigerianization Commission was appointed with

the specific task of speeding up the supply of trained Indigenous manpower

to the Service. Following the publication of the final report of theParliamentary Committee on the Nigerianzation of the nations Public

Service in 1960, the Standing Committee on training and the

Nigerianization Office came into being as the Federal Governments

Central Authorities responsible for training matters. These two bodies were,

among other things, to provide general supervision control and various

training systems as may be possible. In this manner, manpower

development became institutionalized in the Federal Civil Service with the

Nigerianization Office being initially part of the Prime Ministers Office.

Soon after, the Office was merged with the former Federal Ministry of

Establishments which was responsible for personnel matters, including the

Nigerianization of the Federal Public Service. (Yahaya (1999)

When Nigerians took over the reins of government in October, 1960, one of

the first things that became clear was the need to develop indigenous

personnel in all sectors of the economy to implement the various

programmes and goals meant to be pursued as a means of enhancing the

welfare and security of Nigerians. Having achieved substantial progress in

the Nigerianization of the Federal Public Service, emphasis shifted to the

urgent problem of staff development and career planning with the intention

of preparing Nigerian officers to deal with and tackle the complex problems

usually associated with a dynamic and growing Public Service in a

developing country.

In this spirit, Government sought the assistance of the Institute of

Administration, of the University of Ife (now Obafemi Awolowo


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University). A survey was conducted on the training needs of the Federal

Civil Service. This Identification of Training Needs exercise conducted by

the late Wolle, (1969), Senior Consultant in Public Administration,

revealed, among other things, that there was an urgent need for systematicand regular programme for the development of civil servants of all cadres.

After considering Wolles report, the Government in its first ever White

Paper on Staff Development recognized that training was indispensable for

efficient manpower utilization. The White Paper, Issued in April, 1969

under the title of A Statement of Federal Government Policy on Staff

Development in the Federal Public Service, can be regarded as

Governments first formal definitive guidelines on personnel development

in the Federal Civil Service. The position, therefore, is that for a long while

now the Federal Government has accepted the responsibility to fully train

its officers as a means of not only enabling them to do their jobs better but

also as a way of preparing them for advancement and high responsibilities.

Government has long ago recognized the need for an integrated national

policy on human resources development and utilization that will take

account of the needs, goals and objectives of the public sector as well as of

the private sector.

2.2 Human Resources Development and Utilization: Policies and Practices

in Nigeria.

The development and utilization of human resources is of prime concern to

any nation, irrespective of her level of development or ideological leaning

because, of all the resources of a nation, people are the most valuable.

Nigeria is no exception to this universal truth. That this area of national

endeavour is engaging the attention of the Government today should,

therefore, not come as a surprise. Although Nigeria does not, as yet, have


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taken to direct greater attention and resources to the training and

development of junior staff who always constitute the greater percentage of

staff, in practically every organization.

The following relevant questions need also to be tackled:

(i) What adverse effects has the nation suffered up till now from theabsence of a national policy on HRD and U?

(ii) How much of the fabled low productivity of the Public Service canbe attributed to human resources development and utilization

practices?

(iii) How much of the much-taunted greater efficiency of the privatesector organizations can be accounted for by their HRD and U

practices?

(iv) Are there common trends running through HRD and U policies andpractices in private sector organizations?

(v) How much of a handicap does lack of requisite data constitute toformulation of good policies and development of efficient practices

in HRD and U in Nigeria and how can these adverse effects be

minimized?

(vi) Are the career prospects for human resources development officersin both the public and private sectors bright enough to engender

confidence, develop professionalization and encourage new

entrants? What kind of support should they be offered to enhance

their effectiveness and capabilities? -(Ason 1999)

2.3 CHANGE AND HRM

Beyond the objective legal context of Human Resource Management in

Nigeria, various social changes are also affecting how organizations

interact with their employees. First, many organizations are using more and


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more temporary workers today allows organizations to add workers as

necessary without risk that they may have to eliminate their jobs in the

future.

Second, dual-career families are much more common today than just a few

years ago. Organizations are finding that they must make accommodations

for employees who are dual-career partners. These accommodations may

include de laying transfers, offering employment to the spouses of current

employees to re tam them, and providing more flexible work schedules and

benefits packages. A related aspect of sod change and HRM, workforce

diversity, Ubeki (1999).

Employment-at-will is also becoming an important issue. Although

employment-at-will have legal implications, its emergence as an issue is

socially driven. Employment-at-will is a traditional view of the workplace

in which organizations can fire an employee for any reason. Increasingly,

however, people are arguing that organizations should be able to fire only

people who are poor performers or who violate rules and, conversely, not

be able to fire people who report safety violations to OSHA or who refuse

to perform unethical activities.

Several court cases in recent years have upheld this latter emerging view

and have limited much organizations ability to terminate employees to

those cases where there is clear and just cause or as part of an organization

wide cutback (Ubeki (1999).


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2.4 HUMAN RESOURCE PLANNING

The starting point in attracting qualified human resources is planning.

Human resource planning, in turn, involves job analysis and forecasting the

demand and supply of labor both in public and private enterprises.2.4.1 Job Analysis

Job analysis is a systematic analysis of jobs within an organization. A job

analysis is made up of two parts. The job description lists the duties of a

job; the jobs working conditions; and the tools, materials, and equipment

used to perform it. The job specification lists the skills, abilities, and other

credentials needed to do the job. Job analysis information is used in many

human resource activities. For instance, knowing about job content and job

requirements is necessary to develop appropriate selection methods and

job-relevant performance appraisal systems and to set equitable

compensation rates. (Griffin 2002).

2.4.2 Forecasting Human Resource Demand and Supply

After managers fully understand the jobs to be performed within the

organization, they can start planning for the organizations future human

resource needs. Figure 2.1 summarizes the steps most often followed. The

manager starts by assessing trends in past human resources usage, future

organizational plans, and general economic trends. A good sales forecast is

often the foundation, especially for smaller organizations. Historical ratios

can then be used to predict demand for employees such as operating

employees and sales representatives. Of course, large organizations use

much more complicated models to predict their future human resource

needs.


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According to Torado (2001), forecasting the supply of labor is really two

tasks: forecasting the internal supply (the number and type of employees

who will be in the firm at some future date) and forecasting the external

supply (the number and type of people who will be available for hiring inthe labor market at large). The simplest approach merely adjust present

staffing levels for anticipated turnover and promotions. Again, though,

large organizations use extremely sophisticated models to make these

forecasts.

Source: Griffin (2002)

Management

Assess trends in

External labor markets Current employees future organizational

plans General economic trends

Predict demand

Forecast internal supply Forecast external supply

Compare future demand andinternal supply

Plan for dealing with predictedshortfalls or overstaffing


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At higher levels of organization, managers plan for specific people and

positions. The techniques most commonly used is the replacement chart,

which lists each important managerial position, who occupies it, how long

he or she will probably stay in it before moving on, and who (by name) isnow qualified or soon will be qualified to move into the position. This

techniques allows ample time to plan development experiences for persons

identified as potential successors to critical managerial jobs.

To facilitate both planning and identifying persons for current transfer or

promotion, some organizations also have an employee Information system,

or skills inventory. Such systems are usually computerized and contain

information on each employees education, skills, work experience, and

career aspirations. Such a system can quickly locate all the employees in

the organization who are qualified to fill a position requiring.

Forecasting the external supply of labor is a different problem altogether.

How does a manager, for example, predict how many electrical engineers

will be seek in power station three years from now? To get an idea of the

future availability of labor, planners must rely on information from outside

sources such as state employment commissions, government reports, and

figures supplied by colleges on the number of students in major fields.

(Torado 2001, Ubeku 1999).

2.4.3 Matching Human Resource Supply and Demand

After comparing future demand and internal supply, managers can make

plans to manage predicted shortfalls or overstaffing. If a shortfall is

predicted, new employees can be hired, present employees can be retrained

and transferred into the understaffed area, individuals approaching

retirement can be convinced to stay on, or labor-saving or productivity-

enhancing systems can be installed. (Meier 2000).


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If the organization needs to hire, the external labor supply forecast helps

managers plan how to recruit, based on whether the type of person needed

is readily available or scarce in the labor market. The trend in hiringtemporary workers also helps managers in staffing by affording them extra

flexibility If overstaffing is expected to be a problem, the main options are

transferring the extra employees, not replacing individuals who quit,

encouraging early retirement and laying people off.

2.5 RECRUITING HUMAN RESOURCES

Julius (2003) states that, once an organization has an idea of its future

human resource needs, the next phase is usually recruiting new employees.

Recruiting is the process of attracting qualified persons to apply for the jobs

that are open. Where do recruits come from? Some recruits are found

internally; others come from outside the organization. Management

InfoTech describes how some firms are using the Internet to recruit new

employees.

2.5.1 Internal Recruiting

Internal recruiting means considering present employees as candidates for

openings. Promotion from within can help build morale and keep high-

quality employees from leaving the firm. In unionized firms, the procedures

for notifying employees of internal job change opportunities are usually

spelled out in the union contract. For higher-level positions a skills

inventory system may be used to identify internal candidates, or managers

may be asked to recommend individuals who should be considered. One

disadvantage of internal recruiting is its ripple effect. When an employee

moves to a different job, someone else must be found to take his or her old

job.


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2.5.2 External recruiting

External recruiting involves attracting persons outside the organization to

apply for jobs. External recruiting methods include advertising,employment agencies or executive search firms, union hiring halls, referrals

by present employees, and hiring walk-ins or gate-hires (people who

show up without being solicited). Of course, a manager must select the

most appropriate methods, using the state employment service to find

maintenance workers but not a nuclear physicist, for example. Private

employment agencies can be a good source of clerical and technical

employees, and executive search firms specialize in locating top-

management talent. Newspaper ads are often used because they reach a

wide audience and thus allow minorities equal opportunity to find out

about and apply for job openings.

According to Akuboro (2004), the organization must also keep in mind that

recruiting decisions often go both ways-the organization is recruiting an

employee, but the prospective employee is also selecting a job. Indeed,

recruiters have faced a difficult lob in recent years as unemployment has

continued to increase by early five hundred thousand unemployment had

increased to a twenty five- years increase of 20.5%. The organization

wants to put its best foot forward, treat all applicants without dignity and

strive for a good/bad person-job fit. Recent estimates suggest that hiring the

wrong operating employee-one who flops and either quits or must be

fired-generally costs the organization at least N50,000 in lost productivity

and training. Hiring the wrong manager can cost the organization far more.

One generally successful method for facilitating a good person-job fit is

through the so-called realistic job preview (RJP). As the term suggests, the


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RJP involves providing the applicant with a real picture of what performing

the job that the organization is trying to fill would be like.

2.6 DEVELOPING HUMAN RESOURCESRegardless of how effective a selection system is, however, most

employees need additional training if they are to grow and develop in their

jobs. Evaluating their performance and providing feedback are also

necessary.

2.6.1 Training and Development

According to Beach (2002) stated that in Human Resource Management,

training usually refers to teaching operational or technical employees how

to do the job for which they were hired. Development refers to teaching

managers and professionals the skills needed for both present and future

jobs. Most organizations provide regular training and development

programs for managers and employees annually on programs and this

figure doesnt include wages and benefits paid to employees while they are

participating in such programs. The World of Management discusses how

two firms are using the Internet to train employees in different parts of the

world.

2.6.1.1 Assessing Training Needs

The first step in developing a training plan is to determine what needs exist.

For example, if employees do not know how to operate the machinery

necessary to do their jobs, a training program on how to operate the

machinery is clearly needed. On the other hand, when a group of office

workers is performing poorly, training may not be the answer. The problem

could be motivation, aging equipment, poor supervision, inefficient work

design, or a deficiency of skills and knowledge. Only the last could be


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remedied by training. As training programs are being developed, the

manager should set specific and measurable goals specifying what

participants are to learn. Managers should also plan to evaluate the training

program after employees complete it. The training process from start tofinish is diagrammed in Figure 2.2 (Beach 2002)

Figure 2.2

The training process

2.6.1.2 Common Training Methods

Many different training and development methods are available. Selection

of methods depends on many considerations, but perhaps the most

important is training content. Appleby (2003) opined that when the training

content is (such as company rules or explanations of how to fill out forms),

assigned reading, programmed learning, and lecture methods work well.

When the content is interpersonal relations or group decision-making,

Assess training needs Who needs to be trained? What do they need to know? What do the alread know?

Set training objectives Specific Measurable

Plan training evaluation Did trainers like the training? Can they meet the training objectives Do the erform better on the ob?

Develop training program Content . Location Methods . Trainers Duration

Conduct training

Evaluate Training

Modify training programbased on evaluation

Source: Beach (2002) Management of People at Work


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however, firms must use a method that allows interpersonal contact such as

role-playing or case-discussion groups. When employees must learn a

physical skill, methods allowing practice and the actual use of tools and

material are needed, as in on-the-job training or vestibule training.(Vestibule training enables participants to focus on safety, learning, and

feedback rather than productivity) CD-rom and Internet-based training are

also becoming popular. Most training programs rely on a mix of methods.

Power Holding Company for example, sends managers to an intensive two-

week training seminar involving tests, simulations, role-playing exercises,

and CD-Rom flightsimulation exercises.

2.6.1.3 Evaluation of Training:

Training and development programs should always be evaluated. Typical

evaluation approaches include measuring one or more relevant criteria

(such as attitudes or performance) before and after the training and

determining whether the criteria changed. Evaluation measures collected at

the end of training are easy to obtain, but actual performance measures

collected when the trainee is on the job are more important. Trainees may

say that they enjoyed the training and learned a lot, but the true test is

whether their job performance improves after their training. (Appleby

2003).

2.6.4 Performance Appraisal

According to Julius (2003) when employees are trained and settled into

their jobs, one of managements next concerns is performance appraisal.

Performance appraisal is a formal assessment of how well employees are

doing their job. Employees performance should be evaluated regularly for

many reasons. One reason is that performance appraisal may be necessary

for validating selection devices or assessing the impact of training


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programs. A second reason is administrative-to aid making decisions about

pay raises, promotions, and training. Still another reason is to provide

feedback to employees to help them improve their present performance and

plan future careers.

Because performance evaluations often help determine wages and

promotions, they must be fair and nondiscriminatory In the case of

appraisals, content validation is used to show that the appraisal system

accurately measures performance on important job elements and does not

measure traits or behavior that are irrelevant to bb performance.

2.6.2.1 Common Appraisal Methods

Two basic categories of appraisal methods commonly need in organizations

are objective methods and judgmental methods. Objective measures of

performance Include actual output (that is, number of units produced),

scrap rate, Naira volume of sales, and number of claims processed.

Objective performance measures may be contaminated by opportunity

bias if some persons have a better chance to perform than others. For

example, a sales representative or marketer in Lagos has a greater

opportunity than does a colleague doing the same job in Ogun. Fortunately,

adjusting raw performance figures for the effect of opportunity bias and

thereby arriving at figures that accurately represent each individuals

performance is often possible. (Ubeku 1999)

Frank and Hunter (2000) emphasized that another type of objective

measure, the special performance test, is a method in which each employee

is assessed under standardized conditions. This kind of appraisal also

eliminates opportunity bias.


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Performance tests measure ability but do not measure the extent to which

on is motivated to use that ability on a daily basis. (A high-ability person

may be a lazy performer except when being tested) Special performance

tests must therefore be supplemented by other appraisal methods to providea complete picture of performance.

Judgmental methods, including ranking and rating techniques, are the most

common way to measure performance. Ranking compares employees

directly with each other and orders them from best to worst. Ranking has a

number of drawbacks. Ranking is difficult for large groups because the

persons in the middle of the distribution may be hard to distinguish from

one another accurately. Comparisons of people in different work groups are

also difficult. For example, an employee ranked third in a strong group may

be more valuable than an employee ranked first in a weak group. Another

criticism of ranking is that the manager must rank people on the basis of

overall performance, although each person likely has both strengths and

weaknesses. Furthermore, rankings do not provide useful information for

feedback. To be told that one is ranked third is not nearly so helpful as to be

told that the quality of ones work is outstanding, its quantity is satisfactory,

ones punctuality could use improvement, and ones paperwork is seriously

deficient ( Ubeku 1999, Beach 2000, Appleby, 2003)

Rating differs from ranking because it compares each employee with a

fixed standard rather than with other employees. A rating scale provides the

standard. Each consists of a performance dimension to be rated

(punctuality, congeniality and accuracy) followed by a scale on which to

make the rating. In constructing graphic rating scales, performance

dimensions relevant to job performance must be selected. In particular, they

should focus on job behaviors and results rather than on personality traits or

attitudes.


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The behaviorally anchored rating scale (BARS) is a sophisticated and

useful rating method. Supervisors construct rating scales with associated

behavioral anchors. They first identify relevant performance dimensionsand then generate anchors-specific, observable behaviors typical of each

performance level.

The other scales in this set, developed for the job of department manager In

a chain of specialty stores, include handling customer complaints,

planning special promotions, following company procedures,

supervising sales personnel, and diagnosing and solving special

problems. BARS can be effective because it requires that management

take proper care in constructing the scales and it provides useful anchors for

supervisors to use in evaluating people. It is costly however, because

outside expertise is usually needed and because scales must be developed

for each job within the organization. (Nathan 2000)

2.6.2.2 Errors in Performance Appraisal

According to Angelo and Kluger (2000), errors or biases can occur in any

kind of rating or ranking system. One common problem is recent error-the

tendency to base judgments on the subordinates most recent performance

because it is most easily recalled. Often a rating or ranking is intended to

evaluate performance over an entire time period, such as six months or a

year, so the recent error does introduce error into the judgment. Other errors

include overuse of one part of the scale-being too lenient, being too severe,

or giving everyone a rating of average.

Halo error is allowing the assessment of an employee on one dimension to

spread to ratings of that employee on other dimensions. For instance, if


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an employee is outstanding on quality of output, a rater might tend to give

her or him higher marks than deserved on other dimensions. Errors can also

occur race, gender, or age discrimination, intentionally or unintentionally

The best way to offset these errors is to ensure that a valid rating system isdeveloped at the set and then to train managers in how to use it.

2.6.3 Performance Feedback

The last step in most performance appraisal systems is giving feedback to

subordinates about their performance. This step is usually done in a private

meeting between the person being evaluated and his or her boss. The

discussion should generally be focused on the facts-the assessed level of

performance, how and why that assessment was made, and how it can be

improved in the future. Feedback interviews are not easy to conduct. Many

managers are uncomfortable with the task especially if feedback is negative

and subordinates are disappointed by what they hear. Properly training

managers, however can help them conduct more effective feedback

interviews (Nathan 2000).

Angelo and Kluger (2000) stated that a recent innovation in performance

appraisal used in many organizations today is called 360 degree

feedback: managers are evaluated by everyone around them-their boss,

their peers, and their subordinates. Such a complete and thorough approach

provides people with a far richer array of Information about their

performance than does a conventional appraisal given just by the boss. Of

course, such a system also takes considerable time and must be handled to

avoid breeding fear and mistrust in the workplace.

2.7 MAINTAINING HUMAN RESOURCES

According to Beach (2002), after organizations have attracted and

developed an effective workforce, they must also make every effort to


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maintain that workforce. To do so requires effective compensation and

benefits as well as career planning.

2.7.1 Determining CompensationCompensation is the financial remuneration given by the organization to its

employees in exchange for their work. There are three basic forms of

compensation. Wages are the hourly compensation paid to operating

employees. The current federal minimum monthly wages is N18,000.

Salary refers to compensation paid for total contributions. For example,

managers earn an annual salary usually paid monthly. They receive the

salary regardless of the number of hours they work. Some firms have

started paying all their employees a salary instead of hourly wages. Finally,

incentives represent special compensation opportunities that usually tied to

performance. Sales commissions and bonuses are among the most common

incentives(Ubeku 1999, Beach, 2002)

Compensation is an important and complex part of the organization-

employee relationship. Basic compensation is necessary to provide

employees with the means to maintain a reasonable standard of living.

Beyond this point, however, compensation also provides a tangible measure

of the value of the individual to the organization. If employees do not earn

enough to meet their basic economic goals, they will seek employment

elsewhere. Likewise, if they believe that their contributions are undervalued

by the organization, they may leave or exhibit poor work habits, low

morale, and little commitment to the organization. Thus, designing an

effective compensation system is clearly in the organizations best interest

(Jalius 2003)


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A good compensation system can help attract qualified applicants, retain

present employees, and stimulate high performance at a cost reasonable for

ones industry and geographic area. To set up a successful system ,

management must make decisions about wage levels, the wage structure,and the individual wage determination system.

2.7.1.1 Wage-Level Decision

The wage-level decision is a management policy decision about whether

the firm wants to pay above, at, or below the going rate for labor in the

industry or the geographic area. Most firms choose to pay near the average,

while those that cannot afford more pay below average. Large, successful

firms may like to cultivate the image of being wage leaders by

intentionally paying more than average and thus attracting and keeping

high-quality employees.

The level of unemployment in the labor force also affects wage levels. Pay

declines when labor is plentiful and in creases when labor is scarce.

(Torado 2001, Appleby 2003)

Once managers make the wage-level decision, they need information to

help set actual wage rates. Managers need to know what the maximum,

minimum, and average wages are for particular jobs in the appropriate labor

market. This information is collected by means of a wage survey. Area

wage surveys can be conducted by individual firms or by local HR or

business associations. Professional and industry associations often conduct

surveys and make the results available to employers.

2.7.1.2 Wagestructure Decision


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Meier (2000) opined that wage structures are usually set up through a

procedure called Job evaluation-an attempt to assess the worth of each job

relative to other jobs. The simplest method for creating a wage structure is

to rank jobs from those that should be paid the most (for example, theDirector to those that should be paid the least (for example, a mail clerk or

a janitor).

In a smaller firm with few jobs, this method is quick and practical, but

larger firms with many job titles require more sophisticated methods. The

next step is setting actual wage rates on the basis of a comb nation of

survey data and the wage structure that results from job evaluation, of equal

value are often grouped into wage grades for ease of administration.

2.7.1.3 Individual Wage Decisions

After wage-level and wage-structure decisions are made, the individual

wage decision must be addressed. This decision concerns how much top

each employee in a particular job. Although the easiest decision is to pay a

single rate for each job, a range of pay rates is more typically associated

with each job. For example, the pay range for an individual job might be

N1,000 to N2,000 per hour, with different employees earning different rates

within the range.

A system is then needed for setting individual rates. This determination

may be done on the basis of seniority, initial qualifications (inexperienced

people start at lower level, more experienced people start at a higher rate),

or merit (raise above the entering rate are given for good performance).

Combinations of these bases may also be used.


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Because of todays loose-Yahaya (1999) labor market, many job seekers

are finding it impossible to demand higher salaries than ever before. The

Internet is also playing a key role in this trend, because job seekers and

current employees can more easily get a sense of what their true marketvalue is. If they can document the claim that their value is higher than what

their current employer now pays or is offering, they are in a position to

demand higher salaries. Consider the case of one compensation executive

who met recently with a subordinate to discuss her raise. He was surprised

when she produced data from five different web sites supporting her claim

for a bigger raise than he had intended to offer. Griffin (2002)

2.7.2 Determining Benefits

According to John (1999), benefits are things of value other than

compensation that the organization provides to its workers. The average

company spends an amount equal to more than one-third of fits cash payroll

on employee benefits.

Benefits come in several forms. Pay for time not worked includes sick

leave, vacation and holidays, Insurance benefits often include fife and

health insurance for employees and their dependents. Workers

compensation is a legally required insurance benefit that provides medical

care and disability income for employees injured on the job. Social security

is a government pension plan to which both employers and employees

contribute. Many employers also provide a private pension plan to which

they and their employees contribute. Employee service benefits can include

tuition reimbursement and recreational opportunities (Tobia 2000)

Some organizations have instituted cafeteria benefit plans, whereby basic

coverage is provided for all employees but employees are then allowed to


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choose which additional benefits they want (up to a cost limit based on

salary). An employee with five children might choose medical and dental

coverage for dependents, a single employee might prefer more vacation

time, and an older employee might elect increased pension benefits.Flexible systems are expected to encourage people to stay in the

organization and even help the company attract new employees. In recent

years, companies have also started offering eyen more innovative benefits

as a way of accommodating different needs and to deal with a very tight

labor market. On-site childcare, mortgage assistance, and generous paid-

leave programs are becoming popular. (John 1999), A good benefits plan

may encourage people to join and stay with an organization, but it seldom

stimulates high performance because benefits are tied more to membership

in the organization than to performance. To manage their benefits programs

effectively, companies should shop carefully, avoid redundant coverage,

and provide only those benefits that employees want. Benefits programs

should also be explained to employees in clear and straightforward

language so that they can use the benefits appropriately and appreciate what

the company is providing. (Griffin 2002)

2.7.3 Career Planning

According to Sullivan (1999); A final aspect of maintaining human

resources is career planning. Few people work in the same jobs their entire

career. Some people change jobs within one organization, others change

organizations, and many do both. When these movements are haphazard

and poorly conceived, both the individual and the organization suffer. Thus,

planning career progressions in advance is in everyones best interest. Of

course, planning a thirty-year career for a newcomer just joining the

organization is difficult. But planning can help map out what areas the


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individual is most interested in and help the person see what opportunities

are available within the organization.


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CHAPTER THREE

RESEARCH METHODOLOGY

2.0 INTRODUCTIONThis chapter presents the methodology of the study conducted. It describesthe research method, research plan, survey design, target population,

sample size, and tools for data analysis

2.1 RESEARCH DESIGNAsika (1999) states that research design is the structuring of investigation

armed at identifying variables and their relationship to one another. The

research design adopted allowed for interaction with the principal officers

of the industries and the respondents on the financial performance

evaluation techniques in medium-sized enterprises. In carrying out the

study, questionnaires were used to collect data. The interaction of the

researcher with the respondents through the interview enabled the

researcher to corroborate with the questionnaires gathered from the

respondents.

The questionnaires administered by the researcher was divided into two

parts. Section A deals with demographic characteristics of the respondents

while section B was designed to answer research questions formulated for

the study. The questions were formulated in such a way that respondent

found it simple to answered and also feel at easy with these questions.

2.2 THE POPULATIONThe population of this study consists of different categories of staff

(particularly in the public sector) drawn from Nigeria Port Plc in Lagos.

2.3 SAMPLE SIZE DETERMINATION


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Sample size is precisely a part of the population. This procedure for

drawing samples from population in order to obtain validity and to make

the study more explanatory. In this research, the stratified random sampling

technique was used. This was done in order to avoid bias.

A random sample size of fifty (50) (based on convenience) was used to

gather responses from the selected individuals. The network of the industry

branches were used as a basis in selecting the sample size. Therefore, the

questionnaires were divided into two equal parts and half were distributed

to every sector.

2.4 SOURCE OF DATAResearcher generated data which are subsequently analyzed and the results

are used to answer research questions and formulated hypotheses. The

assumption in the use of data is that the sources of data are reliable and the

data are of the highest possible quality.

However, data are classified as either primary or secondary. This

classification is based on the two possible sources of data. These data are:

- Primary sources and- Secondary sources

Both sources are adequately explored to gather data for this study.

2.4.1 Primary Data: Primary data are refined after they are generated,refinement takes the form of classification, it includes, questionnaires,

interview and observation used to obtain information from selected sample

respondents.


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2.4.2 Secondary Data: Amongst the secondary data sources are the study fromthe present and past researcher works, textbooks, articles, magazines, news

bulletin and other publications.

2.5 METHOD OF DATA ANALYSISThe data were collected through questionnaires method. The data were

tabulated and itemized according to the responses sought in the questions.

The simple percentage method and chi-square statistics were used to

analyze the data obtained.

The formula used for simple percentage is

Number of respondents x 100

Total number of respondents 1

The chi-square statistics formula is given as

X2

= (0 - e)2

e

Where :OObserved frequencies(given)

e = expected frequencies.

X2 = chi-square symbol

= summation symbol.


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CHAPTER FOUR

DATA ANALYSIS AND PRESENTATION

4.1 INTRODUCTIONThis chapter consists of data analysis and presentation; all data collected through

questionnaires for the purpose of this study will be present and analysis in this

chapter. However, descriptive statistics such as frequencies, percentage and the

chi-square (X2) methods will be use to analysis these data.

The administered questionnaires which were divided into two parts, contained the

respondents demographic; that is characteristics of the respondents and the second

part was designed to answer research questions and to elicit information on the

Human Resources Development and productivity.

However, fifty questionnaires were distributed to the various departments in this

organization and forty three (43) questionnaires were returned. The total number

of thirty eight (38) questionnaire returned certified okay and usable for analyze;

the number of questionnaire certified okay for analysis constitute 76%.

4.2 SECTION ARESPONDENTS BIO-DATA

Table 4.1 Gender

Gender Frequencies Cumulative

frequency

Per (%)

Male

Female

22

16

-

38

57.9

42.1

Total 38 100

Source: Field Survey, 2011


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Table 4.2: Marital Status

Statue Frequencies Cumulativefrequency Per (%)

Married

Single

Divorced

Widow

Widower

15

14

5

2

2

29

34

36

38

39.5

13.2

5.3

5.3

Total 38 100


Table 4.3: Educational Qualification

Qualification Frequencies Cumulative

frequency

Per (%)

SSC/GCE/NECO

OND/AL/NC

HND/B.Sc/ACA

MBA/M.Sc

5

9

11

8

5

-

14

25

33

38

13.2

23.7

28.9

21.1

13.2

Total 38 100



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Table 4.4: Years in service

Years in service Frequencies Cumulative

frequency

Per (%)

15

610

1115

1620

21above

7

8

6

9

8

-

15

21

30

38

18.4

21.1

15.8

23.7

21.1

Total 38 100


4.3 SECTION BRESEARCH QUESTIONS

-Q1- Have you undergone any training since you were employed in this

organization?

Table 4.5: Training

Options Frequencies Cumulative

frequency

Per (%)

Yes

Indifferent

No

26

4

8

-

30

38

68.4

10.5

21.1

Total 38 100


Empirical evidence from the research question above reveals that 68.4% of the

respondents have undergone training since when they are employed with the

organization 10.5% were indifferent and 21.1% answered No.


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-Q2- If your answer to question above is yes. What kind of training?

Table 4.6: Method of Trainings

Options Frequencies Cumulativefrequency Per (%)

Yes

Indifferent

No

8

23

7

-

31

38

21.1

60.5

18.4

Total 38 100


According to table 4.6 analyzed of question 2. reveals that 21.1%, 60.5% and

18.4% of the respondent were trained on-the-job, off-the-job and simulation

respectively.

-Q3- Training and development programmes may improve employees job

performance.

Table 4.7: Improve Job performance


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

14

16

5

3

-

30

35

38

36.8

42.1

13.2

7.9

Total 38 100


The analysis of the responses in table 4.7 shows that 36.8% and 42.1% strongly

agreed and agreed that training and development programmes may improve


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employees job performances; while 13.2% and 7.9% disagreed and strongly

disagreed.

-Q4- Training helps to develop skill, knowledge and ability and employees.

Table 4.8: Develop Skills


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

16

17

2

3

-

33

35

38

42.1

44.7

5.3

7.9

Total 38 100


Table 4.8 shows that 42.1%, 44.7%, 5.3% and 7.9% strongly agreed, agreed,

disagreed and strongly disagreed that training helps to develop skill, knowledge

and ability on employees.

-Q5- The increases in organization incentives and benefits will improve employees

performances.

Table 4.9 Incentives and Benefit


Strongly agree

Agree

Disagreed

Strongly disagree

17

15

3

3

-

32

35

38

44.7

39.5

7.9

7.9


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Total 38 100


Analysis of question 5 in table 4.9 above shows that 44.7% strongly agreed, 39.5%

agreed, 7.9% disagreed and 7.9% strongly disagreed that increases in organizationincentives and benefits will improve employee performance.

-Q6- A good compensation system in an organization may attract qualified

applicant and retain present employees.

Table 4.10: Good compensation


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

19

16

3

-

-

35

38

-

50

42.1

7.9

-

Total 38 100


Table 4.10 analyzed above shows that 50% and 42.1% of the respondents strongly

agreed and agreed that good compensation system in an organization may attract

qualified applicant and retain present employees while 7.9% disagreed.

-Q7- In order to achieve a successful human resources management in public

enterprises, the management should make decisions about wage levels, the wage

structure and individual wage determination system.Table 4.11: Wage structure and determination


frequency

Per (%)

Strongly agree

Agree

17

18

-

35

44.7

47.4


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Disagreed

Strongly disagree

2

1

37

38

5.3

2.6

Total 38 100


According to table 4.11 analyzed above it shows that 44.7%, 47.4%, 5.3% and

2.6% strongly agreed, agreed, disagreed and strongly disagreed that management

of public enterprises should make decisions about wage levels, the wage structure

and individual wage determination system in order to achieve successful human

resource management.

-Q8- The level of unemployment in labour market may affects employees wages

and incentives.

Table 4.12: Unemployment


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

15

16

3

4

-

31

34

38

39.5

42.1

7.9

10.5

Total 38 100


Question no 8 analyzed in table 4.12 above shows that 39.5% strongly agreed,

42.1% agreed, 7.9% disagreed and 10.5% strongly disagreed that the level of

unemployment in labour market may affects employees wages and incentives.

-Q9- Enhanced effective employees motivation should be one of the most

significant job of a manager in public enterprises.

Table 4:13 Motivation


frequency

Per (%)


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Strongly agree

Agree

Disagreed

Strongly disagree

17

17

2

2

-

34

36

38

44.7

44.7

5.3

5.3Total 38 100


From the analyzed responses form the research question 9; it is clear that 44.7%

and 44.7% strongly agreed and agreed that enhanced effective employees

motivation should be one of the most significant job of a manager in the public

sector, while 5.3% and 5.3% disagreed and strongly disagreed respectively.

-Q10- The employee individual performances may generally be determined by

organizational motivation process.

Table 4.14: Employees performances determine


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

17

16

5

-

-

33

38

-

44.7

42.1

13.2

-

Total 38 100


Table 4.14 reveals that 4.47%, 42.7% and 13.2% strongly agreed, agreed and

disagreed and respectively that employee individual performance may generally

be determined by organizational motivation process.


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-Q11- Employee motivation process may begins with a need deficiency (Poor

salary, increases in salary etc)

Table 4.15: Employees need deficiency


Strongly agree

Agree

Disagreed

Strongly disagree

17

21

-

-

-

38

-

-

44.7

55.3

-

-

Total 38 100


Table 4.15 shows that 44.7% and 55.3% of the respondents strongly agreed and

agreed that employees motivation process may begin with a need deficiency (e.g.

poor salary, increase in salary etc).

-Q12- Employees may choose to work hard, improve performance and

productivity when they are well motivated.

Table 4.16: Improves performance and productivity


frequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

16

16

4

2

-

32

36

38

42.1

42.1

5.3

5.3

Total 38 100



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According to table 4.16 analyzed above, it shows that 42.1% strongly agreed, 42.1

agreed, 5.3 disagreed and 5.3 strongly disagreed that employees may choose to

work hard, improve performance and productivity when they are well motivated.

-Q13- The effective management of performances appraisal may influence

employees performances.

Table 4.17: Performance Appraisal

Options Frequencies Cumulativefrequency

Per (%)

Strongly agree

Agree

Disagreed

Strongly disagree

15

17

3

3

-

32

35

38

39.5

44.7

7.9

7.9

Total 38 100


The analyzed responses on evaluation of research question 13 shows that 39.5%

strongly agreed, 44.7% agreed, 7.9% disagreed and 7.9% strongly disagreed that

effective management of performance appraisal influence employee performances.

-Q14- Are you properly rated?

Table 4.18: Appropriate RatingOptions Frequencies Cumulative

frequency

Per (%)

Yes

Indifferent

No

15

8

15

-

23

38

39.5

2.10

39.5


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Total 38 100


Empirical evidence available shows that 39.5% of employees answered yes thatthey were properly rated, 21.0% were indifferent and 39.5% answered No.

-Q15- How effective is the performance appraisal in your organization?


frequency

Per (%)

Very good

Good

Fair

Poor

8

8

11

11

-

16

27

38

21.1

21.1

28.9

28.9

Total 38 100


The analysis of the responses in table 4.19 shows that 21.1% and 21.1% of the

respondents agreed that their organization performance appraisal rating is very

good and good, while 28.9% and 28.9% answered fair and poor respectively.

-Q16- Are the employees participated in the performances appraisal in this

organization?

Table 4.20: Employees participation


frequency

Per (%)

Yes 16 - 42.1


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Indifferent

No

3

17

19

38

7.9

50.0

Total 38 100


From the responds provided in the data analyzed above (table 4.20) 42.1% of the

respondents answered yes that they participated in the performances appraisal in

their organization, 7.9% were indifferent and 50% answered No.

TEST OF HYPOTHESES

4.4 INTRODUCTIONThe formulated hypotheses were tested in this season; these tests were conducted

in order to ascertain the reliability and acceptability of the hypotheses. However,

the analyzed questions that has direct relationship with the hypotheses were

extracted and use for the test.

These tests will be conducted with the aid of chi-square (X2) statistical instrument

and all the test will be conducted under 95% level of confidence, 0.05% level of

significant and (n-1) (c-1) degree of freedom (df).

The method of chi-square (X2) shows that

(0e)2

e

where = O = observed frequencies

e = expected frequencies

TEST I

Ho: When organization develops training programs, the manager should not set

specific and measurable goals specifying what employees are to learn.


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Hi: When organization develops training programs, the manager should set

specific and measurable goals specifying what employees are to learn

Table 4.21

Relatedquestions Stronglyagreed Agreed Disagreed Stronglydisagreed Total

3

4

6

8

14

16

19

15

16

17

16

16

5

2

3

3

3

3

-

4

38

38

38

38

Total 64 65 13 10 152

Compute expected frequencies =

tc x tr

tg

Strongly agreed = 64 x 38 = 16

152

Agree = 65 x 38 = 16.2

152

Disagree = 13 x 38 = 3.5

152

Strongly disagree = 10 x 38 = 2.5

152

0 e 0e (0e)2

(0e)2

e

14

16

5

3

16

17

2

16

16.2

3.5

2.5

16

16.2

3.2

-2

-0.2

1.5

0.5

0

0.8

-1.2

4

0.04

2.3

0.3

0

0.6

1.4

0.3

0.002

0.7

0.1

0

0.04

0.4


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3

19

16

315

16

3

4

2.5

16

16.2

3.516

16.2

3.5

2.5

0.5

3

-0.2

-0.5-1

-0.2

-0.5

1.5

0.3

9

0.04

0.31

0.04

0.5

2.3

0.1

0.6

0.002

0.080.06

0.002

0.008

0.9

Total 3.366

X2c = 3.4

Degree of freedom (df) = (n-1)(c-1)

(4 -1) (4 -1)

(3) (3)

= 9

The table value of 9 at 0.05% significant level =

16.919

X2t = 16.9

DECISION:

Since X2t > X2c and

X2c < X

2t

Ho is therefore rejected

Comments: The test therefore proved that whenever organization develop training

programs, the managers always set specific and measurable goals specify what

employees are to learn.


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TEST II

Ho: Managers in the public sector need not to understand how and why human

resource make different choices regarding their performance and

motivation.HI: Managers in the public sector need to understand how and why human

resource make different choices regarding their performance and

motivation

Table 4.22

Related

questions

Strongly

agreed

Agreed Disagreed Strongly

disagreed

Total

9

10

11

12

17

17

17

16

17

16

21

16

2

5

-

4

2

-

-

2

38

38

38

38

Total 67 70 11 4 152

Compute expected frequencies =

Strongly agreed = 67 x 38 = 16.7

152

Agree = 70 x 38 = 17.5

152

Disagree = 11 x 38 = 2.7

152

Strongly disagree = 4 x 38 = 1

1520 e 0e (0e)

2(0e)

2

e

17

17

2

16.7

17.5

2.7

0.3

-0.5

-0.7

0.19

0.3

0.5

0.011

0.01

0.2


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2

17

16

517

21

16

16

4

2

1

16.7

17.5

2.716.7

17.5

16.7

17.5

2.7

1

1

0.3

1.5

2.30.3

3.5

-0.7

1.5

1.3

1

1

0.2

2.3

5.30.2

12.3

0.5

2.3

1.7

1

1

0.01

0.1

2.00.01

0.7

0.03

0.1

0.6

1

Total 5.77

X2c = 5.8

Degree of freedom (df) = (n-1)(c-1)

(4 -1) (4 -1)

(3) (3)

= 9

The table value of 9 at 0.05% significant level =

16.919

X2t = 16.9

DECISION:

Since X2c < X2t and

X2t > X2c

Ho is therefore rejected

COMMENTS: The test proved that managers in the public sector understand how

and why human resources make different choices regarding their performance and

motivation.

CHAPTER FIVE


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SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1 INTRODUCTIONThis chapter consists of the summary of findings from the data analyzed in the

previous chapter, conclusion as to the opinions of the respondents in respect to the

data analyzed and recommendations. All these (that is finding summarized,

conclusion and recommendations) were based on the data analyzed in the previous

chapter (Chapter four).

5.2 SUMMARY OF FINDINGSThe first part of the questionnaires which is on demographic characteristics of the

respondents revealed the male workers constituted 22 representing 57.9% of the

sample frame while female workers are 16 that is 42.1% of the sample frame. The

analysis shown 13.2%, 23.7%, 28.9%, 21.1% and 13.2% represents those with

secondary, ordinary diploma and advance level, higher diploma, University

certificate and while the remaining 13.2% of the total respondents representing

others. This means that the sample frame (respondents) of the study are literate

and can to a large extent form independent opinion.

It is found that the employed in this organization were trained, in various training

method such as on-the-job, and off-the-job; and these training helps to develop the

employees skill, knowledge abilities and also improve employees job

performance.

The study also found that increases in organization incentives and benefits

improves employees performances; the good compensation system in an

organization attracts qualified personnel into the organization and also retain

employees:


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It is found that enhancing effective employees motivation is one of the managers

significant job, as the motivation determines the performance of every individual

employee, employees motivation process begins with a need deficiency, that is

poor in salary scale and increases in salary. The employees are ready to work hard,and improve their performances when they are well motivated.

Lastly, the study found that effective management of performance appraisal

influences employees performances; and the performance appraisal is not

effectively managed in this organization because employees were not properly

rated neither do they (employees) participate in the performance appraisal

management of the organization.

5.3 CONCLUSIONVarious factors may improve the Human Resource Performance and increase in

organization development; it depends on the management efficiency to manage

these factors. Training and development, monetary and non-monetary, motivation

and performance appraisal. The effective management of these factors will

improve efficiency in Human Resources and increases in organization

productivity.

But most of these factors were not effectively managed in the public sector

(particularly in the Enterprises studied) for example, the respondents were not

properly rated, which means that the performance appraisal is not effectively

managed in this organization. For effective Human Resource management all

these factors need to be effectively and efficiently managed.

5.4 RECOMMENDATION


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Haven considered the findings from the data analyzed and conclusion of the study

and for effective development of Human Resource in Public enterprises, the study

therefore recommend that:

Managers need to understand and appreciate the value of Human Resources as

perhaps the most important determinant of an organizations success. In this

respect, it matters not how effective a section system is in an organization, most

employees need additional training if they are to grow and develop in their jobs.

More so, manager should recognize the critical importance of compensation and

benefits. On the other hand, these represent significant costs for organization and

should therefore be carefully monitored and controlled. On the other hand,

compensation and benefits are also tangible indicators to the employee of his/her

value to the organization and so should be fair and equitable.

The managers in the public enterprises should remember Maslows need

hierarchy; the ERG theory; the two-factor theory; and the needs for achievement,

affiliation and power all provide useful insight into factors that causes motivation.

What they do is shed much light on the process of motivation. They do explain

why employees might be motivated by one factor rather than by another at a given

level or how people might go about trying to satisfy the different needs. These

factors involve behaviours or actions, goals, and feelings of satisfaction;

Therefore, managers should understand the central role that motivation plays in

determining Human Resource performance.

Lastly, the management of performance appraisal should be appropriate and

adequately managed, there should be quite and accurate rating without any fair of

favour or bias and affected reward to every excellent jobs that were well done.


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REFERENCES

BOOKS

Appleyby, R. C (2003) Modern Business Administrator, New York.

McGraw-Hill Inc.Asika N. M. (1999) Research Methodology for Behavioral Sciences. Lagos,

Longman Nigeria Plc.

Beach, D. S. (2002) Management of people at Work, New-York.

Macmillan.

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