Description
ABSTRACT
Most successful organization does not own their success solely to detailed planning and implementation of policies and strategies but also to their human resource. Human resource is valuable and serves as the backbone of many organizations. However, as a result of globalization, economic growth and shortage of skilled labor, many organizations are finding it difficult to implement effective human resource management practices. Hence, the need for this study is to explore the effect of human resource management practice on employee performance in some banks in Bauchi local government area. The population of the study is 131, using the Taro Yamane (1967) the sample size in the study is 100. Convenient sampling was carried out of which questionnaires were administered, out of which 96 were returned and 3 were wrongly filled which only 93 were analyzed using descriptive and regression analysis via SPSS 2.0 to test the hypotheses. And after testing and analyzing the study hypotheses, the results showed there is a significant impact of human resource management practices (recruitment, training, compensation, health and retention) on employee’s performance in the banks. From the findings of the study it is recommended that the bank management should engage in a more transparent recruitment, implement trainings, compensation shouldn’t only be in monetary value, and generally the banking industry should take HRMP seriously since it’s having a significant relationship on employee performance.
TABLE OF CONTENTS
COVER PAGE
TITLE PAGE
APPROVAL PAGE
DEDICATION
ACKNOWLEDGEMENT
ABSTRACT
CHAPTER ONE
1.0 INTRODUCTION
1.1 BACKGROUND OF THE STUDY
- STATEMENT OF THE PROBLEM
- AIM AND OBJECTIVES OF THE STUDY
- SIGNIFICANCE OF THE STUDY
- SCOPE OF THE STUDY
- LIMITATION OF THE STUDY
- DEFINITION OF TERMS
CHAPTER TWO
LITERATURE REVIEW
- TYPOLOGY OF HUMAN RESOURCE MANAGEMENT PRACTICE IN THE LOCAL GOVERNMENT SERVICE
- CHALLENGES AND PROBLEMS OF MANPOWER RESOURCE MANAGEMENT AT THE LOCAL GOVERNMENT SYSTEM
- MECHANISMS THAT HAVE BEEN PUT IN PLACE TO REINVIGORATE AND STRENGTHEN HUMAN RESOURCE MANAGEMENT PRACTICE IN LOCAL GOVERNMENT IN NIGERIA
- HUMAN RESOURCES MANAGEMENT PRACTICES AND PERFORMANCE OF EMPLOYEE
- HUMAN RESOURCES MANAGEMENT PRACTICES AND PERFORMANCE OF EMPLOYEE
- CONCEPTUAL FRAMEWORK
- THEORETICAL REVIEW OF THE STUDY
- FUNCTIONING OF THE HUMAN RESOURCES MANAGEMENT SYSTEM IN LOCAL GOVERNMENT
CHAPTER THREE
3.0 METHODOLOGY
3.1 RESEARCH DESIGN
3.2 SAMPLE TECHNIQUES
3.3 POPULATION OF THE STUDY
3.4 SURVEY INSTRUMENTS
3.5 METHOD OF DATA COLLECTION
3.6 VALIDITY AND RELIABILITY
CHAPTER FOUR
- PRESENTATION OF RESULT
- DISCUSSION
CHAPTER FIVE
- CONCLUSION
- RECOMMENDATION
REFERENCES
Introduction
1.1 Background Of The Study
Human resource management (HRM) is a relatively new concept of social capital management (Andrzejczak, 1998), which emerged in the 20th century (Król, Ludwiczyński, 2007). The issue of human resource management has received a lot of attention in the literature, especially in terms of its effectiveness in the implementation of tasks (Ślusarczyk, 2018).
In an attempt to define HRM, the concept of human resources must first be clarified. At the outset, it should be noted that people are not resources, but they have resources, or more precisely the total of characteristics embodied in them. The key human resource factors are, among others: knowledge, skills, abilities, attitudes and values, health or motivation. It is important to bear in mind that the owners of the human resource are the individual employees and it is up to them to determine the extent to which they engage with the resource at work. This means that the organization has limited control over the human resource from which it benefits in business processes (Król, Ludwiczyński, 2007).
According to M. Armstrong’s theory, human resource management is a strategic and coherent approach to the process of managing an organisation’s most valuable asset – the people it employs, who contribute to making its goals real both individually and collectively. Human resource management identifies people as the valuable source of an organisation’s performance and treats them as a permanent asset rather than a variable cost, so they need to be provided with the best possible leaders and also given the opportunity to maximise the development of their skills (Armstrong, 1996).
So far, the most comprehensive definition of HRM among those proposed in the literature was presented by A. Pocztowski. According to his theory, human resources management is a management concept in the scope of the personal function of an organisation, in which human resources are perceived as an element of the company’s assets and a source of competitiveness. It also indicates the necessity of shaping the organisational culture of the company, integration of personal processes and building the involvement of employees as an instrument of achieving goals (Król, Ludwiczyński, 2007).
The objective of the human resource management process is to aim for a state in which tradition, quality, work mode, employee involvement and motivation bring the organisation closer to the desired success. With the intention to achieve this, it is necessary to take measures that will help to achieve the employer’s goals while developing employees (Buzowska, Paliga, Pujer, 2017).
In almost all organizations, there is a report of its mission stating that people are the most valuable resource. To achieve its goal to survive and succeed, every organization should have the right personnel at the right place and at the right time (Josiah et al., 2023). The human resource of the organizations is the key to get better of the employees and it can be enhanced by implementing the HRM in the organizations (Kerdpitak & Jermsittiparsert, 2020). In the current economy, the employee performance is one of the significant factors of organizations for gaining competitive edge in the business world (Khan & Wisner, 2019). Previously, organizations are not following the policies of human resource and are not aware about the entry and exit of employee’s policies (Noe, Hollenbeck, Gerhart, & Wright, 2017). But now due to globalization it is necessary for the organizations to implement HR practices and scale up the performance of employees.
1.2 Statement Of The Problem
The area of compensation is also a problem that could affect the performance of an employee. The main motivating factor for an employee aside job satisfaction is his ability to be able to settle his bills or financial obligations from his earnings. Therefore, there is a tendency that an employee that is highly motivated financially will tend to perform better than the other who is not well motivated financially. In Nigeria, and in particular commercial banks find it difficult to release their staff for training courses both within and outside the country and these has impacted negatively on the overall organizational performance. Most of the researchers argue that in developing countries like Nigeria there are low level of salaries, short term rewards for performance and lack of training opportunities for employees. As, in the present dynamic world every employee wants more than a salary from the employer. They want more benefit than what they are provided and, in that case, they become unsatisfied and that is what the employer fears.
1.3 Objectives Of The Study
The main aim of this study is to assess the effect of human resource management practices on employee performance in the in the local government focusing on the staffs of the banks of the study area. The specific objectives are to:
- Examine the relationship between recruitment and employee
- Investigate the extent to which compensation affect performance of
- Examine the relationship between training and performance of
- Investigate the extent to which the health and safety of employee affect employee
- Establish the effect of employee retention on employee performance in
1.4 Significance Of The Study
This research work is of great significance to human resource department and recruitment agencies, outside the organization.
1.5 Scope Of The Study
The study is limited to bauchi Local Government Council. The study attempts to examine the problems of human resource management in bauchi Local Government Council and ways of finding solution to some of the problems.
1.6 Limitation Of The Study
The problem encountered by the researcher is that of finance, lack of related literature’s on personnel management and insufficient time allowed to carry out the research work.
1.7 Definition Of Terms
Communication
This is defined as the transfer of information from one person to another with the person at the receiving end understanding the content of the information.
Motivation:
Is the ways, urges, aspirations, drives and needs of human being that direct or control or explain their behaviour.
Human Resource Management:
Human resource management are that part of management that is concerned with the administration of people at work and with their relationship within the organization.
CHAPTER FIVE
CONCLUSION
The main purpose of this research is to examine the impact of human resource management practices on employee performance in some banks in Bauchi local government area. The following conclusions are derived from the findings. There is a positive and significant influence of employee recruitment on employee Performance. it was perceived as one of the key factor that plays an important role in increasing employees performance in the organization. Since the recruitment process is been carried out thoroughly, void of favoritism and impartiality. There is significant influence of compensation on employee performance, from the banks been studied it shows a positive relationship without any variations, which is in line with many previous studies as mentioned earlier. Non-monetary and other reward recognition methods should be employed to improve staff performance rather than focusing on monetary methods alone. And also training is evident to have a significant relationship in the study and also in past research as well. Many research shows that if training only takes place without linking it to other rewards, especially career development, employees don’t see the value of training even though it increases productivity and overall performance. This research concluded that training when carried out properly will lead to employee performance in the organization. Similarly, there is significant influence of employee retention on employee performance.
Again, this conclusion is contrary to many previous researches. However, this conclusion is also similar to much previous research as cited earlier. In the past many research shows that if retention is done without linking to rewards or compensation, it is not perceived as positive practice to stay in the organization rather it creates more conflicts and rifts between managers and employees. Therefore, this research concludes that employee retention conducted without linking with reward and compensation have a significant and positive influence on employee performance. This is evident in many organizations. Health and safety has a positive and significant influence on employee performance. This is the human resource management practices that should be placed with utmost importance, only if the employees are healthy and fit can they perform well in the organization. This study concludes, by adapting these human resource management practices in the organization talent can be retained, saving cost in recruitment and at the same time increase in employee performance. The banks can achieve the set goals of being competitive and successful.
RECOMMENDATIONS
- Commercial banks should enhance the transparency and standardization of their recruitment processes, applying these standards uniformly to both current and potential Moreover, flexibility in transitioning to permanent staff positions should be considered to attract and retain the best talent.
- While recognizing the significant role of compensation in employee performance, employers should refrain from solely equating it with employee Compensation packages should be aligned with employees’ qualifications, experience, and productivity. Additionally, a comprehensive incentive system that goes beyond basic benefits, such as health care and overtime pay, should be introduced to motivate and retain employees effectively.
- Banks should focus on improving the quality of training programs provided to These programs should encompass critical thinking, problem- solving, and analytical skills development to enhance employees’ capabilities and contribute to their professional growth.
- To mitigate the loss of employees to competitors after training (poaching), top management should formulate appropriate measures that discourage employees from freely leaving the This could include contracts or agreements to ensure the bank’s investment in training is safeguarded.
