Organisational Values and Firm Effectiveness: Intervening Role of Strategic Human Resource Management (Published)
The study aimed to investigate the effect of organisational values on firms’ effectiveness using strategic human resource management (SHRM) as a mediating variable. The design for the study was descriptive, and the approach was quantitative. A questionnaire was administered to solicit data from 344 participants. Descriptive statistics, correlation and multiple regression analysis, were done to ascertain the averages, relationships and effects of the independent variable (organisational values) on the dependent variable (firm effectiveness). The study revealed corporate values’ positive and significant effect on firm effectiveness. Besides, strategic human resource management practices mediate the relationship between organisational values and a firm’s effectiveness. The implication is that firm leaders who prioritise corporate values win employees’ trust, enthusiasm and commitment and can manage them strategically to achieve firm effectiveness. The interplay of organisational values, strategic human resource management, and firm effectiveness in a single study, especially in Ghana and in the institutions of higher learning context, makes this study unique. Besides, most studies on values and a firm’s effectiveness have been explorative and carried out primarily in developed economies.
Human Resource for Health Management Practices on Training and Development between secondary and tertiary healthcare facilities in Cross River State and Ebonyi State (Published)
The study investigate human resource for health management practices on training and development between secondary and tertiary healthcare facilities. The study adopted a descriptive research design. The independent t-test analysis showed that the calculated t- value of 2.412 was greater than the critical t-value of 1.96 at 0.05 alpha level of significance. Specifically, on in-service training, 35.7% and 19.7% of secondary healthcare respondents reported not practiced and practiced to a little extent respectively. This shows significant differences from responses in the tertiary healthcare facilities with only 17.6% and 21.3% respectively reported corresponding responses (that is, negative responses of 55.4% and 38.9% for secondary and tertiary respectively). This observed trend in the secondary healthcare facilities was affirmed by qualitative responses where secondary level respondents verbalized non provision for in-service training. However, in both States, secondary healthcare facilities key informants affirmed the assistance and role of development partners in staff training and development but that such trainings are in their (partners’) area of interest/interventions. It was recommended that bi-annual training, retraining and development of the health workforce should be made an area of utmost priority particularly at the secondary level of care. This is important considering the paucity in stock of HRH and emerging challenges emanating from the trend of disease outbreaks and occurrence.
Human Resource Management Practices and Challenges of the Catholic Educational Unit in Kumasi Metropolis, Ghana (Published)
This study explored the human resource management practices of the Catholic Educational Unit in the Kumasi Metropolis (Ghana) and the challenges of such practices. It was a quantitative research which employed a cross-sectional survey design. A multi-stage sampling technique was employed to select 375 staff members of the educational unit, out of which 295(78%) responded to the questionnaire administered indicating a high return-rate. Data was analysed quantitatively using Means and Standard Deviations. Additionally, Kendall Ranking method was conducted to identify the major challenges of the human resource management practices of the educational unit. It was established that the Catholic Educational Unit in the metropolis has put in place diverse training and development programmes, appraisal practices, career planning and employee participation practices, rewards and compensation policies to enhance the performance of its staff. Among others, the study concluded that one of the key challenges of the human resource management practices of the educational unit in the metropolis was related to ineffective supervision. The study therefore recommended that the unit should put necessary measures in place for effective monitoring and supervision of its staff. A well-established monitoring and supervision system would encourage the employees to perform better at their jobs.
Human Resources and Strategic Management for Sustainable Development in Nigeria: Akwa Ibom State Experience (Published)
Human resource and strategic management is one of the most important requirements for the sustenance of an economy, whether at micro or macro levels. It is a must for any society, country or even enterprise that wishes to survive under complex challenges of a dynamic as well as globalized world. The objective of this study was to examine human resources and strategic management for sustainable development in Nigeria drawing specifically from Akwa Ibom State experience. The study adopted a historical and descriptive research drawing data mostly from secondary sources. The study revealed that Akwa Ibom state government is committed to training its workforce in the critical areas of need such as science, technology and engineering as a core area for sustainable development. The study further revealed that where human resources capital are not strategically managed, it would stalled any meaningful development in the state. The study therefore recommended that the training and retraining of workforce in the state should be focus mostly on the critical areas of science, technology and engineering as against the present emphasis on general administration. Also, the workforce so train should be strategically managed to enhance sustainable development in the state.
Internal – External Factors Affecting the Human Resource Management of Small and Medium Enterprises in Dong Nai Province (Published)
In Vietnam, Small and Medium Enterprises (SMEs) now are accounting for about 98% of the total number of businesses operating in the country in which the medium-sized enterprises account for only 2.2%, small business strategy and remaining 29.6% and 68.2 % is super small. But in fact, SMEs play a very important role in the national economy. SMEs are the main source of employment and income generation for laborers, helping to mobilize social resources for development investment, poverty reduction… Every year, SMEs create over one million new employees. Employing up to 51% of social workers and contributing more than 40% of GDP to the country. In addition, the research results showed that there were 250 SMEs managers who interviewed and answered about 23 questions. The Data collected from 12/06/2016 to 15/05/2017 in Dong Nai province. The researcher had analyzed Cronbach’s alpha, KMO test, the result of KMO analysis used for multiple regression analysis. The research results were processed from SPSS 20.0 software. The parameters of the model estimated by Least – Squares Method tested for the model assumption with 5% significance level. Finally, the researchers have recommendations improving the human resource management at small and medium enterprises in Dong Nai province.
Organization is a relatively young science in comparison with the other scientific disciplines. (Ivanko, 2013) Accounts of the growth of organizational theory usually start with Taylor and Weber, but, as Scott (1987) mentions, organizations were present in the old civilizations which goes back to Sumerians (5000, BC) and which experiences its maturation phase with Taylor, Fayol and Weber, continuing to come up to present with modern management methods and principles. The modern organization may be the most crucial innovation of the past 100 years and it is a theory which will never complete its evolution as the human being continues to exist. Understanding how organizations work has been the focus of scientists and scholars until the early part of the 20th century. Just as organizations have evolved, so to have the theories explaining them. These theories can be divided into 9 different “schools” of thought (Shafritz, Ott, Jang, 2005): Classical Organization Theory, Neoclassical Organization Theory, Human Resource Theory, or the Organizational Behavior Perspective, Modern Structural Organization Theory, Organizational Economics Theory, Power and Politics Organization Theory, Organizational Culture Theory, Reform Though Changes in Organizational Culture and Theories of Organizations and Environments. This introductory paper will concentrate on the human relations theory and is divided as follows. The introduction talks about the developments of the organization and organization theory from its early stages with detailed definitions. In section 2, theoretical roots in other words literature review on the subject will be presented. At further section, by looking at the perspectives of the 5 pioneering people (Mayo, Follett, Maslow, McGregor and Janis,) main principles of the classical organization theory are presented one by one. Section 4 mentions strengths and weaknesses of the classical organizational theory and section 5 discusses and concludes the paper.
This study investigates the impact of recruitment and selection criteria on performance using Fidelity Bank Plc, Lagos Nigeria as focal point. The analyses of 130 valid responses obtained through a questionnaire that was administered to randomly selected respondents revealed that recruitment and selection criteria have significant effect on organization’s performance (X2 = 35.723; df = 3; p<0.05). The more objective the recruitment and selection criteria, the better the organization’s performance (X2 = 20.007; df = 4; p<0.05).
This research provide the most important foundations of human resource management that we can apply in both public and private sector organizations such as job design, control, teamwork, leadership, managerial roles, staffing practices and career management.It then moves on to review the process of HRM in private and public organizations, performance, functions in the PS, in addition to the operations of human resource management in public sector, the main standards and its application, then we talk about the HR role in the public sector reform which is giving greater involvement in public sector in order to improve services.
THE EFFECT OF HUMAN RESOURCE TRAINING AND DEVELOPMENT ON THE ORGANIZATIONAL EFFECTIVENESS OF FEDERAL POLYTHECNIC IDAH- NIGERIA (2008-2013). (Review Completed - Accepted)
This research titled “the effect of human resource training and development on organizational effectiveness” is written to explore the extent to which training and development has enhanced organizational effectiveness considering the pivotality of the tool and consequences of its grave neglect by most organizations in recent time. The researcher elicits data from both primary and secondary sources and the method of data collection were questionnaire, interview and observation. The data were analyzed using simple percentages, mean score, standard deviation and coefficient of variation respectively. The paper concludes that human resource training and development is pivotal to enhancing organizational effectiveness thus recommend that: for the nation to achieve improved productivity and efficient service delivery, funding of technical and vocational education should be encouraged and its employees should be constantly trained to compete and achieve the global quest for skillful and motivated manpower with an articulated training and development manuals towards a virile nation.
Talent Management – An Emerging Strategy To Create a Higher Performing Workforce (Review Completed - Accepted)
This paper describes the concept of talent management as an important pillar of the organizational growth in a holistic way .In this competitive era when each and every firm focuses on their human resource as a valuable asset in order to achieve organization’s objectives. They want to get the best talent from the environment through various means and then managing that talent with complete effectiveness and efficiency. This helps them in maintaining a competitive advantage over others. With this ideology the concept of talent management came into picture. This term came was coined by McKinsey & Company in their publication titled “War on Talent”. Talent management refers to the anticipation of required human capital for an organization and planning to meet those needs. It is the science using Strategic Human Resource Management to improve business value and also to make it possible for companies to reach their goals. Talent management strategies focus on five primary areas: attracting, selecting, engaging, developing and retaining employees. It is very substantial to say that a talent management strategy needs to be linked to the business strategy. Through this paper we want to reflect that the approach of talent management is more evolved and advanced aspect of strategic management