IMPACT OF PERSONNEL MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
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CHAPETR ONE
1.0 INTRODUCTION
1.1 Background of the study
1.2 Statement of problem
1.3 Objective of the study
1.4 Research Hypotheses
1.5 Significance of the study
1.6 Scope and limitation of the study
1.7 Definition of terms
1.8 Organization of the study
CHAPETR TWO
2.0 LITERATURE REVIEW
CHAPETR THREE
3.0 Research methodology
3.1 sources of data collection
3.3 Population of the study
3.4 Sampling and sampling distribution
3.5 Validation of research instrument
3.6 Method of data analysis
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS AND INTERPRETATION
4.1 Introductions
4.2 Data analysis
CHAPTER FIVE
5.1 Introduction
5.2 Summary
5.3 Conclusion
5.4 Recommendation
Appendix
Abstract
This study is on impact of personnel management on organizational performance. The total population for the study is 200 staff of first bank osogbo, Lagos state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made accountants, human resource managers, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
CHAPTER ONE
INTRODUCTION
- Background of the study
Employees are the human resources that constitute the workforce in an organization. They put in some efforts in implementing the organization objectives. Therefore, they need to be appropriately catered for. Personnel Management has generally been considered in traditional terms, a staff functions and like all the other management functions, staffing is a flow of activities which results in the continuous filling of the various positions of all levels in the organization. These activities include work analysis and design, recruitment and selection, training and development, appraisal, compensation (Wages and Salaries), welfare services, safety and industrial relations. It is also the effective utiliation of the whole labour force in the organisation managerial and non-managerial. The manager can achieve little on his own. He is dependent on the non-managerial workers. It is used to have supportive role. This means that he uses his own capabilities and those of subordinates too, according to Follet, “getting things done through other people” (Follaro, 1975), and to achieve the set objectives which is the foundation of any organization. Unless objectives are achieved regularly, the organization ceases to exist. The success of any organization depends upon a large extent in the caliber of the workers who work for it having the right person in the right place at the right time, discipline any misconduct of the employees, compensating them in form of wages and salaries, promoting, motivating to bring efficient product for great profitability, which is the main objective of any organization. The origin of personnel management dated back to the time of industrial revolutions in Britain. At the time there were poor working conditions. People had to work for long hours (between 14. 16 hours) another important factor was that woman above 50 years and children under 10years were hade to work. This was dated back to the 19th century. On this account, and being conscious of their oppression as a class, workers foresaw the inevitability of organised labour movement or trade unions as a practical solution to fight against hardship, vision of a new social order to improve their well being. This led to the emergence of welfare workers’ who went from industry to industry in order to forge workers and trade unions brotherhood in order to ameliorate their predicament the movement gained ground and led to the formation of welfare workers Association in 1913, this movement was however disrupted by the fist world war about government intervened and this brought about improvement in the working condition of the workers.
1.2 STATEMENT OF THE PROBLEM
The increase in the number of employees traceable to industrial revolution era and complexity in management constitute major problem in every business organization. Due to poor span of control a manager who used to manage twenty (20) instead of five (5) works. This requires a lot of specialist skill and methods; hence there is need for personnel functions.
In view of the above, can an organization do without personnel management, in the area of human relations in an organization? This can be referred to as the interaction between management and workers, and the outside world, such as government, supplier’s contractors and all the external environment of an organization. Organization must improve the working performance and productivity, skills and ability of its employees. The problem is how to determine training effectively? What particular training need is suitable for a particular work? Could it be right spoken then to say personnel unit in conjunction with employees department should handle training? Other questions are:-
What are the impacts by the personnel department as a vital unit in the achievement of overall objective of the organization?
How can we improve the uncongenial that use to occur between management and workers?
1.3 OBJECTIVE OF THE STUDY
This study is carried out for the following objectives:-
- To ascertain basic understanding of the impact of personnel management on organizational performance.
- To know how effective are the personnel are functions to the well-being and performance of the workers in an organization.
- To elucidate some problems encountered by an organization.
- To ascertain the relationship between personnel management and organizational performance
1.4 RESEARCH HYPOTHESES
For the successful completion of the study, the following research hypotheses were formulated by the researcher;
H0: there is no impact of personnel management on organizational performance.
H1: there is an impact of personnel management on organizational performance.
H02: there is no relationship between personnel management and organizational performance.
H2: there is relationship between personnel management and organizational performance
1.5 SIGNIFICANCE OF THE STUDY
The study will give a clear insight on impact of personnel management on organizational performance. The study will be beneficial to organizations and management of the organizations and the students. The study will serve as a reference to others researcher that will embark on this topic.
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of the study covers the impact of personnel management on organizational performance. The researcher encounters some constrain which limited the scope of the study;
- a) AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study
- b) TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
- c) Organizational privacy: Limited Access to the selected auditing firm makes it difficult to get all the necessary and required information concerning the activities.
1.7 DEFINITION OF TERMS
PERSONNEL MANAGEMENT: Personnel management is an administrative function of an organization that exists to provide the personnel needed for organizational activities and to manage the general employee-employer relationship.
ORGANIZATIONAL PERFORMANCE:
Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).
1.8 ORGANIZATION OF THE STUDY
This research work is organized in five chapters, for easy understanding, as follows
Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study. Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study.
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