THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PRODUCTIVITY (A CASE STUDY OF CHAMPION BREWERIES PLC, UYO)
| Format: Ms Word | 1-5 Chapters | Table of Content|
INSTANT PROJECT MATERIAL DOWNLOAD
Study Level: BTech, BSc, BEng, BA, HND, ND or NCE
This study examines the Impact of human resource management on organizational productivity (a case study of Champion Breweries Plc, Uyo). For this study, primary and secondary data were used as data sources. The respondents were asked to provide information using a structured questionnaire. The achievement of organizational goals is the primary goal of business strategy, which includes human resource management as a crucial component. The study looked at how office managers’ and other workers’ productivity was affected by human resource management. The study used a survey-style descriptive research design. Since the information constituted primary data, questionnaires were used to gather it. In contrast, the study’s secondary sources of data were gathered online from publications. Ninety were returned out of the total population and sample size of one hundred. The study was analyzed using chi-square, mean, and simple percentage techniques. The results of the study showed a strong correlation between worker productivity and human resource management. It was suggested that training and management development programs be put in place to improve the capabilities of office managers and other employees in an organization. Effective recruitment and selection attracts the right kind and quantity of people, develops their knowledge, skills, and abilities, and retains them within the organization.
TABLE OF CONTENT
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Purpose of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Limitation of the Study
CHAPTER TWO: LITERATURE REVIEW
2.1 Conceptual Framework
2.2 Theoretical Review
2.3 Empirical Review
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design
3.2 Population of the Study
3.3 Sample Size and Sampling Techniques
3.4 Research Instrument for Data Collection
3.5 Method of Data Collection and Distribution
3.6 Data Analysis Technique
3.7 Decision Rules
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Analysis of Demographic Characteristics of Respondents
4.2 Analysis of Research Questions
4.3 Testing of Hypothesis
4.4 Discussion of Findings
CHAPTER FIVE: SUMMARY OF FINDING, CONCLUSION AND
5.1 Summary of Finding
5.4 Limitations of the Study
1.1 BACKGROUND TO THE STUDY
Over the past 20 years, researchers and practitioners have come to understand the importance of managing people inside an organization. Organizations are becoming more conscious of the critical role that human resources play in achieving financial performance. As a result, companies are emphasizing increasing employee engagement and organizational commitment in an effort to become more employee-centric.
In today’s global market economy, when access to technology, capital, and other resources is more widespread, it is critical for organizations to use human resources management (HRM) systems that optimize staff. According to Pfeffer (2014), businesses are realizing more and more that their workforce may provide them with a competitive edge. Paying close attention to the procedures that make the most use of these resources is necessary when using people to gain a competitive edge. Scholars largely concur, according to Nishii (2008), that well-designed HRM strategies can improve organizational performance. Employee attitudes and behaviors are influenced by HRM procedures, according to related theories that support this supposition.
An organization’s unseen asset is human resource management. When integrated into an operational system, it adds value by improving organizational performance and bolstering resilience in the face of a tumultuous environment. Good human resource management (HRM) helps transform human resources into a skilled and productive workforce, giving the company a competitive edge through its staff. On the other hand, an ineffective workforce can raise labor costs and lower production within the company. However, a company needs to make sure that all of its workers are qualified, positioned well, trained, handled well, and dedicated to the company’s success in order to stay competitive, expand, and diversify. In order to achieve optimal productivity and effectiveness, HRM aims to maximize employee contribution while also achieving individual (i.e., having a challenging job and receiving recognition) and societal (i.e., adhering to the law and exhibiting social responsibility) objectives.
Organizational performance is significantly impacted by human resource dimensions and practices (such as hiring, training, performance appraisal, and reward systems), which support the positive relationship between HRM and organizational success (Osman, 2012).
Although people are seen to be an organization’s most significant asset, relatively few are able to utilize their full potential. Although the term “human resources” refers to the people who work for an organization, “human resources management” refers to a highly important and crucial role that is performed by employees. This role is divided into recruiting, pay, organizational development, safety, employee engagement, benefit wellness, communication and training, performance management, and any other actions linked to the organization’s goal achievement (Ayesh, 2012).
Human resource management, according to Neo (2007), is made up of procedures, rules, and systems that affect workers’ conduct, attitudes, and output. According to Oladipo (2011), any organization’s ability to survive and thrive depends critically on having the right people in the right positions at the right times.
The Human Resources department is responsible for examining the company’s HR procedures and, if required, making recommendations for policy modifications. Training programs were arranged for all staff categories as part of the evaluation, which also resulted in the academic qualifications of the staff being harmonized without further discrimination between holders of degrees and Higher National Diplomas and Certificates. Employees who could not be kept due to a lack of basic skills and qualifications were laid off, and a strict hiring procedure was put in place to draw in qualified candidates for the various departments.
1.2 STATEMENT OF THE PROBLEM
Organizations must motivate their employees to improve their performance in order to be profitable. Some organizations take workers for granted by failing to provide proper training and rewards for hard effort as human aspects in achieving organizational goals.
This has, in some situations, impacted worker productivity and, as a result, the profitability of such firms. The study thus determines how workers might be managed to raise their productivity while also increasing the profitability of the organizations.
1.3 PURPOSE OF THE STUDY
The broad purpose of this study is to examine the impact of HRM practices on employees’ productivity in organizations. Other purposes include:
- To find out how HRM can affect the employees productivity and performance
- To find out the extent to which employees are being motivated in organizations
- Establish the extent to which performance would affect the implementation of various HRM practice
- To know the status of HRM practice a views in an organization.
USE THIS MATERIALS AS A GUIDE FOR YOUR PERSONAL RESEARCH WORK (IF PROPERLY CITED)
WE ASSIST OUR CLIENTS BY PROVIDING QUALITY RESEARCH MATERIALS FOR ACADEMIC PURPOSES.
THIS MATERIAL IS FOR RESEARCH PURPOSES ONLY AND SHOULD BE USED AS GUIDELINE.
DO NOT COPY THE ABOVE MATERIALS VERBATIM (WORD FOR WORD)