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Abstract
The study was determined to examine the relationship between employee development effort and corporate competitiveness in some selected oil and gas firms in Port Harcourt.The descriptive and survey method was employed since the study was to ascertain employee development effort and corporate competitiveness. The study was designed to focus on selected oil and gas firms in Port Harcourt which include Pelgas Onne and Masters Energy Rumuolumini Port Harcourt. The population of the study was made to be one hundred and fourty (140) employees Pelgas Onne = 70 and Masters Energy Rumuolumini Port Harcourt =70. The Yaro Yemen’s formula was used to determine the sample size of 112. The chi-square statistical test was employed this test was used due to the nature of the questionnaire designed for the purpose of the hypothesis testing. Findings reveals that there is a significant relationship between employee development and corporate competitiveness. Based on the findings of the study summary conclusion and recommendations were made that the management having seen human resource exercise as a vital aspect in organization should be encouraged to finance it, seeing that the company is one that makes use of highly trained personnel, lack of funds as a problem should not be allowed to hinder effective implementations development and Educational qualifications more especially of technical qualifications should be a pre-requisite for recruitment, dilution, placement, promotion appraisal and lay off of workers.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgment vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figure xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of Study 1
1.2 Statement of problems 4
1.3 Objectives of the study 5
1.4 Research Questions 5
1.5 Statement of Hypotheses 6
1.6 Significance of the Study 6
1.7 Scope/Limitation of the Study 7
1.8 Definition of Terms 8
CHAPTER 2 10
LITERATURE REVIEW 10
2.1 Conceptual Framework 10
2.1.1 Concept of Employee Development Effort 10
2.1.2 Dimensions of Employee Development Effort 13
2.1.7 Corporate Competitiveness 15
2.1.8 Measures of Organizational Competitiveness 16
2.2 Theoretical Review 18
2.2.1 Modernization Theory (McClelland, 1961) 18
2.3 Empirical Framework 19
CHAPTER 3 21
RESEARCH METHODOLOGY 21
3.1 Research Design 21
3.2 Population 22
3.3 Sample and Sampling Techniques 22
3.4 Data Collection 23
3.5 Data Analysis 24
3.6 Reliability and Validity 24
CHAPTER 4 26
DATA PRESENTATION AND ANALYSIS 26
4.2 Data Analysis 27
4.3 Hypothesis Testing 33
4.4 Discussion of Findings 36
CHAPTER 5 39
SUMMARY, CONCLUSION AND RECOMMENDATIONS 39
5.1 Summary 39
5.2 Conclusion 39
5.3 Recommendations 40
Appendix I 46
Appendix II 47
CHAPTER 1
INTRODUCTION
1.1 Background of Study
Competitiveness as “the ability of a company or a product to compete with others and the desire to be more successful than other people” (Longman’s Advanced American Dictionary, 2000). According to Barney, Wright and Ketchen (2001), literally, the term describes the ability of firms and industries to stay competitive which, in turn, reflects their ability to improve or protect their position in relation to competitors which are active in the same market. In the view of Lall, (2001) competitiveness of a firm can be taken as its ability to do better than comparable firms in sales, market shares, or profitability. According to Porter (1998), a firm’s competitiveness refers to the competitive advantage over its rivals in a particular industry. Porter emphasized that a firm gains a competitive advantage when (a) it is able to generate and sustain profits that are greater than the average for its industry; (b) it manages to deliver the same benefits as its rivals but at a lower cost; and (c) it delivers benefits that exceed those of competing products by differentiating itself in the industry. For the firm, competitiveness is productivity reflected in either low costs or differentiated products that fetch premium prices (Porter, 1985). Firm level competitiveness is also defined as the firm’s ability to design, produce and/or market products superior to those offered by competitors, considering price and non-price qualities (Ambastha and Momaya, 2004), where non- price advantages may include quality, differentiation and brand image (Spyropoulou, Skarmeas, & Katsikeas, 2011); innovation, technology and internet connectivity (O’Cass & Weerawardena, 2009); productivity, agility; flexibility, adaptability and heritage. Hence, competitive advantage is a firm’s position of superiority or differential within the industry relative to its competitors (Cerrato & Depperu, 2011). In other words, firm-level competitiveness is related to the concept of competitive advantage, which is the heart of strategic management. One way an organization cab gain competitive advantage is through employee development. Human resource has been subject of thought and reflection in the field of management for a long time, only recently, however that the link between organizational competitiveness and human resource development issues, seem to have received attention, where human development has developed different approaches, in identifying the benefit of the perception against the traditional human resource management, which is a drive towards a development Aniagbo (1984).
Human resource is now evolving approach that promotes the use of human, natural and financial resources to improve the economy, the environment and society in an integrated way for the benefit of current and future generations.
Human resource can be defined as the practice of reserving resources for future generation without any harm to the nature and other components of it. Apple (1998) human resource development ties together concern for the carrying capacity of natural systems with the social, political, and economic challenges faced by humanity human resource science is the study of the concepts of human resource development and environmental science. There is an additional focus on the present generations responsibility to regenerate maintain and improve planetary resources for use by future generations.
The greatest asset of any organization is its human resources that ensure that achievement of the company’s goals and objective (source: Human resource Article 2012) it is unfortunate that most company’s organization have neglected the development and management of their chief asset which is human resource (Ogbodo, 2007).
According to Ubeku, (2005) human resources development is the function within an organization that focused on recruitment of management and providing direction for the people who work in the organization. It is also a strategic and comprehensive approach of managing people and the work place culture and environment (Ubeku, 2005). Effective human resource management enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives (Fatunla, 2000). Human resources development is administrative activities associated with human resources planning, recruitment selection orientation training appraisal motivation and also a functions within an organization that focuses on people (Graham, 1994).
In recent years, it has been noted that good number of business organizations are having poor productivity as a result of lack of effective and efficient human resource. Business is full of uncertainty and the understanding of labour contribution or human resources development is vital for management especially in the areas of boosting organizational competitiveness, productivity and as well its profitability (Ubeku, 1995). From the foregoing therefore, this study seeks to evaluate the relationship between employee development effort and corporate competitiveness in selected oil and gas firms in Port Harcourt.
1.2 Statement of problems
Both public and private organizations in Nigeria contribute to the wrong utilization of available human resources. This is because graduates are employed in areas where they lack expertise. The management of some organization does not seem to know the importance of training and development on corporate competitiveness, Ubeku, (1995). Some management believes that if workers have acquired education, there is no need to train again. Provisions of welfare facilities are not given adequate attention in some organization despite many policies being put in place to ensure workers productivity and efficiency and to possibly stamp out ethical practices in the public sector especially.
Studies (Olaniyan and Ojo, 2008; Obasan,2011; Lauren & Lin, 2003; Ongori and Nzonzo, 2011; Lucas, 2005; Rothwell and Kazanas, 2004) on manpower training, training needs and developmental issues are no longer a new topic in the field of human resource management, management practices and philosophies but in spite of the attention and resources paid to the practice, it continues to generate extreme dissatisfaction among employees. In other words, limited studies have been carried out regarding the strategic role of human resource development on corporate competitiveness in Nigerian oil and gas Industries. Evidently, a gap exists in the literature regarding human resources development and organizational advantage in the Nigerian oil and gas context, which this survey tends to fill. Hence, this study examined how best human resources development can be used for employees to reduce waste, incessant level of industrial accidents, labour turnover, lateness to work, fatigue, and absenteeism in order to ensure corporate competitiveness in the oil and gas sector.
1.3 Objectives of the study
The main purpose of the study is to examine the relationship between employee development effort and corporate competitiveness in some selected oil and gas firms in Port Harcourt. The specific objective is as follows:
- To examine the relationship between staff development and corporate competitiveness in some selected oil and gas firms in Port Harcourt.
- To examine the relationship between staff training and corporate competitiveness in some selected oil and gas firms in Port Harcourt.
- To examine the relationship between coaching and corporate competitiveness in some selected oil and gas firms in Port Harcourt.
1.4 Research Questions
The following research questions were proposed to guide the study.
- To what extent does staff development associate with corporate competitiveness in some selected oil and gas firms in Port Harcourt?
- To what extent does staff training associate with corporate competitiveness in some selected oil and gas firms in Port Harcourt?
- To what extent does coaching associate with corporate competitiveness in some selected oil and gas firms in Port Harcourt?
1.5 Statement of Hypotheses
The following research questions are postulated to guide the study:
HO: There is no significant relationship between employee development effort and corporate commitment in some selected oil and gas firms in Port Harcourt.
HA: There is no significant relationship between employee development effort and corporate commitment in some selected oil and gas firms in Port Harcourt.
1.6 Significance of the Study
The study will be beneficial to all service organization especially the banking sectors as it emphasized the need and encourage the establishment of policy guidelines on the efficient and effective human resources development.
The study shall have a great impact on individuals, organization and the society at large. Subsequently, it will enhance good suggestions for achieving better performance through an effective training/development programmes. Moreover, the study shall provide framework which will assist business organization and the society as a whole on how to evolve an enduring training programmes capable of achieving the desired result for an organization.
It will help managers of various organizations to generate ideas and solution to problems based on the best way to run training in their organization in order to achieve desired goals and objectives. It will equally be useful to small scale business, large corporations, management and consultants, practitioners, and universities, college of education and to the government.
It will also help researchers to know more about the relevance of human resources development as it enhance organizational productivity.
Finally, it will be of great value to management, researchers, investors, government and students as a point of reference and will equally form the basis for further research study.
1.7 Scope/Limitation of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope:The content scope of this study involves an investigation to ascertain the relationship between employee development effort and corporate competitiveness. The dependent variable is corporate competitiveness measured byincreased market share, profitability and innovation.Whiledependent variable is employee development effort, measures by staff traning, staff development and coaching.
Geographical Scope:This study is delimited in Port Harcourt Metropolis with special reference to selected oil and gas firms in Port Harcourt which include Pelgas Onne and Masters Energy Rumuolumini Port Harcourt, Rivers State.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
This study involves an investigation of career management in relation to employee performance. Hence it is a micro level study.
1.8 Definition of Terms
COACHING
Coaching and mentoring can provide an array of benefits for organizations of all sizes, especially small businesses.
EMPLOYEE DEVELOPMENT EFFORT
Training and development are indispensable strategic tools for effective individual and organisation performance, thus, organisation are spending money on it with confidence that it will earn them a competitive advantage in the world of business.
INCREASED MARKET SHARE
Market share represents the percentage of an industry or market’s total sales that is earned by a particular company over a specified period of time.
INNOVATION
Although various definitions of innovation exist, all include the need to complete the development and exploitation aspects of knowledge, not just its invention.
ORGANIZATIONAL COMPETITIVENESS
Provides a useful definition of competitiveness as “the ability of a company or a product to compete with others and the desire to be more successful than other people”.
PRODUCTIVITY
Productivity involves goal attainment. It is the successful transfer of input to output at the lowest possible cost. Productivity implies both efficiency and effectiveness.
STAFF TRAINING
Staff training is a planned effort by an organization to facilitate the learning of job related to knowledge and skills by its employees to improve employee’s performance and further organizational goals.
STAFFS DEVELOPMENT
Development takes the form of learning activities that prepare people to exercise wider or increased responsibilities.