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Abstract
The study examine the relationship between Human Capital Planning and Organizational Performance in selected Commercials Bank in Port Harcourt. The population is made up of 120 employees from selected commercial banks in Port Harcourt, Rivers State as follows: Union Bank, Fidelity Bank and Zenith Bank. The primary and secondary data sourcing techniques were adopted. The primary has to do with structure and un-structured questionnaire, personal interview and observation. The Yaro Yemen’s formula was used to determine the sample size of 96. A self-design questionnaire was used for data collection from respondents. The simple percentage was used to analyse the response. The Chi-Square statistical tool was used to test the hypotheses. Findings reveals that there is a significant relationship between Human Capital Planning and Organizational Performance in selected Commercials Bank in Port Harcourt. Based on the findings of the study summary conclusion and recommendations were made that Planners and managers of human capital in both public and private sector in Nigeria should be educated and trained in scientific human capital planning with the aim of replacing the guest work and in function currently in use and Managers and planners of human capital should make deliberate efforts to study the opportunities and threats imbedded incorporating such finding in their human capital plans.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgement vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Research Hypothesis 4
1.6 Significance of the Study 5
1.7 Scope/Limitations of the Study 5
1.8 Definition of Terms 6
CHAPTER TWO 7
LITERATURE REVIEW 7
2.1.1 Concept of Motivation 7
2.1.2Dimensions of Motivation 10
2.1.3 Organizational Resilience 12
2.1.4 Measures of Organizational Resilience 14
2.1.5 Motivation and Organizational Resilience 16
2.1.6 Extrinsic Motivation and Intrinsic Motivation 17
2.2 Theoretical Framework 18
2.2.1 Content Theories 18
2.2.1.1 Maslow’s Hierarchy of Needs Theory 19
2.2.1.2 Alderfer’s Need Modified Theory 22
2.2.1.3 Herzberg’ Two Factor Theory 23
2.2.1.4 Mcgregor Theory X and Y Theory 23
2.2.1.5 McClelland’s Achievement Motivation Theory 24
2.2.2 Process Theories 26
2.2.2.1 Vroom’s Expectancy Theory 27
2.2.2.2 Goal Theory 28
2.2.2.3 Equity Theory 29
2.3 Empirical Literature 32
CHAPTER THREE 35
RESEARCH METHODOLOGY 35
3.1 Research Design 35
3.2 Population of the Study 35
3.3 Questionnaire Design 36
3.4 Source and Method of Data Collection 36
3.5 Sample and Sampling Techniques 37
3.6 Data Analytical Techniques 38
3.7 Reliability and Validity 39
CHAPTER FOUR 40
DATA PRESENTATION AND ANALYSIS 40
4.1Data Collection and Presentation 40
4.2 Data Analysis 41
4.3 Testing of Hypothesis 45
4.4 Discussion of Findings 47
CHAPTER FIVE 49
SUMMARY, CONCLUSION AND RECOMMENDATIONS 49
5.1 Summary 49
5.2 Conclusions 49
5.3 Recommendations 49
References 51
Appendix I 56
Appendix II 57
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Every organization and business wants to be successful and have desire to get constant progress (Nishikawa, 2006). The current era is highly competitive and organizations regardless of size, technology and market focus are facing employee retention challenges(Oloko2003). To overcome these restraints a strong and positive relationship and bonding should be created and maintained between employees and their organizations(Oloko2003). Human resource or employees of any organization are the most central part so they need to be influenced and persuaded towards tasks fulfillment (Nnabuife 2009).
For achieving prosperity, organizations design different strategies to compete with the competitors and for increasing the performance ofthe organizations. A very few organizations believe that the human personnel and employees of any organization are its main assets which can lead them to success or if not focused well, to decline (Nishikawa, 2006). Unless and until, the employees of any organization are satisfied with it, are motivated for the tasks fulfillment and goals achievements and encouraged, none of the organization can progress or achieve success (Nnabuife 2009).
Motivation, as a process, started with a need in human being which creates a vacuum in a person. In an attempt to fill the vacuum an internal driving force is generated which starts and sustains a chain of action and reaction Kayode (2003). It is at that point that the vacuum is also filled. With this background information(Nnabuife2009), define motivation as the internal or external driving force that produces the willingness to perform an act to a conclusive end. This first aspect of motivation we choose to describe as internal motivation because the driving force comes from within an individual. The second aspect is external motivation, is applied by the organization. This is because employees are motivated to identify with organization in order to satisfy their varied and variegates needs and desires (Oloko2003). Until they have been identified and properly satisfied, they will never cease to impede smooth running of the organizations (Nishikawa, 2006).
One of the biggest problems facing manager in the organizations is how best to get employees committed to their work and put in their best towards the accomplishment of organization’s objectives. Motivation is concerned with why people do what they do. It answers such questions as why do managers or worker go to work and do a good job (Nwachukwu2004). Meyer and This tries to explain what motivates people to act the way they do, with primary focus on the work place. It is the primary task of the manager to create and maintain an environment in which employees can work efficiently and realize the objectives of the organization (Oloko2003).
Employees differ not only in their ability to work but also in their will to do so (motivation). To motivate is to induce, persuade, stimulate, even compel, an employee to act in a manner which fulfilled the objectives of an organization (Nguyen 2005 and Egwurudi2008).
The motivation of employees depends on the strength of their motives. Motives are need, wants, desire, or impulses within the individual and these determine human behaviour (Greene et al., 2002). Therefore, motivation is the process of arousing behaviour, sustaining behaviour progress, and channeling behaviour into a specific curse of action. Thus, motives (needs, desire) induce employees to act. Motivation therefore is the inner state that energies people, channels and sustains human behaviour (Greene et al., 2002).
Organizational resilience refers to an organization’s ability to create an environment that enhances career resiliency of their employees (Brock & Grady, 2002; Nishikawa, 2006). An organization committed to building resilient employees will foster openness in communication, encouragement of individual contributions for personal growth, risk-taking all with the promise of employee recognition and rewards (Brock & Grady, 2002; Nishikawa, 2006). Resilient organizations structure and restructure themselves to attain a mission, support the optimal development of shared decision-making (Brock & Grady, 2002; Nishikawa, 2006). They provide feedback, set goals, and have intelligence-gathering mechanisms (Nishikawa, 2006). They employ people who react quickly and efficiently to change and perceive experiences constructively, ensuring adequate external resources expand decision-making boundaries, develop the ability to create solutions on the spot, and develop tolerance for uncertainty (Greene et al., 2002). From the foregoing therefore, the study is intended to examine the relationship between motivation and organizational resilience as it relates to some selected commercial Banks in Rivers State.
1.2 Statement of Problem
Good remuneration has been found over the years to be one of the policies the organization can adopt to increase their worker performance and thereby increase the organizational resilience.
Workers leave organization due to the fact that they are not motivated enough. Some are not willing to leave because they are enjoying some benefit in terms of promotion, which leads to increase in salaries and wages, bonus and some other incentives.
Workers prefer financial incentives to non-financial incentives, more especially the junior workers, due to the fact that such incentives are not used as a motivational technique, the company have the problem and challenges of retention of their employees. Hence low performance and productivity becomes the end result and finally work dissatisfaction.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between motivation and organizational resilience. The specific objectives are as follows:
- To examine the relationship between reward and organizational resilience.
- To examine the relationship between job enrichment and organizational resilience.
iii. To examine the relationship between promotion and organizational resilience.
- To examine the relationship between organizational culture and organizational resilience.
1.4 Research Questions
- Does employee reward influences organization resileience?
- Does job enrichment associate with organizational resilience?
iii. Does promotion associate with organizational resilience?
- To what extent does organizational culture influence organizational resilience.
1.5 Research Hypothesis
HO: There is no significant relationship between motivation and organizational resilience.
HI: There is a significant relationship between motivation and organizational resilience.
1.6 Significance of the Study
The study will serve as guide to the management of commercial Banks in particular and the Nigerian managers as a whole in determining the best way of getting the best output from their employees who are presently demoralized in the face of the prevailing socio-economic hardship.
The study is also aimed at contributing to the literature in Motivation particularly with reference to organizational resilience. Also, this work on completion will broaden the essence for application of modern motivational techniques for both public and private sectors respectively.
1.7 Scope/Limitations 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 on investigation to ascertain the relationship between Motivation and organizational Reliance. The dependent variable is organizational Reliance, measures by Robustness, Resourcefulness, and Response. While independent variable is motivation measure by Reward, Job enrichment and Promotion.
- Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to some selected Commercial banks in Rivers State which include Agip, Shell and Indorama.
- Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study. The scope of this study is to ascertain the relationship between motivation and organizational resilience.
In carrying out an investigation of this native the researcher must of necessity be faced the following constraint.
Firstly, the time constraint’s the time frame provision for this study was short.
Secondly, financial constraints. Usually, a study of this nature involved some level of expenditure therefore, finance was also a limiting factor.
Thirdly, poor response from the respondent and inability to access the entire population of the study. Lastly, poor measurement instrument.
1.8 Definition of Terms
Employees: Employees would refer generally to members of staff of an organization, both management and non-management and would be used interchangeably with workers.
Employee Needs: This refers to basic wants of employees, the desire to satisfy which activates their energy to satisfy and the fulfillment of which engenders positive work attitudes. In the study these needs are categorized into three: Existence, Relatedness and growth needs.
Motivation: Motivation would be seen as that energizing force consciously applied through skillful appeal to employee basic needs to compel positive work attitude to achieve organizational goal.
Promotion: Elevation of an employee to a better job, better in terms of greater responsibilities, enhanced authority more prestige or status greater skill increased remuneration and fringe benefits.
Work Attitude: This would refer to employee’s state of mind as expressed in concrete action behavior or their manner of performing their duties.