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Abstract
The study has examined the relationship human capital management practice and organisational performance in commercial banks in Rivers State. In this research, the survey research design method. The population of the study comprises one hundred and twenty (120). The Taro Yemen’s formula was used to determine the sample size of 96. In this study both the primary and secondary data were used. Data collection was done using a structured questionnaire. A self-design questionnaire on human capital management practices and organizationl performance was used specifically for data collection. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. The chi-square statistical test was employed. The hypotheses will be tested electronically with SPSS Version 22. The study revealed that there is a significant relationship between human capital management practices and organisational performance in commercial banks in Rivers State. Based on the findings of the study, we recommended that the organizations should implement these practices to achieve the desired goals, the organizations should utilize a variety of reward and recognition programs to drive behavior that promotes high performance, organization should conducts extensive training program for its employees relevant to the changing needs of jobs and business and job performance should be considered an important factor to determine the compensation of employee’s performance.
Table of Contents
Title Page i
Cover Page ii
Abstract iii
Certification iv
Declaration v
Dedication vi
Acknowledgement vii
Table of Contents vii
List of Tables ix
List of Figures x
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems: 2
1.3 Objective of the Study: 3
1.4 Research Question: 3
1.5 Research Hypotheses: 4
1.6 Significance of the study 4
1.7 Scope and Limitation of the Study 5
1.8 Definition of Terms 5
CHAPTER 2 7
LITERATURE REVIEW 7
2.1 Conceptual framework 7
2.1.1 Concept of Human Capital Management Practices 8
2.1.2 Dimensions of Human Capital Management Practices 9
2.1.3 Organizational Performance 11
2.1.4 Measures of Organizational Performance 14
2.2 Theoretical Framework 16
2.2.1 Resource Based View 16
2.2.2 Human Capital Theory 17
2.3 Empirical Framework 17
CHAPTER 3 21
RESEARCH METHODOLOGY 21
3.1 Research Design 21
3.2 Population of the Study 22
3.3 Sample Size Determination 22
3.4 Sampling Techniques 23
3.5 Source and Method of Data Collection 24
3.6 Methods of Data Collection 24
3.7 Questionnaire Design 25
3.6 Data Analytical Techniques 26
3.7 Reliability and Validity 27
CHAPTER 4 28
DATA PRESENTATION AND ANALYSIS 28
4.1Data Collection and Presentation 28
4.2 Data Analysis 29
4.3 Hypotheses Testing 33
4.3 Discussion of Findings 34
CHAPTER 5 36
CONCLUSION, SUMMARY AND RECOMMENDATIONS 36
5.1 Conclusion 36
5.2 Summary 36
5.3 Recommendations 37
Reference 38
Appendix I 40
Appendix II 41
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 28
Table 4.2: showing the age of respondents 29
Table 4.3: Showing the Gender/Sex of Respondents 29
Table 4.4: Showing the Educational Qualification of the Respondents 30
Table 4.5: Showing the Marital Status of Respondents 30
Table 4.6: Employee Compensation and Organisational performance in Commercial Banks In Rivers State. 31
Table 4.7: Employee Engagement and Organisational Performance in Commercial Banks in Rivers State. 31
Table 4.8: Talent Management and Organisational performance in Commercial Banks in Rivers State. 32
List of Figures
Fig. 2.1: A Conceptual Framework on Human Capital Management Practices and Organisational Performance. 7
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Human capital development is the process of helping people to acquire expertise. In an organizational context, it is the process by which organizations help their employees in a continuous and planned way in order to: acquire or sharpen the abilities required to perform various functions associated with their present or expected future roles; develop their general skills as individuals, discover and utilize their inner potential for their own and/or organizational development purposes; develop an organizational culture in which supervisor subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well-being, motivation, and pride of employees. While analyzing the issue of what contributes to competitive advantages ,more emphasis has been laid on the internal resources which are seen as crucial to sustain effectiveness rather than on external positioning in the industry and the relative balance of competitive forces Penrose‟ work (Maruping, L. M., 2002) shows the beginning of the resource based view of the firm which was later polished (Johnson J, Griffeth R. W. & Griffin M. 2000, Jonson, M. 2001, Abel, J R.; Deitz, R., 2012). The significance for an organization to build a valuable set of resources and binding them in different and unique ways to develop firm succe4ss has been established by RBV. Unlike traditional assumption competitive advantage doesnot depend on natural resources, technology or economies of scale because they are easily copies. According to RBV competitive advantages depend on the valuable, rare hard to imitate resource that sets within organization. Human capital in a real sense is an „invisible asset‟ (Seymour W. I ., 2003) The importance of the human capital pool (the collection of employee capabilities), and how it is managed through HR processes, becomes apparent, then, to the strategic aims of the organisation.
1.2 Statement of Problems:
Individuals, organizations and nations increasingly recognize that high levels of skill and competence are essential to future security and success. It is common knowledge that as individuals acquire more education and training during a lifetime, human capital drives the production of goods and services, as well as new innovations in the marketplace. While the economic value of human capital cannot be questioned, an important concern among scholars is if there is any relationship between human capital development and organization performance. This is the crux of the matter in this study that answer would be provided. Rapid technological change, increasingly sophisticated customers and the importance of innovation has shifted the bases of competition for many business away from traditional physical and financial resources(Cuganesan,2006).The challenge is to ensure that firms have capability to find, assimilate, compensate and retain human capital in the shape of talented individuals they need who can drive a global organisation that is both responsive to its customers and ‘ the burgeoning opportunities of technology (Armstrong,2006)`.The banking industry is being buffeted by a storm of trends and challenges. Customers perceive banking products and services as commodities; shareholders demand healthy growth and fat margins; employee turnover is a persistent problem; and skilled talent is in short supply. While these challenges are faced in all corners of the banking enterprise, they have a special impact on human resource departments.
Studies on Human Capital Management Practices in the banking industry are few and those that have attempted to link human capital management practices to performance have given conflicting results (Bassanini and Scarpetta, 2001).Furthermore, most of these studies were done in different environments from Kenya and thus the results cannot be generalized to Kenya. For instance, a study by Olufemy (2009) sought to gain a better understanding of the theoretical and empirical relationship between human capital development practices and some dimensions of organisational effectiveness of Nigerian Banks.
1.3 Objective of the Study:
The main objective of this study is to examine the relationship between human capital management practices and organisational performance in commercial banks in Rivers State. In specific terms, the study shall:
1. Examine the relationship between employee compensation and organisational performance in commercial banks in Rivers State.
2. Examine the relationship between employee engagement and organisational performance in commercial banks in Rivers State.
3. Examine the relationship between talent management and organisational performance in commercial banks in Rivers State.
1.4 Research Question:
The following research questions will guide the execution of this research work:
1. Does employee compensation enhance organisational performance in commercial banks in Rivers State?
2. Does employee engagement influence organisational performance in commercial banks in Rivers State?
3. Does talent management influence organisational performance in commercial banks in Rivers State?
1.5 Research Hypotheses:
HO: There is no significant relationship between human capital management practices and organisational performance in commercial banks in Rivers State.
HA: There is a significant relationship between human capital management practices and organisational performance in commercial banks in Rivers State.
1.6 Significance of the study
This study is aimed at examining the relationship between employee compensation and organisational growth in commercial banks in Rivers State, it is believed that the completion of this research work will be of immense benefit to all and sundry:
Firstly, this study provides guidance to the management of banks in Port Harcourt, Rivers State, and other industries within and outside the vicinity of Rivers State to understand factors of human capital management practices and its overt importance on the performance of banks. Thus, this study makes suggestions to the management for further implementation, and gives a better understanding on the work environment.
Secondly, policy makers in the three tiers of government will find the recommendations that will follow in the study very useful because it will give sufficient insight into the issues of human capital management practices and its overwhelming influence on the banking industry. Organizational management will see the need to take the issue of strategic human capital management very serious as the impact of it cannot be overemphasized on their companies.
The students and researcher will also benefit from the study because it will serve as a base data for those who might want to carry out further studies in the area.
1.7 Scope and Limitation of the Study
The scope of this study is delimited into the followings:
Content Scope: The content scope of this study shall encompass the area of both the dependent and independent variables. The dependent variable human capital management practices includes employee compensation, employee engagement and talent management whereas, the areas of organizational performance include efficiency, effectiveness and market share.
Geographical scope: This study covers all the banks in Rivers State.
Unit of Analysis: This is a micro study because it is interested in ascertaining the relationship between human capital management practices and organisational growth in commercial banks in Rivers State.. Hence, it is a micro level study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
1.8 Definition of Terms
EFFICIENCY: It is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or in producing a desired result. In a more general sense, it is the ability to do things well, successfully, and without waste.
EFFECTIVENESS: According to Mohr and Zoghi (2006) organizational effectiveness is defined in many ways depending on the organizations goals and objectives in today’s market and also is dependent on the industry. In today’s market, organizational effectiveness is dependent on seven to ten attributes/characteristics.
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 time period.
TALENT MANAGEMENT: Talent management implies: appositely finding the most suitable incumbent for the organization (Jackson & Schuler, 1990).
EMPLOYEE ENGAGEMENT: Employee engagement refers to the dedication and loyalty of an individual towards its job (Schaufeli & Salanova, 2007).
COMPENSATION MANAGEMENT: Compensation is a process of providing monetary value to employees for the work they performed. Compensation can be used to hire skilled employees, reward the performance, encourage company loyalty by reduce turnover.
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