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Abstract
The study examines the relationship between human resource management and organizational performance of telecommunication firms in Port Harcourt. The survey research design was adopted. The total population is made up of 80 eighty staff. 31 staff of MTN, 23 staff of Globacom and 26 staff of 9Mobile. The taro Yemen’s formula was used to determine the sample size of 66. In this study, the structured questionnaire is adopted. Self-designed questionnaires on human resources management and organizational performance was used and administered for the collection of data from the respondents in Telecommunication firms in Port Harcourt. The questionnaire responses of the sample respondents were presented using tables and analyzed by simple percentages. The study revealed a positive significant between human resourcesmanagement and organizational performance in Telecommunication firms in Port Harcourt. Based on the findng of the study, we recommend that the management of telecommunication firms should continue to ensure that the Human Resource policy, which is a result of the organization strategy to use human resource, among others, to achieve outstanding performance very year, is upheld and besides a thorough knowledge of the position the organization is trying to fill, recruiters must be able to pinpoint sources of human resources. Since the supply of individuals from which to recruit is continually changing, there will be time when finding appropriate human resources will be much harder than at other times.
Table of Contents
Title Page i
Cover Page ii
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Figures xii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems 4
1.3 Objectives of the Study 5
1.4 Research Questions 6
1.6 Significance of the Study 6
1.7 Scope/Limitation of the Study 8
1.8 Definition of Terms 9
CHAPTER 2 11
LITERATURE REVIEW 11
2.1 Conceptual Framework 11
2.1.1 Concept of Human Resources Management 11
2.1.3 Concept of Organizational performance 21
2.1.4 Measures of Organizational performance 23
2.1.5 The Relationship between human resources planning and organizational performance 26
2.2 Theoretical Framework 28
2.2.1 Universalistic Theory 28
2.2.2 Contingency Theory 29
2.2.3 Configurational Theory 31
2.3 Empirical Framework 32
CHAPTER 3 35
RESEARCH METHODOLOGY 35
3.1 Research Design 35
3.2 Population of the Study 36
3.3 Sample and Sampling Techniques 37
3.4 Source and Method of Data Collection 39
3.5 Instrument design 40
3.6 Data Analytical Method 40
CHAPTER 4 41
DATA PRESENTATION AND ANALYSIS 41
4.1 Data Collection and Presentation 41
4.2 Data Analysis 42
4.3 Discussion of Findings 49
CHAPTER 5 51
SUMMARY, CONCLUSION AND RECOMMENDATIONS 51
5.1 Summary 51
5.2 Conclusion 51
5.3 Recommendations 52
References 54
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 41
4.2 Data Analysis 42
Table 4.2: show age bracket of respondents 42
Table 4.3: show sex of respondents 43
Table 4.4: Academic qualification 43
Table 4.5: Marital status 44
Table 4.6: Employee recruitment associated with organizational performance in Telecommunication firms in Port Harcourt. 44
Table 4.7: Performance appraisal associated with organizational performance in Telecommunication firms in Port Harcourt 45
Table 4.8: Employee compensation associated with organizational performance in Telecommunication firms in Port Harcourt. 46
Table 4.9: 47
List of Figures
Fig. 1: A Conceptual Framework on Relationship between Human Resources Management and Organizational performance 11
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational performance is the overall growth of an organization (Drucker, 2002). Human resource is the most important asset in any organization. It is necessary for the organizations to manage their employees effectively and efficiently. Human resources play a vital role in any organization. It, thus, requires the considerable attention of the management so that employees can work up to their full potential (Ahmad & Schroeder, 2003).
Human Resource means individuals or staff or workforce within the boundary of an organization they are responsible for performing the tasks assigned to them and they aim to meet the organization objectives and make the profit. Human resource can provide a sustainable competitive advantage by giving them different practices (Huselid, 1995). A company’s success depends upon the people who are working in the organization. Human resource considered more important asset in any organization (Vlachos, Tsamakos, Vrechopoulos, & Avramidis, 2009). In any organization, the employees must be treated as a valuable asset; the organization’s mission will be achieved in a better way if their skills would be developed. In the presence of the competitive environment, the success of any organization depends upon the capabilities and the caliber of their Human Resource and their programs and practices (Rehman, 2011). If there are no human resource management practices, then company always face the difficulties and not able to perform in the competitive society.
Company current and potential human resources are essential considerations in the development and for the execution of its strategic business plan (Huselid, 1995). Human resources include individuals, staff or workforce within or even outside the boundary of an organization who are responsible for performing the tasks assigned to them. The main aim of an organization’s human resource team is to help the organization in achieving its objectives. Human resource helps the organization in making sustainable competitive advantage (Huselid, 1995).
According to Armstrong (2009), HRM practices and policies are designed to maximize commitment of employee, organizational integration, flexibility and quality of work. Effective human resource practices relate to company performance by contributing to employee and customer satisfaction, productivity, innovation and development of a favourable reputation of the firm in the industry (Fadiora, 2012).
Human resources management include activities ranges from strategic HRM, human capital management, human resource planning ,corporate social responsibility, recruitment, selection, staff training and development, remuneration management, performance management, employee relations, health safety to employee well-being as well as provision of employee services.
Performance has to do with accomplishment standard of accuracy, completeness, cost and speed. Performance is seemed to be the fulfillment of an obligation in a manner that release the performer from all liabilities under the contract. Organizational performance therefore is a measure of how well achieve appropriate objectives. This means that organization must be properly, evaluated in term of their productivity, skills taken decision and total commitment to their job so as to enable the organization to achieve expected goals.
Organizational performance has do with the effectiveness of the organization in fulfilling it purpose. The measurement of performance is very important aspect to be considered. In any business entity that is gearing towards success. The survival of any organization depends solely on its performance which is strategic in Nature. Performance measurement to evaluate the entire health of the organization. Most executive are painfully aware of the fact that there is no one magic formular for measuring business performance. A review of literature on the subject shows a market trend from financial ratio and tangible to non-financial aspects an intangible as the most importance business measure.
It is very vital for managers to know which factors influence an organization’s performance in order for them to take appropriate steps to initiate them. Organizational performance guarantees the continuity of the organization to be competitive in a global market place. Organizational performance can be seen as a multi-dimensional construct consisting of more than simply financial performance (Baker & Sinkula, 2005). It describes the extent to which the organization is able to meet the needs of its stakeholders and its own needs for survival (Griffin, 2003). In this sense, organizational performance depicts that an organization is achieving its mission and goals. Kaplan and Norton (1992) defined organizational performance as a set of financial and nonfinancial indicators capable of assessing the degree to which organizational goals and objectives have been accomplished. The challenge for any organizational performance is generally indicated by the effectiveness of an organization to achieve its objectives and efficiency to use the resources properly, satisfaction of employees and customer innovation, quality products and services and thereby ability to maintain unique human resource pool (Katou & Budwar, 2007).
1.2 Statement of Problems
Both public and private organizations in Nigeria contribute to the wrong utilization of available human resource. 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 organizational resilience, Ubeku, (1995). Some management believes that if workers have acquired education, there is no need for training. 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 unethical practices in the public sector especially.
Evidently, a gap exists in the literature regarding human resource development and organizational performance in the Nigerian telecommunication sector. The problems associated to the study are as follows; lateness to work, fatigue, and absenteeism in order to ensure performance in the telecommunication industry.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between human resource management and organizational performance in Telecommunication firms in Port Harcourt.
1. To examine the relationship between employee recruitment and organizational performance in Telecommunication firms in Port Harcourt.
2. To examine the relationship between performance appraisal and organizational performance in Telecommunication firms in Port Harcourt.
3. To examine the relationship between employee compensation and organizational performance in Telecommunication firms in Port Harcourt.
4. To examine the relationship between employee recruitment and productivity in Telecommunication firms in Port Harcourt.
1.4 Research Questions
The following research questions were proposed to guide the study.
1. To what extent does employee recruitment associated with organizational performance in Telecommunication firms in Port Harcourt?
2. To what extent does performance appraisal associated with organizational performance in Telecommunication firms in Port Harcourt?
3. To what extent does employee compensation associated with organizational performance in Telecommunication firms in Port Harcourt?
4. To what extent does employee recruitment associated with productivity in Telecommunication firms in Port Harcourt?
1.6 Significance of the Study
The study will be beneficial to all service organizations especially the telecommunication sector as it emphasized the need and encourage the establishment of policy guidelines on the efficient and effective human resources management.
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 literature 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 management as it enhance organizational resilience.
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 examines the relationship between human resource management and organizational performance in Telecommunication firms in Port Harcourt.
The study is delimited under the following headings; content scope, geographical scope and unit of analysis.
Content Scope: The content of this study involves an investigation to ascertain the relationship between human resource management and organizational performance in Telecommunication firms in Port Harcourt. The independent variable human resources management practices having a dimension of employee recruitment, performance appraisal and employee compensation while the dependent variable is organizational performance measure by productivity, effectiveness and efficiency.
Geographical Scope: This study is delimited to Telecommunication firms in Port Harcourt which include MTN located at 5, Azikiwe Road Port Harcourt, Globacom located at 57 Aba Road Port Harcourt and 9Mobile located at 315, Aba Road, opposite oil mill market Port Harcourt.
Unit of Analysis: The unit of analysis involved selected senior and junior staff at the time the study was carried out.
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.
1.8 Definition of Terms
The following terms were operational defined as follows
Employee compensation: Compensation (Reward and benefits) management is concerned with the formulation and implementation of strategies and policies, the purposes of which are to reward people fairly, equitably and consistently in accordance with their value to the organization and thus help the organization to achieve its strategic goals.
Employee recruitment: Recruitment and selection in any organization is a serious business of the Human resources Managers. This is because the success of any organization or efficiency in service delivery depends on the quality of its workforce who was recruited into the organization through recruitment and selection exercises.
Human Resources Management: Human Resource Management (HRM) is a very critical and imperative function that operates within an organization.
Performance appraisal: The process of performance management, it involves a continuous judgment on the behaviour and performance of staff.