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Abstracts
The study examined Human Resources Management and Organizational Resilience in some selected Banks in Port Harcourt. the survey research design that is cross sectional was adoptedl. Results of the study will now form the basis for generalization. The population of the study is made up of 200 employees selected from operating deposit money Banks in Port Harcourt, Rivers State are as follows: First Bank = 50, Union Bank 50, Zenith Bank = 50 and GT Bank = 50. The Yaro Yemen’s formula was used to determine the sample size of 160. Self-designed questionnaires on human resources management and organizational resilience was used and administered for the collection of data from the respondents in selected commercial Banks in Port Harcourt. The questionnaire responses of the sample respondents were presented using tables and analyzed by simple percentages. To give a more scientific and empirical answer to the questions posed in research question and to fully and properly test for the stated hypotheses, Chi-Square statistical techniques will be adopted. The study recommends that The management of commercial Banks should continues to ensure that the Human Recourses policy, which is a result of the organization strategy to use human resource, among others, to achieve outstanding performance every 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
Declaration iii
Certification iv
Dedication v
Acknowledgement vi
Abstracts vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems 3
1.3 Objectives of the Study 4
1.4 Research Question 4
1.5 Research Hypotheses 5
1.6 Significance of the Study 5
1.7 Scope/Limitation of the Study 6
1.8 Definition of Terms 8
CHAPTER 2 10
LITERATURE REVIEW 10
2.1 Conceptual Framework 10
2.1.1 Concept of Human Resources Management 11
2.1.3 Organizational Resilience 21
2.1.4 Measures of Organizational Resilience 24
2.3 Empirical Review 30
CHAPTER 3 32
RESEARCH METHODOLOGY 32
3.1 Research Design 32
3.2 Population of the Study 33
3.3 Sample and Sampling Techniques 35
3.4 Source and Method of Data Collection 37
3.5 Instrument design 37
3.6 Data Analytical Method 37
CHAPTER 4 39
DATA PRESENTATION AND ANALYSIS 39
4.1 Data Collection and Presentation 39
4.2 Data Analysis 40
4.3 Testing of Hypothesis 45
4.4 Discussion of Findings 48
CHAPTER 5 51
SUMMARY, CONCLUSION AND RECOMMENDATIONS 51
5.1 Summary 51
5.2 Conclusion 51
5.3 Recommendations 52
References 53
Appendix I 56
Appendix II 57
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
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 (O’Leary, 1998). Resilient organizations structure, restructures themselves to attain a mission, support the optimal development of shared decision-making. 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 resource, expand decision-making boundaries, develop the ability to create solutions on the spot, and develop tolerance for uncertainty (Greene et al., 2002). One way an organization can be resilient is through human resources management.
To achieve competitive advantage, Bohlander, Snell & Sherman (2001) argue that while people have always been central to organizations, they have now takenon an even more central role in building a firm’s competitive advantage. They reiterate the fact that success increasingly depends on the organization’s people-embodied know-how, which includes the knowledge, skills and abilities embedded in an organization’s employees. Organisations best able to meet these challenges are those that can acquire and utilise valuable and scarce resources. Human resources fall into this category of resources, particularly if they are effectively deployed through appropriate human resource practices (Boohene & Asuinura (2011). One of the key tasks for an organization, therefore, is the effective management of human resource. Research in Human Resource Management (HRM) has established that the success of any organisation is highly influenced by the calibre of its human resource (HR), which in turn, is affected by the organization’s human resource management practices (Okoh,2005).
Commercial Banks are in the private sector banking industry in Nigeria, which is not on subvention from either the government or any other organizations. Thus,it is required to generate its own funds, operate profitably and be able to pay dividend annually to its shareholders. Since the restructuring, no research has been carried out to ascertain the effect of human resource management practices on the company’s performance. This study therefore seeks to examine the relationship between human resources management practice and organizational resilience in some Commercial Banks in Port Harcourt.
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 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 unethical 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 organizational productivity in Nigerian banking Industries. Evidently, a gap exists in the literature regarding human resource development and organizational productivity in the Nigerian manufacturing context, which this survey tends to fill. Hence, this study examined how best human resource 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 resilience in the banking industry.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between human resource management and organizational resilience in some selected Banks in Port Harcourt.
To examine the relationship between employee recruitment and organizational resilience in some selected Banks in Port Harcourt.
To examine the relationship between staff performance appraisal and organizational resilience in some selected Banks in Port Harcourt.
To examine the relationship between employee compensation and organizational resilience in some selected Banks in Port Harcourt.
1.4 Research Question
The following research questions were proposed to guide the study.
To what extent is employee recruitment associated with organizational resilience in some selected Banks in Port Harcourt?
To what extent is staff performance appraisal associated with organizational resilience in some selected Banks in Port Harcourt?
To what extent is employee compensation associated with organizational resilience in some selected Banks in Port Harcourt?
1.5 Research Hypotheses
The following hypotheses were formulated to guide the study:
HO1: There is no significant relationship between employee recruitment and organizational resilience in some selected Banks in Port Harcourt.
HO2: There is no significant relationship between performance appraisal and organizational resilience in some selected Banks in Port Harcourt.
HO3: There is no significant relationship between employee compensation and organizational resilience in some selected Banks in Port Harcourt.
1.6 Significance of the Study
The study will be beneficial to all service organizations especially the banking 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 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 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.
1.7Scope/Limitation of the Study
The study examines the relationship between human resource management and organizational resilience in some selected commercial Banks.
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 resilience in some selected commercial Banks.
Geographical Scope: This study is delimited to some selected commercial Banks in Port Harcourt.
Unit of Analysis: The unit of analysis involved the staff at the time of carrying out this study. In carrying out an investigation of this nature the researcher must of necessity be faced with some constraints.
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.
1.8 Definition of Terms
Human Resources Management
Human Resource Management (HRM) is a very critical and imperative function that operates within an organization.
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.
Performance appraisal
The process of performance management, it involves a continuous judgment on the behaviour and performance of staff.
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.
Organizational Resilience
Organizational resiliency refers to an organization’s ability to create an environment that enhances career resiliency of their employees.
Robustness
Robustness incorporates the concept of reliability and refers to the ability to absorb and withstand disturbances and crises.
Resourcefulness
Resourcefulness means the ability to adapt to crises, respond flexibly and – when possible – transform a negative impact into a positive. For a system to be adaptive means that it has inherent flexibility, which is crucial to enabling the ability to influence of resilience.
Response
Response means the ability to mobilize quickly in the face of crises. This component of resilience assesses whether an organization has good methods for gathering relevant information from all parts of society and communicating the relevant data and information to others, as well as the ability for decision makers to recognize emerging issues quickly.