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Abstract
The study investigated the relationship between “human resources development and organizational competitiveness of petroleum prospecting companies in Rivers State”. The descriptive survey design based on field study was applied for this study. The population of this study was made up of two hundred and twenty (220) staff from the human resources department of three oil prospecting companies in Rivers State which include SPDC, Total and Agip. The Taro Yemen’s formula was used to determined the sample size of 176. The sample random sampling techniques was used to select the 176 respondent from the 220 population of the study. 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. For hypothesis testing the hypotheses were computed with SPSS Version 22. The findings revealed that career development has significant relationship with organization competitiveness, that delegation of authority has significant relationship with organization competitiveness, and that mentoring has significant relationship with organizational competitiveness. Based on the finding of the study, we recommended that the management should also be encouraged employee to develop their career; delegation of authority should be encouraged in the organization to boost employee morale and enhance organizational competitiveness and top managers should mentor upcoming employees and help them to attain greater height in the development of their career for more productivity in and to be dynamic as to meet technological and new challenges at the workplace and environment at large.
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 Tables x
List of Figures xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems 2
1.3 Objectives of the Study 3
1.4 Research Questions 3
1.5 Research Hypotheses 4
1.6 Significance of the Study 4
1.7 Scope/Limitation of the Study 5
1.8 Definition of Terms 6
CHAPTER 2 7
LITERATURE REVIEW 7
2.0 Theoretical Background 7
UNIVERSALISTIC THEORY 7
CONTINGENCY THEORY 8
CONFIGURATIONAL THEORY 9
Conceptual Framework 10
2.1 Human Resources Development 11
2.1.1 Career Development 12
2.1.2 Delegation 14
2.1.3 Mentoring 16
2.2 Organizational Competitiveness 18
2.2.1 Innovativeness 19
2.2.2 Creativity 21
2.2.3 Learning 21
2.3 Empirical Review 21
CHAPTER 3 24
RESEARCH METHODOLOGY 24
3.1 Research Design 24
3.2 Population of the Study 24
3.3 Sample and Sampling Techniques 25
3.4 Questionnaire Design 26
3.5 Sources and Method of Data Collection 26
3.6 Data Analytical Techniques 27
3.7 Reliability and Validity 28
CHAPTER 4 29
DATA PRESENTATION AND ANALYSIS 29
4.1 Data Collection and Presentation 29
Table 4.1: Questionnaire Administration and Retrieval 29
Sex of Respondents 30
Age of Respondents 30
Academic Qualification 31
Employee Designation 31
Test Statistics 33
Test Statistics 34
Test Statistics 35
4.4 Discussion of Findings 36
CHAPTER 5 38
SUMMARY, CONCLUSION AND RECOMMENDATIONS 38
5.1 SUMMARY 38
5.2 Conclusion 38
5.3 Recommendations 39
Appendix I 45
Appendix II 46
List of Tables
Table 4.1: Questionnaire Administration and Retrieval 29
Sex of Respondents 30
Age of Respondents 30
Academic Qualification 31
Employee Designation 31
Test Statistics 33
Test Statistics 34
Test Statistics 35
List of Figures
Fig. 1: A Conceptual Framework Showing the Relationship between Human Resources Development and Organizational Competitiveness. 10
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
The greatest asset of any organization is its human resources that ensure achievement of the company’s goal and objective.
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 is 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.
According to Ubeku., (1995), human 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, 1995). 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 function within an organization that focuses on people (Graham, 1994).
Organizational competitiveness is a recurring theme examined by academicians, consultants and practitioners. The frequent and uncertain changes, greater competition between firms, the need for continuous innovations, quality enhancement and cost reduction force companies to face the challenge of improving their competitiveness and consequently their performance. This realization has propelled human resources development as a major field of study and the renewed interest has facilitated the development of newer approaches in managing organizations and human resource (HR), (Wright, 2005).
In recent years, it has been noted that good number of business establishment 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). Hence, the study seeks to examine the relationship between human resources development and organizational competitiveness of petroleum prospecting companies in Rivers State.
1.2 Statement of Problem
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 organizational 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.
Problems identified in the study are Poor employee training, Lack of staff development, and Inadequate employee coaching. Therefore, this study intends to solve the problems of human resources development and organizational competitiveness which many researchers has tried to look into over the years.
1.3 Objectives of the Study
The main objective of the study is to examine human resources development and organizational competitiveness. The specific objectives are as follow:
i. To examine the relationship between career development and organizational competitiveness.
ii. To examine the relationship between delegation and organizational competitiveness.
iii. To examine the relationship between mentoring and organizational competitiveness.
1.4 Research Questions
The following question shall be use in the course of this research study.
i. What is the relationship between career development and organizational competitiveness?
ii. What is the relationship between delegation and organizational competitiveness?
iii. What is the relationship between mentoring and organizational competitiveness.
1.5 Research Hypotheses
HO1: There is no significant relationship between career development and organizational competitiveness.
HO2: There is no significant relationship between delegation and organizational competitiveness.
HO3: There is no significant relationship between mentoring and organizational competitiveness.
1.6 Significance of the Study
This research has determined to examine human resources development and organizational competitiveness.
The significance of this work lies on the fact that it will help human resources managers improve organizational competitiveness in their organizations.
The study is focused towards gaining a detail insight on human resources development and organizational competitiveness. This research project will be beneficial to the business organizations, government, and people in the society who have quest for more knowledge on human resources development and organizational competitiveness.
The study is also intended to provide a benchmark for business managers in Rivers State. Finally, this study will be of benefit to the students of Ken Saro-Wiwa Polytechnic and other institutions of higher learningon the insight oo human resources development and organizational competitiveness.
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 human resources development and organizational competitiveness. The dependent variable is organizational competitiveness; measured by Innovativeness, creativity and learning. While independent variable is human resources development measure by career development, delegation and mentoring.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with references to selected oil prospecting companies which includes SPDC, Total and Agip.
Unit of Analysis: The unit of analysis in the research is based on individual which include staff of SPDC, Total and Agip at the time of the study.
Finance: Accessing fund for the research work as difficult and this to a great extent limited the quality of research activity.
Time: The time allocated to the research work was not sufficient to give room for further intensive work on the field of study.
Organization Policy: Policies of the organization limited the level of information received. The personnel of the firms were not willing to give information, stating that it was against the organization’s policy.
1.8 Definition of Terms
Human Resources Development: It is the framework for helping employees develops their personal and organizational skills, knowledge, and abilities.
Organizational Competitiveness: The quality of an organization being as good as or better than others of a comparable nature.
Career Development: It is the lifelong process of managing learning, work, leisure, and transitions in order to move towards a personally determined and evolving proffered future
Delegation: The action or process of delegating or being delegated.
Mentoring: Mentorship is a relationship in which a more experience or more knowledgeable person helps to guide a less experience or less knowledgeable person
Innovation: A new method, idea, product, etc.
Learning: Knowledge acquired through study, experience, or being taught.
Creativity: The use of imagination or original ideas to create something.
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