HUMAN RESOURCES PLANNING AND ORGANISATIONAL SURVIVAL (A CASE STUDY OF AGIP OIL COMPANY, PORT HARCOURT)

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Abstract

The study examined human resources planning and organisational survival. The specific objectives of the study are to examine the relationship between planning and organizational survival, to find out the extent to which recruitment and selection influence organizational survival, to determine the relationship between training and organizational survival and to examine the relationship between compensation and organizational survival. The descriptive research method was employed since the study was to ascertain Human Resource planning and organizational survival. The case study approach was adopted. The population of this study is designed to constitute all management and junior staff of Agip Oil Company, Port Harcourt, Rivers State. The Taro Yemen’s formula was used to determine the sample size of 80.the Chi-Square (X2) statistical tool was used for the study.  Based on the findings of the study, recommendations were made that Public and private organizations should embrace human resource planning if organizational survival must be ensured, Human resources planning in public and private organizations must be matched with the organizations’ strategic planning for enhanced organizational survival.  In planning Human resources, the issue of merit should be taken seriously by all organizations and moreso, Training and retraining of employee should be a continuous exercise, amongst others.

 

 

Table of Contents

Title Page    i

Declaration iii

Certification         iv

Dedication  v

Acknowledgments         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 the Problems 2

1.3 Objectives of the Study     3

1.4 Research Questions 4

1.5 Research Hypotheses        4

1.6 Significance of the Study   4

1.7 Scope/Limitations of the Study   5

1.8 Definition of Terms 6

CHAPTER 2        8

LITERATURE REVIEW        8

2.1 Conceptual Framework     8

2.1 Concept of Talent Management  8

2.1.2 Dimensions of Talent Management   9

2.1.3 Corporate Commitment 10

2.1.4  Measures of Corporate Commitment         13

2.1.5 Relationship between Talent Management and Corporate Commitment    16

2.2 Theoretical Framework     17

2.2.1 John Holland’s theory of “career choice (1967)    17

2.3 Empirical Review    18

CHAPTER 3        21

RESEARCH METHODOLOGY      21

3.1 Research Design      21

3.2 Population of the Study    21

3.3 Sample and Sampling Techniques        22

3.4 Questionnaire Design        23

3.5 Source and Method of Data Collection 23

3.6 Data Analytical Techniques        24

3.7 Reliability and Validity     25

CHAPTER 4        27

DATA PRESENTATION AND ANALYSIS       27

4.1 Questionnaire Administration and Retrieval  27

4.2 Data Analysis 28

4.3 Hypothesis Testing  33

4.4 Discussion of Findings      36

CHAPTER 5        39

SUMMARY, CONCLUSION AND RECOMMENDATIONS         39

5.1 Summary       39

5.2 Conclusion     39

5.3 Recommendations   40

References  41

Appendix I 43

Appendix II          44

 

 

 

CHAPTER 1

INTRODUCTION

1.1 Background of the Study

In today’s competitive business world, every organization is facing new challenges regarding sustained productivity and creating committed workforce. Employee commitment is a way of measuring the performance of employees in an organization. It refers to the level at which an employee attaches himself to the job or organization and sees its success or failure as his own. Ketchand and Strawser (2001) opine that employee commitment is the attachment which is formed by individuals towards their employing organizations. It is a psychological state that binds people towards an activity related to the purposes in an organization (Lee, Kim, & Kim. (2013). It is the individual feelings of employees with regard to the organization (Joo, & Park, (2010). The importance of this term might be analyzed from the fact that over the past, numerous researches have been carried out in order to find methods which might increase an employee’s commitment to his job and organization (Lunenburg, (20ll). In the ever turbulent contemporary business environment, no organization can perform at peak levels unless each employee is committed to the organizations objectives.  One of the ways an employee can be committed in modern day’s organization is through talent management. In the world today, it is difficult to find employees who have served one organization for more than four or five years. Modern organization needs to maintain valuable employees for a long time. Since that human resources are considered as the most important asset of an organization and the key factor for organizations to survive and compete. Quantity of human resources that needed to work and to produce products or services is not only what an organization needs, quality of those resources is the real need which is recognized as one of the leading factors contributing to sustainable competitive advantage in organizations. Lockwood (2006) describes Talent management as the implementation of integrated strategies designed to reach a high level of productivity through improving the processes for attracting, developing and retaining people with the right skills and aptitude to meet current and future needs of an organization. From the forgoing therefore, the study seeks to examine the relationship between talent management and corporate commitment in Agip Oil Company, Port Harcourt.

1.2 Statement of the Problems

Talent management is founded to ensure that the right talents with the best skills are in the right place at work, also, talent management focus on developing and improving talents skills and compensate them with the suitable compensations even financial or nonfinancial benefits to increase their commitment and loyalty to the organization which in turn will reduce employees turnover and increase productivity and quality of work to create the different and the best value to achieve competitive advantage over competitors. Several studies have been conducted on the relationship between talent management and organizational performance (Lockwood, 2006).

This study will explore the relationship between talent management components and corporate commitment in Agip Oil Company Port Harcourt. For more understanding, we should clarify what we mean by talent management, corporate commitment and the relation between them.

From the foregoing therefore, the study is determined to examine the relationship between talent management and corporate commitment in Agip Oil Company, Port Harcourt.

1.3 Objectives of the Study

          The main objective of the study is to examine the relationship between talent management and corporate commitment in Agip Oil Company, Port Harcourt. The specific objectives are as follows:

1.       To examine the relationship between talent acquisition and corporate commitment in Agip Oil Company, Port Harcourt.

2.       To examine relationship between talent development and corporate commitment in Agip Oil Company, Port Harcourt.

3.       To examine the relationship between talent retention and corporate commitment in Agip Oil Company, Port Harcourt.

1.4 Research Questions

With the above objectives in focus, the study seeks to find answers to the following questions:

1.       To what extent does talent acquisition associate with corporate commitment in Agip Oil Company, Port Harcourt?

2.       To what extent does talent development associate with corporate commitment in Agip Oil Company, Port Harcourt?

3.       To what extent does talent retention and corporate commitment in Agip Oil Company, Port Harcourt?

1.5 Research Hypotheses

HO: There is no significant relationship between talent management and corporate commitment in Agip Oil Company, Port Harcourt.

HA: There is a significant relationship between talent management and corporate commitment in Agip Oil Company, Port Harcourt.

1.6 Significance of the Study

The outcome of this study will be of immense benefit to a wide range of people. First, to the government and public policy makers, this study will help them appreciate the strategic importance of talent management and policies that can fast-track corporate commitment for business to serve, hence, promote friendly investment climate which is an impetus for increased foreign direct investment. The study will reveal to Multinational firms to promote talent management in the organization in other for the organization to be effective and face their competitors.

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 talent management and employee commitment. The dependent variable is corporate commitment, measures by affective commitment, normative and continuance commitment While independent variable is talent management measure by talent acquisition, talent development and talent retention.

Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to Agip Oil Company, Port Harcourt.

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 talent management and employee commitment in Agip Oil Company, Port Harcourt Metropolis.

In carrying out an investigation of this native the researcher must 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. In the next segment significance of the study will be discussed. Lastly, poor measurement instrument.

1.8 Definition of Terms

There is need for every work in a research proposal and of course in any research report to be clear as to its meaning, since words have different meaning in different context.

TALENT MANAGEMENT

          It is the implementation of integrated strategies designed to reach a high level of productivity through improving the processes for attracting, developing and retaining people with the right skills and aptitude to meet current and future needs of an organization.

Talent Retention

Retention factors are the factors that facilitate the retention or departure of employees and their decisions to leave or remain, depending on their priorities.

Corporate Commitment

It is a way of measuring the performance of employee in an organization. It refers to the level at which an employee attaches himself to the job of an organization and sees it success or failure as his own.

Affective Commitment

“It is the employee’s emotional attachment to the   organization.

Continuance Commitment

Continuance commitment develops out of the perceived cost (benefit against loss), and requires that the employee should be aware of these benefits and loses.

Normative Commitment

It is feeling of obligation to continue employment. Employees with a high level of normative commitment feel that they ought to remain with the organization”.

 

 

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