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ABSTRACT
The examined the relationship between human resources planning and organizational sustainability selected telecommunication firms in Rivers State. The survey research design was adopted. The population of the study was made to sixty five (110), the reason for this choice is that concrete and adequate information relating to the study under investigation resides among the people randomly selected. The Taro Yemens formula was used to determine the sample size of 88. The instrument used in the data collected is interview and questionnaire method which are seen as being more effective and stable for a research of this nature. The method used to analyze the data was simple descriptive method stated in tables and expressed in percentage. The study revealed that competence, age and culture is associated with organizational sustainability in selected telecommunication firms in Port Harcourt. Based on the finding of the study, we recommend that public organization should embrace human resource planning if organizational sustainability must be ensured, human resources planning in the public organizations must be matched with the organizations’ strategic planning to bring about enhanced organizational sustainability and Nigerian public organizations should learn to embrace human resources outsourcing as a trend in human resource management as it is believed to ensure productivity in organizations.
TABLE OF CONTENTS
DECLARATION iii
CERTIFICATION iv
DEDICATION v
ACKNOWLEDGEMENTS vi
ABSTRACT vii
TABLE OF CONTENTS viii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problem 3
1.3 Objectives of the Study 4
1.4 Research Question 4
1.5 Significance of the Study 4
1.6 Scope of the study 5
1.7 Limitation of the study 6
1.8 Definition of Terms 6
CHAPTER 2 8
LITERATURE REVIEW 8
2.1 Conceptual Framework 8
2.1.1 Concept of Human Resources Planning 8
2.1.2 Dimensions of Human Resources Planning 12
2.1.3 Concept of Organizational sustainability 13
2.1.4 Measures of Organizational sustainability 15
2.2 Theoretical Framework 18
2.2.2 Human Resources planning and Organizational sustainability 20
2.3 Empirical Framework 21
CHAPTER 3 23
RESEARCH METHODOLOGY 23
3.1 Research Design 23
3.2 Population of the Study 24
3.3 Sample and Sampling Techniques 24
3.4 Questionnaire Design 25
3.5 Source and Method of Data Collection 25
3.6 Data Analytical Techniques 26
CHAPTER 4 27
DATA PRESENTATION AND ANALYSIS 27
4.1 Questionnaire Administration and Retrieval 27
4.2 Data Analysis 28
4.3 Discussion of Findings 33
CHAPTER 5 36
SUMMARY, CONCLUSION AND RECOMMENDATION 36
5.1 Summary 36
5.2 Conclusion 36
5.3 Recommendations 37
References 38
Appendixes 41
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational sustainability is an approach that creates long-term stakeholder value by implementing a business strategy that considers every dimension of how a business operates in the ethical, social, environmental, cultural, and economic spheres. It also formulates strategies to build an organization that fosters longevity through transparency and proper employee development. Organizational sustainability is an evolution on more traditional phrases describing ethical corporate practice. The phrase is derived from two keys sources. This desire to grow without damaging future generations’ prospects is becoming more and more central to business philosophies. One way an organization can perform is through human resources planning.
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 sustainability depicts that an organization is achieving its mission and goals. Kaplan and Norton (1992) defined organizational sustainability 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 sustainability 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). Human resource planning has to do with forecasting demand for manpower based on its business needs and employing strategies required to meet these needs. The dimensions for the study include forecasting manpower demand and strategic action. Forecasting manpower demand involves the estimation of the number and type of human resource required at different levels in different departments in an organization (Pradeesh, 2011). Strategic actions for human resource entails staffing activities carried out in order to achieve organizational success in the long run. It is a disciplinary and creative process for determining where the organization should be in the future and how to take to the future with the help of human resource staffing activities (Graf, Hemmasi & Strong, 1996). There must be a proper utilization of human resources in organizations in order to achieve high performance standard (Lunenburg, 2012). Organizations may have adequate non- human resources like machines; materials and money but inadequate human resources cannot achieve high performance. Human resources are the main asset of an organization. Human resource planning encompasses the process that identifies the number of employees a company requires in terms of high quality and quantity; hence it seen as an ongoing process of regular and structured planning. This planning process confirms that employees are in the right number as required i.e. there is neither a surplus of manpower nor a shortage. Parker and Caine (2006) states that it is important for organizations to have the right number of manpower in order to avoid unwanted situation i.e. issue of shortage and excess of manpower. Hassan (2003) states that failure to properly articulate and implement the three fundamental functions of human resource planning which include labor forecast, managing demand for employees and available supply in market and keep a balance between labor supply and demand predictions will pose a great problem to telecommunication firms in terms of cost and expertise (skilled personnel) thereby reducing their competitiveness. Gould (1984) holds that in order to gain competitive advantage over the competitors, different advantageous ways are found out using strategic human resource functions, thus showing that these functions play a critical role in making a company competitive. Human resource planning if not systematically carried out cannot bring to equilibrium demand and supply of manpower in organizations (Armstrong, 2006). From the foregoing therefore, the study seeks human resources planning and organizational sustainability of telecommunication communication firms in Port Harcourt.
1.2 Statement of Problem
Telecommunication communication firms are unable to meet their human resource needs. There is a problem of inadequate right number of people to carry out the essential duties in the firm. They lack sufficient employees in the organization for production and render delivery of services as demanded by the customers in terms of service delivery, industrial production, capacity utilization and drilling operations which affects the performance of the firm negatively. Shortfall of human resource needs delay in the production process and reduces the profit of the organization. Shortfall of human resource needs in telecommunication firms might result to poor completion of task and assignment, extra workload, increase in fatigue, high stress intensity, and decrease in the firm’s ability to meet set goals (Flippo, 1984). By having the right number of human resources at a specific time to carry out organizational services, it will help the organization to increase in their performance and productivity which in turns helps to achieve the strategic objectives and goals of the organization very easily. Hence, the study seeks to examine the relationship between human resources planning and organizational sustainability of telecommunication communication firms in Port Harcourt.
1.3 Objectives of the Study
The main objective of the study is to examine human resources planning and organizational sustainability of telecommunication communication firms in Port Harcourt. The specific objectives are as follows:
1. To examine the relationship between competence and organizational sustainability of telecommunication communication firms in Port Harcourt.
2. To examine the relationship between demands forecasting and organizational sustainability of telecommunication communication firms in Port Harcourt.
3. To examine the relationship between culture and organizational sustainability of telecommunication communication firms in Port Harcourt.
1.4 Research Question
The following research questions are posed to guide the study:
1. To what extent does competence relate to organizational sustainability of telecommunication communication firms in Port Harcourt?
2. To what extent does age relate to organizational sustainability of telecommunication communication firms in Port Harcourt?
3. To what extent does culture relate to organizational sustainability of telecommunication communication firms in Port Harcourt?
1.5 Significance of the Study
Arguably, it is acknowledge that a study of this nature is not basically out for it purpose but as a result of some associated benefits it can help to offer generally. The study will help employers to ascertain the need for carrying out effective human capital planning in their respective organizations, especially in the banking industry.
The onus of this study will also open up future vents for young practicing managers to enhance human capital planning as a strategic and administrative tool for organizational sustainability and continues process for business survival. Most importantly, this study will also provide useful information to other scholars in the academic field in topical area under investigation and finally, this study will also be useful guide and information to other students that will carry out their studies in the future.
1.6 Scope of the study
The study is delimited under the following heading: content, scope, geographical scope and study unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between human resources planning and organizational sustainability. The study is in the immediate domain of human resource planning. The dependent variable is organizational sustainability. It is measures by environmental sustainability, social sustainability and economic sustainability. While independent variable is Human resources planning. It is measured by competence, demand forecast, culture and Training.
Geographical Scope: This study is limited to selected telecommunication firms in Port Harcourt which include MTN, Glo, Airtel and Mobile.
Unit of Analysis: The unit of analysis in this research is micro, which involves the individuals at the time of carrying out the study.
1.7 Limitation of the study
In carrying out an investigation of this nature the researcher must be faced with some constraints.
Firstly, the time constraint, the time frame provision for this study was short.
Usually, a study of this nature involves 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.
1.8 Definition of Terms
The following terminologies are operationally defined below.
AGE: Estimate future needs for people and competences by references to corporate and functional plans and forecast of future activities level.
EFFECTIVENESS: Doing the right thing.
HUMAN RESOURCE: This is the strategic approach to the effective management of organization workers so that they help the business gain competitive advantage.
HUMAN RESOURCES PLANNING: Human capital as a key element in improving a firm assets and employees to increase productive as well as sustain completive advantage.
PRODUCTIVITY: I the range at which a given company is able to cover with his product.
COMPETENCE: Making broad assessment of future environmental factors and their likely impact on people requirements.
CULTUREING: Estimate the supply of people by references to analyses of current resources and future availability after allowing for wastage. The forecast will also take account of labour market trends relating to the availability of skills and to demographics.