ABSTRACT
This research work aims at assessing the impact
of human resources management of organizational performance of quantity surveying
firms in Nigeria. In order to achieve this aim, the study aims at assessing the
level of human resource management practice among quantity surveying firms,
determining the relationship between human resource management practice and
organizational performance of quantity surveying firms and identify which of
the human resource management practice mostly influence organizational
performance. Extensive welfare reviews was carried out to review what past
researcher has done on the topic and the relevance of their work to the present
research. A descriptive survey method was adopted in the study where structural
questionnaire was sent to the respondents of the study which were selected
using purposive sampling technique. Data collected was analyzed using spss
tools of frequency, percentages, mean and ranking index. The results of the study from this research
shows that the most adopted of all HRM practices in the construction
consulting firms is Job Evaluation which is determination of the worth of a job to an
organization. According to
this research work also, Job Evaluation
is the most important and most influential of all HRM practices which is
commonly practiced by the HR departments of respective consulting firms. The study is concluded by
recommending measures that should be
enforced from the year establishment is the increase in number of
employees in the Construction consulting firm which implies the more the number
of employees in an organization the more the increase in performance.
TABLE
OF CONTEN
Pages
TITLE
PAGE I
CERTIFICATION II
DEDICATION III
ACKNOWLEDGEMENT IV
TABLE
OF CONTENTS V
LIST
OF TABLES IX
ABSTRACT X
CHAPTER ONE : INTRODUCTION
1.0 Background to Study 1
1.1 Statement
of Research Problem 3
1.2 Research Questions 4
1.3 Aim and Objectives of the Study 4
1.4 Significance of the Study 5
1.5
Scope and Delimitation of the Study 5
1.6 Definition of Terms 6
CHAPTER
TWO : LITERATURE REVIEW
2.0 Introduction 7
2.1 The Nature of Human Resource Management 7
2.2. Performance of the
Contracting Organization 7
2.2.1 Nigerian Contracting Organization in
the Construction Industry 8
2.2.2 Human Resource Management 8
2.3 Definition
of Management 10
2.3.1 Issues in Human
Resource Management 11
2.3.2
Functions of Human Resource Management 12
2.3.4.5 Activities of Human
Resource Management 13
2.4 Models of Human Resource
Management 15
2.5 The Fombrun, Tichy and
Devanna Model of HRM 15
2.5.1 The Harvard Model of
HRM 16
2.5.2 The situational
factors 16
2.5.2.1 The stakeholder
interests 16
2.5.2.2 Human resource
management policy choices 17
2.5.2.3 The human resource
outcomes 17
2.5.2.4 The long term
consequences 17
2.5.2.5 feed-back
loop. 18
2.5.2.6 The Storey Model of
HRM 18
2.5.3 The Warwick Model of
HR 20
2.5.4 Reward System in
Organizations 21
2.6 Reward System 21
2.6.1 Wage and Salary
Administration 22
2.6.2 Aspect of Wage and
Salary Administration 23
2.6.3 How to Determine the
Overall Wage and Salary Level 24
2.6.4 Job Evaluation 26
2.7 Morale, Motivation and
Performance in Construction Organizations 27
2.8 Staff Morale and
Motivation 28
2.8.1 Job Analysis, Job
Satisfaction and Performance 30
2.9 Task 31
2.9.1Duty 31
2.9.2 Position 31
2.9.3 Job 31
2.9.4 Job Specification 31
2.9.5 Job Classification 31
2.9.6 Job Description 31
2.9.7 Job Satisfaction and
Performance 32
2.10 Personnel and Human
Relations 34
2.11 Principles of Human
Relations 35
2.12 Organizational Culture,
Personnel Commitment to Work and Organizational Effectiveness 38
2.13 Definition of an
Organization 38
2.13.1 Personnel Commitment
to Work in Organization 41
2.13.3 Organizational
Effectiveness 45
CHAPTER THREE :
RESEARCH METHODOLOGY
3.0 Introduction 48
3.1 Sources Of Data Collection 48
3.2 Primary Data Sources 48
3.2.1 Secondary Data Sources 49
3.2.2 Research Design 49
3.3 Research Population 50
3.4 Sampling Design and Techniques 50
3.4 Sampling Procedure 50
3.4.1 Sampling Size 50
3.4.2 Questionnaire Administration 52
3.5 Questionnaire Design 52
3.5.1 Questionnaire Distribution 52
3.5.2 Method of Data Analysis 53
CHAPTER
FOUR : DATA PRESENTATION, ANALYSIS AND DISCUSSION OF FINDINGS.
4.0 Introduction 54
4.1 Correspondence to the Research
Instrument administered 54
4.2 Year of Establishment or respondent’s
Organization 55
4.3 Position of respondent in management 55
4.4 Academic Qualification of respondent 56
4.5 Respondent’s Professional
Qualification 56
4.6 Working Experience of Respondent 56
4.7 Total number of Employees in your
Organization 57
4.8 Possession of Human Resources
Management Department in
your Organization 57
4.9: HR Department 57
4.8The level of HRM practices amongst
Consultants in the Nigerian
construction
Industry 58
4.10 The influence
of HRM practices on Organizational Performance of
Consulting Firms 59
4.11 Measurement of Organizational
Performance in Terms of Growth 60
4.12 Discussions of Findings 60
4.2 Appraisal of the level of HRM
practices amongst Consultants in
the Nigerian Construction Industry 61
4.3
The Influence of HRM practices on Organizational Performance of
Consulting Firms 61
4.4 Measurement of Organizational Performance
in Terms of Growth 61
CHAPTER FIVE : CONCLUSION AND RECOMMENDATION
5.0 Introduction 62
5.1 Conclusion
62
5.2 Recommendation 63
References 64
Appendix 68
LIST OF
TABLES
Table 2.1 the Storey model of HRM 20
Table
4.1: Response rate to the research instrument 54
Table 4.2: Year
of Establishment 55
Table
4.3: position of respondent 55
Table
4.4: Academic Qualification 56
Table
4.5: Professional Qualification 56
Table
4.6: Working Experience 56
Table
4.7 Total number of Employees in your Organisation 57
Table
4.8: HR Department 57
Table
4.9: level of HRM practices 57
Table
4.10: Influence of HRM on Organizational Performance 58
Table
4.11: Measurement of Organizational Performance 59
CHAPTER ONE
INTRODUCTION
1.0 BACKGROUND TO STUDY
The
Nigerian Construction industry is deemed to operate by diversified workforce,
hence managing human resource issue deems to be a challenging task. However, as
the role of Human factors in the process of business and productive activities,
Human Resource Management is the key factor which has the immediate impact to
the organizational structure, especially in the Construction Industry, so Human
Resources are the most valuable source of Capital, (Phan,
2012)
According to Wikipedia (2001), HRM is a function in organizations designed to maximize employee
performance in service of their employer’s strategic objectives. HRM is primarily concerned with how
people are managed within organizations, focusing on policies and systems. HRM
departments and units in organizations are typically responsible for a number
of activities, including employee recruitment, training and development, performance appraisal, and
rewarding (e.g., managing pay and benefit systems). HRM is also concerned with industrial relations, that
is, the balancing of organizational practices with regulations arising from
collective bargaining and governmental laws. HRM is the process of managing
people in a company/firm as well as managing the existing interpersonal
relationships. These two processes are key in the success and growth of a
business. Human resource management is the management process of an
organization's workforce, or human resources. It is responsible for the
attraction, selection, training, assessment, and rewarding of employees, while
also overseeing organizational leadership and culture and ensuring compliance with
employment and labour laws (Anthony and Kothai, 2014)
HRM
is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic management of the workforce, (Wikipedia 2004). HRM
is concerned with managing people within the employer-employee relationship.
Specifically, it involves the performance of people in achieving the
organization's objectives and the satisfaction of personal employee needs. HRM can be a major contributor to the
success of the enterprise. HRM has
been regarded in various industries as one of the most critical elements of
business success. The successful implementation of HRM functions are elements for improving personal, team and organizational
performance, Dainty, Belout and Gauvreau, (2004). A number of authors state
that the basic functions of HRM include
planning, job design devising position descriptions, employee selection/recruitment, employee training, performance
appraisal systems, reward systems, employee relationships and employee's health
and safety according to Druker, Maloney,
Bratton Gold, Koch, Loosemore and Ramlall (2003). HRM substantially influences the output of business, for example,
on quality, technology, competitive strategy and development. Furthermore, HRM should include practices, which
provide training and development opportunities for all employees to improve
individual skills and flexibility of roles (Mullins, 1999).
Human resource management has a significant influence
in the QS firms. Although construction technologies and management techniques
have advanced rapidly, project managers still need to pay more attention to
people management. Human resources still account for the majority of costs in
most construction projects (Loosemore et al., 2003). International
construction projects normally require a longer time span and more parties are
involved (Chan and Tse, 2003). HR issues
have positive and adverse implications for construction industries in all countries
(Ofori, 2003). HRM is also a
significant aspect of the whole planning and project management process in construction projects, in
particular international construction projects that involve foreign firms as
collaborators or competitors (Bon and Crosthwaite, 2000; Mawhinney, 2001).
The complex international construction climate, caused
by increased global price competitiveness, development of technologies,
changing industry and employment legislation, and changing workforce
composition has prompted project managers to utilise their employees more
effectively to gain competitive advantage and project success. In recent years
there has been a widespread realisation that improvement of HRM performance is a critical element
to achieving improvement in efficiency, productivity and cost effectiveness in
the construction industry. Howes and Tah (2003) describe how the situational
model of HRM, the staff performance model of HRM and the socio-technical model of HRM are being implemented in the construction industry.
In view of this research, the aim of looking at the
relationship between HRM and performance of contractors’ organisation in the
Nigerian construction industry is based on the review of the research
questions. This will aid us to know level at which HRM practices has improved
the performance level of the contractors’ organisation in the Nigerian
construction industry as well as its contribution to the Economy.
1.1 STATEMENT OF RESEARCH PROBLEM
Construction companies experience many challenges in
human resource management and development because of the high number of
temporary staff, Alvin (2011). This he says is mainly due to the fluctuation in
the demand of the industry not to mention the subjective reasons (i.e. specific
procedure in production, material and technology) that limit the workers
decision making process.
According
to Adeagbo and Oyemogum (2012), human resource development is not regularly
practiced in most construction firms in Nigeria. Majority of the firms are
small and medium sized with more semi-skilled and unskilled work force than
skilled work force.
Lack
of timely project delivery of construction projects are influenced by lack of
full commitment by workers due to the company’s reward system which causes them
job dissatisfaction.
Great
expenditures of time, money and resources, both human and material, are wasted
each year because of inefficient quality management procedures.
A
serious limitation that recent reviews of the literature points out is that the
link between HRM and organizational performance is considered like a ‘black
box’, i.e., lack of clarity regarding ‘what exactly leads to what’
(Gerhart, 2005).
1.2
RESEARCH QUESTIONS
1.
What
is the level of HRM practices amongst consultants in the Nigerian construction
industry?
2.
What
are the HRM practice factors that influence the consultant’s organisation
performance?
3.
What
is the relationship between organisation performance (in terms of growth) and
HRM best practice?
1.3
AIM AND OBJECTIVES OF THE STUDY
The aim of the study is to determine the effect of HRM
practices in the improvement of organisation performance of the consultants in
the Nigerian construction industry.
Objectives:
1.
To
determine the level of HRM practices amongst consultants in the Nigerian
construction industry
2.
To
identify the HRM practices that influence performance of consultant’s
organisation
3.
To
determine the relationship between HRM
practices and organisation performance measured in terms of growth
1.4 SIGNIFICANCE
OF THE STUDY
This study will show the importance of HRM in Quantity
Surveying organizations and as well as its influence on employees in Quantity
Surveying firms in the Nigerian construction industry
The result of
the study will also show the importance and the impact of HRM practices in the
development of construction projects in the Nigeria construction industry. The
study will also show the relationship level between HRM and contractors and its
contribution to the Nigerian economy.
An assessment of the study would provide valuable
information on the Influence of Human resource management on organization
performance of contractor’s in the Nigerian construction industry.
1.5 SCOPE AND
DELIMITATION OF THE STUDY
The scope of this research is limited to the influence
of Human resource management basic practices on organization performance of QS
firms in the Nigerian construction industry.
The
study is limited to Respondents construction organizations within Lagos Metropolitan
because Lagos has larger number of organizations practicing and they also have
their headquarters in Lagos which will lead to easy access of information by
the researcher.
Target
respondents for this study are professionals in the contractor’s organization
and Lagos metropolitan is to be studied for this research work.
1.6 DEFINITION OF TERMS
a.
HUMAN
RESOURCES: This is the part of the management process that
specializes in the management of people in work organizations
b.
MANAGEMENT:
Management may be seen as a science or as an art. The image of management as a
science is based on the view that experts have accumulated a distinct body of
knowledge about management which, if studied and applied, can enhance
organizational effectiveness.
c.
EMPLOYEES:
This refers to people that are paid to work
d.
STAFFING: This deals with obtaining people with appropriate skills, abilities,
knowledge and experience to fill jobs in the work organization
e.
REWARDS: This involves the design and administration of reward systems.
Practices include job evaluation, performance appraisal, and benefits
f.
JOB EVALUATION: This is the determination of the worth of a job to
an organization
g.
JOB SATISFACTION: Job satisfaction is the quality, state, or level of
satisfaction which is the result of various interests and attitudes of a
person.
h.
CONSULTING
ORGANIZATION/FIRM: A consulting firm/ organization is a firm of one or more
experts (consultants) that provides professional advice to an individual or an
organization. The primary purpose of a consulting firm is to provide access to
industry specific specialists/consultants and subject matter experts.
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