ABSTRACT
This study focused on human resource management practices as correlate to job performance of staff in federal university libraries in South-south Nigeria. This study adopted the correlational design. Six research objectives, research questions and hypotheses were formulated to guide the study respectively. A population of 136 library staff which also formed sample size for the study as this was a manageable population drawn from two university libraries selected from six, using convenience and proximity to the researcher as criteria. A structured questionnaire instrument developed by the researcher with reliability of 0.76 on Cronbach coefficient alpha statistic was used for data collection. The instrument titled: Human Resource Management Practices and Job Performance of Staff Questionnaire (HRMPJPSQ) was duly validated by experts before administration. Data collected were analyzed using linear regression and Pearson Product Moment Correlation Coefficient (PPMC) was used for answering research questions and testing of hypotheses at 0.05 level of significance. The findings showed that leadership effectiveness, work climate, staff training programmes, employee performance appraisal, and monetary incentives significantly correlate with job performance of staff while improve staff leave does not significantly correlate with job performance of staff in federal university libraries in study areas. Based on the findings, it was recommended among others that university librarians should take human resource management practices seriously while programmes of skill development on human resource management practices should be designed and administered in university libraries to university librarians and all other leaders regularly to elicit effective human resource management practices and efficient job performance that will enhance desirable information service delivery in university libraries in Nigeria.
TABLE OF CONTENTS
Cover
page i
Title
page ii
Declaration iii
Certification
iv
Dedication v
Acknowledgments vi
Table
of Contents viii
List
of Table xi
Abstract xiii
CHAPTER 1: INTRODUCTION
1.1
Background to the Study 1
1.2
Statement of the Problem 10
1.3
Purpose of the Study 11
1.4
Research Question 12
1.5
Research Hypotheses 12
1.6
Significance of the Study 13
1.7
Scope of the Study 15
CHAPTER 2: REVIEW OF LITERATURE
2.1
Conceptual Framework 17
2.1.1
Human resource 17
2.1.2
Human resource management 20
2.1.3
Human resource management
practices 24
2.1.3.1 Job
performance 25
2.1.3.2 Leadership
effectiveness and staff job performance 29
2.1.3.3 Work
climate and staff job performance 34
2.1.3.4 Staff
training programmes and job performance 36
2.1.3.5 Staff
performance appraisal and job performance 38
2.1.3.6 Monetary
incentives and job performance 40
2.1.3.7 Staff
leave and job performance 43
2.1.4
University libraries 46
2.2
Theoretical Framework 49
2.2.1
Two Factor Theory by
Frederick Herzberg (1959) 49
2.2.2
The path-goal theory of
leadership effectiveness by
House
and Desler 1974 51
2.2.3
Theory X and Y by
McGregor (1960) 52
2.2.4
Team performance theory
by Koslowski (2007) 54
2.3
Review of Empirical
Studies 55
2.4
Summary of Literature
Review 61
CHAPTER 3: RESEARCH METHOD
3.1 Design of the Study 64
3.2 Area of the Study 65
3.3 Population of the Study 67
3.4 Sample and Sampling Technique 67
3.5 Instrument for Data Collection 68
3.6 Validation of the Instrument 68
3.7 Reliability of the Instrument 69
3.8 Method of Data Collection 69
3.9 Method of Data Analysis 70
3.9.1 Decision rules mainstay 70
CHAPTER 4: RESULTS AND DISCUSSIONS
4.1
Results 72
4.2 Summary of Findings 79
4.3 Discussion of Findings 80
CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of the Study 86
5.2 Conclusion 88
5.3 Implication of the Findings 89
5.4 Limitation of the Study 91
5.5 Recommendations 92
5.6 Suggestions for further Study 93
References
Appendices
LIST OF TABLES
4.1: Correlation
Matric of Relationship between Leadership
Effectiveness
and Job Performance of Staff in Federal University
Libraries
in South-south Nigeria. 73
4.2: Regression
Analysis of Relationship between Leadership
Effectiveness
and Job Performance of Staff in Federal University
Libraries in South-south Nigeria. 74
4.3: Correlation
Matric of Relationship between Work Climate and
Job Performance of
Staff in Federal University Libraries in
South-south Nigeria. 74
4.4: Regression
Analysis of Relationship between
Work
Climate and Job Performance of Staff in Federal University
Libraries
in South-south Nigeria. 75
4.5: Correlation
Matric of Relationship between Staff Training Programmes
and Job Performance of Staff in Federal
University Libraries in
South-south
Nigeria. 75
4.6: Regression
Analysis of Relationship between Staff Training
Programmes
and Job Performance of staff in Federal University
Libraries in South-south Nigeria. 76
4.7: Correlation
Matric of Relationship between Improved Staff
Leave and Job Performance of Staff in
Federal University Libraries in
South-south Nigeria. 76
4.8: Regression
Analysis of Relationship between Improved Staff
Leave and Job Performance of Staff in
Federal University Libraries
in South-south Nigeria. 77
4.9: Correlation
Matric of Relationship between Employee Performance
Appraisal
and Job Performance of Staff in Federal University Libraries
in South-south Nigeria. 77
4.10:Regression
Analysis of Relationship between Employee
Performance Appraisal and Job
Performance of Staff in Federal University
Libraries in South-south Nigeria. 78
4.11: Correlation
Matric of Relationship between Monetary
Incentives and Job Performance of
Staff in Federal University Libraries
in South-south Nigeria. 78
4.12:
Regression Analysis of Relationship between Monetary Incentives and Job Performance of Staff in Federal University
Libraries
in South-south Nigeria. 79
CHAPTER 1
INTRODUCTION
1.1
BACKGROUND
TO THE STUDY
Human resource is the foremost important resource in
any institution including the library, as all the other resources can be
utilized solely by the employees of such institution. Human resource refers to
human beings that possess the quality and capacity to manipulate the other
resources in a production process toward realizing the organizational
objectives. It refers to people, manpower, the individual, humanity and society
with all its aspirations, needs and capacity (Adeyemi, 2009). The success or failure of any library, no
matter how well designed or equipped, depends ultimately on the quality and
number of its workforce. Human resource is therefore a critical resource upon
which a nation’s economic future depends. As an economic resource, it
represents the aggregate of skills and attitudes resulting from education and
training that equip the labour force with the capacity to plan, organize and
carry out economic processes when properly allocated (National Academy of
Public Administration, 2011). Human resource is the active labour, which
accumulates the wealth, exploit material resources, build social, economic and
political organisations and carry out national development but requires
effective management (Warriach and Ameen, 2015).
The term management has
been defined in various ways by different authors. Beach (2005) and Musazzi
(2012) define management as the process of utilizing human and material
resources in accomplishing designated objectives. Management can also be defined as a social
process concerned with identifying, motivating, maintaining, controlling and
unifying formally and informally organized human and material resources within
a social system and requiring a structured hierarchy that comprises the
subordinate and super-ordinate. Management has also been defined as the art of
getting things done through people (Iregbu, 2014).
Human resource management encompasses
variety of activities, which involve decision on the needs for staffing, the
needs the manager has and how to hire employees to fill these needs, recruiting
and training the best employees, ensuring that staff and management practices
conform to regulations. It is an organizational function aimed at facilitating
the most effective use of employees to achieve organizational objectives by
acquiring, retraining, motivating, developing and properly using human beings
in an organisation (Oku, 2009). It is the management of human asset. It is the
management of people at work. Human resource management is the function of
organizational leadership, which provides for effective utilization of human
resources to achieve both the objective of the organisation and the development
of the employees for high productivity (Denga, 2013). An efficient human
resource management requires an efficient application of human resource
management practices.
Human resource management practices are staff
management methods, techniques, procedures, programmes and approaches adopted
to motivate staff for maximum performance of designated jobs. It is a tactical
and coherent approach to the control of institution’s most valued asset – the
people working in the establishment who are individually and collectively
contributing to the achievement of the organizational objectives (Sivadas, 2015).
Human resource management practices in an organisation had been identified by
Babalola and Ayeni (2009), Akpan (2013) to include: job analysis, description
and specification, staff recruitment and selection; offer of appointment;
orientation of new staff; training and development of staff; employee
performance appraisal; promotion; motivation; transfer; staff welfare
management and staff discipline. Human resource management practices are the
organizational management approaches directed towards recruitment, staff development,
motivation and maintenance of the best staff to elicit optimal level of
performance from an organizational labour force in a socially acceptable manner
(Akpan, 2013).
The cyclic nature of human resource management
practices in the library can clearly reflect the library system strategy with
regards to the staff, quality improvement and achievement of library objective
and staff performance. It matches staff and activities to improve performance
quality, while improper matching of staff management activities such as
determination of staff needs, selection, recruitment of staff, orientation or
induction, training and development, performance appraisal, compensation,
discipline of staff must be appropriately linked with library staff personality
attitude, abilities, selection and performance motivation, which must grant
outcome of task efficiency, effectiveness and optimum performance.
The study titled: human resource management practices
as correlate to job performance of staff in federal university libraries is
intended to examine the management approaches adopted for recruitment, training
and development, motivation, leadership and maintenance of library staff to
elicit the best work attitude, desirable proficiency and optimal job performance
that will enhance attainment of organizational goals. Skinner (2014) asserts
that human resource management practices are age-long techniques of
manipulating staff of any organisation to elicit desirable level of individual
and corporate work performances. Effectiveness, objectivity and
conscientiousness in organizational job performance is therefore, a consequence
of efficient application of human resource management practices of conducive
work climate, staff training, monetary incentives, leave administration, objective
staff performance appraisal and leadership effectiveness, among other factors
(Defa, 2012).
Human resource management practices such as leadership
effectiveness, is described by Adeyemi (2009) as the ability of a leader to
carry people along, as well as consider staff relations and moral as important
elements in eliciting job performance effectiveness. An effective leader also considers
staff training as a means of improving staff personality and quality of task
performance. Denga (2013) asserts that an effective leader can be scaled in the
ability to lead objectively, influence subordinates, use formal authority to
exert conformity and avert conflict among staff. An effective staff training
programmes could be noted to elicit adequate attention and include job
rotation, workshop, on-the-job training, and off-the-job training. Welfare
services provision can be observed through payment of annual leave grant,
responsibility and other allowances, while Uche (2009) states that variables of
staff performance appraisals such as identification of staff needs, staff
promotion, salary review, transfer and staff retirement can be measured through
rating scale.
Obi (2013) study on performance appraisal as a tool for
staff motivation, asserts that to realize the objectives of library human
resource management, the library human resource managers should apply the
policies governing human resource planning, recruitment, selection, terms of
employment, orientation, methods and standards of remuneration, working
conditions of staff, staff discipline and procedures for the avoidance and
settlement of dispute.
Leadership effectiveness
is postulated as likely to correlate with efficiency of library staff job
performance. It is the ability of a leader to influence the group (staff, to
willingly contribute to the best of their abilities) towards the achievement of
the library objectives. A leader is effective to the extent that he or she is
able to identify a suitable leadership model or style to influence the
subordinate at different situations.
Denga
(2018) also asserts that human resource management effort is mostly geared
towards motivation and job performance of library staff. Motivation refers to
the contentment experienced when a need or want of the staff is fulfilled
(Kavitha and Jeyaraman, 2013). When workers are able to realize the goals
towards which they were driven by inner force, they experience a feeling of
contentment and fulfillment, as they joyfully celebrate overtly or covertly
their state of accomplishment, and will be willing to provide optimum
performance to the organisation (Mkpa, 2011). Thus, motivation and job
performance are inexorably linked. In the same vein, Lazinger and Peritz (2007)
asserts that employee performance is an important dimension of the motivational
process, which reflects the degree to which the staff perceives that his needs
and wants are being met. Whatever the organisation management can do to improve
the attitude and total personality of the workers is very likely to contribute
to the degree of job performance among the workers.
Staff motivation is a
process of initiating and directing work behaviour. People differ in
willingness to work hard and sustain action till the end. Managers therefore,
motivate or influence people to make them willing to work hard. This involves
the act of influencing individual’s behaviour and Akpan (2013) rightly observes
that the art of motivating people starts with learning how to influence the
behaviour of others, which is the focus of staff motivation. According to
Babalola and Ayeni (2009) the motivation of people depends on the strength of
their motives, needs, drives or impulses. An individual has many competing
needs or motives at a particular time, and only high-strength needs or motives
can lead to activities.
However, the need or
motive with the greatest strength at a particular moment drives a person to
action. A motive tends to decrease in strength for want of re-enforcer or
catalyst if it is blocked from satisfaction. Consequently, satisfied or blocked
needs normally do not motivate individuals to further action (Jones, George
& Hill, 2000). Dessler, (2013), reports that duly paid allowances,
conducive working environment, job security and good staff welfare policy are
veritable sources of increasing strength to work motivation among university
library staff in Nigeria. This present study will attempt to empirically
ascertain if those indices of staff motivation are significant tools of eliciting
efficiency in staff job performance in university libraries in South-South
Nigeria.
Provision of a conducive
climate for workers to maximize their potentials is also a human resource
management practice required for staff job performance. In the same vein, efficiency
in library staff job performance cannot be separated from library staff
training (Aina, 2013). This is because staff training, which is the process of
equipping staff with the necessary skills required to perform their job satisfactorily,
can be viewed as a precursor to effective job performance. When staff members are
properly trained to do their jobs, their performance becomes high. Various
methods are adopted for staff training in university libraries, which include
on-the-job training, in-service training, apprenticeship, lectures, literary
training, internet based courses, conferences, workshops and seminars, among
others.
Denga (2013) describes job performance proficiency as
a function of the contentment and fulfillment experienced by workers when they
are able to realize the goals towards which they are driven by the inner forces.
As Eyitayo (2009) asserts that, the essential task of human resource management
is to encourage workers to achieve their own goals by guiding and directing
their effort towards the organizational goals and objectives, Fajingbesi (2018)
sees job performance as the proficiency with which staff carryout activities
that contribute to the attainment of organizational goals. Staff job
performance may be effective or ineffective. Staff job performance is effective
to the extent that the quality and standard of duties carried out by staff are
only actions relevant for organizational goals achievement. Such staff
activities must meet the criteria for evaluating the degree to which an
individual or group performance meets the library goals, otherwise such staff
performance may be rated ineffective (Udoh, 2017). Boomer Authority (2018) identified
the indices of staff job performance efficiency to include staff attitude to
quality work performance, passion to attach morality to work performance,
receptiveness to work, approaching duties with team spirit, level of commitment
to duty, conformity to work standard and working with high level of emotional
stability, as well as attaching work ethics to duty performance, among others.
Library staff job performance may be described as how
efficient and effective library staff is performing his or her assigned
official duties at his or her position of employment. It is the proficiency
with which a given staff approaches his or her job and it various aspects
(Spector, 2017). It is the rendering of official duties at specified standard
of quality and quantity per time schedule (Udoh, 2014). Staff job performance
embraces the staff performance attitude and interest in his or her official
duties, with overall library, the entire institutional work policies, library
environment and the rest of them. Keeping moral high among workers can be of
tremendous benefit to library, as happy workers will likely perform more, take
fewer days off and remain loyal to the library.
Job performance in library can be measured in
cognitive (evaluation) affective (emotional) as behavioural components (Udoh,
2017). This study also reports that job performance measure vary in the extent
to which they measure feelings about the job (effective job performance).
According to Barnick and Mount (2011), six indices that are significant
predictors of overall job performance are conscientiousness, extraversion,
agreeableness, emotional stability, work value and career interest. These
conceptualizations are important indices of overall job performance because they
consider both contextual job performance (activities relating to the
achievement of social and environmental goals of the organisation) and the
technical core tasks performance (activities relating to achieving most
specifically targeted or main function of the organisation). Staff job
performance can then be defined in this study as the staff proficiency to
rendering technical task and contextual jobs with efficiency.
The essence of adoption of human resource management
practices in library job performance is to ensure effectiveness of staff and attainment
of organizational objectives in a socially acceptable manner. Thus, this study is
aimed at examining the human resource management practices that propel
effective and efficient job performance of staff of federal university
libraries in South-South Nigeria. The extent to which human resource management
practices correlate with efficient job performance among staff in the federal university
libraries in South-South Nigeria is therefore the focus of this study.
This study is necessary because the researcher has observed
that there is a lacuna in studies on how human resource management practices
correlate with staff job performance in the Nigerian university library system.
Furthermore, Ajibola and Tiamiyu (2010) noted that the attitude of stakeholders
in the education sector has made the university library system not quite
effective to support the mission of university education. The resultant effect
being that the conditions of service of library staff in Nigerian universities is
not motivating enough, which is responsible for the obvious insufficiency in
the number of professional librarians in many libraries in South-South Nigeria.
Corroborating the above perspectives, Dessler (2013) and Aina (2014) asserts
that the poor nature of human resource management practices in university
libraries results in work behaviour and mobility of qualified staff from school
and university libraries to libraries in industries, airlines and hospitals
where library staff are better motivated by the management. This problem needs
to be addressed through a study of this nature.
University libraries are libraries established in
universities. University libraries are founded alongside their parent
institutions. They are established to support the tripartite roles of the
university where they are found by providing adequate and relevant information
resources to meet the research, teaching/learning and community services needs
of the parent body. This makes the university library the heart of the
university community. The content of each university library reflects the
courses or programmes offered by the university. Human resource management can
encourage efficient work performance through effective application of human
resource management practices in university libraries in South-South Nigeria,
if empirical data are available to guide proper application of human resource
management practices, which provide data for evaluation of quality and degree
of effectiveness of staff performance in university libraries, this could serve
as indices for decision making by human resource managers in university
libraries. However, there is no empirical evidence on how the application of
human resource management practices correlates with effectiveness of staff job
performance in federal university libraries in South-South, Nigeria. This is
the gap this study is set to fill.
1.2
STATEMENT
OF THE PROBLEM
Human resource management has long been an integral
part of university library management system and processes. This is because no
library system has ever existed or regarded as effective and efficient, without
human beings (academic and non-academic). In fact, very high premium has been
given to this facet of the organisation, especially in the present dispensation
of increasing environmental complexities and technology driven sophistication
of the information environment where organisations apply all human resource
management practices at their disposal to enhance increase in productivity and
job performance. This is in order to prevent brain drain of professional staff
and other workers with desirable skills, as well as to ensure that they remain
in the organisation for effective and efficient information service delivery to
meet the information needs of the 21st century information users. However, it
has been observed that library staff in some university libraries are exhibiting
low level of work performance, dissatisfying work attitude and thus, are
resorting to seeking greener pastures away from university libraries as
reported by Aina (2014). This may not be unconnected with some level of human
resource management practices like inadequate staff training and development
programmes, poor working conditions, poor motivation, inadequate facilities to
enhance job performance, delay in promotion and poor remuneration, among
others. Based on this backdrop, the problem of this study is to establish the
extent of correlation between the university library human resource management
practices and the efficiency of work performance among staff in federal
university libraries in South-south Nigeria.
1.3
PURPOSE
OF THE STUDY
The main purpose of this study is to investigate human
resource management practices as correlate of staff job performance in federal
university libraries in South-South, Nigeria. Specifically, the study is
designed to:
1.
Determine the
relationship between leadership effectiveness provision and job
performance of staff in federal university libraries in South-South Nigeria.
2.
Examine the relationship
between work climate and job performance of staff in federal university libraries in South-South, Nigeria.
3.
Ascertain the
relationship between staff training programmes and job performance of staff in federal university libraries in
South-South, Nigeria.
4.
Determine the
relationship between staff leave and job performance of staff in federal university libraries in
South-South, Nigeria.
5.
Determine the
relationship between employee performance appraisal and job performance of staff in federal
university libraries in South-South Nigeria.
6.
Ascertain the
relationship between monetary incentives and job performance of staff in federal university
libraries in South-South, Nigeria.
1.4
RESEARCH
QUESTIONS
Based on the research objectives,
the following research questions were developed to guide the study:
1.
What relationship exists
between leadership effectiveness and job performance
of staff in federal university libraries in South-south Nigeria?
2.
What relationship exists
between work climate and job performance of staff in federal university libraries in South-south Nigeria?
3.
What relationship exists
between staff training programmes and job performance of staff in federal
university libraries in South-south Nigeria?
4.
What relationship exists
between improved staff leave and job performance of staff in federal university libraries in South-south
Nigeria?
5.
What relationship exists
between employee performance appraisal and job performance
of staff in federal university libraries in South-south Nigeria?
6.
What relationship exists
between monetary incentives and job performance of staff in federal university libraries in South-south
Nigeria?
1.5
HYPOTHESES
The following null hypotheses were formulated to be
tested at 0.05 level of significance:
H01 There
is no significant relationship between leadership effectiveness and job performance of staff in federal
university libraries of South-South, Nigeria.
H02 There is no significant relationship between work climate and
job performance of staff in federal
university libraries of South-South, Nigeria.
H03 There is no significant relationship between staff training
programmes and job performance of staff
in federal university libraries of South-South, Nigeria.
H04 There is no significant relationship between provision of staff
leave and job performance of
staff in federal university libraries of South-South, Nigeria.
H05 There is no significant relationship between employee
performance appraisal and job
performance of staff in federal university libraries of South-South, Nigeria.
H06 There is no significant relationship between monetary
incentives and job performance of
staff in federal university libraries in South-South Nigeria.
1.6
SIGNIFICANCE
OF THE STUDY
It is expected that the findings of this study will be
of great benefit to students of Library and Information Science, library staff,
library managers, academic librarians, policy makers, curriculum designers,
media developers and university administrators as well as information centre
managers and other stakeholders in library and information industry.
Students of Library and Information Science would
through the findings of this study have insight on the need to acquire the
skill of effective leadership and efficient library management as future
library workers and human resource managers in the Nigerian library system.
They would see the need to make effort in acquiring the skills of effective
leadership that can elicit high productivity from subordinate staff of the
library.
As future Library and Information
Centre managers, the study would enable them acquire necessary skills required
for effective library leadership, which will impact positively on library staff
productivity for attainment of library objective. Again, the study would be
useful to Library and Information Science students who through the study would
identify and master the indices of employee’s needs for effective provision of
staff welfare matters.
The library managers through this study would know the
indices of self-evaluation instrument. The findings of this study would help
them in creating conducive work climate for maximum staff productivity as to
elicit staff job performance quality and efficiency in their organisations.
With this, their managerial effort to ensure staff productivity and retention
of professional staff will be enhanced.
The findings on relationship between human resource
management practices application on staff job performance would aid policy
makers to develop human resource management policy framework that would promote
quality staff job performance in public organisations when it is implemented.
The application of the recommendations of the findings of this study would
facilitate accountability on government investment on human capital development
in public sector of the economy.
The findings of the study would guide the academic
librarians to identify indices of effective staff programmes for their
utilization as to achieve better performance in their duties.
The findings of this study would provide data to serve
as input for curriculum designers to develop curriculum contents suitable for
inculcating in information science trainees, skills for efficient technical and
contextual tasks performance capable of yielding high employee appraisal score
for greater job outcome.
It will help media developers to develop materials
adequate for training of future library human resource managers. It will also
provide data for administrative heads that could offer effective leadership
capable of correlating positively with efficient staff job performance in work
organisation for accountability in corporate enterprise in any industrial
sector of the economy.
The
findings of the study would be useful to library staff in that adequate training
and retraining will enable employees to acquire new skills, keep the employees
up-to-date with changes in the field, improve efficiency and help the employees
to fulfill their potentials. Again, the findings of this study would be
beneficiary to library staff because the study will educate the library leaders
on the proper way to achieve high performance from staff by creating ways to
strengthen the employer-employee relationship.
1.7
SCOPE
OF THE STUDY
The study focuses on two
federal university libraries, which are the University of Uyo and University of
Calabar libraries, located in the South-South geopolitical zone of Nigeria. It
investigates human resource management practices as correlate to staff job
performance with six indices of leadership effectiveness, work climate,
monetary incentive, staff training programmes, staff leave and employees
performance appraisal techniques. Only these human resource management
practices as they correlate with library staff job performance would be
examined in the study at the selected federal university libraries in
South-South, Nigeria. The study will cover the professional staff and library
officers of the two federal university libraries.
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