ABSTRACT
The study focused on the effect of human resource planning on the effectiveness of NAFDAC. The specific objectives are to; ascertain the effect of recruitment and selection on the regulatory and control functions of NAFDAC, evaluate the effect of training and development on the innovativeness of NAFDAC and examine the effect of workload on the collaborative functions of the NAFDAC with National Drug Law Enforcement Agency. The study adopted survey research design, primary and secondary sources of data were used. The target population of the study consisted of all the employees of NAFDAC in their Nigeria Head Office Abuja. Descriptive statistics was used to analyse the study objectives while Multiple Regression analysis was used in testing the study hypotheses. Findings revealed that at 1% level (Sig < .01) of significance, recruitment and selection had a significant and positive effects on the regulatory and control functions of NAFDAC. At 1% level (Sig < .01) of significance, training and development are significant and positively affect the innovativeness of NAFDAC. The study concluded that human resource planning have a significant effect on the effectiveness of NAFDAC. The study recommended that The Directorate of Administration and Human Resource Management of NAFDAC need to sustain and continue to improve the effectiveness of the agency’s recruitment and selection processes by enhancing the process of attracting, screening, interviewing and appointing candidates into the agency. Thus, the agency need to create an efficient application process, employ a new approach to discovering talent. Also, they need to align training with agency operational goals, match learning experiences to employees’ needs, offer cross-department training and provide regular and constructive feedback.
TABLE
OF CONTENTS
Title page i
Declaration ii
Certification iii
Dedication iv
Acknowledgements v
List of tables x
List of figures xi
Abstract xii
CHAPTER 1:
INTRODUCTION
1.1
Background to the Study 1
1.2
Statement of the Problem 3
1.3
Objective of the Study 5
1.4
Research Questions 6
1.5
Research Hypotheses 6
1.6
Significance of the Study 7
1.7
Scope of the Study 9
1.8
Limitations of the Study 11
1.9
Definition of Terms 12
CHAPTER 2: REVIEW
OF RELATED LITERATURE
2.1
Conceptual Review 15
2.1.1 Human
resource planning 15
2.1.2 Organisatonal effectiveness 16
2.1.3 Objectives of human resource planning
18
2.1.4
Perspectives
of organisational effectiveness 19
2.1.5 Classification of
human resource planning 22
2.1.6
Recruitment and selection 23
2.1.7 Recruitment
and selection process 25
2.1.8 Effect of recruitment and selection on
organisational performance 30
2.1.9
Training and development 31
2.1.10 Effect of training and development on organisational
efficiency 32
2.1.11
Workload 35
2.1.12 Workload analysis 38
2.1.13 Compensation 39
2.1.14 Components of employees’
compensation 41
2.1.15 Compensation and organisational effectiveness 61
2.2
Empirical
Review 63
2.3
Theoretical
Review 81
2.3.1 Contingency theory 81
2.3.2 Configurational theory 83
2.3.3 The
multiple stakeholder perspective 85
2.3.4 Systematic
agreement theory 87
2.3.5
Resource based view 91
2.3.5.1 Application
of resource-based view (RBV) theory to
the study 97
2.4
Summary of Reviewed
Literature 98
2.5
Gap In Literature Review 99
2.6
Conceptual Framework of HRP and
The Effectiveness of NAFDAC 101
CHAPTER 3: METHODOLOGY
3.1
Research Design 103
3.2
Population of the Study 103
3.3
Sources of Data
Collection 103
3.4 Sample
and Sampling Procedure 104
3.4.1 Sample
Size Determination 104
3.5 Validity
of the Instruments 105
3.6 Reliability
of the Instruments 106
3.7 Methods
of Data Analyses 107
3.8
Model Specification 107
CHAPTER
4: DATA PRESENTATION AND ANALYSES
4.1
Data Presentation 111
4.2
Effect of Recruitment and
Selection on the Regulatory and Control
Functions
of NAFDAC 112
4.3
Effect of Training and Development on the
Innovativeness of NAFDAC 116
4.4
Effect of Workload on the Collaborative
Functions of the NAFDAC with
National
Drug Law Enforcement Agency 120
4.5
Effect of Compensation on
the Employees’ Retention Capability of NAFDAC 125
4.6
Discussion of Findings 129
CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1
Summary of Findings 133
5.2
Conclusion 133
5.3
Recommendations
134
5.4
Contribution to Knowledge
136
5.5
Suggested Areas for
Further Research 139
References
Appendixes
LIST
OF TABLES
3.1
Showing Coefficient of Correlation of the Reliability of the Research
Instrument 107
4.1, Showing the number of questionnaire
sampled in NAFDAC Head
Office Abuja and the number of
questionnaire that was returned. 111
4.2.1, Showing the
descriptive statistics result on the effects of recruitment
and selection on the regulatory and
control functions of NAFDAC. 112
4.2.2, Showing multiple regression analysis result on the
effect of recruitment
and selection on the regulatory and
control functions of NAFDAC. 114
4.3.1, Showing the
descriptive statistics result on the effects of training and
development on innovativeness of
NAFDAC. 116
4.3.2, Showing Multiple Regression analysis result on the
effect of
training and development
on innovativeness of NAFDAC. 118
4.4.1, Showing the
descriptive statistics result on the effects of workload on the
collaborative functions of the NAFDAC
with National Drug Law
Enforcement Agency. 120
4.4.2,
Showing Multiple Regression analysis result on the effect of workload
on the
collaborative functions of the
NAFDAC with National Drug Law
Enforcement Agency. 122
4.5.1, Showing the
descriptive statistics result on the effects of compensation
on the employees’ retention capability of
NAFDAC. 125
4.5.2, Showing Multiple Regression analysis
result on the
effect of compensation
on the employees’ retention capability
of NAFDAC. 127
CHAPTER 1
INTRODUCTION
1.1
BACKGROUND
TO THE STUDY
Human
Resource Planning (HRP) are catalyst and expediter of organisational
effectiveness, especially in the public sector. Organisations are ubiquitous
and none of them can perform optimally without human resources. HRP translates
the objectives of the organisation into a number of workers needed by determining
the human resource required by the organisation to achieve its strategic goals.
HRP is a core human resource management process that seeks to prepare organisations
for their current and future workforce needs by ensuring that the right people
are in the right place at the right time. It ensure that the organisation has
got the right number of human resources, with the right capabilities, at the
right times, and in the right places (Vineeth, 2019). Thus, HRP ensures the
best fit between employees and jobs while avoiding manpower shortages or
surpluses. Understanding and planning of present and future needs of labour for
an organisation both in the short, medium and long-term is a recipe for achieving
organisational effectiveness. This is because HRP focuses on building the organisation
around its employees and their specific talents which ought to have a positive
and significant effect on its effectiveness (Johnson, 2019). HRP deals with
several operational objectives such as recruitment, providing proper training
to the employee, selection of the employee, assessment of the employee,
motivating and maintaining a proper relationship with the employee, maintaining
welfare and health for the employees in the organisation through laws created
by the concerned state and country (Johnson, 2019).
The indispensability of HRP on
organisational effectiveness cannot be gainsaid in terms of its role on
effective procurement and retention of human capital pool with greater
potential to constitute a source of sustainable competitive advantage for the organisation
(Wright & McMahan, 2011). This calls for the organisations proclivity
towards continuous environmental scanning and reviewing of its strategies,
objectives, and policies in order to ensure that the right quality and quantity
of human resources are available when and where they are needed to project
organisational effectiveness (Daley, 2012). Tannenbaum cited in Kaavya,
Gowthami, Malleeswari and Rukmathan (2014), posited that organisational
effectiveness connotes the extent to which an organisation, as a social system
given certain resources and means, fulfils its objectives without
incapacitating its means and resources and without placing undue strain on its
human resource. Organisational effectiveness espouse the ability of the
organisation to exploit the environment in the acquisition of scarce and valued
resources, including among the resources the energies of its human resource and
the optimum procurement of these resources, which is the facet of HRP.
Organisational effectiveness aids in the assessment of the progress made
towards fulfillment of mission and achievement of goals (Heilman &
Kennedy-Phillips, 2011). Aligning an organisation to the strategy needed in
solving the problem of communication, especially, the challenges of reporting
any bureaucracy that affect organisation effectiveness (Basuony, 2014). In this
regards, the effectiveness of National Agency for Food and Drug Administration
and Control (herein thereafter NAFDAC).
NAFDAC as a national Agency is
saddled with the responsibilities of safeguarding public health by ensuring
that only the right quality drugs, food and other regulated products are
manufactured, imported, distributed, advertised, sold and used in Nigeria. Ensure availability of efficacious and good
quality of NAFDAC regulated products. Promote an effective and efficient well
motivated and disciplined workforce. Develop an effective human resource system
that is compatible with the Agency strategy and the changing nature of the
organisation’s external environment which underpins the oprationalisation of
well-articulated HRP practices of the Agency. HRP is a vital sub-activity of
employment in the Agency, the Directorate of Administration and Human Resource
Management (DAHRM) of NAFDAC which encompasses the appointment, promotion
discipline and establishment division, staff welfare and training division,
records and registry division is responsible for staff recruitment/appointment,
promotion, transfer and posting of staff in the Agency. The Directorate stair
the HRP practices of the Agency by determine requirements for positions,
recruit and select qualified people, train and develop employees to meet future
Agency needs, and provide adequate rewards to attract and retain top performers.
Assess the Agency’s environment and mission, formulate the Agency’s business
strategy, identify human resource requirements based on the Agency strategy,
compare current human resource inventory-numbers, characteristics with the future
strategic requirements of the Agency. Furthermore, DAHRM of NAFDAC oversee the
day-to-day administrative matters as well as all issues affecting the workforce
of the Agency to ensure efficient and effective use of available human and material
resources towards achieving the Agency’s effectiveness. To that end, HRP
practices is sine qua non to the
effectiveness of the Agency. However, have HRP practices aided the Agency in
achieving its’ mission? Drawing from the above, the study human resource
planning and the effectiveness of NAFDAC were initiated.
1.2
STATEMENT OF THE PROBLEM
The
development of any nation and the performance of its agencies depends to a very
large extent on the human capital, intellectual assets, intellectual
properties, talent management, and competency management obtainable in the
nation, particularly government regulated agencies. Thus, public service
leaders around the world are looking for new approaches to inspire integrity,
accountability and motivation in public service in order to achieve coherence
and coordination between government policies, various stakeholders’ interests
and agency effectiveness (Storey, 2010). In the quest to proffer solution, many
scholars have maintained that HRP is straightforwardly linked to public
organisational effectiveness, and there is a preponderous of opinion that
high-performing work organisations pay special attention to adopting particular
HRP policies and linking these to the strategies of their organisations. However,
the persisting quagmire is the inability of organisations to attain the vision
and mission for which it stands for. Hence, the need for a philosophical
approach towards unraveling the conditions for such quagmire and attendant
escape route through fundamental principles of HRP. Through planning,
organisational goals and objectives are determined and the resources available
are utilized as part of the strategies to achieve the organisational
effectiveness. Biswajeet (2010), argued that when human resource planning
fails, every other human resource management practices are bound to fail. On
the other hand, Shikha and Karishma (2012), posited that the major causes for
underperformance in most service organisations are human resource manager’s
inability to identify the right employees who will occupy a particular job
position within the organisation.
Be it as it may, NAFDAC faces many
conflicting problems of HRP that needs to be strategically manage in order to
improve and sustain its effectiveness. There are great concern about
recruitment and selection, workload analysis, compensation, training and
development, retaining, managing and motivating employees because of the risky
nature of the job and changing relationships between various successive
governments and Agency employees. Also, large numbers of employees, who retire,
die, leave the Agency, or become incapacitated because of physical or mental
ailments, need to be replaced by the new employees which requires effective HRP
to ensures smooth supply of workers without interruption. To that end, if the
pivotal role of NAFDAC: Protecting the health and safety of Nigeria consumers
by assuring the safety of imports and exports as well as foods produced for
local consumption within the complex Nigerian environment are to be archived
irrespective of the these problems and the diversity inherent in the
administration of government agencies, sustaining HRP practices of the Agency in
an effective fashion is a top priority. Furthermore, formulating and
integrating HRP practices of the Agency with its strategic goals and mission are
among the major HRP problems influencing the effectiveness of the Agency. Also
there is need to evaluate how the agency’s recruitment and selection, workload
analysis, compensation, training and development has affected its regulatory
and control functions, collaborative functions, innovativeness and employees’
retention capability which defines the
Agency’s effectiveness. Therefore, to enhance and sustain the
effectiveness of the Agency, the HRP problems confronting the effectiveness of
the Agency must be empirically diagnosed and practical solutions recommended
and implemented. In view of this, the study: HRP and the effectiveness of NAFDAC
were initiated.
1.3
OBJECTIVES OF THE STUDY
The broad objective of this study is to
evaluate the effect of HRP on the effectiveness
of NAFDAC. The specific objectives are
to;
i.
ascertain the effect of recruitment
and selection (attracting, screening, interviewing, and appointing candidates) on
the regulatory and control functions of NAFDAC.
ii.
evaluate
the effect of training and development (induction,
on-the-job, off-the job training, coaching, mentoring and performance review)
on the innovativeness of NAFDAC.
iii.
examine
the effect of workload (complexity of the job,
job responsibilities, scheduling and resource allocation) on the collaborative functions of the NAFDAC with National Drug
Law Enforcement Agency.
iv.
examine
the effect of compensation (Basic pay, allowances,
benefits, bonuses and incentives) on the employees’ retention capability of
NAFDAC.
1.4
RESEARCH QUESTIONS
The following research
questions were answered by the study:
i.
What are the effect of recruitment
and selection (attracting, screening, interviewing, and appointing candidates)
on the regulatory and control functions of NAFDAC?
ii.
How
does training and development (induction, on-the-job,
off-the job training, coaching, mentoring and performance review) affects the
innovativeness of NAFDAC?
iii.
What
are the effect of workload (complexity of the job,
job responsibilities, scheduling and resource allocation) on the collaborative functions of the NAFDAC with National Drug
Law Enforcement Agency?
iv.
How
does compensation (Basic pay, allowances,
benefits, bonuses and incentives) affects employees’ retention capability of
NAFDAC?
1.5
RESEARCH HYPOTHESES
The following hypotheses
that guided the study were tested in null form:
HO1:
Recruitment and selection (attracting, screening, interviewing, and appointing
candidates) have no significant effect on the regulatory and control functions
of NAFDAC.
HO2:
Training and development
(induction, on-the-job, off-the job training, coaching, mentoring and
performance review) does not have any significant effect on the innovativeness
of the NAFDAC.
HO3:
Workload (complexity
of the job, job responsibilities, scheduling and resource allocation) have no significant effect on the
collaborative functions of the NAFDAC with National Drug Law Enforcement
Agency.
HO4:
Compensation (Basic pay, allowances,
benefits, bonuses and incentives) does not have any significant effect on
employees’ retention capability of NAFDAC.
1.6
SIGNIFICANCE OF THE STUDY
Empirically,
this study findings will be a useful to NAFDAC
especially to the Directorate of Administration and Human Resources Management
of the Agency which encompasses the appointment, promotion discipline and
establishment division, staff welfare and training division, records and
registry division, which is saddled with the responsibility of staff
recruitment/appointment, promotion, transfer and posting of staff in the
Agency. The study findings will help the directors in the directorate to be
acquainted with fundamentals and rudimentary knowledge of HRP practices and
judiciously adopt it gainfully in managing the available human and material
resources of the Agency. The study findings will enable the directors evaluate
the pros and cons that have accrue to the Agency in adopting and
operationalising HRP practices in managing their human resources in the
pursuance of their regulatory and control functions of the Agency. The study
findings will help the directors to formulate the human resource plans and strategies
of the Agency within the context of organisational strategies and objectives
while making allowances for the changing nature of the organisation’s external
environment, which is a prerequisite for enthroning effectiveness in the
Agency. The study findings will help the directors to positively reposition the
HRP of the Agency with regards to recruitment, selection, placement, training
and development, workload and employees’ compensation in line with the tenets
of HRP as their efficiently endeavour to carry out the regulatory and control
functions of the Agency, meeting the future needs of the organisational, and
surpassing Agency mission. The study findings will also help the Agency to
integrate their HRP with the goals, objectives, mission and vision of the
Agency and ensure that they maintained qualified pool of workforce for the
Agency effectiveness and sustainability.
The study findings will acquaint
employees of the Agency with the strategic goals and objectives of the Agency
they must meet in the pursuance of their career and welfare packages. Aligning
the HRP of the Agency with its strategic goals will ensure that employees of
the Agency progress as the Agency meet up its goals, and will facilitate the
training and development opportunities of the employees. The study findings
will also be usefully to other government agencies and parastatals, it will
acquaint their directors and policy makers with the tenets of HRP and its
operationalisation in order resuscitate the dwindling performance of various
government agencies and parastatals. The study will also be useful to other
private organisations in the manufacturing and service industry, it will help
to envisage the operationalisation and import of HRP in facilitating Agency
effectiveness. Furthermore, the study is designed an empirical framework that
delineate on the effect and relationship between HRP and the effectiveness of
NAFDAC based on its goals, objectives and mission. This empirical framework
will help to understand how HRP aid in the achievement of the goals, objectives
and mission of the Agency.
Theoretically, the study will
contribute to the scholarly materials available on HRP and organisational
effectiveness by bridging the gap in existing literature. This will be very
useful and helpful to academics, students and potential researchers embarking on
a study in similar research topics.
1.7
SCOPE OF THE STUDY
The study focused on HRP
and the effectiveness of NAFDAC.
1.7.1
Unit
scope
The
study is conducted in NAFDAC Head
Office Abuja. The study involved
all the staff of the Agency with
particular interest on the operationalisation of HRP and its effect on the
Agency effectiveness.
1.7.2
Content
scope
The study focused its main interest
on the HRP practices (recruitment
and selection, workload analysis, compensation, training and development) of NAFDAC and its effects on the
regulatory and control functions, innovativeness, and the collaborative
functions of the Agency.
1.7.3
Geographical
scope
Geographically,
the study were conducted in National Agency for Food and Drug
Administration and Control (NAFDAC) of Nigeria Head Office in Abuja.
Abuja is the capital city of Nigeria
located in the centre of the country within the Federal Capital Territory
(FCT). It is a planned city and was built mainly in the 1980s, replacing the
country's most populous city of Lagos as the capital on 12 December 1991.
Abuja's geography is defined by Aso Rock, a 400-metre (1,300 ft) monolith left
by water erosion. The Presidential Complex, National Assembly, Supreme Court
and much of the city extend to the south of the rock. Zuma Rock, a 792-metre
(2,598 ft) monolith, lies just north of the city on the expressway to Kaduna.
Abuja"
was in the earlier 20th century the name of the nearby town now called Suleja.
The indigenous inhabitants of Abuja are the Gbagyi (Gwari) as the major
language, Bassa, Gwandara, Gade, Ganagana, Koro etc. In light of the ethnic and
religious divisions of Nigeria, plans had been devised since Nigeria's
independence to have its capital in a place deemed neutral to all major ethnic
parties, and also in close proximity to all the regions of Nigeria. The
location was eventually designated in the centre of the country in the early
1970s as it signified neutrality and national unity. Another impetus for Abuja
came because of Lagos' population boom that made that city overcrowded and
conditions squalid. As Lagos was already undergoing rapid economic development,
the Nigerian regime felt the need to expand the economy towards the inner part
of the country, and hence decided to move its capital to Abuja. The logic used
was similar to the way Brazil planned its capital, Brasília. The decision to
move to Abuja was made by General Murtala Mohammed in 1976. Construction
started in the late 1970s but, due to economic and political instability, the
initial stages of the city were not complete until the late 1980s.
The
master plan for Abuja and the Federal Capital Territory (FCT) was developed by
International Planning Associates (IPA), a consortium of three American firms:
Planning Research Corporation; Wallace, McHarg, Roberts and Todd; and
Archisystems, a division of the Hughes Organisation. The master plan for Abuja
defined the general structure and major design elements of the city that are
visible in its current form. More detailed design of the central areas of the
capital, particularly its monumental core, was accomplished by Japanese
architect Kenzo Tange, with his team of city planners at Kenzo Tange and Urtec
Company.
Most
countries relocated their embassies to Abuja, and many maintain their former
embassies as consulates in Lagos, the commercial capital of Nigeria. Abuja is
the headquarters of the Economic Community of West African States (ECOWAS) and
the regional headquarters of OPEC. Abuja and the FCT have experienced huge
population growth; it has been reported that some areas around Abuja have been
growing at 20% to 30% per year. Squatter settlements and towns have spread
rapidly in and outside the city limits. Tens of thousands of people have been
evicted since former FCT minister Nasir Ahmad el-Rufai started a demolition
campaign in 2003. It is in this background that NAFDAC Head Office is located
in Wuse Zone 7, Abuja Structure.
1.8
LIMITATIONS
OF THE STUDY
The
major limitation encountered by the researcher was with questionnaire
administration. The researcher found it very difficult to gain access to NAFDAC Head Office located in Wuse Zone 7, Abuja Structure, on many occasion the researcher try to established
contact with the Director of Administration and Human
Resource Management to explain the purpose of the research and the importance to
the Agency and why they need to participate in the research. The efforts were
not successful as the employees of the Agency contacted maintained that
external researchers are not allowed in NAFDAC Head
Office.
Finally through a senior officer of the Agency, the research established
contacts with the Director of Administration and Human
Resource Management who appreciated the efforts of the researcher and after
perusal of the questionnaire, collected the entire questionnaire from the
researcher and promised to assign it to a junior staff of the Agency who will
distribute to other staff of the Agency and ensure that the questionnaire is
completed. The researcher was requested to come back in two weeks’ time to pick
up the completed questionnaire. This arrangement was highly appreciated by
researcher. In two weeks’ time the researcher returned to the agency and picked
up the completed questionnaire, although not the exact number handed to them as
some of the questionnaire were unaccounted for. However, in all the researcher
was very happy to collect the completed questionnaire and thanked the Director
of Administration and Human Resource Management for the unflinching support.
This was the main challenge encountered by the researcher and the researcher
was determined and resilient, thus overcome the challenge and completed the
study successfully.
1.9
DEFINITION
OF TERMS
The following are the operational definition of
terms as used in the study:
Collaborative Functions: refers
to organisational function that enhance their ability and willingness to
creatively share ideas and knowledge and to create new knowledge with others.
It entails the ability of NAFDAC to creatively share ideas and knowledge and to
create new knowledge with other sister agencies like NDLEA.
Compensation: encompasses
employees’ basic pay, allowances, benefits, bonuses and incentives. NAFDAC
compensation process ensure that employees are properly remunerated for the
services they render to the Agency and to motivate them to improve their
performance.
Effectiveness: is the capability of an organisation producing a desired result or the
ability to produce desired output in line with the blueprint of the
organisation within a defined period of time. In this case, it is the ability
of NAFDAC to regulatory and control functions,
collaborative functions.
Employees’ Retention
Capability: the ability of an organisation to
retain its workforce, especially its top performers in the organisation and to
reduce turnover by fostering a positive work atmosphere to promote engagement,
showing appreciation to employees and providing a competitive pay and benefits
system that will endears employee to the organisation irrespective of other
numerous job offer available in the labour market. Thus, it is the ability of
NAFDAC to retain its top performers.
Information
Sharing: the ability of
NAFDAC to share relevant information and to compare notes with sister agencies
like National Drug Law Enforcement Agency
(NDLEA) through their social support mechanism in order to enhance their
efficiency in the actualisation of the
Agency mission.
Innovativeness: ability,
capacity, competency and readiness of NAFDAC and their employees to develop
virture or introduce novelties or new organisational methods in their
undertakings, business practices, workplace organisation or external relations.
Knowledge
Management: a programme or system designed to
create, capture, share and leverage knowledge towards the success of the
organisation, knowledge management involves the processes and tools that allow
an organisation to efficiently capture, maintain, utilise its information and
knowledge taped from experience curve to enhance the effectiveness and
efficiency of the organisation. But in this case the effectiveness of NAFDAC.
NAFDAC: National
Agency for Food and Drug Administration and Control. An Agency established by
Decree No. 15 of 1993 as amended by Decree No. 19 of 1999 and now the National
Agency for Food and Drug Administration and Control Act Cap N1 Laws of the
Federation of Nigeria (LFN) 2004 to regulate and control the manufacture, importation,
exportation, distribution, advertisement, sale and use of Food, Drugs,
Cosmetics, Medical Devices, Packaged Water, Chemicals and Detergents
(collectively known as regulated products). The agency was officially
established in October 1992.
Organisational
Effectiveness: the extent to which an organisation
is able to achieve its goals within define period of time, it involves the
accomplishment of recognised objectives of cooperative effort and the degree of
accomplishment of these objectives is the degree of effectiveness.
Regulatory and Control
Functions: involves the ability of the Agency to
regulate and control the manufacture, importation, exportation, distribution,
advertisement, sale and use of Food, Drugs, Cosmetics, Medical Devices, Packaged
Water, Chemicals and Detergents in order to safeguard public health.
Recruitment and Selection: process of identifying and employing the most
qualified personnel when there is vacancy in the Agency. While, selection is
the process of choosing the appropriate candidate that matches the job
requirements of the Agency. Recruitment and selection components in NAFDAC
connotes: Attracting, screening, interviewing, and appointing candidates
Training and Development: acquisition of skills, knowledge and information
directly required for the performance of a specific role. NAFDAC training and
development components connotes induction, on-the-job, off-the job training,
coaching, mentoring and performance review.
Workload: activities that must be completed by employees
of the Agency within a predetermined period of time. The components of workload
in NAFDAC includes: complexity of the job, job responsibilities, scheduling and
resource allocation.
Human Resource Planning: Human resource planning is one of the core function
of the Directorate of Administration and Human Resources Management of the
NAFDAC that incorporate: Recruitment and selection, workload analysis, compensation,
training and development.
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