ABSTRACT
The general objective of the study was to examine the impact of human capital utilization on organizational effectiveness (A study of selected manufacturing firms in Abia state). The specific aims were to; determine the impact of employability and skills of employees on organizational performance; ascertain the impact of utilization of human capital resource capabilities on organizational competiveness; determine the impact of leadership styles and employment modes on organizational effectiveness; and examine the impact of work-life management on organizational performance The study adopted a survey design method. The population of this study was made up of the management staff of two selected manufacturing organizations in Aba, Abia State. The manufacturing organizations were PZ Cussons, Aba and Nigerian Breweries Plc, Aba, Abia State. The total number of staff for the two organizations was 390. Using Taro Yamane Formula, a sample size of 197 respondents was determined and used for the study. The probability sampling of random sampling technique was used in selecting the sample size for the study. The data generated in the study were analysed according to the stated objectives of the study. A further test of hypotheses was done using simple regression model. All analyses were done through the use of the Statistical Package for the Social Sciences (SPSS) version 20.0. Findings showed that employability and skills of employees was found to have a positive and direct impact on organizational performance. This implies that an increase in employability and skills of employees will result to an increase in organizational performance. The utilization of human capital resource capabilities was found to be a positive and significant factor that impact influence organizational competiveness. The study also revealed that leadership styles and employment modes in the studied organizations exert statistically significant impact on organizational effectiveness. It was further also revealed that work-life management statistically and significantly has a positive impact on organizational performance. The study amongst others recommended that the human resource department of the studied firms should devise strategic means of exploiting human capital resources capabilities within the organization. When human capital resource capabilities are properly utilized within an organization, competiveness is enhanced. This would make them proactive and resilient.
TABLE
OF CONTENTS
Cover Page
Title Page i
Table of Contents ii
CHAPTER
1 1
INTRODUCTION 1
1.1
Background to the Study 1
1.2
Statement of the Problem 4
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5
Research Hypotheses 6
1.6
Significance of the Study 6
1.7
Scope of the Study 6
1.8
Profiles of the Firms under Study 7
1.8.1 P.Z Cussons Nigeria Plc, Aba 7
1.8.2 Nigerian Breweries Plc 8
1.9
Operational Definition of Terms 9
CHAPTER 2 11
REVIEW
OF RELATED LITERATURE 11
2.1
Conceptual Framework 11
2.1.1 Human Capital 11
2.1.2 Human Capital Management (HCM) Features and
Functions 13
2.1.2.1 Human
Capital and Complementary Capitals 15
2.1.2.2 Intellectual capital 16
2.1.2.3. Social capital 18
2.1.2.4 Organizational (Structural) capital 19
2.1.3 Human Capital, Human Resources: Rhetoric and
Reality 21
2.1.4 Issues with Human Capital and Performance
Linkage 22
2.1.5 Human Resource Utilization 24
2.1.6
Rationale for Effective Manpower Utilization 26
2.1.7
Instruments of Human Resources Utilization 27
2.1.8
Methods of Human
Resource Utilization 28
2.1.9 Training, Staff Utilization and Productivity:
The Nexus 29
2.1.10
Human Capital Resource Capabilities 30
2.1.11
Employment Modes 32
2.1.12
Work-life Management 34
2.1.13 Leadership Styles 36
2.1.14
Organizational effectiveness 38
2.2 Theoretical Framework 40
2.2.1 Human Capital Theory
- Schultz (1961) 41
2.2.2
Resource-based Theory – Barney and Clark (2007) 42
2.3 Empirical Review 43
2.4 Summary of Reviewed Related
Literature 46
2.5 Gap in Literature 46
CHAPTER
3 48
METHODOLOGY 48
3.1 Research Design 48
3.2
Sources of Data 48
3.2.1
Primary data 48
3.2.2
Secondary data 48
3.3
Population of the Study 48
3.4 Sample Size Determination 49
3.5
Sampling Technique 50
3.6
Description of Instrument 50
3.7
Validity of the Instrument 50
3.8
Reliability of the Instrument 51
3.9
Method of Data Analysis 52
3.10
Model specification 52
CHAPTER 4 54
DATA
PRESENTATION AND ANALYSES 54
4.1
Presentation of Data 54
4.1.1
Questionnaire Distribution and Return 54
4.1.2 Staff Positions 54
4.1.3 Sex of Respondents 55
4.1.4 Age of Respondents 55
4.1.5 Marital Status of Respondents 56
4.1.6 Educational Background of
Respondents 56
4.1.7 Respondents’ Number of Years
with the Organizations 57
4.1.8 Responses on
the Impact of Employability and Skills of Employees
on
Organizational Performance 57
4.1.9 Responses on
the Impact of Utilization of Human Capital Resource
Capabilities on Organizational
Competitiveness 58
4.1.10 Responses
on the Impact of Leadership Styles and Employment
Modes on
Organizational Effectiveness
59
4.1.11 Responses
on the Impact of Work-Life Management on
Organizational
Performance 60
4.2 Test of
Hypotheses 61
4.2.1
Impact of Employability and Skills of Employees on
Organizational
Performance 61
4.2.2 Impact of Utilization of Human Capital Resource Capabilities on
Organizational Competiveness 62
4.2.3 Impact
of Leadership Styles and Employment Modes on Organizational
Effectiveness 63
4.2.4 Impact of Work-Life Management on Organizational Performance 64
4.3 Discussion of
Findings 65
CHAPTER 5 66
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS 66
5.1 Summary of Findings 66
5.2 Conclusion 66
5.3 Recommendation 67
References
LIST
OF TABLES
Table 3.1 Population distribution for the staff
of the 2 selected Manufacturing
Organizations in Aba,
Abia State 50
Table 4.1 Distribution and Return of
Questionnaire 54
Table 4.2 Frequency distribution
showing the Positions of the Staff in the Studied
Organizations 54
Table 4.3 Frequency distribution
showing the Sex of Respondents in the Studied
Organizations 55
Table 4.4 Frequency distribution
showing the Ages of Respondents in the Studied
Organizations 55
Table 4.5 Frequency distribution
showing the Marital Status of Respondents in
the Studied Organizations 56
Table 4.6 Frequency distribution
showing the Educational Background of
Respondents in the Studied
Organizations 56
Table 4.7 Frequency distribution
showing the Respondents’ Number of Years
with the Studied
Organizations 57
Table 4.8 Distribution on the Impact of Employability and Skills of
Employees on Organizational Performance 57
Table 4.9
Distribution on the Impact of Utilization of Human
Capital Resource
Capabilities on Organizational
Competitiveness 58
Table 4.10
Distribution on the Impact of Leadership Styles and
Employment
Modes on Organizational
Effectiveness 59
Table 4.11
Distribution on the Impact of Work-Life Management on
Organizational
Performance 60
Table 4.12
Regression analysis showing the Impact of
Employability and Skills of
Employees on Organizational
Performance 61
Table 4.13 Simple regression analysis
showing the Impact of Utilization of Human
Capital Resource Capabilities
on Organizational Competiveness 62
Table 4.14 Simple regression analysis
showing the Impact of Leadership Styles and
Employment Modes on
Organizational Effectiveness 63
Table 4.15 Simple regression analysis
showing the Impact of Work-Life
Management on Organizational
Performance 64
CHAPTER 1
INTRODUCTION
1.1 Background to the Study
The
complexity and competitiveness of today’s business environment requires that
companies continuously raise the bar on their effectiveness. The
economic activity of firms in the modern economic environment is becoming more
complex due to the increasing globalization and liberalization of markets,
changing customer requirements, and ever increasing market competition.
Therefore, organizations constantly looking for ways to increase performance
and competitiveness. Generally, human resources, as workforce and also as
business function, are treated as the highest operating cost that should be
minimized and at the same time as a source of higher efficiency.
It
is no exaggeration in the assertion that the most significant resource of any
organization is often said to be its people. Of course, an organization is
nothing but inter-related groups of people whose activities are planned and
coordinated to meet organizational objectives. An organization that exists to
produce goods and services has a good chance to survive and prosper if it
consists of the right people. Organizations encounter several obstacles in
meeting their goals and in a similar way, all employees report some problems in
their attempts to be productive and efficient in their jobs, and to feel
satisfied in their work-lives. The challenge to human resources management is
to minimize these obstacles and problems. The organization/management prepares
a Human Resource Development Plan to develop their human resources - they
proudly call it as “Human Capital” (Ghorbanhosseini, 2014).
The
concept of “human capital” has acquired tremendous attention in today`s study.
Bontis (1999) defines human capital as representing the human factor in an
organization; the combined intelligence, skills and expertise that gives the
organization its distinctive character. Armstrong (2006) defines human capital
as all human abilities whether innate or acquired attributes, whose value could
be enlarged by appropriate development investments. Davenport (1999) observed
that human capital consists of intangible that workers provide for their employers.
Human capital can also be defined as knowledge, skills, aptitudes and other
acquired traits contributing to production (Goode,1959).Skills represent individual
capacities contributing to production as an argument in the production function
(Bowles, Gintis and Osborne,2001). According to Blundell, Deardean, Meghir and Sianesi
(1999), there are two main components of human capital with strong complementarity;
early ability (whether acquired or innate) and skills acquired through formal
education or training on the job. Human capital differs from other assets
because it yields market returns only in proportion to the workers supply of
labour (Bundi, 2007).
Employees are very
important assets of an organization which when managed together with commitment
and employment of other assets of the organization, facilitate to the
realization of the organizational objectives. It is through their deliberate
efforts other assets like machines can be used to produce the expected
products. In other words, no matter how much is invested in technology and
other modern assets, the achievement of organizational goals and realization of
its objectives, highly depends on the effective utilization of qualified and
committed human resource as drivers of other resources (Kisumbe, Sanga, and Kasubi, 2014). Ineffective human resources
utilization by various organizations results from inability to organize and
sensitize the human resources for achievement of organizational goals. Kruger
and Lindahl (2001) assert that utilizing the stock of human capital with higher
education can promote organizational effectiveness and economic growth.
Human
resources have to be developed effectively and efficiently, to enhance and
harness other resources for the actualization of organizational goals. In
examining the concept of human resource utilization, Udo (1992) admits that it
has to do with a sequence in the relationships between development and
utilization of human resources which emphasizes their relevance to the manpower
requirements and their actual deployment in their appropriate mix to meet
national needs. Egungwu (1992) adds that it is a gradual and systematized
continuous job assignment during the working life in order to guarantee
increased performance abilities.
In
further explanation, Egbo and Okeke (2009) state that the target for human
resource utilization involves optimal use of skills, will-power and knowledge
or human capital of the employees without recourse to parochial considerations
of race, origin, sex; age and other psychographic and demographic yardstick in
pursuit of organizational objectives through efficient use of other factors
services, including land and capital. Hence, human resources utilization involves
effective use of personnel in pursuit of efficiently designed goals through
objective roles assignment based on appraisal outcomes, skills and knowledge
garnered from training and development programmes as well as experiences or
employees’ competences (Ozioko, 2012).
Ezeani
(2002) sees this as involving maximum use of competent staff, and their
deployment at strategic places and the creation of enabling environment for the
practice of acquired skills.
Ajileye
(1992) rightly observed that where trainees are not deployed to perform for
which they are trained, it results in a huge financial loss to the
organization. Apart from this, the employee looses confidence in himself, his
organization and the undertaken. Smith and Gintzberg (1967) have observed that
the commonly observed error in both developed and developing nations is the
tendency to often shift attention exclusively to matters like human resource
supply with very little considering given to its development and utilization.
They maintained that there is a close relationship between human resource development
and its corresponding utilization since “a trained person who is not used or
who is poorly utilized is not really an asset”. In fact the extent to which the
full rewards of training are realized depends on a planned and systematic
approach which integrates a clear-cut plan for utilizing trained personnel.
According to Harbison (1973) human resource utilization is a factor to the
attainment of corporate objectives. He argued that appropriate and maximum
utilization of human resources in production activities are the essential factors
that can increase organizational effectiveness.
Organizational
effectiveness is a new concept that has attracted the attention of specialists
with the transition to a new organizational context characterized by change,
competitiveness and high performance (Ioana,
2013). The literature provides various definitions of the concept. Thibodeaux
and Favilla (1996) have defined organizational effectiveness as the extent to
which an organization, by the use of certain resources, fulfils its objectives
without depleting its resources and without
placing undue strain on its members and/or society. Another point of view
indicates that effectiveness evaluates the performance of
business units’ efforts with respect to
strategic goals, and serves as a critical component in the management planning
and
control processes (Griffin, 1987). Effectiveness plays
an important role in accelerating organizational development (Bulent
and Adnan, 2009), and according to Grawhich and Barber (2009) it
is the net satisfaction of all constituents in the process of gathering and
transforming inputs into output in an efficient manner.
Human capital is a
key component of the market value in any organization (Radka, 2008). It is a
source of added value, an estimate which is the basis of planning in
management. Therefore management needs to focus on planning, recruiting,
stabilizing, developing and optimal exploitation of human resources. Despite
the efforts made by firms in human capital investment through training with the
intention of improving employees’ performance, the problem of employee poor
performance still exist this may be due to various factors such as shortage of
staffs to perform the required task within a given period of time and failure
to utilize the knowledge obtained during the training (Radka, 2008).
There is always a
managerial need to examine the impact of human resources on organizational
effectiveness. Examining human resource effectiveness is a means for tracking
the achievement of strategic objectives in human resource management and for
evaluating of work with human resources (Radka, 2008). The results of measuring
such effectiveness are important for presetting targets, uncovering and
exploiting the reserves, comparing suitability of variants for achieving of set
target, determining the magnitude and causes of deviations and proposing a way
of removing them. It is not possible to manage without the measuring.
Nowadays
the measuring of the human resource effectiveness is thought to be like a way
to increase performance of employees and efficiency of the organization. The
effective human resource system should be the base for implementation of
organizational strategy to achieve the targets.
Therefore,
this study aimed at assessing the impact of human capital utilization on organizational
effectiveness using PZ Cussons PLC Aba and Nigerian Breweries Plc, Aba, Abia
State as the case study.
1.2 Statement of the Problem
Organization
exists for the purpose of rendering some services. For the organization to meet
its objectives, people are employed in the organization in order to help the
organization meet its objectives. The manpower challenge for Nigerian
organizations is not finding the people, it is rather finding the people with
the right type of skill at the right time and in the right places. It is
commonplace to find specialized talent in wrong kinds of activity and highly
capable people in fields, which offers little challenge or incentive. This
situation creates constraints, which sap labour morals, erode productivity and
lead to rapid turnover.
Thus
the issue of manpower and its utilization becomes germane in an effort to
improve efficiency in service delivery or performance. In Nigerian
organizations, human resources are generally under-tapped, under-utilized and
therefore fall short of its anticipated contributions to the realization of
organizational goals. It is common among organizations to witness poor or
improper utilization of human capital resource capabilities which ultimately
affects organizational competiveness.
Also
common in today’s organizational life is the problem of work-life management balance
which has continued to affect negatively on productivity and employee
performance. On average, human performance is not consistent. It is more likely
to diverse every single moment. In recent years, the trend for executing work and family
life policies in organizations has gained tremendous importance.
The policies such as increased work hours, overtime
work schedules, compressed
working weeks, inflexible starting time, absence of leave for family related
issues, and lack of employee assistance programs can bring down the
morale of employees and their productivity by increasing
turnover rate and absenteeism. For example, increased work hours are believed
to be disastrous to employees and will further hinder employees in attaining a
healthy work-life balance.
Most
leadership styles in organizations have negative effect on employees’
commitment which ultimately affects their performance and overall effectiveness
of the organizations. Similarly, human resources selections are equally
affected by the type of managerial style that such organization applies.
In
addition, there is lack of qualified instructors and
consultants to undertake capacity building courses, lack of essential human
resource development tools, and the lack of effective communication within the
organization which makes it impossible for most employees to know about their
roles and tasks expected of them. Pertinent to the above the study sought to examine
the impact of human capital utilization on organizational effectiveness in
manufacturing firms in Abia State.
1.3 Objectives of the Study
The general objective of the study was to examine the impact of human
capital utilization on organizational effectiveness (A study of selected
manufacturing firms in Abia state).
The specific aims were to;
i.
determine the
impact of employability and skills of employees on organizational performance
ii.
ascertain the
impact of utilization of human capital resource capabilities on organizational
competiveness
iii.
determine the
impact of leadership styles and employment modes on organizational
effectiveness
iv.
examine the
impact of work-life management on organizational performance
1.4 Research Questions
The following research questions guided
the study
i.
What is the
impact of employability and skills of employees on organizational performance?
ii.
What is the
impact of utilization of human capital resource capabilities on organizational
competiveness?
iii.
What is the
impact of leadership styles and employment modes on organizational
effectiveness?
iv.
What is the
impact of work-life management on organizational performance?
1.5 Research Hypotheses
The
following hypotheses were formulated and tested in the study
Ho1: Employability and skills of employees do not have any significant
impact on organizational performance
Ho2: Utilization of human capital resource capabilities does not have
any significant impact on organizational competiveness
Ho3: Leadership styles and employment modes do not have any significant
impact on organizational effectiveness
Ho4: Work-life management does not have any significant impact on
organizational performance.
1.6 Significance of the Study
This research work would be of immense
benefit to the society in general and to both private and public manufacturing
organizations. Moreso, it would have both theoretical and practical use to
scholars and will contribute to the existing body of knowledge in the field of
human resource management. Summarily, the importance
of this study will include the following;
Manufacturing
Organizations: The result of this study will form bedrock for manufacturing organizations
to effectively manipulate their hiring process in order to secure the services
of the best and ideal personnel suited for each job position. When such skilled
and proficient employees are engaged, their performance level becomes
significant in the organization.
Human
Resource Department: The study result will make transparent some common errors
made by many human resource departments/manufacturing organizations in their
processes of recruitment, training, motivation, performance appraisal,
compensation, etc.
Researchers:
The findings of this study will add to the body of knowledge and form part of
future learning materials. Future researchers with interests in Human resource
management will find the findings useful since it will recommend further areas
of study to enhance more knowledge on human resource management particularly as
it affects manufacturing organizations in general.
1.7 Scope of the Study
The
general scope of the study was to investigate the Impact of Human Capital
Utilization on Organizational Effectiveness (A study of selected manufacturing
firms in Abia state). The geographical
scope of the study was limited to manufacturing firms in Abia state,
while PZ Cussons PLC Aba and Nigerian Breweries Aba were selected and used as
the case study. The study focused
mainly on the utilization of human capital
resource capabilities in the studied organizations as well as areas of
leadership styles and employment modes, and work-life management, and how they
impact on organizational competiveness, effectiveness, and overall performance.
1.8 Profiles of the Firms under Study
1.8.1
P.Z Cussons Nigeria Plc, Aba
PZ
Cussons Plc. Aba is located along Margaret Avenue, Eziama Aba, Aba North LGA in
Abia State. It is engaged in the manufacturing and distribution of soaps,
detergents, toiletries, pharmaceuticals, electrical goods, edible oils and
nutritional products. The segments of the Company are toiletries and household;
food and nutrition, and electrical goods. The geographical segments of the
Company are Africa, Asia and Europe. On January 29, 2008, the Company completed
the acquisition of The Sanctuary Spa Holdings Limited and its wholly owned
subsidiaries.
The
Company’s Headquarters is at PZ Cussons Nigeria Plc. 45/47 Town Planning Way
Ilupeju Industrial Estate PMB 21132 Ikeja Lagos Nigeria; Lagos; Lagos PZ
Cussons Plc. is a leading manufacturer and distributor of a variety of products,
especially soaps and other personal care items, including shampoo, baby power, and
the like. These are marketed under PZ Cussons flagship imperial Leather brand
and others, including Ordinary Source and Cares. The company also manufactures
refrigerators and other white goods, including freezers and air conditioners;
detergents and cleaners; feminine hygiene products; olive oil; packaging
materials; and even pharmaceuticals. In 2003, PZ Cussons formed a joint venture
with Ireland’s Glanbia to supply evaporated milk and milk powder in Nigeria.
The company also acquired U.K. hair brand Charles Worthington in Listed on the
London Stock Exchange, the Zochonis family, which includes Chairman A. J. Green
controls as much as 80 percent of the company’s stock. 2005.
Although
based in Manchester, PZ Cussons has long been controlled by the founding Zochonis
family, from Greece, and has carved a niche for itself by focusing on various markets
in Africa, especially Nigeria, Ghana, Cameroon, and East Africa. Known as
Paterson Zochonis until its name change in 2002, the company’s history reached
all the way back to the late 19th century. When it was founded as a trading
post, called West African Merchants, in Sierra Leone by two partners, George
Paterson, originally from England, and George Zochonis, from Greece, Paterson
and Zochonis started out by shipping palm oil and other produce, such as palm
kernels, cocoa, groundnuts, and seed cottons, as well as animal hides and skins,
to the United Kingdom, and bringing back goods from England, such as cloth from
Manchester.
The business proved strong, and in 1884 Paterson and Zochonis incorporated the company
as Paterson Zochonis (PZ). PZ gradually expanded its range of goods, establishing
a degree of expertise in what was considered a difficult trading market. This
expertise enabled the company to being expanding into other African markets
and, most important, into Nigeria. PZ set up its Nigeria subsidiary in Lagos in
1899. Like its Sierra Leone brand, the
Nigeria
subsidiary at first operated as a trading merchant. George Paterson died in
1934, leaving George Zochonis in control of the company. The Zochonis family
was by then already highly involved in the company’s expansion, and company
traditions become the placing of members of the extended Zochonis family in key
management positions. Indeed, by the beginning of the 21st century, the
Zochonis family was said to represent about half of the group’s total payroll.
1.8.2
Nigerian Breweries Plc
The history of
Nigerian Breweries is strongly linked to the formal British colonialization of
Nigeria in 1851. The process of the establishment of the company started with
the formation of the Royal Niger Company after it was granted a royal charter
status in 1886. In 1877 the British imperialist, George Goldie Taubman, joined
the four largest British trading companies into the United African company
(UAC).The granting of Royal Charter to the UAC company enjoys commercial
monopoly but gave them unfettered access to invest and administer the whole
Niger territory, ie Northern Nigeria and the lower Niger valley, (Ogunbiyi,
2007). After the end of World War I, in 1920 Lever Brother, a subsidiary of
Unilever conglomerate, acquired the shares of the Royal Niger Company.
In 1921 many of
the British trading houses came together to form the African and Eastern Trade
corporation while the French trading houses came together under the name,
Compagnie du Niger Francais (Ogunbiyi, 2007). On the 1st May, 1929 these two
organizations combined forces under the former name United African Company
(UAC), with a share capital of £15.7 million. The company became the dominant
trading company in the region at the time (Ogunbiyi, 2007). One of the European
companies which have been doing business in the region, a Dutch brewing
company, Heineken was exporting some 6,000 hectolitres of beer to Nigeria and
Ghana through UAC. During the period of the Second World War the beer
consumption in Nigeria total 70,000 crates of four-dozen 65cl bottles. This is
about 1,458 hectolitres in one year (Ogunbiyi, 2007).
After the War the
demand exceeded the supply by 1947, Dutch export to Africa reached 76,614
hectolitres as against 25,000 hectolitres exported before the war. The increase
in beer consumption rate was as a result of the presence of allied forces in
Africa and the changing pattern of consumption behaviour the returning African
soldiers who served during the war came back with. In other to meet the demand
for beer Heineken entered an agreement with Unilever and so on 16th November
1946, UAC and Heineken signed a contract for the incorporation of Nigerian
Brewery limited in the capital city of Lagos with a share capital of £ 300,000
(Ogunbiyi, 2007).
The board that
established the agreement of the company gave UAC the responsibility for
commercial and administrative management of the company while Heineken had
technical control. Nathan, a Swiss company was saddled with the responsibility
of providing technical brewing installations. On 2nd June 1949, the first
Nigeria brewed bottle of beer rolled off the bottling line from the Iganmu
plant (Ogunbiyi, 2007). The beer was called Star beer. By 1954 the company
reached the first one million carton unit capturing 20% of the beer market in
Nigeria. The Aba Brewery was commissioned in 1957 with an initial capacity of
500,000HL, is the second oldest brewery of Nigerian brewery PLC (nibrenews,
2007). In the face of the growing brewery business in Nigeria the management of
the company decided to approach growth expansion and diversification convinced
that increased production in the beverage industry a decision was taken to
build a third brewery in the Northern city of kaduna in 1964. Heineken brand
was first produced in 1955. The Civil War period marked a time of huge
challenge to the brewery but for the adaptive leadership of the company it was
able to surmount the challenges of the war era stronger.
Immediately after
the civil war the Guilder brand was launched in 1970. After the brand was
introduced into the Nigerian market, the expansion of the existing breweries in
Lagos, Aba and Kaduna followed. Also in 1976 a new brand of soft drink was
introduced. The brand was called Maltina. As the pressure on the existing
breweries increased because of increase in demand the Ibadan brewery was
commissioned in 1982. on the 24th October 2003 the Ama brewery was commissioned
in “Ameke Ngwoo” a community in Udi Local Government Area of Enugu State, with
a production capacity of 3 million hectoliters per annum and at the cost of N
40 Billion (nibrenews,2003),the Ama Brewery was to produce fifty percent of the
company’s total production.
1.9 Operational Definition of Terms
The
following terms were defined as used in this study:
Human Capital
Human capital is a collection of resources comprising of the knowledge,
talents, skills, abilities, experience, intelligence, training, judgment, and wisdom
possessed individually and collectively by individuals in a population. These resources
are the total capacity of the people that represents a form of wealth which can
be directed to accomplish the goals of the nation or state or a portion
thereof.
Organizational
Effectiveness: Is the ratio of output or
production capacity of the workers in an organization. It is the relationship
between the amount of one or more inputs and the amount of outputs from a
clearly identified process.
Human Capital Utilization:
A sequence in the relationships between development and utilization of human resources
which emphasizes their relevance to the manpower requirements and their actual deployment
in their appropriate mix to meet national needs. It is a gradual and
systematized continuous job assignment during the working life in order to guarantee
increased performance abilities.
Employment modes:
refer to the mechanisms used by firms to gain needed human capital, and include
internal development (staffing, then training and promotion), external
acquisition (staffing readily productive human capital), contracting (temporary
workers), and alliances.
Employability: refers
to your ability to gain initial employment, maintain, employment, and obtain
new employment if required. It is also the ability of a graduate to get
satisfying job, stating that job acquisition should be prioritized over
preparedness for employment to avoid pseudo measure of individual
employability.
Skill: refers
to an ability and capacity acquired through deliberate, systematic, and
sustained effort to smoothly and adaptively carryout complex activities or job functions
involving ideas (cognitive skills), things (technical skills), and/or people
(interpersonal skills).
Leadership style: is
the manner and approach of providing
direction, implementing plans, and motivating people. As seen by employees, it
includes the total pattern of explicit and implicit actions performed by their
leader.
Work-life management: is
the term used to describe the balance that an individual needs between time
allocated for work and other aspects of life. Areas of life other than work-life
can be, but not limited to personal interests, family and social or leisure
activities.
Click “DOWNLOAD NOW” below to get the complete Projects
FOR QUICK HELP CHAT WITH US NOW!
+(234) 0814 780 1594
Login To Comment