ABSTRACT
This study examined manpower planning and organizational effectiveness of Rivers State Civil Service Commission, Nigeria. The specific objectives are to: evaluate the effect of manpower forecasting on government policies implementations of Rivers State Civil Service Commission, ascertain the effect of recruitment and selection on monitoring policy performance of Rivers State Civil Service Commission. The study made use of survey research design, primary and secondary sources of data was used. The study target population are all the employees of Rivers State Civil Service Commission. Multiple regression analysis was used to test the study hypotheses. The study findings revealed that: At 1% level (Sig < .01) of significance, manpower forecasting had a positive and significant effects on government policies implementations of Rivers State Civil Service Commission. At 1% level (Sig < .01) of significance, recruitment and selection had a positive and significant effects on monitoring policy performance of Rivers State Civil Service Commission. The study concluded that manpower planning is positive and significantly affects organizational effectiveness of Rivers State Civil Service Commission, Nigeria. However, the study recommended that the Head of Service Rivers State Civil Service Commission need to sustain their manpower forecasting practices especially workforce baseline assessment, supply analysis, demand analysis, strategic workforce plan and approach as its significantly affect implementations of government policies in Rivers State.
TABLE OF CONTENTS
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Table of Contents vi
List of Figure x
List of Tables x
Abstract xi
CHAPTER 1: INTRODUCTION
1.1
Background to the Study 1
1.2
Statement of the Problem 4
1.3
Objectives of the study 6
1.4
Research Questions 6
1.5
Research Hypotheses 7
1.6
Significance of the Study 7
1.7
Scope of the Study 8
1.8
Limitations of the Study 11
1.9
Operational Definition of Terms 11
CHAPTER 2: REVIEW OF RELATED LITERATURE
2.1.0 Conceptual Review
2.1.1
Manpower/human resource planning 14
2.1.2 Organisatonal effectiveness 18
2.1.3
Perspectives of organisational
effectiveness 22
2.1.4 Objectives of human resource planning 25
2.1.5 Processes of human resource planning 26
2.1.6 Civil service 29
2.1.7 Human resource management in the civil service 30
2.1.8
Human resource
planning and organisational effectiveness 32
2.1.9
Manpower
forecasting
33
2.1.10
Forecasting
human resource needs and organisational effectiveness 36
2.1.11
Recruitment and selection 37
2.1.12
Recruitment and selection process 39
2.1.13 Effect of recruitment and selection on
organisational effectiveness 43
2.1.14 Employee training and development 45
2.1.15 Methods of
manpower training and development in organisations 49
2.1.16
Training/development,
staff mix utilisation and organisational
effectiveness 53
2.1.17
Effect of
employee training and development on organisational
effectiveness 58
2.1.18 Employee
compensation 61
2.1.19 Components of employees’
compensation 63
2.1.20 Compensation and organisational effectiveness 84
2.2
Theoretical
Review 85
2.2.1 Human capital theory 85
2.2.2
Configurational
theory
87
2.2.3 General system theory 90
2.2.4
Systematic agreement theory 91
2.2.5
The multiple stakeholder perspective 95
2.2.6
Contingency
theory
96
2.2.7
Resource Based View 99
2.2.7.1 Application
of resource-based view (RBV) theory to
the study 104
2.3
Empirical Review 105
2.4
Summary of Reviewed Literature 128
2.5
Gap in Literature Review 130
2.6
Conceptual Framework of Manpower Planning
and the Effectiveness of
Rivers State Civil
Service Commission 131
CHAPTER 3: RESEARCH
METHODOLOGY
3.1 Research Design 132
3.2
Population
of the Study 132
3.3
Sources of Data Collection 132
3.3.1
Primary Data 132
3.3.2
Secondary Data 133
3.4 Sample and Sampling Procedure 133
3.4.1 Sample
size determination 133
3.5
Validity of the Instruments 134
3.6
Reliability of the Instruments 134
3.7
Methods of Data Analysis 135
3.8
Model Specification 135
CHAPTER 4: DATA
PRESENTATION AND ANALYSIS
4.1
Data Presentation 138
4.2
Effects of Manpower Forecasting on Government
Policies
Implementations
of Rivers
State Civil Service Commission 139
4.3
Effects of Recruitment and Selection on Monitoring Policy Performance
of Rivers State Civil Service Commission 141
4.4
Effects of Employee Training and Development on the Development of
Public Policies in Rivers
State Civil Service Commission 143
4.5
Effects of Employee Compensation on Public and Private Sectors
Economy
Stimulation of Rivers State Civil Service Commission 145
4.6
Discussion of Findings 147
CHAPTER
5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1
Summary of Findings 151
5.2
Conclusion 151
5.3
Recommendations
152
5.4
Suggested
Areas for Further Research 153
REFERENCES
APPENDICE
LIST OF TABLES
3.1: Coefficient of Correlation of the
Reliability of the Research Instrument 135
4.1: The Number of Questionnaire sampled in
Rivers State Civil Service
Commission and the Number of Questionnaire
that was returned 138
4.2: Multiple Regression Analysis Result on the Effect of Manpower Forecasting
on Government Policies Implementations
of Rivers State Civil Service
Commission
139
4.3: Multiple Regression Analysis Result on the Effect of Recruitment and
Selection
on Monitoring
Policy Performance of Rivers
State Civil
Service
Commission 141
4.4: Multiple Regression Analysis Result on the Effect of Employee Training
and Development
on the Development
of Public Policies in Rivers State
Civil
Service Commission 143
4.5: Multiple Regression Analysis Result on the Effect of Employee
Compensation
on Public and
Private Sectors Economy Stimulation of
Rivers
State Civil Service Commission 145
LIST OF FIGURE
2.1: Diagrammatic
Representation of Human Resource Planning Process 28
CHAPTER 1
INTRODUCTION
1.1
BACKGROUND
TO THE STUDY
Manpower planning and human
resource planning are synonymous. Manpower constitutes the set of employees in
an organization, their numbers and skill levels have direct relationship with
the degree of how well an organization achieves effectiveness and attains its
mission and vision. The word “planning” is very central in management functions
because it provides the framework for the implementation of other crucial
managerial functions such as organizing, directing, coordinating, controlling,
budgeting and staffing. It is by its nature purposeful and futurist because it
involves the determination of specific objectives as well as course of actions,
strategies, policies, programmes and procedures for achieving them (Okeke and
Egboh, cited in Okafor, Okonkwo & Blessing, 2022). Manpower planning
ensure that organization obtains and retains the right quantity and quality of
staff needed, capable of effectively and efficiently completing tasks that will
help the organisation achieve its overall objectives. It translates the
organization’s objectives and plans into the number of workers needed to meet
those objectives. It is a process that allows for rapid skills update for the
necessary innovation and creativity that the organization requires (Okon, Akpanim, & Malachy, 2022).
Manpower or human resource planning is at the heart of personnel management.
This underscores the need to plan, recruit, train and place employees whether
new or old in order to ensure effective and efficient functioning of the
organization (Ezeani, cited in Okafor, et
al., 2022). In the
opinion of Amin and Islam (2013), the main aim of manpower planning is to
maintain the most appropriate staffing of all caliber of personnel across the
organization departments and section. It is not just the number, but it
includes the mix of different skills requirement in the organization. This is
because, the essence of planning in this regard is to have the right people, in
the right number, with the right knowledge in the right jobs, in the right
places, at the right time and at appropriate cost to the organization. Thus,
the process demands that the planner or planners should have good knowledge of
the entire units of the organization being served.
Manpower Planning play a more strategic role in the success of
an organization, it translates
the objectives of the organization into a number of workers needed by
determining the human resource required by the organization to achieve its
strategic goals and be effective. Organizations that do not put their emphasis
on attracting and retaining talents may find themselves in dire consequences,
as their competitors may be outplaying them in the strategic employment of
their manpower. This therefore calls for effective manpower planning in any
organization (Bach, cited in Amobi 2019). Manpower planning is the design on how to acquire,
retain, train and develop workforce in such a way that it will answer to the
present work’s requirements, as well as guarantee adequate availability of such
workforce in numbers and qualities in future. An effective
human resources plan will provide various mechanisms designed to get rid of
talent gaps, which may exist between the organization's supply of labour and
its demand for the same. It is a highly dynamic process by nature, and it
requires regular adjustments, as the conditions in the labour market keep
changing. Manpower planning influences employee skills through the acquisition
and development of a firm's human capital. Manpower planning that aligned with
recruiting procedures that provide a large pool of qualified applicants, paired
with a reliable and valid selection regiment will have a substantial influence
over the quality and type of skills new employee possess. Providing formal and
informal training experiences such as basic skill training, on the job
experience, coaching, monitoring and management development, can further influence
employees' development which will enhance organisational effectiveness
(Stewart, cited in Amobi 2019). Large numbers
of employees, who retire, die, leave organizations, or become incapacitated
because of physical or mental ailments, need to be replaced by the new
employees. Hence manpower planning ensures smooth supply of workers without
interruption (Benjamin & Anthony, cited in Chioke & Mbamalu, 2020). The point remains that, organizations
need wise, instructed, skillful, conferred and profoundly energetic employees
to boost organizational effectiveness.
The
indispensability of manpower planning and organizational effectiveness cannot
be refuted 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 towards organisational effectiveness (Wright &
McMahan, 2011). Organizational effectiveness is the notion of how effectual an
organization is in accomplishing the results the organization aims to generate
(Muhammad, cited in Okon, et al., 2022). It plays an
important role in accelerating organizational development. It is the net
satisfaction of all constituents in the process of gathering and transforming
inputs into output in an efficient manner (Matthew cited in Okon, et al., 2022).
Organisational effectiveness promote 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 especially for the smooth functioning of the
civil service.
The Rivers State Civil
Service Commission is the body of
professional civil servants entrusted with the responsibility of carrying out the
policies of the Rivers State government in relation to infrastructural development
and social service delivery. It comprises the entire ministries, departments and agencies
through which government carry out its policy objectives into practical results
that would benefit the citizenry and its effectiveness to a large extent
depends on the pool and quality of manpower available in the civil service which
is the trust of manpower planning. Therefore, the right number and quality of
manpower need be in place if the civil service functions are to be effectiveness.
Against this backdrop, this study examined the effect of manpower
planning on organisational effectiveness: A study of Rivers State Civil Service
Commission, Nigeria.
1.2
STATEMENT OF THE PROBLEM
Manpower planning in public
organizations faced with numerous problems; such problems differ in magnitude
and complexity from organization to organization and from institution to
institution. Some of the problems identified, include a mismatch of worker with
work, lack of qualified manpower in quality and quantity, lack of requisite
training and development, lack of proper forecasting and projection on manpower
needs of organizations and a periodic review to match with environmental
realities. The reason why inefficiency has plagued the services of the civil
service in Nigeria is majorly due to factors such as nepotism, corruption and
bottle-neck bureaucracy (Tettey, 2010). These factors becloud the managers and
policy makers of sound sense of judgments. Employment based on family and
individual needs, not based on the job-specific needs, kill efficiency and
productivity of an organization. Manpower planning, development practices and
processes face several problems that inhibit their effectiveness for
organizational development and sustainability in the civil service. Firstly,
the inability of Human Resource Managers to properly identify and determine
training and development needs is a serious manpower development problem as it
will not only leads to under development of employees but also under-selection
of employees for training. Where the manpower is not planned, organizations may
be confronted with the inability to deliver quality services, inability to
attract and retain the people required and difficulty in the development and
training of highly talented personnel. All these might be among the problems beclouding
the effectiveness of Rivers State Civil Service Commission.
Furthermore,
performance and employees’ commitment to duties in the civil service has been a
subject of controversy and debate by all and sundry. Inefficiency,
ineffectiveness and poor service delivery are all common features of the
service, of which Rivers State Civil Service Commission
is not exempted.
Poor
manpower forecasting, recruitment and
selection,
inadequate staffing levels, lack of appropriate skill manpower, poor staff
attitude, low morale, training and development of staff, inadequate welfare
packages, poor employee compensation, lack of communication gap between
the staff and management, problem of selecting right staff for the job, and
weak supervision might be among the major challenges undermining the quality of
services provided by the Rivers State Civil
Service Commission,
in terms of implementation of government
policies, monitoring
policy performance, development of public policies and public and private
sectors economy stimulation. Retention of skilled staff may also be another challenge in
the Rivers State Civil Service Commission, which may account for the reason
why employees are overworked especially in State
civil service commission. These challenges might be attributed to failure of manpower
planning which might have hinder the effectiveness of Rivers
State Civil Service Commission. Against this backdrop, this study was initiated to examine
the effect of manpower planning on the effectiveness of Rivers
State Civil Service Commission, Nigeria,
in the quest to right the wrong and enthroned effectiveness in Rivers
State Civil Service Commission.
1.3
OBJECTIVES OF THE STUDY
The broad objective of this study is to examine
the effect of manpower planning on organisational
effectiveness: A study of Rivers State Civil Service, Nigeria. The specific objectives are to;
i.
evaluate
the effect of manpower forecasting on government policy implementation of Rivers
State Civil Service Commission.
ii.
ascertain the effect of
recruitment and selection on monitoring policy performance of Rivers State Civil
Service Commission.
iii.
evaluate
the effect of employee training and development on the
development
of public policies in Rivers State Civil
Service Commission.
iv.
examine
the effect of employee compensation on public and private sectors economy
stimulation of Rivers State Civil Service Commission.
1.4
RESEARCH QUESTIONS
The following research questions stated were
answered by the study:
i.
How
does manpower forecasting affect government policy implementation of Rivers
State Civil Service Commission?
ii.
What are the effect of
recruitment and selection on monitoring policy performance of Rivers State Civil
Service Commission?
iii.
How
does employee training and development affect the development of public policies in Rivers
State Civil Service Commission?
iv.
What
are the effect of employee compensation on public and private sectors economy
stimulation of Rivers State Civil Service Commission?
1.5
RESEARCH HYPOTHESES
The following hypotheses posited to guide the
study were tested in null form:
HO1: Manpower
forecasting does not have any significant effect on government policy implementation of Rivers
State Civil Service Commission.
HO2: Recruitment and
selection have no significant effect on monitoring policy performance of Rivers State Civil
Service Commission.
HO3: Employee training and development does not have
any significant effect on the development of public policies in Rivers
State Civil Service Commission.
HO4: Employee compensation have no significant
effect on public
and private sectors economic
stimulation of Rivers State Civil Service Commission.
1.6
SIGNIFICANCE OF THE STUDY
Empirically,
this study findings will be very useful to Rivers
State Civil Service Commission as they are responsible for manpower
forecasting, recruitment and selection, appointment, promotion discipline,
staff welfare and compensation, training and development and other issues
related to Civil Service goals like; of implementation of government policies, monitoring policy performance,
development of public policies and public and private sectors economy
stimulation in Rivers State. The study findings will
help the head of Civil Service Commission to be abreast with manpower planning
to ensure the effectives of the civil service. The research findings and
recommendations will also be useful to other Ranking Officers in Civil Service
Commission including Permanent Sectaries in different ministries as they study
will acquaint them on the rudimentary of manpower planning which will help them
to apprise the human resource functioning of their miniseries.
The study findings will help the Civil
Service Commission to formulate the human resource plans and policy that will
redeem and reshape civil service in Rivers State. The study findings will
acquaint employees in Civil Service Commission with the strategic goals and
objectives of the of manpower planning align it with the goal of the Civil
Service Commission to ensure effectiveness. 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 manpower planning 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 them
to envisage the operationalisation and the import of manpower planning in
facilitating their organistion’s effectiveness.
Theoretically, the study will
contribute to the scholarly materials available on manpower planning and
organisational effectiveness by bridging the gap in existing literature. The
study will be very useful and helpful to academics, students and potential
researchers embarking on a study in similar research topics as it will serve as
a template and useful guide to them in achieving their work.
1.7
SCOPE OF THE STUDY
The study focused on the effect of manpower
planning on orgnisational effectiveness of Rivers
State Civil Service Commission.
1.7.1
Unit
scope
The
study is conducted in Rivers
State Civil Service Commission. The
study involved all the staff of the Rivers
State Civil Service Commission with
particular interest on manpower planning and its effect on the effectiveness of
the Civil Service Commission.
1.7.2
Content
scope
The study focused its main
interest on manpower planning (manpower
forecasting, recruitment and selection, employee compensation, employee
training and development) of Rivers
State Civil Service Commission and its effects on the effectiveness (implementation
of government policies, monitoring policy performance, development
of public policies and public and private sectors economy stimulation) of the commission.
1.7.3
Geographical
scope
Geographically, the study
were conducted in Rivers State. Rivers
State, southern Nigeria, comprising the Niger River delta
on the Gulf of
Guinea. It is bounded by the states of Anambra and Imo on the north, Abia and Akwa Ibom on the
east, and Bayelsa and Delta on
the west. Rivers state contains mangrove swamps, tropical
rainforest, and many rivers. Several Ijo fishing settlements in
what is now Rivers—including Abonnema, Degema, Okrika, Bonny, Brass, Akassa, Nembe
(Nimbi), and New Calabar—became important in the early 19th century because of
their trade in slaves and later for the export of palm oil and palm kernels.
Incorporated as part of the Oil Rivers Protectorate in 1885 and Niger Coast Protectorate in
1893, the area became part of the amalgamated British
colony and protectorate of Nigeria in 1914. In 1976 some parts of the Ndoni
territory in former Bendel state were added to Rivers state.
Fishing and farming are the principal occupations of the region.
Plantains, bananas, cassava, oil palms, coconuts, rubber trees, raffia, and
citrus fruits are grown. Large deposits of crude oil and natural gas in
the Niger River delta are the state’s major mineral resources. Major oil
terminals exist offshore from Brass and Bonny, and petroleum refineries have
been established at Port Harcourt and
nearby Alesa-Eleme. Port Harcourt, the
state capital and one of the nation’s largest ports, is on the southern
terminus of the eastern branch of the Nigerian Railway’s main line. Most
industrial activity in the state is centred in Port Harcourt, which has become
one of the nation’s leading industrial centres and is the site of a federal
university, the University of Port Harcourt (founded 1975). Because the
landscape is dominated by the networks of rivers and mangrove swamps, water
serves as the principal means of transport through much of the western part of
the state. Area 8,436 square miles (21,850 square km). Pop. (2006) 5,185,400.
Port
Harcourt, port
town and capital of Rivers state, southern Nigeria. It lies along the Bonny
River (an eastern
distributary of the Niger
River) 41 miles (66 km)
upstream from the Gulf
of Guinea. Founded in 1912 in
an area traditionally inhabited by the Ijo and Ikwere (Ikwerre, Ikwerri) people, it began to serve
as a port (named for Lewis Harcourt, then colonial secretary) after the opening
of the rail link to the Enugu coalfields in 1916. Now one of the nation’s largest
ports, its deepwater (23 feet [7 metres]) facilities handle the export of palm
oil, palm kernels, and timber from the surrounding area, coal from Anambra state,
tin and columbite from the Jos
Plateau, and, since
1958, petroleum from fields in the eastern Niger River delta. Port
Harcourt has bulk storage facilities for both palm oil and petroleum. In the
1970s the port was enlarged with new facilities at nearby Onne. Port Harcourt
is one of Nigeria’s leading industrial centres. The Trans-Amadi Industrial
Estate, 4 miles (6 km) north, is a 2,500-acre (1,000-hectare) site where tires,
aluminum products, glass bottles, and paper are manufactured. The town also
manufactures steel structural products, corrugated tin, paints, plastics,
enamelware, wood and metal furniture, cement, concrete products, and several
other goods. Nigeria’s first oil refinery (1965) is at Alesa-Eleme, 12 miles
(19 km) southeast. Pipelines carry oil and natural
gas to Port Harcourt
(where there also is a refinery) and to the port of Bonny,
25 miles (40 km) south-southeast, and refined oil to Makurdi in Benue state.
Port Harcourt is the site of boatbuilding and fishing industries and has
fish-freezing facilities.
1.8
LIMITATIONS
OF THE STUDY
The
limitations encountered by the researcher are majorly respondents’ apathy. Rivers State Civil Service Commission was
very reluctant to participate in the study for some undisclosed reasons which
might have political connotation or undertone. Employees in the commission were
little apprehensive to participate in the study even when they were assured that
any information elicited would only be used for academic purposes. However,
with persistency and persuasion approval was received from Head of Service of
Rivers State Civil Service Commission to participate in the study after
thorough investigation to ascertain that the information requested for would
only be used for academic purpose. Thus, the researcher was able to overcome
the limitation despite the required efforts and ensured that the study was
completed in due time to the glory of God.
1.9
DEFINITION
OF TERMS
The following are the operational definition of
terms as used in the study:
Effectiveness: 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
define period of time. For Rivers State Civil
Service Commission it involves implementation of government policies, monitoring policy performance,
development of public policies and public and private sectors economy
stimulation.
Employee compensation: Employee
compensation is the encompasses employees’ basic pay, allowances, benefits,
bonuses, incentives and other staff welfare packages in Rivers State Civil
Service Commission.
Employee recruitment and selection: Employee recruitment and selection is the process of
identifying and employing the most qualified personnel when there is vacancy in
the civil service. While, selection is the process of choosing the appropriate
candidate that matches the job requirements of a particular ministry under the
Rivers State Civil Service Commission.
Employee training and development: Employee training and development is the training and development programme
organized by Rivers State Civil Service Commission to enable employees to
acquire skills, knowledge and information directly required for the performance
of their duties in different ministry.
Manpower forecasting: Manpower forecasting is forecasting of manpower demand in an
organization as the process of estimating the present and future number of
people an organization would need as well as the skills and competencies they
should equally possess. Thus, it involves Rivers State Civil Service Commission
determining and maintaining pool of workforce that will enable ministries to
achieve effectiveness.
Organisational
Effectiveness: Organisational effectiveness is 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. It entails the ability of Rivers
State Civil Service Commission in ensuring implementation of government
policies, monitoring
policy performance, development of public policies and public and private
sectors economy stimulation.
Rivers State
Civil Service Commission: Rivers State Civil
Service Commission is the body of
professional civil
servants entrusted with the
responsibility of carrying out the policies of the Rivers State government in relation to infrastructural
development and social service delivery.
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