ABSTRACT
Strategic Human Capital
Management (SHCM) plays a crucial role in enhancing organisational performance
by ensuring the effective acquisition, development, and retention of human
resources. This study evaluates the effects of SHCM on the performance of
Nigerian Breweries Plc. The primary objective is to analyze how recruitment and
selection, human resource planning, training and development, and employee
compensation impact sales performance, profit, and shareholder returns. The
research adopted an ex-post facto design, focusing on secondary data from
various sources such as textbooks, journals, corporate reports, and statistical
bulletins. The independent variables (recruitment and selection, human resource
planning, training and development, and employee compensation) were measured
using the organisation’s annual expenditure on these elements, while the
dependent variables (sales performance, profit, and shareholder returns) were
extracted from the company’s annual reports. Ordinary Least Square (OLS)
regression analysis, facilitated by SPSS version 23, was employed to analyze the
data and test the hypotheses. The findings indicate that recruitment and
selection significantly influence sales performance at a 1% significance level,
while human resource planning positively, but not significantly, impacts
profit. Additionally, training and development have a significant positive
effect on profit at a 1% significance level. Employee compensation also
significantly impacts shareholder returns on investment at a 5% significance
level. These results underscore the importance of SHCM in driving
organizational success. Based on the findings, the study concludes that SHCM
has a positive and significant effect on Nigerian Breweries Plc's performance.
The results align with the Human Capital Theory, which emphasizes investing in
employees to enhance skills, productivity, and overall efficiency. Effective
SHCM practices, including recruitment, training, and compensation, contribute
to improved sales, higher profits, and increased shareholder value. To sustain
these benefits, several recommendations are proposed. Firstly, Nigerian
Breweries Plc should enhance its recruitment and selection processes by
refining job requirements, adopting innovative talent discovery methods,
improving background checks, and optimizing onboarding programs. Secondly, the
organisation should improve its human resource planning through workforce
assessments, internal succession planning, and employee goal alignment.
Thirdly, training and development programs should be continuously refined by
incorporating blended learning, data-driven training strategies, and soft
skills development. Finally, employee compensation packages should be adjusted
to reflect geographic differences, reward top performers, comply with national
wage policies, and offer flexible work arrangements. Future research should
explore the impact of SHCM in public sector organizations, such as ministries
and parastatals, to determine its broader implications beyond the private
sector. This study reaffirms that organizations investing in strategic human
capital management can achieve enhanced operational performance, profitability,
and long-term sustainability.
TABLE OF CONTENTS
CHAPTER
1
INTRODUCTION
1.1 Background
to the Study
1.2 Statement
of the Problem
1.3 Objectives
of the Study
1.4 Research
Questions
1.5 Research
Hypotheses
1.6 Significance
of the Study
1.7 Scope
of the Study
1.7.1 Unit
Scope
1.7.2 Content
Scope
1.7.3 Geographical
Scope
1.8 Limitations
of the Study
1.9 Contextual
Definition of Terms
CHAPTER
2
REVIEW
OF RELATED LITERATURE
2.1 Conceptual
Review
2.1.1 Strategy
2.1.2 Human
Capital
2.1.3 Human
Capital Management
2.1.4 Organisational
Performance
2.1.5 Management of Human Capital
2.1.6 Approaches
to Human Capital
2.1.7 Components of Human Capital Management
2.1.8 Human Capital - Constituents and Scope
2.1.9 Recruitment and Selection
2.1.10 Job design
2.1.11 Human Resourcing Planning
2.1.12 Training and Development
2.1.13 Career Planning/Internal Career Opportunities
2.1.14 Appraisal/Performance Management
2.1.15 Incentives, Rewards and
Employee Relations
2.1.16 Human
Capital and Organisational Performance
2.1.17 Human Capital Management and Organisational
Efficiency
2.1.18 Solutions for Human Capital Management
2.2 Empirical
Review
2.3 Summary
Of Reviewed Literature
2.4 Gap
In Related Literature Reviewed
2.5 Theoretical
Review
2.5.1
Universalistic
Theory
2.5.2
Contingency
Theory
2.5.3
Configurational
Theory
2.5.4
Resource-Based
View (RBV) Theory
2.5.5
Knowledge-Based View
(KBV) Theory
2.5.6
Human
Capital Theory
2.5.6.1 Application
of Human Capital Theory to the Study
2.6 Conceptual
Framework Of Strategic Human Capital Management On Organisational Performance
CHAPTER
3
METHODOLOGY
3.1 Research
Design
3.2 Sources
Of Data Collection
3.3 Methods
Of Data Analysis
3.4 Model
Specification
CHAPTER
4
DATA
PRESENTATION AND ANALYSIS
4.1 Data
Presentation
4.2 Effect
of Recruitment
and Selection on the Sales Performance of Nigeria Breweries Plc.
4.3 Effect
of Human Resourcing Planning on the Profit
of Nigeria Breweries Plc.
4.4 Effect
of Training
and Development on the Profit of Nigeria Breweries Plc.
4.5 Effect
of Employees’
Compensation on Shareholders’ Returns on Investment in Nigeria Breweries
Plc.
4.6 Discussion
of Findings
CHAPTER 5
SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.1 Summary
of Findings
5.2
Conclusion
5.3
Recommendations
5.4
Suggested
Areas for Further Research
References
LIST OF TABLES
Table 4.1: Showing secondary data extracted from the annual reports
of Nigeria Breweries Plc.
Table 4.2: Showing Ordinary
Least Square Regression analysis result on the effect of recruitment and selection on the sales
performance of Nigeria Breweries Plc.
Table 4.3: Showing Ordinary
Least Square Regression analysis result on the effect of human
resourcing planning on the profit
of Nigeria Breweries Plc.
Table 4.4: Showing Ordinary
Least Square Regression analysis result on the effect of training
and development on the profit
of Nigeria Breweries Plc.
Table 4.5: Showing Ordinary
Least Square Regression analysis result on the effect of employees’ compensation on shareholders’
returns on investment in Nigeria Breweries Plc.
LIST OF FIGURES
Figure
1: The Human Capital Definition
Figure
2: Components of Activities, Processes and Human Capital Management Systems
Figure
3: Human Capital Management Practices
Figure 4: A Model of Human Capital Theory
CHAPTER 1
INTRODUCTION
1.1
BACKGROUND
TO THE STUDY
The development of different sectors
globally and regionally continues apace, as the inputs of strategic human
capital management on organisational performance are explored by organisational
captains, management practitioners and scholars. Invention of new technologies,
new equipment, new ways of financial operations, new services are emerging,
quality and complexity of products and services are constantly increasing,
accompanied by new knowledge in all fields of human activities. New trends and
new knowledge arise and are used in the applications and developments of human
potentials (Kucharcíková, 2013). Thus, the constantly changing business
environments requires firms to strive for superior competitive advantages via
dynamic business plans which incorporate creativity and innovativeness
orchestrated by pool of dynamic human capital deposits of an organisation. It
is safe to say that, it is the intangible abilities and skills of the workforce
and the knowledge inherent within the organisation’s structures, routines,
systems and processes that contribute towards the knowledge capital of an organisation,
providing the intellectual capital that drives differentiation and enhance
value. Real life experiences substantiate the assumption that no matter how
sophisticated and modern the business activities of the organisation may
become, it will be extremely difficult to sustain its growth and effectiveness
unless there are strategies that complement its operations, making human
capital an indispensable strategic tool that detects the pace of organisational
performance (Mahoney & Kor 2015).
Therefore, human capital are emerging
as the key to organisations’ wealth creation. Waetherly (2003), opined that
today the new vision is Human Capital Management (HCM). Nothing happens unless
human being makes a concise decision to act. Johnson (2002), expressing the importance
of human capital opine that all innovations are human innovations. In the end,
the economy and business are people’s systems. Armstrong and Baron (2004),
posit that people and their collective skills, abilities and experience,
coupled with their ability to deploy these in the interests of the employing
organisation are recognised as making a significant contribution to
organisational success and as constituting a major source of competitive
advantage. Human capital in addition to being regarded as an organisation’s
main strategic resource, has been recognised as having the potential to be
inimitable, because each employee had the ability to contribute in a unique way
(Bartlett & Ghoshal, 2002). Therefore there is no structural capital
without intellectual capital and no intellectual capital without humans. Boxall
cited in Waseef and Iqbal (2011),
posit that the sources of superiority depend on the quality of interest
alignment and employee development in firm compared with the industry rivals. Firms
have to nurture global organisational learning by stimulating creativity, innovation
and free flow of ideas, also advocate a disciplined and methodical approach to
continuous improvement. The essence is to focus on upgrading the existing
skills of employees and extracting the best out of them, which is the crux of
HCM.
Human Capital Development is an
umbrella term for a firm’s ability to develop their human capital, the
value-generating contributions of talents, including character, creativity, and
capacity. It is proactive and transformational, viewing people and personnel
expenditures as investments, and takes an outside-to-inside approach to
integrate people strategy into corporate strategy. HCM takes into account an
individual employee’s skills, competencies, capabilities and experiences that
create and increase the value of an organisation and enhance performance. Also,
HCM includes investment made by organisations on its employees to improve the
performance of their organisation by way of providing effective internal
recruitment practices, improving career management programmess, giving flexible
working arrangements, focusing on both education and compensation issues of
employees, collecting and assessing the information required to attract,
retain, develop and sustain top performing and talented workforce, and identifying
ways to achieve competitive advantage (Mrudula and Kashyap, 2005). HCM puts
more emphasis on current knowledge of man, their meaning and use for the
organisation and their systematic development and strengthening in the quest to
ensure that organisational performance remains a topnotch within the industry.
Be
it as it may, organisational performance is one of the basic notions in Nigeria
Breweries Plc., most management’s tasks are formed according to this notion.
Nigeria Breweries Plc. strategic vision intertwined around HCM. Their HCM aligns
human capital strategies with the goals, objectives, and mission of the
organisation through extensive planning, analysis and management of human
capital plans,
which incorporates recruitment and selection of best available talent, effective job design, human resourcing planning, training/development, career planning,
performance management, rewards management, among others. HCM of Nigeria
Breweries Plc. followed HCM planning and the creation of the enabling environment
with appropriate policy, which enable them to develop and sustain a pool of
workforce instill with the drive to succeed and who are attune with the current
realities within the industry and the fast-paced challenging organisational
environments, yet flexible enough to dream and grow with the organisation in
creating the desired brewery industry of tomorrow. However, the largest room in
the world is the room for improvement. Thus, the magnitude to which Nigeria
Breweries Plc. HCM are achieving the desired result calls for empirical
research. Drawing from the above, the study: Strategic human capital management
and organisational performance of Nigeria Breweries Plc. were initiated.
1.2
STATEMENT
OF THE PROBLEM
A sound strategy for improving
workforce productivity to drive higher value for the organisations has become
an important focus in the 21st Century especially in the brewery
industry. Organisations seek to optimize their workforce through comprehensive
human capital management programmes, not only to achieve high business
performance but most importantly for their long term survival and
sustainability (Owen, Mundy, Guild, & Guild, 2001). To accomplish this
undertaking, organisations invest resources to ensure that employees have the
knowledge, skills, and competencies required to work effectively in a rapidly
changing and complex environments. Thus, making the requirements for
manufacturing organisations to build up their human assets ability to survive present
day business challenges a principal task. The expanding number of organisations
investigating human capital management for potential outcomes of building up
those limits has strengthened the contention that human capital management
ought to be viewed as an indispensable errand for present day manufacturing
organisation towards performance upgrade. This obvious fact has mead HCM
strategy and policy an indispensable and resounding one in Nigeria Breweries
Plc.
However,
with rapid technological change, increasingly sophisticated customers and the importance
of innovation has shifted the bases of competition for many business away from
traditional physical and financial resources. The challenge is to ensure that
firms have capability to find, assimilate, compensate and retain human capital
in the shape of talented individuals they need, who can drive a global
organisation that is both responsive to its customers and the burgeoning
opportunities of technology (Armstrong, 2006). Thus, Nigeria Breweries Plc. competing
in the global environment face a multitude of new demands, in the forms of
external and internal pressures, on their organisation and people, often being
pushed simultaneously into several contradictory directions. In response to the
new global organising paradigm, Nigeria Breweries Plc. shifted attention to the
complementarities and management process integrated in HCM as a catalyst to sustain
the desired organisational performance. Furthermore,
because of inherent complexities in the concept of HCM, overlapping scope and
jurisdiction, Nigeria Breweries and Guinness Nigeria Plc are identifying
desired human capital and aligning them with the business strategy for the
sustainability of HCM. However, measuring the outcome of HCM on organisational
performance of these organisations has posed some challenges based on the
present realities of HCM in these organisations. Thus, there is a clear need to
empirically evaluate the effect of HCM (recruitment and selection, human resourcing planning, training and development, employees’
compensation and reward management) on the performance (sales performance,
profit and shareholders’ returns on investment) of Nigeria Breweries Plc. to
ensure that HCM is positively yielding the desired effects on organisational
performance and to bridge notable gap. To unravel these challenges and chart
the way forward, the study: Strategic human capital management and
organisational performance of Nigeria Breweries Plc. were initiated.
1.3
OBJECTIVES
OF THE STUDY
The broad objective of
this study is to evaluate the effects of strategic human capital management on
organisational performance of Nigeria Breweries Plc. The specific objectives
are to:
i.
ascertain the effects of recruitment and selection
on the sales performance of Nigeria Breweries
Plc.
ii.
evaluate the effects of human resourcing planning on the profit
of Nigeria Breweries Plc.
iii.
examine
the effects of training and
development on the profit of Nigeria
Breweries Plc.
iv.
find out the effects of employees’ compensation on shareholders’
returns on investment in Nigeria Breweries Plc.
1.4
RESEARCH
QUESTIONS
The following research
questions were answered by the study:
i.
What are the effects of recruitment and selection
on the sales performance of Nigeria Breweries
Plc.?
ii.
How does human
resourcing planning affects the profit of Nigeria Breweries
Plc.?
iii.
What
are the effects of training and
development on the profit of Nigeria
Breweries Plc.?
iv.
How does employees’ compensation affect shareholders’
returns on investment in Nigeria Breweries Plc.?
1.5
RESEARCH
HYPOTHESES
The following research
hypotheses posited to guide the study were tested in null form:
HO1: Recruitment and
selection does not have any positive and significant effect on the sales
performance of Nigeria Breweries Plc.
HO2: Human resourcing planning have no positive and significant effect on the profit
of Nigeria Breweries Plc.
HO3: Training and development
does not have any positive and significant effect on the profit
of Nigeria Breweries Plc.
HO4: Employees’ compensation
have no positive and significant effect on shareholders’
returns on investment in Nigeria Breweries Plc.
1.6
SIGNIFICANCE
OF THE STUDY
Empirically, the study
findings will be of great significant to Nigeria Breweries Plc. The findings
will help the organisation to re-evaluate their HCM programmes (recruitment and
selection, human resourcing
planning, training and development,
employees’ compensation and reward management) and the effects
it’s having on their organisational performance: profit, sales performance and
shareholders’ returns on investment. The study findings will help the
organisation to improve in their recruitment and selection processes aligning
it organisational development and performance strategy. It will help the
organisation to ensure that their HCM are effective in recruiting, training,
developing and retaining the best pool of talented employees through effective
and efficient reward management system which will motivate employees and ensure
that organisational performance continue to improve overtime. Getting it right
in HCM will help the organisation under study to build collaboration,
commitment and maintain effective employees’ relations which will positively
affects all the indices of performance in the organisation. Also the study findings will help the
organisation to build sustainability in the dynamic business environment and
help them to compete effectively within the industry as they will be abreast
with the latest technological development, its operationalisation and manpower
requirement within the industry.
The employees of the
organisation will also benefit maximally from the study finding, as the study
will revealed areas of deficiency in the organisation HCM and offer practical
recommendations that will help the organisation to correct the anomalies to the benefit of their employees skills
development. Thus, the study findings will help the organisation to re-evaluate
and prioritize training and development programmes which will greatly affects
their employees’ skills development and career attainment positively, help them
to maintain versatility in the organisation and also help them in their career
progression within the organisation.
Theoretically, the study
findings will help other organisations both in the manufacturing sector and
service sector to re-evaluate their HCM to ensure they are deriving the desired
positive effects which will ensure their perpetual adaptability and
sustainability in dynamic organisational environments. Government agencies and
parastatals will also benefit from the study findings as it will help them to re-evaluate
their HCM and ensure that it’s effective to attract and retain talented
employees that will help them to horn their effectiveness in service delivery.
The study findings and recommendations will also help policy makers to initiate
and advocate policies that will inspire effectiveness in government ministries
and parastatals by ensuring that these ministries and parastatals gets it right
in their HCM and organisational effectiveness. The conceptual framework design
by the study will delineate on the relationship between strategic human capital
management and organisational performance while specifying the construct and
variables. Finally, the study on completion, will be a very useful tool to
students and potential researchers embarking in similar studies, as it will serve
as a reliable document in helping them to further their research interest in
related topics.
1.7
SCOPE
OF THE STUDY
The focused on the
strategic human capital management and organisational performance of Nigeria
Breweries Plc.
1.7.4
Unit
Scope
The
study was conducted in Nigeria
Breweries Plc. The study involved all the nine
fully operational different plants of Nigeria Breweries Plc. in Nigeria,
because the study relied on secondary data extracted from annual report of
these organisations, which shows the aggregate activities of their branches and
plants in the whole Nigeria. Thus a period of twenty (20) years were covered by
the study, starting from 2001 to 2020.
1.7.5
Content
Scope
The study focused on evaluating
the effect of strategic human capital management on organisational performance
of Nigeria Breweries Plc. for a period of twenty (20) years. Specifically, the
study unraveled the effect of recruitment and selection, human resourcing planning, training
and development, employees’ compensation and reward management on sales
performance, profit, and shareholders’ returns on investment in Nigeria
Breweries Plc. for a period of twenty (20) years, 2001-2020.
1.7.6
Geographical
Scope
Geographically,
the study were conducted in Nigeria Breweries Plc. plants and branches scattered throughout Nigeria.
Thus geographically, the scope of the study is Nigeria.
Nigeria,
officially the Federal Republic of Nigeria, is a sovereign country located in
West Africa bordering Niger in the north, Chad in the northeast, Cameroon in
the east, and Benin in the west. Its southern coast is on the Gulf of Guinea in
the Atlantic Ocean. Nigeria is a federal republic comprising 36 states and the
Federal Capital Territory, where the capital, Abuja, is located. A multinational
state, Nigeria is inhabited by more than 250 ethnic groups with over 500
distinct languages all identifying with a wide variety of cultures. The three
largest ethnic groups are the Hausa–Fulani in the north, Yoruba in the west,
and Igbo in the east; comprising over 60% of the total population. The official
language of Nigeria is English, chosen to facilitate linguistic unity at the
national level, although in practice, Pidgin and the languages of the three
largest ethnicities also serve as lingua francas in Nigerian society. Nigeria
is divided roughly in half between Christians, who live mostly in the southern
part of the country, and Muslims, who live mostly in the north. Nigeria has
respectively, the fifth-largest Muslim population in the world and the
sixth-largest Christian population in the world, with the constitution ensuring
freedom of religion. A minority of the population practice religions indigenous
to Nigeria, such as those native to the Igbo and Yoruba ethnicities.
Nigeria
has been home to a number of ancient and indigenous pre-colonial states and
kingdoms over the millennia. The modern state originated from British colonial
rule beginning in the 19th century, and took its present territorial shape with
the merging of the Southern Nigeria Protectorate and Northern Nigeria
Protectorate in 1914 by Lord Frederick Lugard. The British set up
administrative and legal structures while practicing indirect rule through
traditional chiefdoms; Nigeria became a formally independent federation on
October 1, 1960. It experienced a civil war from 1967 to 1970. It thereafter
alternated between democratically-elected civilian governments and military
dictatorships until it achieved a stable democracy in 1999, with the 2015
presidential election marking the first time an incumbent president had lost
re-election. Nigeria is the most
populous country in Africa and the seventh most populous country in the world,
with an estimated 206 million inhabitants as of late 2019. Nigeria has the
third-largest youth population in the world, after India and China, with more
than 90 million of its population under the age of eighteen. Nigeria has the
largest economy in Africa and is the world's 24th largest economy according to
the list by the IMF (2020 estimates), worth more than $500 billion and $1
trillion in terms of nominal GDP and purchasing power parity, respectively. The
2013 debt-to-GDP ratio was 11 percent as of 2019 it has risen to an
approximated figure of thirty percent. Nigeria is a lower middle-income economy
with a gross national income per capita between $1,026 and $3,986.
Nigeria
is often referred to as the "Giant of Africa", owing to its large
population and economy, it is also considered to be an emerging market by the
World Bank; it has been identified as a regional power on the African
continent, a middle power in international affairs, and has also been
identified as an emerging global power. However, its Human Development Index
ranks 158th in the world. Nigeria is a member of the MINT group of countries, which
are widely seen as the globe's next "BRIC-like" economies. It is also
listed among the "Next Eleven" economies set to become among the
biggest in the world. Nigeria is a founding member of the African Union and a
member of many other international organizations, including the United Nations,
the Commonwealth of Nations, the ECOWAS, and OPEC.
1.8
LIMITATIONS
OF THE STUDY
The limitations
encountered by the researcher was getting the secondary data was used for the
data analysis. The study covered a period of twenty (20) years. All the
required data for the period of twenty (20) years was not in the website of Nigeria
Breweries Plc. Thus, the researcher made extra efforts to secure the data
through their old magazines and brochures saved in the company’s archive. By
securing the data, the researcher ensure that the analysis was ran in due time.
Despite this challenges, the researcher remained resilient, resolute and was
able to conclude the study in record time.
1.9
CONTEXTUAL DEFINITION OF TERMS
The following are the definition of
terms used in this study.
Employees’ compensation: Employees’ compensation
is the benefits (cash, vacation, etc.)
that an employee receives in exchange for the service they provide to their
employer. It consist of cash compensation consisting of wages or salaries,
retirement plans (employer contributions), employer-paid health insurance, life
insurance, paid leave for vacation and sick days, disability insurance and so
on that Nigeria Breweries Plc. pay to their employees for job well done.
Human
capital management: Human capital management
is Nigeria Breweries Plc. metrics to guide approach of employees’ management.
It encompasses: recruitment and selection, human resourcing planning, training
and development, employees’ compensation and reward management. It
is the process of acquiring, training, managing, retaining employees for them
to contribute effectively in the processes of the organisation and enhance its
performance. It is the processes and practices within Nigeria Breweries Plc.
that align the management and development of employees with organisational
results.
Human capital: Human
capital is the human dimension of Nigeria Breweries Plc. that encompasses
knowledge, skills, talents, capabilities, wisdom, information, ideas, efficiency,
expertise, creativity, ability and health of individual employees in the
organisation.
Human
resourcing planning: Human
resourcing Planning is the continuous process
of systematic planning ahead to achieve optimum use of an organisation's most
valuable asset; quality employees. It is a process by which Nigeria Breweries
Plc. move from its current manpower position to its desired manpower position.
Through planning, Nigeria Breweries Plc. management strives to have the right
number and right kind of people at the right places at the right time, doing
things which result in both the organisation and the individual receiving
maximum long-run benefit.
Organisational
performance: Organisational performance is the
actual output or results of Nigeria Breweries Plc. measured against its
intended outputs, that is; goals and objectives. In this study the researcher
is interested in sales performance, financial performance and shareholders’
returns on investment in Nigeria Breweries Plc.
Profit: Profit
is a subjective measure of how well Nigeria Breweries Plc. can use their assets
from its primary mode of business to generate revenues. It shows the sum total
value of profit Nigeria Breweries Plc. were able to generate within a financial
year.
Recruitment and selection: Recruitment and selection
is Nigeria Breweries Plc. processes of generating a large
pool of applicants and accordingly filtering them by selecting qualified
applicants, conducting employment tests, interviews, employee investigations,
and other examinations in order to select best qualified employees.
Reward
management: Reward management is concerned with the
formulation and implementation of strategies and policies that aim to reward
people fairly, equitably and consistently in accordance with Nigeria Breweries
Plc. value. It consists of analysing and controlling employee remuneration,
compensation and all of the other benefits for the employees. Reward management
aims to create and efficiently operate a reward structure in Nigeria Breweries
Plc. value.
Sales performance:
Sales performance is one of the indices used in measuring the performance of
Nigeria Breweries Plc. in this study. It represent the sales revenue of the
organisation under study.
Shareholders’ returns on
investment: Shareholders’ returns on investment
ratio is a measure of overall profitability of the business and is computed by
dividing the net income after interest and tax by average stockholders' equity.
It is also known as return on total equity (ROTE) ratio and return on net worth
ratio. It is a ratio between net profit (over a period) and cost of investment
(resulting from an investment of some resources at a point in time). It is used
in the study as one of the performance indicators of Nigeria Breweries Plc.
Strategy: Strategy
is Nigeria Breweries Plc. game plan, a configuration in a stream of decisions
and activities, a position and a maneuver projected to outsmart contenders’ or
competitatiors whiles fulfilling stakeholders’ anticipations in line with the
organisation’s scope of business. A strategy is the determination of the basic
long term goals and objectives of a firm and the espousal of the courses of
action and the distribution of assets essential for implementing the goals. In
line with this thesis the basic long term goals and objectives focused on human
capital management.
Training
and development: Training and development
in the formal and systematic
modification of behaviour through learning which occurs as a result of
education, instruction, development and planned experience. An attempt to
improve current or future employee by increasing an employee’s ability to
perform through learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge. Training is the process of
imparting specific skills, development is learning opportunities designed to
help employees grow in the organisation.
Login To Comment