TABLE OF CONTENTS
Title Page
Certification
Dedication
Acknowledgement
Abstract
Table of Contents
Chapter
One
1.1
Introduction
1.2
Background of the
Study
1.3
Scope of the Study
1.4
Purpose/Objective of
Study
1.5
Limitation/Definition
Chapter
Two
2.1 Literature
Review
Chapter
Three
3.1 Summary of the
study
3.2 Conclusions
3.3 Recommendations
References
CHAPTER ONE
1.1 INTRODUCTION
Human resources of an organisation can be defined as the
man and woman who work for that particular organisation as the most important
corporate resources. They are vital to the generation of all goods and services
just as money and raw materials are resources, so also people are human
resources of an organisation.
Human Resources Management (HRM) controls the recruitment
and selections, development, compensation, retrenchment evaluation and
promotion of personnel within an organisation. The Human Resources can also be
described as people who performance its activities, in a sense all decisions
which affect the workforce concern the organisation. Human Resources Management
(HRM) function regardless of the size of a formal HRM or Personal Department,
the activities involves in Human Resources Management is pervasive throughout
the organisation
According to Glueck, Human Resources Management can also be
called Personnel Management is functions of all enterprises which provide for
effective use of human resources to achieve both the objectives of the
enterprise and the organisation. He went further by emphasizing the psychological
basis of personnel management which deals with utilization, motivation and
protection of workers.
Human resources management is a means of getting better
result from the organisation, teams and individuals by understanding and
managing performance within an agreed framework of planned goals, objectives
and standard. It is a systematic approach to the management of people using
performance goals, measurement, feedback and reorganisation as a means of
motivating them to realise or informal methods adopted by an organisation and
its managers to increase commitment and individual and corporate effectiveness.
It is not just performance appraisal or performance related pay. These will
indeed be important elements in a performance management system. But they will
be par of an integrated approach which consists of an interlocking series of
process, attitudes and behaviours which together provided a coherent strategy
for adding values and performing results.
The main aim of managing the performance of workers is to
provide direction and motivation to those covered by the scheme. It provides
the means for an organisation to translate strategy in the result. Human
Resources Management forecast the company’s future skill and competency needs,
based on the organisation business needs and strategies. Then it seeks to
attract the most qualified people to satisfy those needs and execute the
strategies. After people are hired, Human Resources Management assists in
developing them competencies. Its then assists in rewarding employees and
motivating them to perform better and inform their skills. Also, it works to
retain employees who will benefit the company and help it achieve it strategies
business goals.
Human resources development is a process introduced in
improving the quality and productivity of personnel resources of the
organisation. It is the process of improving, moulding, changing and developing
the skills, knowledge, creative ability, right attitudes and value commitments
based on present and further job and organizational requirements.
Human resources development includes educational training
of an employee from the lowest form of educational level to the tertiary level.
Organizations performs is defined as the record of outcomes produced on a
specified project function or activity during a special period.
Different methods can be used to determine the performance
of an organisation in a given area. These include; essay, critical incidents,
forced distribution, emergency, ranking and paired compassion, the rating
scale, forced. Choice and weighted checklist performance report. Proper
development and management of an organisation can have a lot of effect on the
organisation performance an the outcome of its productivity.
1.2
BACKGROUND
OF STUDY
The need for effective management and development of human
resources to perform better will continue to increase as the organisation
employee’s more workers in the organisation. It is clears when an organisation
do not have the necessary training materials in the post in which they are
problems, conflicts may arise role conflicts exist because different role
behaviors are expected in the same situation such conflicts may manifest itself
in favourism, biased complaints and unequatable allocation of resources (Paul
1998). Conflicts arises because they re not really trained on their job
productivity increase or decrease depending on the level of training given to
workers of an organisation on the manner of communication, team wok, tension
and hostility involved.
Will the development and proper management of human
resources in an organisation increase or decrease the performance of the
workers of the given organisation? Is it wrong to get involved in the
organisation? Will the development and management of workers in the
organisation influence organisation productivity negatively or positively.
1.3
SCOPE OF THE
STUDY
A case study of United Bank for Africa (UBA) will be
analyse as for a proper illustration and better understanding on the research
of human resources UBA has over 31 branches but these study is limited to a
branch of UBA in Lagos Island. The sample will be limited to only workers or
employee in this particular organisation.
The study will be limited to the main departments which is
Human Resources Management, Accounting and Marketing Department. Using United
Bank for Africa (UBA) as a case study, I hope to study works techniques, work
ethics, working attitude, staff trained styles and many more of the bank
environment also the managerial attitudes and human resources response within
the organisation to the bank.
1.4 PURPOSE
OR OBJECTIVE OF THE STUDY
The main objectives of this research are to access the
effect of human resources management or personnel on the organizational
performance using UBA as a case study:
i.
To known of its
management of human resources if influencing the organisation performance
negatively or positively.
ii.
To know whether
management of human resources will increase or decrease productivity.
iii.
To know if the human
resources management of the case study company is effective or defective in
operation.
iv.
To give suggestions
also recommendation on how to developed the management skills of UBA
successfully.
1.5 HYPOTHESIS
i.
Management of the
organisation has effect on their performance.
ii.
Management of the
organisation does not base any effect on their performance.
iii.
Supervision of
organisations performance will contribute to the growth of the organisation
Yes/No.
iv.
Management of
organisation influences their productivity positively.
v.
The techniques used
in appraising organization’s performance influences their performance
negatively.
1.6 DEFINITIONS
OF TERMS
The following terms are defined for the purpose of this
study:
i.
Strategy: The process of planning something or carrying out a plan in
a skillful ways.
ii.
Productivity: Efficiency especially in industries which is measured by
comparing the amount produced with the time taken or resources used to produce
it.
iii.
Appraise:
This is to assess the value,
quality and nature of a person to recommend for hard labour reward.
iv.
Training:
This is the process of preparing
for an exercise on a job.
v.
Recruitment: This is a process of employing a
new staff into an organisation or company, in other worth to apply for jobs
with an organisation.
vi.
Human
Resources: This is the efforts cumed at acquisition and utilization of men and
maximizing their potentials towards achieving organizational goals.
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