IMPACT OF HUMAN RESOURCES MANAGEMENT AND PRODUCTIVITY IN KOLADAISI UNIVERSITY

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CHAPTER ONE

INTRODUCTION

Background to the Study

Human Resources Management (HRM) plays a crucial role in enhancing productivity in organizations. According to a study by Huselid (1995), there is a significant relationship between high-performance HRM practices and both company productivity and financial performance. The study suggests that investments in HRM can provide a significant return on investment. Similarly, a study by Delaney and Huselid (1996) found that HRM practices like training and development, selective hiring, and compensation have a positive impact on perceived firm performance.

The impact of HRM on productivity is also highlighted in a study by Appelbaum et al. (2000). They found that innovative HRM practices, including team-based job designs, flexible production, quality improvement practices, and employee involvement, are associated with increased productivity, lower employee turnover, and greater financial performance. This suggests that HRM practices that encourage employee participation and empowerment can significantly improve productivity.

However, the relationship between HRM and productivity is not always straightforward. A study by Wright and Gardner (2003) found that while HRM practices can improve employee attitudes and behaviors, they do not always translate into improved organizational performance. This suggests that the effectiveness of HRM practices may depend on other factors, such as the organizational culture and leadership.

Moreover, the impact of HRM on productivity may also vary depending on the specific HRM practices implemented. For instance, a study by Combs et al. (2006) found that while some HRM practices, such as comprehensive employee recruitment and selection procedures, incentive compensation, and performance management systems, are associated with improved organizational performance, others, such as extensive employee involvement, are not.

In addition, the role of HRM in productivity may also be influenced by the broader economic and institutional context. For example, a study by Paauwe and Boselie (2005) found that the impact of HRM on productivity is moderated by factors such as labor market flexibility and the level of employment protection legislation. This suggests that the effectiveness of HRM practices in improving productivity may be contingent on the specific context in which they are implemented. Furthermore, while there is substantial evidence to suggest that HRM can have a positive impact on productivity, the relationship is complex and influenced by a range of factors. Further research is needed to fully understand the mechanisms through which HRM influences productivity and the conditions under which it is most effective.

 Statement of the Problem

The problem of productivity in Nigerian organizations has been a subject of concern for many years. Despite the vast human and natural resources available in the country, productivity levels remain relatively low (Akinmayowa & Adegbite, 2016). The role of Human Resources Management (HRM) in enhancing productivity has been widely acknowledged in the literature, but its impact in the Nigerian context is less understood.

The lack of effective HRM practices in many Nigerian organizations is a significant problem. According to Ojokuku, Sajuyigbe, and Odetayo (2012), many organizations in Nigeria do not have formal HRM departments or practices, which can lead to low employee motivation, high turnover rates, and ultimately, low productivity. The absence of strategic HRM practices can also hinder the ability of organizations to attract and retain skilled employees, which is crucial for productivity.

Another problem is the lack of training and development opportunities for employees in Nigerian organizations. According to Akinmayowa and Adegbite (2016), many Nigerian organizations do not invest in employee training and development, which can negatively impact productivity. Employees who are not adequately trained may lack the skills and knowledge needed to perform their jobs effectively, leading to low productivity.

The impact of HRM on productivity in Nigeria is also affected by cultural factors. According to Ugoani (2016), the cultural context in Nigeria can influence HRM practices and their effectiveness. For example, nepotism and favoritism can undermine merit-based HRM practices, leading to low productivity.

The lack of empirical research on the impact of HRM on productivity in Nigeria is another problem. While there is a wealth of research on HRM and productivity in Western contexts, there is a dearth of research in the Nigerian context (Ojokuku, Sajuyigbe, & Odetayo, 2012). This lack of research makes it difficult to understand the specific challenges and opportunities for improving productivity through HRM in Nigeria.

The impact of HRM on productivity in Nigeria is a complex issue that is influenced by a variety of factors, including the lack of formal HRM practices, lack of training and development opportunities, cultural factors, and lack of research. Further research is needed to understand how HRM can be used to enhance productivity in the Nigerian context.

Aim and Objectives of the Study

The aim of the study is to examine the impact of human resources management and productivity in Koladaisi University. The specific objectives of the study are:

1. To examine the role of human resources management in enhancing productivity in the University.
2. To identify the relationship between effective human resources management and the productivity of the University.
3. To evaluate the impact of human resources management practices on the performance and efficiency of university staff.
4. To assess the influence of human resources management on the motivation and job satisfaction of university employees.

 Research Questions

The research questions are buttressed below:

1. How does human resources management enhance productivity in the University?
2. What is the relationship between effective human resources management and the productivity of the University?
3. What is the impact of human resources management practices on the performance and efficiency of university staff?
4. How does human resources management influence the motivation and job satisfaction of university employees?

 Research Hypothesis

The hypothetical statement for the study is buttressed below:

H_O: There is no significant relationship between effective human resources management and the productivity of the University.

H₁: There is significant relationship between effective human resources management and the productivity of the University.

Significance of the Study

The significance of the study on the impact of human resources management and productivity in Nigeria is multi-faceted and far-reaching. Human resources management (HRM) plays a crucial role in the overall productivity of any organization, and Nigeria is no exception. The study aims to explore the extent to which effective HRM can enhance productivity in Nigerian organizations, thereby contributing to the country’s economic growth.

Firstly, the study is significant as it provides insights into the relationship between HRM practices and productivity. It explores how various HRM strategies such as recruitment and selection, training and development, performance appraisal, and compensation management can influence the productivity of employees. By understanding this relationship, organizations can implement effective HRM practices that will enhance their productivity.

Secondly, the study is important because it contributes to the existing body of knowledge on HRM and productivity in Nigeria. Despite the growing interest in this area, there is still a dearth of empirical studies focusing on Nigeria. Therefore, this study fills this gap by providing empirical evidence on the impact of HRM on productivity in Nigeria.

Thirdly, the study has practical implications for HR managers and policymakers in Nigeria. The findings of the study can guide them in formulating and implementing effective HRM policies and practices that will enhance productivity. This is particularly important in Nigeria, where many organizations are grappling with low productivity.

Fourthly, the study is significant because it can stimulate further research in this area. The findings of the study can serve as a basis for future research, thereby contributing to the development of the field of HRM in Nigeria.

Lastly, the study is significant because it can contribute to the achievement of the Sustainable Development Goals (SDGs) in Nigeria. By enhancing productivity, organizations can contribute to economic growth, job creation, and poverty reduction, which are key aspects of the SDGs. Therefore, the study is not only significant for organizations and HR managers but also for the broader society.

 Scope of the Study

The study examines the impact of human resources management and productivity in Koladaisi University. The study is limited to staff of Koladaisi University in Oyo State.

Operational Definition of Terms

• Impact: In the context of this study, impact refers to the effect or influence that one factor, such as human resources management, has on another, such as productivity. It’s about understanding how changes in one area can cause changes in another.
•  Human Resources Management: This is a strategic approach to the effective management of people in a company or organization, so that they help the business gain a competitive advantage. It is designed to maximize employee performance in service of an employer’s strategic objectives.
•  Productivity: In a business context, productivity is a measure of the efficiency of a person, machine, factory, system, etc., in converting inputs into useful outputs. For businesses, productivity growth is important because being able to do more with less is a key to economic growth and competitiveness.
•  Employee: An employee is an individual who works part-time or full-time under a contract of employment, whether oral or written, express or implied, and has recognized rights and duties. In a broader sense, an employee contributes labor and expertise to an endeavor.
• University: A university is an institution of higher education and research which awards academic degrees in various academic disciplines. Universities typically provide undergraduate education and postgraduate education. They are often involved in research work and can also provide a range of non-degree programs.

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IMPACT OF HUMAN RESOURCES MANAGEMENT AND PRODUCTIVITY IN KOLADAISI UNIVERSITY