CHAPTER 1
- INTRODUCTION
Despite the efforts made by Organization to ensure that there are right people, in the right place, at the right time, there are still some challenges in the whole process of implementation of effective human resources planning in Organization. Failing to properly plan for their human resources, employers are forced to become reactive, rather than proactive. This tendency of reactiveness causes problems of rush recruitment which sometimes led to wrong recruitments.
What is popularly known as human resource planning was formally called manpower planning prior to late 1970s. The usage of manpower planning was appropriate them, since it was the era of personnel management. However in the early 1980s, the term “human resource” in place of “manpower” planning gained acceptable as a way of emphasizing the positive view of human resource in line with human resource management concept.
The efficiency and effectiveness of organisation depends to a great extent, on effective human resource planning. Effective human resource planning is a process of analyzing an organisation’s human resource needs under changing condition and the activities necessary to satisfys these needs (Biswaject 2010). With the speedy development of Japanese economy, Countries all over the world discovered that the rapid growth of any economy did not lie in attaching single importance to materials factors such as the production system. Hence, organizations are realizing that it is imperative to hire employees who can do the job and be successful at it. It behaves the organization to find these people, bring them into the organisation and maintain their services. This requires HRP and implementation. It is unfortunate that many organizations had to suffer due to improper HRP. Today’s organisation can no longer just hire to hire or can no longer rest on the belief that individuals will stay with the organisation through thick and thin (Decenzo and Robbins 1998).
The greatest asset of any organisation is its human resources that ensure that achievement of the company’s goal and objective. (Source: Human resource Article 2012). It is unfortunate that most company’s organisation have neglected the development and management of their chief asset which is human resource (Human Resource Article 2012).
According to Susan, (2012), Human Resource Management is the function within an organisation that focused on recruitment of management of, and providing direction for the people who work in the organisation. It is also a strategic and comprehensive approach of managing people and the work place culture and environment (Susan, 2012). Effective human resource management enable employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives (Susan, 2012).
- Background Of The Study
The company was incorporated on 14th December 1948, under the name of P.B Nicholas and Company Limited to take over the soap making activities of Mr. P.B Nicholas who had some years priors to that date established a factory to that purpose PZ itself Incorporated in England in 1884 where it became a public company equated on the London and Northern Stock Exchange in the 1953. Its main activities are that of merchandise in West African and it has been set up in the capacity in the country Nigeria since 1899. PZ interests now include industrial ventures in Nigeria, Ghana and Sieera-leone and textile whole sale in the United Kingdom. As such, the merger of PZ and Co (Nig) and association industries Ltd took place in the year 1976, where the name was changed to Paterson Zochonis Industries Limited. After this incorporation in the year 1948 new factory equipment installed in Aba, Abia State, thereby creating one of the earlier major industrial manufacturing Units in Nigeria.
- Statement Of The Problem
Managing human resources is primarily a line activity, yet the line manager beings operating managers are more concerned with materials and financial resources than with the human resources. Human resources are the key to success in organisations. Yet many organisations too often, forget how important the people variable (Organisation’s most Valuable asset) is to the success of an organisation. Many organisation and managers have failed because they have taken their human resources for granted. Moreover, many of the ill defined organisational problem tag “tough-to-solve” human resource problems facing organisations called be resolve through effective human resource planning.
Effective human resource planning in the areas of recruitment of employees, retention of staff, utilization of staff, improvement of staff performance and disengagement of staff is a necessity in today’s turbulent business world. In all, the major set back in human resources planning is the systematic analysis of human resource on a continuous basis. For this, databanks have to be set up with all relevant information to aid Human Resource Planning decisions. Mostly, HRP decision are made in organisation in the absence of any clear means of assessing the effects or the relevant of their decision to the databanks that usually serve as a proper approach to HRP. Naturally those who take HRP decisions, attempt to take the aforementioned factor into consideration, but they rarely have the information to do so satisfactorily, most especially when it come to systematic way of strong data and information for each individual employee to aid planning; decision making; to analyze factors representing change – change that potentially affects survival, growth, efficiency, and effectiveness, as well as excellence, productivity and profitability of business, and a host of other HRP issues.
From the foregoing, the point made is simple; that the quality of Human Resource Planning decision in organisation largely depends upon the quality of information held by it and the key to effective human resource planning is proper approach via Human Resource Planning Databanks.
- Purpose of the Study
- To determine the extent at which effective human resource development can enhance productivity in order to reduce poor performance in organisation.
- To determine the efficiency of human resource training and development in organizational growth.
- To ascertain if human resource development have any significant impact on organizational profitability.
1.4 Significance Of The Study
- This study will go further to help organization to manage human resources manager to appreciate the need of human resource planning.
- It will help to bring life to a dying business organizations caused by incessant sustenance of operational breakdown and failures.
- It serves a determinant to organizational growth and productivity.
- It will also add to the existing body of literature.
1.5 Research Questions
- Does effective human resource development enhance productivity in an Organization.
- Does the efficiency of human resources training and development result in organisational growth.
- Does human resource development significant impact on organizational productivity.
1.6 Scope / Delimitation of the Study
The scope of this work covered the effect of human resource planning in Organisational growth and productivity using P2 industries Nigeria PLC Aba, Abia State.
- Definition Of Terms
Human Resources: This is a number of people working or available to work.
Human Resources Planning: A technique focused at security and improving an organisation’s human resource to meet present and future needs.
Forecast: This is the process of deliming what is required of an event that will occur in future time.
Human Resource Forecast: This is a determination of demand and supply of people of the appropriate type and skills from a given time to the future.
Organization: This is a social structure designed to coordinate the activities of two or more person in relation to hierarchical order and division of labour towards attainment of the given goal.
Organizational Development: This is a planned process designed to improve organisational effectiveness and health through modification of individual and group behaviour.
Placement: This is the assignment of people to most suitable jobs.
Promotion: This is the re-assignment of the individual to a job of higher level.
Personal Management: This is a process of attracting, holding and motivating people towards their attainment of Co-operate goods and objectives.
Recruitment: This is the act of choosing from available potential and qualified employees in term of jobs opportunity.
Training: This is an organisational effort made to ensure that employee acquires a specific skill for the execution of a given job.
Productivity: The rate at which a worker, a company or a country produce goods, and the amount produced, compared with how time, work and money is needed to produce them.
Growth: An increase in economic activity.
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