ABSTRACT
Over the last decade, much research has been conducted in the field of human resource management (HRM) and its associations with organizational performance. Prior studies have found substantial positive evidence for statistical associations between HRM and organizational performance. The purpose of this study is to investigate the relationships between HRM practices and firm performance. This study examines the relationships among HRM practices and firm performance. The researcher adopted the descriptive survey design. Primary data was sourced through the instrument of questionnaire. The findings revealed among others HRM has a great impact on organizational performance. The researcher recommended among others that HRM should endeavor to have a well-structured effective organizational performance in order to achieve the set up objectives.
TABLE OF CONTENTS
Title Page………………………………………………………………....... i
Dedication.……………………………………………………………….....ii
Certification………………………………………………………………... iii
Declaration…………..…………………………………………………….. iv
Acknowledgements..….……………………………………… ……. v
Abstract…………………………………………………………………….vii
Table of Contents……………………………………………………….viii
List of Tables……………………………………………………………… ix
CHAPTER ONE: INTODUCTION
1.1Background to the study………………………………….1
1.2 Statement of the problem………………………………2
1.3 Research Questions………………………………………...2
1.4 Objectives of the study ……………………………………………..2-3
1.5 Research Hypotheses ………………………………………………...3
1.6 Significance of the study…………………………………………..3
1.7 Scope of the Study………………………………………………….....4
1.8 Limitations of the study…………………………………………….4
1.9 Operational Definition of Terms…………………………………5
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction……………………………………………………………...6
2.2 Theoretical……………………………………………………………6-12
2.3 Theoretical Perspective of Organizational Performance…………….12-21
2.4 Link between HRM and Organizational Performance………………21-24
2.5 Methods used in Measuring Human Resource Management
Performance........................................................................................24-32
2.6 Empirical Review of HRM and Organizational Performance………32-35
2.7 Impact of HRM on Performance in Nigerian Breweries Plc.
Kaduna………………………………………………………………35-40
2.8 The Strategic Role of HRM…………………………………………40-44
2.9 Human Resource as a Source of Competitive Advantage…………..44-50
2.10 Review of Previous Studies…………………………………………..50
2.11 Summary……………………………………………………………..50
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction…………………………………………………………….51
3.2 Research Design………………………………………………………..51
3.3 Method of Data Collection……………………………………………..52
3.4 Population and Sample Size Determination…………………………53-57
3.5 Method of Data Analysis……………………………………………57-58
3.6 Justification for Method Used………………………………………….58
3.7 Summary……………………………………………………………….58
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction…………………………………………………………….59
4.2 Data Presentation and Analysis……………………………………..59-76
4.3 Test of Hypothesis…………………………………………………. 73-76
4.4 The Research Findings………………………………………………....76
4.5 General Discussion on the Implication of Findings & Summary……...77
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary……………………………………………………………78-79
5.2 Conclusion………………………………………………………….79-81
5.3 Recommendations……………………………………………………...81
References………………………………………………………..….. 82
Appendices………………………………………………………...86-88
CHAPTER ONE: INTRODUCTION
1.1 BACKGROUND TO THE STUDY
The concept Human resource management (HRM) has its roots in non-unionized US with comparatively sophisticated employment practices (Purcell &Ahlstrand, 1994).Human resources of a company are said to be one of the important capital playing such an important role in the operation of an organization. Pfeffer, (1994) argued that human capital has long been held to be a critical resource in most firms. Companies are now trying to acid value with their human resources and human resource (HR) department has been set up in order to manage their human capital, whereas organization in last decade, managed their human capital through personnel department which is only a small division of the company.
Nigerian organizations have started realizing the importance of HRM. Cheah (2003) stated that Nigerian managers realized that HRM had to be effective to bring about organizational stability and harmony. The diversity of the composition of the modern workforce in Nigeria requires more appropriate and imaginative HRM solutions, as several scholars have noted that managing people is more difficult than managing technology and capital (Barney, 1991; Lado, & Wilson, 1994). Principally, in a country like Nigeria which is a multi-cultural country, failure in managing human capital and maintaining the harmony within an organization will create fatal problems to the organizations performance (outcome, productivity and profitability) (Lau & Ngo, 2004). A number of researchers have reported that HR practices are positively linked with organizational and employee performance, but little evidence is available about HRM and employee performance from developing countries like Nigeria.
1.2 STATEMENT OF THE PROBLEM
The distinctive features of HRM ‘human resources management’ as its assumption that improved performance is achieved through the people in the organizations.
HRM is the “black box” of the Nigeria breweries Kaduna plc., which is the case study of this research work. Performance improvement is that organization makes policies and processes that will facilitate HR at work, it could be assumed that Human Resource would have a substantial impact on the business or organizational performance.
One of the major problem confronting management in any organization is most effective way of matching people with jobs or different areas of department which they are specialize in an organization so as to make sure their performance will yield to the goals of the organization in an effective and efficient manner.
1.3 RESEARCH QUESTION
The research problem defined above leads to the following research questions:
1. Does human resource management have any impact on organizational performance?
2. How effective is the management of human resources in determining organizational performance?
