Human Resource Management and Productivity in Nigeria Public Sector

 – Human Resource Management and Productivity in Nigeria Public Sector – 

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ABSTRACT  

This project is a review “Human Resource Management and Productivity in Nigeria Public Sector”. The problem identified was Work motivation and compensation, Ethics and Values, Work Attitude and Recruitment and Selection Process. This write up showed the relevant literature concerning the project topic.

It goes further to explain HRM and Productivity in Nigeria Public Sector, using a study of Power Holding Company of Nigeria (PHCN) Enugu Branch, Enugu State. The descriptive survey method was used and the research tool was questionnaire. 250 staffs answered the questionnaire.

Frequency percentages and criterion mean score of 2.5 were used in data analysis using Chi-square formula and presentation was done by the use of tables. The findings from the study showed that the factors of HRM and Productivity in Nigeria Public Sector. 

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INTRODUCTION  

The development of any nation depends to a very large extent on the calibre, organization and motivation of its human resources. In the specific case of Nigeria where diversity exerts tremendous influence on politics and administration, the capacity to increase the benefits and reduce the costs of this diversity constitutes a human resource management challenge of epic proportion in its public sector organizations.

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced.

HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate. HRM covers a wide range of activities. The main area of study we will focus on will be incentives and work organization. Incentives include remuneration systems (e.g. individuals or group incentive/contingent pay) and also the system of appraisal, promotion and career advancement.

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REFERENCES

Abassi, S. M. & Hollman, K. W. 2000. Turnover: the real bottom line, Public Personnel
Management, 2(3): 303-342.

Adamolekun, L. (ed) (2002). Public Administration in Africa: A Nigeria and Comparative
Perspective: London: Longman.

Adamolekun, L. (ed) (2002). Public Administration in Africa: Main issues and selected country
studies. Ibadan: Spectrum Books Limited.

Arkin, A. 2001. Double jeopardy, People Management, 7(4): 26 – 31.

Armstrong, M and Baron, A (2004) Managing Performance: Performance management in
action, CIPD, London

Beardwell, I (1998) Voices on, People Management, 28 May, pp 32–36

Bibbings, R (2003) Hearsay and heresy, The RoSPA Occupational Health and Safety
Journal, July, pp 51–52

Boxall, P and Purcell, J (2003) Strategic Human Resource Management, Palgrave
Macmillan, Basingstoke

Bretton and Gold (1994) Human Resource Management: Theory and Practice, London: the
Macmillan Press Ltd.

Brewster, C (2004) European perspectives of human resource management, Human
Resource Management Review, 14(4), pp 365–82.

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StudentsandScholarship Team.