CHAPTER ONE:
INTRODUCTION
1.1
BACKGROUND OF
THE STUDY
The environment of an organization
is ever changing and ever evolving such that the only permanent thing about
business environment is change Okafor, (2012: 37). Organizations do not exist
or operate in the moon neither do they operate themselves; they exist among
people and are operated by the same people. Generally, organizations operate in
a multifaceted environment which is of itself subject to a large measure of
change. Work environment has many properties
and variables that affect both the physical and psychological well being of the
employee which if not well scanned and analyzed can lead to the collapse of any
organization.
Mondy and associates (1993), these
environmental factors are inter-related and they impact on human resource
management at any level and anywhere in the world.
For an organization to survive in
this constantly changing environment, it must recruit, select and motivate its
workforce with utmost care. The human resource manager must strive to create
conducive working environment and this goes beyond aiming for strike free
situation, the organization must also be constantly monitored in order to
adjust to the threats and exploit the opportunities presented by the
environment.
The concern of this paper is to
study and know, how and to what extent, the
business environment affect or influence human resource management using Ebonyi state broadcasting corporation
(EBBC)as a case.
BRIEF HISTORY OF EBBC
The name Ebonyi
State Broadcasting Corporation (EBBC) is relatively new in the world of
broadcasting. The history of EBBC cannot be correctly told without having a
glimpse of the history of Ebonyi State because it is (Ebonyi State) the
authority establishing the corporation.
The history of
EBBC is synonymous with the creation of Ebonyi state by the government of late
Gen. Sani Abacha on 1st of October, 1996.
With the
creation of the young Ebonyi state, the government of Commander Walter Aye
Feghabo (the then military administrator) took the bull by the horn in
establishing various structures for effective takeoff of his administration.
The electronic media was not an exception. Consequently, the state government
enacted edict in 1999 making EBBC a legal entity. That is to say that EBBS
became a corporate body capable of suing or being sued in its corporate name.
Before the
enactment of the 1999 edit, the EBBS had already started testing transmission
of its commercial program. As a follow up, the EBBS aired its first news
bulletin on the 5th day of August, 1997.
STAFFING
Ebonyi state was
carved out of Enugu and Abia states, these states already had effective and
functional electronic media. So the composition of the staffing/ staff of EBBS
was the fusion of staff from the broadcasting corporation of Abia and the staff
from the Enugu broadcasting service respectively.
TRANSMISSION
The EBBS as at
then was operating on 22 kW transmitter on frequency modulation 98.1. The station
when it was established acquired a 30 kW transmitter which was yet to be
installed as at then.
THE STRUCTURE OF
EBBC
Like the structure of any other formal organizations, the
management of EBBS is stratified in nature. It is structured into eight (8)
departments; at the top of the management is the general manager with seven
other departments headed by directors under him. The structure or management of
EBBC is as follows:
I.
General manager
II.
Administrative department
III.
News and current affairs
IV.
Radio service department
V.
Engineering service department
VI.
Commercial service department
VII.
Accounts department and
VIII.
Television department
It was a dream born out of the desire of His
Excellency Navy Commander Walter Aye
Feghabo the then military administrator of Ebonyi state to establish a city TV
that would provide for the viewing pleasure of the people of Ebonyi state.
In 1999, when Dr. Sam O. Egwu took over the mantle of
leadership as the first civilian governor, he consolidated the desire and made
the dream come true by establishing the Ebonyi state cable television. A TV
network that started its full operation in 2000. Between the year 2001 and
2011, ECTV was the only TV station in Ebonyi state offering 60% foreign content
and 40% local content.
In 2011 under the leadership of Chief Martin Nwancho
Elechi, he established Ebonyi Broadcasting Corporation (EBBC) and fussing the
ECTV and EBBS which was carved out from Abia broadcasting corporation and Enugu
broadcasting service when Ebonyi state was created in 1996, we have what is
today call and address as EBBC.
1.2
STATEMENT OF THE PROBLEM
Business organizations operating in a dynamic environment
are confronted by a number of problems which affect their performance. Such as
the need to constantly change the company’s products or services, to keep pace
with technological trends, high expectation from the customers and employees,
good working conditions, fair and equitable remuneration, union activities,
unstable political activities, demographic and lifestyle, organizational
culture and climate, Inability of some
employees to understand the policies, mission and vision of the organization.
Interest of shareholders/ board of directors; presentation of false and
ambiguous information on the organizational operations and all other factors
that constitute external and internal environment.
1.3 OBJECTIVES OF THE STUDY
The general objective of this study is to assess the
impact of environment on human resource management with a view of creating an
organizational friendly climate for proper management of human resource in
EBBC, Abakaliki. However, the specific objective of this study shall include
the following;
I.
To evaluate the extent to which
environment influences human resource management.
II.
To identify the environmental factor
that influences human resource management.
III.
To evaluate the nature of
relationship that exists between the environment and human resource
management.
IV. To relate how effective utilization of human resource in a
dynamic environment can improve organizational performance.
1.4 RESEARCH QUESTIONS
The research question to be used in this research work shall
include the following;
I. To what extent does environment influence /
impact on human resource management?
II.
How does an environmental factor
influence human resource management?
III. What is the nature of relationship
that exists between human resource and environment?
IV. To what extent the effective
management of human resource in a dynamic environment result in organizational
performance?
1.5 RESEARCH HYPOTHESIS
In the light of the objectives and research questions above,
the following hypothesis were considered useful;
Ho1: The extent to which environment influence
human resource management is not significant.
Ho2:
Technological advancement, culture and economic factors influence human
resource management.
Ho3:
There is no significant relationship between human resource management and
environment
H04:
There is no significant relationship between effective management of human
resource in a dynamic environment and organizational performance.
1.6
SIGNIFICANCE OF THE STUDY
The significance of the study cannot be overemphasized in
the sense that the findings, recommendations, and conclusion drawn from this
work shall be beneficial not only to the corporation but to the general public
and to all managers who may wish to improve on the study. However, the
following are some of the benefits of this research work.
First and foremost, the research will benefit the management
of EBBC and other broadcasting houses in Nigeria in understanding how important
it is for a conducive working environment to be created for effective and
efficient organizational performance.
Secondly, from the academic point of view, the research will
present empirical evidence on how environmental variables affect Human Resource
management in Nigeria. Nonetheless, the research will equally benefit future
researchers who may wish to use it as a source of secondary data.
Finally, the research is of great significance to the
researcher as it serves as a partial requirement for the award of Master Degree
in Business Management.
1.7
LIMITATIONS OF THE STUDY
For the fact that the researcher was fully aware of the cost
of conducting a research, he was able to plan and organize all it would require
ahead of time; hence there were no limitations to this study.
1.8
SCOPE/DELIMITATION OF THE STUDY
The research covers the workforce of EBBC with the view of
identifying and evaluating the impact of
environment on human resource management and to ascertain the degree of
relationship that exist between environment and human resource management.
The researcher decided to use EBBC, because, it is located
at Nkaliki, the headquarters of Abakaliki local government Area which is about
2km from Abakaliki town and it is seen as the closest local government to
Abakaliki main town.
History has it that the choice of Nkaliki as the
headquarters of EBBC was because of the topography of the area which was seen
by experts to be conducive for smooth and uninterrupted transmission of media
services.
CHAPTER
TWO
REVIEW OF
RELATED LITERATURE
2.1 INTRODUCTION
In this chapter, we reviewed works of
other researchers/authors that are relevant to this study for the purpose of
examining the impact of environment on human resource management using EBBC
Abakaliki as a case. The review covered
articles published in academic journals, textbooks, periodicals, seminar
papers, and other published researches. The issues discussed in this chapter
are based on:
i.
Academic review
ii.
conceptual framework
iii.
Theoretical review
iv.
Environmental factors and their
impact on human resource management
v.
The role of human resource manager
vi.
Utilization of human resource
in organization
2.2 Academic Review
The environment of business has never
been so complex and challenging as it is today, the business environment,
posits kotler (1980) vitally affects organizations through the fact that it is
changing, constraining and uncertain. For kotler, environment is continually in
a flux, spinning off new opportunities and threats and instead of changing
slowly, the environment is capable of producing surprises and shocks. It is for
this reason that Drucker (1969) states that we are in the age of discontinuity.
That is why, Mike Oldroyd (1997) states that Managers more than ever before are
finding themselves confronted by increasing pressures and demand which they
seek to understand and respond to.
Internal
and external environmental influences play a major role in human resource
management. Organizational climate and culture; help to shape human resource
management policies and practices which in turn, have an impact on the quality
of candidate that an organization can attract as well as its ability to retain
desired workers. The economic environment, labor market condition and unions
also play a role in determining the quality and variety of employees that can
be attracted and retained. There are external challenges that are dramatically
changing the environment of human resource management, however, and requiring
it to play an ever more critical role in organizations. These challenges
includes; demographic trends and increased workforce diversity, trends in
technology, increased government involvement in the employer-employee
relationship, globalization and changes in the nature of jobs and works,
organizational strategy, culture, leadership styles etc. to understand and be
able to discuss issues related to the environment of human resource management,
we need a well definition and classification of the term “Environment”.
The
term “environment’’ has come to mean different things to different people at
different levels depending on their understanding of the subject matter.
Oxford Advanced Learners Dictionary (2000)
defines environment as the condition that affects the behavior and development
of somebody or something; the physical condition that somebody or something
exist in: Example, a pleasant working or learning environment.
E. U. L. Imaga (2000) sees environment as
the supra-system of the business which is a small sub-unit or system. Enudu
(1999) adds that organizations are affected by the environment in two ways;
they set limit for the organization and at the same time provides opportunities
and challenges to organizations. Onuora (1991) shares the same view that
environment of an organization is consisting of a set of conditions and forces which surrounds and have direct influence on the organization. Unamka and
Ewurum (1995) define environment as those forces that are largely or totally
outside management’s control. Udu A. and Okafor L. are of the view that
business environment can be seen as persons, group, forces, actors and or their
agents whose actions directly or indirectly affects the operations of an
enterprise. Environment can also be seen as those variables that can make or
mar the existence and operations of organizations.
2.3 CONCEPTUAL REVIEW (HUMAN RESOURCE MANAGEMENT)
Human resource management (HRM or simply
HR) is the management process of an organizations workforce, or human resource.
it is responsible for the attraction, selection, training, assessment, and
rewarding of employees while also overseeing organizational culture and
ensuring compliance with employment and labor laws. Human resource management can be said to
simply mean “management of people at work”. It is the process which binds
people with organization and helps both to achieve their goals. Various
policies, practices and processes are designed to help both employee and
organization to achieve their objectives or goals.
Human
resource management is the field of management which plans, organizes, controls
the functions of procurement, development, maintenance and utilization of
workforce so that;
I organization goals can be accomplished
Ii objectives of human resource can be
accomplished
Iii
objectives of society can be accomplished.
Edwin
B. Flippo, (1984) human resource
management is the planning, organizing, directing, and controlling of the
procurement, development, compensation, integration, maintenance and
reproduction of human resource to the end that individual, organizational and
societal objectives are accomplished.
Ile (2010) citing (stoner and freeman, 1992:374) Human
resource management is the management function that deals with recruitment,
placement, training, and development of organization members. Eze (2006) citing
Armstrong (2002), Human resource management is a strategic and coherent
approach to the management of organization’s most valued asset – the people
working there, who individually and collectively contribute to the achievement
of its objectives. Similarly, the Oxford dictionary of business (1996: 246)
defines human resource management as the management of people to achieve
individual behavior and performance that will enhance an organization’s
effectiveness. Ile (2010: 157), continues, human resource management is a
staffing function. A human resource manager advises line mangers throughout the
organization. The human resource management process is an ongoing procedure to
keep the organization supplied with the right people in the right position when
they are needed.
2.3.1
CORE ACTIVITIES OF HUMAN RESOURCE MANAGEMENT
The activities of human resource
management or simply put HRM process are those duties that characterize human
resource management.
Ile (2010: 159), the HRM process includes
seven basic activities:
I.
Human resource planning
Ii.
Recruitment
Iii. Selection
IV.
Socialization
V
.Training and development
Vi.
Performance appraisal
Vii.
Promotion, Transfer, Demotion and Separation. Below is the diagram
2.4
THEORITICAL FRAMEWORK
SYSTEMS THEORY
This research is anchored on the systems theory due to
the dependency and inter-relativity of the various factors of environment and
those of human resource management which if well managed will lead to
organizational effectiveness and efficiency.
System theory emphasizes the way in which
organized systems (human and non human) respond in an adaptive way to cope with
significant change in their external environment so as to maintain their basic
structure intact.
Ile (2011) outlined the key concept of system theory
as sub-system, synergy, open and closed system, boundaries, flow and feedback.
He further states that systems approach to management views the organization as
a united, purposeful system composed of interrelating parts. This approach
gives managers a way of looking at the organization as a whole and as part of a
larger environment. Systems theory tells us that the activity of any segment of
an organization affects in varying degree the activities of every other
segment. The point of the systems approach is that managers cannot function
wholly within the confines of the traditional chart.
A system is a complex of interacting element (Von
Bertalaffy, (1956). Ng, Maul and yip (2009) define a system as an entity, which
is a coherent whole such that a boundary is perceived around it in other to
distinguish internal and external element and to identify input and output
relating to and emerging from the entity. The focus is on the interactions and
on the relationship between parts in order to understand an entity’s
organization, functioning and outcomes. The above statement tends to explain
that no organization can stand firm and operate very well without managers
making a good scan of their environments to determine the opportunities and the
threats.
Ile citing Akpala (1998:36) the systems approach to
management also helps attempts to correct the insufficient attention given to
related variables in different subsystems in the environment. Thus systems
theory places emphasis upon integration of all activities while recognizing the
importance of efficient system performance.
The synthesis of a well formed organizational climate and
culture, adherence to the legislation guiding operating in a certain
geographical area , good understanding of the organizational policies and practices,
good labour relations, and labour force, socio-cultural factors and adapting to
the technological advancement, will not only result in improved human resource
management but also in the overall organizational performance which inadvertently
will boost the competitive advantage of such organization.
2.5. ENVIRONMENTAL FACTORS AND HOW THEY IMPACT ON HUMAN RESOURCE MANAGEMENT
Human resource management faces some of the biggest
challenges since its definition as a separate staff function some decade ago.
This renew vigor is a result of numerous environmental factors which forces
human resource management to be transformed from a narrowly defined specialty
into a more strategic function. Changes in social and political trends and
recent economic development around the world helps to account for the growing
importance of the human resource department to organizations. These trends
development intensify the importance of all managers role in selecting and
managing human talents, they represent ongoing challenges in contemporary human
resource management. (Eze 1999).
At this point, we wish to x ray these
environmental factors and how they impact on human resource management.
There
are two major classifications or types of environment that impact on human
resource management, they are:
1
External
environment and
2
Internal
environment
2.5.1
EXTERNAL ENVIRONMENT
This is the type of environment that
exists outside the boundaries of the organization. They have direct or indirect
impact on human resource management. To be effective, human resource managers
must monitor the environment on an ongoing basis; assess the impact of any
changes; and be proactive in implementing policies and programs to deal with
such challenges. Here are the components of external environment
2.5.1.1 LABOUR FORCE/ ECONOM IC
ENVIRONMENT
The economic environment has a major impact on
business in general and the management of human resource in particular.
Eze F.C (2006: 113) Organization is not in the
position to determine the number and characteristics of persons available in
the labor market. This demographic factor is certainly beyond the control of
every company within an environment.
It is clearly an external factor dependent on several
other factors including government laws and state of the economy. The number of
people in the labour force is a factor of several other inter-related issues.
What is the population growth? What is the compulsory school age? What is the
health of the nation like? Is the population ageing or youthful? What is the
rate of participation in labour force for men and women? Is the rate rising or
declining? There are jobs that are traditionally reserved for men into which
women are now moving. What kind of workforce does a particular organization
require and how much of this workforce is available in the relevant
environment? Are job opportunities increasing or decreasing? Is the new labour
force able to adjust to the skill requirement of the relevant organization? Is the organization flexible enough to
contain and manage change occasioned by the new labour force? These are
relevant questions for a human resource manager practioner.
Noorasiah (2012) identifies the following ways in
which the economic conditions can influence organization and its human
resource.
1
Government Fiscal
Policy: Is the level of government expenditure, debt management and tax
structure during a given time period while monetary policy is the changes in
the stock of money, interest rate and credit policy during a period. For
example by increasing government expenditure or varying interest, output can be
stimulated or contracted.
2
Interest Rate: This is the price paid to
borrow capital. Since many business organizations depends substantially on
borrowed funds, the level of interest rate and changes in it affects their cost
of operation. When organizations are in shortage of funds, rewards, benefits
and bonuses due to employees, such organization will not be able to meet it,
thereby resulting to job dissatisfaction.
3
Unemployment
Rate: This is another economic factor that influences organization and its
human resource. In a situation where there is high level of unemployment, the
aggregate purchasing power is low and hence lowers both the demand and sales
for organization.
4
Exchange Rate: This
is the price of domestic currency for unit foreign currency. Business
enterprise import most of their equipment, spare parts, and raw materials. The
implication of unstable interest rate to human resource is that it retards
effective forecast for man power planning and development.
2.5.1.2
SOCIO-CULTURAL FACTOR
This as one of the factors affecting human resource
management involves the belief, values, attitudes, opinion and lifestyles of
persons in the external environment as develop from the cultural, ecological,
demographic, religious, educational and ethnic conditioning. Socio- cultural
factors are not static; rather they are dynamic with content changes which
result from the efforts of individual to satisfy their desire by either
controlling or adapting to environmental factors.
2.5.1.3
LABOUR UNION
Labour union is an officially recognized association
of employees, practicing in the same trade or employed in the same company or
industry, who have joined together to present a united front and collective
voice in dealing with management, with the aim of securing and furthering the
social and economic interests and well being of their membership.
Eze F.C (2006; 115) one may wonder why organization
participants are considered external to the company. They are because under
trade unionism, they operate as “third party “and negotiate as such. Their memberships
in external organizations influence them and where necessary, join them in
flexing muscles. It is not individuals as organization’s participants, who go
into negotiation with management (government) but the union. Union’s exert a
lot of influence on organizations and unionization has become a common feature
of Nigeria work environment.
Gareth et al (2005) Unions exist to represent workers
interests in organization given that employers have more power than rank – and
-file worker and that organization have multiple stakeholders, there is always
the potentials that employers might take step that will benefit one set of
stakeholder such as shareholder. Although, unions exist to represent the
interest of employees, but their activities at other times hinders
organizational performance. The continues controversies that tussle between
labour union and management has posed a lot of challenge for human resource
management. For example, Academic Staff Union of Universities (ASUU) and
Federal Government struggle over salary, Allowances, poor infrastructural
facility, retirement age etc, has crippled educational sector.
In their opinion, Eze F. C. continues, Union’s
agitation for better condition of service and higher wage also affects the
operations of a firm. This is because of the fact that their activities may
bring human resource to a halt, thereby affecting organizational performance. Over
the years, we have seen this happen inform of strike.
Labour unions affect organizations in several ways
management has less discretion and flexibility in implementing and
administering human resource policies, practices, and procedures when dealing
with unionized employees, since a negotiated collective agreement govern most
term and conditions of employment, including wages and benefits working
conditions and job security. Often, organizations with a mix of unionized and
non-unionized employees institute a policy ( whether officially or
unofficially) to ensure that similar or even slightly better terms and
conditions of employment are provided for non-unionized staff to encourage them
to remain their non-union status.
Labour unions also influence HR policies and practices
in non-unionized organizations wishing to remain union free. Such organizations
monitor bargaining activities in their community and industry, and ensure that
their employees are provided with terms and conditions of employment equal to
or better those being negotiated by unions.
When some or all of an organization’s employees
unionized, the human resource department is responsible for helping to develop
sound human resource process, and practices that will promote good labour-
management relations, and create and maintain a harmonious working environment.
Knowledge of collective bargaining, contract administration and pertinent
labour relations legislation becomes imperative.
2.5.1.4
QUALITY OF WORKFORCE
Workforce diversity refers to the mix people from
various backgrounds in today’s labour force. More and more unions are working,
for example, resulting to a new gender mix that is nearly balanced instead of
being male dominated (Hellriegel e tal 1999).
Moorhead and Griffin (1995) Workforce diversity is the
difference such as age, gender, ethnic, heritage, physical ability, race and
sexual orientation that make up employment of organization. Their differences
are reflected on how people conceived of work, what reward they are expecting from
the organization and how they relate to others. Often the human resource tends
to stereotype people in organizations.
A stereotype is a generalization about a person or
group of persons based on certain characteristics or traits.
2.5.1.5
STATE LEGISLATION
No organization operates in isolation rather all
operate in a territory with defined rules and regulations, laws are both
threats and opportunities to management of organization.
Gareth etal (2005) opined that state legislation
forces are the outcome of changes in the law and legislation. The results from
political and legal development in some society significantly affect managers
and organizations. Political pressure shapes both recruitment process and
reward administration.
2.5.1.6
TECHNOLOGY
It is through technological innovations that firms
develop new products and services and or improve existing ones, in order to
remain competitive and gain productivity and quality needed for competitive
advantages.
Eze f.c (2006) Firms endeavor to avoid obsolesce and
to promote innovations. The state of the art is another external factor, which
impacts on human resource management. How firm operate depends on the
technology that is available. Today computing technology is the in-thing and
human resource managers are asking for competence in computing. The interest
has ushered in E- Banking, E- commerce, E- mail and so on. Rapid changes are
taking place at all around us in terms of how we communicate and how we conduct
business. How do we train workforce to pace with the rapidly changing
technology? This is the greatest
headache facing human resource managers now. We need new knowledge and skill to
meet the demand of new technology. There are vacancies in specialized areas of
our economy, yet we are faced with the large army of unemployable university
graduates and school learners. The knowledge and skills being currently
acquired are in most case already out of date. We need to update the content of
our educational programs, retain our training programs and invest in re-training
and carrier development.
It is through creative technological adaption that new
products can be created and improvement on the existing products can be
achieved. HRM cannot now ignore the impact of technology or fail to respond to
adequately to technological pressure in recruitment and staff- training and
development.
Laurie ( 2005) quoting Mackenzie and wajcman, believes
that technology is a vital important aspect of human condition, because it
provides some basic amenities such as clothing, food and shelter,
transportation, medication and basic wealth and of leisure, adversely, technology pollutes our
environment and kills. This not only true in our daily living, it is also true
of organization as artificial being.
Gareth et al (1998) see technology as a combination of
skills and equipment managers’ use in design, production and distribution of
god and services. It is worth to mention here that, in era of stiff
competition; no organization can survive without embracing not only an aspect
of technology but fully adapting his firm to information technology. Which
helps organizations transforms inputs into outputs. That is why Hellriegel et
al (1998) says, technological changes build on the present helps create the
future. He further said that many new technologies are radical enough to force
organizations especially manufacturing and services firms to reconsider their
purpose and methods of operation or face extinction. Changes in the information
technology also change the nature of work itself within the organization and in
addition, the management job adjusting. The workforce to the changes in the
information technology falls within the domain of human resource department.
This adjustment does not only put cost on the organization but it could result
to resistance on the part of workforce, who may judge such changes and adjustment will result in
loss of benefit, status and comfort.
2.5.2 INTERNAL ENVIRONMENT
HRM as we have noted is also influence by factors that
are internally located. These factors include the mission and objectives of the
organization, the policies which the organization has put in place, the general
climate and culture of the organization, the structure and size of the
organization.
The way human resource management interacts with other
organizational units or departments is determined largely by these internal
factors.
2.5.2.1 MISSION AND OBJECTIVES
Every organization has a sense of mission, which
informs the organization. This describes the reason for the existence. This
reason for existence determines organizational task and the task affecting
human resource management.
A company that is innovative, with commitment to
technological leadership, will operate on very creative environment, which in
turn lead to very dynamic human resource management.
For a human resource manager to succeed in a given
organization, he must be very well acquainted with the mission, goals, and
objectives of the organization. Tasks are performed so as to achieve
organizational goals. The nature of human resource capital depends on
organizational tasks. HR planning takes organizational tasks into detailed
account. Indeed all HR are affected by this important factor.
2.5.2.2 POLICIES
Eze F.C (2006)
every organization has a general statement, which guide the thinking in every
decision making situation. This general statement (otherwise policies)
establishes operational parameter which enables organizational participants to
perform correctly in the accomplishment of their tasks. There are certain
questions a human resource manger should not only have in mind but try to find
solution when faced. Like, is the policy strictly on a “closed door” or an
“open’ one? Can organization participants relate to one another and take
problems to the top management by passing their immediate supervisor? What
policies guide functional areas of a firm in discharging their function?
Mondy and his
associates (1983: 45) as cited by Eze F. C., indicate that organizational
policy statement have significant impact on HRM. For instance, the following
statement could affect the work of human resource manager. It is our policy:
o
To provide
employees with a place of work that is as safe as possible.
o
To encourage all
employee to achieve as much of their human potentials as possible.
o
To provide
compensation this will encourage a high level of performance in form of
increase quantity and quality of production.
o
To work
aggressively towards ensuring that all members of labour force have equal
opportunity for employment.
o
To ensure that
organization members are considered first for any vacant position.
2.5.2.3
ORGANIZATIONAL CULTURE AND CLIMATE
Whether the climate within an organization is warm and
friendly or cold, harsh and unfriendly is important for human resource
management. What kind of environment is prevailing? Where the climate is warm
and friendly, organization participants are creative, open, communicative, and
well motivated. Where on the other hand
the climate is cold and threatening, fear, suspicion and secrecy prevail.
Job performance is affected by organizational climate
and as we know organizations where climate is harsh and cold, suffers from high
labour turnover. The major factor influencing the climate are management
leadership style, HR policies and
practices, and amount and style of communication. The type of climate that
exist is generally reflected in the level of employee motivation, job
satisfaction, performance, and productivity, and thus has a direct impact on
organizational profile and on-going viability.
HR department staff members play a key role in helping
managers throughout the firm establish and maintain positive organization
climate. The can help to develop policies and practices, for example, that
encourage a spirit of team work and build employee commitment which can have
very positive consequences.
Organizational culture in the other hand consists of
the core values, benefits, and assumptions that are widely share by members of
an organization. It serves a variety of purposes.
o
Communicating what
the organization “believes in” and” stands for”
o
Providing
employee with sense of direction and expected behaviours ( norms)
o
Shaping employees
attitudes themselves, organization and their roles.
o
Creating a sense
of identity, orderliness and consistency.
o
Fostering
employee’s loyalty and commitment.
Culture is often conveyed through an
organization’s mission statement, as well as through stories, myths, symbol and
ceremonies.
All managers with HR responsibility play an important
role in creating and maintaining the type of organization culture desired.
Genuine concern and caring about employee can convey thorough orientation and
training, program, promotion from-within. Policies, strategies, encouraging
communication flow in all direction providing unique benefits such as free
vacation and an on-site fitness center or offering free hotel accommodation to
employees and families and having employees assistance program (EAP).
2.6 THE
ROLE OF HUMAN RESOURCE MANAGERS IN ADAPTING TO THE ENVIRONMENTAL CHALLENGES
How well an organization attains, maintains and
retains human resource determines its success and failure.
Federico
and polese (2009) state that the effective utilization of human resource, often
the most critical factor for the successful accomplishment of organization’s
mission. Regardless of the amount of computerization that has taken place in
the offices, or robotizations in factories, all organization require people to
perform their work. It is the responsibility of the management team to provide
the leadership necessary to recruit, select, orient, manage and develop
organizational employees, who in turn will carry out their assigned responsibilities
to help enterprise to achieve it goals. Managers are successful only if their
employees are successful. The truly successful organization accomplishes its
mission through using its human resource to their fullest potential.
It is worthy to note here that, the success of a
manager and his subordinates depend entirely on his ability to respond
maximally to the external factors moderating the organization’s activities.
Although the external environment is outside the
control of the HR manager but his effectiveness is measured on how he adapts to
these external factors. Bhasker (2005) states that human resource managers
perform the following roles in adapting to environmental factors:
2.6.1 Evolving a Human Resource Policy
Just as strategies and policies have been developed
for the utilization of non human resources, virtually all mangers now
recognizes the importance of developing policies for guiding managerial
decision in the field of HRM. A human resource management policy guide the
management in identifying and implementing the appropriate learning and
developing activities for resolving organizational problems or exploiting new
business opportunities. It helps to establish career development mechanism and
assesses learning needs so that both the growth potential of employees as well
as the organization is released. Human
resource management policies helps managers to anticipate the future and
resolve how to deal with it rather than being reactive policies help human
resource managers to be proactive.
Without a human resource policy, there is often a
failure to assign specified management responsibility for the various human
resource management functions. A lack of policy direction leads to human
resource management function that are short- term, Adhoc, haphazard and sometimes
irrelevant, unorganized and resulting in proper response to external
environment.
2.6.2
Building Supportive Internal and External Relations
Maintaining relations is a key element in responding
to labor union and employees grievances. It sometimes receives too little
attention for it is not quantifiable and there is no direct relationship
between it and the productivity of human resource management department. When
seeking to maintain supportive relations, the human resource manager must avoid
the hard- sell approach. Over projection is likely to have the negative effects
of adverse reaction as well as resistance from the target group.
Maintaining relations involves both internal and
external contact. Internally, there are supervisors, the union and different
site personnel, special groups which could be both formal and informal. There
are also numerous groups outside or external to the organization, with whom the
human resource manger should maintain relation. These groups include other
firms, labour unions, political organizations, government appointed committees
etc. the major purpose here are, on one side, to keep oneself posted on what is
happening outside the organization relating to human resource management, and
on the other hand, to keep informed as to what is going on within ones
organization. By maintaining good external relation, the human resource manger
cannot only keep him own self updated on the latest development and innovation
in the field, but also for warn his enterprise of future challenges and
opportunities.
2.6.3 Top
Management Commitment
Human resource management efforts are not likely to
succeed unless top management is highly committed, nor can it respond and adapt
to external forces if top management does not corporate? The chief executive
could have a high degree of commitment to human resource management and should
be willing to communicate it to employees. Investment in developing people is
not likely to give short-term, dramatic results. This is because both managers
and workers require time to acquire new competencies especially managerial,
human and conceptual skills. However, excellent human resource management
system one may evolve, higher order competencies such as initiative, dynamic
leadership or organizing ability develop only over a period of years. Such
competencies if developed help position and stationed the organization against
any adverse external forces.
2.6.4 Clear definition of human resource department
The responsibility of the human resource management department
must be clearly defined as to the maximization of cooperate profit through the better
management utilization of people. The key issues are time, money and
adaptability. The human resource function must concentrate on ways to make
people more productive- especially on ways to improve the employee job skill,
their motivation, quality of their work life and their adaptability to the
environmental conditions. The human resource management function must not be
diluted by saddling the HR department with unrelated responsibilities such as
public relations or stress.
Summarily, HR function must be allowed to concentrate
on people-related business issue involving productivity and cost containment.
2.7 UTILIZATION OF HUMAN RESOURCES IN
ORGANISATION
Human resource aim at obtaining and
retaining people for the most effective role performance. Policies of
recruitment, selection, training and allocation are designed to get the best
performance of people. Management has an obligation to adapt policies and
proactive measures which insure organizational effectiveness and as such
provides for the fulfillment of, at least minimum need for security,
maintenance of self esteem and opportunity to grow and develop, which are the
needs an individual brings with him to an organization and expects to fulfill
(Eze 1995).
The allocation and effective
utilization of human resources according to Nwagbo (1999) may also be pursued
through two strategies which are fundamentally different and are based on different
assumptions:
·
One
strategy put its emphasis on selecting the right person and fitting him to the
job. This strategy goes through the functions of recruiting, selecting,
training and allocating people to jobs. The main point here is that the job is
considered a constant while the human being is considered the variable one, the
attempt here is to find those people who already fit organizational
requirements or at least be trained to fit them.
·
The
other strategy emphasis on redesigning the job and its physical environment to
fit the limitations and capacities of the human beings. The human being here is
considered a constant while the job a variable.
Human
resource are also utilized through authority influence and psychological
contract; this implies that the individual has a variety of expectations of the
organization and that the organization has a variety of expectation of him. The
organization according to Ikeagwu (1992) implements the contract through the
concept of authority. When an individual decides to join an organization, he
commits himself to accepting the authority system of the organization. He or
she must be ready to obey the dictates of some other persons or some written
directives or rules and to curb his own limitations, even if they are contrary
to the dictates. Authority implies the willingness on the part of a subordinate
to obey because he consents, grants to the person in authority the right to
dictate to him.
The worker implements the psychological
contract through his perception that he can influence the organization or his
own immediate situation sufficiently to ensure that he will not be taken
advantage of. He also thinks that he can affect the authority directly and can
change his situation in the organisation.Thus the organization enforces its
view of the contract through authority while the employee enforces it through
upward influence.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This chapter gives account of the methods and
procedures to be adopted in gathering and analyzing relevant data for this
study. The research design to be used by the researcher, the population, sample
size and sampling techniques, instrument for data collection and data analysis
techniques will all be explained in this chapter.
3.2 RESEARCH
DESIGN
The study will adopt a survey type of design. The
survey approach studies a given population of the study and data will be
generated from the respondents through structured questionnaires and
interviews. Secondary source of data shall also be employed in collecting data.
3.3
AREA OF THE STUDY
The area of this study shall be the parastatals in
Ebonyi State which is the macro scope of the title, with a particular focus on
EBBC ( the microscope). Ebonyi state has more than 15 parastatals and EBBC is
one of them.
3.4
POPULATION OF THE STUDY
The population of this study covers all
the staff of EBBC, Abakaliki.
3.5 SAMPLE AND SAMPLING PROCEDURE
In trying to make good prediction of
the population, we shall use random sampling techniques in the determination of
the sample size. The use of random sampling techniques is to enable us give
every member of the population an equal chance of been selected. This is
necessary because it is impossible to get the opinion of all the elements in
population. Since the numbers of employees of EBBC are not known, we shall
adopt Pearson Product Moment correlation Coefficient Formula in determining the
sample size.
3.6 SOURCES
OF DATA/INSTRUMENTS
Both primary and secondary sources of data
will be employed.
Instrumentation:
A set of instrument will be used in data collection and it shall include;
structured questionnaire, using likert 5-point scale and personal structured
interview. Thus 18 - 20 questions may be structured and administered to the
sample population of the respondents.
3.7 VALIDITY AND RELIABILITY OF
INSTRUMENTS
The
questionnaire will be subjected to validity test before it will be used finally
for this study. The objective of the study, statement of the problem and the
questionnaire will be given to human resource management experts to (e.g.) the
supervisor and others to establish their validity. Their individual comments
and suggestions will help in the modification of the questionnaire. To
establishes the reliability of the questionnaire, a pilot study using
test-retest approach will be adopted.
3.8 DATA ANALYSIS TECHNIQUES
In analyzing the data to be collected, the researcher will
adopt a statistical technique of pearson product moment correlation coefficient
to determine the impact of environment on human resource management in EBBC, Abakaliki.
REFERENCES
Akpala Agwu (1990) Management: An Introduction and the
Nigerian Perspective, Enugu:
Department of Management, Faculty of Business Administration.
University of Nigeria, Enugu,Campus.
Ama A. Udu, and
Okafor L. C, (2002) Essentials of Business Management 1st Edition; Wap Publishers, Enugu. And 3rd
Edition (2012), Published by Ryce
Kerex Publishers, 25 Ogunbiyi Lane, Ogui-Enugu, Nigeria.
Amstrong Michael. (2001) Strategic Human Resource
Management, Koga, Page, London.
Bhaskar Chatterjee ( 2005) Human Resource Management,
New Delhi,
Japan Sterling Publishing Ltd.
Drucker P.F. (1969) Age of Discontinuity New York: Harper
and Row publishers
Ebonyi State Broadcasting Coperation, Official Gazzet
(2011).
Enudu T. O ( 1999) Introduction to Business Management,
Enugu: New Generation Books.
Eze F. C (2006) Human Resource Management: The key
component, De Verge Agencies Publication, No 9 College
Road, Ogui New Layout, Enugu.
Eze, J, A. ( 1999), Fundamentals of Small Business
Management. Enugu : Glance Ventures
Eze and Anikpo (1984), Human Resource Management in Africa,
problems and solutions, Lagos zomex
press. .
Federico and Francisco Polese; (2009) Universities of Napoli
and Cassano, Departments of Business Economics and Enterprises, Environment and management.
Flippo B Edwin ( 1980), Personnel management; New York,
Mcgraw-Hill
Inc.
Fremont E. K. and James E. R. (1985) Organization and
Management, U.S.A, Mcgraw-Hill Inc
Gareth R.D. and M.C. Charge (1998) Contemporary Management,
U.S.A. Thompson Publishing.
Hellriegel D; Jackson and Slocum ( 1999) Management, Thomson
publishing, U.S.A.
Ikeagwu E. K.( 1992) lecture Notes on Personnel Management,
Faculty of Business Administration,
University of Nigeria, Enugu Campus.
Ile, Norbert M.
(2010), comparative and international management,2nd edition: published by bencelia ventures 2-4-6-8
ishaigu street, uwani- enugu, Nigeria.
Ile, Norbert M
(2011), Management and Organizational Theory and Practice, 2nd Edition: Published By
Vougasen Ltd, 31 Kenyetta Street, Uwani, Enugu.
Nigeria.
Imaga E. U. L. (2003) Theory and Practice of Production and
Operations Management, 2nd
Edition; Ryce Kerex Publishers, 56 moor house/Deston
street Ogui, Enugu-Nigeria.
Kotler Philips (1980) Principles of marketing, Engle Wood Chiff:
Prentice Hall.
Laurie J. M.( 2005), Management and Organizational Behavior,
England: Prentice Hall.
Mondy R. W and Noe 111 R. M (1984) Personnel: The Management
of Human Resource, Allyu and Bacon
In, Boston
Moorehead and Griffin R. W. (1995) Organizational Behaviour,
Boston U.S.A, Houghton Miffin Company.
Noorasiah Suleiman (2012) “ Productivity Improvement in the
Utilization of Domestic and
Imported Inputs in Resource and non-Based Industries, 1983-2005”Iinternational Journal of Management Studies, Vol.19,
No1. Faculty of Economics and
Management, University of Kebangaasan Malaysia.
Nwagbo E. ( 1995) Human Resource in Africa, Problems and
Solution, Lagos, Zomex Press.
Onuora, B. C. (1991), Fundamentals of Business Management in
Nigeria: Aba: Unique Printing and Publishing Company Ltd.
As Honby (2002), Oxford Advanced Learners Dictionary, Six
Edition: Oxford, University Press.
Oxford Dictionary of Business (1996) ( www.oxfordictionary.com)
Unamka P.C. and Ewurum U.J.F (1995) Business Administration,
Precision Printers and Publishers, 15 Ochumba Close, Achara Layout, P.
O. Box 8352, Enugu.
www.systemstheoryapproachtomanagement.com. For von
berthalaffy, (1956).