Post on 21-Nov-2014
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A RESEARCH PROPOSAL
THE IMPACT OF SUSTAINABLE HUMAN
RESOURCE MANAGEMENT ON
ORGANISATIONAL GROWTH
BY
JEROME NYAMEH
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INTRODUCTION
BACKGROUND OF THE STUDY
Sustainable development is a now evolving approach that promotes the
use of human, natural and financial resources to improve the economy,
the environment, and society in an integrated way for the benefit of
current and future generations.
The concept is a global policy theme, widely use since 1987 when the
United Nations World Commission on Environment and development
(the Brundtland Commissioner) defined sustainable development as
"development that meets the needs of the present without compromising
the ability of future generations to meet their own needs."
Human Resources Management (HRM) is the function within an
organization that focuses on recruitment of, Management and providing
direction for the people who work in the organization.
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.
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Human resource is a term with which many organizations describes the
Combination of traditionally administrative personnel functions with
performance management, employee relations and resource planning.
Sustainable human resource management therefore is the
establishment and execution of policies, programmed and procedures
that can influence capability loyalty and performance of an individual in
an organization, this procedure an policies shape and mould an
individual in the following capacity:
Recruitment Strategy planning
Hiring Processes (recruitment)
Selection
Training and Development
Performance Evaluation and Management
Promotions
Redundancy
Industrial and Employee Relations
Record Keeping of all Personnel data
Compensation, pensions, bonuses etc. in liaison with payroll
Confidential advice to internal ‘Customers’ in relation to Modern
analysis. When the aforementioned is judiciously observed by an
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organization, sustainable human resource management is said to
have being adopted. Tende (2006).
An organization is effective when the measuring for success (the
organization and business team within the organization), shows that the
customer's needs for success are being met and that the demonstrated
success is greater than the sum of the parts in the organization.
Synergy.
The key issue is the ability of sustainability in human resource
management as it's relate to growth in organization. The yardstick or
basis of growth would clearly be determined by it level of profitability in
term of return on investment, Ekpo (2006)
STATEMENT OF PROBLEM
Frequency of total collapse on investment in the developing countries
resulting from employees inability to perform is creating a lot of fear. This
is as a result of the followings problems:
i. Inability to plan for human resource management
ii. Even when an incentive package and training opportunities were
introduced to serve as motivation, the implementation fails.
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iii. Despite effort to adhere to human resource management principle.
There is lack of technical know how and professionalism in part of
the top management and subordinate.
iv. The absent of technical know-how may result to low productivity in
the part of employees which will lead to collapse on investment.
OBJECTIVE OF THE STUDY
The purpose of this study therefore is to assess sustainable human
resource management and how its would lead to organizational growth
specifically, the study sought to:
i. Establish the basic general problems that necessitated the failure
on investment in the developing countries.
ii. Examine the application of sustainable human resource
management in an organization.
iii. Examine the effect of sustainable resource management in
organization.
iv. Evaluate the extend to which sustainable human resource
management can be enhance growth.
v. Proffer solution to the problem of sustainable human resource
management.
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SIGNIFICANCE OF THE STUDY
It is undisputable to note that sustainable human resource management
is the basic for growth and development in organization. It is significant
in the following ways.
i. The research is to come up with a functional method for human
resource management which it will provide the right kinds of talent
to an organization at a right time, which will result to organizational
growth.
ii. Assess a supply of qualified labour in a timely fashion through
human resource planning.
iii. Provide current understanding of sustainable human resource
management and how it can lead to organizational growth.
iv. Relate the importance of sustainable human resource
management to organizational growth.
HYPOTHESIS
In order to realize the objective of this research work the following
hypothesis were made
Hi Sustainable human resource management is significant to
organizational growth
Ho Sustainable human resource management is not significant to
organizational growth.
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LITERATURE REVIEW INTRODUCTION
Human resources management is a management methodology that
involves the establishment and execution of policies programs and
procedures that influence the performance, capabilities and loyalty of the
employees of an organization through these policies and procedures,
Individuals are attracted retained, motivated and developed to perform
the work of an organization. These policies and procedures help to the
organization in question seek to mold and shape the actions of its'
employees to operate successfully, comply with various public policies,
provide satisfactory quality of employment and improve its position in the
market place through strengthened ability to compete and serve.
As long as there are short falls of expectation between the employed
and the employer in an organizational set up the success of such an
organization could be in problem.
According to Clagly (1998), the management of human resources is one
of the most complex aspects in organizational set up that requires
exercise, that could be compiled in the aspects of experiments and their
application in line with organizational work book if success is to be
achieved in that regard.
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Mathews (1989), on the other hand observed that, the diversity in human
resources market is so complex that except principles of human
resources management in the public service is adopted~ the productivity
of workers in an organization might suffer a shortfall. .Bell (1972)
Schneider and Brown (l993), also observed that human resources
management function is of particular importance in the post industrial
economy system has adopted a critical factor in production and is
shifting from machines and equipment to the "knowledge" of the workers
in manipulating and handling of such machines and equipment (Mc.
Gregor 1991).
Sacheim (l998), however observed that the aspect of human handwriting
analysis in the employment selection has been a vital aspect of human
capability which must be observed more seriously inhuman resources as
they move towards professional in organization setups.
According to Chiavenato (1999), service has replaced production as the
driving force in the economy and the prominent way value is added is
through the expertise of knowledge workers and the ministrations of
service providers. He furthers emphasized that, in systems like this, it
becomes even more important to obtain and the full talents of all
employees in the organization. Thus, the skillful adoption and use of
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human resource management policies becomes a significant level
through which to move and direct the perfonnance of the organization.
Veres, et. al. (2000), noted that human resources management is really
a series of policy choices about how employees are to be treated, paid
and worked. These policies, he emphasized, will in turn impact and
condition the nature of the employment relationship; as different
outcomes in the employee's commitment, competence and cognizance
with organizational goals. Likewise, each policy choice presents the
decision maker with a distinctive cost and benefit alternative.
There he exemplifies those compensation policy choices to pay either at
the low, average, or high end of the labour market have rather dramatic
implications for employee commitment to the organization and for costs
to the employer. A5 such, the functional rational for effective
management of human resources should be to identify and implement
those policies, programmes, and procedure that will Yield the desired
levels of loyalty, skill and direction in the most cost-effective manner
possible.
Stefanowicz (2005), sees human management as the only programme
of its kind that recognizes the importance of aligning the human
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resources executives will have a direct impact on the performance of the
company or organization through the careful management of its talent
portfolio. The programme aids the executives to see how to energize the
business partnership between human resources and the executive team,
in order to strengthen the bottom line.
According to Campbell (1990), essential human resource management
task is to make sure the organization is properly staffed. When done
effectively, the staffing, recruitment and selection process provides a
flow of qualified individuals for filling open positions within the
organization on a timely and effective basis. However, when done
poorly, the staffing process can result in delays, excessive cost, poor
matches between worker skills and job requirements, turn over and legal
challenges. He further emphasizes that planning and controlling the
staffing and selection process is a vital means by which an
organizational productivity can be improved.
Green (1991), in his assertion that the process of matching qualified
applicants with organization jobs is not a single event. Rather this
process can be broken into three, distinct operations. He categorizes
item into: Staffing- which is the umbrella process of filling the
organizations man power needs. Recruiting- the process of attracting
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qualified applicants in sufficient quantify to meet manpower need.
Finally, Selection - is the process of collecting information from
applicants about their qualification so that a hiring decision can be made.
Each function, he emphasized has its own role to play in human
resource management where if it is disregarded it will affect the
organization setup.
According to Coopsr (998), Training is an integral part of human
resources management. He explained that great amount of time are
devoted to how to handle emergency and non emergency condition. One
particular aspect of the training is the development of team work. This is
a learning objective for the worker from the very start.
Gilley (1997), noted that human resource management has it own basis
principles which are dependant on the development goals of an
organization. For these goals to be met, he emphasized that workers in
such organization must be treated with some packages of incentives in
order to be motivated in the same direction of produce the required
results that will benefit the organizations they are working with.
Williams (1999), saw Human resource management as complex: object
which requires a balancing in both sides of the employee and the
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employers. Where this balancing is not maintained in the face of our
changing society, the organization in question could be grounded
instead of progressing.
Bratton (2001), on the other hand observes, human resource
management as a meteoric on the side of the corporate organizations
who have already made it as the norms of human resource management
are usually not maintained while the workers were trying long run end up
being deprived of their gains as long time workers in the organization.
Lane (1990), in his observation, see human. resource management as
an avenue where an organization focuses its plans and objectives to
rebuild its workers by further training in order to increase their
capabilities and capacity to govern; where such staffs are trained for
maximum productivity, the organization in turn receives the output of
skillful-workers at the other end.
Meggision (1972), noted that human resources management is a
personnel remolding point where individual behaviors approach to the
administrative setup of the organization can propel such an individual to
higher position in the organization.
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Ruccucci (2001), observed human resources management in the context
of managing the diverse sectors of organization work forces which also
requires special training and incentives for such an organization to
advance toward its setup goals.
Kapanya (2000), however refers to human resources management as a
set of tactics and strategies employed by organizations to train their
employees toward professionalism which attract the workers to the
organization to give his best through a systematic process of learning
the systematic process of learning the skill, rules, concepts landlord
attitude that result in improved performance in an operating live
environment.
Cappelli (1998), in his observation, he pointed out that human resources
management as a strategy through which emploYment practices and
business strategies are packaged into an employee by his employer in
order to perform skillfully in attainment to the objective goals of the
organization he is employed to serve. Violation of such practices, he
emphasized usually attract some effects on the organization which were
not usually in the interest of the management.
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Budwar et. al (2001), observed that the principles of human resource
management developed in the developed world hardly work in the
developing world. He therefore suggests that the remodeling of some
principles of human resource management for the developing world in
the context of the environment they are to operate.
Sims (2002), stressed that an organization could not sustain itself
without an effective human resources management principles.
Successful organizations are the ones that adopted the most needed
nonus principles of sustainable human resource management, globally.
Turner (2002), in his observation cautions that for an organization to
stand firm in the field of business, its management must adopt the
principles of the fact and the future in order to observe the alternative
line of action to be taken as a corporate organization that needs to
succeed. Where the organization failed to observe the basic human
resource management goals, such organization might hardly succeed.
Jackson and Schuler (1990), observed that the only one way to define
the human resource management function is that it should provide the
right kinds of talent to the organization of the right time. In this context,
assuming a supply of qualified labour in a timely fashion becomes a
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major procedure through which this expectation can be met involves
human resources planning. The fundamental process underlying human
resource planning is a comparison between the organization's human
resources needs and the supply of qualified personnel. This analysis is
projected for some period of time into the future. By comparing human
resources needs with the supply of human resources, future in balances
can be noted and appropriate actions to remedy those problems can be
prescribed. More especially, the human resource planning process can
be organized into four steps or phases, with the first phase which puts
emphasis on the environmental analysis, as it involves identifying the
significant social, demographic, economic and technological trends
taking place in and around the organization. The purpose of this analysis
is to anticipate how the organization must or will change to remain
competitive and successful.
Sibson (1992), recommended that the scanning and recognition process
be conducted annually. From this environmental sensing process, a list
of potential changes, trends and events is compiled. This list of action
should then be evaluated in terms of four criteria.
i. Likelihood of important consequently on the business from
significant to not significant.
ii. Probability of impact from high to low
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iii. The ability of the organization to manage the impact from high to
low
iv. The reliability and validity of identify the event from high to low.
Following this approach, those event that are judged to come from
highly reliable and valid source, that will have significant impact
that will probably occur and that the organization can manage
should become the focus of intense planning and preparation for
the organization.
Clady, (1998), managing human resource is management of
organization growth. This implies that human resource, when properly
and professionally managed would result to positive growth. The growth
of an organization to some extent depends largely on the sustainability
of human resource. According to him, growth is a product of human
resource planning which entitles sustainable policy of human resource
management in an organization the parameter for measuring growth, is
the level of success achieved (profit) human resource, are responsible
for ensuring growth in term of profit I.e. the marketing manager in an
organization ensure, exploring new market to capture the market share,
which may lead to profitability .
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Budivar (2001), when employees' needs are made, they change the
phase of organization. The word "change" have refers to growth.
Employees needs when made, the level of their performance would
increase greatly, that would relate to increase in return on investment.
Every business is built on the ground that it would attain the level of
profitability apex the apex result to competitiveness in organization
manager are left with no option but to strive for, and attempt at all times
to reached the apex.
Ubeku (1975), Says assuring a supply of qualified labour in a timely
fashion through human resource panning. Result to success.
Organization fail to achieved growth when its fail to supply a right kind of
talent at a right time on the right job. This implies job specification i.e.
when finance manager is assigned to head production unit instead of
production manager.
The organization would suffer as a result of misplacement of technical
priority. It is believes that when you want things done well as a manager,
do it your self. If it is confused you delegates. It means doing what you
know best may command success qualified human resource placed at a
right time and a right job may account for success.
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Calhood (1967), says "if we think of training as acquiring specific skills
and knowledge related to job, management at all level has important
decision to make" organization are characterized by specific activities
which are identified with such activities formed the core basic for
achieving result. This result served as process of growth and
development. Knowledge and skill of a labour force must relate to the
kind of job, the organization carry on. This balance in the skill and
knowledge of the job navigate success.
Agbato (1980), says "business growth in an organization is mostly
determined by it the kind of talent assembled and materials at work
place" when all aspect of human resource that formed the division of
labour in an organization is managed properly in accordance to
sustainable human resource management.
Principles, direct rapid growth that meet the organization objectivity
which aim to captured within a specify period. Growth is considered
achieved when it's realized within the said time assigned i.e. monthly,
quarterly, annually. When it exceeds the attached period is expected
such growth is mostly overtaken by events.
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McCain (2004), says "the objectivity of human resources is to maximize
the return on investment from the organizations human capital and
minimized financial risk" it is the responsibility of human resource
manager to conduct these activities in an effective. Legal, fair and
consistent, the consistency represents the sustainability of human
resource management.
Effiong (1995), says "maximization of profit could only be realized
through enhance productivity efficient work force is vital tools "it means
to say that maximization of profit through enhanced productivity are
yardstick for measuring growth in an organization which can only be
achieved by having efficient workforce.
Baker (1990), note that the application of sustainable human resource
management in an organization is in theory, coming to see the principle
in practice is unobtainable.
Handy (1993), believe that the effects of sustainable human resource
management is when employee performance are recognized and
rewarded on time. To create feelings of approval, taking active interest in
their problems and praise them.
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Austine (1985) stated that trust people and treat them like adults.
Enthuse then by lively imaginative leadership. Develop and demonstrate
an obsession for quality makes them feel they own the business and
your work force will response with total commitment.
2.2 SUMMARY OF LITERATURE REVIEW
The purpose of the research work is to minimize rate of collapsed on
investment, bring into sharper focused the relevance of sustainable
human resource management as a wheel for organizational growth.
The perspective of personnel development in organization which is
concerned with how to utilize human talent capacity and skill in an
organizational setting for the benefit of the organization.
This review is considered very relevant because organizational
stagnation and collapsed emanated from inabilities to sustained the
principles and procedure of human resource management, this restricted
growth in an organization.
The success of an organization partly depends on human resource who
works to achieve organizational growth and profitability, efficiency and
effectiveness.
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Any organization that lays little or no emphasis on human resource
management encourages organizational setback.
METHODOLOGY
The research design to be used is the descriptive approach. This type of
research presents facts concerning the nature and status of a situation,
as it exists at the time of the study (Creswell, 1994). This also believes
that the relationships and practices that exist, beliefs and processes that
are ongoing, effects that are being felt, or trends that are developing.
(Best, 1970) Furthermore, such approach tries to describe present
conditions, events or systems based on the impressions or reactions of
the respondents of the research (Creswell, 1994).
Quantitative approach will be used in collecting data. Quantitative
method is compatible with the study because it allows the research
problem to be conducted in a very specific and set terms (Frankfort-
Nachmias and Nachmias, 1992). Besides, a quantitative research plainly
and distinctively specifies both the independent and the dependent
variables under investigation (Matveev, 2002). It also follows resolutely
the original set of research goals, arriving at more objective conclusions,
testing hypothesis, determining the issues of causality and eliminates or
minimises subjectivity of judgment (Kealey and Protheroe, 1996).
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Further, this method allows for longitudinal measures of subsequent
performance of research subjects (Matveev, 2002). Finally, it provides
achieving high levels of reliability of gathered data due to i.e. controlled
observations, mass surveys, or other form of research manipulations
(Balsley, 1970).
Data CollectionThe data for the study will be collected through survey. Survey is the
chosen method to collect data because its function is to generalize
results from a sample to a larger population. (Commonwealth of
Learning, 2000) The primary purpose and advantage of surveys is
generalization of the results (Commonwealth of Learning, 2000).
Usually, surveys are interested in gathering data from many than in
obtaining intensive, detailed information from a few individuals;
therefore, it is seldom for a survey to consist of one or very few
individuals (Commonwealth of Learning, 2000). Consequently, in
designing a survey research study, one has to take into consideration
the sample and the sampling procedure: the sample size should be
adequate to allow generalization of the results, and the sampling
procedure should also be such that small sub-groups within the
population (such as supporting staff) are properly represented in the
sample (Commonwealth of Learning, 2000). This is because errors in
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sampling procedures may not justify generalization of the results, thus
lowering the value of the survey (Commonwealth of Learning, 2000).
A semi-structured questionnaire will be used to collect data. This
survey-questionnaire will have two sections. The first part will intend to
acquire the demographic profile of the respondents, while the other
section will contain a set of attitude statements. The purpose of the set
of attitude statements is to determine the level of agreement or
disagreement using a five-point Likert scale. In the Likert technique, the
degree of agreement or disagreement) is given a numerical value
ranging from one to five, thus a total numerical value can be calculated
from all the responses. (Underwood, 2004) The equivalent weights for
the answers will be:
Range Interpretation
4.50 – 5.00 Strongly Disagree
3.50 – 4.00 Disagree
2.50 – 3.49 Uncertain
1.50 – 2.49 Agree
0.00 – 1.49 Strongly Agree
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Sampling
The respondents to be surveyed are human resource(employees) that
have served for more than five years in the selected organization under
study. Potential respondents will be first chosen from selected
organisation, and then emails will be sent for their approval on the
survey. Questionnaires will also be submitted through emails and will
also be returned to the researcher through emails.
Then, the actual sample size will be calculated with the following
formula:
nª = n X 100re%
In the formula, nª is the actual sample size required; n is the minimum
sample size, and; re% is the estimated response rate expressed as a
percentage.
Systematic sampling will be used to calculate the valid number of
respondents needed. A probability sampling approach will be chosen to
avoid the bias of non-probability sampling.
Data Analysis
Data will be analyzed through percentage and mean analysis. other
related software will be used to compute the data gathered. Determining
the mean and percentage on the level of response of the respondents on
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the items in the Likert-type questionnaire will statistically show the
relationship between sustainable human resource management and
organizational growth, and what poor performance of the HRM
expatriate can result to.
Limitations
The study is limited only to organization in the developing countries.
However, persuading companies to participate in the study may be
difficult because it will involve setting up appointments with the
managers of the company.
Another potential limitation of the study is that respondents may not take
the questionnaires seriously since it is only structured; meaning answer
choices are already provided. So, in order to promote participation
among respondents, the study's purpose will be clearly explained on the
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