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THE IMPACT OF EMPLOYEE RESOURCING ON ORGANIZATIONAL PERFORMANCE

(A study of Somolu Local Government)

Awesu, Oluwafemi Ganiu (BSc., NCE)Department of Industrial Relations and Personnel Management

University of Lagos, Lagos, NigeriaE-mail: [email protected]

ABSTRACTThis study examines the impact of Employee Resourcing on organizational performance. The study adopted a survey research design, with the aid of a triangulation approach; a quantitative, 17-item, structured instrument called the Employee Resourcing Instrument (ERI), and qualitative instrument with 5-item. The participants of the study include all employees of Somolu Local Government (SLG) and community residents who might have inhabited in the area for at least five years. The employee resourcing is the independent variable while organizational performance is the dependent variable of the study. The data collected were analysed using Mean, Standard Deviation, and Chi-Square. The results of the analyses showed that employee resourcing has a significant impact on organizational performance (p <0 .05). Results revealed that Human Resource Planning (HRP) have a statistical significance impact on the organizational performance (p <0 .05). Lastly, the Chi-square analysis result also showed a statistically significant impact of recruitment, selection and placement on organizational performance (p <0 .05). These analyses revealed that employee resourcing strategies have an impact in influencing an organizational performance. Irrespective of this, based on the interview conducted, respondents’ opinions projected SLG’s employee resourcing as a mere lip service. It is therefore recommended that employee resourcing should be to acquire, retain and to motivate employees with the right skills, knowledge and abilities, qualities, competencies, personality, emotional stability, and intelligence of prospective employees. And not factors such as sex, ethnic group affiliation, influential affiliation, religion, etc. should determine who to be strategically resourced.

Keywords: employee resourcing, employee resourcing strategies, organizational performance.

1How to reference this material:Awesu Oluwafemi G. (2014). The impact of Employee Resourcing on Organizational Performance – A case study of Somolu Local Government, Lagos State. Research Project. Available at: www.fednetnigeria.wordpress.com

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CHAPTER ONEINTRODUCTION

1.0 PREAMBLEUnder this chapter, the researcher will discuss the followings; Background to the Study, Statement of Problem, Aim and Objectives of the Study, Research Questions, Research Hypotheses, Significance of the Study, Scope of the Study, and Definition of Terms.

1.1 BACKGROUND TO THE STUDYThe people who make up an organization -human resources- are considered to be one of the most important resources of today’s firms. People and how they are managed are becoming more important because many other sources of competitive success are less powerful than they used to. Recognizing that the basis for competitive advantage has changed is essential to develop a different frame of reference for considering issues of Employee Resourcing (ER). Traditional approach of success such as product and process technology, protected markets, economies of scale, etc. can still provide competitive leverage but an organization’s human resources are more vital for its sustainability (Pfeffer, 1995).Employee Resourcing (ER) aims to ensure that the organization obtains and retains the skilled, committed and well-motivated workforce it needs. This means taking steps to assess and satisfy future employees’ needs and to enhance and develop the inherent capacities of people – their contributions, potential and employability – by providing learning and continuous development opportunities. It involves the operation of recruitment and selection, retention strategy, performance management, talent management, career management, succession planning, as well as welcoming people to the

organization and, if there is no alternative, releasing them.Human beings are the most active and the most difficult organization resources to manage because they have different ideologies, social, economic and psychological needs. It is therefore important for organizations to harmonize its needs for the overall benefit and growth of the organization.

Organizations are becoming aware that successful ER strategies and practices may increase performance in different areas such as productivity, quality and financial performance. Human resources are a significant organizational asset if properly used and managed. The application of appropriate strategies for the development of human resources can lead to improvement of corporate performance both in the short and long term.The existence of government carries responsibilities of not only maintaining law and order, but also ensuring that life and living is made comfortable for the majority of citizens in a country. In discharging these equalization functions, a number of structures and institutional factors often combine to define and chart a fairly extensive and complex role for government. This is the reason every government is ever compelled to employ the best “Resource-Based View” (people) available so that, that symbiotic relationship of social contract between government and the governed is maintained (Armstrong, 2009, p. 480).Performance in the Nigerian public organizations have suffered serious decline as researchers have shown that productivity has not really improved even with the enormous human resources at their disposition, hence the assertion that the importance of employee resourcing cannot be relegated to the background as organizations’ greatest asset is a well-planned and managed human resources implies that adequate plan must be put in place for those resources to engender organizational



performance vis-à-vis the effective management of the workforce. It has been observed that personal influence and management arbitrariness are coming in the way of genuine employee resourcing strategy, therefore, it should be noted that a virtuous and holistic ER and its components must be overhauled for any organization to remain competitive, effective and buoyant.Researchers and scholars (Ngui, Elegwa & Hazel, 2014) argued that excellent management of people is crucial to maintain a foothold in the market. This is the basic reason for Hitt, Ireland and Hoskisson (2001) to assert that people should be placed in positions that fit them best, as the failure to properly allocate employees would result in forfeiture of the company’s competitive position. Consequently, Armstrong (2009) viewed human resources as a significant organizational asset if properly used and managed. Employee resourcing is an important function HRM in an organization, whose aims and objectives is to attract candidates, to retain the best employees and to motivate them. Perhaps if organizations were able to recruit and hire the best qualified employees, there is the possibility that the performance and competitive advantage of these organizations will improve. The argument here is that, for how long could the performance and competitive advantage of these organizations be sustained? For an organization to obtain and keep the people it needs and employs them efficiently and effectively in order to enhance its performance, the following questions need to be reviewed:

a. How to obtain quality personnel needed in an organization?

b. What strategy should be adopted to acquire and retain those most suitable employees needed by the organization?

c. How can employee resourcing meet the challenges of obtaining and retaining, as well as improving organisational performance (OP) in order to achieve competitive advantage?

d. How can the performance and competitive advantage be improved, maintained and sustained overtime?

Inadequacy of employee resourcing is one of the reasons most organizations today are facing a chaotic situation as they do not at onset plan their workforce, neither do they have any systematic HRM programme that put the organization goals first. The decay in the public organizations is evident as the level of frustration is equally high; and the “marketplace” trend of organization is becoming a reality (Goetz, 1989). The cause of this unfortunate development is primarily a lack of effective ER strategies. Therefore, the public organization has to grow beyond that level of primordial sentiments in the making and implementation of irrational employee resourcing, if she really wants to achieve success in governance, administration and increased performances. With the researcher prescriptions underlying the foundation for this research, it is posited that for government to operate the most efficient administrative organization that would be beneficial to all, her employee resourcing into the civil service should be unfettered. It should also be capable of absorbing, attracting and retaining the best qualified, talented, technically competent, disciplined and committed personnel that would in turn improve performance and as well as helping government to achieve the goals of good governance and administration.

1.2 STATEMENT OF THE PROBLEMBusiness environment is characterized by exceptional, matchless, and largely unpredictable change, where competitiveness has become a major concern. Under such circumstances, organizations stumble, and sometimes fall, because the rate of change in their external environments simply outpaces their organizational competence to keep pace (Ashkenas, Ulrich, Jick & Kerr, 1995). Recognizing the challenges, many organizations make fundamental changes in their basic



bureaucracies of their ER strategy in attempts to enhance performance. Though, most organizations have the belief that, recruiting and selecting or hiring the best and qualified employees will guarantee organization’s performance as claimed by some researchers and authors (Hornsby & Kuratko, 2003; Williamson, Cable, & Aldrich, 2002; Williamson, 2000). But the big question is: For how long could adoption of one component of ER (e.g. recruitment and selection) improve and sustain organizational performance? Therefore, there must be a continuous drive (motivation) to sustain the performance and competitive advantage of organization. This can be linked to the Needs Theory by Maslow A. (1970); Adams S. (1965) Equity Theory and the Two-Factor Theory by Herzberg et. al., (1999) provides theoretical background to the study.It is observed that large number of unemployed qualified employees as well as untrained, underdeveloped and underperformed employees had been left unexamined due to ineffective ER, thus allowing the employers of labour to exploiting the situation and embarking on either cheap or biased employee resourcing strategies.The problems of how to resource employees, what criteria to adopt in employee resourcing and enhancing and sustaining performance of both employees and organization afloat, forms a major challenging burden on any organization.The purpose of employee resourcing should be to acquire and retain employees with the right skills, knowledge and abilities, qualities, competencies, personality, emotional stability, intelligence, etc of prospective employees. And not factors such as sex, ethnic group affiliation, influential affiliation, religion, etc. should determine who to be strategically resourced. It is said that for employees to be employed and retained in most government organizations, it depends on influential persons known by the applicant. Consequently, this result to inability to perform effectively and efficiently, thus leading to underperformance, wastage or release of such employee from the organization after

which the organization might have spent a lot in acquiring such employee(s). The organization will not survive the economic challenges, competitiveness, environmental factors because they lack potential personnel that could easily adapt to any competitive business environment. It is therefore necessary to outline a systematic procedures or bundling process of ER (which includes HRP, recruitment, selection and placement, induction and orientation programmes, reward management, retention strategy, performance management, talent management, career management, succession planning, cessation of services etc) in order to ensure organizational performance. Therefore, this research is to study the impact of employee resourcing on organizational performance.

1.3 AIM AND OBJECTIVES OF THE STUDY

The aim of this research is to examine the impact of employee resourcing on organizational performance. More specifically, the objectives of this study are to:

i. Assess the impact of HRP on organization performance.

ii. Assess the impact of recruitment and selection on organization performance

1.4 RESEARCH QUESTIONSIn view of the problems and in order to achieve the aim and objectives highlighted in this research, the following basic research questions are raised:

i. Does employee resourcing have an impact on organization performance?

ii. Is there a significant impact of HRP on organization performance?

iii. Do recruitment, selection and placement have any impact on organization performance?

1.5 RESEARCH HYPOTHESESThe research work sets out to test the following null hypotheses:Ho1: Employee resourcing will have no

significant impact on organizational performance.



Ho2: There is will be no significant impact of HRP on organizational performance.

Ho3: Recruitment, selection and placement will have no significant impact on organizational performance.

1.6 SIGNIFICANCE OF THE STUDYThe fundamental nature of this study is to envisage the importance of employee resourcing strategies to organizations and its impact on organizational performance. The study is very significant because it will add as a reference in order to fill the gap of existing literatures in this field. Also it will afford government organizations; in particular Somolu Local Government (SLG) as well as private organizations the opportunity to identify the benefits and challenges facing ER and to find lasting solutions.

1.7 SCOPE OF THE STUDYThe scope of this study is that it only covers the Somolu Local Government Headquarter which is located at No. 3, Durosimi street, Shomolu, Lagos, its Area Office at Bajulaiye and the community where it is located, which include residents who might have inhabited the vicinity for at least five years. The study is intended to envelop the employee resourcing and how it affects individual workers and management as well as the overall performance of the organization. The present study will also discuss some major strategies of employee resourcing, such as HRP, Recruitment, Selection and Placement, Performance Management and Performance Appraisal, Career Management and Talent Management, and as well as Introduction to the Organization; but only two strategies (HRP and Recruitment, Selection and Placement) will be included in the hypothesis test to be conducted, so as to circumscribe the research within a manageable limit.

1.8 DEFINITION OF TERMSi. Employee Resourcing: This is concerned

with the range of strategies and approaches used by organizations in

resourcing their workforce in such a way to enable them meet company key goals and objectives.

ii. Performance: This refers to ability of an enterprise to achieve such objectives as high profit, quality product, large market share, good financial results, and survival at pre-determined time using relevant strategy for action.

iii. Resource-Based View: The resource-based view used in this study referred to as people or employees or firm’s human resources that could provide a potential source of sustainable competitive advantage.

iv. Bundling Resourcing Strategies: These are combination of strategies or any means available to meet the needs of the firms for certain skills and behaviours.

v. Competitive Advantage: This is an advantage that puts an organization in a favourable position or edge over its competitors.

vi. Sustainability: Sustainability refers to the ability of organizations to maintain the competitive advantage it has over its competitors.

vii. Human Resource Planning: HRP is the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements.



REFERENCESAdams, J. S. (1965). Inequity in social exchange.

In L. Berkowitz (Ed.). Advances in experimental social psychology (267–299). New York: Academic Press.

Armstrong, M. (2009). Armstrong’s handbook of human resource management. (11th ed.) pp. 480. Kogan Page Limited.

Ashkenas, R., Ulrich D., Jick, T. & Kerr, S. (1995). The boundaryless organization: Breaking the chains of organizational structure. Jossey-Bass

Goetz, B. E. (1989). Management planning and control. New York: McGraw Hill Book Company.

Herzberg, F., Mausner, B., & Snyderman, B. (1999). The motivation to work. New York: Wiley.

Hitt, M. A., Ireland, R. D., & Hoskin, R. E. (2001). Strategic management competitiveness and globalization, (4th Ed.). Boston: South Western College Publishing.

Hornsby, J. S., & Kuratko, D. F. (2003). “Human resource management in U.S small business: A replication and extension”. Journal of Development Entrepreneurship, Vol. 8 (1), 73 -92.

Jeffrey, Pfeffer (1995). Competitive advantage through people: Unleashing the power of the work force. Revised edition, Uk: Havard Business School Press.

Maslow, A. (1970). Motivation and personality. New York: Harper & Row.

Ngui, T. K., Elegwa, M. & Hazel, G. G. (2014). Effect of employee resourcing strategies on the performance of commercial banks in Kenya. International Journal of Education and Research. vol. 2, no. 1

Williamson, I. O. (2000). “Employer legitimacy and recruitment success in small

businesses.” Entrepreneurship Theory and Practice, Vol. 25 (1), 27-43.

Williamson, I. O., Cable, D. M. & Aldrich, H. E. (2002). “Smaller but not necessarily weaker: How small businesses can overcome barriers to recruitment” In Katz, A. & Welbourne, T. M. (Eds.) Managing people in entrepreneurial organisations: Learning from the merger of entrepreneurship and human resource management, 83-106. Amsterdam, JAI Press.



CHAPTER TWOLITERATURE REVIEW

2.0 PREAMBLEIn order to place this work in context and attain the purpose of the study, it is important to review existing literatures on link to previous research on the subject area and some concepts that are of relevance to the study. This study examines the impact of ER on organizational performance to determine its effectiveness and importance as a holistic approach for competitive advantage and sustainability of organizational performance.2.1 CONCEPTUAL FRAMEWORK The attempt to develop a conceptual framework in terms of which the impact of ER could be defined and described resulted from the belief that ER will legitimately claim relevance and importance if it could be demonstrated that it has a valuable role to play and meaningful contributions to make within each of the areas of organizational performance that are widely perceived to be crucial to organizational success and survival.In this context conceptualization implies both specifying of dimensions of a concept or notion, and the identification of different indicators thereof (Babbie & Mouton, 2001). This process is intended to clarify and explain the vague mental images of the concepts and create a generic idea or set of collective characteristics that would define the specific concept or notion (Hair, Babin, Money & Samuel, 2003; Mouton, 1996; Rossouw, 2000). In this way a common meaning and understanding of concepts (Employee Resourcing, its components and organizational performance and other variables related to this thesis) could hopefully be established.The researcher, in contextualizing the framework of this study, will explore and

discuss what is and those variables that constitute ER, their implications and impact of on OP.

2.2 EMPLOYEE RESOURCING (ER)Employee Resourcing (ER) or what is now termed by the Chartered Institute for Personnel and Development (CIPD, 2004) in the UK, People Resourcing, as many people who carry out work for organisations are no longer employees. ER is a very wide area of study, it is also referred to People Resourcing Strategy or Resourcing Strategy or Human Resourcing (Armstrong, 3rd Ed. 2006; 10th Ed. 2006; 11th Ed. 2009 & 2010). ER is concerned with the range of methods and approaches used by organizations in resourcing their workforce in such a way to enable them meet company key goals and objectives. It therefore involves staffing (i.e. recruitment, selection, retention and dismissal), performance (i.e. appraisal and management), administration (policy development, procedural development, documentation) and change management. Every organizations both public and private, strives to employ the best quality employees and do whatever means necessary to keep or retain them as long as possible. This view is related to what Armstrong described as Bundling Resourcing Strategies and Activities (ibid.).

2.3 EMPLOYEE RESOURCING STRATEGIES

For any organization to ensure that it achieve competitive advantage over its rivals, there are certain strategies or components of ER needed to be put in place. The major components include but not limited to the followings: Human Resource Planning, Recruitment and Selection, Retention Strategy, Talent Management, Career Management, Succession Planning, Introduction to the organization, etc.ER therefore has to do with the process of recruiting, selecting and retaining the people an organization needed and employs them



productively and effectively (Armstrong, 2009, p. 480). It is also about those aspects of employment practice that are concerned with welcoming people to the organization and, if there is no alternative, releasing them (ibid.). This simply means that ER is not just about recruitment and selection. It is concerned with any means available to meet the needs of the firm for certain skills and behaviours. A strategy to enlarge the skill base may start with recruitment and selection but would also extend into other variables of employee resourcing in order to enhance skill, modify behaviours and for the acquisition of extra skills (ibid. p.483)Human resources are a significant organizational asset if properly used and managed. The application of appropriate strategies for the development of human resources can lead to improvement of corporate performance both in the short and long term. The strategies include:

a. Human Resource Planningb. Recruitment, Selection and Placementc. Introduction to the organizationd. Training, Learning and Developmente. Retention Strategyf. Performance Management and

Performance Appraisalg. Talent Managementh. Career Managementi. Succession Planningj. Flexibility Strategy

The researcher will briefly explain few major components of ER, as mentioned earlier. They are explained as follows:

2.3.1 HUMAN RESOURE PLANNINGThe analysis of workforce needs, the demand for labour, and forecasts of internal and external supply remain important for organizations seeking to assess their HR requirements and make ER plans and decisions. Indeed, renewed skills and shortages, scenario planning approaches, and the increased importance of knowledge and talent management have led to renewed interest in contemporary HRP. Such analyses can also be carried out at the sectoral level (e.g. the creative and cultural industries

sector) as well as at the organizational level, where they may play a key role in regional economic strategies and in regional economic development. HRP is the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements, as defined by Bulla and Scott (1994; cited in Armstrong, 2009). To Reilly (2003; cited in Armstrong, 2009) HRP is also referred to as workforce planning. He defined HRP as the process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand. Turnover, though potentially beneficial to organizations in some contexts, can be costly to organizations, with many direct and indirect costs associated with it. High levels of turnover can point to a range of motivational and other problems, and suggest changes to recruitment and selection, career management, training, participation and involvement and pay policies. However, the popular exit interview with leavers may not give a full picture of the reasons for turnover, as employees may downplay ‘push’ factors while focusing on ‘pull’ reasons. A whole variety of subjective techniques (e.g. managerial judgments and estimates) and ‘objective’ techniques (econometric, work study, ratio analyses) are available to carry out HRP, and the recent growth in the use and availability of Human Resource Information Systems (HRIS) can be of great help here. However, HRP, like all business planning, is not in practice a rational, objective process, but takes place in a social, cultural, political and interpersonal context. Often, the possibility of knowledge at lower levels of the organization is ignored, and it is often difficult to gather accurate data. Implementation of agreed policies is often not easy, or achievable. The area of monitoring and auditing for equality and diversity shows the limitations of relying on purely quantitative approaches to measuring the



density and distribution of specific groups of staff. Attention needs to be paid to ER and to other HR processes that mediate entry to organizations and treatment within them, such as recruitment and selection, training and development, and performance appraisal. Related to this, Dessler (2001) as cited in Anyadike (2013), opined that human resource planning is an ongoing process that is not static involving many interrelated activities which must be modified and updated as conditions require. It includes the planning and development of human resource program, such as recruitment, performance appraisal, and training to ensure that people’s needs in the organization are met. This also means that there needs to be attentive to issues of culture and climate and issues of motivation, felt experience and subjective perceptions, and contested meanings and interpretations.

2.3.2 RECRUITMENT, SELECTION AND PLACEMENT

Recruitment, selection and placement are of fundamental importance to an organization’s ER strategy, and to the achievement of high performance. Without effective recruitment (and an effective employer brand) the organization will fail to attract sufficient people with the skills, knowledge, experience and motivation to fill available positions. Traditionally, recruitment has been carried out through advertisements, but increasingly the Internet, and perhaps social networking sites, are playing an increasingly important role, especially in graduate recruitment. In addition, the issue of person–organization fit, not just person–job fit, is becoming increasingly central, especially to organizations seeking to develop a well-regarded employer brand. Without an effective, valid way of selecting from applicants, the organization will not be able to hire and place high performers in the appropriate jobs. In developing an effective staffing strategy, organizations need to carry out an appropriate job analysis so that a suitable job description can be drawn up and a person

specification developed that enables the required skills, knowledge and other attributes to be described and communicated to potential applicants through recruitment channels (these will be also useful for other HR purposes, such as health and safety and training). Selection process assumes rightly that there are more candidates than the number of job openings available (Prasad, 2005; cited in Ombui, Elegwa, Gichuhi, & Waititu, 2012). The selection procedures or methods, such as tests, interviews, graphology, astrology, reference checks and assessment centers which are where multiple groups of candidates are assessed by multiple trained assessors as they undertake multiple exercises, some of which will be simulations or facsimiles of the job. This means that selection process is of soliciting maximum possible information about the candidates to ascertain their suitability for employment. These are both valid and well-regarded assessment procedures (as are the related development centers). As a matter of fact, recruitment, selection and placement go a long way in aiding ER.

2.3.3 PERFOMANCE MANAGEMENT AND PERFORMANCE APPRAISAL

Appraisal as the review and assessment of performance plays a crucial role in ER, by linking individual objectives and work behaviours to organizational, strategic aims and objectives, and by establishing a basis for identifying training and development needs and for establishing a framework for reward management. However, there are many issues that need to be resolved in performance management, such as what should be appraised, and who should do the appraising? In terms of the ‘what’, there has been a move away from trying to assess personality traits (honesty, dedication etc.) to assessing either objectives/targets and their attainment (usually as set the previous year) or behaviours, usually in the form of competences/competencies.Both are useful, but complementary: whereas objectives may give feedback on what has been achieved (though there are issues as to



comparability over different sets of objectives, and the contribution of an individual, rather than a team, to their achievement), competencies allow feedback on how these objectives have been achieved. For this reason many organizations will use both frameworks in their performance management system. In terms of ‘who’, the trend has been to move away from the ‘boss’ as sole rater of performance to including other stakeholders: the individual appraisee, through self-assessment; and peers, customers, subordinates and others such as superior levels, in the name of 360-degree feedback. In addition to direction, control and focus, appraisal is usually intended to assist with other ER decisions such as exit or promotion, and with other HR decisions such as identifying training and development needs, and acting as the basis for reward decisions, especially in terms of performance-related pay or bonuses. In the first place, appraisal may be doing too much and confusing employees, especially if its purposes are not transparent. Second, there is a tension between the role of the appraiser as judge (awarding recognition, money, promotion etc. for good work) and as counselor (helping give accurate feedback and assisting the employee’s development). Employees are unlikely to open up and admit weaknesses, for example, if they feel this may penalize them in financial or career terms. As a result, some organizations not only give through training to both appraisers and appraises (to clarify roles, responsibilities and purposes, and enhance skills) but also separate out judgments of potential (as clearly the best performer in a current job will not necessarily make the best in a promoted job involving significant changes in skill sets) and of reward, allowing appraisal to focus on enhancing performance in the current role and in identifying current training needs.

2.3.4 CAREER MANAGEMENT AND TALENT MANAGEMENT

In most organizations, individuals have not been given complete responsibility for their own

career development: in many cases a partnership model has emerged, with shared roles and responsibilities. While individuals engage in individual career planning, organizations engage in career management, implementing a series of initiatives such as coaching, mentoring, and other career-enhancing programmes. For most people careers therefore no longer resemble the former ideal of employment security, with slow, steady vertical progression contingent on loyalty and commitment, and with the company taking full responsibility for career development. In some companies career resilience has been stressed: career development is the responsibility of the individual, as the company can no longer offer job security or upward movement. All it can offer is employability: if the individual is flexible, and continues to offer high performance, the company will offer training, development and growth opportunities that enhance the marketability of the individual, who thus maximizes his or her chances of continued employment, either within the company or in another position. This may involve crossing national, functional or company boundaries, such as retraining, emigration, self-employment, retirement or consultancy following a corporate career. However, in other companies a partnership model may be on offer, where the company assumes mutual responsibility with the employee for career development. The current fashion is to engage in talent management; indeed, and its links with succession planning, is one reason for the renewed interest by organizations in career management, as organizations have increasingly realized the importance of identifying, assessing and developing talent, especially managerial and leadership talent. Most of these talent management initiatives have focused either on high potentials or on top leaders, but in some organizations a less exclusive focus has been taken on technical, creative and professional talent. Issues remain over how talent is defined and assessed, the objectives of talent



management, its components and its future direction. However, a key issue in talent management has been the over-focus on human capital and individual talent; but TM should also be embedded in teams, networks and structures, and that development in these areas needs to occur as well. The emerging concept of talent management appears to suggest that such a partnership model is emerging, at least for certain groups defined as in the ‘talent pool’.

2.3.5 INTRODUCTION TO THE ORGANIZATION

It is important to ensure that care is taken over introducing people to the organization, as well as transferred or promoted employees through effective induction, orientation, indoctrination and on-boarding programmes. These programmes are very important because it reduces the cost and inconvenience of early leavers, as such early exits cause disruption and create recurrent costs such as the costs of obtaining replacements, induction costs – training and the costs of lower productivity from new recruited employees and the costs arising from the gaps that occur before a leaver is replaced.Therefore, it is worth making an effort by organization through their HR to reduce that cost; giving more attention to introduction of employees. This means considering the reception of newcomers, the information they are given when they join, the initial briefing, how people are introduced to their workplace, a formal induction course, orientation, training and development etc.

2.4 ORGANIZATIONAL PERFORMANCE

Organizational performance (OP) refers to ability of an enterprise to achieve such objectives as high profit, quality product, large market share, good financial results, and survival at pre-determined time using relevant strategy for action (Koontz & Donnell, 1993). OP is described as the extent to which the organization is able to meet the needs of its

stakeholders and its own needs for survival (Griffin, 2003). OP can also be used to view how an enterprise is doing in terms of level of profit, market share and product quality in relation to other enterprises in the same industry. Consequently, it is a reflection of productivity of members of an enterprise measured in terms of revenue, profit, growth, development and expansion of the organization.Performance is driven by the organization's motivation to perform and its capacity and the way it interact with its environment. Organizations perform when they successfully meet their purpose and this can be achieved through appropriate implementation of its employee resourcing strategies.Most organizations view their performance in terms of effectiveness in achieving their mission, purpose or goals. Most NGOs, for example, would tend to link the larger notion of organizational performance to the results of their particular programs to improve the lives of a target group (e.g. the poor). At the same time, a majority of organizations also see their performance in terms of their efficiency in deploying resources. This relates to the optimal use of resources to obtain the results desired. Finally, in order for an organization to remain viable (competitive and sustain its high performance level) over time, its ER must be strategically effective to organization needs.

2.5 EMPLOYEE RESOURCING AND ORGANIZATIONAL PERFORMANCE MODEL

Understanding the impact of ER on OP is also important because employee resourcing is viewed by some researchers as one of the key driving forces for improving a firm’s performance. Effective ER is seen as a potent source of HRM and sustained competitive advantage for OP.To fulfill the purpose of this study after which the researcher has created the interrelatedness between the concepts in the study, the research will add value in terms of creating a conceptual framework against which the impact of ER



could be explored as a holistic approach of competitive advantage and sustainability of organizational performance. However, this study goes further to evaluate some of the internal variables/components that drain from the organization the effort that should be directed to the achieving the OP with implementation of ER. All variables proposed for this study that affect ER regarding OP is depicted in Figure 1 which illustrates the connections between ER and its variables and organizational performance.Fig.I The Hypothesized Model of Employee Resourcing and Organizational Performance

If the impact of ER (by combining all its components which includes HRP, RSP, RS, IO, TM, CM, SP, and FS but few to be mentioned) could be identified and framed in a discourse familiar to management and business generally, it was assumed that greater function clarity could emerge and greater appreciation could developed among all organization owners, managers and stakeholders for competitive advantage and sustainability of its OP. As employee resourcing do not only leads to OP but also its strategies stretch to the extent of sustaining that performance and as well as giving the organization an edge (competitive advantage) over its competitors.

2.6 THEORETICAL FRAMEWORK Accepting that theory may be developed or understanding may be enhanced through a critical reflection on existing knowledge and further attempts to present reality in a more comprehensive or more accurate manner

(Rossouw, 2000; Schwandt, 2001; Van der Merwe, 1996). In order to sustain the argument raised in the conceptual framework of this study, the researcher tends to further examine the impact of employee resourcing on organizational performance through relevant theories established by some scholars. The theories that provide theoretical background for this study include the Abraham Maslow (1970) Hierarchy of Needs; Adams Stacy (1965) Equity Theory and the Two-Factor Theory by Herzberg cited in Herzberg, Mausner & Snyderman (1999).

2.6.1 HIERARCHY OF NEEDS THEORYAccording to Maslow (1970), self-actualisation the highest level in the needs theory, is the desire to maximise one's potential, fulfil oneself and use one's abilities to the fullest. Maslow was quick to suggest, however, that unless lower level needs such as the physiological, security and esteem needs are satisfied, self-actualisation will not occupy a prominent place in a person's list of needs. This theory is similar to Herzberg’ theory (1967) who found that when people are satisfied with their jobs, they are concerned about the environment in which they work, namely organisational policies and administration, super-vision, working conditions, interpersonal relations, wages, status and job security. Upon satisfaction of these hygiene" or maintenance factors, Herzberg contends, workers can then be motivated by the content of work, such as opportunities for achievement, challenging work, increased responsibility, growth and development, and recognition of accomplishments. Put somewhat differently, if hygiene factors and lower order needs are not fairly satisfied, people will tend not to be interested in the challenge so far more responsible job (Guest et al., 1977).

2.6.2 TWO FACTOR THEORY Similarly, Herzberg Two-Factor Theory cited in Herzberg; Mausner & Snyderman (1999) considers the organisation-based motivational variables which are responsible for employees’ job satisfaction. Job satisfaction/dissatisfaction



has long been recognised as a predictor of employee retention and turnover. The theory attempts to explain satisfaction and motivation in organisations by stating that satisfaction and dissatisfaction are driven by different factors (that is motivation and hygiene factors) respectively. Motivators are those aspects of the job that make people want to perform and inform their decision to stay or quit an organisation. These motivators are considered intrinsic to the content of the job and include variables such as achievement, recognition, the work itself, responsibility, advancement, and growth. Conversely, dissatisfying experiences, called “hygiene” factors, largely results from extrinsic, non-job related factors such as company policies, salary, co-worker relations and supervisory styles. Herzberg argues that eliminating the causes of dissatisfaction (through hygiene factors) would not result in a state of satisfaction; instead, it would result in a neutral state. Satisfaction (and motivation) would occur only as a result of the use of intrinsic motivational variables.

2.6.3 EQUITY THEORY The Equity Theory, according to Adam Stacy posits that employees seek to maintain equity between the inputs that they bring into a job (e.g. education, time, experience, commitment, effort) and the outcome they receive from it (e.g. promotion, recognition, increased pay) against the perceived inputs and outcomes of other employees. Equity theory proposes that individuals who perceive themselves as either under-rewarded or over-rewarded will experience distress, and that this leads to efforts to restore equity within the organisation. Failing to find any, Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw and Oosthuizen (2008, p. 276) argued that they may behave in ways that harm the organisation. For example, they may quit, and when high performers leave the organisation, the company loses its productive talent and the capacity to gain competitive advantage.

Therefore, there is the need for organization to put the major components of ER in order to keep alive the employees, as a result leading to organizational performance and competitive advantage. This may also put the organisation at competitive disadvantage if ER strategies are not properly implemented. An under-rewarded employee tend to show feelings of hostility to the organisation and perhaps their co-employees which may lead to reduced productivity and this may impair the overall performance of the organisation especially when high performing employees are involved.2.7 EMPIRICAL REVIEW OF

RELEVANT LITERATUREThere are few number of journals and articles are available on Employee Resourcing (ER) or People Resourcing subject, only little are related to ER and organization performance and majority of the journals and articles does not directly link to ER. However, an attempt is made to present the available literatures on the impact of ER on OP; recent literatures on this field shall be reviewed.Entwistle (1987) is of the view that if an employee performs successfully, it leads to organizational rewards and as a result motivational factor of employees lies in their performance. Majority of the organizations require their employees to work according to the rules and regulations, as well as, job requirements that comply with full standards.Deeprose (1994) argued that the motivation of employees and their productivity can be enhanced through providing them effective recognition which ultimately results in improved performance of organizations. The entire success of an organization is based on how an organization keeps its employees motivated and in what way they evaluate the performance of employees.Flynn (1998) argued that rewards and recognition programs keep high spirits among employees, boosts up their morale and create a linkage between performance and motivation of the employees. It was found in a study that



HRM influences performance in relation to employees’ ability, motivation and opportunity to participate (Appelbaum, Bailey, Berg, & Kalleberg, 2000; Katou, 2008). Research has established a direct link between employee retention rates and employee performance, as conducted by Noe et. al. (2006).The survey of recruitment, retention and turnover found that the average rate of turnover (the number leaving as a percentage of the number employed) in the UK was 17.3 per cent (CIPD, 2008a; as cited in Armstrong, 2009). For effective planning purposes and to identify the reasons that people leave the organization, it is crucial to measure employee turnover and calculates its costs in order to forecast future losses.The (CIPD, 2008c; cited in Armstrong, 2009) report on absence management revealed that on average employers lose eight working days for each member of staff per year and average sickness absence costs employers £666 per employee per year. As a matter of concern, there is the need to adopt a comprehensive absence management policy, measure absence and implement procedures for management of short- and long-term absence in order to understand the causes of absence.In a study conducted by Arunima and Pooja (2009), to examine the job satisfaction level of a public sector and private sector bank employees in India, it was found that private sector bank employees perceive greater satisfaction with pay, social, and growth aspects of job as compared to public sector bank employees. On the other hand, public sector bank employees have expressed greater satisfaction with job security as compared to private sector bank employees.Atif et. al. (2011) argued in their study which reveal that retaining employee’s long term, after their training and development has been completed, without increasing their compensations is not as favourable as when compensation is increased to reflect the

completion ability to apply their field related skills and capabilities.In a study conducted by Ngui; Elegwa and Hazel (2014), it was found that employee resourcing (which includes recruitment, selection, induction and HRP) strategies have a significant positive effect on performance of commercial banks in Kenya. Ogunyomi and Ojikutu (2014), in their study, argued that although there is a mild association between employee resourcing and performance, it is not strong enough to predict the performance of the sampled SMEs. Most of the owners/managers interviewed opined that retaining employees was one of their greatest challenges but not strong enough to determine the level of their performance as they have always envisaged that some of their staff can leave the organization. Hence, adequate provision is made for skilled manpower shortage. Therefore it is recommended that recruitment and selection should be outsourced to firms which specialize in recruiting employees.

2.8 FORMULATION OF HYPOTHESES

Drawing on the existing conceptual and empirical framework, the present study attempts an empirical examination of the impact of employee resourcing on organizational performance. Also, two major employee resourcing strategies which include HRP and RSP will be reflected in the hypotheses. The hypotheses of the study are:Ho1: Employee resourcing will have no

significant impact on organizational performance.

Ho2: There is no significant impact of HRP on organizational performance.

Ho3: Recruitment, selection and placement will have no significant impact on organizational performance.

In this chapter review the relevant literature and the empirical studies has been conducted, based on which the hypotheses have been formulated.



2.9 CHAPTER SUMMARYThe conceptual framework for this study reveals that as employee resourcing do not only leads to OP but also stretch to the extent of sustaining that performance and as well as giving the organization an edge (competitive advantage) over its competitors. Theories from various angles of knowledge had also supported this framework, theories such as Abraham Maslow (1970) Hierarchy of Needs; Adams (1965) Equity Theory and the Two-Factor Theory by Herzberg et al. (1957).The literatures reviewed shows that only few empirical studies had been conducted on ER and organizational performance; one of which is based on SME’s in Nigeria (Ogunyomi & Ojikutu, 2014) while another study was on commercial banks in Kenya (Ngui et al., 2014), which might not be applicable to government organizations (for instance, Local Government) in Nigeria. Simply put, none of these studies had been carried out on ER and OP in local government in Nigeria. At this point, after having provided readers with a comprehensive picture of the extant literatures, indeed, within the critical review, the researcher had juxtaposed different authors’ ideas and form his own views based on these (Saunders et al., 2009). Therefore, the researcher intends to fill this gap by providing a comprehensive analysis of ER in public organization of selected area.

REFERENCESAdams, J. S. (1965). Inequity in social

exchange. In L. Berkowitz (Ed.). Advances in Experimental Social Psychology (267–299). New York: Academic Press.

Anyadike, Nkechi, O. (2013). Human resource planning and employee productivity in Nigeria public organization. Global Journal of Human Resource Management; Vol.1(4), pp.56-68. European Centre for Research Training and Development UK (www.ea-journals.org).

Appelbaum, E., Bailey T., Berg, P. & Kalleberg, A. L. (2000). Manufacturing advantage. Ithaca, NY: Cornell ILR Press.

Armstrong, M. (2006). Human resource management practice. (10th Ed.). London: Kogan Page Limited.

Armstrong, M. (2009). Armstrong’s handbook of human resource management. (11th ed.) pp. 480, 482-483, 502, 506. Kogan Page Limited.

Armstrong, M. (2010). Strategic human resource management. (1st ed.). London: Kogan Page Limited.

Arunima, S. & Pooja, P. (2009). Employee perceptions of job satisfaction: Comparative study on Indian banks. Asian Academy of Management Journal, Vol. 14 (2). pp. 65-78.

Ashkenas, R., Ulrich, D., Jick, T. & Kerr, S. (1995). The boundaryless organization: Breaking the chains of organizational structure. Jossey-Bass

Atif, Anis, et. al. (2011). Employee retention relationship to training and development: A compensation perspective. African Journal of Business Management. Vol.5 (7), pp. 2679-2685.


http://www.ea-journals.org/

http://www.ea-journals.org/


Available online at http://www.academicjournals.org/AJBM

Babbie, E. R. & Mouton, J. (2001). The practice of social research. Cape Town: Oxford.

Chartered Institute of Personnel and Development (2008a). Survey of recruitment, retention and turnover, CIPD, London.

Chartered Institute of Personnel and Development (2008c). Survey of absence management, CIPD, London.

CIPD (2004). Recruitment, retention and turnover 2004: A survey of the UK and Ireland. London: CIPD.

Deeprose, D. (1994). How to recognise and reward employees. New York: AMACOM.

Dessler, G. (2001). Human resource management (7th Edition), New Delhi: Prentice Hall.

Entwistle, N. (1987). Motivation to learn, conceptualization and practices, British Journal of Education Studies, 35(2), pp. 129-148.

Flynn, G. (1998). Is your recognition program understood? Workforce, 77(7), pp. 30-35.

Goetz, B. E. (1989). Management planning and control. New York: McGraw Hill Book Company.

Griffin, M. (2003). Organizational performance model. Available at: http://griffin-oc.com/GOC.

Guest, R. et. al. (1977). Organisational change through effective leadership. Englewood Cliffs, NJ: Prentice-Hall.

Hair, J. F. (Jr.), Babin, B., Money, A. H. & Samuel, P. (2003). Essentials in business research methods. Hoboken, NJ: Wiley.

Herzberg, F. (1967). The motivation to work. New York: John Wiley & Sons.

Herzberg, F., Mausner, B. & Snyderman, B. (1999). The motivation to work. New York: Wiley.

Katou, A. A. (2008). Measuring the impact of HRM on organisational performance. Journal of Industrial Engineering and Management. 01(02): pp. 119-142.

Koontz, H. & Donnell, C. (1993). Introduction to management. McGraw-Hill Inc., New York.

Maslow, A. (1970). Motivation and personality. New York: Harper & Row.

Mouton, J. (1996). The nature and structure of the practice of science. In J. Garbers (Ed.).Effective Research in the Social Sciences. Pretoria: Van Schaik.

Ngui, T. K., Elegwa, M. & Hazel, G. G. (2014). Effect of employee resourcing strategies on the performance of commercial banks in Kenya. International Journal of Education and Research. vol. 2 (1).

Noe, R. A., Hollen Beck, C., Gerhart, B., & Wright, G. (2006). Human resources management gaining a competitive advantage (5th Ed.). New York: McGraw-Hill.

Ogunyomi, P. O. & Ojikutu, R. K. (2014). Employee resourcing and performance of small and medium enterprises in Lagos state, Nigeria. Journal of Entrepreneurship and Business Innovation. ISSN 2332-885. Vol. 1 (1).

Ombui, K., Elegwa, M. & Gichuhi, A. W. (2012). The influence of recruitment and selection on the performance of employees in research institutes in Kenya. International Journal of Science and Research (IJSR). Vol. 3 (5). Available at www.ijsr.net

Rossouw, D. (2000). Intellectual tools: Skills for the human sciences. Pretoria: Amabhuku.

Saunders, M. N. K., Lewis, P. & Thornhill, A. (2009). Research methods for business students (5th ed.). Harlow, United Kingdom: FT Prentice Hall.

Schwandt, T. A. (2001). Dictionary of qualitative inquiry (2nd ed.). Thousand Oaks, CA: Sage.


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Van, Der, Merwe, H. (1996). The research process: Problem statement and research design. In J. Garbers (Ed.). Effective research in the social sciences. Pretoria: Van Schaik.

Williamson, I. O. (2000). “Employer legitimacy and recruitment success in small businesses.” Entrepreneurship theory and practice, 25 (1), pp. 27-43.

CHAPTER THREERESEARCH METHODOLOGY

3.0 PREAMBLEThis explains how the research will be carried out. It include the research design, then followed by the population, sampling size and sampling technique, methods and procedures that were used in collecting data, as well as the statistical analyses used etc.

3.1 RESEARCH DESIGNResearch design is the specification of the procedure for collection and analysis of data so that conclusions may be drawn. De Vos et. al. (2002) defines a research design as a blueprint or detailed plan of how a research study is to be conducted – operationalizing variables so they can be measured, selecting a sample of interest of study, collecting data to be used as a basis for testing hypotheses and analyzing the results. In this study, the researcher will employ a quantitative descriptive research design.

3.2 POPULATION OF THE STUDYThe target population for this study includes all employees of Somolu Local Government (SLG) and community residents who might have inhabited the area for at least five years. The population of the study comprised junior staff tallied 155 while senior staff tallied 295; the total population was estimated to be 450 as compiled by the Information Unit of SLG (as at March 4th 2014), including twenty (20) community residents which will be selected through a non-probability sampling technique.

3.3 SAMPLING PROCEDURE AND SAMPLE SIZE

Sampling procedures make it possible to know how much confidence one can have that the



information gathered is similar to the information that could have been gathered if one have studied everyone in the larger group. The sample will be drawn from inside and outside the company to give the researcher an objective platform to be able to compare and understand the validity/reliability of various perspectives pertaining to the research questions. Simple Random sampling technique (Probability) will be adopted to gather necessary data from within the organization while a Judgmental sampling technique (Non-probability sampling technique) will be used for collection of data of about twenty (20) respondents from outside the organization based on interview.An optimum sample size of 172 staff were selected which fulfils the requirements of efficiency and representativeness (Kothari, 2004; Mugenda & Mugenda, 1999). The Yamane (1967) formula for calculating sample size was used to calculate the sample size at 95% confidence level and confidence interval of 6%.

n = N 1+ N(e)2

Where n is the sample size, N is the population size (450), and e (6%) is the confidence interval or margin of error to be allowed. But nevertheless, the researcher will administer the questionnaire randomly among the respondents. This sampling procedure make it possible to know how much confidence one can have that the information gathered will be similar to the information that could have been gathered if one have studied every persons in the larger group.

3.4 JUSTIFICATION FOR SAMPLE SELECTION

The researcher adopts two types of sampling techniques; Simple Random Sampling

(Probability Sampling) and Judgmental Sampling (Non-Probability Sampling). The rationale behind this is that the Simple Random Sampling technique will give individuals in the population equal chances of being selected in the sample. The Non-probability method; the Judgmental Sampling was deemed appropriate for collection of data from outside the organization. According to Burns and Burns (2008), when using this technique, the researcher is in the position to identify and choose the respondents deemed representative of the population. In such a situation the researcher has an advantage to identify and choose respondents who are considered more reliable, (Bailey, 1994). The researcher did not find it appropriate to adopt a Probability Sampling for this type of respondents because the selection of respondents from outside the organization was to be determined by the type of sampling technique, and the study required respondents who must have resided within the community where the organization is located for a long period, not less than five years. The researcher realized that these factors were accurate for the respondents to give reliable and accurate information and experience about the employment practices, equal opportunity policy and resourcing strategies of the organization. As a result, the Non-probability method was deemed appropriate for this part of sample selection.

3.5 DATA COLLECTION INSTRUMENT AND VALIDATION

Data will be collected using self-administered questionnaires and brief interview among twenty (20) respondents (who might have resided within the community for the past five years or more) and in order to explain and define some concepts in the study, as well as to elicit information based on the statement of problem. A total of one hundred and seventy-two (172) questionnaires were administered, thirty (30) of the questionnaire were used for pilot study conducted to test the internal consistency of the questionnaire. The


Sample size = 450 1+ 450*(0.06)2

= 171.76

Approximation = 172


remaining one hundred and forty-two (142) questionnaires were administered but some of the respondents were unable to fill the questionnaire due to time constraint and reluctant attitude of some of the staff. Hence, the researcher was able to recovered one hundred and six (106) questionnaires.The questionnaires contained two sections; Section A which deals with demographic characteristics of the respondents while Section B based on the objectives of the study, research questions and hypothesis. The main themes in the previous chapter on the literature review was captured and used in designing the questionnaire. The questionnaire was designed using a five-point Likert-scale, using the following response format: strongly agree (SA), agree (A), undecided (U), disagree (D) and strongly disagreed (SD). The sources of data collection were primary, secondary and tertiary sources of data. The questionnaire was constructed to obtain a systemic coverage of the topic, with a keen focus on the general and specific objectives in order to ensure content validity. Saunders et al., (2009) reveal that validity is the degree of accuracy to which data collection method measures what it intended to measure or the extent to which research findings are about what they claim to be about. To increase validity, a pilot study was initially conducted before administering the main questionnaire and questions were framed in a very clear and concise manner to make sure each question measures each variable at a time and to minimize any threats of misunderstanding or wrong interpretation. The reliability of the instrument aims to demonstrate that the data gathered if repeated will give the same results. The goal when discussing reliability is to minimize the errors and biases in the case study. Saunders et al. (2009), notes that bias is an important threat to reliability. Therefore to establish the reliability of the instrument used for this study, Cronbach Alpha was used based on thirty (30)

respondents. The alpha value was 0.882 which shows a high degree of consistency of the instrument and also ensured good construction of the items.

3.6 METHOD OF DATA ANALYSISStatistical data analysis involved first editing and coding the questionnaire. Simple percentage with frequency tables, and Mean and Standard Deviation was used to analyse the respondent characteristics and responses to statements respectively, while Statistical Package for Social Sciences (SPSS) Version 21 was used to run Chi-square Analysis in order to test the hypotheses formulated for the study. Analyzed data were interpreted so as to make conclusion based on the findings.3.7 LIMITATION OF THE

METHODOLOGYThe limitation is that the study could not exhaustively explore and analyze other strategies of employee resourcing due to the scope and shortage of time. Also, as a result of financial constraint, the researcher could not sample other local governments in Lagos State.

3.8 BRIEF HISTORY OF THE ORGANIZATION

(A). Profile of the OrganizationSomolu is one of the twenty (20) Local Governments in Lagos State. Somolu Local Government (SLG) was formerly known as Mushin East Local Government area, when it was carved out of the defunct Mushin Town Council in 1976.In December 1996, Kosofe Area was again carved out and became Kosofe Local Government; also Bariga Local Government Development Area was carved out in 2003, while the remaining area retained SLG. Somolu is noted as the home of printing in West Africa.Somolu is located at the East Senatorial District of Lagos State. It is bounded by three (3) local governments. They are Yaba Local Government development area, Bariga Local Council



development area, part of Akoka, Bashua, Obinikoro, Pedro village, Onike, Ikorodu road, and Mushin Local Government. There are over eight (8) settlements in SLG; these are delineated into eight (8) wards. The wards are as follows:Table 1: Somolu Local Government: Wards and their Names

WARDS NAMESA ONIPANUB BASHUAC IJEBU-TEDOD ORILE/ALADEE OKESUNA/ALASEF BAJULAIYEG IGBARIH FADEYI

It comprises of eight wards and encompasses an area of 99.0kmsq. Its Headquarter is at No.2, Durosimi Street, Somolu off Oguntolu. Present SLG comprises area like the Community Road, Akoka, Area East of Ikorodu Road up to Obanikoro Bus Stop, including Somolu Bashua, part of Akoka and Igbari. The population of SLG is 402,673 as at March 4th 2014. The SLG area is inhabited by the Yorubas, prominent among them are the Ijebus, Egbas, Awories and Ilaje. Other groups such as Oyo, Ogun and Ekiti are represented in the area. However, other ethnic groups from east and northern parts of the country are equally large in number in the Local Government. Despite the diversity of its dwellers, the SLG is very peaceful and the relationship between the different groups is very cordial.(B). Organizational Structure

OfficeThe Headquarter is located at Somolu Local Government, No.2, Durosimi Street, off Oguntolu, Somolu, Lagos State, while the Area Office is located at Bajulaiye Area Office.

AdministrationThe SLG, since its inception has been performing its statutory functions. The presidential system introduced into third tier

level of government has been fully adopted. The Executive and Legislative are now functioning effectively. The Executive powers at the Local Government level is vested in the democratically elected Chairman assisted by Vice Chairman and elected Councillors representing Eight Wards in the area. There are seven major Departments in the SLG; it has a highly efficient and responsive Civil Service, which is headed by a seasoned administration known as Council Manager (CM), the Agricultural, Rural and Social Development, Education, Budget and Planning, Personnel Management, Housing and Works, Health and Finance. Also there four units in SLG, there are as follows: Information Unit, Legal Unit, Audit Unit and Environment Unit.Moreover, the Health, Education, Agriculture and Rural, Works and Housing Departments are headed by the appointed Supervisory Councillors.

StaffAs at March 4th 2014, junior staff tallied one hundred and fifty-five (155) while senior staff tallied two hundred and ninety-five (295). The total number of staff equals four hundred and fifty (450).

REFERENCESBailey, K. (1994). Methods of social research.

(4th Ed). New York: The Free Press.



Burns, R. & Burns, A. (2008). Business research methods and statistics using spss. London: Sage Publications.

De Vos, A. S., Strydom, H., Fouche C. B. & Delport C. S. L. (2002). Research at grass roots: For the social sciences and human service professions (2nd ed.) Pretoria: JL Van Schaik Publshers.

Kothari, C. R., (2004). Research methodology: Methods and techniques (2nd Ed.). New Dehli: New Age International Publishers Ltd.

Mugenda, A. & Mugenda, O. (2003). Research methods quantitative and qualitative

approaches. (3rd Ed.). Nairobi: Acts Press Publishers.

Saunders, M. N. K., Lewis, P., & Thornhill, A. (2009). Research methods for business students (5th ed.). Harlow, United Kingdom: FT Prentice Hall.

Somolu Local Government Headquarter, Information Unit (2014). Organization profile and structure. Retrieved from the Information Unit on March 14th 2014.

Yamane, Taro. (1967). Statistics: An introductory analysis, (2nd edition). New York: Harper and Row.



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