HUMAN RESOURCES DEVELOPMENT

  HUMAN RESOURCES DEVELOPMENT

        Introduction

Human resources development plays a critical role in contributing to the overall productivity and strength of an organization. Human resources development helps to build a stronger workforce through     better recruiting, training and retention. The workforce helps drive the efficiency of the organization as a whole and more efficient, productive and agile organization with well equipped operating managers who provide support on all human resource matters (Gelade, 2013).

 

Human resource development involves a process of observation, planning, action and review to manage the cognitive capacities, capabilities and behaviors needed to enable and improve individual, team and organizational performance in work organizations, (Walgenbach, Kabst and Beck, 2009). It has multiple dimensions, covering educational attainment, workforce skills, population health and the set of employment policies that provide businesses with workers with appropriate skills and the ability to adapt quickly to new challenges. Each of these areas is a key driver in creating a favorable environment for investment. Because Human Resource Development policies are all closely inter-related and must be consistent with a country‟s broader development and investment policies, they cannot be framed in isolation. Low human resource development needs to be tackled through a coherent and comprehensive strategy that takes full account of the policy linkages and a country’s implementation capacity, (Jessica, 2002).

 

Human Resource Development policies concern the quality of the labor force and the regulation of the labor market. Quality in turn is a function of basic and higher education, training programs and the overall health of the population. The quality and adaptability of the labor force is a key driver in creating a favorable environment for both domestic and foreign enterprises to grow through new investment and to adapt quickly to changing circumstances. Their relative roles and the overall importance of Human Resource Development depend on individual country circumstances, particularly the economic structure, Walsh (2007).

Human resources development also provides a variety of employee’s services ranging from research to time and leave reporting to the interpretation of the board of regent’s code state classified rules and related regulations (Gregory 2018). But many human resources organization struggle to allocate their resources, they are often hindered by a multitude of manual based process and benefits information’s that are costly, prone to errors and time consuming to manage, this factors can make it difficult for human resources organizations to focus on higher value initiative that helps to drive profitability, efficiency and contribute to the organization bottom-line, many human resources administrative units are transforming to an E-human resources task tools and processes into internal intranets via the internet, organizations are seeking E-human solutions that can help automate tasks and streamline workflow and improve efficiency of the workface  by providing self service tools, training and information. By automating processes human resources can better align itself with the organizational services and employees needs such training and development (Armstrong 2016).

           Concept of Human Resources Development

The concept of human resources development is the most important element in an organization that has greater impact on organizational performance. It is concerned with the management of people at work. Human resources management covers the broad spectrum of the life of an employee at work from entry point to the point of final exit (Brown, 2019).

 

Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement” or “HRD is a new systematic approach to proactively deal with issues, related to individual employees and teams, and organizations and a movement to develop organizational capability to manage change and challenge” (Brown, 2019)..

 

Human Resource Development (HRD) is a process of developing skills, competencies, knowledge, and attitudes of people in an organization. The people become human resource only when they are competent to perform organizational activities. Therefore, HRD ensures that the organization has such competent human resource to achieve its desired goals and objectives. HRD imparts the required knowledge and skill in them through an effective arrangement of training and development programs. HRD is an integral part of Human Resource Management (HRM) which is more concerned with training and development, career planning and development and the organization development. The organization has to understand the dynamics of HR and attempt to cope with changing the situation in order to deploy its HR effectively and efficiently. And HRD helps to reach this target.

 

Kreitner (2000), define human resources management as the planning, acquisition and development of human resources necessary for organization success. Human resources management is also concerned with planning, organizing, training and development for the purpose of contributing to the goals of the organization.

McLean and McLean (2001) offered a global definition of HRD as “any process or activity that, either initially or over the longer-term, has the potential to develop adults’ work based knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation, or, ultimately the whole humanity.”

 

Gilley (2002) defined HRD as “the process of facilitating organisational learning, performance, and change through organised (formal and informal) interventions, initiatives and management actions for the purpose of enhancing an organisation’s performance capacity, capability, competitive readiness, and renewal”. Chalofsky (2004) defined HRD as the study and practice of increasing the learning capacity of individuals, groups, collectives, and organizations through the development and application of learning-based interventions for the purpose of optimizing human and organizational growth and effectiveness. Also, Swanson (2008) surmised that HRD is a process of developing and unleashing expertise for the purpose of improving organizational system, work process, team, and individual performance.

         Human Resource Management Practices

The management of human resources is a process of managing and controlling the workforce of an organization which helps in enhancing the performance and efficiency of an organization. The effective and appropriate resources help in attaining a smoother way of business operation and provide a sustainable way of business development. The main objective or purpose of this report is to provide an overview how effective and successful management of human resources influence the overall process of business development. In this context, the analysis of the management of the human resources in the organization of Saudi Arabia helps in understanding the facts and influential elements in the process of resource management. An organization develops and acquires their resources according to the needs and requirements of the business process.

 

The job opportunity within an organization includes a large variety of job option for the peoples. In general, an HRM recruits employs according to the merit and skill of the candidates. Apart from operational process, an organization has several activities like marketing, maintenance, and financial activities. Furthermore, an organization involves several different positions such as in security, parking and housekeeping. HRMplays essential role in recruiting technical and nontechnical candidates for the different positions in an organization. The recruitment process is a vital aspect in any organization which mainly drives the output and efficiency of the organization. The recruitment process of any organization mainly controls by the human management department of the organization. In general, the process of recruitment is dependent on the merit and talent of the applicant. In this process, the CVs are sorted according to requirements of the vacant position(Meagher, 2015). Then the selected candidates have to face a face to face interview, where the merit, talent experience and knowledge of the candidate are checked. The face to face interview is controlled and structured by the human resources department. After, the rounds of interview, the selected candidate have to pass a written round. In the written phase of the test, the general ability and knowledge about the specific job are checked. The final round involves on job test which involves mainly the criteria like problem-solving ability, adaptability and flexibility of the candidates in the workplace which is mainly managed by the managers of the specific departments. The employment contract is an important aspect of Human resource management. The main objective of the employment agreement is to balance and safeguard the position of the organization and their employees. It helps in maintain certain laws and regulation within the organization. The organization and their employees are bound to follow the sets rules or guidelines in the agreement. The structure and the quantities of the employment agreement are designed according to essential needs of the employees(Eng, 2000). The agreement balances the requirements from both the side's employees and organization. The process helps in establishing a productive outline without any obligation and doubts in the workplace. The employment agreement also provides information about the job, responsibilities, and rights of the employees. It is very difficult for any organization to design agreements which are fruitful for everyone. It offers several other information like what to do and what to avoid in a productive approach. Therefore, the employment agreement is very vital in securing the position of the organization and the employees.

EFFECT OF HUMAN RESOURCES DEVELOPMENT ON ORGANIZATIONAL GROWTH IN INDUSTRIAL TRAINING FUND, ENUGU AREA OFFICE

 

EFFECT OF HUMAN RESOURCES DEVELOPMENT ON ORGANIZATIONAL GROWTH IN INDUSTRIAL TRAINING FUND, ENUGU AREA OFFICE 

ABSTRACT

The study examines the effect of human resources development on organizational growth in industrial training fund, Enugu Area Office. The specific objectives are to determine the extent at which effective human resources development can enhance organizational growth in industrial training fund, Enugu area Office. Concerted effort was made to review past literatures on the study under conceptual, empirical and theoretical framework.  The study employed survey design and make use of simple random sampling technique in order to get adequate response from the respondents.  The data obtained were analyzed using tables and percentages while the hypotheses were tested using Chi-Square. The finding of the study shows that training and development of human resource pays a vital role in improving employees’ performance and increase productivity. Finally the study recommends that the organization should enough training facilities for the training of their employee and improve upon its present techniques of motivating its staff to enhance the organizational productivity. 

 

CHAPTER ONE

INTRODUCTION

1.1              Background to the Study    

Human resources development plays a critical role in contributing to the overall productivity and strength of an organization. Human resources development helps to build a stronger workface through better recruiting, training and retention. The workface helps drive the efficiency of the organization as a whole and more efficient, productive and agile organization with well equipped operating managers who provide support on all human resource matters (Gelade, 2013).

 

Human resource development involves a process of observation, planning, action and review to manage the cognitive capacities, capabilities and behaviors needed to enable and improve individual, team and organizational performance in work organizations, (Walgenbach, Kabst and Beck, 2009). It has multiple dimensions, covering educational attainment, workforce skills, population health and the set of employment policies that provide businesses with workers with appropriate skills and the ability to adapt quickly to new challenges. Each of these areas is a key driver in creating a favorable environment for investment. Because Human Resource Development policies are all closely inter-related and must be consistent with a country‟s broader development and investment policies, they cannot be framed in isolation. Low human resource development needs to be tackled through a coherent and comprehensive strategy that takes full account of the policy linkages and a country’s implementation capacity, (Jessica, 2002).

 

Human Resource Development policies concern the quality of the labor force and the regulation of the labor market. Quality in turn is a function of basic and higher education, training programs and the overall health of the population. The quality and adaptability of the labor force is a key driver in creating a favorable environment for both domestic and foreign enterprises to grow through new investment and to adapt quickly to changing circumstances. Their relative roles and the overall importance of Human Resource Development depend on individual country circumstances, particularly the economic structure, Walsh (2007).

Human resources development also provides a variety of employee’s services ranging from research to time and leave reporting to the interpretation of the board of regent’s code state classified rules and related regulations (Gregory 2018). But many human resources organization struggle to allocate their resources, they are often hindered by a multitude of manual based process and benefits information’s that are costly, prone to errors and time consuming to manage, this factors can make it difficult for human resources organizations to focus on higher value initiative that helps to drive profitability, efficiency and contribute to the organization bottom-line, many human resources administrative units are transforming to an E-human resources task tools and processes into internal intranets via the internet, organizations are seeking E-human solutions that can help automate tasks and streamline workflow and improve efficiency of the workface  by providing self service tools, training and information. By automating processes human resources can better align itself with the organizational services and employees needs such training and development (Armstrong 2016).

                1.2              Statement of the Problem    

Human resource development has grown out of the realization that it is vital for the survival of any organization. This is particularly because the hastily implemented performance related pay and appraisal systems were not delivering the results that people were expecting from them (Armstrong 2000). This makes it primary to the success of any organization given the global competition and turbulence in the business arena. According   to   Armstrong   and   Baron   (2004),   the   benefits   of   Human   Resource Development are therefore manifold. It is on this note that Freeman (2003) clarifies that it is   concerned   with   satisfying   the   needs   and   expectations   of   an   organization's stakeholders - owners, management, employees, customers, suppliers and the general public. Robson et al (2005) conducted a study that suggested that organizations that implement  "good  practices"  covering  a  range  of  managerial  aspects, and who are achieving organizational results are likely to be closer to satisfying their staff. Practices relating to people, Human Resource Development and organizational results also show association with employee organizational commitment.

Human resources development is faced with some problems in the course of carrying out their obligation which serves as a detriment in contributing their quota effectively to the organizations building. These problems are as follows:

Inadequate provision of funds to the administration poised a great obstacle to the organization in ensuring efficiency.

Improper selection and employment of staff affects the productiveness and effectiveness of the organization. When employees undergo the required training in order to put their acquired knowledge into practice and management do not place them on merit, it mega test the principles of efficiency in the organization.

Change in government policies makes it difficult for organization to operate steadily. Social-cultural values and beliefs of the areas where organization is operating may hinder effective and efficient utilization of human resource. When the management have a wrong preconceived notion that anybody other than a specialist can mount the responsibilities and therefore, when it is not accorded the proper place it deserves, it posed a problem to the organizations development.

                    1.3              Objectives of the study

The objective of the study was to examine the effect of Human Resource Development on employee organizational growth in Industrial training fund, Enugu area office.

The specific objective:

1.      To determine the extent at which effective human resources development can enhance organizational growth in Industrial Training Fund, Enugu area office.

 

1.4              Research Questions

1.      To what extent does effective human resources development enhance organizational growth in Industrial Training Fund, Enugu area office?

2.      How efficient is human resources training and development in organizational growth?

3.      To ascertain if human resources development have any significant impact on organizational profitability?

 

                  1.5              Statement of Hypothesis

H01: effective human resources development did not significantly enhance organizational growth in Industrial Training Fund, Enugu area office

H02: Human resource training and development has no significant impact on organizational growth.

 

                1.6              Scope and Limitation of the Study

The scope of the study will be limited to the effect of human resource development on organizational growth in industrial training fund, Enugu area office.

Thus, it will focus on all efforts of the organizational and government to increase human resources development and productivity in establishment.

In  the  course  of  the  study,  of  this  kind,  some  problems  or limitations  are  encountered,  these  are  time  and  financial constraints the researcher has very limited time for the study, due to  the  nature  of  work,  the  researcher  occupies.  Distance  from school/home  to  the  places  of  research  also  possess  a  lot  of problem  because  the  distance  is  much  and  cannot  be  covered with little time hence it reduced the frequency  of  going  to  assess  the  trained  workers  by  ITF programmes as often as should have been assessed.

                1.7              Significance of the Study     

The study is significant from the point of view that no available literature or study so far has specifically focused on human resource development and organizational growth in industrial training fund, Enugu area office, none has examined the extent to which the industrial training fund as an agent of government has contributed to the development and training of civil servants in the establishment.

Thus, it is going to add to existing body of literature and extend the frontiers of knowledge practically. This research work will be a guide to scholars, policy makers, policy implementers and researchers and evidently serve  as a  guide  to  the  government  on  how  to  promote  effective human resource development and productivity in the civil service particularly industrial training fund, Enugu area office.

                    1.8              Historical Background of the Case Study

Established in 1971, the Industrial Training Fund has operated consistently and painstakingly within the context of its enabling laws Decree 47 of 1971 as Amended in the 2011 ITF ACT. The objective for which the Fund was established has been pursued vigorously and efficaciously. In the four decades of its existence, the ITF has not only raised training consciousness in the economy, but has also helped in generating a corps of skilled indigenous manpower which has been manning and managing various sectors of the national economy.

ITF programs and services aim at stimulating human performance, improve productivity, and induce value-added production in industry and commerce. Through its SIWES and Vocational and Apprentice Training Programs, the Fund also builds capacity for graduates and youth self-employment, in the context of Small Scale Industrialization, in the economy.
Over the years, pursuant to its statutory responsibility, the ITF has expanded its structures, developed training programmes, reviewed its strategies, operations and services in order to meet the expanding, and changing demands for skilled manpower in the economy. Beginning as a Parastatal “B” in 1971, headed by a Director, the ITF became a Parastatal “A” in 1981, with a Director-General as the Chief Executive under the aegis of the Ministry of Industry. The Fund has a 13 member Governing Council and operates with 14 Departments and 2 Units at the Headquarters, 40 Area Offices, 4 Skills Training Centres, and a Centre for Industrial Training Excellence.

 

A Governing Council of thirteen members drawn from the public and private sectors will be appointed by the Federal Government to manage the Fund. This is to reflect the co-operative spirit of the enterprise, the need for private employers, organized labour, and the providers and users of training to co-operate in identifying training needs and devising training policy and system.

As part of its responsibilities, the ITF provides Direct Training, Vocational and Apprentice Training, Research and Consultancy Service, Reimbursement of up to 50% Training contribution paid by employers of labour registered with it, and administers the Students Industrial Work Experience Scheme (SIWES). It also provides human resource development information and training technology service to industry and commerce to enhance their manpower capacity and in-house training delivery effort.

The main thrust of ITF programmes and services is to stimulate human performance, improve productivity, and induce value-added production in industry and commerce. Through its SIWES and Vocational and Apprentice Training Programmes, the Fund also builds capacity for graduates and youth self-employment, in the context of Small Scale Industrialization, in the economy.

The Industrial Training Fund is a grade ‘A’ Parastatal operating under the aegis of the Federal Ministry of Industry, Trade and Investment. It has been operating
for 50 years as a specialist agency that promotes and encourages the acquisition of industrial and commercial skills required for national economic development.

                 1.9              Definition of Key Terms

Human Resources: Is the set of individuals who make up the workforce of an organization, sector or economy. They are responsible with employing suitable individual that fit a job.

Management: The organization and coordination of the activities of a business in order to achieve defined objectives.

Human resource development: Human Resource Development is a process through which employees in an organization are assisted to realize their full potential for their present and future jobs.

ITF:  Industrial  Training  Fund  is  an  establishment  in  1971  for  the purpose  of  promoting  and  encouraging  the  acquisition  of skills in industry and commerce. 

Efficiency: Efficiency is the quality of achieving something which takes the organization nearer to their goals.