Impact Of Human Resources Administration On Organizational Efficiency

Project and Seminar material for Public Administration

Abstract

The role of human resources administration in ensuring organizational efficiency is important because it coordinate all the resources of planning, organizing, controlling and directing both human and material resources toward the attainment of the organization’s goals and objectives. This study also highlight the problems associated with this research work which are inadequate provision of funds to the department, improper selection and employment of staff, when the staff undergo developmental training but are not allowed or give the needed opportunity to put the theory into practice, all these poise a great problems to the organizations development and efficiency. Chi-square (X2) method was used in testing the hypothesis at 5% level of significant and the data collected for this project work are presented and analyzed using frequency tables and simple percentages. At the end of this research work, there is need for training and proper recruitment, placement in assigned duties and this will bring improvement and the reader is assured of attaining a great knowledge based on the role the Human Resources Administration played in organizational efficiency.

Chapter One

1.0 Introduction

1.1 Background of the Study

Human resources administration plays a critical role in contributing to the overall productivity and strength of an organization. Human resources administration 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 2003].

Human resources administration also provides a variety of employees services ranging from research to time and leave reporting to the interpretation of the board of regents code state classified rules and related regulations [Gregory 2008].

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 2006].

“Our people are our most important assets’’ is a popular phrase we often see in today’s annual reports[John 2008].organization is paying more attention to the contributions made by their workers and its paying, leading firms have embraced the need to better manage their human capital and build a more effective workface and build a mutual understanding between the organization and the employees.

Efficiency is the beginning of any organization at the point of impact, where a worker performs a job. Employees who have the right skills, knowledge and abilities can have a great impact on the company bottom line. [Goldratt 2000].

Therefore, accomplishing the human resources goals of an organization requires close coordination between the human resources administration and operating managers [Richard 2007].This research work examines the impact of human resources administration on organizational efficiency using Adavi Local Government Kogi state as a case study. Moreover, this research also discusses the constraints that hindered effective utilization of human resources.

1.2 Statement of the Problem

Human resources management 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 management have a wrong preconceived motion 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 Objective of the Study

The objectives of the study are as follows:-

To identify and analyzes the process of apartment into key offices with the use of employees’ qualification.
To make a general recommendation into the management on the areas of improvement in the human resources administration.
To find out the implication of the methods of employment and its impact of job efficiency with the sole aim of finding out how it affects the workers behavior.
To enable human resources management sees the need to cultivate good relations with employees in the organization.
To ascertains effective and efficient utilization of human resources for organizational development.
To highlights the difference between a specialist and a novice irrespective of their qualification.

1.4 Research Hypotheses

For the successful completion of the study, the following research hypotheses were formulated by the researcher;

H₀: Human resources administration does not accelerate growth in the operational activities of the organization.
H₁: Human resources administration accelerates growth in the operational activities of the organization.
H₀²: Human resources administration does not make the staff aware of respective duties and obligations.
H₂: Human resources administration does make the staff aware of respective duties and obligations

1.5 Significance of the Study

The significance of the study is as follows-

To proffer a solution to the problems of human resources administration in Adavi Local Government and organization at large.
To help in educating the human resources manager in ensuring that the organizational aims and objectives are met and the operational activities of the organization is runed smoothly, effectively and efficiently.
The research work will also help the management in proper decision making especially in areas of incentives eradicating of redundancy and novice in the organizational settings and structures.
The research work will go a long way in providing job satisfaction toward the realization of individual aspiration.
The study will also assist students and other researchers who may come across it in the library on further impact of human resources administration on organizational efficiency, by providing them with some basic and necessary information’s.

1.6 Scope and Limitation of the Study

The scope of this research work is centered on the contributions as well as the roles played by the human resources administration on organizational efficiency.

Arising from the foregoing, this study focuses on the activities of human resources administration of Adavi Local Government Kogi State.

Finally, the research will seek to know how the administration affects the efficiency of the organization as a whole.

a) Availability of Research Material:

The research material available to the researcher is insufficient, thereby limiting the study

b) Time:

The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.

c) Organizational Privacy:

Limited Access to the selected auditing firm makes it difficult to get all the necessary and required information concerning the activities

1.6 Definition of Terms

Every originated work has its own peculiarities and this research work is not exception. Therefore, these terms have been assigned specific meaning irrespective of their other meaning and have been employed in this research solely on these specific meaning for easy explanation and understanding especially to the readers.

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.

Efficiency:

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

Goals:

Goals is a desired result a person or a system envision, plans and commits to achieve a personal or organizational desired endpoint in some sort of assumed development.

1.8 Organization of the Study

This research work is organized in five chapters, for easy understanding, as follows

Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study.
Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature.
Chapter three deals on the research design and methodology adopted in the study.
Chapter four concentrate on the data collection and analysis and presentation of finding.
Chapter five gives summary, conclusion, and recommendations made of the study

Chapter Five

Summary, Conclusion and Recommendation

5.1 Introduction

It is important to ascertain that the objective of this study was to ascertain impact of human resources administration on organizational efficiency. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of human resources administration on organizational efficiency

5.2 Summary

This study was on impact of human resources administration on organizational efficiency. Six objectives were raised which included: To identify and analyzes the process of apartment into key offices with the use of employees’ qualification, to make a general recommendation into the management on the areas of improvement in the human resources administration, to find out the implication of the methods of employment and its impact of job efficiency with the sole aim of finding out how it affects the workers behavior, to enable human resources management sees the need to cultivate good relations with employees in the organization, to ascertains effective and efficient utilization of human resources for organizational development. To highlights the difference between a specialist and a novice irrespective of their qualification. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Adavi Local Government, Kogi State. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made directors, administrative staff, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies

5.3 Conclusion

We have seen a number of studies, both older and newer, indicating that HRM contributes to increase the organisational performance. These studies have shown evidence indicating that HR practices affect the organisations’ employee attitudes and behaviours, operational performance and financial and market performance. However, we have also seen that a number of methodological limitations and empirical evidence has challenged the body of research indicating a positive link between HRM and performance. The most important of the methodological limitations is perhaps the fact that nearly all research within the research field is cross-sectional. There are hardly any studies investigating the relationship with a true longitudinal design, and the few that do have trouble showing consistent positive effects from HRM to organisational performance. Another troubling issue within the research concerns the gathering of data and the data itself. Most studies are based on single or few respondents often reporting on their own organisation concerning both independent and dependent variables. When reporting on HRM measures, research often rely on data informing in the mere presence of practices, thus possibly creating a skewed picture of reality. In addition, we have been made aware that the possible HRM-performance link can be much more complex than what has previously been believed. The differentiation between intended, actual and perceived HR practices look to be an important factor not to be neglected. We have also seen findings indicating that there is a real possibility for a reversed link between HRM and performance, or at least partly reversed. The lack of longitudinal studies and the inconsistency among the already existing longitudinal studies make it very difficult to discard this possibility. In addition, we also cannot exclude the possibility of third factors influencing both HRM and performance at the same time. In addition, because there are so many differences in the number and types of HR practices that are included and the various types of performance these HR practices are measured against, the existing evidence can be considered non-additive. Even if the body of positive research is big, the research rather expands the area of effects, rather than constructing trust and confidence on the same effects.

5.4 Recommendation

It is clear from the findings that Human Resource Management (HRM) practices (Compensation, Career Planning, Performance Appraisal, Training, and Employee Involvement) has a positive role in increasing the employee’s performance, so the organizations should implement these practices to achieve the desired goals. The organizations should utilize a variety of reward and recognition programs to drive behavior that promotes high performance.

Organization conducts extensive training program for its employees relevant to the changing needs of jobs and business. Job performance should be considered an important factor to determine the compensation of employee’s performance. Management should value the contribution and ideas shared by employees and empower employees to maximize their individual talent in order to make effective decisions. Human Resource Management practices (Compensation, Career Planning, Performance Appraisal, Training, and Employee Involvement) play a crucial role in increasing employee performance so the organizations should revise their HR policies by keeping in view the above factors in order to attain the targeted goals.

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