HUMAN CAPITAL MANAGEMENT AND ORGANIZATIONAL GOAL ATTAINMENT IN AKWA IBOM STATE CIVIL SERVICE COMMISSION
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HUMAN CAPITAL
MANAGEMENT AND ORGANIZATIONAL GOAL ATTAINMENT IN AKWA IBOM STATE CIVIL SERVICE
COMMISSION
CHAPTER ONE
INTRODUCTION
1.1 Background to the study
Employees are major assets of any organization. The active
role they play towards an organizational success cannot be underestimated. As a
result, equipping these unique assets through effective human capital
management becomes imperative in order to maximize the job performance, attain
organizational goals and also position them to take on the challenges of
today’s global competitive business climate.However, in recent times, many
organizations employee human capital as much as possible but are unable to meet
organizational goals and objectives. The case of educational system in Nigeria
is worth discussing. Majority are going into the teaching line yet the
performance of the sector is going down. In the banking sector for instance,
human capitals are being employed frequently and in large numbers, yet most
banks cannot meet their targets and their deposits and profits are depreciating
in amounts.
Human capital is considered as one of the core components of
intellectual capital and is a critical resource in anorganization.Accordingto
Bontis, Koew and Richardson (2000), it is not enough for organizations to hire
and promote the brightest individuals they find but they should nurture and
support them into developing and sharing their potentials through training and
learning to positively affect and increase the organizational
performance.Nations, organizations and individuals increasingly recognize that
training, high levels of skill and competence are essential to future security
and success. It is obvious that as individuals are appraised, acquire more
skills and training during a lifetime, performanceandefficiency as well as
creativityareachieved.Apparently, there is an established linkage between human
capital elements and organizational goal attainment but the economic value of
human capital cannot be questioned. According to Starbuck (1992, Hassen 1995),
an important concern among scholars is what type and how much human capital is
required to create a competitive advantage for organizations.
Improving the quality and relevance of human capital
management would enable organizations to better understand their overall
“people-related” strengths and weaknesses and identifying areas for
improvement. When organizationshavemuchbetterskilledandcreativeemployeesitcaneasilyavoidwastefulinvestmentandimproveitsefficiencyandperformance.
Training,then
becomesthemostimportantpartofhumancapitalmanagementfunctionforeffectiveuse
ofhumanresource. Today,
everyoneadmitsthevalueoftrainingasamajorinfluenceonsuccessoftheorganization.Trainingenhances
knowledgeandinformationaboutacertainfieldandalsoaddsadvantagetonetworkingforefficiencyandperformanceofemployees.Humancapital
element isthemostvaluableassetineveryorganization; as
withthemachines,materialsandthemoney, absolutelynothinggetsdonewithoutemployees.Trainingtherefore,isreallyahumancapitaldevelopmentinwhichknowledge,
skillsandbehaviorarerequiredbyemployeestoperformadequatelyonanassignedtaskorjob.Trainingcantakeplaceinnumerousways,onthejoboroffthejob;intheorganizationoroutsideorganization.
1.2 Brief History of Akwa Ibom State Civil Service Commission
TheAkwa Ibom State Civil ServiceCommissionis an agency of
Government established under the 1999 constitution of the Federal Republic of
Nigeria under Section 197 and part IIA of the Third Schedule.The Commission’s
history could be traced to December 1987 shortly after the State was created
from the Cross Rivers State with Chief Nyong U. Usen as a pioneer Chairman.
The functions of the commission are spelt out in the Constitution
of the Federal Republic of Nigeria. Apparently, the Commission’s statutory
functions and powers include appointment, promotion and discipline of civil
servants in the State Civil Service.As an appellate body, the commission meets
every Thursday of the week to consider petitions/complaints emanating from
Ministries and Extra-ministerial Departments. In addition, members of the
commission serve as observers in senior staff management committee meetings in
Ministries/Extra-ministerial Departments.
Other areas of the Commission’s activities cover
responsibility for: (i) Advancement (ii) Contract appointments (iii) Transfer
of service/secondment (iv) Serving as an appellate body for all petitions from
the service (v) Maintaining comprehensive and up- to- date personnel records
(vi) Regulating the operations of the Civil Service through provision of
service guidelines and circulars and (vi) Monitoring the activities of
ministries and extra-ministerial Departments in order to ensure maintenance of
standards, uniformity and adherence to guidelines in the State.
1.3 Statement of the Problem
InNigeria, organizationsarefacinglotsofproblems of high rate
of staff turnoverandemployees’ ineffective performance. This isnot
unconnectedtolackofmotivationandlowemployees’ appraisal and satisfaction level.
Itisagreedbyanumber ofauthorsthatatrainingneedoccurswhen there
isashortfallinoverallperformance of organization(Okanya,2008). Moreover, organizationsworkwith variety
ofstaffmembersnotonlyforimprovementconnectedwithstaffmembersbutwithorganization’s
effectiveness as well. It is obvious that human resource programs enhance the
employees’ performance and organizational goal attainment.
Many organizations in Nigeria, for instance, Akwa Ibom State
Civil Service Commission is faced with a myriad of challenges relating to poor
human capital management. The challenges range from
defectiverecruitmentmethods, recruitment of wrong personnel to certain
positions of responsibilities, assignment of the right jobs to wrong and
unqualified/nonprofessionals in such areas of assignment thereby putting a
round peg in a square hole, thus wasting both financial and non-financial
resources of the organization.
Another problem of human capital management and how it
affects organizational performance is poor management of
personnel.Wherethehumancapitalisnot wellmanaged,organizations are
likelyconfrontedwiththedifficultyinthedevelopmentandtrainingofhighlytalented
personnel.This will subsequently lead to inefficiency and ineffectiveness in
organization’s productivity.
Otherproblemsaretheinabilitytoproviderealisticstaffing
projections andtheinabilitytoutilizeresourceseffectivelyandefficiently.This is
evident in publicsectorwhereinefficiencyandineffectivenessaboundandtheerraticsupplyofbasicsocialamenitiesseemstoimplytheabsenceofproperhumancapital
management processes.On the basis of the aforementioned, this work was designed
to examine how human capital management could lead to organizational goal
attainment ty.ectiveness in organization'toor management of personnel.ibilities
, assignment of the right jobs to wrong and unqin Akwa Ibom State Civil Service
Commission.
1.3 Objectives of the Study
The main objectiveof this study is to examine howhuman
capital management could lead to organizational goal attainment ty.ectiveness
in organization'toor management of personnel.ibilities , assignment of the
right jobs to wrong and unqin Akwa Ibom State Civil Service Commission. Other
Specific objective includes:
i.
To identify the nature and concept of human capital management in Akwa
Ibom State Civil Service Commission.
ii.
There is no significant relationship between training and employees’ productivity/
efficiency in Akwa Ibom State Civil Service Commission.
iii. To
established the relationship between human capital management and productivity
in Akwa Ibom State Civil Service Commission.
iv. Is
there any relationship between the employees years of experience and
productivity in Akwa Ibom State Civil Service Commission
v. Is
there any relationship between the employees’ educational qualification and
productivity in Akwa Ibom State Civil Service Commission?
vi. To make
recommendations on how to improve human capital management so as to enhance
organizational performance.
1.4 Research Questions
The following research questions were formulated to guide the
study:
i.
What is the nature and concept of human capital management in Akwa Ibom
State Civil Service Commission?
ii.
There is no significant relationship between training and employees’
productivity/ efficiency in Akwa Ibom State Civil Service Commission.
iii. Is
there any relationship between human capital management and productivity in
Akwa Ibom State Civil Service Commission?
iv. Is
there any relationship between the employees years of experience and
productivity in Akwa Ibom State Civil Service Commission
1.5 Research
Hypotheses
From the objectives of the study, the following hypotheses
were formulated for this study:
i.
There is no significant relationship between training and employees’
productivity/ efficiency in Akwa Ibom State Civil Service Commission.
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