A STUDY ON THE INFLUENCE OF HUMAN AND RESOURCES MANAGEMENT ON THE PRODUCTIVITY OF CIVIL SERVANTS IN FRSC. A RESEARCH PROJECT MATERIAL ON PUBLIC ADMINISTRATION
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
The major objective of every organization, whether private or public, is to improve its productivity, and this achievement to a great extent depends on the quality and competence of its human resources. Responsible organizations recognize that human resources are their main resource in achieving the desired objectives. Consequently, workers must be equipped and trained adequately to ensure that their knowledge, skills, and abilities facilitate the attainment of organizational goals and objectives. To corroborate, Singh & Mohanty (2012), posit that training is a central and powerful instrument for the effective achievement of organizational goals and objectives, resulting in greater productivity. As such, the performance of an organization to a great extent relies on the capacity and expertise of the employees at the managerial and lower levels of the organization and such capacities and abilities derive from the knowledge and training they receive (Dialoke, Ukah and Ikoro, 2016). Also, training is fundamental, in view of the evolving technology; the automated work environment; the rapid transformation in administrative settings, accompanied by the demands of diversity management as hallmarks and trappings of globalization. The importance of training has no doubt been recognized in many organizations as the key factor for improved productivity. However, manpower training in the public sector is threatened with a number of problems like the absence of systematic training despite the various reforms that laid emphasis on training (Okotoni & Erero, 2005). This is because, the various reforms in the public sector have not considered it necessary to initiate definite and continuous training programs that will increase employees‟ productivity. This implies that when training need is recognized and resources and time are committed, the training exercise can still be inadequate in addressing the productivity deficit. Sometimes, the training exercise is haphazard or lopsided in design, implementation and participation. At times, training is based on a faulty diagnosis of training needs.
Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways.
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