ABSTRACT

This project is a review “Human Resource Management and Productivity in Nigeria

Public Sector”. The problem
identified wasWork motivation and
compensation, Ethics and Values, Work Attitude and Recruitment and
Selection Process. This write up showed the relevant literature concerning the
project topic. It goes further to explain HRM and

Productivity in
Nigeria Public Sector, Using a study of Power Holding Company of Nigeria (PHCN)
Enugu Branch, Enugu State.The
descriptive survey method was used and the research tool was questionnaire. 250
staffs answered the questionnaire. Frequency percentages and criterion mean
score of 2.5 were used in data analysis using Chi-square formula and
presentation was done by the use of tables.  The findings from the study
showed that the factors of HRM and Productivity in Nigeria Public Sector.Finally, solutions and recommendations
were proffered, in which emphasis was made on the remedies. The write

up is duly
summarized.               

CHAPTER ONE

INTRODUCTION

BACKGROUND OF STUDY

The development of any nation depends to a
very large extent on the calibre, organization and motivation of its human
resources. In the specific case of Nigeria where diversity exerts tremendous
influence on politics and administration, the capacity to increase the benefits
and reduce the costs of this diversity constitutes a human resource management
challenge of epic proportion in its public sector organizations. Human Resource
Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work
in the organization. Human Resource Management can also be performed by line
managers.

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.
The new role of HRM involves strategic direction and HRM metrics and
measurements to

demonstrate. 

HRM covers a wide
range of activities. The main area of study we will focus on will be incentives
and work organization. Incentives include remuneration systems (e.g.
individuals or group incentive/contingent pay) and also the system of
appraisal, promotion and career advancement. By work organization we mean the
distribution of decision rights (autonomy/decentralization) between managers
and workers, job design (e.g. flexibility of working, job rotation),
team-working (e.g. who works with whom) and information

provision.

Civil servants have a reputation for being
lazy. However, people’s personal experiences with civil servants frequently run
counter to this stereotype. We develop a model of an economy in which workers
differ in laziness and in public service motivation, and characterise optimal
incentive contracts for public sector workers under different informational
assumptions. When civil servants. Effort is invariable, lazy workers and
working in the public sector highly attractive and may crowd out dedicated
workers. When effort is variable, the government optimally attracts dedicated
workers as well as the economy’s laziest workers by offering separating
contracts, which are both distorted. Even though contract distortions reduce
aggregate welfare, a majority of society may be better off as public goods come
at a lower cost. Where we depart from several of the existing surveys in the
field is to put HRM more broadly in the context of the economics of management.
To do this we also look in detail at the literature on productivity dispersion.

Human resource management encompasses the
traditional personnel functions of recruitment, selection, training,
motivation, compensation, evaluation, discipline, and termination of employees.
Each of those tasks demands particular skills. Increasingly, human resource
management is being recognized for its strategic importance to organizations
and jurisdictions, and is moving beyond its traditional position as a monitor
of compliance. This course is designed to provide you with an understanding of
the evolution of human resource management policies and practices, and how
changes over time reflect shifting societal values and environmental
circumstances. Our emphasis is on improving understanding of the historical
context and current conditions of public sector HRM and developing basic skills
necessary to be an effectively manage human resources.

Within the public sector, many of the most
visible and interesting controversies, such as affirmative action, employee
ethics, sexual harassment, drug testing, and labour-management relations, are
part of human resource management. Human resources also account for the largest
percentage of the operating budget for most public agencies, and public
administrators must have both an appreciation for the costs of personnel
decisions and the ability to project those costs. In addition, constitutional,
statutory and regulatory requirements often constrain personnel decisions and
actions in the public sector, and public administrators must have a working
knowledge of these legal guidelines. Public administrators must recognize the
political aspect of human resource management. Human resource management
policies and techniques are developed, implemented and evaluated in a public
context. Public sector HRM practices effect the selection and experiences of
government employees which, in turn, affects public policy. In order to make
and implement effective human resource management policies, administrators need
an appreciation of the political and historical context in which the policies
have developed to date.

In the current environment, a professional
public administrator must be prepared to advocate for the strategic importance
of human resources, find ways to be flexible and responsive to change, adapt to
changing patterns of employment and intersectoral relations, utilize technology
to more effectively communicate with prospective and existing employees, and
develop more sophisticated and effective methods of measuring and rewarding
performance

(Ingraham and
Rubaii-Barrett, 2007).

Management must work with people. The
proper use of people in an enterprise undoubtedly has a direct and significant
bearing on the productive efficiency of the enterprise. As a result of the
importance that managers assign to people who must work with them, terms such
as “human resources” “human capital” are used to demonstrate the difference
people make in the performance of a manager and consequently the enterprise.

The issues in personnel management are
major factors of the human problems affecting organization. These issues
include:

i.      
Recruitment and Selection
Process,

ii.    
Organization structure of
personnel departments.

The recruitment and selection processes are
to ensure the engagement of reliable, competent and qualified workers.
Fatiregun (1992:131) defines recruitment as the process of accessing a job,
announcing vacancy, arousing interest and stimulating people to apply while
selection is the process of choosing, for excellence, through process of
rejection or matching the applicants.

These processes of recruitment and
selection have been corrupted by the Nigeria environmental factors (Nnadi,
2009) as shown below:

i.      
Political Pressure,

ii.    
Theory and practice of “Ima
Mmadu” or “Who you knew”,

iii.  
Federal character principle of
representation,

iv.  
Common state of origin among
staff in the same department.

Organization structure of personnel
departments shows clearly the operational contacts and co-ordination in the
organization chart, including the hierarchies of the officers, functions and
authorities. Human factors or participants will be engaged to fit into this
abstract framework for the purpose of accomplishing predetermined results. The
structure is a fundamental design for the effective performance of people who
work together in groups to achieve their purpose. The working party (1977:16)
warns that if the structure is wrong or inadequate, not even the ingenuity and
cleverness of those who operate it will give it the desired correctness or
satisfactory function.

Human relation at work can be a factor of
human resource problems in an organization, which according to Fillopo
(1971:57) is a formal relationship that exists among personnel and employees in
working place. The timely and positive effort in handling human problems at the
executive level will make for good human relations or reconciliation of the
organizational and employee goals. Poor communication network, abuse of the
principles of line and staff relation, blind recruitment and selection process,
incompetent employees and personnel, and indifference attitudes to work are
major human problems in managing human relation at work in an organization.

The result of this poor attitude to work in
the public sector organization is the reason for constant dwindling of
management in public sector organization (Onodugo, 2008). It is sad to note
that the typical work attitude of an average Nigerian worker is largely
anything near what will turn around the public sector organization.

Research findings Nwachukwu (1985), Korman
(1977) have shown that the productivity of an employee is determined by three
major factors:

1)    
the ability of the employee

2)    
the will to work, and 3)situational factors.

The public sector organization is a
government sector responsible for providing the public with essential services.
The public sector is referred to the government sector, whether Federal, State,
or Local Government. Public sector organizations are organizations which
emerged as a result of government acting in the capacity of an entrepreneur
(Obikeze and Anthony 2004:248). 

STATEMENT OF PROBLEM

Public sector organizations in Nigeria
faced problems which often hampers the attainment of set goals. The
productivity of any public organization sector depends largely on the
performance of its people (i.e. the management and subordinates) for this
success to be achieved, the human resource management in the organization needs
to be addressed and managed.

To that effect, this
research is being proposed to address the following issues;

i.      
Work motivation and
compensation

ii.    
Ethics and Values

iii.  
Work Attitude  

iv.  
Recruitment and Selection
Process 

OBJECTIVES OF STUDY

Deplorably however, most of these
objectives listed above have not been achieved due to human problems facing the
sector. Therefore the objective of this study includes;

a.     
To determine the effects of
work motivation and compensation on the productivity of public sector
organization.

b.    
To determine the effects of
Ethics and Values on the productivity of public sector.

c.     
To examine the effects of work
attitude of workers on the productivity of public sector organizations.

d.    
To examine the effects of
recruitment and selection process of workers on productivity of public sector
organization

RESEARCH HYPOTHESES

The researcher uses
hypotheses HO which is a test of no difference

HO1: There is evidence to prove that work
motivation and compensation contributes to the productivity of public
sector. 

HO2: There is evidence to prove that Ethics
and Values contribute to poor productivity of public sector.

HO3: There is a significant relationship to
show that work attitude of workers by workers affects the productivity of
public sector.

HO4: There is evidence to show recruitment
and selection process of workers affects the productivity of public sector
organization

SIGNIFICANCE OF STUDY

Human Resource Management is the backbone
of any economy production of any nation. HRM plays a vital role in the
productivity of the Nigeria public sector organizations. It is therefore
important to identify the significances of the research work which are
subdivided as:

1.    
The findings of this research
will serve as a guide in the productivity of other public sector through their
human resource. 

2.    
The findings of this study will
enable for proper management of human resource which will lead to effective
customer value and productivity in public sector organization management.

3.    
It will also enhance
government, private sector and general public participation contribution in
addressing these human resource management in public sector organization.

4.    
The study will enable me to contribute
my own views and ideas on managing human resource and productivity in the
public sector organization of Nigeria.

5.    
The study will be of immense
help to other people and students who might wish to carry out other researches
in the field.

SCOPE OF THE STUDY

The work is on HRM
and Productivity and public sector in Nigeria, with PHCN as a case. It will
cover the concept of Public Sector; examine Human Resource Management in Public

Sector, the impact of HRM
on Productivity in Public Sector and also the challenges of

Human Resource Management
in Public Sector.

LIMITATIONS OF THE STUDY

In carrying out this
research many factors served as constraints:

1.    
The limitation of the research
title as just HRM and Productivity in the Nigeria public sector.

2.    
Financial Limitation.

3.    
Inadequate Time: time factor
constitutes the major limitation of this research study. It relates to the fact
that the time for research work was short because it was combined with
lectures, studies and examination.

4.    
Negative attitude of respondent:
the problem facing the researcher with regards to the respondents relates to
the non-cooperation and uncompromising attitude some respondents in giving out
relevant information or facts.