Pad 115

DISTANCE LEARNING INSTITUTE
UNIVERSITY OF LAGOS
AKOKA YABA
PRINCIPLES OF PERSONNEL MANAGEMENT 1

PAD 115
COURSE WRITERS:
Dr. Augustine NdukaEneanya
Mr. K. Adegbite
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STUDY GUIDE
PRINCIPLES OF PERSONNEL MANAGEMENT 1

PAD 115
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COPYRIGHT
Copyright © 2019 by Distance Learning Institute, University of Lagos.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or
otherwise, without the prior permission of the copyright owner.
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ABOUT THIS COURSE MODULE
This course module on Principles of Personnel Management 1 (PAD 115) has been produced by
Distance Learning Institute, University of Lagos and structured as outlined below.
How this Module is structured
The Course Overviews

The course overview gives you a general introduction to the course. Information contained in the
course overview will help you determine:
If the course is suitable for you.
What you will already need to know.
What you can expect from the course.
How much time you will need to invest to complete the course.
The overview also provides guidance on:
Study skills.
Where to get help.
Course assessments and assignments.
Activity icons.
Study sessions.
We strongly recommend that you read the overview carefully before starting your study.
The Course Contents

The course is broken down into study sessions. Each study session comprises of:
An introduction to the study session contents.
Learning outcomes.
Contents of study sessions.
A study session summary.
Assessments and/or assignment, as applicable.
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YOUR COMMENTS
After completing this course, Principles of Personnel Management 1 (PAD 115), we would
appreciate it if you would take a few moments to give us your feedback on any aspect of this
course. Your feedback might include comments on:
Course contents and structures.
Course reading materials and Learning resources.
Course assessments.
Course assignments.
Course duration.
Course support (assigned E-tutors, technical help, etc).
Your general experience with the course provision as a distance learning student.
Your constructive feedback will help us to improve and enhance this course.
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COURSE OVERVIEW
Welcome
This course Principles of Personnel Management 1 (PAD 115) provides you with information on
how you can manage personnel in private and public organizations. It covers fifteen broad topics
which provide a budding researcher with the knowledge and the know-how of the Principles of
Personnel Management in Nigeria. There are fifteen study sessions in all. Study Session one
covers origin, nature and development of Personnel Management in Nigeria. Study Session two
deals with meaning and functions of personnel. Chapter three provides approaches to Personnel
Management. Study Session four covers Personnel Policy. Study Session five provides
information on contract of employment, rights and duties of employer and employees. Study
Session six covers manpower Planning. Study Session seven provides you with explanations of
job analysis, job description and job specification. Study Session eight describes recruitment,
selection and placement process. Study Session nine deals with communication in organization.
Study Session ten explains training of employees. Study Session eleven explains the concept of
performance management and appraisal. Study Session twelve describes job evaluation and pay
system. Study Session thirteen explains the concept of trade union management. Study Session
fourteen explains how to handle employees’ grievances and trade disputes. Finally, Study
Session fifteen explains the management of industrial relations
Course Learning Outcomes

Upon successful completion of PAD 115, Principles of Personnel Management 1, you will be
able to:
• Understand the Principles of Personnel Management
• Explain principles of Personnel Management
• Apply the principles of Personnel Management in both private and public organizations
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STUDY SESSIONS
STUDY SESSION 1 Origin, Nature and Development of Personnel Management in Nigeria

1.0 Learning Outcomes 1
1.1 Origin of Personnel Management 1
1.2 Nature of Personnel Management 2
1.3 Factors shaping the development of Personnel Management 3
1.4 Summary 5
1.5 SAQs 5
1.6 References 5
STUDY SESSION 2: Meaning and Functions of Personnel Management
2.1 Meaning of Personnel Management 6
2.2 Functions of Personnel Management 7
2.3 Relationship between personnel Management and Line Managers 8
2.4 Summary 9
2.5 SAQs 9
2.6 References 10
STUDY SESSION 3: Approaches of Personnel Management
3.1 Mechanical Approach 11
3.2 Paternalism Approach 12
3.3 Social System Approach 12
3.4 Social Responsibility Approach 13
3.5 Summary 13
3.6 SAQs 13
3.7 References 14
STUDY SESSION 4: Personnel Policy
4.1 Principles and Scope of Personnel Policy 15
4.2 Communication of Personnel Policy 16
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4.3 Ethical Policies and Behaviour 16
4.4 Summary 17
4.5 SAQs 17
4.6 References 17
STUDY SESSION 5: Contract of Employment, Rights and Duties of
Employers and Employees
5.1 Contract of Employment 18
5.2 Rights and Duties of Employers 19
5.3 Rights and duties of employees 20
5.4 Summary 21
5.5 SAQs 21
5.6 References 22
STUDY SESSION 6: Manpower Planning
6.1 Benefits of manpower planning 23
6.2 Manpower Planning Process 24
6.3 Problems in Manpower Planning 25
6.4 Summary 25
6.5 SAQs 26
6.6 References 26
STUDY SESSION 7: Job Analysis, Job Description and Job Specification
7.1 Job Analysis 27
7.2 Job Description 29
7.3 Job Specification 29
7.4 Summary 30
7.5 SAQs 31
7.6 References 31
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STUDY SESSION 8: Recruitment, Selection and Placement Process
8.1 Examining vacancy 32
8.2 Attracting applicants 34
8.3 Selection method 34
8.4 Placement and follow-up 35
8.5 Summary 35
8.6 SAQs 35
8.7 References 36
STUDY SESSION 9: Communication in Organization
9.1 Meaning of Communication 37
9.2 Why do we communicate? 38
9.3 Channels of Communication 39
9.4 Problems of Communication 39
9.5 Summary 40
9.6 SAQs 40
9.7 References 40
STUDY SESSION 10: Training Employees
10.1 Meaning of Training, Education and Development 41
10.2 Identification of Training Needs 42
10.3 Systematic Approach to Training 43
10.4 Summary 44
10.5 SAQs 45
10.6 References 45
STUDY SESSION 11: Performance Management and Appraisal
11.1 Meaning Performance Management 46
11.2 Performance Management Process 47
11.3 Performance Appraisal 50
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11.4 Benefits of Performance Appraisal 53
11.5 Summary 54
11.6 SAQs 55
11.7 References 55
STUDY SESSION 12: Job Evaluation and Pay System
12.1 Meaning of Job Evaluation 56
12.2 Job Evaluation Methods 57
12.3 Choosing a Pay System 58
12.4 Factors determining Pay system 60
12.5 Link between Job Evaluation and a pay system 60
12.6 Summary 61
12.7 SAQs 61
12.8 References 62
STUDY SESSION 13: Trade Union Management
13.0 Learning Outcome 63
13.1 Definition of Trade Union 63
13.2 Structure of Trade Union in Nigeria 64
13.3 Advantages of Trade Union 65
13.4 Statutory Provisions for Strikes 66
13.5 Summary 67
13.6 SAQs 67
13.7 References 67
STUDY SESSION 14: Handling Employees’ Grievances And Trade Disputes
14.1 Meaning and causes of employees’ grievances 68
14.2 Settlement of Employees’ Grievances 68
14.3 Procedure for Statutory Settlement of Trade disputes 70
14.4 Summary 70
14.5 SAQs 70
14.6 References 71
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STUDY SESSION 15: Managing Industrial Relations
15.1 Meanings and Purposes of Industrial Relations 72
15.2 Actors in Industrial Relations 75
15.3 Strategies for good industrial relations 75
15.4 Summary 76
15.5 SAQs 76
15.6 References 76
Self-Assessment Questions and Solutions -

Answers to Self-Assessment Questions Study Session 77 -80
Answers to Self-Assessment Questions Study Session 80-82
Answers to Self-Assessment Questions Study Session 82- 83
Answers to Self-Assessment Multi-Choice Questions1-15 Study Sessions-130
skill As an adult learner your approach to learning will be different to
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study, you will have professional and/or personal motivation for
doing so and you will most likely be fitting your study activities
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around other professional or domestic responsibilities.
Essentially, you will be taking control of your learning

environment. As a consequence, you will need to consider
performance issues related to time management, goal setting, stress
management, etc. Perhaps you will also need to reacquaint yourself
in areas such as essay planning, coping with exams and using the
web as a learning resource.
Your most significant considerations will be time and space i.e. the
time you dedicate to your learning and the environment in which
you engage in that learning.
We recommend that you take time now before starting your self-
study to familiarize yourself with these issues. There are a number
of excellent web links & resources on the Course CD and Learning
Management System (LMS). Go to “Self-Study Skills” menu in
course CD.
Need help?
As earlier noted, this course Module complements and supplements
PAD 115 as an online course.
Help
You may contact any of the following units for information, learning
resources and library services.
Deputy Director (M&C)
Distance Learning Institute
University of Lagos
For technical issues (computer problems, web access, and etc), please
send mail to …………..
Academic Support
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A course facilitator is commissioned for this course. You have also been
assigned an E-tutor to provide learning support. The contacts of your
course facilitator and E-tutor for this course are available at your
Help
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Contact Details
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Office Hours: 8.00am – 6pm Monday - Friday
Email: adeoladipo@unilag.edu.ng, ucheudeani@gmail.com,
Telephone: 08059182892
This study guide and the module text are the key material for studying
the relevant chapters. Each topic provides you with a 'road map' to
guide you through the module. The textbook readings will be
supplemented by lecture notes. You are also expected to attempt the
online activities on the Learning Management System as they will
deepen your understanding of the individual topics. Online discussions
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application of the topics under discussion in practice. Furthermore, you
benefit from the experiences and insights of your peers challenging their
own perspectives and actions.
There is availability of other useful sources such as numerous websites

which are appropriate for this course. The following list is by no means
exhaustive but should be explored:
http://www.skills4study.com
http://www.ucd.ie/adulted/currentstudents/studyskillsguide/
http://www.enchantedleraning.com
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Activities
This manual features “Activities”, which may present material that is

NOT extensively covered in the Study Sessions. You will be provided
Activities with answers to every activity question. Therefore, your emphasis when
working the activities should be on understanding your answers. It is
more important that you understand why every answer is correct.
There are different forms of activities in this manual, ranging from

reading activities, case studies, discussion activities. The use of activities
is particularly based on learning outcomes and nature of content. Some
Study Sessions comes with discussion topics. You may discuss the Study
Sessions at respective discussion boards on course website.
You may see dates for active discussion with E-tutor on course schedule.
This course schedule is available on the course website.
Evaluation
At the end of the session, you will be asked to provide feedback on

this module through an online evaluation that will be sent to your
email account. The gathering of such feedback is an important part
of our quality assurance and accreditation processes and I would
encourage you to complete these evaluations.
There are two basic forms of self-assessment in this course: in-text questions (ITQs)
and self-assessment questions (SAQs). Feedbacks to the ITQs are placed
Assessments
immediately after the questions, while the feedbacks to SAQs are at the back of
manual. You will receive your TMAs as part of online class activities on your
Learning Management System (LMS). Feedbacks to TMAs will be provided by your
E-tutor in not more than 2-week expected duration.
Schedule dates for submitting assignments and engaging in course / class activities
is available on the course LMS. Kindly visit your course LMS often for updates.
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Assessment is undertaken to establish the extent of your learning on completing the
module. The module has three assessment components with specific weightings and
marks awarded totaling 100. In the following pages, further details of each
assessment component are presented along with expectations in relation to prior
preparation and completion.
You are required to submit THREE assignments for this module. You are advised to
read the relevant section of the study session before attempting each assignment.
The weighting for each assignment is outlined below:
Assignment 1 10%
Assignment 2 10%
Assignment 3 10%
You will be exposed to other forms of assessments in form of Computer Marked

Assessments (CMA) and Tutor Marked Assessments (TMA).
Please submit the assignments via the relevant assignment upload link on the LMS
which can be located under the ‘Assignments’ section of the course page. You are
expected to complete all assignments ensuring that they are submitted by the
specified date. All submissions must be typed and must be well laid out. Please
ensure that all submissions are entirely your own work as plagiarism attracts
penalties. The penalty may include a deduction of marks, failure in the course,
and/or referral to the Open Distance Learning Disciplinary Committee.
Grading
Your programme is designed with courses which are weighted and classified into
various levels. Courses are assigned units depending on the volume of work required
to complete the course. This section is designed to acquaint you with the alphabets
representing your final grade in this course. It is necessary to first recognize and be
thoroughly familiar with certain ranges that are commonly used in arriving at your
grade. These are defined as follows:
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A (70-100%) 5 points
B (60-69%) 4 points
C (50-59%) 3 points
D (45-49%) 2 points
E (40-44%) 1 point
F (0-39%) 0 point
MODULE DELIVERY
a. Session Arrangements
The module delivery relies on your ability to engage in prior preparation, to seek
confirmation and clarification as appropriate and to be actively engaged during the
session. You are expected to study and be prepared for all sessions. The study
sessions are divided into weekly format as will be seen on the LMS.
b. Preparation Required in Advance of Sessions
In addition to the module assignments, you are expected to have read the study
sessions in advance of online facilitations. Research Methods and Statistics (FED
322) is a 2-units course and the workload reflects that fact. It is essential to set out
your study schedule so that you can plan your learning activities for the academic
year ahead with the aim of balancing study, work and family demands. You are
expected to be fully familiar with the contents of the module.
c. Student Engagement
During the sessions, you are expected to be able to discuss issues arising from the
study. Session participation is a vital element in the design of this module.
Therefore, you are expected to engage in class discussion and online collaborations
in order to facilitate the formation of your critical judgments. To support your
learning, Power-Point slides and videos will be available which (on certain
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occasions) may need to be upgraded / modified during or following the sessions
depending on the issues raised. Icons are inserted within the lecture module for you
to understand the content better as you study.
Reference
For those interested in learning more on this subject, we provide you with
a list of additional resources at the start of this Error! Use the Home tab
to apply Guide Type to the text that you want to appear here.; these
may be books, articles or websites.
Reading
Getting around this course
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While working through this Error! Use the Home tab to apply Guide Type to the text that
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GENERAL INTRODUCTION TO THE MODULE

This course Principles of Personnel Management (PAD 115) provides information on how we
can use principles to manage personnel in both private and public organizations. It covers fifteen
broad topics which provide a budding researcher with the knowledge and the know-how of how
to manage personnel in organizations. Study Session one covers origin, nature and development
of Personnel Management in Nigeria. Study Session two deals with explaining meanings and
functions of personnel management. Chapter three describes the approaches of personnel
management. Study Session four describes the contents of personnel policy. Study Session five
provides information on contract of employment, rights and duties of employers and employees.
Study Session six explains the principles of manpower planning in an organization. Study
Session seven provides information on job analysis, job description and job specification. Study
Session eight describes the recruitment, selection and placement process in an organization.
Study Session nine deals with communication in an organization. Study Session ten describes
how employees are trained. Study Session eleven explains how to manage and appraise
performance in an organization. Study Session twelve describes job evaluation and pay system in
an organization. Study Session thirteen explains how trade unions are managed in organizations.
Study Session fourteen explains how employees grievances and trade disputes are managed.
Study Session fifteen explains how industrial relations are managed in an organization. All the
study sessions provide summary, references as well as self-assessment questions.
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STUDY SESSION 1
ORIGIN, NATURE AND DEVELOPMENT OF PERSONNEL MANAGEMENT IN
NIGERIA
1.0 Introduction
Personnel Management started with the advent of the British colonial rule in Nigeria. The public
service of today evolved after amalgamation of the colony and protectorate of Northern and
Southern, Nigeria in 1914. The Nigerian Civil Service was small in structure, comprising of
expatriate personnel drawn essentially from Britain at the upper and middle level. While
educated Nigerians were confined to the operative levels of the administrative cadre regardless
of their educational qualification and skills. With the establishment of government offices, more
Nigerians were employed into paid jobs and also afforded Nigerians the opportunity to practice
personnel functions as the first foremen, chief clerks and supervisors.
1.1 Learning Outcomes for Study

Session 1
When you have studied this session, you will be able to:
1.1. Understand the Origin of Personnel Management in Nigeria
1.2 Understand the Nature of Personnel Management in Nigeria
1.3 Explain the factors that led to the Development of Personnel Management in Nigeria
MAIN CONTENTS
1.1 Origin of Personnel Management in Nigeria
The development of personnel management in Nigeria started with the advent of British colonial
rule in Nigeria. The amalgamation of Southern and Northern protectorates in 1914. The
appointment of Sir Fredrick Lugard as the Governor General of the amalgamated territories
compelled the establishment of a central bureaucracy to assist him in the administration of the
entire Nigeria territory.
The bureaucracy that emerged for this purpose was Nigerian Civil Service headed by the Chief
Secretary around which was surrounded by and was composed of specialized departments like
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the Treasury, Public Works, Education, Health and Agriculture among others. The structure of
the service constituted upper and middle level cadres dominated by the expatriates while
Nigerians irrespective of their qualifications constituted the lower level cadre.
However, after the Second World War, the introduction of “Nigerianization policy in the civil
service, occasioned by Foot Commission of 1948 created opportunities for Nigerians to be
recruited as personnel specialists as against the expatriate personnel. This policy of
Nigerianization spread to civil of Eastern and Western Regions of Nigeria which became self -
governing in 1946 as a result of Richard Constitution of 1947. In 1959, the North became self-
governing but introduced “Northernization” into its own civil service, instead of Nigerianization
as done by Eastern and Western regions. However, in 1961, the civil service in Nigeria was fully
“Nigerianized” and Nigerians appointed to senior positions in the civil service.
1.2 Post–Independence Experience

Nigeria was granted independence in 1960 and public personnel functions remained at four
levels of government, the federal and three regions – Eastern, Western and Northern regions.
Personnel offices were constituted under three units – civil service commissions as regular units
for senior personnel and ministry of establishment and office of permanent secretary. There was
no professionalism in the civil service as chief clerks, chief typists were designated as personnel
officers
However, Udoji’s Reform of 1974 harmonized and unified job grading and salary system in the
public service, introduced merit system as a basis of reward and replaced confidential system of
reporting with the open reporting system. Subsequent public service reforms transformed the
personnel functions in public service to modern personnel management as practiced in the
private sector.
1.3 Nature of Personnel Management in Nigeria

Let us now examine the nature of Personnel Management in Nigeria. At a particular time in
history, personnel management was not associated with professionalism. The dominant role of
the personnel manager was to satisfy the top management in hiring and retaining the work force
that would be the instrument for organizational productivity.
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However, this role has changed overtime, personnel managers began to care for the needs of the
workforce, the diversity within the work context and continuously search for motivating
techniques and programme that would support the achievement of organizational as well as
individuals’ objectives. In this newly expanded role, the personnel manager has now assumed
specialist role.
The modern personnel manager, therefore, requires a broad background in such field as
Psychology, Sociology, Philosophy, Economics and Management. The exposure to these
disciplines should be of material assistance in giving a perspective from which to view modern
personnel management and improve research in the discipline
1.3.1 Factors That Shaped the Development of Personnel Management

Having examined the nature of Personnel Management in Nigeria, let us examine factors that
shaped the development of personnel management in Nigeria. There are many factors that
shaped the development of personnel management in Nigeria. They include: the efforts of trade
unions, Ministry of Employment Labour and Productivity, efforts of Nigeria Employers
Consultative Association (NECA), Labour Legislation and the role of Institute of Personnel
Management of Nigeria.
1.3.2 Efforts of Trade Unions

The greatest and most important factor that hastened the emergence of specialist on the scene of
Personnel Management was the efforts of trade unions. In colonial period, government
employment was the largest single employer for salaried jobs. Hence, trade union activities were
first to manifest with the emergence of civil service union in 1912. The union came into
existence due to the contract between the Nigerian workers n and their British colonialists. In
1931, the Railway Workers’ Union was formed. The Nigerian Union of Teachers was formed in
1939. The first trade union ordinance was enacted in Nigeria in the same year and about twelve
workers’ unions emerged.
The general strike of 1945 led by Railway Workers’ Union paved way for the introduction of
Cost of Living Allowance (COLA) that improved the conditions of Nigerian workers and
became a stepping stone in the improvement of labour-management relations in Nigeria.
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1.3.3 Role of Ministry of Employment, Labour and Productivity
The establishment of labour Department, which later grew into Ministry of Employment, Labor
and Productivity facilitate the growth of Personnel Management in Nigeria. The ministry has
become a regulatory professional body on labour matters. Besides, other mechanisms have been
established, such as the Industrial Arbitration Panel (IAP) and National Industrial Court (NIC)
for settlement of disputes between employers and workers.
1.3.4 The Role of Employers Consultative Association (NECA)

On 16 January, 1957, employers of labour established Employers Consultative Association
(NECA) with the aim of assisting in the maintenance and promotion of good industrial relations
between its employer-members and their employees. Other purposes of the body are to promote
technical education, training, seminar, workshops and research for the development of efficient
employees in all branches of organized industry and commerce in Nigeria. It also advises
government on labour matters and legislation.
1.3.5 Labour Legislation

The Federal Government, through the Federal Ministry of Employment, Labour and Productivity
has enacted several laws, which if implemented will ensure industrial harmony and good
personnel management. The Federal government accepted some International Labour
Organization (ILO). Conventions and Regulations into its labour law and policy. This helped the
development of personnel management in Nigeria. Besides, other labour legislations such as
Trade Union Acts of 1973, Trade Disputes Act of 1976, National minimum wage of 1981
(amended in 1991), Factory Acts of 1987, compensation Act of 1987 and Pension Act of 2004
(amended in 2014), have contributed immensely in the development of Personnel Management
in Nigeria.
1.3.6 The Role of Professional Institute

The establishment of Institute of Personnel Management of Nigeria (IPMN) with the aim of
developing specialists for commerce and industry is an added value to the development of
Personnel Management in Nigeria.
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In-Text Question
• What was the effect of Nigerianization policy in the development of personnel
management in Nigeria?
o With Nigerianization policy, Nigerians occupied specialist personnel positions and
trained to replace expatriates in personnel functions
1.4 Summary
In study session 1, you have understood:
(i) The origin of personnel management in Nigeria
(ii) The nature of personnel management in Nigeria
(iii) The factors that shaped the development of personnel management in Nigeria
1.5 Self-Assessment Questions (SAQS) For Study Session 1

Now that you have completed this study session, you can assess how well you have achieved its
learning outcomes by answering the following questions. Write your answers in your study diary
and discuss them with your tutor at the next study support meeting. You can check your
answers with the notes on the self-assessment questions at the end of this module.
Self-Assessment Question (SAQS) For Study Session 1

SAQ 1.1. (Test on Study Session 1.1). Describe the origin of personnel management in
Nigeria
SAQ 1.2. (Test on Study Session 1.2) What is the nature of personnel management as a
discipline?
SAQ 1.3. (Test on Study Session 1.3) What are the factors that shaped the development of
personnel management in Nigeria?)
1.6 References/Suggestions for Further Readings

Armstrong, M. (2009). Human Resources Management Practice, 11th Edition. London: Kogan
Page
5
Eneanya, A.N (2008). Principles of Personnel Management in Nigeria, Lagos: Concept
Publications
----------- (2014).Managing Personnel in Public Sector. Ibadan: University of Ibadan Press/
Printery
Onasanya S.A.B (2005) Effective Personnel Management and Industrial Relations. Lagos:
Centre for Management Development
Maduabum, C. (2014). Conduct of Government Business. Ibadan: Spectrum Books Ltd
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STUDY SESSION 2
MEANINGS AND FUNCTIONS OF PERSONNEL MANAGEMENT
2.0 Introduction
We can define personnel management as the management of people in organizations.
Management of people as a resource entails utilizing their skills, knowledge and attitudes for
organizational productivity. As such, organizations need to establish solid human resources
function to maximize their human capital utilization. People are the greatest asset of an
organization. It is in this context that in this study session, we examine the meaning and
functions of personnel management.
2.1 Learning outcomes for Study Session 2

When you have studied the session, you will be able to:
2.1 Explain the meaning of personnel management
2.2 Describe the functions of personnel management
2.3 Explain the functions of personnel manager in relationship to other managers in the
organization
Main Contents
2.1 Meaning of Personnel Management
Personnel management is concerned with managing people at work. However, there are
divergent views about the definition of personnel management. Personnel management is
viewed by scholars in different perspectives. Thomason (1975) states that personnel
management “as oriented towards efficiency and the welding of people into effective
organizations for the pursuit of abstract organizational objectives” (p.11). The British Institute of
Personnel Management (1963 cited in Onasanya, 2005, p.3) defined personnel management as
“the responsibility of all those who manage people as well as a description of the work of those
who are employed as specialist”. This definitions have certain elements in common. First,
personnel management entails peoples’ management. Second, it is oriented towards efficiency.
Third, it is a function which can be discharged by specialists, finally, it is associated with
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coordinating people towards achieving organizational objectives. In sum, personnel management
is the management of people at work and relationships with employers in order to achieve
organizational goals. People in an organization are the assets or capital of the organization.
2.2 Functions of Personnel Management

Now, that we know the meaning of personnel management, let us discuss the functions:
2.2.1 Personnel Policies
The personnel manager initiates and implements personnel policies. These policies are
formulated, approved by management and implemented. This is aimed at assisting management
in achieving organizational objectives.
2.2.2 Manpower Planning
Personnel management function also touches on planning for the present and future manpower
requirements. This role enables the organization to harmonize organizational objectives with
human resources objectives to achieve their goals.
2.2.3 Wages and Salaries Administration
It is the responsibility of Personnel Department to ensure that salaries and wages of employees
are fair and equitable according to qualifications. Every job should be evaluated and workers
family rewarded. In organized establishments, salaries and wages follow structure templates
designed by the organization.
2.2.4 Welfare Services to Staff
The personnel department makes adequate provisions to keep the workforce comfortable.
Besides, it ensures that all labour policies and legislations that concern employees’ welfare are
observed in the employees’ Manual embodies obligations for employers and employees,
penalties and sanctions that assist personnel department in the discharge of its functions
2.2.5 Education, Training and Development
Education and training are areas organizations utilize to improve the knowledge, skills and
attitudes of workers towards attaining organizational objectives. Once the training needs of
individuals, occupation, and organizations are identified, training programmes are designed and
implemented to enable employees upgrade their skills and knowledge. The aim of organizations
in investing on workers/development is to enable them become efficient and productive at work.
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2.2.6 Industrial Relations
It is the wish of management of organizations to maintain industrial peace. Organizations
normally employ personnel specialists who relate with trade union organizations to handle all
complaints and grievances of employees. The personnel specialists advise and collaborate with
line managers to promote industrial harmony.
2.2.7 Recruitment, Placement and Disengagement

Recruitment of personnel is one of the important functions of personnel department. The
personnel department is basically concerned with obtaining the right kind of personnel in terms
of number and quality, selection and placement cover the multitude of activities designed to
screen and hire personnel. Similarly, the personnel department endeavours to retain employees
ans is also responsible for staff disengagement process.
The purpose of all these functions as they concern both managers and operatives is to assist in
the accomplishment of organizational objectives
2.3 Relationship between Personnel Management and Line Managers

Having examined the functions of personnel management, let us examine the relationship
between personnel management and line managers in their official functions. Personnel
department provides specialist knowledge and services to line managers in the performance of
their jobs. The personnel manager does not have any direct control over other staff, except where
a specific responsibility is delegated directly to him by top management. In other words, the
personnel managers’ relationship with other managers, supervisors and staff of the organization
is indirect or advisory.
While other line managers, are responsible for personnel management in areas of their jobs,
personnel managers’ job is to advise on labour legislation, implementation of personnel policies
and industrial relations.
2.3.1 Coordinate all Staff Functions of the Enterprise

The personnel department ensures that uniform standards are maintained in the implementation
of personnel policies. The personnel department consults and communicates with line managers
from time to time on staff problems, grievances, disciplines, and management of industrial
relations.
9
2.3.2 Relationship with Other Publics
An enterprise has many public serving different purposes and those with which it makes contacts
through its personnel department. The personnel department is often engaged with other public
bodies such as: Ministry of Employment, Labour and Productivity, Salaries and wages
commission, Industrial Arbitration Panel, National Industrial Court, National Employers’
Consultative Association (NECA), Central Labour Union Organizations, among others. The
personnel department often advises the organization in order to promote good decisions on staff
matters and industrial peace.
In-Text Questions
• What is the meaning of personal management?
o Personnel management is concerned with the management of people at work and
promoting the relationship between employers and employees in order to attain
organizational goals
2.4 Summary
In study session 2, you have learned to:
(a) Explain the meaning of Personnel Management
(b) Explain the functions of personnel Management
(c) Describe the relationship between line managers, the public and personnel department
2.5 Self-Assessment Questions (SAQs) For Study Session 2

and discuss them with your tutor at the next study support meeting. You can check your answer
with the notes on the self-assessment questions at the end of this module.
SAQ 2.1 (Test on study session 2.1) Explain the meaning of personnel management
SAQ 2.2 (Test on study session 2.2) Describe the functions of personnel management
10
SAQ 2.3 (Test on study session 2.3). How does personnel department manage line and staff
functions in an organization?.
2.6 References/Suggestions For Further Reading

Eneanya, A.N. (2014). Managing personnel in the Public Sector. Ibadan: University of Ibadan
Press and Printery
Flippo, E.B. (1980). Personnel Management, 5th Edition. Tokyo: McGraw-Hill Inc.
Onasanya, S.A. B (2005). Effective Personnel Management and Industrial Relations. Lagos:
Centre for Management Development Publication
Thomason, G.E (1975). A Textbook of Personnel Management. London: British Institute of
Personnel Management
11
STUDY SESSION 3
APPROACHES TO THE STUDY OF PERSONNEL MANAGEMENT
3.0 Introduction
The attitude toward personnel and philosophies of managing them have evolved through history.
Personnel management has passed through different approaches in the past. For the student of
management, the past helps to give a clearer conception of the present status of the subject. For
this reason, in this study session, we examine significant approaches of personnel management.
3.1 Learning Outcomes for Study Session 3

When you have studied, you will be able to:
3.1 Explain the mechanical approach to Personnel Management
3.2 Understand paternalism as an approach to personnel management
3.3 Understand social system approach as a technique of personnel management
3.4 Understand the social responsibility aspects of organizations
3.1 Mechanical Approach

Let us now examine mechanical approach and others. Mechanical approach is a description of
that attitude which assumes that labour must be classified with capital and land as a factor of
production to be procured as cheaply as possible and utilized to the fullest. Associated with this
approach is the adoption of a closed-system to the management of personnel. In this approach,
the organization is sheltered from outside forces such as government or labour unions that might
attempt to interfere. In mechanical approach, labour is replaced either by machines or by
management innovations that result in more work being done by few people. Management of
jobs in industries was executed using mechanical and electronic means.
3.1.1 Mechanical Approach Problem

For over a century, managers applied this principle of mechanical approach toward personnel.
However, the approach resulted in various management problems. They include technological
unemployment because labour is replaced by machines or management innovationssecurity –
12
labour is relegated to the background as they become tenders of machine, leading to uncertainty
of steady employment and economic insecurity.
Labour organization management’s indifference to the requirements of its personnel contributed
heavily to the creation of labour unions. Mechanical approach towards personnel management
limited the growth of labour organizations.
Pride in work – There was decrease in pride of work at operational level and the transfer of skills
to mechanic approach has left the workers as tender of machine or sometimes, left with no task
at all. Besides, the introduction of computers and data processing system to managers regulate
their activities more closely. This results in absence of individual pride in accomplishment
engendered by traditional structure of organization and operations.
3.2 Paternalism Approach

Paternalism is the concept that management must assume a fatherly and protective attitude
toward employees. During this period in 1920s, elaborate personnel programmes were
developed, emphasizing such activities as company stores company homes, recreation facilities
and the like. In paternalistic approach, two characteristics featured. First, the profit motive was
not the major aim but employee services. Second management provides these services because
employees need them. However, this approach prevented trade unionism. Moreover, it failed to
win employees’ loyalty, as they felt treated as children, instead of adult.
3.3 Social System Approach

This approach to personnel management, viewed the firm as central system. A system is a
collection of interacting system, each of which in turn can be viewed as a subsystem. In this
context the school of thought emphasizes the inevitable inter-connectedness and relationships
that management must consider if it is to develop viable programmes of personnel management.
On the other hand, each individual employee constitutes a complex human system. This
eventually develop into friendship, cliques and associations that, in turn, become informal sub-
systems. The harmonization of individual employee’s needs with central system (firm’s)
objectives helped in developing the goals of the personnel component.
The social system approach to personnel is part and parcel of a larger system approach to
management. Research has demonstrated that it is often possible to develop personnel
13
programmes that can simultaneously satisfy the needs of individuals, groups, managers and the
total organization.
However, such perfect alignment is not possible because open system analysis and system
analysis and development of strategies characterized by discussion, confrontation, negotiation
and compromise will be required to manage conflict that inevitably develop.
3.4 Social Responsibility Approach

In recent times, there has been a growing concern about a re-definition of the proper role of the
business firms within the society. This school of thought argued that in as much as the business
system is a subsystem of organized society, the modern business leaders must be concerned with
societal expectations. In pursuit of economic goals, organization’s decisions concerning their
direction and operation have social consequences that can no longer be ignored. The personnel
manager, therefore, has an important and inescapable responsibility in helping the organization’s
management to recognize, define and fulfill this enlarged concept of its social role.
In Text Question
• Identify four approaches that dominated the practice of personal management?
o The four approaches that dominated personnel management practice. Include:
Mechanical, Paternalism, Social System and Social Responsibility Approaches.
3.5 Summary
In study session 3, you have learned and understood:
(i) Mechanical approach to personnel management during the industrial revolution era
(ii) Paternalistic approach to personnel management in 1920s
(iii) Social system approach to personnel management
(iv) Social responsibility approach that connects the organization, human resources and
society in modern personnel management
14
3.6 Self-Assessment questions (SAQs) for study session 3
Now that you have completed this study session, you can assess how well you have achieved, its
and discuss them with your tutor at the next study support meeting. You can check your answers
with the notes on the self-assessment questions at the end of this module.
SAQ 3.1. (Test on Study Session 3.1). Describe four approaches to personnel management?
SAQ 3.2. (Test on Study Session 3.2) Explain what you understand by the term
“mechanical approach” to personnel management?
SAQ 3.3: (Test on Study Session 3.3). Paternalism as an approach to personnel management
of the 1920 and explain its limitations
SAQ 3.4: (Test on Study Session 3.4). Explain the specific obligations of the personnel
manager with respect to the social responsibility of the organization
3.7 References/Suggestions for Readings

Eneanya, A.N. (2014). Managing personnel for public sector. Ibadan: University of Ibadan, Press
&Printery
Flippo, E.B (1980). Personnel Management, 5th Edition. New Delhi: McGraw-Hill Kogakusha
Ltd
Onasanya, S.A. B. (2005). Effective Personnel Management and Industrial Relations. Lagos:
Centre for Management Development Publications
Werner, J.M. &DeSimone, R.L. (2006).Human Resource Development. United Kingdom:
Thomson South-Western
15
STUDY SESSION 4:
PERSONNEL POLICY
4.0 Introduction
A policy may be defined as a guide for making administrative decisions. Personnel is about
people at work. Personnel policy, therefore, is “a written statement of an organization’s goals
and intentions concerning matters that affect the people in the organization” (Ubeku, 1975, p.17).
However, personnel policy may be expressed orally or in writing. Every organization operates on
policies decided upon by its Board of Directors. Such policies cover various aspects of the
conditions of employment and industrial relations, covered by separate statements of policy.
These statements may be in broad and long-range contexts that express the philosophy and
values of the Board of Direction. This study session, therefore, examines the personnel
management of an organization.
4.1 Learning outcomes for study Session 4

When you have studied this session, you should be able to:
4.1 Examine the principles and scope of personnel policy
4.2 Understand communication of personnel policy
4.3 Understand ethical policy inherent in employees’ behavior
4.1 Principles and Scope of Personnel Policy

The three main principles upon which personnel management focuses are (Chumming, 1968,
cited in Ubeku, 1975, p. 17):
• Fairness, equity and justice are ethical principles for management
• Recognition of employees’ contributions and feedback on performance are important
personnel management practices
• Encouraging employees to participate in organization strategies is the best strategy for
business success.
16
4.1.1 Scope of the Personnel Policy statement
Personnel policies cover main areas of personnel functions as follows: employment, recruitment,
selection and placement, training and development, promotion, wages and salaries, industrial
relations, welfare, social responsibility to employees, as well as the locality in which the
company situates. Once these policy statements have been made in various area of personnel
function, the actions to be taken will have to be guided by what has been laid down. These
statements of policy may be reviewed from time to time to see whether they are still valid
(Ubeku, 1975).
4.2 Communication of Personnel Policy

Personnel policy can be oral but it is written as a statement since policy statements are constantly
referred to by various managers, it must be clearly written as manual and sub-divided into
subject areas of personnel function. Labour policy must be clearly stated in clear and specific
terms, so that every word could be given its ordinary meaning, thereby, leading to a uniform
interpretation of the policy. Where necessary, a definition clause may be added in labour policy.
Since the labour policy is a guide or statement and not an order or contract, labour policy should
be flexible enough to cover changing circumstances, amended or discarded where necessary.
4.3 Ethical Policies and Behaviour

The personnel manager has a special role in ensuring that ethical behaviour is observed in the
organization. It is also expected that the organization ensures that clients or customers are also
treated fairly and ethically. As an intermediary between the organization and the employee, the
Personnel Department has a large role to play in ensuring fair treatment of employees without
discrimination. Besides, the Personnel Department is charged with protecting the organization
from potentially unethical employees, especially applicants who are likely to steal from the
organization, take bribes, demand kickbacks, and violate the law or work under the influence of
drugs.
Generally, the Personnel Department is obliged to maintain the following ethical policies and
behaviours:
(i) Providing health and safety policies and practices that would keep employees from
hazardous working conditions and accept responsibility for its breaches.
(ii) Be honest and transparent in recruiting,
17
(iii) Avoid discriminatory practices in selection and advancement
(iv) Provide equal pay for work of comparable worth
(v) Endeavour that workers’ rights are upheld through trade unionism
(vi) Ensure fairness with regard to discipline and termination of appointments
(vii) Uphold all laws and regulations that relate to the organization’s activities
(viii) Finally, maintain the highest standards of professional and personal conduct (Ubeku,
1975)
These ethical policies should form the cornerstone of the company’s ethical values.
In-Test Questions
• What is a policy?
o A policy is a guide for making administrative decision
4.4 Summary
In study session 4, you have learned:
1. The scope of personnel policy
2. How to communicate labour policy to stakeholders; and
3. How to maintain ethical policies and behavior of employees
4.5 Self-Assessment Questions (SAQs) for Study Session 4

learning objectives by answering the questions. Write your answers in your study diary and
discuss them with your tutor at the next study support meeting. You can check your answers with
the notes on the Self-Assessment Questions at the end of this module
SAQ 4.1 (Test on Study Session 4.1). What is the meaning of labour policy?
SAQ 4.2 (Test on Study Session 4.2). Describe how labour policy is communicated to
employees?
SAQ 4.3 (Test on Study Session 4.3). Identify key ethical values in personnel
management?
4.6 References/Suggestions for Further Reading
18
Baron, A. & Armstrong, M. (2008). Human Capital Management: Achieving Added Value
through People. London: Kogan Page.
Eneanya, A.N. (2014). Managing Personnel in Public Sector. Ibadan: University of Ibadan and
Printery
Onasanya, S.A. B. (2005). Effective Personnel Management and Industrial Relations. Lagos
Ubeku, A.K. (1975). Personnel Management in Nigeria. Benin City. Ethiope Publishing
Corporation
19
STUDY SESSION 5
CONTRACT OF EMPLOYMENT, RIGHTS AND DUTIES OF EMPLOYERS AND
EMPLOYEES
5.0 Introduction
Employment law between employers and employees is known as contract. It is a relationship
voluntarily entered into by both employers and employees. In such a relationship, all
ingredients of a valid contract must be present. Therefore, we can define the Contract of
employment as a contract voluntarily entered by the employer and employees. The contract is,
however, subject to the general law of contract. In this study session, we shall examine the
contract of employment, duties and rights of an employer and employee.
5.1 Learning Outcome for study Session 5

When you have studied this session, you should be able to understand
5.1 Contract of Employment
5.2 Understand Rights and Duties of the employer
5.3 Understand Rights and Duties of the employees
Main Contents
5.1 Contract of Employment
Contract of employment is the contract between the employer and employee voluntarily agreed
between the two parties. The contract is, however, subject to the general law of contract in
common law. The ingredients of valid contract must be present in a contract of employment.
These ingredients include (Bankole, 2003, p.1)
(i) Offer and acceptance
(ii) Consideration
(iii) Capacity of parties to contract
(iv) Intention to be bound by parties
(v) Legality of the subject matter of the contract
20
(vi) The consent or voluntary participation of the parties
To protect employees in such relationship, government always intervene in the form of statutory
enactments. The major statutory enactments governing contracts of employment are “LabourAct
Cap 198 (as amended) LFN 1990, Factories Act Cap 125 (as amended) LFN 1990, Workmen’s
compensation Act cap 470 (As amended) LTN 1990, and Trade Union Act cap 437 (as amended)
LFN 1990” (Bankole, 2003, p.1):
The courts interpreted these statutes and any written contract of parties if and when disagreement
arises between parties. So, judicial decisions also play a role in contract of employment.
5.1.1 Terms of Contract

Not later than three months after the beginning of a worker’s period of employment with an
employer, the employer shall give to the worker a written statement, specifying
• The name of the employer or group of employers and where appropriate, of the
undertaking by which the worker is employed;
• The name and address of the worker and the place and date of his engagement;
• The nature of the employment,
• If the contract is for a fixed term, the date when the contract expires
• The appropriate period of notice to be given by the party wishing to terminate the
contract due regard being laid to section II of this Act
• The rates of wages and method of calculation, thereof and the manner and periodicity of
payment of wages;
• Any terms of conditions of employment, relating any
(i) hours of work or
(ii) holidays and holidays pay, or
(iii) incapacity for work due to sickness or injury, including any provisions for sick pay; and
(iv) any special conditions of the contract(Ubeku, 1975, p. 44)
However, beside, writing letter of employment, these terms of employment can be expressed in
employment handbook, which also contain staff and collective conditions of service agreements.
5.2 Rights and Duties of Employers

As we have discussed the ingredients of contract of employment, let us examine the rights and
duties of employers. Rights and duties of employers impose duties to the employees. For
21
example, just as an employee has a right to a written statement of the terms and conditions of
employment, so does an employer has a duty to provide such terms in writing
5.2.1 Rights of the Employer

The rights of the employer include:
(i) To hire, to fire, to interdict; to suspend and generally to discipline
(ii) Right to be indemnified by the employee for the consequence of the employee’s
negligence, which results in the employer paying damages to third parties
(iii) Right to impose reasonable restraint of trade on the worker
(iv) Right to enforce and maintain discipline in the work place
(v) Right to determine job content, the rate of pay and the manner the job should be
performed (Bankole, 2003)
5.2.2 Duties of employer

The employer has the following duties(Bankole, 2003):
• To provide job for the employee, particularly so for an apprentice and those workers
whose pays are augmented with tips from customers
• To pay remuneration in legal tender
• To provide written term of contract within 3 months of the employment
• To ensure safe tools and sanitary working system and environment
• To provide a competent and respectable staff to instruct him on the job and follow up
with reasonable supervision
• Duty to vicarious liability to third parties. for example, where a servant commits a
wrongdoing (tort) against another in the course of his employment, the master will be
vicariously liable
5.3 Rights and duties of employees
The rights of workers are not set out in one place. They are to be found within the statute and
under common law. However, the duties can be summarized as follows:-
(i) An employee has a right to receive all the benefit of employment arising from the
contract entered into
(ii) He has a right to health and safety at work
22
(iii) Right to belong to a union and to seek remedies against improper conduct of union
matters
(iv) Right to resort to court or tribunals on matters pertaining to his employment
(v) Right to paid public holiday and leave
(vi) Right to a written statement of the terms and condition of the employment(Bankole,
2003)
5.3.1 Duties of the Employees

Now, let us examine the duties of employees. The duties of the employees include :
(i) performing duties assigned to them
(ii) exercising due diligence and skill in the performance of his duties
(iii) obeying lawful and reasonable orders
(iv) being faithful, loyal and honest to the employer
For example, an employee caught stealing from the employer or one involved in deception or
false accounting would be in breach of a duty to be faithful, loyal and honest to his employer
(Bankole, 2003).
In-text-question
• What is a contract of employment ?
o Contract of employment is a contract voluntarily entered between the employer and
employee
5.4 Summary
In this study session 5, you have learned about:
1. Contract of employment and its components
2. Rights and duties of employer
3. Rights and duties of employees

Now, that you have completed this study session, you can assess how well you have achieved its
learning objectives by answering the following questions. Write your answers in your study diary
23
and discuss them with our tutor at the next stud support meeting. You can check your answers
with the notes on the self-assessment questions at the end of this module
SAQ 5.1 (Test on Study Session 5.1). What are the contents of a contract of employment?
SAQ 5.2 (Test on Study Session 5.2). What are the rights of an employer in an
organization?
SAQ 5.3: (Test on Study Session 5.3). What are the duties of the employee of an
organization
Bankole, B. (2003). Employment Law. Lagos: Libriservice ltd
Labour Act CAP L(2004). Labour Regulations and Rules. Abuja: Federal Government Laws
Publication
Ododoru, R.O. (2002). The Employment and Dismissal Handbook. Sango-Ota, Ogun State:
Ogis&Ododo Employment Agency
Ubeku, A.K. (1975). Personnel Management in Nigeria. Benin City: Ethiopia Publishing
Corporation
24
STUDY SESSION 6
MANPOWER PLANNING
6.0 Introduction
The manpower requirements of any organization have to be planned for. It refers to“an attempt
to forecast how many and what kind of employees will be required in the future and to what
extent this demand is likely to be met” (Adamolekun, 2002, p.98). The aim is to ensure that
adequate skilled personnel are available to meet short-and long-term needs at all times. In this
study session, let us examine manpower planning in organizations.

When you have studied this session you should be able to:
6.1 Understand the benefits of manpower planning and importance of business objectives
6.2 Understand the principles of manpower planning process
6.3 Understand how to overcome problems of manpower planning
Main Contents
6.1 Benefits of Manpower Planning
Effective manpower planning enables the organization to identify the areas where shortage or
excess of manpower is likely to occur in the future or where there is inefficient use of people.
Manpower planning has many benefits. Among them include (Onasanya, 2005, p. 32):
(i) To help determine recruitment levels, thus avoiding expensive and unsatisfactory panic
measures when you suddenly realize that you are short-staffed
(ii) To anticipate redundancies and, if possible, find ways of preventing them and their
attendant human and financial costs
(iii) To monitor the ratio of manpower to other costs, in order to assist decisions regarding the
best use of financial resources
(iv) Toprovide a basis for training and development programmes geared to meet the needs of
the business and related to company succession plans
25
(v) To identify future accommodation requirements in the form of working space, or
recreational facilities. Organization manpower planning needs continuous readjustment
because the goals of an organization are unstable and its environment uncertain.
6.1.1 Manpower Plan
From organizational objectives manpower plan are derived from either the demand or supply of
labour. The implications of the manpower plan must then be considered by the top management
of the company in case the objectives need amendment. For example, it may not be possible to
increase production by the planned amount because the kind of labour required is either
impossible to train in the time available or does not exist in the quantity needed.
6.2 Manpower Planning Process

Manpower plan can be short-term, medium –term or long-term. Short-term planning covers six
months to two years, medium – term planning covers two years to five years and long-range
period is over five years. What is considered short medium or long-range plans depends on the
type of company or industry. Long-term manpower planning process entails:
(a) Examine the current stock level of personnel in the organization. This can best be done
through manpower inventory, audit and skill inventory, etc.
(b) Determine the future workload by reviewing the corporate objectives and business plans
(c) Plan the organization by aligning the broad objectives into functions of various positions
within the departments. It will thus be easy to build up through coordination of the
various broken down components;
(d) Determine how many employees will be required to carry the identified workloads. This
requires proper job analysis, evaluation and grading.
(e) There is also the need to determine how the jobs are to be done within the available man
hours per annum. Also to be considered are the idle time that may arise in the year, the
effect of mechanization, technical changes, technological innovations and other
unforeseen occurrence
(f) Reconcile requirements with the available manpower. Determine the sources of supply.
How many can be found from the existing stock? (good performance and potentials appraisal are
of paramount importance here). What complement is needed from outside? From what sources
are the requirements to be recruited?; and What does the organization chart looks like? There is
26
the need to continuously update the plans and forecasts to determine the career prospects of each
individual(Onasanya, 2005, p. 32).
6.3 Problems in Manpower Planning

In practice, manpower planning can be difficult and often inaccurate. Main reasons are as
follows:
• Inadequate knowledge of the labour environment can lead to poor planning due to lack of
information of required skills of personnel in the internal or external environment.
• Lack of effective communication about the companies’ objectives and corporate
plans.Resistance to the change expressed in the plan. The forecast of labour structure,
with their effects on skills and status, may be regarded as a threat
• The difficulty of making accurate forecasts of social and economic changes due to the
complexity of the organization
• Technological changes in production or service systems can affect planning for
manpower
• Poor manpower utilization. If the manpower existing in the organization is not properly
utilized, it would limit the organization’s ability to plan for its manpower.
• High labour turnover. This can limit effective planning as the number of personnel
required in the short or long-term cannot be determined.
In general, long-term manpower planning is often affected by these problems. Nevertheless,
long-term manpower planning is a growing practice, particularly in large companies which have
to plan their expenditure on capital equipment several years ahead in any case. The difficulties of
recruiting, selecting and training human resources on the one hand, or of making them redundant
on the other, are so great that manpower planning is amply justified even though its results may
be somewhat inaccurate.
In-Test Questions
• What is manpower planning?
o Manpower planning can be defined as an attempt to forecast how many and what kind of
employee will be required in the future and to what extent this demand is likely to be met
27
6.4 Summary
In study session 6, you have learned
1. What manpower planning means, its objectives and company’s objectives
2. Manpower planning process
3. The limiting factors of manpower planning
with the notes on the Self-Assessment Questions at the end of this module
SAQ 6.1 (Test on Study Session 6.1). What are the benefits of manpower planning?
SAQ 6.2 (Test on Study Session 6.2). Describe the key focus of manpower planning
process?
SAQ 6.3 (Test on Study Session 6.3). What are the limiting factors in manpower planning?
6.6 References/ Suggestion for Further Reading

Adamolekun, L. (2002). Public Administration: A Nigerian and Comparative Perspective.
Lagos: Longman (Nigeria) Ltd
Eneanya A.N. (2014). Managing Personnel in Public Sector Ibadan: University of
Ibadan.Pres/Printers.
_______(2008). Principle and Practice of Public Personnel Administration in Nigeria. Lagos:
Concept Publication Ltd.
Onasanya, S.A.B (2005). Effective Personnel Management and Industrial Relations. Lagos:
Centre for Management Development Publication.
Hackett, P. (1979). Success in Management: Personnel. London: John Murray (Publishers) Ltd.
Ubeku, A.K. (1975). Personnel Management in Nigeria. Benin City: Ethiopia Publishing
Corporations.
28
STUDY SESSION 7
JOB ANALYSIS, JOB DESCRIPTION AND JOB SPECIFICATION
7.0 Introduction
In personnel management technical terminology is necessary in order to facilitate
communication. There is the need to understand the components of the jobe, how the duties are
described and required expectations of such job. It is, therefore, desirable for us to define and
describe the terms; job analysis, job description and job specification in this study session
7.1 Learning Outcomes to Study Session 7

When you have studied this study session, you will be to
7.1 define and explain the components of job analysis
7.2 define and explain the contents of job description
7.3 define and explain what job specification entails
Main Contents
7.1 Job Analysis

Job analysis describes the method of revealing all the facts about a job. It entails breaking jobs
into their component parts or tasks. It involves the “discovery of various tasks to be performed,
how they are performed (job description) and personnel requirement of the job (job specification
and the responsibilities of the jobholder and the working environment” (Onasanya, 2005, p. 37)
7.1.1 Methods of job analysis

The following are the methods of analyzing job:
(i) observing the incumbent. By this method, the analyst spend some days with the
incumbent, observing and recording the results of such observation from which a job
description is later prepared
(ii) interviewing the incumbent: - The analyst interviews the incumbent covering all aspects
of the job
29
(iii) using questionnaire. Questionnaire can be prepared for the incumbent to complete and
certified by his supervisor
(iv) asking the incumbent to prepare his job description. By writing all activities he/she
performs and how he/she performs them, give best source of information that would help
the analyst decide how the job is done.
(v) interview with the supervisor
(vi) materials of works: A study of the tools, working materials, machines, documents,
communication media, etc. frequently provides a useful check on the information
obtained
(vii) Previous studies: - For example, work study records, training manuals and accident
reports, are added to sources of information
(viii) Do-it-yourself:- In some jobs it is feasible for the analyst to spend some time actually
performing the work himself
(ix) Work Diaries: The job holder records his activities in detail throughout the day over a
period of about a month. The diary is then analyzed to obtain a list of duties and their
frequency(Onasanya, 2005, p.38).
In order to analyze a job accurately, it is obviously necessary to use a combination of several of
the above methods, each method checking the other verify the job information obtained. Data
collected from one employee should be checked by consultation with others holding the same
job. The analyst may thus obtain additional information and may find some contradictions and
inconsistencies. Resolution of such discrepancies, if they are factual, is the best worker on the
job, a reasonable sample is necessary when the job is composed of a considerable number of
positions.
7.1.2 Uses of Job Analysis

Job analysis is a basic tool in personnel management. The benefits are:
1. Job analysis is useful for validating hiring procedures
2. It enables training needs to be identified through job description
3. It enables job to be described and organizational job requirements identified.
4. It enables performance of employees to be evaluated.
5. It provides information needed for career Career management
30
6. Job analysis helps in structuring an organization by clearly defining the responsibilities
and consequently the authority of each employee within the organization.
7. It enables personnel department determine the purposes of various jobs and their relations
to other
8. Information derived from components of the job helps in occupational
counseling(Onasanya, 2005).
7.2 The Job Description

Job description is an organized, factual statement of the duties and responsibilities of a specific
job. The first and immediate product of the job analysis process is the job description. As its title
indicates, this document is basically descriptive in nature and constitutes a record of existing and
pertinent job facts. These facts must be organized in such a way that it should be useable. Most
times, job descriptions follow this order (Flippo, 1980):
• job identification – Information as to job title, alternate title, department, division, plant
and code number for the job.
• job summary – Detail information of the job
• duties performed:-
• supervision given and received – degree of supervision involved, such as general
direction, intermediate or close supervision
• relation to other jobs – vertical and horizontal relationships of workflow and procedures
• tools, machines and materials – This portion lists and defines each major type, giving
trade names when necessary. This information is helpful in devising training programmes
• working conditions – Hot, cold, dry, dusty, oily, noisy or hazardous conditions are used
to describe this section
• definition of unusual terms – Any technical or unusual words used in the duties –
performed section should be listed separately and defined. They thus, become a kind of
job glossary.
• comments which add to and clarify the above (p.114).
31
7.3 Job Specification
A job specification is a statement of the minimum acceptable human qualities necessary to
perform a job properly. The contents of a job determine “the caliber of person required to
perform that job and the complexity of the tasks dictates the type of education, experience,
intelligence and other factors required of a person who will perform those tasks
successfully”(Onasanya, 2005, p.39).
The job specification should begin with the job description and then continue with a more
detailed account of the job, perhaps using these headings:
• major responsibilities and results expected
• routine duties in the job specification
• non-routine or infrequent duties under the same headings
• working conditions
• equipment and materials, and
• personal contacts(Onasanya, 2005, p.39)
7.3.1 Uses of Job Specification

The job specification is of fundamental importance in personnel management. Job specification
is useful in the following personnel functions:
• Selection
• promotion
• appraisal
• setting performance standards
• job evaluation
• training(Onasanya, 2005)
In-Text Questions
• What is job analysis?
o Job analysis in the process of studying and collecting information relating to the
operations and responsibilities of a specific job.
32
7.4 Summary
In Study Session 7, you have learned about:
1. Job analysis
2. Job description
3. Job specification

learning outcomes by answering the following questions. Wrote yours answers in your study
diary and discuss them with your tutor at the next study support meeting. You can check your
answers with the notes on the self-assessment Questions at the end of this module.
SAQ 7.1 (Test on Study Session 7.1) Explain the uses of job analysis
SAQ 7.2 (Test on Study Session 7.2) What are the components of job description
SAQ 7.3 (Test-on Study Session 7.3) Describe the benefits of job specification
7.6 References/ Suggestions for Further Readings

Armstrong, M. (2009).Human Resource Management Practice. London: Kogan Page
Eneanya, A.N. (2014). Managing Personnel in Public Sector. Ibadan: University of Ibadan
Press and Printery
Flippo, E.B. (1980). Personnel Management, 5th Edition. London. McGraw-Hill Inc.
Hackett, P. (1979). Success in Management: Personnel. London: John Murray (Publishers) Ltd
33
STUDY SESSION 8
RECRUITMENT, SELECTION AND PLACEMENT PROCESS
8.0 Introduction
Hiring decisions are among the most important decisions made by managers. Selecting and
utilizing personnel efficiently are strategies organizations adopt to facilitate business success.
The relevance of hiring the right personnel for the right job cannot be over-emphasized in terms
of organizational productivity. This study session explains the essentials of what managers and
business owners need to know about recruitment process.

8.1 describe recruitment process
8.2 understand selection process
8.3 explain employee’s placement process
Main Contents
8.1 Examining Vacancy
Examining the available vacancy is the first thing to do before recruitment can take place.. When
it is certain that no internal deployment can be made, the line manager informs the personnel
manager for necessary action.
8.1.1 Ascertaining the sources of labour supply. Next step is for us to examine the internal and
external labour supply.
8.1.1.1 Internal sources
Checking internal sources is very important at this stage. Deployment of staff with requisite skill
to the vacant job could save the organization cost of recruitment. This can be in the form of
transfer, promotion or coaching the staff on-the-job. There are advantages of filling the vacancy,
internally rather than externally:
(a) employees’ competencies are fully utilized
(b) morale of the employees are boosted
34
(c) employees are motivated for higher productivity.
(d) retention rate of star employees are encouraged
(e) advancement prospects of employees are promoted
(f) recruitment is more cost-effective.
8.1.1.2 External sources
• most vacancies are filled from external sources. They external sources include:-
• recommendations by present employees
• unsolicited application
• direct link with educational establishments, such as schools, colleges and universities
• trade unions
• employment agencies
• profession bodies appointment service
• private agencies
• advertisement
• online job and networking sites
These are sources potential employees can be sourced.

8.2 Attracting applicants
Attracting employees to fill vacancy is often done through advertisement. Advertising the
vacancy through national newspaper or professional magazines can act as good channels of
hiring employees. This often attract the candidate to submit an application or fill the company’s
application form.
8.3.1 Assessing the Applicants

Whatever method of recruitment is used, the candidate should be asked to fill up an application
form. The layout of application forms varies, but most of them contain the following headings:
• Job applied for
• name, address, telephone number
• date and place of birth, mental status, nationality
• education
• training and qualification
35
• medical history (serious illness or disabled)
• employment history
• any other information the candidate wishes to provide
• a signature under the words, “this information is correct to the best of my knowledge
date
The application form is not only the basis of selection, but is the fundamental document in an
employee’s personnel record and has legal importance the contract of employment
8.3 Selections method

8.3.1 Short listing
Shortlisting is the process of sorting from the list of applicants who applied for the job. The
Resume of applicants are compared with job descriptions and job specification of the
organization. From the comparison, those who satisfy the organization’s requirements are
invited for interview, while those who failed to meet the requirements are rejected. Most times,
organizations inform those rejected about their failure in the interview conducted.
8.3.2 Invitation for Interview
The invitation letter inviting the successful candidates to interview should clearly state the date,
place, and time of the interview. Also the candidate should be given the chance to state whether
or not to attend the interview and time that is convenient to him. If not, he should be given the
opportunity to fix another date and time of the interview. Notes should be made of each
candidate’s performance and tests.
8.3.3 Offer of the Job
Assuming that a suitable candidate has emerged from the selection process, he must now receive
an offer. The successful candidates are always given a deadline to accept the offer or reject it
8.3.4 References
A clear, unbiased and comprehensive description of a candidate’s abilities and behaviour by his
previous employer would be of enormous value in selection, particularly, if the employer also
supplied a job specification.
8.3.5 Medical Examination
Every candidate should have a medical examination before the offer of job is confirmed as
required by Labour Act 1974. The Act provides that prospective employer bears the cost of all
36
pre-employment medical examination. The medical examination will show whether he is
physically suitable for the job and what risk is likely to be faced, if found sickness free or
injury.
8.4 Placement and Follow-Up
Having examined selection methods of employees, let us examine placement and following up of
the development of the new employees. Placement entails deploying applicants who succeeded
in the interview to various job areas they applied for. Generally, this often happens after
induction or orientation programme organized by the company. Probation period follows
immediately the applicants accept the offer of employment and deployed to his job schedules.
Depending upon organizations, it can span from 3 months to 2 years.
Follow-up to the employees’ performances follows immediately to determine if the new
employee is meeting up with the expectations of the job. The supervisors are obliged to support
the new employee by coaching and mentoring on how to attain organizational job requirements.
Within this trial period called probation, the employee who satisfies the organizational job
expectations is given a permanent employment by confirming the appointment offered him/her,
while, the employee that fails to meet with the performance standards are sent out or job
appointment terminated.
In-Text Questions
• What do you understand by selection process?
o Selection means assessing the candidates by various means and making a choice,
followed by an offer of employment
8.5 Summary
In study session 8, you have learned
1. Employment recruitment process
2. Selection process
3. Placement process of employees
37
learning outcomes by answering the following questions. Write your answers in your study
support meeting. You can check your answers with the notes on the Self-Assessment questions at
the end of this module.
SAQ 8.1 (Test on Study Session 8.1) What are the components of recruitment process?
SAQ 8.2 (Test on Study Session 8.2) Identify the components of application form in
selection process
SAQ 8.3 (Test on Study Session 8.3) Describe the follow-up process of managing a newly
deployed employee
8.7 References/Further Readings

Armstrong, M. (2009).Human Resource Management Practice. London: Kogan Page
Eneanya, A.N. (2008). Principles and Practice of Public Personnel Administration in Nigeria:
Lagos: Concept Publication Ltd
_______(2014). Managing Personnel in Public Sector. Ibadan: University of Ibadan, Press and
Prinery
Onasanya, S.A.B. (2005). Effective, personnel management and Industrial Relations. Lagos:
Centre for Management. Development Publication
38
STUDY SESSION 9
COMMUNICATION IN ORGANIZATION
9.0 Introduction
Information desimination helps to coordinate the activities of employers and employees.
Communication is about conveying messages from the sender to the receiver. It is both a process
and dissemination of content. Managers communicate with each other because using each other
as a resource is the most effective way of running any organization. In this study session, we
would examine organizational communication.

9.1 explain meaning and approaches to communication
9.2 explain why, what and how do managers communicate
9.3 understand channels of communication\
9.4 describe the problems of communication
Main Contents
9.1 Meaning of Communication
Communication is about conveying messages to others. It is both a process (how do we
communicate) and a context (what do I communicate). In fact they are often inseparable. In the
process of communication, a message goes from the sender to the receiver. This study session
examines communication process in the organization.
9.1.1 Approaches to Communication

Three major approaches can be identified (Eneanya, 2008, p.101):
(i) The information approach
(ii) The interpersonal approach and
(iii) Organizational approach
39
(i) The Information Approach
Communication entails transmission of information from sender and receiver. It entails
expressing the functional roles and their contribution to the achievement of a given objective.
(ii) Inter-Personal Approach
The interpersonal communication focuses on transferring information from one person to
another.
(iv) The Organizational Approach
This entails downward communication from superior to subordinates. It also entails upward
communication, such as employer suggestions, problem-solving or task-coordinator,
information- sharing and conflict resolution.
9.2 Why Do We Communicate?

Communication is needed:
• To establish and disseminate the goals of an enterprise
• To develop plans for their achievement
• To organize human and other resources in the most effective and efficient way
• To select, develop and appraise members of the organization and
• To control performance (Eneanya, 2008, p. 105)
9.2.1 What do we communicate?

There are four categories of corporate communication:
• Job or task-relate - This involves face-to-face or memo communication;
• Work-related - It can be done through meetings or two-way communication
• Integrative –These are issues involving people in the organization, such as values, visions
and purposes of organizational written in company’s newsletters or expressed on training
such as quality circle.
• Managerial communication to subordinates, colleagues and boss (Downwards, upwards
and horizontal) (Eneanya, 2008, p.107).
9.2.2 How do we communicate?

Communication can be effectively conducted in the following ways:-
40
(a) Face-to-face communication especially when a difficult message is being transmitted;
(b) It is usually helpful to reinforce verbal communication by written communication
(c) Make sure the message has been clearly understood
(d) Consider the personality of the listener and tailor the style of the message to suit him or
her (Eneanya, 2008, p.104).
9.3. Channels of Communication

There are different ways of communicating among which are:
• Oral- This is applicable to one-to-one communication e.g. telephone conversation, face-
to-face communication
• Written communication, such as letters, memos, briefs, minutes, reports, research studies
etc.
• Visual – This is using variety of visual aids when writing or speaking, for example,
photographs, grafts, charts, diagrams, etc.
• Non-verbal communication (Body language) – Communication without the use of spoken
or written word, such as gesticulation, beckon and signs
9.3.1 Elements of Good Communication

For effective communication, three elements are required:-
(a) Know your listener, and be confident of what you have to say and have all the facts
about the communication
(b) Know your facts –especially during negotiation
(c) Know when to communicate
(d) Adopt appropriate method, such as using simple, short words and sentences to put your
message across. The message should be concise and to the point
(e) Ask for feedback: After the message has been sent, find out what the reaction of your
listeners to the message is, what reply had been given and if the message is well received.
(Onasanya, 2005, p.168)
9.4 Problems of Communication
There are obstacles to effective communication. They include:
• vested interest, safeguarding selfish interests at the expense of the organization;
41
• noise – distracts clarity of communication
• prejudice – Prejudice beclouds communication as vital information
• suspicion – This creates barrier in labour – management relations
• differences on background and experience
• unwillingness to communicate
• personal emotions- insecurity or fear
• strained relationships
• inattention – distribution of the message (Onasanya, 2005)
In-Text Questions
• What is communication?
o Communication is conveying messages from sender to receiver
9.5 Summary
In study session 9, you have learned”
1. Meaning and approaches to communication
2. “What” and “How” managers communicate
3. Channels of communication
4. Problems of communication
9.6 Self-Assessment Questions (SAQs) For Study Session 9
and discuss them with your tutor at the next study support meeting.You can check your answers
with the notes on the self-assessment questions at the end of this module
SAQ 9.1 (Test on Study Session 9.1)What are the approaches of communication
SAQ 9.2 (Test on Study Session 9.2). Explain how mangers communicate
SAQ 9.3 (Test on Study Session9.3). Identify channels of communication
SAQ 9.4 (Test on Study Session9.4). What are the problems of communication?
42
References/Suggestions for Further Readings
Armstrong, M. (2009).Human Resource Management Practice. London: Kogan Pa
Eneanya, A.N (2008), Principles and practice of public personnel Administration in Nigeria.
Lagos: Concept Publications Ltd
___________ (2014) Managing Personnel in Public Sector Ibadan. University of Ibadan Press
&Printry
Onasanya, S.A.B. (2005), Effective Personnel Management and Industrial Relations. Lagos:
43
STUDY SESSION 10
TRAINING EMPLOYEES
10.0 Introduction
The human capital of any organization is its life-wire. For an organization to survive, whether
private or public, they need skill personnel to survive, grow and be productive. Training
employees to upgrade their knowledge, skills and abilities is the corner-stone of any result-
oriented organization. Untrained employees are often products of industrial accidents in
organizations. In this study session, therefore, we would examine how employees of
organizations are trained.

10.1 understand the meaning and relationship between training, education and development
10. 2 conduct identification of training needs
10.3 understand systematic Approach to training
10.4 design a training programme
10.5 implement a training programme
10.6 evaluate a training programme
10.1 Meaning of Training, Education and Development

Training is concerned with the upgrading of knowledge, skills and abilities at work. On the
hand, education is the process of acquiring general knowledge by an employee. Education can be
formal, for example: established school structure and informal,(apprenticeship, self-
development., craftsmanship, etc). Development is a course of action designed to enable the
individual employee to realize his potential for growth in the organization. It relates to future,
rather than present jobs (Hackett, 1979).
44
10.1.1 Relationships between Education and Training
Training, education and development can be used interchangeably, though each has distinct
meaning. Without education, there can be no training and without both there can be no
development. Education teaches the basic knowledge needed to interact within the community.
An individual needs education for knowledge that sets up the opportunity for organizations to
engage him/her in a specialized and skill acquisition. Development allows unfettered
advancement in an individual’s career.
10.2 Identification of Training Needs

To identify training needs, there are three basic levels of approach:
10.2.1 Identification of Individual Training Needs.

This entails assessment of the state of current jobholder’s knowledge, skills and attitudes (KSA)
required to perform those tasks derived from personnel specification. This can be derivedfrom
performance appraisal, observation or reference to specific performance data. Thus, the
Knowledge, Skills and Attitudes (KSA) expressed in personnel specification minus the
Knowledge Skills and Attitude(KSA) derived from individual’s performance appraisal report
constitutes a GAP that would be bridged through training:
10.2.2 Identification of training needs at occupational or departmental level

When training needs are analyzed at the departmental or occupational level, the focus is on:
(i) Who needs to know what, to cope with the present workload;
(ii) Who needs to know what to cope with anticipated changes in workload, work systems or
workforce? This will help in formulating a picture of the priorities of training
(iii) Perhaps, the training may be generated by change, such as there is a new software
package or wider organization change (Eneanya,2014)
10.2.2 Identification of training needs at the organization level

The overall goals of the organization shapes action of training. Expansion of the organization can
trigger training in terms of numbers of people to be trained, more apprentices or skilled
employees to be trained. Other organizational changes can occur that trigger training, such as:
45
productivity is too low, morale is very low, corporate culture is affecting development or people
are not customer – focused. All these can trigger need for training. Once training needs have
been identified at the individual, occupational and organizational levels, the next stage is
designing training progrmames( Hackett, 1975; Onasanya, 2005; Eneanya, 2014).
10.3 Systematic Approach to Training

System approach to training is “a logical relationship between the sequential stages in the
process of investigating training needs, designing, delivering and validating training”(Buckley
&Caple, 2010, p.24). The basic model of a systematic approach to training follows the process
of:
• investigating training needs
• designing training
• conducting training
• assessing effectiveness of training
10.3 Systematic Approach to Training
System approach to training is “a logical relationship between the sequential stages in the
process of investigating training needs, designing, delivering and validating training”(Buckley &
Caple, 2010, p.24). The basic model of a systematic approach to training follows the process of:
• investigating training needs

• designing training
• conducting training
• assessing effectiveness of training
46
Prepare Investigat
training e training
objectives needs
Assess
effectiven Design
ess of training
training
Conduct
training
Fig. 10.1: Model of systematic training process
(a) Prepare training objectives
Statement of raining objectives are prepared describing what trainees are expected to be able to
do as a result of their learning experience. These objectives consist of performance standards,
job specification with information on skills, knowledge and attitudes, and details of equipment,
job aids and environment in which the job would be performed.
(b) Investigate Training Needs
Identification of training needs and job contents is undertaken through analysis of jobs and tasks
and the people who perform them. This consists of knowledge, skill and attitudes (KSA) the
organization required and the knowledge, skills and attitudes (KSA) possessed. The investigation
is undertaken at three levels: individual, occupation and organization.
(c ) Design training programmes
The design of training involves the translation of objectives and strategies into a balanced
programme of instruction and learning contents. Training programmes are devised to meet the
training needs revealed.
47
(d) Conduct training
Training is given and appropriate records kept. Each of the learning contents is implemented to
ensure that the training happens according to plan and with the desired results. The implementer
ensures that the timing and sequence are being adhered to.
(e) Assess training effectiveness(Validation and Evaluation of training)
Validation of training effectiveness can be done internally and externally. Internal validation
involves measuring trainees’ performances through series of tests, exercises and assessment
instruments. Alternatively, the trainer may seek the views of the trainees on their training
programme, such as performance of the tutors or instructors, learning materials, menu and
environment. Information from these sources plus tutor’s end-of-course review assist in the
identification of areas of success or failure, which provide insight for changes or modifications to
future training programmes.
External validation entails assessing whether trainees who participated in training are able to
apply their knowledge, skills and abilities to the job. External monitoring is required to
determine whether trained employees had sufficient opportunity to put into practice what they
have learned during their training. So, external validation is the assessment of whether the
objectives of the training have met the needs of the trainees so that they are able to perform
specific tasks or the total job to acceptable standard. Information gathered from such assessment
could help in the amendments of training content and methodology in future training
programmes.
Evaluation of training is different from validation. Of course two of them are wrongly used.
Evaluation is the assessment of the total value of training. It attempts to measure the overall cost
benefit of training and not just the achievement of specified objectives. The term also means
continuous monitoring of a training programme as a whole in terms of financial and social terms.
In other words, evaluation attempts to” measure cost benefits, social and individual benefits as
well as the operational effectiveness of training” (Buckley & Caple, 2010, p. 33).
In-Text Question
• What is training?
• It is concerned with job performance and the application of knowledge and skills to
present work
48
10.4 Summary
In study session 10, you have learned about:

|
1 meaning of training and its relationship with education and development

2 identification of training needs at individual, occupational and organization level
3 systematic approach to training
4 designing training programme
5 implementing training programme
6 validating and evaluating training programme

Now, that you have completed this study session, you can assess how well have achieved its
and discuss them with your tutor at the text study support meeting. You can check your answers
with the notes on the self-assessment questions at the end of the module
(SAQ.)10.1 (Test on Study Session10.1). What is the distinction between education,
development and training?
(SAQ.)10.2 (Test on Study Session10.2). Identify three levels of training needs
(SAQ.)10.3 (Test on Study Session10.3) Identify the components of systematic approach to
training
10.6 References and Suggestions for Further Readings
Armstrong, M. (2009). Handbook of Human Resource: Management Practice. London: Kogan
Page.
Buckley, R. &Caple, J. (2010).The Theory and Practice of Training. London: Kogan Page
Eneanya, A.N (2008), Principles and practice of public personnel Administration in Nigeria.
___________ (2014) Managing Personnel in Public Sector Ibadan. University of Ibadan Press
&Printer
49
Hackett, P. (1979). Success in Management. Personnel London: John Murray (publishers) Ltd
Onasanya, S.A.B. (2005), Effective Personnel Management and Industrial Relations. Lagos:
50
STUDY SESSION 11
PERFORMANCE MANAGEMENT AND APPRAISAL
11.0 Introduction
Managers in organizations are often confronted with the challenges of directing, controlling
employees and work units in order to achieve performance standards. Performance appraisal of
employees and work units is an important ingredientof identifying performance gaps for the
organization. In this study session, we would examine the principles of managing and appraising
performance in an organization.

When you have studied this session, you should be able to:-
11.1 explain performance management process
11.2 explain performance standards
11.3 explain who to appraise employee’s performance
11.1 Meaning of Performance Management

Performance management is a systematic integration of an organization’s effects to achieve its
objectives. It is different from management in terms of emphasizing integration, which includes
comprehensive control, audit and evaluation of all aspects of organizational performance
(Shafritz et al, 2011). Appraising performances of the employees would enable management of
the organization determine whether the performance gap identified is as a result of
organizational, competency or motivational factors. This would enable the organization know
how to solve the performance problem.
However, if performance gap is based on lack of motivation, there are several factors that
motivate employee’s performance. They include:
11.1.1 Factors motivating performance

(a) Clarity of the corporate group or individual goal-setting process;
(b) Alignment of corporate group and individual goals’
(c) Understanding of the recognition that will come for different performance levels;
51
(d) Timing of performance input; and
(e) Design of recognition, that is, recognition of performance at various levels of the
organization to achieve performance expectations, such as incentives, bonuses, merit
awards, celebration, praise etc. (Eneanya, 208, p.61).
However performance management requires that employees and managers jointly prioritize and
determine goals. Identify strengths, weaknesses of an individual, recognize and reward high
performance.
11.2 Performance Management Process

There are seven steps involved in performance management process. They include: (Eneanya,
2008, p.62):
(a) Articulate an organization’s mission and goals. Managers and programme directors work
from this point to determine strategic and measurable objectives for their individual units;
while, managers and employees then collaborate to establish team and individual
performance objectives
(b) Establish standards for goals and objectives based on what is needed by the business
strategy and not on what is possible with current skill level and practice.
(c) Establish clear standard for how each goal will be measured;
(d) Provide honest, direct feedback
(e) Differentiate performance expectations according to employee’s abilities;
(f) Write out goals and standards and make explicit agreements by both parties. This
promotes clarity and defuses potential legal issues
(g) Talk openly and often with employees about performance and how to accomplish goals
11.2.1 Establishing Performance Standards

To begin the process of performance management the managers and employees will collaborate
on the development of performance standards. Performance expectations are the basis for
appraising employee performance. A very important part of the personnel manager’s
responsibility for general administration of the personnel programme is the establishment and
maintenance of many standards by which performance can be judged. A standard can be defined
as an established criterion or model against which actual results can be compared.
52
It is sometimes necessary to specify the quantity or quality of work which should be attained by
the holder of a certain job. Performance standards are mostly easy to set when some kinds of
physical activity takes place. Other variables connected to performance standards are time and
cost. These variables are more adaptable to the personnel than are quantity and quality. It is quite
common to work against personnel budgets that specify cost standards. Similarly, work
schedules which give time objectives are usually established for particular personnel functions.
However, it is a very different problem to set performance standards for managers and
supervisors because their work is extremely varied and emphasizes mental rather than physical
activity.
From research, the most frequent use of performance standards is found in appraisal, training and
wage system. It is often claimed that careful analysis aided by ingenuity will show that any job
contains elements of which performance standards can be expressed in terms of measurable
behavior. Some approaches to performance appraisal, training and wage administration system
are based on these assumptions.
Sometimes, it is difficult if not impossible to specify exactly the performance standards desired.
In some cases, standards governing the process may be established and used as a basis for
control in an attempt to promote the maximum results. There are other types of performance
standard. They include:-
• Methods as standards
• functional standards
• Personnel factors and
• Physical factors
(i) Methods as Performance Standard
If lack of knowledge prevents the establishment of exact and accurate standards of operating
results, control over the manner of operative execution will contribute to a better result. If the
best-known methods of performance are utilized by high-quality personnel, who have available
knowledge on latest equipment, there is the likelihood of expecting higher order of results in
terms of quantity and quality.
53
(ii) Function as Performance Standard
With references to standards of function, a basic method, often termed a standard operating
procedure can be devised and enforced presumably, if this procedure is followed, the desired
result will be obtained. If it proves difficult to establish either or both a performance standard
and a standard of function, selection of high-quality person to do the job may affect the desired
result
(iii) Personnel as performance standard
A specification of human characteristics required to execute a task constitutes what is referred to
as personnel standard.
(iv) Physical factors as performance standards
Standards of physical conditions are also important since they can drastically affect the work of
people. If the machinery equipment and general working conditions leave much to be desired,
the best person using the best method may yield inadequate results in terms of quantity, quality,
time and costs (Flippo, 1980. Pp 91-92).
Written performance standards enable the organization to compare an employee’s performance
with mutually agreed expectations and minimize ambiguity in providing feedback
onperformance standards that identify baseline for measuring performance. From performance
standards, managers can provide specific feedback describing the gap between expected and
actual performance.
11.2.2 Performance plan
Having established performance standards, the next step is to develop a performance plan that
directs the employees’ efforts toward achieving speedy results, to support organization growth as
well as the employees’ professional growth.
11.2.3 Performance Indicators as Performance standards for Organizations
The systematic application of performance indicators measures organizational performance and
assess organizational outputs. This is closely “linked to concepts of performance standards to
allow the performance measured in one organization to be compared with industrial averages,
best practices and benchmarking-the systematic comparison of performance between or among
organizations” (Eneanya, 2015, p.524).
54
11.3 Performance Appraisal
The set work target and competence development targets specify goals, treat those goals as
planned targets and match results with plans, as such comparisons facilitate accountability.
Modern management practices see the purpose of performance appraisal in this context.
Basically, work targets and individual competence development are the major objectives of the
appraisal systems. In this context, targets should adhere strictly to the SMART formula and
reflect the previous year’s targets.
The SMART acronym relating to target – setting is as follows:
S - Specific – being specific expectation about what has to be done
M - Measurable – stating clearly the performance measures expected to be evaluated
A - Achievable – Challenging, yet taking into account the employee’s experience and
capabilities
R - Realistic – In terms of the needs of the job and the jobholder’s capabilities
T - Time bound – achievable during an agreed time
In setting of target in terns of time, cost, and quality the chief executive takes into account, the
relevant governing polices, development plan and actual budget
Using SMART, setting and assessing individual competence development targets focuses on:
• Individual competence profile
• The requirements of the current work targets
• Requirements to achieve minimum standards for a planned assignment
• Matching job requirements and the individual competence profile (through gap analysis)
to identify areas of development
• Decide development actions with the individual concerned, and
• Agreement and prioritization
Thus, performance appraisal in the modern management context measures the individual staff
work achievement as against agreed targets. Where the staff could not meet up with this target
due to competency deficiency, training and development effort is embarked upon after
assessment because of future responsibilities (Eneanya, 2008).
11.3.1 Approaches of performance appraisal
There are two basic approaches to perform appraisal:
55
(a) The Traits-Oriented Approach
This involves the assessment of personal qualities, such as appearance, punctuality, leadership
skills, and cooperativeness.
(b) The Result-oriented Approach
This requires that the outcomes or results achieved by the jobholder form the basis of the
assessment, for example, sales figures, wastage, rate, complaints received and costs incurred
provide examples(Hackett, 1975, p.98).
11.3.2 Appraisal Reporting Techniques
There are four main methods of approaching the recording of performance information. All of
these can be applied to either an open or closed system and to either a traits-or results oriented
approach. Though, each has its own problems and limitations, but each has its own value.
(i) Descriptive Approach
This involves asking the appraiser to give an unstructured narrative report on the appraisee
and/or his job performance. Its basic advantage is that it allows the appraiser free rein to include
those attributes and parts of the job which he considers relevant.
(ii) Checklist approach
This approach provides some structure for a descriptive report, serving as a reminder of the
areas which should be appraised. They can take the form of a list of key results areas or of
behaviour or traits on which to comment
(iii) Rating approach
This approach provides yet more structure, by requiring that the appraise be scored against the
checklist. Ratings can be either numerical or alphabetical for example to 5 or A to E.
(iv) Comparisons between people
This approach can take the form or ranking individuals for example, Peter is the best performer,
followed by Williams and so on. The advantage of such an approach is that it allows us to
compare people against each other, rather than against an absolute standards (Hackett, 1975).
11.3.3 Preparing for performance appraisal interview
To gain the most from the interview for the manager and the staff member, it is advisable to
carry out some preparation. This will include the following (Hackett, 1975):-
• Deciding what the purpose of meeting is (performance, potential or pay)
56
• Doing your preparation and research- the job that the employee is required to do and key
result areas; standard of performance and behaviour expected; appraisee’s current
performance and general circumstances surrounding an appraisee and his job.
• Warning the staff member a week in advance, so that they can be doing some thinking as
well as preparing their materials
• Referring to previous appraisal forms, work review sheets, job descriptions and other
information that might be of help, perhaps discussion with the staff members
performance with other managers with whom they may have had contact,
• Allowing plenty of time for the meeting. It will probably take at least an hour and should
be left open-ended if possible
• Finding a relaxed location, possibly away from your usual offices.
• Arranging for there to be no interruptions and for mobile telephones to be switched off
11.3.4 Conducting the performance appraisal interview
Appraising the work of a member of staff is one of the hardest tasks a manager ever has to
undertake. Yet, it is important to undertake the decision. The following tips are effective in
performance appraisal interview:.
• try to put the subordinate at ease by discussing in an informal manner
• offer tea and coffee
• have relaxing chairs
• explain what the meeting is about and how it is to proceed
• be as objective as possible in your feedback, trying to quote actual example. Avoid
opinions and generalizations.
• discuss issues as mutual problems to be solved- the strengths on which you feel he could
build and weaknesses in his performance that need to be corrected. Do not read your
views out as if statements of absolute fact, and then expect the staff member to discuss
them
• ask for the staff member’s views and listen to them. If people can solve their own
problems, they are more likely to be committed to the solutions and these are more likely
to be within their capabilities
57
Listen to their perceptions of the problems. These may be different to yours and you
might learn something too, especially on general or personnel policy, such as: training,
transfer, promotion, pay and other matters the appraise may raise.
• be prepared to take criticism yourself. If you are going to criticize them, they have the
right to criticize you. Think of it as a compliment if they feel able to do so to your face?
Don’t be afraid to criticize. They will not believe the good points if there are no bad ones.
• take one issue at a time to prevent confusion and circular discussion .Having solved one
issue, agree on action and write it down, together with standards and timescales (Hackett,
1975).
11.3.5 Follow-up
To maximize the return from the interview for yourself and the staff member, it is important to
ensure that points are followed up, as follows:-
• distribute note from the meeting to all concerned, especially the appraise
• send a copy to the personnel department, together with any requests for their involvement
with training needs
• encourage the personnel department to use the information for discussions with the
individual at review of potential
• use the newly set goals at regular review meetings to ensure that possible problems are
spotted early
• use the form again next year when reviewing this year’s performance and planning next
years.
11.4 Benefits of performance Appraisal
The following are benefits of performance appraisal
(i) identifying training Needs
(ii) helps assess an employee’s level of competence on his job and discovering areas of
shortfalls than can be rectified through training
(iii) identifying key skills
(iv) appraisal helps match employee’s skills, knowledge and attitudes to the requirements of
the job and the organization
(v) improving present performance
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(vi) performance Appraisal interview can provide an opportunity to discovering barriers to
effective performance
(vii) enables the person being appraised to discuss their career aspirations and to compare
these with the future directions and the manpower and succession plan of the company.
The appraise can review their personal strengths and weaknesses, likes and dislikes and
consider in what direction they might, want their career to go, be that a promotion within
the same work function or a transfer to gain experience of other areas. Development of
the individual can then be arranged through on-or-off-the-job training or through a
variety of other methods, including task rotation, coaching, projects and action learning
(viii) improving communication
(ix) performance appraisal interview help constructive dialogue between the managers and
subordinates a chance to see things in perspective and to plan together
(x) improving, Motivation
(xi) Appraisal interview can provide an appropriate mechanisms to recognize an employee
who performs well and an employee who has room to improve is more likely to feel that
it is worth making an effort.
(xii) disciplinary documentation
(xiii) it provides documentary evidence to support cases of not complying to standards before
industrial tribunal
(xiv) determining pay This is sometimes linked to salary reviews and merit increases. The
advantage of this is to show that this is a systematic method of deciding pay rises and
that those people who are appraised as having contributed most towards the success of
the enterprise are those who receive the highest reward (Armstrong, 2009; Eneanya,
2014)
In-Text Question
• What is performance management?
o Performance management is a systematic integration of an organizations efforts to
achieve its objectives
59
11.5 Summary
1. Performance management process

2. How to establish performance standards
3. Approaches to performance Appraisal, appraisal techniques, benefits and how to conduct
appraisal interview
learning, outcomes by answering the following questions. Write your answers in your study
Diary and discuss them with your tutor at the next study support meeting. You can check your
answers with the note on the self –assessment questions at the end of this module.
(SAQ)11.1 (Test on Study Session11.1) What are the factors motivating performance?
(SAQ) 11.2 (Test on Study Session11.2) Describe how to establish performance standards
(SAQ)11.3 (Test on Study Session11.3) Explain the benefits of performance appraisal

Armstrong, M. (2009). Handbook of Performance Management: An evidence-based guide to
delivering high performance. London: Kogan Page
Eneanya A. N. (2015). Theory and Practice of Public Administration. Lagos: University of
Lagos Press
______(2014), Managing Personnel and Public Sector. Ibadan: University of Ibadan, Pres and
Printery
Shafritz, J.M, Russell, E.W. &Borick, C.P. (2011).Introducing Public Administration, 7th
Edition. New York: Longman.
60
STUDY SESSION 12
JOB EVALUATION AND PAY SYSTEM
12.0 Introduction
Job evaluation is “a systematic process of determining the value or worth of each job in relation
to other jobs within an organization” (Onasanya, 2005, p.43). It entails the analysis and
assessment of a job in order to arrive at a relative worth of the job, usually expressed in monetary
terms. Sometimes, the value of one job can vary from similar jobs in different departments or
other companies. Hence, it is necessary to devise a system by which equitable pay for each job
may be arrived at. In this study session, we would examine job evaluation and pay system of an
organization

12.1 Explain the meaning of job evaluation and benefits of job evaluation
12.2 Understand how to choose a pay system
12.3 Describe factors determining a pay system
12.4 Explain job evaluation methods
12.5 Explain the link between job evaluation and pay
12.1 Meaning of Job Evaluation

Job evaluation is the process of assessing jobs according to their relative worth in order that
employees may be paid fairly. It is concerned with the worth of the job and not with the personal
qualities of the individual who is occupying the job.
12.1.1 Purposes of Job Evaluation

The purposes of job evaluation are:-
(i) To make pay administration easier by reducing the number of separate rates of pay;
(ii) To harmonize internal rates of pay with those found in other companies
(iii) To provide a means by which a reasonable rate of pay can be fixed for new or changed
jobs with the company;
61
(iv) To protect the employee from arbitrary decisions by management
12.2 Job Evaluation Methods

Any method of job evaluation requires two things:
(1) Job specifications for all jobs which are to be valued;
(2) A committee to consider the job specification and apply them the particular technique of
evaluation which it has been decided shall be used.
Three methods of job evaluation are in common use. Let us examine methods of job evaluation:
(a) Ranking method
In this method, the committee judges each job as a whole and places the set of jobs in order of
their worth.
(b) Grading method
This method provides a framework into which jobs can be fitted. It is decided in advance how
many grades or classes of pay shall be created, and the jobs which should fall into each grade are
defined. The lowest grade, for example, will be defined as containing those jobs which require
little skill and are closely supervised. With each successive grade: skills, knowledge and
responsibilities increase.
(c) Points rating method
This is the most widely used method. A number of factors are first agreed against which jobs can
be analyzed. Each factor carries a range of point; the committees analyses each job specification
to decide how many points shall be awarded to the job for each factor. The total of points when
set against other total indicates the position of the job in the hierarchy.
(d) Job Classification method
This method does not break jobs into their factors or characteristics but assesses jobs as
“a whole and on a series of grades, while identifying the difficulties, responsibilities and
complexities of job. Job classification means placing jobs according to the differences in the
levels of duties, skills, responsibilities and complexities identified in them”(Onasanya, 2005, p.
46).
12.2.1 Limitations of Job Evaluation
The following are limitations of job evaluation:
(a) It is costly to introduce and maintain
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(b) It leads to higher wage bills and less profitable
(c ) Collective agreements reached between union and management can contradict the evaluated
rates and becomes difficult for management to reject
(d) No consideration for merit rating for star performers, which may lead to high turnover of
high performers
(e) In some particular jobs where the law of demand and supply applies in terms of high salary,
evaluated rate of pay may become low and unattractive to talented personnel.
(f) The evaluation method may be subjective and unrealistic to pay derived from results of the
evaluation (Onasanya, 2005)
12.3 Choosing a pay system
A pay system is a method for differentiating between the pay received by individuals doing the
same or similar jobs. A number of jobs may be grouped at the same grade and a number of
people may be employed to do identical work. Because of difference in output or skill or age or
length of service or some other variable, you may feel it appropriate to reward the job-holders at
different rates. Pay systems can be categorized into two (Hackett, 1975): -
2.3.1 Wages and Salaries
(a) Wages payment system:
(i) Wage Earners. Employees who are paid an hourly, daily or weekly rate are described as
wage earners. There are different wage payment systems, namely; payment by result, measured
day work and flat rate system
(ii) Payment by results This system is designed to reward the employee for the number of units
he produces (money piecework) or the time he takes to do a given amount of work (time
piecework). Appropriate output or time rates are calculated using the work study technique of
effort rating. A base for all employees is normally applied, but the worker who produces more or
takes less time can earn more than the base rate
(iii) The measured day. This system is designed to level out earnings from week to weeks; he
is paid at the rate for that level of performance. Several levels may be set, using work –
measurement techniques, and the employee progresses through them as he becomes more
proficient
(iv) Flat-rate system. This is known as day rate, day work time rate or hourly rate. These provide
that the employees receive an agreed rate of payment in return for a given period of work.
63
(b) Salaries Payment System
Employees who are paid on a monthly basis for a longer intervals are described as salaried.
Some salary system provide only for a flat rate for everyone doing the same job with no scope of
differentiation between individuals, except through promotion to another job (deferred
gratification).
12.3. 2 Pay progression

There are approaches to personal progression through a salary grade:
(i) Fixed-incremental systems
A grade for each job is determined, by job evaluation or other methods. The individual moves
through a series of levels or incremental points within that grade, year by year, in a progression
which is related to his age, or his number of years’ service or both. Such systems are mostly
commonly found in the public sector, in areas such as local government and education
(ii) Variable-incremental systems
Although operating on the same broad progression principle, a variable incremental system
allows for an element of discretion in determining the speed at which an individual moves
through the grade. Each manager can bestow or withhold increments on the basis of performance
or other criteria, but there is no laid down formula to which they must work. This can be seen as
more of a “Stick and Carrot approach”
(iii) Fixed-Merit Systems
Here a stick and cannot approach is adopted to reward the individual for his behaviour, but this
time in relation to an accepted formula. The formula is prescribed, although the grades
themselves are not subdivided into incremental points. Increases will tend to be expressed in
percentage terms. Using information drawn from performance appraisal and other sources, you
rate your subordinates and end up with, a score or rank order. Those who score highest will
receive the highest percentage increases.
(iv) Variable-Merit system
Here again, reward is based on merit rather than prerogative, but there is no formula and no fixed
rate of increase. The manager is free to reward his staff in relation to their performance as he
sees fit. His only constraint will be the size of his overall budget
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12.4 Factors Determining Pay
A wage or salary is influenced by many different factors. Some of these affect the basic pay for
the job and others the pay that individual employees receive. These factors are:-
Supply and demand-eventually, when the supply of a particular type of labour is scarce, its price
(that is, its wage or salary) will rise and vice versa. The operation of this economic law is,
however, affected by the following:-
(i) people are often unwilling to move to another District;
(ii) Pay is not the only reward from employment
(iii) Knowledge of the various rates of pay offered is not widespread;
(iv) Training for a new occupation may take some years
(v) Difficulty of the job. It is generally agreed that jobs which require a high level of
intelligence, experience, knowledge or skill deserve a high rate of pay, unpleasant working
conditions ,cost of living government intervention, productivity, merit or length of service –
often determining the pay received by an individual over and above the basic rate
12.5 Link between Job Evaluation and a pay system
After evaluation has been completed by the ranking or points rating method, the jobs appear in
order to its value. They are then divided into groups or grades, the object being to allot to each
grade a particular basic pay rate or pay-range. If the grading system of job evaluation is used,
this division will have been done already.
In very many cases, it is found that most jobs contained in any grade are already paid at about the
same rate. The few jobs for which pay is inconsistent are then brought for similar jobs. These
rates are then applied to pay grades. This procedure can be misleading because:-
• pay is not the only reward from a job;
• some companies may have low rates of pay but a high reputation for security
• the jobs compared may in fact be similar only in title; the duties and responsibilities may
be different;
• it is not logical for a company to evaluate its jobs systematically and then base its pay
structure on the wages or salaries paid by a company which may have made no attempt to
bring order into its remuneration system.
12.5.1 Fixing the rate of pay for the job. Rate of pay for a job can be fixed by:
(i) Current market rates must be taken into consideration
65
(ii) Company pay policy. Some organizations deliberately set out to be market leaders on the
matters of pay. Others prefer to be market followers or to strike a middle of the road position.
(iii) Cost consideration. Although, you might wish to be a market leader, you may not have
money available to pay at that level. The financial stage of your business is bound to have an
effect.
(iv) Collective Bargaining. Another factor that determines the rate of pay for any one job in
the company is the bargaining power of the group of employees concerned. Bargaining over
actual pay rates, wages and salaries has a significant influence in many industries.
(v) Minimum Wage. Where the bargaining process is less fully developed, they will
prescribe minimum rates for particular jobs. A company may exceed these minimum pay, if the
pay policy so indicates and you can afford to do so, but it may not fall below them.
(vi) Relative position in the pay structure. For any one job in the hierarchy, the precise rate
which can be allocated to it is bound to be circumscribed by the rates of pay for the jobs
immediately above and below it in the structure. So, if job A is graded 5, and is paid N80,000= a
month; and job C is grade 7 and paid N120,000 = per months then job B on grade 6 is bound to
fall somewhere between the two, perhaps on N100,000 = per month (Hackett, 1975).
In-Text Questions
• What is job evaluation?
o Job evaluation is the process of placing jobs in order of their relative worth in order that
employees may be paid fairly.
12.6 Summary
1. Meaning and benefits of job evaluation
2. How to choose pay system
3. Factors determining pay
4. Job evaluation methods
5. Job evaluation and pay
66
with the notes on the self-assessment questions at the end of the module.
SAQ. 12.1. (Test on Study Session 12.1.). Describe how you can choose a pay system for
your organization.
SAQ 12.2 (Test on Study Session 12.2). Explain the job evaluation methods you know.
SAQ 12.3 (Test on Study Session 12.3). Describe factors that determine a pay system?
SAQ.12.4 (Test on Study Session 12.4). Explain the link between job evaluation and pay
12.8 References/Suggestion of Further Readings.

Armstrong, M. (2009).Handbook of Human Resource Management Practice. London: Kogan
Page
Eneanya, A. N. (2014). Managing personnel for public sector, Ibadan Press &printery.
Flippo, E.B. (1980). Personnel Management, 5th edition. New Delhi. McGraw Hill Ltd.
Onasanya, S.A.B. (2005). Effective personnel management and industrial relations: Lagos.
67
STUDY SESSION 13
TRADE UNION MANAGEMENT
13.0 Introduction
A Trade Union is defined as “any combination of workers or employers, whether temporary or
permanent, the purpose of which is to regulate the terms and conditions of employment of
workers”(Bankole, 2003, p.27) Serious efforts at trade unionism in Nigeria started in August,
1912 with the inauguration of Southern Nigerian Civil Service Union. With the amalgamation of
Southern and Northern Nigeria in 1914, no trade union was formed until Trade union ordinance
of 1938 which came into effect on 1st April 1939. However, the first trade union to be registered
under this ordinance was the Railway Workers Union. Nigerian Union of Teachers (NUT) also,
emerged between 1939 and 1942 to resolve some burning issues, such as the harmonization of
conditions of service of teachers in government and mission schools. The establishment of
Department of Labour also emerged in 1942. The enactment of Trade Union Acts of 1973
facilitated the growth of trade unionism in Nigeria and culminated in the restructuring of trade
unions into 71 industrial unions made up of junior and senior employees in 1977. In this study
session, we would examine the meaning, structure, function and benefits of employees and
employers’ trade union organizations.
13.1 Learning outcomes for study session 13.

When you have studied this session you will be able to:
13.1 Understand the concept and functions of Trade Union.
13.2 Describe the structure of industrial union
13.3 Understand the government of Industrial Union
13.4 Understand procedure for trade union strike
Main Contents
13.1 Definition of Trade Unions
Trade union is defined as “any combination of workers or employers, whether temporary or
permanent, the purpose of which is to regulate the terms and conditions of employment of
68
workers”(Bankole, 2003, p. 27). Once a trade union is registered, Trade Union Act, 1973 and
Nigerian Constitution of 1999 recognize them as registered union with legal personality
13.1.1 Functions of Trade Union
(a) To ensure that the terms and conditions of employment of workers are observed ny the
employer;
(b). To conduct efficient labour relations
(c) Organize Seminars and Workshops
(d). To participate in collective bargaining with employers to protect pay and conditions of
service of workers.
13.2 Structure of Trade Union in Nigeria
In 1977, 71 industrial unions emerged in Nigeria after re-organization. Industrial unions are
“those that cover all the employees in an industry or collection of industries and are usually
strong due to their large membership” (Onasanya, 2005, P. 257). Each industrial union is
expected to have the following national officers:
(i) Full-time Headquarter Officials
Trade Unions are staffed by the president (the political head of the union elected at the delegates
conference; the Vice-president; the General secretary (a paid employee of the union and the chief
Executive officer of the unions secretariat);the Deputy General secretary who assists the General
secretary; Assistant General secretaries, who are paid officers and heads of the various
departments of the secretariat; the National Treasurer, who shall be elected at the Delegate’s
Conference, the National Auditor, who shall audit the books as required by law and three trustees
(Onasanya, 2005).
At this level of union government are the National Executive Council and National Working
Committee. The National Executive Committee (NEC) executes policy decisions of the National
Delegate Conference, while the National Working Committee (NWC) coordinates the day-to-day
affairs of the national union. They hold meetings on monthly basis as the need arises.
(ii) Area or Zonal Council
The next tier in the structure is generally the Area or Zonal Council. They are created in each
state or geographical area as may be determined by NEC or Delegate conference. There is an
executive committee which meets regularly to provide on-the-spot supervision of the area or
69
Zonal office of the union. Each zonal council coordinates the activities of each branch or
domestic unit within its area of jurisdiction.
(iv) Local branch
Next comes the local branch. It consists of the union members at one place of work Each branch
has a voluntary part-time Secretary and other officials, but it is made up of all the members of
the union, rather than on a representational basis. There are executive committees that oversee
the affairs of the union. Delegates to National Delegate Conference are appointed by executives
Shop Steward
At the work place level, the role of the shop steward is the daily point of contact for the
membership and it affords members opportunity to obtain information about the union and also
express their opinions on union affairs. Besides, subscription of members are collected at this
level for financing union affairs.
13.3 Advantages of Trade Unionism
The followings are advantages of trade unions:
13.3.1 Cost stabilization Trade unions and employers association usually reach collective
agreements negotiated over a period of time, which help the employer to maintain cost
stabilization overtime against man – Labours likely to be lost through strike action.
13.3.2 Centralized Negotiations
The negotiation of industrial union on behalf of its members removes tedious negotiation by each
employee.
13.3.3 Ready Cooperation
Unionized employees are more disciplined and cooperate more willingly once their leaders have
accepted to negotiate.
13.3.4 Uniformity of Conditions of Service
Outcomes of union’s agreement during collective negotiations on conditions of service become
applicable to the entire workforce.
13.3.5 Compromise pay
There is a unified pay structure for the entire employees, compared to when individual employee
negotiates on its own term.
70
13.3.6 Recruitment and retention of good workers
It gives good employees a sense of security against favouristism, nepotism and unfair labor
practices.
13.4 Statutory Provisions for Strikes
The statutory provisions for strikes are contained in Trade Union Act 1973 and the Trade
Disputes Act 1976 and amendments to them. Workers use strikes as a weapon of last resort to
exert pressure on employers to accede to their demands.
Employers use lockout to protect their interests. Such strike or lockout must satisfy laid down
procedures in the relevant statutes, otherwise, it becomes illegal. Strikes or lock-out must follow
laid down procedure failure which any union or employer that violate it is liable on conviction to
N10,000 or six months imprisonment or both (Trade Union Act of 1976, section 30).
13.4.1 Procedure for a Legal Strike
Before employers can accept a strike as lawful or legal, the following steps must have been take
having regards to provision of Trade Union Act of 1973 and Trade Disputes Act of 1976.
Step One:
Internal procedure for settling disputes (Trade Dispute Act 5.3) must have been exhausted. If
negotiation or settlement fails, report is made officially to the Minister, who reviews the dispute
and may appoint a mediator or conciliator or refer to Industrial Arbitration Panel to forestall a
strike or lock-out.
Step Two:
The trade union is expected to obtain a majority vote of its members through a secret ballot
authorizing a strike (Trade Union Act, paragraph 14 of schedule 1).
Step Three
This requires the union to give fifteen days’ notice to the employer before embarking on
cessation of work (Trade Dispute Act of 1976 section 41). An employer who gets such a notice
will usually apprehend a trade dispute by reporting to the Minister before the expiration of the
notice. Once a trade dispute is apprehended and the dispute referred either to a conciliator or
mediator, the Industrial Arbitrator Panel (IAP) or National Industrial Count (NIC), no strike can
take place.
These provisions are meant to forestall the use of strike or lock-out by unions in trade disputes
and maintain industrial peace and harmony.
71
In-Text Question
• What is a trade Union?
o Trade is described as an organization which either consists wholly or mainly of workers
or employers, whose principal purpose is to regulate relations between workers and
employers.
13.5 Summary
In study session 13, you have learned and understood:
1. The meaning and functions of trade union
2. The structure of industrial trade union
3 The affiliation of Junior and Senior staff Associations, into central trade union federation.
4. The advantages of trade unionism and the legal procedure for declaration of strike by
trade unions
learning outcomes by answering the following questions write your answers in your study diary
and discuss them with your tutor at the next study support meeting.
You can check you your answers with the notes on the self – Assessment Questions at the end of
this module.
SAQ 13.1 Describe the functions of Trade Union
SAQ 13.2 Identify the components of the structure of industrial Trade Union.
SAQ 13.3 Explain the benefits of trade union in an organization
72
Abiala, E.O. (2012). Trade Unions in Nigeria: Membership and Jurisdictional Scope. Ibadan:
St. Paul’s Publishing House
Armstrong, M. (2009).Handbook of Human Resource Management Practice. London: Kogan
Bankole, B (2003). Employment Law. Lagos: Libriservice Law-in Brief Series
Eneanya, A. N. (2014). Managing personnel for public sector, Ibadan Press &printery.
Flippo, E.B. (1980). Personnel Management, 5th edition. New Delhi. McGraw Hill Ltd.
Onasanya, S.A.B. (2005). Effective personnel management and industrial relations: Lagos.
73
STUDY SESSION 14
HANDLING EMPLOYEES GRIEVANCES AND TRADE DISPUTES
14.0 Introduction
The essence of industrial relations is to promote industrial peace and stability in managing the
organization. Conflicts in work environment can never be eradicated in organization. However,
conflict may arise between individual and group of employees with the management of the
organization. In this study session, we would examine causes of trade disputes, employees’
grievances, and procedure for settling them.
14.1 Learning Outcomes

14.1 Explain the meaning and causes of employees’ grievances
14.2 Handle grievance settlement
14.3 Understand causes of trade disputes
14.4 Explain how to settle trade disputes
Main Contents
14.1 Meaning and causes of employees’ grievances
Grievance in organization can simply be defined as a situation where an employee or group of
employees are dissatisfied with management action(s) connected to his/her employment. When
an employee or group of employees are dissatisfied and complain to management verbally or in
writing, it has become a grievance. When the grievances(s) affect the rank and file of workers
belonging to the plant’s recognized union and there is no immediate solution to the grievance, it
can be declared as trade dispute.
14.1.1 Causes of Employees’ Grievances
Grievances among employee or group of employees can arise in various ways:
14.1.2 Management Action
Action or inaction of management can trigger employee or group of employees’ grievances.
Workers can become dissatisfied with action of management, such as violation of collective
agreements, terms and conditions of employment, safety, health and welfare provisions, unfair
and inequitable treatment of works by their superior officers, and so on.
74
14.1.3 Individual Grievances
For individual worker, once complaints are made in writing to the management, the
organization’s laid down procedure would be followed to settle the grievances. However, poor
handling of an individual employees’ grievance can lead to collective grievance and if not
resolved can lead to trade disputes declared by the union. Individual grievances can arise as a
result of violation of seniority rights, personal discrimination and unfair disciplinary actions
towards an employee or group of employees.
14.1.4 Collective Grievances
Besides improper handling of individual employees’ grievance by management, collective
grievance can arise as a result of violation of collective agreement by management,
misinterpretation of terms of agreement or statute or unilateral repudiation of collective
agreement. A breakdown of collective bargaining process or disagreement between management
and union can lead to collective grievances.
14.2 Settlement of Employees’ Grievances
Section 3.1 of Trade Disputes Act requires parties to first settle their grievances through laid
down procedures. These procedures are negotiated and are concerned with settlement of
grievances at the plant level. Under the Act, employers and workers who have a dispute must
meet within seven days to resolve it. If the resolution to the conflict fails, the dispute can be
referred to the Minister of Employment, Labour and Productivity, informing him as a declaration
of a trade dispute. Within fourteen days of the receipt of the notification of declaration of the
dispute, the Minister may take the following steps (Ubeku, 1975):
(i) Appoint a Conciliator
(ii) Refer the dispute to a Board of Inquiry
(iii) Refer the dispute to the Industrial Arbitration Tribunal
14.3 Procedure for statutory settlement of trade disputes
14.3.1 Conciliator
The Minister can appoint a conciliator for the purpose of settling trade dispute. If, however, the
conciliator is unable to resolve the dispute, he/she will forward the report to the Minister, who
might refer the dispute to Board of Inquiry.
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14.3.2 Board of Inquiry
The Board of Inquiry tries to resolve the dispute and whereby it fails to reach amicable
settlement, report would be made to the Minister, who will then refer the dispute to Industrial
Arbitration Tribunal for further consideration.
14.3.3 Industrial Arbitration Panel (IAP)

Within fourteen days of the receipt of the report of the Board of Inquiry, the minister shall refer
the dispute to the IAP for settlement. The function of the tribunal or panel is to make
judgementwithin 21 days or longer period for the purpose of settling the disputes. If there is no
satisfactory resolution of the dispute, the minister will refer the dispute to the National Industrial
Court (NIC).
14.3.4. National Industrial Court
National Industrial Court (NIC) is a superior court of records and the final arbiter in the
settlement of trade disputes. Its judgement is final and binding on the employer(s) and union.
The NIC also can interpret collective agreement awards or terms of agreement recorded during
collective bargaining. .
In-Text Question
• What is a grievance
o A grievance arises when an employee is dissatisfied with management’s action
concerning his/her employment
14.4 Summary
In the study session 14, you have learned:
1. The meaning and causes of grievance
2. The procedure for settling employees or union grievances
3. The meaning and causes of trade disputes
4. The settlement procedure of industrial or trade dispute
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14.5 Self-Assessment Questions (SAQ) For study session 14
learning outcomes by answering the following question(s). Write your answers in your study
diary and discuss then with your tutor at the next study support meeting. You can check your
answers with notes on the self-Assessment Questions at the end of the module
SAQ 14.1 (Test for learning outcome 5.1) Briefly describe the causes of employees’
grievance
SAQ 14.2 (Test for learning outcome 4.0) Describe the procedure for handling collective
grievance at the plant level
SAQ 14.3 (Test for Learning Outcome 4.1) Describe the causes of trade disputes at the plant
level?
SAQ 14.4 (Test for Learning outcome 4.2) Identify and explain the statutory procedure for
settling trade disputes
14.6 References/ Suggestions for Further reading

St. Paul’s Publishing House.
Eneanya A.N (2014). Managing Personnel in Public Sector. Ibadan: University of Ibadan Press
and Printery
Flippo, E.B. (1980). Personnel Management (5th Edition). London. McGraw-Hill Inc.
Onasanya, S.A. B. (2005). Effective, Personnel Management and Industrial Relations. Lagos:
Otobo, D. &Omole, M. (1987).Readings in Industrial Relations in Nigeria. Lagos: Malthouse
Press Ltd
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STUDY SESSION 15
MANAGING INDUSTRIAL RELATIONS
15.0 Introduction
The issues of labour relations are great concerns for employers. Industrial harmony and peace are
the nerve center of any organization striving for productivity. In both private and public
organizations, employers and employees are always in dispute over terms and conditions of
employment and other industrial issues. Managing industrial peace, therefore, is very vital for
organizational productivity. In this study session, we would examine industrial relations practice
in Nigeria.
15.1 Learning Outcomes

When you have studied this session, you will be able to
1 Explain the meaning and purpose of labour relations
2. Understand the Actors in labor relations
3. Describe the strategies of good labour relations
Main Contents
15.1 Meaning and Purposes of Industrial Relations
Industrial relation is the process concerned with “systematic study of all aspects of the
employment relations. It is concerned with all aspects of relationship between workers and
employers, perhaps, from the time the employee joins the organization until his/her
disengagement from the job” (Fajana, 2006, p.1).
15.1.1 Aims of Industrial Relations
The aims of industrial relations:
(i) To promote industrial harmony between employers and employees
(ii) To promote industrial democracy.
(iii) To promote collective bargaining between the employer and employee.
(iv) To promote productivity bargaining among the stakeholders; and
(v) To enable the intervention of government to promote industrial peace
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15.2 Actors in Industrial Relations
Parties involved in industrial relations are:-
15.2.1 The government
15.2.2. Employers (represented by their union)
15.2.3 Employees (represented by their union)
15.2.1 The Role of Government in Industrial Relations
The Federal Government of Nigeria intervenes in industrial relations through the Federal
Ministry of Employment, Labour and Productivity. Government’s representative often ensures
that there is industrial peace that safeguard national interests. The Ministry serves as a data bank
to both employers and employees, gives advice to both sides and guidelines on settlement of
disputes. The Ministry supervises the Industrial Arbitration Panel and National Industrial Court
in Settlement of trade disputes. Generally the role of government is spelt out in the industrial
relations policy of 1975. The principles in the policy are
• To promote industrial peace;
• To promote resolution of disputes based on limited government intervention in trade
union affairs;
• To create a new image and sense of direction for trade union movement
• To eradicate external ideological influence from the country’s trade union
• To restructure trade unions on an industrial basis and ensure that they are self-sufficient
• To improve the quality of trade union leaders
• To strengthen the labor administration system in the country through the provision of
adequate material and human resources for the Ministry of Labor for the enforcement of
labour laws and regulations
• To support International Labour Organization (ILO) and the Organization of African
Trade Union Unity (OATUU), subject to the over-riding interests of the government and
people of Nigeria
15.2.2 The Role of Employers
Management of organizations always strives to maintain effective personnel and labour-
management relations policy. Generally, there are two types of labour relations between an
individual employee and his/her employers and that between employees as a group and the
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employing organization. Collective labour relations is governed by labour laws, which have
provisions for practically every aspect of industrial relations (Eneanya, 2008).
Employers are represented by Nigerian Employers’ Consultative Association in trade disputes
between them and workers’ industrial union. Once the management of employers’ organization
recognizes the union, the management of individual member organization should take the
initiative to ensure that effective procedures and rules for negotiation, consultation,
communications and settlement of grievances and disputes are jointly agreed by the two sides.
Then, management of individual organization should ensure that its members adhere to the rules
and faithfully implement them. However, if the grievances cut across the industry Nigerian
Employers’ Consultative Association (NECA) would be involved in the negation and settlement
on the disputes.
NECA was established on 16th January 1957 with the aim of promoting good relations between
member companies and their employees; encouraging equitable payment of salaries and
settlement of trade disputes.
The establishment of NECA led to the formation of National Joint Industrial Council (NJIC) to
negotiate on national or industrial basis on behalf of all employers and employees in the industry
concerned. Apart from the NJIC there is also the Joint Consultative Committee (JCC) which is a
local body at plant level which can discuss matters not listed on the NJIC constitution but are of
interest to the workers. The conduct of NJIC is controlled by the provisions of the procedural
agreement first agreed between the union and the employer’s association (Onasanya, 2005)
15.2.3 The Role of Trade Union in Industrial Relations
The Trade Union Act No. 31 of 1973, established a landmark in the development of Trade
Unionism in Nigeria, by making fresh provisions regarding formation, registration and
organization of trade union federation and central labour organization.
The Labour Act of 1974 and Labour Amendment Act of 1978, reorganized trade unions on an
industrial basis and recognizing only one central labour organization, the Nigeria Labour
Congress (NLC). Out of the 70 industrial trade unions registered under the Act, 42 are affiliated
to the Nigeria Labour Congress. The Act recognized only one central labour organization – the
Nigeria Labour Congress (NLC). In 2005, the Nigeria Labour Congress (NLC) was split into two
bodies, namely; the Nigeria Labour Congress for junior workers and trade union congress (TUC)
for senior staff.
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Collective labour relations is governed by labour laws, which have provisions for practically
every aspect of industrial relations. The key actors in industrial relations are the trade unions and
employers’ associations. Since each employee cannot meaningfully negotiate or bargain with
his/her employer, negotiations and bargaining are conducted on a collective basis
Government’s role in industrial relations practice brought it into tripartite relationship in order to
promote industrial peace.
15.3 Strategies for good industrial relations
The following strategies would help to improve labour management relations at plant level
(a) Recruitment Policy
This can promote good industrial relations if qualified workers are given opportunities for new
vacancies before advertising for external candidates
(b) Communication
Management should establish and sustain free flow of information between them and workers on
matters that concern both parties. Workers’ rights, obligations, conditions of service promotion
and changes must be fully clarified. The method and channels of communication should be
engaged through meetings, joint consultation, letters, notices, circulars, corporate newsletters and
journals. Negotiations and collective agreement reached with the union must be implemented.
(c) Grievance Handling
All employees should be treated fairly and transparently. Management should ensure that there is
a well laid down grievance procedure accepted by management and union. Effective disciplinary
procedures should be laid down and principle of fair hearing be enshrined before disciplinary
actions are taken trade disputes should follow labour law provisions and procedures.
(d) Sustenance of Good Union – Management Relations
Union officials and management should endeavour to follow good industrial practice at the plant
and industrial levels. The relationship should be that of trust, mutual understanding and
accommodation, instead of antagonism and conflict.
Management should encourage the training of union officials and managers involved in
management of industrial relations on modern trade unionism. Nigeria Employers Consultative
Associations (NECA) training programmes should be good forum for training managers and
organizations officials involved in industrial relations.
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In-Text Question
• What is labour relations?
o Labour relation is the process concerned with “systematic study of all aspects of the
disengagement from the job” (Fajana, 2006, p.1).
15.4 Summary
In the study session 15 you have learned:
1. The Meaning and Purposes of Industrial Relations
2. About the Three actors in Industrial Relations
3. The Strategies of Good Industrial Relations
and discuss them with your tutor at the next study support meet you can check your answers with
the notes on the self-assessment questions at the end of the module:
SAQ. 15.1 (Test on Study Session 15.1). What are the aims of Industrial Relations in an
Organization?
SAQ 15.2 (Test on Study Session 15.2). Describe the role of the three Actors in Industrial
Relations
SAQ.15.3 (Test on Study Session 15.3). Describe the strategies to be adopted by an
organization for effective relations
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15.6 References/Suggestions for Further readings
Eneanya, A.N. (2014). Principles and Practice of Public Personnel Administration in Nigeria:
Lagos: Concept publications ltd
Fajana, S. (2006). Industrial Relations in Nigeria: Theory and Features. Lagos: Labofin and
Company.
Centre for Management Development Publications
Press Ltd.
83
ANSWERS TO SELF-ASSESSMENT QUESTION (SAQS) FOR STUDY SESSION 1
STUDY SESSION 1
SELF ASSESSMENT QUESTION 1.1(TEST ON STUDY SESSION 1.1). DESCRIBE
THE ORIGIN OF PERSONNEL MANAGEMENT IN NIGERIA
ANSWER
The development of personnel management in Nigeria started with the advent of British colonial
rule in Nigeria. Sir Fredrick Lugard as the Governor General amalgamated Southern and
Northern protectorates in 1914. This amalgamation compelled the establishment of central
bureaucracy to assist him in the administration of the entire Nigeria territory.
The bureaucracy that emerged for this purpose was Nigerian Civil Service headed by the Chief
Secretary, around which was surrounded by specialized departments like the Treasury, Public
Works, Education, Health and Agriculture among others. The structure of the Civil Service
constituted upper and middle level cadres, dominated by the expatriates, while Nigerians,
irrespective of their qualifications constituted the lower level cadre.
However, after the Second World War, the introduction of “Nigerianization policy in the civil
service, occasioned by Foot Commission of 1948 created opportunities for Nigerians to be
recruited as personnel specialists as against the expatriate officials. This policy of
Nigerianization spread to Civil Service of Eastern and Western Regions of Nigeria, which
became self – governing, as a result of Richard Constitution that commenced in 1947. In 1959,
the North became self-governing but introduced “Northernization” into its own Civil Service,
instead of ‘Nigerianization’ as done by Eastern and Western regions. However, in 1961, the
public service in Nigeria was fully “Nigerianized” and Nigerians were appointed to senior
positions in the Civil Service.
When Nigeria was granted independence in 1960, public personnel functions remained at four
levels of government, the federal and three regions – Eastern, Western and Northern regions.
Personnel offices were constituted under three units – civil service commissions, as regular units
for senior personnel; and Ministry of Establishment and Office of Permanent Secretary for junior
workers. There was no professionalism in the Civil Service as Chief Clerks, Chief Typists were
designated as personnel officers
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However, Udoji’s Reform of 1974 introduced a number of key innovations into the Civil
Service, notably the harmonization and unification of job grading and salary system throughout
the service, introduction of merit system, as a basis for reward and replacement of confidential
performance system to open reporting system.
Subsequent Civil Service reforms transformed the personnel functions in public service to
modern personnel management as practiced in private sector.
SELF ASSESSMENT QUESTION 1.2 (TEST ON STUDY SESSION 1.2). WHAT IS THE
NATURE OF PERSONNEL MANAGEMENT AS A DISCIPLINE?
ANSWER
At a particular time in history, personnel management practitioners were not regarded as
professionals. The dominant role of the personnel manager was to satisfy management by hiring
and retaining the work force that would be the instrument for organizational productivity.
However, this role changed overtime, as personnel practitioners began to care for the needs of
the workers, the diversity within the work context and continuously search for motivating
techniques that supported the achievement of organizational as well as individuals’ objectives. In
this newly expanded role, the personnel practitioners assumed specialist role as professionals.
The modern Personnel Management, therefore, requires a broad background in such field as
Psychology, Sociology, Philosophy, Economics and Management. The exposure to these
disciplines have given material assistance in viewing modern Personnel Management as a tool of
research and discipline
SELF ASSESSMENT QUESTION 1.3 (TEST ON STUDY SESSION 1.3) WHAT ARE
THE FACTORS THAT SHAPED THE DEVELOPMENT OF PERSONNEL
MANAGEMENT IN NIGERIA)
ANSWER
There are many factors that shaped the development of personnel management in Nigeria. They
include: the efforts of trade unions, Ministry of Employment Labour and Productivity, Nigeria
85
Employers Consultative Association (NECA), Labour Legislation and the role of Institute
Personnel Management of Nigeria.
(i) Efforts of Trade Unions
The greatest and most important factor that hastened the emergence of specialist in the scene of
Personnel Management was the efforts of trade unions. In colonial period, government
employment was the largest single employer for salaried jobs. Hence, trade union activities were
first to manifest with the emergence of civil service union in 1912. The union came into
existence due to the contract between the Nigerian workers and their British colonialist’
counterparts. In 1931, the Railway Workers’ Union was formed, followed by the Nigerian Union
of Teachers in 1939. However, the first Trade Union Ordinance was enacted in Nigeria in 1939
and about twelve workers’ unions emerged.
The general strike of 1945 led by Railway Workers’ Union paved way for the introduction of
Costs of Living Allowance (COLA), that improved the condition of Nigerian workers and
became a stepping stone to improvement of labour-management relations in Nigeria.
(ii) Role of Ministry of Employment, Labour and Productivity
The establishment of labour Department, which later grew into Ministry of Employment, Labour
and Productivity facilitated the growth of Personnel Management in Nigeria. The ministry has
become a regulatory professional body on labour matters. Besides, other mechanisms have been
established, such as the Industrial Arbitration Panel (IAP) and National Industrial Court (NIC)
for settlement of disputes between employers and workers.
(iii) The Role of Employers Consultative Association (NECA)
On 16 January, 1957, employers of labour established Employers Consultative Association
(NECA) with the aim of assisting in the maintenance and promotion of good industrial relations
between its employer-members and their employees. Other purposes of the body are to promote
technical education, training, seminar, workshops and research for the development of efficient
employees in all branches of organized industry and commerce in Nigeria. NECA also advises
government on labour matters and legislation.
(iv) Labour Legislation
The Federal Government, through the Federal Ministry of Employment, Labour and Productivity
has enacted several laws, which if implemented will ensure industrial harmony and good
personnel management. The Federal government accepted some International Labour
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Organization (ILO) Conventions and Regulations into its labour law and policy. This has helped
in the development of Personnel Management in Nigeria. Besides, other labour legislations,
such as: Trade Union Acts of 1973, Trade Disputes Act of 1976, National minimum wage of
1981 (amended in 1991), Factory Acts of 1987, Compensation Act of 1987 and Pension Act of
2004 (amended in 2014), among others, have contributed immensely in the development of
Personnel Management in Nigeria.
(v) The Role of Professional Institute
The establishment of Institute of Personnel Management of Nigeria (IPMN) added value to the
development of Personnel Management in Nigeria. Personnel practitioners now have a body to
regulate professional ethics and standards of practice in Nigeria.
STUDY SESSION 2
ANSWERS TO SELF-ASSESSMENT QUESTION 2.1 (TEST ON STUDY SESSION 2.1)
EXPLAIN THE MEANING OF PERSONNEL MANAGEMENT
ANSWER
There are divergent views about the definition of personnel management. However, personnel
management is viewed by scholars as concerned with management of people at work in order to
achieve organizational goals. Thomason (1975) defined personnel management “as oriented
towards efficiency and the welding of people into effective organizations for the pursuit of
abstract organizational objectives” (p.11). The British Institute of Personnel Management (1963
cited in Onasanya, 2005) defined personnel management as “the responsibility of all those who
manage people as well as a description of the work of those who are employed as
specialist”(p.3). These definitions have certain elements in common. First, Personnel
Management entails peoples’ management. Second, it is oriented towards efficiency. Third, it is
a function which can be discharged by specialists. Finally, it is associated with coordinating
people towards achieving organizational objectives. In sum, Personnel Management is the
management of people at work in order to achieve organizational goals.
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SELF ASSESSMENT QUESTION 2.2 (TEST ON STUDY SESSION 2.2) DESCRIBE THE
FUNCTIONS OF PERSONNEL MANAGEMENT
ANSWER
The following are functions of Personnel Management:
(i) Manpower planning
Personnel management function also touches on planning for the present and future manpower
requirements. This role enables the organizational to harmonize organizational objectives with
human resources objectives to achieve their goals.
(ii) Wages and salaries administration
It is the responsibility of Personal Department to ensure that salaries and wages of employees are
fair and equitable according to their qualifications. Every job is evaluated and workers are
rewarded. In organized establishments, salaries and wages follow structure templates designed
by the organization.
(iii) Welfare services to staff
The Personnel Department makes adequate provisions to keep the workforce comfortable.
Besides, it ensures that all labour policies and legislations that concern employees’ welfare are
observed in the Employees, Manual, which embodies obligations for employers and employees
that assist Personnel Department in discharge of this functions.
(iv) Education, training and development
Education and training are areas organizations utilize to improve the knowledge, skills and
attitudes of workers towards attaining organizational objectives. Once the training needs of
individuals, occupation and organizations are identified, training programmes are designed and
implemented to enable employees upgrade their skills and knowledge. The primary aim of
organizations in investing on workers/development is to enable them become efficient and
productive at work.
(v) Industrial Relations
It is the wish of management of organizations to maintain industrial peace. Organizations
normally employ personnel specialists, who relates with trade union organizations to handle all
complaints and grievances of employees. The Personnel Department advises and hires managers
to collaborate with each other in promoting industrial peace and harmony.
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(vi) Recruitment, Placement and Disengagement
Recruitment of personnel is one of the important functions of Personnel Department. The
Personnel Department is basically concerned with obtaining the right kind of personnel in terms
of number and quality. Selection and placement cover the multitude of activities concerning
hiring and utilization of workers. Similarly, the Personnel Department retains employees and is
responsible for disengagement process.
The purpose of all these functions as they concern both managers and operatives is to assist in
their accomplishment of organizational objectives.
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SELF-ASSESSMENT QUESTION (SAQ) 2.3 (TEST ON STUDY SESSION 2.3) HOW
DOES PERSONNEL DEPARTMENT MAINTAIN RELATIONSHIP BETWEEN LINE
AND STAFF MANAGERS IN ORGANIZATION?
ANSWER
(a) Relationship between Personnel Management Line Function and Line Managers
Personal Department provides specialist knowledge and services to line managers in
performance of their jobs. The personnel manager does not have any direct control over other
staff, except where a specific responsibility is delegated directly by top management. In other
words, the personnel managers’ relationship with other managers, supervisors and staff of the
organization is indirect or advisory. While other line managers, are responsible for personnel
management in areas of their jobs, Personnel Department advises on labour legislation,
implementation of personnel policies and industrial relations.
(b) Coordinate all staff functions of the enterprise
The personnel department ensures that uniform standards are maintained in the implementation
of personnel policies. The Personnel Department consults and communicates with line managers
from time to time on staff problems, grievances, disciplines, and industrial relations.
(c) Relationship with public
An enterprise serve the public in different purposes through its Personnel Department. The
Personnel Department is always in contact with other public bodies, such as: Ministry of
Employment, Labour and Productivity, Salaries and Wages Commission, Industrial Arbitration
Panel, National Industrial Court, National Employers’ Consultative Association (NECA), Central
Labour Union Organizations, among others. The Personnel Department promotes good
relationships with these organizations to maintain industrial peace.
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STUDY SESSION 3
ANSWERS TO SELF-ASSESSMENT QUESTION (SAQ) 3.1 (TEST ON STUDY
SESSION 3.1; 3.2 & 3.3). DESCRIBE FOUR APPROACHES TO PERSONNEL
MANAGEMENT?
ANSWER
(a) Mechanical Approach
Mechanical approach is a description of that attitude which assumes that labour must be
classified with capital and land as a factor of production to be procured as cheaply as possible
and utilized to the fullest. Associated to this approach is the adoption of a closed-system model
to management of personnel. In this approach, the organization is sheltered from outside forces
such as government or labour unions that might attempt to interfere. In mechanical approach,
labour is replaced either by machines or by management innovations that result in more work
being done by few people.
(b) Paternalism Approach
Paternalism is the concept that management must assume a fatherly and protective attitude
toward employees. During this period in 1920s, elaborate personnel programmes were
developed, emphasizing such activities as company stores, company homes, recreation facilities
and the like. In paternalistic approach, two characteristics featured. First, the profit motive was
not the major aim but employee services. Second, management provides these services because
employees need them. However, this approach prevented trade unionism. Moreover, it failed to
win employees’ loyalty as they were treated as children, instead of adult.
(b) Social System Approach
This approach viewed the firm as central system. A system is a collection of interacting system,
each of which in turn can be viewed as a subsystem. In this context, the school of thought
emphasized the inevitable inter-connectedness and relationships that management must consider,
if it is to develop viable programmes of personnel management. The social system approach to
personnel management is part and parcel of a larger system approach to management. Research
has demonstrated that it is often possible to develop personnel programmes that can
simultaneously satisfy the needs of individuals, groups, managers and the total organization...
(c) Social Responsibility Approach
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In recent times, there has been a growing concern about a re-definition of the proper role of the
business firms within the society. This school of thought argued that in as much the business
system is a subsystem of organized society, the modern business leaders must be concerned with
societal expectations. In pursuit of economic goals, organization’s decisions concerning their
directions and operations have social consequences that can no longer be ignored. The personnel
manager, therefore, has an important and inescapable responsibility in helping the organization’s
management define and fulfill this enlarged concept of its social responsibility role.
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STUDY SESSION 4
ANSWERS TO SELF ASSESSMENT QUESTION (SAQ) 4.1 (TEST ON STUDY
SESSION 4.1). WHAT IS THE SCOPE OF LABOUR POLICY?
ANSWER
Scope of the personnel policy statement
Personnel functions cover the following activities: employment, recruitment, selection and
placement, training and development, promotion, wages and salaries, industrial relations,
welfare, social responsibility to employees, as well as the locality in which the company situates.
These areas cover the scope of personnel management functions(Ubeku, 1975).
SELF-ASSESSMENT QUESTION (SAQ) 4.2 (TEST ON STUDY SESSION 4.2). HOW IS

LABOUR POLICY COMMUNICATED TO EMPLOYEES?
ANSWER
Personnel policy can be oral, but it is written as a statement. Personnel policy is clearly written
as manual and sub-divided into subject areas of personnel function, such as : recruitment policy,
manpower policy, training policy, welfare policy, industrial relations policy and so on. However,
since labour policy is a guide or statement and not a contract, it is flexible in order to accomodate
changing circumstances.
SELF ASSESSMENT QUESTION (SAQ) 4.3(TEST ON STUDY SESSION 4.3).

IDENTIFY KEY ETHICAL ISSUES IN PERSONNEL MANAGEMENT?
ANSWER
Generally, Personnel Department is obliged to maintain ethical policies and behaviours. It is
involved in instituting careful health and safety practices, informing employees of potentially
hazardous working conditions and taking responsibility for occupational disease and stress-
93
related illness traceable to working conditions. The following ethics are often enshrined in
personnel management:
• truthful in recruiting,
• Avoid the use of invalid and discriminatory selection, appraisal and advancement systems
• Provide equal pay for work of comparable worth
• Provide ways for employees to voice their concerns and not illegally constraining
employees from exercising their rights to form a union
• Follow fair policies with regard to discipline, termination for cause and reductions in
force
• Uphold all laws and regulations relating to the organizations activities
• Finally, maintain the highest standards of professional and personal conduct
These ethical principles guide ethical values desired by the management of the organization.
STUDY SESSION 5
ANSWERS TO SELF ASSESSMENT QUESTION (SAQ) 5.1(TEST ON STUDY
SESSION 5.1) WHAT ARE CONTENTS OF A CONTRACT OF EMPLOYMENT?
ANSWER
Contract of employment is a contract between the employers and employees on obligations and
duties, voluntarily agreed between the two parties. The contract is, however, subject to the
general law of contract in Common law. The ingredients of valid contract must be present in a
contract of employment. These ingredients include:
• Offer and acceptance
• consideration
• Capacity of parties to contract
• Intention to be bound by parties
• Legality of the subject matter of the contract
• The consent or voluntary participation of the parties (Bankole, 2003, p.1)
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SELF-ASSESSMENT QUESTION(SAQ) 5.2 (TEST ON STUDY SESSION 5.2) WHAT
ARE THE RIGHTS OF AN EMPLOYER IN AN ORGANIZATION?
ANSWER
The rights of the employer include
(i) To hire, fire, interdict; suspend and discipline
(ii) Right to be indemnified by the employee for the consequence of the employee’s
negligence, which results in the employer paying damages to third parties
(iii) Right to impose reasonable restraint of trade on the worker
(iv) Right to enforce and maintain discipline in the work place
(v) Right to determine job content, the rate of pay and the manner the job should be
performed
SELF-ASSESSMENT QUESTION (SAQ) 5.3: (TEST ON STUDY SESSION 5.3):WHAT
ARE THE DUTIES OF THE EMPLOYEE OF AN ORGANIZATION
ANSWER
The duties of the employee include
(i) To perform duties for which they employed
(ii) To take reasonable care in relation to the employment duties
(iii) To exercise due diligence and skill in the performance of his duties
(iv) To obey lawful and reasonable orders
(v) To be faithful, loyal and honest to the employer
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STUDY SESSION 6
ANSWERS TO SELF ASSESSMENT QUESTION 6.1 (TEST ON STUDY SESSION 6.1)
WHAT ARE THE BENEFITS OF MANPOWER PLANNING
ANSWER
Effective manpower planning enables the organization to identify the areas where shortage or
excess of manpower is likely to occur in the future or where there is inefficient use of people.
Manpower planning has many benefits. Among them include:
(a) To help determine recruitment levels, thus avoiding expensive and unsatisfactory panic
measures when you suddenly realize that you are short-staffed
(b) To anticipate redundancies and, if possible, find ways of preventing them and their
attendant human and financial costs
(c) To monitor the ratio of manpower to other costs, in order to assist decisions regarding the
best use of financial resources
(d) To provide a basis for training and development programmes geared to meet the needs of
the business and related to company succession plans
(e) To identify future accommodation requirements in the form of working space, or
recreational facilities organization manpower planning needs continuous readjustment
because the goals of an organization are unstable and its environment uncertain.
SELF ASSESSMENT QUESTION 6.2 (TEST ON STUDY SESSION 6.2) DESCRIBE THE
KEY FOCUS OF MANPOWER PLANNING PROCESS?
ANSWER
The key focus of manpower planning process entails:
• Take stock of the current manpower. This can best be done through manpower inventory,
audit and skill inventory, etc.
• Determine the future workload by reviewing the corporate objectives and business plans
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• Plan the organization by knocking down the broad objectives into functions of various
positions within the departments. It will thus be easy to build up through coordination of
the various broken down components;
• Determine how many employees will be required to carry the identified workloads. This
requires proper job analysis, evaluation and grading. There is also the need to determine
how the jobs are to be done within the available man hours per annum. Also to be
considered are the idle time that may arise in the year, the effect of mechanization,
technical changes, technological innovations and other unforeseen occurrence.
• Reconcile requirements with the available manpower
• Determine the sources of supply. How many can be found from the existing stock, (good
performance and potentials appraisal are of paramount importance here), what
complement is needed from outside, from what sources are the requirements to be
recruited and what does the organization chart looks like
• Continuously update the plans and forecasts
• determine the career prospects of each individual (Onasanya, 2005, p. 32).
SELF ASSESSMENT QUESTION 6.3 (TEST ON STUDY SESSION 6.3) WHAT ARE
THE LIMITING FACTORS IN MANPOWER PLANNING?
ANSWER
In practice, manpower planning can be difficult and often inaccurate. Main reasons are as
follows:
(i) Inadequate knowledge of the labour environment can lead to poor planning due to lack of
information of required skills of personnel in the internal or external environment.
(ii) Lack of effective communication about the companies’ objectives and corporate plans.
Resistance to the change expressed in the plan. The forecast of labour structure, with their effects
on skills and status, may be regarded as a threat
(iii) The difficulty of making accurate forecasts of social and economic changes due to the
complexity of the organization
(iv) Technological changes in production or service systems can affect planning for
manpower.
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(iv) Poor manpower utilization. If the manpower existing in the organization is not properly
utilized, it would limit the organization’s ability to plan for its manpower.
(v) High labour turnover. This can limit effective planning as the number of personnel
required in the short or long-term cannot be determined.
STUDY SESSION 7
ANSWERS TO SELF ASSESSMENT QUESTION (SAQ) 7.1 (TEST ON STUDY
SESSION 7.1) EXPLAIN THE USES OF JOB ANALYSIS
ANSWER
Job analysis is the process of studying and collecting information relating to the operation and
responsibilities of a specific job. Job analysis is a basic tool in personnel management. The
benefits are:
1. Job analysis is useful for validating hiring procedures
2. It enables training needs to be identified through job description
3. It enables job to be described and organizational job requirements identified.
4. It enables performance of employees to be evaluated.
5. It provides information needed for career Career management
6. Job analysis helps in structuring an organization by clearly defining the responsibilities
and consequently the authority of each employee within the organization.
7. It enables personnel department determine the purposes of various jobs and their relations
to other
8. Information derived from components of the job helps in occupational counseling
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SELF ASSESSMENT QUESTION SAQ (7.2)(LEARNING TEST OUTCOME 7.2) WHAT
ARE THE COMPONENTS OF JOB DESCRIPTION
ANSWER
Most times, job descriptions follow this order:
(a) Job identification – Information as to job title, alternate title, department, division, plant
and code number for the job
(b) Job summary – Detail information of the job
(c) duties performed:-
(d) supervision given and received – degree of supervision involved, such as general
direction, intermediate or close supervision
(e) relation to other jobs – vertical and horizontal relationships of workflow and procedures
(f) Tools, machines and materials – This portion lists and defines each major type, giving
trade names when necessary. This information is helpful in devising training programmes
(g) Working conditions – Hot, cold, dry, dusty, oily, noisy or hazardous conditions are used
to describe this section
(h) Definition of unusual terms – Any technical or unusual words used in the duties –
performed section should be listed separately and defined. They thus, become a kind of
job glossary.
(i) Comments which add to and clarify the above (Flippo, 1980: p.114).
SELF-ASSESSMENT QUESTION 7.3 (LEARNING TEST OUTCOME 7.3) DESCRIBE
THE BENEFITS OF JOB SPECIFICATION
ANSWER
Job specification is useful in the following personnel functions:
• Selection
• promotion
• appraisal
• setting performance standards
• job evaluation
• training
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0STUDY SESSION 8
ANSWERS TO SELF-ASSESSMENT QUESTION 8.1 (TEST ON STUDY SESSION
8.1)WHAT ARE THE COMPONENTS OF RECRUITMENT PROCESS?
ANSWER
(i) Examining the vacancy
The first thing to do before recruitment is to ascertain whether vacancy for the job exits or
whether it would be merged with other jobs or shared among employees. Where it is certain that
a replacement is required, the job title should be agreed upon with the line manager before the
next action is taken.
• Ascertaining the sources of labour supply
• Internal sources
Another thing to do is whether the position is promotional and suitable candidate can be found
from within. If the enterprise has a strong unit and there was an agreement to that effect such
vacancy can be filled through promotion.
(ii) External sources
• Most vacancies are filled from external sources. They include:-
• Recommendations by present employees
• Unsolicited application
• Direct link with educational establishments, such as schools, colleges and universities
• Trade unions
• Employment agencies
• Profession bodies appointment service
• Private agencies
• Advertisement
• Online job and networking sites
• Attracting applicant
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SELF-ASSESSMENT QUESTION 8.2 (TEST ON STUDY SESSION 8.2) IDENTIFY THE
COMPONENTS OF APPLICATION FORM IN SELECTION PROCESS
ANSWER
The layout of application forms varies, but most of them contain the following headings:
• Job applied for
• name, address, telephone number
• date and place of birth, mental status, nationality
• education
• training and qualification
• medical history (serious illness or disabled)
• employment history
• any other information the candidate wishes to provide
• a signature under the words, “this information is correct to the best of my knowledge
• date
SELF-ASSESSMENT QUESTION 8.3(TEST ON STUDY SESSION 8.3) DESCRIBE THE
PLACEMENT AND FOLLOW-UP PROCESS OF A NEW DEPLOYED EMPLOYEE
ANSWER
Placement entails deploying applicants who succeeded in the interview to various job areas they
applied for. Generally, this often happens after induction or orientation programme organized by
the company.Probation period follows immediately the applicants accept the offer of
employment and is deployed to his job schedules. Depending upon organizations, it can span
from 3 months to 2 years. immediately to determine if the new employee is meeting up with the
expectations of the job. The supervisors are obliged to support the new employee by coaching
and mentoring on how to attain organizational job requirements. Within this trial period called
probation, the employee who satisfies the organizational job expectations is given a permanent
employment by confirming the appointment offered him/her, while, the employee that fails to
meet with the performance standards are sent out or job appointment terminated.
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STUDY SESSION 9
ANSWERS TO SELF-ASSESSMENT QUESTION 9.1 (SAQ) (TEST ON STUDY
SESSION 9.1) DESCRIBE THE MEANING AND APPROACHES TO
COMMUNICATION
ANSWER
Communication is about conveying messages to others. It is both a process (how do we
communicate?) and a context (what do I communicate?). In fact they are often inseparable.
9.1.1 Approaches to communication. Three major approaches can be identified
(i) The information approach
(ii) The interpersonal approach and
(iii) Organizational approach
(iv) The Information Approach
Communication entails transmission of information from sender and receiver. It entails
expressing the functional roles and their contribution to the achievement of a given
objective.
(i) Inter-Personal Approach
The interpersonal communication focuses on transferring information from one person to
another.
(ii) The Organizational Approach
This entails downward communication from superior to subordinates. It involves
horizontal communication, that is, from department to department or colleagues. It also
entails upward communication, such as employer suggestions, problem-solving or task-
coordinator, information- sharing and conflict resolution.
SELF-ASSESSMENT QUESTION 9.2 (TEST ON STUDY SESSION 9.2). EXPLAIN

“WHY” “WHAT” AND “HOW” MANAGERS COMMUNICATE
ANSWER
Why do we communicate?
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Communication is needed:
• To establish and disseminate the goals of an enterprise
• To develop plans for their achievement
• To organize human and other resources in the most effective and efficient way
• To select, develop and appraise members of the organization and
• To control performance (Eneanya, 2008)
9.2.1 What do we communicate?
There are four categories of corporate communication:
• Job or task-relate - This involves face-to-face or memo communication;
• Work-related - It can be done through meetings or two-way communication
• Integrative –These are issues involving people in the organization, such as values, visions
and purposes of organizational written in company’s newsletters or expressed on training
such as quality circle.
• Managerial communication to subordinates, colleagues and boss (Downwards, upwards
and horizontal)(Eneanya, 2008).
9.2.2 How do we communicate?
Communicate can be effectively conducted in the following ways:-
(i) Face-to-face communication especially when a difficult message is being transmitted;
(ii) It is usually helpful to reinforce verbal communication by written communication
(iii) Make sure the message has been clearly understood
(iv) Consider the personality of the listener and tailor the style of the message to suit him or
her (Eneanya, 2008).
SELF-ASSESSMENT QUESTION 9.3 (TEST ON STUDY SESSION 9.3) WHAT ARE

THE CHANNELS OF COMMUNICATION
ANSWER
Channels of communication
There are different ways of communicating among which are:
(i) Oral- This is applicable to one-to-one communication e.g. telephone conversation, face-
to-face communication
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(ii) Written communication, such as letters, memos, briefs, minutes, reports, research studies
etc.
(iii) Visual – This is using variety of usual aids when writing or speaking, for example,
photographs, grafts, charts, diagrams, etc.
(iv) Non-verbal communicate (Body language) – Communication without the use of spoken
or written word, such as gastrulation, beckon and signs
SELF-ASSESSMENT QUESTION (SAQ) 9.4 (TEST ON STUDY SESSION 9.4). WHAT
ARE THE PROBLEMS OF COMMUNICATION
ANSWER
There are obstacles of effective communication. They include:
(i) Vested interest, safeguarding selfish interests at the expense of the organization;
(ii) Noise – distracts clarity of communication
(iii) Prejudice – Prejudice beclouds communication as vital information
(iv) This creates barrier in labour – management relations
(v) Differences on background and experience
(vi) Unwillingness to communicate
(vii) Personal emotions- insecurity or fear
(viii) Strained relationships
(ix) Inattention – distribution of the message
STUDY SESSION 10
ANSWERS TO SELF-ASSESSMENT QUESTION (SAQ) (10.1).(TEST ON STUDY
SESSION 10.1). WHAT IS THE DISTINCTION BETWEEN EDUCATION,
DEVELOPMENT AND TRAINING?
ANSWER
Training refers to the upgrading of the skills, knowledge and attitudes of employees at present
work activities. .Education is the process of acquiring background knowledge of a subject. It is
person-oriented rather than job-oriented. Education can be formal and informal. Development,
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on the other hand, is a course of action designed to enable the individual to realize his potentials
for growth in the organization. It relates to future, rather than present jobs.
The three concepts can be used interchangeably, though, each has distinct meaning. Without
education, there can be no training and without both there can be no development. Education
teaches the basic knowledge needed to interact within the community. An individual needs
education for knowledge that sets up for specialized, skill acquisition, while development allows
unfettered advancement in his/her career.
SELF-ASSESSMENT QUESTIONS (SDQ) 10.2.(TEST ON STUDY SESSION 10.2).

IDENTIFY AND DESCRIBE THREE LEVELS OF TRAINING NEEDS?
ANSWER
(a) To identify training needs, there are three basic levels of approach:
Identification of training needs at individual level. This entails assessment of the state of current
jobholder’s knowledge, skills and possibly attitudes required to perform those tasks derived from
personnel specification. This can be done by performance appraisal, observation or reference to
specific performance data. Thus, the Knowledge, Skills and Attitudes (KSA) expressed in
personnel specification minus the knowledge skills and attitude derived from individuals
performance appraisal report constitutes a GAP, that would be bridged through training:
(b) Identification of training needs at occupational or departmental level
• When training needs are analyzed at the departmental or occupational level, the focus is
on:
• Who needs to know what, to cope with the present workload;
• Who needs to know what to cope with anticipated changes in workload, work systems or
workforce? This will help in formulating a picture of the priorities of training
• Perhaps, the training may be generated by change, such as there is a new software
package or wider organization change
(c) Identification of training needs at the organization levels
The overall goals of the organization shapes action of training. Expansion of the organization can
trigger training in terms of numbers of people to be trained, more apprentices or skilled
employees to be trained. Other organizational changes can occur that trigger training such as:
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productivity is too low, morale is very low, corporate culture is inhabiting development or people
are not customer – focused. All these can trigger need for training. Once training needs have
been identified at the individual, occupational and organizational levels, the next stage is
designing training progrmames.
SELF-ASSESSMENT QUESTIONS (SAQ)10.3 . (TEST ON STUDY SESSION 10.3)

IDENTIFY THE COMPONENTS OF SYSTEMATIC APPROACH TO TRAINING
ANSWER
Systematic Approach to Training.
(i) Prepare training objectives
Statement of raining objectives are prepared describing what trainees are expected to be able to
do as a result of their learning experience. These objectives consist of performance standards,
job specification with information on skills, knowledge and attitudes, and details of equipment,
job aids and environment in which the job would be performed.
(ii) Investigate Training Needs
Identification of training needs and job contents is undertaken through analysis on jobs and tasks
and the people who perform them. This consists of knowledge, skill and attitudes (KSA) the
organization required and the knowledge, skills and attitudes (KSA) possessed. The investigation
is undertaken at three levels: individual, occupation and organization.
(iii) Design training programmes
The design of training involves the translation of objectives and strategies into a balanced
programme of instruction and learning contents. Training programmes are devised to meet the
training needs revealed.
(iv) Conduct training
Training is given and appropriate records kept. Each of the learning contents is implemented to
ensure that the training happens according to plan and with the desired results. The implementer
ensures that the timing and sequence are being adhered to.
(v) Assess training effectiveness(Validation and Evaluation of training)
Validation of training effectiveness can be done internally and externally. Internal validation
involves measuring trainees’ performances through series of tests, exercises and assessment
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instruments. Alternatively, the trainer may seek the views of the trainees on their training
programme, such as: performance of the tutors or instructors, learning materials, menu and
environment. Information from these sources plus tutor’s end-of-course review assist in the
identification of areas of success or failure, which provide insight for changes or modifications to
future training programmes.
External validation entails assessing whether trainees who participated in training are able to
apply their knowledge, skills and abilities to the job. External monitoring is required to
determine whether trained employees had sufficient opportunity to put into practice what they
have learned during their training. So, external validation is the assessment of whether the
objectives of the training have met the needs of the trainees so that they are able to perform
specific tasks or the total job to acceptable standard. Information gathered from such assessment
could help in the amendments training content and methodology in future training programmes.
Evaluation of training is different from validation. Of course two of them are wrongly used.
Evaluation is the assessment of the total value of training. It attempts to measure the overall cost
benefit of training and not just the achievement of specified objectives. The term also means
continuous monitoring of a training programme as a whole in terms of financial and social terms.
In other words, evaluation attempts to” measure cost benefits, social and individual benefits as
well as the operational effectiveness of training” (Buckley &Caple, 2010, p. 33).
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STUDY SESSION 11
SELF-ASSESSMENT QUESTION (SAQ) 11.1 (TEST ON STUDY SESSION 11.1) WHAT
ARE THE FACTORS MOTIVATING PERFORMANCE?
ANSWERS
The factors motivating performance are as follows:
(a) Clarity of the corporate group or individual goal-setting process;
(b) Alignment of corporate group and individual goals’
(c) Understanding of the recognition that will come for different performance levels;
(d) Timing of performance input; and
(e) Design of recognition, that is, recognition of performance at various levels of the
organization to achieve performance expectations, such as incentives, bonuses, merit awards,
celebration, praise etc. (Eneanya, 2008, p. 62).
However performance management requires that employees and managers jointly prioritize and
determine goals, identify strengths and weaknesses of an individual and recognize and reward
high performance. There are seven steps involved in this process:
(i) Articulate an organization’s mission and goals. They manages and programme directors
work from this point to determine strategic and measurable objectives for their individual units;
while, managers and employees then collaborate to establish team and individual performance
objectives
(ii) Establish standards for goals and objectives based on what is needed by the business
strategy and not on what is possible with current skill level and practice.
(iii) Establish clear standard for how each goal will be measured;
(iv) Provide honest, direct feedback
(v) Differentiate performance expectations according to employee’s abilities;
(vi) Write out goals and standards and make explicit agreements by both parties. This
promotes clarity and defuses potential legal issues
(vii) Talk openly and often with employees about performance and how to accomplish goals
(Eneanya, 2008, p.62)
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SELF-ASSESSMENT QUESTION (SAQ) 11.2 (TEST ON STUDY SESSION 11.2)
DESCRIBE HOW TO ESTABLISH PERFORMANCE STANDARDS
ANSWER
To begin the process of performance management, the managers and employees will collaborate
on the development of performance standards. Performance expectations are the basis for
appraising employee performance. A very important part of the personnel manager’s
responsibility for general administration of the personnel programme is the establishment and
maintenance of many standards by which performance can be judged. A standard can be defined
as an established criterion or model against which actual results can be compared.
It is sometimes necessary to specify the quantity or quality of work which should be attained by
the holder of a certain job. Performance standards are most easy to set when some kind of
physical activity takes place. Other variables connected to performance standards are time and
cost. These variables are more adaptable to the personnel filed than are quantity and quality. It is
quite common to work against personnel budgets that specify cost standards. Similarly, work
schedules which give time objectives are usually established for particular personnel functions.
However, it is a very different problem to set performance standards for managers and
supervisors because their work is extremely varied and emphasizes mental rather than physical
activity.
From research, the most frequent use of performance standards is found in appraisal, training and
wage system. It is often claimed that careful analysis aided by ingenuity will show that any job
contains elements of which performance standards can be expressed in terms of measurable
behavior. Some approaches to performance appraisal, training and wage administration system
are based on these assumptions.
Sometimes, it is difficult if not impossible to specify exactly the performance standards desired.
A cases, standards governing the process may be established and used as a basis for control in an
attempt to promote the maximum in results. There are other types of performance standard. They
includes:-
(i) Method or function standards
(ii) Personal factors
(iii) Physical factors
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(i) Methods as Performance Standard
If lack of knowledge prevents the establishment of exact and accurate standards of operating
results, control over the manner of operative execution will contribute to a better result. If the
best-known methods of performance are utilized by high-quality personnel, who have available
the latest in equipment, there is likelihood of expecting higher order of results in terms of
quantity and quality.
(ii) Function as Performance Standard
With references to standards of function, a basic method, often termed a standard operating
procedure can be devised and enforced presumably, if this procedure is followed, the desired
result will be obtained. If it proves difficult to establish either or both a performance standard
and a standard of function, selection of high-quality person to do the job may impact on the
desired result
(iii) Personnel as performance standard
A specification of human characteristics required to execute a tasks thus constitutes a standard of
personnel
(iv) Physical factors as performance standards
Standards of physical conditions are also important since they can drastically affect the work of
people. If the machinery equipment and general working conditions leave much to be desired,
the best person using the best method may yield inadequate results in terms of quantity, quality,
time and costs (Flippo, 1980. Pp 91-92)
Written performance standards enable the organization to compare the employee’s performance
with mutually understand expectations and minimize ambiguity in providing feedback
performance standards and identify baseline for measuring performance. From performance
standards, managers can provide specific feedback describing the gap between expected and
actual performance.

EXPLAIN THE BENEFITS OF PERFORMANCE APPRAISAL
ANSWER
The following are benefits of performance appraisal
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(i) Identifying training Needs
(ii) Helps assess an employee’s level of competence on his job and discovering areas of
shortfalls than can be rectified through training
(iii) Identifying Key Skills
(iv) Appraisal helps match employee’s skills, knowledge and attitudes to the requirements of
the job and the organization
(v) Improving present performance
(vi) Performance Appraisal interview can provide an opportunity to discovering barriers to
effective performance
(vii) Identify potential
(viii) Appraisal enables the person being appraised to discuss their career aspirations and to
compare these with the future directions and the manpower and succession plan of the
company. The appraisee can review their personal strengths and weaknesses, likes and
dislikes and consider in what direction they might, want their career to go, be that a
promotion within the same work function or a transfer to gain experience of other areas.
Development of the individual can then be arranged through on-/or-off-the-job training or
through a variety of other methods, including task rotation, coaching, projects and action
learning
(ix) Improving communication
(x) Performance appraisal interview help constructive dialogue between the managers and
subordinates a chance to see things in perspective and to plan together
(xi) Improving, Motivation
(xii) Appraisal interview can provide and appropriate mechanisms for recognize an employee
who performs well and an employee who has room to improve is more likely to feel that
it is worth making an effort.
(xiii) Disciplinary documentation
(xiv) It provides documentary evidence to support cases of not complaining to standards before
industrial tribunal
(xv) Determining pay This is sometimes linked to salary reviews and merit increases. The
advantage of this is to show that these is a systematic method of deciding pay rises and
that those people who are appraised as having contributed most towards the success of
the enterprise are those who receive the highest reward (Eneanya, 2008).
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STUDY SESSION 12
SESSION 12.1) DESCRIBE HOW YOU CAN CHOOSE A PAY SYSTEM FOR YOUR
ORGANIZATION
ANSWER
A pay system is a method for differentiating between the pay received by individuals doing the
same or similar jobs. A number of jobs may be grouped at the same grade and a number of
people may be employed to do identical work. Because of difference in output or skill or age or
length of service or some other variable, you may feel it appropriate to reward the job-holders at
different rates. Pay systems can be categorized into two: -wages and salaries
(a) Wages payment system:
Employees who are paid an hourly, daily or weekly rate are described as wage earners. There
different wage payment systems, namely; payment by result, measured day work and flat rate
system
Payment by results are designed to reward the employee for the number of units he produces
(money piecework) or the time he takes to do a given amount of work (time piecework).
Appropriate output or time rates are calculated using the work study technique of effort rating. A
base for all employees is normally applied, but the worker who produces more or takes less time
can earn more than the base rate
(ii) The measured day. This system is designed to level out earnings from week to weeks; he
is paid at the rate for that level of performance. Several levels may be set, using work –
measurement techniques, and the employee progresses through them as he becomes more
proficient
(iii) Flat-rate system/known as day rate, day work time rate or hourly rate. These provides that
the employees receives an agreed rate of payment in return for a given period of work.
(b) Salaries Payment System
Employees who are paid on a monthly basis for a longer intervals are described as salaried.
Some salary system provide only for a flat rate of everyone doing the same job with no scope of
differentiation between individual except through promotion to another job (deferred
gratification).
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SELF-ASSESSMENT QUESTION (SAQ) 12.2 (TEST ON STUDY SESSION 12.2).
EXPLAIN JOB EVALUATION METHODS YOU KNOW
ANSWER
Job Evaluation Methods
Any method of job evaluation requires two things:
• Job specifications for all jobs which are to be valued;
• A committee to consider the job specification and apply to them the particular technique
of evaluation which it has been decided shall be used.
Three methods of job evaluation are in common use:
(a) Ranking
In this method, the committee judges each job as a whole and places the set of jobs in order of
their worth
(b) Grading
This method provides a framework into which jobs can be fitted. It is decided in advance how
many grades or classes of pay shall be created, and the jobs which should fall into each grade are
defined. The lowest grade, for example, will be defined as containing those jobs which require
little skill and are closely supervised. With each successive grade skills, knowledge and
responsibilities increase.
(c) Points rating
This is most widely used method. A number of factors are first agreed against which jobs can be
analyzed. Each factor carries a range of point; the committees analyzes each job specification to
decide how many points shall be awarded to the job for each factor. The total of points when set
against other total indicates the position of the job in the hierarchy.
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DESCRIBE FACTORS THAT DETERMINE A PAY SYSTEM
ANSWER
Factors Determining Pay
A wage or salary is influenced by many different factors. Some of these affect the basic pay for
the job and others the pay that individual employees receive. These factors are:-
Supply and demand-eventually, when the supply of a particular type of labour is scare, its price
(that is, its wage or salary) will rise and vice versa. The operation of this economic law is,
however, affected by the following:-
(i) People are often unwilling to move to another distinct;
(ii) Pay is not the only reward geared from employment
(iii) Knowledge of the various rates of pay offered is not widespread;
(iv) Training for a new occupation may take some years
(v) Difficulty of the job. It is generally agreed that jobs which require a high level of
intelligence, experience, knowledge or skill deserve a high rate of pay
(vi) Unpleasant working conditions
(vii) Cost of living
(viii) Government intervention
(ix) Productivity, merit or length of service – often determining the pay received by an
individual over and above the basic rate
EXPLAIN THE LINK BETWEEN JOB EVALUATION AND PAY
ANSWER
Link between Job Evaluation and a pay system
After evaluation has been completed by the ranking or points rating method, the jobs appear in
order of value. They are then divided into groups or grades, the object being to allot to each
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grade a particular basic pay rate or pay-range. If the grading system of job evaluation is used,
this division will have been done already.
In very many cases, it is found that most jobs contained in any grade are already paid at about the
same rate. The few jobs for which pay is inconsistent are then brought for similar jobs. These
rates are then applied to pay grades. This procedure can be misleading because:-
Pay is not the only reward from a job; some companies may have low rates of pay but a high
reputation for security. The jobs compared may in fact be similar only in title, the duties and
responsibilities may be different. It is not logical for a company to evaluate its jobs
systematically and then base its pay structure on the wages or salaries paid by a company which
may have made no attempt to bring order into its remuneration system.
Fixing the rate of pay for the job could be in the form of:
(i) current market rates must be taken into consideration
(ii) company pay policy
Some organizations deliberately set out to be market leaders on the mattes of pay. Others prefer
to be market followers or to strike a middle of the road position.
(iii) Cost consideration
Although, you might wish to be a market leader, you may not have money available to pay at
that level. The financial stage of your business is bound to have an effect.
(iv) Collective Bargaining
Another factor that determines the rate of pay for any one job in the company is the bargaining
power of the group of employees concerned. Bargaining over actual pay rates, wages and salaries
has a significant influence in many industries.
(v) Minimum Wage
Where the bargaining process is less fully developed, they will prescribe minimum rates for
particular jobs. A company may exceed these minima, if your pay policy so indicates and you
can afford to do so, but you may not fall below them
(vi) Relative position in the pay structure
For any one job in the hierarchy, the precise rate which can be allocated to it is bound to be
circumscribed by the rates of pay for the jobs immediately above and below it in the structure.
So, if job A is graded 5, and is paid N80, 000= a month; and job C is grade 7 and paid N120, 000
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= per months then job B on grade 6 is bound to fall somewhere between the two, perhaps on
N100,000 = per month.
STUDY SESSION 13
SESSION 13.1) DESCRIBE THE FUNCTIONS OF TRADE UNION
ANSWER
Functions of Trade Union are to:
(a) To ensure that the terms and conditions of employment of workers are observed by the
employee
(b). To efficient labour relations
(c) Organize Seminars and Workshops
(d). to participate in collective bargaining with employers to protect pay and conditions of
service of workers.
SELF-ASSESSMENT QUESTION (SAQ) 13.2 (TEST ON STUDY SESSION

13.2).IDENTIFY THE COMPONENTS OF THE STRUCTURE OF GOVERNMENT OF
INDUSTRIAL TRADE UNION
ANSWER
STRUCTURE OF TRADE UNION IN NIGERIA
In 1977, 71 industrial unions emerged in Nigeria after re-organization. Industrial unions are
“those that cover all the employees in an industry or collection of industries and are usually
strong due to their large membership” (Onasanya, 2005, P. 257). Each industrial union is
expected to have the following national officers:
(i) Full-time Headquarter Officials
Trade Unions are staffed by the President (the political head of the union elected at the delegates
conference; the Vice-president; the General secretary (a paid employee of the union and the chief
Executive officer of the unions secretariat);the Deputy General secretary who assists the General
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secretary; Assistant General secretaries, who are paid officers and heads of the various
departments of the secretariat; the National Treasurer, who shall be elected at the delegates,
conference the National Auditor, who shall audit the books as required by law and three trustees
(Onasanya, 2005).
At this level of union government are the National Executive Council and National Working
Committee. The National Executive Committee (NEC) executes policy decisions of the National
Delegate Conference, while the National Working Committee (NWC) coordinates the day-to-day
affairs of the national union. They hold meetings on monthly basis as the need arises.
(ii) Area or Zonal Council
The next tier in the structure is generally the Area or Zonal Council. They are created in each
state or geographical area as may be determined by NEC or Delegate conference. There is an
executive committee which meets regularly to provide on-the-spot supervision of the area or
Zonal office of the union. Each zonal council coordinates the activities of each branch or
domestic unit within its area of jurisdiction.
(iii) Local branch
Next comes the local branch. It consists of the union members at one place of work each branch
has a voluntary part-time Secretary and other officials, but it is made up of all the members of
the union, rather than on a representational basis. There are executive committees that oversee
the affairs of the union. Delegates to National Delegate Conference are appointed by executives
(iv) Shop Steward
At the work place level, the role of the shop steward is the daily point of contact for the
membership and it affords members opportunity to obtain information about the union and also
express their opinions on union affairs. Besides, subscription of members are collected at this
level for financing union affairs.

EXPLAIN THE ADVANTAGES OF TRADE UNION IN AN ORGANIZATION
ANSWER
The followings are advantages of trade unions:
(a) Cost stabilization.
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(b) Trade unions and employers association usually reach collective agreements negotiated
over a period of times, which help the employer to maintain cost stabilization overtime
against man – Labours likely to be lost through strike action.
(c) Centralized Negotiations
(d) The negotiation of industrial union on behalf of its members removes tedious negotiation
by each employee.
(e) Ready Cooperation
(f) Unionized employees are more disciplined and cooperate move willingly once their
leaders have accepted to negotiate
(g) Uniformity of Conditions of Service
(h) Outcomes of union’s agreement during collective negotiations on conditions of service
become application to the entire workforce.
(i) Compromise pay
(J) There is a unified pay structure for the entire employees, compared to when individual
employee negotiates on its own term.
(k) Recruitment and retention of good workers
(l) It is gives good employees a sense of security against favouristism, nepotism and unfair
labor practices.
STUDY SESSION 14
ANSWERS TO SELF-ASSESSMENT QUESTION (SAQ) 14.1. (TEST ON STUDY
SESSION 14.1). BRIEFLY DESCRIBE THE CAUSES OF EMPLOYEES’ GRIEVANCE
ANSWER
(i) Causes of employees’ grievances
(ii) Grievances among employee or group of employees can arise in various ways:
(iii) Management Action
(iv) Action or inaction of management can trigger employee or group of employees’
grievances. Workers can become dissatisfied with action of management, such as
violation of collective agreements, terms and conditions of employment, safety, health
and welfare provisions, unfair and inequitable treatment of works by their superior office
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(a) Individual grievances
For individual worker, once complaints are made in writing to the management, the
organization’s laid down procedure would be followed to settle the grievances. However, poor
handling of an individual employees’ grievance can lead to collective grievance and if not
resolved can lead to trade disputes declared by the union. Individual grievances can arise as a
result of violation of seniority rights, personal discrimination and unfair disciplinary actions
towards an employee or group of employees.
(b) Collective grievances
Besides improper handling of individual employees’ grievance by management, collective
grievance can arise as a result of violation of collective agreement by management,
misinterpretation of terms of agreement or statute or unilateral repudiation of collective
agreement. A breakdown of collective bargaining process or disagreement between management
and union can lead to collective grievances.

DESCRIBE THE PROCEDURE FOR HANDLING COLLECTIVE GRIEVANCE AT
THE PLANT LEVEL
ANSWER
Settlement of Employees’ Grievances
Section 3.1 of Trade Disputes Act requires parties to first settle through them through laid down
procedures. These procedures are negotiated and are concerned with settlement of grievances at
the plant level. Under the Act, employers and workers who have a dispute must meet within
seven days to resolve it. If the resolution to the conflict fails, the dispute can be referred to the
Minister of Employment, Labour and Productivity, informing him as a declaration of a trade
dispute. Within fourteen days of the receipt of the notification of declaration of the dispute, the
minister may take the following steps:
• Appoint a Conciliator
• Refer the dispute to a Board of Inquiry or Industrial Arbitration Tribunal
• Refer the dispute to the Industrial Arbitration Tribunal/National Industrial Court
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IDENTIFY AND EXPLAIN THE STATUTORY PROCEDURE FOR SETTLING OF
TRADE DISPUTES
ANSWER
Procedure for statutory settlement of trade disputes
(a) Conciliation
The Minister can appoint a conciliator for the purpose of settling trade dispute. If, however, the
conciliator is unable to resolve the dispute, he/she will forward the report to the Minister, who
might refer the dispute to Board of Inquiry.
(b) Board of Inquiry
The board of inquiry tries to resolve the dispute and whereby it fails to reach amicable
settlement, report would be made to the Minister, who will then refer the dispute to Industrial
Arbitration Tribunal for further consideration.
(c) Industrial Arbitration Panel (IAP)
Within fourteen days of the receipt of the report of the Board of Inquiry, the minister shall refer
the dispute to the IAP for settlement. The function of the tribunal or panel is to make an award
within 21 days or longer period for the purpose of settling the disputes. If there is no satisfactory
resolution of the dispute, the minister will refer the dispute to the National Industrial Court
(NIC).
(d) National Industrial Court
National Industrial Court (NIC) is a superior court of records and the final arbiter in the
settlement of trade disputes. Its award is final and binding on the employer(s) and union. The
NIC also can interpret collective agreement awards or terms of agreement recorded during
collective bargaining.
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STUDY SESSION 15
ANSWERS TO SELF-ASSESSMENT QUESTION (SAW) 15.1(TEST ON STUDY
SESSION 15.1) WHAT ARE THE PURPOSES OF INDUSTRIAL RELATIONS IN AN
ORGANIZATION?
ANSWER
Meaning and aims of Industrial Relations
Industrial relation is the process concerned with “systematic study of all aspects of the
disengagement from the job”(Fajana, 2006, p.1).
15.1.1 Aims of industrial relations
The aims of industrial relations:
(i) To promote industrial harmony between employers and employees
(ii) To promote industrial democracy.
(iii) To promote collective bargaining between the employer and employee.
(iv) To promote productivity bargaining among the stakeholders; and
(v) To enables the intervention of government to promote industrial peace
15.2 Actors in Industrial Relations
• The government
• Employers (represented by their union)
• Employees (represent by their union)
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DESCRIBE THE ROLE OF THREE ACTORS IN INDUSTRIAL RELATIONS
ANSWER
Actors in Industrial Relations
(i) The government
(ii) Employers (represented by their union)
(iii) Employees (represent by their union).
(I) The role of Government in industrial relations

The Federal Government of Nigeria intervenes in industrial relations through the Federal
Ministry of Employment, labour and productivity. Government’s representative often ensure that
there is industrial peace and safeguard national interests. The Ministry serves as a data bank to
both employers and employees, given advice to both sides and issues guidelines on dispute
settlement. The Ministry supervises the Industrial Arbitration Panel and National Industrial Court
in Settlement of trade disputes. Generally, the role of government is spelt out in the industrial
relations policy of 1975. The principles in the policy are
• to promote industrial peace;
• to promote disputes based on limited government intervention in trade union affairs;
• to create a new image and sense of direction for trade union movement
• to eradicate external ideological influence from the country’s trade union
• to restructure trade unions on an industrial basis and ensure that they are self-sufficient
• to improve the quality of trade union leaders
• to strength the labour administration system in the country through the provision of
adequate material and human resources for the Ministry of Labour for the enforcement of
labour, laws and regulations
• to support International Labour Organization (ILO) and the Organization of African
Trade Union Unity (OATUU), subject to the over-riding interests of the government and
people of Nigeria
(ii) The Role of Employers
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Management of organizations always strives to maintain effective personnel and labour-
management relations policy. Generally, there are two types of labour relations between an
individual employee and his/her employers and that between employees as a group and the
employing organization. Collective labour relations is governed by labour laws, which have
provisions for practically every aspect of industrial relations (Eneanya, 2008).
Employers are represented by Nigerian Employers’ Consultative Association in trade disputes
between them and workers’ industrial union. Once the management of employers’ organization
recognizes the union, the management of individual member organization should take the
initiative to ensure that effective procedures and rules for negotiation, consultation,
communications and settlement of grievances and disputes are jointly agreed by the two sides.
Then, management of individual organization should ensure that its members adhere to the rules
and faithfully implement them. However, if the grievances cut across the industry Nigerian
Employers’ consultative Association (NECA) would be involved in the negation and settlement
on the disputes.
NECA was established on 16th January 1957 with the aim of promoting good relations between
member companies and their employees; encouraging equitable payment of salaries and
settlement of trade disputes. The establishment of NECA led to the formation of national Joint
Industrial Council (NJIC) to negotiate on national or industrial basis on behalf of all employers
and employees in the industry concerned. Apart from the NJIC there is also the Joint
Consultative Committee (JCC) which is a local body at plant level which can discuss matters not
listed on the NJIC constitution but are of interest to the workers. The conduct of NJIC is
controlled by the provisions of the procedural agreement first agreed between the union and the
employer’s association (Onasanya, 2005)
(iii) The Role of Trade Union in Industrial Relations
The trade union Act No. 31 of 1973, established a landmark in the development of Trade
unionism in Nigeria, by making fresh provisions regarding formation, registration and
organization of trade unions federation and central labour organization.
The Labour Act of 1974 and Labour Amendment Act of 1978, reorganized trade unions on an
industrial basis and recognizing only one central labour organization, the Nigeria Labour
Congress (NLC). Out of the 70 industrial trade unions registered under the Act, 42 are affiliated
to the Nigeria Labour Congress. The Act recognized only one central labour organization – the
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Nigeria Labour Congress (NLC). In 2005, the Nigeria Labour Congress (NLC) was split into two
bodies, namely; the Nigeria Labour Congress for junior workers and trade union congress (TUC)
for senior staff.
Collective labour relations is governed by labour laws, which have provisions for practically
every aspect of industrial relations.The key actors in industrial relations are the trade unions and
employers’ associations. Since each employees cannot meaningfully negotiate or bargain with
his/her employer, negotiations and bargaining are conducted on a collective basis. Government’s
role in industrial relations practice brought it into tripartite relationship in order to promote
industrial peace.

DESCRIBE THE STRATEGIES TO BE ADOPTED BY AN ORGANIZATION FOR
EFFECTIVE INDUSTRIAL RELATIONS
ANSWER
Strategies for good Industrial Relations
The following strategies would help to improve labour management relations at plant level
(a) Recruitment Policy
This can promote good industrial relations if qualified workers are given opportunities for new
vacancies before advertising for external candidates
(b) Communication
Management should establish and sustain free flow of information between them and workers on
matters that concern both parties. Workers’ rights, obligations, conditions of service promotion
and changes must be fully clarified. The method and channels of communication should be
engaged through meetings, joint consultation, letters, notices, circulars, corporate newsletters and
journals. Negotiations and collective agreement reached with the union must be implemented.
(c) Grievance Handling
All employees should be treated fairly and transparently. Management should ensure that there is
a well laid down grievance procedure accepted by management and union. Effective disciplinary
procedures should be laid down and principle of fair hearing be enshrined before disciplinary
actions are taken trade disputes should follow labour law provisions and procedures.
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(d) Sustenance of Good Union – Management Relations
Union officials and management should endeavour to follow good industrial practice at the plant
and industrial levels. The relationship should be that of trust, mutual understanding and
accommodation, instead of sustain antagonism and conflict. Management should encourage the
training of union officials and managers involved in management of industrial relations on
modern trade unionism. Nigeria employers consultative Associations training programmes
should be good forum for training managers and organizations officials involved in industrial
relations.
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GROUP ACTIVITY
MULTI-CHOICE QUESTIONS (MCQs) AND SOLUTIONS
1. Human resources management refers to:
(A) All managerial activities
(B) Concepts and techniques used in leading people at work
(C) Concepts and techniques for organizing work activities
(D) Management of people in organizations
2. The knowledge, education, training, skills, and expertise of a firm’s workers are known
as:
(A) Physical Capital
(B) Management’s philosophy
(C) Production capital
(D) Human capital
3. ____ practices that support business strategy is:
(A) Human Resources
(B) Rewards practices
(C) Staffing practices
(D) Policies and Procedures
4. A performance measurement system for measuring overall performance of an
organization is referred to as:
(A) HRIS
(B) Human Capital Index
(C) Balance Strategy
(D) Balance Scorecard
5. Employees’ engagement in an organization means:
(A) Employee recognition programmes
(B) Employees involvement, recognition programme and management development
prorgamme
(C) Job design indicators
(D) Diversity programmes
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6. HR department staff members are traditionally involved in key operational
responsibilities. Which of the following is an operational responsibility
(A) Setting goals and objectives
(B) Interpreting human right laws
(C) Staff management
(D) Analyzing metrics
7. In an employment, legislation, HR policies and procedures, collective agreements, and
the outcome of recent arbitration hearings and court decisions are most closely related
with the following HR activities?
(A) Servings a consultant
(B) Formulating policies and procedures
(C) Industrial Relations
(D) Providing Services
8. The practice of contracting with outside vendors to handle specified functions on behalf
of an organization is known as
(A) Contract administration
(B) Payroll and benefits administration
(C) Hiring temporary employees
(D) Outsourcing
9. The company’s plan for how it will balance its internal strengths and weaknesses with
external opportunities and threats in order to maintain competitive advantage is known as
(A) Environmental Scanning
(B) HR strategy
(C) Policies and procedures
(D) Strategy
10. The core values belief, and assumptions that are shared by members of an organization
are known as:
(A) Organizational climate
(B) Organizational Culture
(C) The pervading atmosphere
(D) The mission statement
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11. The prevailing “internal weather” that exists in an organization and its impact on
employee is
(A) Organizational climate
(B) The need for performance appraisals
(C) The need for a corporate culture
(D) A myth about organizations
12. High rates of employees’ exits from an organization are generally associated with
(A) High turnover
(B) Lower unemployment rates
(C) More competition for qualified employees
(D) An overwhelming number of job applicants for vacancies
13. The ratio of an organization’s outputs to its inputs is known as
(A) The labour market
(B) The equity ratio
(C) Productivity
(D) The supply demand equation
14. External environmental influences having a direct or indirect influence of HRM include
the following except
(A) Labour market mobility
(B) Economic down town
(C) Globalization
(D) Organizational Culture
15. The ratio of an organization’s output such as good and its inputs, such as capital is which
of the following:
(A) Productivity rate
(B) Outsourcing
(C) An internal environmental influence
(D) Workforce diversity
16. When unemployment rates fall:
(A) Training and retention strategies increase in importance
(B) There is always a greater demand for services
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(C) Retention strategies increase in importance
(D) There is always a greater demands for services and training strategies increase
17. The characteristics of work force are known as:
(A) Unionization
(B) Population trends
(C) Demographics
(D) Diversity
18. The single most important factor governing the size and composition of the labour force
in Nigeria is referred to as
(A) The Birth rate
(B) Population Growth
(C) Diversity
(D) Immigration Patterns
19. Any attributes such as race, ethnicity, culture and gender that differentiate one person
from other are known as
(A) Differences
(B) Characteristics
(C) Minority
(D) Diversity
20. High turnover of employees is associated with
(A) Job insecurity
(B) Continuous skill development
(C) Empowerment and challenging work
(D) Flexible work arrangement
21. Technological advances in manufacturing have
(A) Decreased the importance of white-collar jobs
(B) Resulted in a decline in the impact of workforce diversity
(C) Eliminated many blue – collar jobs
(D) Hold little impact on service - sector firms
22. Which of the following jobs are likely to increase in the market as a result of
technological advances?
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(A) Assembly line work
(B) Professional jobs and information communication technology
(C) Blue-collar jobs
(D) Professional Jobs
23. The tendency of firms to extend their sales to new markets in other countries is known as:
(A) Domestication
(B) Globalization
(C) Cultural diversity
(D) International Trade
24. The globalization of market and manufacturing has vastly encouraged
(A) Employee discipline
(B) The poor products and services
(C) The low standards of products and services
(D) Standardization practices
25. The process of analyzing output scientifically, boosting output and compensating
employees based on their outputs levels in management is called
(A) The human relations movement
(B) Scientific management principle
(C) The human resources movement
(D) The scientific movement
26. Which of the following was given emphasize in Frederick Taylor’s theory on HRM:
(A) Cross-functional cooperation
(B) Compensation tied to performance
(C) Work conditions
(D) Job rotation
27. Management practices in the late 1800s and early 1900s emphasized:
(A) Workplace harmony
(B) Higher wages
(C) Empowerment
(D) Task simplification and performance based pay
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28. Mary Parker Follett was a
(A) Believer in self-management
(B) Believer in the motivational power of money
(C) Supporter of the view that workers are a factor of production
(D) Strong advocate of authoritarian management
29. The management philosophy based on the belief that attitudes and feelings of workers are
important and deserve more attention is known as:
(A) The human relations movement
(B) Psychology
(C) Socialism
(D) The human resources movement
30. The Hawthorne studies are closely linked with:
(A) The human resources movement
(B) The human relations movement
(C) Scientific Management
(D) Mary Parker Follet
31. Which of the following activities was part of the traditional role of personnel
management in the early 1900s?
(A) Coaching and mentoring
(B) Handling union-management relations
(C) Being part of the strategic planning discussions
(D) Hiring and firing employees
32. In the early 1900s, personnel administration, as it was then called:
(A) Closely tied to union-management relations
(B) Focused on trying to improve the human elements in organization
(C) Played a very subservient role in organization
(D) Was highly influence by laws and regulations?
33. The second phase of personnel management came in the 1930s with
(A) Minimum wage legislation
(B) Health and safety legislation
(C) A decrease in unionizing activities
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(D) A decrease in unionizing activities and minimum wage legislation
34. Which of these activities are not included in the scope of human resources management?
(A) Job analysis and design
(B) Motivation and communication
(C) Safety and health
(D) Organizational structure and design
35. HRM differs from PM both in ___ and _____
(A) Definition and functions
(B) Scope and orientation
(C) Functions and Objectives
(D) None of the above
36. Which of the following is not the objective of the Human Resource Management function
(A) Societal Objectives
(B) Political Objectives
(C) Personal Objectives
(D) Organizational Objectives
37. ___________ is the process by which employee transfer routing or peripheral work to
another organization that specializes in that work and can perform it more efficiently
(A) Farming out
(B) Production Management
(C) Compensation
(D) Outsourcing
38. Organizations need to evolve HR policies as they ensure ____and _____ in treating
people
(A) Constancy and similarity
(B) Intention and safety
(C) Consistency and uniformity
39. Which of these is the purpose of recruitment?
(A) Make sure that there is match between cost and benefit
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(B) Help increase the success rate of the selection process by reducing the number of
visibly under qualified or over qualified job applicants
(C) Help the firm create more cultural diverse work-force
40. The poor quality of selection will mean extra cost on ___ and supervision
(A) Training
(B) Recruitment
(C) Work quality
41. Which of these is the most important external factor governing recruitments
(A) Sons of soil
(B) Labour Market
(C) Unemployment
(D) Supply and demand
42. While recruiting non-managerial, supervisory and middle – management positions, which
external factor is of prime important?
(A) Political-legal
(B) Unemployment Rate
(C) Labour market
(D) Growth and Expansion
43. Which of the following act deals with recruitment and selection?
(A) Child labour Act
(B) The apprentices Act
(C) Mines Act
(D) All of the above
44. A major internal factor that can determine the success of the recruiting programme is
whether or not the company engages in ______________
(A) Human Resources Practice
(B) Selection
(C) Induction
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45. _________ refers to the process of identifying and attracting job seekers, so as to build a
pool of qualified job applicants
(A) Selection
(B) Training
(C) Recruitment
(D) Induction
46. How many stages does the recruitment process comprise of?
(A) 2
(B) 6
(C) 9
(D) 5
47. Which decision in strategy development relates to the methods used in recruitment and
selection?
(A) Sources of recruitment
(B) Technological Sophistication
(C) Sequencing the activities in the recruitment process
(D) Make or buy employees
48. What is the natural perception of people in the process of recruitment and selection?
(A) Positive
(B) Negative
(C) Both positive and negative
49. What is the main objective of the recruitment and selection process?
(A) Recruit the right candidate
(B) Meet the high labour turnover
(C) To reduce the costs of recruiting
50. _______ refers to the learning opportunities designed to help employees grow
(A) Training
(B) Development
(C) Education
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51. How does training and development offer competitive advantage to an organization?
(A) Removing performance deficiencies
(B) Deficiency is caused by a lack of ability
(C) Individuals have the aptitude and motivation to learn
52. Which of the following is a benefit of employee training?
(A) Improves morale
(B) Helps people identify with organizational goals
(C) Provides a good climate for learning, growth and co-ordination
53. Choose which of the following is a benefit to the individual while receiving training?
(A) Creates an appropriate climate for growth, communication
(B) Aids in increasing productivity and or quality of work
(C) Improves a personal competency of the trainees
54. Which of these is a hindrance to effective training?
(A) Career Planning Workshop
(B) Aggregate Spending on training is inadequate
(C) Mentoring
(D) Career Counseling
55. Which of the following is a techniques of evaluation?
(A) Longitudinal or time-series analysis
(B) Transfer Validity
(C) Inter-organizational validity
56. Which of the following is a learning principle?
(A) Recognition of individual differences
(B) Schedules of learning
(C) Transfer of learning
57. Which of these is an off- the job training method?
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(A) Television
(B) Job rotation
(C) Orientation Training
(D) Coaching
58. Seeks to examine the goals of the organization and the trends that are likely to affect
these goals
(A) Organizational support
(B) Organizational analysis
(C) Personal analysis
(D) Key skill abilities analysis
59. Personnel management is also called as
(A) Personnel Administration
(B) HR management
(C) Both A and B
60. Personnel management specifically deals with resources in respect of
(A) Their procurement
(B) Their development
(C) Their motivation
61. Which of the following is (are) true?
(A) Principles of general management are applicable to personnel management
(B) Personnel management considers that labour is a life-time item
(C) Personnel management deals with the relations of personnel towards management
62. Personnel management is a(an)
(A) Approach
(B) Point of View
(C) Technique of thinking
63. The subject matter of personnel management is
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(A) Profit
(B) Capital Investment
(C) Human being
(D) Wages and incentives
64. The following is not a function of Personnel Management
(A) Training and development of manpower
(B) Recruitment and selection of manpower
(C) Wages and salary administration
(D) Production Planning and Control
65. The following principle of personnel management stresses to make the labour partner to
the business
(A) Principle of fair reward
(B) Principle of joint management
(C) Principle of dignity of labour
(D) Principle of team spirit
66. Personnel policies are the ____ of the organization
(A) Constitution
(B) Epic
(C) Foundation
67. The following is not principle of Personnel Policies
(A) Principle of common interest
(B) Principle of Development
(C) Principle of recognition of trade unions
(D) Principle of favouritism
68. In manpower planning, short term plans are prepared for
(A) One month
(B) Three month
(C) Six months
(D) One year
69. The following factor(s affect(s) manpower planning
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(A) Working hours
(B) Nature of production
(C) Performance rate
70. Production mix means a production programme based on
(A) Optimum productive capacity
(B) Sales forecast
(C) Both (A) and (B)
71. Satisfactory resolution of the disputes may avoid the following
(A) None co-operative actions
(B) lll-will
(C) Strikes
72. If the productive man hours lost are less, their available productive hours will be
(A) More
(B) Less
(C) Same
73. _______ method of training that is connected to real life problem
(A) Conferences
(B) Case study
(C) Management
(D) Sensitivity training
74. A Personnel manager must be a person who must have the following
(A) Sensibility
(B) Conceptual Skill
(C) Human Relation Skill
75. Advantage(s) of career planning is (are)
(A) Reduces turnover
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(B) Tap potentials of employees
(C) Motivates employees
76. ______ means limitation of organized action
(A) Organizing
(B) Controlling
(C) Directing
(D) Planning
77. The following are the types of audit in personnel department
(A) Audit of management compliance
(B) Audit of employee satisfaction
(C) Audit of Corporate strategy
78. ____ is an objective assessment of an individual’s performance against well-defined
benchmarks
(A) Performance Appraisal
(B) HR planning
(C) Information for goal identification
79. What is linked with performance appraisal?
(A) Job design
(B) Development
(C) Job analysis
80. Which of the following is an alternative term for performance appraisal
(A) Quality and quantity of output
(B) Job knowledge
(C) Employee assessment
81. Which of these is the main purpose of employee assessment?
(A) Making correct decisions
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(B) To effect promotions based on competence and performance
(C) Establish job expectations
82. How can performance appraisal contribute to a firm’s competitive advantages?
(A) Ensures legal compliances
(B) Minimizing job dissatisfaction and turnover
(C) Improves performance
83. Successful companies use performance appraisal for identifying
(A) Staffing needs
(B) Job behaviour
(C) Training Needs
84. _____ is a performance measure of both efficiency and effectiveness
(A) Organizational behaviour
(B) Organizational culture
(C) Employee Productivity
85. _______ is the part of an attitude that is made of the belief, opinions, knowledge or
information held by a person
(A) Behavioural component
(B) Cognitive component
(C) Affective component
86. The emotional part of an attitude is called _____________
(A) Affective component
(B) Attitude
(C) Behavioural component
87. Which of the following option is a component of remuneration?
(A) Firing benefit
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(B) Commitment
(C) External equity
(D) Motivation
88. What is the alternative name for incentives?
(A) Gratuity
(B) Paid holidays
(C) Payment by result
89. Who are the two main stakeholders in an organization
(A) CEO and top management
(B) Employers and employees
(C) Executives and owners
90. Which of these is a consequence of pay dissatisfaction?
(A) Strikes
(B) Grievances
(C) Turnover
(D) Job dissatisfaction
91. Which of these is an internal factor influencing remuneration?
(A) Business strategy
(B) Cost of living
(C) Legislation
(D) Society
92. Which of the following is a challenge mentioned remuneration?
(A) Employee participation
(B) Pay secrecy
(C) Comparable work
93. Which of the wage concept is higher than fair wage?
(A) Minimum wage
(B) Living wage
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(C) Team based pay
94. Compensation can be ______ benefits
(A) Monetary
(B) None – monetary
(C) Both A and B
95. Wages represents – rates of pay
(A) Hourly
(B) Daily
(C) Weekly
(D) Monthly
96. _______ are also called payments by results:
(A) Allowances
(B) Claims
(C) Incentives
(D) Fringe benefits
97. Incentives depends upon
(A) Productivity
(B) Sales
(C) Profits
98. The following is paid only at the time of employees exit after serving more than five
years
(A) Perquisites
(B) Claims
(C) Gratuity
(D) Allowances
99. The remuneration system needs to meet the following types of equity
(A) Internal
(B) External
142
(C) Individual
100. Which of the following factor influences employee compensation?
(A) Labour market
(B) Cost of living
(C) Labour Union
101 The following is not a part of remuneration model
(A) Job description
(B) Job evaluation
(C) Job worth
(D) Job termination
102. Any compensation plan must be
(A) Understandable, workable, acceptable
(B) Reasonable, workable, acceptable
(C) Understandable, feasible, acceptable
(D) Understandable, workable, compensable
103 _________ are variable rewards granted to employees according to variations in their
performance
(A) Remuneration
(B) Perks
(C) Fringe benefits
(D) Incentives
104 __________ involves conscious efforts to organize tasks, duties and responsibilities into
a unit of work to achieve certain objectives
Training needs analysis
Job design
Job analysis
None of the above
105 Which are the factors by which the process of job design can be affected?
(A) Organizational
143
(B) Environmental
(C) Behavioural
106 ____________ is a systematic and planned introduction of employees to their jobs, their
co-workers and the organization
(A) Job evaluation
(B) Investiture orientation
(C) Orientation
(D) Placement
107. The standard of personnel is represented by the job satisfaction, as developed through
(A) Job evaluation
(B) Job analysis
(C) Job satisfaction
108. The _____ and the job applicant are interrelated at each step in the selection process
(A) Job specification
(B) Job evaluation
109 ______ is the hiring of relatives whose well-being is inevitable component of recruitment
programmes in family owned firms
(A) Leasing
(B) Nepotism
(C) Loyalty
110. The ___ units act as clearing house in screening applicants that are unrealistic
(A) Personnel
(B) Selection
(C) Production
111. Wage policy is of great concern to:
144
(A) Labour management
(B) Government
(D) Company management
112. Cost of time spent on conducting interview and selecting a candidate is called ____ cost
(A) Replacement
(B) Recruitment
(C) Training
113. Cost of employee welfare activities comes under ____ cost
(A) Prevention
(B) Appraisal
(C) Internal Failure
(D) External failure
114. Labour cost is
(A) To central direct labour cost for increasing efficiency of worker
(B) To control overtime for increasing efficiency of worker
(C) To control indirect labour cost for increase efficiency of worker
115. Time spent by some workers on various job is recorded on daily basis in
(A) Daily time sheet
(B) Weekly time sheet
(C) Monthly time sheet
116. Piece-rate workers come under class of workers
(A) Un-skilled
(B) Semi-skilled
(C) Skill
(D) Any of the above
117. Time spent by different workers on same job is recorded by in
(A) Job sheet
145
(B) Job chart
(C) Job card
118. To enable employees to participate in profit sharing, employee should:
(A) Have worked for certain number of years in company
(B) Be a regular employee
(C) Be in higher management
(D) Any of the above
119. The following is not a function of personnel department
(A) Grievance handling
(B) Procurement of raw materials
(C) Time keeping
(D) Compensation
120. Remuneration paid for the service of labour in production is called
(A) Wage
(B) Incentive
(C) Allowance
(D) Bonus
121. Group incentive plans are best suited for
(A) Small work groups
(B) Medium work groups
(C) Large work groups
122. Overtime payment given to the worker due to general pressure of work is treated as ___
cost:
(A) Indirect
(B) Direct
(C) Miscellaneous
123. When the cost of living increases, workmen and trade unions demands:
(A) Promotion
146
(B) Increase in production
(C) Increase in wage
124. Wage differentials have been classified into_____ categories
(A) Two
(B) Three
(C) Four
(D) Five
125. The actual achievements compared with the objectives of the job is
(A) Job performance
(B) Job evaluation
(C) Job description
126. The following is (are) concerned with providing a pool of candidate in line with the
human resources plan
(A) Development
(B) Training
(C) Recruitment
127. Majority of the disputes in industries is (are) related to the problem of
(A) Wages
(B) Salaries
(C) Benefits
128. The following is/(are) the objective(s) of inspection
(A) Quality product
(B) Defect free products
(C) Customer satisfaction
129. Large recruitment ____ problematic and vice-verse
(A) Less
147
(B) More
(C) Any of the above
130. The basic managerial skills(s) is (are)
(A) To supervise
(B) To stimulate
(C) To motivate
131. Management is the combination of
(A) Arts, Science and Mathematics
(B) Arts, Science and Profession
(C) Arts, Social Science and Profession
(D) Arts, Science and Commerce
132. What is the fundamental tool employed by managers in directing their subordinates?
(A) Communication
(B) Rules and Regulation
(C) Morale
133. Planning is based on future conditions which are dynamic, hence it is said to be
(A) Flexible
(B) Strategic
(C) Static
134. At which levels of the organization does management exist
(A) Top level
(B) Middle level
(C) Low level
135. Planning, organizing and controlling demand effective ______ at all stages if they are to
be successful
(A) Execution
148
(B) Decision making
(C) Control
136. Five management functions are
(A) Planning, Organizing, Commanding, Co-ordination, Control
(B) Planning, Organizing, Commanding, Co-ordination, Training
(C) Planning, Organizing, Recruiting, Co-ordination, Control
(D) Planning, Organizing, Recruiting, Coordination Training
137. One of the internal environmental factors that influences management is ____________
(A) Human Resource
(B) Resource capital
(C) Place
138. ______ referred to as the father of scientific management
(A) Henry Fayol
(B) Federick W. Taylor
(C) W. Edward Deming
(D) Vilfredo Pareto
139. Key ethical principles include the following
(A) Caring and Compassion
(B) Being fair and open minded
(C) Fulfilling commitments
140. _______ a wisdom worker is one who focuses on
(A) Self – control
(B) Self-discipline
(C) Self motivation
141. The following are types of performance standards, except
(A) Methods as standards
(B) Function as standards
149
(C) Personnel factors as standards
(D) Saturation point
142. _______ are used to measure organizational performance
(A) Performance scales
(B) Performance rates
(C) Performance indicators
(D) Performance appraisal
143. The process of assessing jobs according to their relative worth is called
(A) Job description
(B) Job specification
(C) Job rotation
(D) Job evaluation
144. The following are job evaluation methods, except
(A) Ranking method
(B) Point rating
(C) Job grading
(D) Job clocking
145. Trade unionism in Nigeria started in
(A) August- 1939
(B) August – 1942
(C) August – 1912
(D) August – 1945
146. Department of labour in Nigeria was established on
(A) 1945
(B) 1912
(C) 1939
(D) 1942
150
147 The first trade union to be registered in Nigeria was
(A) Nigeria Union of Teachers
(B) Nigeria Union of Carpenters
(C) Railway Workers Union
(D) Textile Workers Union
148. Industrial Unions in Nigeria emerged in
(A) 1912
(B) 1939
(C) 1942
(D) 1977
149. Procedure for statutory settlement of trade disputes include the following, except
(A) Conciliation
(B) Industrial Arbitration Panel (IAP)
(C) National Industrial Court
(D) Town Hall meeting
150. Nigerian Employers Consultative Association was established on
(A) 16th January 1957
(B) 16th January 1912
(C) 16th August 1945
(D) 16th January, 1939
151
SOLUTIONS TO MCQS
1 2 3 4 5 6 7 8 9 10
D D A D B C C D D B
11 12 13 14 15 16 17 18 19 20
A A C D A A C B D A
21 22 23 24 25 26 27 28 29 30
C B D D B B D A A B
31 32 33 34 35 36 37 38 39 40
D C A D B B D C B A
41 42 43 44 45 46 47 48 49 50
D C D A C D B A A B
51 52 53 54 55 56 57 58 59 60
A B C B A D A B C D
61 62 63 64 65 66 67 68 69 70
D D C D B A D D D C
71 72 73 74 75 76 77 78 79 80
D A B D D C D A C C
81 82 83 84 85 86 87 88 89 90
B D C C B A A C B D
91 92 93 94 95 96 97 98 99 100
A D B C A C D C D D
101 102 103 104 105 106 107 108 109 110
D A D C D C B A B A
111 112 113 114 115 116 117 118 119 120
C A A A A B C A C A
121 122 123 124 125 126 127 128 129 130
A A C C A C D D A D
131 132 133 134 135 136 137 138 139 140
B B A A B B C B D A
141 142 143 144 145 146 147 148 149 150
D C D D C D B D D A
152
BIBLIOGRAPHY
Adamolekun, L. (2002). Public Administration: A Nigerian and Comparative Perspective.
Lagos: LonYman (Nigeria) Ltd
Armstrong, M. (2009).Handbook of Human Resources Management Practice. London: Kogan
Page.
------------------(2009).Handbook of Performance Management: An evidence-based guide to
delivering high performance. London: Kogan Page.
Baron, A. & Armstrong, M. (2012). Human Capital Management: Achieving Added Value
through People. London: Kogan Page.
Bankole, B. (2003). Employment Law. Lagos: Libriservice Ltd
Buckley, R. &Caple, J. (2010).The Theory and Practice of Training, 6th Edition. London:
Kogan Page.
Eneanya A. N. (2015). Theory and Practice of Public Administration. Lagos: University of
Lagos Press
--------------------(2014).Managing Personnel in Public Sector. Ibadan: University of Ibadan
Press &Printery.
------------------- (2008), Principles and practice of public personnel Administration in Nigeria.
Fajana, S. (2006). Industrial Relations in Nigeria: Theory and Features, 3rd Edition. Lagos:
Labofin and Company
Hackett, P. (1979). Success in Management: Personnel. London: John Murray (Publishers) Ltd.
Labour Act CAP Li: Labour Regulations and Rules, 2004: Abuja: Federal Government Laws
Publication
Maduabum, C. (2014). Conduct of Government Business. Ibadan: Spectrum Books Ltd
Centre for Management Development Publication.
Ododonu, R.O. (2002). The Employment and Dismissal Handbook. Sango-Ota, Ogun State:
Ogis&Ododo Employment Agency.
153
Press Limited
Reilly, W. (1979).Training Administrators for Development: An Introduction for Public Servants
and Government Training Officers. London: Heiemann
Shafritz, J.M, Russell, E.W. &Borick, C.P. (2011).Introducing Public Administration, 7th
Edition. New York: Longman
Thomason, G.E (1975). A Textbook of Personnel Management. London: British Institute of
Personnel Management
Ubeku, A.K. (1975). Personnel Management in Nigeria. Benin City. Ethrope Publishing
Corporation
Werner, J.M. &DeSimone, R.L. (2006). Human Resource Development, 4th Edition. USA:
Thomson South. –Western.
154

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DISTANCE LEARNING INSTITUTE

PRINCIPLES OF PERSONNEL MANAGEMENT 1

PRINCIPLES OF PERSONNEL MANAGEMENT 1

The Course Overviews

The Course Contents

Course Learning Outcomes

STUDY SESSION 1 Origin, Nature and Development of Personnel Management in Nigeria

Self-Assessment Questions and Solutions -

Essentially, you will be taking control of your learning

As earlier noted, this course Module complements and supplements

PAD 115 as an online course.

resources and library services.

Deputy Director (M&C)

Distance Learning Institute

send mail to …………..

Office: DLI Building Room TO81

Office Hours: 8.00am – 6pm Monday - Friday

Email: adeoladipo@unilag.edu.ng, ucheudeani@gmail.com,

There is availability of other useful sources such as numerous websites

This manual features “Activities”, which may present material that is

There are different forms of activities in this manual, ranging from

At the end of the session, you will be asked to provide feedback on

The weighting for each assignment is outlined below:

You will be exposed to other forms of assessments in form of Computer Marked

b. Preparation Required in Advance of Sessions

Getting around this course

Activity IAG In-text In-text Answers

Experiments Group Activity Help LearningOutcom

Summary Key words Time Figure

GENERAL INTRODUCTION TO THE MODULE

1.1 Learning Outcomes for Study

1.2 Post–Independence Experience

1.3 Nature of Personnel Management in Nigeria

1.3.1 Factors That Shaped the Development of Personnel Management

1.3.2 Efforts of Trade Unions

1.3.4 The Role of Employers Consultative Association (NECA)

1.3.5 Labour Legislation

1.3.6 The Role of Professional Institute

1.5 Self-Assessment Questions (SAQS) For Study Session 1

Self-Assessment Question (SAQS) For Study Session 1

1.6 References/Suggestions for Further Readings

2.1 Learning outcomes for Study Session 2

2.2 Functions of Personnel Management

2.2.7 Recruitment, Placement and Disengagement

2.3 Relationship between Personnel Management and Line Managers

2.3.1 Coordinate all Staff Functions of the Enterprise

2.5 Self-Assessment Questions (SAQs) For Study Session 2

2.6 References/Suggestions For Further Reading

3.1 Learning Outcomes for Study Session 3

3.1 Mechanical Approach

3.1.1 Mechanical Approach Problem

3.2 Paternalism Approach

3.3 Social System Approach

3.4 Social Responsibility Approach

3.7 References/Suggestions for Readings

4.1 Learning outcomes for study Session 4

4.1 Principles and Scope of Personnel Policy

4.2 Communication of Personnel Policy

4.3 Ethical Policies and Behaviour

4.5 Self-Assessment Questions (SAQs) for Study Session 4

5.1 Learning Outcome for study Session 5

5.1.1 Terms of Contract

5.2 Rights and Duties of Employers

5.2.1 Rights of the Employer