CHAPTER ONE

INTRODUCTION
1.1 Background to the Study
Today, the face of Human Resources (HR) is often a gateway, rather than a
person. Almost all Nigerian organizations including public and private now provide
universal access to Human Resource (HR) services through technology and web-based
applications, dramatically changing the practice of human resource management (that is, the
practice of recruiting, selecting, training and developing human resources, administering
salary and managing compensation including industrial relations amongst others). These
changes often result from the need to cut costs and expand or improve services. Extant
review of literature shows organizations that successfully adopt sophisticated HR
technology tools outperform those that do not (Price, 2018). But because most organizations
already have automated basic HR administration, the simple automation (or local
technology) of HR processes can no longer assure a competitive advantage. Instead,
organizations must determine how to use technology to transform their HR practices and
market their HR brand (Nikhal & Sanjana, 2021).
In other words, the world is no longer what it used to be. It is changing faster and
faster and the world of economics, business and academe is changing with it. All
organizational changes and successes rest on its people (Balatbat, 2019). Human Resource
Management (HRM) then plays a vital role as organizations come to meet varied challenges
confronting them. The onset of globalization and technology has prompted Human Resource
Management (HRM) to redefine its strategies to make it more responsive and functional to
the changing times.
Generally, Human Resources functions are critical in creating effective and
efficient organizations. However, success in Human Resources management (HRM)
requires change in its focus, roles, and delivery systems (Khalil, Pierre & Judy, 2019). This
focus, roles and delivery systems have to be in line with the latest information and
communication technology such include electronic human resource management (E-HRM).
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E-HRM is defined as the application of any technology enabling managers and employees to
have direct access to HR and other services such as performance, communication, team
management, reporting, knowledge management, and administrative applications, (Wyatt,
2016). It is a way of implementing HR strategies, policies and practices in organization
through a conscious and directed support with the full use of web-technology-based
channels (Khalil, Pierre & Judy, 2019). Electronic human resource practices focus on web-
technology-based channels to reduce cost, improve strategic orientation and improve HR
services that result in better outcomes. This caused organizations to shift from traditional
Human Resources Management to E-Human Resources Management.
Nevertheless, the turbulent start of the new century has brought new challenges
for firms, industries and countries. Survival and success in these turbulent times increasingly
depend on competitiveness. Today success is demanding new perspectives on
competitiveness which is a multidimensional and relative concept. All the same, the
significance of different criteria of competitiveness changes with time and context (Barney,
Wright & Ketchen, 2017). Moving from traditional to strategic approach to human resources
management has become much more dynamic than in the past (Beulen, 2019). The basic
personnel functions that characterized traditional human resource management, such as
maintenance of personnel files and records and the processing of documents, is now being
replaced by a focus on promoting the abilities, skills, and knowledge of employees (Cascio,
2018). The world of computers and information technology has become such an important
aspect of our lives, and it is highly doubtful that there will be a return to traditional methods
of conducting business (Mayfield, Jackson & Whitney, 2016).
Globalization is compelling organizations to rethink their future strategies.
Studies have shown that transformation is pre-requisite to corporate survival and growth
(Akhtar, Ding & Ge, 2018). Business organizations in Nigeria especially the
telecommunication firms are experiencing winds of change. For the Human Resource (HR)
function in that industry, there is the challenge of managing the prevalent complexities of
change and transformation.
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 The advent of technology has met mixed reaction with regard to Human Resource
Management (HRM) systems in Nigeria. Traditionally human resource management had a
people-oriented approach. Today, the competitive demands of the marketplace require a
reorientation of strategic human resource philosophies and practices. Emphasis is now on
knowledge-based administration using technology as a tool. Employees’ knowledge values
depend on their potential to contribute to the achievement of organizational competitive
advantage. Recent research suggests that human capital attributes (including training,
experience and skills) and in particular the executives’ human capital have a clear impact on
organizational results (Akhtar, Ding & Gel, 2018; Huselid, Becker & Beatty, 2015).
Although the use of this knowledge is an important factor in the actual competitive
environment, it is not enough to use the actual employees’ knowledge as basis for
assessment. Wright, McMahan, Snell and Gehart (2018) consider that ‘‘despite the firm’s
resources and capacities that have added value in the past, changes in customer demand, in
industry’s structure or in technology may turn them into less valuable in the future”.
However, Towers, (2012) opined that since the primary business objective is
profitability managers must explain and justify business performance and decisions in the
light of this objective. Therefore, it is important to manage employees, their knowledge and
competences in such a way that the organization can build a long-term competitive
advantage. Subsequently, a movement has emerged to make a business case for addressing
the increasing diversity of both the workforce and the consumer base (Mathis & Jackson,
2018; Wiblen, 2010). Therefore, this study intends to examine the perceived influence of
automation on Human resource management function in the telecommunication sector,
using MTN Communications Nigeria Limited as a unit of analysis.
1.2 Statement of the Problem
The human resources management (HRM) system in Nigeria is now being managed through
tools and technologies. The nature of change is still not completely understood and what is
known is not widely practiced. As consultants exist to create and facilitate change in
people’s lives, examining the nature of change requires thinking beyond the digital trends. It
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is intriguing that people continue to make computer tools for thinking and keeping up with
change, tools that are imperfect, yet functional and of such importance to new knowledge
and understanding that great effort is still spent in using and improving them. Software and
hardware updates to such technology do not arrive timely. Updates are spread out over
many months. This poses two major problems for the change challenge and raises a pile of
questions. How much change is really happening in Nigeria; how difficult or easy is it to
handle even simple changes; what is essential to enable change especially in the
telecommunications industry?
Recruiting the right person into organizations to manage the performance of
employees is worrisome. Creating a performance culture wherein opportunities are provided
for enhanced optimum performance as a way of life is lacking. People are not groomed to
get in tune with performance culture. Training takes on a new connotation as the practice
here is devoid of foreseeing and anticipating the requirements or developing suitable
training so that the employees are well-equipped to handle technology challenges. Creating
the environment that stimulates the creation of knowledge and its sustenance throughout the
organization is lacking. Incorporating all HR sub-systems that will achieve exceptional
performance is a big challenge. As a result, the HR department can neither carry on with its
traditional functions nor can it operate within the new technology environment and
applications.
Arising from these, Nigeria’s Human Resource Management function has
increasingly become a target of criticism locally. The criticism is that the HR function is
politicized, too bureaucratic, controlling, not operationally focused, reactive and powerless.
In most cases, human resources appear to be playing a secondary role at a time when this
function should be more in demand and more valued. The HR function continues to be
criticized for not moving with the times. Miles, Snow and Meyer, (2013); Ofori-Dankwa
(2018) affirm that indeed HRM has not kept up with developments in Nigerian
organizations like in other similar developing economies elsewhere. The forces of the
market have radically altered the ‘employment contract’, yet the people management
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 practices do not seem to have followed suit. In the face of this, the human resources function
is often perceived as slow to adapt to the new realities of the market place. However, the
study therefore tends to examine the perceived influence of automation on human resource
management function in the telecommunication sector with reference to MTN
Communications Nigeria Limited with a view of bridging the gap created.
1.3 Objectives of the Study
The purpose of this study is to examine the perceived influence of automation on human
resource management function in the telecommunication using MTN Communications
Nigeria Limited as a unit of analysis. Specifically, the purpose seeks to:
1) examine the effect that electronic human resources have on the level of
its functions for enhanced organizational productivity in the telecommunication
sector.
2) examine the extent at which automation in human resource management
(HRM) is considered as a tool for identifying employees’ strength and
weaknesses in the telecommunication sector.
3) examine the working relationship between employees and line managers/
supervisors in improving the existing automation in human resources in the
telecommunication sector.
1.4 Research Questions
In this study, attempt will be made to provide answers to the following questions:
1. What are the effects of e-HR on the enhancement of organizational productivity in
the telecommunication sector?
2. To what extent is automation in HRM is considered as a tool for identifying
employee’s strengths and weaknesses?
3. To what extent is the working relationship between the employees and line
managers/supervisors in improving the existing automation in human resources?

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1.5 Research Hypotheses
The following null propositions will be used as working hypotheses for the research
study.
Hypotheses One
H0: There is no significant relationship between use of automation and level of
Human Resource functions.
Hypotheses Two
H0: There is no significant relationship between automation in human resource
management (HRM) and employee’s strengths and weaknesses.
Hypotheses Three
H0: There is no significant relationship between employees and line
managers/supervisors and automation in human resources.
1.6 Significance of the Study
The results of this study, if implemented would benefit the following: Captains of
industries, organizations, managers, government, telecommunication sectors, academia,
industrialists and professionals.
The results of this study will assist captains of industries in the private sector
organisations to know the extent of the relationship between automation and human
resource management function. It will show to organisation managers to know the level
of relationship between automation and human resource management function.
This study will also enhance adequate measurement to obtaining high standard of
performance. Hence, the importance of employees’ productivity should be ascertained,
also through this study.
It is expected that the study would educate readers on the importance of subject
matter. The study will offer advice to private and public organizations, government and
its agencies, telecommunication sector, policy makers in formulating policies that affect
the private and public services, individuals, industrialists, academia and professionals.

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 The study will create awareness among management team and employees on the
need to be disposed towards office automation in order to improve performance. Through
the result of this study, the need for office skills in order to be responsive to solving
conflict and build trust within and outside telecommunication sector will be of help. It
will help human resource managers on the need to acquire office automation skills.
Finally, the results of this study should help scholars, students and upcoming
researchers in the conduct of future research and suggestions will be provided as to the
direction in which productivity in work organizations should progress.
1.7 Scope of the Study
The study covers automation and functions of the human resource management with
reference to MTN Communications Nigeria Limited. It would cover the following
aspects electronic human resources and its functions for enhanced organizational
productivity in the telecommunication sector.
As expected, however, this study may not be without its limitations. Smallness of
numbers of the recent literatures on the subject contributes the first major constraints the
study has to confront. Also, time and financial constraints may contribute another
constraint amongst others. Hence, it is hopeful that judicious use of the relevant and
existing materials will add value to the study and literature in general.
1.8 Operational Definition of Terms
A number of concepts that are very central to this study are defined in the following
paragraphs.
Electronic-Human Resources (E-HR): E-HR stands for Electronic Human
Resources and it reflects the automation of HRM work. The literature does not provide a
consistent definition of e-HR, as the term is used interchangeably with “HRIS” (Human
Resource Information Systems), “HRMS” (Human Resource Management Systems),
“HR software”, “Web-based HR”, “HR Self Service”, “B2E” (Business to Employee),
and other terms.

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 Employees: This refers to all categories of workers employed by the MTN
Communications Nigeria Limited.
Human Resource Development: This refers to a sub-discipline of human
resource management (HRM) that is concerned with productive skills by imparting
training.
Human Resource Management: The policies and practices involved in carrying
out the ‘people’ or human resource aspects of a management position, including
recruiting, screening, training, rewarding and appraising.
Job Satisfaction: This is the measurement of one’s total feelings and attitudes
towards one’s job. Job satisfaction is an element from organizational perspective, as it
leads to higher organizational commitment of employees and high commitment leads to
overall organizational success and development.
Motivation: This can simply be referred to an inner state that energizes, activates,
moves, Directs or channels behaviour towards goals.
Organizational Development: This is a basic term which embraces a wide range
of intervention strategies which are aimed at the development of individuals, groups and
the organization as a total system.
Organizational Productivity: Organizational productivity is the best use of
different resources (as the inputs of the system), among them human resources, in the
fulfillment direction of the organization goals.
Performance Appraisal: Evaluating an employee’s current and/or past
performance relative to his or her performance standards.
Performance: This can be described as the amount of effort exerted and on the
intervening influences of the person’s abilities and traits, and their role perceptions on the
production or services render in an organization.
Productivity: This is simply described as a relationship between output and
input. It is the ratio of the output (of products) to the input (of factors required for
producing the products).
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 Recruitment and Placement: An important function of HRM is to ensure that
the organization has an adequate supply of human resources at all levels and in all
positions at the right time and in the right place to man the jobs that have been properly
identified and described.
Strategy: The organization’s long-term plan for how it will balance its internal
strengths and weaknesses with its external opportunities and threats to maintain a
competitive advantage.
Supervisors: They are those who see that the workers accomplish the task given
to them within the time limit.
Team-building: Team-building is a specific intervention to address issues
relating to the development of team, be it public or private sector organisation. Typically,
it consists of a one (or more) day programme focused on improvement of interpersonal
relations, improved productivity or better alignment with organisational goals.
Training: This is the systematic development of knowledge skills and attitudes
required by an individual to perform adequately, a given task or job.

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 CHAPTER TWO
LITERATURE REVIEW
2.1 Preamble
An extensive literature review is conducted to determine the current academic thinking in
the areas judged to be critical to this research study. The initial search identified that the
specific area of automation in human resource management functions, through the
medium of the activities referred to in the introductory section above, is poorly addressed
in textbooks and articles-in-journals. It is necessary therefore, to investigate more broadly
and identify existing areas of study that could contribute to the purpose of this study. This
will be presented via conceptual and theoretical frameworks only.
2.2 Conceptual Review
2.2.1 The Concept of Human Resource Management
The term “human resource management” has been commonly used for about the last ten
to twenty years. Prior to that, the field was generally known as “personnel
administration”. Today’s business environment along with the increasing importance of
technology requires smart thinking, quick action and rapid adaptation to constantly
changing conditions. Technology is changing by the second and becoming increasingly
sophisticated, smart and accessible. The Internet, along with the availability of powerful
and efficient computer software systems, has revolutionized the whole business activity
(Ziynuska, 2017). It is expanding organizational boundaries and involving additional
stakeholders in the business process, thus forming another challenge to HRM.
David (1989) “HRM and Personnel Management: can you tell the difference” An
answer to this question was provided by Torrington and Hall (2015) who suggested that
personnel management is workforce centered and therefore directs itself to employees,
while Human Resource Management is resources centered and concerns itself with the
overall human resource needs of the organization.
An early comment on these questions was made by Armstrong (2018) human
resource management is regarded by some personnel managers as just a set of initials or
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old wine in new bottles. It could indeed be no more and no less than another name for
personnel management but as usually perceived at least, it has the virtue of emphasizing
the virtue of treating people as key resources, the management as part of the strategic
planning process of the enterprise. Although, there is nothing new in the idea, insufficient
attention has been paid to it in many organizations. The new bottle or label can help to
overcome that deficiency.
According to Schuler (2017) human resource management is described as the use
of several activities to ensure that human resources are managed effectively for the
benefit of the individual society and the business. In the words of Price (2018) many
people find Human Resource Management to be a vogue and elusive concept, not least
because it seems to have a variety of meanings. Pinning down an acceptable definition
can seem like trying to hit a moving target in a fog. This confusion reflects the different
interpretation found in article and books about Human Resource Management. Human
Resource Management is an elastic term (Storey, 2010). It covers a range of applications
that vary from book to book and organization to organization (Price, 2018).
He affirmed that simple reflection on the three words “human resource
management” does not provide much enlighten “Human” implies it has something to do
with people, “management” places it in the domain of business and organization” but
“resources” is a highly ambiguous concept that many people find difficult to relate to. In
fact, much of the academic literature suffers from forgetting the human element in human
resource management. Price (2018) continued, most of us would not take kindly to being
classified as a “resource” along with our desks and computer. He emphasized that it
seems that there is a fundamental difficulty in considering a person’s work or value to an
organization. This arises from that person’s humanity. People are different from other
resources and cannot be discussed in exactly the same way as equipment of finances.
This difference lies at the heart of the antagonism and ambiguity that surrounds Human
Resource Management in Practice.

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 From an organizational perspective human resources encompass the people in an
organization – its employees, and the human potential available to a business. The people
in an organization offer different skills, abilities and knowledge that may not be
appropriate to the needs of the business. Additionally, their commitment and motivation
vary. Some people identify with an organization and are motivated to help achieve its
objectives. Others regard their employing firm as a vehicle for personal goals; some may
be over worked while others are under-utilized. Invariably, there is a gap or mismatch
between the actual performance of employees and the ideal requirement of a business.
Storey (2010) described it as a distinctive approach to employment management,
which seeks to achieve competitive advantage through the strategic development of a
highly committed and capable workforce, using an integrated array of cultural, structural
and personnel techniques. To Cascio (2018) human resource management is the
attraction, selection, retention, development and use of human resources in order to
achieve both individual and organizational objectives.
Mckenna and Beech (2005) in their contribution affirmed that human resources
management could be viewed as comparatively new approach to personnel management,
which considers people as the key resources. It subscribes to the motion that it is
important to communicate well with employees and identification with the organization.
In additions a strategic approach to the acquisition management and motivation of people
is heavily emphasized.
Banjoko (2018) however, defined human resources management as a set of
people-oriented functions or activities that involve the effective acquisition, use and
maintenance of the human resources within an organization.
This definition highlights the fact that human resource management in any
organization must focus on the people; their needs, expectations, values and legal right
within the work organizations, and the use of appropriate human resource management
strategies that would ensure the satisfaction and accomplishment of individual as

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corporate goals. Putting the human energy to productive use is what human resources
management is all about.
Spencer (2015) distinguishes three main domains in which human resources
management may have an added value for the organization. He argues that the
importance of this added value differs between these three domains. According to
Spencer, human resources main added value is situated in the strategic domain and
second in human resource service. Administration to him is the human resources domain
with the least added value. However, the cost spent on these three domains, that is to say
their importance in terms of expenditure of time and money is often reversed. In order to
increase its added value human resources has to refocus its activities by outsourcing
costly but less value creating activities.
Spencer (2015) clearly favours the strategic role of human resource management
in the organization. But this does not mean that other human resource domains have to be
neglected, for example, the outsourcing of administration should not mean a neglect of
this area. Personnel administration remains an important area of responsibility for human
resource management. Furthermore, the facts and figures provided by personnel
administration form an important base from which to develop human resource policies in
other domains and to evaluate their effectiveness.
Anjonrin (2013) asserts that personnel management is a set of functions and
activities to be used in the management of resources in a non-discriminatory, affirmative
and effective manner for the benefit of the organization, the individual and society in a
given organizational and environment context. It is concerned with obtaining, organizing
and motivating the human resources required by the enterprises with developing an
organization climate and management style which will promote effective effort and
cooperation and trust between all the people working in it, and with helping the enterprise
to meet its legal obligations and its social responsibilities towards its employees with
regard to the conditions of work and quality of life provided for them.

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 Nankervis, Compton and Baird (2018) says the roles, functions and strategies of
human resource management are many and varied and depends heavily on the nature of
organizations, the vision and skills of practitioners, and changed in the external
environments of organizations. Hence, personnel management according to Bankole,
(2011) is that branch of management that specifically deals with the management of
human beings (people) at work. It covers the broad spectrum of the life of employee at
work; from the entry point to the point of final exist. Its functions include recruitment,
manpower development, salary and wages administrations, motivation and management
of industrial relations. Conceptually, personnel human resource management refers to
theories, policies and programmes which are connected with the acquisition of and, the
utilization of men towards achieving the organizational goals.
2.2.2 Historical Development of Human Resource Management
Human Resource Management (HRM) can be viewed as a comparatively new approach
to personnel management, which considers people as the key resources. It subscribes to
the notion that it is importance to communicate well with employees, to involve them in
what is going on and to foster their commitment and identification with the organization.
In addition, a strategic approach to the acquisition, management and motivation of people
is heavily emphasized.
If HRM gets some of its basic sustenance from the practice of personnel
management, this begs the question; what do we know about the origins of personnel
management and its current standing? Before answering this question, a definition of
personnel management would be useful, personnel management assist with establishing
main training and developing systems, which provide the framework for employment.
These systems operate throughout an employees’ membership of the company, starting
with the systems for entry (recruitment and selection) through the management of the
employment relationship (reward, appraisal, development, industrial relations, grievance
and discipline), finishing with the termination of the relationship (retirement, resignation,

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redundancy and dismissal). This management process is underscored by the drive for
efficiency and equality of opportunity.
Specifically, in the latter part of the 1800s the concept of welfare personnel
developed. This was promoted by the humane concerns of certain families involved in
business and could be referred to as the Quicker tradition welfare personnel was
concerned with the provision of schemes, considered progressive that time, decline with
unemployment, sick pay and subsidizes housing for employees. The introduction of these
schemes could be viewed as a reaction of the harshness of capitalism at that period of
British history. The motives of some industrialists adopting welfare schemes were
questioned because there was a belief that some practices were intended as an alternative
for realistic wages and as a play to keep trade unions at bay.
Welfare personnel continued as a force until the Second World War, and later
manifestation of it were the provision canteens and company outing for workers. Even
today, it can be recognized that the welfare tradition has some significance in the practice
of personnel management, for example, health schemes and crèches for the children of
employees. The next phase in the development was the emphasis on personnel
administration. This amounted to support for management and was basically concerned
with recruitment, discipline, time keeping, payment system training and keeping
personnel records, it came into its own in the period between the first and Second World
War. The growth in the size of organizations is a factor to consider in connection with
this development.
After the Second World War and up to the 1950s personnel management
incorporated a wider range of services, including salary administration basic training and
advice on industrial relations, but the main focus was at the tactical rather than the
strategic level. Again, increasing organizational size was notable in activating certain
changes in industrial relation practices. For example, the movement from collective
bargaining at industrial level to the level of company was apparent resulting in the advent
of the industrial relations specialist within personnel management.
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 The 1960s and 1970s saw a significant increase in the number of staff engaged in
personnel work. This could be attributable in part to an increase in the amount of
employment legislation. However, the state of the company has a part to play as well. In
conditions of full employment up to the early 1970s, there was evidence of much
recruitment, selection, training and payment system activities in the practice of personnel
management. This was promoted to some extent by labour shortages, and was reflected in
actions to retain skilled labour and labour and increase the skill levels of the work force.
The approach to training was systematic and planned, heavily influence by the
establishment of the Training Boards, which exacted a training levy from industry and
offered grants to companies that conducted training to acceptable standards. In turn this
spawned a rapid growth in the number of training specialists within the personnel
function management.
The 1980s saw personnel management entering the entrepreneurial phase, adapting itself
to the market economy and enterprise culture. It was not uncommon to find senior
personnel executives contributing to the debate within the company about future
direction, the relevance of existing business objectives, and improved ways of achieving
revised objectives. This era heralded a preoccupation within the management of change,
the development of appropriate corporate culture, the acceptance of Japanese industrial
relations practices, such as single unions to represent a company’s work-force and
Japanese management practice in the form of quality circles and total quality
management. A noticeable feature in the practice of industrial relations, in some but not
all cases, was the shift in emphasis from work-force collective bargaining to centralized
bargaining, and in the process of reduction in the involvement of personnel managers in
negotiation at local level.
As the recession in the company began to bite, the role of the trade unions begins
to change. The threat to strike action becomes less effective as organizations could
replace workers relatively easily. This resulted not only from the new legislation

16
introduced t this time. The power of trade unions was reduced with the ending of closed
shops, and changes in the rules about industrial action, including balloting and picketing.
The relative weakness in the power of trade unions signaled the need for less
elaborate processes in collective bargaining and conflict management. It also culminated
in swifter negotiated wage settlements. Also, organizations were better placed to make
changes in work practices, which resulted in the numbers employed. There were changes
in personnel practices due to the large pool of available labour. For example, the
emphasis switched from recruitment (attracting candidates) to selection.
The reduced volume of negotiations based on collective bargaining between
unions and personnel specialists, together with the reduction in time devoted to
recruitment and selection, provided personnel management with opportunities to manage
redundancy programmes and enter negotiations to set lower wage settlements in a
relatively calm industrial relations climate.
Then the first signs of fundamental change to the nature of personnel management
appeared on the horizon. Hunt, (2004) speculated about the personnel function shifting in
its emphasis. It was during the 1980s that the rise in HRM began to attract the attention to
personnel practitioners. There was a more away from the traditionally adversarial
industrial relations of the 1970s towards an approach, which sought to achieve excellence
in the organization through a committed workforce. The reasons for this will be offered
later.
The post-entrepreneurial phase for personnel management in the 1990s is likely to
embrace HRM as the standard bearer, though some would argue that HRM would
subsume personnel management. The early 1990s witnessed a change in emphasis. The
reaction to individualism and unjustifiable greed of the 1980s is likely to make way for
the spirit of consent and the value of teamwork. There are concerned form core workers
who are essential to the operation of the organization since high commitment is required
from these workers. They are expected to be flexible about the hours they work and to
work above and beyond their job descriptions. Wages tend to reflect the market rate
17
 rather than the rate determined by agreements with trade union. The number of part-time
and fixed term contract workers as a proportion of the total workforce is increasing.
There is likely to be a continuing pre-occupation with the value of a strategic
approach to human resource management in the context of organizational success. Of
course, the challenges of the single European market will have to be faced and the
significance of the social chapter in the practice of human resource management will
have to be considered, particularly by companies with European operations. Amongst the
issues covered by the social chapter are improved working conditions, equitable
remuneration, access to information and workers’ involvement and health and safety
provisions.
2.2.3 The Concept of Information and Communication Technology
The business operations in the banking and financial sector have been increasingly
dependent on the computerised information systems over the years. It has now become
impossible to separate Information and Communication Technology (ICT) from the
business of the banks and the financial institutions. There is a need for focussed attention
on the issues of the corporate governance of the information systems in computerized
environment and the security controls to safeguard information and information systems
(Madani, 2019).
The application of Information Technology has brought about significant changes
in the way the institutions in the banking and financial sector process and store data and
this sector is now poised to countenance various developments such as Internet banking,
e-money, e-cheque, e-commerce etc., as the most modern methods of delivery of services
to the customers. The telecommunication networks have played a catalytic role in the
expansion and integration of the Information and Communication Technology (ICT),
within and between the institutions, facilitating data accessibility to different users. In
view of the critical importance of IS, there is a need to exercise constant vigilance for the
safety of the financial systems. Structured, well defined and documented security policies,
standards and guidelines lay the foundation for good IS security and each institution is
18
required to define, document, communicate, implement and audit IS Security to ensure the
confidentiality, integrity, authenticity and timely availability of information, which is of
paramount importance to business operations. More so, the developments in Information
System have a tremendous impact on auditing.
Cole (2015) described information technology as the acquisition processing,
storage and dissemination of vocal, pictorial textual and numeric information by a micro-
electronic based combination of computing and telecommunication. Whereas, in the past,
information handling involved massive dependence on paper, the emphasis now has
shifted to the creation, storage and transmission of tiny electrical impulses. Today, the
amount of information contained on a pair of floppy disks could fill an average six book;
paper will doubtless continue to be important as a tangible product of the interchange of
information between human beings (hard copy). However when storage of information is
the main consideration, then disks and magnetic tapes are likely to dominate the scene,
until newer, even more compact devices are in common use.
Information technology (i.e. computers and telecommunications) is having the
kind of revolutionary restructuring impact that has been expected for years. The rapid
advances in the speed and capacity of computing devices coupled with the pervasiveness
of internal digital storage, wireless and portable device and multi-media context are
causing major changes in the way we live and work (Jamal, 2011).
Awodun and Otokiti, (2004) in their contribution asserted that innovation in
information technology have created a digital revolution that is changing the way the
world works, leans, communicates and transact business. This revolution according to
them is helping to foster economic growth and social development across the globe.
Businesses are using the tools of electronic commerce to increase productivity, access
global market and reduce the time required to develop new products and forge closer
relationship with their customers (Ajilero, 2010).

19
 As Dike (2018) puts it, the phrase “information Technology is used to encompass
range of new technologies and their applications including all aspects of the use of
computers, micro-electronic devices, satellite and communication technology.
Zuhal and Tuna, (2019) and Oketunji (2019) assert information systems as a term
which encompasses the notion of the application of technologies in information handling,
while Ayodele (2012) simply defined Information Technology and “as electronic based
technology generally used to collect, store, process and package information as well as
provide access to knowledge”. All the definition, point to the fact that information
technologies are the application of computers and other technologies to the acquisition,
organisation, storage, retrieval and dissemination of information.
Information systems are about manipulating and packaging information for
delivery. It is the ability for any individual to create access, manipulate and transmit
information in the firm of data, text, images and voice by the application of computers,
electronic communication and related technology. These definitions also imply that
information technologies are restricted system dependent upon micro-electronic based
combinations of corrupting and telecommunication technologies.
Most of the available literatures were very narrow in their coverage. These
literatures were mainly on information technology application to libraries, Elbani and Ali
(2012); Daniels (2019); Daniels and Mathews (2017); Malkawi, Alrajar and Alkhaya
(2019) Information Technologies commonly discussed by all these authors includes,
internet, worldwide web, data bases, CD-ROM, intranet, E-mail etc. Ubogu (2016)’s paper
on the concept of paperless society was very interesting and thought provoking. The
arguments centres on whether the impact of information Technology will lead to a
paperless society or not. He concluded that we are now in an era dominated by digital
information, which will continue to be conveyed analogue and digital media. He ended his
own argument with a question, ‘will the paperless promised land ever be reached?
Ojedokun (2018) discusses the potential impact of digital libraries in Africa, while
highlighting the prospectus. This paper promotes the view of digital library to include
20
electronic database on the internet, the world-wide-web (www) CD-ROMS and
preparatory services such as dialog, LEXIS/NEXIS, STN, West low, Info America, and
CDB InfoTech etc.
Rahman (2010) discussed the revolution in Information Technology and the great
impact it makes in all fields of knowledge especially in the field of library and how I helps
to accomplish library goal. Snigh and Sharma (2002) highlight how the electronic
revolution affects traditional role of the academic library as an institution that collects and
store information and makes it available to user. Like similar studies, Akinyosoye
(2009).Discusses CD-ROM technology and its application in university libraries
highlighting the constraints and offering suggestion for the promotion of CD Rom
services. Jalloh (2011) discusses on library networking in Africa in which he identifies
computer technology, communication technology and information technology as
necessary for the existence of library networks. He further discussed in details experience
gained by the impact of information technology in library networks in several African
countries. Formson (2009) highlight the impact of information technology on the
cataloguing process of the university of Botswana library, demonstrating how it has
increased the efficiency of cataloguing process which in turn has resulted in increased
productivity Eyitayo (2008); Idowu and Mabawonku (2002), study the information
technology facilities and their application in some Nigerian research and university
libraries and results indicating versatile impact of modern information technologies.
The impact of CD-ROM technology application in developing countries was
stressed by Oketunji (2019) while Daniel (2019) affirmed information technologies impact
in Zambia libraries. According to him, the impact of information technology have been
felt in the home, education training, health, defence and security, finance and commerce,
the industry and in the office. All the literature revised so far focused on the impact of
information technologies in libraries. Munasnighie (2002) was however more general in
his study on the role of information technology in developing countries noting that the
recent advances of information technologies that has given the impetus the worldwide
21
information revolution are impressive. Stressing the impact of information technology on
the society, Malkawi, Alraja, and Alkhaya, (2019) emphasized that developing countries
should be concerned about computers and information technology. The impact of
information technology in industrialised countries in increasing number of newly
industrialised nation was highlighted by Etim (2011). These are in the areas of health care,
manufacturing and publishing, energy conservation and environmental management.
Some economic historians assert that the impact of information technology on society is
tantamount to a second industrial revolution (Etim, 2011).
One area that Information and Communication Technology (ICT) have impacted
heavily on the society is the mobile cellular communication also known as Global System
of Mobile Communication (GSM). The global boom in mobile cellular communication
has been astounding.
According to international telecommunications Union (ITU) (2002) at the end of 1998,
there were more than 3000 million subscribers around the world up from just 11 million in
1999. It was estimated that by the end of this decade, there will be more than a billion
mobile users. Mobile cellular already account for almost one-third of all telephone
connection. The likelihood is that the number of mobile cellular subscriber will surpass
conventional fixed lines during the first decade of the next millennium. Both developed
and developing countries are sharing in the information technologies revolution, in
developed countries, users are flocking to mobile cellular as a complement to existing
fixed-lines; in developing nations, mobile cellular is emerging as substitute for shortages
of fixed lines (Malkawi, et al., 2019).
Developing countries are now experiencing the highest level of mobile growth and
it has entered into a new mass market phase. The magic of mobile pre-paid is that it has
turned telephone service into a mass-market commodity. Mobile has emerged as a mini-
industry in its own right with 1998 service reference of $155 billion (ITU, 2002).
Information and communication technology, (ICT) is often used as an extended
synonym for information technology (IT). It is usually a more general term that stresses
22
the role of unified communications and integrated telecommunications (telephone lines
and wireless signals), intelligent building management systems and audio-visual systems
in modern times. It is further stated that the term consists of all technical means used to
handle information and aid communication, including computer and network hardware,
communication middleware as well as necessary software. In other words, ICT consists of
IT as well as telephony, broadcast media, all types of audio and video processing and
transmission and network-based control and monitoring functions in a business setting.
Therefore, the story of a business can be described around the words ‘expend
money and recover with profit’. In the words of Druker (1968), a business is ‘an organ of
society established with a purpose to create a customer’. Lyman and Carlo (1973) defined
business ‘as one of the several approaches societies around the globe utilized to provide
their members with the goods and sieves that they desire to satisfy their needs’. In a
similar view, Richard (1984), likened a business to ‘an organized approach, used by
individuals for the purpose of providing goods and services to people usually for a profit’.
Ajayi (2019) however viewed a business as the endeavour of identifying a need
and of providing goods or services designed to satisfy such need. According to Ajayi
(2019) information technology is the technology of the future. It is a new development,
which brings together the technologies of microelectronics’, computing and
telecommunications. Stele and Wellington (2005) defines information technology as the
‘storing processing and communicating vast amount of data’. Thompson (2002) defines it
as the potent combination of computers, in which information could be stored and
processed, and telecommunications by mean of which information can be transmitted to
anybody, anywhere in the world.
Thus, information technology (IT) offers new forms of information storage and
retrieval. It originated with the coming together of three technologies: Microelectronics,
computers, and communications. Thompson (2002) observed that: “There are three key
components of it. First, new ways to store information capacity and deeply photographic
microforms of various kinds, magnetic storage in tapes and discs, optical storage and
23
video disks etc. Secondly, new mechanisms to manipulate; scan and search such stored
records, the large scale computer, the mini computer, the microprocessor and related
devices. Thirdly, new facilities for cheap and rapid transmission of information over long
distances, telecommunication systems and network”.
The importance of IT on enabling enterprises to develop more effective and
efficient operation and management processes has been pointed out by many authorities
and scholars. Most banks provide comprehensive banking services to their numerous
customers with just a few staff.
This fact is achieved through the use of information technology. Besides, many
commercial organizations have come to believe that their business prospect does not just
rely on information handling and information technology at the margin in terms of
efficiency, better productivity or lower costs. Rather they have been persuaded to believe
that their long-term existence depends on the successful use of information and that their
future is critically dependent upon the identification, development and management of
new and innovative information-based activities to support management and deliver new
products and services (Woherem, 2017).
Similarly, organizations in the public sector such as government, health,
administrations and local authorities have sought new ways of providing services to
citizens through the use of information technology. Finally, information technology has
played a key role in ensuring more efficient and effective operation and delivery of their
products and services to customers. From all indications the application of information
technology in all banking operations will intensify and spread more and more in this
dispensation.
Boot and Schmeits (2015) observed that there are several reasons for this: first,
higher competition is likely to be associated with less stable, shorter relationships between
customers and banks, because customers’ propensity to switch to other providers increases
in more competitive environments. This phenomenon will amplify information
asymmetries that require additional resources for screening and monitoring customers.
24
 Second, since banks can expect a shorter duration of bank relationships in a competitive
environment, they are likely to reduce relationship-building activities, which inhibit the
reusability and value of information (Chan, Greenbaum, and Thakor, 2006).
Alexakis, et al. (2005) examined the liberalization and profitability of the Greek
commercial banks during the years 1989-1991. Results suggested that the determinants of
profitability of commercial banks were very different from those depicted in other
countries during the periods of intense regulation.
2.2.4 The Concept of E-Human Resources
The early digitalization of personnel departments was marked by a generation of
scholarly efforts to understand and explain the multiple reasons underlying the adoption
of Human Resource Information Systems (HRIS) (Ventura & Bringula, 2018). A new
generation of inquirers has emerged who have recognized its power of potentially
transforming human resourcing tasks and accordingly displaced the term HRIS with that
of e-HRM (Electronic Human Resource Management) (Marler, 2019). Whereas HRIS are
primarily intended to reduce HR departments’ administrative burden, e-HRM promises
strategic service improvements and role changes of HR professionals (Olumoye, 2013).
Within e-HRM research, the study of automating organizations’ recruiting
services (referred to e-Recruiting, online recruiting, and web-based-recruiting) is the most
studied subfield.
Unlike traditional recruitment methods for tapping the labour pool, it exploits
digital means and resources such as the intranet and its panoply of desktop and mobile
technologies to support the recruiting process. A contemporary survey of global human
resource departments reveals that nearly all Fortune 500 companies use some form of e-
Recruiting, making it one of the most widely practiced e-business application in
organizations (Lee, 2011; CedarCrestone, 2011).
Academics engaged in e-Recruitment research largely belong to two disciplines:
(1) human resource management, and (2) information systems. Bringing the virtues of the
best explanatory theories of these two domains together is challenging, mirroring the real
25
life difficulty of persuading traditional personnel departments of the genuine working
value of computerized information systems. It cannot be stressed enough how deep-
seated is the loyalty to older timeworn normal means of recruitment – where face-to-face
contact and recruiters’ individual evaluation of applicants’ skills (e.g. pre-screening,
selection interviews, assessment centers) were long seen as an integral part of a
recruiter’s job (Gardner, Lepak & Bartol, 2018).
Recruiters are of course still important in the overall recruitment process because
they perform a fundamental role in articulating information about the job and the hiring
organization (Kuyoro, Okolie & Abel, 2020). That being said, e-Recruitment should help
recruiters to take the matching of employees and employers to the next level (Kuyoro, et
al., 2020). For example, organizations that use corporate career sections can provide
applicants with patently superior information about the orgnization, its culture, the job
and career perspectives (Stone, Stone-Romero & Lukaszewski, 2006).
Modern organizations survive increasing competition and globalization by
adopting the cost and time savings of IT, striving to improve recruiters’ ability to handle
job postings and job applications by minimizing paperwork and automating key
recruiting activities (Furtmueller, Wilderom & Van-Dick, 2010). Nearly two decades
after the sudden emergence of the world wide web the vast majority of larger
organizations routinely use e-Recruiting as the primary method for job-searching and
recruiting activity (Lee, 2011).
E-Recruitment has radically changed the heart and pace and radius of both
recruitment processes and the way applicants search and apply for jobs. No one alive in
1992 would have been able to comprehend the truly incommensurable ways recruiters
today publish job ads and communicate interactively with applicants. In this new world
of online applications and video interviews, it is not at all surprising many personnel
departments fear downsizing (administrative) HR staff, resist quick acceptance of
information systems, and are challenged by failed organizational change initiatives.

26
 The advantages of our new connected world are by no means taken for granted or
obvious to everyone. Utilizing the potential of e-HRM is very often acutely constrained
by the complexities of people dynamics such as managing user acceptance when adapting
new e-HRM systems (Kuyoro, Okolie & Abel, 2012). Problematical communication and
misunderstanding between human resource personnel with IT staff that is transparent to
everyone has been found to prevent successful e-HRM implementations (Wilson-Evered
& Hartel, 2019). A further more opaque obstacle was documented by Gardner, et al.
(2018) who found that in practice the implementation of e-HRM, rather than freeing up
time for HR practitioners, simply led to the replacement of administrative duties with
technology-related work. In brief, it did not reach the intended goal of improving HRM
services. Other studies report numerous cases where HR professionals were unsuccessful
in using technology to initiate and support strategic decisions or e-HRM technology was
primarily used to simply support routine administrative HR tasks (Ventura & Bringula,
2018).
However some companies after years of experimenting with it have abandoned e-
Recruiting, and retreated back to traditional recruiting techniques such as newspaper ads
(Lee, 2011). These companies typically suffered from ineffective storage and sorting of
huge volumes of digital job applications, the cost of which they determined offset the
expected cost savings (Furtmueller, Wilderom & Tate, 2011). For instance, Chapman and
Webster’s (2013) report that only 25% of organizations using e-Recruitment regard its
implementation as successful.
Given the widespread ambivalence and well-founded fears of stakeholders who
grasp the overriding significance of their decisions to go digital in their everyday
organizational recruitment, it is manifest that far more understanding on how to design
effective e-Recruiting services from the various users’ perspectives is needed so as to
wisely transform traditional recruitment to e-Recruitment (Singh and Finn, 2003; Ruel,
Bondarouk and Looise, 2004).

27
 Organizations are now aware that electronic staffing activities need to be
integrated seamlessly along the entire recruiting process in order to take full advantage of
emerging technologies. In the research literature it is well established that IT is not an
autonomous island and does not per se generate value (Peppard, Ward & Daniel, 2017).
To the contrary, keen observers have found that investments in IT require complementary
investments in a host of non-IT processes, structures and organizational resources to
generate value; there is no doubt whatsoever that the effects of IT resources on
performance parameters result from a continuous interplay with other complementary
resources (Melville, Kraemer and Gurbaxani, 2004).
When investments in technology are made naively without a corresponding
evolution in the organizational skills and routines, the result might be a significant
productivity loss. The potential value of IT is subject to being overcompensated by
negative influences due to a profound mismatch of long-standing organizational practices
and the IT structure implemented (Brynjolfsson and Hitt, 2010).
Overcoming barriers to IT adoption in recruiting thus requires a deeper
understanding of the requirements of e-Recruiting systems. Poorly designed and
ineffective recruiting services discourage job applicants from submitting and updating
profiles (Lee, 2011).
Recruiters were found who were frustrated about wasting their time on “digital
applicants” in outdated résumé profile databases (Furtmueller et al., 2010).
Consequently, this thesis takes a service engineering approach by studying the
diverse needs of end-users (applicants, recruiters, employee branding professionals),
system designers, and developers as well as managers of e-Recruiting systems, in order to
innovate and make e-Recruiting services more dynamic and thus sustainable.
2.2.5 The Perceived Influence of Automation on Human Resource Management (HRM)
Function in the Telecommunication Sector
In today’s knowledge economy, the success of organizations depends mainly on the
performance of their human resources (HR) (Lippert & Swiercz, 2018). Human resource
28
management is about the procedures and practices that encompass the human resource
aspect within organizations (Dessler, 2017). Such practices should be connected to the
overall strategy of the organization. This was discussed by Bratton and Gold (2003) who
stated that "the strategic approach to managing employment relations which emphasizes
that leveraging people's capabilities is critical to achieving sustainable competitive
advantage". Many researchers supported this and commented that the change from a
primarily administrative personnel function to a more strategic position necessitates re-
designing the nature of the HRM functions (Evans, 2020; Hussain, 2017; Wiblen, Dery &
Grant, 2010; Sheehan & Cooper, 2011).
This functions re-design (planning, recruitment, selection, appraisal and
performance management, reward management, development, employee relations, health
and safety, and union- management relations) is estimated to provide HRM with a better
opportunity of impact on strategic decisions in order to eventually improve organizational
performance (DeCenzo & Stephen, 2012; Sheehan & Cooper, 2019). Akhtar et al.,
(2018) added that training, participation, result-oriented appraisals and internal career
opportunities should be considered as valid human resource management (HRM)
practices. Many researchers have discussed issues in HRM and its functionalities.
Martinsons (1997) and Beulen, (2019) in their investigation commented that
distinguishing these functionalities arises from the perspective of organizational and
employee-centric view. They added that the strategic dimension for organizational
continuity and prosperity relies immensely on value and importance of the human capital
which identifies knowledge as a significant part of this capital.
Technology is the application of scientific knowledge for practical purposes
especially in industry. It is the machinery and equipment developed from such scientific
knowledge. It also refers to the making, modification, usage, and knowledge of tools,
machines, techniques, crafts, systems, and methods of organization, in order to solve a
problem, improve a pre-existing solution to a problem, achieve a goal, handle an applied
input/output relation or perform a specific function. It is the purposeful application of
29
information in the design, production, utilization of goods and services and in the
organization of human activities. The basic role of technology in business include:
efficiency and cost-effectiveness; business operations and strategies; marketing; security
and organization as well as communication. Today, technology has moved to the front
line in most organizations. It has become "strategic" in the sense that it is a necessary
component in the execution of a business strategy. The paradigm shift is a fundamental
change in just about everything regarding the technology itself and its application to
business. “Organizations which do not make this (technology) transition will fail. They
will become irrelevant or cease to exist.” (Ardichvili, 2002)
On the other hand, information technology (IT) is at the heart of corporate
reinvention and rebirth. Understanding the technology paradigm shift is therefore
becoming a precondition for business success. According to Kenter (2003), today’s
human resources (HR) tasks cover a variety of activities requiring different skill sets,
“from compensation and benefit administration (highly quantitative) to employee
relations (highly qualitative)”. As a consequence, there are legitimate questions about
whether these tasks need to be together on organizational plans in the light of new
realities and technologies. To be considered successful, HR technology must achieve
several goals, described by Walker (2001) as:- Strategic alignment, which must support
the goals of a business by helping users; business intelligence, which should inspire new
insights and learning, by providing users with relevant information and data, and
“efficiency and effectiveness, which must change the work performed by HR personnel,
by dramatically improving their level of service, allowing more time for work of higher
value, and reducing their costs” (Walker, 2001).
However, Lewin (2003) explained that, although we expect all businesses to have
embraced this “high involvement” on technology, “only about one of every eight
business has done so”. This is an important issue these days because of the intellectual
resources of an organization, as elaborated by Ardichvili (2002). The author wrote that
the realization that knowledge management “plays a central role in ensuring
30
 competitiveness of the company rests on the perception that in today’s business world the
only truly unique resource of a company is the intellectual and human capital”
(Ardichvili, 2002).
2.2.6 Telecommunication Sector in Nigeria
Telecommunication basically is the transmission of signals over a distance for the
purpose of communication, though the technology involved in communicating has
changed significantly over the years. Like telecommunications itself, the
telecommunications industry is broader than it was in the past. Telecommunication has a
significant social, cultural and economic impact on the modern society. In 2008,
estimates placed the telecommunication industry’s revenue at $3.85 trillion or just under
3 percent of the gross world product (Plunkett Research Limited, 2010). The telecom
industry is one of the world’s fastest growing industries regardless of what the indicators
being measured according to Wauschkuhn (2014).
The telecommunication industry in Nigeria is relatively new compared to their
western counterparts, but MTN Nigeria Communications Limited alongside Airtel
Nigeria, Glo World and Etisalat, all constitute telecommunication sector in Nigeria are
now growing and evolving at an unimaginable pace. As a result of being a high profit
generator, the telecommunications industry has historically been an agent of the
government and owned by foreign investors and individuals in Nigeria. On one hand, it
has taken the form of privatization of the state-owned telecommunications; and on the
other hand, it has opened up the domestic market to provide licenses to new entities for
bringing in competition to the existing monopoly operators.
In emerging markets, established multinationals typically take the early lead in the
high-end consumer and high-performance industrial segments, whereas local companies
do so in the low-end and low-performance segments. However, as the economy develops,
both customers and competitors evolve (Pankaj and Thomas, 2008). Developing
countries are pulsating with companies that think of themselves as the next

31
 multinationals, pushing outward from their home bases to establish global presence if not
dominance (Pankaj and Thomas, 2008).
2.2.7 History of MTN Communications Nigeria Limited
MTN Nigeria is part of the MTN Group, Africa’s leading cellular telecommunications
company. On May 16, 2001, MTN became the first GSM network to make a call
following the globally lauded Nigerian GSM auction conducted by the Nigerian
Communications Commission (NCC) earlier in the year. Thereafter the company
launched full commercial operations beginning with Lagos, Abuja and Port Harcourt.
According to the Company’s available information, MTN’s over-riding mission is
to be a catalyst for Nigeria’s economic growth and development, helping to unleash
Nigeria’s strong developmental potential not only through the provision of world class
communications but also through innovative and sustainable corporate social
responsibility initiatives.
The arm of the company that formulates its CSR policies is called The MTN
Nigeria Foundation Limited.
This CSR arm of MTN Nigeria was established in July 2004 for the purpose of
focusing MTN Nigeria’s efforts in terms of its Corporate Social Responsibility (CSR)
initiative whose guiding principle is to help reduce poverty and foster sustainable
development in Nigeria.
2.3 Theoretical Framework
2.3.1 General Systems Theory
The general theoretical perspectives of this study are based on sociology, economics,
management, and psychology that focus on different aspects of the domain of HRM in
Context (Wright & McMahan, 1992). We begin by offering brief summaries of the
perspectives that have guided most of the empirical studies reviewed in this section and
which we feel are most likely to drive future research in this area.
In general systems theory, the unit of analysis is understood as a complex of
interdependent parts (von Bertalanffy, 1950). An open (vs. closed) system is dependent
32
 on the environment for inputs, which are transformed during throughput to produce
outputs that are exchanged in the environment. Open systems models seldom address
organizations or large units within organizations. Katz and Kahn’s (1978) is an exception
in that it treats HRM as a subsystem embedded in a larger organizational system. The
open systems view of HRM has been developed further by Wright and Snell (2011), who
used it to describe a competence management model of organizations. Skills and abilities
are treated as inputs from the environment; employee behaviours are treated as
throughput; and employee satisfaction and performance are treated as outputs. In this
model, the HRM subsystem functions to acquire, utilize, retain, and displace
competencies are achieved.
Similarly, Snell’s (2015) description of HRM as a control system is based on open
systems theory. In a narrower discussion, Kozlowski and Salas (1994) presented a
multilevel organizational systems approach for understanding training implementation
and transfer. Many of the more specific theories used to understand HRM in Context
assume that organizations function like open systems.
2.4 Empirical Review
The HRM function in organizations has gained increasing strategic emphasis, and the
importance of its alignment HRM and business strategies is well-acknowledged (Agarwal
& Ferratt, 1999). In fact, effective HRM is vital in order to be able to meet the market
demands with well-qualified employees at all times (Hustad & Munkvold, 2018).
Technology and HRM have a broad range of influences upon each other, and HR
professionals should be able to adopt technologies that allow the reengineering of the HR
function, be prepared to support organizational and work-design changes caused by
technology, and be able to support a proper managerial climate for innovative and
knowledge-based organizations (Hempel, 2004). These technological advances are being
driven primarily by strong demands from human resource professionals for enhancement
in speed, effectiveness, and cost containment (Buckley, Minette, Joy and Michaels,
2004).
33
 Snell, Stueber, and Lepak (2019) observe that HRMSs can meet the challenge of
simultaneously becoming more strategic, flexible, cost-efficient, and customer-oriented
by leveraging information technology. Many experts forecast that the PC will become the
central tool for all HR professionals (Kovach & Cathcart, 1999). Virtual HR is emerging
due to the growing sophistication of IT and increased external structural options (Lepak
& Snell, 2018). IT is beginning to enable organizations to deliver state-of-the-art HR
services, and reduced costs have enabled companies, regardless of the firm size-to
purchase HR technologies (Ball, 2001).
One of the impacts of IT is that it enables the creation of an IT- based workplace,
which leads to what should be a manager’s top priority-namely, strategic competence
management (Othman & Teh, 2003). Advances in IT hold the promise of meeting many
of the challenges of HRM, such as attracting, retaining, and motivating employees,
meeting the demands for a more strategic HR function, and managing the “human
element” of technological change in the future (Ashbaugh & Miranda, 2002). HRM could
support the efforts of technological innovations to achieve high performance while such
innovation; itself could serve as an approach to enable the HR function to focus more on
value-added activities in order to realize the full potential of technology and
organizational strategy (Shrivatsava & Shaw, 2003).
The biggest benefit of using IT in HRM to organizations is the freeing of HR staff
from intermediary roles, thus enabling them to concentrate on strategic planning in
human resource organization and development (Caudron, 2003). Caudron (2003) has also
observed that IT can automate other routine tasks such as payroll processing, benefits
administration, and transactional activities, so that HR professionals are free to focus on
more strategic matters such as boosting productivity.
A research paper by a Cincinnati, Ohio-based HRIS consulting firm, Insight
Consulting Partners (ICP) (2003), notes that enterprise applications tend to push
organizations toward more centralized and integrated HR and IT infrastructures. Thus,
HRIS can support long-term planning with information for labor force planning as well
34
as supply and demand forecasts, staffing with information on equal employment,
separations and applicant qualifications, and development with information on training
programme costs and trainee work performance. It can also support compensation
programs, salary forecasts, pay budgets, labor/employee relations with information on
contract negotiations, and employee assistance needs (Kovach & Cathcart, 1999).
Doran, a consultant with more than 25 years of experience, insists that behind
every successful HRIS implementation there is a thorough need analysis. Further,
literature suggests that success in the implementation phase relies on the ability of
managers to manage change (McDonagh, 2001). Another organizational challenge is the
creation of performance metrics to assess the value-added contribution of new HRIS
initiatives (Hagood & Friedman, 2002). An extensive body of literature exists on the
usage, adoption, and implementation of IT. However, most of the existing studies have
focused on the use of IT in general (Seyal, Rahim & Rahman, 2010).
Generally, many studies have been carried out on various applications of HRIS
(De Alwis, 2020; Ball, 2001; CedarCrestone, 2006; Saharan & Jafri, 2012). A study in
Taiwan found that HRIS is most extensively utilized at the EDP level, followed by the
MIS and DSS levels (Lin, 2017). Kinnie and Arthurs (2016) in their survey on UK
companies revealed that the most frequent uses of HRIS were in operational areas of
employee records (72%), payroll (66%), pensions (57%) and employment contract
administration (48%).
Another study found that employee record-keeping (96.8%), payroll (90.5%) and
benefits management (57.1%) were the most common HRIS applications (Teo, et al.,
2001). Ball (2001) in a survey in UK found that current employee details and
organizational salary details were the most frequently applied areas. Later, Ngai and Wat
(2016) found that in Hong Kong companies the two major applications of HRIS are
providing general information (86.4 %) and payroll services (84.7%). Recruitment and
selection (11.1%) and succession planning (7.9%) were least used HRIS applications
(Teo et al., 2001). Ngai and Wat (2016) also showed that corporate communication
35
(20%) and recruitment and selection (26.9% and 19.1%, respectively) were least used
HRIS applications. These studies show that HRIS is more commonly used for
administrative purposes like employee record-keeping and payroll rather than for
strategic purposes (Groe, et al., 2016; Kovach & Cathcart, 1999).
However, many studies have shown that companies have started using
sophisticated HRIS like training and development, performance management,
compensation management and corporate communication (De Alwis, 2020;
CedarCrestone, 2006; Saharan and Jafri, 2012). CedarCrestone (2006) in HCM Surveys
on US companies broadened the scope of HRIS applications. Administrative HRIS was
still the most popular application (62%), companies reported an increasing use of
strategic applications i.e. talent acquisition services (61%), performance management
(52%), or compensation management (49%) (CedarCrestone, 2006). De Alwis (2020) in
his study on Sri Lankan industry shows that the most commonly used modules in HR
department are training and development, recruitment and selection and performance
appraisal and are being utilized by all the companies. Recent study on Indian companies
also found that HR professional had major applications of HRIS as recruitment and
selection (67.2% and 71.9%, respectively), pay roll service (67.2%), providing general
information (67.2%), compensation (67.2%), performance appraisal (62.5%) and job
analysis and design (62.5%) (Saharan & Jafri, 2012). Also, HRIS was quite in use in
corporate communication (48.2%) (Saharan and Jafri, 2012). The most popular future
applications of HRIS had been predicted as training and development (72.5%), career
development (60.8%) and performance appraisal/management (58.8%) (Teo et al., 2001).
Generally, empirical studies and the theory on how IT influences organizations is
still underdeveloped (Wang, 2019). One area receiving little attention in the research on
successful IT use is HRM practice (Othman & Teh, 2003). In particular, there are three
new areas of development which need more empirical research and application: the
information technology innovation and e-HR developmental approaches, the globally

36
 distributed engineering and international technology entrepreneurship, professional
service, and customer relations management modeling (Wang, 2017).
This is further supported by Shrivastava and Shaw’s (2013) observations that,
despite evidence of increasing use of HR related technology by individual firms, there
has been little theory development in this area. Similar observations demonstrate that the
existing literature has paid little attention to assessing the impact of IT on HRM in
various organizations in different sectors in a systematic way. Studies conducted by
Elliott and Tevavichulada (1999) and Currie (1996) represent some progress in this
direction. They have indicated that the sector in which the organization operates is
significant in terms of influencing the structure of IT activities. Some authors have also
attempted to identify differences of the role of IT between services and process oriented
industries, and found significant differences (Premkumer, 1992).
Most of the existing studies were conducted in Western Europe and in the United
States, and their result may not be applicable to the other parts of the world due to social
and economic differences (Bankole, 2011; Seyal, et al, 2000). Comparatively, very little
has been researched in this field in the developing countries.
2.5 Summary of Literature
The literature on the perceived influence of automation on human resource
management function in the telecommunication that this study had reviewed in this
chapter has expanded considerably over the last two decades. This may partly reflect that
both HRM and automation have been expanding fields in this period. It arguably also
reflects trends in the business or telecommunication world that prompt the emerging
integration of Human Resource Management and automation research. As organizations
increasingly adopt automation and engage with external sources. It is a known fact this
innovation in HRM needs to bring new group of employees into business. This calls for
dedicated training, new performance indicators, new rewards, new ways of
communicating with and between employees and so on, in short, it calls for an active
HRM effort.
37
 Also, the review of related literature reveals that organizations may open up the
innovation (i.e. automation process) internally, namely by increasingly sourcing ideas
and knowledge from organizational members. Such initiatives are also likely to call for
new Human Resource Management initiatives. Nonetheless, much of the discussion in
this review involved the emerging research stream in the intersection of Human Resource
Management and automation research represents a new, more fine-grained approach to
the understanding of the organizational antecedents of innovation performance. However,
the review of literature, as shown in this chapter is rather recent undertaking and one that
represents several research gaps.

38
 CHAPTER THREE
METHODOLOGY
3.1 Preamble
This chapter of the research study would deal with the following; research design,
population, area of study, sample and sampling techniques, method of data collection,
validation, reliability and analysis of data.
3.2 Research Design
The researcher would make use of descriptive (survey) research design in carrying out
this study. This is a type that gives a vivid description of a situation and events. A survey
research therefore according to Asika (2012) focuses on populations or the universe. Data
are collected from the population for intensive study and analysis. More often than not,
the research student finds that he cannot possibly study all the subjects or items in the
population. Hence, the survey researcher selects a sample from or a subset of, the
population using certain sampling technique.
3.3 Study Area
The study will be conducted in Lagos State. Lagos State is located in the South-western
geopolitical zone of Nigeria. On the North and East it is bounded by Ogun State. In the
West it shares boundaries with the Republic of Benin. Behind its southern borders lies the
Atlantic Ocean. 22% of its 3,577 km2 are lagoons and creeks. The actual population total
is disputed between the official Nigerian Census of 2006, and a much higher figure
claimed by the Lagos State Government, hence the National Population Commission,
2006 claimed that Lagos had 9, 013, 534.
Lagos State is basically a Yoruba-speaking state; it is a socio-cultural melting pot
attracting both Nigerians and foreigners alike. Indigenous inhabitants include the Aworis
and Eguns in Ikeja and Badagry Divisions respectively, with the Eguns being found
mainly in Badagry. There is also an admixture of other pioneer settlers collectively
known as the Ekos. The indigenes of Ikorodu and Epe Divisions are mainly the Ijebus
with pockets of Eko-Awori settlers along the coastland and riverine areas.
39
 The smallest in area of Nigeria’s 36 States and arguably the most economically
important State of the country (Odewunmi, 2014). Lagos State is the economic nerve
centre of Nigeria. It would be the fifth largest economy in Africa if it were a country.
Therefore, this has necessitated the need to select MTN Nigeria Communications Limited
as case study.
3.4 Population of the Study
The population of the study is a census of all employees at MTN Nigeria
Communications Limited that has knowledge of the phenomenon being studied. The
population size covers all staff and members of MTN Nigeria Communications Limited
at its head office in Churchgate Towers (5 th and 7th floors), Plot PC. 30, Afribank Street,
Victoria Island, Lagos. The population of MTN Nigeria Communications Limited is put
at two thousand and ten (2,010).
3.5 Sample and Sampling Techniques
The sample for this study is proposed to be two hundred (200) comprising staff and
members of MTN Nigeria Communications Limited in three categories; (that is, top,
middle and lower level management).
This study would employ the use of purposive and simple random sampling
methods. This would enable the researcher to pick at random without subjective measure
and it also gives room for positive conclusion. The simple random technique is adopted
in order to give every member of the population an equal and independent chance of
being selected while purposive sampling technique is adopted as a result familiarity and
frequent visits to the study area.
3.6 Instrument for Data Collection
A structured questionnaire of thirty-one (31) items on perceived influence of automation
on human resource management function in the telecommunication sector will be
developed by the researcher from the literature review. The instrument will be designed
on a five (5) Likert Scale (Strongly Agree (SA) = 5, Agree (A) = 4, Undecided (UND) =
3, Disagree (D) = 2 and Strongly Disagree (SD) = 1. The instrument will consist of
40
 sections ‘A’ to ‘C’. Section A will contain bio-data section which consists of questions
based on the personal characteristics of the respondents while Section B will seek
information on automation and human resource management function in the
telecommunication sector. The last section will be an open-ended question, requesting the
other relevant and useful information on the subject matter.
3.7 Validation of Instrument
The instrument would be face-validated and content-validated by two experts from the
MTN Nigeria Communications Limited. By so doing, the validators would be asked to
check the items for face, content, clarity, relevance, correctness and appropriateness of
the identified skills. The validators’ inputs will be of help to restructure the instrument if
need be.
The instrument would be subsequently presented to the project supervisor who
will make final amends and approval for distribution.
3.8 Reliability of the Instrument
The reliability of the instrument would be established using Cronbach Alpha Reliability
Test. A pilot test of ten per cent of the population (i.e. 20) staff and members of MTN
Nigeria Communications Limited would be drawn from Airtel Nigeria which is outside
the study area. This method would be adopted because it will ascertain the internal
consistency of the instrument. Pearson Product Moment Correlation would be applied
and reliability co-efficient would be obtained for the instrument.
3.9 Method of Data Collection
The instrument for data collection will be administered to the respondents by the
researcher with the help of two research assistants. The research assistants will be
instructed on how to administer and retrieve the instruments from the respondents with
courtesy. The researcher and the research assistants will cover respondents from all
departmental units of MTN Nigeria Communications Limited.

41
3.10 Method of Data Analysis
Copies of questionnaires retrieved would be scrutinized, sorted and analyzed with the aid
of simple percentages and frequency counts to answer each of the three research
questions, while null hypotheses will be analyzed with the aid of Analysis of Variance
(ANOVA) at 0.0 level of significance. This is done using Statistical Package for the
Social Sciences (SPSS).
3.11 Decision Rule
The decision rules will be that any p-value less than 0.05 will be regarded as having
significant difference, the null hypothesis will be rejected and any P-value greater than
0.05 will be regarded as not significant, hence the null hypothesis will be accepted.

42
 CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION OF RESULTS
4.1 Preamble
This chapter is designed for a comprehensive presentation, analysis and
interpretation of results that was collected in the course of field investigations. The data is
presented in tabular forms using frequency counts and simple percentages with tables.
The research questions and hypotheses were tested using the Statistical Package for the
Social Sciences. Section 4.2 below focused on the demographic profile of the
respondents, and centred on pictorial representation of their responses to general
questions while the second section is focused on the test of research hypotheses.
4.2 Respondents’ Characteristics and Classification
The analysis of the data collected is done through the subsequent analysis of the
data using SPSS statistics 23.0.
SECTION A
Table 1: Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 104 104 52.0 52.0
female 96 96 48.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
This table shows that the percentage of male is 52.0% while that of the females is
48.0%. It indicates that more male gender responded to questionnaires than female.

Table 2: Age group

Cumulative
Frequency Percent Valid Percent Percent
Valid below 20years 40 40 20.0 20.0
20-29years 124 124 62.0 82.0
30-39years 28 28 14.0 96.0
40 years and above 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
43
 The table shows that 20.0% of the population is below 20 years, 62.0% is between
the ages of 20-29 years, 14.0% is between the ages of 30-39 years, and 40 years and
above is 4.0%. This proves that majority of the sample frame is between 20-29 years.

Table 3: Educational Qualification

Cumulative
Frequency Percent Valid Percent Percent
Valid WASSCE/GCE 7 7 3.5 3.5
OND/DIP./NCE 17 17 8.5 12.0
B.Sc/B.ED/HND 64 64 32.0 44.0
Postgraduate 112 112 56.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The table shows that the SSCE/GCE/O’LEVEL holders are 3.5%, OND/NCE
holders are 8.5%, while B.Sc/B.ED/HND holders are 32.0%. The highest frequency with
56.0 % is postgraduate certificate holders. This indicates that there are more postgraduate
certificate holders amongst the MTN staff and members. Nevertheless, all respondents
were educated to varying degrees as shown above.

Table 4: Level of Management

Cumulative
Frequency Percent Valid Percent Percent
Valid top management 40 40 20.0 20.0
middle management 104 104 52.0 72.0
lower management 56 56 28.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The table shows that 20.0% of the populations are top level staff, 52.0% are
middle level staff while 28.0% represents lower level staff. This proves that majority of
the sample frame are middle level staff. And these are believed to contribute to the
success of the company with their status and wealth of experience.

44
 Table 5: Length of Service

Frequency Percent Valid Percent Cumulative Percent

Valid 0-5years 120 120 60.0 60.0
6-10years 52 52 26.0 86.0
11-15years 16 16 8.0 94.0
16 yrs above 12 12 6.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The table show that people with 0-5 years’ experience are 60.0%, 6-10 years’
experience are 26.0%, 11-15 years’ experience are 8.0%, while 16-20 years are 6.0%. It
implies that more staff and members with 0-5 years’ work experience personnel attended
more to the questionnaire. This proves that all respondents had acquired experience over the
years.

Table 6: Marital Status

Frequency Percent Valid Percent Cumulative Percent
Valid Single 76 76 38.0 38.0
Married 124 124 62.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The table shows that the singles are 38.0%, while married are 62.0%. This
indicates that more singles staff attended to the questionnaire. The result of the above
description shows that majority of respondents were married and responsible as shown in
the table above.
4.3 Presentation and Analysis of Data According to Research Questions
Table 7
Question 1: Electronic human resources help in optimizing existing task procedures towards
improved productivity.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 136 136 68.0 68.0
Agree 60 60.0 30.0 98.0
Undecided 4 4.0 2.0 100.0
Total 200 200.0 100.0
Source: Field Survey, February, 2023.

45
 The analysis shows that 98 per cent strongly agree is the highest percentage while
the remaining 2 per cent. This means the respondent strongly agreed with the statement
that electronic human resources help in optimizing existing task procedures towards
improved productivity.

Table 8
Question 2: Electronic human resource is used to describe the application of computer to
work activities in the telecommunication industry.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 56 56 28.0 28.0
Agree 112 112 56.0 84.0
Undecided 16 16 8.0 92.0
Disagree 16 16 8.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 84 per cent of the total population strongly agreed that
electronic human resource is used to describe the application of computer to work
activities in the telecommunication industry, while 8.0 per cent disagreed to the notion.
Another 8.0 per cent was undecided. This shows that electronic human resource is used to
describe the application of computer to work activities in the telecommunication industry.
Table 9
Question 3: Human resource manager manages automation to enhance productivity.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 128 128 74.0 74.0
Agree 44 44 22.0 96.0
Undecided 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 96.0 per cent strongly agreed is the highest percentage
while the remaining 4.0. This means the respondent strongly agreed with the statement
that human resource manager manages automation to enhance productivity.

46
Table 10
Question 4: Automation on human resource management functions improves performance
in the telecommunication industry
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 40 40 20.0 20.0
Agree 124 124 62.0 82.0
Undecided 20 20 10.0 92.0
Disagree 12 12 6.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 82 per cent of the entire population strongly agreed that
automation on human resource management functions improves performance in the
telecommunication industry; while 8.0 per cent totally disagreed to the notion. The
remaining 10.0 are undecided. The inference drawn shows that automation on human
resource management functions improves performance in the telecommunication
industry.
Table 11
Question 5: Electronic human resource management aid employment opportunities in the
telecommunication industry.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 112 112 56.0 56.0
Agree 56 56 28.0 84.0
Undecided 20 20 10.0 94.0
Disagree 12 12 6.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
From table 11 above, 84 per cent had the highest frequency which supports the
notion that electronic human resource management aid employment opportunities in the
telecommunication industry, while the minority with 6 per cent disagreed to the notion.
The table also recorded the remaining10.0 per cent of respondents that could not support
any notion. The table further shows that the electronic human resource management aid
employment opportunities in the telecommunication industry.

47
Table 12
Question 6: Modern information technology helps to solve problems of low productivity,
particularly in the telecommunication industry.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 36 36 18.0 18.0
Agree 60 60 30.0 48.0
Undecided 64 64 32.0 80.0
Disagree 36 36 18.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
From the above table, 48.0 per cent strongly agreed to the notion which means
that modern information technology helps to solve problems of low productivity,
particularly in the telecommunication industry while 32.0 per cent are undecided is the
highest percentage. Another 20 per cent strongly disagreed to the notion. However, this
means the respondent affirmed that modern information technology helps to solve
problems of low productivity, particularly in the telecommunication industry.
Table 13
Question 7: The use of automation in HR is advantageous in the telecommunication
activities.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 52 52 26.0 26.0
Agree 44 44 22.0 48.0
Undecided 28 28 14.0 62.0
Disagree 28 28 14.0 76.0
strongly disagree 28 28 24.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The table above shows that the use of automation in HR is advantageous in the
telecommunication activities. This is evident as 48.0 agreed to this notion. 14.0 per cent
attest to this notion. Another 38.0 per cent however disagreed that the use of automation
in HR is advantageous in the telecommunication activities. This proves that the use of
automation in HR is advantageous in the telecommunication activities.

48
Table 14
Question 8: Electronic human resource management involves the activities to attract,
develop and retain employees.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 64 64 32.0 32.0
Agree 92 92 46.0 78.0
Undecided 32 32 16.0 94.0
Disagree 8 8 4.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.

The analysis shows that 78.0 per cent strongly agreed that electronic human
resource management involves the activities to attract, develop and retain employees
while16.0 per cent are undecided. The remaining 6.0 per cent however disagreed to the
notion. This shows that electronic human resource management involves the activities to
attract, develop and retain employees.

Table 15
Question 9: Employees are favourably disposed towards new technologies in the
telecommunication sector.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 88 88 44.0 44.0
Agree 60 60 30.0 74.0
Undecided 20 20 10.0 84.0
Disagree 32 32 16.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.

The analysis shows that 74.0 per cent strongly agreed that employees are
favourably disposed towards new technologies in the telecommunication sector. 10.0 per
cent are undecided while 16.0 per cent disagreed to the notion. This shows that
employees are favourably disposed towards new technologies in the telecommunication
sector.

49
Table 16
Question 10: There is effective impact of automation on workers’ performance in the
telecommunication sector.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 76 76 38.0 38.0
Agree 76 76 38.0 76.0
Undecided 24 24 12.0 88.0
Disagree 16 16 8.0 96.0
strongly disagree 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 76.0 per cent strongly agreed that there is effective
impact of automation on workers’ performance in the telecommunication sector. In the
same vein, 12.0 per cent are undecided while 12.0 per cent are undecided while the
remaining 12.0 per cent. This shows that there is effective impact of automation on
workers’ performance in the telecommunication sector.

Table 17
Question 11: Human resource personnel are always involved in the implementation of
automation in the workplace.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 108 108 54.0 54.0
Agree 56 56 28.0 82.0
Undecided 20 20 10.0 92.0
Disagree 12 12 6.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that strongly agreed that 82.0 per cent strongly agreed that
human resource personnel are always involved in the implementation of automation in
the workplace. 10.0 per cent of the total population are undecided while 8.0 per cent
disagreed to the notion. This shows that human resource personnel are always involved in
the implementation of automation in the workplace.

50
Table 18
Question 12: There is significant relationship between human resource and possession of
skills in automation.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 12 6.0 6.0 6.0
Agree 28 14.0 14.0 20.0
Undecided 60 30.0 30.0 50.0
Disagree 52 26.0 26.0 76.0
strongly disagree 48 24.0 24.0 100.0
Total 200 100.0 100.0
Source: Field Survey, February, 2023.

Majority of the total population 76.0 per cent disagreed to the notion that there is
significant relationship between human resource and possession of skills in automation.
The analysis shows that undecided is the highest percentage (i.e. 30.0 per cent). This
means the respondent submits that there is significant relationship between human
resource and possession of skills in automation.

Table 19
Question 13: For individuals within the telecommunication sector technological innovation
becomes major task and the main road to upward movement.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 68 68 34.0 34.0
Agree 44 44 22.0 56.0
Undecided 40 40 20.0 76.0
Disagree 40 40 20.0 96.0
strongly disagree 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.

A total of 56 per cent strongly agreed to the notion while 20 per cent are
undecided and the remaining 24 per cent disagreed to the notion. However, results
showed that for individuals within the telecommunication sector technological innovation
becomes major task and the main road to upward movement.

51
Table 20
Question 14: Automation in human resource management ensures that employees are
aware of personnel policies which determine their strength.
Cumulative
Frequency Percent Valid Percent Percent
Valid strongly agree 66 66.0 66.0 66.0
Agree 24 24.0 24.0 90.0
undecided 8 8.0 8.0 98.0
Disagree 2 2.0 2.0 100.0
Total 100 100.0 100.0
Source: Field Survey, February, 2023.
The analysis shows that 90.0 per cent strongly agreed are the highest percentage.

This means the respondent strongly agreed with the statement that automation in human

resource management ensures that employees are aware of personnel policies which

determine their strength. 8.0 per cent are undecided while the remaining 2.0 disagreed to

the notion. This shows that automation in human resource management ensures that

employees are aware of personnel policies which determine their strength.

Table 21
Question 15: The backbone of automation is a LAN (Local Area Network), which allows
users to transmit data, mail and even voice across the network.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 56 56 28.0 28.0
Agree 112 112 56.0 84.0
Undecided 16 16 8.0 92.0
Disagree 16 16 8.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
From the table above, it can be seen that 84.0 per cent strongly agreed that the
backbone of automation is a LAN (Local Area Network), which allows users to transmit
data, mail and even voice across the network while 8.0 per cent are undecided and
another 8.0 per cent disagreed to the notion. This means that the backbone of automation

52
 is a LAN (Local Area Network), which allows users to transmit data, mail and even voice
across the network.
Table 22
Question 16: Managers’ jobs involve getting information together from many sources in
order to make decisions on a variety of supporting activities.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 40 40 20.0 20.0
Agree 124 124 62.0 82.0
Undecided 20 20 10.0 92.0
Disagree 12 12 6.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that respondents who agreed to the notion are 82.0 per cent
while 10.0 per cent are undecided and the remaining 8.0 per cent totally disagreed to the
notion that managers’ jobs involve getting information together from many sources in
order to make decisions on a variety of supporting activities. This shows that managers’
jobs involve getting information together from many sources in order to make decisions
on a variety of supporting activities.
Table 23
Question 17: All human resources management functions including planning, staffing,
appraising, compensating etc fall into the category Local Area Network (LAN).
Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 128 128 74.0 74.0

Agree 44 44 22.0 96.0

Undecided 8 8 4.0 100.0

Total 200 200 100.0

Source: Field Survey, February, 2023.

The analysis shows that 74.0 per cent strongly agreed that all human resources

management functions including planning, staffing, appraising, compensating etc fall into

the category Local Area Network (LAN) while the remaining 4.0 per cent are undecided.

53
 This shows that all human resources management functions including planning, staffing,

appraising, compensating etc fall into the category Local Area Network (LAN).

Table 24
Question 18: Human resource managers implement automation in HR effectively in the
telecommunication industry.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 64 64 32.0 32.0
Agree 92 92 46.0 78.0
Undecided 32 32 16.0 94.0
Disagree 8 8 4.0 98.0
strongly disagree 4 4 2.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 78.0 per cent agreed is the highest percentage. This
means the respondent agreed with the statement that human resource managers
implement automation in HR effectively in the telecommunication industry. While 6.0
per cent disagreed to the notion. This shows that human resource managers implement
automation in HR effectively in the telecommunication industry.
Table 25
Question 19: The telecommunication industry takes development of technology as a source
of innovative opportunity.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 76 76 38.0 38.0
Agree 76 76 38.0 76.0
Undecided 24 24 12.0 88.0
Disagree 16 16 8.0 96.0
strongly disagree 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 76 per cent agreed is the highest percentage. This means
the respondent agreed with the statement that the telecommunication industry takes
development of technology as a source of innovative opportunity. 12 per cent disagreed

54
 to the notion while the remaining 12.0 per cent are undecided. This shows that the
telecommunication industry takes development of technology as a source of innovative
opportunity.

Table 26
Question 20: Most telecommunication activities are carried out with out-dated
technological components.
Frequency Percent Valid Percent Cumulative Percent
Valid strongly agree 68 68 34.0 34.0
Agree 44 44 22.0 56.0
Undecided 40 40 20.0 76.0
Disagree 40 40 20.0 96.0
strongly disagree 8 8 4.0 100.0
Total 200 200 100.0
Source: Field Survey, February, 2023.
The analysis shows that 56 per cent strongly agreed is the highest percentage.
This means the respondent strongly agreed with the statement that most
telecommunication activities are carried out with out-dated technological components.
The remaining 20 per cent were recorded. This shows that most telecommunication
activities are carried out with out-dated technological components.
4.4 Test of Hypotheses
Having given a careful analysis of the response to the questions, it is necessary to
test hypotheses that were generated for this study to know their relevance to the study.
Since, hypotheses are statements or assumption about a population parameter and such a
statement is yet to be subjected to a test.
Therefore, research questions are based on researcher(s) experience and previous
knowledge of the subject being investigated, these ideas are believed to be true, but the
result of the researcher(s) may prove to be otherwise. As a result of this, the need arises
for research questions to be tested.
The purpose of testing research questions is to aid the researcher(s) in reaching a
decision about a population by examining the data contained as a sample from the

55
 population. Therefore, hypotheses are regarded as a guide for the research(s) in the
process of finding solution to certain problems.
Hypothesis One
H0: There is no significant relationship between use of automation and level of

Human Resource functions.

Table 4.3.1 Model Summary

Change Statistics
Adjusted R Std. Error of the R Square F Sig. F
Model R R Square Square Estimate Change Change df1 df2 Change
1 .875a .765 .763 .602 .765 319.883 1 98 .000
a. Predictors: (Constant), USE OF AUTOMATION

From the model summary table, the value of R is 0.875 which is the correlation
between observed and predicted values of the dependent variable (use of automation and
level of human resource functions), the coefficient of determination (R-squared) value of
0.765 shows that the explanatory variable (use of automation) accounted for over 76.5%
of the effectiveness and perceived influence of automation on human resource
management functions in the telecommunication. Also, a brief look at the adjusted R-
squared value of 0.763 indicates that after removing the effect of insignificant regressors
(explanatory variable), about 76.3% variation in level of human resource functions is still
accounted for by the independence variable (use of automation). Concerning the Standard
Error of the Estimate whose value is 0.602 is the root mean squared error.

Coefficientsa
Standardized 95.0% Confidence
Unstandardized Coefficients Coefficients Interval for B
Lower Upper
Model B Std. Error Beta T Sig. Bound Bound
1 (Constant) -1.430 .289 -4.944 .000 -2.004 -.856
USE OF 1.252 .070 .875 17.885 .000 1.113 1.391
AUTOMATION
a. Dependent Variable: LEVEL OF HUMAN RESOURCE FUNCTIONS

56
 The constant is the Y intercept, the height of the regression line when it crosses
the Y axis. In other words, this is the predicted value of level of human resource
functions when all other variables are 0.
Considering the B; these are the values for the regression equation for predicting the
dependent variable (level of human resource functions) from the independent variable
(use of automation). The regression equation is presented thus:
Level of human resource functions =-1.430 + 1.252 use of automation.
Std. Errors are the standard errors associated with the coefficients are 0.289 and
0.070 respectively.
Lastly, the result also shows that there is significant relationship between use of
automation and level of human resource functions in the telecommunication sector
because of 0.000 level of significance.

57
ANOVAb

Sum of Mean
Model Squares Df Square F Sig.
1Regression 115.825 1 115.825 319.883 .000a

Residual 35.485 98 .362

Total 151.310 99

a. Predictors: (Constant), USE OF AUTOMATION

b. Dependent Variable: LEVEL OF HUMAN RESOURCE FUNCTION
DECISION RULE:
Accept H0, if FC< Ft
Reject otherwise and accept H1.
From the regression result, the value of our calculated F-statistic is 319.883.
Thus;
FC = 319.883
Df = (K-1); (N-K)
Where K =2, number of parameter; and
N= 99, number of observation.
df = 1;98
Ft 0.95(1; 98) =3.964.
DECISION: Since, Fc (319.883) > Ft(3.964.) at 5% level of significance, we reject the
null hypothesis (H0) and conclude that there is significant relationship between use of
automation and level of human resource functions

Hypothesis Two
H0: There is no significant relationship between automation in Human Resource
Management (HRM) and employee’s strengths and weaknesses.

Change Statistics
Std. Error Sig. F
Mod R Adjusted R of the R Square F Chang
el R Square Square Estimate Change Change df1 df2 e
1 .870a .757 .755 .578 .757 305.649 1 98
.000

a. Predictors: (Constant), AUTOMATION IN HUMAN RESOURCE MANAGEMENT

58
 From the model summary table, the value of R is 0.870 which is the correlation between observed and predicted values of the dependent
variable (employee’s strengths and weaknesses), the coefficient of determination (R-squared) value of 0.757 shows that the explanatory variable
(automation in human resource management) accounted for over 75.7% of automation in human resource management while the remaining 24.3%
variation in employee’s strengths and weaknesses is explained by other exogenous variables that are excluded in the model. Also, a brief look at the
adjusted R-squared value of 0.755 indicates that after removing the effect of insignificant regressors (explanatory variable), about 75.5% variation in
employee’s strengths and weaknesses is still accounted for by the independence variable (automation in human resource management). Concerning the
Standard Error of the Estimate whose value is 0.578 is the root mean squared error.

a
Coefficients
Unstandardized Standardized 95.0% Confidence Interval
Coefficients Coefficients for B
Model B Std. Error Beta T Sig. Lower Bound Upper Bound
1 (Constant) -1.199 .278 -4.318 .000 -1.750 -.648
AUTOMATION IN 1.176 .067 .870 17.483 .000 1.042 1.309
HUMAN RESOURCE
MANAGEMENT
a. Dependent Variable: EMPLOYEEE’S STRENGTHS AND WEAKNESSES
The constant is the Y intercept, the height of the regression line when it crosses
the Y axis. In other words, this is the predicted value of employee’s strengths and
weaknesses when all other variables are 0.
Considering the B; these are the values for the regression equation for predicting the
dependent variable (employee’s strengths and weaknesses) from the independent variable
(automation in human resource management). The regression equation is presented thus:
Employee’s strengths and weaknesses = -1.199 + 1.176 autonomy in human
resource management.
Std. Error is the standard errors associated with the coefficients and are 0.278 and
0.067 respectively.
Lastly, the result shows that there is a significant relationship between automation
in human resource management and employee’s strengths and weaknesses, due to the fact
that the level of significant relationship is very strong at 0.000 level of significance.

59
ANOVAb

Sum of
Model Squares Df Mean Square F Sig.

1Regression 102.035 1 102.035 305.649 .000a

Residual 32.715 98 .334

Total 134.750 99

a. Predictors: (Constant), AUTOMATION IN HUMAN RESOURCE MANAGEMENT

b. Dependent Variable: EMPLOYEE’S STRENGTHS AND WEAKNESSES

DECISION RULE:
Accept H0, if Fc< Ft
Reject otherwise and accept H1.
From the regression result, the value of our calculated F-statistic is 305.649.
Thus;
Fc = 305.649.
df = (K-1);(N-K)
Where K= 2, number of parameters; and
N= 99, number of observation.
df = 1;98
Ft 0.95(1;98) =3.964.
DECISION RULE: Since, Fc(305.649) >Ft (3.964.) at 5% level of significance, we
reject the null hypothesis (H0) and conclude that there is significant relationship between
automation in human resource management and employee’s strengths and weaknesses.

Hypothesis Three

H0: There is no significant relationship between employees and line

managers/supervisors and automation in human resources.

60
Table 4.3.3 Model Summary
Change Statistics
R
Adjusted R Std. Error of the Square Sig. F
Model R R Square Square Estimate Change F Change df1 df2 Change
1 .9 .894 .893 .381 .894 828.487 1 98 .000
4
6a
a. Predictors: (Constant), EMPLOYEES AND LINE MANAGERS/SUPERVISORS

From the model summary table, the value of R is 0.946 which is the correlation
between observed and predicted values of the dependent variable (automation in human
resources), the coefficient of determination (R-squared) value of 0.894 shows that the
explanatory variable (employees and line managers/supervisors) accounted for over
89.4% of employees and line managers/supervisors, while the remaining 10.6% variation
in automation in human resources is explained by other exogenous variables that are
excluded in the model. Also, a brief look at the adjusted R-squared value of 0.893
indicates that after removing the effect of insignificant regressors (explanatory variable),
about 89.3% variation in employees and line managers/supervisors is still accounted for
by the independence variable (automation in human resources). Concerning the Standard
Error of the Estimate whose value is 0.381 is the root mean squared error.

61
Coefficientsa

Unstandardized Standardized 95.0% Confidence Interval

Coefficients Coefficients for B
Lower
Model B Std. Error Beta t Sig. Bound Upper Bound
1 (Constant) .487 .113 4.313 .000 .263 .712
EMPLOYEES AND .911 .032 .946 28.783 .000 .849 .974
LINE
MANAGERS/SUPER
VISORS
a. Dependent Variable: EMPLOYEES AND LINE MANAGERS/SUPERVISORS

The constant is the Y intercept, the height of the regression line when it crosses the
Y axis. In other words, this is the predicted value of automation in human resources
when all other variables are 0.
Considering the B; these are the values for the regression equation for predicting the
dependent variable (automation in human resources) from the independent variable
(employees and line managers/supervisors). The regression equation is presented thus:
Automation in human resources = 0.487 + 0.911 employees and line
managers/supervisors. Std. Error is the standard errors associated with the coefficients
and are 0.113 and 0.032 respectively.
Lastly, the result above shows and indicates that there is a significant relationship
between employees and line managers/supervisors and automation in human resources.
ANOVAb
Sum of
Model Squares Df Mean Square F Sig.
1 Regressio 120.497 1 120.497 828.487 .000a
n
Residual 14.253 98 .145
Total 134.750 99
a. Predictors: (Constant), EMPLOYEES AND LINE MANAGERS/SUPERVISORS
b. Dependent Variable: AUTOMATION IN HUMAN RESOURCES

62
 DECISION RULE:
Accept H0, if Fc< Ft
Reject otherwise and accept H1.
From the regression result, the value of our calculated F-statistic is 828.487
Thus;
Fc = 828.487
df = (K-1);(N-K)
Where K= 2, number of parameters; and
N= 99, number of observation
df = 1;98
Ft 0.95(1;98) =3.964.
DECISION: Since, Fc(828.487) > Ft(3.964.) at 5% level of significance, we reject the
null hypothesis (H0) and conclude that there is a significant relationship between
employees and line managers/supervisors and automation in human resources.
4.5 Discussion of the Findings
This section discusses what research evidence affirms about the findings obtained.
It became clear in the course of this research review that high-quality; evidence-based
research on the topic: The influence of automation on human resource management
function in the telecommunication, with reference to MTN Communications Nigeria
Limited.
The following findings were made through this study, that there was significant
relationship between use of automation and level of Human Resource functions.
Advances in IT hold the promise of meeting many of the challenges of HRM, such as
attracting, retaining, and motivating employees, meeting the demands for a more strategic
HR function, and managing the “human element” of technological change in the future
(Ashbaugh & Miranda, 2002). HRM could support the efforts of technological
innovation’s to achieve high performance while such innovation; itself could serve as an
approach to enable the HR function to focus more on value-added activities in order to
63
realize the full potential of technology and organizational strategy (Shrivatsava & Shaw,
2003).
According to Kenter (2003), today’s human resources (HR) tasks cover a variety
of activities requiring different skill sets, “from compensation and benefit administration
(highly quantitative) to employee relations (highly qualitative)”. As a consequence, there
are legitimate questions about whether these tasks need to be together on organizational
plans in the light of new realities and technologies. To be considered successful, HR
technology must achieve several goals, described by Walker (2001) as:- Strategic
alignment, which must support the goals of a business by helping users; business
intelligence, which should inspire new insights and learning, by providing users with
relevant information and data, and “efficiency and effectiveness, which must change the
work performed by HR personnel, by dramatically improving their level of service,
allowing more time for work of higher value, and reducing their costs” (Walker, 2001).
Result obtained reveal that there was significant relationship between automation
in Human Resource Management (HRM) and employee’s strengths and weaknesses.
One of the impacts of IT is that it enables the creation of an IT- based workplace, which
leads to what should be a manager’s top priority-namely, strategic competence
management (Othman & The, 2003). Advances in IT hold the promise of meeting many
of the challenges of HRM, such as attracting, retaining, and motivating employees,
meeting the demands for a more strategic HR function, and managing the “human
element” of technological change in the future (Ashbaugh & Miranda, 2002). HRM could
support the efforts of technological innovation’s to achieve high performance while such
innovation; itself could serve as an approach to enable the HR function to focus more on
value-added activities in order to realize the full potential of technology and
organizational strategy (Shrivatsava & Shaw, 2003).
Through the findings, it was discovered that there is no significant relationship
between employees and line managers/supervisors and automation in human resources.
No wonder, why Kuyoro, Okolie and Abel, (2012) submit that recruiters are of course
64
still important in the overall recruitment process because they perform a fundamental role
in articulating information about the job and the hiring organization (Kuyoro, Okolie &
Abel, 2012). That being said, e-Recruitment should help recruiters to take the matching
of employees and employers to the next level (Kuyoro, Okolie & Abel, 2012). For
example, organizations that use corporate career sections can provide applicants with
patently superior information about the organization, its culture, the job and career
perspectives (Stone-Romero & Lukaszewski, 2006).
Modern organizations survive increasing competition and globalization by
adopting the cost and time savings of IT, striving to improve recruiters’ ability to handle
job postings and job applications by minimizing paperwork and automating key
recruiting activities (Furtmueller, Wilderom & Van-Dick, 2010).

65
 CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.0 Preamble

The main objective of this research was to examine the perceived influenced of

automation on Human Resource Management function in the telecommunication sector,

using MTN Communications Nigeria Limited. Data was collected through questionnaire

distribution and library search. Hence, the summary of the entire study is made in this

chapter. Conclusions and recommendations were also drawn for the study. The various

concepts used were highlighted in order to clarify their meanings as used in the study.

Also, existing and relevant literature were reviewed in chapter two.

More so, the methodological issues of the study were discussed in chapter three.

The data generated in the study through the questions were analysed in chapter four. The

last chapter summarised, concluded and recommended based on the findings.

5.1 Summary of Major Findings

This study examined the topic: The perceived influence of automation on human

resource management functions in the telecommunication. The study area is MTN

Communications Nigeria Limited, wherein we ascertained the various ways with which

automation will aid human resource management function in the telecommunication

sector.

 The analysis shows that 98 per cent strongly agreed to the notion that electronic
human resources help in optimizing existing task procedures towards improved
productivity. In the same vein, 84 per cent of the total population strongly agreed
that electronic human resource is used to describe the application of computer to
work activities in the telecommunication industry, while 8.0 per cent disagreed to
the notion. Another 8.0 per cent was undecided. This shows that electronic human
resource is used to describe the application of computer to work activities in the
telecommunication industry.

66
 Findings have it that 96.0 per cent strongly agreed to the notion that human
resource manager manages automation to enhance productivity and that
automation on human resource management functions improves performance in
the telecommunication industry, while another 84 per cent had the highest
frequency which supports the notion that electronic human resource management
aid employment opportunities in the telecommunication industry.

 Results obtained shows that 48.0 per cent, as the highest percentage strongly
agreed to the notion which means that modern information technology helps to
solve problems of low productivity, particularly in the telecommunication
industry. This is evident as another greater percentage affirmed that the use of
automation in HR is advantageous in the telecommunication activities. This
proves that the use of automation in HR is advantageous in the telecommunication
activities.

 Findings showed that 78.0 per cent strongly agreed that electronic human resource
management involves the activities to attract, develop and retain employees and
another 74.0 per cent strongly agreed that employees are favourably disposed
towards new technologies in the telecommunication sector. This is supported with
highest percentage of respondents which submits that there was effective impact
of automation on workers’ performance in the telecommunication sector.

 Whether human resource personnel are always involved in the implementation of

automation in the workplace, 82.0 per cent was evident and this shows that human
resource personnel are always involved in the implementation of automation in
the workplace. However, majority of the total population (i.e. 76.0%) disagreed to
the notion that there is significant relationship between human resource and
possession of skills in automation. This means the respondent submits that there is
no significant relationship between human resource and possession of skills in
automation, meaning.

67
  Also, results showed that for individuals within the telecommunication sector
technological innovation becomes major task and the main road to upward
movement. In another findings, 90.0 per cent of the total respondents strongly
agreed with the statement that automation in human resource management ensures
that employees are aware of personnel policies which determine their strength. 8.0
per cent are undecided while the remaining 2.0 disagreed to the notion.

 Findings revealed that 84.0 per cent strongly agreed that the backbone of
automation is a LAN (Local Area Network), which allows users to transmit data,
mail and even voice across the network. In the same vein, 82.0 per cent agreed
that managers’ jobs involve getting information together from many sources in
order to make decisions on a variety of supporting activities.

 Results obtained shows that 74.0 per cent strongly agreed that all human
resources management functions including planning, staffing, appraising,
compensating etc fall into the category Local Area Network (LAN) while 78.0 per
cent agreed that human resource managers implement automation in HR
effectively in the telecommunication industry.

 Through the findings, it was discovered that 76 per cent agreed of the total
population affirmed that the telecommunication industry takes development of
technology as a source of innovative opportunity. This means the respondent
strongly agreed with the statement that most telecommunication activities are
carried out with out-dated technological components.
5.2 Conclusion

Based on the results and findings of the study, the following conclusions were

drawn:

This study has been able to examine the perceived influence of automation on
human resource management function in the telecommunication sector.

68
 The study however suggests that automation in human resource management is
considered to be one of the most important elements that affect the activities of human
resource department. This was supported by the main hypothesis of this study of having a
significant relationship between use of automation and level of human resource functions.
However, it was found that some of the dimensions that represent automation in HRM
have a relationship with HRM functionalities and some do not have. It was found that
automation in Human Resource Management (HRM) have no relationship with and
employee’s strengths and weaknesses; whereas, employees and line
managers/supervisors have a relationship with automation in human resources.
Over the last two decades, the workplace has changed in more ways than one
could have ever imagined, resulting from the increase in technology, innovation and
globalization. The next decade will bring even greater change, impacting all facets of the
workplace, including major changes for the Human Resource department and Human
Resource managers. In order to respond to the demands of globalization, HR managers in
Nigeria will require new skills and competencies relating to language and culture,
technology capabilities to facilitate overseas communication, methods to measure and
quantify effectiveness and evaluate strategies and return on investment. Evidently, these
new skills and competencies will result in an emerging new role for HR managers,
requiring them to be strategic business partner, supportive of the overall corporate
strategy.
5.3 Recommendations

Having carefully analysed the central topic in this research work, the following

recommendations were made:

 Electronic human resources should be seen as to help in optimizing existing task

procedures towards improved productivity. That electronic human resource
should be used to describe the application of computer to work activities in the
telecommunication industry.

69
 Human resource manager should effectively manage automation to enhance
productivity and that automation on human resource management functions
should improve performance in the telecommunication industry. In the same vein,
electronic human resource management should aid employment opportunities in
the telecommunication industry.

 Modern information technology should help to solve problems of low

productivity, particularly in the telecommunication industry, and the use of
automation should be seen HR advantage in the telecommunication activities.

 Electronic human resource management should involve the activities to attract,

develop and retain employees and that employees should be favourably disposed
towards new technologies in the telecommunication sector.

 Human resource personnel should always involve in the implementation of

automation in the workplace, while human resource and possession of skills in
automation should be at advantage.

 Technological innovation should be seen to individuals within the

telecommunication sector and this should be a major task and the main road to
upward movement. Also, automation in human resource management should
ensure that employees are aware of personnel policies which determine their
strengths.

 The backbone of automation is a LAN (i.e. Local Area Network), which allows
users to transmit data, mail and even voice across the network. This LAN
advantage should be trained and used by HR personnel and managers’ jobs should
involve getting information together from many sources in order to make
decisions on a variety of supporting activities.

 Managers and corporate affairs managers should make sure that human resources
management functions including planning, staffing, appraising, compensating etc
fall into the category Local Area Network (LAN) while human resource managers

70
 should implement automation in HR effectively in the telecommunication
industry. Also, the telecommunication industry should as a matter of fact take
development of technology as a source of innovative opportunity.
5.4 Implications and Suggestions for Further Studies

This study shows the importance of the perceived influence of automation on

human resource management functions in telecommunication organizations. Generally,
organizations nowadays operate in an environment that is characterized by being
dynamic and of having a hyper competition. In order to face such a tough competition,
organizations should invest in their human resources. The results of this study shows that
telecommunication companies in Nigeria should care more about their human resources
information systems and should benefit more from using it. Telecommunication
companies should make sure that dimensions such as strategic integration, forecasting
and planning, human resources analysis, and communication and integration do play a
significant role within HR departments. Such factors improve the effectiveness of human
resource departments which at the end would have a positive reflection on the
organization as a whole.
The results of this study were derived from the data collected in only MTN
Communications Nigeria Limited. This was because of the fact that most of the
telecommunication companies refused to give access to the researcher to collect data
which is considered to be a limitation of this study; hence, the researcher would have
used more than one telecommunication industry. Consequently, this study suffers of the
generalizability problem which might be overcome if data were collected from more
telecommunication companies. This might also lead to different results. Finally, this
study used only a questionnaire as a quantitative method to collect its data. The results of
this study could be more valid if other qualitative methods (such as interviews) were
used.

71
 The future role of HR professional in Nigeria will change from a less
administrative role to more of a strategic role. HR managers will continually be required
to prove their effectiveness and their existence. They will be expected to understand
international business practices and promote cultural diversity within the organization.
They will need to understand the core business of the organization and become partners
with line managers. They will need to prove that their initiatives and programmes are
result-oriented, providing specific measurable results in terms of business
competitiveness that contribute positively to the bottom-line of the organization. They
will be required to stay current with leading edge as more and more organization is faced
with the demands of globalization and strategic alliances with other organization around
the world.
As shown in this study, HRMs are presented with the challenge of becoming more
effective and productive, and they are accepting this challenging by turning to technology
as a mean to improve their performance; however, technology presents its own
challenges as well. The role technology plays on HRM is most fundamental when used as
part of an organization’s business strategy. There is specific technology designed for
HRM decision-making, however the efficiency of these decisions remains dependent on
the human training and skills. Technology is incorporated on the fibre of our lives
because of its overwhelming presence on e-business, as Internet continues to have an
exponential growth.

72
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 LAFOS STATE UNIVERSITY, OJO
FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF INDUSTRIAL RELATIONS AND
HUMAN RESOURCE MANAGEMENT

QUESTIONNAIRE
Dear respondent,

This questionnaire is to gather information / data in respect to a final year research

project on “The Influence of Automation on Human Resource Management

Function in the Telecommunication Sector” in partial fulfillment of the

requirement for the award of Bachelor of Science (B.Sc) in Industrial Relations

and Personnel Management.

Your response will be highly appreciated and it will assist in meeting the aim of

this research work. I promise that all information about the respondents given will

be kept strictly confidential and used for the promise of the research work only.

BAMGBALA, SUNKANMI
180831026

83
 SECTION A
PERSONAL DATA
Please tick (ü) as appropriate
1. Gender
(a) Male [ ]
(b) Female [ ]
2. Age group
(a) Below 20 years [ ]
(b) 20-29 years [ ]
(c) 30-39 years [ ]
(d) 40 years and above [ ]
3. Educational Qualification
(a) WASSCE/ GCE [ ]
(b) OND/DIPLOMA/NCE [ ]
(c) B.SC, B.ED, HND [ ]
(d) Postgraduate Education [ ]
(e) Others, please specify…………………………………………
4. Management Status
(a) Top Management [ ]
(b) Middle Management [ ]
(c) Lower Management [ ]
5. Length of Service
(a) Below 5 years [ ]
(b) 5-10 years [ ]
(c) 11-15 years [ ]
(d) 16 and above [ ]
6. Marital Status
(a) Single [ ]
(b) Married [ ]

84
 (c) Others, please specify………………………………………….

Strongly Agree = (SA), Agree = (A), Disagree = (D), Strongly Disagree = (SD)
SECTION B
S/N RESEARCH STATEMENTS SA A D SD
ELECTRONIC HUMAN RESOURCES AND ORGANIZATIONAL
PRODUCTIVITY
1. Electronic human resources help in optimizing existing task procedures
towards improved productivity.
2. Electronic human resource is used to describe the application of computer to
work activities in the telecommunication industry.
3. Human resource manager manages automation to enhance productivity.
4. Automation on human resource management functions improves performance
in the telecommunication industry.
5. Electronic human resource management aid employment opportunities in the
telecommunication industry.
6. Modern information technology helps to solve problems of low productivity,
particularly in the telecommunication industry.
7. The use of automation in HR is advantageous in the telecommunication
activities.
8. Electronic human resource management involves the activities to attract,
develop and retain employees.
SECTION C
AUTOMATION IN HUMAN RESOURCE MANAGEMENT (HRM)
AND EMPLOYEES’ STRENGTH/ WEAKNESSES
9. Employees are favourably disposed towards new technologies in the
telecommunication sector.
10. There is effective impact of automation on workers’ performance in the
telecommunication sector.
11. Human resource personnel are always involved in the implementation of
automation in the workplace.
12. There is significant relationship between human resource and possession of
skills in automation.
13. For individuals within the telecommunication sector technological innovation
becomes major task and the main road to upward movement.
14. Automation in human resource management ensures that employees are
aware of personnel policies which determine their strength.
SECTION D
WORKING RELATIONSHIP BETWEEN EMPLOYEES AND LINE
MANAGERS/ SUPERVISORS AND IMRPROVED AUTOMATION IN
HUMAN RESOURCES
15. The backbone of automation is Alan (Local Area Network), which allows
users to transmit data, mail and even voice across the network.

16. Managers’ jobs involve getting information together from many sources in
order to make decisions on a variety of supporting activities.
17. All human resources management functions including planning, staffing,
appraising, compensating etc fall into the category Local Area Network

85
 (LAN).

18. Human resource managers implement automation in HR effectively in the

telecommunication industry.
19. The telecommunication industry takes development of technology as a source
of innovative opportunity.
20. Most telecommunication activities are carried out with out-dated
technological components.

86