IMPACTS OF HUMAN RESOURCE

MANAGEMENT ON THE OVERALL

PERFORMANCE OF A FIRM
(A CASE STUDY OF DANGOTE FLOUR MILL PLC, ILORIN,
KWARA STATE)

BY:

ABDULFATAI MUHAMMED BABATUNDE

ND/19/BAM/PT/043

BEING A RESEARCH PROJECT TO BE SUBMITTED TO

THE DEPARTMENT OF BUSINESS ADMINISTRATION AND
MANAGEMENT, INSTITUTE OF FINANCE AND
MANAGEMENT STUDIES (IFMS)
KWARA STATE POLYTECHNIC ILORIN.

IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE

AWARD OF NATIONAL DIPLOMA (ND) IN THE DEPARTMENT OF
BUSINESS ADMINISTRATION AND MANAGEMENT

i
 AUGUST, 2021

ii
 CERTIFICATION

This is to certify that this research work has been carefully assessd
and approved as meeting part of the requirements for the Award of National
Diploma (ND) in the Department of Business Administration and
Management, Institute of Finance and Management Studies, Kwara State
Polytechnic, Ilorin.

DR. POPOOLA T.A DATE

(Project Supervisor)

DR. POPOOLA T.A DATE

(Project Coordinator)

MRS. AMOO A.A. DATE

(Head of Department)

EXTERNAL EXAMINER DATE

iii
 DEDICATION

This research work is dedicated to GOD ALMIGHTY for is infinite

mercy towards the completion of their work, the controller of the universe. I

also dedicated this work to my parent Mr. and Mrs. ABDUL FATAI and

others for their support.

iv
 ACKNOWLEDGEMENT

My appreciation goes to Almighty GOD for his guidance and

protection over my life up till this moment and for the mercies he has
granted me in the course of this degree, may is be highly glorified.

My appreciation also goes to my honest dedicated and experienced

supervisor, DR. POPOOLA T.A. who took his official as well as issuer
how to pursue through my project work and made very useful comments,
contribution and corrections.

And am also grateful to the Head of Department MRS. AMOO A.A. for her
encouragement and all lecturers in my department for their support and
advices.

I will like to express my gratitude to my families especially my lovely

parent MR. and MRS. ABDUL FATAI for their labour, also my
appreciation goes to my brother and sister in ABDUL FATAI families for
their support and advices.

I would like to appreciate my colleagues, friends and other close

association for their support and advices I am very grateful to them all.

v
 TABLE OF CONTENTS
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Table of contents v
CHAPTER ONE
1.0 Introduction 1
1.1 Background of the study 1
1.2 Statement of the problems 4
1.3 Research questions 5
1.4 Objectives of the study 5
1.5 Research hypothesis 5
1.6 Significance of the study 6
1.7 Scope of the study 6
1.8 Definition of terms 6
CHAPTER TWO
2.1 Literature review 8
2.2 Introduction 8
2.3 Conceptual framework 8
2.3.1 Characteristics of human resource 10
2.3.2 Development of human resource management 10
2.3.3 Performance of human resource 12
2.3.4 Problems of human resource management 17
2.4 Theoretical framework 18
2.4.1 Resource base theory 18
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2.5 Empirical review 21
CHAPTER THREE
3.0 Research methodology 29
3.1 Introduction 29
3.2 Research design 29
3.3 Population of the study 30
3.4 Sample size and sampling techniques 30
3.5 Method of data collection 31
3.6 Instrument of data collection 32
3.7 Method of specification 32
3.8 Historical background of the case study 33
CHAPTER FOUR
4.1 Introduction 35
4.2 Presentation and data analysis 35
4.3 Discussion of findings 42
4.4 Testing hypothesis 42
CHAPTER FIVE
5.0 Summary, Conclusion and Recommendation 44
5.1 Summary 44
5.2 Conclusion 45
5.3 Recommendation 45
References 49
Questionnaire 50

vii
 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY

Human resource are the source of achieving competitive advantage because

of its capability to convert the other resource (money, machine, methods and
material) in to output (product/service). The competitor can imitate other resource
like technology and capital but the human resource are unique. According to
Khatri (1999), people are one of the most important factors providing flexibility
and adaptability to organizations. Rundle (1997) argues that one needs to bear in
mind that people (managers), not the firm, are the adaptive mechanism in
determining how the firm will respond to the competitive environment.

Several scholars have noted that managing people is more difficult than
managing technology or capital (Barney, 1991; Lado and Wilson, 1994). However
those firms that have learnt how to manage their human resource well would have
an edge over others for a long time to come because acquiring and deploying
human resource effectively is cumbersome and takes much longer (Wright et al.,
1994). The effective management of human resource requires sound Human
Resource Management systems. Storey (1995) defines HRM as a distinctive
approach to employment management which seeks to obtain competitive
advantage through the deployment of a highly committed and skilled workforce,
using an array of techniques. HRM can help firms improve organizational
behavior in such areas as staff commitment, competency and flexibility, which in
turn leads to improved staff performance and in turn improve the financial
performance (Koch and McGrath, 1996). In order to develop a sound HRM
1
system, the organization should have effective Human Resource Management
practices. HRM practices refer to organizational activities directed at managing
the pool of human resource and ensuring that the resource are employed towards
the fulfillment of organizational goals (Schuler & Jackson, 1987; Schuler &
MacMillan, 1984; Wright & Snell, 1991).

HRM practices may differ from one organization to another and from one
country to another. But according to Chandler and McEvoy (2000) , one of the
lingering questions in HRM research is whether or not there is a single set of
policies or practices that represents a ‘universally superior approach’ to
managing people . Theories on best practices or high commitment theories
suggest that universally, certain HRM practices, either separately or in
combination are associated with improved organizational performance.
Researchers have also found that those well-paid, well- motivated workers,
working in an atmosphere of mutuality and trust, generate higher productivity
gains and lower unit costs (Boxall, 1996; Lowe and Oliver, 1991; Pfeffer,
1994). Several attempts have been made from time to time by different
researchers to identify the type of HRM practices in different sectors. Initially
Pfeffer (1994) identified 16 practices which denote best practice. This was later
refined to the following seven practices: Employment security, selective hiring,
self-managed teams/team working, high compensation contingent on
organizational performance, extensive training, reduction in status difference
and sharing information.

A number of independent studies have supported the positive influence of

effective HRM on company financial performance. This research has
demonstrated that HRM practices can be leveraged to improve employee skills,

2
increase motivation, and foster commitment to the company, by linking certain
types of HRM practices to lower voluntary turnover, higher financial
performance, and increased market share. Moreover, similar patterns have been
observed across cultures and industries, including auto assembly, general
manufacturing, and food service. These results indicate that HRM strategies can
produce similar positive effects across regions, cultures, and industries.
Firms have increasingly recognized the potential for their people to be a
source of competitive advantage (Pfeffer, 1994). Creating competitive advantage
through people requires careful attention to the practices that best leverage these
assets. This change in the mindset of executive decision-makers has spurred an
increasing body of academic research attempting to reveal a relationship between
a HR practices and its performance.
Much of this research has demonstrated statistically significant
relationships between measures of HR practices and firm profitability (Delery and
Doty, 1996; Guthrie, 2001; Huselid, 1995). While these studies have been useful
for demonstrating the potential value created through HR practices, they have
revealed very little regarding the processes through which this value is created
(Wright and Gardner, 2002). Some authors have referred to this as the `black box’
problem, noting that the conceptual development of the mediating mechanisms
through which HRM has an impact on stability has thus far eluded empirical
testing (eg Purcell et al, 2003).
In addition, the vast majority of studies examining the relationship between
HR practices and firm performance have been entirely cross-sectional in their
design. Again, while providing useful information, such designs are somewhat
problematic. In essence, cross-sectional designs preclude making any causal
inferences regarding the direction of the relationship. So, while we may believe
3
the HR practices are driving firm performance, we cannot rule out that the reverse
is actually the case. Thus, the purpose of this study is to examine the
relationship between HR practices and corporate financial performance in a way
that improves the causal inferences that can be drawn.
Financial institution (Banks) and all result oriented organization are all
aware of critical role of staff development in determine their performance,
profitability and competitiveness consequently conscious effects are made to use
training and development in other to enhance performance these effort can pay off
hand solely where there is a good knowledge and appropriate application of
training and development.
It is therefore necessary for all banks to have good grasp of training and
development as an instrument for achieving corporate performance.
1.2 STATEMENT OF THE PROBLEMS
Basically mismanagement of credit facility in term of loam end advance
when consider bend that is when becomes hauled that customer cannot repay the
loans granted him in other side, loan to customer are declared bad when the bank
is in the opinion that the balance of bad debt is unrecoverable. The probe
analyzing human resource in an unhealthy phenomenon particularly in the area of
banking business for decade.
But in a situation where the beneficiary of the loan cannot pay back the
principal and interest for any reason than lender is thrown into a problem of risk of
liquidation recovering debt from customer will very must frustrating.
The following are working problems which can be converted:
 How factors influencing human resource management can overall
performance are well managed in Dangote flour mill.

4
  How qualified personnel be employed to handle credit management
 How can effective and efficient credit management be achieved by
dangote flour mill
 What ate the impact of effective credit management on Nigeria
economy as a while
 Does human resource management techniques employed promote
Dangote flour mill plc.
1.3 RESEARCH QUESTIONS
 How sensitive is the human resource management to the employee reaction
to the given task.
 Does training and re-training aid organizational productivity
 Are those incentive for the employee
 Is there a way at reporting grievance to the line manager?
1.4 OBJECTIVES OF THE STUDY
The objective of the study shall be to:
 Investigate the impact of human resource management on the overall
performance of a firm taking Dangote flour mill in Ilorin as a case study
 Determine key factor contribute to the observed performance of the bank
 Highlight the impact of

1.5 RESEARCH HYPOTHESES

Hi : Human resource management has impact on the performance of a firm
Ho: Human resource management does not have impact on the performance of
a firm
Hi : Human resource management contributes to employment creation

5
Ho: Human resource management does not contribute to employment creation
1.6 SIGNIFICANCE OF THE STUDY
This project work would disclose the secret behind the survivals growth
and development of any existing organization and the effectiveness of the human
resource management department in an organization particularly financial
institution.
The various function carried out by the personnel management are staffing
processes compensation welfare and the process of a method through which all
these are achieved.
1.7 SCOPE OF THE STUDY
The scope of the research work is harrowed to the year 2012-2015. The
choice of the period has to do with availability of data also with the impact of staff
development on the profitability of bank will only be covered other performance
of indication are not considered.
This is due to the constraints passed by insufficient data, vast and broad
research work time and limited financial resource.
However, the finding of the research work will be great importance to
corporate bodies, the policies makers and entire economy at large. For the purpose
of making this research study objective and the finding practically we derive on
choose bank which believe that its inevitable position today in the committee of
financial institution as is borne out of the effective and efficient manner as the
study of this research work.

6
1.8 DEFINITION OF TERMS

Human resource: human being represent investment which must be developed

they are resource at the organizational just like money, building, raw-

materials etc. people are the most pivotal variable without which the

inanimate assets are worthless Abeku (2018).

Management: The process of carrying out tasks to ensure that a number of diverse

activities are performed in such a way that a defined objective an achieved

Brithania (2012) Olaniranet. al (2010) 1st Edition.

Firm: A partnership commercial house, the name under which a company trades

Olaniranet. Al (2014).

7
 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 INTRODUCTION

Human resource management could otherwise to refer to as personnel

management and it’s primarily the management of people in an organization
2.2 CONCEPTUAL REVIEW
A conceptual framework is a tool researchers use to guide their inquiry; it is
a set of ideas used to structure the research, a sort of a map Kothari (2004). It is
the researcher’s own position on the problem and gives direction to the study. It
may be an adaptation of a model used in a previous study, with modifications to
suit the inquiry. Aside from showing the direction of the study, through the
conceptual framework, the researcher can be able to show the relationships of the
different constructs that he wants to investigate
The definition given by Encyclopedia Britannica (2014) states that human
resource management is a staff function in business organization or corporative
and creative work force. According to Wendell human resource management is
the recruitment selection utilization and development of human resource within
the organization.
Ubeka (2013) human resource management as the productive effort as the
individual employee is harnessed toward the achievement of the organization.
Olaniran (2012) seeshuman resource management as the effective
management of human resource that is an essential activities it every organization.
It thus follow that is Mr. “A” gives his best Mr. (B) does his best and Mr. “C”
renders his best in an organization which consist of B department headed by each
of them and them such an organization is sure of achieving the best results.
8
 Human resource management as the effective management of human
resource. Thus it mean that managing people is an essential activities in that it is a
basic management responsibility in every organization of a firm (Oni, 2012).
Kol. B. Charles W. Lil A. Buli A. (2014) in their both organization
psychology, explained that human resource management involves maximum
utilization of human resource and talents and the including of a career
development perspective to the organization development perspective another
going by literal meaning of human resource management have the following.
Human resource is anything concerning man-resource refers to possession in form
of wealth and goods that enable one to do what one wants for the purpose of this
study resource are the possession or asset that organization aims and objective
based on in a typical business organization.
Available resource include financial materials and human resource. In his
own contribution, Calisle (2015), observes that management is the process
whereby the service of labour the human, physical and mental efforts in
production are bought are sold in a labour market.
Hence, non-monetary aspect of workers inactivation should be employed in
ensuring worker satisfying the job satisfaction safe and pleasant working
environment and good relationship with other employees. Usually workers prefer
to be balanced contribution of both financial (momentary) and non-monetary
motivational tools.
Thus, the performance of human is not only reflected on the overall
performance of a firm. It is measured by its achievement of set goals and roles and
human resource play in achieving these goals is very great.
Hence, the management of a typical organization cannot just afford to
handle resource with loyalty. More consideration of the impact human resource
9
has on the profit an “organization” on makes it sufficient to justify the assertion
elements of a group which integrated coordinated and utilized effectively and
efficiently to achieve organization objectives.
It entails continued satisfaction so that they subsequently became motivated
toward rendering their best toward the achievement of goals.
2.2.1 CHARACTERISTICS OF HUMAN RESOURCE
As a name in his book “Business resource prints out the relevance of
human resource over resource are as follows:
Human available is scare to the want they can satisfy ‘’No society capacity to
produce goat and service has yet been sufficient to satisfy all need and want of its
people. Because virtually infinite human want are constructed by finite resource
choice about the use of resource in production of inevitably arise.
Generally, resource are scare: - hence a future of human is scare. Another
characteristic of human is that its behavior be explained solemnly on monetary
TERMS, people say, “money is not everything” this explains why workers will
not treaded personal reputation and dignity for money alone. In selling has his
labour worker does not sell himself, except for the slave economy.
2.2.2 DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT
Before the world was developed, management’s main function or focus was
on effective and efficient utilization of its resource precise financial and material
resource.
This was because serious personnel problem had not yet arisen then these
problem became more prominent at the 20 th century personnel administration
began with world war, when vest masses of near worker were resulted, trained and
paid in the war-production effort if began about the same time with human relation
which also grew out of the world were by the middle of century. Unionism was
10
involved and collective bargaining process began. Thus led to serious on ways and
working conditions. Eventually, after the Second World War human resource
management function acquired its distinctive identification. But then coming to
the Nigeria situation things were entirely different due to the nature and system of
the economy.
Ways of employment was from the Nigeria practice the absence of
commercial and industrial activities made families.
Self-dependent when British colonial officers came into Nigeria they
introduced commercial activities in form of product buying especially in delta area
of country. Some Nigeria was paid for work done. The government therefore
forced them to be employed as labour instead of working or their farm.
Taxation was imposed on them. And this has to be paid in cash. Therefore
people obliged to seek wage employment in various government project especially
in the commercial economic system of Nigeria was directly as a result of
colonialism.
Until 1950 industrial and commercial establishment in Nigeria were small
and the keeping of record were taken care of by the company’s representative or
manager concerned with the particular activities involved.
Three arm event led to the development of human resource management in
Nigeria end these were:
 The development trade unionism.
 The establishment of development of labour later become the ministry of
labour.
 The emergence of the Nigeria employers consultative association (NECA)

11
 Until quite recently, most organization personnel department was merged
with the general management function with each department managing its human
resource independently.
This was due to either of the following reason:
 IGNORANCE: many organization do not realize the worth or essence a human
department. This is because personnel department does not produce tangible
goods or product directly related to department or because it does not render
tangible serve like the sales and purchases department.
 COMPLEXITY OF ORGANIZATION: this is accepted motion that whether
organization should maintain separate personnel department or not depend on
the size of the organization. This explain why some small scale business are
not big enough to afford the mining cost. They always aim at maintaining the
operation cost as minima as possible, so that profit is maximize. However,
bigger organization do not mind bearing the overhead cost of a separate human
resource department as it consist the level of their completing growth and
development.
2.2.3 PERFORMANCE OF HUMAN RESOURCE.
In the practice of management Durocher (2010) say in living a worker are
always lives the work man one can live hands. It owner always come with it. That
one can live only a whole man than any part thereof explain why the importance
of human than effectiveness in the opportunity for the improvement of
performance and results.
In other hand, performance are a function of individual and its
environment.
P=Performance
I=Industrial skills, knowledge experience, motivation and attitude to work.
12
 E=Work experience i.e. reward and compensation type of leadership.
It therefore fellows that the ways employees are managed determines and
influences performance level of the worker is human resource. The worker should
be regarded as resource which management can solely decide upon. Human
resource is unique and prior to other resource because it has been set of qualities
possessed by no other resource. The ability to coordinate to integrate, to grudge
and imagine it is therefore a superior resource management should recognize work
of its man’s moral characteristic ha specific and unique qualities.
The human resource management function aimed at motivating people
whose act activities have to be coordinates and encourage such that their
performance meet the level appropriate for the accomplishment of organization
goals. Although each individual worker possess certain unique feature which
makes him different from others, personnel function based on the ground that
despite these varied feature all workers have specific needs which must be met,
meeting and satisfying these need is what personnel function primarily aim at
achieving.
According to Druker (2015) no matter what kind of work man does
whether they are skilled or unskilled, production workers or salary clerks,
professional or rank and file, they are basically alike. There are indeed difference
between workers according to the work age sex and education but basically they
are all human being and with human need and motivation.
One major function of the human resource management department is the
staffing process.
According to Stonner(2018), The staffing process can be seen as a series of
steps are performed on a continuous bass to kept the organization on supplied with

13
the right people in the right position at the right time” staffing has management
members.
The various procedures are follows:
 HUMAN RESOURCE PLANNING: this is aimed at constantly meeting the
personnel needs of the organization. It entails ensuring the availability of such
staffing is required by the organization such planning is accomplish by
considering the expected skill of work. Vacancies available with the reduction.
All these internal factors which affect good human resource planning, include
labour market and trade union regulation.
 SELECTION: Involve choosing job candidates. The process consist of
candidates filling application from or writing application from interview. The
importance of this is to enable the personnel officer to observe the
characteristic of applicant, which do not reflect in the application letter such
include their component, human relation, cheerfulness and man more.
 RECRUITMENT: This is the actual process of employing worker in line with
the human resource plan. Candidates for recruitment could be located through
communication media like newspaper, professional journal, adverts magazine
employment agency, placing advert or notice heard and through visit to college
and university campus.
 INTRODUCTION AND ORIENTATION: This aims of helping the
recruitment unit into the system of the organization. The new recruits are
introduced to their colleagues appointed with responsibilities and informed
about the organization policies and goals. A good introduction and
orientation programmer which enhances the adjustment of a worker into his
new working environment and or the system and this will subsequently

14
 stimulate her performance, Also it remove bias attention the new recruit
seeks.
 TRAINING AND DEVELOPMENT: This aims at increasing the ability of
individual and groups to contribute towards organization efficiency.
Training improves job skills. For example, introducing computer
accounting system in the accounting section will boarding the skill of
account clerks in the department.
• PERFORMANCE APPRAISAL: Performance appraisal aim at comparing
an individual job performance with set of standards. Worker rewarded by
bonus which usually takes the form of external wages. However, if an
individual performs below the standard set some corrective actions like
additional training might be arranged to bring the performance back in line
with the desire standard.
• TRANSFER: This is another personnel management function and it entails
shifting an employee from one place of job organizational level or to
another usually based on the number of years of working experiences and
on grade level or to another usually accompanied with additional salary.
Standard authority on the other hand. Transfer might take the form of
demotion i.e. shifting a worker to a lower position on the hierarchy.
 According to Stoner (20 12), the following are motivation tools currently
used by the management to stimulate performance.
• REMUNIRATION POLICY: There are complex range of factor which
confronts the management when he begins to think about pay as he has to
determine and maintain adequate compensation such that suits both
employer and the employee. The personnel manager therefore ensures that

15
 the remuneration policy is capable of attracting and retaining sufficient
staff of required caliber and skill the policy should be logical consistence
easy to understand and flexible. As much as it encourage workers to be
more productive by working harder this scheme also provide management
with useful information on individual workers efficiency.
• PROMOTION: This can be said to motivate all staff level. The basis is
usually on merit and ability number of years in services and participation.
In a situation where an employee had been with the organization for a
considerable number of years and he is fit for promotion for which is under
qualified such a person could be trained and then be promoted. The effect
of promotion is higher salary.
• JOB EVALUATION: This could be applied to status like secretaries and
administrative workers and principle is restricted to group of relative
homogenous jobs like manual and electrical. External factor like the
inflation makes it difficult to find a stable
 Pattern for wage bargaining, Job evaluation therefore aims at
Compensating workers on the effect of external factors like, Inflation on
their salaries usually, it is conducted once in a year with “normal increase”
on salary associated with it.
• JOB ENRICHMENT: This idea stems from the theories of Macgregor and
Hertzberg who emphasize that individuals would be more motivated if
given opportunity to directed and given more responsibilities the worker so
treated aims for achievement and self-development factory supervisor and
clerks for instance could be given job to complete allowing freedom to set
authority. This is the principle of delegation and in increases workers
participation and involvement
16
 • HOUSING: Some large business organization builds housing estates or
staff quarters for the workers at little or low cost. One advantage of this
system is that it draws workers closer to the company premises and where
the quarters are located far away from the place, then the staff buses is
available can easily carry workers from quarters.
 These benefits also apply to all staff level although there could be what we
call senior staff quarters like we have in the teaching hospital, Ilorin. And
this is a way of improving performance of employees.
• TRADE UNION NEGOTIATION: This is otherwise referred to as the
industrial relation aspect of personnel management function, it is the most
difficult personnel function and it involves dealing with trade union leaders
both with the parent body. It is dealing with labour that is never satisfied. A
good satisfactory and cordial relationship should be maintained between
management and the staff union as much as possible
If only for this reason management have to make move or do everything
within its capacity to gear workers up and stimulate them towards contributing
their best effort to the overall performance.
2.2.3 PROBLEMS OF HUMAN RESOURCE MANAGEMENT
Human resource management problem is the defect advantages many
organization experiences over labour of work without any compensation and these
have served as obstacles for the workers and its usually affecting the effectiveness
of the organization. These problem are:
LACK OF SKILLFULL WORKERS
Organization did not have a good recruitment of employee that fits to a
certain place or field of job. For instance some of our company used the
opportunity of seeking job through the nepotism “God fatherism” any workers that
17
seek job through the sources of applicant will not pay attention, focus to specified
duties and responsibility in organization and this is a way human resource
management did not have effective and efficient to the satisfaction of the
organization.

18
TRAINING AND DEVELOMPMENT
The employee needs to improve in all aspects of the management but many
worker lack training and development. In a way adapting to a segment of job,
workers need to advance and look for modern way of performing the job. For
example, if the organization buys the new equipment, it is through training and
development that men can be match to the machine for effective performance.
These will lead to the more supervision for the management and affect the
production.
REMUNERATION PROBLEM
These are complex range of factors which confronts the management which
lead the management usually suspended salary for a period of time. The employee
will not show their best performance and they will not improve the organization.
INFORMATION GAP
When information is lacking or inadequate among different units in an
organization it will be very difficult to establish a link and synchronize
organization activities. This will lead to chaos and role conflict among department
in an organization. When employee are not properly informed of their role and
responsibilities in the achievement of organization goals and objectives their
productive tend to be low. This is because what the employee is expected to
contribute might not be contributed as a result of lack of adequate information.
2.3 THEORITICAL REVIEW
2.3.2 RESOURCE BASE THEORY
In recent years, human resources have been recognized as an important
source of sustained competitive advantage. Much of the human resources and
theoretical and empirical work has been grounded in the resource-based view
(RBV) of the firm (Barney, 1986, 1991, 1995). This theory maintains that in order
19
to develop a sustainable competitive advantage, organization must create resource
in a manner that is rare, non-imitable, and non-substitutable.

Barney (1986, 1991, 1995), Pfeffer (1994), Snell, Youndt and Wright
(1996) and Wright and McMahan (1992), have argued that because the resources
that have historically provided organizations with competitive advantage are
easily and rapidly imitated, the human resources of the organization may be an
extremely important source of sustained competitive advantage.

The RBV of the firm is a theoretical paradigm originating in the field of

strategic management. The RBV assumes that resources and attributes of the firm
are more important to sustained competitive advantage than industry structure and
competitors’ actions (Barney, 1997).

Resources have been defined as the tangible and intangible assets a firm
uses to choose and implement its strategies (Barney, 2001). This broad definition
includes human, organizational, financial and physical resources. Barney (1991)
and Teece, Pisano and Shuen (1997) have outlined a framework for determining if
a resource can be considered a source of sustained competitive advantage.

The key elements of this framework require resources to be valuable, rare,

inimitable and non- substitutable. Technology, natural resources and economies of
scale can create value, RBV argued that these sources of value are increasingly
available to almost anyone anywhere and they are easy to copy, whilst human
resources which is defined as the pool of employees under the firm’s control in a
direct employment relationship (Wright & McMahan, 1992) can provide the firm
with a source of competitive advantage with respect to its competitors.

20
 The first of these criteria is the value added to the company’s production
processes, the contribution made by each employee having its effect on the results
obtained by the organization as a whole. Also, since employees are not all the
same, their characteristics are in limited supply in the market. In addition, these
human resources are difficult to imitate. Since it is not easy to identify the exact
source of the competitive advantage and reproduce the basic conditions necessary
for it to occur. Finally, this human resources is not easily replaced; though short-
term substitutes may be found, it is unlikely that they will result in a sustainable
competitive advantage like the one provided by human resources. Therefore the
Resource Based Theory is suitable for the study having identified human resource
as a key resource of sustained firm performance and a source of competitive
advantage.

21
2.4 EMPIRICAL REVIEW

The body of research examining the relationship between HR practices and

firm performance has grown exponentially over the past few years. The seminal
work in this area was produced by Huselid (1995), who examined the relationship
between HR practices and corporate turnover, profitability and market value.
Huselid (1995) surveyed senior HR executives in a sample of 968 publicly traded
corporations in the US regarding the percentage of employees who were covered
by a set of HR practices generally considered representative of a high-performance
work system (HPWS).

After controlling for a number of variables, he found that his HR index was
significantly related to the gross rate of return on assets (a measure of profitability)
and Tobin’s Q\ (the ratio of the market value of a firm to its book value). This
study provided the foundation for much of the research that followed. Delery and
Doty (1996) examined the relationship between HR practices and profitability in a
sample of banks in the US. In testing universalistic, contingency and
configurationally approaches to HRM, they found that, in general, HR practices
were positively related to profitability.

Guthrie (2001) examined the impact of HR practices on turnover and firm

productivity among a sample of firms in New Zealand. He noted that HR practices
had an impact on turnover, and that the relationship between retention and
productivity was positive when firms implemented high- involvement HR
practices, but negative when they did not. Two major studies at the plant level
have been conducted examining the relationship between HR practices and firm
performance.

22
 MacDuffie (1995) found that the HR practice `bundles’ he measured were
related to quality and productivity on auto assembly lines. Meanwhile, Youndt et
al (1996) discovered that human capital enhancing HR practices were related to
operational performance among a sample of manufacturing plants. While much of
the research on the relationship between HR practices and performance has
somewhat consistently revealed a significant relationship, some recent debates
have emerged regarding the value of different approaches to studying this
phenomenon. Debates have arisen regarding the proper sources for gaining the
most valid reports of HR practice measures, the proper level of analysis and
proximity of performance measures, and the timing of measurement.

Dyer and Reeves (1995) reviewed much of the existing research on the
relationship between HR practices and performance and proposed that measures of
performance could be broken down into four categories. First, employee
outcomes deal with the consequences of the practices on employees such as their
attitudes and behaviour, particularly such as absenteeism and turnover.
Organizational outcomes focus on more operational measures of performance
such as productivity, quality and shrinkage, many or all of which would be
precursors to profitability.

Financial/ accounting outcomes refer to the actual financial performance

measures and include expenses, revenues and profitability. Finally, market-based
outcomes reflect how the financial markets value a firm, particularly stock price
or variations of it. Huselid (1995) conducted a study to evaluate the link between
systems of High Performance work practices and firm performance and found that
these practices have a statistically significant impact on intermediate employee
outcomes (turnover and productivity) and short and long term measures of

23
corporate financial performance. Hyde et al. (2008) examined the impact of
HRM practices on firm profitability. They found that little support for a
positive relationship between HRM practices and firm profitability. Fey Carl F.
(2000) investigated the relationship between human resource management (HRM)
practices and the performance of 101 foreign-owned subsidiaries in Russia. The
study’s results provide support for the assertion that investments in HRM practices
can substantially help a firm perform better.

Further, different HRM practices for managerial and non managerial

employees are found to be significantly related with firm performance. Ngo et al.
(2008) examined SHRM (Strategic Human Resource Management) practices in
China to assess the impact of these practices on firm performance and employee
relation climate and found that SHRM practices have direct and positive
effects on financial performance, operational performance, and the employee
relations climate.

Compensation and Financial Performance

Despite the fact that many studies show financial rewards to be a poor
motivating factor, it remains a tactic used by many organizations to commit their
employees to the organization by means of compensation packages (Cappelli,
2001; Mitchell, Holtom and Lee, 2001; Woodruffe, 1999). A recent study,
Horwitz , Heng & Quazi (2003) also found that the most popular retention
strategies reported by HR managers of knowledge firms are still related to
compensation.

Further, scholars (Carter and Van Auken, 1990, 2005; Sturman, 2003),
assert that employers view compensation (both monetary and non monetary) as a

24
major factor for the retention of good employees. Similarly, other researchers
(Barber & Bretz, 2000; Chiu 2001; Lazear, 1998; Milkovich & Newman, 1999;
Rynes & Gerhart, 2000; Tang 1998) reveals that money and benefits are some of
the forms of compensation used to retain employees in order to achieve
organizational goals. Moreover, Mathis &Jackson (2003) posit that most managers
believe that money is the prime retention factor and many employees cite better
pay or higher compensation as the motivation for leaving one employer for
another. Additionally, Williams & Dreher (1992) assert that it is those
organizations with high pay levels that retain qualified employees. This school of
thought is aligned to research (Armstrong & Murlis, 1994; Judge, 1993) which
reveals that high pay influences employee decisions to stay on with an
organization. The implication of these arguments is that compensation must be
competitive to what other employers are providing, in order to ensure financial
performance of a company.

Contrary to the aforementioned research, Walsh & Taylor (2007) argue that
although it is important to obtain a good salary and benefits package, whether
employees remain with the organization primarily depends on the degree to which
their employers respond to their professional growth. This argument implies that
those employees most committed to performing challenging work are the ones
most likely to remain with their companies.

Recruitment & Promotion Practices and Financial Performance

Many studies (Becker & H uselid, 1999; Cho, Woods, Jang & Erdem,
2006; H uselid, 1995; MacD uffie, 1995; Milman, 2003; Milman & Ricci, 2004;
Pfeffer, 1994; Shaw, Delery, Jenkins &Gupta, 1998; US Department of Labor,
1993) have been conducted to examine the impact of recruitment practices on
25
retention and financial performance. Anderson and Shackle ton (1986) indicate
that the quality of new recruits depends upon an organization’s recruitment
practices, and that the relative effectiveness of the selection phase is inherently
dependent upon the calibre of candidates attracted. In his study on the impact of
recruitment and promotion practices on retention and performance, Pfeffer (1994)
concluded that firms wishing to succeed in today’s global environment must make
adequate human resource investments and build employees who possess better
skills and capabilities than their competitors.

Cook (1993) indicates that while advertising is usual for job vacancies,
applicants are sometimes recruited by word of mouth, through existing employees.
Other research (Chatman, 1991) posits that when the job recruitment and selection
process produces a poor person to organization fit, employees are likely to leave
the organization. Subsequent research (Cable & Judge, 1996; Werbel & Gilliand,
1999) has concluded that having personal attributes fit with the job contributes
towards employee retention. Consequently, a lack of compatibility with the job
requirements will often lead to employee departure which affects organizational
performance.

Performance Appraisal and Financial Performance

Fletcher (2001) defines performance appraisal as a variety of activities
through which organizations seek to assess employees and develop their
competence, enhance performance and distribute rewards. Other scholars, Ubeda
and Santos (2007) define it as a tool to identify and monitor staff’s competences,
as well as taking into account a company’s core competence and external
demands. Judge and Ferris (1993) assert that performance appraisal is one of the
most important human resource practices while Truss (2008) points out that it is
26
paramount in enhancing retention of good employees. On the same note, Mitchell
et al (2001) argued that the relationship between performance appraisal and
employees intention to quit is underscored by the fact that it is a better to
investment to retain employees than to incur the cost of recruitment replacements.
Further should employees decide to quit, this can have a detrimental effect on the
organization in form of loss of institutional memory (Moynihan and Pandey,
2007) and negative impact on the organizations‟ reputation and productivity (Hom
and Griffeth, 1995).

On the other hand, Shaw (1998) argues that these appraisals are also ways
for organizations to keep track of the value provided by each employee. As
such, Delery & Doty (1996) point out that results oriented performance
appraisals were strongly related to return on equity and other financial measures of
performance.

Further, Huselid (1995) reports that linking performance appraisals with

incentive compensation are intended to align the interests of employees with those
of shareholders (e.g. profit sharing plans). These linkages can create incentives
which will align workers more closely with the long term interests of the firm
resulting in better communication and increased tenure (Becker and Huselid,
1999; Delery and Doty, 1996; US Department of Labor, 1993). Moreover,
employees are motivated to work at a higher level by the offer of financial
incentives that are contingent on their performance, and these financial incentives
are important in encouraging the retention of high performing employees (Kessler
& Purcell, 1992; Milkovich and Wigdor, 1991). When these positive outcomes are
not generated, it is often concluded that the fault lies with the low quality of the

27
performance appraisal process (Blau, 1999; Roberts, 1998). This in turn fuels the
employees’ intention to quit.

In addition, Thayer (1987) suggests that performance appraisal quality

variations will generate strong reactions among employees. This means that
should employees feel that there is no equity in the performance appraisal, they
are likely to leave the organization, and Vis versa. Further, the justice (Adam,
1965) and emotion research (Fugate, Kincki and Prussia 2008) suggest that
negative performance appraisals are more powerful drivers of employee attitudes
and behaviours than positive performance appraisals. As such it may be assumed
that when an employee experiences a negative and low quality performance
appraisal, they will react in a negative way, for example making a decision to quit.

Job Flexibility and Financial Performance

Researchers (Cunningham, 2002; Pleffer, 2007) describe the importance of

employment flexibility such as scheduling variations that better accommodate
individual work times, workloads, responsibilities, and locations around family
responsibilities. Further, studies show that job flexibility empowers employees and
facilitate a healthier balance between work and personal obligations. (Eyster, et
al., 2008; Scheef & Thielfodt, 2004). As such, research (Prenda & Stahl 2001)
revealed that employees who have job flexibility options tend to exhibit higher
levels of individual commitment, concentration, satisfaction, productivity and
loyalty.

However, scholars (Origo & Pagani, 2002) advocate that flexibility should
not be adopted as a general policy to enhance firm performance, but different

28
types of flexibility should be targeted toward those workers who are more likely to
be positively influenced by them

An efficiently operated and carefully enforced comprehensive workplace

flexibility program can be a winning situation both for employees and employers.
Among the benefits to employers are improved employee morale and work
engagement, better recruitment outcomes and workforce retention, and the
enhanced productivity offered by a stable talent pool. Such gains can provide a
competitive edge for any company. Among the benefits to employees are reduced
stress on the job, better work/family and work/life balance, and improved physical
and mental health. As organizations evolve, workplace flexibility is likely.

In his follow-up study on transitions from temporary employment to more

permanent positions, Gonzales- Rendon (et al. 2004) ended up stressing the fact
that temporary employees cannot be treated as a homogenous group, not even in
the highly segmented labour market. A study by Gonzales- Rendon (et al. 2004),
showed that 70 % of temporary employees managed to obtain a permanent job.
The result contradicts to some degree the argument that mobility between the
labour market segments is highly restricted. Still, there are specific groups for
whom temporary employment is more like a trap leading to bad job: low
education, female gender, working in the public sector and being over 30 years of
age, for example, all had a negative influence on the probability of getting a
permanent job. Also the type of temporary had an important role: for casual
workers permanent employment is most difficult. Reflecting on the situation, in
totally different labour market conditions, Håkansson (2001) ends up with
basically parallel results: temporary employees are not a homogenous group. Even
though the basic situation of temporary employment in is that it is a stepping-stone

29
towards to a permanent job, the variation between types of temporary employment
is remarkable.

30
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION
All human resource are characterized by varieties of procedure for the
attainment of set objectives in the studies are carried out by following some
logical steps that will enhance the attainment of objective possible united nation
educational and scientific educational (UNESCO 2014) defines “research
methodology as the systematic study of principles guiding scientific and
philosophical investigating” it is anything having stood tight procedure or
technique use in one piece of research work.
Methodology procedure also helps in examining the validity and reliability
of our research instrument. The overall aim of methodology is to help in
understanding in the broadcast possible terms the process involved sin scientific
inquiry.
3.2 RESEARCH DESIGN
According to Obioma (2009) research design is a process of arriving at a
dependable solution to a problem through the plan and systematic collection,
analysis and interpretation of data. It is most importance tools for advance
knowledge for promotion, progress and enabling man to relate more effectively in
his environment to accomplished the purpose and resolve conflict.
The goal of these articles is to describe and examine the research design
and methodology that were employed by the best international. Human resource
management practices project. The article briefly addressed the origins and goals
of the project including the research questionnaire that the study was attempting to
address. The methodology used for collecting the project data is than presented,

31
including the design and dissemination of the question are related data collection
issues.
Implication of the projects research design for interpretation of results are
for influencing the design and management of effective international human
resource management practices are discussed.
3.3 POPULATION OF THE STUDY
When we think of the term "population", we usually think of people in our
town, region, state or country and their respective characteristics such as gender,
age, marital status, ethnic membership, religion and so forth. In statistics the term
"population" takes on a slightly different meaning. The "population" in statistics
includes all members of a defined group that we are studying or collecting
information on for data drive decision.

A population is the set of all objects (units) or observation about which

conclusions are to be drawn. A population is also an aggregation of all elements
that shares common characteristics (Osuagwa, 2002).
The size of the population is 65 employees. Among these employees only
60 questionnaire administered were filled correctly and are properly analyzed.

3.4 SAMPLE AND SAMPLING TECHNIQUES

A sample is a part of the population or representative of the population. The
procedure for drawing the sample from a population is called sampling.
The total number of employees in Dangote Flour Mill Plc is 650 out of
which the researcher took 65 employees as sample but only 60 out of this
questionnaire were properly filled and return. The procedure adopted was a

32
systematic sampling. Here the researcher divided the entire population with the
sample of 60, to ensure that the entire population was represented.
3.5 METHOD OF DATA COLLECTION
The conventional classical growth theory as modeled by Robert Solow
(2015) hold the view that economic growth is as a result of accumulation of
physical capital and the expansion of the labour force in conjunction with
exogenous factor technological progress that makes physical and labour more
productive. The Solow production function is of the form an
Y1= A, F (K,L) (i)
Where Y1 is the aggregate real output K is the capital stock. L is the labour
resource.
A is the efficiency factor and is the time dimension. The emergency f
endogenous growth theory and model (e.g. Romer 2012) and (Bano 2012) suggest
that other endogenous factors such as human capital and education, political
stability and etc. can also affect economic growth mankind 2013 and Grammy and
Assence (2003) adopted the cob Douglas function to formulate their growth model
as:
Y1= A (i) K1 L2 H3 (2)
Where H is the human capital 1+2+3=1 (Assuming constant return to scale)
other variables is defined earlier both A and L represent the number of effective
units of labour and it is expected to grow. Taking the natural logarithm of both
side at the equation produces a line equation in the levels of the form.
Ln Y= at, Lnk + 2 LnL + 3 LnH (3)
In line with the above model the model adopted in this study will use
commercial banks performance provide by return in capital as depending on

33
expenditure on local training and expenditure on oversea training empirically the
model is given as;
Ln CBF= O, Ln ELT + 2 LN EOT+ V (4)
Where BF is commercial banks performance BLT is expenditure on local
training EOT is the disturbance term. On a prison ground 0.1 and Z=0. It should
be noted that all the coefficient are positively related to banks performance.
3.6 INSTRUMENT OF DATA COLLECTION
From the model it is evident that the needed data are bank performance
proxies by return or capital commercial banks expenditure on local training and
commercial bank expenditure on overseas training. The data covered the (2014-
2015). The source of the data are as follows;
Return on capital was generated by dividing the profit on ordinary equality
of employed were obtain from central bank of Nigeria (CBN). Human resource
development we provide by the expenditure on local training and expenditure on
oversea training. And the data were sourced from financial institutions training
center (FITC) (see appendix). All data are converted into natural logarithm for
ease of analysis.
This is the interview of the population.
It is usually done by worked question and instruction for the respondents
who may not have the opportunity of seeing and asking for classification from the
interviewer. Extract of the questionnaire used for the interviewing based 100
people who are worker.
3.7 METHOD OF SPECIFICATION
The research is limited to one of the branches of Dangote flour mill Plc. At
AsaDam Road, Ilorin, Kwara State.

34
 The twenty (60) workers in this branch of Dangote flour mill plc., Ilorin
represented the sample size.
3.8 HISTORICAL BACKGROUND OF THE CASE STUDY
Dangote Flour Mills Plc. commenced operations in 1999, as a division of Dangote
industries limited. One of Nigeria's largest and fastest growing conglomerates.
Following the strategic decision of DIL unbundled its various operation, Dangote
flour Mills Plc was incorporated in January, 2006. The restructuring was
completed in January, 2006 when the federal High court sanctioned a scheme of
arrangement where in all the assets, liabilities and undertakings of the erstwhile
Flour division of OIL were transferred to Dangote Flour Mills Plc. From an initial
installed capacity of 500 MT per day at its Apapa mill, Dangote flour has
expanded rapidly by opening in quick successions, Three other flour mills in Kano
(2000), Calabar (2001) and installed capacity of 5000 MT per day but three of
them were subsequently expanded resulting in a total installed capacity 5000 MT
per day distributed as follows:
Apapa - 1000 MT per day
Kano - 1500 MT per day
Calabar - 1000 Mt per day
Ilorin - 500 MT per day
These expansions were in response to a growing national demand for the flour and
flour based products in addition to the company's drive for increased market share.
Thus from a modest beginning, the company has grown to become one of the
industry leaders within a six year period.
The company has 2 wholly owned subsidiaries, namely
i. Dangote Agro sacks limited
ii. Dangote paste Limited
35
In line with DIL's business philosophy of establishing a document presence in any
sector it operate in these subsidiaries occupy leadership position in their respective
industries.
BUSINESS:
The company is in the business of flour milling, processing and marketing of
branded flour its product portfolio comprises of the following:
i. Bread flour
ii. Pasta semolina and
iii. Wheat offal's (bran's)
FLOUR MILLING TECHNOLOGY AND PROCESS
In order to transform wheat into high quality flour the deployment of state of art
plant and equipment as well as technical expertise is critical DFM's mills across
the country equipped with the latest flour milling technology available in the
world. All mills were purchased installed and commissioned by world renewed
milling equipment supplies. The butter Group of Switzerland (Buhler)
DANGOTE FLOUR·MILLS GROUP OVERVIEW
Despite the fierce competition, DFM remains a significant player in the flour
milling and associated products industry.
Dangote Flour Mills Plc was incorporated in, 2003 with its registered office at 8
Rycroft Road, off Liverpool Road, Apapa, Lagos.
Dangote flour mills PLC entered into management and technical services
agreement dated 2nd January, 2006 with Dil. The Agreement is for an initial period
of 5 years subject to termination by either party in accordance with the terms of the
agreement.

36
37
 CHAPTER FOUR

DATA PRESENTATION

4.1 INTRODUCTION

This chapter aims at presenting, analyzing and interpreting the research

findings, presentation analysis are so vital that serve as the score of any research
since they are given meaning to raw facts the administered questionnaire are
analyzed with the use of percentage while information given by the respondents
were qualified in numerical and then converted to percentage.
4.2 PRESENTATION AND DATA ANALYSIS
TABLE 4.1 DISTRINUTION OF RESPONDENT BY SEX
Sex No of Respondent Percentage (%)
Female 15 25
Male 45 75
Total 60 100
Source: Field Survey, 2021
From the above table4.1 above it shows that 15 respondents representing
25% Females, while 45rspondents representing 75% of the sample were Males.
Hence, there were more male in the organization due to the kind of work they do.
TABLE 4.2 DISTRIBUTION OF RESPONDENT BY AGE
Age No of Respondent Percentage (%)
20-30 40 67
36-50 18 30
51 years and above 2 3
Total 60 100
Source: Field Survey, 2021

38
 The table 4.2 above shows that 67% of the respondent are between the ages
of 20-30 years, 30% were 36-50 years while 3% fall between 51 years. This
indicate that about 97% of the total sample are working class. The few were
involved.
TABLE 4.3 DISTRIBUTION OF RESPONDENT BY MARITAL STATUS
Variables No of Respondent Percentage (%)
Single 30 50
Married 30 50
Total 60 100
Source: Field Survey, 2021
The table 4.3 above indicates that only 50% of the working populating of
the organization are Single while 50% were Married which means the organization
consist of both Single and Married men and women.
TABLE 4.4 DISTRIBUTION OF RESPONDENT EDUCATIONAL
QUALIFICATION
Qualification No of Respondent Percentage (%)
O’Level 34 59
OND 15 25
HND/B.Sc 5 8
M.Sc and Above 5 8
Total 68 100
Source: Field Survey, 2021
Comment: 59% of the respondent were holders of Ordinary level
certificate, 25% of the respondents were National Diploma holders 8% of the
respondents were Higher National Diploma or Bachelor of Science Holder, only

39
8% of the respondents were holders of Master of Science degree this shows that
the future of the organizations is bright when the resource are well managed.

TABLE 4.5 YEARS OF SERVICE IN THE ORGANIZATION

Years of Service No of Respondent Percentage (%)
1-5years 10 17
6-10 years 35 58
11 and above 15 25
Total 60 100
Source: Field Survey, 2021
Comment: The table 4.4 shows the years of working with the organization
17% were between 1-5years, 58% were 6-10years of working experience, while
25% were 11 years and above. This shows the various working experience and
knowledge about the organization and nation as a whole. They have good
knowledge of the organization.
TABLE 4.6 POSITIONS IN THE ORGANIZATION
POSITION RANGE No of Respondent Percentage (%)
Low level 10 16
Middle level 30 51
Top level 20 33
Total 60 100
Source: Field Survey, 2021
Comment: The table 4.5 shows that 16% of the total respondent were Low
level, 51% were middle level while 33% of the respondent were Top level. This
indicate that 51% of the total is middle level.

40
TABLE 4.7 THERE ANY REALISTIC TRAINING PROGRAMME FOR
QUALIFIED
Category of people No of People Percentage (%)
Yes 47 75
No 13 25
Total 60 100
Source: Field Survey, 2021
Comment: It was observed from the above that the higher percentage of
the respondent said yes to the question above. Therefore the total respondent
indicate that there are realistic training programme for workers.
TABLE 4.8 IS THE RECRUITMENT OF STAFF BASED ON ACADEMIC
QUALIFICATION
Category of people No of People Percentage (%)
Yes 53 75%
No 7 25%
Total 60 100
Source: Field Survey, 2021
Comment: It can be deducted from the majority of the categories of
respondents, agreed that recruitment of staff based on academic professional
qualification. So there large percentage of “Yes” response that recruitment is
entirely based on academic and professional qualifications.

41
TABLE 4.9 DO YOU HAVE A STANDARD GRIEVANCE PROCEDURE
Category of people No of People Percentage (%)
Yes 40 80
No 20 20
Total 60 100
Source: Field Survey, 2021
Comment: It has been observed in this table 4.9 above that the higher
percentage of respondents from the categories of people in the questionnaire said
they have a standard grievance procedure in the bank.
TABLE 4.10: SINCE YOU HAVE BEEN WORKING IN THIS BANK
DO YOU HAVE REGRET OR COMAPLAINT ABOUT HOW THE
BANK HAS BEEN TREATING YOU AND OTHER WORKERS
Category of people No of People Percentage (%)
Yes 17 10%
No 43 90%
Total 60 100
Source: Field Survey, 2021
It has been known from the above information that the majority of the
respondents said No to the question which means that the book has been treating
the workers to their satisfaction.

42
TABLE 4.11 WAS THERE ANY EMPLOYMENT FOR DISABLE
APLICANTS
Category of people No of People Percentage (%)
Yes 50 90%
No 10 10%
Total 60 100
Source: Field Survey, 2021
Comment: It is derived from the above information that all the workers,
both interviewed respect none of them said “Yes” while all of them said “No”
which means that 100 percent respond not to the question. And this indicate that
there is no prospect for disable applicant.
TABLE 4.12 IS THERE ANY POSITIVE EFFECT DERIVED FROM THE
STAFF WELFARE POLICIES OF THE BANK
Category of people No of People Percentage (%)
Yes 60 100%
No - -
Total 60 100
Source: Field Survey, 2021
The table 4.12 has been able to show that all the workers as a whole
interviewed categorically all said “Yes” and none of them said “No” which means
that 100 percentage said Yes and also indicate that there is positive derived from
the staff welfare.
TABLE 4.13 : IS THE NATURE OF EMPLOYMENT IN YOUR
ORGANIZATION ENCOURAGING
Category of people No of People Percentage (%)

43
 Yes 55 92
No 5 8
Total 60 100
Source: Field Survey, 2021
Comment: 92% of the respondents agreed that nature of employment is
encourage while 8% do not agree while mean nature of employment is encourage
in the organization.
TABLE 4.14 ARE THERE WELFARE HEALTH AND SAFETY IN THE
ORGANIZATION
Category of people No of People Percentage (%)
Yes 55 92
No 5 8
Total 60 100
Source: Field Survey, 2021
Comment: 92% of the respondents answered positively while 8% do not agree to
this. The mean that welfare health and safety is present

TABLE 4.15 IS THE GRAVITY OF THE STAFF ENCOURAGING

Category of people No of People Percentage (%)
Yes 10 17
No 50 83
Total 60 100
Source: Field Survey, 2021
Comment: From the above table 17% of the respondents agreed that there
is gravity of the staff encourage while 83% of them gave opposition view to it.
This means that gravity of staff is not encouraging in the organization.

44
4.3 DISCUSSION OF FINDINGS

Below the line cash number are allocated to the Dangote flour mill plc.

Ilorin cash supply section authority cash remittance to the Dangote flour mill. The

basis of their request which should be supported by cash forecast their

commitment they do not give cash in excess of demand cash resource are also

conserved.

4.4 TESTING OF HYPOTHESIS

Hi: Human Resource management has impact on the performance of a firm.
Yes 45 = 0.75 Disagree 15 = 0.25
60 60

Agree 0.75 Disagree 0.25

100 100

Says Yes =75 = 25 says No

This shows that the respondents show that 75% are agree on the impact of
human resource management on the performance of a firm.
Ho: Human Resource management does not have impact on the performance of a
firm.
Disagree 45 = 0.75 Agree 40= 0.666
60 60

No 0.33 =3 Yes 0.666 = 60

45
 100 100

This shows that the number of respondents to Hi is higher than those that
disagree which show 75% of worker are highly responds to the impact of human
resource management on the performance of a firm.

46
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMENDATION

5.1 SUMMARY OF FINDING

Management of human resource in any organization is very important
before any business could survive. This is particularly so in a volatile business
environment in Nigeria. In any organization, human resource both qualities and
quantity of labour what is exhibited in the form of mental capabilities. Physical
efforts and overall technical knowhow the organization factors.
Human resource management therefore, entails the means through which
an organization sustain motivate and even discipline its human resource to
enhance the maintained human relationship band physical wellbeing of employees
and above all. For the achievement of organizational goals.
So far so good, during the process this research work and the aim to
determine the impact of management of human resource on the overall
performance of a firm. The researcher collected data was done statistically
analyzed using the method of sample percentage proportion. This analysis of data
was done statistically and comparatively and the researcher made generalization
from the analysis and this was done in a realistic manner. With reference to my
stated objective at the earlier stage of this research work, I have been able to see
that the pre-eminence of human resource over other organization factors like
financial and materials resource. Organization manpower from the vicious oracle,
whereby corporate goals are finally achieved. And without prejudice, I strongly
recommend the First approach.
Any organization who wishes to achieve greater height in its pursuit in
achieving corporate goals and objectives, bearing in mind that proper management

47
of an organization in human resource actually makes the whole difference between
a successful organization and other sides.
5.2 CONCLUSION
It is the belief of the research that if above stated recommendation are abide
by, by the business organization in Nigeria they will be able to know business
environment pertinently it could be able to deducted from the genesis to revelation
of this research works that any organization who wished to mount to the greater
being in its pursuit to achieve corporate goals must take to cogitation that the
proper management of human resource actually makes the whole difference
between successfully and unsuccessful business organization conclusive.
The management of resource in every organization has a movement impact
on it overall performance.
5.3 RECOMMENDATIONS
I would not call out research work done off. If the researcher fails to make
mention of some other negative observation, I discount above some human
resource management politics in my case study and subsequently advice on these
lapses during my research work, I discovered that a matter of corporate principle
my case study does not absorb youth corporate members training. They even allow
first degree of diploma holder without years of working experience to apply for
vacancy. This policy I rather found unsatisfactory and would like to advise on the
contrary what crop member on training be about the practical aspect of their field
of study.
Thus think it could even help the bank to discover outstanding potential
useful the bank among the crop members on training.
The second observation which also happens to be final, belongs, I discover
that the group solely comprising of junior workers like the drivers and security
48
officer. In other words this group is not given any form of credence from the
management. It exists independently and has no official recognition to this I do
want to advise the management to upgrade this informal group to a formal group
boosting their morals even when they are being adequately scattered for by the
truth that without human resource, it will be definitely be impossible for other
resource to be properly managed towards productivity. This the importance of
human resource became quite on issue that should be taken with levity due the
significant role it plays in bringing about the actualization of corporate goals
knowing its importance in an organization.
Therefore demand for its proper management, if there is to be constancy in
an organization growth and general performance for this reason therefore we felt
strongly compelled after seeing the enviable and promising standard that Dangote
flour mill Plc. had set in past its fifteen years of corporate existence to embark on
a fact finding mission on how the bank been able to combine various productivity
reason through proper skilled motivation and strongly significant that proper
management of the human resource of an organization effect to largest degree the
general performance of the organization.
To whole performance and measure instituted by any case study in the
aspect of management science (human resource management) has proven to be so
simply best and most rewarding both to the organization where in it fifteen years
of existence sand being characterized by labour turnover of past two staff out of
out two thousand six hundred and seventy (2672) work force this represents a slim
margin of 0.12% of its original staff strength.
With reference to the whole human resource management policies we were
highly impressed to see uniquely policies of employment staff health/safety and
welfare policies and remuneration which particularly was itself a “model” policies
49
put in place for fringe benefit compensation and reward loan allocation and other
allowances motivating incentive for junior workers and a whole lot of other couple
with their disciplinary policies measures, all these were found out to be skillful
and continuously instituted thus about the constituted progress of the bank yearly
performance even in the face of unpredictable circumstances playing our system
which was commendable and even enlighten further of the conventional approach
which involves the determination of staff salaries using the prevailing standard
and adopted by most contemporary institution of like business. And on this were
further told that the banks with respect in a pace setter in that in adopting this
approach they do not strictly apply remuneration policies. In other banks but
instead they go beyond that so that their new policy become the one other will
follows.
To the end we have come to the strong conclusion that just like Fist Bank
Plc. the proper efficient management of any management.
This would also help them in providing a routine to channel their complaint
and even application to management at any point in time as prescribed by
Maslow’s in his theory of motivation.

50
 REFERENCES

ABUBAKAR, C.M & MANCUSA, J.R (1975): Entrepreneurship and Venture

Management. 2nd Ed, New York: Practice Hall Inc.
AWOLOLA, J.A (2007): Entrepreneurship Structure and Practice 2 nd Ed, Ilorin:
Rock View Production

Carlise H.M (2006) Management Concept and Situation. 4thEdition USA: Science
Research Association.
Douglas, M.C (2009). Management social psychologist Maslow’s theory of
motivation in an American.
Faihurst, W. (2011): The personnel management process. 2nd Edition Heineman
London
French, W (2010): The personnel management process, 3rd Edition Boston,
Houghton: Miffing Company,
JOHN, H.A & CHARLES B.S (1970): The nature of Entrepreneur Personal
Psychology, Onitsha, Nigeria: Joance Education Publisher Ltd

KLRK PATRIC, M.C (1984): Entrepreneurship Role and Development 2 nd Ed,

Singapore: Longman Publisher Ltd

OBELLEAGU-NZELIBE, C.G (1990): Management of Small Scale Business in

Nigeria. Fourth Dimension Publisher, SAMAD (1988-2001):
Entrepreneurship Practice, Annual Report Journal and Magazine, Longman
Ltd, Lagos.

OLALEYE, O.A et al (1997): Entrepreneurship in Nigeria Africana-Ibadan: Ffp

publisher Ltd

51
Olaniran, J. et al (2011). Management Principle and Concept. 1 st Edition Ejou
Publishers, Ibadan.
OSUALA, E.C (1993): Principle and Practice of Small Business Management in
Nigeria, Nsukka Nigeria. Falladu Publishing Company

SAMAD (1988-2000): “Entrepreneurship Practice” in Annual Report Journal and

Magazine Lagos: Longman ltd

Stonners, J. A.t (2011). Management. 2nd Edition, USA Prentice Hall, international
Inc. Usa.
Ubeku, K, A. (2012). Personnel Management in Nigeria 2 nd edition, MacMillan.
London.
WNWOROM, S.A (1994): Entrepreneurship Education Nsukka: Falladu
Publishing Company

52
 QUESTIONNAIRE
Dear Respondent,
I, am a student of the Department of Business Administration, Kwara State
Polytechnic, Ilorin current conducting research on the topic “Impact of human
resource management on the overall performance of a firm using Dangote Flour
Mill as the case study.
Kindly complete the attached questionnaire as possible, be assure that
information provided will be treated confidentially.
Instruction: Please tick (√) the appropriate option thank you for your cooperation.
SECTION A
Personal information of the respondent
1. Sex of the respondent? (a) Male [ ], (b) Female [ ]
2. Age of the respondents? (a) 20-30 [ ], (b) 36-50 [ ], (c) 51 years and above [ ]
3. Marital Status of the respondents? (a) Single [ ], (b) Married [ ]
4. Educational Qualification of Respondents? (a) O’Level [ ], (b) OND [ ], (c)
HND/B.Sc [ ], (d) M.Sc and Above [ ]
5. Years of service in the organization?
(a) 1-5 [ ], (b) 6-10 [ ] (c) 11 and above [ ]
6. Position in the bank?
(a) Low level [ ], (b) Middle Level [ ], (c) Top Level [ ]
SECTION B
7. Is there any realistic training programme for qualified staff?
(a) Yes [ ] (b) No [ ]
8. Is there recruitment of staff based on academic qualification?
(a) Yes [ ] (b) No [ ]
9. Do you have a standard grievance procedure? (a) Yes [ ] (b) No [ ]
53
10. Since you have been working in this Bank, do you have regret or complaint
about how the Bank has been treating you and other workers?
(a) Yes [ ] (b) No [ ]
11. Do you have any prospect of employment for disable applicants?
(a) Yes [ ] (b) No [ ]
12. Do you derive any positive effect from the staff welfare policies of the
organization? (a) Yes [ ] (b) No [ ]
13. Is the nature of employment in your organization encouraging or not?
(a) Yes [ ] (b) No [ ]
14. Are there welfare health and safety in the organization?
(a) Yes [ ] (b) No [ ]
15. Is the gravity of staff encouraging? (a) Yes [ ] (b) No [ ]

54