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PROMOTING HUMAN RESOURCE MANAGEMENT PRACTICE IN PUBLIC

ORGANIZATIONS IN NIGERIA

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 SGI-JOURNAL OF SOCIAL SCIENCE VOLUME. 2
ISSUE. 5
AND HUMANITIES OCTOBER, 2020

PROMOTING HUMAN RESOURCE MANAGEMENT PRACTICE IN PUBLIC

ORGANIZATIONS IN NIGERIA
1Onyeche, Chinwendu Fiias, 2Abanimebon, Chukwueroke Augustine
1Department of Sociology, Faculty of Social Sciences, Ignatius Ajuru University of Education,

Rumuolumeni, Port Harcourt, Rivers State.

2Department of Sociology/ Psychology, Faculty of Social Sciences, Delta State University,
Abraka.
Abstract
The thrust of this paper is on promoting Human Resource Management practice in public
organizations in Nigeria. Over the last decades, the practice of Human Resource Management is
increasingly becoming the central focus in every organization, given the fact that effective
human capital is one of the best weapons for better corporate positioning in today’s competitive
world. The decaying standard of human resource management practice in public organizations
has generated many outcries and ways to improving performance has become imperative.
Promoting Human Resource Management practice is critical and necessary to enhance
productivity and cost effectiveness of organizations. The purpose of this paper therefore is to
assess the level of Human Resource Management practices in public organizations in Nigeria,
and possible ways of promote its growth. However, the historical development of Human
Resource Management in Nigeria was looked into in this paper. In achieving this, the
researcher adopted a descriptive research method in order to cast light on current state of
Human Resource Management practice in Nigeria public organizations, with the intent of
describing the true situation and profess possible remedies that will help the profession move
forward. The discourse relied heavily on secondary data sourced from text books, journals,
newspapers, and the internet and so on. The study discovers that, lack of exploring Human
Resource Management techniques in public organizations in Nigeria are among the factors
causing public organizations going moribund today. Again, lack of sufficient budgetary
allocation for training and development for public workforce. Hence, the paper strongly
recommended that public organizations irrespective of numerical strength must as a matter of
urgency embrace effective Human Resource Management practice to enhance organizational
performance and global competitiveness in order to grow and sustain public organizations. It is
necessary because of the emerging trends ushered in by technological explosion. This is indeed
the trajectory that will bring forwardness and make public organizations work better or else
such organizations will be seen to have outlived their usefulness, at least, for now.
Keywords: Human Resource Management, Training, Development, Organization.
I. Introduction
Public organizations in Nigeria are facing challenges which often hamper the attainment
of set goals. The challenges ranging from management of their human resource and the
challenge of constant changes in organizational environment, through lack of motivation of
workforce to shortage of competent skilled manpower even in the pool of heavy unemployment
syndrome. A close look at Nigeria public organizations shows a daily frustration of human
resource management practice (HRMP) in the system, changes that are occurring is very glaring
and mind blowing. Buttering this point Ile (2003), stated that the changes put confusion on the
human resources management practitioners. The productivity of any public organization
depends largely on the performance of its people (management and subordinates) for this
success to be achieved, the human resource management practice in the public organizations
need to be given adequate attention and managed properly, because it is the major crucial pillar
in organization.

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However, organizations have started realizing the importance of human resource
management practice (HRMP). Some scholars have noted that managing people is more
difficult than managing technology and capital (Barney, 1991, Lado and Wilson, 1994),
especially, in a developing country like Nigeria which is a multiethnic in nature, failure to
manage human capital and maintaining the harmony within our public organizations will create
fatal problems to the organizations. Promoting human resource management practice has
become critical and vital to the success of all public organizations, large and small, regardless of
the type (Ulrich, 1997).
Again, the human resource management is concerned with all aspects of how people are
employed and managed in organizations. It covers activities such as strategic human resource
management practice (HRMP), human capital management, corporate social responsibility,
knowledge management, recruitment and selection, training and development, etc.
Furthermore, effective human resource management practice (HRMP) enables employees to
contribute effectively and productively to the overall organizational direction and the
accomplishment of the organizational goal and objectives. Human resource management
practice has in recent times moved away from traditional personnel, administration, and
transactional roles, which are increasingly outsourced. Today, most of the organizations
believed that without sufficient human resource management practice (HRMP) programmes
and activities, organizations would not achieve and sustained effectively, which add value to the
strategic utilization of employees and that of employee in the organization in measurable ways
(Schuler, 2000).
Regrettably, back door recruitment and improper selection process, which is common
process of recruitment in our public organizations, have corrupted the Nigeria pubic
environment, such as political pressure or patronage, theory and practice of “Ima mmadu” or
“Who you know” has affected public organizations, as a result causing serious dwindling and
neglect in practices of human resource management practice (HRMP) in public organizations
(Onodugo, 2008). Consequently, there has been increase pressure on public organizations to
improve the quality of service delivery, efficiency and effectiveness in the utilization of human
resource management practice (HRMP) as stresses in the New Public Management Reform
(Pollitt and Bouckaert, 2004). Recently, the incessant industrial conflict between workers and
management of public organizations as a result of non-compliance of various agreements
entered into by the government has also become a thing of concern for the public organizations
human resource management practice (HRMP). Unfortunately, public organizations are
bureaucratic system where rules, procedures should maintain, but the story is totally different
today.
In addition, when organizations buys or invest their money on expensive piece of
equipment, it receives a manual containing instructions for operating it, maintaining it and
trouble-shooting when equipment does not function as it should, but when the public
organization procures its human capital, it does not receive a similar manual. The human
resource management practice should be promoted in public organizations to fight for value,
ethics, standards, and protection of their organizations from the hands of unprofessional. The
crucial questions are: What are the ways human resource management practice should be
practice in public organizations to enhance productivity? Why should management of public
organizations neglect the human resource management practice? Thus, it is against this
backdrop that this study intends to find out how to promote human resource management
practice in public organizations in Nigeria. This is the knowledge gap the current research seeks

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to fill. It will also bring to the knowledge of the government and the general public the important
of human resource management practice.
II. Conceptual Clarifications
Human Resource Management
Human resource management is a slippery and elusive concept. The concept does not
have a universally accepted definition. In order words, it has no settled meaning as its meaning
is elastic and inexhaustible. According to Armstrong (2012), human resource management is
concerned with all aspect of how people are employed and managed in organizations. It covers
activities such as strategic human resource management (HRM), human capital management,
knowledge management, corporate social responsibility, organization development, recruitment
and selection, training and development, employee wellbeing and the provision of employee
services.
Thus, human resource management practice has a strong conceptual basis drawn from
the behavioural sciences and from strategic management, human capital and industrial relations
theories. Therefore, human resource management is a strategic, integrated and coherent
approach to the employment, development and well-being of the people working in
organizations.
In other hands, human resource management is the managerial utilization of the efforts,
knowledge, capabilities, and committed behaviours which people contribute to an
authoritatively co-ordinate human enterprise as part of an employment exchange (or more
temporary contractual arrangement) to carry out tasks in a way which enables the enterprise to
continue into the future( Watson, 2010). It is a branch of management which is responsible, on
a staff basis, for concentrating on those aspects of operations which are primarily concerned
with the relationship of management with employees, and employees with employers, and with
the development of the individual, and groups. The objective is to ensure maximum individual
development, desirable working harmonious relationship between employers and effective
molding of human resources as contrasted with physical resources.
Training and Development
Defining training and development may not be as closely structured and rigid as a
mathematical formula or equation. Although, both training and development are related, they
nonetheless remain separated entities. While the line of distinction may be faint, even almost
invisible the two remain ‘identical twins’ with clear differences. However, Nwachukwu (2000),
views training as “an organizational efforts aimed at helping an employee to acquire basic skills
required for the efficient execution of the function for which he/she is hired”. Therefore, it is an
overt process, a sequence of experience, a series of opportunities to learn in which the trainee is
exposed in some more or less systematic way to certain materials.
Mamora (1984), asserted that training is a process of learning a sequence of programmed
behavior. It is also the application of knowledge. It gives people an awareness of the rules and
procedures to guide their behavior. For example, a new machine has been acquired by the
organization and a staff has to be trained to gain the relevant skills needed to operate the
machine to a safe, qualitative and quantitative output level. This is an attempt to improve their
performance on the current job. Above all, training is a process to bridge the identified gap that
exists between the present and expected performances in terms of skills, knowledge and
attitudes. Training is focus on the fact that “knowledge is power” which transcends the ages. In

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some cases, an identified performance factor may be found lacking in an employee. Sometimes,
the lack may be discovered to be plural.
Development
Development on its part is more of a gradual process tended towards the future. The
three factors of performance improvement are very well inclusive in both. Employee
development is usually one of the result of a ‘top down’ appraisal system. In case of
development, an employee may be identified as possessing some qualities that will better
position him/her for a responsibility, and he or she is discovered and groomed or mentored in
anticipation of him/her filling the post, sometime in the future.
For example, the head of a department is due for retirement in two years; one of the
three subordinates has been identified to be the best performer amongst the lot. This employee
has to be prepared in advance for the potential vacancy. Consequently, he will be groomed in
readiness for the future and stated/sponsored to attend a number of managerial, in-house and
external courses. Finally, note that in both training and development examples given above,
there is a commonality, which is the acquisition of needed skills, knowledge and right attitude
for efficiency in performance and service delivery.
Brief History of Nigeria Public Organizations
The concept and structure of what is today known and operated as the Nigeria public
organization or public sector of the entire economy has been premised on the nation’s public
administration system based on its colonial exposure. Thus, what constitutes the public
organization in Nigeria is one of the land mark legacies bequeathed to our country at its
independence. The sector has largely remained a semblance of what obtains in the context of
colonial master’s home politico-economic model of running public undertakings. The public
organization is that sector of the economy owned and controlled by the governments of the
federation, state and their agencies. It is a sector which is expected to serve all the citizens and it
is funded and administered from and by the public resources.
Abassi (2000), mention that pubic organization is divided into three categorizations: (1)
The civil service: This category can be identified as the federal, state, state ministries as well as
the local government councils (2) The institutions of learning, research institute and other allied
systems (3) The parastatals: These are federal and state corporations like the Nigerian Railway
Corporation, Housing Corporation, Port Authorities, Air and Sea, Crude Oil and Solid Mineral
Ventures and Transportation undertaken. Others include the Power Holding Company of
Nigeria, Water Corporation, Nigerian Television Authority (NTA), Federal and state Radio
Corporations, the Nigerian Postal Service (NIPOST), federal and state Waste Management
Board, and the Banking Industry, among others.
These parastatals are supposed to provide certain essential services to members of the
public even if they are unable to make profits or at least break even. As opined by Otobo (2000),
the Nigeria public organizations when compared to the private organizations, constitute various
categories of employees requiring vary skills in level and content as regards their job holding.
Again, the employees in these categories form the largest number of those employed in the
country, but the public organizations has the highest number. As would be expected, they should
constitute area of interest in the field of organizational study of discourse of what happens in the
workplace.
Put differently, the emergence of the crude oil industry into Nigeria economy, after the
civil war in the 1970s, with the associated boom intensified governmental involvement in

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production and in control of the Nigeria economy. One major aim of government at that period
was to convert as much as possible of the growing oil revenue into social, physical, and economic
infrastructural investments. The Nigeria Enterprises Promotion Decree of 1972, which took
effect on 1st April, 1974 with its subsequent amendment in 1976, provided a concrete basis for
government’s extensive participation in the ownership and management of organizations. Given
these developments, public organizations at the federal level had exceeded 100 in number by
1985, and these had spread over agriculture, energy, mining, banking, and insurance, among
others.
The development and the acquisition of skills at the required levels by all workers in the
public organization or sector become a study target as it is obtain in this paper. It should be
noted, however, that the public organization is growing in nature and scope by the day, in
response to the immediate and external socio-political and economic developments, especially
in the content and context of the technological explosive and globalization. For these public
organizations to meet their increasing tasks, they require responsive and well equipped workers
in terms of necessary knowledge, attitude, and adequate skills to enhance their on-the-job
behavior for effective and efficient service delivery on the parts of their employing public sector
units (Obikeze, 2004). This responsibility rests squarely on the shoulder of public organization
human resource management (HRM) departments and their outdoor professional counterparts
(consultants).

Historical Development of Human Resource Management Practices in Nigeria

In order to appreciate this work, it is necessary to consider how human resource
management practice (HRMP) started as a discipline. According to Dessler (2010), human
resource management practices started from rapid technological changes which increased the
specialization of labour associated with the industrial revolution of 18th century that eventually
triggered off what is today called the modern human resource management practice. The
revolution which was a technological revolution brought the factory system on board instead of
the earlier craft system that seen to be outdated or out of fashion.
Machines were invented and speed was introduced into organizations process of getting
things done in different ways. Once more, the industrial revolution had deep consequences for
management. They were human problem of concentration and the technical problem. The
human problem was mainly the many people who had to work under one roof in the factory
system. The technical problem was associated with how to operate the machines. It also usher
in the emergency of the free collective bargaining with constraints established for both unions
and employers, the contributions of scientific management movement of notable scholars like
Elton Mayo, Abraham Maslow, Douglas Mcgregor, Rensis Likert, Robert Owen, among others
also helped to change the situation drastically from paternalistic and mechanistic approach to
human relations and solve the human problem (Ulrich, 2005). However, likewise early
industrial psychology, government personnel practices growing out of the establishment of the
Civil Service Commission, the emergence of personnel specialists and the grouping of these
specialists into personnel department, the human relations movement, the behavioral sciences,
and the social legislation and court decisions of the 1960s and 1970s.
Furthermore, human resource management discipline over time has witnessed
unprecedented changes for the past decades and these changes have been captured into two
transformations. First, the transformation from being the field of personnel management, to
being the field of human resource management. Secondly and most currently, the

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transformation from the field of human resource management to the field of strategic human
resource management practices (Schuler, Randall, Jackson and Susan, 2012). The first
transformation is of the view that people are very important asset in organizations and can be
easily managed systematically. Again, the second transformation is based upon the recognition
that, in addition to aligning human resource policies and practices with each other, they need to
be linked with the needs of the organizations.
According to Ikeagwu (1999) human resource management assumes a different position
and tackles organizational problems from a different direction. It takes into account activities
like planning, monitoring, compensation and control rather than mediator between employee
and management in organization. This means human resource management (HRM) is proactive
and involves every aspect of dealing with employee as resource while personnel management is
reactive. Organizations have no choice but to move away from the traditional practice of
personnel management whose duties were restricted to administrative role such as salary
payment. (Caliskan, 2010).
Hence, there is a popular saying that Nigeria is the most populous country in Africa with
about estimated population of 200 million people as at last census. As a result of this
unprecedented increase in population the human resource and the population has recently
attracted other countries for investment in Nigeria. As foreign and local firms increase their
investment interest in Nigeria, the need to build strong capacities and utilize local competencies
became necessary. Therefore, human resource management knowledge and other factors that
has direct impact on human resource management practice (HRMP) in Nigeria became
increasingly critical to the survival of businesses in Nigeria ( Hofstede, 1993).
The concept human resource management (HRM) was introduced into Nigeria literature
in 1940 during the colonial era, with the spirit of industrialization and commercialization, which
later metamorphosis to wage employment. Since then, there has been a tremendous growth of
HRM in Nigeria, which in recent years has been browned into modern professionalism and
specialization. The need and importance of HRM has become more pronounced. HRM is the
most important resource, it must also be noted that HRM has unlimited capacity for creativity,
resourcefulness and productivity. Sim ( 2006), contends that today’s managers believe that any
attempt to access and activate the potentials of human resource management holds an exciting
promise for organization and humanity in areas of higher productivity and profit maximization.
This is at variance with the earlier mechanistic approach to managing human resource at work
place.
Goals and Roles of Human Resource Management in Public Organization
Goals
The goals of human resource management are to develop the workers in the organization
to contribute to goal achievement in the organization, improve productivity, and quality service.
Roles
The role of the human resource management is not ‘neat’ and clear-cut. His roles seem to
be multi-dimensional. It is believed that the dominance of any particular role is underscored or
dictated by economic, political, social and technological changes prevailing at a particular point
in time. Human resource management has some specific roles to play in public organizations.
They comprise strategic and operational roles.
Strategic Roles

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Human resources are critical for effective organizational functioning. Human resource
was once relegated to second-class status in many pubic organizations. However, its importance
has increase dramatically in recent times. Its new importance stems from increased legal
complexities, industrial related matters, and the recognition that human resource is a valuable
means for improving productivity and the awareness today of the cost associated with poor
human resource management (Wright and McMahan, 1992). Strategically, human resource
management must be viewed in the same context as the financial, technological, and other
resources that are managed in organizations.
Operational Roles
Operational activities are both tactical and administrative in nature. Griffin (1997), sees
this aspect from the legal perceptive because some have regulated various aspects of employee-
employer relations. Human resource management is interested in compliance with observation
of labor laws to ensure proper procedure and policy are taken to pay compensations in
accordance with establish laws. That is, new and old workers must be oriented and protected in
the organization, supervisors must be trained, unsafe conditions must be avoided, and salaries
and wages matters must be resolved. In short, a wide variety of activities closely associated to
the day-to-day management of the people in public organizations are provided by laws and
regulations, must be performed efficiently and appropriately. Above all, the human resource
perform the welfare role in public organization, this makes the human resource person an
employee-oriented individual, for them to come to grips with this role, they must be very
familiar with the behavior of individuals and groups in the public organization. But this role is
gradually not recognizing in recent times, because government of the day is not complying with
human resource practitioners in public organizations. As a result, the welfare of the employees
is kept in the hands of God almighty, government impunity all over public system and industrial
related dispute has taken over public organizations today.
The Challenges of Human Resource Management Practices in Public Organizations
Some of the challenges of Human resource management in Nigeria public organizations
are known while some are still unknown Cham (2005), warn that “the future success of any
organization lies in the ability to manage the diverse body of talents that can bring innovative
ideas, perspectives and views to their work. The challenges faced at workplace diversity can be
turned into a strategic organizational asset if an organization is able to capitalize on this meeting
point of diverse talents”.
The dimensions of organizations diversity includes but are not limited to ethnicity, gender, age,
physical abilities, race, educational background, geographical location, marital status, income,
religion, etc. However, with all these the human resource management practitioners no doubt
have uphill tasks of integrating the views and interests of management, employees, and the
general public.
The human resources management practices in public organization face the below challenges
among others:
 The theory and practice of “Ima Mmadu” or “Who you know”. This raises the
presumption that knowing people in governmental position or political corridor
and if you are well connected with key players that shape the mood of the nation
is accepted criterion for getting good pay jobs in public organizations, and human
resources management unit does not have the right to conduct recruitment and

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selection process. This practice has gained a wider acceptance today and has
affected human resources management practice (HRMP). Okoli (1999), described
this as a subjective practice, cognitive melodrama, which is selecting candidates
for offices or positions, not on the basis of merit, but on the basis of other
extraneous criteria. This practice undermines organizational effectiveness by
overwhelming merit consideration. It also violates the principle of common goal
which secures the cooperation of action of all staff towards the attainment of
organizational objectives.
Regrettably, people are everyday employed through the back doors or
through political patronage without due process. The human resource manager
in public organizations is a mere rubber stamp at the mercy of politicians and
their whims and caprices. For example, the recent recruitment going on in
different public organizations. This is because the loyalists and their cohorts are
given quota for employment whether or not the candidate is qualified; applicants
no longer attend competitive and rigorous interview sections. The human
resource manager is merely quagmire.
 Internal environmental changes of public organization: Because it is difficult to
respond to the external pressures of competition and technological changes. We
have changes of automation, ICT, and the growth of public organizations.
Chukwuemeka (2009), accepting the foregoing informs that they have swooping
effect on human resource management activities in public organizations. For
instance, restructuring or redesign of jobs, upgrading of the workforce, structural
and continuous unemployment, labour relation matters, adjustment in wage
structure, industrial conflicts, among others. The information age that we are in
today has kept everyone on his toe, infact, information has kept changing even on
hourly basis, and therefore, the human resource management is seriously facing
a challenge as a result of the age.
 The changing demand of new government in power is also a challenge
confronting human resource management today in Nigeria public organizations.
Undoubtedly, government in Nigeria has been regarded as the highest employee
of labour and the highest regulator of paid employment (Udeze, 2000). Be that as
it may, it has posed a challenge on human resource management in terms of
legislation and fixing of wages, some wages are presently fixed through the
power of executive fiat. Again, it is clear that government has laws on every
aspect of the operative functions of human resource management. For example,
there are legislations on procurement of men and materials, training and
development, health safety and environment (HSE), compensation, integration
and separation of employees from the organizations, among others.
 The human resource management practice is currently faced with the challenges
of ethnic militancy and crescendo of the ecclesiastical realm. The activities of these
ethnic cleavages are getting out of control in public organizations. Today, we are
living witnesses to the regular invasion of Niger Delta Development Commission
(NDDC) invasion by unemployed Niger Delta Militants. The Niger Delta issue is
no longer news, because it is already a full scale war between millions of youths

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and organizations in the region. The law enforcement agencies like Joint Task
Force (JTF) cannot stop them to penetrate through the gate of organizations
(Orga and Ugwu, 2006).The human resource management in government
organizations must accommodate them because federal government of Nigeria
has offered them automatic employment through amnesty programme. This is a
challenge to human resource management practices in public organizations in
Nigeria, especially in Niger Delta geo-political zone.
III. Conclusion
Let it be reiterated that the responsibilities of human resource management in public
organizations are very pervasive and require the top place it deserves. They handle conflict in
organizations to maintain peacefully working environment. They design recruitment and
selection processes, training and development among others in the organization. Human
resource management encourages the survival, growth, and sustainability of public
organizations. Human resource management practitioners requires the top place it deserves,
with this the organizations will resolve and avoid conflicts arising in organizations today. Public
organizations are decaying owing to some inadequacies and poor management of resource.
Human resource is one so heavily mismanaged. The situation occasions unacceptably low level
of service delivery in public organizations. The failure is largely attributable to human and
individual problems in organizations. They practice of human resource management (HRM) has
moved from the level through paternalism to the current strategic human resource management
practice (HRMP). The challenges of workplace diversity, modern changes in workplace, values,
demands of employers and governments are evident. They face challenges of every day
recruitment into organization through the back doors or through political patronage without
due process, which is bringing unqualified personnel’s into public organizations today.
Recommendations
1. Public organizations irrespective of numerical strength must as a matter of urgency
embrace effective human resource management (HRM) practice to enhance
organizational performance and global competitiveness in order to grow and sustain
public organizations. It is necessary because of the emerging trends ushered in by
technological explosion. This is indeed the trajectory that will make public organizations
work better or else such organization will be seen to have outlived their usefulness, at
least, for now.
2. Government should provide sufficient budgetary allocation for human resource
management department for adequate training and development of public workforce.
This will enable them actualize the vision and mission of the department to improve
performance and avoid a decline in productivity. This is why when individuals buy
public organizations growth and productivity will increase without delay.
3. The business of recruitment and selection processes should be channel to human resource
management section of public organizations to discourage “half-bake” unprofessionals
(employees) coming into the organization through the back doors.
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