KEY SUCCESS FACTORS FOR HUMAN RESOURCE PLANNING IN THE PUBLIC ORGANIZATIONS IN NIGERIA

CHAPTER ONE

1.0     INTRODUCTION        

1.1     BACKGROUND OF THE STUDY 

1.2     STATEMENT OF THE PROBLEM

1.3     OBJECTIVES OF THE STUDY     

1.4     RESEARCH QUESTIONS

1.5     RESEARCH HYPOTHESIS

1.6     SIGNIFICANCE OF THE STUDY

1.7     SCOPE OF THE STUDY

1.8     DELIMITATION OF THE STUDY

1.9     DEFINITION OF TERMS     

CHAPTER TWO

2.0     LITERATURE REVIEW

2.1     CONCEPT OF HUMAN RESOURCE PLANNING

2.2     PROCESS OF HUMAN RESOURCE PLANNING

2.3     THE CONCEPT OF HUMAN RESOURCES MANAGEMENT

2.4     RECRUITMENT AND TRAINING

2.5     FACTORS INFLUENCING HUMAN RESOURCE PLANNING

2.6     THEORETICAL FRAMEWORK

CHAPTER THREE

3.0     RESEARCH METHODOLOGY

3.1     RESEARCH DESIGN

3.2     AREA OF STUDY

3.3     POPULATION OF THE STUDY

3.4     RESEARCH SAMPLE AND SAMPLING TECHNIQUE

3.5     INSTRUMENT FOR DATA COLLECTION

3.6     VALIDITY OF THE INSTRUMENT

3.7     METHOD OF DATA COLLECTION

3.8     METHOD OF DATA ANALYSIS

CHAPTER FOUR

4.0     DATA ANALYSIS AND PRESENTATION

CHAPTER FIVE

5.0     SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION5.1     SUMMARY

5.2     CONCLUSION

5.3     RECOMMENDATIONS

REFRENCE

APPENDIX

CHAPTER ONE

INTRODUCTION

1.1     Background to the Study

The efficiency and effectiveness of organizations depend, to a great extent, on effective human resource planning (Biswajeet 2010:34).

Effective human resource planning is a process of analyzing an organization’s human resource needs under changing conditions and developing the activities necessary to satisfy these needs (Biswajeet 2010:34). With the speedy development of Japanese economy, countries all over the world discovered that the rapid growth of any economy did not lie in attaching single importance to material factors such as the production system. Hence, organizations are realizing that it is imperative to hire employees who can do the job and be successful at it. It behooves the organization to find these people, bring them into the organization and maintain their services. This requires HRP and implementation. It is unfortunate that many organizations had to suffer due to improper HRP. Today’s organizations can no longer just hire to hire or can no longer rest on the belief that individuals will stay with the organization through thick and thin (Decenzo & Robbins 1998:91).

Conceptually, HR planning should be an integral part of business planning. The strategic planning process should define projected changes in the scale and types of activities carried out by the organization. It should identify the core competencies the organization needs to achieve its goals and, therefore it skills requirements. In as far that there are articulated strategic business plans, HR planning interprets them in terms of people requirements. But it may influence the business strategy by drawing attention to ways in which people could be developed and deployed more effectively to further the achievement of business goals, as well as focusing on any problems that might have to be resolved in order to ensure that the people required will be available and will be capable of making the necessary contribution (Armstrong, 2001:358). HR planning is useful in identifying the knowledge and skills needed to successfully identify human resource requirements and attract and retain an effective workforce for an organization. Human Resources planners in organizations need an understanding of how recruitment and selection fits into the broader organizational structure, processes, and goals of an organization and how this function is related to the other functions of human resource planning.

The planning process encompasses what should be done, how it should be done and when it should be done in determining organizational goals and the means of achieving those goals of the organization (Mohamed, 2014). Santos et al (2009), found that the purpose of HRP is to forecast organizational needs for its employees and taking into consideration the internal and external supply of labour to meet staffing needs by identifying the gap between what is needed and what is available. Nkechi (2013), argues that it is through strategic planning that top management is able to evaluate the milieu in which the organization operates. HRP is a cyclic process involving many interrelated activities that must be altered and updated as situations require. HRP practices consist of strategies on employee flexibility, absence management, retention, recruitment, talent management and selections (Reilly, 2003). It is vital to adopt human resource planning to avoid contracting wrong employees because it could turn out to be costly in the long term. The process of HRP ensures that an employees in an organization have the essential skills and competencies a firm needs for it to prosper (Ghazala and Habib, 2012). The process ought to be carefully evaluated to avoid having scarce employees which could lead to use of overtime, recalling employees that had previously been laid off and promoting employees to higher levels to enable the gaps to be meet, whereas having numerous personnel can lead to attrition and hiring freeze, early retirements and layoffs just to mention a few.

HRP is a process based on forecasting and drawing a relationship of current and future human resource requirements. In their study Samolejova et al (2015) found that human resource planning usually involves the recruitment strategies and motivation of employees, as well as the tools of control and management of absenteeism and turnover of employees, selection, training and retention.

Demand forecasting refers to the process of estimating the future statistics of labour required and the possible skills and competencies needed. Factors affecting demand forecasting include the following: - setting up a new regional organization, creating a new sales department, decentralizing a head office function to the regions, plans for new methods of working, additional outsourcing, increasing productivity and reducing employment costs. Supply forecasting estimates how many people are expected to be available from outside and within the organization. Factors influencing supply include:-existing number of people employed by occupation, skill and potential; potential losses to existing resources, through attrition (employee turnover); potential changes to existing resources, through internal promotions; changes to the organization structure, new methods of working, effect of increases in productivity; sources of supply from within the organization – existing employees and the outputs of talent management or training programs. (Armstrong, 2012). This research will focus on the key success factors for human resource planning (HRP) in the public organization.

1.2     Statement of the Problem

Human resources management and planning is primarily a line activity, yet the line managers being operating managers are more concerned with materials and financial resources than with the human resources. Human resources are the key to success in any organization be it private or public. Yet many organizations too often, forget how important the people variable (organization’s most valuable asset) is to the success of an organization. Many organizations and managers have failed because they have taken their human resources for granted. Moreover, many of the ill-defined organizational problems tag ‘tough-to-solve’ human resource problems facing organizations could be resolve through effective human resource planning. Effective human resource planning in the areas of recruitment of employees, retention of staff, utilization of staff, improvement of staff performance and disengagement of staff is a necessity in today’s turbulent business world. In all, the major setback in human resource planning is the systematic analysis of human resources on a continuous basis, the researcher has therefore decided to investigate the key success factors for HRP in public organizations.

1.3     Objective of the Study

The main objective of this study is to find out the key factors for HRP in public organizations, specifically the study intends to;

1.     Find out the challenges to effective human resource planning in the public sector

2.     Find out the key success factors for HRP in public organizations

3.     Analyze the impact of effective HRP on organization performance

1.4     Research Question

1.     What are the challenges to effective human resource planning in the public sector?

2.     What are the key success factors for HRP in public organizations?

3.     Is there any significant impact of effective HRP on organization performance in the public sector?

1.5     Research Hypothesis

Ho: there is no significant impact of effective HRP on organization performance in the public sector

Hi: there is significant impact of effective HRP on organization performance in the public sector

1.6     Significance of the Study

The findings of the study will be important in providing understanding into the various human resource planning strategies required to effectively perform in the public sector. In particular, this study proposes to fill the gap in the body of knowledge in the determinants of human resource planning. This information will be useful to various stakeholders and potential investors who aim at improving the value of their share capitals.

The study will form a good base upon which further research in the public sector will be based since it will help in forming empirical study and act as a source of secondary material. The study will empower the management of the firms to escalate the factors undermining human resource planning, hence re-evaluating their strategies vis-a-vis this factors. The human resource manager will also incorporate the findings of this study in the strategic planning of their firms. The study will help guide government policy pertaining to human resource and regulation in public organizations.

1.7     Scope of the Study

This research will cover the importance of effective human resource planning, the challenges of HRP in public organizations will be discussed through related concept and literatures on HRP.

1.8     Delimitation of the Study

Finance for the general research work will be a challenge during the course of study. Correspondents also might not be able to complete or willing to submit the questionnaires given to them.

However, it is believed that these constraints will be worked on by making the best use of the available materials and spending more than the necessary time in the research work. Therefore, it is strongly believed that despite these constraint, its effect on this research report will be minimal, thus, making the objective and significance of the study achievable.

1.9     Definition of Terms