HUMAN RESOURCES ALIGNMENT AND EMPLOYEE APATHY OF MANAGEMENT SCIENCE

1.1 Introduction

Human Resource Alignment can be described as a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations. It has a strong conceptual basis drawn from the behavioral sciences and from strategic management, human capital and industrial relations theories. This foundation has been built with the help of a multitude of research projects (Armstrong, 2010). A human resource practice is considered the most critical for organizational performance. However, Human Resource Management is described as a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations.

As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitations of the Study and Definition of technical terms.

1.2 Background of Study

Employees are one of the most important assets of an organization as they contribute to its growth and success (Danish and Usman, 2010). Malik, Nawab, Naeem, and Danish (2010) concluded that in the era characterized by rapid and continuous change, knowledge capital must be retained in order for organizations to be productive and responsive to the needs of their stakeholders. Employee involvement according to Juran (2016) connoted co-operation, using their different individual skills and talents to provide constructive feedback despite the fact that individuals communication is the operation, which re-produces social systems, it is the central casement (specific operation) for the definition and the retention of society, a change of communication possibilities by a new medium also changes society.

According to Seymour (2015), creative thinking is a way of looking at situations from a fresh perspective that suggests unorthodox solution. Creative thinking can be stimulated both by an unstructured process such as brainstorming, and by a structured process such as lateral thinking. Simon (2014) continued improvement on creative thinking consistently strive to improve your students or service to the highest standards.

Human resource management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. Many companies refer to HRM as involving people practices. There are several important HRM practices that should support the organization’s business strategy: analyzing work and designing jobs, determining how many employees with specific knowledge and skills are needed (human resource planning), attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), and creating a positive work environment (employee relations). An organization performs best when all of these practices are managed well. At companies with effective HRM, employees and customers tend to be more satisfied, and the companies tend to be more innovative, have greater productivity, and develop a more favorable reputation in the community (Raymond, 2011).

According to Noe (2011) human resource management is critical to the success of organizations because human capital has certain qualities that make it valuable. In terms of business strategy, an organization can succeed if it has a sustainable competitive advantage (is better than competitors at something and can hold that advantage over a sustained period of time). Therefore, we can conclude that organizations need the kind of resources that will give them such an advantage.

Implementation of appropriate HRM practices for banks employees will promote university performance as Lew (2009) noted that employees play a strategic role in improving ratings in key areas like proper customer financial management. Realizing the importance of promoting hospitality industry’s’ performance, many banks are embarking into strategizing its HRM (Sirat, 2005). For this to materialize, it is significant that the country’s financial institution improve their world class bank ranking by attracting and retaining excellent and experience staff.

Little empirical research has been conducted to examine the effects of HRM practices on hospitality industry performance in Nigeria. In order to effectively investigate whether human resources are capable of contributing to competitive advantage, it is pragmatic to examine HRM practices in as many settings as possible.

Therefore, in Ignatius Adjure University of Education where the research was carried out, the activities that was conducted is to know the Human Resources Alignment and Employee Apathy of Management Science.

1.3 Statement of Problems

The industry is plagued by many challenges that have hindered effectiveness and efficiency. One of these is inability of management in hospitality business to carry out effective and efficient human resources management. Be it as it may, the hospitality industry requires good reception, courtesy etc. However, these are lacking due to poor human resource management. The core of the problems facing hospitality industry can be traced to poor recruitment exercise based on unprofessional procedure of hiring workers e.g recruitment based on god-fatherism, nepotism, ethnicity, poor remuneration of workers promote high rate of labour turnover.

The industry is therefore not attractive to highly qualified workers due to inadequate motivational incentives. Some of the hotels see no need for training and manpower development despite the fact that most of their workers have low level of education, semi-illiterate and poor skill in hospitality business. Lack of good industrial relations is something that always transfers aggression from workers to customers.

1.4 Aim and Objectives of Study

The aim of the study is to examine the Human Resources Alignment and Employee Apathy of Management Science in Ignatius Adjure University of Education. In achieving this aim, the following specific objectives were laid out as follows:

1. To investigate the relationship between human resources alignment and employee apathy of management science in the study area.
2. To examine the factors militating employee apathy of management science in the study area.
3. To examine the human resources alignment procedures in Ignatius Adjure University of Education.
4. To proffer solution to the above stated problems of the human resources alignment and employee apathy of management science in the area under study.

1.5 Research Questions

The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:

• Are there factors militating employee apathy of management science in the study area?
• Is there any relationship between human resources alignment and employee apathy of management science in the study area?
• What are the human resources alignment procedures in Ignatius Adjure University of Education?

1.6 Research Hypothesis

In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.

Hypothesis One

• H0: There is no significant relationship between human resources alignment and employee apathy of management science in the study area
• H1: There is significant relationship between human resources alignment and employee apathy of management science in the study area

Hypothesis Two

• H0: There are no significant factors militating employee apathy of management science in the study area
• H1: There are significant factors militating employee apathy of management science in the study area

1.7 Significance of Study

The study will be relevant to the government in terms of formulating and implementation of policies concerning the educational sectors of Nigeria. The study will be useful to those who will carry out studies in related areas in future. It will serve as a reference material to them. Even, the findings can provide the bases for further studies.

1.8 Scope of Study

The scope of the research is focused on Human Resources Alignment and Employee Apathy of Management Science in Ignatius Adjure University of Education.

1.9 Limitations of the Study

During the course of this study, many things militated against its completion, some of which are:

1. Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
2. Research material: availability of research material is a major setback to the scope of the study.
3. Frequent power failure: This made the researcher append more money on fuel to ensure sustainable power.
4. Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).

1.10 Operational Definitions of Terms

Performance: the accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed.

Human Resource: this is a single person or employee within your organization. Human Resources is also the organizational function that deals with the people and issues related to people such as compensation, hiring, performance management, and training.

Recruitment: this is the process of identifying that the organization needs to employ someone up to the point at which application forms for the post have arrived at the organization.