Human Resource Strategies And Industrial Harmony -A Study Of Dangote Flour Mill, Apapa Lagos

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HUMAN RESOURCE STRATEGIES AND INDUSTRIAL HARMONY: A STUDY OF DANGOTE FLOUR MILL, APAPA, LAGOS

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CHAPTER ONE

INTRODUCTION

1.1 Background to the study

Human Resource Management (HRM) according to Bratton and Gold (2013) is “a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical in achieving competitive advantage”. The human resources of an organization is a composition of men and women, young and old who engage in the production of goods and services of the organization. They constitute the greatest assets of any organization.

Industrial/organizational harmony refers to a friendly and cooperative agreement on working relationships between employers and employees for their mutual benefit. According to Dimba and K’Obonyo (2014), industrial/organizational harmony is concerned w’th the relationship between management and employees with respect to the terms and conditions of employment and the work place.

Human resource policies and practices are influenced by strategy and structure and by external factors such as trade unions, labour market situation and legal system. In reality most firms do not have such a well thought out sequential model in their human resource practices hence the role of human resource management in promoting industrial harmony in most organizations becomes vague (Abdulkadir, 2012).

The human resources are seen as the bedrock of an organization, as the organization is overwhelmingly dependent on human capacity for the supply of physical labour, technical and professional skills, which are germane for effective and efficient planning and implementation of development policies, programmes, projects, and daily activities.

There is no doubt, therefore, that the ability of any organization or society to achieve its goals depends to a large extent on the caliber, organization, motivation and general administration of its human resources. As such, human resource/manpower administration is a critical factor in the achievement of organizational objectives. Very instructively, human resource administration relates to the overall organization planning process by which the organization tries to ensure that it has the right number of persons and the right kind of people, at the right time and at the right place performing functions, which are economically useful and which satisfy the needs of the organization and provide satisfaction for the individual involved (Bratton and Gold, 2013).

More importantly, the work environment is absolutely dependent on human factor. Human input is a precondition for proper operation and services. Take for instance, the office computers, plants, automated equipment, office gadgetries, electronic machines, and every other relevant facility found in a modern firm is unproductive except if human effort and direction is carefully applied (Delery, 2012).

Unlike traditional personnel management which is said to be reactive, short-term and focused on employees at the lower end of the organizational hierarchy, HRM proactively seeks to establish practices and policies which are synergistic across all policy areas in an organization. The HRM approach requires that personnel practices and policies be fesponsive and adaptive to the needs of the organization. HRM also considers employees as valued strategic resources and not merely a cost to the organization (Dimba and K’Obonyo, 2014).

1.2 Statement of the problem

Despite several studies that exposed the positive effects of Human Resource activities on an organization’s performance, the main reason why this study is conducted is that there are several problems that were not fully addressed in previous studies.

Productivity in most industries have comparatively taken a nose dive sequel to frequent industrial conflict. As such many organization has resorted to different means of resolving such conflict in the past but to know avail sequel to frequent agitation by worker for improved working condition and other workers interest and right. Hence optimal productivity has been hampered because of frequent industrial conflict.

First, there is no harmony on how and what to measure regarding effective HRM practices. Although it would be impossible to measure each HRM practice carried out at workplaces, HRM researchers and practitioners should agree on the representative HRM items that are the most influential in terms of boosting an organization’s lower staff (bottom line). This unsettled issue of measurement items of HRM creates difficulties when applying the findings of such academic studies to the workplace and when comparing results across the studies.

Second problem stems from the level of measurement. As Bratton and Gold (2013) pointed out, measuring HRM practices at different levels within an industry and between industries is likely to yield different results. In 2012, Kanter studied that assuming that the use of practices across an organization is the same for all levels of employees is probably a false assumption.

Furthermore, the most imperative and critical problem is measuring the outcomes of HRM on organizational performance. However, there is a little theoretical consensus on basic definitions and technical issues. Meshoulam (2013) stated that the problem is “not how to measure effectiveness or productivity, but what to measure; how definitions and techniques are chosen.” Studies about the contribution made by human resources activities to the attainment of business and financial objectives have adopted measures or indicators of organization performance without prior conceptual questioning of what to measure.

1.3 Aims and Objectives of the study

This research work seeks to study the human resources management in organizations and the objectives of the study are to:

examine the impact of human resource strategy on industrial harmony.
measure the effect of human resource strategy on labour turnover.

1.4 Relevant Research Questions

Does human resource management have impact on industrial harmony?
Is there effect of human resource strategy on labour turnover?

1.5 Relevant Research Hypotheses

The following hypotheses were developed for the study:

Human resource strategy does not have any impact on industrial harmony.
There is no effect of Human Resource strategy on labour turnover

1.6 Significance of the Study

When performance standards are clearly articulated by management, employees know what is expected of them, what their role as a part of a group and organization is, what is considered unacceptable performance, and how organizational standards should be achieve. This research work is believed to be useful and relevant to the entire society, as it will help organizations and other sectors of the economy in knowing and appreciating the roles performed by human resources, in enhancement of organization efficiency as well as how best to manage these human resources.

To this end it will therefore serve as a benchmark for researchers to further evaluate the effect of Human Resource (HR) – employee relationship, and how it ultimately impacts the industrial harmony and growth of the manufacturing industry in Nigeria.

Consequently, it will aid the Government, policy makers and stakeholders properly to articulate critical areas in HR that needs to be improved on so as to forge a stronger workforce.

1.7 Scope and Delimitation of the Study

The work seeks to examine human resource strategies and industrial harmony with a view to exploring Dangote Flour Mill in Apapa, Lagos. In addition, the study will cover what human resources management is, its components, functions, objectives as well as how it increases organizational efficiency.

1.8 Definition of Terms

Industrial Harmony: It is the ideal state of peace wherein workers engaged in production of goods and services feel content, thereby are propelled to give the best of their talents and talent potentials for the development and progress of the organization.

Organization: An organization is a social group which distributes tasks for a collective goal.

Union: An employee organization that has the main goal of representing members in employee-management bargaining over job related issues.

Industrial Relations: It is the interdisciplinary field of study that concentrates on individual workers, groups of workers and their unions and associations, employers and their organizations and environment in which these parties interact.

Collective Bargaining: It is machinery for setting conflict issues between employers (management representative) and employees (union). It examines and resolves differences between both parties in terms of benefits.

Management: This is defined as the rational process if combining and utilizing the physical material and financial resource in an efficient and effective manner in order

to achieve set objectives of the organization.

Performance: A performance, in performing arts, generally comprises an event in which a performer or group of performers behave in a particular way for another group of people, the audience. Choral music and ballet are examples.

Productivity: Productivity is a measure of the efficiency of production. Productivity is a ratio of production output to what is required to produce it (inputs). The measure of productivity is defined as a total output per one unit of a total input.

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