Human Resource Management
THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL POSITIONING
(A CASE STUDY OF GUARANTY TRUST BANK PLC, VICTORIA ISLAND, LAGOS)
BY
IKENGA, CHIKE PETER
DECEMBER, 2013
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
This research attempts to analyze the influence of Human Resource Management on organizational performance by focusing on the relationship between three of Human Resource indicators on organizational performance, with the presence of incentives as moderator, in service organization in Nigeria, which is a developing African country. Boxall (1995) contended that Human Resource (HR) practices vary in different societal contexts and none best practice can be applied universally. Thus, it is suggested that organization should define the desired performance outcome as HR practices are different according to the performance measures (Khatri, 2000). It is interesting to note that information technology, employees training, and incentives showed a strong and significant relationship with organizational performance. This could be due to the fact that in most developing countries, the employees are not as highly paid as those workers in developed counties, thus the workers are more concerned with HR practices which could subsequently increase their earnings (Bashir & Khattak, 2008). Hence, incentives given to the employees are found to directly affect the organizational performance rather than moderating the relationship between HR practices and performance.
Considering the fact that information technology, employees training, and incentives are directly affecting the organizational performance, these practices are important indicators which must be linked with performance to have better organizational performance. On the other hand, information technology is also found to be instrumental in achieving better firm performance. As commented by Dave and Wayne (2005), information technology plays an important role in many global
(A CASE STUDY OF GUARANTY TRUST BANK PLC, VICTORIA ISLAND, LAGOS)
BY
IKENGA, CHIKE PETER
DECEMBER, 2013
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
This research attempts to analyze the influence of Human Resource Management on organizational performance by focusing on the relationship between three of Human Resource indicators on organizational performance, with the presence of incentives as moderator, in service organization in Nigeria, which is a developing African country. Boxall (1995) contended that Human Resource (HR) practices vary in different societal contexts and none best practice can be applied universally. Thus, it is suggested that organization should define the desired performance outcome as HR practices are different according to the performance measures (Khatri, 2000). It is interesting to note that information technology, employees training, and incentives showed a strong and significant relationship with organizational performance. This could be due to the fact that in most developing countries, the employees are not as highly paid as those workers in developed counties, thus the workers are more concerned with HR practices which could subsequently increase their earnings (Bashir & Khattak, 2008). Hence, incentives given to the employees are found to directly affect the organizational performance rather than moderating the relationship between HR practices and performance.
Considering the fact that information technology, employees training, and incentives are directly affecting the organizational performance, these practices are important indicators which must be linked with performance to have better organizational performance. On the other hand, information technology is also found to be instrumental in achieving better firm performance. As commented by Dave and Wayne (2005), information technology plays an important role in many global
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