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Determinants of Human Resource Management Practices in Small Firms

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Determinants of Human Resource Management Practices in Small Firms.

ABSTRACT  

The project is on the determinants of human resource management practices in small firms. The brief background of the study captures the U.C block industry as a case study. The type of staff required for small-scale business is mainly unskilled staff with little or no qualification but with the physical strength to match the work profile. The major problem of the study is the declining performance of firms in the block industry in Enugu and its environs due to such factors as the hiring of people over 40 years of age for labor, inadequate contacts, and lack of sensitivity in the choice of location.

The objectives of the study were: to identify the relationship between hiring people over 40 years of age for labor in a block industry and performance. To examine the effect of lack of adequate contact/public relation and performance and to carry out a sensitivity analysis of location in the positioning of block industry. Data collection instruments were questionnaires, interviews, and observation. A total of nine (9) questionnaires were distributed to workers of the U.C. block industry personally by the researcher out of which seven (7) were duly completed while the Likert scale method was applied in solving the research hypothesesfx.

The findings indicate that MAN is the most important factor of production; work N is done for the satisfaction it brings other than MONEY EXCEPT working because of the money or the nature of work required in the business will determine the HRM practice of that firm. The study from its findings recommends that: proper operational goals should be adhered to. The working attitude of the staff should be improved to help management. Management should involve the staff in constant training/development to ensure efficient and effective delivery. 

TABLE OF CONTENTS

Title page ………………………………………………………………………..i
Certification page ………………………………………………………………………..ii
Dedication ………………………………………………………………………..iii
Acknowledgment ………………………………………………………………………..iv
Table of Contents ………………………………………………………………………..v
List of Tables ………………………………………………………………………..vii
List of Figures ………………………………………………………………………..ix
Abstract ………………………………………………………………………..xi

CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of Problem
1.3 Objectives of the Study
1.4 Research Hypotheses
1.5 Significance of the Study
1.6 Scope of the Study
1.7 limitation of the study

CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Concept of small firms
2.2 Characteristics of small firms
2.3 concept of small firms human resources
2.4 human resources management processes
2.5 determinants practices in small firms

CHAPTER THREE: RESEARCH METHODOLOGY
3.0 Research design
3.1 Area of the study
3.2 Populations for data collection
3.4 Sample and sampling techniques for the study
3.5 Data collection instrument
3.6 Validation of the instrument
3.7 Method of data analysis

CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Presentations of data

CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSION AND
RECOMMENDATIONS
5.1 Major findings
5.2 Conclusions
5.3 Recommendation
References
Appendix
Questionnaire

INTRODUCTION  

A block industry is a going concern like any other small firm set up for the purpose of block production/manufacture in small or large quantities for a commercial venture. Ekpenyong (1995, P. 23) this concept was born out of the need to save time, cost, and professional torch in block production. To produce and deliver good quality blocks require good cement with the correct weight bag, clean water that is not salty or hard but suitable for drinking, sharp and clean, and devoid of clay or lumps, preferably river sand.

Use of correct 11 dosages, measurement, and careful mixture to be molded as fast as possible especially when the weather is sunny and dry. Allow curing properly before delivery and always delivering the blocks produced first (FIFO). The production process of concrete blocks involves composite material made up of cement, sand, and water mixed in their correct proportions to produce blocks in different dimensions. Unicem Journal (2011 P. 34).

One should buy only the quantity required for the week or for a fortnight, Store the cement in a dry area and away from the wall, Use wooden plank/pallets or waterproof sheets. Handling requires one to always adopt first in first out approach (FIFO), the cement that conforms to standard if not properly stored will be exposed to moisture in the air resulting in caking therefore cement in normal polypropylene bags should be stored in such an environment that will ensure satisfactory performance after 2-3 weeks.

Use of cement lumps due to poor storage should be avoided and use of partially caked cement, considered usable, should be increased by 10-20% because of the strength that has been lost. Good sand should have no clay, loan or dirt, mud, silt, no organic or chemical impurities. Different sizes of sand, the more stone, the better. Sand from gutter, lagoon, or sea to be washed properly to remove the salt. River or sea dredged remains the best standard requirement. SON (2010 P. 38). It is important that the sand from these sources are clean and well graded. 

REFERENCES

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Beardwell, I (1998) Voices on, People Management, 28 May, pp 32-36
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Journal, July, pp 51-52
Boxall, P and Purcell, J (2003) Strategic Human Resource Management, Palgrave
Macmillan, Basingstoke
Bretton and Gold (1994) Human Resource Management: Theory and Practice, London: the
Macmillan Press Ltd.
Brewster, C (2004) European perspectives of human resource management, Human
Resource Management Review, 14(4), pp 365-82
Champy, James (1995b), “Management’s New Mandate,” Information week. (February 6),
57-58.
Drucker, P .E. (1968) The Practice of Management, London, Convage Place.
Fatiregun (1992) “Recruitment Studies and Placement”, in Yahaya and Akinyele (eds). New
Trends in Personnel Management, Badagry, Adeyemi Press Ltd, Ijebu-Ife.
Farnham, D (2000) Employee Relations in Context, 2nd edn, Institute of Personnel and
Development, London
Flippo (1971) Principles of Personnel Management, McGraw-Hill, Kogakusha Ltd.
Guest, D. E. (2001) Industrial relations and human resource management, in Human
Resource Management: A critical text, ed J Storey, Thomson Learning, London
Halachmi, Arie (1995), “Re-engineering and Public Management: Some Issues and
Considerations,” International Review of Administrative Sciences, 61(3) (September), 329-341.

CSN Team.

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