CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
Change is pervasive in our society and a fact of life in organisations. The impetus to change comes from the environment. Change is about survival and it is especially necessary in organisations that wish to prosper in a volatile, uncertain, complex, and ambiguous environment. Powerful forces in the environment are pressuring public and private organisations to alter permanently existing structures, policies and practices (Ezigbo, 2011:177).
Organisational change is about making alterations to the organisation’s purpose, culture, structure and processes in response to seen or anticipated changes in the environment. Management of change is all about identifying and embedding in the organisation those changes that will ensure the long term survival of the organisation.
Change affects every aspect of life, thus taking a proactive approach to change is the only way to take charge of the future, either as an individual or as an organisation. For organisations, changes are the way to stay competitive and to grow. Managers introduce change to solve organisational problems such as low productivity, laissez-faire attitude, conflicts, etc (Heller, 1998:7).
Change and Change management are concepts that have in recent times assumed greater importance in organisations; this is because Change remains the most certain phenomenon in the life of an organisation. In this regard, organisations must consciously plan for managing Change if the benefits to be derived are to be maximized. In various organisations, there are both internal and external forces to change. Internal forces to change are those which come from within the organisation for which there is reasonable measure of control, External forces to changes are those which come from outside the organisation for which the organisation has little or no measure of control.
Managing change is a persistent challenge which must be met in order to promote progressive organisational performance, since this is so, a strategic manager must develop sensory networks, select the type of change, create the vision, alert the organisation, communicate the vision, create a sense of the urgency, manage the planning and execution process, empower others to act on the vision, plan to overcome resistance, consolidate improvements and institutionalize change.
STATEMENT OF THE PROBLEM
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CHAPTER ONE
 BACKGROUND OF THE STUDY
The rate at which public organizations are winding up these days is a serious signal that something is wrong with their decision making system. The deplorable state of majority of these public organizations such as the Power Holding Company of Nigeria (PHCN) in spite of the billions of naira being injected into the Power sector annually is having a ripple effect on the economy of Nigeria. A good number of these organizations have either been closed down owing to the fact that they could no longer fulfill the purpose for establishing them or have been privatized with the intent to address the anomaly as this has greatly increased the rate of unemployment and caused a sharp decline in the standard of living.
In recent past, a lot of measures such as downsizing and mere introduction of computers in the work place considered ideal to address this problem were initiated by the federal Government, but it yielded little or no results while the problem persists. This clearly points to the fact that, the managers charged with the corporate responsibility of making dynamic decisions that would put this organization on the path of sustainable growth and quality service delivery are not making the right decisions or do not have access to accurate, timely and quality information.
Managers and business leaders have to accomplish several functions and perform different roles. These roles are connected to communication, information and decision making.  The decision managers make often influence the lives of many individuals, business and even the whole society.
 
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ABSTRACT
The main aim of this study is to examine Management by Objectives as an instrument for organizational performance with focus on First Bank of Nigeria Plc.  Management by Objectives is a way of getting improved results in managerial method, whereby the superior and the subordinate managers in an organization identifies major areas of responsibility, in which they will work, set some standards for good or bad performance and the measurement of results against those standards (Derek 2005: 156).  Management by objectives is also called managing by objectives. However, there have been certain individuals who have long placed emphasis on management by objectives and by so doing have given impetus to its development as a system. Management by objectives prefers to a structured management technique of setting goals for any organizational unit.  The major problem of this study is that management of companies in Nigeria lack sufficient techniques to make them manage effectively. Some of these tools are not used and when used they are not properly utilized. Management by objectives is not only a managerial strategy to achieve a well co-ordinated managerial goals, but it is also a popular management techniques that cut across or pervade  all human activities namely business areas, educationed government, health care and non-profit organization. Unfortunately many of the organizations are yet to adopt this technique in enlisting commitment and support of their staff. The major objective/hypotheses of the study was to determine the various problems affecting management of objectives as an instrument for organizational performance and the level of participation of both managers and employees in the setting of goals to be achieved in the organization. Data were collected from both primary and secondary sources.  The major sources of primary data were direct oral interview and questionnaire which was conducted among the staff. The major instrument used in the data collection was questionnaire. The data were presented in tables as frequency distributions and in analysis.  In testing the hypotheses, the statistical test of proportion (Z-test) was applied. The major findings of the study were: MBO helps to obtain total commitment of all employees to work together in order to achieve a common goal; that good and prompt salary, promotion as when due, good relationship with management and recognition of achievement improves performance of the workers and by so doing enhances organizational performance when management by objectives is been adopted. The study recommended that managers should consult his subordinates in drawing up unit objectives which goes up the hierarchy from where it is modified, collected, approved and distributed throughout the organisation. Moreso, there should be autonomy in implementation of plans once the objectives have been agreed upon, the individual should enjoy wide discretion in choosing the means for achieving the objectives without being directed by higher ranking manager. Finally, the study revealed a lot of positive implications and relevance of management by objectives to modern day management of organizations especially in Nigeria. In practical terms, the operations of management by objectives requires that each manager of a unit draws up his department objectives with his subordinates in line with the centrally stipulated corporate objectives and mission.
                                      CHAPTER ONE
                                      INTRODUCTION
1.1    BACKGROUND OF THE STUDY
Management needs a lot of tools to be able to administer effectively in the day to day running of the business. Management by objectives is one of such tools. It is a way of getting improved results in managerial method whereby the superior and the subordinate managers in an organization identifies major areas of responsibility, in which they will work. Set some standards for good or bad performance and the measurement of results against those standards (Derek 2005: 156).
Management by objectives is also called managing by objectives. However, there have been certain individuals who have long placed emphasis on management by objectives and by so doing have management by objectives refers to a structured management technique of setting goals, for any organizational unit.
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CHAPTER ONE
INTRODUCTION
1.1     BACKGROUND OF THE STUDY
Every organisation is judged by its performance. For more than a decade, organisational environments have experienced radical changes. As a result of greater competition in the global marketplace, the majority of organisations have greatly streamlined their operations (Collis and Montgomery, 1995). Every moment presents a diverse set of challenges and obstacles: laws and regulations are evolving, the economy is altering, and most importantly, no one is aware of what problems or obstacles will arise. Other environmental factors, both external and internal are there for organisations to grapple with. To remain competitive in such an environment, an organisation needs to get the most out of its assets, especially the human assets. To achieve this, proper management of the performance of an organisation’s resources have to be given serious attention.
Effective management of people within an organisation has over the years become a business imperative. The collective focus and effort towards achieving desired goals, and the ability to deliver and manage effectively, is necessary to drive business results on an ongoing basis. Employees play a vital role in organisational success. Their performance has been shown to have a significant positive effect on organisational performance (Collis and Montgomery, 1995). One of the major pitfalls in an organisation occurs when managers believe their organisations are constantly operating at the highest level of efficiency, or that they do not require input from their employees (Foot and Hook, 1999).
The principal influence on organisation’s performance is the quality of the workforce at all levels of the organisation. The function that human resources can play in gaining a competitive advantage for an organisation is empirically well documented (Brewster et al, 2003). For organisations to accomplish their goals, they must continually look for better ways to organise and manage their work. There is a growing recognition that the primary source of competitive advantage is derived from organisation’s human resources. This was not always the case, as human resources were traditionally seen as a cost (Brewster, et al., 2003).
Due to the realisation that people are the most valuable assets in an organisation, the importance of proper management has been pushed to the fore (Bartlett and Ghoshal, 1995). The complexity of managing organisations today requires managers to view performance in several areas simultaneously.
Managing performance is an integral part of effective human resource management and development strategy. It is an ongoing and joint process where the employee, with the assistance of the employer, “strives to improve the employee’s individual performance and his contributions to the organisation’s wider objectives” (Hellriegel et al, 2004:135).
A successful management system is one that requires full participation between employees and managers through effective communication and goal agreement, resulting in complete common understanding and not unfounded expectations (Cambell et al, 1993). A well-executed management system is a medium for managers and employees to develop an understanding of what tasks the mission of the organisation requires, the manner in which these tasks should be accomplished, and to what extent it has been achieved. Employees should be empowered and receive support from their manager without removing any of the employee’s responsibility (Armstrong and Baron, 1998).
Management helps to link together individual goals, departmental purposes and organisational objectives is known to incorporate issues that are central to many other elements of human resource management such as appraisal, and employee development, performance-related pay and reward management, and individualism and employee relations. Indeed it has been argued that performance management is synonymous with the totality of day to day management activity because it is concerned with how work can be organised in order to achieve the best possible results in an organisation. Management is concerned with performance improvement in order to achieve organisational, team and individual effectiveness. Organisations, as stated by Lawson (1995:205), have ‘to get the right things done successfully’.
It can be seen that the individual’s performance has an impact on the organisation’s wider objectives, and it is thus imperative that every organisation should be properly managed. Given this background, it is therefore necessary to investigate how to manage performance as a means of achieving organisational objectives.
 
1.2             STATEMENT OF THE PROBLEM
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CHAPTER ONE
INTRODUCTION
 
1.1 BACKGROUND OF STUDY
The issue of leadership is very central to management especially human resources developments and application. The art of leadership is as old as age itself, and covers all aspect of life may it be simple one unit or extended family, social and religious organization, business, small or large industrial firms, politics etc.
Research shows that there are many ways of approaching leadership. Leadership is the moral and intellectual ability to visualize and work for what is better for the company and its employees. The most vital thing the leader does is to create team spirit around him. A good leader therefore is one who is capable of persuading others to move enthusiastically towards the achievement of group goals. Leadership can be seen in the context of voluntary participation of subordinates in an effort to reach organizational objectives. In this, “voluntary” is the operative word indicating that effective leadership does not connote the use of absolute power or authority alone. Indeed, successful leaders need to back up any authority rested in them with their personal attributes and social skills.
Leadership is the ability to guide, conduct, direct or influence the followership for the purpose of achieving common goals or task the leader thus possess the ability to influence others to achieve result. Leadership is concerned with the execution of those policies and decisions which help to direct the activities of an organization towards its specific goals.
Education in Nigeria is an instrument for affecting national development. Towards this end, the National Policy on Education set up certain aims and objectives which were to facilitate educational development in the country. In fostering these aims and objectives, the public post-primary school leaders have important roles to play. Among this roles include providing effective leadership in public post-primary schools, thereby enhancing better job performance among teachers. How effective the principal is in performing these roles have been a matter of concern to many educationists.
Education is the total efforts a community to raise its social, economic and political standard of life. Education is the process by which society passes its culture from one generation to another, while other holds the view that “education should aim”, not merely at creating and transferring technology, but also at developing people and resources.
The precarious state of Nigerian public post-primary schools calls for concern. It has been observed in the recent past that public post-primary institutions have derailed in the provision of qualitative education expected of them. The extent to which the school system is able to accomplish its stated objectives determines its level of effectiveness. Effectiveness in this context, transcends beyond students passing an examination. It encompasses students’ attainment in other domains of learning namely the affective and the psychomotor domains.
It has however been observed that the public post-primary institutions in Enugu North Local Government Area is not doing well in these domains of learning and this seem to make the society lose confidence in the system. For instance, the students’ academic performance which members of the society used mainly to measure the effectiveness of public post-primary institutions has witnessed unprecedented set back
Besides, it has again been observed that students of public post-primary institutions in Enugu North Local Government Area lack morals. High rate of indiscipline which manifests in form of absence from school, lateness to school, stealing, insubordination to school authority, smoking, cheating in examinations and among others are daily happenings in the schools. This raises a fundamental question as to the extent to which the schools are producing disciplined or morally upright school leavers into the larger society. The cause of the moral decadence among the youth is traceable to the non-teaching of ethics in the public post-primary institutions.
Personal experience has shown that very few public post-primary institutions leavers can communicate effectively or exhibit evidence of good and solid education background. It appears the students lack requisite technical skills to be able to function effectively in the society. These entire scenarios are pointers to the fact that the public post-primary institutions system is in a state of despair.
Several factors have been attributed to the perceived ineffectiveness of the public post-primary institutions among which are teacher factor, parental factor, economic factor, societal factor and principals’ leadership behaviour but this study was limited to the principals’ leadership behaviour as a potent factor for public post-primary institutions ineffectiveness. It has been observed that many public post-primary institutions principals in Enugu North Local Government Area do not involve their subordinates in their daily routine administrative duties and as a result do a lot of things themselves, thereby face challenges of all kinds.
 
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CHAPTER ONE
 
INTRODUCTION
 

• BACKGROUND OF THE STUDY

In any organization once a right candidate is placed on a right job, the person needs to be duly compensated for the job he/she performs. To ensure that this is adequately done, there should be an established consistent and systematic relationship among compensation rates for all the jobs within the organization. The process of carrying out such activity is termed “Job evaluation”.
In carrying out job evaluation, analysis of different jobs are done in order to match the duties of job with the required skill, knowledge, competence, talent potential, education, work environment, responsibilities, etc.
Different jobs need to be evaluated comparatively to determine their relative worth so as to fix wages, salaries and benefits for each job.
In job evaluation the information provided by the job analysts is utilized to evaluate each job. Under job evaluation, the relative worth of different jobs are studied and compared. In other words job evaluation is determining the comparative worth of various jobs. British Management Institute (1951).
After determining the relative worth of jobs, they are priced, that is, wages and salaries are fixed. This enables organizations to minimize inequalities. Job evaluation plays a prime role in establishing the pay structure. It rates the job alone and establishes internal equality.
After job evaluation, all wage and salary earners are to receive pay. The total pay received are made up in quite a number of different ways by considering some elements in the pay structure such as basic rate, premium rate (over time), bonuses, share of profit, allowances and fringe benefits.
An effective job evaluation can help to identify the number of people employed within different categories and how the salary budget is apportioned.
Job evaluation is necessary for sustaining cordial relations within and between employee and employer. Employees that are satisfied with the relative worth of their job tend to put more effort in their work, this can directly boost the organizations performance and also give them an edge over their counterparts.
 
STATEMENT OF THE PROBLEM
Job evaluation is necessary to boost the morale of workers and to enhance productivity.
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INTRODUCTION
Background of the Study
While trust is widely acknowledged as being important for the efficient operation of inter-organizational business arrangements, the formation of trust remains challenging. Trust has several connotations. It refers to a situation attributed by one party (trustor) willing to rely on the actions of another party (trustee); the situation is directed to the future and the trustor forcefully or voluntarily abandons control over the actions performed by the trustee. The trustor is uncertain about the outcome of the others actions; he can only develop and evaluate expectations. The uncertainty involves the risk of failure to the trustor if the trustee will not behave as desired. Trust can be attributed to relationships between people. It can be demonstrated that humans have a natural disposition to trust and to judge trustworthiness that can be traced to the activity of human brain and neurobiological structure and can be altered.
It has become increasingly clear that inter-organizational trust is an important factor affecting the actions and performance of organizations engaged in dyadic and network relationships such as strategic alliances. Issues associated with organizational trust have generated a great deal of broad scholarly interest in the field, as evidenced by the dozens of articles and special issues of the leading journals that have been devoted to the theme of trust. Yet, although there exists a significant amount of literature on trust in an organizational context as well as research in related area such as alliances, social networks, and interpersonal trust-scholarly work specifically dealing with inter-organizational trust is a more limited area of research.  A commonly used definition of inter-organizational trust is the extent to which members of one organization hold a collective trust orientation toward another organization (Zaheer, McEvily, and Perrone, 1998). Relatedly, Currall and Inkpen (2002) draw attention to the socially constructed shared history within an organization toward another organization that constitutes a collective orientation. In this vein, it is important to avoid anthropomorphizing the organization by treating inter-organizational trust as equivalent to an individual trusting another individual.
The fact that trust is such a broad concept, complicated by its various connotations in common usage, results in researchers parsing trust into a variety of finer-grained dimensions, teasing out various aspects of trust. These dimensions often frame very different descriptive views of trust; for instance, inter-organizational trust can be seen as goodwill-based (Saparito, Chen, and Sapienza, 2004), or competence-based (Lui and Ngo, 2004).  Because trust has developed into a multidimensional construct, researchers both conceive of and measure trust in various ways. A major, economics-derived stream on trust views it as a dispositional characteristic of the trustor (Gambetta, 1988:19).
On the other hand, virtual organization exists in cyberspace. It is a new organization form that facilitates technological demands. The virtual organization is information-intensive and centres round the knowledge of workers linked by technology across space and time. While a clear historical perspective remains forthcoming Kasper-Fuehrer and Ashkanasy (2004) opine that, there is general consensus that the virtual organization is not a hierarchical structure but rather a type of network organization. As such, it facilitates open access to and exchange of information throughout the network and across organization boundaries. The collapse of space and time in virtual organizations highlights the need for a management approach that enable flexibility, coordinated communication and adaptability to address emerging issues regarding a dispersed workforce. Therefore, virtual operations require organizing efforts that move beyond efficiency and control to those that emphasize the ability to identify or create opportunities, and gather the needed players to harness these opportunities.
Definitions of the virtual organization are ambivalent and lack clarity due to conflicting characterizations in the literature (Shekhar, 2006; Warner and Witzel, 2004). A primary problem in the literature is that virtual organizations are approached as technology-enabled extensions of traditional, structurally bounded organizations. Conceptualization is based on the understanding of the term virtual, or degree of virtuality, where definitions imply that the virtual organization is merely a binary concept which is either virtual or not. This is evident in Bosch-Sijtsema (2002) who cites numerous historical perspectives ranging from descriptions of the virtual organization as a team within a single organization, to a web company where different organization partners combine resources and work through information technology. Divergent result from research focused on different units of analysis when studying virtuality, such as the individual unit, the group unit and the organizational unit (Shekhar, 2006:478). However, accurate conceptualization relies on this distinction because the degree of virtuality differs for each organization type that displays different characteristics. This implies that the organization processes of each need to be managed differently.
 
Keinanen and Oinas-Kukkonen (2001) state that, virtual “organizing” focuses on the importance of knowledge and intellect in creating value. As an intra-organizational form the virtual organization is a collaboration of business units, such as cross-functional teams, in an existing organization charged with completing a common task. These intra-organizational designs do not substitute traditional structures; rather, they are integrated into the extant design. As a result, intra-organizational boundaries are blurred and the degree of virtuality is low. In contrast, from the inter-organizational perspective business units of different organizations collaborate to establish a cooperative form of virtual organization (Kasper-Fuehrer and Askhanasy, 2004).
 
The idea of virtual enterprise (VE)/ virtual organization (VO) was not “invented” by a single researcher, rather it is a concept that has matured through a long evolutionary process. Some of the early references first introducing the terms like virtual company, virtual enterprise, or virtual corporation go back to the early 1990s, including the works of Jan Hopland, Nagel and Dove, and Davidow and Malone (2003-2004). Since then a large but disjoint body of literature has been produced mainly in two communities, the Information and Communications Technology Community and the Management Community.
However, concepts and definitions related to the VE/VO paradigm are still evolving, and the terminology is not yet fixed. There is still not even a common definition for the VE/VO that is agreed by the community of researchers in this area. Nevertheless, many real examples of VE/VO are already available and functional in different regions of the world, which indicates the importance of this area and the need for stabilizing the terminology and definition for this paradigm, as well as research in developing a model of their life cycle, behavior, and evolution.
The area of VE/VO is particularly active in Europe, not only in terms of research and development, but also in terms of the emergence of various forms of enterprise networking at regional level. This “movement” is consistent with the process of European integration, which represents a push towards a “culture of cooperation”, but also with the very nature of the European business landscape that is mostly based on small and medium size enterprises (SME) that need to join efforts in order to be competitive in open and turbulent market scenarios.
The virtual organization is a cooperation of enterprises. Members of Virtual Organization can be great trusts as well as small one person firms. It is imaginable that a self-employed consultant becomes a member of virtual organization and of a multinational corporation at the same time. This means that virtual organization will be decomposed when the objective is accomplished. In most cases virtual organization will only exist for a short time. If there are no other advantageous organizational alternatives to produce a special out-put, virtual organization are also imaginable for a long-term period  (Bultje and Van-Wijkt, 2011:19).
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CHAPTER ONE
INTRODUCTION

• Background of the Study

In modern times where uncertainty is the order of the day, there are issues confronting the society and businesses existing in the society, and organizations that are proactive and innovative and takes the right decision  could be the organization that survives in this dynamic and ever changing business environment.
Innovation play a key role for the survival of firms; innovation “strikes not at the margins of the profits and the outputs of the existing firms but at their foundations and their very lives” (Schumpeter, 1942: 84). More recently this view has been stated by Baumol (2002): “…under capitalism, innovative activity…becomes mandatory, a life-and-death matter for the firm and innovation has replaced price as the name of the game in a number of important industries” (Baumol, 2002: 1). Innovation matters for all different types of firms, new as well as established firms. As Schumpeter emphasises, innovation is a powerful vehicle for new firms to successfully enter the market and undermine the established firms. As well, established organizations need innovating to maintain their competitive position in the face of new and emerging or ‘disruptive’ technologies (Christensen, 1997).
Innovation is a driver of economic growth. It is linked to increased welfare, the creation of new type of jobs and the destruction of old ones. For firms, innovation is important for a number of reasons including survival, growth and shareholder return (Banbury and Mitchel, 1995). In a recent book, Baumol noted that “virtually all of the economic growth that has occurred since the eighteenth century is ultimately attributable to innovation. The Economist Intelligence Unit undertook a survey in 2007 which noted that long-run economic growth depends on the creation and fostering of an environment that encourages innovation. It is argued that countries that generate innovation, create new technologies and encourage adoption of these new technologies grow faster than those that do not. Innovation Nation (2006) states that innovation is essential to the UK’s future economic prosperity and quality of life. To raise productivity, meet the challenges of Globalization and to live within environmental and demographic limits, the UK must excel at all types of innovation. There are a number of surveys that have recently been published which confirm the importance of innovation. For example, respondents to the Boston Consulting Group for their report “Innovation 2010 – A Return to Prominence and the Emergence of New World Order” ranked innovation as a strategic priority with 26% citing it as a top priority and a further 45% ranking it as a top three priority. Research undertaken by McKinsey during 2010 supports this with their survey reporting that “84 percent of executives say innovation is extremely or very important to their companies’ growth strategy.”
To be resilient, organizations rely on strong leadership, their awareness and understanding of their operating environment, their ability to manage vulnerabilities and their ability to adapt in response to rapid change. Alastir (2010) asserts that as our society becomes more complex and independent, we are becoming more vulnerable to disruptive events from threats and hazard.
He further contends that the aim of building resilience is to remove or reduce the exposure of organizations to threats and hazards by developing protective measures which aim to reduce the likelihood and consequences of a disruptive event, by preventing when possible, responding effectively and efficiently when an event occurs, and by recovering as quickly and completely as possible. Seville et al. (2008) discuss organizational resilience as an organization’s “… ability to survive, and potentially even thrive, in times of crisis”. Organizational resilience is a continuously moving target which contributes to performance during business-as-usual and crisis situations (Mitroff, 2005). It requires organizations to adapt and to be highly reliable (Weick and Sutcliffe, 2007), and enables them to manage disruptive challenges (Durodie, 2003).
In the past two decades, attention of business managers and scholars have continued to shift towards the importance of innovation in building organizational resilience. Innovation is one of the instruments that leverages a firm upon entering new and existing market, and provide the company with a competitive edge. Innovation opens new ground and opportunities in both local and international markets by offering new products and ideas to both local and foreign markets. As businesses operate over a period of time, they face different kinds of challenges in the environment; some of these challenges if an organization is not resilient could bring about the end of these organizations.
Plessis (2007) delineates innovation as a formation of new knowledge which helps the new business return, which has purpose to make organization internal business process and structure more sophisticated and produce the market acceptable product and services. The survival of an organization is to great deal associated with how resilient an organization can be to withstand these various challenges.
In some cases people interchangeably use innovation and creativity without knowing the big difference between the two. Though innovation involves creativity Amabile et al(1996), it takes a lot more than creativity to bring about organizational innovation. Innovation is viewed by some professions as the introduction of a new good, to others it is the introduction of a new method of production while some consider it as creation or opening of new markets.
In today’s highly competitive and sensitive business environment, with the consistent and persistent change in customer taste and desires, and with firms struggling to remain in relevant positions in the industry, ideas are no longer centered on cost reduction and mass production with companies paying more attention to customer needs. Innovation has become a vital instrument for top firms to build competitive advantage above those that are less innovative. Current research has shown that companies that are usually market leaders are companies who have innovative competencies and use such competencies to satisfy variety of customers with different needs, thereby eliminating the chance of customers switching brands, while attracting competitor’s brands. Companies cannot survive through cost reduction and reengineering alone… innovation is the key element in organizational resilience and for increasing bottom – line results (Davila, Epstein and Shelton2006). Organizations have identified the numerous advantages presented by innovation and have sought to explore it in every possible way, either to improve quality or create new market or sometimes in attempt to reduce labor cost.(Davila et al, 2006).
Statement of the Problem
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CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF STUDY.
Globalization is becoming more and more important to companies all over the world. A major component of the globalization of business is the field of human resource management. A trend over the past few years has been to identify the linkage of human resource management with strategy not only on the national level but also on the international level.
Wikipedia defines Human Resource Management (HRM) as the management of an organization’s employees. While human resource management is sometimes referred to as a “soft” management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals. Effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance.
Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
Storey (1989) believes that (HRM) can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of (HRM):
 
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