The people who makeup an organization human resources are considered to be one of the most important resources of becoming more important because many other sources of competitive success are less powerful than they used to recognizing that the basis for competitive advantage has changed is essential to development a different frame of reference for considering issues of human resource management & strategy. Traditional sources of success such as product and process technology protected markets, economies of scale, etc. can still provide competitive leverage but an organization’s human resources are more vital for its sustainability.

Parallel to the understanding that human resources are vital for an organization, human resource management function is also going up in organizational hierarchy. Human resource management aims to ensure that the organization obtains and retains the skilled, committed and well- motivated workforce it needs. This means taking steps to access and satisfy future people, their contributions, potential and employability by providing learning & continuous development opportunities. It involves the operation of recruitment and selection procedure, management development training activities linked to the needs of the business.

Armstrong [1] observes that the assumption underpinning the practice of Human Resources Management (HRM) is that people are the organization’s key resource and organizational performance largely on them. Therefore, if an appropriate range of Human Resources (HR) policies and developed and implemented effectively, then human resources HR will make a Substantial impact on Organizations performance.

Bochene et al. [2] argue that the case for an association between human resources management and organization performance is based on two arguments.

The First one being that the effective deployment of human resources offers one of the most powerful bases of competitive advantage. The second argument is that effective deployment of human resources depends on the application of a distinctive combination of practices or the use of a consistent set of human resource practices.

Again, according to Collins and Druten research have produced compelling evidence for the casual link between how people are managed and organizational performance. They argue that the effectiveness of human resource practices, particularly employee selection procedures, performance appraisals, compensation management and employee training and development often have a direct bearing on organizational productivity and performance. Contributing to this assertion, Bochene et al. [2] present that, the result of effectively managing human resources in an enhanced ability to present that, the result of effectively managing human resources in an enhanced ability to attract and retain qualified employees who are motivated to perform. While most of these studies focus on employees’ performances, training and development, this study is different as it focuses on strategic HRM on job maximization, this was a gap that needed to be filled hence the purpose for the study.

Objective of the Study

This research work is borne out of the need to examine the effect of human resources practices and employees’ outcomes in Lafarge Cement Company Plc. However, the specific objectives of the research are:

• To determine the extent at which business strategy can enhance job maximization

• To ascertain if human resources practices have any significant impact on job maximization

• To determine if the efficiency of human resources strategy has effect on job maximization

Research Hypotheses

The following are the hypothetical statement of the study as coined from the objective statement above:

• H₀₁: Business Strategy have a significant effect on enhancement of job maximization

• H₀₂: Human Resources Practices have a significant effect on job maximization

• H₀₃: Human Resources Strategy have a significant effect on job maximization

Human Resource Management: Overview

These are no universal accepted definition of Human Resource Management (HRM). Sometimes, human resource management is used interchangeably with personnel management. Whereas, under personnel management, the activities of recruitment, selection rewards, development, training, compensation and the others are viewed as separate function.

Human Resource Management (HRM) seeks to integrate all of the managerial function into a cohesive strategy. Human resource management is associated with all the managerial functions involved in planning for recruiting, selecting, developing, utilizing, rewarding and maximizing the potential of the human resources in an organization.

According to Storey the domain Human Resource Management (HRM) covers the acquisition, development, reward and motivation maintenance and departure of employees. This includes such Human Resource (HR) planning and capability audits, recruitment and selection of employees, skills development and training career progression, performance appraisal formulating employment conditions and compensation and reward. Armstrong [1] defined Human Resource Management as a strategic and coherent approach to the management of organization’s most valued assets the employees who individually and collectively contribute to the achievement to the objectives of the business.

Human Resource Management distinctively involves employing people, enhancing their capabilities, utilizing, maintaining and compensating their services in tunes with the job and organizational requirement. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labour and solving problems that arise.

Human Resource Management (HRM) is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce using integrated array of cultural, structural and personnel techniques [4-7]. Beer et al. defined HRM as a strategic approach to the management of human resources that involves all management decisions and actions that affect the relationship between the organization and employees [5-10].

A descriptive research design was used in this study. The target population of this study comprises of the general staff of Lafarge Nig Plc and Dangote Nig Plc, Ewekoro, Ogun State. Thus, Role of Human Resources Management on Job Maximization of an employee and its application are relevant at this level prompting the choice of the population. However, a sample size of 100 was determined using the simple random technique. This study is expected to produce both quantitative and qualitative data. Once the questionnaires are received they was coded and edited for completeness and consistency. Quantitative data was analyzed by employing descriptive statistics and inferential analysis using Statistical Package for Social Science (SPSS) version 20. This technique gives simple summaries about the sample data and present quantitative descriptions in a manageable form. Together with simple graphics analysis, descriptive statistics form the basis of virtually every quantitative analysis to data. The significance testing was done at 5% level of significance and SPSS was used for this purpose. The data was then presented using frequency distribution tables, bar charts and pie charts for easier understanding.

Methodology for Data Analysis

To make correct analysis of the data we use SPSS software in which we make analysis in two parts:

• Frequency Analysis: It is the technique in which we use to generate result in descriptive statistics. It shows percentage, valid percentage and cumulative percentage

• Correlation: The Pearson’s correlation is used to find out the relation between at least two variables. The values for correlations are:

0.00 = No correlation

1.00 = perfect/positive correlation

Other factors such as group size will be determined if the correlation is significant. Generally, correlation above 0.80 is considered pretty high. 

Data Analysis and Interpretations

Analysis of Demographic Data: Table 1 shows that 54% of the respondents are male while the remaining 46% of the respondents are female. This implies that majority of the respondents are male.

Table 1: Distribution of Respondents by Sex

Source: Researcher’s Survey (2021)

Table 2 shows that 19% of the respondents are within the age brackets of 16 years but below 25 years, 22% of the respondents are within the age bracket of 26-35 years, 28% of the respondents are within the age bracket of 36 years but below 45 years and 31% of the respondents are within the age bracket of 46 years but below 55 years. This shows that majority of the respondents are within the age brackets of 46-55 years of age as evidence from the table.

Table 2: Distribution of Respondents by Age

Source: Researcher’s Survey (2021)

Table 3 shows that 15% of the respondents are single, 74% of the respondents are married while the remaining 11% of the respondents are divorced. This implies that majority of the respondents are married.

Table 3: Distribution of Respondents by Marital Status

Source: Researcher’s Survey (2021)

Analysis of Research Questions

The Table 4 shows that 63% of the respondents strongly agreed that the presence of good HR practices ensure performance and target productivity is attained in the workplace, 27% of the respondents agreed to this fact and 10% of the respondents where unsure about the statement. This implies that majority of the respondent strongly agreed to the fact that the presence of good HR practices ensure performance and target productivity is attained in the workplace.

Table 4: The Presence of Good HR Practices Ensure Performance and Target Productivity is Attained in the Workplace

Source: Researcher’s Survey (2021)

The Table 5 shows that 41% of the respondents strongly agreed that HR practices should curtail disciplinary actions of employees, 53% of the respondents agreed to this fact and 6% of the respondents where unsure about the statement. This implies that majority of the respondent agreed to the fact that HR practices should curtail disciplinary actions of employees.

Table 5: HR Practices Should Curtail Disciplinary Actions of Employees

Source: Researcher’s Survey (2021)

The Table 6 shows that 37% of the respondents strongly agreed that HR practices determines the way an employee act or relate in the workplace in accordance to punctuality and efficiency, 53% of the respondents agreed  to this fact and 10% of the respondents where unsure about the statement. This implies that majority of the respondent agreed to the fact that HR practices determines the way an employee act or relate in the workplace in accordance to punctuality and efficiency.

Table 6: HR Practices Determines the Way an Employee Act or Relate in the Workplace in Accordance to Punctuality and Efficiency

Source: Researcher’s Survey (2021)

The Table 7 shows that 38% of the respondents strongly agreed that HR practices covers the obtaining, the maintenance and discharge of employees, 49% of the respondents agreed to this fact, 4% of the respondents where unsure about the statement and 9% of the respondents disagreed to this fact. This implies that majority of the respondent agreed to the fact that HR practices covers the obtaining, the maintenance and discharge of employees.

Table 7: HR Practices Covers the Obtaining, the Maintenance and Discharge of Employees

Source: Researcher’s Survey (2021)

The Table 8 shows that 29% of the respondents strongly agreed that to a great extent the presence of HR practices has been favorable overtime, 44% of the respondents agreed to this fact, 20% of the respondents where unsure about the statement and 7% of the respondents disagreed to this fact. This implies that majority of the respondent agreed to the fact that to a great extent the presence of HR practices has been favorable overtime.

Table 8: To a Great Extent the Presence of HR Practices has been Favorable Overtime

Source: Researcher’s Survey (2021)

The Table 9 shows that 18% of the respondents strongly agreed that HR practices should be flexible and subject to strategic plan/ploy, 56% of the respondents
agreed to this fact, 3% of the respondents were unsure about the statement, 22% of the respondents disagreed to the subject matter and 1% of the respondents strongly disagreed to the subject matter. This implies that majority of the respondent agreed to the fact that HR practices should be flexible and subject to strategic plan/ploy.

Table 9: HR Practices Should be Flexible and Subject to Strategic Plan/Ploy

Source: Researcher’s Survey (2021)

The Table 10 shows that 34% of the respondents strongly agreed that performance evaluation of employees should be based on individual task and jobs, 47% of the respondents agreed to this fact, 5% of the respondents were unsure about the statement, 13% of the respondents disagreed to the subject matter and 1% of the respondents strongly disagreed to the subject matter. This implies that majority of the respondent agreed to the fact that performance evaluation of employees should be based on individual task and jobs.

Table 10: Performance Evaluation of Employees Should be Based on Individual Task and Jobs

Test of Hypotheses

Hypothesis One

• H₀₁: Business Strategy have a significant effect on enhancement of job maximization

α = 0.01

• Decision rule: If sig value <0.01, reject H₀

From the Table 11, the Sig. value (0.000) is less than 0.01, we therefore reject H_0. There we conclude that there is a significant relationship between business strategy and Job maximization at 1% significant level, also the Pearson correlation coefficient (0.894) shows that there is a strong positive relationship between business strategy and job maximization among selected firms.

Table 11: Correlations

Source: Survey, (2021), **Correlation is significant at the 0.01 level (2-tailed)

Hypothesis Two

• H₀₂: Human Resources Practices have a significant effect on job maximization

α =0.01

• Decision rule: If sig value < 0.01, reject H₀

From the Table 12, the Sig. value (0.000) is less than 0.01, we therefore reject H_0. There we conclude that there is a significant relationship between Human Resource Practices and Job Maximization at 1% significant level, also the Pearson correlation coefficient (0.887) shows that there is a strong positive relationship between Human Resources Practices and Job Maximization of the selected respondents.

Table 12: Correlations

Source: Survey, (2021), **Correlation is significant at the 0.01 level (2-tailed)

Hypothesis Three

• H₀₃: Human Resources Strategy have a significant effect on job maximization

α =0.01 

• Decision rule: If sig value < 0.01, reject H₀

   

From the Table 13, the Sig. value (0.000) is less than 0.01, we therefore reject H_0. There we conclude that there is a significant relationship between human resources strategy and job maximization at 1% significant level, also the Pearson correlation coefficient (0.533) shows that there is a strong positive relationship between human resources strategy and job maximization.

Table 13: Correlations

Source: Survey, (2021), **Correlation is significant at the 0.01 level (2-tailed)

The summary of findings are presented below which are in line with the formulated objectives as stated in chapter one of the study. All findings were analyze via the aid of the correlation analysis, the rationale which was intended to test the relationship between the existing variables under consideration. However, the study finds out that:

There is a significant relationship between business strategy and job maximization. By this, the role of business strategy cannot be overemphasized as it promulgate better acquisition and selection of the right man for the right job, the resulting effect thereof which is job maximization and performance growth rate within the organization

There is a strong positive relationship between human resource practices and job maximization performance of employees. By the revelation of this findings, it thus means that the higher the contributing effect of the HR practices in the organization, the higher will be the Job maximization of the employees and by this, it is expected that productivity and performance level within the organization will be boosted. These findings is also similar to other researcher postulations.

The study also find out that human resource strategy has a significant effect on job maximization of the workforce. This shows that the efficiency and effectiveness of the HR strategy in place, the higher the Job maximization level and vice versa.

Recommendation

The following are recommended area management must focus so as to gear up the HR practices and as well boost the job maximization of an employee performance:

• The nature of HR practices should be strategic in nature such that the policy as to action of an employee and requirement from an employee are embodied/codified in an operation manual. The essence of the operation manual will give an insight to an employee as to what is expected from the job

• HR practices should cover key component of performance appraisal system, training and development, employee development plan, promotion employees, maintenance of employees as well as discharge or relieve of an employee duty. The essence of this will be to saddle the HR unit with singleton function of staff management and by this the duties of the unit is not duplicated within the organization

• The use of compensation packages, welfare packages, non financial incentives which form a part of motivation must be adopted by the management of an organization. The essence of this is to boost the employee efficiency and productivity

• Management should adopt the “Value-for-Money-Audit System”. The VMA is recognize with the presence of Economy, Efficiency and Effectiveness (3Es). By the adoption of the VMA concept, the management can analyze and project the likely cost effect to the job performance, this way job maximization can be managed

• Strategically, employees should also be brought into the HR formulation procedure, in line with this other actors within the organization such as union members should be brought into the formulation process. The presence of these actors will help create a strong engagement factor which can reduce industrial anarchy within the workplace

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3. Collins, R. et al. Human Resource Management Practices. 2003.

4. Storey, J. Developments in the Management of Human Resources. Blackwell, 1992.

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7. Ezeali, B.O. et al. Public Personnel Management (Human Capital Management Strategy in the 21st Century). Book Point Limited, 2010.

8. Huczynski, A. “Team Working.” Organisational Behaviour: An Introductory Text, edited by David Buchanan, FT Prentice Hall, 2007, pp. 374-407.

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