THE IMPACT OF EFFECTIVE PERSONNEL ADMINISTRATION ON

ORGANIZATIONAL PERFORMANCE

(A CASE STUDY OF FEDERAL POLYTECHNIC NASARAWA)

BY

MOHAMMED Y. IBRAHIM
FPN/S01/2014/2015/NBAM 4323

SUBMITTED TO

THE DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT,

SCHOOL OF BUSINESS STUDIES,
THE FEDERAL POLYTECHNIC NASARAWA,
P.M.B. 001, NASARAWA STATE.

SEPTEMBER, 2016.

1
 TITLE PAGE

THE IMPACT OF EFFECTIVE PERSONNEL ADMINISTRATION ON

ORGANIZATIONAL PERFORMANCE

(A CASE STUDY OF FEDERAL POLYTECHNIC NASARAWA)

BY

MOHAMMED Y. IBRAHIM
FPN/S01/2014/2015/NBAM 4323

BEING A PROJECT SUBMITTED TO THE

DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT,
SCHOOL OF CONTINUING EDUCATION,
THE FEDERAL POLYTECHNIC NASARAWA,
P.M.B. 001, NASARAWA STATE.

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

NATIONAL DIPLOMA (ND) IN BUSINESS ADMINISTRATION AND
MANAGEMENT

SEPTEMBER, 2016.
APPROVAL PAGE

2
This project work has been approved as meeting the requirement of the Department of
Business Administration and Management for the award of National Diploma (ND) in
Business Administration.

………………………………………. …………………..
Mallam Abdulwahab Yusuf Ochu Date
Project Supervisor

………………………………….. …………………..
Alh. Mohammed Ari Abdullahi Date
Head of Department

…………….……………… ……………………
Tijjani Abdullahi Dalhatu Date
External Examiner

3
 DECLARATION

I, hereby declare that this project has been conducted solely under the supervision of Mallam
Abdulwahab Yusuf Ochu of the Department of Business Administration and Management,
Federal Polytechnic Nasarawa, Nasarawa State.
All quotations and source of information as personification are acknowledged by means of
references.

………………………….. ……………………
Mohammed Y. Ibrahim Date
BAM 4323

4
 CERTIFICATION

This is to certify that, this project is a research study undertaken by Mohammed Y. Ibrahim
and prepared in accordance with the requirement for the award of National Diploma (ND) in
Business Administration and Management, Federal Polytechnic, Nasarawa.

……………….……………………….. …………………..
Malam Abdulwahab Yusuf Ochu Date
Project Supervisor

5
 LETTER OF TRANSMITTAL
Department of Business Administration
and Management,
School of Business Studies,
Federal Polytechnic Nasarawa,
P.M.B. 001, Nasarawa State.
Head of Department,
Business Administration and Management,
School of Business Studies,
Federal Polytechnic Nasarawa,

Dear Sir,

SUBMISSION OF NATIONAL DIPLOMA (ND) PROJECT

In compliance to the set of rules and regulations that students at the end of their academic
studies should undertake a research and submit a project work with a subsequent report.

I hereby humbly submit with honour and pleasure the research work I carried out which is
titled “The Impact of Personnel administration on Organizational Performance” (A Case
Study of Federal Polytechnic Nasarawa), for your kind consideration and perusal.

Thanks.

Yours faithfully,

Mohammed Y. Ibrahim
BAM 4323

6
 DEDICATION

I dedicate this project to Allah for the gift of life, blessing, wisdom, knowledge and
understanding and to my dear and loving parents.

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 ACKNOWLEDGEMENT

I am grateful to Allah who lives and His protection has always been sufficient through my
stay time of study.

My unreserved and sincere gratitude goes to my supervisor, Mallam Abdulwahab Yusuf

Ochu, for his time, attention, guidance and careful scrutiny of this work. I am grateful for
extra length and effort as well as your moral and academic advises.

I also thank the Head of Department (HOD) and Dean of School of Business Studies Alh.
Ari Mohammed Abdullahi for his contributions.

I am grateful to my lovely mother Aisha Mohammed and my lovely father Mallam

Muhammad Ibrahim , and the entire family member for their patience, love, care, support,
prayers and for believing in me, may Allah preserve your life to see more of my success and
to reap the fruit of your labour. I am also grateful to my uncles, BELLO MOHAMMED,
MUSTAPHA RUFA, U, ABDULWAHEED Ahamed , and other who supported me
financially and made me comfortable during my programme.

My profound gratitude goes, you guys are so wonderful. I am deeply grateful for your
prayers and support.

I am surrounded by friends who I must not fail to acknowledge because they have
contributed to my life in one way or the other, MUSA UMAR, MUSA BUNIYAMINU ,
MUHAMMAD SALMANU , MUSA IBRAHIM ISMA’IL, MALAMI SHEHU
MUSTAPHA, NASIRU DAN BELLO, AUWAL HASSAN

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 ABSTRACT

This project work is titled “The Impact of Personnel administration on Organizational

Performance” using Federal Polytechnic Nasarawa as case study. The purpose of this study
is to examine how personnel administration as the most important resource of any
organization is being managed in any organizational performance. The methodology
adopted by the researcher in this research was the use of questionnaires, which was
distributed to relevant workers in the selected case study (FPN). The responses were
analyzed and the hypothesis tested using the chi-square method. As a result of this well
conducted research, the researcher has been able to find out that indeed, proper
management of personnel administration leads to organizational success and that the effect
of personnel administration in Federal Polytechnic Nasarawa is relatively average. Based
on the findings, the researcher recommended that as a matter of fact, since most institutions
and organizations need services of well qualified employees in order to achieve their aim,
therefore, recruitment process of personnel should be done strictly on merit and not by who
or what the applicant is in the society or who the applicant knows in the organization and
that there should be effective and efficient training exercise for employee to enquire more
skills and knowledge among the staff through organized seminars, training and lecturing
etc.

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 TABLE OF CONTENT
PRELIMINARY PAGES
Cover page - - - - - - - - i
Title page - - - - - - - - ii
Approval page - - - - - - - - iii
Declaration - - - - - - - - - iv
Certification - - - - - - - - - v
Letter of transmittal - - - - - - - vi
Dedication - - - - - - - - vii
Acknowledgement - - - - - - - viii
Abstract - - - - - - - - ix
Table of content - - - - - - - - x
CHAPTER ONE
INTRODUCTION
1.1 Background of the study - - - - - - 1
1.2 Statement of the problem - - - - - - 2
1.3 Objectives of the study - - - - - - 3
1.4 Significance of the Study - - - - - 3
1.5 Research questions - - - - - - 4
1.6 Statement of hypothesis - - - - - - 4
1.7 Scope of the study - - - - - - - 4
1.8 Limitations of the study - - - - - - 5
1.9 Definition of relevant terms - - - - - 6
Reference - - - - - - - - 8
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction - - - - - - - 9
2.2 Background Of The Case Study - - - - 11
2.3 Concept of Personnel administration - - - 13
2.4 Current Concept of Personnel administration - - 14
2.5 Need for personnel policy - - - - - 18

10
2.6 Staff training and development - - - - - 19
2.7 Staff welfare and motivation - - - - - 19
2.8 The relevance of personnel administration to organization - 21
2.9 Personnel administration and organizational development - 24
2.10 Theoretical Framework - - - - - - 26
References - - - - - - - 28
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction - - - - - - - 29
3.2 Research Design - - - - - - - 29
3.3 Population of the Study - - - - - - 30
3.4 Sample Size and Sampling Techniques- - - - 30
3.5 Sources of Data Collection - - - - - 31
3.6 Research Instruments Used - - - - - 31
3.7 Questionnaire Design - - - - - - 31
3.8 Questionnaire Distribution and Collection - - - 32
3.9 Method of Data Analysis - - - - - 32
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction - - - - - - - 34
4.2 Data Presentation and Data Analysis - - - 34
4.3 Test of Hypothesis - - - - - - 40
4.4 Research Findings - - - - - - 44
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction - - - - - - - 45
5.2 Summary of Findings - - - - - - 45
5.3 Conclusions - - - - - - - 46
5.4 Recommendations - - - - - - - 47
Bibliography - - - - - - - xiii
Appendix - - - - - - - - xv

11
 BIBLIOGRAPHY
Armstrong, M. (2009). Personnel administration Practice. 10th Edition, New York, McGraw
Hill.

Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of

Management. Vol. 17, pp. 99 – 120.

Barney, J. B. (1995). Looking inside for competitive Advantage. Academy of Management

Executive. Vol. 9, pp. 49 – 6.

Bowen D. E. and Ostoff C. (2004). Understanding Personnel administration Firm

Performance Linkages.

Elamey, J. T. and Huslid, M. A. (1995). The Impact of Personnel administration Practice on

Perception of Organizational Performance. Academy of Management Journal, 39(4)
949 – 969.

Enz, C. A. and Signaw, J. A. (2000). Best Practice in Personnel administration. Cornell

Hotel Restaurant Administration Quarterly, February, pp. 48 – 61.

Federick T. (2003). The Principle of Scientific Management. Grams Hill, International

Books.

Fitzenz, J. (1987). The Truth about Best Practices: Why They Are and How to Apply Them.
Personnel administration, 36(1): 97 – 103.

Harbison, L. H. (1993). Personnel administration as the Wealth of Nation. Oxford

University Press New York.

Hiltrop, J. M. (1996). The Impact of Personnel administration on Organizational

Performance: Theory and Research. European Management Journal, 14(6), pp. 628 –
637.

Lau, C. M. and Ngo, H. Y. (2004). The Personnel administration System. Organizational

Culture and Product Innovation. International Business Review, 13, 685 – 703.

Leshe, I. (2000). Management Theory and Application. Fifth Edition Published by Richard
Irwin Ink USA.

12
Rinhorth et al (2000). The Practice of Planning Strategies Administration and Operation.
New York.

Stavrou, E. T. and Brewster, C. (2005). The Centrifugation Approval to Liking Strategy

Personnel administration bundles with Business Performance Myth or Reality?
Management Revenue 16(2) 186 – 284.

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 APPENDIX

Department of Business Administration

and Management,
Federal Polytechnic Nasarawa,
Nasarawa State.

Dear Sir/Ma,

ADMINISTRATION OF QUESTIONNAIRE

I am a final year student in the above named Department carrying out a research project on
the topic: “The Impact of Effective Personnel administration on Organizational
Performance”, (A Case Study of Federal Polytechnic Nasarawa).

Information provided in this questionnaire will be used strictly for academic research
purpose. It will also be treated with confidentiality.

Thank you for your anticipated cooperation.

Yours faithfully,

Mohammed Y. Ibrahim

14
 QUESTIONNAIRE DESIGN

Please tick [] in the appropriate box provided to indicate your answers.

1. Sex
(a) Male [ ]
(b) Female [ ]
2. How long have you been in the service employ of FPN?
(a) Below 5 years [ ]
(b) 5 – 10 years [ ]
(c) 11 years above [ ]
3. What is your Academic Qualification?
(a) FSLC [ ]
(b) SSCE/GCE [ ]
(c) OND/NCE [ ]
(d) B.Sc./HND [ ]
(e) M.Sc. or Equivalent [ ]
4. Through which way were you recruited?
(a) Ministry of Education [ ]
(b) Federal Civil Service Commission [ ]
(c) Secondment [ ]
(d) Transfer of Service [ ]
(e) Other ways [ ]
5. How would you describe your adherence to organization rules and regulations when
performing your official work effectively?
(a) Strict adherence [ ]
(b) Partial adherence [ ]
(c) Adherence [ ]
(d) Non- adherence [ ]
6. How is the relationship that exist between the superiors and subordinates in your
organization?
(a) Very cordial [ ]

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 (b) Not too cordial [ ]
(c) Cordial [ ]
(d) No cordial at all [ ]
7. What is the personnel administration problem that hampers staff performance in
Federal Polytechnic Nasarawa?
(a) Rigidity and delays in the discharge of routine responsibilities [ ]
(b) Adherence to organizational rules and regulations when performing official
duties[ ]
(c) Non-adherence to organizational rules and regulations when performing official
duties [ ]
(d) Overlapping of responsibilities between personnel and units [ ]
(e) Non-deployment of personnel based on specialized qualification and training
[ ]
8. How is the effect of personnel administration in Federal Polytechnic Nasarawa?
(a) Very poor [ ]
(b) High [ ]
(c) Average [ ]
(d) Poor [ ]
9. Can you use your initiative and discretion in performing work in order to be
efficient?
(a) Yes [ ]
(b) No [ ]

PROJECT PROPOSAL

TOPIC: THE IMPACT OF EFFECTIVE PERSONNEL ADMINISTRATION

ON ORGANIZATION PERFORMANCE: (A CASE STUDY OF FEDERAL
POLYTECHNIC NASARAWA)

It is indisputable fact that no organization in the world today could excel in the chosen
endeavour without counting on the inputs and coordination of other resources of the

16
organization through her staffs and leadership. This is why the management school content
is right to have observed that labour is the most important of all the factors of production.

However, it is unfortunate that some organization don’t seem to recognize that skill and
working condition of these staff largely account for the successes of the organization.
Against this background, the project work is being undertaken with a view to ascertaining
the roles an effective personnel administration towards organization success, hence the title
“the impact of effective personnel administration on the Federal Polytechnic Nasarawa.

In order to have comprehensive research work, the project has been segmented into five
sections. The first section which is the chapter one takes a holistic view on introductory
aspect of the work with the objectives, statement of hypothesis reason for the study.

In the chapter two, which is the review of related literatures, works of different authors
regarding the topics will be x-rayed as well as roles of personnel administration in an
organization, historical excursus of the case study will equally be examined.

The chapter three which centers on the research methodology will, explain how data of the
work are gathered. The research will employ the use of secondary and primary data
collection which will be one of the major sources of data collection.

Chapter four will present and analyze the collected data from the questionnaire
administration. It will make use of chi-square in testing and chapter five will draw
conclusion on the project having summarized the essence of the research. Recommendation
will equally be made given consideration to the research findings.

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 CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Personnel administration is the process of developing, applying and evaluating

policies, procedures, methods and programs relating to the employment, motivation,
maintenance and management of people in the organization. Personnel
administration include activities like strategic PERSONNEL ADMINISTRATION,
human capital management, corporate social responsibility, personnel administration
planning, recruitment, selection, training and development, reward management,
performance management, employee relations, health safety and employee well-
being as well as provision of employee services. It comprises a set of practices and
policies designed to maximize organizational integration, employee commitment,
flexibility and quality of work (Armstrong, 2009).

Effective PERSONNEL ADMINISTRATION relate to company performance by

contributing to employee and customer satisfaction, innovation, productivity and
development of a favourable reputation of the firm in the industry. A number of
researchers have reported that effective Personnel administration are positively
linked with organizational and employees performance, but little evidence is
available about Personnel administration and employees performance from
developing countries like Nigeria.
However, it’s quite unfortunate that most business executives don take the issue of
human management serious in their various organizations and institutions despite
various scholars avocation for it. It is in the light of this that the project work is being
undertaken with a view to x-raying the impact of effective personnel administration
on organizational performance with special focus on the Federal Polytechnic
Nasarawa.
1.2 STATEMENT OF THE PROBLEM
Organizations in Nigeria face problems which often hampers the attainment of set
goals. The productivity of any organization depends largely on the performance of its

18
 people (i.e. the management and subordinates) for this success to be achieved, the
personnel administration in the organization needs to be addressed and managed.
To that effect, this research is being proposed to address the following issues;
i. Work motivation and compensation
ii. Ethics and Values
iii. Work Attitude
iv. Recruitment and Selection Process
1.3 OBJECTIVES OF THE STUDY
The objectives of this study include;
i. To determine the effects of work motivation and compensation on the
organizational performance.
ii. To determine the effects of Ethics and Values on organizational performance.
iii. To examine the effects of work attitude of workers on the organizational
performance.
iv. To examine the effects of recruitment and selection process of workers on
organizational performance.

1.4 SIGNIFICANCE OF THE STUDY

Personnel administration is the backbone of any economy production of any nation.
Personnel administration plays a vital role in the performance of an organization. It
is therefore important to identify the significances of the research work which are
subdivided as:
1. The findings of this research will serve as a guide in the organizational
performance through their personnel administration.
2. The findings of this study will enable for proper management of personnel
administration which will lead to effective customer value and productivity in
organization’s management.
3. It will also enhance government, private sector and general public participation
and contribution in addressing this issue of personnel administration in
organization.

19
 4. The study will enable the researcher to contribute his own views and ideas on
managing personnel administration in an organization.
5. The study will be of immense help to other researchers and students who might
wish to carry out other researches in the field.
1.5 RESEARCH QUESTIONS
a. What are the effects of work motivation and compensation on the performance of
an organization?
b. Do Ethics and Values have any effect on organizational performance?
c. What are the effects of work attitude of workers on organizational performance?
d. What are the effects of recruitment and selection process of workers on
organizational performance?
1.6 STATEMENT OF HYPOTHESIS
The following hypothesis is formulated to be tested:
HO: There is evidence to prove that work motivation and compensation
contributes to the productivity of an organization.
Hi: There is no evidence to prove that work motivation and compensation
contributes to the productivity of an organization.
1.7 SCOPE OF THE STUDY
The work is on impact of effective personnel administration on organizational
performance, with Federal Polytechnic Nasarawa as a case study. It will cover the
concept of personnel administration; staff training and development, need for
personal policy, staff welfare and motivation, relevance of personnel administration
to organization, personnel administration and organizational development.
1.8 LIMITATIONS OF THE STUDY
As a normal process in carrying out research work, there are problems faced as a
researcher, the problems include the following:

i. Lack of accessibility: This hinders the researcher, especially in area of data

collection from the higher officers on the case study. This limited the scope
of work.
ii. Secrecy: The researcher finds it difficult to obtain information due to the
unwillingness of some head of department and other staffs claiming secrecy.

20
 Some staffs are suspicious of one’s finding and hardly released relevant
information needed by the researcher.
iii. Time constraint: The time to write the project is limited, considering the
academic responsibility being faced by the researcher. All this problems
delay the facilitating and processing of the entire work.

1.9 DEFINITION OF RELEVANT TERMS

It is quite relevant that some basic concept which appeared on pages on this research
work be briefly defined and explained. This aims at giving an insight into the easy
understanding of the study very well. The following are hence defined as used in the
course of this work.

Personnel administration: This largely replaced the term ‘personnel management’

as a description of the processes involved in managing people in organization.

Therefore, personnel administration is 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.

Organization: Organization is the process of arranging or listening out the

assignment to the workers or employees in order to achieve an effective authority,
relationship among selected work person, and workplace in order for the group to
work together effectively.

Management: Management is administrative. When it involves an organization

inquires which aim at providing information or solving identified problem relating to
the mobilization of resources to achieve the certain goal in the organization by the
management.

Performance: Is an act or process of achieving or accomplishing a task or action in

order to achieve certain objective.

Efficiency: Is the act of producing a quick and satisfactory result. It is a relationship

between resources consumed in the process of generating output.

21
Effective: The fitness or power or ability to produce a desired results.

Worker: Employees who carry out work for their employer.

Employer: A person or organization who employs others to carry out certain duties
for him.

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 REFERENCE

Armstrong, M. (2009). Personnel administration Practice. 10th Edition, New York, McGraw
Hill.

23
 CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION
2.2 BACKGROUND OF FEDERAL POLYTECHNIC NASARAWA

The Federal Government of Nigeria established the Federal Polytechnic Nasarawa in

1983. The intention of the Federal Government to establish the Polytechnic was
predicated by the government’s desire to revolutionize the society technologically.
The establishment site, the polytechnic was allocated 200 hectares of land in the out
skirt of Nasarawa town. In 1986 the then Minister of Education, Prof. Jubril Aminu,
cut the sod to begin the physical development at the permanent sites.
The main objective of the Polytechnic is to train people to acquire Technical and
Vocational skills, which are needed for the economic and social development of
Nigeria in the fields of Agriculture, Industry and Commerce.
With the completion of classroom blocks and offices for school of Environmental
Studies, the permanent site was commissioned for use in December 1989. Today, the
Polytechnic has a student population of over 7,000 in all programs spread over 26
academic departments in five schools. An additional School of Basic and Remedial
Studies is responsible for IJMB program and weekend courses. Indeed, from humble
beginning the polytechnic has grown to an Institution of stature in the country,
drawing students and staff from all over the federation and beyond.
2.2.1 ADMINISTRATIVE STRUCTURE AND GOVERNANCE
The Governing Council consists of the Chairman and other member appointed by the
Federal Government; the Rector, two members representing the Academic Board
with Registrar as its Secretary. The council is the supreme governing body of the
Polytechnic and it is ultimately responsible for issuing general policy and direction
for the Institution.
The academic structure of the polytechnic is pattered along the school, department
format. There are twenty-three departments and additional departments in charge of
IJMB and Part time courses.
2.3 CONCEPT OF PERSONNEL ADMINISTRATION

24
 Personnel administration is 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 objective. Storey believes that
Personnel administration can be regarded as a set of interrelated policies with an
ideological and philosophical under pinning. He suggests four aspects that constitute
the meaningful version of Personnel administration as;

i. A particular constellation of beliefs and assumptions

ii. A strategic most informing decisions about people management
iii. The control involvement of line manager
iv. Reliance upon a set of levers to shape the employment relationship

The objective of Personnel administration is to ensure that the organization is able to

achieve success through people. Ulrish and Lake (1990) remark Personnel
administration can be the source of organization capabilities that allow firms to lean
and capitalize on new opportunities specifically. Personnel administration is
concerned with achieving objectives in the areas summarized below;

Organizational effectiveness: ‘Distinctive personnel administration practice shapes

the core competencies that determine how forms compete (Cappelli and Crocker-
Heifer, 196). Extensive research has shown that such practices can make a
significant effective impact on organization performance. Personnel administration
strategies aim to support programmes for improving organization effectiveness by
developing policies in such area as knowledge management, talent management and
generally creating a great place to work this is the big idea as described by Parcel et
al., (2003), which consists of a clear vision and a set of integrated values.

2.4 CURRENT CONCEPT OF PERSONNEL ADMINISTRATION

By taking the general picture of the term, Personnel administration, managers will be
expected to play roles new competencies and skills that will attract and retain
employees as well improve traditional roles of recruitment, selection, training and
compensation.

The role and responsibility of Personnel administration include:

25
i. Organizational role
ii. Enabling role
iii. Innovative role
iv. Monitoring role
v. Computer information role

Organizational Role and Responsibility

The role is one of the newest and most important roles of Personnel administration
whereby the managers will be involved in the long term strategic goals of their
organization and use of personnel administration activities on a long term basis.
They will be involved in broader long term planning and strategic decisions that will
provide overall direction and vision for the organization participation at the strategic
level will give Personnel administration managers the confidence that will enable
them to carry out the new role in proactive way rather than a reactive way.

Enabling Role and Responsibility

The integration of Personnel administration and overall corporate objectives firmly

establish it as a supporting or enabling function, creating a frame work or culture
within effective contributions can be made by all employees.

Innovative Role and Responsibility

Personnel administration department will be expected to develop innovative

approaches and solutions on how to improve productivity, quality job satisfaction of
workers while complying with law. Innovative role will provide an up to date
application of recent technique for developing and expanding innovative approaches
to Personnel administration problem and concerns.

Workers will be demanding for solutions that can be measured, quantified and
justified in monetary terms. To fulfill this role, Personnel administration department
now and in future must seek to become partners with the rest of the organization
providing strategic direction and innovative approaches to the organization.

Adaptive Role and Responsibility

26
 Adaptive role techniques, structures, process, cultures and procedures become
necessary for organizations. Personnel administration departments will be expected
to provide skills to facilitate organizational flexibility and adaptability. An important
aspect of this adaptive role is the need for Personnel administration department to be
future oriented. For example, as external environmental and organizational strategies
changes, new skills and competencies needed in the future and at the appropriate
time personnel administration departments need to be correctly anticipated and
changes should be provided.

Monitoring Role and Responsibility

One of the roles of Personnel administration department is to monitor and coordinate

the implementation of personnel and Personnel administration activities. Although,
some of the activities of Personnel administration are carried out in other department,
outside the central registry, Personnel administration managers and their departments
are skill responsible for seeing that the activities are implemented fairly and
consistently according to the relevant employment laws, policies, as well as values of
the organization.

Computer/Information System Responsibility

All the amount of information needed in collection, storage, updating of the

knowledge of computer technology and information system, managing personnel and
personnel administration departments in organizational transformation requires a
great deal of information. The knowledge of computer information system facilitates
the effective use of computer in documentation and retrieval of organization’s
information. Though, computer is quite a useful machine but since it is a tool, it
cannot perform a task hence the need for a resourceful and motivated personnel.

2.5 NEED FOR PERSONNEL POLICY

Policy is a clear cut statement of what to do in a particular circumstance in order to

achieve the intentions and smooth functioning of an organization.

27
 A personnel department cannot operate and it will be difficult to carry out personnel
functions properly if management does not set out personnel goals and policies
which are to be followed in order to achieve these goals.

Personnel department plays a role in the formulation of personnel policies. It assists

management in preparing these policies. Most organization fail to formulate and
implement personnel policies. This result in poor approach to major functions like
recruitment, training, staff welfare, promotion etc. to some extent, personnel policies
are influenced by internal as well as external factors such as the society, the
government, religion and business ethics.

2.6 STAFF TRAINING AND DEVELOPMENT

The efficiency of any organization depends directly on how well trained its members
are in view of the above assertion; any organization which insists on efficiency must
design a good training policy. Training as used in this context includes orientation.
Orientation is a process of acquainting the workers with the operation of the firm at
the end of the whole exercise; the employee becomes firmly established in the new
job. Here, it can be said that orientation goes for the new workers. The generality of
business set up is a dynamic process. Innovation and changes continually take place
in business to pace with fast moving fashion trend. If the worker is going to be of use
as regards to the organizational goals, then he needs to be trained. This will keep him
alert to the demand of present jobs and prepare him for transfer and promotions.
Some of the more common forms of training methods are in the job, the vestibule on
practices school, apprentice teeming/management training.

2.7 STAFF WELFARE AND MOTIVATION

Taylor (1997) known as the father of scientific management was the first person to
concern himself about workers and their attributes. He seems to look at the workers
as an economic man to be induced to work effectively through wages incentive.

He however, did not give the human factors on productivity full of workers to
management of thing. But the researcher agrees with Brown (1954) who disagrees
with Taylor’s view that workers should be reduced programmed and supervised to

28
 do specific job. He sees a worker as a social man who supposed to have sense of
belonging and affiliation and therefore should be motivated towards that direction.
Brown believes that there are many things that activate a worker, and those are more
important to him than his wages as he said.

“Human being are not machines in any significant sense of the wordier does a good
physical environment in itself make the happy”.

Mayo Elton in Hawthorne studies was able to warn management that unless they
were able to win the cooperation of their employees they will never satisfactorily
achieve their business objective. His assumption was based on the importance of
espirit-decorps. He went further to state that “an organization is a social system and
the worker is indeed the most important element in it”.
In support of the findings, Boethlebeger (1989) added that “a human problem to be
brought to a human solution requires human data and human tools”.
Another authority that has contributed immensely to the study of human needs is
Abraham Maslow, this theory as it is widely known as “Theory of Motivation” was
based on these assumptions namely;
i. That human beings are wanting animals are never satisfied with their present
state of affairs.
ii. That a satisfied need is no longer a motivator of behaviour, only unsatisfied
need cause man to act.
iii. That human needs exist in a hierarchy according to importance. He went on
to say that some of this needs are inmates hat is need inherited and unlearned
such as need for food, shelter, water etc. while other are learnt as we
experience like such as the need for social recognition, self-esteem etc.

2.8 THE RELEVANCE OF PERSONNEL ADMINISTRATION TO

ORGANIZATION

The relevance of Personnel administration to organization cannot be

overemphasized. Personnel administration integrates planning, policies and activities

29
in an organization. It determines how applicable international personnel
administration is to organization.
Personnel administration matches work and job content in competitive condition in
an organization. It enhances employee commitment, generates Personnel
administration manager responsibilities between line and staff group formulates
planning, selection, compensation, appraisal, compliance, employee relation and
management information. However, relevance of Personnel administration to
organization includes:
a. Personnel administration planning
b. Recruitment and selection
c. Appraisal and evaluation
d. Wages and salary administration
e. Industrial relation
f. Training and development
g. Welfare
Personnel administration Planning
The relevance of human management in personnel administration planning is it
analysis of the organization of the personnel administration need under changing
condition and developing the activities necessary to satisfy their need. It will provide
conditions of employment, pay, job enrichment termination of management and
retention strategies.
Recruitment and Selection
Recruitment involves the process and various stages of searching for suitable
candidates to fill vacancies in the work force. The relevance of Personnel
administration in recruitment and selection, search for candidates is the recognition
of possible avenues for promotion and decision making in the recruitment process.
Appraisal and Evaluation
Performance appraisal rests on the assumption that if employee’s performance is
scrutinized and feedback is given, the motivation to work more effectively should
increase. Personnel administration appraises the value of employees’ work to the
organization with a view of increasing it.

30
 Wages and Salary Administration
Payment of wages and salary appear to be one of the most important obligation owed
by an employer to an employee. Organizations nowadays are faced with challenges
of associating wages and salaries which affect the expenses of running the
organization. It is therefore relevant to establish the wages payment system in
collaboration with Personnel administration department.
Industrial Relation
These are the dealing and cooperation between management and workers through
representatives in track union or staff association. Issues like pays, working
conditions, working procedures and rules redundancy plan or expansion, fair
treatment of members, indiscrimination in work place grievance and employee
development are all negotiated with the help of Personnel administration.
2.9 PERSONNEL ADMINISTRATION AND ORGANIZATIONAL
DEVELOPMENT

Personnel administration is strongly influenced by the internal organization

environment which is influenced by Personnel administration decision.
Organizational development is improved through Personnel administration
department which provide overall direction and vision for the organization personnel
administration which will be involved in the long time strategic planning for the
achievement of good in the organization. New competencies and skills are improved
through recruitment, selection, training and compensation. Decisions and actions
taken to employ or utilize the personnel administration of an organization vested
with the responsibility of effective Personnel administration.
Effective utilization of personnel administration in an organization brings about
important factor in the attainment of corporate objective utilization of Personnel
administration leads to efficiency and improved productivity. Organization
development rests on technical competence, quality of personal, efficiency and
productivity provided by Personnel administration.
There is a growing evidence that corporate PERSONNEL ADMINISTRATION
practice are associated with high financial performance and can encourage employee

31
 behaviour (Hiltrop, 1996). Due to external and internal force, various contingencies
can be found which put identifying “best practice” into question. However, today’s
more effective HR managers look for information and ideas on best practices and
they ignore paradoxes that music the truth about best practices, one of the three
paradoxes identified by Fitzenz (1997) is the expectation of managers to find simple
solution to today’s complex business problem. The second paradox is that the visible
programme is neither generalizable nor a best practice. In most cases follow-up
studies show that the practice was not repeatable with the same or better results.
Final paradox is the irony of seeking enlightenment about the future from the
studying the past. For instance, some HR practices are related to financial outcomes
while some others may relate more to staff turnover (Lau & Ngo, 2004).
Successful firms create a bundle of employee practices to reinforce the organizations
strategic position (Enz & Signaw, 2000). Hiltrop (1999) in his research asked the
Personnel administration manager and personal officers in 319 companies in western
Europe about Personnel administration policies and practices of their firms and find
out that employment security, opportunities for training and development, equipment
and sections from within, career development and team work, participation and
proactive personal planning are the most important practices. In fact the rules
Personnel administration is to enquire, develop, manage, motivate and gain the
commitment of the employee.
Personnel administration is very important factor of production in every
organization. Consequently, effective management of personnel administration is
central or critical to the success or failure of any organization. It is important that the
management of organization ensure that personnel administration are effectively
managed. Personnel administration is therefore, an activity aimed at ensuring
efficient use of Personnel administration of an organization and at the same time
enables the employee to gain optimum psychological and material benefits from his
or her work in an organization.
2.10 THEORETICAL FRAMEWORK
Personnel administration are assuming more roles and responsibilities in order to
cope with changes and challenges in external and internal environment, the problems

32
of Personnel administration in organization revolve around recognition, promotion,
retrenchment or downsizing, appropriate development, good compensation and team
work. The prospect of Personnel administration in organization is then its objectives
are pursued to facilitate exchange in working method, introduction of new
technology, exchange in career and adaptation to extenuation involvement and
anticipation in decision making, there have to be awareness in labour force and
understanding workers right and privileges.
Personnel administration is assumed to be committed to organizational culture, based
broad jobs and workers participation in decision related job. Workers are to be
organizing into teams with responsibilities and reward and allocated groups rather
than an individual’s workers. Personnel administration is aimed at ensuring efficient
use of personnel administration of an organization and at the same time enables the
employee to gain optimum psychological and material benefit from his work.

33
 REFERENCES

Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of

Management. Vol. 17, pp. 99 – 120.

Barney, J. B. (1995). Looking inside for competitive Advantage. Academy of Management

Executive. Vol. 9, pp. 49 – 6.

Enz, C. A. and Signaw, J. A. (2000). Best Practice in Personnel administration. Cornell

Hotel Restaurant Administration Quarterly, February, pp. 48 – 61.

Fitzenz, J. (1987). The Truth about Best Practices: Why They Are and How to Apply Them.
Personnel administration, 36(1): 97 – 103.

Hiltrop, J. M. (1996). The Impact of Personnel administration on Organizational

Performance: Theory and Research. European Management Journal, 14(6), pp. 628 –
637.

Lau, C. M. and Ngo, H. Y. (2004). The Personnel administration System. Organizational

Culture and Product Innovation. International Business Review, 13, 685 – 703.

34
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter describes the techniques and procedures used by the researcher in
accumulating data while conducting the research. It comprises of the description of
the population of the study, sampling techniques, sample size, sources of data,
method of data collection and method of data analysis and testing hypothesis.

3.2 RESEARCH DESIGN

In considering the nature of this project work, the research will employ the use of
both primary and secondary method of data collection in gathering information for
this work. The secondary data collection will come from materials such as magazine,
internet, journals and textbooks etc., while primary sources of the data will consist of
personal interviews, observations as well as administration of questionnaires.

Also, gathered data by the means of questionnaire administration will be presented in

tabular form and analyzed with the use of percentage. Formulated hypothesis will be
tested with the use of chi-square.

3.3 POPULATION OF THE STUDY

A population is the totality of elements, subjects or members that pose a specified set
of more or common characteristic. An element is the basic unit that comprises
population.

The research population here covers the entire statistical number of staffs of the
Federal Polytechnic Nasarawa, Nasarawa State which comprises the entire
management of the institution that total at Seven Hundred and Ten (710).

3.4 SAMPLE SIZE AND SAMPLING TECHNIQUES

Sample on the other hand, is the selection of a portion of the population which
represents the whole population. The sample size becomes obvious to set in other to
minimize the cost and time of covering the staff. A sample of (60) sixty was fairly

35
 selected comprising academic and non-academic staff who were drawn across three
departments namely, Library & Information Science, Business Administration &
Management and Public Administration.

The sample size was selected from the whole population through the use of simple
random sampling techniques whereby all the population has an equal chance of
being selected.

3.5 SOURCES OF DATA COLLECTION

The sources of data used in selection and gathering of data for this study are primary
and secondary source data.
Primary Source: Are those data obtained purposely for the study at hand. This data
is obtained through questionnaire, interviews and observation.
Secondary Source: Are not directly connected to the study, they already exist. Such
sources are textbooks, journals, newspapers, magazines are used. This was obtained
in order to obtain different views from people on the topic of the study.
3.6 RESEARCH INSTRUMENTS USED

The major instrument for data collection on this research is questionnaire. Some
questions are framed to accommodate structured and unstructured responses for the
required information. The questions are strictly based on the objectives and problems
of the research work.
Personal interview is also used to verify accuracy and validity of the data collected
through the questionnaire.
3.7 QUESTIONNAIRE DESIGN

The questionnaire was designed to obtain information on the impact of effective

personnel administration on organizational performance. It contains a well-structured
choice of questions comprising of Section A and B. The diction of the questionnaire
is very simple that even an average scholar can easily understand and answer
appropriately.

3.8 QUESTIONNAIRE DISTRIBUTION AND COLLECTION

36
 After the preparation of the questionnaires which comprises fifteen (15) questions;
sixty (60) copies of the questionnaires were distributed to the staff and management
of the institution. It was taken to the institution through the personal contact being
the researcher’s school. Two weeks interval was given for the collection of the
questionnaires. Out of the sixty (60) questionnaires distributed, only fifty-five (55)
were fully filled and returned, and reasons given for the unreturned stemmed from
the lack of time and misplacement. Thereby, the analysis of this work is based on the
fifty five (55) returned questionnaires.

3.9 METHOD OF DATA ANALYSIS

In this research work, the researcher adopted the tabular data presentation techniques
and the questions used for all the management staffs are the same, the method used
for analysis of acquired data is chi-square,

x 2=Σ ¿.

Where x2 = chi-square

O = observed frequency

E = expected frequency

 = summation

37
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION

The collected data from the questionnaires administered to the staff and management
of the institution will be presented and analyzed accordingly in this chapter. Also, the
chapter will test the formulated hypothesis with the use of chi-square statistical
techniques. Thereafter, research findings will be highlighted.

4.2 DATA PRESENTATION AND DATA ANALYSIS

Presentation and analysis of this work will be based on fifty five (55) dully filled and
returned questionnaires. Though, a total of sixty (60) questionnaires were distributed
but since fifty five (55) were dully filled and returned, the analysis will be based on
fifty five (55) returned questionnaires.

The gathered data will be presented on a tabular form, subsequently analyzed with
the use of simple percentage. This is being employed given to its simplicity and easy
understanding.

Table 4.1: Sex

Alternative Respondents Percentage (%)

Male 30 54.5
Female 25 45.5
Total 55 100
Source: Field Survey, 2016.

Table 4.1 shows that 30 respondents that represents 54.5% are male while 25 or
45.5% of respondents are female.

Table 4.2: The length of time in the service employ of FPN

Alternative Respondents Percentage (%)

38
Below 5 years 7 12.7
5 – 10 years 30 54.6
11 years & above 18 32.7
Total 55 100
Source: Field Survey, 2016.

Table 4.2 shows that 12.7% of the respondents have not been up to 5 years in the
service employ of FPN, 30 or 54.6% of the respondents are into the employ between
5 – 10 years while 18 or 32.7% have been in the employ over 11 years ago.

39
Table 4.3: Education Qualification

Alternative Respondent Percentage (%)

s
FSLC - -
SSCE/GCE 2 3.6
OND/ND 15 27.3
B.Sc./HND 30 54.55
M.Sc. or Equivalent 8 14.55
Total 55 100
Source: Field Survey, 2016.

The table above indicates the respondents’ educational qualification; 2 or 3.5% were
with SSCE/GCE certificates, 15 or 27.3% were of OND/ND qualification, 30 or
54.55 were of B.Sc./HND certificate while 8 or 14.55 of the respondents were with
Masters or equivalent certificates.

Table 4.4: The way through which you were recruited

Alternative Respondents Percentage (%)

Ministry of Education 50 90.1
Federal Civil Service Commission 0 -
Secondment 0 -
Transfer of service 0 -
Other ways 5 9.1
Total 55 100
Source: Field Survey, 2016.

From the above table, it shows that 50 respondents that represents 90.9% were
recruited through Ministry of Education while 9.1% said through other ways.

Table 4.5: Your adherence to organization rules and regulations when effectively
performing your official work

Alternative Respondents Percentage (%)

Strict adherence 25 45.5

40
Partial adherence - -
Adherence 30 54.5
Non-adherence - -
Total 55 100
Source: Field Survey, 2016.

From the above table, 25 or 45.5% of the respondents affirmed that they tend to
adhere to organizational rules and regulations with strict adherence when effectively
performing their work while 30 or 54.5% said they were just adherence.

Table 4.6: The relationships exist between the superiors and subordinates in your
organization

Alternative Respondents Percentage (%)

Very cordial 15 27.3
Not too cordial 20 36.4
Cordial 20 36.4
No cordial at all - -
Total 55 100
Source: Field Survey, 2016.

The above table shows that manner of relationship that exist between the superiors
and subordinate officers. While 15 or 27.3% of the respondents said very cordial, 20
or 36.4% said just cordial and another 20 or 36.4% bluntly affirmed that their
relationship is not too cordial.

Table 4.7: Personnel administration problem hampers staff performance in FPN

Alternative Respondents Percentage (%)

Rigidity and delays in the discharge of 30 54.5
routine responsibilities
Adherence to organizational rules and 15 27.4
regulations when performing official
duties

41
Non-adherence to organizational rules - -
and regulations when performing official
duties
Overlapping of responsibilities between 2 3.6
personnel and units
Non-deployment of personnel based on 8 14.5
specialized qualification and training
Total 55 100
Source: Field Survey, 2016.

From the above table, 30 or 54.5% said the rigidities and delays in the discharge of
routine responsibilities is the major personnel administration problem hampering
staff performance in FPN, 15 or 27.4% said it was adherence to organizational rules
and regulations when performing official duties, while 2 or 3.6% of the respondents
asserted that it was overlapping of responsibilities between personnel and units and
lastly, 8 or 14.5 of the respondents were of the opinion that the most hampering staff
performance was non-deployment of personnel based on specialized qualification
and training.

Table 4.8: The Effect of Personnel administration in FPN

Alternative Respondents Percentage (%)

Very poor - -
High 7 12.7
Average 45 81.8
Poor 3 5.5
Total 55 100
Source: Field Survey, 2016.

The above table shows the effects of personnel administration. While 7 or 12.7% of
the respondents said it was high, 45 or 81.8% said average, the last 5.5% bluntly
affirmed that it was poor.

42
 Table 4.9: Whether you can use your initiative and discretion in performing work in
order to be efficient

Alternative Respondents Percentage (%)

Yes 55 100
No - -
Total 55 100
Source: Field Survey, 2016.

From the above table, it shows that all the respondents unanimously assert that they
can use their initiatives and discretions in performing their work in order to be
efficient.

4.3 TEST OF HYPOTHESIS

Testing “Impact of Effective Personnel administration on Organizational

Performance”.

HO: There is evidence to prove that work motivation and compensation

contributes to the productivity of an organization.

Hi: There is no evidence to prove that work motivation and compensation

contributes to the productivity of an organization.

Hypothesis test techniques in chi-square

2
x =Σ ¿¿

Where x2 = chi-square

O = observed frequency

Df = degree of freedom (R – 1) & ( K – 1)

43
Response Academic staff Nonacademic staff Students Total
Highly 14 11 5 30
agree
Agree 10 3 7 20
Disagree 2 1 2 5
Total 26 15 14 55

RT x CT
∴=
¿

Where: RT = Row Total

CT = Column Total

GT = Ground Total

HIGH AGREE

30 x 26
=14.18
55

30 x 15
=8.18
55

30 x 14
=7.64
55

AGREE

20 x 26
=9.45
55

20 x 15
=5.45
55

20 x 14
=5.10
55

DISAGREE

5 x 26
=2.36
55

44
20 x 15
=1.36
55

5 x 14
=1.27
55

Response Academic staff Nonacademic staff Students Total

Highly 14(14.18) 11(8.18) 5(7.64) 30
agree
Agree 10(9.45) 3(5.45) 7(5.10) 20
Disagree 2(2.36) 1(1.36) 2(1.27) 5
Total 26 15 14 55
2
x =Σ ¿¿

45
 O E O–E (O – E)2 ¿¿
14 14.18 -0.18 0.0324 0.00285
10 9.45 -0.55 0.3025 0.0320
2 2.36 -.036 0.1296 0.0549
11 8.18 2.82 7.9524 0.9722
3 5.45 -2.45 6.0025 1.1014
1 1.36 -0.36 0.1296 0.0953
5 7.64 -2.64 6.9696 0.9123
7 5.10 1.9 3.61 0.7278
2 1.27 0.73 0.5329 0.4196
55 X2 4.35325

 4.3533

DF = (F – 1) (K – 1)

3–1 3–1

(2) (2) = 4

DF = 4 = 9.488 X2 @ 0.05

DECISION RULE

Accept Hi is X2 calculated is < than X2 tabulated.

i.e. X2 cal. 4.35325 < 9.488 tab.

Therefore, Hi should not be rejected, which stated that there is evidence to prove that
work motivation and compensation contributes to the productivity of an
organization.

4.4 RESEARCH FINDINGS

In the course of conducting this research, the following findings were made;

a. That indeed, proper management of personnel administration leads to

organizational success as shown by the tested hypothesis.

46
 b. The effect of personnel administration in FPN is relative average.
c. More so, the research found that human management performance is being
hampered by rigidity and delays in the discharge of routine responsibilities and
adherence to organizational rules and regulations when performing official
duties.
d. Most of the staff are very adherence to organization rules and regulations when
effectively performing their official work.
e. The training exercise for employee to acquire more skills and knowledge among
the staff through organized seminars, training and lecturing is not constantly
enough etc. this was adduced through staff interviewed.
f. There is no enough room for sharing of ideals and newly acquired skills and
knowledge among the staff through organized seminars, training and lecturing
etc.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION

This chapter summarizes the whole of the work. Given to its research findings, it
draws the conclusion as well as recommendations that will enhance management of
personnel administration in an organization for effective performance of the workers
towards the success and growth of the organization.

5.2 SUMMARY OF FINDINGS

The research work has been chosen and designed with special reference to the
Federal Polytechnic Nasarawa. It is aimed at assessing the impact of effective
personnel administration on organizational performance.

Personnel administration are the greatest assets of any organization, which many
management and executives fail to appreciate. Also, identifying the problems,
techniques and methods necessary to evaluate the problems are the important factors
to be considered for effective personnel administration. A successful personnel

47
 administration involves good manpower planning process, which is tied to the
objectives.

On the literature review, a comparative analysis of different views and approaches

made by various distinguished authors and writers were discussed in conjunction
with importance of personnel administration. Some management theories were
looked into, paying much attention to Abraham Maslow’s hierarchy of needs, as well
as various methods the research employed in gathering data for the work.

5.3 CONCLUSIONS

On the basis of the researcher’s finding Federal Polytechnic Nasarawa has been
putting in place all the necessary techniques to improve the skill, behaviours,
attitudes, knowledge etc. of personnel administration through effective management
of its workers both non-academic and academic staff.

Conclusively, one can say that the management of Federal Polytechnic Institution
particularly the personnel administration department is performing its functions
adequately. The management team of the organization is hardworking, has the
qualities of good management skills since they accept challenges at all times. From
the records before the researcher, it was observed that planning, organizing, directing
and controlling always go along with the modern world procedure of management
principles.

Finally, their high sense of maturity coupled with their high educational background
and experience combined to make the organization to be an interesting institution to
be used as a case study.

5.4 RECOMMENDATIONS

Having carefully analyzed and studied activities of personnel administration in the

organization and their shortcomings, the researcher therefore make the following
recommendations which are to help the effectiveness of personnel administration in
organizations in general.

a. As a matter of fact, since most institutions and organizations need services of

well qualified employees in order to achieve their aim, therefore, recruitment

48
 process of personnel should be done strictly on merit and not by who or what the
applicant is in the society or who the applicant knows in the organization.
b. There should be effective and efficient training exercise for employee to enquire
more skills and knowledge among the staff through organized seminars, training
and lecturing etc.
c. The management should responsible to create an avenue for sharing of ideas and
newly acquired skills and knowledge among the staff through organized
seminars, training and lecturing etc.
d. Both the objectives of personnel administration strategy and the means for
achieving them should be adjusted the line with the changes in the environment.
e. There should be adequate incentive packages and motivation to enhance effective
performance.
f. As bedrock of the organization personnel administration should be coherent and
give adequate attention.
g. Lastly the researcher will like to commend the management of the Federal
Polytechnic Nasarawa, particularly the personnel administration department for
the concern they show to the employees of the organization.

49