CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Management of human resources is that functions of the
enterprises which provides for effective utilization of people
to achieve both the objectives of the enterprises and
satisfaction and development of employees.

The survival of any organization depends on the proper

management of its materials, financial and human
resources.

The management of all these human resources is in the

hands of destined human beings. Human resources
management is the collaboration with other resources to
make a business or an organization to run effectively.

But the most important of these is man; people are key

elements an organization activity focuses on. How well the
man feels on an organization with no doubt determine his
productivity. Therefore the concern of every organization
should be centered on the satisfaction of man.

An organization may produce or render services like any

other organization in the same business with the same
resources employed or utilized, but they may differ in

1
productivity as a result of efficient human resources
management.

The importance of human resources management in relation

to productivity in an organization cannot be over
emphasized because its the life more and soul or heartbeat
of every organization.
In any organization resources are basically grouped in two
i.e. human and material resources, among these resources
desired for the provision of goods and services, the most
difficult to manage is human resource, regardless of what
product or services an organization provides and no matter
what its size, age or location.

It must procure human resources in order to remain viable.

Further, if the organization is to survive, it must design
programmes to develop its human resources to their fullest
capacities and maintain on-going worker commitment.

Human resource management as is practiced today

recognized the dynamic and interaction of personal function
with each other and with objectives of the organization.

Most importantly, it recognizes that human resource

planning must be coordinated closely with organization
strategies and related planning functions.

2
 As a result, effort in human resources management is being
directed towards providing support for achievement of profit
of government organization. Human resources planning is
clearly not just concerned with numbers. Plans for training,
redeployment, promotion and productivity all indicates the
importance of getting the right staffs in the right jobs, as
well as the right numbers for personal or human resources to
enhance higher productivity.
1.2 Statement of the Problems
In most of our organizations today, productivity of workers is
far below expectation, many organizations incur a lot of
loses as a form of wastage caused by management of the
organization, in which workers are unable to perform their
various job effectively to enhance productivity. Another
problem face by industry is lack of due training and
development programmes, in job dissatisfaction most
employees dont find it easy in doing the job assign to them
because they dont have the necessary skills and talent
needed to make them handle their job effectively. Another
devastating problem is increase rate of labour turn over in
the industry as a result of the workers inability to satisfying
and accomplishing the construction task assign to them on
time. Another problem is the railway corporation lack of
adequate and competent human resource department who
can bring adequate productivity to the industry.

The above mentioned problems have nothing to offer the

industry and rather than decrease in service deliver which in

3
 turn affects the overall enhancement of the productivity. The
only or one of the major solutions to these problems is for
the corporation to embark on adequate training and
development programmes, and to initiate adequate and
proper human resources management departments which
will help in selecting the adequate workers that will embark
the industry to enhance higher productivity and also good
rail transportation services.

1.3 Objectives of the Study

i. To find out the prospects of human resource
management in enhancing higher performance.
ii. To determine how performance can be enhanced
through an efficient human resource management.
iii. To examine the extent to which human resource
management have impacted on employees
performance.
iv. To ascertain whether effective human resources
management have had any impact on the corporations
goals and objectives.
v. To ascertain whether team work and cooperation serve
as a means of effective human resources management

1.4 Research Questions

i. What is the prospect of human resource management
in enhancing higher performance?
ii. Has productivity been enhanced through an efficient
human resources management?

4
 iii. To what extent has human resources management
impacted on employees performance?
iv. Have effective human resources management had any
impact on the corporations goals and objective?
v. Does team work and cooperation serve as means of
effective human resources management?

1.5 Significance of the Study

Considering the significance of the study you will observe
that all organizations whether governmental or non-
governmental, profit or nonprofit cannot overlook the
relevance of effective and efficient utilization of human
resource.
The study is of immense benefits to managers, employment
of personnel and human resource officers of Nigeria Railway
Corporation. It examines personnel policies on recruitment,
on selection, placement, training and development.

Equally I highlighted the need for good human resource

management in Nigeria Railway Corporation which aimed at
total customer satisfaction at higher productivity.

The study is also relevant to academicians, industry and to

society at large, since it attempts to ascertain areas of
human resource management in Nigeria.

1.6 Scope of the Study

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 The focus of the study is how the effective human resource
management can enhance high performance of employees
in an industry or organization and how it can enhance higher
productivity in Nigeria Railway Corporation. In a study of this
nature it could have been better much elaborated to cover
almost all the Nigeria Railway Corporation stations across
the country.

1.7 Limitation of the Study

The researcher decided to limit the research work to Kaura
Namoda Railway Station situated along Gusau Shinkafi
road, Zamfara State, North-West Nigeria, as a result of
financial constraints, other problems include issue of
adequate information because most of their information
were not stored in the computer, they are only filed manually
and which can easily get damaged or lost in case of any
inconsistencies.
1.8 Historical Background of the Study

The Nigerian Railway system officially came into

existence in October, 1912 when Frederick Lugard merged
the pre-existing Lagos government railway and the Baro-
Kano railway to become the 'Nigerian Railway'. The merger
further enhanced the desirability of merging the Northern
and Southern Nigeria protectorates.

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The railway line ran on two principal North and South trunks:
one from Lagos to Nguru and Port Harcourt to Maiduguri,
both tracts having branch extensions. In the 1950s, partly for
economic reasons, the railway system in the country came
under the coordination of the Nigerian Railway Corporation.

The rail transport system employed Nigerian workers from

the various ethnic groups in the country and was known as
having a diversified workforce which also included West
Indians. Prior to the creation of the Nigerian Railway
Corporation, the government railway department had four
core sections, the engineering department, running
department, traffic and commercial department, and
accounts and stores department.

Lagos railway

In the early years of the Lagos railway, the colonial

intentions of Governor MacGregor and Egerton was to
develop a railway line from Lagos to the furthermost parts of
North-eastern Nigeria and to open the interiors of South-
western Nigeria to commerce. In Lagos, railway terminal at
Iddo was erected to connect the Lagos Island with the
mainland and act as a transit stop for the trains using the
railroad bridge constructed along two major road networks
that connects the Island with other parts of Lagos, the Carter
bridge and the Denton bridge. Also in 1896 railway
construction began from the Iddo area with extensions made

7
along the Lagos route with stops at Otta, Ifo, Arigbajo, Papa
Alanto, Abeokuta and Ibadan (1901). However, financial
reasons hampered further development of the railway in
Southern Nigeria. Proposals linking Benin and Sapele (1906)
and Ibadan with Oyo (1907) came to naught.

In 1904, official sanction was given for the commencement

of a rail road linking Ibadan with Osogbo and Ilorin and in
1907, it was approved to begin construction from Ilorin to
Jebba.

Baro-Kano line

The Baro Kano line was a railway development project

predicated on developing the trade routes along River Niger.
The initial intention of the then Northern Nigeria governor
was to develop a rail line along the Niger River and the port
of Forcados in Southern Nigeria and importantly both routes
leading to Kano. In September, 1907 the British government
approved a credit of 2 million pounds in furtherance of
developing a railroad from Baro (lower point of the Niger)
with the town of Kano, a major commercial center in the
North. Reasons given included cutting expenses and
enhancing communication between areas of interest, the
result would reduce the time and cost of transporting troops
from one garrison to another and ease the cost associated

8
with transporting goods across the North. Also, the British
Cotton Growing Association had an interest in seeing a
railroad to the cotton growing areas in Northern Nigeria. The
rail road will go from Baro, to Bida, Zungeru, Zaria and finally
to Kano and construction started in 1907 with a completion
target of four years. The railroad was a narrow-gauge, single
track with a speed of twelve miles per hour. The construction
utilized a local method of administration whereby the
colonial office was bypassed in major decision making with
the Northern Nigeria government in charge of organization. It
was completed in 1911.

In 1912, a light rail from Zaria reaching Bauchi was built,

further extensions were made along the Bauchi Light rail
linking the system with the tin producing fields along Jos and
Bukuru.

Other branches

In 1911, a rail line linking Apapa to Ebutte Metta was built

and in 1912, a line was built linking Jebba with Minna along
the Lagos railway.

After 1912

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In late 1912 preparations began for the development of
another rail way trunk from the Eastern areas of Nigeria to
the country's Northeast regions. A deep water port site along
the Bonny River was chosen in an area previously known as
Isaka now Port Harcourt was subsequently chosen as the
location of the terminal. The new trunk was built to benefit
major economic activities such as the Udi coalfields in the
Eastern and upper Benue regions and also Northeastern
towns. The financing of the line was mainly appropriated
from Nigerian revenues and reserves.

In the 1920s and early 1930s, extensions such as the Zaria-

Gusau-Kaura Namoda (1929) were built. Two others
extensions were made in 1930, the Ifo-Idogo and the Kano-
Nguru lines.

1970s-1990s: Technical and financial shortcomings

Since the 1980s, the Nigerian Railway Corporation had been

bounded by technical and financial shortcomings, however
since the 1960s, its performance had not been stellar. The
Nigerian civil war depressed railway operations and in the
following decade, the low interest in export commodities and
coal resulted in reduced freight haulage.

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The corporation rarely placed commercial objectives as a
priority and government changes in administration and
policy resulted in structural and managerial problems. The
use of tracks of narrow gauge strewn with curves and
gradients coupled with low maintenance over the years
resulted in slow speeds for trains.

In 1978, the Nigerian ministry of Transport employed the

services of an Indian group: Rail India Technical and
Economic Services to operate the railways. The period also
coincided with large capital outlays from the government to
the railway sector though a large amount of the money was
diverted to an ill-fated change to standard gauge. The
contract resulted in modest positive changes but the
contract was not renewed. By the end of the 1980s, reduced
funding from the government, import bans and managerial
problems decreased the performance of the railways.

The large of employees of the railway corporation at many

times were owned arrears leading to low labour morale
within the corporation.

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 CHAPTER TWO

2.0 LITERATURE REVIEW AND BACKGROUND INFORMATION

Literature review focuses on identifying contributions already

made by other scholars on the topic under investigation. It
offers an opportunity to identify gaps in existing literature
and through the identification of such limitations, new
research problems worth investigating can be discovered.

Tuckman (1972:288-289) rightly observe the purpose of the

literature to expand upon the context and background of the
study, to help further define the problem and to provide an
empirical basis. Odigboh and Osuagwu (1998:41) in
summary identified the following as the benefits of a
literature review said that scientific research first; it helps to
identify readymade solutions that may be applied to the
problem at hand. Secondly, it helps a researcher to make in
decisions about a problem and provide authoritative support
of a given point of view. Thirdly, it enables a researcher to
obtain data, recognize constraints to be used to define a
given problem context and delimit its scope. Finally, it helps
researcher to identify tested techniques, proven methods of
analysis and other problems solving strategies that are
applicable or which can be modified to provide an elegant
solution to the problem at hand.

12
 Cohen and Manion (1980:26) research methods refer to that
range of approaches used in research to gather data which
are to be used as a basis for inference and interpretation for
explanation and prediction; techniques associated with
positivistic (scientific) model such as eliciting responses to
pre-determined questions, recording measurements,
describing phenomena and performing experiments.
Research method may also be taken to include forming
concepts and hypotheses; building models and theories and
sampling procedures. Eboh (1998:5) states that scientific
research as the process of systematic inquiry by which we
increase our knowledge of how things are, why things are
the way they are and how they might be changed. It is an
extensive and ordered study of a subject aimed at learning
new facts and testing scientific propositions and ideas.

Tuckman (1971:1) states that scientific research as a

systematic attempt to provide answers to questions. Thus
implies that research involves two steps; planning and
execution. Each of the steps has its own procedures
necessary or accomplishing good research report.

2.1 Concept of Human Resources Management

Human resources management is a very important aspect of
effective management process. This sub process includes an
analysis of the level of skill in the organization, an analysis of
current and expected vacancies due to retirement,
discharges, transfers, promotions, sick leaves, leaves of

13
absence, or other reasons; and analysis of current and
expected expansions or downsizing in departments. Plans
are then made for internal shifts or cut backs in manpower,
for training and development of present employees, for
advertising job openings, or for recruiting and hiring of new
personnel. Human resources planning must also be
responsive to rapidly changing forces in society, including
technological innovations, manpower availability and skills
levels, governmental rulings and court decisions growing out
of Federal and State Industrial legislations.

Human resources management is one of the most complex

and challenging fields of endeavour. The operation of any
private or public organization is dependent on human
resources or manpower managing. Man as a worker is
unique and very important when compared to other factors
of production. Man is more tasking and challenging as
compared to managing other factors of production. If the
human resources aspect of production is not managed well,
other factors of production will definitely not be managed
effectively. Human resources are one of the catalysts to
sustainable development in a country. Efficient and effective
management of human resources will result in a developed
Nigeria but also in such related fields as industrial
psychology, sociology and anthropology. Both scholars and
practitioners in the field, have defined this concept in so
many ways that current definitions abound, in management
literature. Let us examine some of them.

14
In an attempt to examine what is human resources
management, some concepts on what human resources
management means will be reviewed. According to Flippo
(1981):
Compensation human resources management is
the planning, organizing, directing, and controlling
of the procurements development, integration,
maintenance, and separation of human resources
objectives are accomplished.

Without an adequate plan on how to acquire skilled and well-

motivated workforce operating within a sound human
resources management, achieving organizational goals will
be impossible.

According to Frank (1974), human resources management is

a series of activities in which the job, the individual and the
organization all interact as each develops and changes. He
further classified the series of activities into two major
activities, which are human resources utilization and human
resources development. The first deals with recruitment,
selection, placement, compensation and appraisal of the
human resources. The second activity deals with improving
the productivity of existing human resources in the
organization.

Abah (1997) sees human resources management as the

management of organizational activities directed at
attracting, developing and maintaining an effective

15
workforce. Similarly, Cuming (1968) says that human
resources management is concerned with obtaining the best
possible staff for an organizational and, having got them,
looking after them so that they will want to stay and give out
the best to their jobs. In order words, it is recruitment of
best personnel, compensating them and motivating them to
stay on the job.

According to Onah (2003) every manager must be able to

work effectively with people and also be able to solve the
varied problems that management functions include broad
areas of labour economic, organization behaviour,
motivation, training, collective bargaining, labour laws,
income security, and personnel administration. Yoder (1972)
asset this fact as he defines human resource management
functions as follows:

1. Setting general and specific management policies,

employment relationships, establishing and maintaining
a suitable organization for collective bargaining.
2. Staff and organization
3. Aiding the self-development of employees at all levels
by providing opportunities for personal development
and growth as well as required skills and experience.
4. Encourage the development and motivation of workers.
5. Reviewing and auditing the workforce and management
in the organizations.

16
6. Industrial relations research, carrying out studies
designed to explain employees behaviour and thereby
improve staff management.

Hess and Siciliano (1996) states that, human resources

management specific function consists of recruiting,
developing and retaining the highly skilled people need for
and an organization to pursue and achieve its goals.
According to M.W. Cuming (1968:21), Human Resource
Management is concerned with obtaining the best possible
staff for an organization and having got them, looking after
them so that they will want to stay and give off the best to
their jobs.

Onah, (2003) says that Human resources are the most

important of the resources required for the production of
goods and services and they are pivotal to rapid economic
development and service delivery. He said that the goals
of Human Resources Management are to develop the
workers in the organization to contribute to goal
achievement.

Human Resources Management, Know traditionally and

variously as Personnel Administration/ Management, Labour
Management /Administration and Manpower Management, is
a Management Function, which can be defined as the
management of various activities designed to enhance the
effectiveness of organizations.

17
2.2 The Need for Human Resource Management
According to Fajana (2006),Human resource management is
connected with concepts, theories (including models),
policies, plans, programmes, strategies, procedures, rules
and regulations that must be employedin the acquisition and
utilization of men towards the achievement of organizational
goals.

According to him, he divided the scope of HRM into 3 levels,

viz:
i. Before employment: Career choice, work design,
technological change, self preparations, growth-related
conflicts;
ii. During employment: Self development, motivation,
leadership, trade unionism, counseling, on-the-job
training, conflict management, workplace
communication;
iii. Post-retirement: Exit interview, post-retirement
follow-up, pension policies, job redesign and evaluation.

Armstrong (2006) highlighted various aspect of human

relevance to the informal sector:
i. Recruitment and selection: This is to attract high calibre
candidates and identification of candidates with the
highest potential for performance for the job;
ii. Orientation and induction: This is to help new employee
get acquitted with the organization, its policies,

18
 programmes and other colleagues. It includes training
(on-the-job training, formal classroom training) during
the introductory/probationary period;
iii. Training and development: This involves developing
skills and learning concepts which are aimed at
improving productivity. This could be in the form of in-
house training, on-the-job training, apprenticeship and
committee/group methods;
iv. The owner-manager as personnel manager, leadership
style, time management, recognize the importance of
time, reexamine and clarify priorities, analyze present
time-consuming activities, implement time
management principles;
v. Motivation and loyalty, working conditions, employee
needs, paying employees, fringe benefits, job rotation,
job sharing, working from home, flexible hours,
employee suggestion systems, controlling and
evaluating performance, pinpoint, record, involve,
coach, evaluate. This involves the use of integrated set
of activities to ensure that the organization attracts,
retains, motivates, and develops the talented people it
needs now and in the future.

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 CHAPTER THREE
RESEARCH METHODOLOGY
3.0 Introduction
Research is the process of arriving at a dependable solution
to problems through planned and systematic collection,
analyzing and interpretation of data (Osuala, 1993). Green
and Full (1975) defines research methodology as the
specification of procedures for collecting and analyzing the
data necessary to solve the problem at hand such that the
differences between the cost of obtaining various levels of
accuracy and the expected value of the information
associated with each level of accuracy is optimized. Thus, in
this chapter the method and techniques of data collection
and analysis for this study are discussed in details, research
design, population of study, sample and sampling technique,
sources of data collection, research instrument, validity of
the instrument, reliability of the instrument, procedure for
administration of research instrument, as well as the
limitation of the research methodology. This will be
important in order to assess the effective human resource
management to enhance high performance of employee.

3.1 Research Design

The research design adopted in this research work is the
descriptive survey research design which involves the usage
of self-designed questionnaire in the collection of data.
Under the survey research design, primary data of this study
will be collected from Nigeria Railway Corporation in order to

20
 determine the effective human resource management to
enhance high performance of employee. The design was
chosen because it enables the researcher to collect data
without manipulation of any variables of interest in the study.
The design also provides opportunity for equal chance of
participation in the study for respondents

3.2 Population of Study

The population of study is the census of all items or a subject
that possess the characteristics or that have the knowledge
of the phenomenon that is being studied (Asiaka, 1991). It
also means the aggregate people from which the sample is
to be drawn. Population is sometimes referred to as the
universe. The population of this research study will be the
staff of Nigeria Railway Corporation.

3.3 Sample and Sampling Techniques

The researcher made use of stratified sampling technique
because all the members have the same probability of
occurrence. The researcher narrowed down the samples to
the organizations staff in order to get the impact of human
resource management to enhance high performance of the
entire organizations staff.

As a result of complexity in the size and the possible high

cost of using aggregate information of the entire population
a sample being a representative of the total population
becomes necessary. A convenient sample of 50 employees of
Nigeria Railway Corporation has been chosen, therefore

21
 random sampling technique have been adopted to select the
employees because it is a good representation of the study
population from which it is drawn.

3.4 Sources of Data Collection

Basically, the source of data collection used in this study is
primary source which involves the use of structured
questionnaire. The researcher adopted questionnaire in
collecting relevant information for the study. The questions
asked in the questionnaire were accompanied by multiple
choice answers from which the respondents were asked to
pick one. The main reason for using this method of collecting
data is to enable the researcher believe that this method will
provide the necessary information as well as the ease with
which the method will facilitate data collection. This will
ensure balance and comprehensive information reliable
enough for conclusion to be drawn.

3.5 Research Instrument

Questionnaires will be used as the basis of research
instrument in this work. The nature of the questionnaire was
close ended where options were given to respondents to
choose from. The questionnaire was divided into two parts.
Its also going to be free from bias so as to get the required
information needed to proceed with the analyzing of the
data. The questionnaire designed for the respondents in the
selected organization that is Nigeria Railway Corporation

22
 consisted of two sections A and B. Section A focus on
demographic information which embraces the name of
respondents, age, marital status, working experience,
educational qualification e.t.c.

While Section B focused on the other variables to be tested

framed out of research questions properly. With regard to the
scoring of responses, a six point numerically scaled Like-type
questionnaire was constructed for the purpose of this study.
The first section (section A) of the questionnaire needs no
scoring since the information required is bio-data of the
respondents. The questions asked in the second section,
(section B) of the questionnaire were accompanied by
multiple choice answers ranged from 1-5 point scale in the
following pattern: Strongly Agree-1; Agree-2, Undecided-3,
Disagree-4, Strongly Disagree-5, from which the respondents
were asked to pick one.

3.6 Method of Data Analysis

The data analysis method will deal with how the necessary
data collected, through primary source will be properly
processed and presented for meaningful analysis. The
method that will be adopted to analyze data collected will be
manually. For the purpose of this study, the following
analytical technique will be used.

3.7 Limitation of Methodology

The study would be carried out with the intention of
assessing the effective human resource management to

23
enhance high performance of employee. This does not imply
that the methodology is not with its constraints. A major
constraint arises due to the heavy dependence place on the
questionnaire as well as the inherent limitations of the
statistical techniques used.

24
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction
This chapter is about the analysis and presentation of data
collected from the field through questionnaire. The analysis
of the data with particular question immediately followed by
the presentation of findings.

As mentioned in chapter three, 50 questionnaires were

administered and 50 were retrieved and necessary analysis
was carried out on them and presented as follows:
Table 4.1.1
Questionnaire Percentage Questionnai Percentage
Number served (%) re retrieved retrieved
(%)
50 100 50 100

4.2 Data Analysis, Presentation and Interpretation

This is the presentation of the quantitative data collected
from the respondents through the questionnaire drawn-
tabulation and percent (%) age will be used to analyze the
data accordingly as follows:
Section A:
4.2.1: Respondents analysis by Age
Age Frequen Percent Valid Cumulative
cy (%) percent (%) percent (%)
25-30 27 54.0 54.0 54.0
31-40 11 22.0 22.0 76.0
41-50 8 16.0 16.0 92.0
above 4 8.0 8.0 100.0

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 50
Total 50 100.0 100.0
Source: Questionnaire.

The table above shows that 27 (54.0%) of the entire

respondents are between the age 25-30 years, 11 (22.0%)
fall between the age 31-40 years, 8 (16.0%) also fall
between the age of 41-50 and 4 (8.0%) also fall between the
age of above 50.
4.2.2Respondents Analysis by Sex
Gender Freque Percent Valid Cumulati
ncy (%) percent ve
(%) percent
(%)
Male 30 60.0 61.0 61.0
Female 19 38.0 39.0 100.0
Total 49 98.0 100.0
Source: Questionnaire.

The table above denotes that 30 representing (61%) of the

total respondents are male while 19 representing (39%) are
female. This has shown that more male responded to the
questionnaire than female. It implies that male has more
information about Nigeria Railway Corporation than male.

4.2.3Respondents analysis by Marital Status

Status Frequen Percen Valid Cumulat
cy t (%) percen ive
t (%) percent
(%)
Single 23 46.0 46.0 46.0
Married 22 44.0 44.0 90.0
Divorced/Separ 5 10.0 10.0 100.0
ated

26
 Total 50 100.0 100.0
Source: Questionnaire.

The above table indicates that 23 (46%) represents single,

22 (44%) represents married and 5 (10%) represents
divorce/ separated. Youth has more responses to the
questionnaire than the married and others.
4.2.4Respondents analysis by Education
Qualification Frequen Perce Valid Cumulativ
cy nt (%) percent e percent
(%) (%)
Professional 12 24.0 24.0 24.0
Qualification (NSE
/ARCN /ANAN)
Post Graduate (MBA/ 23 46.0 46.0 70.0
M.Sc/ Ph.D)
Tertiary Education 14 28.0 28.0 98.0
(First Degree/ HND)
Post Secondary 1 2.0 2.0 100.0
Education (National
Diploma/ NCE)
Total 50 100.0 100.0
Source: Questionnaire.

The above table indicates that 12 (24%) represents

professional qualification, 23 (46%) represents post graduate
qualification, 14 (28%) represents tertiary education while
1(2%) represents post-secondary education. Postgraduate
has more access to the information required in the
questionnaire than others.

4.2.4Respondents analysis by Length of Service at Nigeria

Railway Corporation
Years Frequen Percen Valid Cumulativ

27
 cy t (%) percent e percent
(%) (%)
Less than six 11 22.0 22.0 22.0
year
7-10years 20 40.0 40.0 62.0
11-15years 12 24.0 24.0 86.0
Above 15years 7 14.0 14.0 100.0
Total 50 100.0 100.0
Source: Questionnaire.

The above table indicate that 11 (22%) represents

respondents with less than six year length of service, 20
(40%) represents respondents with 7-10years length of
service, 12 (24%) respondents with 11-15 years length of
service, while 7 (14%) represents respondents with above 15
years length of service. The majority of the respondents are
within 1-3years length of service at Nigeria Railway
Corporation has more access to the questionnaire than the
others.

4.2.5Respondents analysis by Position Held

Position Frequenc Percen Valid Cumulativ
y t (%) percent e percent
(%) (%)
Top 8 16.0 16.3 16.3
Management
Level
Middle 21 42.0 42.9 59.2
Management
Level
Supervisory 14 28.0 28.6 87.8
Level
Tactical Level 6 12.0 12.2 100.0
Total 49 98.0 100.0
Source: Questionnaire.

28
 The above table indicates that 8 (16.3%) represents Top
Level, 21 (42.9%) represents Middle level, 14 (28%)
represents Supervisory level while 6 (12.2%) represents
Tactical level. Middle level staff has more access to the
questionnaire than the others.

4.2.6Can effective Human Resource Management enhance

higher performance
Respondents Frequen Percenta Valid Cumulativ
cy ge percent e percent
Disagree 1 2.0 2.0 2.0
Undecided 3 6.0 6.0 8.0
Agree 35 70.0 70.0 78.0
Strongly Agree 11 22.0 22.0 100.0
Total 50 100.0 100.00
Source: Questionnaire.

The above table indicates that 1 (2%) represents

respondents who disagreed that effective Human Resource
Management can enhance higher performance, 3 (6%)
represents respondents that cant decide whether or not
effective Human Resource Management can enhance higher
performance, 35 (70%) represents respondents that agreed
that effective Human Resource Management can enhance
higher performance and 11 (22%) represents respondents
that strongly agreed that effective Human Resource
Management can enhance higher performance

29
4.2.8Has productivity been enhance through an efficient
Human Resource Management?
Respondents Frequen Percenta Valid Cumulativ
cy ge percen e percent
t
Strongly Agree 34 68.0 69.4 85.7
Disagree 1 2.0 2.0 4.1
Undecided 6 12.0 12.2 16.3
Agree 1 2.0 2.0 2.0
Strongly 7 14.0 14.3 100.0
Disagree
Total 49 98.0 100.0
Missing System 1 2.0
Total 50 100.0
Source: Questionnaire.

The above table indicates that 34 (69.4%) represents

respondent that strongly agreed that productivity been
enhance through an efficient Human Resource Management,
1 (2%) represents respondent that disagreed, 6 (12.2%)
represents respondents that cant decide,1 (2.0%)
represents respondents that agreed, and 7 (14.3%)
represents respondents that strongly agreed.

4.2.9Has Human Resource Management Impacted on

employees performance to some extent?
Respondents Frequen Percenta Valid Cumulativ
cy ge percent e percent
Disagree 2 4.0 4.0 4.0
Undecided 5 10.0 10.0 14.0
30
Agree 25 50.0 50.0 64.0
Strongly Agree 18 36.0 36.0 100.0
Total 50 100.0 100.00
Source: Questionnaire.

The above table indicate that 2 (4.0%) represents

respondents that disagreed that Human Resource
Management Impacted on employees performance to some
extent, 5 (10.0%) represents respondents that cant decide,
25 (50%) represents respondents that agreed and 18 (36%)
represents respondents that strongly agreed.

31
4.2.10 Have effective Human Resource Management had
any impact on the Corporations goals and objective?
Respondents Frequen Percenta Valid Cumulativ
cy ge percent e percent
Disagree 2 4.0 4.0 4.0
Undecided 7 14.0 14.0 18.0
Agree 33 66.0 66.0 84.0
Strongly Agree 8 16.0 16.0 100.0
Total 50 100.0 100.0
Source: Questionnaire.

The above table indicate that 2 (4.0%) represents

respondents disagree effective Human Resource
Management had any impact on the Corporations goals and
objective, 7 (14.0%) represents respondents that cant
decide, 33 (66.0%) represents respondents that agreed and
8 (16.0%) represents respondents that strongly agreed.

4.2.11 Does team work and cooperation serve as means

of effective Human Resource Management?
Frequen Percenta Valid Cumulativ
cy ge percen e percent
t
Strongly Agree 23 46.0 46.9 55.1
Disagree 4 8.0 8.2 8.2
Undecided 7 14.0 14.3 69.4
Agree 7 14.0 14.3 83.7
Strongly 8 16.0 16.3 100.0
Disagree
Total 49 98.0 100.0
Missing System 1 2.0
Total 50 100.0
Source: Questionnaire.

32
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary
The study sought to find out the impact of effective human
resources management on enhancing high performance of
employee in the Nigeria Railway Corporation. The analysis of
this research work unfolds the perception of employees
towards the effective Human Resources Management for
high performance.

Table 4.2.6 reveals the employees view towards the impact

of effective human resources management on their
performance, i.e. different groups of employees feel
differently, but majority holds a positive view about the
Human Resources Management to enhance high productivity.

Table 4.2.6 reveals that effective human resources

management can enhance high performance and
productivity.

Table 4.2.7reveals that employees performance will be

enhanced by effective human resources management to the
realization of organizational goals and objective.

Table 4.2.8 reveals that effective management of human

resource has impact and morale booster of employees
performance so some extent.

33
 Table 4.2.9 also reveals the employeespositive perception
towards the effective human resources management on the
attainment of the Corporations goals and objective.

Table 4.2.10also reveals that team work and cooperation

amongst employees is as a result of effective human
resource management.

It is also of note that the various roles the effective human

resource management will play, will yield positive results
towards improving the quality of Rail transportation in
Nigeria.

5.2 Conclusion
The analysis implies that building a quality culture would
require a matching human resource strategy, which would
involve the human resource management, the organizations
way of working as well as the human resource policies and
practices.

It has reflected the fact that the human resource tasks

include basic elements in the implementation of high
performance, based on the underlying assumption that
employees and managers will be forced to practice
continuous improvements.

Overall it would seem that employees high performance and

34
 human resource management have quite a lot in common
and would be able to contribute successfully to the
accomplishment of the organization aims.

5.3 Recommendations
The case study showed how the effective human resource
management can play vital roles as facilitator and hidden
persuader of high performance of employee towards the
actualization of the corporate goals and objective of the
Nigeria Railway Corporation.

Hence the following are my recommendations to the

management of the Nigeria Railway Corporation in order to
improve and sustain the momentum of maintaining quality
service delivery to Nigerians.
i. In order to facilitate high performance of employee in
service delivery to the Corporation, the personnel and
training department has to make a configuration with
other departments. A number of quality action teams
should be constituted in the Corporation with
managerial personnel from various departments.
ii. Thepersonnel and training division has to deal with
challenges to human resource employees, such as
those of motivating knowledge workers, getting
employee satisfaction, overcoming communication
barriers, as well as solving problems associated with
the vastness of the organization.
iii. The perspective between the employees and the
unions should also not be ignored in the practical part

35
of maintaining and sustaining high performance in the
corporation.

36
 REFERENCES

Abba, N. C. (1997) Public Personnel Administration. Enugu: Joen

Associates.

Abba, U. E. and Anazodo, R. (2006) Development Administration

in Africa: cases from selected countries. Onitsha: Abbot Boot
Ltd.

Armstrong. M. (2006) A Hand Book of Human Resources

Management Practice. USA Practice-Hall International
editions.

Cohen, L, Manion, L and Morrison, K. (2000). Research Methods in

Education. (Fifth edition) London and New York: Routledge

Cuming, M.W. (1968), The Theory and Practice of Personnel

Management, New York: McGraw Hill Book Company.

Eboh, E. C. (1998) Social and Economic Research Principles and

Methods.Lagos, Academic Publications and Development
Resources Ltd.

Flippo, E. D. (1981) The Personnel Management Process (6 thed).

Boston: Houghton Mifflin.

Frank H.E. (1974), Human Resource Development: The European

Approach, Texas: Gulf Publishing Company.

Greene and Fall (1976). Representation Through Universal

Suffrage.
Baltmore: Groove Press Inc.

Onah, Fab (2003) Human Resources Management. Nsukka:

Fulladu Press.

Onah, R.C. (2005) Public Administration, Nsukka: Great AP Express

Publishers Limited.

Tuckman, Bruce W. (1975), Measuring Educational Outcomes.

New York: Harcourt Brace Jovanovich.

37
www.nrc.gov.ng

38
 RESEARCH QUESTIONNAIRE FOR ACADEMIC STUDY

Department of Office Technology

and Management,
School Business and Management
Studies,
Abdu Gusau Polytechnic.
Dear Respondent,

I am a final year student of department of Office Technology and

Management, School of Business and Management Studies, Abdu
Gusau Polytechnic. I am carrying out a research on the subject
Effective Human Resource Management will enhance high
performance of employees (A case study of Nigeria Railway
Corporation) in partial fulfillment of the requirement for the
award of National Diploma in Office Technology and Management.

Attached to this Letter is a questionnaire aimed at gathering some

vital information to assist me complete the research work. Kindly
respond to the statements/questions as freely as possible in the
space provided.

All information given will be treated with utmost confidentiality

and will be used solely for the purpose of the research.

Thanks in anticipation of your co-operation

Yours Faithfully,

39
.
AMES TILE.

40
 QUESTIONNAIRE ON THE EFFECTIVE HUMAN RESOURCE
MANAGEMENT WILL ENHANCE HIGH PERFORMANCE OF
EMPLOYEE
(A CASE STUDY OF NIGERIA RAILWAY CORPORATION).

SECTION A: Socio-Demographic Information

Please Tick your appropriate Choice.
1. Age (Years): 21-30 31-40 41-50
Above 50

2. Gender: Male Female

3. Marital Status: Single Married

Divorced/Separated

4. Level of Education:
Professional Qualification Post Graduate
(NSE/ARCN/ANAN) (MBA/M.SC./Ph.D)
Tertiary Education Post-Secondary
Education
(First Degree/HND) (National Diploma/NCE)
Others (please specify ..

5. Length of service at Nigeria Railway Corporation.

Less than 6 years 7-10 years 1-15 years Above 15
years

6. Position held:

41
Top management level Middle management level
Supervisor Tactical level

42
SECTION B: EFFECTIVE HUMAN RESOURCE MANAGEMENT
Instruction: please tick as appropriate.
In this section, the researcher seeks to establish effectiveness of
human resources management in Nigeria Railway Corporation.
Please tick the appropriate alternative.
Key: where SA-strongly agree, UD-undecided, A-agree, SD-strongly
disagree, D-disagree.
S/ STATEMENT S A U S A
N A D D
7 Can effective human resource
management enhance higher
performance?
8 Has productivity been enhanced
through an efficient human
resource management?
9 Has human resource
management impacted on
employees performance to some
extent?
10 Have effective human resource
management had any impact on
the corporation goals and
objective?
11 Does team work and cooperation
serve as means of effective
human resource management?

Thank you.

43