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NWAIGWE IFEOMA GLORIA
PG/MBA/07/46534
THE ROLE OF INDIVIDUAL BEHAVIOUR IN HUMAN
RESOURCE DEVELOPMENT IN ORGANIZATION (A STUDY OF THE NIGERIA POLICE FORCE IN ENUGU COMMAND)
Management
A THESIS SUBMITTED TO THE DEPARTMENT OF MANAGEMENT, FACULTY OF
BUSINESS ADMINISTRATION, UNIVERSITY OF NIGERIA ENUGU CAMPUS
Webmaster Digitally Signed by Webmaster’s Name
DN : CN = Webmaster’s name O= University of Nigeria, Nsukka
OU = Innovation Centre
2009
UNIVERSITY OF NIGERIA
2
THE ROLE OF INDIVIDUAL BEHAVIOUR IN HUMAN
RESOURCE DEVELOPMENT IN ORGANIZATION
(A STUDY OF THE NIGERIA POLICE FORCE IN
ENUGU COMMAND)
A PROJECT REPORT
BY
NWAIGWE IFEOMA GLORIA
PG/MBA/07/46534
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA ENUGU CAMPUS (UNEC)
MARCH 2009
3
CERTIFICATION
This is to certify that Nwaigwe Ifeoma Gloria with Reg. No
PG/MBA/07/46534, a Post Graduate Student of Faculty
of Business Administration in the Department of
Management has carried out her research successfully.
To the best of my knowledge, this project has not been
submitted in this university or any other university for the
award of any Degree.
_________________________
Nwaigwe Ifeoma G.
PG/MBA/07/46534
Date:________________
______________________ _________________
Mr. Chukwu D.C. Mr. Chukwu O.C.
Project supervisor Head of Department
Date:__________________ Date:_______________
4
DEDICATION
This project work is dedicated to Almighty God, the
genuine seekers of truth and for the memory of our late
Nationalist who fought for the independent of this Nation
Nigeria.
5
ACKNOWLEDGEMENT
I wish to express my profound gratitude and appreciations
to my friends and associates in the Nigeria police force
who stood by my side to assist me gather all the
necessary information that enable me in the conclusion of
this project work. I will not forget to acknowledge the
immeasurable academic and fatherly encouragements
given to me by supervisor Mr. C.O. Chukwu for this clear
illustrations, perusal of my clear manuscripts and offering
of suggestions brought my awareness has evidently paid
me well. I must not forget to say with all sincerely that I
joined every bit of my tutelage under him.
My deep appreciation goes to the following lecturers in the
department of management such as Dr. Mrs. J.U. Ugwu,
Dr. U.J.F. Ewurum, Dr. Eke and Dr. Mrs. Ezigbo for their
continuous encouragement through my stay in the
department.
I will not forget to acknowledge the efforts of my parents
and siblings for their understanding, patience, prayers on
my head throughout my period of running the
6
programme. I thank them all and my God Almighty
blesses them all for me and keeps them alive for me to
ripe the fruit of their labour.
7
ABSTRACT
This research work is focused on the “Role of Individual
Behaviour in Human Resource Development in an
Organization (“A study of the Nigeria Police Force
Command Enugu.
The researcher divided the questionnaire administered to
the respondents into two groups. The questionnaire for
the members of the Rank and file and Inspectors and the
second part of the questionnaire is for Senior Police
Officer within Enugu. The writer employed two sources of
data for the study which include primary and secondary
data. The secondary data used extensively the review of
other people literature on the work which comes from
textbooks, journals and magazines. The primary data is
where information is elicited from the respondents.
However, the researcher adopted the use of stratified
random sampling to determine the sample size for the
study. Data were analyzed and presented with frequency,
percentages and tables using the research questions.
Specifically, the researcher identified some objectives and
8
research questions which serve as guide to the researcher
in the course of her writing.
Based on the findings made it is recommended that:
- The authority of the Nigeria Police should
encourage the spirit of creativity by assigning
individual/group work in a work place.
- The authority of the force should understand
individual behavioural traits as to know the ways
workers or subordinates should be handled.
- The top hierarchy of the Nigeria Police Force
should adopt a leadership style modeling as to
accommodate the members of the Rank and file
and Inspectors in the decision making organ.
- A good welfare package and enactive been made to
members of rank and file and inspectors who put
extra miles/or goal getters as to motive and
encourage them.
- Orientations and retraining among members of
the force encouraged as to acquaint them with the
9
trend of development and challenges facing the
force organization currently.
Finally, graduates within the Rank and file and Inspectors
be considered for advancement in rank and the barriers
for long stay in rank within the junior staff in the Nigeria
Police Force be eliminated.
10
LIST OF TABLES AND FIGURES
1. Role Relation and Conflicts 49
2. Effective Management of Individual in an
Organization 59
3. Maslow’s Hierarchy of Needs Model 66
4. Applying Maslow’s Needs Hierarchy 70
5. Basic Model of Frustration Induced Behaviour 71
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TABLE OF CONTENTS
Title page i
Certification ii
Dedications iii
Acknowledgement iv
Abstract vi
List of tables/figures ix
Table of contents x
CHAPTER ONE: INTRODUCTION
1.1 Background of the study 1
1.2 Statement of the problem 5
1.3 Objective of the study 6
1.4 Research questions 7
1.5 Significance of the study 8
1.6 Scope and limitations of study 9
1.7 Definition of the terms 10
References 12
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 Introduction 13
2.1 The concept of individual differences and behaviour 13
12
2.2 Individual differences and organizational goal 15
2.3 Functions of human resource 16
2.4 Human resource planning 21
2.5 The role of employers in the development of
human resource in organization 22
2.6 Concept of motivation 26
2.7 Factors that determine motivation 34
2.8 Strategies for enhancing individual motivation in the
development of human resource in an organization. 36
2.9 Characteristics of human resources 43
2.10 Role set relationship of an individual at the work
situation 47
2.11 Effective management of individual role to the
development of human resources in organization. 54
2.12 Style of managerial behaviour of individual in
organization. 59
2.13 Learning and how it affects an organization 63
2.14 Maslow’s hierarchy of needs theory 66
Reference 74
CHAPTER THREE
3.0 Research methodology 76
13
3.1 Research design 76
3.2 Sources of data 77
3.3 Area of study 77
3.4 Population of the study 77
3.5 Sampling size and sampling techniques 78
3.6 Data collection method 79
3.7 Techniques of data analysis 79
References 80
CHAPTER FOUR
4.0 Data presentation and analysis 86
4.1 Analysis of data
CHAPTER FIVE
5.0 Summary of findings, conclusion and
recommendations 102
5.1 Summary of findings 102
5.2 Conclusion 104
5.3 Recommendations 106
Bibliography 109
Appendix A
Appendix B
Appendix C
14
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
An organization whether a business or an industrial
enterprise, needs for its growth further development, contrivance,
material and men (Alvares, 1997:10). It is on effective combination
and devetatiling of these factors that the success or failure of an
organization depends (Mohran etal 1997:132). However, the
management of men is very important and challenging because it
is a job of administering a social system (Mohran etal 1997:132). As
Oliver Sheldon put it, no industry can rendered efficient so long as
the basic fact remains unrecognized that it is principally human. It
is not a mass of machines and technical processes, but a body of
men. The management of men is a dynamic task because of the
dynamic nature of men. It is not a complex of matter, but a
complex of humanity. If manpower is properly utilized, it proves
as dynamic motive force for running an enterprise at its optimum
results and also work as an elicit for maximum individual and
group satisfaction in relation to the work performed.
15
Since every organization is made up of people, acquiring
their services, developing their skills, motivating them to high
levels of performance, and ensuring that they continue to maintain
their commitment to the organization are essential for achieving
organizational objectives.
Those organizations that are able to acquire, develop,
stimulate, with deep outstanding workers will be both effective
and efficient (Ulrich; 1997:256). Those organizations that are
effective or efficient risk the hazards of stagnating or going out of
business. Survival of an organization requires competent
managers and workers coordinating their efforts towards the
ultimate goal.
The issue of human resources development (HRD) has been
gaining prominence and focus in management during the last two
decades. Human resource being the most significant and active
factor of production are considered to be the centre of all
development processes of the economy (Beatty, 1997) while HRD
has been known through the ages, its rediscovery as an essential
demerit in development is necessitated by the deteriorating social
16
conditions, increased competition and rapid technological
advancements.
The theme organization of development of human resources
has occurred during different periods at different places. Adam
Smith, Karl Max and a host of classical and modern economists
have emphasized the importance of human resources and focused
on labour, dexterity and skill development.
There have been three stages of human resources
development history (Carrel etal 1995) identify them as follows:
the ancient, in which India was the leader, the second medieval
stage, though recognized as the concept of a welfare state could
not make it a reality. It gave birth or metamorphosed to what is
called feudalism and perpetrated traditionalism. During the
period, human development failed to cope with the faster
development of material world. The modern and India has entered
it with numerous problems due to foreign rule, over population
poverty etc.
The emerging literature in the field of HRD indicates the
multifaceted meaning of the term (Alvares:1997) HRD is a multi
disciplinary concept. Different authors have defined it from
17
different angles, economists described it upon the economic angle
of capital assets, labour, skill and wages. The view human
resources as accumulation of capital and their effective investment.
A psychologist considers HRD from psychological dimensions of
attitude, aptitude values, intelligence, perceptions, aspirations and
motivations. Psychology provides an explanation for a variety of
human behaviour and also several remedial functions through
guidance, counseling etc. sociology perception of HRD moves
around ingredients social relations like family, groupism, crowd,
mob etc. An anthropologist looks at HRD keeping in view the
history of humanity and focuses on several aspects of tradition,
kinship, culture, myths and ceremonies.
The meaning of HRD have their relevance at both the micro
and the macro levels in the contest of improving the quality of
human life. It the organization level, that is considered to be
improving the quality of workers so as to achieve the higher levels
of productivity.
The quality and quantity of human resources are modified
by such environmental factors such as education, training and
development. With the help of acquire talents a human being is
18
capable of producing new ideas, developing and improving
capital goods and modifying the available physical and financial
resources in order to achieve greater productivity, satisfaction and
the goals of organization.
1.2 STATEMENT OF PROBLEM
Every organization whether formal or informal are faced
with the complexity of individual behaviour in the organization.
For an organization to achieve its organizational goal/target, it
needs to pool material, financial and human resources for efficient
and effective use of human resources development strategies.
“Enlightened and progressive management have therefore
come to believe that people are not problem but opportunities”.
They have thus, taken expeditious steps to carefully identify
constructively channelize and consciously develop the potential of
their human resources. These tasks are easily paid said than done
because of the interaction of various internal and external
environmental factors and behavioural patterns of individuals in
the organization.
Because of the non homogenous nature of human resources,
all human beings cannot be treated alike and each one or group
19
need different role to play in the development of human resources.
It is against this background that the researcher envisaged the
following problems confronting the individual behaviour role in
the development of human resources in the Nigeria police force.
Leaders/management inability to recognize employees
who display high sense of creativity in their work
place.
Dissatisfaction of the employee conditions of work
place emanating from typical leader/manager.
Management failure to recognize individual needs for
self actualization.
Non challant attitude of management/leaders to
design/redesign employees training programme for
effective and efficient performance.
Also worthy to mention are the non recognition of
organizational culture on part of the employers and
management, incompetence in the recruitment and the
management union relationship with the employees.
1.3 OBJECTIVES OF THE STUDY
Basically, the objectives of this study are:
20
1. To determine the factors that influence individual
behaviour in promoting development of human resource.
2. to examine the extent these factors have affected the
development of human resource in the Nigeria police
force
3. To highlight the role of individual behaviour in the
development of human resources in the Nigeria police
force.
4. To evaluate the impact of organizational change and how
it affect the development of human resource in the
Nigeria police force.
5. To ascertain the implications of individual behaviour in
development of human resources.
1.4 RESEARCH QUESTIONS
The study sought answers to the following questions
1. What are those problems that affect the performance of
individual behaviour in the development of human
resources?
2. What are those factors that affect the role of individual
behaviour in the development of human resource.
21
3. How has organizational culture and change affected
individual behaviour in the development of human
resources?
4. How has leadership style affected individual behaviour in
the development of human resources in the Nigeria police
force?
5. What are the implications of organizational change in the
development of human resources?
1.5 SIGNIFICANCE OF THE STUDY
The significance of the study can be summarized by the statement
made by Emeka Okpara (2002) in his book titled: Introduction to
Psychology and determinants of behaviour and he quoted “Great qualities
are partly the gifts of God, partly the result of Good training and efforts”.
It is widely known that the behaviour of individual group in an
organization has a significant role to play in the development of human
motivation. This can be done through situational contingencies.
The significant of this study is to help further build up more
literature in this area of endeavour.
Results from this study will enable other researchers, businessmen,
personnel and human resource managers, consultants to determine how
22
relevant or otherwise the role played by individual human being/group as
portrayed by their behaviour in development of human resource.
Consequently, the result of this study will be significance to policy
makers and management planners as it is a clear evaluation of our efforts
in some critical area of interest and stimulate more studies in this area.
Other benefits of the study stern from the fact that it is an academic
work required in partial fulfillment of the requirement for the award of
Master of Science Degree in Management. It will also serve as a spring
board upon which further studies can be actuated.
1.6 SCOPE AND LIMITATION OF STUDY
The research was conducted in Enugu, Enugu state urban
and the decision to carry it out in this part of the state informed the
researcher on the area of the state where she can sought
information on the behaviour of officers and men of the Nigeria
police in the development of human resource.
The limiting factors of this study are that there has been little
research in this area and based on this, the researcher made use of
both direct and indirect adapted materials for the study.
Other limiting factors include time and money coupled
along with the long distance between the place of work and the
23
researcher’s school. However the researcher encountered the
problem of incomplete return of the questionnaire from the
respondents and limit of time available for the respondents to go
through the questionnaire.
1.7 DEFINITION OF THE TERMS
1. Learning: According to Okpata (2002:93) defined learning
as an relative permanent change in behaviour which
occurs as a result of practice or experience.
2. Forgetting: Is a temporary or long term loss of material
that has been learned (Okpata, 2002:95)
3. Motivation: In view of Eugine (2006:152) defined
motivation as a propensity or the level of desire of an
individual to behave in a certain manner at a certain time
and in certain situation.
4. Emotion: Emotion refers to internal feelings that stir
people to act or change within themselves (Obiageli etal
2001:59).
5. Handling relationship: This is concerned with managing
other people’s emotions, social competence and social
skills (Obiageli etal 2001:63).
24
6. Managing emotion: This is concerned with channeling
ones emotional self control, delaying need gratification
and stifling impulse (Obiageli etal 2001:63).
7. Development: According to (Okpala 2002:36) defined
development as a process in which the internal
psychological changes and the way which enable the
individual to be able to understand and handle
environmental situation.
8. Human resource management: Human resource is
concerned with the people and their dimension in
management (Eugine 2006:5).
25
REFERENCES
Alvares, K.M. (1997), The Business of Human Resource
Management, India New Delhi, Ashish Complex Publishing
Company Limited.
Bealty, R.W. etal (1997), New Human Resource Role to Impact on
Organizational Performance: from partners to players, New
Delhi, Channai Publishing Company Limited.
Carrell, etal (1995), Human Resources Management: Global
Strategies for Managing a Diverse work force, Englewood-
Cliff, Prentice Hall.
Eugine, T. (2006), Principles of Human Resources Management
New Delhi Vrinda Publishing Company
Mohrman, S.A. etal, (1997), Transforming Human Resources
Function; New Delhi, Vrinda Publishing Company Limited
Obiageli, O. etal (2001), fundamentals of psychology, Ogui Enugu
Rhyce Kerex Publishing Company Limited.
Okpara, E. (2002), Introduction to Psychology and Determinants of
Behaviour, 2nd Edition, Enugu, Urekweson Publishing
Company Limited.
26
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.0 INTRODUCTION
The review of related literature of this project work will
focuses on the following areas of coverage: the concept of
individual behaviour, functions of human resources, human
resource planning, the role of employees in the development of
human resource in organization, concept of motivation, factors
that determine motivation, strategies for enhancing individual
motivation in the development of human resource in an
organization, characteristics of human resources, role set
relationship of an individual and work situation.
2.1 THE CONCEPT OF INDIVIDUAL DIFFERENCES AND
BEHAVIOUR
“Individual differences can foster creativity, enjoyment and
satisfaction at work but can also be the root of conflict and
frustration” our unique bundles of differences attributes and
characteristic shapes our value and what we plan to give and what
we expect for receive from working. People are not homogenous
and individual differences are the basis of diversity. Effective
27
managers need to steer a course that matches the individual with
requirement of the organization as quoted by Linda Carter and
Laurie Mullins (2003).
According to Chukwu (2007:31) described individual as
someone who has been offered employment in an organization.
He further defined behaviour as a set of actions that depicts the
individual’s coping strategies. Specifically we want to look at the
individual in the normal organizational setting what tales him to
the work place, what he is meant to do what he gets from the job
and how all these singly and collectively influence individual
behaviour?
In the opinion Okpara (2002:72) refers behaviour as those
activities of human beings or other organism that can be observed
directly or indirectly by means of special instruments or
techniques. Such activities as walking, running and singing, eating
and dancing are form of behaviour that can be directly observed.
According to Hampton, summer and Webber, behaviour on the
job is function of what the person brings to the person. When
people come to work in organizations, they do not come empty or
28
potential to release their energy or behaviour in particular ways
which seems to them likely to satisfy their needs.
In course of individual employment, the person comes in
contact with machines, equipment and other individual with
whom the organization has a relationship. Some of these
individuals are other employees, suppliers, customers,
government and the general public. These constitute what the
organization brings to the person. Hampton, Summer and Webber
all it he other blade which they say is what the situation brings to
say is what the situation brings to person. It is only as these two
groups of influence (the person and organization) come together
that the pattern of behaviour of the person is established.
2.2 INDIVIDUAL DIFFERENCES AND ORGANIZATIONAL
GOAL
In the past decade, there have been rapid turbulent and
often strained developments in the relationship between
employers and employees. New trends and outsourcing HRM
practices, family medical leave child care, spouse-relocation
assistance pay for skills, benefit cost sharing, union management
29
negotiations, testing and may other human resource management
(HRM) area of interest.
What these change mean to human resource managers is that
new flexible approaches must be initiated and use effectively
without jeopardizing the survival of the organization. HRM
managers must cope with trend and changes while still
contributing to the organization.
Sensitivity to individual needs and differences, especially in
terms of their resilience, becomes significant when organizations
embark on change initiatives. However, when organization are
working through change and when change appears to be imposed,
the management of people takes on a difficult dimension in term
of sensitivity required.
2.3 FUNCTIONS OF HUMAN RESOURCE
The human resource function is a very portion of the
organization today. The message is coming across consistently in
surveys of chief executive officer (CEO) so far, the emphasis has
been on doing things right. According to Eugine (2006:34) grouped
the functions of human resource into the following:
30
a. Employing the skills and abilities of the workforce
efficiently: cycle benedict, the chief personnel officer
for Integon Corporation, stated this purpose
somewhat differently. He said the purpose is “to
make people’s strength productive and to benefit
the customers, stockholders, and employees. I
believe this is the purpose of Walt Disney had in
mind when he said his greatest accomplishment
was to build the Disney organization with its own
people:
b. Providing the organization well trained and well
motivated employees: This is a measure of
effectiveness for human resource management.
David Babcock, chairman of the board and chief
executive officer of the May Company phrases this
purpose as “building and protecting the most
valuable assets of the enterprise people. May Ash is
a master of motivation for her cosmetics sales force
of over 30,000. Many kay believe that given people
recognition and not just cash is the key to
31
motivation. She has become a master of employee
recognition. Norman Augustine, chairman of martin
Marieta, is specific about how to motivate people
when he states “if you went to improve
performance, people must see justice in the rewards
you give. Reward good results, but don’t reward
people who don’t perform. Make the goal clear, as
to how they are measured, with no room for side
issues like whether someone’s a nice person.
Satisfied employees are not automatically more
productive. However, unsatisfied employees do
tend to quiet more often, to be absent more
frequently, than satisfied workers. Nevertheless,
both satisfied and dissatisfied employees may
perform equally in quantitative terms, such as
processing the same member of insurance claims
per hour.
c. Achieving quality of work life: This purpose is
closely related to the previous one. Quality of work
life is somewhat general concept, referring to
32
several aspects of the job experience. These include
such factors as: management and supervisory style,
fromdom and autonomy to make decisions on the
job, satisfactory, physical surroundings, job safety,
satisfactory work hours and meaningful tasks.
Basically, a sound quality of work life program
assumes that a job and the work environment
should be structured to meet as many of the
workers needs as possible. Jac-Fitz-Enz, president of
Saratoga institute believes that American business
has done a good of dealing with most
organizational inefficiency such as poor
productivity, spiraling benefits costs, and poor
quality. He believes that people need to have a stake
in their work situations.
d. Communicating human resource management
policies to all employees: Chuck Kelly, director of
human resources of a small manufacturing firm
expressed this objective as follows: we cannot afford
not to communicate our programme, policies and
33
procedures fully. There are effective personal
development and legal reason what every one in the
firm has to be HRM knowledgeable.: not just
happen, a manager has to work at it constantly”
HRM responsibility is “to communicate the fullest
possible sense in tapping ideas, opinions and feeling
of customers, non customers, regulation and other
external publics and understanding the view of
internal human resource. The HRM department
must also communicate effectively with other top
management people, example: marketing
production and research and development to
illustrate what it can offer to these areas in the form
of support, counsel, and techniques and to increase
its contribution to the overall strategic mission and
goals of the organization.
e. Maintaining ethical policies and socially responsible
behaviour: The human resource manager plays an
important role in showing by example that each
employees is important and will be treated ethically.
34
That is, any activity engaged in by the HRM area
will be fair, truthful, and honourable people will not
be discriminated against all of their basic rights will
be protected. These ethical principles should apply
to all activities in the HRM area.
2.4 HUMAN RESOURCES PLANNING
Our people are our most important asset “you have heard
these word these words many times, if you work in the human
resource field. Yet how many organization acts as if they really
believe these words? Not many. These words are the clear
expression of value and values are visible through the actions
people take, not what the talk.
Values from the foundation for everything that happens in
your workplace. If you are the founder of an organization, your
values permeate the work place. Your naturally hire people who
share you values, whatever you value, will largely whatever you
value, your workforce. If you value integrity and you experience a
quality problem in your manufacturing process, you honestly
inform your customer of the exact nature of the problem.
35
The values and the subsequent culture created by those
values are in place or better or worse. If you are generally happy
with your work environment, you undoubtedly select an
organization with values congruent with your own. If you are not,
watch for the disconnects between what you value and the actions
of people in your organization.
2.5 THE ROLE OF EMPLOYEES IN THE DEVELOPMENT OF
HUMAN RESOURCE IN ORGANIZATION
Employee development programme purports to enhance the
ability of employees to advance in the company or to accomplish
additional job responsibilities, (Cole, 2002:330). The program can
enable the organization to have a workforce which can make more
contributions and can adapt to changing situations. Dunn and
Stephens (1998:15) cited and classified several training activities or
techniques as development oriented. Among them are included
job rotations or cross training which enables the employees
become more flexible and adaptable to change. This also improves
employee’s attitude toward future training.
Another area of job related method of employee
development is the process of employee development is the
36
process of enhancing an employee’s duties (horizontal job
enlargement) and responsibilities (vertical job enlargement). Thus,
employees who can perform more duties and exert more control
over the organization of the job are likely to develop as more
effective and useful personnel.
According to Eugine (2006:52) observes that employees
development relates provision of learning and development which
will be discussed in the latter phase of this chapter. Training
development opportunities ensures availability of people required
to accomplish organizational goals and further embracing
improved performance and growth. Attempts are made to develop
employees in a way that they fully, accomplish their potential for
growth and promotion. The employee development activities
include learning: learning education, development and training. It
also enables employees to accomplish the level of knowledge,
skills and competence to perform their work effectively.
Okpara (2002:44) observed that employee or individual
workers strategy is determine by the strategic plans of the
company. These strategic plans provide a basis for human
resource plan flowing from business plans. The employees
37
development strategy indicates intent which asserts as “we believe
a strategy for investing in people will pay off and this is what we
are going to do about it” it also determines as how employee
develop processes, policies and programmes contributes to the
attainment of corporate goals embodied in the business plan.
Apart from the absent assertion made by Okpara, the
writer/researcher will opinioned as cited by (Cole, 2002:329) as
what are the factors influencing the quantity of training and
development activities which is summarized as follows:
Degree of change in external environment
(technological change new legislation
Degree of internal change (new process, new market
etc)
Availability of suitable skills within the existing
workforce.
Adaptability of existing workforce
The extent to which the organization supports the idea
of internal part of economic success.
The commitment of senior management of training as
an essential part of economic success.
38
The extent to which management see training as a
motivating force in work.
Knowledge and skills of those responsible for carrying
out the training.
Many organizations meet their needs for training in an
adhoc and haphazard way. Training in these organizations is more
or less unplanned and unsystematic other organizations set about
identifying their train needs, then design training activities in a
rational manner, and finally assess the results of training, such
organizations are engaging in a systematic approach to the
training and development of their employees.
Managers are likely made, not born. This is a significant
statement in modern management literature and forms a basis for
numerous management development of human resource
programme in organization. The objective of human
resource/programmes include: preparation of promising
personnel for higher managerial positions in future and assistance
to and improvement of existing top executives. The major problem
is to take a special preparation for top management responsibilities
involving deferred application of selected candidates. Indeed,
39
there is an urgent need for deferred application of human
resources with special talents with a view to procuring specialized
services which will be required in future.
Morris (1988) human resource development as a programme
of train and planned personal development purporting to prepare
and aid managers and employees in their present and future jobs.
Okpara (2002) defines human resources as a business led-process.
The business determines what kind of managers it requires to
accomplish its strategic goal as well as how to obtain and develop
such managers. Although there is stress on self development, the
business must indicate the direction which should occur toward
self development. The management development process ensures
that the enterprise has the effective managers; it needs to
accomplish its present and future requirements. It seeks to
improve the performance of existing managers, providing them
with relevant opportunities to grow and develop.
2.6 CONCEPT OF MOTIVATION
Motivation is mainly psychological refers to those forces
operating within an individual which impel him/her to act or not
to act in a certain way. (Eugine, 2006:152). He further defined
40
motivation “as propensity, or the level of desire of an individual to
behave in a certain manner at a certain time and in a certain
situation”. Being motivated means that a particular behaviour has
to follow.
Motivation in organization means the willingness of an
employee to respond to organizational requirements. The more
positive the individuals motivation towards the organization, the
more effective in his performance. His motivation to a large extent
is determined by his perception. Too often, increase in production
for example is the goal of the management and not of the
employee. When incentives, schemes are perceived differently by
employees, they do not work effectively or are only effective
temporarily.
It is also misleading to talk about motivation without
specifying the source and goal of motivation. Any attempt to
motivate employees, thus, has first to identify their needs and
specify how important those needs are to them. Without this,
motivational efforts may represent an inaccurate perception of
employee’s needs by employers.
41
In view of Okpara (2002:95) defined motivation as a
behaviour directed towards a goal. He further stated that
motivation may be referred to such other words as ambition, aim
aspiration, desire, drive, goal, hunger, motivate, need, want, wish,
etc. motivated behaviour is instigated directional selective and
satiable.
Klein (1991) defines motivation as the need and incentives
that cause people to behave the way they do. It is the instigator or
energize of human actions. Motivation factor could come from
inside the organism or outside, leading the organism to
achievement of goals. The factor could be in the form of interest,
needs and aspiration. These needs set the organism in motivation
and unless they are satisfied, the propelling force continues. Once
there is a need to satisfy the organism is forced into goal directed
or purposeful behaviour that will lead to goals that will satisfy it.
For instance, hunger is a motivator. The individual that is hungry
engages in behaviour that lead him or her to food which when
consumed will quail the hungry pengs and the individual become
satisfied.
42
The nature of motivation is complex and varied. At times it
could emanate from physiological needs or deficiencies like
hungry, sex and thirst. But for the purpose of this study, our
concern will be focused on the psychological needs in the form of
the need for approval, recognition, success, and affiliation. Also,
motivation behind some action could be explained but at times
could not.
Achievement motivation refers to the need to attain certain
heights to excel or to accomplish a task. Kolberg (1974) identified it
as the desire for success, to do better than others and to master
challenging tasks. An individual’s needs are determined by certain
psychological imbalances within him, his part experience, social
expectations and the interaction of two or more of these force. To
understand people’s behaviour, social motives should be
recognized as being important. Some kinds of behaviour may be
caused by various social motives or different forms of behaviour
may be caused by the same motives. The motives to perform
overtime work may vary from some people, it may be the desire to
earn extra money, for others it may offers respite from domestic
tensions and worries.
43
Motivation and morale in industry are often used
interchangeably, through the refers or two different kinds of
phenomena. As we have earlier noticed the meaning of motivation
at the beginning of this chapter, however, morale describes an
employee’s state of attitudes feelings and judgments, which peer
about his work to his supervisors, subordinate and his
organization.
One will ask at this junction, is money a motivator or do
people work for money? The answer is negative. Most of the
authors whose literature were reviewed under his heading,
observation show that money is important for survival, but
beyond a point, money does not always motivate. An organization
that pays its employees enough to meet their requirements for
food and shelter may have to look for other needs by which to
motivate its employees to enrich their output.
Obiageli etal (2001) have identified several theories to
explain the effect of money on job performance, for example, one
theory suggests that money is an anxiety reducer. According to
(Laurie:2007), money is a dissatisfaction because its presence
contributes little to satisfaction. Another theory finds it
44
instrumental to the satisfaction of other motives example, prestige
and status needs. However, empirical evidence clearly
demonstrating the positive influence of money on performance is
not conclusive.
Hertzberg use two factor theory to demonstrate only one set
of conditions the presence of which motivated workers and the
absence of which made them dissatisfied. Hertzberg’s research
upset traditional view. On the basis of this study of 200 engineers
and accountants of the Pittsburgh area in the USA. He established
that there are two separate sets of conditions which are responsible
for the “motivation and dissatisfaction of the workers. When one
set of conditions is present in the organization, workers feel
motivated but its absence does not satisfy them. Similarly, when
another set of conditions is absent in the organization, the workers
feel dissatisfied but presence does not motivate them. The two sets
are unidirectional, that is their effect can be seen in one direction
only.
According to Hertzberg, he group the following factors act
as motivators and as dissatisfies as follows:
45
Factors which act as motivators include:
Achievement
Recognition
Advancement
Work itself
Possibility of growth and
Responsibility
Those factors which act as dissatisfies are:
Company policy and administration
Technical supervisor
Inter personal relations with supervisors, peer and
subordinates
Salary
Job security
Personal life
Working condition and status
Hertzberg sorted out these two factors from replies which he
received on the following, the incident techniques, subjects were
asked to describe those events on the job which made them
extremely satisfied or dissatisfied. Hertzberg found that events
46
which lead people to extreme satisfaction were generally
characterized by “motivators” and those which led people to
extreme dissatisfaction were generally characterized by totally
different set of faros which could dissatisfies. These two sets of
factors point out to two types of needs of man, one type emanating
from his annual nature – the desire to avoid pain from the
environment and other emanating from his higher order nature,
the desire to experience psychological growth. Dissatisfied are
factors which remove pain from the environment. Hence they are
also known as job environment or job context factor. Motivators
are factors which result in psychological growth. They are mostly
job centered. Other names given to these environment factors are
hygiene factors or maintenance factors because they are necessary
to maintain a reasonable level of mental hygiene of workers.
On comparism of this theory with Maslow’s theory we find
that whereas according to Maslow all types of unsatisfied needs
are potential motivators, according to Hertzberg only part of
esteem needs (that is, recognition) and self actualization needs act
as motivators. Other needs do not work as motivators. They only
prevent dissatisfaction.
47
2.7 FACTORS THAT DETERMINE MOTIVATION
Eugine (2006:154) group the factors that determine
motivation into the following as will be discussed below:
a) Individual differ in their motivation: The view point that
there is only economic drives which determines
behaviour untenable. The goals to which an individual
aspires are many and so are his/her motivations.
b) Sometimes the individual himself is unaware of his
motivation Frend uncovered his phenomenon while
analyzing his critical patients. He found that in many
ways man is like an iceberg. Only a small part is
conscious and visible, the rest is beneath the surface
motivation is unconscious motivation. This explains why
man cannot always verbalize his motivation to attain
certain goals or even tell what his goals are.
c) Motivation change motivations of each individual change
from time to time even though he may continue to behave
in the same way. For example, a temporary worker may
produce more in the beginning to become permanent.
48
When made permanent, he may continue to produce
more this time to gain promotion so on.
d) Motivations are expressed differently the ways/manner
in which needs are eventually translated into action vary
considerably between on individual and another. One
individual with a strong security need may play it safe
and avoid accepting responsibility for fear of being fired
for low performance. The reactions of individuals to
successful or unsuccessful of their needs may also differ.
Some individual who fail to attain their goal may become
frustrated and give up trying. Others may be motivated to
redouble their efforts.
e) Motivation is complex it is difficulty to explain and
predict the behaviour of workers. The introduction of an
apparently favourable motivational devise may not
necessarily achieve the desired ends if it brings opposing
motives into play. In a factory when blue-green lighting
was introduced to reduce eye strain, the output of men
workers increased, but that of women workers decreased.
On investigation, it was found that the latter disliked the
49
change in lighting because they felt the new type of
lighting had made them look simply ghastly.
2.8 STRATEGIES FOR ENHANCING INDIVIDUAL
MOTIVATION IN THE DEVELOPMENT OF HUMAN IN
AN ORGANIZATION
Given the significance of motivation employees to result in
productivity and satisfaction, a large number of motivational
strategies have been tested and tired/carry out according to
(Ulrich:1997). The most important strategies/interventions as
observed by him are explained below:
A. JOB ENRICHMENT: Every job is made up of three
components planning, controlling and doing as observed by
(Eugine, 2006:165). Job enrichment or vertical loading
increases the proportion of the planning and controlling
components and reduces the proportion of the doing
component. This can be accomplished in several ways such
as by:
a. Eliminating a layer supervision
b. Increasing workers autonomy and authority;
example when to start and stop work, when to have
50
break to plan work, to assign priorities to decide
work methods to solve important problem
independently and so
c. Giving worker a complete natural unit of work (a
natural unit of work calls for variety of skills and
increase one’s task identity because one can clearly
see one’s contributions).
d. Giving direct feedback to the workers without the
supervisor coming in between
e. Introducing new and difficult tasks not previously
handle. However, one of the ways to maximize
employee satisfaction and productivity is to
enhance the motivational factors on the job. Job
enrichment refers to the vertical enlargement of the
job by adding responsibility and opportunities for
personal growth (Cole; 2002:15). As observed by
Chukwu (2007:101) that hence “job rotation and job
enlargement do not provide the worker with the
kind and degree of motivation needed to ensure
that he maintained high job satisfaction,
51
consequently, job enrichment is introduced to fill
the void created by his short coming of job rotation
and job enlargement” he further observed that job
enrichment is a “situation where workers are giving
more tasks/job that will give them more
responsibilities in the organization” in this way the
workers handles several tasks or job thereby being
in complete control of his workers. According to
Meshane and Glinow, this involves the workers
scheduling coordinating and planning his entire
work. Cole (2002:16) adds that these additional tasks
to the job in individual is doing may come from
higher or both lower level positions. Hertzberg
writes that job enrichment involves including a
planning task, a control task or both which
previously only involved operating tasks. He
further stress that job enrichment builds motivators
into a job.
52
B. QUALITY CIRCLES
The concept of quality circle in an outcome of the Japanese
concern for statistical quality control. Quality control is
primarily based on the recognition of the value of employees as
human beings. Hence managers have to treat them with dignity
and train them to accept responsibilities and contribution to
their job. Thus motivated, they would be capable of making
their valuable suggestions through initiative, experience and
intelligence without just putting in physical efforts is defined as
a small group.
C. WORK REDESIGN
It is basically the change in the nature of the job and the
employees as a motivational technique. The managers have
number of alternatives to bring about changes.
However, by and large, job rotation and enlargement are
extensively use for job rotation is the systematic movement of
people from one job to another. It provides them the board
based understanding of various functional activities of the
organization and help them to develop the perspective to relate
totally their own job. It however, entails some prior training
53
before the person is rotated. Job rotation has been found to be
good motivations device, but can become expensive if it needs
the dislocation of the employees and is a meeting the costs of
this dislocation job enlargement on the other hand, would
necessitate given more tasks to be performed by the employee
on a given day. It is a horizontal extension on the job or more of
the same things.
D. FLEXIBLE WORK HOUR
Hour organizations frequently use modified work schedules
to increase employee motivation. The flexible work hours can
take many forms. It can mean a traditional 9-3 Monday to
Friday, work schedule. It can also mean doing work at home.
One alternative is a compressed work week. Instead of working
8 hours/day for 5 days, one can work for 10 hours/day for 4
days. Another popular method is the flexible work schedule,
here all employees are required to work for certain core hours,
the result of the hours can be flexible so long as eight hours of
work/day has been done. Thus, employees can come in one
hour late and stay one hour after work.
54
E. DEMOCRATIZATION
If workers are to be provided with a sense of participation,
importance, pride, freedom and self expression, it is necessary
that they are involved in the decision making process,
particularly decision that affect them most. Democratization
entitles sharing in an appropriate way, the decision making
powers with the lower levels in the organization so as to
generate a feeling of involvement with the job and the
organization. It is also called participative management or co-
determination. Many organizations that has experimented with
this idea have found that it leads to high satisfaction and
productivity, provided with this idea have found that it leads to
high satisfaction and productivity, provided that there is trust
between the participating levels, sharing of information and a
positive management attitude.
However having discussed job enrichment strategy of
motivation above, the researcher would like to make additional
emphasis according to article written by Hertzberg titled “one
more time” and “how do you motivate your employee”
55
Hertzberg suggested the following steps for job enrichment of
motivation include:
- Select those jobs where the attitude are poor, hygiene is
becoming very costly and motivation will make a
different in performance.
- Brainstorm a list of changes that may enrich the jobs
without concern for their practicability.
- Screen a list of eliminate suggestions that involves
hygiene rather than actual motivation and also eliminate
horizontal loading suggestion.
- Screen the list for generalizations such as give them more
responsibility, make more of their work varied and
interesting and so on.
- Set up a controlled experiment with at least two groups
one an experimental group and another control group.
This is necessary to evaluate the effectiveness of the job
enrichment programme.
- Be prepared for a drop in performance in the
experimental group for the first few weeks. The change
56
over a new job may lead to a temporary reduction in
efficiency.
- Expect your first line supervisors to experience some
anxiety and hostility over the changes you are making.
2.9 CHARACTERISTICS OF HUMAN RESOURCES
The characteristics of human resource can be grouped into
the following heading according to Eugine (2006:19-22).
a) Labour is human and living: The labour or human resource
is mobile. It is human in the sense from among the multitude
of people, certain people are recruited to the work of factory
of a company. This labour possesses all the qualities of
human nature. It also has all the instinct and features of
human nature. Human beings differ from one another in
their basic mental abilities, personality, interest, skills,
intelligent, training, experiences and behaviours. No wonder
Sophocles said “the wonder of wonder is man who has
infinite capacity to think, to act, to create to invent, to feel, to
love, to kill, to respect, to hate, to analyze and to destroy”
because these tract of human beings are complex in their
nature and in their psychological make up when they
57
interact with one another in a group of organization, this
complexity is multiplied because they are human beings in
character labour has the mobility capacity.
b) Labour is perishable: Labour quality are acquired through
learning and training, it able and qualified labour don’t use
their labour or skills or talents, they will not get back their
skill any more. The labour of this type will never come back.
As the time passes the labour will also go with the passage of
time. Today’s work will never be substituted any more at
any time. Today will never come back. Therefore, if any
labourer is not using his service now, it is sure that he will
not get back his payment in any future. We cannot store the
labour, because the labour is human and it is not possible to
preserve the skill of the labour in any case.
c) Labour has very less bargaining power: It is evident from
various examples that labourer cannot demand
remuneration as it deserves. Therefore, we find that workers
even if they are given a very less wage. Because they have
they less bargaining power. If the demand more wage, they
may be denied the employment. Still some segment of the
58
workers is being exploited by the lack of collective
bargaining power.
d) Labour and labour services cannot be separated: We ca come
to understand that we cannot separate labour from its
services because they are inseperable. We cannot of one in
the absence of the other. The labourer sells his services and
himself. Therefore, when he goes to sell his service, he
himself goes to the work place. And he is paid wage or
remuneration for his rendered service.
e) There are other features of labour or human resources as the
factor of production.
f) Human resource is able to produce an output more than its
input through motivated creativity: It is one of the unequal
or unparallel quality of human factor as factor of production.
No other factors of production can do this. Any other factor
will be useless, unproductive or less productive in the
absence of human resource. This human resource is able to
put all the desired amount of quantity and quality therefore,
human resource is very much important in any organization.
59
g) There has be tremendous growth in the area of social
security, insurance, compensation so that labour is free to
grow to its ultimate requirements. As a result of these
developments, the labour is being increasingly important.
h) Human resource is the most complex and unpredictable sort
of things. The human resource is animate and living. It can
improve and develop, it can be felt and experienced, it can
grow and adjust to the changing environment. One cannot
predict the nature of their factor.
i) Each individual has its own unique or distinct background,
which effects either positively or negatively in his
performance, therefore, all human beings or human resource
cannot be treated alike. And also each one needs different
amount of training. All the human resource cannot be
expected to react in the similar fashion to a given situation.
All are born and brought up in different set ups and they
differ from each other is unique in his own way. We cannot
expect all human resources to be homogenous in nature.
j) Labour is the only resource which appreciates its values with
the passage of time. They become more useful, productive
60
assets as the grow in age, experience and wisdom,; therefore
they should be taken into consideration with care and
attention.
k) Nowadays there are many labour enactment and labour
legislations to protect interest and sentiments of labour
organization union’s legislations have come to stay.
2.10 ROLE SET RELATIONSHIPS OF AN INDIVIDUAL AT
THE WORK SITUATION
Before an organization can achieve its goals and objectives,
the work of individual members must be linked into coherent
patterns of activities and relationships. This is achieving through
the “role structure of the organization”.
A role is the expected pattern of behaviours associated with
members occupying a particular position with the structure of the
organization (Laurie 2007:316). It also describes how a person
perceives their own situation, the concept of “role” is important to
the functioning of groups and for the understanding of group’s
process and behaviour. It is through role differ entiation that the
structure of the work group and relationships among its members
are established. Some form of structure is necessary for team work
61
and corporation. The concept of role helps to clarify the structure
and to define the pattern of complex relationship with the group.
The role or roles, that the individual plays within the group
is influences by the combination of:
Situational factors, such as the requirements of the
tasks, the style of leadership, position in the
communication network which well be discussed
under the style of managerial behaviour of leaders and
the managerial “grid of leadership”
Personal factor set role which emphasis on values,
attitude, motivation, ability and personality.
In addition to the role relationships with members of their
own group
- Peers supervisors, subordinates – for example, members
of other work groups, trade union, officials, suppliers,
consumers. This is a person’s “role set”. The role-set
comprises with who individual has meaningful
interactions in connection with the performance of the
role as will be seen in fig one below,
62
Miner (1971:41) classified role relationships and conflicts into
the following as observed in the above diagram, and the
researcher at this stage will discuss each of the role
relationships and conflict one after the other as follows:
a) Role incongruence: An important feature of role relationship is
the concept of “role incongruence”. This arises when a member
of staff is perceived as having and responsible position in one
ROLE CONFLICT Role incompabilities Role ambiguity Role overload Role under load
Role expectation
Informal Self established
Formal
Expected pattern behaviour
HRM Dept
Role perception Role motivation Role capability
Role sanctions
Role style
Actual pattern of behaviour
63
respect but a low standing in another respect. Difficulties with
role incongruence can arise from the nature of work related
relationship such as doctor and nurse, chef and water, senior
manager and personal assistant which gave rise to potential
imbalance of authority and responsibility. Difficulties with role
congruence can also arise in line staff relationships. For
instance, a relatively junior member of the human resource
(HR) department informing a senior departmental in contrary
to the policies of the organization. Another example with staff
relationships is where a person establishes themselves in the
role of gatekeeper to the boss (Lerner, 1994:14-17) where a
comparatively junior personal assistant passes on the managers
instructions to one of the manager’s instructions to one of the
managers more senior subordinates or where the personal
assistant attempts to block a more senior member of staff
having access to the manager.
b) Role expectations: many role expectations are prescribed
formally and indicate what the person is expected to do and
their duties and obligations. Formal role prescriptions provide
guidelines for expected behaviours and may be more prevalent
64
in a mechanistic organization. Example are written contracts of
employment, rules and regulations, standing orders, policy
decisions, job description or directives from supervisors. Formal
role expectations may also be derived clearly from the nature of
the task. Not all role expectations are prescribed formally,
however, there will be certain patterns of behaviour that
although not specified formally will nonetheless be expected of
members. These formal role expectations may be imposed by
the group itself or at least communicated to a person by other
member of the group. Examples include general conduct,
mutual support to members, attitudes toward supervisors,
means of communicating, dress and appearance, members may
not always consciously aware of these informal expectations.
Yet still serve as important determinants of behaviours.
c) Role conflict: patterns of behaviour result from both the role
and the personality. The concept of role focuses attention on
aspect of behaviour existing independently of an individual’s
personality. Role conflict arises from inadequate or
inappropriate role definition and incompatibility between two
or more people as individual even though their roles may be
65
defined clearly and understood fully. In practice, the manner in
which a person actually behaves may not be consistent with
their expected pattern of consistent with their expected pattern
of behaviour. This inconsistency may be as a result of role
conflict. Role conflict as a genuine term can include:
d) Role incompatibility arises when a person faces a situation in
which simultaneous different or contradictory expectations
create inconsistency. Compliance with one set of expectations
makes it difficult or impossible to comply with other
expectations. The two role expectations are in conflict.
e) Role ambiguity occurs when there is lack of clarity as the
precise requirements of the role and the person is unsure what
to do. The person’s perception of their role may differ from the
expectations of others. This implies the insufficient information
is available for the adequate performance of the role. Role
ambiguity may result from lack of formally prescribed
expectations.
Role overload is when a person faces too many separate roles or
two great a variety satisfactorily all expectations and some must be
66
neglected in order to satisfy others. This leads to conflict of
priority.
Role under load can arise when the prescribed role expectations
fall short of the persons perception of their role. The person may
feel their role is not demanding enough and that they have
capacity to undertake a large or more varied role or increase
number of roles.
Even if there is an absence of role conflict and role stress, a
person’s actual behaviour may still be inconsistent, with their
expected pattern of behaviours. Miner (1971) give three reasons
that may amount for their disparity.
- The person does not perceive their job in the way the role
prescriptions specify (this is inform of role ambiguity but
may arise not because of the role prescription but because
the person misunderstands or distorts them.
- Motivation is lacking and the person does not want to
behave in the way prescribed.
- The person does not have capabilities, knowledge, mental
ability or physical required to behave in the way the role
prescription specify.
67
2.11 EFFECTIVE MANAGEMENT OF INDIVIDUAL ROLE TO
THE DEVELOPMENT OF HUMAN RESOURES IN
ORGANIZATION
Individual differences can foster creativity, enjoyment and
satisfaction at work but can also be the root of conflict and
frustration. Our unique bundle of different attributes and
characteristics shapes our values and what we plan to give and
what we expect to receive from working. People are not
homogenous and individual differences are the basis of diversity.
Effective managers need to steer a course that matches the needs of
the individual with the requirement of the organization.
Managing relationships at work has always been a key still,
but the speed at which organizations and the external environment
are undergoing change place continuous pressure on the
individual at work. Being able to cope with and lead other through
change is a necessity for all managers regardless of the size, type
nature of the organization.
Managing people in organization requires not only an
understanding of the employees but also recognition of the culture
of the organization. What is expected and accepted in one
68
organization may not be the same in another. For example
creativity and individually may be encouraged in one business but
undermined by bureaucracy in another.
Individual behaviour in organization is therefore riddled
with complexity and contradictions. Managers are required to be
competent at selecting the individuals who will be valuable to the
organization. They need to be observant about the individuals
who are performing well and have the potential to develop with
the organization. The also need to be able to value differences and
the sensitive to contrasting needs. Managers need to know
themselves and understand their uniqueness and the impact their
personality has on others.
Sensitivity to individual needs and differences, especially in
term of their resilience become significant when organization
embark on change initiatives. Even when the change appears to be
more relatively straight forward, the complex. When organizations
are working through change and when change appears to be
externally imposed, the management of people takes on a different
dimensions in terms of sensitivity required. In this situation, there
is an implicit requirement of change of attitudes and belief. Such
69
change may lead to new mind-set, new attitudes, and perceptions
that enable people to cope and adjust to the different world. At
this time effective management is vital, managers will be expected
to understand the strain that their employees feel during times of
change but at the same time, able to deal with their own stress
levels.
The way it is possible to distinguish between individual
include an understanding of personality, the heart of individual
difference and the important and the functions of attitude.
In view of Green (1998:28) observed that for individual to
deploy its role effectively for the development of human resource
in an organization, the following conditions must be taking
cognizance as follows:
a. People’s perception: It is important that managers have
highly developed sense to people perception and
understanding the feeling of staff and their need of
expectations. It is people who are being managed and people
should be considered in human terms. A genuine concern for
people and for their welfare goes a long way in encouraging
them to perform well.
70
b. Consideration respect and trust: Individual generally
respond according to the way they are treated. If you give a
little, you will invariably get a lot back. Make people feel
important and give them a sense of personal worth. The
majority of staff will respond constructively if treated with
consideration and respect and as a responsible individual
who wish to serve the organization well (Gratton, 2000:206),
treat people with politeness, respect and dignity and in
doing so create a strong roles models for others to follow.
Building buffer against the times when the policy is wrong
or you behave badly. A similar point is made by (Lloyd,
2004:37).
c. Giving recognition and credit to individual in the
organization: People can be praise to success manager
should give full recognition and credit it is due and let
people or employee know that you appreciate them. Too
often managers are unresponsive to good performance,
which may occur vast majority of the time, and appear to
take this for granted, and are quick to criticize on the few
occasions when performance falls below expectations.
71
However, it should not be assumed that staff would
necessarily take a lack of response as a sign of positive
recognition rather than just the absence of criticism.
d. Positive action on an individual basis: Treat members of
staff as an individual deal with individual situations on an
individual basis and avoid the “blanket” approach. For
instance, it has come to the manager’s attention that couples
of members of staff have failed to provide some urgently
requested information on time. The manager’s reaction is to
send a circular to all members of the departments reminding
them of the need for and importance of meeting deadlines.
This may be an easy way out for managers. It would be
understandable if the reaction of these staff was one of
resentment and disillusionment and with a possible adverse
effect on their future attitude to work.
72
FIG TWO
EFFECTIVE MANAGEMENT OF INDIVIDUAL IN AN
ORGANIZATION
2.12 STYLE OF MANAGERIAL BEHAVIOUR OF
INDIVIDUAL IN AN ORGANIZATION
According to Reddin’s 3 –D theory, managerial effectiveness
cannot be measured simply in term of achieving production or
relationships with other the manager must also be adaptable in
adopting the appropriate style of behaviour that will determine
The culture of management
Consideration respect and trust
Basic managerial philosophies
Recognition and credit
Individual and availability
Fair and equitable treatment
Positive action on individual basis
Emphasis on end result
Staff and customers satisfaction
73
effectiveness in achieving the output requirements of the job.
Redden has developed a managerial a management style –
diagnosis test to identify style of management and of operations.
This Reddin 3-D model can be grouped into two:
More effective styles
- less effective styles
In the more effective style, it is categorized into the following:
a) Bureaucratic: A how concern for both task and
leaderships. The manager adopting this style is seen as
been interested mainly in rules and procedures to control
the situation, and as conscientious.
b) Benevolent autocrat: A high concern for task and a low
concern for relationship. Managers adopting this styles of
leadership know they want and how to achieve it without
causing resentment.
c) Developer: A higher concern for relationships and a low
concern for tasks. The manager adopting this style is seen
as having implicit trust in people and concerned mainly
with developing them as individual.
74
d) Executive: High concern for both tasks and relationships.
The manager adopting this style is seen as a good
motivator, sets high standards, treat people as individuals
and favours team management.
However, for less effective style of leadership can be grouped as
follows:
a. Deserter: Low concern for both task and
relationships in a situation where such behaviour is
inappropriate. The manager lacks involvement and
is a passive or negative.
b. Autocratic: A high concern for task and a low
concern for relationships in a situation which such
behaviour is not appropriate. The manager is seen
as lacking confidence in other unpleasant and
interested only in the task of human.
c. Missionary: A high concern for relationships and a
low concern for task where such behaviour is
inappropriate. The manager is seen as interested
mainly in preserving harmony.
75
d. Compromise: A high concern for both task and
relationships in situation requiring high concern for
neither or for only one orientation. The manager is
seen as a poor decision maker, too easily influences
by the pleasures of the situation and as avoiding
immediate pressures and problems at the expense of
maximizing term output. More effective style of
leadership style can be demonstrated further with
“managerial grid” of leadership using only manager
with a 9,9 rating. This manager believes in the
integrating of the task needs and concern for people.
The believe in creating a situation whereby people
can satisfy their own needs by commitment to the
objectives of the organization. Managers will
discuss problems with the staff, seek their ideas and
give them freedom of action. Difficulties in working
relationships will be handle with confronting staff
directly and attempting to work out solutions with
them.
76
2.13 LEARNING AND HOW IT AFFECTS AN
ORGANIZATION
Learning is one of the major factors that determine human
behaviour and differences. Through learning, we acquire the
knowledge that help us to perform many simple and complex
tasks like writing, eating, dressing up – manipulation of objects
and produce goods and services of human consumption. Infact,
learning is the bedrock of community development in all its
spheres. It might be pertinent at this point to ask: what is learning?
Performance change in behaviour that cannot be accounted for by
temporary state (example, influence of drug/alcohol etc)
maturation and inate response tendencies. It involves
development of new associations (Klein:1991). Learning is a
change in behaviour and occurs as a result of experience. This
change in behaviour should be relatively permanent, is lasting for
more than few seconds or minutes. Though, learning may last for
several hours, days or months, the particular time period is
unimportant.
Harris etal (1994) defined learning as a relatively permanent
change in behaviour (or behaviour tendency) that occurs as a
77
result of a person’s interaction with the environment. In this way,
there is cross fertilization of ideas in the organization flows among
individuals in the organization. Employees/individuals sees it as a
paramount to learn and they recognize the role of the work place
in this direction. In many organizations an increasing number of
employees seem to place at least as much value on the opportunity
to learn new things at work.
Learning plays an important role in individual ability, role,
perception and motivation in organization. According to Perles
and Perles, employees formal and informal learning processes,
they clarify role perceptions through learning and learning is a
basic assumption behind many theories of motivation.
Obiageli etal (2001) suggested that the following factors may
affect learning in individual in an organization.
a. Meaningful of material: If the material to be learn is
meaningful to the learner and makes some sense to him, the
rate of learning becomes more rapid and vice versa.
b. Knowledge of result: Learning efficiency is increased if the
subject has direct knowledge of the result of his or her
performance in the learning situation. Knowledge of the
78
result especially when it is favourable reinforces learning
and maintains interest.
c. Amount of material: The amount of material that can be
memorized understand depends on the length and type of
material and its relation to the individual’s capacity to
memorized and understand.
d. Motivation and interest: The degree of motivation and the
interest of person has towards any learning situation or
material affects also the quality and quantity of learning that
can take place. High motivation and of interest least of
quantitative learning vice versa.
e. Distinctiveness of material: Aspects of the learning material
that can stand out, such as colour, size and texture of the
learning objects and tend to differentiate the material from
items around it enhances learning.
f. The environment also enhances or inhibits learning as well
as the attributes of the teacher.
2.14 MASLOW’S HIERARCHY OF NEEDS THEORY
A useful starting point is the work of Maslow and this theory
of individual development and motivation, published original in
79
1943 (Maslow, 1943:370). Maslow waiting being, they always want
more, and what they want depends on what they already have. He
suggested that human needs are arranged in a series of level, a
hierarchy of importance.
Maslow identified eight innate needs including the need to
know and understand, aesthetic needs and the need for
transcendence. The hierarchy is usually shown as ranging through
five main levels, from at the lowest level, physiological needs,
through safety needs, have needs and esteem needs, to the needs
of self actualization at the highest level as showing in figure three
below.
FIG THREE
MASLOW’S HIERARCHY OF NEEDS MODEL
Self
Actualization
Esteem
Love
Safety
Physiological
Maslow points out that a false impression may be given that
a need must be satisfied fully before a subsequent needs arises. He
80
suggested that a more realistic description is in terms of decreasing
percentages of satisfaction along levels of the hierarchy.
Based on Maslow’s theory, once lower level needs have been
satisfied (say at the physiological and safety levels), giving more of
the same does not provide motivation. Individuals advance up the
hierarchy as each lower level becomes satisfied. Therefore, to
provide motivation for a change in behaviour, the manager must
direct attention to the next higher level of needs (in this case, love,
social needs) that seek satisfaction.
There are a number of problems in relating maslow’s theory
to the work situation. These include the following:
People do not necessarily satisfy their needs especial higher
level needs just through the work situation, they satisfied
them through other areas of their life as well. Therefore the
manager would need to have a complete understanding of
people’s private and social lives, not just their behaviour at
work.
There is doubt the time that elapses between the satisfaction
of a lower level needs and the emergence of a higher level
need.
81
Individual differences means that people place different
values on the same need. For example, some people prefer
what they might see as the comparative safety of working in
a bureaucratic organization to a more highly paid and higher
status position, but with less job security, in different
situation.
Some reward or outcomes at work satisfy more than one
needs. Higher salary for promotion for example can be
applied to all levels of the hierarchy.
Even for individual/people within the same level of
hierarchy, the motivation factor will not be the same. There
are many different ways in which people may seek
satisfaction of for example, their esteem needs.
Maslow viewed satisfaction as the main motivational
outcome of behaviour. But job satisfaction does not
necessarily lead to improved performance.
Maslow theory had a significant impact on management
approaches to motivation and the design of organization to meet
individual needs. It is a convient needs and expectation that
82
people have, where they are in the hierarchy, be applied to people
at different levels.
“When prehistoric man first took shelter in a cave and
hit a fire, he was satisfying his lowest physiological and
safety needs, when a Buddhist achieves a state of nirvana,
she is satisfying the fifth and highest self actualization… the
cave the days might be a three bedroom semi with garden
and off-street parking, but the fact remains that once we
have got enough to feed, clothe, and house our families,
money is a low-level motivator for most people, the dash for
cash is soon replaced by the desire for recognition, status and
ultimately (although, Maslow reckoned that a lot of us never
get this far) the need to express yourself through your work
(Saunder, 2003:75)”.
Moreso, useful basis for evaluation of Maslow need of
hierarchy is show below in figure four.
83
FIGURE FOUR
APPLYING MASLOW’S NEED HIERARCHY
Needs levels General rewards Organization factors
1.
Physiological
Food, water, sex, sleep a. Pay
b. Pleasant working
condition
c. Cafeteria
2. Safety Safety, security, stability,
protection
a. Safe working condition
b. Company benefits
c. Job security
3. Social Love, affection,
belongingness
a. Cohesive work group
b. Friendly supervision
c. Professional association
4. Esteem Self esteem, self respect,
prestige, status
a. Social recognition
b. Job title
c. High status
d. Feedback from the job
itself
5. Self
actualization
Growth, advancement,
creativity
a. Challenging job
b. Opportunities for
creativity
c. Achievement in work
d. Advancement in the
organization
Source: Steer, R.M. and Poter L.W. motivation and work
behaviour.
84
One would at this stage asked what happens if a person’s
motivational driving force is block and they are unable to satisfy
their needs and expectations and what is likely affects on their
work performance? The answer to this question is not far fetched
and the two possible outcomes that may arise to “frustration
induced behaviour” include:
I. Constructive behaviour which emanate from problem
solving and restructuring and
II. Frustration negative responses and showing in the
diagram fig five below
FIGURE FIVE
BASIC MODEL OF FRUSTRATION INDUCED BEHAVIOUR
Need of expectation Desired goals
Frustration Problem solving restructuring alternative goals
Constructive behaviour
Aggressive regression taxation withdrawal
85
According to Laurie (2007:254) observed the following
factors which determine or influenced an individual reaction to
frustration are:
Level and potency of needs (see for example maslow’s
theory of motivation discussed.
Degree of attachment to the desired goal
Strength of motivation
Perceived nature of the barriers or blocking agent and
personality characteristics of the individual
However, it is important that managers attempt to reduce
potential frustration through the following ways for effective and
efficient development of human resource in an organization.
Effective recruitments, selection and socialization
Training and development
Job design and work organization
Equitable personal policies
Recognition and rewards
Effective communications
Participative stsyle of management or leadership
86
Attempting to understanding the individual’s
perception of the situation
Proper situation to motivation and to the needs and
expectations of people at work will help overcome boredom and
frustration induced behaviour.
87
REFERENCES
Obiageli, M. and Agu .N. (2001), fundamentals of psychology,
Ogui Enugu Rhyce Kerex Publishing Company, P.76.
Canwright, I. (1994), Cultural Transformation, Financial Times,
Pretence Hall, P.27.
Chukwu, C.O. (2007) Management and Organization, Enugu
Choby Publishing Company Limited, P.31.
Cole, G.A. (2002), Personnel and Human Resources Management,
5th Edition, USA, Power Book Publishing Company, Pp. 329 -
330.
Eugine, T. (2006), Principles of Human Resources Management
New Delhi, Vrinda Publishing Company
Klein, S.B. (1991), Learning Principles and Applications, New
York, McGraw Hills Inc, P. 20.
Kolberg, K. (1994), Development of Moral Character and Moral
Bhevaiour, (ed), New York, McGraw Publishing Company
Limited P.30.
Laurie, J.M. (2007), Management and Organizational Behaviour
Edition, Britain, Peason Publishing Company Limited.
88
Ulrich, D. (1997), Human Resources of the Future: Conclusion and
Observation, New York, Hinders Publishing Company
Limited P.256.
Maslow, A.H. (1987), Theory of Human Motivation and
Psychological Review, 2nd Edition USA Hamper and Row
Publishing Company Limited, P. 326.
Miner, J.B. (1971), Hospitality Management and Organizational
Behaviour, 4th Edition, New York, Long Publishing
Company Limited, P. 370.
Sunder, A. (2003), Keep Staff Sweet, Management Today, Journal
of Management June, Vol.30 No. 6, P. 38.
Okpara, E. (2002), Introduction to Psychology and Determinants of
Behaviour, 2nd Edition, Enugu, Urekweson Publishing
Company Limited, P. 96.
JOURNALS
CanWright, I. (1994), Cultural Transformation, Financial Times,
Vol.10, No.15.
89
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
This chapter deals with the descriptions of the procedures
adopted in carrying out this research. It describes the research
design, the instrument for data collection, population of the study,
sampling techniques, sample size and the techniques for data
analysis.
3.1 RESEARCH DESIGN
Both the historical and field survey design was adopted for
the study. The choice of these two types of research design was
informed by the fact that extensive use was made of recorded
historical data on how do individual believe and how do they
react to some situation change in their work place, while survey
was employed to get information from other members of the rank
and file and other senior officers of the Nigeria police.
In all, the questionnaire is divided into the following parts:
part one contains general information, part two deals with the
general behaviour of the members of inspectors, rank and file and
senior officers behaviours in the development of human resource
in the Nigeria police force.
90
3.2 SOURCES OF DATA
Data used for this study came mostly from two sources:
primary and secondary sources of data.
Primary are those data the researcher generated herself using
questionnaire and oral interview.
Secondary are those data which the researcher collected from
already existing records (historical). These data were collected
from textbooks, newspapers, magazine, journals and unpublished
research work.
3.3 AREA OF THE STUDY
The study is the Nigeria Police force with particular
emphasis on Enugu state command
3.4 POPULATION OF THE STUDY
Population is a complete set of individuals, groups objects or
measurement having some common features which can be
observed (Okeke, 2005:34). Therefore population of interest for this
study can be drawn from the members of inspectors, rank and file,
and DPO’s (Divisional police officers) serving in all the division
within Enugu metropolis, thus, the population of the study is put
at 57.
91
3.5 SAMPLING SIZE AND SAMPLING TECHNIQUES
The sample techniques involved the stratified random
sampling method employ to select members of the Nigeria police
force according to their rank to ensure adequate representation of
the members under study.
The sample size shall constitute the following unbiased
method (Njoku, 1990:40).
n = N
1 + N (e)2
Where
n = Sample size
N = Population size
e = Proportion of sample error (0.05 in this case)
Thus,
n = 57
1 + 57 (0.05)2
= 57 57
1 + 0.1425 = 1.1425 = 50
n = 50
92
3.6 DATA COLLECTION METHOD
The instrument used for collected data for this study was the
questionnaire, the design included tabular, fill-in, scaled (Likert-
type) open-ended, structured, multiple choice and dichotomized
questionnaire. The questions were clearly simplified and
structured in a way devoid of any ambiguity and technical details.
Thus most of the questions simply required respondents to tick (√)
against the appropriate response. In all, the questionnaire is
divided into three parts. The general information, part two deals
with information on members of inspectors, rank and file and part
three deals with information on the senior officers of the Nigeria
police force in Enugu metropolis.
3.7 TECHNIQUES OF DATA ANALYSIS
The following statistics were used for the data analysis.
Percentages, tables were used for descriptive purposes and to
analyze the responses. This technique enables us to drive
conclusions from some responses that could not be subjected to
hypotheses testing.
93
REFERENCES
Njoku, M. (1990), Introduction to Social Science Research Enugu,
New Creation Publishing Company Limited, P.40
Okeke, T.C. (2005), Research Methods: A Guide to Success in
Project Writing, Bauchi, Multi-System Publishing Company,
Limited, P.34.
94
APPENDIX
Department of Management,
Faculty of Business Administration,
University of Nigeria,
Enugu Campus,
2nd March, 2009.
Dear Respondents,
As part of the requirements for the award of Master Degree
(MBA) in Management. I am carrying out a study on “the role of
individual behaviour in Human Resource Development in
Organization”. (The Study of the Nigeria Police Force).
Interestingly, your organization has been selected as one of
those to be studied. The purpose of writing therefore is solicit your
assistance by filling the attached questionnaire.
The study is purely an academic work and any information
supplied will be treated in confidence.
Thanks for your cooperation.
Yours faithfully,
Nwaigwe Ifeoma Gloria,
PG/MBA/07/46534
95
SAMPLE QUESTIONNAIRE
PART 1: GENERAL INFORMATION
Please tick (√) as where appropriate.
1. Name and address of your division __________________
2. Location __________________________________________
3. What is your Rank? ________________________________
4. What is your position? ______________________________
5. How long have you serve with the Nigeria police force?
a. 1 – 6 years b. 7 – 15 years c. 16 – 25 years d. 26 years and above
6. What is your educational qualification
a. FSLC b. WAEC/GCE, SSCE/NECO c. OND/NCE d. HND/BSC and above
7. Do you boss provide you with the effective and efficient
tools for fighting crime in the state?
a. Yes
b. No
8. If No to the above question what areas need to be
improved? _________________________________________
9. Are you provided with any motivational incentive for
excellent performance
a. Yes
b. No
96
10. If yes to the above question what are the types of
incentives available _________________________________
11. Do you encounter problem of communication in the area
of decision making with your boss?
a. Yes
b. No
12. Do police organization consider inspectors rank and files
who are graduates for advancements?
a. Yes
b. No
13. If No to the above question 12 how do this group perceive
their police career in future? __________________________
14. Do you receive commendation/award for extra hours
spent on your duty post?
a. Yes
b. No
15. Below is a list of job rank factors
Job factors Average rank
1
2
3
4
5
6
7
8
Adequate salary
Job security
Adequate personal benefit
Opportunity for advancement
Suitable work (intrinsic aspect of work)
Good supervisor
Opportunity and learning
Comfortable working condition
1.1
2.2
3.8
4.0
5.6
6.0
6.2
6.4
97
16. Do corrupt syndrome any impact on the development of
human resources in the Nigeria police force?
a. Yes
b. No
PART III: INFORMATION OF SENIOR OFFICERS OF THE
NIGERIA POLICE
17. Do you involve your subordinates in participative
decision making process in the force?
a. Yes
b. No
18. If No to the above question, how do they reconcile
workers low attitude of behaviour towards this
19. Do long hour spent on duty affect your subordinate
ability to perform?
a. Yes
b. No
20. How long do inspectors, rank and files stay in the one
rank before they are promoted to another rank?
a. Yes
b. No
21. Do long stay in rank of inspectors, rank and file any
effects in the development of human resources in the
Nigeria police force?
a. Yes
b. No
98
22. If yes, in the above questions, what impact do it have on
the behavioural patterns on the members of inspectors,
rank and files?
99
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 ANALYSIS OF DATA
The aim of this chapter is to present and interpret the data
collected. The results obtained by the researcher through interview
and questionnaire are used to answer the research questions
The questionnaire shown in appendix A and B were
designed for rank and file and inspector of the Nigeria police force
and the senior police officer of Enugu state command which is
reflected as an interview guides.
TABLE 4.1 RANK DISTRIBUTIONS OF THE
RESPONDENTS
Ranks Frequency Percentage (%)
Constables
Corporals
Sergeants
Inspectors
Total
20
15
10
5
50
40
30
20
10
100
The rank above shows the rank and file and inspectors rank in the
various selected divisions in Enugu urban of the Nigeria police.
100
TABLE 4.2: POSITIONS IN THEIR DIVISIONS
Positions Frequency Percentage (%)
Detective
Admin
Orderly
Traffic officer
Beat and patrol
Total
10
5
4
15
16
50
20
10
8
30
32
100
The above table shows the distribution of the rank and file
and inspectors in their various divisions in Enugu Command.
TABLE 4.3 YEARS OF SERVICE OF THE RESPONDENTS
Years Frequency Percentage (%)
1-6 yrs
7 – 15 yrs
16 – 25 yrs
26 and above
Total
5
14
23
18
50
10
20
46
36
100
The table 4.3 above shows the number of years members of
the rank and file and inspectors have served or worked or work
experience of the respondents in the Nigeria police force.
101
TABLE 4.4 EDUCATIONAL QUALIFICATIONS OF THE
RESPONDENTS
Qualifications Frequency Percentage (%)
FSLC
WAEC/GCE,SSCE/NECO
OND/NCE
HND/BSC and above
Total
15
20
8
7
50
30
40
16
14
100
The above table 4.4 indicated the various classes of
qualifications possessed by members of the rank and file and
inspectors of the Nigeria police force in Enugu metropolis.
Moreover, the same table indicated that majority of the
respondents in the Nigeria police force in Enugu metropolis are
holders of FSLC and WAEC/GCE, or SSCE and NECO
respectively.
102
TABLE 4.5 EFFECTIVE AND EFFICIENT TOOLS
FORCOMBATING CRIME
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
10
40
50
20
80
100
From the above table 4.5, it is indicated that 40 of the
respondents representing 80% were of the opinion that the
authority of the force or decision making body of the Nigeria
police did not provide the members of the rank and file and
inspectors the effective and efficient logistic tools for fighting
criminals in the state, while 10 of the respondents representing
20% agreed that the decision making organ of the force provide
them with adequate tools for fighting against crime in the state.
103
TABLE 4.6 AREA OF LOGISTIC NEED FOR EFFECTIVE
AND EFFICIENT MEANS FOR COMBACTING CRIME
OPTIONS FREQUENCY PERCENTAGE (%)
Vehicle
Communicate gazettes
Information/communication
Total
20
17
13
50
40
34
26
100
From the above table 4.6 shows that members of the rank
and file and inspectors interviewed were of the opinion that the
Nigeria police needed more vehicle to enable them meet the
challenges of the current crime wave in the state. Furthermore 17
of the respondents representing 34% were of the view that more
communicate gazettes needed to be provided for the members of
the rank and file and inspectors to enable them discharge their
duties effective and efficiently, while 13 of the respondents,
representing 26% of were of the opinion that information
dissemination needed to be created internally and externally as to
enable the members of the rank and file and inspectors carry out
their statutory functions effectively and efficiently.
104
TABLE 4.7 RESPONDENTS VIEW ON MOTIVATIONAL
INCENTIVES FOR EXCELLENT PERFORMANCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
15
35
50
30
70
100
The above table 4.7 shows that 35 of the respondents,
representing 70% were of the negative opinion that the police
authorities don’t offer motivational incentive for excellent
performance such as promotion assign individual task and
encouraging them, while 15 of the respondents representing 30%
agreed that police authority offers motivational incentives for
excellent performance for the members of the rank and file and
inspectors of the force.
TABLE 4.8 RESPONDENTS VIEW ON COMMUNICATION
PROBLEMS
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
20
30
50
40
60
100
105
From the information on table 4.8 above, it is observed that
30 of the respondent, representing 60% of the respondents
disagreed that police high hierarch officers does not involve rank
and file and inspectors in the area of decision making while 20 of
the respondents representing 40% agreed that police hierarch
involve members of the rank and file and inspectors in decision
making.
TABLE 4.9 RESPONDENTS VIEW ON PROMOTION OF
RANK AND FILE ON IN SERVICE TRAINING
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
14
36
50
28
72
100
The above table 4.9 indicated that 36 of the respondents,
representing 72% were of the negative view that police authority
does not encourage their members of the rank and file and
inspectors who are graduates for promotion or giving them
motivational incentives, while 14 of the respondents representing
28% said that police authority encourage the members of the rank
and file and inspectors who are graduates for promotion.
106
TABLE 4.10 PERCEPTIONS OF RESPONDENTS ON
WHETHER THEY ARE NOT CONSIDERED FOR PROMOTION
OPTIONS FREQUENCY PERCENTAGE (%)
Very low
Slightly low
Very high
Total
25
15
10
50
50
30
20
100
The above table 4.10 shows that greater percentage of the
respondent, 25 of 50% agreed that considering graduates for who
went for in service training are very low in the Nigeria police
force.
TABLE 4.11 RESPONSES ON COMMENDATION/AWARD
FOR EXTRA HOURS SPENT ON DUTY
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
15
35
50
30
70
100
From the above table, it is indicated that 35 of the
respondents representing 70% were of the negative opinion that
police authority do not give commendation/award for rank and
107
file and inspectors who put extra hours on their duty, while15 of
the respondents representing 30% agreed that police authority
give award/commendation to members of the rank and file of the
force.
TABLE 4.12 JOB RANK FACTOR
JOB FACTORS AVERAGE RANK
Job security
Adequate personal benefit
Opportunity for advancement
Suitable work (intrinsic aspect of work)
Good supervisor
Opportunity and learning
Comfortable working condition
2.2
3.8
4.0
5.6
6.0
6.2
6.4
It can seen from the above 4.12 that for the Nigerian police
force, salary, security and personal benefits are vary important job
factors. Majority of the respondents interviewed were against the
opinion of Maslow’s need hierarch theory that members of the
rank and file and inspectors of the Nigeria police force has not yet
crossed the first two lower level needs. The members of the rank
108
and file and inspectors of the Nigeria police force are till seeking
satisfaction of basic physiological and security needs.
TABLE 4.13: THE IMPAT OF CORRUP SYNDROME ON
THE DEVELOPMENT OF HUMAN RESOURCES
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
40
10
50
80
20
100
The above table shows that 40 of the respondents
representing 80% were of the opinion that corruption has a serious
impact in the development of human resource, while 20% of the
respondent were of the negative view that corruption has no
impact on the development of human resource.
TABLE 4.14 PARTICIPATION OF SUBORDINATES IN
DECISION MAKING
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
12
38
50
24
76
100
109
From the above table, 24% of the respondents agreed that senior
officer of the Nigeria police involve members of the rank and file
and inspectors in the decision making of the force, while 76% of
the respondent disagreed that the senior officer does not allow
members of the rank and file and inspectors in the decision
making of the Nigeria police force.
TABLE 4.15
PERIOD OF TIME ONE STAYS IN ONE RANK BEFORE BEING
PROMOTED
YEARS FREQUENCY PERCENTAGE (%)
3 years
5 years
8 years & above
total
6
12
32
50
12
24
64
100
From the above table, it shows that 32 of the respondents
representing 64% strongly disagreed that the members of the rank
and file and inspectors stayed more than eight years and above in
one rank before they are being considered for another rank.24% of
the respondents indicated low respondent whether rank and file of
110
and inspectors stayed for five years before they are considered for
another promotion.
TABLE 4.16: THE EFFECTS OF LONG STAY IN RANK IN THE
DEVELOPMENT OF HUMAN RESOURCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
37
13
50
74
26
100
From the above table, it shows that long stay in Rank for
members of the Rank and file and inspector have a behavioural
pattern among the rank and file and inspectors group which make
them to receive the job very low and became frustrated in the act
of performing their duty, while 26% of the respondents were of the
negative view.
TABLE 4.17: THE IMPACT OF INDIVIDUAL TRAITS ON THE
FORCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
30
20
50
60
40
100
111
The above table 4.17 shows that 60% of the respondent,
agreed that individual traits has a serious impact on the
development of human resource in the Nigeria police force, while
40% of the respondents disagreed with the view.
TABLE 4.18
THE EFFECTS OF ATTITUDE OF THE TOP
MANAGEMENT ON THE NIGERIA POLICE FORCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
39
11
50
78
22
100
The above table revealed that 78% of the respondent agreed
that attitude of the top ranking officers in the job impact negatively
because of the materialistic personal attitude among the top
ranking officers of the force, while 22% of the respondents
disagreed with the opinion.
112
TABLE 4.19
THE INFLUENCE OF VALUE AND ETHICS OF
INDIVIDUAL IN THE FORCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
33
17
50
66
34
100
From the above table, it is reviewed that 66% of the
respondents were of the view that the ethic and values in the
Nigeria police force has made influence on the top ranking officers
of the force than the rank and file and inspectors of the force, while
34% of the respondent disagreed with the opinion.
TABLE 4.20
EFFECTS OF LOW PERCEPTION AMONG THE FORCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
31
19
50
62
38
100
From the above table 4.20, it is indicated that 31 of the
respondents representing the 62% agreed that the treatments the
113
tank and file and inspectors received from the top management of
the force as regards promotions and other welfare decisions
reduce perception and sense of organizational justice the members
of the rank and files and inspectors have on the job.
TABL1 4.21
THE INFLUENCE OF INDIVIDUAL PERSONALITY IN
THE FORCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
40
10
50
80
20
100
From the above table, it shows that 40 of the respondents
agreed that individual personality among the members of the
junior and top ranking officers in the job influence the
organizational participation and citizenship behaviour in the
Nigeria police force and individual that engage in persistent
gossiping influence negatively in the development of human
resource the force.
114
TABLE 4.22
THE IMPACT OF CULTURAL DIFFERENCES IN THE
DEVELOPMENT OF HUMAN RESOURCE
OPTIONS FREQUENCY PERCENTAGE (%)
Yes
No
Total
34
16
50
68
32
100
From the above table 4.22 it shows that 68% of the
respondents agreed that cultural difference has a lot of impact on
the expectations of rank and file and inspectors in receiving their
benefits and reduces efficiency and effectiveness because of the
inflexible nature of leadership in the force.
115
CHAPTER FIVE
SUMMARY OF DINGINDS, CONCLUSIONS AND
RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
The summary of findings is obtained from careful analysis of
data supplied by the respondents to the questionnaire as outlined
in chapter four. The summary shows that:
1. That there was high materialistic personal attitude among
the senior/top management of the Nigeria police force
which create serious impact on the members of the rank
and file and inspectors of the force in their different
behaviour.
2. The culture of the Nigeria police force, the non
participation of junior officers in the decisions of the force
and inflexible nature of their administrative policy of
leaders in the force contributed immensely to inefficiency
and effectiveness among the members of the force in
discharging their duties very well.
3. The researcher discovered that the ethics and values in
the Nigeria police force create very low perceptions
116
among the junior ranks of the force (rank and files and
inspectors) because of the long stay in one rank without
promotion among the graduates and non graduate of the
rank and file and inspectors.
4. The researcher also observed that persistent gossiping
fund among the members of the rank and file particularly
women folk creates conflicts among the members of the
force (rank and files and inspectors and consequently
inducted traits in the personality of individual behaviour
in the force.
5. That the cultural background of the Nigeria police force
(the law establishing the Nigeria police force affects)
influence the behavioural expectations in the police high
ranking officers and among her rank and file and
inspectors in the job.
6. That top hierarchy of the Nigeria police force does not
pay attention to the welfare scheme such as financial and
non financial motivational incentives which is a strategy
for excellent performance among the members of rank
and file and inspectors.
117
7. That there is lack of communication gap between
members of the rank and file and inspectors and the top
hierarchy of the Nigeria police force.
8. The researcher found out that there is a total absence of
commendations and award to the members of the rank
and file and inspectors who performed
meritoriously/gallantly in the process of discharging their
lawful duties.
9. That member of the rank and file and inspectors of the
Nigeria police are still confronted with the two lowest
needs of Maslow’s hierarchy of needs such as
physiological and safety.
10. That the corrupt syndrome in the Nigeria police force
avail her opportunity to train and re-training her works
for better performance.
5.2 CONCLUSION
The issue of the role of individual behaviour in human
resource development in an organization is not often addressed
without the question of where thus organizational behaviour
comes from organization with particular reference to the Nigeria
118
police under study are ultimately made up of many individuals
with diverse background and culture identity, and this means that
individual behaviour will ultimately influence the organizational
pattern/behaviour of individual in the force.
Individual traits that may influence affects the Nigeria police
as an organization on either small or large scale include such as
individual attitude values, personality, ethics and cultural
differences: However, each of these variables is more influenced in
top hierarchy ranking officers of the Nigeria police force than
among the members of the rank and file and inspectors.
The top high ranking officers of the force holding the
responsibility for creating the corporate culture. Moreso, the
materialistic attitude and corrupt tendency in the Nigeria police
force contribute to inefficiency and ineffective for excellent
performance of their duty.
The importance of values and ethics are particularly lacking
within the top ranking police’s and her junior rank. It is through
these values and ethics which the individual values are directly
translated into organizational values, both they use journal
mechanisms of corporate codes and ethics and through the use of
119
informal, mechanisms of leadership modeling and corporate
culture construction.
Individual personality is one of the determining factors of
organizational participation and organization citizenship
behaviour, which affect the organization as a whole in a situation
where individual workers engage in gossiping.
5.3 RECOMMENDATION
In order to ensure continued survival and development of
human resource, by both top hierarchy and junior hierarchy of the
Nigeria police force the following recommendation are hereby
made:
i. The Nigeria police authority should create strategic
policies/programme for orientation and re-training
course for their member especially among the
members of the rank and file and inspectors of
inspectors of the force.
ii. A good atmosphere should be created where
members of the rank and file and inspectors and the
to ranking police officers will be meeting to interact
120
periodically so as to ascertain the problems
confronting the force and the way forward.
iii. The members of the rank and file and inspectors
who are graduates should be considered for high
responsibility by way of promoting them and
providing of incentives so as to enable such group
to put their best in the act of discharging their
duties.
iv. Leaders of the Nigeria police force should not be so
rigid in their system of leadership and more so, the
leaders of the Nigeria police should understand
individual traits of behaviour and this will enable
them handle their behavioural pattern in the work
place.
v. The force authority should get rid of officers who
engage in the act of gossiping involving themselves
in the act of corrupt practices.
vi. The authority of the force should permit individual
group member task to improve on their creativity
capacity to adopt to a situational change that may
121
likely to occur in the event in the workplace so as to
expose hidden individual talents in the Nigeria
Police Force.
122
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