Download complete project materials on The Impact Of Human Capital Development On Organizational Productivity from chapter one to five
ABSTRACT
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This study titled “The Impact of Human Capital Development on Organizational Productivity” is aimed at bringing to light the relevance of developing employee capacity to productivity. The researcher has adopted what obtains in the Nigerian Bottling Company Plc (NBC) as the case study.
The study which consists of five chapters opens with introduction in chapter one under which the background of the study has been given to note the foundation of human capital concept. Here, the research objective is as well stated just like its significance and statement of problem. Relevant terms used in the study have also been defined contextually.
The second chapter goes a step further by dealing with the literature review under which the works of the various authors that have immensely contributed to the evolution and development of the human capital concept are revisited to see how they connect with the present realities.
Furthermore, the research method adopted for the study is established in chapter three. A set of research hypotheses, one being a null hypothesis and its alternative, are formulated while questionnaire has been used for the collection of primary data.
The researcher has adopted the responses of eighty (80) respondents in this study while chi- square distribution is the instrument of statistical proof for hypothesis. Data collated are presented in a simple tabular form.
In the final chapter, the findings of the study are being summarized upon which meaningful conclusion is drawn. Useful recommendations are then made on the strength of the resultant verdict that indeed human capital development positively impacts on organizational productivity.
TABLE OF CONTENTS
Title Page
Declaration
Approval Page
Dedication
Acknowledgment
Abstract
Table of content
CHAPTER ONE
1.0 Introduction
1.1 Background of the study
1.2 Statement of the problem
1.3 Purpose of the study
1.4 Statement of Hypothesis
1.5 Scope of the study
6.1 Limitation of the study
1.7 Historical Background of the case study
1.8 Definition of terms
CHAPTER TWO
LITERATURE REVIEW
2.1 Origin of the human capital concept
2.2 Competence and capital
2.3 Rights of labour and capital
2.4 Mobility between nations
2.5 Classification of human capital
2.6 Human capital risk
2.7 Debates about the human capital concept
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Design
3.2 Research Population
3.3 Sampling size and sampling Technique
3.4 Methods of gathering Data
3.5 Justification of method used
3.6 Method for data analysis
3.7 Justification for the method used
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
Introduction
Data presentation
Data Analysis
Test of Hypothesis
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
Summary of Findings
Conclusion
Recommendations
References
Appendix
1.1 BACKGROUND OF THE STUDY
The field of management has assumed global relevance and acceptance owing to its attribute of universal practicability based on leaning on facts. One area that will ever take centre stage in this long-standing field of endeavour is the human aspect of management.
The level of productivity or output in any organization or country for that matter is a function of the combination of material and human resources in which the human factor plays the dual role of labouring and organizing the other resources or factors of production.
The pride of place occupied by the human element has been underlined overtime by the loads of research efforts expended on it by revered management scholars like Professor William Ouchi (of the Japanese economic miracle fame) e’tal. The various management authorities had a common drive: turning the potential in man to reality.
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Experience has shown with conviction that merely having potentials takes one nowhere. It is rather the conversion of those potentials to something tangible that makes the difference. What separates the developed economies of the world from those that are underdeveloped, or even impoverished in many instances, is that while the former set of economies take maximum advantage where they have a comparative economic edge, the latter confine themselves to the comfort box of being with huge (untapped) natural potentials.
Our dear nation, for instance, is blessed with huge natural resources coupled with highly intelligent people thus putting her in good stead to achieve greatness but ours still remains potentials. A close look at Japan, on the other hand, would reveal that, though Japan is less naturally endowed, she is already up there as one of the world’s top economies.
This bitter truth cascades down to organizations and individuals – the need to turn the potential in one to something real. Organizations that achieve success are those that continually get the best out of the human factor, which constitutes the hub of every organization. According to Dr. Warren Bennis, a distinguished professor of Business Administration at the University of Southern California, the “the problem facing almost all leaders in the future will be how to develop their organization’s social architecture so that it actually generates intellectual capital.
What leaders must learn to do is develop a social architecture that encourages incredibly bright people, most of whom have big egos, to work together successfully and to deploy their own creativity”. The intellectual capital referred to here is human capital which needs continual improvement or development. Human capital refers to the stock of competences, knowledge and personality attributes embodied in the ability to perform labour so as to produce economic value.
It is the attributes gained by a worker through education and experience. Many early economic theories refer to it simply as workforce, one of three factors of production, and consider it to be a homogeneous and easily interchangeable resource. Other conceptions of labour, however, dispense with these assumptions.
Smith (1776) defined four types of fixed capital (which is characterized as that which affords a revenue or profit without circulating or changing masters). The four types were:
useful machines, instruments of the trade;
buildings as the means of procuring revenue;
improvements of land; and then he said,
(In relation to human capital he defined it as follows):
Therefore, Smith argued that the productive power of labour is dependent on the division of labour: “The greatest improvement in the productive powers of labour, and the greater part of the skill, dexterity, and judgment with which it is anywhere directed or applied, seem to have been the effects of the division of labour”.
There is a complex relationship between the division of labour and human capital. The stock of competence, skills, experience and capacity in the human factor in production go a long way in determining the successful operation of division of labour, which in turn could provide the needed experience that enhances skills.
The idea of human capital is traceable to economic scholars who argued that there was such a thing as investment in human capital as well as investment in material capital. Early studies on human capital date back to 1954 and since then, there has been high level of interest in the human capital as it has brought to fore the argument that it is a means of production, into which additional investment yields additional output.
STATEMENT OF THE PROBLEM
We are in a highly dynamic world where the number one certainty is change. Every second, every minute, there is one change or the other. To survive and live above board, therefore, man needs to continually have his competence, skills, and experience improved upon.
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