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ABSTRACT
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This research work is an attempt to critical analysis the impact of good selection and placement in attaining organizational goals, and with special reference to Peugeot Automobile Nigeria Limited Kaduna. The study seeks to find out if good selection and placement has direct impact on organizational performance.
Literatures were critically reviewed in order to find out if the practices of PAN Ltd, are in harmony with the existing theories as well as opinions of experts in other professional, it contains a total of five chapters. The researcher intends to divided the writer-up into five chapter, chapter one which is the general introduction would reveal the statement of the problem, objectives, significance, scope limitation and the statement of hypothesis for the research.
Chapter two would highlight the literature review under which subjects related to the topic of discussion would be revisited. Chapter three would discuss the research methodology, after which relevant data and information would be presented and analyzed in chapter four. The last chapter would summaries, conclude and recommended solutions that would enable the problems identified to be quashed.
TABLE OF CONTENT
Title page
Declaration
Approval page
Dedication
Acknowledgment
Abstract
Table of contents
CHAPTER ONE
INTRODUCTION
Background of the study
Statement of the problem
Objectives of the study
Statement of Hypothesis
Significance of the study
Scope of the study
Limitation of the study
Historical background of case study
Definition of terms
CHAPTER TWO
LITERATURE REVIEW
An overview of management
An overview of Recruitment
Concept of selection procedure
Concept of placement procedure
The impact of good selection and placement in attaining organizational goals
 CHAPTER THREE
RESEARCH METHODOLOGY
Research Design
Research population
Sample size and sampling technique
Methods of gathering data
Justification of method used
Methods of data analysis
Justification of instrument used
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
Data presentation
Data Analysis
Test of Hypothesis/Discussion of Research question
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
Summary of findings
Conclusion
Recommendations
Bibliography
Appendices
CHAPTER ONE
INTRODUCTION
1.1Â Â BACKGROUND OF THE STUDY
The concept of human resource management is a common term to mean management of staff in an organization. The conceptual approach refers to the administration of staff matters in an organization. The operational approach deals with what human resources officers manually.
The major functions of human resources management deals with the general administrative function performed by human resources officers, daily, on administrative function performed by human resources officers, daily, on activities such as staffing, training programs, salary and ministration, motivation of workers, integration of work force and separation mutterers.
Human resources management is also responsible for handing staff matters such as recruitment, selection and placement of employee in their various places of work in an organization. There are also areas of compensation, fringe benefits, integration of workers or bringing together the interest of the workers with that of the organization’s objectives, so that workers do not pursue their personal goals.
Others are motivation by understanding the needs of the workers, which brings better integration and also the separation of workers through retirements, termination of appointment, dismissal and dealt.
It is much easier to easier what human resources officers do than to define the difference between effective and ineffective ones. These officers are seen excessively concerned with numerous important activities that have relevant and overall effect on the organization; their functions, activities and operations are often the life wire and backbone of the organizational continues existing and survival.
1.2Â Â STATEMENT OF PROBLEM
It is the responsibility of the human resources department to recruit, select and place staff, in various sections and levels of the organization, and in line with the general human resources policy of the organization.
It is apparent that human resource officers in PAN limited were not able to recruit, select and place, due to transfer of recruitment to the training division, which operates independently. They do not seem to determine and treat its recruitment and are not given first hand to effectively recruit, select and place employees from identifiable sources, for efficient performance in order to attain the set objectives.
The researchers desire to find the methods and process of recruitment, selection and placement, which should e relating to the human resource policy this study is addressing the following problem questions:
i. Does the company circuit, select and place employees to fill vacancies?
ii. What are the sources and methods for filling the vacancies?
iii. Are recruitment, section and placement in PAN Limited made after interval advertisement?
iv. Is there enough trained staff in the organization engaged in the selection and placement process?
v. Do good selection and placement enhance productivity?
vi. Do good selection and placement lead to goal attainment?
1.3Â Â AIMS AND OBJECTIVES OF THE STUDY
The researcher’s work is aimed at examining critically the procedure and policies that exist during the course of exercising recruitment. Selection and functions in PAN limited, and to know the system they are operating on.
1. To identify the problems concerning recruitment, selection and placement in PAN Limited.
2. To explain recruitment, selection and placement according to our findings.
3. To distinguishes among recruitment, selection and placement according to the findings.
4. To analyze the impact of good selection and placement in attaining organizational goals
1.4Â Â STATEMENT OF HYPOTHESIS
To achieve the purpose of this study, the researcher have to formulate or put forward the following hypothesis or assumption, which would be tested by investigation, so as to either accept or reject the hypothesis.
H0:Â Â Good section and placement procedure has no significant impact on organizational performance.
H1:Â Â Good selection and placement procedure has significant impact on organizational performance
1.5Â Â SIGNIFICANCE OF THE STUDY
The major significance of this study or research is to serve as an additional available work in this direction, and a clear picture to the students of research who may want to advance the research on the impact of good selection and placement in attaining organizational goals.
By having a project of this kind, students and other individuals on or referred to this field, are in a better position to clearly or vividly trace the impact and relevance of good selection and placement, which of course lead to better operations as well as successful goals/objectives attainment in an organization.
1.6Â Â SCOPE OF THE STUDY
This study is limited to Peugeot Automobile Nigeria Limited and especially the human resources department and its responsibilities in recruitment, selection and placement of employees and to see its effectiveness and efficiency.
Proper recruitment, followed by good selection and place are not doubt concrete foundation paving way for successful operations in an organization.
1.7Â Â LIMITATIONS OF THE STUDY
A lot of problems were encountered in the course of writing this project work, these includes:
1. Limitation of information: The organization at first was reluctant in giving out information considering by them strictly confidential.
2. Financial problem: This area as a result of adequate findings of research, student owing to the economic situation of the country. This constitute a problem to the researcher’s ability.
3. Time constraint: Inadequate time was another problem the researcher encounter, since the researcher have shared the available time among various academic worker of which are both time consuming. But despite all the shortcoming, the researcher was able to gather enough vital materials that enabled him carry out a successful research investigation at the end of the program me.
1.8Â Â HISTORICAL BACKGROUND OF PEUGEOT AUTOMOBILE NIGERIA LIMITEDÂ Â Â Â
Automobile Peugeot (AP) is within the PSA group that manufactures the Peugeot and citron serial models. AP has been manufacturing these models for over a hundred years now, in France and later Britain, Spain, Africa, Asia and South America. PSA is organized into six (6) subsidiary semi-autonomous divisions, but the vehicle manufacturing one shall their board. The division are: automobile, mechanical engineering and services, human resources, financial services, Peugeot Automobile and Automobiles Citron Division.
Peugeot serial models were selected for assembly in Nigeria, because it has been determined, that it possesses total qualities that would ensure reliability, resilience and long life (RRL) in use. From the first service lines of the 100 units imported in 1957, it because clear that the vehicle would e suitable for Nigeria road, with its peculiarity of poor maintenance the usage patter which would embodies delay in serving and changing of warn out components and overloading of vehicles.
The initiative to established Peugeot Automobile Nigeria Limited, was taken by the then Federal Military Government, under the leadership of General Yakubu, then as the military head of state. The idea was concretized ON October 6, 1759, when the government omitted 16 reputable vehicle- manufacturing companies in the world, to submit proposal for the establishment of vehicle assembly plant in the country.
Twelve years before the imitative was taken, 1957 to be precise, Peugeot cars made their century into Nigeria, when individuals imported about 100 units of the Peugeot 403 model into the county. These cars soon became population due to their legendary, reliably and suitability to Nigeria roads condition.
The demand for Peugeot cars rose sharply again in the 1960s, with the further introduction into the country, of the 404 model. With the higher demand of Peugeot products, which was a mark of acceptability, it was therefore not surprising when on May 7, 1971, Automobile Peugeot of France proposal was selected out of those tendered by 16 various vehicle manufactures.
December 15, 1972, marked water shed in the life of Peugeot Automobile Nigeria Limited. It was on this day PAN was incorporated Limited Liability company with an authorized share capital of N3,000.000.00. Twenty-seven months after incorporation, the assembly was commissioned by the then Head of State, General Yakubu Gowon, on March 4, 1975, though PAN commenced full operation on March 2, 1975.
The main aim of setting up Peugeot Automobile Nigeria Limited was to ensure massive production of vehicles, particularly cars based on demand and the need to save the nation’s foreign exchange resources. On long-term, basis, Peugeot Plan was also intended to create employment opportunities for Nigerians to contribute significantly to the gross domestic product (GDP).
More importantly, the plant was to have multiplier effect, which could result in the development of various auxiliary industries to manufacturer different components of vehicles. The long-term goal was to ensure that the assembly plant depended increasingly more on local sources for all the components required for manufacturing cars and other related items for internal consumption and export to other African counties.
It is in support of these, the Federal Government took some position action to put in place clear policy guidelines that would redirect the development of the auto industry, generally in Nigeria. These guideline were documented in the National Automobile Council, which was launched in August of 1933 the Decree No. 84 established the National Automobile Council (NAC).
The organizational chart of PAN limited is well structured to enhance efficient and effective operations. At the open of the pyramidal chart, is a Board of Directors headed by a Chairman. A managing Director assisted by a Deputy Managing Director heads the general management team, which oversees the day-to-day activities of the company.
There are five General Managers who run the affairs of the company, in the five major divisions, finance, recruitment/training/development and the human resources/personnel administration divisions.
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