Thesis Abstract

Abstract
This study investigates the effects of human resources management on labor productivity in a manufacturing company, using Fan Milk Company in Jericho, Ibadan, as a case study. Human resources management practices play a vital role in enhancing employee performance and overall productivity in organizations. The research aims to examine the specific HRM practices implemented by Fan Milk Company and their impact on labor productivity within the organization. A mixed-methods research design is adopted, combining qualitative and quantitative data collection techniques. The qualitative aspect involves interviews with HR managers and key employees to gather insights into the HRM practices at Fan Milk Company. On the other hand, the quantitative component includes the analysis of productivity data to assess the relationship between HRM practices and labor productivity levels. The findings of the study reveal that Fan Milk Company has implemented various HRM practices to enhance labor productivity. These practices include recruitment and selection processes that focus on hiring skilled and motivated employees, training and development programs to improve employee skills and knowledge, performance appraisal systems to provide feedback and recognition, and employee welfare initiatives to enhance job satisfaction and motivation. The study demonstrates a positive correlation between effective HRM practices and labor productivity in Fan Milk Company. Employees who perceive the HRM practices as fair and supportive tend to be more engaged, motivated, and productive in their roles. The results suggest that investing in human resources management can lead to improvements in labor productivity and overall organizational performance. The research contributes to the existing literature by providing empirical evidence of the link between HRM practices and labor productivity in a manufacturing company context. The findings have practical implications for managers and HR professionals seeking to enhance productivity through strategic HRM interventions. By understanding the importance of human resources management in driving employee performance, organizations can create a competitive advantage and achieve sustainable growth in the dynamic business environment.

Thesis Overview

INTRODUCTION OF THE STUDY
1.1   BACKGROUND OF THE STUDY

Over the years, researchers have amassed a fair amount of empirical evidence that certain Human Resources practices can directly firm perform. For example, studies show that comprehensive selection and training activities are frequently correlated with both productivity and firm performance (Terpstra & Rozeu, 1993). A message frequently found in corporate mission statements and annual reports is that humans are the most valuable resources of any organization. Having the right personnel to the survival and success of any organization. The recognition of Human Resources Management (HRM) as a key source of competitive advantage provides professionals working in the Human resources management, However, presents professionals working in the area with a number of role changes and new challenges. For example, the creation of more central strategies role for the human resource function bring with it the expectation that is not enough for Human Resource to simply partner top management; it has to drive business success. Several antiques have been raised regarding the value creation of human resources management (HRM) that is whether it can contribute directly to the implementation of the strategies objectives of firm and improve productivity in companies (Hope-Hailey 1997)

Supporting the Human resources systems and internal fit view point (Arthur 1992, 1994) found that Human resource practices focused on enhancing employees commitment (e.g. decentralized decision making, comprehensive training, salaried compensation, employee participation) were related to higher performance. Conversely, he also found that Human resource practice that focused on control, efficient and the reduction of employee skills and discretion were associated with increased turnover and poorer manufacturing performance. Similarly, in a stufy of high performance work practices, (Huselid 2002) found that investments in human resource…