CHAPTER ONE

INTRODUCTION
1.1 Background to the study
A major contributory area to organizational success is the management of workers in organizations. Apart from financial and material resources, Human resource is being considered the most significant and complex component for the attainment of organizational success.
Human resource management is a systematic process of managing people working in an organization. According to Decenzoand Robbins, “human resource management is concerned with the he people dimension” in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization on the same platform in order to meet the individual goals as well as organizational goals at the same time.
Gary S Becker a Noble prize-winning economist is mostly known for his contribution in the area of human capital and the consequences of investment in human competence. He once said that “the basic resource bin any company is the people. The most successful companies and the most successful countries will be those that manage human capital in the most effective and efficient manner” (Nandy&Mahapatra, 2010, p.191).
Different researchers: psychologist, sociologist, economist, lawyers, doctors and others included human factor in their studies, motivational factors, conflicts, interpersonal relationships, creativity, expertise, intelligence- as terms which should be thoroughly and carefully examined in order to obtain the goal of good research in the management of human resources and it’s improving economic policies in general.
In general, human resource management philosophy is focused on some elements of organizational success in which people take the central position. Therefore, Human resource management in contemporary situation is a very important key factor for the success of every business including public sector organizations.
The human resource function has a critical, strategic and operational role to play in identifying and promoting aspects of transformation (Boninelli and Mayer, 2004, Cascio, 1995). The human resource function has a critical role to play in promoting and upholding employee motivation at all operational levels (Biller and McEvoy, 2012, Kochan, 2004, Schultz, 2010). In addition, the human resource function has a key role in advancing and maintaining social justice and humanization of the work place, through advocating for organizational justice within the organization (Von der Walt, Le Roux and Govindjee, 2012).
Much has been written about the impact of the human resource management functions in the transition from the administrative function to an important central strategic function. The strategic priorities for human resource leaders have remained constant in that they are still related to people. The issues that beset the human resource management role and function continue unabated. The human resource function plays an important role in every organization, yet is facing a predicament of loss of trust and legitimacy among its stakeholders (Kochan2004, O’Brien and Linehan2014, Popescu2016). The loss of trust and legitimacy can be attributed the various factors, including the increasing demands placed on the human resource department and the challenges they face to meet the needs of the workforce (Kochan, 2004, Schultz, 2010). This study sets out to explore how the human resource management is operationalized in the public sectors in Cameroon and it’s role and impact on key aspects that challenge the Cameroon Development Corporation (hereinafter: CDC) sector. On a broader level, the study examines the core capabilities required in the human resource function, the planning, processes, it’s alignment to the larger institutional strategy and the models utilized.
Research in the area of human resource management has a lot to contribute to the organizational practice of human resource management. Sustained organizational success will be achieved through a strategic and integrated approach to improving the performance and developing the capabilities of individuals and wider teams (Amstrong& Baron, 2005, p.2). For the last twenty years, empirical work has paid particular attention to the link between the practice of human resource management and organizational performance, evident in improved employee commitment, lower levels of absenteeism and turnover, higher levels of skills and therefore higher productivity, enhanced quality and efficiency (Golding in Beardwell&Claydon, 2010, p.32). Over the last ten years, significant steps forward have been made in identifying the human resource management- performance relationship. More specific, aspects of this study is the human resource (hereinafter: HR) performance relationship in public sector organizations. HR function in public sector is becoming more and more monitored from the public in the last decades. Citizens expect more from the public sector organizations. They are requiring better quality and more customized provisioning of public services. They are requiring polite and efficient public servants who will prosecute their request in the most efficient way.
1.2 Statement of the problem
The increasing complexity of Human resource management (hereinafter: HRM) is a global phenomenon, as will be explored in the literature. Human resource practitioners in the public sector particularly in the Cameroon Development Corporation (CDC) are facing a lot of threat and experiencing a lot of pressure resulting from their inability to meet the high demands from its workers. This study therefore seeks to determine whether HRM functions in the public sector organizations, case of CDC meet the needs of employees
It is also a need for this study to postulate the significant correlation between HRM practices and organizational performance in public sector organizations, thus, it is of great interest to the researcher to research the level of significance assigned to human resources activities in HRM department of CDC.
The purpose of this research is to measure the impact of HRM on organizational performance in the context of CDC in order to develop guidelines for improving HRM in public sector organizations in Cameroon.
1.3 Research Questions
This research has a main research question and specific research questions.
1.3.1 Main Research Question
The research questions the role of human resource management for improved public sector performance of the CDC.
1.3.2 Specific Research Questions
The specific research questions include;
1. What role does motivation play on employee performance
2. Does training and development have an impact in the performance of the employees at CDC
3. To what extent do selection and recruitment schemes influence organizational performance of CDC
1.4 Objectives of the study
The objectives comprise a main objective and specific objectives.
1.4.1 Main objective
The main objective of the study is to evaluate the effects of HRM on employee performance in CDC.
1.4.2 Specific Objectives
The specific objectives of the study are to:
1. To identify the role motivation play on employee performance
2. Examine if training and development have an impact in the performance of the employees at CDC
3. Assess the extent to which selection and recruitment schemes influence organizational performance.