HUMAN RESOURCE MANAGEMENT AND PUBLIC SECTOR PREFORMANCE. CASE OF CDC LIMBE

ABSTRACT

The importance of human resource management strategies to an organization cannot be over emphasized; it is valuable and serves as a backbone to many enterprises the world over to sustain and achieve competitive advantage over their competitors. The components of human resource management were coined to fit into strategies to enhance the sustainability of an enterprise such as compensation and motivation, hiring, training, performance appraisal and motivation, teamwork. All these sub-variables were used to measure the predictive outcome and of CDC in Limbe.  The study aims at identifying the HRM strategies applied by SMEs, examining the significant of HRM strategies on the CDC and to investigate the challenges faced by CDC despite the applicability of HRM strategies. The study also aims at providing recommendations for the growth and CDC. The study was anchored on the Instrumental Theory by Friedman in 1970. A methodology was adopted as the main research paradigm to discover reality. It was quantitative research which collects primary data from 100 staff of CDC . It was a cross-sectional survey which employed both descriptive statistics and multiple regression analysis for the study. A total number of 100 questions were returned out of 110 send out given a respond rate of 90.90%. The study CDC have applied HRM strategies. These strategies applied are; compensation and motivation, hiring, training, performance appraisal and motivation, and teamwork. Findings reveal that 97% of respondents hold that the implementation of HRM strategies have significantly led to the CDC and other CC The study also identified the major challenges affecting SMEs despite the implementation of HRM strategies. These challenges include; electricity failure, poor taxation system, persist ghost towns and lockdowns due to the ongoing conflict and high rents charged by owners of company’s building. The study recommends CDC to achieve growth and sustainability, there must be effective implementation of HRM strategies CDC be addressed.

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