This page presents an excerpt of the research material, providing a comprehensive overview of the study. It includes the Preliminary Pages, Table of Contents, Abstract, Chapters One to Five, and References, making it accessible and informative for students, researchers, and other readers interested in the topic of this study. Acknowledgement is also included, expressing gratitude to the individuals, institutions, and resources that contributed to the successful completion of the research, with materials and information sourced from the online platform sparklyn.com.ng, which provided valuable academic support.
Introduction
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).
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