Effects of Human Resources Management and Labour Productivity in a Manufacturing Company

Effects of Human Resources Management and Labour Productivity in a Manufacturing Company

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Reference ID: PS-14693-TM

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ACKNOWLEDGEMENT

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TABLE OF CONTENTS

PRELIMINARY PAGES

CHAPTER ONE

INTRODUCTION

    CHAPTER TWO

    LITERATURE REVIEW

    • 2.1 Introduction
    • 2.2 Conceptual Review
    • 2.3 Theoretical Framework
    • ⋮
    • 2.4 Empirical Studies

    CHAPTER THREE

    RESEARCH METHODOLOGY

    • 3.1 Introduction
    • 3.2 Research Design
    • 3.3 Population of Study
    • 3.4 Sampling and Sampling Technique
    • 3.5 Validation of Research Instrument
    • 3.6 Method of Data Collection
    • 3.7 Method of Data Analysis
    • 3.8 Questionnaire Administration
    • 3.9 Ethical Consideration
    • 3.10 Statistical Analysis

    CHAPTER FOUR

    DATA ANALYSIS, RESULT AND DISCUSSION

    • 4.1 Introduction
    • 4.2 Presentation and Analysis of Data
    • 4.3 Re-statement of Research Questions
    • 4.4 Test of Hypotheses
    • 4.5 Discussion of Findings

    CHAPTER FIVE

    SUMMARY, CONCLUSION AND RECOMMENDATION

    • 5.1 Introduction
    • 5.2 Summary of Findings
    • 5.3 Conclusion
    • 5.4 Recommendation
    • 5.5 Suggestion for Further Study

    REFERENCES

    APPENDIX A - “QUESTIONNAIRE”

    Effects of Human Resources Management and Labour Productivity in a Manufacturing Company

    CHAPTER ONE

    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).

    …

    CHAPTER TWO

    2.0 Literature Review

    2.1 Introduction

    This chapter focuses on the review of related literature. A literature review includes the current knowledge as well as theoretical and methodological contributions to a particular topic. It documents the state of the art with respect to the topic you are writing. It surveys the literature in the topic selected. In this research work the literature review includes the …

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