1.1 Introduction
Human resources planning (HRP) is defined as the process of systematically forecasting an organization's future human resource needs and ensuring that the right number of employees with the appropriate skills are available to meet organizational objectives (Armstrong, 2020). It is a strategic approach that aligns human capital with the growth and long-term goals of an organization. Effective human resources planning ensures that organizations anticipate workforce requirements, manage talent efficiently, and respond proactively to internal and external challenges (Dessler, 2019).
In the context of Nigerian companies, particularly manufacturing and beverage firms such as Nigerian Breweries Plc and Guinness Nigerian Plc in Aba, Abia State, human resources planning is vital for sustaining operational efficiency and achieving growth objectives. The absence of structured human resources planning often results in challenges such as high employee turnover, inadequate skills, and underutilization of workforce, all of which impede organizational growth (Noe et al., 2017).
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitation of the study and Definition of terms.
1.2 Background of the Study
Human resources planning (HRP) has evolved over the decades from a simple administrative function to a strategic component of organizational management. According to Armstrong (2020), the origins of human resources planning can be traced back to the early 20th century when industrial organizations began recognizing the importance of systematic workforce management for operational efficiency.
In Nigeria, the development of human resources planning has been closely linked to the growth of industrial and manufacturing sectors. Dessler (2019) reported that during the 1970s and 1980s, Nigerian companies primarily concentrated on recruitment and training, with minimal emphasis on strategic HRP. The focus was largely on filling positions rather than planning for long-term workforce needs. As the Nigerian economy became more competitive in the 1990s and 2000s, organizations such as Nigerian Breweries Plc and Guinness Nigerian Plc started to adopt more structured Human Resource (HR) practices, recognizing the link between human capital and organizational growth (Noe et al., 2017).
Human resources planning (HRP) is a strategic process that ensures organizations have the right number of employees with the necessary skills to achieve their goals. According to Armstrong (2020), HRP involves forecasting the human resource needs of an organization and developing plans to meet those needs effectively. It is a proactive approach that aligns workforce capabilities with the long-term objectives of the organization (Armstrong, 2020). In modern organizational management, human resources planning is recognized as a critical driver of growth and sustainability. Dessler (2019) reported that organizations with structured HRP experience higher operational efficiency, better employee performance, and improved talent retention. Similarly, Noe et al. (2017) asserted that the integration of HRP into organizational strategy enhances decision-making in recruitment, promotion, and training, thus contributing to the achievement of organizational growth objectives.
Within the Nigerian context, manufacturing and beverage companies such as Nigerian Breweries Plc and Guinness Nigerian Plc face a dynamic and competitive market environment. It is reported that the absence of effective human resources planning in these firms often leads to skill gaps, underutilized personnel, and increased staff turnover (Mathis & Jackson, 2019). Armstrong (2020) stated that poor HRP results in misalignment between workforce capacity and organizational needs, which negatively impacts productivity and profitability (Armstrong, 2020).
Dessler (2019) articulated that, organizations that prioritize human resources planning are better positioned to respond to market changes, optimize workforce utilization, and maintain competitive advantage (Dessler, 2019). It is contended that effective HRP facilitates succession planning, enhances employee morale, and improves overall organizational performance. In addition, it is affirmed that strategic HRP supports long-term growth objectives by ensuring that human capital is developed, motivated, and retained in alignment with corporate goals (Noe et al., 2017). This study is set against the backdrop of investigating the role of human resources planning in driving organizational growth at Nigerian Breweries Plc and Guinness Nigerian Plc in Aba.
1.3 Statement of Problems
Investigation revealed that many organizations, including Nigerian Breweries and Guinness Nigeria, do not engage in comprehensive human resource planning. This oversight leads to conflicts, slow growth, poor productivity, and low profitability. Without proper planning, organizations cannot align their workforce capabilities with their growth objectives, affecting overall performance.
On the other hand, organizations that engage in structured human resources planning experience improved employee performance, better succession planning, and enhanced operational efficiency (Dessler, 2019). However, in practice, many companies in Nigeria are still struggling with aligning their human resource strategies with long-term growth objectives due to factors such as rapid market changes, insufficient training programs, and limited workforce forecasting capabilities.
Furthermore, many organizations do not have a clear succession plan, leading to leadership gaps and disruptions in operations. Without a structured approach to succession planning, companies face challenges in maintaining continuity and achieving long-term growth objectives. It is against this backdrop that this study seeks to examine the effect of human resources planning on organizational growth objectives, using Nigerian Breweries Plc and Guinness Nigerian Plc in Aba as a case study.
1.4 Aim and Objectives of the Study
The aim of this study is to investigate the effect of human resources planning on organizational growth objectives, using Nigerian Breweries Plc and Guinness Nigeria Plc in Aba, Abia State as a case study. The specific objectives of this study are:
- To examine the current human resources planning practices in Nigerian Breweries Plc and Guinness Nigerian Plc.
- To determine the effect of workforce forecasting on organizational growth objectives.
- To assess the impact of training and employee development on achieving organizational growth.
- To evaluate the role of succession planning in maintaining organizational continuity and performance.
- To identify the challenges and gaps in the existing HR planning systems and recommend strategies for improvement.
1.5 Research Questions
Based on the stated objectives, the study will address the following research questions:
- What are the current human resources planning practices in Nigerian Breweries Plc and Guinness Nigerian Plc?
- How does workforce forecasting affect the achievement of organizational growth objectives in these companies?
- What is the impact of training and employee development on organizational growth?
- How does succession planning influence organizational continuity and performance?
- What challenges exist in the current human resources planning systems, and how can they be addressed to improve organizational growth?
1.6 Significance of the Study
The outcome of this research will enhance employees' awareness of the importance of HR planning in career development, motivation, and job satisfaction. It will also serve as an academic resource, contributing to the body of knowledge in human resource management and providing a reference point for future studies.
Furthermore, the research will inform policymakers and industry stakeholders on effective strategies to promote workforce development and sustainable organizational growth. In addition, the study will assist policymakers and stakeholders in designing frameworks and policies that promote effective human resources planning, which will ultimately drive organizational growth and national economic development.
Lastly, this study will contribute to academic knowledge in the field of human resource management, providing a reference point for future research on HRP practices in Nigerian industries. It will also serve as a reference for future research on HRP practices and organizational growth in Nigeria.
1.7 Research Hypotheses
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
Hypothesis One
- H0: There is no significant effect of human resources planning on the organizational growth objectives of Nigerian Breweries Plc and Guinness Nigerian Plc in Aba, Abia State.
- H1: There is a significant effect of human resources planning on the organizational growth objectives of Nigerian Breweries Plc and Guinness Nigerian Plc in Aba, Abia State.
Hypothesis Two
- H0: Human resources planning do not significantly influence the achievement of organizational growth objectives in Nigerian Breweries Plc and Guinness Nigerian Plc.
- H1: Human resources planning significantly influences the achievement of organizational growth objectives in Nigerian Breweries Plc and Guinness Nigerian Plc.
Hypothesis Three
- H0: Effective workforce forecasting negatively affects organizational growth objectives.
- H1: Effective workforce forecasting positively affects organizational growth objectives.
Hypothesis Four
- H0: Succession planning does not significantly contribute to organizational continuity and performance.
- H1: Succession planning significantly contributes to organizational continuity and performance.
1.8 Scope of the Study
The scope of this research is focused on the effect of human resources planning on organizational growth objectives in Nigeria. Specifically, it is limited to Nigerian Breweries Plc and Guinness Nigerian Plc, both located in Aba, Abia State.
1.9 Limitations of the Study
During the course of this study, there were some problems encountered which stood as limitations to the research work. Some of the limitations include:
- Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
- Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
- Initial Cooperation Delay from Respondents: A particular limitation of this work came as a result of the respondent refusal to offer their cooperation at the initial time they were contacted. This contributed in making the success of this research study difficult.
1.10 Definition of Terms
Human Resources Planning (HRP):
According to Armstrong (2020), HRP is the process of forecasting an organization's future human resource needs and ensuring that the right number of employees with appropriate skills are available to achieve organizational objectives. In this study, it refers to the strategic management of workforce within Nigerian Breweries Plc and Guinness Nigerian Plc.
Organizational Growth:
Dessler (2019) defined organizational growth as the measurable improvement in an organization's performance, efficiency, and profitability. For this study, it includes productivity, employee performance, and achievement of corporate goals.
Workforce Forecasting:
This is the systematic estimation of the number and type of employees required in an organization over a specified period (Noe et al., 2017).
Succession Planning:
Mathis and Jackson (2019) stated that succession planning is the process of identifying and preparing suitable employees to fill key leadership positions in the future, ensuring continuity in organizational performance.
Employee Development:
Dessler (2019) affirmed that employee development involves training and programs aimed at enhancing the skills, knowledge, and competencies of employees to improve their performance and contribution to organizational goals.
Challenges of HRP:
These refer to the limitations and obstacles within an organization's HR system, including inadequate training, poor succession planning, skills mismatch, and low employee retention (Armstrong, 2020).
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