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This research looked into the impact of human resource management on organisational performance. (A case study of Dangote Flour Mill). The study’s entire population is 200 Dangote flour mill employees in Lagos state. The researcher collected data using questionnaires as the instrument.

This study used a descriptive survey research approach. The survey included 133 respondents who worked as human resource managers, accountants, production managers, and marketers. The acquired data was organised into tables and analysed using simple percentages and frequencies.

chapter One


1.1 Background of The Study

Over the last 20 years, experts and practitioners have increasingly recognised the importance of people management within organisations. Organisations are becoming more conscious of the critical role that human resources play in achieving financial performance. As a result, organisations are becoming more employee-centric by emphasising employee engagement and organisational commitment.

It is critical for organisations to implement human resource management (HRM) systems that optimise workforce because they help organisations to gain a competitive advantage in today’s global market economy that provides more access to technology, financing, and other resources.

According to Pfeffer (1994), firms have increasingly recognised the potential of their people to be a source of competitive advantage. Creating a competitive edge through people necessitates paying close attention to the practises that best utilise these assets.

According to Nishii (2008), experts generally agree that human resource management practises that are well-designed can improve organisational performance. Related theories suggest and support the assumption that Human Resource Management practises influence employee attitudes and behaviours.

Human Resource Management is an organization’s unseen asset. When embedded in the operational system, it adds value to the organization’s performance and ability to deal with a tumultuous environment.

Effective human resource management aids in the development of human resources into high-quality and efficient workforces, allowing organisations to gain a competitive advantage through their people. In contrast, an inefficient workforce can raise labour costs and lower organisational output.

To remain competitive, grow, and diversify, an organisation must ensure that its people are qualified, positioned in appropriate positions, appropriately trained, successfully managed, and devoted to the firm’s success.

The goal of human resource management is to maximise employees’ contributions in order to achieve optimal productivity and effectiveness while also achieving individual goals (such as having a challenging job and receiving recognition) and societal goals (such as legal compliance and demonstrating social responsibility).

Human resource aspects or practises (training, recruiting, reward system performance appraisal, and so on) have a significant impact on organisational performance and contribute to the positive link between human resource management and organisational performance (Osman, 2012).

Training is a flexible strategy to grow an employee because it includes both formal and informal methods to improve employee effectiveness and efficiency (Ellstrom, 2011). Job security improves employee honesty, retains employees’ commitment to the organisation, and protects vital knowledge (Raji and Jackson, 2011).

A reward system is imposed on an organisation to evaluate rewards, and organisations compensate employees based on what they have spent and what they have received (Armstrong, 2011).

Employee performance can be assessed using a task and reward system. Employee performance is influenced by knowledge transfer, which assists employees in developing their grasp of networking while also focusing on organisational performance.

Organisational performance is linked to organisational fairness, which permits people to become devoted to the task at hand. HRM factors have a significant impact on employee attitudes, which in turn affects employee performance. If HRM system performs well, then growth in the organizational performance will be witnessed (Snape and Redman, 2010).

Competitive advantage is regarded as a necessary for any organisation, and people are always regarded as a source of competitive advantage for any organisation (Barney, 1991; Pfeffer, 1994). So, human resource management must be made in such a way that may utilize personnel in the best possible way to boost performance of firms.



A research problem is an intellectual stimulant that necessitates an answer in the form of scientific investigation.

Based on my experience over the years, the role of human resource management in the fulfilment of organisational goals in Nigeria is different from that of other organisations throughout the world. Human resource management in Nigeria has been noted to be ineffective in supporting the nation’s efficiency and growth.

Any management that is interested in educating its employees is generally confronted with the cost/benefit analysis challenge. It is simple to calculate costs, but it is more complex to assign a monetary value to an asset. As a result, it is necessary to highlight the issues related with human resource training in the organisation.

It has been recognised that the challenge confronting businesses and an expanding number of workers is poor service conditions, including remuneration. Furthermore, the foreign exchange issue has introduced a new dimension to the list of issues confronting corporate organisations.

The overall result of the problem is that most businesses can no longer afford to pay their employees well and enough for their efforts. This is a condition that has resulted in ineffectiveness of human resources in achieving organisational goals.

The Nigerian economy is now undergoing certain economic challenges, which have resulted in retirements, retrenchments, lay-offs, mergers and acquisitions, and employee firing.

Furthermore, one of the primary reasons why most organisations in Nigeria function poorly is a lack of funds. As a result, the federal government introduced two plans and initiatives through the CBN aimed at enhancing the accessibility and availability of loans to businesses in order to make them more lively. Even monies cannot manage themselves in the absence of human resources.

The challenge that this study tries to address at this stage is determining the influence of HRM and how it has aided in the growth and attainment of organisational goals.


The study’s aims are as follows:

Determine the relationship between human resource management issues and organisational performance.
determining an organization’s personnel training and development
Identifying the challenges that human resource management faces at Dangote Flour Mill
Determine the impact of human resource management at Dangote Flour Mill

research Hypotheses 

The researcher developed the following research hypotheses in order to successfully complete the study:

H0: There is no link between human resource management issues and organisational performance.

H1: There is a link between human resource management issues and organisational performance.

H02: Human resource management at Dangote Flour Mill has no difficulties.

H2: Human resource management at Dangote Flour Mill is experiencing difficulties.

The significance of the research

The study will be useful to any organization’s management as it attempts to manage its human resource function. It will enable policymakers to develop better policies and make better judgements that will foster productivity.

It will also be useful to the organization’s management and personnel since it will provide insight into some of the issues that the human resource function faces and how they can deal with or avoid them.

It will assist human resource professionals in sharpening their attention on global and local difficulties, providing a reason for changes that may be implemented inside their own institutions to solve these challenges.

scope and limitations of the study

The study’s scope includes the issue of human resource management and its impact on organisational performance. The researcher comes upon a constraint that limits the scope of the investigation;

a) RESEARCH MATERIAL AVAILABILITY: The researcher’s research material is insufficient, restricting the scope of the investigation.
b) TIME: The study’s time frame does not allow for broader coverage because the researcher must balance other academic activities and examinations with the study.


PROBLEM: An unpleasant or harmful matter or circumstance that must be dealt with and solved.

HUMAN RESOURCE MANAGEMENT: Human resource management (HRM or HR) is the strategic approach to the effective management of organization workers so that they help the business gain a competitive advantage, commonly referred to as the HR Department; it is designed to maximize employee performance in service of an employer’s strategic objectives

ORGANISATIONAL PERFORMANCE: The ability of an organisation to achieve its vision, mission, and goals is referred to as organisational performance. Strategic management requires the evaluation of organisational performance.


This research paper is divided into five chapters for easy comprehension.

The first chapter is concerned with the introduction, which includes the (overview of the study), historical background, problem statement, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms, and historical background of the study.

The second chapter emphasises the theoretical framework on which the study is based, as well as a survey of related literature. The third chapter discusses the study’s research strategy and methodology.

The fourth chapter focuses on data gathering, analysis, and presenting of findings. The study’s summary, conclusion, and suggestions are presented in Chapter 5.


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