rise of volatility in world market coupled with globalization necessitated the rearrangement
of various functional activities in order to meet the organizational strategic
objectives. This, as a consequence, has triggered the birth of new strategic
roles for HR functions as the outcome of this global trend (Mohiuddin, 2011).
fundamental objective of AICI is sourcing the people with the requisite skills
attitude and experience to achieve the goals and objective of the organization
viz-á-viz, investing in their employee’s education, by providing the
opportunity for each employee to participate in all the training that the
company are providing, in order to retain them. Some HRM competencies are
considered more important and can be done by training planning, training needs
analysis, communication, technological literacy, business knowledge, and
technical competencies were regarded. An organization need to have effective strategies for
performance management, by setting clear goals and expectations for work
performance, which also involves monitoring employee performance with regular
check-ins and meetings, offering rewards and praise for good performance and
addressing poor performance, do regular rating performance through reviews and
continuously developing the capacity for optimum performance.
Employees cannot meet the performance
expectations or company goals if they are not clearly outlined, HR will
also need to check in with teams and employees periodically not only to gauge
progress but also to provide feedback. With a good performance feedback, it
will reinforce strong skill sets and positive behaviors while showing
opportunity and areas with a clear strategic planning for improvement (Pollock, 2018).
R. P. and Kalleberg, A. L. (1981), “Firms, occupations and the structure of
labour markets: A conceptual analysis”. In I. Berg (ed.), Sociological
Perspectives on Labour Markets: 119-149. New York: Academic Press.
U. P. (2002), ‘Human Resource Management Practices in Nigeria: Challenges and
Insights’, International Journal of Human Resource Management, Vol. 13,
No. 7, p. 1045.
N., Lievens, F., Van Dam, K. and Ryan. A. M. (2004), “Future perspectives on
employee selection: Key directions for future research and practice”. Applied
Psychology: An International Review, Vol. 53, No. 4, pp. 487–501.
F. C., Ikemefuna, C. O. and Shadare, A. O. (2011), “Internal versus external
staffing in Nigeria: cost benefit implications”. Journal of Management and
Strategy, Vol. 2, No. 4, pp. 35-42.
M. (2102), “Armstrong’s handbook of human resource management practice”. (12th
Edn.). London, Philadelphia, New Delhi: Kogan Page Limited.
M. and Baron, A. (2002), “Strategic HRM: The key to improved business
performance”. London: Chartered Institute of Personnel and Development.
I. (2012), “Reality of labour market”. Published by PM News, July 2012,
www.pmnewsnigeria.com. Accessed on 04/03/2013.
Y. and Park, Y. (2015), “Toward a better understanding of MNEs’ local staffing
decision: a multilevel analysis”. Management Decision, Vol. 53, No. 10,
G., Gibbs, M. and Holmstrom, B. (1994), “The internal economics of the firm:
Evidence from personnel data”. Quarterly Journal of Economics, Vol. 109,
No. 4, pp. 881-919.
. Ballantine, I. (2009), “Recruiting and selecting staff in
organizations”. In S. Gilmore and S. Williams (Eds.), Human Resource
Management, 92–107. Oxford: Oxford University Press.
. Barney, J. B. (2001), Is the resource-based “view” a useful
perspective for strategic Management research? Yes. Academy of Management
Review, Vol. 26, No. 1, pp. 41-56.
. Barney, J.B. (1991), “Firm resources and sustained competitive
advantage”. Journal of Management, Vol. 17, pp. 99-120.
. Baroukh, N. and Kleiner, B. H. (2002), “Recruitment and training
of public servants”. Management Research News, Vol. 25, No. 3, pp.
M. (2008), Recruitment and selection: hiring the right person, Society for Human
et.al, (2003), a strategic employee resourcing framework for construction,