EFFECT OF HUMAN RESOURCE PLANNING ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF PZ CUSSONS PLC. ABA, ABIA STATE

EFFECT OF HUMAN RESOURCE PLANNING ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF PZ CUSSONS PLC. ABA, ABIA STATE CHUKWUMA OBIOMA KINDLY 2018/118032/REGULAR DEPARTMENT OF MANAGEMENT FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA JULY, 2023 39 ASSESSMENT SHEET ABIA STATE UNIVERSITY, UTURU FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES DEPARTMENT OF MANAGEMENT Name: Chukwuma Obioma Kindly. Mat.No.:2018/118032/Regular. Discipline: Management Topic: Effect of Human Resource Planning on Organizational Performance: A Case Study of PZ Cussons Plc. Aba, Abia State. S/N EVALUATION CRITERIA PROJECT SCORE STUDENT’S SCORE 1. Grasp of Subject Matter as Demonstrated in the Introduction and Statement of Problem. 10 2. Breadth and Depth of Review of Related Literature 15 3. Appropriateness of Research Methodology to Problem being Investigated 15 4. Analysis, Findings of Research Discussions: Are These Logical and Meaningful? 20 5. Achievement of Objectives Stated for the Project 10 6. Style And Presentation: − Correctness of Referencing Style (2) − Grammar (3) − Correctness of Presentation Format (2) − Do Errors; typographical and Others Exist? (3) 10 7. Contribution To Business Problem Solving As Brought Out in the Contributions and Recommendations 20 Total Score 100% Grade Supervisor’s comment on the quality of the work and the degree of conformity of the project with the Faculty’s research guidelines: ________________________________________________________________________________ ________________________________________________________________________________ Supervisor: Dr M.M. Ofondu. Signature/Date________________________ External Examiner’s Comment ______________________________________________________ _______________________________________________________________________________ Name______________________________ Signature/Date________________________ EFFECT OF HUMAN RESOURCE PLANNING ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF PZ CUSSONS PLC. ABA, ABIA STATE CHUKWUMA OBIOMA KINDLY 2018/118032/REGULAR BEING A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF SCIENCE (B.Sc.) IN MANAGEMENT FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA JULY, 2023 DECLARATION I hereby declare that this project has not been previously presented either wholly or in part for the award of any other Degree in any University or Higher Institution. Chukwuma Obioma Kindly. ____________________ (Researcher) Signature of Researcher Date:___________________ CERTIFICATION EFFECT OF HUMAN RESOURCE PLANNING ON ORGANIZATIONAL PERFORMANCE: A CASE STUDY OF PZ CUSSONS PLC. ABA, ABIA STATE CHUKWUMA OBIOMA KINDLY 2018/118032/Regular BEING A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF BACHELOR OF SCIENCE (B.Sc.) IN MANAGEMENT FACULTY OF ECONOMICS AND MANAGEMENT SCIENCES ABIA STATE UNIVERSITY, UTURU NIGERIA The undersigned do hereby certify as follows: That to the best of our knowledge, this is the original work of the candidate, that the project is accepted in partial fulfillment of requirements for the award of the degree of Bachelor of Science (B.Sc.) in Management. The committee recognizes that the candidate bears full responsibility for the content of this work. Name Sign Date Supervisor: Dr. M.M. Ofondu ___________ ___________ H.O.D: Dr. O.K. Okwuagwu ___________ ____________ External Examiner:________________________________________ DEDICATION This work is specially dedicated to Almighty God, the giver of wisdom and life, for His inspiration, grace and protection all through this period of research. Indeed, the completion of this work wouldn’t have been possible if not for His love and mercy unto me. ACKNOWLEDGEMENTS This research work would not have been possible without the help, advice and assistance of some special individuals. Firstly, my profound gratitude goes to Almighty God for seeing me through this project report. I also wish to express in a special way, my esteemed project supervisor, Dr. M.M. Ofondu, who in spite of his busy schedules spent his time, energy and talent in making sure this work becomes a reality. Justice is not said to be done if I fail to acknowledge other lecturers that impacted in one way or the other into my life; my Head of Department (HoD) Dr. O. K. Okwuagwu, Prof. F. E. Eboh, Dr. C. E. Udensi, Dr. U. Onyemaechi, and other lecturers and staff of Faculty of Economics and Management Sciences, for being a veritable instrument towards making this journey a huge success. My gratitude also goes to my parents, Mr and Mrs Chukwuma, Mr Bamidele, and my siblings – Mr Chinedu and Miss Chidinma Chukwuma – for their love, support and encouragement, which without it I wouldn’t have made it this far. Chukwuma, Obioma Kindly July, 2023 TABLE OF CONTENTS Assessment Page i Title Page ii Declaration iii Certification iv Dedication v Acknowledgements vi List of Tables xi Abstract xiii CHAPTER ONE: INTRODUCTION 1.1 Background to the Study 1 1.2 Statement of the Problem 5 1.3 Objectives of the Study 7 1.4 Research Questions 7 1.5 Research Hypotheses 8 1.6 Significance of the study 8 1.7 Scope of the Study 9 1.8 Organization of the Study 9 1.9 Definition of Terms 11 CHAPTER TWO: REVIEW OF RELATED LITERATURE 2.1 Preamble 12 2.2 Concept of Human Resource Planning 12 2.2.1 Types of Human Resource Planning 17 2.2.2 Levels of Human Resource Planning 18 2.2.3 Objectives of Human Resource Planning 19 2.2.4 Process of Human Resource Planning 21 2.2.5 Importance of Human Resource Planning to the Organization 23 2.2.6 Approaches to Human Resource Planning 25 2.2.7 Needs of Effective Human Resource Planning 27 2.2.8 Challenges, Problems and Issues with Human Resource Planning 30 2.2.9 Strategies to Improve Human Resource Planning 33 2.3 Profile of the Company 34 CHAPTER THREE: METHODOLOGY 3.1 Research Design 37 3.2 Selection of Data 37 3.3 Collection of Data 37 3.3.1 Design and Administration of the Questionnaire 38 3.3.2 Population of the Study 38 3.4 Sample Size Determination 39 3.4.1 Sampling Technique 40 3.4.2 Validity of Instrument 40 3.4.3 Reliability of Instrument 41 3.5 Operational Measures of Variables 41 3.6 Data Analysis Technique 42 CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA 4.1 Presentation of Data 44 4.2 Analysis of Responses 44 4.3: Test of Hypotheses 55 CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.1 Summary of Findings 63 5.2 Conclusion 64 5.3 Recommendations 65 5.4 Limitations of the Study 65 5.5 Suggestions for Further Research 66 References 67 Appendix A: Letter of Introduction Appendix B: Questionnaire Appendix C: F-Distribution LIST OF TABLES 4.1: Distribution and Return of Questionnaire 44 4.2: Sex Distribution of Respondents 45 4.3: Age Distribution of Respondents 45 4.4: Marital Status of the Respondents 46 4.5: Educational Qualifications of Respondents 46 4.6: Work Experience of the Respondents 47 4.7: Respondents’ Opinion on Company’s Attention to Human Resource Planning 48 4.8: Responses on Whether Human Resource Planning has a Positive Effect on Organizational Effectiveness 48 4.9: Respondents’ Views on Effective Management Control System and Operational Procedures in Organization 49 4.10: Responses on Sending Staff for Training on Effective Human Resource Planning Programme 50 4.11: Respondents’ View on Relevance of Planning Programme 50 4.12: Respondents’ Opinion on the Long and Short term Planning 51 4.13: Company Methodologies for Job Recruitment and Selection 52 4.14: Responses on the Achievement of Greater Performance through Human Resource Planning 52 4.15: Respondents’ view on Superior Quality Assurance Mechanisms that Provide Greater Confidence and Reassurance 53 4.16: Responses on Adequate Training and Development of Staff on Human Resource Planning 54 4.17: Responses on the Relationship between HRP and Achievement of High Sales Revenue 54 ABSTRACT This study examined effect of human resource planning on organizational performance. The study was limited to PZ Cussons Plc Aba Abia State. The population of the study was 138 and out of which 114 staff were selected as the sample size of the study. Both primary and secondary data were used and descriptive statistics (frequencies. percentage and tables were employed in the analysis of the data. Simple Regress ion Analysis on SPSS Version 21 was used to test the three hypotheses that guided this study. The result obtained from the analysis showed that human resource planning affects the organisational profitability and efficiency. The study concluded that human resource planning is the ample source for the achievement of organizational performance. This outcome shows that it has been established beyond reasonable doubt that human resource planning makes workers to be more effective in their various jobs, and it is this “effectiveness” that enhances the performance of the organization. The researcher recommends there should be a clear- cut approach in the human resource planning of the organization since it has been established that a significant relationship exists between it (human resource planning) and the achievement of high sales revenue, it is important to accord adequate support to the human resource department to enable it plan effectively for the minimization of wasteful practices and maximization of results and a concerted effort needs to be made towards getting the rightful quality and quantity of personnel in the organization in order to boost the profitability of the organisation 39 CHAPTER ONE INTRODUCTION 1.1 Background to the Study Human resource planning is one of the growing areas of academic research. Organizations regard its human resource as their core competence because it would lead towards better organizational performance. Organizations are formed by people and the same people are the most important strategic resource in the organization, there is no organization that can achieve its objectives without people. According to Janes (2018), human resource planning is one of the most important human resource practices in the organization. Organizations rely much on human resource planning to determine their current position and future needs of manpower. There must be a proper utilization of human resource in organizations in order to achieve high- performance standard (Lunenburg, 2012). And all the objectives of the organization are achieved through effective human resource planning, which is a mechanism for building long-term capacity to meet the workforce challenges (Choudhury, 2007). Therefore, human resource management has the opportunity to enable organizations to survive, grow, and be competitive and profitable (Werner, Jackson & Schuler, 2012). Despite the efforts made by organizations to ensure that there are right people, in the right place, at the right time, there are still some challenges in the whole process of implementation of effective human resource planning in organizations. Failing to properly plan for their human resources, employers are forced to become reactive, rather than proactive. This tendency of reactiveness causes problems of rush recruitment which sometimes lead to wrong recruitments (Omoankhanlen, 2013). Human Resource Planning (HRP) identifies current and future human resource needs so that an organization may achieve its goals. It is further emphasized that, human resource planning should serve as a link between human resource management and the overall strategic plan of an organization. According to Reilly (2003), HRP practices enable a firm to estimate the demand for labour and evaluate the size, nature, and sources of supply which will essentially be required to meet the demand. HRP practices include strategies on employee retention, absence management, flexibility, talent management, and recruitment and selections. Human Resource Planning also creates an employer’s brand. Nowadays, majority of the organizations are seeking the best way to improve their business performance and achievements by developing and adopting new workplace practices that enhance sustained level of high performance and job satisfaction. What is popularly known as human resource planning was formally called manpower planning prior to late 1970s. The usage of manpower planning was appropriate then, since it was the era of personnel management. However, in the early 1980s, the term ‘human resource’ in place of ‘manpower’ planning gained acceptance as a way of emphasizing the positive view of human resource in line with human resources management concept. The efficiency and effectiveness of organizations depend, to a great extent, on effective human resource planning. Effective human resource planning is a process of analyzing an organization’s human resource needs under changing conditions and developing the activities necessary to satisfy these needs (Biswajeet 2010:34). With the speedy development of Japanese economy, countries all over the world discovered that the rapid growth of any economy did not lie in attaching single importance to material factors such as the production system. Hence, organizations are realizing that it is imperative to hire employees who can do the job and be successful at it. It behooves the organization to find these people, bring them into the organization and maintain their services; this requires human resource planning and implementation. It is unfortunate that many organizations had to suffer due to improper human resource planning. Today’s organizations can no longer just hire to hire or can no longer rest on the belief that individuals will stay with the organization through thick and thin(Decenzo & Robbins 1998:91).The optimal utilization of human resources is an important success factor contributing to long- term competitiveness (Zülch, Rottinger & Vollstedt, 2004). Human resource planning is vital in organizational unstable periods like during mergers, amalgamation, consolidation and when labour market settings are studied or when joblessness is low (Mello, 2001). An organization that implements its human resource planning effectively is likely to prosper in a competitive environment. Managing human resource is primarily a line activity, yet the line managers being operating managers are more concerned with materials and financial resources than with the human resource. Human resource planning can be used to achieve organisational objectives by understanding and planning for people’s needs in the short, medium and long-term (Colley & Price, 2010). Every organization requires diverse resources for its growth and development. Among them Human Resource (HR) Financial Resource (FR) and Technical Resource are important. Of these three, Human Resource (HR) plays most important role because it is the Human Resource (HR) that will determine the potentialities of an organization in terms of its production, marketing and expansion. Effective human resource planning therefore implies that sufficient manpower, with the right mixture of talent, is available in appropriate locations, performing their jobs when needed. Human resource planning therefore provides direction, reduces uncertainty, and minimizes waste and sets standards. Therefore, according to Yesufu (2006, cited in Anyadike, 2013), no activities can be done without planning; just as nothing can be done in any organization without first determining the organization’s human resource needs. 1.2 Statement of the Problem Inadequacy of human resource planning has been cited as the reason why most public organizations today are facing a chaotic situations as they did not at onset plan their workforce, neither did they have any systematic human resource (HR) management programme that put the organizations goals first, and the decay in the public organizations is evident as the level of frustration is equally high, the cause of this unfortunate development is primarily a lack of human resource planning. Human resource is the key to success in organizations. Yet many organizations too often, forget how important the people variable (organization’s most valuable asset) is to the success of an organization. Different organizations are faced with challenges of employing good employees in order to gain a competitive edge over their competitors in the same organization. Most organizations end up employing unskilled, inefficient employees who cannot perform to the required standards. This is because organizations themselves give very little time to human resource planning because of lack of resources and skills, the time and effort required, and the absence of relevant data to do so. However, it must be recognized that although the notion of human resource planning is well established in human resource management, it does not seem to be established as a key human resource activity. Despite the efforts done by organizations in carrying out human resource planning, it still faces challenges as reconciling human resource demand and supply, matching individual goals with organization’s which affect the organizational performance. Many organizations and managers have failed because they have taken their human resource for granted. In all, the major setback in human resource planning is the systematic analysis of human resources on a continuous basis. 1.3 Objectives of the Study The main objective of this study was to examine the effect of human resource planning on organizational performance. The specific objectives of this study are to: 1. Determine the nature of relationship between human resource planning and the achievement of high sales revenue. 2. Ascertain the effect of human resource planning on organizational efficiency. 3. Examine the effect of human resource planning on organizational profitability. 1.4 Research Questions In order to achieve the above objectives, the following questions guided the study. 1. To what extent is the relationship between human resource planning and the achievement of high sales revenue? 2. To what extent is the effect of human resource planning on organizational efficiency? 3. What is the effect of human resource planning on organizational profitability? 1.5 Research Hypotheses Ho1: There is no significant relationship between human resource planning and the achievement of high sales revenue. Ho2: Human resource planning does not have any effect on organizational efficiency. Ho3: Human resource planning does not significantly affect organizational profitability. 1.6 Significance of the Study This study will be of immense benefit to various stakeholders of the society which include: Organisations, Government, Policy Makers, and Students as well. To Organisations The Human Resource Management Department of PZ Cussons Plc. Aba, would benefit from the awareness that would be created in addressing the human resource planning needs of the organization. To Government This study will help government in determining how to balance the human resource problems bedeviling the Public Sector of the economy in order to bring rehabilitation and transformation into the sector. To Policy Makers The policy makers in the organisation will find this study useful in formulating appropriate policies and programs that will create a good environment for proper human resource planning. It will lead to enhanced favourable competitiveness of the organization over other competitors in the same industry. To Academia This study will serve as a guide and reference point to students who may wish to make a study on this subject matter. It will also serve as a reference material to other researchers who may wish to conduct a similar study on this topic. 1.7 Scope of the Study This study focuses on effect of human resource planning on organizational performance, and is equally restricted to PZ Cussons Plc, Aba. The categories of personnel studied were the Management Staff and other Senior Staff of the organisation. It was necessary because they are the categories that are better equipped to provide the necessary information regarding the concept. 1.8 Organisation of the Study The study is structured into five chapters. Chapter One is the introductory chapter. It consists of the Background to the study, Statement of the problem, Objectives of the study, Research questions, Research hypotheses, Significance of the study, Scope of the study, and Organization of the study, and Operational definition of terms. Chapter Two deals with the review of some related literature on the concept under study. Chapter Three of this work covers the methodology adopted in the conduct of this research. It includes the Research design, Selection of data, Collection of data, Design and administration of the questionnaire, Population of the study, Sample size determination, Sampling techniques, Reliability and validity of research instruments, Operational measures of variables and finally, Data analysis techniques. Chapter Four looks at Presentation and analysis of data. Chapter Five focuses on the Summary of findings, Conclusion and Recommendations. 1.9 Operational Definition of Terms Higher Performance Standard: It is a management approval expression of the performance so that employees will know what they have to do to meet standards higher than fully successful. Human Resource Management: It is a strategic approach to the effective management of organization workers so that they help the business gain a competitive advantage. Strategic Planning: Is an organisation’s process of defining its strategy, or direction and making decisions on allocating its resources to pursue this strategy. Talent Management: It refers to the anticipation of required human capital for an organization and the planning to meet those needs. Employer’s Brand: It describes an employer’s reputation as a place to work and their employee value proposition, as opposed to the more general corporate brand reputation and value proposition to customers. Manpower Planning: It is the process of estimating the optimum number of people required for completing a project, task or a goal within time. CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 Preamble The human resource planning is the backbone of any organization. Without effective human resource planning the whole management system is incomplete. Human resource planning is the blood of entire business organization to be alive and go further or ahead. However, this chapter presents the concept of human resource planning and continues with a discussion or a review of selected existing knowledge from literature on human resource planning and organizational performance. In so doing, the subject of inquiry was extracted in the light of previously conducted research and scholarly work. 2.2 Concept of Human Resource Planning One of the key tasks of human resource department is to continuously match the current and desired human resource need of the organization by performing human resource planning. The moment there is a negative gap, the organization will be in stress (Ashish, 2017). A sound Human Resource Planning (HRP) along with timely- based review process can help organizations to perform optimally. Organizations typically plan their future needs for supplies, equipment, building capacity, and financing. Organizations must also plan to ensure that their human resource needs are satisfied. Planning involves deciding what should be done, how it should be done and when it should be done in determining organizational goals and the means of achieving those goals of the organization (Williams, 2000). Planning therefore helps to ensure that individuals working together in an organization understand the purpose of their organized effort and the task ahead of them. Thus, it helps people within the organization to know what is expected of them. Human resource planning involves identifying staffing needs, forecasting available personnel, and determining what additions or replacements are required to maintain the desired quantity and quality to achieve the organization’s goals. Human resource planning refers to the evaluation and identification of human resource requirements of the activities that are planned in order to meet socio-economic goals of the society (Dunn and Stephen, 1972, cited in Anyadike, 2013). Human resource planning therefore implies that sufficient manpower, with the right mixture of talent, is available in appropriate locations, performing their jobs when needed. Human resource planning therefore provides direction, reduces uncertainty, minimizes waste and sets standards. Therefore, according to Yesufu (2006), no activities can be done without planning; just as nothing can be done in any organization without first determining the organization’s human resource needs. Dessler, (2001), opined that human resource planning is an ongoing process that is not static, involving many interrelated activities which must be modified and updated as conditions require. It includes the planning and development of human resource program, such as recruitment, performance appraisal, and training to ensure that people’s needs in the organization are met. Furthermore, human resource planning requires detailed analysis of the present and the future to ensure that the organization has the right number of people available who possess the right kinds of skills to perform the jobs required by the organization when the work is needed (Izueke, 2009). Human Resource Planning (HRP) is the process of identifying how many people to select, at what job and at what time (Pradeesh, 2011). Ismail & Velnampy (2012) further elaborated human resource planning as the process used by organizations to analyze business plans to establish future human resource requirements, to estimate future human resource availabilities, to reconcile future human resource requirements and to formulate action plans to remove the gap of human resources with the general objective that leads to how better the scarce talents can be used in an effective way in the interest of work and organization. Human resource planning is seen in entirety as an effort to anticipate the future of the organization and to provide personnel to fulfill that organization and to satisfy customer’s demands. Dwevedi (2012) saw human resource planning as a process which helps out in properly performing important human resource functions such as true and timely information which is provided about when to do recruitment of employees. Bulla and Scott (1999) define human resource planning as the process of ensuring that human resource requirements of an organization are identified and plans made for satisfying these requirements. In the same line Walker (2012), suggested that human resource planning is the process of identifying and responding to the issue of workers and charting new policies, systems and programs that will ensure effective human resource management under changing conditions. Human resource planning is the process that aims to forecast an organization’s future needs in terms of workforce. According to Yadav & Dabhade (2014), HR planning refers to good strategic business and people management. These processes aim to estimate future needs of manpower and compare them with the available labour force. To this end, human resource planning is a management activity that involves a careful analysis of existing workforce, job requirements in other sources and developing people who will run the structures of the evolutionary organization now and in the future in order to ensure the achievement of objectives. Specifically, human resource planning involves analysis of: workforce inventory (disaggregating it into skilled and unskilled, technical and non-technical etc.); relating the disaggregated workforce to the job involvements and requirements (e.g student/lecturer ratio, proposed production level and available work-hours); calculating the required establishment; determining shortages or surplus of workforce; taking appropriate management decisions, as it relates manpower/workforce. Therefore, human resource planning is the most essential for achieving organizational goal. 2.2.1 Types of Human Resource Planning There are two types of Human Resource Planning (HRP). • Hard Human Resource Planning. • Soft Human Resource Planning. A distinction can be made between ‘hard’ and ‘soft’ human resource planning.HRP based on quantitative analysis in order to ensure that the right numbers of the right sort of people are available when needed is called Hard Human Resource Planning. HRP concerned with ensuring the availability of people with the right type of attitudes and motivation and commitment to the organization is called Soft Human Resource Planning. Marchington and Wilkinson (1996) describe that “Soft Human Resource Planning is more explicitly focused on creating and shaping the culture of the organization so that there is a clear integration between corporate goals and employees values, beliefs and behaviours”. They also observe that “the soft version becomes virtually synonymous with the whole subject of Human Resource Management”. 2.2.2 Levels of Human Resource Planning Planning for human resource can take place at three different levels i.e. natural level or macro level of human resource planning, industry level or intermediate level of human resource planning and firm level or micro level of human resource planning (Cole, 2002). Macro level of human resource planning: Here managers are concerned with the demand and supply of human resource at the national level. The focus at this level is on factors like population growth rate and composition, geographical mobility of labour among others. The overall aim means level of planning is to ensure that the future availability of human resource is in line with a country’s development. Therefore policy makers must do human resource planning in order to ensure that the country has the right number and quality human resource to meet the goals of natural development (Butter, and Lynch 2002). Intermediate level of human resource planning: At this level human resource planning is concerned with balancing human resource demands and supply within an industry. The managers in the particular industry cooperate in order to ensure that they have the required human resources in the industry they are operating (Stoner, 2003). Micro level of human resource planning: The emphasis is on balancing the demand and supply of human resources at the company levels. The organization of human resource planning can be at different levels for example plant, division and corporate levels. This is the responsibility of any particular company (Armstrong, 1999). 2.2.3 Objectives of Human Resource Planning The objectives of human resource planning in every organization are ensuring the optimum use of human resources currently employed and providing for future human resources need as regards to skills, numbers and ages. This entails ensuring that the organization at all times has the right number of personnel, with the right level of skills in the right jobs at the right time and that these personnel are performing the right activities for the attainment of organizational objectives (Ubeku, 1983:63, cited in Anyadike, 2013). However, the central objective of human resource planning in organization is to construct a strategy of human resource development consistent with the organization’s broader aims of economic development. As a plan, human resource planning seeks to define the ends and means to achieving the overall organizational goal which include the following: • Attracting the number of people required with the appropriate skills, expertise and competencies deficit in people. • Development in a well trained and flexible workforce, thus contributing to the organization’s ability to adapt to an uncertain and changing environment. • Reducing dependence on external recruitment when key skills are in short supply by formulating relation, as well as employee development strategies. • Improving the utilization of people by introducing more flexible system of work (Armstrong, 2004:366). • Manpower planning establishes standard and control for human resource management and this makes adaptation to future rational. • Anticipating the problems of potential surpluses or deficits of people (Ikeanyibe, 2009). Michael (2006) contended that, the aims of human resource planning in any organization will largely depend on its context. The purpose of human resource planning is to forecast organisational needs for employees taking into account the internal and external supply of labour to meet staffing requirements; that is, identifying the gap between what is needed and what is available (Santos, Zhang, Gonzalez & Byde, 2009). 2.2.4 Process of Human Resource Planning Human resource planning captures all actions involving continuous environmental scanning and reviewing of organizational strategies, objectives, and policies in order to ensure that the right quality and quantity of human resources are available when and where they are needed. (Randhawa, 2007). Dessler (2001), opined that human resource planning is an ongoing process that is not static involving many interrelated activities which must be modified and updated as conditions require. Randall (2000) asserted that human resource planning involves making an inventory of current human resource in order to determine the human resource status, for example, the current size and kind of human resource as well as work scope, the inventory involves examining the available employees skills and number of employees, the experience and age, structure and span of control. Harbison (1973) argued that, human resource planning consists of various activities which include forecasting human resource requirements, making an inventory of present human resources and assessing the extent to which these resources are employed optimally, anticipating human resource problems by projecting present resources into the future and comparing them with the forecasts of requirements to determine their adequacy and planning the necessary programs of requirements, selection, training and development, utilization, transfer promotion motivation, and compensation to ensure that future human resource requirements that are properly met. Relatively, John (2008) advocated that five steps process is used for creating a linkage between human resource or workforce planning and departmental planning to regulate the current and future requirements and demands of the human resource include determination of business goals, environmental scanning, performing gap analysis, deciding human resource priorities and measure, monitor and report the progress. Edwards (1983) discussed three pillars of manpower planning which are the predictions of the future demand in human resource, the prediction of the future supply of the human resource and closing the gap between the first and second pillar and making policies for that. Izueke (2009) pointed that human resource planning requires detailed analysis of the present and the future to ensure that the organization has the right number of people available who possess the right kinds of skills to perform the jobs required by the organization when the work is needed. Butter, (2002) advised that it is important to note that the quality of human resource planning depends on personal records. Ghazala & Habib (2012), contended that the process of human resource planning should ensure that, an organization’s employees have the requisite skills and competencies an enterprise needs for it to succeed. 2.2.5 Importance of Human Resource Planning to the Organization Farnham (2006) explained that human resource planning is important because it encourages employers to develop clear and explicit links between their business and HR plans and to integrate the two more effectively. It allows for better control over staffing costs and numbers employed, and it enables employers to make more informed judgments about the skills and attitude mix in organizations. Parker and Caine (1996) mentioned that it is important for organizations to have the right number of manpower in order to avoid the unwanted situation such as the issue of shortage and excess of manpower. Cole (2002) said that human resource planning is critical to the success of an organization’s strategy and planning is tied to the nature of organizations. Reilly (2003) concurred that human resource planning practices enable a firm to estimate the demand for labour and evaluate the size, nature, and sources of supply which will essentially be required to meet the demand. Katua, Mukulu, and Gachunga, (2014) discovered that human resource planning strategies can enhance the performance of a firm; that firms ought to develop and document strategies for human resource planning with the object of enhancing both employee and organizational performance. Hassan (2003) pointed that failure to properly articulate and implement the three fundamental functions of human resource planning which include labour forecast, managing demand for employees and available supply in market and keep a balance between labour supply and demand predictions will pose a great problem to firms in terms of cost and expertise which in turns reduces their competitiveness. Walker (1990) narrated that planning for human resources is more important than ever as competitive advantage is sought through superior service, quality, lower costs and organizational effectiveness; that with increased emphasis on productivity, quality and service, executives now recognize that attention to the financial and technological side of business must be balanced by attention paid to planning for human resource. The need for human resource planning has become an ever more important aspect of the business planning process (Meehan, and Ahmed, 2002). Aslam, Aslam, Ali, Habib and Jabeen, (2013) elaborated that organizations which consider human resource planning as the significant and essential part of their human resource management turn out to be very helpful in terms of dealing with its human resource capital which could possibly make the organization to standout of the competition prevailing in the market. 2.2.6 Approaches to Human Resource Planning Human resource planning as a process, determines organization’s human resource needs with three specific approaches such as; quantitative approach, qualitative approach, and mixed approach (Frantzreb, 1981). Quantitative Approach: Gives focus on the required number of employees rather than personal aspect of individual which is why it is regarded as the traditional approach, hence, it is management driven also known as top-down approach. It is the foundation of Human Resource Management Information System (HRMIS), Demand Forecasting Technique (DFT), and Work Study Technique (WST). Explicatively, the human resource management information system gives information about name, post, qualification, experience, remuneration and allowance, performance and updated human resource inventory. Computerized Human Resource Management Information System facilitates in formulation of human resource planning; while Demand Forecasting Technique (DFT) utilizes Trend analysis, Mathematical models, Economic model, Markov analysis, etc. as major demand forecasting techniques; and Work Study Technique (WST) determines the work standard of employees using observation, interview, diary, etc. Qualitative Approach: is employee-driven also known as bottom-up approach that focuses on the personal aspect of individual rather than required numbers of employees. Qualitative approach of human resource planning is mainly concerned with matching organizational needs with employee needs; remuneration and incentive plans; recruitment, selection, development of employees; career planning; promotion and transfer; employees safety, welfare and working environment; motivational activities, and maintenance. Mixed Approach: combines the quantitative and quantitative approaches to strike a balance between both approaches. This approach of human resource planning produces better result because it is a combined form of qualitative and quantitative approaches. 2.2.7 Needs of Effective Human Resource Planning The needs of effective human resource planning according to Jameendar (2014) include: 1. Prevent Shortage of Human Resource and Skill In human resource planning the eyes and view of human resource manager always remains on the present inventory or quantity of human resource or employees working in the organization. They take the inventory account into the consideration and prevent the organization from the shortage of human resource and skill. 2. Satisfy Future Staffing Needs Human resource planning not only protects or prevents shortage of human resource needs in existing or current situation but also satisfy future staffing needs of organization. Human resource managers in the human resource planning forecast the future human resource or employees need and work for that at present scenario or position to protect the organization from future short fall of employees or workers. 3. Avoid Industrial Unrest An effective and efficient industrial planning avoid industrial unrest because it emphasis on future and current forecasting regarding manpower working in the organization. When there is the change in the quantity of employees or workers in the organization, the efforts come into the action by the human resource manager whether it is short fall of employees or excess of manpower or employees, it plays a vital role in the easiest continuation of an organization. 4. Strong Milestone in Organizational Change Better human resource planning becomes strong milestone in organizational change. Whenever the situation of business expansion or downsize occurs, the human resource planning plays an important role to get out from the complex situation, because both situations determine whether employees are needed at a large level or have to lay off from the organization. To handle this sort of situation better human resource planning is essential. 5. Ensure Optimum Utilization of Human Resource The efficient human resource planning ensures the optimum utilization of human resource within the organization. All the skilled and competent employees or worker allotted the appropriate department and staff on the basis of their skill and capabilities by which the best and optimum utilization of human resource or employees become possible. 6. Show the Flow of Information of Individuals Proper human resource planning shows and builds up a picture of resource flows. It provides data on when, where and how many employees need to be recruited. This flow of individual information helps the human resource manager to make effective plan. 7. Satisfy Development Needs The importance of human resource planning is, to satisfy development need of the organization. Human resource planning helps the organization to improve the quality of employees, helps in skill and capability of employees with the help of training and development organizes inside the organization by the effort of human resource manager, this all effort satisfy the development need of organization. 8. Important and Critical Managerial Function Human resource planning is an important and critical managerial function of human resource manager within the organization. This is a major function of human resource manager. Best management practices cannot be possible without best human resource planning done by human resource manager. This is an inseparable function of human resource manager which brings success in each and every activity of employees or manpower function. 9. Increase Productivity Human resource planning is an important aspect of administration and management of organization which improves and increase productivity of an organization through all the employees working in the organization. Best training and development program which included in the manpower planning enhances the skills and abilities of employees which all helps in increasing the productivity of an organization. 10. End Goals and Objectives Achievement With the help of effective and efficient human resource planning, human resource manager becomes in the condition to achieve predetermined goals and objectives of the organization or company. The better human resource planning avoid strikes and lock out of employees in the organization which helps in continuous run of organization in long time in the life of organization. 2.2.8 Challenges, Problems and Issues with Human Resource Planning Human resource planning involves projecting how many people will be needed to fill positions in an organization. This planning occurs in a changing environment. Organizations study their short-term and long-term needs in hiring new employees. Uncertain economic conditions such as trade competition and changes in technology are examples of contingencies that can make an organization to adjust its hiring needs (Francis, Joy, and Ideh, 2012). They further stated that hiring new employees can be a challenging part of human resource planning. People can be complicated elements and working with them could portray horroring experiences. Furthermore, one has to navigate through state and corporate rules, policies and procedures, and also deal with different types of personalities, needs and crises. According to Francis, et al. (2012),understanding some of these challenges one may face in the course of human resource planning could help for hitch free HR planning when problem(s) arises: 1. Employee Attitude: The unfortunate side of human resource planning is dealing with difficult and problematic employees. As in life situation, workplace is staffed with different kinds of people coupled with other negative tendencies which employers must contend with. Human resource personnel are often called to assist with mediation, coaching and even disciplinary actions to foster harmonious and orderly work environment. To prevent hiring problematic employees, human resource planners must use valid and reliable screening instrument. However, it is important to keep documentation of the hiring process and clearly define expectations from the potential applicants. 2. Workplace Diversity: Companies must encourage absorption of different talents and skill sets from all spheres of life to promote expansion, globalization and progress. Diversity can help foster a productive and innovative work environment as blending of new ideas, different perspectives, as well as different approaches to work and problem-solving will not only be result-oriented but also rewarding to the employer. 3. Mismatch between Applicants’ Skills and Jobs: An organization may find it difficult to fill vacant positions and consequently engage the services of on consultant. This might be due to pressure or more demand within the organization and not because there is no available talent in the job market. Another reason is likely to be that the organization’s recruiting strategies are not attracting the right talent. Being unable to fill positions necessary to achieve operational goals leaves an organization in a weak business position. Consequently, forecasting human resource needs should be supported with effective recruitment, replacement and retention policy framework. 4. Environmental Factors: Environmental issues are domiciled in an organization. Demographic changes affect the internal work climate. Differences in work value between generations, such as Baby Boomers and Generations X and Y, mean that employees have different preferences, motivations, interests, aspirations etc and these diverse inclinations have to be satisfied or addressed by the employer. 2.2.9 Strategies to Improve Human Resource Planning Forecasting human resource needs is an imprecise art, depending heavily on ‘the judgment of those involved in the process. There is no generally recognized procedure or set techniques that fits all circumstances and guarantees desired results, rather, the manager must construct a process which will ensure that all the right numbers, kinds of people will be at the right place, at the right time to meet organizations requirements (Walker, 1990). According to Armstrong (2003), advance planning can be used to improve objectivity of staffing plans, including Human Resource Planning, at an earlier stage in the planning cycle. It is not enough, many executives argue for staff planning to be budgeted, human resource needs must be considered in context long range planning. A number of organizations have found themselves short of talent when they are all set to implement broad capital expansion programmes. Others have found themselves heavily over staffed with employees whose talents no longer fit the organization’s changing needs. In the years ahead, increased lead time will be provided to allow advance planning for staffing and related career development and organizational changes. Improved human resource information can be one of the strategies to overcome challenges of human resource planning. Reliable personnel data should be maintained so as to be used for analysis and planning purposes. To achieve this, data on changing work activities, work load demands and organization patterns will be necessary elements in the human resource database. According to Garry (2002), top management must ensure that it’s fully integrated with other parts of the organization as a long term strategy. He further contends that it is necessary to have someone responsible to coordinate human resource planning with the overall strategic plan of the organization to ensure consistence in goals and objectives the organization intends to achieve. 2.3 Profile of the Company PZ Cussons (LSE: PZC) is a major manufacturer of personal health care products, and consumer goods. It operates worldwide, especially in African and Commonwealth nations. The company is listed on the London Stock Exchange and a constituent of the FSTE 250 Index. PZ Cussons was founded in 1879 as a trading post in Sierra Leone by George Paterson and George Zochonis. The British-owned company expanded its operations into nearby Nigeria before the end of the 19th century. In 1948, PZ Cussons Plc acquires the soap factory of P.B. Nicholas and Company Limited in 1953 and to Associated Industries Limited in 1960. The company became a public company in 1972 and was granted a listing on the Nigerian Stock Exchange. The name was changed to Paterson Zochonis Industries Limited on 24 November 1976 and in compliance with the Companies and Allied Matters Act, it changed its name to Paterson Zochonis Industries Plc on 22 November 1990. In 2003, the company entered into a joint venture with Glanbia (Nutricima) Plc., to supply evaporated milk and milk powder in Nigeria. Two years after this (i.e 2005), Nutricima commenced manufacture in Nigeria. On 21 September 2006, the company adopted its present name of PZ Cussons Nigeria Plc. The principal activities of the group are the manufacture and sale of a wide range of consumer products and home appliances which are leading brand names throughout the country in Detergent, soap, Pharmaceuticals, Cosmetics, Confectionery, Refrigerators, Freezers, Air Conditioners, Plastic containers and components. The group also distributes the milk products of Nutricima Limited and the products of Harefield Limited all related companies. The company is well known through its Duck, Premier and Joy Soaps, Robb Ointment, Jet hair create, etc. The company involves in creation of products that should guarantee long term success of the business through total commitment to exceptional standards of performance. In order to sustain the long term success, working conditions have to be improved and also maintains the highest standards of corporate behaviour towards our employees, consumer, communities and operating environment. Our brands are deeply committed to meet the everyday need of people everywhere in Nigeria. CHAPTER THREE METHODOLOGY 3.1 Research Design This study adopted the descriptive research design. It was descriptive in that, it sought opinions of the respondents regarding the effect of human resource planning on organizational performance. 3.2 Selection of Data The data used in this research work were generated from two major sources namely: primary source and secondary source. Primary source of data include mainly the Questionnaire and direct observation while the Secondary source include journals, articles, internet, textbooks, and other publications related to the research topic. 3.3 Collection of Data The researcher collected the data for this study through administration of questionnaire to the target population, as information gathered was used as data. Physical observation was employed to supplement data sourced through questionnaire which was conducted among the managers of the selected firm to seek clarification on the objective of the study. 3.3.1 Design and Administration of the Questionnaire The questionnaire was designed and administered to the respondents in two parts, the first part include personal data which involves sex, age, marital status, academic qualification and duration of service, while the second part possesses the questions relating to the subject matter of inquiry. The questionnaire was structured in such a way that will make the respondents have alternatives to choose between the multiple choice questions. The researcher also administered the questionnaire by hand to ensure accuracy and high level of returns of the questionnaire, and collected back directly from them so as to save time. All these afforded the researcher the chance to ensure that the respondents really understood the questions without any bias as well as its quick response. 3.3.2 Population of the Study The target population of this study consists of all senior employees including the Management Staff of PZ Cussons Plc. Aba, Abia State with special reference to the Human Resource Department of the firm. There are a total of 210 Senior and Management staff to whom the study was limited to. 3.4 Sample Size Determination Sample size according to Alugbuo (2005), is the optional number of sampling units/elements that should be interviewed or those who can be useful in the study. The number of respondents in this research work was carefully determined. The sample frame for PZ Cussons Plc. Aba, is made up of the Senior and Management staff which is 210 workers. The researcher then employed the Yamene’s (1964) formula in determining the sample size, thus: n = N 1 +N (e) 2 Where: n= Sample Size N= population size e= The square of the level of significance /Allowable errors. Therefore: n = 210 1+210× (0.05)2 n = 210 1+210 (0.0025) n = 210 1+0.525 n = 210 1.525 =137.70 138 We now have 138 as our sample size which is representative enough. 3.4.1 Sampling Technique Sampling is the procedure a researcher uses to gather people, places or things to study. It is a process of selecting group containing elements representative of the characteristics found in the entire group. The technique used by the researcher is simple random sampling which is a probability sampling technique in drawing the sample from the frame of the study. 3.4.2 Validity of Instrument The researcher determined the content validity of the instrument by seeking expert opinion from the supervisor since this type of validity as asserted by Kimberlin and Winterstein (2008) cannot be put into a statistical test. After the supervisor successfully assessed the instrument, the questionnaire was deemed valid to be employed to collect data in the main study. 3.4.3 Reliability of Instrument On the other hand, to guarantee the reliability (consistency) of the instrument of data collection, a pilot test was carried out with a smaller portion of the respondents before the general test was administered on the entire respondents. 3.5 Operational Measures of Variables In the first hypothesis, Ho1: There is no significant relationship between human resource planning and the achievement of high sales revenue, the researcher intends to know the significant relationship between human resource planning and the achievement of high sales revenue. The dependent variable is achievement high sales revenue and it was measured in terms of the rate of profit on sales or sales growth, cost of pay-per-click advertising, marketing agency fees, quality of products/service and monthly sales goal, while the independent variable is human resource planning, and is measured in terms of training/promotion, counseling, motivation, good management and record keeping. The second hypothesis Ho2: Human resource planning does not have any effect on organizational efficiency. The dependent variable is organizational efficiency which is measured in terms of employee commitment and employee care, communication effectiveness, customer satisfaction and structure of decision making. While the independent variable, human resource planning is measured in terms of training/promotion, counseling, motivation, good management and record keeping. Finally, the third hypothesis Ho3: Human resource planning does not significantly affect organizational profitability. The dependent variable is organizational profitability and the researcher measured it in terms of net profit margin, sales growth, and market share, while the independent variable is effective human resource planning and is measured in terms of training/promotion, counseling, motivation, good management and record keeping. 3.6 Data Analysis Technique The data collected from the administration of the questionnaire were analyzed with descriptive statistics, simple percentage and tables. However, the major analytical tool that was used to test the hypotheses in the study is Spearman correlation coefficient, and which was analysed by SPSS version 20. The measure of the strength of the linear relationship or association between two variables X and Y is called the correlation coefficient. The population correlation coefficient is denoted by r, and is usually estimated by r; the sample correlation coefficient which is given by. ( ) ( )( ) ( ) ( )[ ] ( ) ( )[ ]2222 ∑∑∑∑ ∑∑∑ −− − = YYnXXn YXXYn r Decision Rule The decision rule is to reject H0 if p-value is less than 0.05, or reject H0 if tabcal tt ≥ otherwise, we accept H0. CHAPTER FOUR PRESENTATION AND ANALYSIS OF DATA This chapter deals with data presentation, analysis, interpretation, and the discussion of the research findings arising from the field survey, and equally covers hypotheses testing. 4.1 Presentation of Data A total of one hundred and thirty-eight (138) copies of the questionnaire were distributed to the respondents. While one hundred and fourteen (114) out of this number were returned, twenty-four (24) copies of the questionnaire were not returned. This constitutes 82.61% success rate of administration. The result is shown in table 4.1. Table 4.1: Distribution and Return of Questionnaire Respondent No. Distributed % No. Returned % No. not Returned % Senior Staff 109 78.99 89 78.07 20 83.34 Management 29 21.01 25 21.93 4 16.66 Staff Total 138 100 114 100 24 100 Source: Field Survey 2023. From table 4.1, 109 copies of the questionnaire representing (78.99%) were given to Senior Staff of PZ Cussons Plc., Aba, and the researcher out of this received 89 copies which is about (78.07%). On the other hand, 29 copies of the questionnaire were given to the managers representing (21.01%), and 25 copies were returned representing (21.93%), while just 4 copies representing (16.66%) were unreturned. 4.2 Analysis of Responses The responses of the respondents are presented according to the various study objectives. Table 4.2: Sex Distribution of Respondents Sex Frequency Percentage Female 48 42.11 Male 66 57.89 Total 114 100 Source: Field Survey, 2023 From table 4.2, it can be observed that while 48 respondents representing (42.11%) were females, 66 respondents representing (57.89%) constitute the males. Table 4.3: Age Distribution of Respondents Age Frequency Percentage 18-30years 59 51.75 31-40years 36 31.59 41-50years 10 8.77 51-60years 9 7.89 Total 114 100 Source: Field Survey, 2023 In table 4.3, 51.75% of the respondents were between the ages of 18-30years old, 31.59% respondents were between 31-40years old, while 8.77% of the respondents were between 41-50years old, and 7.89% of the respondents were in the ages of 51- 60years as at the period of this study. Table 4.4: Marital Status of the Respondents Marital Status Frequency Percentage Single 66 57,89 Married 48 42.11 Total 114 100 Source: Field Survey, 2023 Table 4.4 shows that 66 (57.89%) of the respondents were single and 48 representing (42.11%) of the respondents indicated ‘married’. This means that majority of the employees were single as at the time of this study. Table 4.5: Educational Qualifications of Respondents Qualifications Frequency Percentage SSCE or its equivalent 27 23.68 OND/HND 31 27.19 B.Sc. 40 35.09 M.Sc./PhD 16 14.04 Total 114 100 Source: Field Survey, 2023 It was observed from table 4.5 that 27 (23.68%) of the respondents were SSCE or its equivalent holders, 31 (27.19%) of the respondents were OND/HND holders, 40 (35.09%) were B.SC holders, and M.Sc./PhD constitutes 16 (14.04%) of the respondents. Table 4.6: Work Experience of the Respondents Experience Frequency Percentage 1-5 years 49 42.98 6-10 years 36 31.58 11-15 years 19 16.67 16 and above 10 8.77 Total 114 100 Source: Field Survey, 2023 Table 4.6 revealed that 49 (42.98%) of the respondents had worked for 1-5 years, 36 (31.58%) of the respondents had put in 6-10years. While those who had spent 11-15 years constitute 19 (16.67%), and 10 (8.77%) of the respondents equally had spent 16 years and above as at period of this study. Table 4.7: Respondents’ Opinion on Company’s Attention to Human Resource Planning Response Frequency Percentage Agree 52 45.61 Strongly agree 33 28.95 Disagree 13 11.40 Strongly disagree 16 14.04 Total 114 100 Source: Field Survey, 2023 Table 4.7 revealed that 52 (45.61%) of the respondents agreed that the company gives much attention to human resource planning, 33 (28.95%) respondents strongly agreed, while 13 (11.40%) respondents disagreed, while 16 (14.04%) respondents strongly disagreed that the company gives much attention to human resource planning . Table 4.8 Responses on Whether Human Resource Planning has a Positive Effect on Organizational Effectiveness Response Frequency Percentage Agree 62 54.39 Strongly agree 24 21.05 Disagree 11 9.65 Strongly disagree 17 14.91 Total 114 100 Source: Field Survey, 2023. Table 4.8 indicates that 62 (54.39%) respondents agreed that human resource planning has a positive effect on organizational effectiveness. 24 (21.05%) respondents equally supported the above statement, while 11 (9.65%) respondents noted that human resource planning does not have a positive effect on organizational effectiveness, 17 (14.91%) strongly disagreed. Table 4.9: Respondents’ Views on Effective Management Control System and Operational Procedures in Organization Response Frequency Percentage Agree 29 25.44 Strongly agree 45 39.47 Disagree 18 15.79 Strongly disagree 22 19.30 Total 114 100 Source: Field Survey, 2023. As presented in table 4.9, 29 (25.44%) respondents agreed that human resource planning brings effective management control system and operational procedures in organization and 45 (39.47%) respondents strongly agreed. It was further, disagreed by 18 (15.79%) respondents, 22 (19.30%) respondents strongly disagreed. Table 4.10: Responses on Sending Staff for Training on Effective Human Resource Planning Programme Response Frequency Percentage Agree 62 54.39 Strongly agree 24 21.05 Disagree 11 9.65 Strongly disagree 17 14.91 Total 114 100 Source: Field Survey, 2023. Table 4.10 indicates that 62 (54.39%) respondents agreed that staff of the company are usually sent for training on human resource planning programme, 24 (21.05%) respondents equally supported the above statement, while 11 (9.65%) respondents noted that the company does not normally send for training on human resource planning programme, while 17 (14.91%) strongly disagreed. Table 4.11: Respondents’ View on Relevance of Planning Programme Response Frequency Percentage Agree 56 49.12 Strongly agree 25 21.93 Disagree 12 10.53 Strongly disagree 21 18.42 Total 114 100 Source: Field Survey, 2023. In table 4.11, it was observed that 56(49.12%) respondents agreed that the planning programme is usually relevant to their job performance in PZ Cussons Plc. Aba, 25(21.93%) respondents strongly agreed to the above affirmation. On the other hand, 12(10.53%) of the respondents disagreed that it is not relevant to their job performance, while 21(18.42%) respondents strongly disagreed. Table 4.12: Respondents’ Opinion on the Long and Short term Planning Response Frequency Percentage Yes 54 47.37 No 45 39.47 Can’t tell 15 13.16 Total 114 100 Source: Field Survey, 2023. From table 4.12, 54(47.37%) of the respondents indicated “Yes” that in their own opinion, they think that the long and short term planning is the best for their organization. While 45(39.47%) respondents said “No” to the above statement, 15(13.16%) respondents remained silent. Table 4.13: Company Methodologies for Job Recruitment and Selection Response Frequency Percentage Agree 18 15.79 Strongly agree 45 39.47 Disagree 22 19.30 Strongly disagree 29 25.44 Total 114 100 Source: Field Survey, 2023. Table 4.13 shows that the respondents’ agreed that the company develops methodologies for job recruitment and selection which are more efficient and thorough to achieve a greater organizational performance as was agreed by 18(15.79%) of the respondents. 45(39.47%) respondents indicated strong agreement, while 22(19.30%) respondents disagreed, 29(25.44%) of the respondents indicated a strong disagreement. Table 4.14: Responses on the Achievement of Greater Performance through Human Resource Planning Response Frequency Percentage Agree 59 51.75 Strongly agree 33 28.95 Disagree 12 10.53 Strongly disagree 10 8.77 Total 114 100 Source: Field Survey, 2023. Table 4.14 shows that it is the opinion of 59(51.75%) respondents that through human resource planning in their company, greater organizational performance have being achieved, 33(28.95%) of the respondents strongly agreed with the above statement. While 12(10.53%) of the respondents disagreed, 10(8.77%) of them showed strong disagreement that the organizational performance has been enhanced. Table 4.15: Respondents’ view on Superior Quality Assurance Mechanisms that Provide Greater Confidence and Reassurance Response Frequency Percentage Agree 25 21.93 Strongly agree 35 30.70 Disagree 31 27.19 Strongly disagree 23 20.18 Total 114 100 Source: Field Survey, 2023. Table 4.15 shows that 25(21.93%) respondents said that through human resource planning, the company develops superior quality assurance mechanisms that provide greater confidence and reassurance to employees. 35(30.70%) respondents strongly agreed, while on the other hand, 31 (27.19%) of the respondents disagreed, and 23 (20.18%) strongly disagreed. Table 4.16: Responses on Adequate Training and Development of Staff on Human Resource Planning Response Frequency Percentage Agree 29 25.44 Strongly agree 46 40.35 Disagree 25 21.93 Strongly disagree 14 12.28 Total 114 100 Source: Field Survey, 2023. Table 4.16 shows that the adequate training and development of staff on human resource planning has improved staff performance in their company. This was agreed by 29(25.44%) of the respondents; 46(40.35%) respondents indicating strong agreement, 25(21.93%) respondents disagreed, while 14(12.28%) of them equally indicated strong disagreement. Table 4.17: Responses on the Relationship between HRP and Achievement of High Sales Revenue Response Frequency Percentage Agree 44 38.60 Strongly agree 22 19.30 Disagree 35 30.70 Strongly disagree 13 11.40 Total 114 100 Source: Field Survey, 2023. Table 4.17 shows that it was the opinion of 44(38.60%) respondents that human resource planning has a significant relationship with the achievement of high sales revenue; 22(19.30%) respondents indicating a strong agreement, while 35(30.70%) of the respondents disagreed, 13(11.40%) respondents strongly disagreed that there is a significant relationship between them. Table 4.18: Responses on whether Effective Planning has Improved Customer Patronage in the Organization Response Frequency Percentage Agree 41 35.96 Strongly agree 15 13.16 Disagree 32 28.07 Strongly disagree 26 22.81 Total 114 100 Source: Field Survey, 2023. The result in table 4.18 reveals that 41(35.96%) out of 114 respondents agreed that effective planning has improved customer patronage in their organization; 15(13.16%) of the respondents strongly agreed with the statement, while on the other hand, 32(28.07%) disagreed, with 26(22.81%) of the respondents strongly disagreed that effective planning has improved customer patronage in their organization. Table 4.19: Respondents’ View on the Rate of Impact of Human Resources Planning on the Enhancement of Organizational Performance Response Frequency Percentage Very high 16 14.04 High 24 21.05 Fair 48 42.11 Low 17 14.91 Very Low 9 7.89 Total 114 100 Source: Field Survey, 2023. Responses presented in table 4.19 shows that 16(14.04%) respondents rated very high, 24(21.05%) respondents rated high,48(42.11%) respondents indicated it was fair, 17(14.91%) respondents indicated low, while 9(7.89%) respondents indicated very low, the rate of impact of human resources planning on the enhancement of organizational performance. 4.3: Test of Hypotheses This part of this research work is dedicated to test the hypotheses earlier formulated. These tests are done with Pearson Correlation Coefficient. Hypothesis One Ho1: There is no significant relationship between human resource planning and the achievement of high sales revenue. Ha1: There is significant relationship between human resource planning and the achievement of high sales revenue. Table 4.20: Result of Hypothesis One Descriptive Statistics Mean Std. Deviation N HRP 9.2000 13.95349 5 HSR 17.2000 22.33159 5 Correlations HRP HSR Pearson Correlation HRP 1.000 .881 HSR .881 1.000 Sig. (1-tailed) HRP . .024 HSR .024 . N HRP 5 5 HSR 5 5 Variables Entered/Removeda Model Variables Entered Variables Removed Method 1 HSRb . Enter a. Dependent Variable: HRP b. All requested variables entered. Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics R Square Change F Change df1 df2 Sig. F Chang e 1 .881a .776 .701 7.62991 .776 10.378 1 3 .049 a. Predictors: (Constant), HSR ANOVAa Model Sum of Squares Df Mean Square F Sig. 1 Regression 604.153 1 604.153 10.378 .049b Residual 174.647 3 58.216 Total 778.800 4 a. Dependent Variable: HRP b. Predictors: (Constant), HSR Coefficientsa Model Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta 1 (Constant) -.266 4.503 -.059 .957 .550 .171 .881 3.221 .049 a. Dependent Variable: HRP From the analysis, the result shows that coefficient is 0.881 which is greater than 0.05 thus indicating a positive significant relationship between the variables, and the p- value 0.024 which is less than the significant value of 0.05. Therefore alternative hypothesis is accepted that there is a significant relationship between human resource planning and the achievement of high sales revenue. Hypothesis Two Ho2: Human resource planning does not have any significant effect on organizational efficiency. Ha2: Human resource planning has significant effect on organizational efficiency. Table 4.21: Result of Hypothesis Two Descriptive Statistics Mean Std. Deviation N HRP 16.2000 22.55438 5 ORGEFFIC 7.2000 8.34865 5 Correlations HRP ORGEFFIC Pearson Correlation HRP 1.000 .920 ORGEFFIC .920 1.000 Sig. (1-tailed) HRP . .013 ORGEFFIC .013 . N HRP 5 5 ORGEFFIC 5 5 Variables Entered/Removeda Model Variables Entered Variables Removed Method 1 ORGEFFICb . Enter a. Dependent Variable: HRP b. All requested variables entered. Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics R Square F Change df1 df2 Sig. F Change Chan ge 1 .920a .846 .795 10.21823 .846 16.488 1 3 .027 a. Predictors: (Constant), ORGEFFIC ANOVAa Model Sum of Squares Df Mean Square F Sig. 1 Regression 1721.563 1 1721.563 16.488 .027b Residual 313.237 3 104.412 Total 2034.800 4 a. Dependent Variable: HRP b. Predictors: (Constant), ORGEFFIC Coefficientsa Model Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta 1 (Constant) -1.692 6.348 -.266 .807 ORGEFFIC 2.485 .612 .920 4.061 .027 a. Dependent Variable: HRP The result from table 4.21 shows that the coefficient 0.920 is greater than significant level of 0.05, indicating that there is an effect between the variables with the P-value of 0.013 which is less than the alpha level of 0.05, which implies that the null hypothesis has failed and the alternative hypothesis is hereby accepted that human resource planning has effect on organizational efficiency. Hypothesis Three Ho3: Human resource planning does not significantly affect organizational profitability. Ha3: Human resource planning significantly affects organizational profitability. Table 4.19:Result of Hypothesis Three Descriptive Statistics Mean Std. Deviation N HRP 3.8000 1.30384 5 ORGPROFIT 3.6000 .54772 5 Correlations HRP ORGPROFIT Pearson Correlation HRP 1.000 .910 ORGPROFIT .910 1.000 Sig. (1-tailed) HRP . .016 ORGPROFIT .016 . N HRP 5 5 ORGPROFIT 5 5 Variables Entered/Removeda Model Variables Entered Variables Removed Method 1 HRPb . Enter a. Dependent Variable: HRP b. All requested variables entered. Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate Change Statistics R Square Change F Change df1 df2 Sig. F Chan ge 1 .910a .828 .771 .62361 .828 14.486 1 3 .032 a. Predictors: (Constant),HRP ANOVAa Model Sum of Squares Df Mean Square F Sig. 1 Regression 5.633 1 5.633 14.486 .032b Residual 1.167 3 .389 Total 6.800 4 a. Dependent Variable: ORGPROFIT b. Predictors: (Constant), HRP Coefficientsa Model Unstandardized Coefficients Standardized T Sig. Coefficients B Std. Error Beta 1 (Constant) -4.000 2.068 -1.934 .149 HRP 2.167 .569 .910 3.806 .032 a. Dependent Variable: ORGPROFIT The result output shows that the coefficient is 0.910 which is greater than significant level of 0.05, thus indicating that there is a correlation between the variables. P-value is 0.016 which is less than the alpha level of 0.05, and we therefore accept the alternative hypothesis which states that human resource planning affects the organisational profitability. CHAPTER FIVE SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS This chapter presents a summary of the findings, conclusions, and recommendations as well as identifying areas for further research. 5.1 Summary of Findings 1. There is a significant relationship between human resource planning and the achievement of high sales revenue (p- value 0.024