Human Resources Management (HRM)

According to Decenzo and Robbins, Human Resource Planning is the process by which an organization ensures that it has the right number and right kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. The main aim of Human Resource Management is to ascertain the manpower needs of the organization both in right number and right kind. And it's quite true with the Construction Industry. The construction Industry in number of countries has been characterized by the outsourcing of labor through sub contractors and other intermediaries that prohibits them from taking the advantage of employment schemes.

Over and above, it has a long been portrayed as the image of discriminatory Macho culture". Moreover in number of developing nations there are no safety measures for laborers. For e.g. as cited by International Labor Organization, In countries such as Nigeria, construction workers earn just averagely #1500 a day and there are no laws to provide safety and health incentives to workers, thus, here the role of Human Resource Management comes in.

The managers in this Industry are often heard saying our people are our most important asset. However, human resource management (HRM) in the construction industry is severely underdeveloped as compared to the other industrial sectors. This we may owe to the fragmented structure of the construction sector. However, Industrial leaders have started realizing the importance of the human resource in this competitive environment.

As stated by Paul Teicholz (1994), there was decline in the construction industry. Over the past 40 years the Industry increased at an average compound rate of -0.59%/year. There had been a requirement of more field work hours per dollar of contract. The construction industry lagged behind other industries in development and in application of labor saving ideas and in finding several measures to substitute equipment for labor.

The casual nature of the employment in the construction Industry makes planning a vague exercise. This is the Human resource information systems(HRIS) that presents number of measures to cope with these problems ensuring reliability, accuracy and accessibility of the human resource information.

The construction industry is one of the largest sectors employing large number of people, providing work to significant proportion of the labor market and providing significant share of the world Gross Domestic Product (GDP). Any construction project involves skilled manual labor which gets support from management. It is a duty of the management to coordinate many professional, construction and supplier organizations whose involvement can change through the course of the project. The dynamism that involves in the process and the need to integrate a wide range of occupational cultures, gives the construction one of the most complex project related Industry in which there is a need to apply good Human Resource Management (HRM) practices.

In the phases that Construction Industry passes through, it becomes adequately apparent to retain

the professional employees in order to remain in competitive market. The employee turnover and wastage is an extremely important issue for construction companies, thus Human Resource Management (HRM) is an essence of the Construction Industry whereby it build up its image by creating an environment of trust between the employees and employers by looking into the every aspect of the employees needs.

Several researches have found that money has never been considered as the major criteria to retain the labor force in the ensuing projects. It is a motivational force that accounts for high performance by executives. Recent studies conducted by Hay Consulting Group and Hornberger Management Companys Annual Construction Executive Retention Survey suggested that executives work hard and achieve more to have a feeling of fulfillment and attainment of Fruit. This sole motivation is provided by Human Resource Management Team.

In the construction Industries companies relies in sub contracting in most of the construction phase. Therefore the construction industry includes large number of small and medium sized enterprises which carries on its operational activity for large main contractors. Hereby the Human Resource Management may not work as per the organizational set up. The wrong sub contractor if appointed can lead to numerous losses and his removal is the most agonizing thing to do. Athough there are advantages in adopting the subcontracting system and some strategic benefits from the use of labour subcontracting, but this system has adverse consequences for workers, companies, the industry and Human Resource functions.

In case of the strategic involvement, the construction companies can take up the Strategic Human

Resource Management policies to fulfill their long term perspectives. In the day to day operations, there is also a need for the organization to take great care to balance organizational and individual needs of the employees' in-order to successfully fulfill the strategic needs. But the biggest issue is the trend amongst the Industrialists to bestow the responsibilities of all the operations to line managers instead of Strategic Human Resource Management (SHRM). Hereby, SHRM looses all the control and rely on the policies and practices of autonomous line managers. Hereby, line managers have the role to balance their staff needs to those of the organization.

The main feature of Construction Industry is its inherent ability to adhere to the outside forces that exerts a powerful force on its everyday growth. Here also Human Resource Management strategy comes into play whereby it capitalizes the opportunities and mitigates the threats through their management policies. For e.g. a company captured an opportunity in a government sponsored infrastructure project coming in next five years. And it needs more skilled labor for heavy civil engineering work but has extra labor for general building construction. By utilizing the human Management Resource it can proactively retrain its managers and operatives with the requisite skills and exploit the new market opportunities.

Human Resource Management develops strategy according to the labor market situation in which it is operating. The practice of the manual labor in the construction industry performs according to the hard models of Human Resource Management whereas non-manual employment goes more according to the conditions of 'soft' HRM models. According to John Storey, Human Resource Management works according to the relations to the performance on

line management responsibility, performance management, and values and beliefs of personnel managers. A dynamic manager balances two sets of forces: the firms external advantages on one hand and its internal strengths and weaknesses on the other and here the Importance of Human Resource Management cannot be ignored.

Thus the human resource planning in the decision making process ensures that enough competent people with appropriate skills can be able to perform jobs where and when they will be needed. As such, "it enable us to define the organization's need and assessing the available pool of people to determine the best fit."'

The most serious implication that Environmental and Market forces can inflict on the Construction Industry is an on-going shortage of skilled workers including large number of retirements, creates necessity to provide Human Resource Management strategies .Then dependent on immigrant workers, the problems of reimbursing the wages and to benefits to attract labor force and to keep within the financial constraints of current market forces. There has been a very little and systematic research on the labor force, even fewer studies that address the problems being faced by the labor force.

The behavioral science approach is adopted as measure for human resource development. Some emphasis on interpersonal behavior focusing on the individual as a socio-psychological being; others emphasize on group behavior subject to their attitudes, habits, pressures and conflicts. The role involves the formulation of concepts and explanations about individual and group behavior,

the empirical testing of these concepts in many different experimental and field settings, and the establishment of actual managerial policies and decisions. The process of manpower planning involves Determining the objectives of man power planning, preparation of current man power inventory, Demand forecasting, supply forecasting, Estimation of the man power requirements, Making an action plan for redeployment and redundancy, determining jobs requirements of the jobs to be filled, Employment plan, Training and development plan.

Thus Human Resource Planning in Construction Industry will always work if implemented constructively. But there are certain disadvantages too in following Human Resource Planning like there is generally an identity crises and many managers as well as human resource specialists are not able to comprehend the rationale or purpose of human resource planning and unless the human resource planners undertakes the strong commitment and purpose they are most likely to face in the diverse structure of Construction Industry. In the long run, the human resource management should have the support of Top Management, otherwise it will be ineffective. To get the success human resource management should be slowly and expand gradually otherwise it is bound to fail in the Construction Industry. To best achieve the target it is very essential to bridge the gap between the present resources and future needs. The future action should be appropriately planned for keeping the labor force into a competitive spirit. In every organization, there are three major resources to be managed if the organization wants to achieve its objectives and goals. These resources are Humans, materials and financial resources. And out of these three, human resource management is the most important and difficult to manage. The reason being that every human being is born unique and therefore is bound to have

different characteristics-- that is, the ways they think feel reason and act. Secondly, human beings control and coordinate the other resources. They constitute the workforce of an organization and are referred to as personnel. Since human nature plays a very major part in the overall success of an organization, it is therefore important to have an effective working relationship between the employee and the manager as this is essential for the success of the organization. Human Resource Management, which involves the efficient and effective management within an organization, is one of the vital functions of Educational Administrators. This is because every administrator has a function to perform through his staff and his own abilities. Every university like other formal organizations needs human beings to execute its programmes and achieve educational goals and objectives. To be able to achieve this, the Registrar who is the chief of administration has to ensure that personnel with whom he works knows what to do, when to do it and how to do it. Another name for human resource management is personnel management. No matter the name we chose to call it, its basic function is to deal with people who make up an organization. And these people have diverse interest, goals and values. Akpakwu (2003), regards personnel management as the proper utilization of the people in an organization towards achieving their needs and organizational goals. To this extent, it involves understanding the nature of people in an organization, their needs and aspiration and evolving the necessary strategies to accomplish these needs and aspirations. It also involves identifying the objectives of the organization and creating a conducive atmosphere towards leading staff to achieving the goals of the organization. Armstrong in Akpakwu (2003), sees personnel management as the process of obtaining, organizing and motivating the human resources needed in by an organization. He advocated for the creation of a very conducive and cordial environment

in order to satisfy the needs of the workers and achieve organizational goals. Denga (1990), on the other hand, regards Human management as an exercise in human engineering. People have needs, problems, feelings temperament etc which they come along with to these institutions. What ever name it is called, human resource management is the responsibility of all those who manage people. The administrative manager must therefore find ways of satisfying these needs in such a way that the individual, organization and societys objectives are achieved. FUNCTIONS OF HUMAN RESOURCE MANAGEMENT The primary responsibility of a human resource manager is to ensure that human resources are utilized and managed as efficiently and effectively as possible. To this end, the university chief administrator is required meet the following objectives: 1. Recruitment and selection, developing the work place required by the organization. 2. Helping in creating a working environment that is conducive for his members of staff so as to promote maximum contentment thereby motivating them. 3. Ensuring that the abilities and skills of the workforce are used to the optimum in pursuance of the universitys mission and mandate. 4. Ensuring a fair balance between the personal needs of staff and the needs of the Registry and the university in general. The effectiveness and of any organization is dependent on the efficient use of its resources particularly the human resource. Human resource functions can be generally classified into three basic functions namely:1. Personal utilization to meet organizational needs 2. Motivation of employees to meet their needs and organizational needs 3. Maintenance of human relationships.

Other human resource management functions include :1. Recruitment and Selection:- This involves searching for a suitable person to fill the vacant position. In the registry department, the least qualification for an administrative secretary is a bachelors degree. The basic goal of staffing is to locate qualified applicant who will stay with the organization. 2. Training and Education:- This involves developing staff to professional growth. In the Registry department, training involves induction of new employees, formal training of staff which may include on the job training. 3. Wages and salary Administration:- This refers to the financial benefits that are given to staff for the jobs they have performed. In the university administration, fixing of salaries is a continuous exercise as position and posts keep changing due to growth and functional advancement. 4. Staff Appraisals:- This is the continuous process of feed back to subordinates about how well they have performed on their jobs. In the registry department, members of staff are formally appraised annually by their immediate supervisors and the evaluation ratified by the Appointments and promotions committee. 5. Welfare:- In University administration, the main purpose of welfare is to provide assistance to members of staff and also encourage a positive relationship between staff and the university by providing extra security comforts. 6. Trade Union Relations: - According to Akpakwu (2003), trade unions are sounding boards for policies and decisions affecting staff. In university administration, joint committees comprising management team and trade unions have proved to be effective in resolving conflicts. Trade Unions champion the problems and grievances of their members with the view of

improving the welfare of their members. The functions of chief administrative officer in the university are many. Generally though, he is to plan, organize, coordinate, direct and report activities in relation to staff under him. Good human relations in an organization, for it to function effectively and efficiently cannot be over-emphasized. It provides knowledge on how people interact and respond in different organizational situations in an effort to satisfy their needs and in the process meet organizational goals. The chief administrators ability to understand his staff and their problems, and his belief in and the practice of democratic leadership will go a long way to make him succeed in his supervisory and administrative task. The effective operation of any organization depends on the Human Resources in that organization. Unachukwu (1997), implicitly states that Educational Administration is concerned with the mobilization of the efforts of people for the achievement of educational objectives. It is therefore imperative that the Registrar cultivates the habits of Human Relations in his odious administrative task. Edem (1987), observed that the difference between the ideas of the Efficiency movement and those of the Human Relations movement was that of the former emphasizing getting most out of the worker, even to the extent of requiring him to subordinate his interest and needs of those in the organization, while the latter emphasized the humanitarian aspects which sought to satisfy the needs of the worker, minimize his frustrations and increase the level of job satisfaction. According to Mary Follet,(1964), a prominent pioneer of the Human Relations movement in the National Society For The Study of Education, she stated that the real service for business men is no t just the production and distribution of manufactured articles, but to give an opportunity for individual development and self-actualization through better organization of human relationships. The process of production is as important for the welfare of society as the product

of production. Follet perceives administration as a shared responsibility, asserting that organizational structures should permit a free interplay of ideas in order to minimize the rigidity of hierarchical structures; but warned that shared responsibility should not be construed as being synonymous with laissez-faire and absence of focal points of reference. Unachukwu (1997), itemized the human relations movement stress as thus: 1. Human relations focus on workers as human beings rather than as producers. 11. It focuses on the development of morale and individual. 111. Human relations emphasize paying attention to workers as human beings in an informal associations within an organization. 1V. Human Relations led to the policy of consultation of participation by Workers. V. Human Relations approach led to the diffusion of authority which led to a wider participation in decision making. It led to a decentralized approach to organization rather than centralization. This explains why committees are used as tools for decision making. MOTIVATION AND ORGANIZATIONAL BEHAVIOR Without human resource, there can be no organization. These human resources are in two categories: Management and Subordinates. Okonkwo (1997), is of the view that workers and their needs should be uppermost in the minds of the leadership of any organization. In other words, poor management of human resources in an organization will lead to ineffectiveness or collapse of the organization. Edem (1998), states that the Barnard-Simon theory of motivation recognizes the relationship between the satisfaction

by organizations of the needs of workers and the workers productivity. The theory assumes that workers will perform satisfactorily well if their needs are met. Nwankwo (1982), opines that the more the needs of workers are satisfied within the organization, the more they are motivated to work and thus satisfy the needs of the organization. To motivate a worker therefore is to propel, impel and energize him into action that will lead eventually to the achievement of organizational goals. Thus motivation is primarily concerned with spending effort towards a goal. Leavitt (1972), provided motivation model from three basic premises:(I) Behavior is caused: The things we do, do not just happen. There always underlying factors (11) Behavior is directed: In the ultimate sense, there aimless behavior. (111) Behavior is motivated: Underlying what we do are motives and drives which provide us with the energy to attain goals or at least to move in the direction of goals. These three premises help a lot in understanding the behavior of workers in an organization. When Adam Smith conceptualized the economic basis of human motivation, it was his opinion that people work primarily for money and are unconcerned about social feelings, and are motivated to do only that which provides them with them with the greatest reward. This approach has been criticized because its view of man is dehumanizing. Money may not be the only primary source of rewarding behavior in an organization as there is limit to which money can be used in motivating workers. According to Argyle (1972), People can become committed to the goals of the organization as a result of participating in decision making in their work place or co-partnership schemes or through their relationships with groups or supervisors. Commitment could also come through the job itself. For example through ones achievements,

recognition, responsibility and professional growth. All these are motivators that would energize human resources to meet organizational goals and objectives. The ability of the educational manager to therefore plan and organize human resources effectively, motivate and control the staff is crucial to the effective and efficient management of the university. This is because good human resource management practice not only helps in attracting and retaining the best of staff, but also motivating them to outstanding work performance. Lack of motivation in work situations has serious effect on job satisfaction and when job satisfaction is absent, the worker might soon leave the organization. Saiyadanin (1999), supporting states that advancement or changing ones status reflects when this growth is not experienced, the staff member becomes frustrated and dissatisfied. CONCLUSION Basically, the Registrar who is the Chief Administrative Manager deals with human beings at various levels. Administration at all levels involves effective planning, organizing, supervising, controlling and evaluating. It is therefore his duty too co-ordinate all activities in the registry to meet the universitys mission and mandate. Attempt has been made to understand the meaning of human resource management as the understanding of human behaviors, their needs, aspiration in an organization and developing strategies to accomplish these needs and aspirations. Knowing that if these needs are neglected, it could lead to failure in achieving set goals for the university system. This paper has also shown that organizational behavior is not just the study of the systems, processes, and structures in an organization. But also the systematic study of individuals behavior in an organization. It should be understood that these individuals work with external and internal environments which are psychological and sociological in nature. University administrators should therefore deal with staff individually and collectively with a

view of understanding them deeply. To this end, it has therefore becomes necessary for university registrars to advocate the use of good human relations so as to ensure effective and efficient administration in universities. This paper has also traced the need to motivate workers not only through monetary means but also to recognize the individuals worth and enhance their feeling of responsibility and achievements

Human Resources Management (HRM) How to Apply Human Resource Management in Several Environments The Human Resource Management (HRM) is an academic theory and a business practice that is connected with the theoretical and practical techniques of managing a staff . its theoretical discipline is based primarily on the assumption that employees or the staff are individuals with changing goals and needs, and it should not be considered as basic business resources, such as trucks and filing cabinets. The workers, takes a positive view Field thinking that all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process. The Human Resource Management is considered to be the part of a business or company which recruits, develops and utilizes an organization's personnel in the way which would benefit the firm's aims and objectives. It creates alignment between an organization's HRM strategy and the core objectives of a business considered as essential. Human Resource Management (HRM) is all about managing people, human capital and culture for business success. The human resources management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you

have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. The Human Resource Management is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. The techniques force the managers of an enterprise to express their goals with specificity so that they can understand the workforce, and to provide the resources needed for them to successfully accomplish their assignments. Thus Human Resource Management techniques, when properly practiced, seem to be expressive of the goals and operating practices of the enterprise overall. Nowadays, it has concerned synonyms such as personnel management are often used in a more restricted sense to describe those activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, by which Staff is administered . These activities require regulatory knowledge and effort, and enterprises can benefit from the recruitment and development of personnel with these specific skills. Academic theory The aims of Human Resource Management is to help an organization or Institution to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The academic theory of Human Resource Management is that humans should not be considered machines. Therefore ,we should have an interdisciplinary examination of people in the

workplace. The Fields such as psychology, industrial and organizational psychology, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management. The activities of Human resource managers are involved such as interviewing applicants, staff training, and dealing with laws and regulations within employment. The Human Resource Management is composed of seven interlinked activities taking place with organizations. The seven major HR management activities are given Below: (1) Strategic HR Management, (2) Equal Employment Opportunity (EEO), (3) Staffing, (4) HR Development, (5) Compensation and Benefits, (6) Health, Safety, & Security, and (7) Employee & Labor Relations. Within these activities there are external forces involved such as legal, economic, technological, global, environmental, cultural/geographic, political, and social--which significantly affect HR activities and how they are designed, managed, and changed.

Origin of concept History The term human capital was first discussed by Arthur Cecil Pigou : "There is such a thing as investment in human capital as well as investment in material capital. So soon as this is recognized, the distinction between economy in consumption and economy in investment becomes blurred. For, up to a point, consumption is investment in personal productive capacity. This is specially important in connection with children: to reduce unduly expenditure on their consumption may greatly lower their efficiency in after-life. Even for adults, after we have descended a certain distance along the scale of wealth, so that we are beyond the region of luxuries and "unnecessary" comforts, a check to personal consumption is also a check to investment (Pigou, 1928, A Study in Public Finance, Macmillan, London, p. 29). Global Presence of Companies The global debate is on regarding the fair distribution of human capital between the countries . This points to the educated individuals, who typically migrate from poorer places or developing countries to richer places seeking opportunity, making 'the rich richer and the poor poorer'. When these workers migrate, generally, their early care and education is benefited by the country where they move to work and live their lives . And, when they have health problems or retire, their care and retirement pension will typically be paid in the new country.

Subjects The subjects for this research concern the various categories of staff, including artisans, foremen, supervisors, and engineers. This group of company representatives are technically sound to be

independent in solving technical problems. As such, only on a few occasions are these respondents likely to consult the head office and other group members servicing other companies in different locations of the town. The operations are conducted so that each team has a running budget from which it could purchase needed components, parts, or resources for emergencies. Such a situation may exist if stocks of parts, components, or resources to be utilised are not available in the store or else a significant time would be lost in pursuing the release of the stock from the head office stores. However, such purchases must be justified and authorised by the most senior member of the group, and approved by a superior at the head office. Most of the subjects are professionally qualified, and each posses different qualifications and with an ability to speak and write in the English language. This requirement is to create an avenue for easy communication between clients and the technical staff. The engineers are degree qualified, with the minimum qualification being a first degree. However, a number of these engineers have masters degree. The supervisors are mainly Higher National Diploma (HND) qualified. The minimum requirement for the foremen is Ordinary National Diploma (OND), while many of the artisans have City and Guide Certification. Other artisans, who may not have certificate qualification, are highly skilled in the actualisation of the various jobs. Normally, employment in the organisation is strongly influenced by the experience profile of the subject. This gives an opportunity to a wide age gap for employment in the organisation. Many of the workers in the organisation are below 40 years in an age profile of 20 years to 55 years. However, special cases exists in which the skills required are not available, but only possessed by the experienced, who perhaps left their former organisations for greener pasture or have been retrenched in view of business policy. In the company, females are rarely assigned for

fieldwork because of the belief of the management that females are better in non-field related work. Site The case studied relates to a practical situation of a company located in Lagos, Nigeria, christened Dynamics Limited (DL) Engineering Services that engages in generator servicing. DL is not the original name of the company, but labelled as such to protect the identity of the private company which is based in Lagos, Nigeria with branch offices in major states of the country. It was established 38 years ago, and presently employs over 300 persons. DL serves a diversity of markets in the provision of power supplies to various industrial and service sectors such as hospitals, banks, federal and state governments of Nigeria and other West Africa countries. For instance, a Federal Ministry invited DL to carry out a survey of diesel generators in operations for more than five years and an assessment of economic life experience. A client in the hospital sector commissioned DL to review fault levels and unrestricted over current and earth fault protective relay setting covering the hospitals 6.6KV 50Hz ring system. A government client invited DL to carry out engineering services relating to the modification of four independent 500KVA 415V standby diesel generators for parallel operation with automatic start, synchronising and load control. DL owns its own factory/office complex, which covers a total area of about 40,000 square feet in Lagos, Nigeria. This provides a meeting point for all the team members, and a location where faults are reported and requests for services made. Effectiveness in the delivery of services is aided by the excellent communications that DL has with the rest of the country and the whole world. In order to ensure high technical services to clients, DL embarks on quality certification,

which earned it EN ISO9002 BS 5750 Part 1 quality assurance standard in Nigeria. DL activities mainly involve offering equipment from basic power generating plant, Transformer HT/MV electrical equipment, mechanical pumps and industrial equipment to the most complex applications. Dynamic Engineering launched initiatives in the areas of power generation, transmission, distribution and sales to cope with the emerging challenges in the Nigerian power sector. This is aimed at participating in the provision of equipment/services for constant uninterrupted electric power supply in the country. In addition, DL offers a variety of engineering services and also supply products such as welding equipment, irrigation pumps, traffic lights, street lighting, taxi meters, measurement instruments, hand tool kits, water treatment plants and machinery spare parts. In order to support the fieldwork, the company has a computerised design office and workshop facilities, which include comprehensive equipment for the testing of plant and various electrical equipment, drilling machines with adequate tooling and lifting equipment. Measures The study measures cost of maintaining personnel by scheduling them in various locations. The information utilised was obtained through record vetting and the use of questionnaires directed at both the management and the technical staff of the company. It is important to examine several ways in which the proposed system leads to greater coordination of people to do a better job. Since such a system is scientifically determined, it is expected that if employees are placed in locations where their skills have potential for optimal utilisation a better coordinated system will be demonstrated by information about what employees are responsible for what tasks. Historical records, which assists in understanding the previous tasks carried out on generators at the locations, are usually easy to trace and utilise.

A second issue with effective scheduling is that it promotes the goodwill of the servicing company. Since deployment of employees to locations is planned, it takes short response time to emergencies, which removes frustration that may set in if the service crew do not respond on time to calls. Thirdly, since there is a continuous stream of services, the client server relationship has the potential for being healthy. Cases of huge time losses as a result of plant downtime are likely to be avoided or reduced. The result of this is that set standards in terms of profit goals are achieved both by the client and also the server. This part of the work considers the sample size and its choice. The population that is investigated consists of artisans, foremen, supervisors, and engineers who carry out field work. However, due to time and resource constraints, a certain percentage of this population that captures the sought information was interviewed. Thus, 20 per cent of the population, which is 40 staff out of about 200 were interviewed and closely studied. These 40 staff are now spread among all the categories of the population studied. Thus, 10 artisans, 10 foremen and 10 supervisors and 10 engineers were chosen for the analysis. Since the clients serviced by the company are diverse and spread across Lagos, and the distance covered on a daily basis may be such that it would be difficult to visit all clients, information on clients was obtained from the head office through documentation files on customer complaints and interviews with clients representatives.

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AN ASSIGNMENT ON HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION (QSV 716)

PREPARED BY:

OJO OLANIYI S.
IBIWUMI JOHN BABATUNDE

QSV/10/3275 QSV/10/3264

SUBMITTED TO ; MR. J.O ABIOLA-FALEMU

AUGUST 2011.