Fahad UmarThe objectives of the paper are to examine to which extent the

strategic human resources management and planning has been

regarded and its influence in organization using National

Assembly as a case study. To rate out how the human resources

planning and management influences the organizational success

in the National assembly. To oversee the method that seems best

Strategic Human Resource Management

S t r a t f o r d C o l l a g e o f B u s i n e s s M a n a g e m e n t L o n d o n

Table of Contents

INTRODUCTION. 2

CHARACTERISTICS OF HUMAN RESOURCE MANAGEMENT 3

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT IN AN ORGANISATION 4

FRAMEWORK 4

STRATEGIC HUMAN RESOURCE PROCESS: 7

STEPS INVOLVE IN HUMAN RESOURCE STRATEGY FORMULATION. 8

ROLES IN STRATEGIC HUMAN RESOURCES 10

DEVELOPMENT OF STRATEGIC HUMAN STRATEGIES 11

IMPLEMENTING HUMAN RESOURCE STRATEGIES. 14

CONTEMPORARY ISSUES AFFECTING STRATEGIC HUMAN RESOURCE MANAGEMENT 16

RANGE OF HUMAN RESOURCE STRATEGIES THAT CAN BE IMPLEMENTED FOREFFECTIVENESS OF AN ORGANISATION. 17

REFERENCE: 20

2

Introduction.

A later study (Armstrong, 2006) shows that the phrase

Human Resource Management has been used for so long to

describe the human factor and their well being in an

organisation. The most primitive scholars that contribute

to our understanding of these management theories are the

social scientists and experiences managers; these

distinctive two groups of scholars include Elton Moyo

(1841 - 1925) and Frederick W. Taylor respectively.

According to Bature (2010) the social scientist who are

considered to be academicians, of which their theories

are based on extensive research on human behaviour in an

organisation. Most of their researches focus on

efficiency level of an organisation and physical effect

of working environment on workers, issues includes

employee relation, employee motivation, leadership

qualities and interpersonal communication. A social

scientist Elton Mayo laid more emphasis on human

essentials in working environment, such as good and

3

healthy and friendly working environment. He also

emphasize on constant consultation and interviews with

staff as regards to what is affecting them toward

delivering there best in achieving organisational goal

and objectives.

On the contrary are the experience managers who evaluate

their theories based on personal experience with the aim

of quantifying a set of universal managing theories that

could be applied in any organisation toward achieving

organisational efficiency. Unlike the social scientists,

the experience managers focus on the working and

organisational structure toward increasing efficiency

level of human factor in achieving organisational goals

and objectives.

At this point, its clear that Human Resource Management

can be define as the effective and efficient management

of workers within an organisation towards achieving the

organisational vision and mission. John Strorey’s work

(cited in Armstrong, 2006) asserted that human resource

management is a set of inter-connected policies and

practice that if followed carefully will lead to

4

achieving organisational effectiveness and its

characterised with some futures which will briefly be

discussed below.

Characteristics of Human Resource Management

Bature (2010) highlighted some key characteristics of human resource management as follows:

1. Human resource management is an art and science.

Human resource management is an art in the sense

that its manages staff of an organisation through

creative and innovative approaches. Its also

regarded as a science due to it precision

application of its theories, some of which will be

discussed letter

2. Human resource management is pervasive: Human

resource management is conceded to be pervasive due

to the fact that it covers all levels of human

factor in an organisation.

3. Human resource management is a continuous process:

The practice of human resource management is a never

ending process which is why its been regarded as a

5

continues process. The processes involve in human

resource management includes recruitment,

replacement, development, performance appraisal,

welfare, employee discipline reward management to

mention few.

4. Human resource management is regulation friendly: In

carrying out human resource management processes, HR

processes must be carried out in such a manner that

no legal dictates are not bridge and all due

processes has to be followed with out any

discrimination.

5. Human resource management is a service function.

Human resource management is being regarded as

facilitators because its serves the entire

staff/departments of the organisation and this

function has authority in carrying out its duties

un-exclusively.

Importance of Human Resource Management in an organisation

6

What is the most valuable asset of an organisation?

A recent result polled online (http://www.ask.com)

written by Susan M. on the importance of human resource

management suggested that at this twenty first century,

most organisational competitive advantage laid on its

most valuable asset. This valuable asset is universally

considered to be the human factor. Managing Human factor

in an organisation has never been easy or simple; it’s

dynamic and challenging. That is why Human Resource

management is very important and advantageous in regards

to every organisation. Human resource management simplify

the aspect of managing human factor in any giving

organisation, it offers theories, principles, and

concepts that motivate, compensate, develop, train and

challenge workers toward achieving organisational mission

and vision.

Importance of human resource management practices has to

do with improve in social relationship between employees

and management of an organisation. One of which include

the practical know how on influencing productivity and

satisfactory of staff in an organisation. “Happy workers

7

are productive workers” this is an expression that has

been adopted and used because of how significant and

importance the practice is to the development and

achievement of organisational goals.

FrameworksThe Harvard framework

The name Harvard framework is given by Boxell one of the

founding fathers of human resource management and Harvard

Business school among others, this framework is developed

based on the principles upon which historic staff

problems can be solved.

Armstrong (2006) claim that the founding fathers believe

on the need of an inclusive strategic framework which if

deploy will help in addressing the general profound

problems in regards to managing staff in an organisation.

The Harvard school characterize human resource

management, as a function that embedded more

responsibility on managers heading departments in an

organisation this is to ensure organisational policies

are been followed effectively. However, its also

8

encourage that those policies are to be set out by

employees in such a way that management and employee will

be on a mutual ground with the aim of achieving

organisational goals and objectives.

The above Harvard framework is developed on the ground of

some practices, theories and methods of human resource

management, precisely with emphasis of human resource

management in general rather than specific staff

functions.

9

Advantages of Harvard Framework include the fact that it

involve the employee point of view in setting out the

policies, this widens the human resource management

context and gives it more flexible structure to be

followed toward attaining goals and objectives of an

organisation. It’s also considered to be explicit in

strategic choices, excluding environmental and

situational issues.

The Matching Model: According to Armstrong (2006)

the genesis of this model is from the word matching, the

matching model was developed to match the human resource

system with the organisational structure. This model was

develop by the Michigan school which consist of the four

functions of human resource management that are well know

to be executed in most organisations. Thus:

1. Selection: This has to do with surveying and

matching organisational needs to jobs spaces in

order to attain the needs.

2. Appraisal: This is one of the human resource

strategies aiming to maintain and support

organisational effectiveness by building policies to

10

govern and improve in areas of knowledge management,

capacity building and talent management.

3. Rewards: These are policies and incentives that are

being given to staffs in order to enhance and

motivate the level of their commitment toward

achieving the organisational goals. This add to

staff value and serves as a reward for their hard

work

4. Development: This objective of human resource

management is to produce a better and conducive

working environment that will harmonise the

relationship among the staff and management.

11

The above human resource management cycle explained the

graphic and simple basic functions performed in HRM

Strategic Human Resource process:

Considering the word Strategy. Strategy is absolute

sequential steps that are needed to be followed

effectively in achieving a predetermine goal and

objective. According to Faulkner (cited in Armstrong,

2006) strategy is associated with the intent of the

12

organisation, competitive advantage of the organisation

and sustainability of the organisation.

In 2006 Armstrong suggested the three concepts on

strategy formulation, which are distinctive capability,

competitive advantage and strategic fit of the

organisation.

Therefore, the processes involve in strategic human

resource include.

Strategy formulation: The concept of strategy formulation

involves sequential logical steps that direct and guide

organisation toward achieving its long-term goals. In

formulating this processes two key questions are needed

to be put into considerations.

1. The kind of staff you need in executing and

achieving business objectives.

2. Programs that are needed to be design in order to

develop and retain effectives staff.

Bature (2006) suggested that in answering the upper

mentioned questions about staff, four critical factors

are involve, culture, organisation, people and human

13

resource systems. The cultural beliefs, norms and values

of the staff have to line with that of the organisational

structure. The people here are considered to be the

staffs in which case their skill level will determine the

potential capability in delivering organisational

objectives, likewise the human resource system which is

the staff mechanisms in charge general staff management.

Steps involve in human resource strategy formulation.

Sajime M. (Class lecture, Match, 15, 2014) explicitly

elaborate on the formulation of strategic human resource

management, thus:

Step1. Fully understand the business strategy, spot out

the driving forces of the business. Be it in technology,

innovation, market competitive advantage and so on.

Analyze the inference of the driving forces on staff

likewise the staff contribution on business success.

Step2. Define mission statement in associates with staff

perspectives in the business. In this step its required

14

that Human resource expert should be explicit and formal

in drawing out this statement, issues of personal

negative reactions and idealistic statements should

totally be ignored focusing much attention on how to

increase staff performance and contribution to business.

Step3. Conduct internal and external SOWT analysis, in

this case more emphasis is going to be laid on the

internal strength and weakness of staff toward delivering

their slated duties. The present staff capability is

going to be considered meanwhile vigorous research on

market driving forces will be conducted, there by

spotting out the opportunities and strength as regards to

staff. Further consideration on relevant area of staffing

is required to hold, issues like skill shortages and

improvement on technology. In view of the above, there is

need to review staff strength and their competences in

contributing to the achievement of organisational

objectives.

Step4. Carry out Explicit human resources analysis. High

concentration should be given to the COPS of the

organisation, which are culture, organisation, people and

15

human resource system as mentioned earlier. Considering

the position of the organisation and existing gap between

it and where you want the organisation to be in the near

future.

Step5. Establish staff critical issues. Examine the SWOT

and COPS analysis to determine staff issues that are

needed to be addressed, prioritize detected issues based

on which among is more relevant in achieving

organisational objective there by focusing much effort

and resources in resolving it.

Step6. Build up solutions and consequences for each of

the established critical issue. For each of the spotted

issue before jumping into conclusion develop a managerial

and legal implication analysis for each proposed

solution. Consider the human resources mix that are

needed to be improve so as to address the issues,

translating the remedy into sub categories of Human

resource areas will be a great idea to start with. These

areas can be subdivided into employee development,

employee training, employee reward, manpower planning,

effective communication to mention few. Action plan

16

should be created around the upper mentioned mix while

accomplishment target should be set for resolving issues.

Step7. Evaluation and implementation of action plan.

The main aim of developing human resource strategy is to

guarantee that business/organisational objectives set are

mutually accommodating to the staffs and ratio between

the expected work unit and incentives is in accordance.

This will integrate payment/reward system with employee

development and motivation.

Roles in Strategic Human Resources

Armstrong (2006) suggested that at the top management

level, decisions on general functional strategies are

being developed, this is to ensure that functional

strategies for the entire organisation are being

implemented effectively, be it in marketing, IT,

operations, customer care, human resources,

products/services and development. Roles in strategic

human resource involve people that participate in

providing managerial and leadership human resource

functions. Personnel that develop and implement the

17

general human resource strategic functions/policies, this

includes HR Director, HR Manager, HR specialist and HR

generalist.

Human resource Director: A HR director plays a very

crucial function in leading human resource practices and

objectives as well as being part of the key object in the

whole organisation. For a Human resource director to

discharge his/her duties effectively he/she is supposed

to be on the board members team. Human resource Director

being part of the team is to examine and strategize how

to integrate the business strategy with the human

resource strategy toward achieving business objectives.

Human resource director most be involve in business

planning in order for it to favours both parties,

management and staffs respectively. The primary objective

of human resource director is to facilitate employee-

orientated culture that will improve and encourage high

performance, goal attainment, increase standard and

productivity and lastly to handle

recruitment/replacement.

18

Human resource specialist and generalist: Human resource

generalist is mostly being adopted and used by medium

sized organisations; HR generalist role in an

organisation is to focus on all human resource issues,

most of the organisations that uses HR generalist do not

have HR department in place. Although, HR generalist is

not expected to have specialized in any specific human

resources field which is why the word generalist is being

used in addressing them. However, HR specialist is mostly

being adopted by big organisations with HR department in

place, HR specialist is a human resource personnel that

specialize in a particular HR field.

Human resource manager’s role on the other hand, is to

advice and provides support to operating managers on

human workforce related issues. HR managers operate as

liaison between all correspondence both internal and

external to the staff matters, because al employee

records are being managed and maintained by them. A good

and health relationship is expected to be maintain

between HR manager and operating manager so that both

parties will move on the same track to achieve

19

organisational objectives, on the contrary the two

parties might result in conflict which will hamper the

suggestions and advisory relationship between them.

Development of Strategic Human strategies

An overall approach in developing human resource strategy

includes the following sequential six processes.

1. Build guiding alliance. In developing good HR

strategy its very important to incorporate with

experience staffs from each and every angle of the

business.

2. Forecast the future. Create a future vision of the

whole business, position you want the business to

attain in the future.

3. Identify the present business capability so also the

gaps. Understand the present state of the business

and the gap to the business vision.

4. Map out the system. Draw a meaningful map of the

whole business system.

20

5. Draw a model of the system. In this case the

dynamicity of the anticipated system is taken into

consideration.

6. Bridge into action. Set out some guiding principles

to be followed in executing this processes while

progress reports are being noted in every step of

the way.

Dyer and Holder (cited in Armstrong, 2006) recommended

that the upper mentioned six processes are very important

to be taken into careful consideration in developing

human resource strategy. These are considered being as

important as the content of the strategy, and the are the

determining factor toward developing and executing good

HR strategies. Methodology to be followed in developing

HR strategies include assess feasibility, determine

desirability, determine goal, and decide means of

achieving the determine goals.

Assess feasibility: This has to do with the ability

to effectively quantify the staff strength needed to

execute strategy on a reasonable cost and time.

21

Determine desirability: integrate the proposed

strategy with the business policies involve.

Determine goals: Determine the explicit goal of the

proposed strategy be it in cost efficient,

productivity, higher standard to mention few.

Decide means of achievement. Internal and external

measures are to be considered in linking the HR

strategies and business strategies. This is to

synergise the two strategies to develop a means to

achieve the set out goals.

However, aside from the methodology to be followed there

are so approaches as well. Approaches that are being

followed to develop HR strategy are classified into three

sub categories, the universalistic, the contingency and

the configurational which are also defined by Delery and

Doty which were letter redefined by Richardson and

Thompson as the best practice, the best fit and the

bundling respectively.

Best practice: The best practice approach is developed

based on Human resource management practices that are

carefully selected and assumed to yield outstanding

22

organisational performance if executed. From the initial

word universalism this approach is assumed to suit each

and every organisation but rather it is squabble by

contingency theory that lay more emphasis on interaction

between organisations as well as the environment of which

the organisation operational depend on. Based on the

contingency theory its impossible to come up with the

universalism approach because of how divers the universe

is.

Best fit: the best-fit approach is developed to address

the lapses and deficiencies of ‘Best Practice’. Best-fit

strategize human resource management practices and

policies based on circumstances. There by considering the

culture, environment, beliefs and operational processes,

this approach is more efficient than best practice

because what work perfectly in the united state might not

work in United Arab emirate. Moreover, the best fit

approach account for the environment, culture, beliefs,

technology, structure and circumstance before choosing

the relevant appropriate HRM practices and policies to be

adapted to fit the organisation.

23

However, according to Purcell (cited in Armstrong, 2006)

there is an issue of modelling variables in the bet-fit

approach. He also proposed the difficulties and

impossibilities of interconnecting the variables or the

dependency relationship between the variables. He

suggest that organisations should focus more on the

processes involve in organisational change so as to evade

the issue of being ensnared rational choice.

Configurational approach. This is also known as bundling

approach, this approach anticipates that an organisation

with multiple bundles of human resource management

practices and policies will be able to develop and

interrelate some of which to implement.

Bundling approach is considered to be straightforward; it

clearly chooses parameters to follow. In the case of

employee performance, which is directly proportional to

the staff capability and motivation, bundling approach

aimed to interrelate and address such issues with its

function. This is believe to yield in a positive higher

lever performance of an organisation as suggested by Dyer

and Reeves (1995) that this approach gives employee more

24

encourage role and flexibility in term of production

system.

Implementing Human resource strategies.

According to Gratton (cited in Armstrong, 2006) The

notion of strategic human resource management has been

underestimate in so many cases to be some programs or

policies of human resource but rather human resource

management strategy is a complex and dynamic function

that tend to address some crucial problems.

Gratton et al (cited in Armstrong, 2006) noted that “one

principal stand that has run through this entire book is the disjunction

between rhetoric and reality in the area of human resource management,

between HRM theory and HRM practice, between what the HR function says it

is doing and how the practice is practice is perceived by employees, and

between what senior management believes to be the role of the HR function,

and the role it actually plays” (p. 69).

Some of these factors responsible for the above gaps

include the followings:

25

1. Ambiguous HR practices are likely to be difficult to

fully comprehend by employee.

2. Employees are likely to accept only HR practices

that are relevant to their area.

3. Some employees view some of this HR practices as a

threats.

4. Non-routine HR practices are difficult to gain

accepted by employees.

5. There is high tendency of long serving employee to

influence some of the HR polices.

The upper listed factors are considered to be great

barriers toward implementation of HR strategies.

Armstrong (2006) believe that there exist some other

barriers aside from the once mentioned above; these

include poor assessment of HR strategies, poor

understanding of HR strategies, poor assessment of

cultural and environmental factors to mention few. The

main objective of line managers is the implementation of

HR strategies, when little or no attention is given to

these barriers its makes implementation almost impossible

to the line managers.

26

There is high need to overcome these barriers for

effective implementation and execution of HR strategies.

Hence, it is required for the line manager to carry out

effective requirement analysis, absolute strategy

formulation, account for exiting barriers, effective

action plan, strong support and lastly follow up on every

single step to ensure perfect implementation.

Contemporary issues affecting strategic human resource management

Mayhew (2014) in a site analyzed that the contemporary

issues affecting human resource management personnel have

to do with the constant societal changed, this include

advance in technology, managing information, workforce

shortages and tendency of staff to resist change. In a

place like the National Assembly, these are challenging

issues the human resource (personnel) is facing.

The continuers advance in technology is a key change that

affect employee in various ways, for dynamic place like

National assembly where some staffs can as well work at

home through the internet or mobile phone due to advance

27

in technology. HRM have to produce a written agreement

between the employer and employee, more also have to come

up with a strategy to carry out it function of monitoring

and ensuring compliance with legislative polices.

Managing Information is a crucial function of human

resource management. In doing so, it is of very

importance to ensure the optimum security of the

information. However, with the advance of technology it

is a huge challenge on human resource personnel to learn

the new way of securing staff private information as well

as the political information though training and other

forms of career building.

Although there is high unemployment rate, workforce

shortage is still an issue in HRM, rare special skills

and qualifications are being needed in some company as

well as the legislature. This makes it difficult for HR

managers effectively recruit the optimum number of staff

needed, which is why they sometimes train their exiting

staff to meet up these requirements. Keeping up with

technological changes also require staff trainings, which

is as well part of staff career development.

28

Resistance to change: The continues environmental and

technological change bring about a change in workplace

which some employee spot as a threats, some of which

believe their position and role will be replaced with

some of the new innovations that are relatively more

faster and cost efficient. It’s a duty of HRM to come up

with a strategy to address this issue. In doing so,

building HR strategy this will enlighten the employee on

their worth to the legislature more also to educate them

so as to take the new innovations as a tool to enhance

their performance.

According to Mondy (2006) to address some of these issues

in we need to take some certain majors which will be

examine to come up with optimum remedy to this

contemporary issues. This includes:

Communication Effectiveness – Did your employees

understand, not just hear the latest communication

message?  What you said in your last meeting, newsletter,

memo, or web page.  How would you know?  Did you use a

test, quiz, or did someone repeat it back in different

29

words?  Do you have a measure for the effectiveness of

your communications?

Customer Relationships – We are not talking about

customer satisfaction.  Often times a customer may be

satisfied but what is your relationship index with them? 

Relationships are two-way streets.  How do you feel about

them?  Do they pay on time, generate enough revenue, and

are they easy to work with?  Focusing on customer

satisfaction alone could lead to unprofitable customers.

Sure the customer is always right but are they the right

customer for you?  Do you have a measure for customer

relationships?. In which case we are focusing on the

entire development of the country.

Employee Satisfaction - Happier employees will lead to

happier customers.  Do you have an employee satisfaction

index that measures: absenteeism, complaints, turnover,

and surveys?

Distraction- Everybody has a job within your organization

but how much time do they spend on what they were hired

to do?  Do you have a measure for administrative tasks,

30

quality improvement, and other management assignments? 

In lean we try to eliminate this waste.  How much time is

spent on those tasks management asked you to do but are

not part of your job description?

Project Management - Every organization has projects,

either for clients or for internal customers.  The better

your organization is as delivering on project objectives,

the more effective and efficient it will be.  How do you

measure a project’s budget and cost performance, schedule

completion, quality and even innovation?

Employee Competence - This is more than just training

hours, it is about actually learning something useful to

your job.  To do this right is difficult.  You might

develop a competency matrix defining the required skills

versus the required skill level.  Then measure everyone’s

current skill as a percentage.  The gaps indicate the

training required to move the organization toward higher

competence.  Are you measuring competence?

Producing a balanced set of leading and

lagging indicators for the legislature is critical to

31

measuring success of NASS.  Your leading indicators

represent metrics that forecast a high probability of

future success. Balance those with your lagging

indicators, which measure how well you are performing

today.  Balanced combinations of both leading and lagging

metrics will produce the greatest chance of success.

Range of Human Resource strategies that canbe implemented for effectiveness of an organisation.

To improve organisational effectiveness it’s essential to

take note of the strategies being followed as suggested

by Bature (2010). An organisation is consider to be

effective one, if it meets it effectively uses its

strategies to achieve it mission. HRM strategies is a

means to an end because it focus on the improvement of an

organisation and executing its strategies very well will

tremendously improve organisation toward achieving its

objectives. Some of which include Knowledge management,

Organisational development, reward management and

employee relation among others.

32

The aims and objectives of Human Resource Management it

to guarantee the accomplishment of organisation goals

through its human factor, these goals includes

1. Organisational development: This is one of the human

resource strategies aiming to maintain and support

organisational effectiveness by building policies to

govern and improve in areas of knowledge management,

capacity building and talent management.

2. Human Capital Management: Human capital is one of

the most important aspects of any organisational

asset. Efficient management of this will ensure the

survival and growth of the organisation.

3. Knowledge management: The main aim of human resource

management in this aspect of knowledge management is

to enhance and improve the learning outcome of staff

this will enable them to improve toward

accomplishment of organisational goals.

4. Reward Management: These are policies and incentives

that are being given to staffs in order to enhance

and motivate the level of their commitment toward

achieving the organisational goals. This add to

33

staff value and serves as a reward for their hard

work.

5. Employee relations: This objective of human resource

management is to produce a friendly and conducive

working environment, this will harmonise the

relationship among the staff and management.

These are functions and duties performed by human

resource personnel in every organisation including the

legislator. It encompasses different tasks and activities

that profoundly influence the human factor of an

organisation. However, human resource management is as

well regarded as a strategic function of staffing

management in aspect of culture and environment so as to

enhance their performance and productivity to the general

accomplishment of organisational goals and objectives.

Amstrong (2006) asserted that staffing function in Human

resource management includes Human resource planning,

recruitment and selection, human resource development,

human resource research, employee and labour relation,

34

compensation and benefits, safety and health to mention

few.

The sequential processes involve in human resource

recruitment selection and planning is as follows. Job

analysis is being conducted to establish vacancies

required followed by requirements needed for each of the

vacant space in order to maximise optimum efficiency

level of the individual covering the space. The process

of forecasting these requirements it’s being done with

the aim of achieving organisational needs and objectives.

Afterward, the human resource management develop a

strategic hiring and recruiting plan to meets the upper

mentioned requirements.

Human resource research is basically the designing and

implementation of Communication Avenue between the

internal and external employee of the organisation so as

to detect strength, weakness, treat and opportunities

within and outside the organisation. Questioners, survey,

monitoring and interview can achieve this.

35

The functions of human resource management in regards to

health, safety, reward and benefits of staffs has to do

with the programs design and implement to assist employee

with adequate help in their day to day activities, in

National assembly it is design enhance their performance

and to server as a reward and benefits system to increase

employee work performance. Some of which include pension,

health and housing schemes, which will be discuses in

brief.

National Health Insurance Scheme (NHIS): The general

package benefited by an employee under this scheme cover

healthcare of the employee, spouse and four biologically

registered children. In addition “children in tertiary

institutions will be covered under Tertiary Insurance

Scheme.” (http://www.nhis.gove.ng)

According to national pension commission’s homepage

(http://www.pencom.gov.ng). Pension is Act established in

2007 to assist every public savant by saving some portion

of the allocated salary along with a sum 25% approved by

the federal government to be given to retired staff so as

to ensure the means of livelihood still exist during the

36

old age. The director general in a notice letter “This is

to remand all Employees in the public and private sectors

covered by the pension reform Act 2004 (PRA 2004) that it

is their right under Section 9(3) of the PRA 2004 to have

Life Insurance Policy taken on their behalf by their

employers for an amount not less than three (3) time

their annual total emolument” (p. 1)

Conclusion and recommendation:

In an organization like National Assembly operation is

hardly stable, it is increasingly becoming volatile and

complex. Organizational growth cannot therefore be let to

chance but through mapping out and the adoption of

appropriate strategic plan in both human and financial

resources that are capable of supporting the organization

to fully exploit the opportunities so provided by the

environment.

On a general note all the various departments in

companies should work together and ensure that every

employee works towards improving their companies’

37

services in order to satisfy the general public or

ultimate customers.

38

Works CitedArmstrong, M. (2006). Strategic Human Resource Management.

United State: Thomson-shore Inc.

Bature, N. (2010). Human Resource Management. Kaduna –

Nigeria: Joyce Graphics.

Mayhew, R. (2014). Contemporary Issues Faced by Human

Resource Management Today. Retrieved form

http://smallbusiness.chron.com/contemporary-

issues-faced-human-resource-managers-today-

1875.html

Mondy L.S. (2006). Organizational Theory in Industrial Practice.

Manchester: Wiley publication.

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