1.1. BACKGROUND OF THE STUDY
Human resources development is a continuing process comprising three interdependent components:
• Investment in human resources to enhance productive capabilities.
• Utilisation of those human resources to produce increased output.
• Participation of the human beings who have improved resources (better education, better skills levels etc.) in the consumption of that increased output through a better quality of life.
Sustainable human resources development must involve all three components above. At a national level, investment in human resources must be turned into effective utilisation of those human resources if national output is to be increased on a sustainable basis. At an individual level, investment in human resources improves earning capabilities. Therefore individuals and families have more money to do many things including pay for their own further skills development. There is a very strong link between investing inhuman resources development and improvements in the quality of life. Improvements in nutrition, health and education are key elements of an improved quality of life and must be considered important investments in human resources, particularly in developing countries. Human beings cannot be developed if they do not have enough food, are in poor health or cannot read or write. For developing countries, it is extremely important that all members of the society have access to human resource development activities, especially the poor, women and populations in rural areas. Participation and choice are key elements in this view of human resource development. The financial reward obtained from participation in production activity is the main way that individuals are able to participate in the quality-of-life benefits that are created by development. Increased job satisfaction and a sense of personal worth arising from increased productivity are also very important contributions to quality of life. The enhanced capabilities created by development enlarge the choices made available to both individuals and nations. Historically, Human resource development has referred to developing human resources in order to increase economic productivity and therefore a nation’s wealth that is, very closely linked with economic outputs. However, within current definitions and discussions, especially in the context of developing countries, there is more emphasis on the human aspects of Human resource development. So, in the development context the meaning of the term’s human resources development and human development are very much interconnected. From financial transactions to operational decisions and beyond, the core of every business function relies on an organization’s greatest asset: its human resources. As such, human resources boast significant responsibility for the success or failure of an organization (de Waal, 2007; Haslinda, 2009). The value of human resources is not always widely apparent. In fact, present day perception frequently limits human resource management (HRM) and human resource development (HRD) to recruitment, compensation, and legalities of managing a workforce (Haslinda, 2009). This review identifies the emergent value of human resources, the transformation from education and training to HRD, and the relative importance of HRD to organizational leaders. Specifically, it outlines the reliance of high performance organizations (HPOs) on HRM and HRD, concluding with the present day critical issues facing HRM and HRD.
1.2 STATEMENT OF PROBLEM
Human resource is a key contributor to corporate performance. It interprets and operationalize strategic business plans of an organization and enhances the firm’s competitive advantage (Dessler, 2008). Human resource development practices among many Christ Apostolic churches are now a popular way of gaining of competitive advantage (Saleem, 2007). A firm that adopts human resource development practices has three advantages namely; quick adoption to change, meeting customer needs and improved financial performance. Huselid (2010) concur that human resource development practices contribute to improved performance. It is therefore a business imperative to maintain staff with requisite skills; knowledge, behaviours and attitudes that would otherwise implement and operationalize the strategic corporate goals and in the final analysis makes the organization achieve corporate success and enhance sustainable competitive advantage. Churches operate in a competitive business environment and to remain competitive in the market they have to adopt human resource development practices.
1.3 AIMS OF THE STUDY
The major purpose of this study is to examine an assessment of church human resource development in selected Christ Apostolic Churches. Other general objectives of the study are:
1. To examine the nature of church Human resource development practices.
2. To examine the mechanisms of Human resource Development.
3. To examine the impact of human resource development on church performance.
4. To examine the characteristics of Human resource development in an organization.
5. To examine the relationship between church human resource development and increased capacity to achieve the church goals.
6. To examine the challenges faced by the church leaders in human resource development.
1.4 RESEARCH QUESTIONS
1. How is the nature of church Human resource development practices?
2. What are the mechanisms of Human resource Development?
3. What are the impacts of human resource development on church performance?
4. What are the characteristics of Human resource development in an organization?
5. What is the relationship between church human resource development and increased capacity to achieve the church goals?
6. What are the challenges faced by the church leaders in human resource development?
1.5 RESEARCH HYPOTHESES
H0:There is no significant impact of human resource development on church performance
H1:There is a significant impact of human resource development on church performance
H0: There is no significant relationship between church human resource development and increased capacity to achieve the church goals.
H1:There is a significant relationship between church human resource development and increased capacity to achieve the church goals.
1.6 SIGNIFICANCE OF THE STUDY
This study hopes to provide insight into the relevance of human resource development in the church (availability of members with required skills, knowledge and experience); and how it could lead to overall church performance. The findings of the research will help human resource managers in churches to plan for human resource requirements. The study findings will be a referral point in policy formulation on human resource development practices in churches in general. It will also be beneficial to investors, donors and other sectors of the economy other than the religious sector. The findings of this study will add wealth of knowledge to the academic community hence stimulate further research with regards to human resource development practices.
1.7 SCOPE OF THE STUDY
The study is based on the assessment of church human resource development in selected Christ Apostolic Churches in Ayedaade L.G.A, Osun state.
1.8 LIMITATION OF STUDY
Financial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.
1.8 DEFINITION OF TERMS
Church: Church is commonly defined as a building used for public worship. However, many people refer to a church as an organization. Examples are the Catholic Church, the Church of Christ, and the Southern Baptist Church amongst many others.
Human Resource Development: Human resource development is the integrated use of training, organization, and career development efforts to improve individual, group, and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities.
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