NATIONAL BOARD FOR

TECHNICAL EDUCATION
(NBTE)

COURSE MATERIAL

FOR

Course Code & Title: BAM 224

ND II: ELEMENTS OF HUMAN CAPITAL
MANAGEMENT

Programme: NATIONAL DIPLOMA IN BUSINESS ADMINISTRATION

1
 COPYRIGHT PAGE
© 2023 National Board for Technical Education. Kaduna, Nigeria

All rights reserved. No part of this publication may be reproduced in any form or by any
means, electronic, mechanical, photocopying, recording or otherwise without the prior
permission of the Executive Secretary National Board for Technical Education, Kaduna,
Nigeria.

First published 2022 in Nigeria.

ISBN: XXXXXXXXXX

Published and printed in Nigeria by:

Gamji Press & Publishers Ltd,
Kaduna, Nigeria.

Tel: +234 XXXXXXXXXXXXX

E-mail: XXXXXXXXXXXXXX

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 COURSE WRITERS/DEVELOPMENT TEAM

Subject Matter Expert: Haruna Idris

Subject Matter Reviewer: Dr Maryam Abdu
Language Reviewer: Firdausi Adamu Nana
Instructional Designer: Dr Fatima Shehu Kabir
Graphics Designers: Jibril Jabir Abdulkadir
Editor: Dr Nasir Sanni Ajoge

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4
 TABLE OF CONTENTS
Contents
COPYRIGHT PAGE..................................................................................................................................2
COURSE WRITERS/DEVELOPMENT TEAM..............................................................................................3
TABLE OF CONTENTS.............................................................................................................................4
i. Course Information....................................................................................................................5
ii. Course Introduction and Description.........................................................................................5
iii. Course Prerequisite...................................................................................................................5
iv. Course Learning Resources........................................................................................................5
v. Course Objective........................................................................................................................6
vi. Course Outcomes......................................................................................................................6
vii. Activities To Meet Course Objectives....................................................................................6
viii. Time (To Complete Syllabus/Course).....................................................................................6
ix. Grading Criteria and scale..........................................................................................................6
x. Grading Scale.............................................................................................................................7
xi. Feedback....................................................................................................................................7
COURSE STUDY GUIDE & OUTLINE........................................................................................................8
COURSE OUTLINE................................................................................................................................11
STUDY SESSION 1.1..............................................................................................................................12
Concept of Human Capital Management........................................................................................12
1.0 Learning Outcomes....................................................................................................................14
2.0 MAIN CONTENT.........................................................................................................................14
3.0 Study Session Summary And Conclusion...................................................................................16
4.0 Self-Assessment Questions........................................................................................................16
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................16
6.0 References/Further Readings....................................................................................................16
STUDY SESSION 1.2..............................................................................................................................17
Origin of Human Capital management............................................................................................17
1.0 Learning Outcomes....................................................................................................................17
2.0 Main Content:............................................................................................................................18
2.1 Origin of Human Capital Management......................................................................................18
3.0 Study Session Summary And Conclusion...................................................................................18
4.0 Self-Assessment Questions........................................................................................................18
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................19
6.0 References/Further Readings....................................................................................................19

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STUDY SESSION 1.3..............................................................................................................................20
Aims of Human Capital management..............................................................................................20
1.0 Learning Outcomes....................................................................................................................20
2.0 Main Content.............................................................................................................................21
2.1 Aims of Human Capital Management........................................................................................21
3.0 Study Session Summary And Conclusion...................................................................................22
4.0 Self-Assessment Questions........................................................................................................22
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................22
6.0 References/Further Readings....................................................................................................22
STUDY SESSION 1.4..............................................................................................................................23
Scope of Human Capital Management............................................................................................23
1.0 Learning Outcomes....................................................................................................................23
2.0 Main Content:............................................................................................................................24
2.1 Scope of Human Capital Management......................................................................................24
3.0 Study Session Summary and Conclusion....................................................................................25
4.0 Self-Assessment Questions........................................................................................................25
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................26
6.0 References/Further Readings....................................................................................................26
STUDY SESSION 2.1..............................................................................................................................27
Functions of Human Capital Management......................................................................................27
1.0 Learning Outcomes....................................................................................................................28
2.0 Main Content.............................................................................................................................28
2.1 Functions of Human Capital Management................................................................................28
3.0 Study Session Summary And Conclusion...................................................................................29
4.0 Self-Assessment Questions..................................................................................................29
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................29
6.0 References/Further Readings....................................................................................................30
STUDY SESSION 2.2..............................................................................................................................31
Functions of Human Capital Management (CONTD).......................................................................31
1.0 Learning Outcomes....................................................................................................................31
2.0 Main Content.............................................................................................................................32
2.1 Functions of Human Capital Management................................................................................32
3.0 Study Session Summary And Conclusion...................................................................................33
4.0Self-Assessment Questions.........................................................................................................33
5.0 Additional Activities (Videos, Animations & out of Class Activities)...........................................33
6.0 References/Further Readings....................................................................................................34

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STUDY SESSION 2.3..............................................................................................................................35
Training and Development..............................................................................................................35
1.0 Learning Outcomes....................................................................................................................36
2.0 Main Content.............................................................................................................................36
3.0 Study Session Summary And Conclusion...................................................................................38
4.0 Self-Assessment Questions........................................................................................................39
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................39
6.0 References/Further Readings....................................................................................................39
STUDY SESSION 2.4..............................................................................................................................40
Selection and Recruitment..............................................................................................................40
1.0 Learning Outcomes....................................................................................................................40
2.0 Main Content.............................................................................................................................41
2.1 Recruitment and Selection........................................................................................................41
3.0 Study Session Summary and Conclusion....................................................................................43
4.0 Self-Assessment Questions........................................................................................................43
5.0 Additional Activities (Videos, Animations & out of Class Activities)...........................................44
6.0 References/Further Readings....................................................................................................44
STUDY SESSION 3.1..............................................................................................................................45
Industrial Relations and Trade Unions.............................................................................................45
1.0 Learning Outcomes....................................................................................................................46
2.0 Main Content.............................................................................................................................46
3.0 Study Session Summary and Conclusion....................................................................................49
4.0 Self-Assessment Questions........................................................................................................49
5.0 Additional Activities (Videos, Animations & out of Class Activities)...........................................49
6.0 References/Further Readings....................................................................................................49
STUDY SESSION 3.2..............................................................................................................................50
Trade Unions and Their Roles in Human Capital Management.......................................................50
1.0 Learning Outcomes....................................................................................................................50
2.0 Main Content.............................................................................................................................51
3.0 Study Session Summary and Conclusion....................................................................................53
4.0 Self-Assessment Questions........................................................................................................53
5.0 Additional Activities (Videos, Animations & out of Class Activities)...........................................53
6.0 References/Further Readings....................................................................................................53
STUDY SESSION 4.1..............................................................................................................................54
Conflict/Grievance/Dispute Resolution in an Organisation.............................................................54
1.0 Learning Outcomes....................................................................................................................54

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 2.0 Main Content.............................................................................................................................55
3.0 Study Session Summary and Conclusion....................................................................................56
4.0 Self-Assessment Questions........................................................................................................56
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................56
6.0 References/Further Readings....................................................................................................57
STUDY SESSION 4.2..............................................................................................................................58
Types of Conflict..............................................................................................................................58
1.0 Learning Outcomes....................................................................................................................58
2.0 Main Content.............................................................................................................................59
3.0 Study Session Summary and Conclusion....................................................................................60
4.0 Self-Assessment Questions........................................................................................................60
5.0 Additional Activities (Videos, Animations & out of Class Activities)...........................................60
6.0 References/Further Readings....................................................................................................60
STUDY SESSION 4.3..............................................................................................................................61
Conflict/Dispute Resolution.............................................................................................................61
1.0 Learning Outcomes....................................................................................................................62
2.0 Main Content:............................................................................................................................62
3.0 Study Session Summary and Conclusion....................................................................................64
4.0 Self-Assessment Questions........................................................................................................64
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................65
6.0 References/Further Readings....................................................................................................65
STUDY SESSION 4.4..............................................................................................................................66
Conflict Aftermath...........................................................................................................................66
1.0 Learning Outcomes....................................................................................................................67
2.0 Main Content.............................................................................................................................67
3.0 Study Session Summary and Conclusion....................................................................................69
4.0 Self-Assessment Questions........................................................................................................69
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................69
6.0 References/Further Readings....................................................................................................69
STUDY SESSION 5.1..............................................................................................................................71
Motivation.......................................................................................................................................71
1.0 Learning Outcomes....................................................................................................................71
2.0 Main Content.............................................................................................................................72
3.0 Study Session Summary and Conclusion....................................................................................73
4.0 Self-Assessment Questions........................................................................................................73
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................73

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 6.0 References/Further Readings....................................................................................................74
STUDY SESSION 5.2..............................................................................................................................75
Theories of Motivation....................................................................................................................75
1.0 Learning Outcomes....................................................................................................................76
2.0 Main Content............................................................................................................................76
2.1 Theories of Motivation..............................................................................................................76
3.0 Study Session Summary and Conclusion....................................................................................77
4.0 Self-Assessment Questions........................................................................................................77
5.0 Additional Activities (Videos, Animations & Out of Class Activities)..........................................77
6.0 References/Further Readings..............................................................................................78

i. Course Information
Course Code: BAM 224
Course Title: ELEMENTS OF HUMAN CAPITAL MANAGEMENT
Credit Units: 3 CREDIT UNITS
Year of Study: TWO
Semester: FOURTH

ii. Course Introduction and Description

Elements of Human Capital Management is a fourth semester course for students offering
Business Administration at 200 Level. It is a 3 credit unit course consisting of 16 study
sessions. Each session is supposed to be covered in 3 hours. This course guide tells you about
another aspects of management.

As such, the course will cover topics like meaning, aims and origin of human capital
management, recruitment, selection, job interviews, dispute, grudges, dispute resolution,
strikes etc.

iii. Course Prerequisite

To be qualified for this course, you are required to have the following:
1. 5 credits in “O” level credits including Physics, English and Mathematics.
2. Satisfactory level of English proficiency.
3. Basic Computer Operations proficiency.

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 iv. Course Learning Resources
1. Study modules.
2. Study sessions.
3. Further readings.
4. YOUtube videos.
5. Activities and Tutor-marked Assignments.

v. Course Objective
On completion of this course, you should be able to: approach managerial issues regarding
the management of human capital professionally.

vi. Course Outcomes

The aim of this Course Material is to meet the objectives of the course. Hence, to complete
the course, you are required to listen to the course wave, watch online videos and read set of
books and other relevant materials that you may lay your hands on. The course is online,
therefore, there is going to be a lot of online interaction in this class through the learning
management system. Assignment and further activities shall be given individually as well as
in groups. All assignments are compulsory and must be submitted at the time slated.
Completion and timely submission of assignment will also serve as part of your assessment.

vii. Activities To Meet Course Objectives

Duration of tutoring is 13 Weeks and you shall be expected to put in a minimum of 2 hours
study time weekly.

viii. Time (To Complete Syllabus/Course)

Duration of tutoring is 13 weeks and you shall be expected to put in a minimum of 2 hours
study time weekly.

ix. Grading Criteria and scale

There are two aspects of assessment in this course. The first one is the tutor-marked
assignment which is made up of individual assignment (CA 1&2, 10% each), group
assignment (GCA 1 &2, 10%), and discussion/quiz or out of class assignment (10%). In
tackling the assignments you are advised to be sincere in attempting the exercise by utilizing
the information, techniques and knowledge acquired during the course. Secondly, the

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examination within which each module is assessed is (60%) making a total of 100%. You are
expected to carefully follow the examination instructions before attempting each of the
exercise. Summarily, the grades will be based on the following.

Test (CA 1) 20%

Individual assignment 20%

Semester Examination 60%

TOTAL 100%

Grades will be based on the following:

Individual Assignments/Test (CA 1, 2 etc.) 20%

Practical / Projects (GCA 1, 2 etc.) 20%

Semester Examination 60%

Total: 100%

x. Grading Scale
The unified grading system to be applied in scoring all course work, examinations, project, etc. is as
stated on table below:

Marked Range Letter Grade Weight

Above 75 A 4.0

70 – 74 AB 3.5

65 – 69 B 3.25

60 – 64 BC 3.0

55 – 59 C 2.75

50 – 54 CD 2.5

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 45 – 49 D 2.25

40 – 44 E 2.0

Below 40 F 0.00

xi. Feedback
Courseware Based:
1. Self-assessment questions.
Tutor Based:
1. Discussion Forum tutor input.
2. Graded Continuous assessments.
Student Based:
1. Online Program Assessment (Administration, Learning Resource, Deployment, and
Assessment).

COURSE STUDY GUIDE & OUTLINE

Wee Study Module Study Session Activity
k

1- 2 Module 1: The Concept Study Session 1.1: 1. Read

and Scope of Human courseware
Meaning of HCM.
Capital Management. for the
Study Session 1.2: correspondin

Origin, Emergence of g study

HCM. session.

Study Session: 1.3:

Aims of HCM. 2. Listen to

audio on the
Study Session 1.4:
study session.

12
 Scope of HCM.

3-5 Module 2: Functions of Study Session 2.1: 1. Read

Human Capital courseware
Functions of HCM 1.
Management Department for the
in an Organisation. Study Session 2.2: correspondin

Functions of HCM 2. g study

session.
Study session 2.3:

Training & Development.

2. Listen to
Study Session 2.4
audio on the
Selection and Recruitment. study session.

6-7 Module 3: The Roles of Study Session 3.1: 1. Read

Trade Unions in courseware
Industrial Relations and
Personnel Policies and for the
Trade Union.
Human Capital correspondin
Management Department Study Session 3.2: g study
in an Organisation Roles of Trade Union. session.

2. Listen to
audio on the
study session.

8-10 Procedure for Handling Study Session 4.1: 1. Read

Conflicts/Disputes in an courseware
Conflict/Grievance/
Organisation for the
Dispute.
correspondin
Study Session 4.2: g study

Types of Conflict. session.

13
 Study Session 4.3: 2. Listen to
audio on the
Conflict/Dispute
study session.
Resolution.

Study session 4.4

Conflict Aftermath.

11-12 Module 5: Understand Study Session 5.1: 1. Read

Motivation courseware
Motivation.
for the
Study Session 5.2: correspondin
Theories of motivation. g study
session.

2. Listen to
audio on the
study session.

13 Revision Study Session 6.1: 1. Read

courseware
Revision:
for the
Study Session 6.2: correspondin
Revision. g study
session.

Study Session 6.3

2. Listen to
Revision.
audio on the
study session.

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 COURSE OUTLINE
MODULE 1:
Study Session 1.1: Concept of HCM.
Study Session 1.2: Origin of HCM.
Study Session 1.3: Aims of HCM.
Study Session 1.4: scope of HCM.
STUDY MODULE 2:
Study Session 2.1: Functions of HCM I.
Study Session 2.2: Functions of HCM II.
Study Session 2.3: Training and Development.
Study Session 2.4: Selection and Recruitment.
STUDY MODULE 3:
Study Session 3.1: Industrial Relations and Trade Union.
Study Session 3.2: Roles of Trade Union.
STUDY MODULE 4:
Study Session 4.1: Conflict/Grievance/Dispute.
Study Session 4.2: Types of Conflict.
Study Session 4.3: Conflict/Dispute Resolution.
Study Session 4.4: Conflict Aftermath.
STUDY MODULE 5:

15
Study Session 5.1: Motivation.
Study Session 5.2: Theories of Motivation.
STUDY MODULE 6:
Study Session 6.1: Revision.
Study Session 6.2: Revision.

16
 STUDY SESSION 1.1

Concept of Human Capital Management

Section and Subsection Heading.

Introduction:
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Human Capital Management.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

17
Every day we engage in dealings with workers. In this session I will give an insight on the
relationship and dealings with staff of organisations across different fields and positions and
their behaviour towards work. It is summarily called human capital management.

18
1.0 Learning Outcomes
After this study session, I expect you to be able to:

1. Explain the Concept of HCM.

2. Give Definitions of HCM.

2.0 MAIN CONTENT

1.1 Meaning of Human Capital Management

Human Capital Management is mostly referred to as manpower or labour management. It

deals with the management of human resources because it occupies a prime position and
it is an inevitable aspect of the organization.

It measures and evaluates how people, policies and practise create value.

It is all about learning, understanding, intervening and adjusting.

Human capital is not owned by the organization but secured through the employment
relationship. People bring human capital to the organization and is then developed by
experience and training.

Human capital management is defined by many scholars depending on their views,

background and experience. The following definitions of the concept are universally
applauded;

1. MAURICE CUMMING

Human capital management is concerned with obtaining the best possible staff for
an organization and having got them, look after them so that they will want to stay
and give their best to their jobs.

2. DALE YODER

From his own perspective view human capital resource management as concerned
with all practices and procedures in which the human resources are combined with
other factors of production and distribution.

3. MICHEAL JULIUS

19
 According to Micheal, human resource management is the field of management
that deals with planning, organizing, directing and controlling the function of
producing, developing, maintaining and utilizing a labour force so that the
objectives establishing the organization are achieved.

4. BULLA & SCOTT

Define human capital management as a process for ensuring that human resources
requirement are identified and plans made to satisfy them.

5. BRAMHAM

In human capital management, the manager is concerned with motivating people,

taking note of the workforce, matching it with their needs, wants and desires.

Human capital management can be said to be concerned with strategies for

attracting, retaining and developing a vibrant and solid workforce of an
organization.

INTEXT QUESTIONS

1. How does Brahman viewed HCM?

Answers:

1. His view is that the manager should be concerned with motivating people,
taking note of the workforce, matching it with their needs, wants and desires.

20
3.0 Study Session Summary And Conclusion
In this Session, we have seen definitions and meanings of HCM by multiple authors.
Also, an in text question was administered for better understanding.

4.0 Self-Assessment Questions

1. Define HCM in common parlance.
2. Explain the emergence of HCM.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the Corresponding Study Session.

Listen to the Audio on this Study Session.

View YouTube:

[Link]

21
6.0 References/Further Readings
Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition,Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage. 4th
edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)

Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

22
 STUDY SESSION 1.2

Origin of Human Capital management

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Origin of HCM.

2.2 Emergence of Human Capital Management.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:
Previous session discussed dealings with workers. An exercise summarily termed Human
Capital management. This study session will present the origin of HCM.

1.0 Learning Outcomes

1. State the Origin of HCM.

23
 2. Give emergence of HCM.

2.0 Main Content:

2.1 Origin of Human Capital Management

Human capital management dates back to when man began to change in size of his
family. More farmland was required and so was labour, to meet up the demand hence
the need to manage human capital effectively.

Scholars like [Link] and G. Becker propounded that human capital is similar to
physical means of production e.g. factories and machines.

You invest in human capital through education, training, health policies etc. and your
income depends partly on the human capital one owns which allows you to receive a
flow of income which is like interest earned.
2.2 Emergence of Human Capital Management
It is a means to develop and become noticeable adding value to importance or
prominence. Human capital management emerged through schools, training, seminars
etc. people were enlightened and introduced about the term. The influences of
technology and growth has effectively caused industry leaders resources it now
nurture the working population by educating them and developing their technological
skills so as to contribute to the needs of the organization they work for.

INTEXT QUESTIONS

1. What is the origin of HCM?

Answers:

1. HCM dates back to human existence

3.0 Study Session Summary And Conclusion

In this Session, origin and emergence of HCM were discussed. Also, an in text question
was administered for better understanding.

24
4.0 Self-Assessment Questions
1. Define human capital management in common parlance.
2. Explain the emergence of human capital management.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the corresponding Study Session.

Listen to the Audio on this Study Session.

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

25
 STUDY SESSION 1.3

Aims of Human Capital management

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Aims of Human Capital Management.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

Human capital management evolved as a discipline that explains working relationships

between employer and employees. This study session will discuss the aims of human capital
management.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. List the aims of HCM.

2. Explain the aims of HCM.

26
2.0 Main Content

2.1 Aims of Human Capital Management

According to Laurice, (2005) the aims are:
1. The recognition of peoples’ needs and expectations at work.
2. Respect for the individual.
3. Justice in treatment and equitable systems.
4. Stability of employment. (Right number and type of staff required).
5. Good working environment and condition of services.
6. Opportunities for personal development and career progress.
7. Democratic functioning of the organization (everyone be given opportunity to
participate).
8. Full observance of all laws and code of conduct relating to employment. (Adhere to
all laws guiding the rule of recruitment exercise).
9. Designing an effective organizational structure.
10. Staffing the structure with suitable people.
11. Defining work roles and relations. (Spell roles of departments out but all work for a
common goal).
12. Securing optimum working arrangements.

Note: no matter how good human capital management policies are, it must be practical and
effectively implemented otherwise the aim is defeated.

INTEXT QUESTIONS

1. List any 4 aims of HCM

2. Good HCM policies, poor implementation. Explain.

Answers:

[Link] working environment and condition of services

Justice in treatment and equitable systems.

Defining work roles and relations

27
 3. Lack of implementation leads to failure.

3.0 Study Session Summary And Conclusion

In this Session, I have explained the aims of human capital management, roles human
capital management plays in stabilizing workforce in an organisation.

4.0 Self-Assessment Questions

1. Discuss the consequences of poor implementation of human capital management
policies in an organisation.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the Corresponding Study Session.

Listen to the Audio on this Study Session.

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive
Advantage. 4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi:
Traces Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

28
 STUDY SESSION 1.4

Scope of Human Capital Management

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Scope of Human Capital Management.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

Our previous study session explained aims and objectives of human capital management, this
session will explain scope and characteristics of human capital management for better
understanding of the concept.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain the scope of HCM.

2. State the characteristics of HCM.

29
2.0 Main Content:

2.1 Scope of Human Capital Management

According to Bello, (2007), the scope of human capital management is very wide and may
be considered within the framework of the following broad headings:
1. Human Capital Planning: Determine the human resource requirement. Know
what is required by taking the demographics of the staff in the organisation,
Characteristics of Human Population.
This will include number of departments, gender, how do I replace those that are
due for retirement, know their number, average working age, staff requirement
(present/future), match the two and have suitable number. All these ads up to
planning.
2. Recruitment Selection and Induction: Get the right people and introduce them
to the job.
3. Salary and Wages Administration Including Relate Reward System: Efforts
should be appreciated e.g. staff of the month, year etc. it motivates one to work
better. Note that salary is a reward for work done, let it be commensurate.
4. Organisational Design and Pattern of Work: It describes who does what and
where. Every one work is spelt out. No over burden to avoid dispute. Area of
specialization, even reporting line is well spelt out. On the job training etc.
5. Education, Training and Development: opportunities to acquire more
knowledge through courses, seminars, workshops etc. enhance the best in your
workforce.
6. Employment Relations: Between the upper and lower management and staff, the
relationship needs to be enhanced as you all work together.
7. Employee Services: Welfare, health and safety providing for the social and
wellbeing of your staff, put the necessary requirements in place.

INTEXT QUESTION

List any 3 areas under HCM

Answer:

30
 i. Recruitment and selection.

ii. Reward system.

iii. Education, training and development.

3.0 Study Session Summary and Conclusion

Scope of human capital management entails areas that human capital management touch
in organisations. This study session has explained these areas for better understanding.

31
4.0 Self-Assessment Questions

1. Explain Reward system.

2. Recruitment and selection is an integral part of HCM. Discuss.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the Corresponding Study Session.

Listen to the Audio on this Study Session.

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

32
 STUDY SESSION 2.1

Functions of Human Capital Management

Section and Subsection Heading

Introduction

33
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Functions of Human Capital Management.

2.2 Factors to Consider In Manpower Planning.

2.3 Steps in Manpower Planning.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:
Human capital management activities are carried out by a department called Human
Resources/Personnel Department in organisations. This study session will discuss the various
functions by the department.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. List the functions of HCM.

2. Explain the functions of HCM in an organisation.

2.0 Main Content

2.1 Functions of Human Capital Management

Manpower planning: It is concerned with developing a systematic procedure by which
management attempts to provide for human resources to accomplish its tasks through
acquisition, utilization, maintenance and development of the human resources required
presently and in the future. This is also known as employment planning. The following
should be noted:
1) Understaffing is not beneficial, it leads to loss.
2) Overstaffing is wasteful and expensive
3) Penalties for not being correctly staffed is costly
2.2 Factors to Consider In Manpower Planning

34
 1) A satellite picture of the existing workforce to give you a view of the needed
labour. (Number, Skills, Age, Gender, Experience etc.)
2) Sales/production forecast
3) Effect of technological changes on task needs
4) Changes in employment practises (the use of sub-contractors or agencies)
5) Change in government policies (investment incentives, trade grants e.t.c)
2.3 Steps in Manpower Planning
1) Analyse the Current Manpower Inventory: This has to do with what is obtainable
in the organisation at the moment, you should take note of all that is presently
available (type of organisation, Number of departments, employees in the unit etc.)
2) Make Future Manpower Forecast: Upon knowing what you have at the moment
this will help you to know and plan for future needs of labour in the organisation
(experts forecast, workload analysis, workforce analysis)
3) Develop Employment Programmes (recruitment, selection, placement)
4) Design Training Programmes: To enhance employees development training can not
to be over emphasised, it is a prerequisite to development at the workplace

INTEXT QUESTIONS

What is manpower planning?

Answer:

It is concerned with developing a systematic procedure by which management attempts to

provide for human resources to accomplish its task through acquisition, utilization,
maintenance and development of the human resources required presently and in the future.

3.0 Study Session Summary And Conclusion

This study session explains functions performed by the Human resource or the personnel
department in organisation. Chief among the functions is manpower planning.

4.0Self-Assessment Questions
1. What is manpower planning?
2. What are the factors to consider in man power planning?

35
5.0 Additional Activities (Videos, Animations & Out of Class Activities)
Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

36
 STUDY SESSION 2.2

Functions of Human Capital Management (CONTD)

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Functions of Human Capital Management.

2.2 Need for Manpower Planning.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

37
Human capital management activities are carried out by the department known as Human
Resources/Personnel Department in the organisation. This study session will discuss the
various functions of the department.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. List the Importance of Manpower Planning.

2. Explain the needs of Manpower Planning.
3. Explain Manpower Training and Development.

2.0 Main Content

2.1 Functions of Human Capital Management

1. It is the key to management functions which include organizing, directing, planning,
controlling, coordinating etc. All of these are based on manpower therefore STAFFING is
the key.
2. Efficient utilization
3. Motivation
4. Better human relations
5. Higher productivity

2.2 Need for Manpower Planning

Manpower planning is a two phased process as it analyses current human resources and make
forecast for future needs. Its advantages are as follows:

1. Shortage/surpluses can be identified and addressed accordingly.

38
 2. Recruitment and selection are based on manpower planning.
3. It reduces labour cost as overstaffing can avoided.
4. Helps to identify available talents to be developed.
5. Helps in the growth of the organization as available labour is utilized to the best.
1. Manpower Training and Development
1) Training: This is the use of guided effort and experience to change and shape
employees behaviour and attitude positively. It helps them to gain particular job
skills and techniques they need to contribute to the achievement of the company’s
strategy staff are equally prepared to meet new job challenges through training.
2) Development: It is a process that creates grow progress, positive change or
addition to value as an on-going education designed by organisations to prepare
their employees for future jobs. This involves actions taken or designed to help an
employee achieve the necessary skills by moving along a career path and grow.

INTEXT QUESTIONS

Why do we need manpower planning?

1. Shortage/surpluses can be identified and addressed accordingly

2. Recruitment and selection are based on manpower planning

3. It reduces labour cost as overstaffing can avoided

3.0 Study Session Summary And Conclusion

This session discussed training and development, manpower planning and the needs
for man power planning,

4.0Self-Assessment Questions
1. Write short notes on the following:
1. Training.
2. Development.
2. Why do organisations need HCM department?

39
5.0 Additional Activities (Videos, Animations & out of Class Activities)
Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

40
 STUDY SESSION 2.3

Training and Development

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content

2.1 Difference Between Training and Development

2.2 Objectives of Manpower Training and Development

41
 2.3 Assessment of Training and Development

3.0 Study Session Summary and Conclusion

4.0 Self-assessment Questions and Answers

5.0 Additional Activities (Videos, Animations & out of Class activities)

6.0 References/Further Readings

Introduction:

Human capital management activities are carried out by a department called Human
Resources/Personnel Department in organisations. This study session will discuss the various
functions by the department.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1) Explain the difference between Training and Development.

2) Explain the objectives of Training and Development.
3) Explain assessment of Training and Development.

2.0 Main Content

2.1 Difference between Training and Development

Training provides technical and operational staff with how to perform the jobs they were
employed for through guided effort building on previous knowledge or none. Development
provides managers and professionals with the skills required for both current and future jobs.

2.2 Objectives of Manpower Training and Development

Donelly, et al (1995) explain thus;

1. Training and development is designed to improve a person’s skill to do the current job
whether it occurs at the place of work or a specific or special facility. Training should
always be supervised by experts in the educational process.
2. Training programmes must accomplish a number of goals, it must be based on the
organisation and individual needs.

42
3. It must ensure the long run success of the organisation.
4. It should spell out which problems will be solved.
5. To furnish competent replacement so as to create an efficient team that works together
and enable each manger use his or her full potentials.

Generally manpower training and development is meant to enhance an increase in

capacity and productivity of the sponsoring organisation training and development
prepares employees for new jobs, the objectives differ from one organisation to
another. Basically, we have two types of training scheme.
1) Internal (formal): performed by one within the organisation.
2) External (informal): training by an external body.

Examples of training will include;

1) On the job.
2) Job rotation.
3) Management training.
4) Apprenticeship.
5) Induction.
6) Refresher course (Due to advancement).
7) Off the job (outside your workplace like seminars etc.).

43
2.3 Assessment of Training and Development
1) Organisational Analysis: It is a microscopic analysis of the organisation by taking a
look at the objectives of the training and development and try to meet up with
organisational objectives.
2) Operational Analysis: This involves tasks, job requirement and the steps on how it
can be achieved.
3) Assessing Training Needs: Try to know if the personnel has the required knowledge
and skills to do the job.
4) Benefit of Training and Development: Both to the beneficiary and the organisation
at large should be considered.

44
 INTEXT QUESTIONS

What are the objectives of manpower training and development?

Answers:

To furnish competent replacement.

To improve a person’s skill.

3.0 Study Session Summary And Conclusion

We have learnt in this study session the objective of man power planning and various
forms of training.

4.0 Self-Assessment Questions

Discuss 1) Induction
2) On the job training
3) Apprenticeship

45
5.0 Additional Activities (Videos, Animations & Out of Class Activities)
Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

STUDY SESSION 2.4

Selection and Recruitment

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content

46
 2.1 Selection and Recruitment.

2.2 Steps in the Selection Process.

2.3 Factors Affecting Recruitment.

3.0 Study Session Summary and Conclusion

4.0 Self-assessment Questions and Answers

5.0 Additional Activities (Videos, Animations & out of Class activities)

6.0 References/Further Readings

Introduction:

Human capital management activities are carried out by a department called Human
Resources/Personnel Department in organisations. This study session will discuss Selection
and Recruitment as a function by the Human Resource.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain Selection and Recruitment.

2. Explain the steps in Selection and Recruitment.
3. Explain assessment of Training and Development.

47
2.0 Main Content

2.1 Recruitment and Selection

It is a process of searching for prospective employees and stimulating them to apply
for jobs in an organisation, after which they are placed in specific jobs according to
their suitability.
This is only done when necessary, unless there is no qualified person and a vacancy
exists and so any qualified person should be HIRED.
Sources of recruitment:
1. Internal (recruiting from within boost employees morale, loyalty and motivation).
2. External (Recruiting from outside when internal cannot provide for the job
specification, institutions agencies, advert etc.)

Selection Procedure

This is based on potentials and can be done thus:

1. Selection Test: This can be done in the following ways;

1) Intelligent test (Mental, capacity).

48
 2) Aptitude test (specific, job skills).
3) Personality test (likes and dislike).
2. Reference Checks: Source of information about the applicant for decision to hire or
not.
3. Interviews: Allows for exchange of information.

2.2 Steps in the Selection Process

1. Reception of applicants.
2. Preliminary interview.
3. Completion of application form.
4. Employment test.
5. Interview.
6. Background investigation.
7. Preliminary selection.
8. Final selection.
9. Physical examination.
10. Placement /induction.

2.3 Factors Affecting Recruitment

1. Labour market (unemployment, shortage of skills etc.)
2. Demand for labour. (occupation, geography, season)
3. Condition of employment (remuneration)
4. Labour union (unions demands)
5. Resource constraint (financial challenge)

49
 INTEXT QUESTIONS

List the selection procedure

Answers:

Selection test

Reference check

Interviews

3.0 Study Session Summary and Conclusion

In this study session, selection, selection procedure and factors affecting selection and
recruitment were discussed. More topics will be treated in next session.

50
4.0 Self-Assessment Questions
1) Explain any 5 factors affecting recruitment.
2) List the steps in selection process.

5.0 Additional Activities (Videos, Animations & out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

51
 STUDY SESSION 3.1

Industrial Relations and Trade Unions

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Industrial Relations.

2.2 Role of Employers in Industrial Relations.

2.3 Trade Union.

52
 2.4 Objectives of Trade Union in IR.

2.5 Types of Trade Unions.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

Trade unions are voluntary associations that see to the welfare and wellbeing of their
members. They advance and protect their interests. This study session will discuss the roles
played by these unions in various fields.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain industrial Relations

2. Explain Trade Union

2.0 Main Content

2.1 Industrial Relations

Industrial relations: is all about employer employee relationship in the work place. It is to
enhance employee satisfaction and the furtherance of industrial peace and organisational
growth.
Another dimension to industrial relations is its TRIPARITE nature as a relationship that
exists between employers, employees and government. The position of the government is that
of a regulator and protector of the right of the employees.
The existence of industrial relations revolves around;
1) Determination of general conditions of services.
2) Discipline.
3) Maintaining of stable workforce.
4) Maintaining an ideal level of productivity.

53
 5) Providing welfare facilities of the worker.
The existence of union allows workers participate in the determination of policies under
which they will consent to work, while the main interest of the employer on the other hand is
to maintain control of the organisation. For industrial relations to be effective within an
organisation following conditions must exist:
1) Effective communication and mutual understanding between employer (management)
and employee (Trade union).
2) Payment of wages and salaries and the implementation of all other conditions of
service which are fair and reasonable.
3) High workers morale and the highest degree of workers identification for the
economic objective of the organisation.
4) The lowest possible level of industrial grievances and trade disputes.
2.2 Role of Employers in Industrial Relations
1. Establishing appropriate contractual relationship between the employee and the
employer.
2. Recognising registered trade unions by the appropriate government agency.
3. Putting in place relevant structures with which to manage the unions activities in the
organisation.
4. Encouraging collective bargaining to resolve conflict.
5. Create appropriate structure for management of employees grievances on individual
and group basis.
6. Make available document of condition of services under which the workers have to
work.
7. Fostering team building and inter persons relations among the workers to engineer
mutual understanding.
Some areas of conflict in industrial relation
1. Wages: workers see wage as an income; and consequently expect it to be steadily
increasing to satisfy their needs. But, employers see it as a cost, and so wants it
controlled.
2. Labour: management sees it as a cost of production however, labour force think they
are partners in production.
3. Job security: workers want the job to last for as long as possible hence it is the means
of live hood, employers’ want labour mobility so that they can obtain their manpower
requirement at all time.

54
 4. Management: employers see management as its prerogative and seeks to free itself
from union control.
2.3 Trade Union
The emergence of trade union was a result of collective response of workers that were
exposed to economic deprivation, unhealthy working conditions, inadequate welfare facilities
and exploitative attitudes of industrial owners and commercial operations. These and many
more lead to dissatisfaction and resistance to the prevailing condition of work which pave the
way to the manifestation of trade.
2.4 Objectives of trade union in IR
The fundamental objectives of trade union is to work for the interest of their members by
providing welfare measures and boosting the morale of the members as well as ensuring good
relations to workers and management. This is the prerogative of trade unions.
Trade Union: can be defined as ‘the association of employees that come together in order to
improve the condition of service for its members or to protect the interest and image of its
members e.g. NUJ, NLC, NUT, MAN, ASUP etc.

2.5 Types of Trade Unions

1. Craft union: it is made up of workers of the same occupation for example, engineers,
doctors, traders etc.

55
 2. Industrial union: this comprises of workers in a particular industry regardless of their
skills or occupation e.g. Health organizations, textile industry, oil and gas industry
etc.
3. General union: it consists of workers from different industries, occupation and
profession e.g. NLC.

INTEXT QUESTIONS

Of what benefit is Industrial Relations?

Answers:

1. Determination of general conditions of services

2. Discipline

3. Maintaining of stable workforce

4. Maintaining an ideal level of productivity

5. Providing welfare facilities of the worker

3.0 Study Session Summary and Conclusion

The session looked at Industrial relations and trade unions. Subsequent sessions will
dwell more on the topics.

4.0 Self-Assessment Questions

1) Define Trade Union.
2) Explain the types of trade union you know.

5.0 Additional Activities (Videos, Animations & out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

56
[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

57
 STUDY SESSION 3.2

Trade Unions and Their Roles in Human Capital Management

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content:

2.1 Role of Trade Union in an Organization.

2.2 Basis of Government Intervention in Industrial Relations.

2.3 Reasons for Government Intervention in Industrial Relations.

2.4 Management/ Union Relationship in an Organization.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

Trade unions are voluntary associations that see to the welfare and wellbeing of their
members. They advanced and protect their interest. This study session will discuss the roles
played by these unions in various fields.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain the roles of Trade Union.

2. Explain reasons for government intervention in industrial relations.
3. Explain management of Trade Unions.

58
2.0 Main Content

2.1 Role of Trade Union in an Organization

1. Giving financial support to its members. (E.g. welfare: individual, family etc.)
2. Contributing to the reduction of industrial dispute.
3. Obtaining better condition of service for its members.
4. Maintenance of industrial peace, seeking to bring more members into the unions fold
mostly on voluntary basis.
5. Engaging in collective bargaining and constitution.
6. Taking part in settling of industrial dispute and seeking to participate in decisions that
affect the interest of the workers.
7. Encourage innovation, creativity and professionalism.
Fundamentally, trade union serves as a link between employees/employers in industrial
relations.

2.2 Basis of Government Intervention in Industrial Relations

Government is the third party in industrial relations and plays very vital role through
different strategies like MEDIATION, also the promulgation of necessary legislations all
aimed at bringing peace within the organization.

2.3 Reasons for Government Intervention in Industrial Relations

1. To maintain stability and regularity in the industrial organizations through the use of
appropriate rules and regulations.
2. Government intervene to control work relations in order to ensure industrial harmony.
3. The relationship of employers/employees is contractual, therefore the need for
government to regulate it.
4. It can exert influence by virtue of its staff to enhance legislations on remuneration,
fringe benefits etc.
5. Intervention to resolve industrial conflict.
6. It also intervenes in lingering disputes by the use of appropriate institutes to avert the
breakdown of law and order in the work place.

59
2.4 Management/ Union Relationship in an Organization
1. Collective Bargaining: (negotiation of working condition, terms of employment
between management and union) both parties participate in the decision making
process.
2. Industrial relations: (social, political and economic co-existence between
management and employees). This creates harmonious relationship.
3. Achieve organizational goal (set goals and objectives to be accomplished)
employees are needed for the task management sets the rules and regulations and
supervised employees to ensures achievement.
4. Salary increase (better condition of service by way of financial increment).
5. Mutual interest (management increase profit union good condition of service)
interest of both parties to be considered and achieved at the end.
6. Resolution of industrial conflict (it is an opposition of the interest of a) it should be
resolved in harmony by both parties.

60
 INTEXT QUESTIONS

Explain any two roles of Trade Union

Answers:

Contributing to the reduction of industrial dispute.

Obtaining better condition of service for its members.

3.0 Study Session Summary and Conclusion

This study session discussed further on trade union and their activities.

4.0 Self-Assessment Questions

Give reasons for government intervention in industrial relations.

5.0 Additional Activities (Videos, Animations & out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company
61
62
 STUDY SESSION 4.1

Conflict/Grievance/Dispute Resolution in an Organisation

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content

2.1 Conflict/Dispute Resolutions

3.0 Study Session Summary and Conclusion

4.0 Self-assessment Questions and Answers

5.0 Additional Activities (Videos, Animations & out of Class activities)

6.0 References/Further Readings

Introduction:

Conflicts are part of human existence; as such we have conflicts in organisations, at home
etc.

63
1.0 Learning Outcomes
After this study session, I expect you to be able to:

1. Explain Conflict/Disputes
2. Explain Conflict resolution strategies

2.0 Main Content

Industrial Conflict
Conflict is a condition that arises when two or more individuals or groups perceive their own
interest as being challenged by the other(s). It is a disagreement between two or more
organizational members or group arising from the fact that they must engage in
interdependent work activities despite different standards, values, perceptions or goals.
It is a means of showing the management of an organization by personnel that there is an area
of dissatisfaction which needs to be looked into.
On the other hand, there may be conflict if management or employer is not satisfied with
union or employees performance.

2.1 Causes of Conflict in an Organization

1. Different objectives: This is usually the case when people seek to achieve opposing
objectives. This is visible in employer/employee, inter-departments e.g.
sales/production.

64
 2. Shared (limited) resources: The potential for conflict exists as vital resources in an
organization are limited. Such resources needs to be allocated and some groups will
inevitably get less than what they need.
3. Interdependence of work activities: Where two or sub-units depends on each other to
complete their tasks, conflict mighty arise. If job tasks are evenly distributed but
rewards are dissimilar, conflict is inevitable.
4. Poor communication: It is both a cause and result of conflict i. communication needs
to be effective so as to avoid conflicts.
5. Ambiguous job expectations.
6. Failure to clearly define duties/responsibilities.
7. Choice of media to use.
8. Language difference etc.
9. Difference in values, perception etc.: If there are differences among units that operate
within an organization, it can lead to conflict of misunderstanding.
INTEXT QUESTIONS

What are the causes of conflict in an organisation?

Answers:

Limited Resources,

Language difference,

Poor Communication,

Etc.

3.0 Study Session Summary and Conclusion

This study discussed conflict, its causes and ways of managing it. It also discussed
grievance and procedure for handling such grievances.

4.0 Self-Assessment Questions

1) How do conflicts come about?
2) How do you resolve conflicts?

65
5.0 Additional Activities (Videos, Animations & Out of Class Activities)
Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

66
 STUDY SESSION 4.2

Types of Conflict

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Types of Conflict.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1) List types of conflict.

67
 2) Explain the types of conflict in an organisation.

2.0 Main Content

Types of Conflicts
1. Intra-personal: This is conflict within an individual not knowing what to do or a clash
of work/family interest even when more is expected than he thinks is capable of
doing.
2. Inter – personal: Conflict between two or more individuals. It is often a consequence
of personality differences. E.g. engineer and foreman. The first is a profession while
the second has been on the job for long with experience to save cost.
3. Intra- group: This arises because of the way individuals deal with the pressure for
conformity imposed on them by their work group, e.g. football coach’s instruction
and a team member will think otherwise.
4. Inter-group: Conflict between an organizations functional units because of
interrelation that exists between them. E.g. manufacturing (production) department
and sales (marketing) department.
5. Between organizations in the environment e.g. conflicts that exist between;
1) Legislature/executive.
2) One company and another.
6. Suspect (latent) or observed: It relates to the likely potential of conflict by a person or
group that has not manifested only suspected because there is no outward sign.
7. Unmistakable or actual: This is usually between peoples and groups after conflict
episodes, it could be defiant or aggressive behaviour.
8. Spontaneous or natural: As a result of natural causes just for the fact that we are
different people with very different natures.
9. Engineered or orchestrated: It occurs when an individual promotes it. You make
others to dislike who you don’t like along with you.
Note: industrial conflict can take any of the following form:
1. Overt: It is highly visible and a physical response. Aimed at gaining maximum
awareness and well organised by unions. It is employee related (physical response,
highly visible).

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 2. Covert: Actions taken by employers where employees aren’t permitted to enter the
workplace and are locked out from the premises unless they agree to abide by
management order or work as directed (silent and unseen response).
INTEXT QUESTIONS

Explain briefly the types of conflict you know

Answers:

Conflict could be :

Intra-personal

Inter-personal

Intra- group

Inter- group

Etc.

3.0 Study Session Summary and Conclusion

This study session has explained conflict and its types and forms. It made clear certain
conflicts that are hidden within an individual and within groups.

4.0 Self-Assessment Questions

Write short notes on Overt and Covert conflict.

5.0 Additional Activities (Videos, Animations & out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

[Link]

69
6.0 References/Further Readings
Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

STUDY SESSION 4.3

Conflict/Dispute Resolution

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content:

2.1 Steps in Managing Conflict in an Organization.

2.2 Grievance and Its Procedure.

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 2.3 Features of a Good Grievance Procedure.

3.0 Study Session Summary and Conclusion

4.0 Self-assessment Questions and Answers

5.0 Additional Activities (Videos, Animations & out of Class activities)

6.0 References/Further Readings

Introduction:

After learning the roles played by trade unions in ensuring a stable work environment, it will
be good if we look at strategies employed by unions to resolve conflict and achieve a
peaceful working environment.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain Conflict resolution procedure

2. Explain Grievance and its procedure
3. Explain features of a good grievance procedure

2.0 Main Content:

2.0 Steps in Managing Conflict in an Organization

According to Klarer (2006) there are basically five steps in managing conflict in an
organisation. They are:
1. Analysis of Conflict
This stage is most crucial because without accurate analysis, correct diagnoses of the problem
cannot be made. Questions must be asked to know who is involved, their organisation, their
power etc. These help to arrive at the right steps to take.
2. Evolvement of Suitable Management Strategy of Resolution
These strategies include:
1) Collaboration (Also known as win/win approach; it entails matching the interest of
both parties to attain a consensus).
2) Compromise (Here it is win some/loss some): Higher concern is given to your own
group, this strategy is for temporary solution to avoid a breakdown of the system.

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 3) Competition (in this case it is win/loss): Usually best adopted when basic rights are
at stake and there is need to grant concession to prevent anarchy.
4) Accommodation (it is a loss/win): With this strategy, one group is ready to bring
low it’s concern and allow higher concern for the other party which is best used
when others interest comes first before yours.
5) Avoidance (known as loss/loss): Usually, it is employed when a concrete decision
is yet to be taken as a result of more information to be sought.
3. Pre-negotiation Process: Before commencing negotiations, certain vital preparations are
necessary:
1) Initiation: There can be no negotiation without an initiator, in some cases, it could
even be an outsider.
2) Assessment: It is the stage of identifying key players in the dispute and calling
them for a meeting. It is the partner that determine which issues are negotiable or
not.
3) Ground Rules and Agenda: At this stage, the rules and agenda for the issues to be
discussed should be spelt out to avoid conflict, parties involved should agree on it.
4) Organisation: It involves an acceptable venue logistics, contact of key persons to
be present, record of processing for future decisions and reference etc.
5) Joint Fact Finding: Each party should have all necessary documents, agree on
method to generate answers to questions to avoid sudden breakdown of negotiation.
4. Negotiation: it is a key issue in conflict resolution. Co-operations of the parties involved is
very necessary and for them to concentrate on options that will accelerate resolution, also
to document areas of agreement and disagreement to the understanding of all.
5. Post Negotiation Process: negotiation does not end with agreement, it continues with
implementation. For it to be effective, communication and collaboration should continue
between the parties at all times promoting productivity through peaceful resolution and
management of conflict should be encouraged.

2.2 Grievance and Its Procedure

Grievance occurs when an employee feels that his or her rights are been trampled on by
colleagues or superior officers. For the purpose of harmonious relationship, there should be
provision for getting justice. Some grievance can be resolved informally by the complaints
manager or it could be made to go through a formal grievance procedure.

72
A formal grievance procedure should be instituted as a policy (necessarily in writing) and
made available to all the employees to serve as a guide for pursing grievances.
The grievance procedure should have the followings:
1) State what grade of employees are entitled to pursue a particular type of grievance.
2) State the rights of the employee for each type of grievance (e.g. if no promotion his
appraisal should be renewed or attend a special appeal promotion board).
3) State what the procedures should be.
4) Distinguish between individual and collective grievances.
5) Allow for involvement of an individual or group representative.
6) State time limit for initiating grievance procedure and the stages.
7) Requirement of written records of all meetings concerned with the case to be given to
all participants.

2.3 FEATURES OF A GOOD GRIEVANCE PROCEDURE

1. It should be in writing.
2. Specify to whom they apply.
3. Be capable of dealing specifically with grievance matters.
4. Indicate the remedy to which the grievance employee is entitled.
5. Allow the employee to state their case exhaustively.
6. Allow aggrieved employee to be accompanied by a fellow employee or union
representative.
7. Ensure that every grievance is properly investigated before action is taken.
8. Ensure that the employee is informed of the reason for decision taken on his
case.
9. All procedures must be recoded and final outcome distributed to relevant
PEBONs e.g. personnel manager, aggrieved employee, his immediate boss etc.
10. Provision for the right to appeal to the higher authority and specification of the
appeal procedure.

INTEXT QUESTIONS

1. How many steps are involved in Managing conflict?

2. Explain Grievance.

73
 Answers:

There are 5 steps in managing a conflict.

Grievance occurs when an employee feels that his or her rights are been trampled on by
colleagues or superior officers.

3.0 Study Session Summary and Conclusion

This study session explained conflict resolution Grievance and other terms that affect
industrial harmony.

4.0 Self-Assessment Questions

1) Discuss the five steps in managing a conflict.
2) Highlight Features of good grievance procedure.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

74
75
 STUDY SESSION 4.4

Conflict Aftermath

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Aftermath of Conflict.

2.2 Definition of Strike.

2.3 Forms of Strike or Industrial Action.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.

Introduction:

76
1.0 Learning Outcomes
After this study session, I expect you to be able to:

1. Explain Conflict aftermath

2. Define strike
3. Explain forms of strike

2.0 Main Content

2.1 Aftermath of Conflict
It is worthy of note that the possible consequences of conflict are DYSFUNCTIONAL
(Negative effect) which would reduce organisational performance or FUNCTIONAL
(positive effect) which would increase productivity and hence performance.
2.2 Definition Of Strike
Strike is regarded as the partial or complete concerted refusal to work or the retardation or
obstruction of work by persons who have been or are employed by same employer or by
different employers for the purpose of remedying a grievance or to resolve a dispute in
respect of any matter of mutual interest between employer and employee
According to Akubuiro (2003), there are a host of strikes such as:
1) Official Strike : It refers to all strikes which are approved by the union
2) Unofficial Strike: This refers to strike not sanctioned by the union executives but
initiated by the union shop stewards. (trade union representatives)
3) Unconstitutional Strike: In this case, it refers to all strikes caused by the union
leader, but it is in breach of the constitutions or did not follow legal procedures.
4) Work to Rule: This indicates that the workers still report to work, do some routine
assignment but do not exceed the normal time of work.
5) Dealing with Equipment: it means that workers can vandalize the major work tools
thus making work impossible.
In terms of cost of strike the following areas are affected:
1) Number of man hours lost
2) Loss of business
3) Disruption of operations
4) Dampening of workers morale
5) Enmity created between management and workers
6) Loss of valued customers

77
 7) Loss of output
8) Loss of sales and revenue
9) Loss of competent employees
2.3 Forms of Strike or Industrial Action
1) Go-slow Strike: Here employees perform their work but at a snail pace. They work
strictly according to rules and sometimes even slower, they refuse to maintain normal
production rates and volumes.
2) Solidarity Strike: In this case employees at one plant or company stop work in
solidarity with other employees who wish to force a demand made on their employers.
3) Rotating strike: Groups of employees at different departments or sections take turns
to stop work according to a set pattern.
4) Boycott strike: Employees bring pressure to bear by way of other drastic action such
as refusal to work overtime. Refusal to buy company’s products or services by
individuals, families etc.
5) Picketing strike: It is a form of demonstration by workers or their representatives
usually in a peaceful way with placards expressing their dissatisfaction and urge
others to join them and even try to convince suppliers and customers not to enter the
premises.
It is important for industrial relations managers to be familiar with the various forms
of industrial action so that such action should be managed in order to avoid a
breakdown in the organisation.

INTEXT QUESTIONS

Define strike

Answers:

It is the partial or complete concerted refusal to work or the retardation or obstruction of

work by persons who have been or are employed by same employer or by different
employers for the purpose of remedying a grievance or to resolve a dispute in respect of
any matter of mutual interest between employer and employee

78
3.0 Study Session Summary and Conclusion
Here, strike and types and forms of strike were discussed for better understanding.

4.0 Self-Assessment Questions

Discuss various forms of strike embarked upon by trade unions in organisations.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.

79
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

80
 STUDY SESSION 5.1

Motivation

Section and Subsection Heading

Introduction
1.0 Learning Outcomes
2.0 Main Content

2.1 Motivation

3.0 Study Session Summary and Conclusion

4.0 Self-assessment Questions and Answers

5.0 Additional Activities (Videos, Animations & out of Class activities)

6.0 References/Further Readings

Introduction:

Everyone needs a push. Getting workers to do more they would do ordinarily is called
motivation. For better performance, workers need to be motivated all the time. This study
session discusses motivation and its various forms.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1) Define Motivation

81
 2) Explain Maslow’s theory of Motivation

2.0 Main Content

2.1 Motivation means inspiring, stimulating or encouraging the sub-ordinates with zeal to
work. Positive, negative, monetary, non-monetary incentives may be used for this purpose.
There are many theories of motivation. Namely:

Hierarchy of Needs Theory

The best known theory of motivation is Abraham Maslow’s hierarchy of Needs.

Maslow hypothesized that within every human being, there exist a hierarchy of 5 needs.

1. Physiological: Needs include hunger, thirst, shelter, sex and other bodily needs.
2. Safety: Security and protection from physical and emotional harm.
3. Social: Affection, belongingness, acceptance and friendship.
4. Esteem: Internal factors such as self -respect, autonomy and achievement and
external factors such as status, recognition and attention.
5. Self-actualization: Drive to become what we are capable of becoming includes
growth achieving our potential and self-fulfilment.
Although no need is ever fully gratified, a substantially satisfied need no longer
motivates. Thus as each becomes substantially satisfied, the next one becomes
dominant. So if you want to motivate someone according to Maslow, you need to
understand what level of the hierarchy that person is currently on and focus on
satisfying needs at or above that level.

82
 In-text Question

Define Motivation

Answer:

Stimulating or encouraging the sub-ordinates with zeal to work.

3.0 Study Session Summary and Conclusion

The study session discussed motivation and Abraham Maslow’s theory of motivation.

4.0 Self-Assessment Questions

Discuss the 5 hierarchy of needs as hypothesized by Abraham Maslow.

5.0 Additional Activities (Videos, Animations & Out of Class Activities)

Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

83
 View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised
Edition, Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage.
4th edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)
Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

84
 STUDY SESSION 5.2

Theories of Motivation

Section and Subsection Heading

Introduction
1.0 Learning Outcomes.
2.0 Main Content:

2.1 Theories of Motivation.

3.0 Study Session Summary and Conclusion.

4.0 Self-assessment Questions and Answers.

5.0 Additional Activities (Videos, Animations & out of Class activities).

6.0 References/Further Readings.
Introduction:

85
Everyone needs a push. Getting workers to do more they would do ordinarily is called
motivation. For better performance, workers need to be motivated all the time. This study
session discusses motivation and its various forms.

1.0 Learning Outcomes

After this study session, I expect you to be able to:

1. Explain Theory X and Theory Y.

2. Explain Two-factor theory.

2.0 Main Content

2.1 Theories of Motivation.

Theory X and Theory Y
Douglas McGregor proposed two distinct views of human beings: one basically negative,
labelled Theory X, and the other basically positive, labelled Theory Y. After studying
managers’ dealings with employees, McGregor concluded that their views of the nature of
human beings are based on certain assumptions that mole their behaviour.

Under Theory X, managers believe employees inherently dislike work and must
therefore be directed or even coerced into performing it. Under Theory Y, in contrast,
managers assume employees can view work as being as natural as rest or play, and therefore
the average person can learn to accept, and even seek, responsibility. To understand more
fully, think in terms of Maslow’s hierarchy. Theory Y assumes higher-order needs dominate
individuals. McGregor himself believed Theory Y assumptions were more valid than Theory
X. Therefore, he proposed such ideas as participative decision making, responsible and
challenging jobs, and good group relations to maximize an employee’s job motivation.

Unfortunately, no evidence confirms that either set of assumptions is valid or that acting on
Theory Y assumptions will lead to more motivated workers. OB theories need empirical
support before we can accept them. Theory X and Theory Y lack such support as much as the
hierarchy of needs.

Two-Factor Theory
Believing that an individual’s relationship to work is basic, and that attitude towards work

86
can determine success or failure, psychologist Frederick Herzberg wondered, “What do
people want from their jobs?” He asked people to describe, in detail, situations in which they
felt exceptionally good or bad about their jobs. The responses differed significantly and led
Hertzberg to his two-factor theory also called motivation-hygiene theory.

In-text Question

List any three theories of Motivation

Answer:

Two factor theory

Theory X and Theory Y

Abraham Maslow’s hierarchy off needs

3.0 Study Session Summary and Conclusion

The study session discussed motivation and theories of motivation.

4.0 Self-Assessment Questions

Discuss the 5 hierarchy of needs as hypothesized by Abraham Maslow.

87
 5.0 Additional Activities (Videos, Animations & Out of Class Activities)
Read Courseware for the corresponding Study Session

Listen to the Audio on this Study Session

View YouTube:

[Link]

6.0 References/Further Readings

Agbato, J.O. (2010). The Nature of Management: A Text for professionals. Revised Edition,
Ikeja: Abiola Bookshop Press Ltd.
Bateman, T.S. and Snell, S.A. (2009). Management: Building Competitive Advantage. 4th
edition, Boston: Irwin-McGraw Hill.
Dugguh, S.I. (2004). Management: Theory and Practical Perspectives. Makurdi: Traces
Publishing Co.
Garba B. (2022) Lecture notes on HCM. (Unpublished)

Krietner, R. (2012). Management. 6th edition, Boston: Houghton Mifflin Company

88