ENHANCING EMPLOYEES PERFORMANCE THROUGH CAREER DEVELOPMENT PROGRAMMES IN A PRIVATE ORGANISATION:A STUDY OF MTN NIGERIA

BYERONDU VICTOR C. PG/11/0074

Being A Pre-Field Proposal Submitted to the Department of Business Administration And Marketing, Babcock University, Ilishan-Remo, Nigeria in partial fulfillment of the requirements for the award of the degreeofMaster of Science (M.Sc)Business Administration (Human Resource (Management)

Supervisor: Prof. G.K. AfolabiMARCH 2015CHAPTER ONEINTRODUCTION

1.1 BACKGROUND TO THE STUDYIt is now visible that the heart of any organization be it public or private is its employees. Employee is a key element in any organization, more importantly that success or failure of the organization mostly depends on employees performance (Hameed, 2011). It is in this respect that human resource issues are crucial to organization at every level of management.Human resources management (HRM) has become an important consideration for all organizations in the face of local, national and global competition in which large and small scale organisations must compete for resources whether they are in public or private domain.HRM is to be concerned with management of employees or workers and staff matters such as the competence, innovation, capability, motivation reward system among others. To achieve this, HRM policies and practices should as a priority staff career development to enhance productivity and sustain a competitive advantage in organization. Torrington (2005) defined human resources management as series of activities which enable working people and the organization to use their skills to agree about the objectives and nature of working relationship, and also ensure their agreement is fulfilled. Human resource function is diverse and with many factors including manpower planning, recruitment and selection, employee motivation, performance mentoring, appraisal, industrial relations, management of employee benefits, and employee education, training and development.Nevertheless, research had shown that human aspect of resources, only, within an organization contributes approximately eighty percent (80%) of the organizations value (Becker, 1996). This implies that both quantity and quality of people in organizations must be productive. The quality of a persons life is in direct proportion of their commitment to excellence regardless of their chosen field of endeavor. Sally (2010) argues that people are not just logical decision makers but have needs for creativity support, recognition and self-affirmation, consequently, investing in employee development is very crucial to the organization.Looking at scheme of things in the local, national and global market with the constant socio-economic pressures, one might be bound to say that monetary factor only cannot be the main incentive but othersas motivational factors for an excellent and satisfaction of employee performance.Though, many organizations are of the view that remunerations are the most importantcriterion for keeping their work force thereby resulting in major issues over time.In recent time, organizations invest a lot on their employees in terms of training, developing, maintaining and retaining them in their organisations. At all costs, one must minimise the adverse effects of these practices. Although, there is no standard framework for understanding the employee performance process as a whole, a wide range of factors have been found useful interpreting employee performance as it relates toorganisational investment on employees. Practically,human resource practices which have the potential to promote organisational performance may be achieved through training and development programmes.Employee development is one of the most significant functions of human resource practice and motivation is one of the most critical challenges facing organisations today. The choice of appropriate employee development is essential as various arguments have been made that the organisations human resources are necessary and important for an organizations success(Ferri, 1997). Recent research suggests that high commitment as dictated by human resource practices, such as employees development, affect organisationoutcomes by shaping employee behaviors and attitudes (whitener, 2001, Wood & Demenzes, 1998).In Nigeria, particularly in the private sector organizations, how career development programmes can be used to achieve organisational goals is quite desirable.

1.2 Statementof the ProblemEmployees in this 21st century must fit in this highly competitive environment surrounded with technological advancement and changes in organisations as to attain set goals and other performance related activities. Most employees of these days are rather characterised with lack of knowledge, competencies, and nonchalant attitudes associated with little or none organizational training and development. The productive level of an employee depends highly on the level of information gathering, skills and job knowledge ability acquired through on the job training and development. An unequipped employee is handicapped; consequent upon this is low productivityconfirming poor management strategy.Bayode, and Adebola (2012) opined that, understanding of management strategy or organization policy and effectiveness/performance is not as easy as some people believe; it requires looking at how companies grapple with the challenges and opportunities facing them . One of these challenges is employees training and development.This study is designed to address problems of organisation in the areaof attracting and retaining key employees using talent management to train and develop career capabilities of employees. More importantly Mathis and Jackson (2011)assert that if all these issues are managed, can influence human resource plans and contribute to organisational performance. Many organisations are faced with the problem of retaining employees. Staff turnover has been at the increase especially those relevant employees that add value to the organisation. Most often they are being pouched by rival companies who lure them with high salaries, official vehicles and other fringe benefits. It is expensive to replace employees who leave for greener pastures or are lured away by other organisations. For the creation of vacuum, the company has no choice than to replace such staff or staffers.The new hire/s have to be recruited, selected, inducted and trained in a cost equal to more than one and half times the salary of the vacated position to replace such employees at times twice such costs. No doubt this becomes even more critical in organizations which are service oriented, and requires highly developed skill and competencies. Unfortunately, there is no single answer that best addresses the issue of employee retention. Though, an attempt is being made particularly by using career development programmes as a means of encouraging, satisfying and retaining them. Despite the above challenges, most organisations engage employees without supporting them with developmental programmes, they look at cost of investing in such programmes as a waste. The truth is that organizations that train and develop their staff stand to gain at the long run in terms of profitability because training enhances performance. Zero Million articles (2010) supports productivity survey and case studies that workers motivation and job satisfaction results to high production output.There are no clearly defined career development programmes for employees which often times affect productivity, staff retention and staff turnover or attrition and thereby distorting organisational goals. Management must be aware that employees have their values, attitudes and sentiments that affect their performance to a large extent, and these elements differ from one employee to another. It is equally important to understand what motivate workers performance such that management must know their want, needs and values as well as knowing what organisations need from employees in respect of their productivity and organisational performance. This study is set to investigate the relationship between career development and employee performance.

1.3 Objectives of the studyThe general objective of this study is to examine how career development programmes can enhance employee performance. Our specific objectives shall be:To find out if there is a relationship between human resource practices and employee turnover.Toinvestigate if human resource polices are affecting employee commitment.To determine the impact of training and development programme on employee productivity.To examine the relationship between work environment and employee satisfaction.

1.4 Research QuestionsIs there any relationship between HR practices and employee turnover?What extent is HR polices affecting employee commitment.To what extent does employee training and development of programme affect productivity?What are the impacts of work environment on employee satisfaction?

1.5Research Hypotheses Hypotheses to be tested are: Hypothesis I:Ho: There is no relationship between HR practice and employee turnoverHypothesis IIHo: There is no relationship between HR polices and employee commitmentHypothesis IIIHo: Training and development has no relationship with employee productivity.Hypothesis IVHo: Work environment at MTN does not enhance employee satisfaction.

1.6 Significance of the StudyAn exposition of information in this study will be useful in understanding the human resources policy or practices, particularly in the area of reducing employee turnover as well as promote high employee retention in a private organization. It will help to mutilate the effect of turnover on operating performance. This will serve as a veritable means of information gathering that will enhance a well defined career development programmes as a focus for employee performance.Academic scholars, libraries and human resources practitioner stand to benefits as this study will enrich their knowledge position and frontier development.

1.7 Scope ofthe StudyThis research work focuses on employees performance through career development programmes in a private organization in Nigeria, a case of MTN Lagos. The criteria used to determine this is based on researchers resource such as time, fund constraint and convenience as the researcher has easy access to MTN Lagos which hosts largest number of MTN staff. MTN is one of the key player private organizations in Nigeria. The period to be covered is 2000-2015. This period has shown stabilisation in the telecommunication sector.

1.8 Operationalisation ofthe VariablesY: Dependent Variables = Employees Performance (EP)X: Independent Variable = Career Development Programme (EDP)The following is applicable hereY: F(X)Y: (y1, y2, y3, y4)X: (x1, x2, x3, x4)Where y1..y4 and x1.. x4 are of dependent sub variables and independent respectively.X1 = HR PracticesX2 = HR PoliciesX3 = Training and Development Programmes (TDP)X4 = Work Environment (WE)Y1= Employee turnover (ET)Y2= Employee commitment (EC)Y3= Employee Productivity (EPY)Y4= Employee satisfaction (ES)Y1= F (X1) .........eq (1)Y2 = F(X2)eq(2)Y3 = F(X3)eq(3)Y4 = F (X4)..eq([4)Equation 1-4 will be evaluated in his work.

1.9Operational definition of termsEmployees: These are individuals recruited by anorganisationand engage into the workforce of such organisation for a particular assigned job or task that enhances productivity or organisations performance.Development: This is a long term training process by the employer utilising systematic and organised system to enhance employees knowledge and performance.Human Resources Practices: These are organisational practices implemented to recruit and select employees as well as motivate, frame & develop discipline and disengage employees when necessary.is a formal structured institution purposely established for Organisation: This is a formal structured setting formed for the purpose of accomplishing set goalsgeared towards customer satisfaction, with the view of making profit. Satisfaction:Satisfaction is the fulfillment or gratification of a desire, need or pleasure derived from an outcome of or situation.Training:The systematic acquisition and development of knowledge, skills and attitudes required by employees to adequately perform some assigned duties or talk to boost performance in the job environment.Human resource: This is a term used to describe the individual who make up the workforce of organisation.Career:This is defined as the pattern of work related experiences that spans the course of a persons life or as the sequence of work related status and the sphere of work experiences attained by a person in due course of his profession.

1.10Historical background of MTNMTN Nigeria Communication Limited is part of MTN Groups, Africans leading Mobile Telephone Company. Incorporated in Nigeria on November 8, 2000 as a private Company, it secured a license to operate digital (Global System for Mobile Telecommunications, GSM) telephony on February 9, 2001 from the Nigerian Communication Commission.On May 16, 2001, MTN emerged as the first to make call on its GSM network in the new dispensation. Thereafter, the company launched full commercial operation beginning with Lagos, Abuja and Port Harcourt.The company now provides coverage to 85 cities and well over 5,000 communities and villages, spanning every geo-political zone and 31 of Nigerias 36 states.On January 20, 2003, MTN commissioned the first phase of its digital microwave transmission backbone, Yello Balm span 3,400 kilometers and traverses over 120 cities, village and communities.Yello Balm is Africans most extensive transmission infrastructure and has significantly helped to enhance call quality on MTIVS network while coverage has been extended to more than 90 major towns and a total of over 5,000 villages and communities across Nigeria.MTN regularly leads the industry with service availability such as MTN pay As You Go Tm, MTN Flexi Tm (all pre packages), MTN messenger, MTN Business Time Tm (post-paid or contract packages), MTN Booster Card Tm, as well as an array of value added services that include enhanced Data and Fax, Short Message Service (SMS), International Roaming, Wireless Application Protocol (WAP) MTNfuntones Tm, MTN Directory Enquires Tm, MTN Business Directory, MTN Graphix, MTN Logos, MTN Down loads, Recharge a contract and virtual Booster and recently launched product of MTN family and friends as well as enjoy free weekend calls and SMS with recharge of N200 or more from Monday to Sunday for 100% bonus to use over the weekend.On February 10, 2003 MTN recorded one million active subscribers on its network, making it the largest telecommunications network in Nigeria. The company had over twenty Million active subscribers on its network as at December 31, 2013.MTN subsists on the core brand values of leadership, integrity, innovation, relationships and a can do attitude, a passionate optimistic focus on the future. It prides itself on its ability to make the impossible, possible connecting people with friends, family and opportunities.MTN Nigeria is 76.44% owned by mobile Telephone Networks International Limited, 20.56% owned by Nigerian partners with the balance of 3% share holding residing with the international finance corporation, the infrastructure investment arm of the World Bank.MTN overriding mission is to be a catalyst for Nigerias economic growth and development, helping to unleash Nigerias strong developmental potential not only through the provision of world class communications but also through innovative and impact corporate social responsibility.CORE VALUES Leadership Integrity Innovation Relationships Can do attitudeVISIONTo become the leading telecommunication operator on the African continent. To improve telecommunications infrastructures and access throughout the countries in which we operate.Quality service.High profile distribution and accessibility of our services and products. Setting up a good base for future expansion Training and transferring skills to local staffBecoming a good corporate citizen and a major player in the Nigerian economy.MISSION- To be the acknowledged pre-eminent telecommunications company in Nigeria.- We want the calls you make on our network to be of the best quality In Nigeria.- We want our network to cover the broadest areas of Nigeria and we want to continue to enhance the convenience and value you derive from using our network.- When you connect to MTN, we want you to have a great experience. Every call you make should reinforce your conviction that MTN is indeed, the preferred network.As a leading communication company in Nigeria, MTN has the social responsibility to contribute to the sustainable development of the communities in which it operates. Based on the poor socio-economic development in the country, many Nigerians have been denied access to basic amenities that are expected to guarantee their sustainable existence.Against this background, MTN Nigeria has decided to invest 1% of its profit after taxes annually to enhance quality of life for the people in various communities. This is an addition to already executed projects on education, Health, and economic empowerment.CURRENT EDUCATION PROJECT-Child Friendly School Initiative (CFSI)-MTN schools connect in Lagos, Enugu and Kaduna.-MTN Nigeria launched Book Aid programme in November 2002and ongoing till date where educational aids and books onMathematics and Sciences were donated to 10,000 JuniorSecondary Schools.-Through the MTN Volunteer scheme, staff volunteers go toteach in secondary schools.-The company endowed a professorial chair at the Calabar Polytechnic, Cross River State, for the research of Digital wireless telecommunications technology and systems.-Sponsored two Architecture students from university of Lagos on an educational fair of Six European Countries tagged Euro 2004.CURRENT HEALTH PROGRAMME- Internal WV/AIDS campaign- Donated two cyflow machines valued at $60,000 to University Teaching Hospital Jos and the one at Ibadan. The equipment has reduced the cost of white blood cell count in patients on drug therapy for AIDS from N5000 to N50, 000.- Empowered Family Care Association, a nonprofit NGO working through Volunteer and engaged in rural health care, with a Hilux truck which enables the organization to traverse local communities, administering health assistance.- Lagos State Government is also empowered with the state of the art ambulance to enable it offer quick response to accident victims.CURRENT ECONOMIC EMPOWERMENT PROGRAMME- Rural Area Low Cost Housing development- Since April 2002, MTN Nigeria has been running a rural phone project whereby women were empowered with communication tools such as telephone lines, cell handsets, recharge/booster cards, to enable them run telephone call services in their locality.The scheme began with 65 women in Enugu, AkwaIbom and Edo States, who got the tools on repayable loan; which, on repayment, is revolved to accommodate others in the scheme.Source: MTN Human resource department.CHAPTER TWOLITERATURE REVIEWThis chapter reviews literature on employee performance through career development programmes. The chapter also discusses concepts, theories/models and empirical works in respect of the topic variables in the research work.2.1 Conceptual Framework 2.1.1Employee PerformanceIt is important to note that the need to enhance the effectiveness of any organization rests in the heart of the management of the organization. Therefore, resources to achieve this which include people, finance, technology and material must be effectively and efficiently planned for.The most important of these resources is the people who coordinate the other resources.Over the years men working in the organistion have been accorded various values, they were once referred to as the labour in the factor of production, at another time they were called personnel which later changed to human resources and thereafter to human capital development (kehinde 2012).Bernarden and Beaty (2013) defined performance as the record of outcomes produced on a specified job function, actually or behavior during a specified time period. They also distinguish this outcomes oriented definition from a person- oriented one and criticize the currently tendency of performance evaluation to focus on the persons characteristics.Performance is usually indicated as desired result, behaviors, attitudes or trait. In another dimension, performance refers to the final result of an accomplished desire, while others argue that performance has to do with the behavior people exhibit in the course of producing result with their basic competence or ability to perform various aspects of job functions.Employees performance is normally looked at in terms of outcomes, and also it can be looked at in terms of behavior (Armstrong, 2000). Employee performance can also be measured against the organisations performance. Productivity, efficiency, effectiveness and profitability are indices for measuring performance. They are briefly explained as follows: Productivity; is expressed as a ratio of output to that of input (Stoner,2012). In this regard, it measures how the individual, organization and industry converts input resources into goods and or services, that is produced per unit of resources employed (Lipsey and Pollard 1989). Efficiency; is ability to produce the desired outcomes by using as minimal resources as possible whereas:Effectiveness; is the ability of employees to meet the desired objectives or target (stoner, 2012]). Quality; is the characteristics of products or services that is stated or implied need(Kotler and Armstrong, 2002). Profitability; The capacity or potential of a project or an organisation to make a profit. Measures of profitability include return on capital employed and the ratio of the net profit to sales (OBD, 2009)Employee performance indicates the financial or non-financial outcome of employee that has a direct link with the performance of the organization and its success. Therefore,employee performance is the totality of desirable functions carried out by an employee in effective and efficient manner with associated values of productivity, quality and profitability in an attempt to achieve overall goals of organization. In this case, most important drawback to focus on such result is the fact that results are often beyond the doubt that human performance is a complex phenomenon incorporate process as well as outcome aspect (Kozlowiski,2013).

2.1.2 Training and Development (TD)Training and development are the best methods of avoiding wrong actions that may lead to low productivity in an organization. Despite the effectiveness of a selective system, a lot of employees need extra training if they are to grow and develop in their jobs (Kabuoh, 2013). Training is the process of impacting narrow and specific job related knowledge to operating employees towards increasing workers effectiveness and organizational goal achievement. Banjoko (2002) defined training is the process for equipping the employee particularly the non managerial employees with specific skills that would enable them improve on their performance and overall efficiency. For any organization to compete as an industry leader, staff training and development must be given priority at its highest level.Armstrong (2006) defined development as an unfolding process that enables people to progress from a present state of understanding and capabilities to a future state in which higher level skills, knowledge and competencies are required. No wonder, most HR departments are being challenged by the little or no effort allocated to TD. Such organizations are consequently rewarded with staff dissatisfaction and low productivity as lack of learning displays nothingness and ignorance. Armstrong (2006) further defined training as the use of systematic and planned instruction activities to promote learning.

2.1.3Human Resource PoliciesBroadly speaking, policies tend to define the strategy of the management campaign. They establish the framework of principles that facilitates activities to all levels and permit different managers to select appropriate tactics or programmes. According to Damachi (2008) a policy is a predetermined, selected course of action established as a guide toward achieving desired goals and objectives.Omolayole (2011) asserted that the bases of human resource policies are the corporate planning, goals and objectives.Thereby establishing the relationship between organizational goals, general human resources policy, specific human resources policies and programmes for achieving overall human resource goals are paramount. It is however important to note that human resource policies must command the respect and confidence of employees and their other publics. No doubt, the overall strategy of most organizations is to recruit, motivate, train and retain employees of high caliber who can make effective contributions to their overall profit purpose (Furstenberg, 1993).There may be differences in human resources policies and programmes of small and big firms. It is pertinent to highlight the standard convergent policies in each area of human resource functions.Functions are as follow: Recruitment Training and development RemunerationAppraisal and special rewardsSafety and security Labour relationsEffective communication Welfare policies.Recruitment: It is process of selecting appropriate caliber of employees. (both management and staff), particularly in replacing leavers, bringing in new people or new skills by looking outside the business and providing talents for future development. Also, recruitment may be used for the purpose of both internal external labour markets. Training and development: this is the process to ensure that there is upgrading opportunities in area of systematic training programme for all grades of employees, particularly, to raise their skills profile through a verity of methods of training which can be on and off the job as well as internally and or externally carried out.Remuneration: this is the ability to pay for the services of the employees within industry, averagely setting condition so that standard practice of responding to market conditions can be achieved. Thiscan be a source of attracting, motivating and retaining high caliber employees.Appraisal and special rewards: this is the process of adopting a system of giving out reward according to contributions made. Safety and security: this is a means of insurance and assurance provided for all categories of employees in the cause of their employments hedging against accidents according to safety and security procedures of such company.LabourRelations: this is a union and good industrial relations activity that exists between entire group of employees and the management of company or organization.Effective communication: this is ability to have various communication policies which can be employed by management to ensure harmony relations with employees and their union. These include using media; both printing and electronic, memo, letters, bulletins among others.Welfare policies: these are presence of good welfare facilities such as health, medical, recreation and sport facilities, housing facilities, transport facilities and educational facilities as well as holiday facilities to boost and enhance staff morale.

2.1.4 Human Resource PracticesIt is important to mention that several academic researchers on human resource management practices suggested that high commitment on human resources practices will increase organizational effectiveness by creating a condition that facilitates employees to be highly motivated and involved in the organizational activities aimed at achieving organizational goals. It is also widely accepted that employees constitute a vital part of organisations resources with the potential to enhance the organizations sustainable competitive advantage. Price (2012) mentioned that a company can achieve a competitive advantage and reach its goals by adopting an efficient usage of its personnel as means of achieving employee performance as well as accomplishment of organizational goals. Although a large body of literature supports the notion that the work practices of an organization influence individual employees feelings of commitment and satisfaction to an organization. Nevertheless, among these practices are those that involve open communication, organizational investments in individual employees training, decision making participation, promotion opportunities, and the use of performance contingent rewards (Konovski & Cropanzo, 1991; Meyer & Allen, 2012). It can be established that performance of an individual or an organization depends on all organizational policies, practices and design features of an organization. Quite often, employee satisfaction is thought to be one of the main necessities of a standard organization and an essential part of corporate management. It is undeniable that the future of business depends upon the satisfaction level of its employees, while dissatisfied employees cause immediate problems to their business. Achievement of high performance in the human resources management practice provides a number of important sources of enhanced organizational performance (Prefer and Veiga, 1999).In this regard, Ulrich and Bracklebank (2005) have outlined some of the human resources management roles such as employee advocate, human capital developer, functional expert, strategic partner and human resource leader. No doubt,these entire functional roles are quite regarded as human resource practices. Perhaps HR practice is the most important strategic resource and its performance directly influences organizational competitive capabilities.Recent studies have shown that high commitment practices can work well synergistically and a reflective of a general commitment strategy (Sweetman, 2011). More importantly that human resource management practice sees employees as important strategic resource for an organization with a significant emphasis being put on planning, monitoring, motivating and mediation rather than control oriented function alone (Torring, 2012). It is in line with these functions that human resource practices are being classified, according to Hazucha, Hezlett, Scheneider (1993) there are fine major human resource practices which have an effect on employee performance, these are : job autonomy, organization support, training, distributive justice and procedural justice. Also, one can mention that criteria for determining the potential effectiveness of human resource practice are many, however, one of them is the extent to which forward and backward linkages exist between the different elements of human resource management and how they are managed. Therefore, effective and fair performance management system should be engineered and inform the development of managerial strategies for training and development (Wooten &Cob, 2010).An important mechanism to manage organizational commitment is through fair substantial human resource policies and practice.One way that organizational fairness is communicated is through the development and enactment of specific policies and procedures that are seen to be fair (Meyer and Allen, 1997).This implies that the employees perceptions of human resources policies and practices lead to the development of a particular dimension of organizational commitment. Meyer and Allen, (1997) asserted that human resource policies and practices that are perceived to enhance employees self- worth normally lead to effective commitment on part of the organization. Generally speaking, employee performance is the most important factor in an organization success and desirability to adopt effective human resources strategies that particularly aim to improve employee performance and creates the culture of high performance in any organization based in human resource practices (Mahmood et al, 2014).Human resources are the sources of achieving competitive advantage because of its capability to convert the other resources (money, machine, methods and material) in to output (products service). The effective management of human requires well articulated Human Resources Management systems. Stone (2012) defines HRM as a distinctive approach to employment management which seeks to obtain competitive advantage developed showing HRM practices leads to overall corporate performance.HRM practices differ from one country to another the factor which affect the HRM practical include external and internal factors. (Ozutku and Ozrklturkler 2009). External and internal factors affecting HR practices differ significantly across countries. Some of the major influences are as follows:Economic factor: It is established as a result of development of the global economy, the international dimension of HR practices has become more and more significant. The focus of HR practices has shifted from traditional approaches such as an internal selection and rewards to concepts such as globalization and international human capital development as well as global.Technological factor: Technology affects HRM to a greater extent because of high degree of interaction between technology and HR. Technology changes the way we work, the roles we undertake and the interactions through which work gets done (Defillipi, 2002).It provides a series of business advantages. In this regard, technological developments alter the context of HR practices and the way they are implemented.Culture: Chandrakumara and Sparrow (2014) asserted that culture has crucial importance in organizations preferences in developing appropriate structure and methods for HR Practices. It has fundamental function in its philosophical existence.Industry/ Sector Characteristics: Organizations can be classified into manufacturing and service organizations for the purpose of analyzing the HRM practices. The idea behind this classification is the different production processes that necessitates different HR practices.Legislations/ Regulation: Legislations and regulations are frame work of existence and function having a direct impact and HR practices (Kane and Palmter, 1995). Every country has developed a set of regulations for management of human resources, so the HRM practices have to be designed or modified according to these regulations. Also there are many ways in which organization can gain a competitive edge or a lasting and sustained advantage over their competitors, among them being the development of comprehensive human resource practices, (poole and Jenkins 1996, Narsimha 2012). The internal environment of organization strongly affects their HR practices. According to Milkovich and Bourdreau, (1991) highlighted major factors of internal environment as characteristics related to HR practices. The important internal factors are as follow:Organizations Size: According to McPherson, (2008) evidence suggests that a large number of small firms do not institute formal HR practices in large organizations, for each functional level, there may be a need for a different HR department (Jackson, Schuler and Rivero, 1989; Kaynak, Adal and Ataay, 19980).

Organizational Structure: A firms strategy and structure are important in determining HR practices flexibility and integration. There are important structural differences among firms that negate the way in which HR practices are designed and implemented (Gavin, 1986; Tomer, 1995; Hudson, Smart and Bourne, 2001).

Business Strategy: To gain competitive advantages,firms use different competitive strategies. These strategies are more productive when they are systematically linked with human resource management practices.Companies can improve their environment by making efficient choices about human resources practices that consistently support their chosen strategy (Gravan, Wilson, Cross and Carbery 2008). As a rule HR practices are shaped in accordance with HR strategy.Traditional Practices: A number of closely related factors, such as history, traditions and past practices tend to generate resistance to change in most organizations (kane and Painter, 1995: Pardo and Fuente, 2003).Hierarchy of Management: The influence of top management on HR practices is acknowledged by most writers, even if only to the extent of advising that top managements support should be present in designing and implementing HR policies. Also, line management participation in designing and implementing HR activities is the key to organizational success. Since line managers are responsible for creating value, they should integrate HR practices in their work (Okpara and Wynn, 2008; more importantly that Tsui and Milkovich (1989) found that organizational power and politics as exercised by various constituencies are crucial determinants of HR practices.

2.1.5 Employee TurnoverEmployees are the most important as well as crucial to the organisation since their values to the organisation are especially intangible and not easily replicated (Meagham& Nick 2002). Employee turnover remains one of the most widely acclaimed challenges worldwide (Fajana, 2012). Despite significant research progress, there still remains a great deal of confusion as to what factors actually cause employee to leave or migrate from one organization to another. Among those factors are the external factors, the labour market, institutional factors [such as work environment, salary or wage, job facility, supervision, appraisal and so on], and employees reaction to job (including job satisfaction, job involvement and job expectations) (Dyke & stick 1990).In essence, employees turnover is ratio of the number of workers or employees that had to be replaced in a given time period to the average number of workers (Agnes, 2012) in this case employee turnover is number of employees leaving an organization at a particular time when compared with entire working employees. More importantly that it is often used as an indication of organizational performance; perhaps it can be negatively utilized towards the organizations effectiveness and efficiency (Glebbeck and Box, 2004). Managers refer to employee turnover as the entire process associated with filling a vacancy due to the fact that each time a position is vacated either voluntarily or involuntarily, a new employee must be recruited and selected, thereby making this replacement cycle to be known as turnover (woods 1995). Although employees turnover is not a new concept in management, however it is a tropical issue in human resources management with overwhelming attraction and attention, despite the cost of investment in employees. In addition, employees turnover can be voluntary (such as personal resignation of employee from organization) and involuntary (such as organizational termination, dismissal or retrenchment) and is measured by the percentage of total employees (workforce) that issues organization in a given year (Capelli 2004) in another dimension, employees turnover can be classified as either internal and external. It is external when employee leaves its present organization to another organization, whereas it is internal when an employee leaves their current assignment in the same organization and takes up new roles or functions or positions within the organization. This can bring either positive and negative feelings or both depending on the persons disposition with former colleques. No doubt, such movement can bring negative and positive impact on organizational performance depending on his productive level.2.1.6 Work Environment and Employees ProductivityThe importance of work environment of an employee cannot be over stressed. The organisations expansion and sustainability depends on her level of productivity which is a road map to a nations development. However, this productivity level can be affected positively or negatively by both internal and external environment (Kabuoh, 2013). Internal environment as the controllable variables of products, price, promotion, place, persons, processes and physical evidence otherwise called the 7Ps (Smith and Jonathan, 2010). Other internal factors are; culture, technology, politics, economic, social among others. The managers have control of these variables as they can manipulate them to achieve organizational objectives.The external work environments that can affect employees productivity are: economic, social, physical, technology, social, cultural and political. These are uncontrollable variables that companies guards properly to achieve set goals. The fact that we live in a dynamic environment is a good reason why an organization must interact successfully with its environment and respond to changes in it in order to survive (Ntiwunka, 2010). Motivation is essential for any business to survive and succeed . Organisational leaders must endeavour to recognise the things that motivate workers as the survival of organizations depends on the way in which workers in such organizations are being handled (Ntiwunka, 2010). Employees productivity level is therefore dependent on the work environment.

2.1.7 Employee job satisfactionJob satisfaction is related to a persons values, that is what a person consciously or unconsciously desires to obtain (Noe, Hollenbeck, Gerhart and Wright 2009). Different levels of job satisfaction can be viewed according to different needs and expectations of the employees. Bloisi, Cook and Hunsaker (2003) describe satisfaction in relation to an organization as the overall positive feelings people have about an organization, whether as an employee, customer, supplier or regulator (p.60). Job satisfaction can also be viewed as an overall attitude which can apply to various parts of an individuals job that are believed to be important (Newstorm, 2011).Emplyeess job satisfaction can also be associated with their behaviours. Robbins, Judge, Millet and Waters-Marsh (2008) asserted that job satisfaction represents an attitude rather than a behavior. They added that it is an individuals general attitude towards his or her job. Neo, Hollenbeck, Gerhart and Wright, 2009 (2009) posit that job satisfaction is a pleasant feeling resulting from the perception that ones job fulfils or allows for the fulfillment of ones important job values. It is a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience (Luthans, 2005). Perception of work is another variable that may lead to job satisfaction. George and Jones (2005) see employees job satisfaction asan individuals reaction to, attitude towards, and perception of work. When an individual work environment is conducive, there will be no doubt, a collection of positive feeling that can be felt and perceived even by others around them. This feelings result to job satisfaction invariably to significant performance.Slochum and Hellriegel (2007) perceive employee job satisfaction as one of the key work related attitudes in the field of Organizational behavior that are of great interest to managers and team leaders because it is closely linked to employee performance and turnover in organizations and also has significant impact on the overall health of organizations.The achievement of organizational goals requires satisfied and committed workers (Shaw, Duffy, Johnson and Lockhart, 2005). For this to be achieved, management should place training and development of staff in high priority.

2.2 Theoretical FrameworkThe theoretical framework for the research work can be periscopefrom social and management theories and models. Thus this study considers eight theories: which are: Resources-Based Theory Decision making TheoryEconomic Theory Discrepancy Theory Human capital Theory Dynamic capabilities Theory Competence-based Theory Human Resource Theory.We are adopting the last four as the most suitable for this study.

2.2.1. Resources Based TheoryThe resources based view of firm (RBV) originated from the work of Penrose (1959) and position of the theory was formalized by Barney (1991). The theory established that human resource provides a source of sustained competitive advantage which are four basic requirements of value, rareness, limitability and organization (VRLO) that must be present within the organisations human resource at all times.The value of a firms resources and capabilities is determined by the market context within which the firm is opening.Furthermore, it assumes that values through resource procurement, production, distribution, and consumption, 4firms generate competitive advantage, and this position can be achieved by the enhancement of corporate intellectual capital through adequate training and development. The rareness suggests that human resource executive must examine how to develop and exploit rare characteristics of firms human resources in order to gain competitive advantage. The appropriate mix of productive resources may enable the firm to operate effectively within the specific target market of choice and for the specific type and magnitude of value (objectives). The limitability holds that value and rare characteristics of firms human resources can provide above normal profits for the firm in short term.However, if other firms can provide the same characteristics, there will be no competitive advantage. According to Bassey andTapang (2012) Human resources are not subjected to the same degree of limitation as equipment or facilities.It is suggested that for an organization to achieve its objectives, it needs to structure its internal capabilities to the external environment.The distinctive combination of the resources can provide some assistance in identifying the potential of the organization to focus on and achieve its objectives.2.2.2Decision Making TheoryThe theory postulates that the quality of human capital available in organization reflects the quality of decisions and choices made thus, such decisions ultimately result in organization performance. It is on this premises that the development of subjective expected utility (SEU) theory became a major intellectual achievement which inspire for the first time a formally axiomatic statement of how it would behave in a consistent, rational manner. The theory makes assumptions which are:A decision maker possessed a utility function which is an ordering of all possible outcomes of choice by preference.All alternatives among which choice could be made were known, and the consequences of choosing each alternative could be ascertained. In another diminution, theory treats choice under uncertainty, by assuming that a subjective or objective probability distribution of consequence was associated with each alternative.However, application of the theory assigned probability, subjective expected utility theory opened the way to fuse subjective opinion with objective data, and thus approach can be used in man-machine deciding making system. These techniques have been especially valuable aids to management in dealing with relatively well structures decision problems. In addition, most of the tools of modern operation research use the assumption of SEU and this makes the theory relevant in taking decisions in respect of training and development of the employees. More importantly, there is assumption that employees have need which they seek to satisfy either within or outside the organization. Content of theories of motivation or needs provide an indication of different needs as application to the employees in an organization 2.2.3 Economic Theory of Motivation: This is anchored on postulation of Fredrick W. Taylor (1865-1917) that uses of money as motivator. Monetary reward is associated with series of factors. It gives room to enhance and motivate employees to put in their best effort in productivity (Beardwell, Holding andClaydond, 2004). The postulation from this theory is that workers when well remunerated, do the required duties effectively leading to both employee and emplyerss satisfaction. The theory is based on two underlying assumptions: firstly, that human beings are rational, and secondly that they are driven by the rewards not by the actual work.2.2.4 Discrepancy Theory and Turnover Discrepancy TheoryThe theory highlighted the need to consider individual differences as basis for promoting employees performance in an organisation(Locke 1976). This theory states that the higher the incentive, the more the productivity level of the employees. When the discrepancy between input and reward is high, demoralisation sets in resulting to dissatisfaction. Discrepancy either positive or negative depends on the specific desire of the employee.In the essence, discrepancies are elements that disconnect employees from performing their assigned job as well as achieving productivity.communications and opportunities for their personal development. In addition, employees seek development opportunities in order to reduce their dependency on their employer there are opportunities to advance their career evelopment.

2.2.5Human Capital Theory This theory was proposed by Schultz (1961) and the theory was formally developed by Becker (1964). The theory emanated from labour economics, an aspect of economics discipline. Human capital theory holds that education or training raises the productivity of workers by imparting useful knowledge and skills. It is also veritable means of raising employees future income as well as increasing their lifetime earnings. The theory establishes that expenditure on education or training and development is costly, and should be considered as investment. No doubt, investment yields returns such as profits, dividends and interests. Human capital approach is used to explain benefits attached to professional or skilled employees.Human capital theory distinguished between general skills and firm specific skill of human resources. General skills are skills possessed by individuals which provide value to a firm and are transferable across a variety of firms (Barneyand Wright, 1997). One can invest in human capital through education, training and development, and even medical treatment while ones output depends partly on the rate of return on the human capital one owns. This human capital is a means of production into which additional output is enhanced. In essence, human capital is substitutable but not transferable like land, labour or fixed capital. Relevance of this theory is that it considered the cost of education training and development, and even employees medical treatment as investments which are expected to reflect an increase or improved productivity of individual employees.

2.2.6 Dynamic Capabilities Theory The theory is basically focused on firms behavioural orientation to constantly integrates, reconfigure, renew and recreate its resources and capabilities, and most importantly upgrade and reconstruct its core capabilities to the changing environment to attain and sustain competitive advantage.The concept of dynamic capabilities as the ultimate source of competitive advantage is at the forefront of strategy research. The dynamic capability perspective of resources indicates that capabilities need to be evolved and recreated progressively to allow a firm to stand clear of competition over time (Taghian 2010). The approach tends to steer managers toward creating distinctive and difficult-to- imitate advantages and avoiding games with customers and competitors (Teece, Pisano &shuen, 1997). Beyong building organizational capability stakeholders perception also indicated that the organisation has to build its capacity to exploit current resources, capability exploitation and engage in capability building (Ahenkora and Adjei 2012).2.2.7 Competence Based TheoriesThe competence based theories of the organization emerged to explain organizational performance through the lens of capabilities competencies, or other organizational specific attributes acquired overtime through tangible or intangible assets at both the individual and collective levels. (Barney, 1991; Grant, 1996). These theories seek an integration of economic views with managerial and behavioural views, and as such competence-based theories include evolutionary theory knowledge based theories, and the resource-based view.This is desirable, because economic, managerial and behavioral theories of the firm fail to consider assets and learning processes at both the individual and organisationallevels.Penrose (1959) saw the firm as the organised combination of competencies. A firm is more than an administrative unit, it needs a variety of reserves for its operation which can be financial reserves. Implicit reserves are required in order to cope with uncertainty. There is need for competence-based resources in any organization if sustainable competitive advantage must be achieved. However, one criticism of various competence-based theories is that they do not distinguish between different assets as a source of sustainable competitive advantage.

2.2.8 Human Relations Theory of Motivation:This theory was propounded by Elton Mayo (1923-30) and it is associates with human relations in working environment. It is an exponent and rise to a paradigm shift in school of management called human relations which infers that employees have social needs which are as important as economic needs, particularly in implementing them.Their studies concluded that social relationships were significant in the satisfaction of human needs as well as employees. The contribution of this theory in understanding employee motivation at work has been focused on training and development programmes which is another avenue of creating social interaction; particularly on the design of the jobs, responsibility, and function which make working environment interesting and attractive. In addition, application of hierarchy of needs as postulated by Abraham Maslow (1940) can also be justified for the social needs. Although, Maslow suggested five classifications of hierarchy of needs which is normally represented in the form of pyramid with basic physiological needs lying at the base and progressive to the peak level (Self actualization).Physiological Needs: Basic need food, shelter, clothSafety Need: Security and ProtectionSocial Need: Belongings: friendship AffectionEsteem Needs: Protect ones egoSelf- Actualization Needs: Realization of ones full potential.Maslow justified that employees step up the hierarchy moment needs but one level must be attained before the next.Though Maslows hierarchy moment needs remain influential and continues to influence management deliberation in respect of job. Design, pay and reward system as well as proposing training and development programmes and employee empowerment among others.

2.2. A. Model of Human Resources Management (HRM)There are various models of HRM which have been developed from time by different teams of researchers.All these models have helped the HR practitioners to effectively manage the human resources. It is important and necessary to discuss some models in an attempt to present frontier position on career development programmes.

2.2. A.1 Performance management modelThis model has been one of the most important in field of human resources management and its positive development as well as impact on contribution to the spheres of human resource development in recent years. It was first established by beer and Rhine in 1976, but it was not fully recognized until the mild 1980s as a distinctive approach. However, it grows out of the realization that a more continuous and integrated approach was needed to manage and reward performance (Armstrong, 2012). Armstrong (2012) defined performance management as a strategy and integrated process that delivers sustained success to organization by improving the performance of people who work in the organisation and whereby developing the capabilities of individual contributors and teams. Performance management is integrated in two ways, these are vertical and horizontal integration.Vertical integration; is a process of linking or aligning business, team and individual objectives with core competences. Horizontal integration; is a process of linking different aspect of human resource management in order to achieve organisational development, human resources development and effective reward system in addition to the achievement of a coherent approach to the management and development of people (Armstrong, 2012).The real concept of performance management is associated with an approach to create a shared vision of the purpose and aims of the organization, particularly, helping each individual employee understand and recognized their part and function in contributing to the organizational performance and by so doing it enhances the performance of both individuals and the organization (Armstrong, 2011).This necessitates a progressive definition of performance management according to Armstrong (2011) as a continuous self-renewing cycle. This is illustrated in the figure below.

ActionROLE DEFINITION Review MonitorPlan Performance AgreementPerformance ReviewManaging performance Personal Development planning

Figure 2: The performance Management Cycle.

It is important to know that the main activities of the continuous self renewing cycle can be explained as follows:Role Definition: This provides the framework of performances management by setting out three things purpose, result and capability, particularly in which key result areas and capabilities requirements are agreed. Performance Agreement: This defines expectations as well as specification of role or what an individual has to achieve in the form of objectives as means of measuring the capabilities required to deliver desired results.Personal Development Planning: This set out the actions to be carried out by people in order to enrich their knowledge, skills and level of capability as well as to improve their performance in specified areas. It is also known as performance development stage.Management performance: This is the actual stage of implementing the performance agreement and personal development planning. Also this stage includes a continuous process of providing feedback on performance, conducting both formal and informal progress reviews, updating objectives by taken corrective measures as well as solving performance problems.Performance Review: This is an evaluation stage when a review of performance is carried out at a certain period in order to determine achievement progress and challenges as the basis for decision making regarding various rewards. It is the stage of introducing improvement and or corrective measure. Performance management operation functionsas a partnership between the organization and each individual working in it, where both parties contributes to the definition of objectives, tasks, standards and other performance activities. Armstrong (2011)highlights contribution of organization and individual to performance management as shown in figure 2 below.

ORGANIZATION ORGANIZATIONINDIVIDUAL INDIVIDUALMonitors organizational team and individual performanceMonitors organizational team and individual performanceMonitors self performanceMonitorsself performanceDevelops team and individual performance support self managedlearningDevelops team and individual performance support self managed learningDevelops self performance (self managed learning)Develops self performance (self managed learning)Defines mission values strategies and goalsDefines mission values strategies and goalsUnderstands and agrees on objectivesUnderstands and agrees on objectivesDefines roles standards capability requirements and performance measureDefines roles standards capability requirements and performance measureUnderstands and agrees roles, standard capability requirement and measuresUnderstands and agrees roles, standard capability requirement and measures

Figure 3: Contribution of organization and individual to performance Management (Adopted from Armstrong, 2012).

2.2. A.2Organizational Commitment ModelThis model was viewed as concept with a single division based on attitudinal perspective, embracing identification, involvement and loyalty (Porters Steers, Monday and Boulian, 1974). Organisational commitment is defined as an attachment to the organisationcharacterised by intention to remain in it, or identification with the values and goal of the organization and a willingness to exert extra effort on its behalf(Porter, 1974). Attitudinal perspective is referred as the psychological attachment or affective commitment formed by employees in relation to identification and involvement with the prospective organization. This makes individuals to consider the extent to which their own values and goals relate to that of the organization as part of organizational commitment. In essence, organizational commitment is considered to be the linkage between individual employees and the organization.Meyer and Herscouiteh (2001) state that commitment includes behavioral terms which describes what actions a commitment implies with emphasis that these terms can take the form of social and discretionary behavior.However the three component model of commitment developed by Meyer and Alfen (1997) arguably presented as organizational commitment (Meyer at al 2002). The exposition of the model is that organisational commitment is experienced by the employee in three dimension mindsets encompassing affective, normative and continuance organisational commitment. In this respect effective commitment reflects commitment based on emotional functions of employees. Normative commitment reflects commitment based on perceived obligation towards the organization which particularly centres on norms of reciprocity. Continuance commitment reflects commitment based on the perceived cost, both (economic and social) of leaving the organisation.In essence, model of organisational commitment has been used to establish importance of employee performance as well as organisation management and its performance.2.2.A.3Four Level Of Learning Evaluation ModelThis model was designed in 1959 by Kirkpatrickandit had a complementary study from Miller (1991) on programs theory, which examines a set of propositions regarding what goes on in the black box during the transformation of input into output. The underlying components and relationships upon which a programme is based have been termed program theory (Lipsey, 1987).It is necessary to know the processes occurring between input and output facilitating asking questions such as: does the programme have quality control mechanism that ensures standard or what other techniques can be used? In this manner,programme theory is very relevant as it offers an opportunity to assess what is right with the skill acquisition programme for employees. It also enables skill acquisition programme to know how things work or not work and why programme theory emphasises that measures must be developed to determine not only what goes into a programme and what comes out, but what actually happens in the present. A programme is not fully complete or implemented until the process has been evaluated from the beginning to end.Figure 3 below illustrates input, transformation, output and feedback.

2: The Black BoxA process of transformation or conversion of resources withintheprogramme1: Input Pretest What goes into the programme4: FeedbackA continuous source of information for improvement and appropriate corrective measures3: Output pretestWhat comes out of the programme

Figure 4: Input, Transformation, Output and feedback of programme, sources: Adopted from Miller (1991).

It is against this background that evaluation of effectiveness theory by Kirkpatrick (1998) has now become arguably the most widely lifted and popular of training and learning programme. Effectiveness theory comprises four level model which measures: (i) reaction (ii) learning (iii) behavior (iv)results.More importantly, the table essentially shows level of measures; evaluation type, evaluation description, example of evaluation and relevance and practicability.

Table 1: Evaluation Effectiveness Model of KirkpatrickLEVELEVALUATION TYPESEVALUATION DESCRIPTIONEXAMPLE OFEVALUATIONRELEVANCE AND PRACTICABILITY

1.ReactionReaction evaluation is now the trainees felt about the training or learning experienceE.g feedback forms.Also verbal reaction, post-training surveys or questionnaires

Quick and very easy to obtain

2.Learning Learning outcome is the assessment of the increase in knowledge before and afterTypically assessments or tests before and after the training. Interview or observation can be used.Relatively simple to set up; clear-cut for quantifiable skills. Less easy for complex learning.

3.BehaviorBehavior evaluation is the extent of applied learning back on the job implementationObservation and interview over time are required to assess change, relevance of change, and sustainability of change.Measurement of behaviour change typically requires cooperation and ski of line-managers.

4.Result Results evaluation is the effect on the business environment by the trainee.Measures are already place via normal management systems and reporting-the challenge is to relate to the trainee.Individually not difficult; unlike whole organization process must attribute clear accountability.

Evaluation Effectiveness Model Adapted from Kirkpatrick (1998)

It is important to incorporate into the training and development the capacity of skill acquisition programme in a well structured manner as the way which objective may be determined as well as the level of competence of trainees.2.2.A.4 Guest ModelGuest comparative model Guest (1997) works on the premise that a set of integrated HRM practices assured of superior individual and organizational performance. It advocates a significance difference of HRM from Personnel management. It holds that HRM strategies like differentiation, innovation, the focus on Quality and cost reduction will lead to practices like better training, appraisal, selection, rewards, job designs, involvement, and security leading to re- quality outcomes; commitment and flexibility. It will then affect performance in that productivity will increase; innovation will be achieved as well as limited absences, labour turnover, and conflict or customer complaints.2.2.A.5Warwick ModelThis model was developed by Hendry and Pettigrew (1990) at centre for strategy and change, A Warwick University in early 1990s. It emphasizes on analytical approach to HRM. It also recognizes the impact of the role of the personnel functions on the human resource strategy content. The researcher focused their research on mapping the context, identifying the inner (organisation) and external (environmental) context.2.2.A.6Unfolding Model of Voluntary Employee TurnoverMarch and Simon (1958) argued that voluntary employee departure results from a decision to participate, which was theorised to derive from two sub-decisions about the perceived ease and desirability of movement. Over time, the perceived ease of movement has evolved to mean perceived job alternatives, and the perceived desirability of movement has evolved to mean job satisfaction. Thus, most of the psychologically oriented research have been driven by a modelthat holds employee turnover to result from a particular combination of job dissatisfaction and perceived job alternatives ( Mobley, 1977). Lee and Mitchell (1994) proposed that image theory (Beach, 1990) can also serve as a conceptual underpinning to voluntary employee turnover. Traditional turnover theories hold that quitting involves three main components.First, dissatisfaction initiates process. Second, employees search for alternatives prior to leaving their organizations. Third, people evaluate these alternatives using a subjective expected utility (SEU) decision model. In contrast, image theory suggests that (I) factors other than affect can initiate the turnover process, (2) employees may or may not compare a current job with alternatives, and (3) a compatibility judgment, instead of the subjective expected utility decision model, may be used. A detailed description of the unfolding model can be found in Lee and Mitchell (1994). As summarized below, the unfolding models major components include shocks to the system and the amount of psychological analysis that recedes a decision to quit and the act of quitting. Shocks are particular, jarring events that initiate the psychological decision processes involved in quitting a job. Moreover, the psychological processes can vary from a quick judgment unencumbered by multiple attribute, to a highly rational, expected-value comparison of alternatives.It is interesting that the research work will focus mostly on performance management model and organizational commitment model particularly to explain both independent and dependent variables.

2.3 Empirical frame work2.3.1Empirical Research on Employees Performance.A number of studies show that the important way to enhance employees performance is to focus on fostering employees engagement (Christian, Rainsheka, and Huselid 2011; Fleming and Asplund2007;Rithetal 2010, Richman, 2006, Macey& Schneider 2008, Holbeche&springlett 2003, leiter& Bakker, 2010), also suggest that the presence of high level of employee engagement enhances job performance, task performance and organisational citizenship behaviour, productivity discretionary efforts, effective commitments, continuance commitment levels of physiological climate, and customer service. In this respect, we can also mention work of Demeroutsand Cropanzane(2010) that engagement can lead to enhanced performance as a result of factor such as training and development and medical provision.These are supported by a growing number of studies and their findings show that positive relationship existbetween engagement and individual performance (Mone and London, 2010).According to oyedijo (2012) there is a significant relationship between strategy agility and competitive performance. The impact of strategic agility is significant; it is a good predictor of competitive performance.It also indicated that organization with high strategic agility has outstanding performance. This study provides important implication for the management of information Technology Company as well as other firms in Nigeria particularly, firms need to improve competitive performance, and they must demonstrate a high level of commitment to strategic agility. If firms in Nigeria must survive grow and compete effectively in their national and international market, their manager should develop organisationalhuman resources, technology planning attributes and practices that can make them become strategically agile. In another dimension, the relationship ofperformance was examined across three ethno-geographical location in Nigeria. The findings showed that there is a significant relationship between culture, on one hand and organization performance on the other hand(Aluko, 2003). Furthermore, organisational performance can only be achieved if all things remain equal and as such organisations that are performing to the satisfaction of the owners, employees and customers will be found in culture suitable for their operations.The result of the study revealed that all things do not remain equal.It was interesting and revealing that organizational context, culture, nature of the economy and polity, and adequacy of public utilities all have significant impact on organistional performance.In addition, the results of study carried out by Kuye and Oghojafor (2011) indicated a statistical significant relationship between strategic control and corporate performance. The result also reveal a significant difference between the performance of firms whose strategic control are low and those whose strategic control and corporate performance would assist the development of NigerianManufacturing sector. It is equally important to mention that intellectual capacity of employees is significant to the modern knowledge economy and that detail of human resources management account for intellectual asset of people in organization.Therefore, it is important and relevant to consider the relationship between intellectual capacity and organizational performance.The study conducted by Ahangar (2011) shows that performanceof companys intellectual capital can explain profitability and productivity.More importantly that the study specifically reveals that human capital efficiency (HCE), physical capital efficiency (PCE) andassets turnover ratio (ATO) significantlyinfluenced the company performance as measured by growth in sales.Furthermore, it also confirmed that human capital was more efficient than structural capital in terms of value creation efficiency.The study of Rehma, Rehma, and Zaliad (2011) confirmed that human capital efficiency has significant relationship with financial performance, return on capital employed (ROE) and earnings per share (EPS). In the study, there was indication that one of the important components of strength is the intellectual capital efficiency. This implies that more investment on employees will boost the employees productivity and as such increase the human capital efficiency of employees. In essence, one can conclude that performance of all organisation depends on its human capital development.2. 3.2 Empirical study on organization commitmentPorter and Steers (1982) developed the antecedents and consequence model of organisational commitment, which adopted characteristic of individual, role-related structural and working experience as the antecedent variable of organisational commitment, and the position retaining hope and intention attendance, position retaining and working performance as the consequent variable of organizational commitment. The studies found that adaptation, role conflict, education, structure nature, age, and salary have a significant influence on the organisational commitment, among which, adaptation has a positive influence on the organizational commitment.Similarly, the three component models of commitment developed by Meyer and Allen (1997) arguably dominates organizational commitment research (Meyer etal, 2002). It is an empirical research that proposes that organizational commitment is experienced by the employees as three simultaneous mindsets encompassing affective normative and continuance organizational commitment.In this regard, affective commitment reflects its ties to the employees which particularly develop with the organisation primarily through positive work experiences.Normative commitment reflects commitment based on perceived obligation towards the organization especially through norms of reciprocity continuance commitment reflects commitment based on the perceived costs, both in terms of economic and social factors in the organization.Aldehayyat and Anchor (2010), found out that companies could enhance strategic planning through organizational commitment by allowing suitable time for its implementation improving the quality of training, undertaking an in-depth analysis to become aware of unexpected problems, fostering communication between top management and increase the involvement of line managers are also very important and actions such as these will create value.Many literatures of human resources establish that people in organiation are the greatest assets of theorganisation. It becomes imperative to look at the relationship between human capital and decision making in organisation since human beings controls and drives every other resources of organization, the quality directly or indirectly reflects on organisational performance. The study of Kajola and Adedeji corroborated this assertion when they found a strong relationship between the quality of human capital and subsequent financial performance. They also established that organizational commitments have strong impact as well as significant relationship in the achievement of the organizational performance.More so that the study conducted by Okpala and Chidi (2010) revealed that a well-developed system of human resource capital contribute significantly to internal decision by management and external decisions by investors. Therefore, information on investment and value of human resources is useful for decision making in the enterprise.Furthermore, decision making is part of organisational commitment as well as management practices. Another study conducted by keller (2009) on effect of management practiceson the economic performance of firms established that management practices have a direct impact on firm performance.2.3.3.Empirical study on Career DevelopmentCareer development ideally benefits both the employees and the organization especiallywhen organisations offer training and paid education facilitators, employees learn skills that help them advance in their career. This helps the employee to make more money and gain more confidence in their ability to do the job. Organisations benefits when employees enhance their career capabilities because of the support giving to the employees.Sponsoring employees career growth can also help organisation foster more loyalty from its top employee (Kokemellet 2011). More researches have indicated that career development refers to the outcomes of actions on career plan as viewed from both individual and organisational perspectives (Gutteridge, 1986). This outcomes achieving the best match between peoples and job. Career development is just one component of human resources management in the organisation.It is in this respect that there is indication of six-step model also known as Harrison model.The management cycles provides a framework for career development practices. No doubt that each of the steps in the management cycle corresponds to career development strategies that help both management and employee maximize career growth (Slavenski & Buckner, 1988) using Harrison Cheryls (1989) Six steps model of development activities within the organization that supports individuals career development process as follows: Step1-Hire or promote,Step2- Orient or communicateStep 3- Observe performanceStep 4-Manage performanceStep 5- Develop employees Step 6- Make personnel selection decisionThe study of Sharma (2012) confirms that organizations performance depends on the quality of human resources, it was established further that the success of any organization depends on the quality of its human resources whether it belongs to manufacturing, service or a retail outlet. She indicated that organisational human resources are important assets that are used to increase productivity, earning capacity, increasing wealth and profit, market value and economic value added. However, there is no doubt that physical assets are important as they complement human assets when it comes to issues of performance, it is because physical assets can neither think nor decide. In this respect, human assets make use of the physical resources to channel the course of the organisation. It is these developmental actions which have fostered the growth of career development programmes (Merchant, 1995).The study of Malmendier and Tate (2005)collaborated the assertion in this study that the quality of managers or workers in organisations whichmay be determined by level of training and developments received by them affects quality of decision which ultimately reflects on the corporate performance. In addition, they were able to establish that optimal investment decisions on employees training and development programmes have significant impact on enhancement of critical review of existing indicators, development of indicators that represent the flows between different intellectual capital categories, and develop the hierarchy of intellectual capital indices.2.3.4 HRM Practices and Employee CommitmentThe implementation of practices in the organization leads to enhanced employee commitment. Maheshwari, Bhat and Saha (2005) conducted a study to find out the commitment of health officials and its implications for HR practices in Maharashtra. The study suggests that the district health officials do not share a strong emotional bond with their department. The state needs to reform its Human Resource Management practices to effectively strengthen the functioning of the health system. The study also suggests that investing in development of multiple strategies for the growth and career development of health professionals is required. Similarly, Smeenk, Eisinga, Teelken and Doorewaard (2006) examined the actors which affect organizational commitment among Dutch university employees in two faculties with different academic identities (separatist versus hegemonist,). The analyses of data reveals that in the separatist faculty, decentralization, compensation, training and development, positional tenure, and career mobility have significant effects. In addition, age, organizational tenure, level of autonomy, working hours, social involvement and personality significantly affect the employees organizational commitment. Participation, social interactions and job level are factors that are important in both faculties.Shahnawaz and Juyal (2006) compared various HRM practices in two different organizations; a consultancy/research based organization and a fashion firm. The study is aimed at assessing how much of commitment in the two industries can be attributed to HRM practices. Firm practices were found significantly different in two organizations and mean scores on various firm practices were found more in the fashion organization. Regression results showed that various HRM practices were significantly predicting organizational commitment in both organizations. In another study, Chew and Chan (2008) examined the impact of HR practices on permanent employees organizational commitment and their intention to stay and found that organizational commitment was positively affected by person-organization fit, remuneration, recognition and an opportunity to undertake challenging employment assignments. Intention to stay was significantly related to person-organization fit, remuneration recognition, training and career development. Further, he found that training and career development was not significantly related to organizational commitment and challenging assignments was not significantly related to intention to stay.2.3.5 HRM Practices and Organizational PerformanceHRM practices enhance organizational performance. Rondeau and Wager (2001) examined the relationship between firm practices, workplace climate and perceptions of organizational performance, in a large sample of Canadian nursing homes and found that nursing homes, which had implemented more progressive firm practices and which reported a workplace climate that strongly valued employee participation empowerment and accountability tended to be perceived to generally perform better on a number of valued organizational outcomes. Chand and Katou (2007) conducted a stud to investigate whether some specific characteristics of hotels affect organizational performance in the hotel industry in India; and to investigate whether some HRM systems affect organizational performance. They found that hotel performance is positively associated with hotel category and type of hotel and hotel performance is positively related to the HRM systems of recruitment and selection, manpower planning, job design, training and development, quality circle, and pay system.Joseph & Dai (2009) found that there are significant connections between HRM practices and firm performance; that the strategic alignment of HRM is also a driver for firm performance.In the study conducted by Nayaab (2011), it was found that HRM practices contributes to enhanced banks performance. Further, the result indicated that HRM practices like training, employee participation in decision making was found significantly related with banks performance. Furthermore, Osman (2011) found that the effectiveness of implementing HRM practices in a company does indeed have a major impact towards a firms performance. The findings also show that HR practices have an impact of nearly 50 percent on firm performance.

2.3.6 HRM Practices and Job SatisfactionHRM practices also affect the level of job satisfaction of the employees. Petrescu and Simmons (2008) examined the relationship between firm practices and workers overall job satisfaction and their satisfaction with pay. The result indicated that several HRM practices raise workers overall job satisfaction and their satisfaction with pay. Ali (2009) as cited in Akpa (2013) did a study on factors affecting overall job satisfaction and turnover intention on private sector college lecturersin Pakistan. It was found that lecturers of private sector colleges are very much dissatisfied with promotion chances. Pay, fringe benefits and contingent reward displayed moderate dissatisfaction while moderate satisfaction was encouraged by operating condition, coworkers, nature of work and communication. In summerisation, all aspect of job satisfaction was found to be associated with turnover intention. Bloisi, Coock, and Hunsaka (2003) describe satisfaction in relation to an organization as the overall positive feelings people have about an organization whether as an employee, customer, or regular.Job satisfaction can also be viewed as an overall attitude which can apply to various parts of an individuals job that are believed to be important (Newstorm, 2011). Job satisfaction according to Noe, Hollenbeck, Gerhart, & Wright, 2009) is a pleasant feeling resulting from the perception that ones job fulfils or allows for the fulfillment of ones important job value. Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience (Luthans, 2005). Job satisfaction can also refer to an individuals reaction to attitude towards, and perception of work. It is a collection of feelings and beliefs that people have about their current job (George and Jones, 2005). Coock and Hunsaka (2001) opine that the attitude of employees towards their jobs and the organizations are important because they can influence productivity and job satisfaction.Slocum & Hellriegel (2007) asserted that job satisfaction is one of the key work related attitudes in the field of organizational behavior that are of great interest to managers and team leaders because it is closely linked to employee performance and turnover in organisations and also has significant impact on the overall health of organizations. Every organization needs satisfied and committed workers in order to achieve their goals (Shaw, Duffy, Johnson, and Lockhart, 2005).

2.3.7 HRM Practices and Employees TurnoverEmployee turnover is a major challenge for the organization but the companies implementing effective HRM practices can reduce the rate of the employee turnover. Bawa and Jantan (2005) conducted a study on staffing process and employee monitoring, the result indicated that proper and effective monitoring of employees with merited incentives reduces both voluntary involuntary turnover. In another study by Agba, Ogaboh and Ushie (2010) it was postulated that, promotion, salary/wages, payment of leave benefits, career development/ in-service training and work- hours impact significantly on labour turnover.Ronra and Chaisawat (2009) examined the factors affecting employee turnover and job satisfaction using Amari Hotel and Resort in Thailand. The result indicated that insufficient tools and resources, inadequate recognition, inadequate benefits, salary and responsibilities were not compatible, and career path advancement was not compensated for lack of salary. In contrast, appreciation for task achievement, relationship with colleagues, the pride working for Amari, understanding the alignment of mission statement and the job as well as balancing job and family responsibilities all influenced employees job satisfaction.

2.4 Summary and Gap in the LiteratureThe existing Literature, theories and models have provided a robust knowledge on the subject matter.However, most studies are directed at the multinational organizations, so far, little or none on private organisation in Nigeria. In this respect, impact of career development on employee performance in a communication organisation of MTN is quite desirable. Although investigation by this study, taken into consideration other factors in private communication organisation which include HR policies, HR practices and working environment.The study is in the area of HRM with an eye opener toward employee performance and other HR practices that could encourage employee performance. Theoretical constructs depicting these HR practices and HR policies as they affect employee performance are being reviewed in this work, opening a new horizon of research on employee performance.It is evident that employee performance indeed is critically important for the excellence of communication organisation.There is need for a study that will employ bot