Human resources usually referred to as the staff or human resources of an organization play an
important role in the success of an organization. This calls for the need to know the influence of
human resources management and staff performance in Ido Local Government Ibadan, Oyo
State. The research work undertook a survey on an appraisal of human resources management
and staff performance in Ido Local Government Ibadan, Oyo State and found that although, there
exist some of the human resources management and staff performance, but these programmes are
not adequate. The research methodology and source of data were through primary and secondary
method while the presentation, analysis of data and tests of hypotheses were done using
percentage and F-Test method. In conclusion, the study observed that funding of human
resources management and staff performance are adequate. Thus, it is recommended that there
should be regular research on developments in the local government environment that require
training and upgrading of employees. Thus will enable the right training and development
programmes to be designed and implemented so as to keep the employees abreast with the

Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgements v
Abstract vi
Table of Contents vii
1.1 Background to the study 1
1.2 Statement of the problem 2
1.3 Research question 2
1.4 Objectives of the study 3
1.5 Research hypotheses 4
1.6 Significance of the study 5
1.7 Scope of the study 5
1.8 Limitations of the study 6
1.9 Definitions of operational terms 6
2.0 Introduction 8
2.1 Conceptual Framework of Local Government 8
2.2 Human Resources System 9
2.3 Purpose of Human Resources Management 10
2.3.1 Organizational Effectiveness 10
2.3.2 Essence of the Manpower Planning and Development 10
2.4 Prerequisites for Effective Human Resources 11
2.5 Developing Human Resources Strategy 12
2.6 Human Resource Training and Development 13
2.7 Levels of Personnel Training and Development 17
2.7.1 Supervising Level of Staff training 17
2.7.2 Operative Level of Staff Training 17
2.7.3 Professional Level of Staff Training 18
2.8 Human Resources Development 18
2.9 Relevance of Human Resources Development 21
2.10 Development and Training 22
2.11 Differences between Training and Development 23
2.12 Factors that Trigger Training and Development 23
2.13 Types of Training and Human Resources Development Programmes 24
2.14 Purpose and Relevance of Staff Development and Training Programs 26
2.15 Methods of Training 27
2.15.1 On-The-Job Training Method 27
2.15.2 Information Presentation Method 27
2.15.3 Professional Training Method 28
2.16 Benefits of Training and Development Programme 28
2.17 Problems in Organizing Training and Development Programmes 29
2.18 Training and Development Evaluation 30
3.0 Introduction 31
3.1 Research Design 31
3.2 The study Population/Sampling Size 31
3.3 Research Instrument 32
3.4 Validity and Reliability 32
3.5 Method of Data Analysis 32

4.0 Introduction 33
4.1 Data Interpretation 33
4.2 Test of Hypothesis 47
4.3 Discussion of Findings 50
5.1 Summary of findings 53
5.2 Conclusion 54
5.3 Recommendations 54
5.4 Proposal for further studies 55
Bibliography 56
Appendix 58

Tabular Representation of Study Population/Sample Size 31
4.1.1 Demographic Characteristics of Respondents based on Sex 33
4.1.2: Demographic Characteristics of Respondents based on Age 34
4.1.3: Demographic Characteristics of Respondents based on Marital Status 35
4.1.4: Demographic Characteristics of Respondents based on Educational Qualification 35
4.1.5: Demographic Characteristics of Respondents based on Length of Service 36
4.1.6: Demographic Characteristics of Respondents based on Staff Category 36
4.1.7: Respondents response on human resources, productivity and training as a
major tool in local government and management. 37
4.1.8: Assessment of the impact of financial constraints on staff performance. 37
4.1.9: Assessment of the relationship between staff motivation (human capital
development and training) and organizational performance. 38
4.1.10: Assessment of the human resource development programme and job
effectiveness. 38
4.1.11: Assessment of management provision of adequate fund necessary for
the purpose of human resource development. 39
4.1.12: Assessment of management capabilities, leadership qualities and effective
management of funds. 40
4.1.13: Impact assessment of equal and fair distribution of human resource
development and enrichment progress among staff in the Local Government
Area. 40
4.1.14: Assessment of human resource management and the Local Government
Performance 41
4.1.15: Respondents response to type or classification of human development
training programme available and approved for staff in the Local
Government 42
4.1.16: Assessment of the human capital development programme review (As at
when due) is the local government 42
4.1.17: Assessment of regular attendance of training and development programme
by local government staff. 43
4.1.18: Relationship between staff training needs and organizational performance. 43
4.1.19: Respondents assessments of benefits derived from human capital
development and training programme. 44
4.1.20: Assessment of the relationship between job satisfaction and staff
performance. 44
4.1.21: Respondents response to social welfare indicators and management
performance painting. 45
4.1.22: Assessment of the staffs and benefits of human capital development
programme and its impact on performance in the Local Government Area. 46
4.1.23: Assessment of staff training and development on productivity 46

1.1 Background to the study
The human resources of a nation comprise man and women, young and old who engage in the
production of goods and services. The fact remains that human resources are greatest and the
most precious assets of the nation. This point was vividly captured by Habison (2000) who
asserted that human resources are passive factors of production. Indeed, human beings are the
active agents who accumulated capital: explore natural resources, build social, economic and
political organizations and carry forward national development.
Again, the indices of measuring national growth and development of a nation hinge on the
conditions of the human resources which a nation possesses (Ndiomu, 2002). According to him,
Human resources therefore constitute the ultimate interactions of people with national resources
that constitute the development process. This is also correlated by (Derek Stockley, 2002) where
he claimed that human resource is the most valued asset in organization and a parrot upon which
managing the human side of the enterprise using coherent and strategic approaches for the
purpose of attaining organizational goals and results.
In business world, manager of resources confirmed that Human resources management do
determine outcome of production in an organization. Similarly, this also explain that there is a
mutual relationship between an organization outcomes and man resources that supply physical
labour, technical, and professional skills which are genuine to effective and efficient planning
and implementation of development policies, progress, projects and daily activities.

1.2 Statement of the Problem
Local governments (LGs) are perhaps the most relevant government to the local peoples given
the fact that it is the closest to the grassroots, hence a most effective conduct for the public’s
problems (Rabbnorich, 2001). Indeed, the management of Human resources at the third tier
government cannot be over emphasized. The argument is that of Nigeria as a developing nation
wants to grow or develop like advance the advance industrial society, then the needs to learn
how to make efficient use of her physical; human and institutional resources. The management
of Human resources has been central to grass root development.
This also connotes that unless there is adequate attention in the area of management and control
of Human resource, the prospect of good governance as well as sustainable development and
growth expected at the local government level will be a mirage.
1.3 Research Question
(i) Does Human resources as the most valued asset had been underutilized or not effectively
managed at the Local Government Level?
(ii) How does the negligence or insensitivity on the part of government as well as poor
human resource management responsible for poor service delivery at the local
government level?
(iii) Will you agree to the fact that Human resource management affects institutional behavior
or outcomes?
(iv) Is it true that Human resource is not adequately acquired and maintained for the purpose
of promoting or attainment of good governance at the local government level?
(v) Does the attitudes of local government employee responsible for poor public service
delivery or provision at the grass root level?
(vi) The perception of the pursue is that, failure of governance especially at the local
government had been attributed to incompetent inadequate manpower, lack of adequate
frequent and development, poor remuneration as well as institutional Lockja-jam caused
by bureaucracy. How true is the statement?
(vii) Is it true that the politicization of recruitment as well as in selection of Human resource at
local government level is responsible for their poor performance?
(viii) How effective is Human resource management (HRM) especially at the local
government level, has this been a major contributing factor to the failure of government
at the centre.
(ix) Unethical practices and ills among the local government employee are major limiting
factors of the performance of local governments function and operations.
(x) Corruption and fraudulent act among the local government employees had rendered local
government ineffective and were unable to meet the demand of the people at the grass
root. How value is this assertion?
(xi) Does the problem of Human resource development have anything to do with local
government finances and funding?
(xii) In what ways can these problems be solved?
1.4 Objectives of the study
The research objectives of this study are to:
i. describe the term Human resource, Human resource management and Local government
ii. examine organization culture, organization behavior and discuss staff management
iii. appraise how Human resource management affects effectiveness in Ido local government
iv. recommends to the management resource ways to improve and measure Human capital
resource for high productivity in the local government.
1.5 Research Hypotheses
The research hypotheses are stated below:
Hypotheses 1:
H0: The underutilization and poor management of Human capital resource has not been
responsible for poor Local Government performance.
Hi: The underutilization and poor management of Human Capital resources is responsible for
local government performance.
Hypotheses 2:
H0: Incompetence and inadequate manpower development is not responsible for poor public
service delivery at the local government.
Hi: Incompetence and inadequate manpower development is responsible for poor public
service delivery at the local government.
Hypotheses 3:
H0: Poor remuneration and reward system is not responsible for poor public service delivery
at the local government.
Hi: Poor remuneration and reward system is responsible for poor public service delivery at
the local government.
1.6 Significance of the study
The result of this study will be useful to the government and the general public on ways by
which human capital development can be used as a tool of economic development in Ido local
The outcome of this research work therefore will investigate, enlighten and widen the scope of
knowledge of students scholars as well as government functionaries to promote elves to problem
arising out of Human Resource Management in organization especially local government as this
prevent them from achieving their goals and objectives. This study is not only interested in
identifying this problems area in local government but to provide recommendations to
government policy makers and administrators on strategies to improve performance through
adequate of remuneration and control from time to time.
1.7 Scope of the study
This research work focused on Human Resource Management and it’s impacts on organizational
performance specifically in Ido Local Government Ibadan, Oyo State. The choice of Ido local
government council area in Ibadan is because of its urban nature and locates the heart of Ibadan.
This study will dwell extensively on recriminate process, training and manpower development in
the establishment. Furthermore the study will also investigate motivational tools and reward
system proved by the local government. Finally, the research work will lessen the impact of their
motivational tools and rewards system on performance in Ido local government.

1.8 Limitation of the study
This study is limited by a number of contracts among which is the lack of enthusiasm on the part
of the regarded, especially the management and professional staff who always complained of
lack of time for the government as well as we now.
Again, some management staff is in comfortable to give negative resource on some
establishment’s matter. More so, data collection was increasingly delayed and strenuous.
1.9 Operational Definition of Terms
The following are working definition of concept as used in this study
Human Resource: This is the workforce of an organization they are staff, talents,
energies, knowledge and capacity of all human beings which are actually applied to the
procurement of good or the provision of useful service.
Manpower Training: Training is any intended activity which is deliberately conducted
in the aim of improving a person as skills, knowledge habits or active.
Productivity: Productivity is an economics measure of output for until of input. It is also
defined as measure of efficiency of a person, machine, and factory etc, inputs into useful
Performance Appraisal: this can be explained in term of the none and indicators. The
economic indicator includes productivity and output of an organization. Non-economic
indicator includes adaptativeness and satisfaction.
Budget: Budget is an estimation of the revenue and expenses over a specific future
period of time. It is a set of interlinked plans that qualitatively described in entity project
future operations.
Programme: A plan of activities to be done or things to be achieved.
Organization: Organization is an entity such as an institution or an association that has a
collective goal and is linked to an external environment