THE EFFECTS OF HUMAN DEVELOPMENT, MOTIVATION AND

EXCELLENCE IN EMERGING COMPANIES

1.0 BACKGREOUND OF STUDY

The greatest asset of any company is its human resources that

ensure that achievement of the company’s goal and objective.

(Human resource Article, 2012); It is unfortunate that most

companies or organization have neglected the development and

management of their chief asset which is human resource (human

resource Article 2012).

According to Susan, (2012), human Management is the function

within an organization that focused on recruitment of, management

of, and providing direction for the people who work in the

organization. It is also a strategic and comprehensive approach of

managing people and the work place culture and environment

(Susan, 2012). Effective Human management enables employees to

contribute effectively and productivity to the overall company

direction and the accomplishment of the organization’s goals and

objectives (Susan, 2012).

Human management is administrative activities associated with

human resources planning, recruitment, selection, orientation,

training, appraisal, motivation and also a functions within an

organization that focuses on people (Wikipedia, 2012). According to

Wikipedia, Human resources is the set of individuals who make up

the work force of an organization. Human management

encompassed activities designed to provide for and co-ordinates, all

human element within the organization (Akpan, 2001). This will

ensure its stable continuity and achievement. The human personnel

element represents one of the company’s largest investments.

Susan, (2012). Consequently, organization should prioritize the

development of the human element to maximize talents, skills and

ability which will automatically reflects on the company’s profit. It

pre-supposes that we do need people in order to firm a business

which that no business can exist entirely without people. Even a

computer auto-mental machine factory has to employ some people,

though a conventional plant with similar capacity might require

more people. There arises the need for proper planning of these

people employed otherwise known as “Manpower planning” (Source:

eHow contributing writer).

Human development has also been seen a way of motivating

company’s employee for excellence. Motivation is an equally

important responsibility of human management. It translates

directly into productivity and team effectiveness. People working

together with energy and enthusiasm are far more effective and

productive than a group lacking that spark because of job

dissatisfaction or boredom. As a manager, you play a big role in

building team motivation (Aniago and Ejiofor, 2004).

The importance of motivating people at work is noticeable at all

levels of organization. Starting from managers who need to be aware

of factors that motivate their subordinates to make them perform

well, through employees who need to think through what

expectations they have of work, ending up with human resource

professionals who have to understand motivation to effectively

design and implement reward structure and systems. It seems to be

obvious that companies need motivated employees and without any

doubts motivation is an important aspect of human management.

However, because of a complex nature of human behavior,

motivation is not easy to understand and to use (Hacket, 1999).

2.0 STATEMENT OF PROBLEM

Some of research suggested that money is not as potent as it

seemed to be, many companies tried to implement monetary

incentives as their main tool to motivate employees for excellent

performance. Performance related pay became the new mantra that

was used unquestionably by plenty of companies (Frey & Osterloch,

2002). Despite positive developments that have taken place, Nigeria

is still among the countries with some of the lowest indicators of

human development. Its levels of illiteracy and poverty are

unacceptably high. The rise in income inequalities and regional

disparities is also a matter of concern. Employment has grown, but

the jobs created are not of high quality. Although there has been an

expansion in several social services like staff welfare and education,

the quality of most of these services remains poor in most of the

organizations.

3.0 AIMS AND OBJECTIVES OF STUDY

The following are the objectives of this study:

1. To examine the effect of human development on excellence in

emerging companies.
 2. To examine the effect of motivation on excellence in emerging

companies.

3. To identify the factors militating against excellent performance

in emerging companies.

4.0 SIGNIFICANCE OF STUDY

The following are the significance of this study:

1. This study will educate the management of emerging

organizations on how human management and motivation can

be used as a tool to drive excellence.

2. This research will also serve as a resource base to other

scholars and researchers interested in carrying out further

research in this field subsequently, if applied will go to an

extent to provide new explanation to the topic

5.0 RESEARCH HYPOTHESIS

H0: human development and motivation does not influence

excellence in most emerging organizations

6.0 SCOPE OF STUDY

This study will cover various approaches towards organizational

excellence with a special focus on human development and

motivation.

7.0 LITERATURE REVIEW

Human development and Training-related changes should result in

improved job performance and other positivechanges (e.g.,

acquisition of new skills; Hill& Lent 2006, Satterfield & Hughes

2007)that serve as antecedents of job performance(Kraiger 2002).

Reassuringly, Arthur et al.(2003) conducted a meta-analysis of

1152 effect sizes from 165 sources and ascertained thatin

comparison with no-training or pretrainingstates, training had an

overall positive effect onjob-related behaviors or performance (mean

effect size ord=0.62). However, although differences in terms of

effect sizes were not large,the effectiveness of training varied

dependingon the training delivery method and the skillor task being

trained. For example, the mosteffective training programs were

those including both cognitive and interpersonal skills, followed by

those including psychomotor skills ortasks.

Benefits of training are also documented fortechnical skills. For

example, Davis & Yi (2004)conducted two experiments with nearly

300participants using behavior-modeling training and were able to

improve computer skills substantially. Although behavior-modeling

training has a rich history of success (e.g., Decker &

Nathan 1985, Robertson 1990), a unique aspect of this research

was that training was found to affect changes in worker skills

through a change in trainees’ knowledge structures or mental

models (see also Marks et al. 2002 for an ex-

amination of mental models at the team level).

Specifically, mentally rehearsing tasks allowed trainees to increase

declarative knowledge and task performance, each measured 10

days after the training was completed.

More recently, results showed that salespeople who participated in

the training program demonstrated higher self-efficacy, outcome

expectancy (e.g.,“I will increase my sense of accomplishment”),and

objective outcomes (e.g., number of new policies sold) as well as

subjective job performance (i.e., sales managers’ ratings of each

salesperson’s performance). Training-related performance

improvement was sustained over a 12-month period after training

ended.

There are also documented benefits of training for managers and

leaders. Collins & Holton(2004) conducted a meta-analysis of the

benefits of managerial leadership development programs including

83 studies published between1982 and 2001 (see also Cullen &

Turnbull2005). They found that meands (comparing training with

no training) ranged from 0.96to 1.37 for knowledge outcomes and

from0.35 to 1.01 for expertise/behavioral outcomes.

Knowledge was defined as principles, facts, attitudes, and skills

measured using both subjective (e.g., self-reports) and objective

(e.g., standardized tests) measures. Expertise/behavioral outcomes

were defined as changes in on-the-of behavior and were also

assessed using both subjective (e.g., peer ratings) and objective

(e.g.,behavioral) measures.

8.0 RESEARCH METHODLOGY

8.1 INTRODUCTION
This chapter covers the description and discussion on the various

techniques and procedures used in the study to collect and analyze

the data as it is deemed appropriate.

It is organized under the following sub-headings:

 Research Design

 Area of the Study

 Population of the study

 Sample and sampling procedure

 Instrument of Data Collection

 Validation of the Instrument

 Reliability of the Instrument

 Method of Data Collection 

 Method of Data Analysis

8.2 RESEARCH DESIGN

According to Asika (2009), research designs are often referred to as

the structuring of investigation aimed at identifying variables and

their relationships to one another. In this study, questionnaire

serves as useful guide to the effort of generating data for this study.
The questionnaire is a survey method and it is an exploratory

research.

8.3 AREA OF THE STUDY

The study will be conducted in Lagos State, Nigeria. Lagos is the

most populous city in Nigeria, the second fastest-growing city in

Africa and the seventh in the world. The population of Lagos urban

area, according to the Lagos State Government is 17.5 million, a

number disputed by the Nigerian Government and judged

unreliable by the National Population Commission of Nigeria.Lagos

was reported in 2014 to have a metropolitan population of 21

million, making Lagos.

8.4 POPULATION OF THE STUDY

The target population for this study consists of all employees Hulme

Nigeria Limited. The number of population adopted for this study

comprises all the members of staff the totaled to staff is estimated

for the study. The rational behind restricting the population to the

members is to enhance effective participation of all members in the

management of Hulme Nigeria Limited.

8.5 SAMPLE OF THE STUDY

Sample or sampling is the fractional unit of the universe or

population selected for the study or observation which conclusions

are drawn. It serve as the true representative of the population as

regard to conclusion drawn about it.

Therefore, from the above population, a sample size of the study is

40. the sample random technique is used to choose the staff that

represented the subject of the study the need for accepting this

sample size rest on the premises that researcher cannot carry out

by studying on the other entire population.

8.6 INSTRUMENT FOR DATA COLLECTION

These are the tools or methods used in getting data from

respondents. In this study, questionnaires and interview are

research instruments used. Questionnaire is the main research

instrument used for the study to gather necessary data from the

sample respondents. The questionnaire is structured type and

provides answers to the research questions and hypotheses therein.

This instrument is divided and limited into two sections; Section A

and B. Section A deals with the personal data of the respondents

while Section B contains research statement postulated in line with

the research question and hypothesis in chapter one. Options or

alternatives are provided for each respondent to pick or tick one of

the options.

8.7 RELIABILITY AND VALIDITY OF INSTRUMENT

Reliability means the accuracy of precision of a measuring

instrument while validity means the extent to which the research

instrument measures what it is supposed to measure. In order to

determine the reliability and validity of the study, the test-retest

method was used. To have a valid instrument, the questions in the

questionnaire will be free from ambiguity (i.e the questions will not

be too complex). To have reliable instrument, the questionnaire will

be followed with interview of sample of respondents to know their

view on the subject.

8.8 TECHNIQUES OF DATA ANALYSIS

Having gathered the data through the administration of

questionnaire, the collected data will be coded, tabulated, and

analyzed according to the research question and hypothesis.

In order to analyze the data collected effectively and efficiently for

easy management and accuracy, the simple percentage method was

the analytical tools used for this research project and a sample size

of forty (40) will be represented by 100% for easy analysis of the

responses. The Pearson correlation method will be used to validate

the hypothesis.

9.0 DATA PRESENTATION DATA ANALYSIS AND

INTERPRETATION

This chapter is devoted to the presentation, analysis and

interpretation of the data gathered in the course of this study. The

data are based on the number of copies of the questionnaire

completed and returned by the respondents. The data are presented

in tables and the analysis is done using t-Test. The Pearson

correlation method will be used to validate the hypothesis.

9.1 BIO DATA OF RESPONDENTS

TABLE 1 GENDER OF RESPONDENTS

Cumulative
Frequency Percent Valid Percent Percent

Valid male 20 50.0 50.0 50.0

female 20 50.0 50.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.

Table1 above shows the gender distribution of the respondents used

for this study.

Out of the total number of 40 respondents, 20respondents which

represent 50.0percent of the population are male while 20 which

represent 50.0 percent of the population are female.

NOTE: from the table above, you see that the numbers of male and

female are the same; this means that there is no consideration for

gender difference in the study.

TABLE 2 AGE GRADE OF RESPONDENTS

Cumulative
Frequency Percent Valid Percent Percent

Valid 20-30YEARS 1 2.5 2.5 2.5

31-40YEARS 10 25.0 25.0 27.5

41-50YEARS 15 37.5 37.5 65.0

51-60YEARS 14 35.0 35.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.
Table 2 above shows the age grade of the respondents used for this

study.

Out of the total number of 40 respondents, 9respondents which

represent 18.0percent of the population are between 20-

30years.10respondents which represent 20.0percent of the

population are between 31-40years.15respondents which represent

37.5percent of the population are between 41-50years while the

remaining 14respondents which represent 35.0percent of the

population are between 50-60years.

NOTE: the respondents that participated fully for the study are

between the ages of 41-50 years of age. The experience is very ok for

the study.

TABLE 3 EDUCATIONAL BACKGROUND OF RESPONDENTS

Cumulative
Frequency Percent Valid Percent Percent

Valid WAEC/NECO/SSCE 3 7.5 7.5 7.5

OND/HND/BSC 8 20.0 20.0 27.5

PGD/MSC/PHD 18 45.0 45.0 72.5

OTHERS 11 27.5 27.5 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.
Table 3 above shows the educational background of the

respondents used for this study.

3 which represent 7.5percent of the population are

WASSCE/NECO/SSCE holders.8 which represent 20.0percent of

the population are OND/HND/BSC holders.18 which represent

45.0percent of the population are MSC/PGD/PHD holders while the

remaining 11 which represent 27.5percent of the population had

other type of educational qualifications.

NOTE: the highest percentage of the respondents that participated

for the study is MSC/PDG/PHD holders; with the level of education

and exposure the respondents will understand the difference

between the use of print and electronic media in advertising.

TABLE 4
MARITAL STATUS OF RESPONDENTS

Cumulative
Frequency Percent Valid Percent Percent

Valid SINGLE 8 20.0 20.0 20.0

MARRIED 24 60.0 60.0 80.0

DIVORCED 4 10.0 10.0 90.0

WIDOWED 4 10.0 10.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.

Table 4 above shows the marital status of respondents used for the survey
8 respondents representing 20.0percent of the population are single.24

respondents representing 60.0 percent of the population are married.4

respondents representing 10.0 percent of the population are divorced while 4

respondents representing 10.0 percent of the population are widowed.

TABLES BASED ON RESEARCH QUESTIONS: THE EFFECTS OF

HUMAN DEVELOPMENT, MOTIVATION AND EXCELLENCE IN

EMERGING COMPANIES

TABLE 5

human development and motivation influences excellence in most emerging organizations

Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY AGREE 10 25.0 25.0 25.0

AGREE 11 27.5 27.5 52.5

UNDECIDED 7 17.5 17.5 70.0

DISAGREE 8 20.0 20.0 90.0

STRONGLY DISAGREE 4 10.0 10.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.

Table 5 shows the responses of respondents that human

development and motivation influences excellence in most emerging
organizations

10 of the respondents representing 25.0percent strongly agree that

human development and motivation influences excellence in most
emerging organizations
11 of the respondents representing 27.5percent agree that human
development and motivation influences excellence in most emerging
organizations

7 of the respondents representing 17.5percent were undecided.

8 of the respondents representing 20.0percent disagree that human

development and motivation influences excellence in most emerging
organizations

While the remaining 4 of the respondents representing 10.0percent

strongly disagree that human development and motivation
influences excellence in most emerging organizations

NOTE: from the table above, about 21 out of the 40 respondents

agreed that human development and motivation influences
excellence in most emerging organizations. From the responses one
can agree that human development and motivation influences
excellence in most emerging organizations
TABLE

motivation is the major pivot behind the success of any organization

Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY AGREE 8 20.0 20.0 20.0

AGREE 10 25.0 25.0 45.0

UNDECIDED 7 17.5 17.5 62.5

DISAGREE 7 17.5 17.5 80.0

STRONGLY DISAGREE 8 20.0 20.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.

Table 6 shows the responses of respondents that motivation is the

major pivot behind the success of any organization
8 of the respondents representing 20.0percent strongly agree that
motivation is the major pivot behind the success of any organization

10 of the respondents representing 25.0percent agree that

motivation is the major pivot behind the success of any organization

7 of the respondents representing 17.5percent were undecided.

7 of the respondents representing 17.5percent disagree that

motivation is the major pivot behind the success of any organization

While the remaining 8 of the respondents representing 20.0percent

strongly disagree that motivation is the major pivot behind the
success of any organization

NOTE: from the table above, about 18 of the respondent agreed that
motivation is the major pivot behind the success of any
organization; from their responses we conclude that motivation is
the major pivot behind the success of any organization

TABLE 7

Human management enables employees to contribute effectively and productivity to the

overall company direction

Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY AGREE 13 32.5 32.5 32.5

AGREE 10 25.0 25.0 57.5

UNDECIDED 5 12.5 12.5 70.0

DISAGREE 8 20.0 20.0 90.0

STRONGLY DISAGREE 4 10.0 10.0 100.0

Total 40 100.0 100.0

Source: field survey, May, 2017.
Table 7 shows the responses of respondents that human
management enables employees to contribute effectively and
productivity to the overall company direction

13 of the respondents representing 32.5percent strongly agree that

human management enables employees to contribute effectively
and productivity to the overall company direction

10 of the respondents representing 25.0percent agree that human

management enables employees to contribute effectively and
productivity to the overall company direction

5 of the respondents representing 12.5percent were undecided.

8 of the respondents representing 20.0percent disagree that

human management enables employees to contribute effectively
and productivity to the overall company direction

While the remaining 4 of the respondents representing 10.0percent

strongly disagree that human management enables employees to
contribute effectively and productivity to the overall company
direction

NOTE: there is no doubt that human management enables

employees to contribute effectively and productivity to the overall
company direction since 23 of the respondents agreed to it.

HYPOTHESIS 1

Ho: human development and motivation does not influence

excellence in most emerging organizations.

Hi: human development and motivation influences excellence in

most emerging organizations.

Level of significance (α=0.05)

Decision Rule

In taking decision for “r”, the following rules shall be

observed;

i) If the value of “r” tabulated is greater than “r” calculated,

accept the alternative hypothesis (H1) and .reject the null
hypothesis (H0).
ii) If the “r” calculated is greater than the “r” tabulated, accept
the null hypothesis (H0) while the alternative hypothesis is
rejected

Correlations

Human
human Table 14
management
development
enables
and motivation
employees to
influences
contribute
excellence in
effectively and
most emerging
productivity to the
organizations
overall company
direction

Pearson Correlation 1 .849**

human development and
motivation influences Sig. (2-tailed) .000
excellence in most emerging
organizations
N 40 40

Human management enables

Pearson Correlation .849** 1
employees to contribute
effectively and productivity to Sig. (2-tailed) .000
the overall company direction

N 40 40

**. Correlation is significant at the 0.01 level (2-tailed).

CONCLUSION BASED ON DECISION RULE

From table 14 above, since the value of “r” tabulated is greater than

“r” calculated, accept the alternative hypothesis (H 1) and reject the

null hypothesis (H0) and conclude that human development and

motivation influences excellence in most emerging organizations.

NOTE: There is a statistically significantly (0.00) strong relationship

(0.849) between the responses of the respondents that said that

human development and motivation influences excellence in most

emerging organizations and those that said that human

management enables employees to contribute effectively and

productivity to the overall company direction.

10.0 CONCLUSION AND RECOMMENDATION

CONCLUSION

In conclusion human development and motivation influences

excellence in most emerging organizations since there is a

statistically significantly (0.00) strong relationship (0.849) between

the responses of the respondents that said that human

development and motivation influences excellence in most emerging

organizations and those that said that human management enables

employees to contribute effectively and productivity to the overall

company direction.

RECOMMENDATION

Based on the findings of the study, the following are

recommendations for the stakeholders of organizations concerned

Organizations should articulate their HRM practice clearly, if

possible explicitly in codified form (Storey, 1992). For example, this

could be done by publishing the HRM in the employee’s handbook,

on the company website or through any suitable media.

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