THE IMPACT OF PERSONNEL MANAGEMENT IN PUBLIC SECTOR

ORGANIZATION IN NIGERIA,

(A CASE STUDY OF KOGI STATE TRANSPORT COOPERATION,

LOKOJA)

BY

OMALE OMENYI EMMANUEL

FPI/ND/PAD/23/160

TO THE DEPARTMENT OF PUBLIC ADMINISTRATION

SCHOOL OF GENERAL AND ADMINISTRATIVE STUDIES
FEDERAL POLYTECHNIC, IDAH
KOGI STATE

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

AWARD OF NATIONAL DIPLOMA (ND) IN PUBLIC
ADMINISTRATION

SEPTEMBER, 2025.

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APPROVAL PAGE

The project has been supervised and approved as meeting the partial

fulfillment of the requirement for the award of the National Diploma (ND) in

Public Administration, Federal Polytechnic, Idah, Kogi State.

Mrs. Peace Adejoh Date

Project Supervisor

Mr. Alih Yakubu Date

Head of Department

External Examiner Date

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 DEDICATION

This work is dedicated to my creator (God Almighty), the author and

finisher of everything on earth, the one who has irrevocable answer to all things.

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 ACKNOWLEDGMENTS

Firstly, I gave thank to God Almighty for an immeasurable favour which

he has giving me in the course of this work.

God is so good that he is “Impeccable, Ineffable, Immovable,

Incontratiable, Indispensable, Immovable, Invariable, Invisible, Inviolable,
Able, Immaculate and Immortal one”

I will continue to express my profound gratitude to my project supervisor

Mrs. Peace Adejoh for his effort in correction and editing the error occurred in
the course of this work.

I acknowledge the Head of Department (HOD) Mr. Alih Yakubu for his
kind gesture and advice toward this completion of this project work.

I will express my profound gratitude to my benevolent parent, Mr./Mrs.

Daniel Omale for their financial and moral support and also his encouragement
is a contributing factor to the success of my academic pursuit.

I deeply acknowledge my siblings for their carrying and loving support

toward the success of this project work.

Finally, I wish to express my sincere appreciation and gratitude to other

people whose names are too numerous for me to mention here, may God in his
infinite mercy continue to reward you all.

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 ABSTRACT

This study examines the impact of personnel management in public sector

organizations in Nigeria, with a focus on the Kogi State Transport Corporation
(KSTC), Lokoja. The research aimed to assess how personnel management
practices influence employee motivation, job satisfaction, productivity, and
overall organizational performance. A structured questionnaire was
administered to 50 staff members across various departments of KSTC to gather
relevant data. Findings indicate that personnel management is perceived as a
critical factor in enhancing employee motivation and job satisfaction. While
recruitment processes are generally seen as fair and transparent, concerns
were raised regarding the adequacy of training and development programs.
Respondents affirmed that effective personnel management significantly affects
productivity and job security; however, gaps in communication between
management and staff were identified as a major challenge. Additionally, salary
structures and welfare benefits were widely regarded as inadequate to motivate
staff. The study concludes that personnel management plays a vital role in the
performance of public sector organizations and recommends urgent reforms in
personnel policies to address existing challenges and improve overall
organizational efficiency at KSTC.

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 Table of contents
Title Page i
Approval Page ii
Dedication iii
Acknowledgment iv
Abstract v
Table of content vi
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Research Questions
1.4 Objectives of the Study
1.5 Significance of the Study
1.6 Scope and Limitation of the Study
1.7 Definition of key terms
CHAPTER TWO

LITERATURE REVIEW

2.0 Conceptual Framework

2.1 The Meaning of Personnel Management

2.2 Basic Functions of Personnel Management

2.3 Theoretical Review of Personnel Management

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2.4 Empirical Review

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Method of Data Collection

3.2 Population and Sample Size

3.3 Sampling Technique

3.4 Method of Data Analysis

CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation

4.2 Data Analyses

4.3 Discussion of Findings

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

5.2 Conclusion

5.3 Recommendations
References
Appendix

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 CHAPTER ONE
1.0 INTRODUCTION
Personnel management cannot be treated in isolation since it has an integral part
of management. For the purpose of this project attention shall be focused on
Management as the coordination of human resources in the public sector (Kogi
State Transport Corporation as a case study) through planning, organizing,
selecting, recruiting, rewarding, training, negotiating, evaluating, decision
making and innovation activities. Management is the ability of every manager
to coordinate both human and material resources for the accomplishment of
organizational objective.

The efficiency of an organization, whether private or public depends, to a large

extent, upon how effective work force are assigned for the job at the right time.
Olasunkanmi (2019) defined Personnel Administration as the direction and
coordination of the human relation of any organization with a view of getting
the proper recourse for the general well being of the workers.

Personnel Management is one aspect of the broader field of human resources or

manpower management. Manpower management basically involves procedure
whereby human resources are organized and directed towards the achievement
of organizational individual and corporate objectives.

It does not only relate to personnel management, that is the management of

employees at all levels but it also concerns itself with employees organized in
groups (Unions). Personnel Management has been described by Pillar (1960) as

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the planning, development and conservation, integration, maintenance and
separation of human resources to the end that individual organization objective
are accomplished.

Personnel are very essential ingredient in any organization, if the personnel are
properly utilized by the leadership, it will largely determine whether the
organization will achieve its set objectives. Recruitment is a very important
function of personnel management for it is positive in selecting candidate with
special skills and ability and personnel characteristics to fill the job vacancies in
the public sector or any other organization. This is done after a reasonable man-
power planning exercise has been carried out. Manpower planning implies the
determination of the number and the categories i.e. of employee required to
achieve the set goals. All the aforementioned facts are being carried out under
an efficient personnel administration and this we are going to see how it is been
carried out in Kogi State Transport Corporation Lokoja

1.1 Background of the Study

Management is the ability of every manager to coordinate both human and
material resources for the accomplishment of organizational objective. The
efficiency and effectiveness of any organization, whether private or public
depends to a large extent upon how effective workforce are assigned for the job
at the right time.
Personnel Management has been defined by Pillar (1960) as the planning,
development, conservation, integration, maintenance and separation of human

9
resources to the end that individual or organization’s objectives are
accomplished.

The Impact of Personnel management cannot be treated in isolation since it has

an integral part of management. This process involves: planning, organizing,
and selecting, recruiting, rewarding, training, negotiating, evaluating, effective
decision making and embarking on innovation activities.

Management is the ability of every manager to coordinate both human and

materials resources for the accomplishment of organizational objective.
Personnel management is one aspect of the broader field of human resources of
manpower management. Manpower management basically involves procedure
whereby human resources are organized and directed towards the achievement
of organizational individual and social objectives. It does not only relate to
personnel management, that is the management of employees as all individual
but it also concerns itself with employees organized in groups (Unions).
Personnel are very essential ingredient in any organization, if the personnel are
properly utilized by the leadership, it will largely determine whether the
organization achieves its set objectives. Recruitment is a very important
function of personnel management for it is positive in selecting candidate with
special skills and ability and personnel characteristics to fill the job vacancies in
the public sector or any other organization.

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This is done after a reasonable manpower planning exercise has been carried
out. Man power planning implies the determination of the number and the
categories i.e. of employee required to achieve the set goals. It is against this
background that this study seeks to investigate how the Personnel Management
impacts the Public Transport sector and how they are carried out in Kogi State
Transport Coporation Lokoja.

1.2 Statement of the Problem

Personnel management is a critical component of public sector organizations, as

it plays a pivotal role in ensuring efficiency, productivity, and employee
satisfaction. In Nigeria, public sector organizations, including the Kogi State
Transport Corporation, face significant challenges in effectively managing their
workforce. Despite its importance, personnel management in these
organizations often encounters systemic issues that hinder organizational goals
and overall service delivery.

The statement of the problem for this study focuses on identifying and
analyzing these challenges, understanding their root causes, and exploring
strategies for improving personnel management practices in the Kogi State
Transport Corporation. By addressing these issues, the organization can
enhance its operational efficiency, improve employee satisfaction, and
ultimately provide better transportation services to the public.

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1.3 Research Questions

1. Has personnel management been able to improve workers productivity in

the public sector?
2. Has effective personnel management contributed immensely to
productivity of staff in the Kogi State Transport Corporation?
3. Has policies as formulated by the personnel managers improved the
standard of living of workers and productivity in Kogi State Transport
Corporation?
4. Has personnel management been able to impact on staff of Kogi State
Transport Corporation?
1.4 Objectives of the Study
The general objective of this study is to evaluate the personnel administration of
Kogi State Transport Corporation Lokoja.
Other Objectives of the study are:
i. To ascertain if personnel management has been able to improve workers
productivity in the public sector
ii. To determine if effective personnel management has contributed
immensely to productivity of staff in Kogi State Transportation
Corporatopm
iii. To ascertain if policies as formulated by the personnel managers
improved the standard of living of workers and productivity in Kogi State
Transport corporation.

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iv. To assess the level of personnel management impact on staff of Kogi
State Transportation Coporation
1.5 Significance of the Study
Apart from the fact that the work is to be carried out as partial fulfillment for the
award of National Diploma, it will also provide an insight to the reader of this
work on what personnel management department does in an organization for the
achievement of an organizational goals and objectives.
More so, to serve as a reference for any other research work that will be
conducted in future.
1.6 Scope and Limitation of the Study
The scope of this research work covers what personnel management means in
Public Sector organization such as the Kogi State Transportation Corporation
and the various functions perform by personnel management, as well as the
types of personnel management we have or that can be identified in an
organization.
Limitation of the study
The findings may not be generally applicable to other Public Sector Transport
Corporation due to socio-cultural environments. In the course of carrying out
this research work, the researcher faced so many daunting challenging among
which are: Time and Financial constraint.
Time: is my greatest limitation in the course of carrying out the study because
the personnel were so busy with their official duties. Due to this, they were
unable to give detail information about the question being asked by the

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researcher in good time. The researcher was however able to pacity them after
several visit.
Financial constraint: There was no sufficient money to acquire the necessary
materials and to be able to move from one place to another. This was managed
through other medium for the completion of the research.
1.7 Definition of key terms
Transport Sector: Transportation system for the socio-economics development
of the State that is effectively and efficiently transportation of people from one
place to the other.
Management: Is the wise manipulation of available resources for the
accomplishment of an objective.
Establishment: The term "establishment" generally refers to the act of
founding, creating, or bringing into existence an institution, organization,
system, or structure. It can also refer to the physical location of a business or an
entity, as well as the dominant group or authority within a particular society or
sector.
Coordination: This is to put together both human and material resources for the
realization of objectives.
Goal: Is the objective or what an organization hope to achieve.
Policy: Is an intention of the government to introduce transportation system in
order to reduce transport problem in the State.
Remuneration: It is the salary or economic return to an employee for the
services he has rendered.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Conceptual Framework

The Public Sector

The Public Sector is the principal actor in macro socio-economic policy making
infrastructure and an architect of an enabling environment for national
development. Public Sector management covers such aspects of management as
productivity management, and management of human, financial and other
resources. It involves an array of activities ranging from planning, formulation
and implementation of policies, programmes and projects for the delivery of
goods and services to the nation through a number of government and quasi-
government institutional arrangements.

Consequently, it is imperative that the structures, policies and operations of the

Public Sector respond adequately to the socio-economic needs of the nation, as
articulated in the Vision 2016, and to global challenges. This implies that the
quality of the Public Sector management is essential to the fulfillment of the
theme of the National Development Plan 9: ‘Towards Realization of the Vision
2016: Sustainable and Diversified Development through Competitiveness in the
Global Market’.

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2.1 The Meaning of Personnel Management

It is primarily defined as a mental activity that is concerned largely with a work

or planning, organizing and controlling the activities of an organization for the
accomplishment of certain designated objective.

According to Scott and Spriecel (1961). Personnel Management is one of the

department that render all four of the staff fuction, namely: planning,
controlling directing and organization of the human resource. In fact, the
personnel management department may provide leadership in the entire area of
organization building and structure.

Edwin (1960) also said that personnel management is the planning, organizing,
directing, and controlling of the procurement, development, compensation,
integration, and maintenance of people for the purpose of contributing to the
effective achievement of organizational objectives.

Nwandu (2000) defined personnel management as a situation whereby a person

is brought into an organization, his behavior at work is being taken notes of his
interests and relationship both with his fellow workers and organization also
being noted. The study of personnel management may be viewed from two
different perspectives. First, seen as a function or responsibility of every
manager or supervisor who has people under him with the plans of achieving a
desired goal. Secondly, seen also as function in an organization that is being
preferred by a particular department of the personnel department.

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There is generally agreed phenomenon that the job of a management involves
getting results via people. A manager therefore is a person via guidance,
leadership, encouragement and motivation makes the man who forms his term
get the desired result. Personnel Administration in Nigeria according Ubeku,
states clearly that a person to get a job with a group of people working as a term
in order to achieve his target must have an intimate relationship to be known
and seen as the man that makes the organization to be successful.

It is the responsibility of the managers to ensure that the employees under him
know what the jobs are all about and what is also expected of them. The
organization’s rules and regulations must be made known to the employee by
the manager. The success of an organization depends on the good management
of people and this must be done by the department known as the personnel
department. Every manager who depends on the productive effort of other
people has a personnel responsibility which must not be delegated to other
department.

Types of Personnel Management

According to William (1978), Personnel management can be categorized into

various types based on functions and focus areas:

1. Strategic Personnel Management: This is the type of personnel

management that aligns human resource strategies with organizational
goals.

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 2. Operational Personnel Management: This type focuses on day-to-day
administrative tasks like payroll, attendance, and compliance.
3. Tactical Personnel Management: Addresses specific challenges, such as
resolving disputes or implementing new policies.

2.2 Basic Functions of Personnel Management

i. Recruitment

The process means determining where to get suitable candidates by examining

their credentials in order to provide a shortlist for further investigation in the
selection procedure. Therefore recruitment involves attracting new personnel to
an organization to meet enterprises objectives. Sukula (1976) held the same
view by saying that “recruitment involves the attractions and tentative supply of
new personnel to an organization”. However, recruitment precedes selection,
since it provide a pool of potential employees while selection involves the
actual choosing of those who will take up job within an organization.

According to Akintola (2016), in Human Resources Management, “recruitment

is a human resource process which seeks to identify and attract prospective
applicants to fill in job position in the organization”. From the research point of
view, for an effective recruitment of staff, there are three (3) same point to be
considered a job description, manpower specification, and information store on
where caliber of the staff can be found.

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Job Description: this is a statement about all facts about the job content. It is
basis for job specification. It is also description of kind of men suitable for the
job. Such description could be:

a. Qualification
b. Experience
c. Aptitude
d. Physical fitness
e. Interest rate
f. Job description

Job Specification: it is a detail statement of the physical and mental activities

in a job. However, there are five basic categories of job specification that can be
defined as follows:

 Qualification
 Specific skills, abilities as required
 Experience
 Personnel attributes
 Physical attributes

ii. Selection and placement: selection is a process where the most suitable
candidate in term of job public sector and potential are picked from available
pool of application.

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Todeetal (1997) emphasized that selection method is very important in
recruitment of employees and personnel managers must take time to select
employees to see that they have relevant information about the right employees
that will be in the right position at the right time.

Sukula (1976) in his opinion state that selection is the act of choosing some
employees in preference to others. This process change over the year from a
subjective to an objective procedure.

In the past, selection was done on personality or nepotism basis. Even in

Nigeria context, selection used to be done in a subjective manner where by a
person get a job because he know someone in a high position of authority. This
practice negate a good selection procedure. However, this could be corrected by
embracing more objective selection criteria in most instances such as tests,
interviews, reference check, physical examination, testimonials and other
factors used to access employees potentials.

Sukula declare that “once an employee has been selected, he must then be
placed in the proper place in an organization slot.

Employee’s placement involves matching an employees with his/her

qualification to a job. The placement function is an on-going process. A proper
matching may become irrelevant with time because of human and technological
change. As a consequence, employee should be given preliminary induction

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training before placing them on the job because an employee who is taking on
the job for the first time need proper orientation.

iii Manpower Planning: Ubeku (1975) state that manpower of any

organization has to plan for and has budget for the amount of money to spend
on. He further assert, ”no organization to active corporate objective, through
development of strategic designed to enhance the contribution of manpower at
all time in the foresable future.

iv. Motivation

Another indispensable function of Personnel Management is motivation.

Motivation is the act of influencing and stimulating an individual to action
Atkinson (1964), Ajiofor (1981).

According to Cambell and Pritched (1976) motivation is a kind of driving force

within the individual.

Motivation is the inducement of others to behave in a specific way toward

goals. To a large extent, the attitude and appreciation of human value to
management in any organization will reflect on the commitment of the
employee to the course of the enterprise. Applbby (1981) state, that motivation
is the way that urge aspiration, drive and needs of human being to directly,
control and explain their behavior, beside this, he classified the Maslows theory
of motivation of which affects productivity and workers’ benefits as it could be
said that realization of these motivation needs is gradual and systematic if after.

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Also from the above contribution, it is fairly seen that motivation is very
important in Personnel Management, since management is getting things done
through people and motivation is the way by which human beings are mobilize
so that employees give their best to the organization. Therefore before one can
get the best from the employee, it means that the employee might have been met
in all aspects particularly wages and salaries, fringe benefits and conducive
working environment for their staff. A healthy environment begin with genuine
concern for the health and comfort of all personnel, provision of good lighting
and proper salvatore place of work should be provided.

To monitor the health of the employees, an organization will need health and
safety programme for personnel.

2.3 Theoretical Review of Personnel Management

Organizations worldwide are under pressure today to continually improve their

public sector. The major trends behind these competitive pressures are
globalization, advances in information technology, and increasing deregulation
of global markets (Becker &Gerhart, 1996; Dany, Guedri, and Hatt, 2008).
These changes have a strong impact on a Country’s ability to maintain its
competitiveness (Laprade, 2005).

Without an efficient workforce, organizations lose their ability to compete, both

locally and internationally, eventually leading to poor organizational public
sector and thus ending up with little or no economic success (Tomaka, 2001).

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Unlike in the past when natural resources, technology, and capital used to be the
key factors to determine the competitive advantage of the firms of one nation
over the other nations, human resources today in modern times have become the
most important resource for the firms to obtain strategic advantage over the
other firms (Dany et al, 2008).

This is because managers in both the public and private sector organizations
regard the human resources of their organization as its major source of
sustaining competitive advantage by having the ‘best of the best’ Human
resource systems in place for recruiting, selecting, motivating, and efficiently
managing their people (Mesch, 2010).

As a result of these changes in the global economic environment business

strategy, the field of human resource management is rapidly changing more than
ever daily. (Becker &Gerhart, 1996). Furthermore, among all the organization
factors which contribute to organizational public sector, the human resources
are now regarded as the most fundamental factor (Mesch, 2010).

Recent researches on HRM show strong and positive relationship between

HRM practices and organizational public sector (Carlson, Upton, and Seaman,
2006; Collins & Smith, 2006). Therefore, it is vital for managers to have a
better understanding of the role of HRM in order to create successful
organizational public sector.

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A recent definition of ‘Organisational Public sector’ is given by Antony and
Bhattacharyya (2010, p43). They define ‘Organisational Public sector’ as, “a
measure of how well organizations are managed and the value they deliver to
customers and other stakeholders”.

According to Daft (2000) ‘Organizational Public sector’ is the organization’s

ability to achieve its objectives efficiently and effectively.

Organizational Public sector represents the value of the organization in terms of

the total contribution made by the efficient and effective management of its
human resources (Neumann &Segev, 1978).

Chien (2004) strongly posits that organizational public sector is composed of

four major critical components. And these are (ibid, p290):

i. “Motivation Models,
ii. The Leadership,
iii. The Organizational Culture and Environment,
iv. The Work Design, and The Human Resource Management Policy.”

2.4 Empirical Review

Various scholars have defined Personnel Management in various ways.

According to Ubeku (1975) in his book titled “Personnel Management in
Nigeria”, Personnel Management simply means the use of human resources to
achieve the objective of the organization. In Abel Ubeku’s view of personnel

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management is to ensure that the productive effort of an individual employee is
harnessed in such a way that he gives up his best towards the achievement of
the organizational goals.

According to Mary Parker Follet, She defined Management as “the act of

getting things done through skills and talented people”. On the other hand, it
can be defined as the act of planning, organizing, leading and controlling the
effort of an organization member and using all materials resources to achieve
the organization’s stated objectives.

Personnel Management involves managing degree element of governance,

implementation and efficient allocation of resources. According to the
American Institute of Management, it is used to designate either a group of
function or the personnel, who carried them out, to describe either an
organization official’s hierarchy or the activities of men who comprise it, to
provide unto either labourer or ownership, same group sees Management as
getting things done through others while it could also be defined as the
coordination of all the resources of an organization through the process of
planning, organizing directing and controlling in order to attain organizational
objectives.

According to William F. Gluek in his book “Personnel Diagnostic Approach”

(Revised Edition 1978) Personnel Administration is the function of all
enterprises, which provide for effectiveness of human resource to achieve the
organization objective and the satisfaction and development of the employee.

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He stressed that personnel administration consist of numerous activities, which
include the following:

i. Employment planning
ii. Employment recruitment, selection and orientation.
iii. Compensation and protection of Labour relation
iv. Career development and counseling, performance evaluation and training
and development.
v. Equal employment opportunity programme
vi. Discipline, control and evaluation of the personnel function
According to Richard M. Hodgett in his book “Modern Human Relations at
Work” (Second Edition) he mentioned that Personnel Management is the
process of getting things done through other people. Human relations is very
essential in any organization in such a way that it bring workers into the contact
with the organization in such a way that both the corporation and individual
employees can walk together for the progress of the organization in order to
achieve the organization goals.

Encyclopedia Britannica (1986) stated that human resources management or

personnel management is “A staff function in business organization, a
cooperative committed and creative workforce”. In both private and public
organization, resources are needed to operate their businesses: these resources
are materials, human and financial resources. Human resources are a vital

26
element in an organization. The management of these human resources is
known as personnel management.

Robins (1989) defines organization management “as a consciously social unit

composed of two or more people, that function on a relatively continuous basis
to achieve a common goal or set of goals”. Manufacturing and services firms
clearly met this definition, as do schools hospitals, churches, military units,
retail, retails stores, Police Department and Local, State and Federal
Government Agencies, which the case study of this research is not excluded.

McClelland’s theory believe that employees can be taught to use the power that
is most appropriate to their job and achieving almost all the goals and objectives
through proper management and collective responsibility.

According to Peter Drucker “Management is work and as such it has it own

skills, own tools and its own techniques”. While management is a discipline that
is, it is getting more and more complex to arrive at a universally acceptable
definition of management. Sometimes management is described as a science
and sometime as art. Nowadays, it is (more increasingly) being referred to as a
science. Generally, a science or an art may be more easily developed in people
than in others but, the science of management can only be learned by some
people for to a great extent, management’s ability to make rational decision is
based on facts and free emotions.

27
Again, Peter Druker posits that management can better pass for an art because
as a discipline, it is a practice rather than a science. Therefore Management
makes manager hence, the achievement of management is the achievement of a
manager. This is particularly true because the union dedication and integrity of
the manager determine whether there is good management or mismanagement.

Management is not a creation of modern time, its origins are tied to the history
of human civilization. In Nigeria, management can be traced to the era where
the traditional rulers like the monarch: Emirs, Obas and Igwes depends on a
routine of staff to carry out the wishes of their administration. But through the
development of technology, the expansion of commerce, industry and social
welfare as well as the profanation of States, there arose inevitably the
development of the art or science of the management of large human and
material resources. This leads to the development into the art or science of
modern management.

Management is a high pressure, people oriented job. It is a process by which a

cooperative group directs the activities of others towards a common objectives.
Management is a group of people assigned or in charge of an enterprise. This is
so because people manage rather than force or coerce. The vision determination,
integrity, experience of managers determines. Whether there is a good
management or mismanagement. It is the art of getting things done through
others (people) effectively or efficiently. Human relation is concerned with four
(4) major areas: the individual workers, the group and the environment in which

28
the work is performed and the leader responsible for seeing that every things is
properly done.

Also, the Institute of Management defined Management as the aspect of

development, which is concerned with manpower planning, recruitment,
selection, placement and termination, education and training career
development of an employee and standard of remuneration, working condition
and employees services and informal communication and consultation both the
representation of employee and at all level through out the organization,
negotiation and application or agreement on wages and condition procedures for
the affordable and settlement of disputes, the human and social implication of
change in internal organization and method, worker and economic change in the
community.

Personnel administration aims at contributing to the achievement of the

organization objectives by recruiting and manufacturing, maintaining a
conclusive working condition, effective structure integrated and motivated
labour force and operating a view compensation scheme. According to Walker
(1981) as quoted in Personnel Management and Human Resources “through
manpower planning, management prepares to have the right people at the right
times to fulfill both organization and individual objectives.

Personnel management and management in general, involves many processes

other than manpower planning. These include job analysis, job description, job
specification, recruitment and election procedures, training and development,

29
job evaluation, performance appraisal, management by objectives, employees
service as well as staff discipline. Recruitment of staff; one of the staff functions
of management in public or private organization is the identification and filling
of vacancies of different positions. Flippo defines recruitments as the process of
searching for prospective employees and stimulating them to apply for job in
the organization. This increase the selection ration while the selection seek to
eliminate applicants, in order to place the best in the organization. This has to be
based on accurate and continuing information, the number of person needed to
perform the jobs and the qualification required.

Recruitment process in Kogi State Transport Cooperation is done through two

main sources. Internal sources can be used through employee transfers,
promotion and recalls from lay off. Organization is utilizing its own personnel
in filling position vacancies before intuiting applicants from outside the
organization. These boost the morale of the employees.

This approach used is to paste the vacant job on bulleting board. External
sources can be used to source employee from outside the organization. This will
be determined by the requirements of the particular job and condition of the
labour market, advertising the vacant job in public media is used to achieves
this objective.

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 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Method of Data Collection

This study employed both primary and secondary data collection methods.
The primary data was gathered through the administration of structured
questionnaires to employees of Kogi State Transport Corporation (KSTC). The
questionnaire contained both open-ended and close-ended questions designed to
Assess the Impact of Personnel Management Practices on Employee
Performance and Organizational Efficiency.

Secondary data was also collected from relevant books, journal articles,
government reports, and previous studies on personnel management in public
sector organizations. These sources provided a theoretical foundation and
supported empirical findings.

3.2 Population and Sample Size

The target population for this study comprised employees of Kogi State
Transport Corporation (KSTC), including senior management, administrative
staff, and operational workers comprises of 500. A sample size of 80
employees was initially selected for the study. However, only 50 completed

31
questionnaires were returned, making up a 62.5% response rate. The
responses from these 50 participants formed the basis for the data analysis.

3.3 Sampling Technique

A simple random sampling technique was adopted to ensure fairness and

equal representation of employees across various departments within KSTC.
This method was chosen to reduce bias and provide a balanced perspective on
personnel management practices. The sample included individuals from Human
Resources, Administration, Transport Operations, and Customer Service units
to ensure a comprehensive understanding of the subject matter.

3.4 Method of Data Analysis

The collected data was analyzed using frequency distribution and percentage
analysis. This method helped to summarize responses and identify trends in
Personnel Management Practices within KSTC. The results were presented in
tables and charts, making it easier to interpret the findings. The use of
percentages allowed for a clearer understanding of the proportion of
respondents who shared similar views on the Impact of Personnel Management
in the Organization.

32
 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation

The data generated are presented in a tabular form using random sampling
method, frequency and percentage distribution.

4.2 Data Analyses

This is done under each table for clearer understanding

SECTION A: Demographic Data (Frequency Tables for 50 Respondents)

SECTION A: Demographic Data in clearly separated tables with frequency,

percentage, and analysis for each demographic variable based on 50
respondents:

Table 4.2.1: Gender Distribution

Gende Frequen Percentage
r cy
Male 30 60%
Female 20 40%
Total 50 100%
Source: Filed Survey, 2025

From the table 4.2.1 above: The majority of the respondents (60%) are male,
while females make up 40%. This indicates a male-dominated workforce at

33
KSTC, which may reflect employment trends in transport-related public sector
organizations.

Table 4.2.2: Age Range Distribution

Age Range Frequency Percentage
18 – 25 years 10 20%
26 – 35 years 20 40%
36 – 45 years 15 30%
46 years and above 5 10%
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.2 above: The age group 26–35 years represents the largest
segment (40%) of the workforce, followed by 36–45 years (30%). This suggests
that KSTC has a relatively young to middle-aged staff base, potentially
indicating a dynamic and energetic workforce.

34
Table 4.2.3: Educational Qualification
Qualification Frequency Percentage
SSCE/ 5 10%
Equivalent
OND/NCE 15 30%
HND/[Link] 20 40%
[Link] and above 10 20%
Total 5 1000
Source: Filed Survey, 2025

From the table 4.2.3 above: The majority of respondents (60%) possess
Tertiary Education qualifications (HND/[Link] or higher), indicating a reasonably
educated workforce. This is essential for effective performance in
administrative and technical roles in a public sector organization like KSTC.

Table 4.2.4: Work Experience

Experience Frequency Percentage
Range
1 – 5 years 12 24%
6 – 10 years 18 36%
11 – 15 years 15 30%
Above 15 years 5 10%
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.4 above: Most employees (66%) have between 6 and 15
years of experience, suggesting that a large portion of the workforce is

35
moderately experienced. This provides a good balance between fresh
perspectives and institutional knowledge.

Table 4.2.5: Departmental Distribution

Department Frequenc Percentage
y
Human Resources 10 20%
Administration 8 16%
Transport Operations 20 40%
Customer Service 7 14%
Others 5 10%
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.5 above: Transport Operations has the highest number of
respondents (40%), which is expected in a transport organization. Departments
like HR and Administration also have a fair representation, supporting the
organizational structure and internal services.

SECTION B

4 points liker scale:

SA = Strongly Agree

A = Agree

36
 D = Disagree

SD = Strongly Disagree

SECTION B: Personnel Management – Practices

Table 4.2.6: Personnel Management Plays a crucial role in Employees

Motivation and job satisfaction?
Response Frequency Percentage
Strongly Agree 28 56%
Agree 15 30%
Disagree 5 10%
Strongly 2 4%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.6 above: Most respondents (86%) agree that personnel
management is crucial for motivation, indicating that effective management
directly influences job satisfaction and employee morale.

Table 4.2.7: Recruitment at KSTC is Transparent and Fair.

Response Frequency Percentage
Strongly Agree 10 20%
Agree 20 40%
Disagree 15 30%
Strongly 5 10%
Disagree
Total 50 100

37
Source: Filed Survey, 2025

From the table 4.2.7 above: While 60% of respondents believe recruitment is
fair, a significant minority (40%) disagrees, suggesting that the recruitment
process may lack full transparency or consistency.

Table 4.2.8: Adequate training is provided for development opportunities

of KSTC employees
Response Frequency Percentage
Strongly Agree 8 16%
Agree 12 24%
Disagree 20 40%
Strongly 10 20%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.8 above: Only 40% of respondents agree that training is
adequate, while 60% disagree. This indicates a major gap in staff development
initiatives, which can hinder employee performance.

Table 4.2.9: Personnel system in KSTC improves productivity.

Response Frequency Percentage
Strongly Agree 15 30%
Agree 20 40%
Disagree 10 20%

38
 Strongly 5 10%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.9 above: A combined 70% agree that the personnel
management system enhances productivity, which reflects some level of
effectiveness in HR processes, though there’s room for improvement.

Table 4.2.10: The Kogi State Transport Corporation ensures job Security
for its Staff
Response Frequency Percentage
Strongly Agree 12 24%
Agree 18 36%
Disagree 15 30%
Strongly 5 10%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.10 above: A slim majority (60%) feel job security is
assured, but the significant number (40%) who disagree shows that insecurity
may be a concern for many employees.

Table 4.2.11: Policies and decisions are effectively communicated by KSTC

to Staff?
Response Frequency Percentage

39
 Strongly Agree 10 20%
Agree 15 30%
Disagree 15 30%
Strongly 10 20%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.11 above: Only 50% believe communication is effective,
suggesting a serious gap in internal information flow. This may negatively
affect staff awareness and policy compliance.

Table 4.2.12: Good relationship exists between management and staff.

Response Frequency Percentage
Strongly Agree 10 20%
Agree 18 36%
Disagree 12 24%
Strongly 10 20%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.12 above: Although 56% felt that management-staff
relations are good, the 44% who disagree highlight a trust or communication
problem within the organization.

40
Table 4.2.13: Poor Personnel Management affects KTSC overall
performance.
Response Frequency Percentage
Strongly Agree 25 50%
Agree 18 36%
Disagree 5 10%
Strongly 2 4%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.13 above: A large majority (86%) acknowledged that poor
personnel management affects performance, reinforcing the need for
management reform to enhance results.

Table 4.2.14: Career growth is hindered by poor training and development

Programmes
Response Frequency Percentage
Strongly Agree 20 40%
Agree 18 36%
Disagree 8 16%
Strongly 4 8%
Disagree
Total 50 100
Source: Filed Survey, 2025

41
From the table 4.2.14 above: 76% agree that lack of training limits career
progression. This aligns with earlier feedback on inadequate staff development
and shows a key area for HR intervention.

Table 4.2.15: Salary and welfare Packages provided by KSTC are sufficient
for motivation.
Response Frequency Percentage
Strongly Agree 6 12%
Agree 10 20%
Disagree 20 40%
Strongly 14 28%
Disagree
Total 50 100
Source: Filed Survey, 2025

From the table 4.2.15 above: Only 32% agree that salary and welfare are
adequate, while a significant 68% disagree. This clearly shows that
compensation is not meeting staff expectations.

Table 4.2.16: KSTC Personnel Management policies need urgent

improvement.
Response Frequency Percentage
Strongly Agree 30 60%
Agree 12 24%
Disagree 5 10%
Strongly 3 6%
Disagree

42
 Total 50 100
Source: Filed Survey, 2025

From the table 4.2.16 above: An overwhelming 84% agree that personnel
management policies require urgent reform, showing widespread dissatisfaction
with the status quo and need for urgent organizational change, and improvement

4.3 Discussion of Findings

From this research, the study investigated and foundout the following:

 Personnel management is perceived as important, but certain areas

like training, salary, and communication need attention in the Kogi State
Transport Company
 Majority of the respondents agree that recruitment is fair, but training
and career growth remain the challenges and that these areas should be
looked into by the management of KSTC
 Salary/welfare packages are not seen as motivating, thereby suggesting a
need for review of
 Strong agreement on the need to urgently improve personnel policies at
KSTC.
 These insights indicate mixed effectiveness of current personnel
practices and highlight areas for strategic improvement.

The analysis shows that while employees at KSTC recognize the importance of
personnel management, they are concerned about how it is currently practiced.

43
Key areas of concern include training, communication, salary/welfare, and
career development. Which needs a review the consensus is that poor personnel
management can harm productivity and employee satisfaction.

44
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

This study focused on assessing the Impact of Personnel Management in the

Public Sector Organizations in Nigeria, using the Kogi State Transport
Corporation (KSTC) as a case study. The objective was to examine how
personnel management practices influence employee motivation, job
satisfaction, productivity, and overall organizational performance. The study
also sought to identify the challenges facing personnel management at KSTC.

A total of 50 staff members across various departments responded to the

structured questionnaire. The analysis covered demographic characteristics,
personnel management practices, effectiveness of personnel systems, and
existing challenges.

Key findings revealed that:

 Personnel management is viewed as essential to employee motivation and

job satisfaction.
 Recruitment processes are considered fairly transparent, though there are
concerns about the adequacy of training and development opportunities.

45
  Many respondents believe that personnel management impacts
productivity and job security, but communication between management
and employees needs improvement.
 Salary and welfare packages are generally considered insufficient for
motivating staff.
 There is a strong call for urgent reform and improvement of personnel
management policies at KSTC, Lokoja.

5.2 Conclusion

The study concludes that effective personnel management is critical to the

success of public sector organizations in Nigeria. In the case of KSTC, while
some personnel management practices are in place, they are not comprehensive
or adequately implemented to yield maximum benefits. Poor communication,
inadequate training, and insufficient welfare packages hinder employee
performance and satisfaction.

Thus, personnel management at KSTC significantly impacts employee

performance and organizational effectiveness. Strengthening these practices can
lead to improved morale, productivity, and service delivery.

46
5.3 Recommendations

Based on the findings and conclusions of this study, the following

recommendations are made:

1. Need for Improvement of Training and Development Programmes:

KSTC should invest in continuous training, workshops, and career

development initiatives to enhance staff capacity and growth potential.

2. Need for Review of Salary and other Welfare Packages:

The Corporation should revise its compensation structure to ensure

competitive wages and improved employee welfare, which are key to
motivation and retention of employees at KSTC

3. Enhance or Improved Communication Channels:

Management of KSTC should establish clear and open communication

mechanisms to effectively convey policies, decisions, and feedback
between staff and leadership.

4. Strengthening of Personnel Policy and fill Implementation:

Existing personnel management policies should be reviewed, updated,

and fully enforced to reflect best practices and align with staff
expectations at the KSTC

47
5. Fostering Positive Work Relationships:

Building trust and collaboration between Management and employees

through regular meetings and engagement forums can improve workplace
harmony at the KSTC

6. Need to Conduct Periodic Staff Evaluations:

Regular performance evaluations will help identify gaps and provide

necessary interventions for employee development.

48
 Reference

Adesiyan Augustine (1975), Principles and Practice of Public Administration in

Nigeria. Specturuns Book Limited Ibadan.

Adesiyan Taiwo (1983), Principles and Practice of Management Department

of Management Study, The Polytechnic, Ibadan.

Applebiju Rober C. (1982), Modern Business Administration. Pitman Book

Limited. London

Azeez K. Olasunkanmi (2001): The essential of Personnel Management.

Ayodele Shaiye (1998): The nerves of Public Administration Department of

Local Government and Public Administration, Kwara State Polytechnic,
Ilorin.

Cole G. A. (1987): Management Theory and Practical D. P. Publication East

Leigh Hants.

Chester I. Bernard (1938: The Function of the Executive Harvard University

Press.

I. E. and Kluitz D. I. (1987): Management 3rd Edition Random House Ine.

United State.

49
Ilesanmi O. A. (1997): Modern Management Theory FAPSON Limited and
press.

Mills G. O. (1977): Office of Administration Mac Donald Standing Ford and

Evans 3rd Edition.

Olaniyan O Et al (1997): Management (Principle and Concepts) Department of

Management Study. The Polytechnic, Ibadan.

Olanrewaju (2000): Critical Issues in management of Public Enterprises.

Department of Local Government and Public Administration, Kwara
State Polytechnic, Ilorin.

Ubeku A. K. (1975): Personnel Management in Nigeria Ethiopia Publishing

Corporation Benin City.

50
 APPENDIX

Department of Public
Administration,
School of General and
Administrative Studies,
P.M.B 1037,
The Federal Polytechnic Idah,
Idah,
Kogi State.
Dear Sir/Madam,

I am an undergraduate student of the above-named Department and Institution

carrying out a research work on the topic “The Impact of Personnel
Management in Public Sector Organization in Nigeria, (A Case Study of Kogi
State Transport Cooperation, Lokoja)”.
I therefore, seek for your assistance by answering the attached

questionnaire to the best of your knowledge. I assure you that all information

given will be treated confidentially.

Thanks, in anticipation.

Yours Faithfully,

Omale Omenyi Emmanuel

FPI/ND/PAD/23/160

51
QUESTIONNAIRE

Research Topic:

The Impact of Personnel Management in Public Sector Organizations in Nigeria

– A Case Study of Kogi State Transport Corporation

SECTION A: Demographic Information

(Please tick [✓] the appropriate box where applicable)

1. Gender:

o Male

o Female

2. Age Range:

o 18 - 25 years

o 26 - 35 years

o 36 - 45 years

o 46 years and above

3. Educational Qualification:

o SSCE

o OND/NCE

52
 o HND/[Link]

o [Link] and above

4. Work Experience in Kogi State Transport Corporation:

o 1 - 5 years

o 6 - 10 years

o 11 - 15 years

o Above 15 years
o

5. Department:

o Human Resources

o Administration

o Transport Operations

o Customer Service

o Others (please specify) ___________

SECTION B: Personnel Management Practices

(Please tick [✓] the appropriate response using the scale below)

53
 Strongly
Strongly Agree Disagree
Statement Disagree
Agree (SA) (A) (D)
(SD)

6. Personnel management plays a

crucial role in employee motivation [ ] [] [] []
and job satisfaction.

7. The recruitment and selection

process at KSTC is transparent and [ ] [] [] []
fair.

8. The organization provides

adequate training and development [ ] [] [] []
opportunities for employees.

SECTION C: Effectiveness of Personnel Management in KSTC

Strongly
Strongly Agree Disagree
Statement Disagree
Agree (SA) (A) (D)
(SD)

9. The personnel management

system at KSTC improves employee [ ] [] [] []
productivity.

10. The organization ensures job

[] [] [] []
security for its employees.

11. KSTC management effectively [] [] [] []

communicates policies and

54
 Strongly
Strongly Agree Disagree
Statement Disagree
Agree (SA) (A) (D)
(SD)

decisions to staff.

12. There is a good relationship

between management and [] [] [] []
employees in the organization.

SECTION D: Challenges in Personnel Management

Strongly
Strongly Agree Disagree
Statement Disagree
Agree (SA) (A) (D)
(SD)

13. Lack of proper personnel

management affects overall [] [] [] []
organizational performance.

14. Employees face challenges in

career growth due to inadequate [] [] [] []
training and development programs.

15. The salary and welfare packages

provided by KSTC are sufficient for [ ] [] [] []
employee motivation.

16. Personnel management policies

[] [] [] []
at KSTC need urgent improvement.

55
SECTION E: Suggestions for Improvement

[Link] recommendations would you suggest to improve personnel

management at KSTC?

Thank you for your time and participation!

56