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Record W1982901789 · doi:10.5430/ijba.v5n1p90

Redefining the Role of the Human Resource Professional (HRP) in the Nigerian Public Service for Enhanced Performance

2014· article· en· W1982901789 on OpenAlexvenueno aff
Benjamin James Inyang, Juliana B. Akaegbu

Bibliographic record

VenueInternational Journal of Business Administration · 2014
Typearticle
Languageen
FieldDecision Sciences
TopicBusiness Strategies and Management Research
Canadian institutionsnot available
Fundersnot available
KeywordsCompetence (human resources)Public sectorPublic servicePublic relationsHuman resourcesService delivery frameworkBusinessHuman resource managementService (business)MarketingNeutralityGovernment (linguistics)Training and developmentNew public managementPublic administrationEconomicsManagementPolitical scienceLaw

Abstract

fetched live from OpenAlex

The Nigerian public service is a product of British colonial administration, and it has since after independence in 1960, metamorphosed to a huge and complex system for harnessing the country’s resources to facilitate economic growth. The public service has over the years undergone several reforms to make it more effective and efficient in service delivery. These reforms have not significantly improved the service offerings of the public service, due to its politicization, lack of neutrality and poor human resource management practices, where non-professionals without requisite skills and knowledge were made to handle the HR function.This paper seeks to explore the gamut of human resource management practices that must be entrenched in and to reposition the public service for higher performance. It further identifies the role or responsibility and bench-skills and knowledge of the HR professional that will enhance optimum service delivery in the sector. The paper adopts the methodology of documentary analysis of current relevant literature. The issue of failed public enterprises and poor performance of the Nigerian public sector is of serious concern to both the people and government and has therefore attracted a plethora of public commentary.The paper finds that the reforms of the public service were often structural in nature and paid little attention to the people-factor and people-management issues. HR professionals were not engaged to handle people as strategic resources, rather personnel administrators who lack professional expertise and competence were appointed to provide transactional and administrative support in the public service. This does not enhance strategic goal attainment and the competitive position of the public enterprises. The paper recommends a shift in paradigm and the engagement of HR professionals who have the expertise to design and implement human resources management strategies that can drive service delivery and enhance effectiveness and efficiency. The HR professional facilitates the development of high performing and competent workforce.

Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.

How this classification was reachedexpand

Full frame machine prediction

Teacher imitation

Not calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.

metaresearch head score (Codex)0.006
metaresearch head score (Gemma)0.005
Version: metacan-v3-hybrid-931329e0061cValidation status: machine_predicted_unvalidated
Candidate categoriesnone
Consensus categoriesnone
DomainCandidate signal: none · Consensus signal: none
Study designCandidate signal: Qualitative · Consensus signal: none
GenreCandidate signal: Empirical · Consensus signal: none
Teacher disagreement score0.020
Threshold uncertainty score0.058

Distilled classifier scores by category (both heads)

CategoryCodexGemma
Metaresearch0.0060.005
Meta-epidemiology (narrow)0.0000.000
Meta-epidemiology (broad)0.0000.000
Bibliometrics0.0010.001
Science and technology studies0.0060.009
Scholarly communication0.0100.006
Open science0.0010.004
Research integrity0.0030.004
Insufficient payload (model declined to judge)0.0020.000

Machine scores (provisional)

The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.

Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.

Opus teacher head0.089
GPT teacher head0.386
Teacher spread0.297 · how far apart the two teachers sit on this one work
Validation statusscore_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from it

Classification

machine, unvalidated

Machine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.

The models applied no category: nothing in the taxonomy fit this work.
Study designQualitative
Domainnot available
GenreEmpirical

How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".

Quick stats

Citations20
Published2014
Admission routes1
Has abstractyes

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