Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.

1. 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).

2. 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).

3. 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

4. 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.

5. 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

6. 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.

7. 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

8. 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

9. 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.

10. 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.

11. 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.

12. 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

13. 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

14. TABLE 1 GENDER OF RESPONDENTS
Frequency Percent Valid Percent
Cumulative
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
Frequency Percent Valid Percent
Cumulative
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.

15. 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
Frequency Percent Valid Percent
Cumulative
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.

16. 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
Frequency Percent Valid Percent
Cumulative
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

17. 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
Frequency Percent Valid Percent
Cumulative
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

18. 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
Frequency Percent Valid Percent
Cumulative
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

19. 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
Frequency Percent Valid Percent
Cumulative
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

20. 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;

21. 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
Table 14
Correlations
human
development
and motivation
influences
excellence in
most emerging
organizations
Human
management
enables
employees to
contribute
effectively and
productivity to the
overall company
direction
human development and
motivation influences
excellence in most emerging
organizations
Pearson Correlation 1 .849**
Sig. (2-tailed) .000
N 40 40
Human management enables
employees to contribute
effectively and productivity to
the overall company direction
Pearson Correlation .849**
1
Sig. (2-tailed) .000
N 40 40
**. Correlation is significant at the 0.01 level (2-tailed).

22. CONCLUSION BASED ON DECISION RULE
From table 14 above, since the value of “r” tabulated is greater than
“r” calculated, accept the alternative hypothesis (H1) 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

23. 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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