ABSTRACT

The general objective of this study is to examine human resources development as a tool for organizational efficiency. The respondents were selected from National Root Crop Research Institute (NRCRI), Umudike. The researcher looked on the problems of human resources development in an organization, questions were raised and the objectives derived from it were used in the course of the study. Hypothesis are made, the significance of the study are identified for overall use, while the limitation of the study and unfamiliar terms were defined. The literature review gave the general account of human resources development and the significance to organizational efficiency by different authors as being characterized by people, performance oriented, personal need and organizational development. The need for human resources development was best obtained by investigation and evaluation of employees to ascertained the performance for necessary interventions in regard to training, organizational development and education for effective improvement. The effect on human resources development are anchored on size of workforce, employee expectation, composition of work force, organizational culture, change in technology, environment, political and economic policies. The organization and the concept efficiency is seen as best practice, best fit and best resource based. The methodology used was design survey method to study the population of NRCRI, Umudike where the sample technique captured the uruts of the institution and the sample size picked randomly. Data were analyzed using frequencies, percentages regression and chi-square. The result of the findings showed that 56.25% of organizational efficiency in output and 48.21% of organizational efficiency in input has lasted for about 21 — 24 years respectively. 68.75% output on Organizational efficiency was not borrowed while 71.42% of resource input was borrowed for development. The highest number of human resources fall between 10-19 for organizational efficiency on output with percentage of 43.75% while the input falls within 0-9 with majority of 80.36%. 31 .71% of organizational efficiency output face problem of low market patronage and lack of fund while 68.75% of organization's input faced the constraints of low patronage. The study revealed that the amount invested in human resources development and working condition has a positive and significant impact on organizational efficiency also income, number of employee and productivity had a positive and significant effect on human resources development. The chi-square test showed that there was significant difference between human resources development and organizational efficiency. This difference could be as a result of a Neo-classic prescription for promoting efficiency based on the assumption that economic spontaneously achieve full employment of all resources needed to improving the efficiency of production, which said nothing about income distribution. Finally, human resources development as a tool for organizational efficiency is very positive and a coordinator of all other elements in an organization, industrial sectors and nations at large and recommendation should be toward improving the human resources development and upgrading employee through various developmental measures