The Influence Of Planning And Recruitment As Human Resource Management .
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XTHE INFLUENCE OF PLANNING AND RECRUITMENT ASHUMAN RESOURCE MANAGEMENT PRACTICES ONSPORT DEVELOPMENT IN TERTIARY INSTITUTIONS OFKANO STATE112USMAN USAINI ABDULLAHI (M.Sc.),2A.M. MADAKI (Ph.D)Department of Physical and Health Education, Bayero University, Kano,Department Of Physical And Health Education,Sa’adatu Rimi College OfEducation Kumbotso, Kano StateAbstractIn order to attain a successful sports development, sports organization mustalways utilize HRMP to achieve the objectives they are designed for. Sportdevelopment is a way to improve an institution through positive processes. Whencarried effectively, sport development in institutions focuses in the best use of theinstitutions employers.this study investigated the influence of planning andrecruitment as human resource management practices on sport development intertiary institutions in Kano State. Two research questions and two hypotheseswere formulated to guide the study. The study was delimited to two variables ofHRMP of planning and recruitment and was conducted in tertiary institutions ofKano State. The respondents of the study were also delimited to Directors ofSports/Sports Coordinators, Deputy Directors of Sports, Coaches, AssistantCoaches, and members of the sports committee in tertiary institutions in KanoState. A descriptive survey design was adopted for this study and the totalpopulation of the study were 132, therefore availability sampling technique wasused for this study. A researcher developed questionnaire was used as aninstrument for data collection. The questionnaire was validated and pilot testedand a reliability index of 0.78 was obtained. Simple frequency counts andpercentages were used to organize and describe the demographic information ofthe respondents, mean score was used to answer the research question while2Chi-square (χ ) statistics was used to test the hypotheses generated at the 0.05level of significance. The results of the study revealed that planning andrecruitment practice significantly influenced sports development in tertiaryinstitutions in Kano State. It is therefore recommended that adequate humanresource planning and proper recruitment practice should be sustained andmaintained in tertiary institutions of Kano State so that both human and materialresources in sports units could be effectively managed.34
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XIntroductionAs the world is becoming more competitive and unstable than ever before,organizations are seeking to gain competitive advantage at all cost and turning tomore innovative sources through Human Resources Management (HRM) practices(Sparrow, Schuler& Jackson, 1994). HRM practices have been defined in severalaspects. Schuler and Jackson (1987) defined HRM practices as a system thatattracts, develops, motivates and retains employees to ensure the effectiveimplementation and the survival of the organization and its members. Besides,HRM practices are also conceptualized as a set of internally consistent policies andpractices designed and implemented to ensure that a firm’s human capitalcontribute to the achievement of its business objectives (Delery & Doty, 1996).Likewise, Minbaeva (2005) viewed HRM practices as used by organizationto manage human resources through facilitating the development of competenciesthat are firm specific, produce complex social relation and generate organizationknowledge to sustain competitive advantage. Against this backdrop, it could beconcluded that HRM practices relate to specific practices, formal policies andphilosophies that are designed to attract, develop, motivate and retain employeeswho ensure the effective functioning and survival of the organization.The term ‘Human Resource Management’ (HRM) according to Bratton andCole (2009), is that part of the management process that specializes in themanagement of people in working organizations. HRM emphasizes that employeesare critical to achieving sustainable competitive advantage, that human resourcepractice needs to be integrated with the corporate strategy, and that human resourcespecialists help organizational controllers to meet both efficiency and equityobjectives. Human resource management (HRM) covers all the aspects ofpersonnel management, including planning, recruitment, performance appraisal,remuneration and training, to mention but a few.35
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XHRM, by its nature, is most productive in environments that focus on humancapital, which is the primary resource of the sports industry. After all, sport, inessence, is the production and consumption of human (sporting) performance andeffective management of that resource is paramount in achieving positiveoutcomes for organizations. According to Taylor & McGraw (2006), followinggood HRM practice can enhance the sporting performance of an organization.They further stated that HRM is an overarching term that covers specific areas:Practices, such as recruitment, training, selection and appraisal.These are usually carried out by the coach, often in conjunction with thesports manager or director of athletics, in smaller organizations and schools,respectively (Adiat, 2007).While few non-profit sporting organizations would havededicated HRM manager, these practices and policies need to be fulfilled for asporting organization to work as an effective team and maintain a competitiveedge. In most organizations, the sports manager or, in the case of schools, theathletic director performs the HRM roles. It is their duty to see that the policies andphilosophy of the organization are put into practice. In the case of schools, theseare decided in conjunction with several stakeholders. For example, a study to assedthe relationship of HRM systems on the effectiveness of sports organizations inOhio State University. it found a relationship between effective HRM practices andcompetitive advantages for sports organizations (Chelladurai & Madella, 2006).This study therefore focused on recruitment and planning variables as HRMPand their specific influence on sports development in Kano State tertiary institutions.Recruitment refers to a process of attracting applicants with certain skills,abilities and other personal characteristics to job vacancies in an organization.According to Famularo (2004), recruitment involves five (5) elements, i.e.36
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xrecruitment policy, recruitment organization, forecast of labour requirement, sourcesof recruitment and selection procedure. As stressed by Koontz, Odunaell and Weitrich(2010), recruitment is the process differentiating between applicants in order toidentity and employ those with the greater likelihood of success in the job. SinceHRM is concerned with the development of an integrated package of policies towardthe management of people, the recruitment represents a vital stage in thedetermination of which employees will be able to benefit from such policies. Watsonand Marshal (2004) refer recruitment as the process by which organizations solicitcontact and interest of potential appointees and then establish whether it would beappropriate to appoint any of them.Human resources management planning has been defined as a strategy ormeans for the acquisition, utilization, improvement and retention of an enterprise’shuman resources (Gomez-Mejia, Balkin and Cardy, 2008). It is the process bywhich managers ensure that they have the right personnel that are capable ofcompleting the attachment of organizational objectives (Burak, 2006). In otherwords, it is a strategy for the acquisition, utilization, improvement and preservationof an organization’s human resource. Human resources planning could bepresented is a way that matches the overall organization’s strategy that will lead toa balance of the demand and supply of the personnel needed. In human resourcemanagement, planning involves determining the work force requirement,establishing the supply of workforce and developing policies to fill the job betweensupply and demand (Bennison, 2010).According to Cole (2002), human resources planning stands to mean anyrational and planned approach for ensuring the recruitment of sufficient and suitablestaff, their retention in the organization, their optimum utilization, improvement andtheir enforcement and their disengagement when necessary. At37
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xits simplest, human resources planning is concerned with identifying theorganization’s demand for human resources and devising the means to ensure that asufficient supply of labour is available to meet that demand (Nmadu, 2002).Statement of the ProblemIn order to attain a successful sports development, sports organization mustalways utilize HRMP to achieve the objectives they are designed for. Sportdevelopment is a way to improve an institution through positive processes. Whencarried effectively, sport development in institutions focuses in the best use of theinstitutions employers. (Vivek, 2015).To the researchers opinion, in the area ofstudy, it seems that the HRM practices seem to be not effective in some of thetertiary institutions in Kano State this could be responsible for the low sportsdevelopment in the institutions.Human resources refer to workers employed by an organization. The cost ofrecruiting, hiring, relocating, training and orientation are helpful measuresavailable to organizations to realize the expected importance of their employees(Selemani, 2014). The collective knowledge, competencies, skills and attitudes ofthe members of the organization are another measure. These intangibles havevalue. Obviously, a well-trained, highly skilled and knowledgeable employee ismore valuable to an organization than one who is not. This value manifests itself inincreased quality, productivity and customer service. This is also applicable to thehuman resource management of sports in any tertiary institution (Ajiknah, 2001).In the researcher’s opinion, effective and functional human resourcemanagement led to the success and sports development in the 1980’s – 1990s intertiary institutions of Kano State. These institutions were known to have producedgreat sports men and women, some of whom rose to great heights at national andinternational levels like Professor Rabiu Mohammed who shower cased great38
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xtalent at NUGA football and was even invited to the Super Eagle and MohammedMusa who actually played for the Flying Eagle of Nigeria.This could be attributed to a number of human resource managementpractices by the institutions most importantly the effective implementation ofrecruitment and selection the process of sports personnel. This impacts positivelyon the overall performances of the institutions in sports competitions.Unfortunately, however, this trend has changed considerably, and might be as aresult of the improper recruiting of unqualified sports personnel to run the affairsof the sports in the institutions as well as poor planning policies. Therefore, thisstudy investigated the influence of planning and recruitment as human resourcemanagement practices on sport development in tertiary institutions in Kano State.Research QuestionsThis study attempted to find answers to the following research questions:i.Does planning influence sports development in tertiary institutions in KanoState?ii.Does recruitment of qualified staff have any influence onsports development in tertiary institutions in Kano State?HypothesesBased on the research question, these hypotheses were generated to guide thestudy; Planning will not significantly influence sports development in tertiaryinstitutions theRecruitment of qualified staff will not significantly influence sportsdevelopment in tertiary institutions39
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XMethodologyResearch DesignA descriptive survey design was adopted for this study. According to Patrick(2009), this design enables the researcher to describe an event, situation orphenomenon as it is at the time of study. The design focuses on people, theirbeliefs, attitudes and behaviors and also enables the researcher to systematicallydocument current opinions and information on this research work.Population of the StudyThe population for this study comprised Sport Directors/Coordinators,Deputy Sports Director/Coordinator, Coaches as well as Members of Sport’scommittee of Tertiary Institutions in Kano State. The total population as at the2014/2015 academic session was estimated to be 132 (Source: Sport Offices of theInstitutions, 2015).Sample and Sampling TechniqueThe sample for this study comprised 132 staff /people working in the sportsunits of the institutions in the area of study. Therefore,the availability samplingtechnique was used for this study because only 132 personnel/staff were availableas at the time of carrying out this study.Data Collection InstrumentA researcher developed questionnaire on Perceived Influence of Planning andRecruitment Practice on Sports Development in Tertiary Institutions in Kano State(PIPRPSD) was used as the instrument for data collection. The questionnaire wasdivided into two sections A and B. Section A sought information on the demographicdata of the respondents while Section B sought information on planning andrecruitment as human resource management practices and their influence on sportsdevelopment. The questionnaire response was based on a40
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xmodified four points Likert-Scale of Strongly Agree, 4 points; Agree, 3 points;Disagree, 2 points and Strongly Disagree, 1 point. Also, for the analysis of theresearch questions, the criterion or acceptance mean of 2.50 was used in makingdecisions. If the relative mean of an item was equal to or greater than 2.50, it wasconsidered that the respondents are in agreement with the suggested item while anymean less than 2.50 imply disagreement. The questionnaire was vetted by five expertsin the Department of Physical and Health Education, Bayero University Kano forcontent validity and their comments, corrections, observations as well as suggestionswere incorporated in the final draft of the questionnaire. The questionnaire was pilottested and a reliability index of 0.78 was obtained. The questionnaire wasadministered on the respondents with the help of research assistants in each Tertiaryinstitutions of the State.Data AnalysisSimple frequency count and percentage were used to organize and describethe demographic information of the respondents, mean score was used to answer2the research question and while Chi-square (χ ) statistics was used to test thehypotheses generated at the 0.05 level of significance.41
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XResultsThe results of the study are presented in tables below;Table1: Information on Demographic Characteristics of the RespondentsVariableGenderClassificationFrequency Percentage (%)MaleFemaleTotalAge 36-403326.440 and 202217.620 and above2923.2125100TotalExperience oordinator032.4Deputy Director4334.4Coaches7056.0Sports CommitteeTotal12542100
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XAs shown in Table 1, a total of 125 respondents (who duly completed andreturned their questionnaire forms) participated in the study. Based on gender, 120(96.0%) were male and female 5 (4.0%). This reveals that there are more male thanfemale in the sports units/directorates. Based on age, of the respondents, the Tablealso reveals that 5 (4.0%) of the respondents are between 18-25 years, 20 (16.0%)26-30 years, 29 (23.2%) 31-31 years, 33 (26.4%) 36-40 years and 38 (30.4%) 40years and above. This reveals that the majority of the respondents was 40 years andabove whiles the least were18-25 years old.Based on years of working experience, 17 (13.6%) 1-5 years, 25 (20.0%) 610 years, 32 (25.6%) 11-15 years, 22 (17.6%) 16-20 years and 29 (23.2%) 20 yearsand above. Also, based on job specification, the Table reveals that 9 (7.4%) of therespondents were Sports Directors, 8 (6.6%) were Deputy Sports Directors, 39(29.5%) were Coaches and 69 (56.5%) were Sports Committee Members.Research Question 1: Does planning have influence on sports development intertiary institutions in Kano State?43
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XTable 2 Mean score of respondents’ opinion on the influence of planning as humanresource management practice on Sports Development in Tertiary Institutions inKano anning1.Tertiary institution management always determine the 3.25number of staff requirements to the sports unit foreffective sports development.2.Tertiary institution management has a policy ofsecuring the right caliber of employees for future use,in developing sports.3.Tertiary institution management always compares itspresent and future employee’s requirement, todetermine the future sports development.4.Employment of qualified staff for the developmentsports activities is one of the policies of tertiaryinstitution management.5.The sports units of tertiary institution work hand-inhand with tertiary management to develop sports.Aggregate mean3.07The response of the respondents as regard to whether human resource planninginfluence sports development in tertiary institutions in Kano State indicated thatthe obtained aggregate mean of 3.07 is more than the fixed 2.50, which isconsidered positive in this study.However, the results revealed that the respondents were of the opinion thattertiary institution management always determines the number of staff required inthe sports units. This is because the obtained mean of 3.25 is above the fixed mean44
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xof 2.50. Also the results revealed that the respondent were of the opinion thattertiary institutions management has a policy of securing the right caliber ofemployed for future use in developing sports. The reason was that the obtainedmean of 3.04 is above the fixed mean of 2.50. In addition, they also were of theopinion that tertiary institution management always compares its sport and futureemployees requirement to determine the future sports development. This is becausethe obtained mean of 2.96 is above the fixed mean of 2.50. Furthermore, therespondents also were of the opinion of employment of qualified staff for thesports development by the tertiary institution management is positive. This isbecause the obtained mean of 3.09 is above the fixed mean of 2.50. Similarly, therespondents also were of the opinion that tertiary institution management workhand-in-hand with the sports units to develop sports. This is because the obtainedmean of 2.99 is above in fixed mean of 2.50.45
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XResearch Question 2: Does recruitment of staff have influence on sportsdevelopment in tertiary institutions in Kano State?Table 3 Mean score of respondent’s opinion on the influence of human resourcerecruitment on sports development in tertiary institutions in Kano State.S/N ItemsMeanSESTDRecruitment1.Wide publicity advertisement to fill job vacancy in 3.21.07121 .79612our sports unit leads to picking the best amongqualified applicants for good sports development.2.When applications are screened objectively before 3.24.06853 .76622interview, competent hands will be employed inour sports unit to develop sports in tertiaryinstitutions.3.Consideration for relevant qualification will bring 3.26.06565 .73109about efficiency in our sports unit for futuredevelopment of sports in tertiary institutions.4.Consideration for relevant experience staff, will3.29.06224 .695893.34.05735 .62840enhance sports development in tertiaryinstitutions.5.Standard recruitment policy in our sports unittertiary institutions will increase job securitywhich is necessary for of sports development.Aggregate Mean3.27Table Three above showed respondents’ opinion with regard to whether therecruitment of qualified staff influenced sports development in tertiary institutions inKano State. The results indicated that the obtained aggregate mean of 3.27 is46
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xmore than the fixed of 2.50, which is considered positive in this study. The resultsrevealed that the respondents were of the opinion that tertiary institution managementhas wide advertisement to fill job vacancies in the sports unit to pick the best amongqualified applicants. This is because the obtained mean of 3.21 is above the fixedmean of 2.50. Also, the results revealed that they were of the opinion that tertiaryinstitution management screened competent hands objectively during interview toselect the best applicants for sport development. The reason was that the obtainedmeans of 3.24 is above the fixed mean of 2.50. Similarly, they were also of theopinion that tertiary institutions management considered relevant qualification willbring efficiency in the sports unit two sport development. This is because the obtainedmean of 3.26 is above the fixed mean of 2.50. In addition, the respondents were alsoon the opinion that tertiary institution in Kano State have relevant experience staff toenhance sports development. This is because the mean obtained of 3.24 is above thefixed mean of 2.50. Furthermore, they also were of the opinion that standardrecruitment policy in our sport units by the tertiary institution management increasesjob security which is necessary for sports development. This is because the obtainedmean is 3.34 is above the fixed of 2.50.DiscussionThe study investigated the perceived influence of human resourcemanagement practice on sports development in tertiary institutions in Kano State.Its results revealed that planning of staff has a significant influence on sportsdevelopment. At its simplest, human resources planning is concerned withidentifying the organization’s demand for human resources and devising the meansto ensure that a sufficient supply of labour is available to meet that demand. Inother words, planning is a strategy for the acquisition, utilization, improvement and47
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xpreservation of an organization’s human resources. The finding of this study is inline with Benison (2010), who stated that human resources planning could bepresented in a way that matches the overall organization’s strategy that will lead toa balance of demand and supply of the personnel needed. He stated further thathuman resource planning involves determining work force requirement,establishing the supply of the workforce and developing policies to fill the jobbetween supply and demand. The result of the study is also in line with Njidda(2005), who maintained that planning is one of the most important human resourcemanagement practices. In fact, other practices depend on adequate planning.Hence, good planning results in better achievement of organizational goals. Thefindings is also in line with the Rilley, (1996) and Ladani, (2007), who maintainedthat planning is one of the important aspects of HRMP, because it is the thinkingprocess that proceeds any action and a continuous process by which theadministrator determines and evaluates, before action, the decisions necessary torealize a given objective. Sound planning decreases the number of crises, givesdirection to organization’s efforts, provides for a more systematic delegation ofduties and ensures that outcomes will be those intended.The results of the study also revealed that recruitment of staff has asignificant influence on sports development in tertiary institutions in Kano State.The outcome of this study is consistent with (Njidda, 2005; Armstrong, & Taylor,2014),who stated that qualitative recruitment was perceived by respondents to havea positive effect on productivity. He further stated that the perceived positive effectof qualitative recruitment was pointed out to be possible when vacancies in anorganization are widely advertised. The finding also supports the position ofMcfland (1979) and Bennison (2010) that the process of hiring new staff to suitorganizations and fixing them into the environment is the beginning of personnelfunction and is the most arduous task, as well as the foundation on which other48
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616Xfunctions rest. He further stated that this development is a function by which themanager builds an organization through the recruitment, selection anddevelopment of individuals as capable employees. This is also supported byNwachukwu (1992), who stated that recruitment is the process whereby the mostsuitable candidate in terms of job performance potential is picked from a pool ofapplicants. He therefore stressed that, for any organization to be successful inrecruitment and selection, position recruitment should be matched with suchindividual characteristics as intelligence, knowledge, skills, attitude and experienceto meet organizational requirements. And that this could only be possible whereapplications are screened objectively. Venkateswarlu (2002) & Ladani (2007) alsoposited that recruitment is one of the basics for a better implementation oforganizational programs. The more qualified and dedicated staff are employed, thebrighter and successful the running of any sporting organization.ConclusionsOn the basis of the findings of this study, the following conclusions were drawn:-There was a considerable planning of staff which contributed to sportsdevelopment in the tertiaryinstitutions of Kano State.- Kano State tertiary institutions insist on the recruitment of qualified staff whichlater has a significant influence on sports development in the tertiary institutions ofthe State.49
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XRecommendationsBased on the findings and conclusions of this study, the followingrecommendations were made:-There is the need for adequate human resource planning to be sustained intertiary institutions in Kano State, so that both human and material resources insports units could be effectively managed.-The recruitment policy should be maintained and strictly followed withemphasis on qualification, skills and experience in the tertiary institutions in KanoState.ReferencesAdiat, F. (2007). The Relationship between Selected Management Strategies &Goals Achievement at the Federal Ministry of Youth and Sports’Unpublished M.Ed Thesis Submitted to the Department of PHE AhmaduBello University, Zaria.Ajiknah, I. (2001).Understanding the Sports Sponsorship Process from a CorporatePerspective. Journal of Sports Management. 10, (2), 32-48.Armstrong, M., & Taylor, S. (2014) Armstrong’s Handbook of Human ResourceManagement Practice (13thed.), London: Kogan Page.Bennison, P. (2010). Utility Analysis for Decision in Human ResourceManagement. In M.D Dunnette and L.M Hough (Eds) Handbook ofIndustrial and Organizational Psychology (2ndEdition). Vol. 2 (Pp. 621-745. Palo Alto C.A Con. Salting Psychologists Press.Bratton, N. & Cole, H. (2009). Making Sense of Management: A CriticalIntroduction. London: Sage.Delery, J. E., & Doty, D. H. (1996). Modes of Theorizing in Strategic HumanResource Management: Tests of Universalistic, Contingency, and50
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XConfigurational Performance Predictions, Academy of Management Journal,39 (4), 802-835.Ladani, B.A.(2007) An introduction to Sports Management. Sunjo A.J. GlobalLinks, Kaduna. Nigeria.Minbaeva, D. B. (2005), ―HRM practices and MNC knowledge transfer‖,Personal Review, 34, (1), 125-144.Mcfaland, D.F. (1979). Management Foundation and Practice (5Macmillan Publishing company.thEd) London:Njidda, M. (2005). Perception of Staff about Human Resource Management onProductivity in Adamawa and Taraba Sports Councils. An UnpublishedM.Sc. Dissertation submitted to School of Postgraduate, Bayero University,Kano.Nwachukwu, C.C. (1992). Management. Theory and Practice. Onitsha. AfricanFeb Publishers.Patrick, D. (2009). Interviews and the Philosophy of Qualitative Research.The Journal of Higher Education 75(1): 127-132.Reilly, P. (1996). Human Resource Planning: An introduction. Retrieved November22, 2015, from sources/files/312.pdfSelemani, M.A., (2014). The Impact of Human Resource Management Practices onPerformance: Evidence from a Public University. The TQM Journal, 26(2),125-142.Schuler, R. S. & Jackson, S. E. (1987).Linking Competitive Strategies with HumanResource Management Practices, Academy of Management Executive, 1 (3),207-219.Sparrow, P., Schuler, R. S. & Jackson, S. E. (1994). Convergence or Divergence:Human Resource Practices and Policies for Competitive Advantage51
JOURNAL OF RESEARCH IN HEALTH AND SPORTS SCIENCES VOL.17.NO1JULY, 2018ISSN118-616XWorldwide, The International Journal of Human Resource Management, 5(2), 267-299.Taylor, T. & McGraw, P. (2010). Exploring Human Resource ManagementPractices in Nonprofit Sport Organizations. Sport Management Review,9(3), 229-251.Venkateswarlu, K. (2002). Investment
THE INFLUENCE OF PLANNING AND RECRUITMENT AS HUMAN RESOURCE MANAGEMENT PRACTICES ON SPORT DEVELOPMENT IN TERTIARY INSTITUTIONS OF KANO STATE 1 . It is therefore recommended that adequate human resource planning and proper recruitment practice should be sustained and maintained in tertiary institutions of Kano State so that both human and .
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