A Comparative Analysis Of Personnel Management Practices In Public And Private Secondary Schools
[A CASE STUDY OF AKINYELE LOCAL GOVERNMENT AREA]

CHAPTER TWO
REVIEW OF RELATED LITERATURE
This chapter deals with the review of relevant literatures:
1.    Concept of personnel management.
2.    Concept of public and private secondary schools.
3.    Differences between public and private secondary schools.
4.    Empirical studies.
5.    Appraisal of Literature Reviewed.
Concept of PersonnelManagement.
Personnel are people who are employed by a company or organisation to perform some kind ofwork. Personnel, according to encyclopedia, (2009) vary from unskilled laborers hired to do daily contract work to highly skilled professionals. The importance of personnel in the attainment  organisational objectives cannot, according to Onah, in Ezeani and  Nwankwo (2002) be over-emphasised.The critical processes of determining goals, making investment choices, directing work effort on a day-to-day basis, maintaining and servicing equipment and so on, fall squarely on the personnel of an organization n. It therefore follows that people are the main instruments for the realisation of organisational objectives.In observing the role of personnel in the attainment of organisational goals, Ofoegbu (2001) averred “A firm can mobilise all its capital inputsand still be out of production. The decision to start capital mobilisation is personnel decision. The assemblage of the inanimate factors of production into a single, coherent and operational production system, is a human act, conceived by human genius and realised by human efforts.
However, personnel isinterwovenly used as human resources. Human resources at the organisational level, Ikeanyibe (2009) opined that theentire staff, personnel, manpower or employees of the organisation. Human resource denotes the infinite differences in the relative capability of people who may be employed or are actually employed in an organisation and the relative quantity and quality of output, which they could be used to achieve.Onah, (2008) had observed that the efficiency with which an organization can perform will depend to a large extent, on how its human resources can be managed andutilised. Every manager must, therefore, e able to work effectively with people and also be able to solve the various problems the management of people may entail. Similarly,the type of leadership which characterised our organisations in the first half of the 20thcentury is no longer sustainable in the present working environment.
The leadership was arbitrary and autocratic in its relationship with subordinates. Today, things have changed. Employees are better educated and their orientation and value system are no longer the same as those of thepast. In addition, most organisations are becoming more complex in nature and, therefore, leaders in these organisations are expected to have greater technical competence and a better understanding of human behaviour. Organisational human resources have become of strategic interest to the top management recently because the effective use of people in organisations can provide a competitive advantage. Human resources, easily recognsied as the most important out of the resources required for the production of goods and services, are the key to rapid socio-economic development and efficient service delivery.
According to Barney (2001), human resources include all the experiences, skills, judgment, abilities, knowledge, contracts, risk-taking and wisdom of individuals and associates in an organization. Without an adequate, skilled and well-motivated workforce operating within a source human resource management programme, development and efficient service delivery is not possible.The concept of human resource is more frequently used to day to refer to organizational personnel. Thus, human resource management is today more frequently used to describe the handling of  the people aspect of management. Ikeanyibe (2009),asserted that we from the outset understand the connotations of these concept that has become more popular in describing the workplace today. Man is a reservoir of timeless knowledge, skills and capabilities. But as a rational and emotional being, the willingness in supplying these towards the achievement of the organisational objectives is determined by a number of factors.
 In addition, to the  willingness to behave in a particular way required, there is also the issue of the measure, nature of  knowledge, skills and capabilities possessed by individuals since all human beings do not possess the same type of knowledge, skills and capabilities in the same measure. Human resources therefore refer to people since all persons possess some knowledge, skills or capabilities that could be productive.  Organizational success depends largely on people. Thus, an organisation must of necessity attract the right kind of human beings, retain and maintain them in the right frame of mind to given their best efforts towards achieving the organisational activities. Human resource management therefore, is a set of organisational activities directed to attracting, developing and maintaining and effective workforce.