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The study examines the effect human resource planning has on the performance of public sector organizations in Nigeria. The study adopted a cross-sectional survey research design with the collection of primary data using a questionnaire that was administered to 100 employees in the human resource department of the Ministry of Works and housing in Abuja, Nigeria. Correlation analysis using Pearson correlation was employed to determine the relationship between the variables and regression analysis was used to analyze the hypotheses with the aid of the IBM statistical package for social sciences. The result findings revealed that the multiple correlation coefficient indicates a strong correlation between the variables (R= 0.779). and that projected demand for workforce and recruitment and selection account for 60.7% of the total variation in organization performance. Of the two variables used, the recruitment and selection process account for the highest contribution to organization performance. Effective human resource planning in terms of projected demand for workforce and recruitment and selection will enable institutions to attract the right kind of people in the right numbers, improve employees' expertise, talents, and abilities, and keep them in the business. The study recommends that the recruitment and selection process should be open and transparent with little or no political interference to allow for the selection of applicants with the right expertise and skills into the workforce.

This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.