Examining the link between HRM Practices and Employees’ performance in Nigerian public sector

Siti Zubaidah Othman,Faizuniah Pangil,Abubakar Tabiu

doi:10.5267/j.msl.2016.4.006

Abstract

Improving employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance in organizations. However, studies that comprehensively measured all the dimensions of employee performance that enhance organizational effectiveness are limited. This paper explored the influence of HRM practices on the employee performance in the Nigerian public sector. Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance (task, contextual and adaptive performance).

Highlights

In order to successfully attain their goals and achieve competitive advantage, organizations required the contributions of highly performing individuals, so as to deliver the products and services they specialized in (Sonnentag & Frese, 2002)
This paper explored the influence of human resource management (HRM) practices on the employee performance in the Nigerian public sector
Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance

Summary

Introduction

In order to successfully attain their goals and achieve competitive advantage, organizations required the contributions of highly performing individuals (employees), so as to deliver the products and services they specialized in (Sonnentag & Frese, 2002). The performance of public sector employees in the developing country like Nigeria is characterized by poor attitude to work (Suleiman, 2013), inefficiency (Obasanjo, 2003), declining standard on the provision of public goods and services both in terms of quality and quantities (Salisu, 2001). These problems led to public outcry that made government to establish several public service reform measures such as public service reform of 19972007 and 2010-2013 among others. As recently argued by Inyang and Akaegbu (2014), designing and implementing effective human resource management (HRM) strategies and practices is highly needed to facilitate the development of effective, competent and highly performing workforce in the public sector

Objectives

Methods

Results