Purpose The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention. Design/methodology/approach Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals. Findings This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment. Research limitations/implications Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation. Originality/value This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.

Ethical issues in recruitment/selection and training/development, protection of employees rights concerning fair and adequate compensation, employee engagement, Flexi-working, maternity and paternity pay, job security and compulsory holiday pay are the issues that continue to bug web and platform-based businesses in emerging economies. While there are elements of infusion of HR and technology in practice and application, the role and perception of contemporary HR practices and practitioners in steaming the effects of disruptive business models on the afore-mentioned HR issues and constructs are both foggy and fussy. This research paper, therefore, focuses on understanding the HR practices of disruptive business models and the challenges of balancing between ethics/best practices in HR and organisational bottom-lines. The research exploits exploratory data from secondary sources and gathers primary evidence from major stakeholders in Nigeria emerging web and platformbased businesses, otherwise know as the 'gig economy'. The study focused, specifically, on Uber and Taxify which are the two prominent transport platform networks operations in Nigeria. Samples were drawn from a large population consisting of 22 D&I business executives, 150 D&I operators, 5 industry regulator executives, and 500 service users. Sequel to the data collection, the quantitative data were analysed using SPSS to derive descriptive and regression analysis. This study found that despite changes in the business models of these organisations, particularly the human resource unit, new HR management systems such as the human capital management software for recruitment had also taken a new shape which is more effective and less expensive to organisations. The protection of employees' rights seemed to have been a critical issue leading to ethical concerns. Also, as a result of the 'gig' nature of the industry, it is challenging for organisations to measure the basis for maternity and paternity pay. This research recommends the need for ensuring fairness to all employees, eradicating tribal, age, gender and income discrimination, ensuring that the role of technology does not encroach into the privacy and flexibility of employees but rather to enhance their skills, development and overall competence.

Contemporary HR entails the use, and the combination of modified HR practices and functions to ensure the integration of individual trust with organizational trust leading to accumulating and harnessing employee commitment, identification, and spirit of collectivism that are necessary for the achievement of organizational outcomes. Intensified discussions about the ever-increasing role HR practitioners have to play in harnessing, the inherent, capital in human social interactions provided the stimulus and inspiration for this research paper. More so, as contemporary HR, requires the bringing forth of a highly engaged organization workforce, sustainably. This paper approaches its aim in three strands: first, the paper explores the, hitherto unknown, symbiotic relationship that exists between business analytics (BA), organisational social capital (OSC), employee engagement (EE) and high performing employees (HPE). Secondly, it examines the causal role of BA in organisations social capital building (OSCB) initiatives; the multiplier effect of OSCB on EE and consequently high performing employees. Thirdly, this paper, theoretically, identified the specific area of BA that has a direct impact on OSCB, EE, and HPE, and suggest practical implications of how BA can enhance organisation performance via OSCB and EE. The paper employs literature-based analyses, and from these conceptual, theoretical and practical arguments are established.

The ability to compete in today's turbulent, complex, fluid and highly dynamic business environment depends, to a large extent, on the innovative, creative and knowledge sharing capacity of employees in firms; especially for medium-sized enterprises with its peculiar characteristics. Creative/innovative and knowledge sharing capacity of firms has been attributed to the level of Employees' Social Interactions (ESI) and Helping Behaviours (HB) at work. However, discourse in existing literatures on ways through which Medium-sized Enterprises (MEs) can acquire requisite creative and innovative and employee knowledge-sharing needed to build competitive advantage, most especially through their human resource practices, are minimal. This paper examines the perception of Human Resource (HR) practitioners in Nigerian MEs to building/sustaining competitive advantage for their firms through ESI and HB. The study carried out exploratory survey of 453 HR practitioners from seven sub-sectors of Nigerian MEs sectors; data collected was subjected to descriptive statistical analysis to justify the study's specific objectives. HR practitioners' attitude to ESI and HB was measured with the administration of questionnaires using Likert Scale based on identified indicators of organisational ESI and HB to sustaining competitive advantage. The study infers that Nigerian HR practitioners in education and health and social work sector are more likely to ensure ESI at work as a means of building competitive advantage. It was also found that HR practitioners in all the subsectors examined exhibit positive inclination towards encouraging HB amongst employees as a means of building sustainable competitive advantage.

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