This study examined the relationship between employee loyalty and organizational citizenship behaviour in the Port Harcourt Area Command of the Nigeria Police Force. The study adopted a cross-sectional survey research design. The primary source of data was a structured self-administered questionnaire. The population of this study consists of Senior Police officers from the rank of Assistant Superintendent of Police (ASP) and above, and the other ranks made up of Inspectors and Non-Commissioned Officers (NCOs) working in the twenty-seven (27) Police Divisions distributed in four (4) Local Government Areas of Rivers State, Nigeria which has a total staff strength of 14,886. Due to the large size of the population, the Taro Yamane Sample Size determination techniques were used to determine the sample size of 390 employees, which were selected through stratified random sampling. Internal reliability of the instrument was achieved through the Cronbach Alpha coefficient with items being above 0.70. After data cleaning, only data of 332 respondents were finally used for data analysis. The Pearson's Product Moment Correlation tool was used for hypothesis testing. The study findings revealed that there is a positive significant relationship between employee loyalty and organizational citizenship behaviour. The study thus concluded that employee loyalty bears a positive and significant influence on organizational citizenship. Managers should endeavour to develop a supportive connection with employees in a manner that would enhance employees desire to act or perform beyond their required role. Contribution/Originality:This study is one of the few studies to have investigated employee loyalty and organizational citizenship behaviour in the Port Harcourt Area Command of The Nigeria Police Force. INTRODUCTIONManagers and supervisors appreciate subordinates who contribute to the achievement of organizational effectiveness (Tang and Chang, 2010). Several studies have established that some subordinates engage in behaviours beyond their in-roles even when such contribution is not recognized by the formal reward system of the organization. These are roles beyond those prescribed in the terms of employment and job descriptions, generally referred to as extra-roles. When subordinates exhibit innovative, spontaneous and zealous behaviours beyond their call of duty, such employee is said to exhibit an Organizational Citizenship Behaviour. According to Organ et al.

No abstract

COVID-19 crisis has created a new set of challenges to which supply chain managers must respond. As demand for home delivery services surge, supply chains have to adapt their supply replenishment processes, their order fulfilment processes and hire new employees to be trained in the specifics of order picking and home delivery. The COVID-19 pandemic has emerged as a significant health risk, and countries around the world have responded with partial shutdowns of their economies to slow the pace of infections. These measures have reportedly led to massive disruptions in the global and domestic supply chains. The findings in extant literature show that supply chains during COVID-19 are more fragile for products that travel long distances before reaching their final point of sale. Our work highlights how online data can be used in conjunction with other data-sets for real-time policymaking. This paper conceptually examines the impact of COVID-19 on supply chain disruption and response strategies adopted.

The competitive landscape in many industries today is marked by intense competition among existing players and the emergence of many focused competitors targeting specific segments of the market. In addition, the macro environment is characterized by rapid technological progress in many fields resulting in current solutions to customer problems becoming obsolete. These changes have highlighted the need for companies to become more entrepreneurial. Institutionalizing entrepreneurship, therefore, is a major challenge for the companies in the current competitive scenario. This study examined the dynamics of corporate entrepreneurship. From the review of extant literature, it was indicated that there was improved firm performance which was linked to corporate entrepreneurship. For companies that initiated actions to which competitors responded to, the firms had a tendency to be ahead of other competitors in introducing novel ideas or products and the companies strived in identifying new markets to sell products. Also, risk taking, innovativeness, competitive aggressiveness and organizational factors were key determinants of firm performance. It is recommended that empirical studies should be carried out using various criterion variables within different industrial sectors in Nigeria so as to test the validity of the concepts reviewed in this paper.

Purpose: This study examined the moderating role of green work climate perceptions on the relationship between green human resource management and organizational agility of multinational oil and gas companies in Nigeria. Methodology: The study adopted the cross-sectional research survey design. Primary data was generated through structured questionnaire. The population of this study was the five (5) International (Multinational) Oil and Gas producing companies in Nigeria registered with the Department of Petroleum Resources. A census sampling was adopted hence, the entire five (5) International (Multinational) Oil and Gas producing companies in Nigeria were studied. However, for the purposes of data collection, 50 managers were used as respondents. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70.  The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics while the partial correlation was used to test the moderating influence of green work perceptions. The tests were carried out at a 0.05 significance level. Findings: Findings revealed that green work climate perceptions significantly moderate the relationship between green human resource management and organizational agility of multinational oil and gas companies in Nigeria. Recommendations: Therefore, the study recommends that with the increasing trend of shouldering environmental responsibility, Management of multinational oil and gas companies have realized that green organizational initiatives should be supported and implemented by employees’ human behavior, leading to effective environmental performance.