Human Resource Management Practices in Nigeria

Abstract

The globalization of business is having a significant impact on human resource management practices; and it is has now become more imperative than ever for business organizations to engage in human resource management practices on an international standard. While the management of people is mostly associated with HRM, the definition, parameter and context are contested by different writers. Some authors such as Kane (1996) argued that HRM is in its infancy, while other authors such as Welbourne and Andrews (1996) dispute it. However, other writers have attempted to differentiate between personnel management and HRM (Sisson, 1990), by emphasizing on the strategic approach to managing people. Other writers such as Legge (1995) have focused on the soft and hard approach to managing human resources. All these distinctions have contributed to the fundamental differences in understanding and defining human resource management practices, and therefore, HRM should not be incorporated within a single model, but rather adequate emphasis should be on understanding human resource management issues, which will assists practitioners, authors, mangers and organizations in developing and implementing HRM policies and practices that will be productive and that can make businesses to gain and sustain a competitive advantage. This is paper is aimed at exploring HRM practices in Nigeria.

Participative Leadership and Organizational Identification in SMEs in the MENA Region: Testing the Roles of CSR Perceptions and Pride in Membership

“…Therefore, managers can adopt a more participative approach while interacting with their subordinates in order to foster a positive psychological state of employees where they feel proud of their membership in the organization and thus identify with it. In addition to this, because positive perceptions of internal CSR in the sequel lead to increased OI, some alteration in the human resource management (HRM) practices can benefit both the company and the employees (Fajana et al, 2011). For example, incorporating internal policies which prevent discrimination in the employees' promotion and compensation if they are not already present or supporting employees who want to acquire additional education will be of value to the employees.…”

Perception of selection interview, selection test and employee performance: An empirical analysis

“…Selection entails much more than choosing the best available person, selecting the appropriate and talentscomes packaged in a person -attempts to "fit" what an applicant can and wants to do with what the organization needs (Fajana, 2006). More than anything else, placement of human resources should be seen as a matching process, and how well an employee is matched to a job affects the amount and performance of that employee in a given task (Kandula, 2004).…”

The challenges of employee resourcing: the perceptions of managers in Nigeria

“…The volatility in the Nigerian labour market is a result of "skills mismatching" (Petters and Asuquo, 2009) The Federal Character Principle (FCP), which gave rise to a quota system in Nigeria, was established in order to solve the problems of inequality and marginalisation. It is aimed at avoiding the predominance of persons from certain states, ethnic or other sectional groups in government agencies and other public sector organisations (Fajana et al, 2011). The FCP, as a Nigerian Federal Government Act, was later incorporated into the 1999 Constitution and states that:…”

“…However, while it is difficult to expunge biases completely from the recruitment and selection process, the system can be designed in ways that will make it harder for biased minds to skew judgment (Bohnet, 2016). Drawing on extant relevant literature to this subject (Chidi, 2013;Gunu et al, 2013;Tiemo and Arubayi, 2012), and in response to the call made by Fajana et al (2011) in relation to the shortage of academic research on HRM in Nigeria, this article explores the managers' perceptions of the issues and challenges confronting the recruitment and selection process in Nigeria. In order to fill the gap in the literature, the African employee resourcing process is explored herein from the point of view of Nigerian managers.…”