HUMAN RESOURCE PRACTICE AND EMPLOYEE COMMITMENT IN SELECTED PRODUCTION COMPANIES IN LAGOS NIGERIA


HUMAN RESOURCE PRACTICE AND EMPLOYEE COMMITMENT IN SELECTED PRODUCTION COMPANIES IN LAGOS NIGERIA

Type: Project Materials | Format: Ms Word | Attribute: Documentation Only | Pages: 201 Pages | Chapters: 1-5 chapters | Price: ₦ 3,000.00

2,226 marked this research material reliable.
Call or whatsapp: +2347063298784 or email: info@allprojectmaterials.com
HUMAN RESOURCE PRACTICE AND EMPLOYEE COMMITMENT IN SELECTED PRODUCTION COMPANIES IN LAGOS NIGERIA

CHAPTER ONE

 

INTRODUCTION

 

1.1    Background of the Study

 

Organisations all over the world are set up to meet certain predetermined goals and objectives. Such goals and objectives cannot be achieved without the input of employees (Wilkinson, Redman, & Dundon, 2017). According to Beheshtifar and Safarian (2013), Human resource management practices (HRMP) “has a wider dimension than wage, welfare and safety plans in the workplace”. Human resource management practices “involves training, performance appraisal, reward management, labour relations, collective bargaining and safe work environment (Hrmpractice, 2019). The human resource management practices (HRMP) has its focus and aim on how to improve the working conditions of employees and maintain them in the organisation in order to achieve organisational performance and enhance the level of employee commitment (Nel & Linde, 2019).

 

This is achieved by the introduction of Human Resource Management policies (HRMP) and processes that will ensure that their employees are valued and rewarded for whatever they contribute or achieve for the organisation fairly and equitably (Georgiades, 2015). For any organisation to have sustained competitive advantage; there is the need to generate organisational capability by ensuring that it has and retains the skilled, engaged, committed and well-motivated employees that it needs, by ensuring that their employees are “apostles” or “good ambassadors” of the organisation (Armstrong, 2010). Unarguably, HRMP plays an “irreplaceable role” within organisations in order to achieve a sustained competitive advantage and improve the level of employee commitment (Li, Samolejova, Cech, & Lampa, 2016).

 

Organisations‟ success is dependent on the level of employees‟ commitment to a certain extent, the position which cannot be attained if the organisation failed to put in place a robust employee relationship which will allow for all employees to be maintained in a way that will motivate them to contribute optimally to the organisation‟s goal achievement (Alvesson, 2009).

 

1


 

 

 

 

Some researchers had reported that relationship between HRMP and EE is significant (Jung, Yoon, & Yoon, 2016; Daniels, 2016). Hence, it is very important that organisation have such HRMP that will increase the level of EE.

 

Employee commitment (EE) had gain popularity among both researchers and HR practitioners. Quite a lot of studies had been conducted by researchers in exploring the link between EE antecedents and employee commitment and have asserted that enhancing human resource management practices could raise the level of employee commitment thereby, “could create a compelling competitive advantage for organisations across the globe” (Shuck, Reio, & Rocco, 2011). The need of the Human Resource (HR) “to go beyond the traditional roles and become a strategic partner in businesses, focusing attention on engaging employees at deeper levels” has also been suggested (Bhowal & Saini, 2019).

 

1.1.1    Global  Perspective  of  Human  Resource  Management  and  Employee

 

Commitment

 

Globally, the downward slope of the level of commitment had been observed and reported (Nel & Linde, 2019). The report of employee commitment survey by Gallup (2018) indicated that the global level of employee commitment (Nigeria inclusive) has been nose-diving since 2015 until 2017 when it picked up again (see Figure 1.1 and Figure 1.2). The level of discommitment globally trend has been a cause of worry because of the report that only 13% of employees were “highly” engaged and that only 26% were “actively” disengaged (Nel & Linde, 2019).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2


 

 

 

Global Trends in Employee Commitment

 

Score

66%

 

 

 

 

65%

 

65%

 

64%

 

 

 

 

 

 

 

 

 

 

 

63%

 

 

62%

 

 

 

62%

 

 

 

 

 

 

 

 

 

 

Commitment

 

 

 

 

 

 

 

60%

59%

 

60%

 

 

 

 

 

58%

58%

 

 

 

 

 

 

 

 

 

 

 

 

 

56%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

54%

 

 

 

 

 

 

 

 

 

 

2011

2012

2013

2014

2015

2016

2017

 

 

 

 

 

 

Year

 

 

 

 

 

 

Figure 1. 1: Global Trends in Employee Commitment

 

Source: Gallup (2018)

 

Furthermore, when cost of disengaged employees is taking into consideration, it will be wise for organisations to put in every effort to have engaged employees in their organisation. The cost of disengaged employee globally has been put at approximately $263 million annually to the German economy, $2.5billion to Asian economy, $4.9 billion to Australian economy and to the United States‟s economy, the cost was between $250 and 300 billion yearly (Meere, 2005). Considering the cost implications, organisations have much to gain when they use HRMP to focus on developing engaged employees.

 

According to Whittington, Meskelis, Asare, and Beldona (2017), the trend validates concerns about the levels of discommitment, as disengaged employees display counterproductive workplace behaviour that impacts negatively on the business outcomes and employee commitment. Globally, the level of employee commitment has been on the decrease since 2015. According to Figure 1.2, those who are moderately engaged globally started dropping from 40% in 2015 to 38% in 2017 (Gallup, 2018). In United States of America, a poll by Gallup found out that 33% of U.S. workers were engaged at work, only 16% of employees were actively disengaged and the remaining 52% of the employees were not engaged (Gallup, 2017). The degree of employee commitment in the world is a global concern.

 

 

3


 

 

 

Global Trends in Employee Commitment (2015-2017)

 

 2015   2016   2017

 

40% 39% 38%

 

22% 22% 21%

14% 15% 14%                                                                                     15% 16% 17%


 

 

 

 

Actively

Disengaged


 

 

 

 

 

Passive


 

 

 

 

 

Moderately

Engaged


 

 

 

 

 

Highly

Engaged

 


 

Figure 1. 2: Global Trends in Employee Commitment (2015-2017)

 

Source: Gallup (2018)

 

Employee commitment has been referred to as the “cornerstone upon which rests a number of positive business outcomes such as productivity, improved bottom lines, growth, customer satisfaction, employee retention and safety” (Bhowal & Saini, 2019). Studies have established links between human resource management practices (HRMP) and employee commitment (EE) globally. Such linkages include those among Australian and US nurses according to the findings of Brunetto, Xerri, Shriberg, Farr-Wharton, Shacklock, Newman, and Dienger (2013). The study was carried out among 510 randomly selected nurses From Australian hospitals and 718 nurses from US hospitals. The findings of the research indicated that there is significant influence of human resource management practices such as perceived organisational support (POS), leadership, and teamwork on employee commitment (Brunetto, et al., 2013).

 

In United Kingdom, Alfes, Shantz, and Soane (2013) studied the relationships between line managers‟ behaviour, perceived HRM practices, individual performance and employee commitment (EE) among 297 employees in a service sector. The study found a positive significant relationship between perceived HRMP and employee commitment. Likewise in Korea, a study was conducted among 344 hotels employees on human resource management practices and EE.

 

4


 

 

 

 

The study found a positive significant effect of pragmatic management policy on EE (Jung, Yoon, & Yoon, 2016).

 

1.1.2    Regional Perspective of Human Resource Management and Employee

 

Commitment

 

In Africa as a continent, little scholarly research on the influence of HRMP on employee commitment had been conducted in manufacturing industry and only limited studies discuss the topic from the empirical perspective. For instance, Ugwu, Onyishi, and Rodriguez-Sanchez (2014) conducted a research on the “link between organisational trust and employee commitment among 715 employees from 7 banks and 4 pharmaceutical firms in Nigeria. The study reported positive significant relationship between organisational trust, organisational empowerment,” and employee commitment (Ugwu, Onyishi, & Rodriguez-Sanchez, 2014).

 

Manuel (2014) studied the “effect of training and development” and employee commitment on perceived business performance in South Africa. Data for the study was collected from 81 employees of financial firms listed on Johannesburg Stock Exchange. The study found out that the relationship between training and employee commitment was not significant. The study also described the relationship HRM practices (training and development) and employee commitment as ambivalent (Manuel, 2014).

 

In Uganda, a study conducted within education sector revealed that Human Resource policies and practices will positively and significantly affect employee‟s commitment and subsequently organisational performance substantially (Angundaru, Lubogoyi, & Bagire, 2016). Owor (2016) conducted a study among sugar employees of soft drinks and sugar manufacturing firms in Uganda. The study found out that all the nine antecedents of HR practices (job characteristics, role clarity, material adequacy, teamwork, rewards/recognition, perceived social support, compensation fairness, job security and employee development) tested have positive and significant relationship with employee commitment (Owor, 2016, p. 5).

 

 

 

5


 

 

 

 

In Kenya, a study was conducted among civil service on the effect of transformational leadership on employee commitment and the study found out that transformational leadership is positively and significantly related to the employee commitment (Datche & Mukulu, 2015). Jepkogei and Kiprotich (2016) conducted a research in Kenyan power industry. The study found out that outsourcing HRMP such as training services had a reverse significant influence on employee commitment (Jepkogei & Kiprotich, 2016). Antwi, Opoku, Seth, and Osei-Boateng (2016) studied the influence of HRM practices on employee commitment among 80 employees of Ghana commercial bank. The findings of the study indicated that there is positive significant influence of HR management practices on employee commitment (Antwi, Opoku, Seth, & Osei-Boateng, 2016).

 

1.1.3    Local   Perspective   of   Human   Resource   Management   and   Employee

 

Commitment

 

The human resource management practices in Nigeria have not been what it should be despite structures put in place according to the findings of empirical studies. Shokunbi (2016) reported some variables capable of influencing employee commitment from a study conducted among the Nigerian public sector. The study used qualitative approach and sample public senior secondary school teachers in Lagos State of Nigeria. The study found out that pay and remuneration had positive significant influence on employee commitment in Nigeria among other antecedents (Shokunbi, 2016). Shokunbi (2016) concluded that this finding of the study “may have something to do with socio-economic situation in Africa.”

 

Malaolu and Ogbuabor (2013) looked into “training and manpower development, employee productivity and organisational performance in Nigeria among 75 employees of First Bank Plc.” The study discovered that “training and development” had significant influence on the employee productivity and employee commitment (Malaolu & Ogbuabor, 2013). However, Emeti (2015) linked the practice of training implementation in Nigeria to employee reward management and concluded that level of employee commitment are negatively and significantly affected by the crude and unprofessional methods of training implementation.

 

6


 

 

 

 

Generally, the findings of empirical studies have pointed out that the problems in Nigerian labour market have been responsible to myriad of challenges that HR personnel face in carrying out their functions efficiently and effectively in maintaining employees to perform better and got engaged to their organisation (Emeti, 2015). According to Fajana (2009), HRMP in Nigeria is challenged with unethical practices which include selection bias, preference by the management, Federal character syndrome, ethnic and social class influences, discriminatory selection, favouritism and godfather syndrome among others.

 

Izuogu (2015) in a study reported that favouritism and nepotism found within Nigerian work environment has been the reason for failure of HR personnel to full adherence to HR policies. Emeti (2015) reported that training practice like other HR management practices is characterised by crude and unprofessional methods which can account for why employees are not adequately rewarded. With the rate of high employee turnover and high unemployment rate, there is a dearth and scanty empirical study of the influence of human resource management practices on employee commitment in Nigeria business sector (Ugwu, Onyishi, & Rodriguez-Sanchez, 2014).

 

The link between HRM practices and other organisational outcomes such as employee commitment has been found in Nigeria (Ugwu, Onyishi, & Rodriguez-Sanchez, 2014), in South Africa (Manuel, 2014), in Kenya (Jepkogei & Kiprotich, 2016), in Uganda, (Angundaru, Lubogoyi, & Bagire, 2016), and in Ghana (Antwi, Opoku, Seth, & Osei-Boateng, 2016). However, the studies conducted in Africa in this regard have been limited and narrow.

 

Sectors such as manufacturing, hotels and tourism have been unintentionally neglected by the previous studies (Ugwu, Onyishi, & Rodriguez-Sanchez, 2014; Orogbu, Onyeizugbe, Onwuzuligbo, & Agu, 2016; Ogboso & Edwinah, 2017; Olugbade & Karatepe, 2018).

 

 

 

 

 

 

7


 

 

 

 

1.1.4    Manufacturing Firms in Nigeria

 

The Nigerian manufacturing firms are organisations that engage in manufacturing activities in Nigeria. There are 64 manufacturing firms listed in Nigerian Stock Exchange (NSE) (see Appendix 3). They were classified by the NSE into five categories: conglomerates, consumer goods, health care, industrial goods and natural resources. These manufacturing firms manufacture and deal with various goods and services ranging from chemicals, paints, food and beverages, metal and non-metal, paper and printing, publishing, plastic production, textile and leather, wood and furniture, pharmaceuticals, wines and liquor, mining, and cement production (see Appendix 3 and Appendix 5).

 

Based on the literature reviewed, it was realised that manufacturing firms are not performing well and that was why the sector was being studied. Statistical records have indicated unimpressive contribution of Nigerian manufacturing firms (NMF) to the manufacturing sector‟s growth in Nigeria (see Table 1.1 and Figure 1.3). The breakdown of the Nigerian manufacturing firms into sector is found on the Appendix 4.

 

Olaleye (2016) noted that the recorded satisfactory growth was observed in the performance of the NMF from 1970 to 1980 which was quickly followed by a rapid decline in the profitability and growth shortly after 1980. Among other factors responsible for this was the dwindling global oil price had great negative effect on the manufacturing firm‟s performance. The Nigerian minister of trade and investment assert that the NMF seems to be bouncing back as the manufacturing sector recorded 8.9billion US dollars investment inflow in 2013, making Nigeria the number one investment destination in Africa (Aganga, 2014).

 

In the 1970‟s, the NMF contributed 15% to GDP, but regrettably, this contribution has been going down since 1980‟s (Ade-Agoye, 2011). Since 1999, none of the year figure was up to 10% contribution to GDP by the Nigerian manufacturing sector (See Table 1.1). The manufacturing sector‟s growth was described by the Central Bank of Nigeria as unimpressive (Central Bank of Nigeria [CBN], 2005).

 

8


 

 

 

 

A slightly but unimpressive increase was noticed in the contribution of the sector to the GDP in 2013 was 4.23% (Ume, Obasikene, Oleka, & Nwadike, 2017), however, the figure is less than the one reported which is 9.03% of the GDP by the World Bank as indicated on Table 1.1.

 

Nevertheless, none of the year figure was up to 10% of the GDP. When this performance is compared to world largest economies, it is glaring that NMF have issues with utilization of HRM practices to engender employee commitment (see Appendix 5). Nigerian manufacturing firms have myriads of challenges and problems which majorly includes having a crop of highly trained, skilled and engaged employees. This state is worrisome; especially when Nigerian government‟s policies, support and incentives on manufacturing sector are taken into consideration (Onuoha, 2013).

 

The sector has received a lot of buffers from the government that should revamp the sector to contribute substantially to the economy. When the contribution of Nigerian manufacturing firms‟ contribution (in percentage) of the Gross National Product (GDP) was investigated, the results were unimpressive since the 1970‟s. As shown in Table 1.1, the contribution of manufacturing firms in percentage of the Nigerian GDP is less than 10% from 2010 to 2017.

 

Table 1. 1: Nigerian Manufacturing Firms (% of GDP) from 2000 – 2017

 

Year

2000

2005

2010

2011

2012

2013

2014

2015

2016

2017

 

% of GDP

17.51

12.07

6.45

7.11

7.70

8.93

9.64

9.43

8.68

8.74

 

World Average

16.84

17.11

15.85

15.75

15.60

15.39

15.42

15.72

15.58

na

 

 

 

 

na: not available

 

Source: (World Bank, 2018) and CBN (2016)

 

Given that the previous studies on human resource management practices (HRMP) and employee commitment have been conducted in developed economies and not in developing economy as Nigeria.

 

 

 

 

 

9


 

 

 

 

This study was on the influence of HRMP on the employee commitment in manufacturing firms in Nigeria was to bridge the gap in the literature, comparing the findings of this study with previous studies in the developed economies will help further clarify the emerging employee commitment concept within Nigerian manufacturing context and add to the body of literature on employee commitment.

 

The problem of stunt and retarded growth, unethical and unprofessional HRM practices which have plagued the operations of manufacturing firms in Nigeria and the report that “no study has been done on employee commitment in the Nigerian business culture” (Ugwu, Onyishi, & Rodriguez-Sanchez, 2014, p. 378) prompted this study. Ugwu et al. (2014) did their work in banking and pharmaceutical sector. Few and very scanty empirical studies have been conducted on the HRMP on employee commitment in NMF. Nigeria being the largest economy in Africa continent but with dearth and scanty empirical study of the influence of HRMP on the employee commitment in the manufacturing industry made it imperative to fill this seemingly wide knowledge gap.

 

Over the years, the percentage contribution of the NMF has been dropping despite all efforts and policies put in place by the government of Federal Republic of Nigeria, the latest report of 2017 figures from both the Central Bank of Nigeria and the World Bank is still not impressive and call for concern (see Figure 1.1 and Appendix 5).

 

 

60

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

50

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Nigeria

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

40

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

World

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

GDP

30

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

20

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

of

10

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

0

 

 

 

 

1986

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2002

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1981

1982

1983

1984

1985

1987

1988

1989

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

 

 

Figure 1.3: Nigerian Manufacturing Firms, value added (% of GDP): 1981 –

 

2017

 

Source: World Bank (2018)

 

10


 

 

 

 

1.2    Statement of the Problem

 

According to Armstrong and Taylor (2014), when human resource management practices (HRMP) of any organisation are properly aligned and carefully implemented with the business objectives of the organisation, there will be low employee turnover, high employee performance, increased productivity, and there will be employee commitment. Findings of Emeti (2015) and Shin, Jeong, and Bae (2016) corroborate Armstrong and Taylor (2014) when they found out that HRMP improves the level of employee commitment. Likewise, another study found out that good reward management increases the level of employee commitment significantly (Ouabuchi, Jaja, & Ukoha, 2017). Therefore, when manufacturing firms‟ employees are engaged, there will be increase in performance and productivity. However, when employees are disengaged, manufacturing firms will record losses as a result of employee discommitment.

 

The performance of manufacturing firms in Nigeria (MFN) attested to this, because for two decades now, the performance of (MFN) has been below 10% (see Table 1.1 and Figure 1.3) despite various government interventions (Aganga, 2014). Employee discommitment will affect government revenue in terms of low or no taxes payment from MFN. Breadwinners in the society will find it difficult to make ends meet because of the economic hardship that employee discommitment brings. Meanwhile, full implementation of Human resource management practices (HRMP) is the solution to the employee discommitment. Based on the literature reviewed, the HRMP in MFN is poor and plagued with myriad of unethical practices which include selection bias, preference by the management, Federal character syndrome, ethnic and social class influences, selection discrimination, favouritism and godfather syndrome (Fajana, 2009), and failure to full adherence to HR policies is hinged on favouritism and nepotism (Izuogu, 2015). Emeti (2015) reported that training practice in manufacturing firms in Nigeria is characterised by crude and unprofessional methods and employees are not adequately rewarded.

 

 

 

 

 

 

11


 

 

 

 

Most previous studies on influence of HRMP on employee commitment have been conducted in developed countries and those conducted within Nigeria were not on manufacturing firms (Fletcher, 2016; Shah, & Beh, 2016; Li & Frenkel, 2017; Alzyoud, 2018). In Nigeria, not much research has been done on the influence of HRMP on employee commitment in manufacturing firms. Therefore, this study was done to fill the gap of the influence of HRMP on employee commitment.

 

1.3      Objectives of the study

 

This study was guided by the following general and specific objectives.

 

1.3.1    General Objective

 

The general objective of this research was to examine the influence of human resource management practices on employee commitment in manufacturing firms in Nigeria.

 

1.3.2     Specific Objectives

 

In pursuit of achieving the general objective, the specific objectives of the study are:

 

i.            To establish the influence of training on employee commitment in manufacturing firms in Nigeria.

 

ii.             To determine the influence of performance appraisal on employee commitment in manufacturing firms in Nigeria.

 

iii.             To examine the influence of reward management on employee commitment in manufacturing firms in Nigeria.

 

iv.            To evaluate the influence of employee relations on employee commitment in manufacturing firms in Nigeria.

 

1.4      Research Hypotheses

 

The following hypotheses guided the study:

 

H01: Training has no significant influence on the employee commitment in manufacturing firms in Nigeria.

 

H02: Performance appraisal has no significant influence on the employee commitment in manufacturing firms in Nigeria.

 

 

 

12


 

 

 

H03: Reward management has no significant influence on the employee commitment in manufacturing firms in Nigeria.

 

H04: Employee relations have no significant influence on the employee commitment in manufacturing firms in Nigeria.

 

1.5         Justification of the Study

 

This study came at a time when manufacturing firms in Nigeria are facing myriads of challenges. Some of the manufacturing firms have closed shops; few have relocated to other countries while others were struggling to remain in business. This study therefore could be of immense benefit to the manufacturing firms which are mostly privately owned who need more of human resource management practices to retain their best employees to achieve their set goals and objectives and the following stakeholders:

 

1.5.1    Government of Nigeria and Policy Makers

 

This research will provide the government of Nigeria and policy makers with empirical evidence on the HRMP adopted by manufacturing firms in order for them to remain above board. The findings will help in making informed decision in improving the status quo. The findings will benefit policy makers and the government entity on the need to have more robust regulations on the HRMP in Nigeria to meet today‟s challenges posed by the operating environment, psychological and emotional facets of the millennium employees.

 

It will also provide enabling legal environment for successful running of organisations in developing strategies to make the organisations survive more in the face of competing problems mostly those associated with employees. The study also sheds light to the plights of Nigerian workers in manufacturing firms who were not allowed by their employers to join trade union. So, the findings of this study are therefore a guide to the Federal Ministry of Labour and Productivity on shortcomings of existing rules and regulations which needed to be reviewed in view of present realities.

 

 

 

 

13


 

 

 

 

1.5.2    Manufacturing Firms in Nigeria

 

Manufacturing firms generally have more or less general characteristics and therefore, the findings of this study are going to benefit manufacturing firms in Nigeria, Kenya and in Africa. The findings of the research will form a good reference point which could help manufacturing firms in Nigeria, Kenya and Africa in gaining more insights into the issues affecting the employee commitment in manufacturing firms. The manufacturing firms in Nigeria can leverage on the findings of the research and use it to address the challenges being faced in managing their human resource. The findings of the research can help the management of manufacturing firms to develop more robust and better HR policies that will be helpful and industry specific for improving organisational productivity capable of increasing the level of employee commitment.

 

1.5.3     Researchers and Scholars

 

The concept of employee commitment is not a new one. However, not much study has been carried out on the possibility of HRMP influencing the employee commitment in manufacturing industry especially in the Nigerian context. The research will serve as a springboard to past, present and future researchers whose scope is limited to organisational performance, employee turnover intention, employee commitment and employee satisfaction with little consideration of employee commitment which is a major determinant of employee turnover intention, organisational performance, employee satisfaction and employee commitment.

 

The findings of this study form a basis for further research, teaching and training; increase the body of theoretical and empirical knowledge in Nigeria and especially in the African context. The findings also help scholars of HRM understand the factors contributing to and are the determinants of employee commitment. According to Armstrong and Taylor (2014), in order to have job satisfaction which will engender organisational profitability and sustained competitive advantage, organisations must enhance employee commitment. In addition, the study has added value to the existing body of knowledge in the management of human resource and employee commitment in Nigeria, Africa and globally.

 

14


 

 

 

 

1.5.4    Human Resource Practitioners

 

The findings from this study will further help HR managers and management of various organisations to be able to explore the various HRMP mixed that will engender identifying, attracting, retaining, and maintaining engaged employees for the sole purpose of sustaining and maintaining competitive advantage. The results and suggestions from this research which was carried out in Nigerian context can be utilized by managements to enhance firm performance and improve the contribution of manufacturing firms to the social and economic development of the nation and also enhance the percentage contribution of manufacturing organisations to the national GDP.

 

This research intends to endow human resource practitioners with guidance and support to effectively maintain employees in their organisations to improve the level of employee commitment. Since the most of the manufacturing firms are owned privately, the findings of this study will assist in the development of employee management program that can be strategically used in improving the employee commitment in the manufacturing firms in Nigeria and beyond. The study also helps employees improve their skills and self-efficacy in understanding the necessity and importance of employee management and commitment.

 

1.6      Scope of the Study

 

The study was carried out in the manufacturing firms in Lagos and South-Western region of Nigeria. The study opted for Lagos and South-Western region of Nigeria because this is the headquarters of the manufacturing firms in Nigeria. The target population was 21,479 employees from manufacturing sector. The study used stratified random sampling to select a sample size of 395 respondents comprising of middle-level, lower-level managers and employees working with manufacturing firms in Nigeria. The study sought to investigate the influence of training, performance appraisal, reward management, and employee relations on employee commitment in the manufacturing firms in Nigeria.

 

 

 

 

15


 

 

 

 

1.7    Limitation of the study

 

One of the limitations of the study was heterogeneity of the population under study. The study used simple random sampling technique to ensure that all units have equal chance of being included in the study to address the challenge of heterogeneous population. Another limitation of the study was organisational entry. Organisational entry problem was addressed by connecting with an employee in each of the organisations to have access to other employees using snowballing method. Also, the rationale of the study was another limitation. The study survived this limitation by giving adequate training to the research assistants who took time to explain to the respondents each of the areas that demanded explication and all respondents gave their consents.

HUMAN RESOURCE PRACTICE AND EMPLOYEE COMMITMENT IN SELECTED PRODUCTION COMPANIES IN LAGOS NIGERIA

Additional Information

  • The Project Material is available for download.
  • The Research material is delivered within 15-30 Minutes.
  • The Material is complete from Preliminary Pages to References.
  • Well Researched and Approved for supervision.
  • Click the download button below to get the complete project material.

Frequently Asked Questions

In-order to give you the best service available online, we have compiled frequently asked questions (FAQ) from our clients so as to answer them and make your visit much more interesting.

We are proudly Nigerians, and we are well aware of fraudulent activities that has been ongoing in the internet. To make it well known to our customers, we are geniune and duely registered with the Corporate Affairs Commission of the republic of Nigeria. Remember, Fraudulent sites can NEVER post bank accounts or contact address which contains personal information. Free chapter One is always given on the site to prove to you that we have the material. If you are unable to view the free chapter 1 send an email to info@allprojectmaterials.com with the subject head "FREE CHAPTER 1' plus the topic. You will get a free chapter 1 within an hour. You can also check out what our happy clients have to say.


Students are always advised to use our materials as guide. However, if you have a different case study, you may need to consult one of our professional writers to help you with that. Depending on similarity of the organization/industry you may modify if you wish.


We have professional writers in various disciplines. If you have a fresh topic, just click Hire a Writer or click here to fill the form and one of our writers will contact you shortly.


Yes it is a complete research project. We ensure that our client receives complete project materials which includes chapters 1-5, full references, questionnaires/secondary data, etc.


Depending on how fast your request is acknowledged by us, you will get the complete project material withing 15-30 minutes. However, on a very good day you can still get it within 5 minutes!

What Clients Say

Our Researchers are happy, see what they are saying. Share your own experience with the world.
Be polite and honest, as we seek to expand our business and reach more people. Thank you.

A Research proposal for human resource practice and employee commitment in selected production companies in lagos nigeria:
Reviews: A Review on human resource practice and employee commitment in selected production companies in lagos nigeria, human, resource, practice project topics, researchcub.info, project topic, list of project topics, research project topics, journals, books, Academic writer.
According to Armstrong and Taylor (2014), when human resource management practices (HRMP) of any organisation are properly aligned and carefully implemented with the business objectives of the organisation, there will be low employee turnover, high employee performance, increased productivity, and there will be employee commitment. Findings of Emeti (2015) and Shin, Jeong, and Bae (2016) corroborate Armstrong and Taylor (2014) when they found out that HRMP improves the level of employee commitment. Likewise, another study found out that good reward management increases the level of employee commitment significantly (Ouabuchi, Jaja, & Ukoha, 2017). Therefore, when manufacturing firms‟ employees are engaged, there will be increase in performance and productivity. However, when employees are disengaged, manufacturing firms will record losses as a result of employee discommitment.The performance of manufacturing firms in Nigeria (MFN) attested to this, because for two decades now, the performance of (MFN) has been below 10% (see Table 1.1 and Figure 1.3) despite various government interventions (Aganga, 2014). Employee discommitment will affect government revenue in terms of low or no taxes payment from MFN. Breadwinners in the society will find it difficult to make ends meet because of the economic hardship that employee discommitment brings. Meanwhile, full implementation of Human resource management practices (HRMP) is the solution to the employee discommitment. Based on the l.. human resource management project topics

HUMAN RESOURCE PRACTICE AND EMPLOYEE COMMITMENT IN SELECTED PRODUCTION COMPANIES IN LAGOS NIGERIA

Project Information

  • CATEGORY : HUMAN RESOURCE MANAGEMENT
  • TYPE : PROJECT MATERIAL
  • FORMAT : MICROSOFT WORD
  • ATTRIBUTE : Documentation Only
  • PAGES : 201 Pages
  • CHAPTERS : 1 - 5
  • PRICE : ₦ 3,000.00

Share Links

Download Post
Download Post

Search for Project Topics

Project topics in Departments

Do you need a writer for your academic work?