The internal recruitment is perceived in some quarters as the most favourite source of staffing an organization in stable and developed companies. The system needs a strong support from other HR processes in order to enhance morale and promote productivity otherwise it could yield disappointed and unproductive employees in the organization. Such HR processes include effective succession planning and consistent performance management to ensure success of the internal staffing. Though internal staffing may not bring new skills, competencies and fresh blood into the organization but it could build a strong loyalty as the employees have a chance to change their positions after a period of time and are not pressed to look for opportunities in the external labour market. The external recruitment on the other hand, brings new people to the organization. It allows the organization to define the right requirements especially where the labour market is full of potential candidates and to select candidates that best suit the organization's demands. There is no gain saying the fact that external staffing system with effective campaigning or advertisement could increase the popularity and enhance the image of the organization in the labour market, however, the system is expensive and takes a lot of energy from the HR functionaries in the course of handling job candidates in the selection process. In the light of the pros and cons of the two system of recruitment, this paper seeks to determine the cost benefit implications of internal vis-à-vis external system by considering the issues involved from four perspectives: economic, socio-psychological, financial and political context. It concludes that the usage of either internal or external staffing system to fill vacant positions should be determined by availability of qualified candidates, size of the organization and the desire to maintain and promote organizational culture.
The study explored the relationship between pyshcological contracts and discretionary beahviour in nigerian academics. the study adopted a survey design and multi-stage cluster sampling to select a proportional sample size of academics in each of the universities, giving a total of 392 an equivalent of 5% of the population. the study found that the higher the proportion of perceived of BPc, the higher the tendency of DWB and the lower the OcB among academics in nigeria. similarly, the experienced BPC by 0.290 and 0.157, the quality of research would have lower and upper bound of 0.171 and 0.360 and the quality of research will have the lower and upper bound of 0.043 and 0.225 respectively. This implies that the PC had influenced academics in different ways showing a tendency for OcB and DWB. Unfortunately, the tendency for DWB outweighed that of OcB. Academics who uphold OcB despite the perceived BPc should be encouraged to sustain their good behavior.
This study investigated the influences of gender on managerial style and conflict resolution effectiveness in work organisations in South-Western Nigeria. The findings of the study revealed that a significant relationship exists between managerial style and conflict resolution effectiveness (r = 0.356; P < 0.05). I t was also found that there was no significant difference between male and female managers’ conflict management style (t (209) = 17.56; P > 0.05).It was found that a significant difference exists between female and male managers’ conflict resolution effectiveness (t (209) = 5.66; P < 0.05). Based on the findings of the study, the authors recommended that democratic management style should be encouraged as conflict resolution strategy in order to guarantee effective management of industrial conflict and sustainable peace and harmony. Thus, the participatory management style should be employed during collective bargaining process in order to foster effective management of conflict in work organisations
This study explored the breach of psychological contracts and discretionary behaviour by Nigerian academics. A survey was employed to elicit information from 378 academics that were randomly selected from 7,131 academics in federal universities in the North-Central Nigeria. The results from the hypotheses testing revealed that most of the universities in the North-Central zone did not comply with the psychological contract (as supported by the negative results from statistical estimates and Levene’s t-values). There was a positive correlation between breach of psychological contract and organisational citizenship behaviour (OCB) as well as positive relationship between breach of psychological contract and deviant workplace behaviour (DWB) (r=0.196; p<0.05 and r=0.126; p<0.05, respectively). The breach of psychological contract has influenced academics in different ways showing a tendency for OCB and DWB. Unfortunately, the tendency for DWB outweigh that of OCB. Therefore, academics who uphold OCB despite the perceived BPC should be encouraged to sustain their good behaviour.
This study explored the breach of psychological contracts and discretionary behaviour by Nigerian academics. A survey was employed to elicit information from 378 academics that were randomly selected from 7,131 academics in federal universities in the North-Central Nigeria. The results from the hypotheses testing revealed that most of the universities in the North-Central zone did not comply with the psychological contract (as supported by the negative results from statistical estimates and Levene’s t-values). There was a positive correlation between breach of psychological contract and organisational citizenship behaviour (OCB) as well as positive relationship between breach of psychological contract and deviant workplace behaviour (DWB) (r=0.196; p<0.05 and r=0.126; p<0.05, respectively). The breach of psychological contract has influenced academics in different ways showing a tendency for OCB and DWB. Unfortunately, the tendency for DWB outweigh that of OCB. Therefore, academics who uphold OCB despite the perceived BPC should be encouraged to sustain their good behaviour.
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