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.

This study examines strong organizational culture as a tool for management to control, motivate and enhance/improve employees' performance in selected federal government tertiary institutions in Lagos mainland local government area of Lagos state. Structured questionnaire constituted the major instrument; it was administered on 120 employees of Personnel Departments of these institutions. Descriptive and inferential statistics were used for data analysis. The response rate was 90 percent as only 108 filled questionnaires. The result showed that organisational culture is a two edged sword that can cut across both management and employees, and therefore should be encouraged if it will lead to productivity and increase on performance, if not, other means of achieving performance should be employed. This study indicates that organizational culture is ambiguous and can lead to closure of mind and restriction and reduction of autonomy. It also provides direction. Results were discussed and recommendations made on the findings of the study.

Hofstede (1980, 2001) contributed in no small way to the impact of national culture on management practices as he demonstrated the importance of culture on relationships at work which could also be used to account for the productivity of workers in the workplaces. This cannot come at a better time than when it did, as globalisation, multinationalisation and internalisation are now the order of the day. The effect of this is more pronounced in the mobility of labour as people move from one geographical and cultural area to another in search of jobs and investments. These movements obviously imply 'moving' with their national cultures which Hofstede (1980, 2001:1) referred to as 'the software of the mind'. He (2001:1) went further to warn that this 'software of the mind' is difficult to 'unlearn'. This paper is a qualitative study based on exploratory semi-structured interviews conducted on100 participants to create a better understanding of their experiences in their organisations. The study concludes that the 'unlearning' processes are more difficult than the 'learning' processes which demonstrate that culture is enduring in line with the findings of Hofstede (1980Hofstede ( , 2001.

Trade unions and trade unionism in Nigeria are said to be part of the legacy of colonilisation of Nigeria; as it was introduced by the colonial masters. This paper sets out to dispute this fact. This is because before the coming of the colonialists there was in place some forms of trade unions and trade unionism. This paper relies heavily on historical facts as well as some existing literatures to conclude that there was in place some forms of trade union and trade unionism in the area now named as Nigeria and that for cultural reasons trade unions and trade unionism as introduced by the British colonial masters ended up creating more problems thank it can it solve

Since the proclamation of [1975][1976][1977][1978][1979][1980][1981][1982][1983][1984][1985] (as the UN decade for women) increasing awareness and attention has been focused on discrimination of women. Several national and international constitutions and the United Nations declaration on discrimination against women have been used to address and suppress unequal power relations between men and women. Despite all these initiatives, research evidence has still shown that these constitutions theoretical commitments and acknowledgment of women's crucial roles remained trivialized. In Nigeria, during the pre-colonial era, gender inequality and marginalisation came from the premise that women occupied a position complementary rather subordinate to men. Such complimentary position does not mean equality, but rather, that women can equally play important roles in the society successfully. Despite all the initiatives aimed at eradicating the discrimination of women in paid employment, evidence is still showing that these constitutions theoretical commitments and acknowledgment of women's crucial roles remained violated and perniciously undermined, therefore more awareness will help address the problem).