No abstract

Background: Talent engagement is increasingly gaining the attention of pharmaceutical industry, particularly in developing nations like Nigeria. The existing literature shows that the subject of workplace management initiatives and talent engagement in the Nigerian pharmaceutical industry has not been sufficiently researched. This study investigates the influence of workplace management initiatives on talent engagement in some selected pharmaceutical companies in Nigeria. Methods: In total, 600 respondents were surveyed across various departments and units of ten selected pharmaceutical companies in Nigeria using multiple sampling techniques. Only 429 copies of the questionnaire, representing a 71.5% response rate, were returned and analyzed using Smart PLS 3.0. Results: The outcomes of the statistical analysis show that recognition, employees’ wellbeing, learning and development as well as diversity and inclusion had significant influence on talent, emotional, cognitive and behavioural engagements. Conclusions: In line with the statistical results, the study concludes that workplace management initiatives influenced talent engagement. The study emphasized the need for the review of many workplace management initiatives in order to determine its suitability within the context of pharmaceutical industry in Nigeria.

The article presented an integrated dataset on employee value proposition (EVP) and performance of selected Fast Moving Consumer Goods (FMCGs) firms in Nigeria. The study adopted quantitative approach with a descriptive research design to establish the major determinants of employee value proposition. The population of this study included staff and management of the selected firms. Data was analysed with the use of measurement and structural equation modelling and the field data set is made widely accessible to enable critical or a more comprehensive investigation. The findings identified career growth and reward flexibility as predictive determinants of EVP for increased performance of sampled firms. It was recommended that FCMGs firms need to adopt consistent range of strategies to improve company strength and ethical culture for performance to be heightened.

Background: Talent engagement is increasingly gaining the attention of pharmaceutical industry, particularly in developing nations like Nigeria. The existing literature shows that the subject of workplace management initiatives and talent engagement in the Nigerian pharmaceutical industry has not been sufficiently researched. This study investigates the influence of workplace management initiatives on talent engagement in some selected pharmaceutical companies in Nigeria. Methods: In total, 600 respondents were surveyed across various departments and units of ten selected pharmaceutical companies in Nigeria using multiple sampling techniques. Only 429 copies of the questionnaire, representing a 71.5% response rate, were returned and analyzed using Smart PLS 3.0. Results: The outcomes of the statistical analysis show that recognition, employees’ wellbeing, learning and development as well as diversity and inclusion had significant influence on talent, emotional, cognitive and behavioural engagements. Conclusions: In line with the statistical results, the study concludes that workplace management initiatives influenced talent engagement. The study emphasized the need for the review of many workplace management initiatives in order to determine its suitability within the context of pharmaceutical industry in Nigeria.

Organisational learning, as the process of continuous information acquisition, dissemination and exploitation, often leads to an organisation’s competitiveness. Hence, this study examined the relationship between organisational learning and employee engagement. The study also investigated the extent to which supervisory innovative support moderates organisational learning and the effectiveness of employee engagement. Five hundred forty-one (541) participants were surveyed using stratified and purposive sampling methods to make up the sample size. To be more precise, Smart Partial Least Square (PLS 3.0) was used to analyse the relationship between the study’s variables. The hypothesis test found that supervisory innovative support moderated the relationship between organisational learning and employee engagement to a significant extent (R2 = 0.810 Adjusted R2 = 0.806 p-value 0.05). As a result, the study recommends that pharmaceutical companies clarify their policies and culture to employees so that supervisory support can lead to higher employee engagement through organisational learning. Pharmaceutical firms should also provide financial incentives based on employee duration or distinctive contributions to company goals.