Effects of Selected Human Resource (HR) Practices on Nigerian Polytechnics Lecturers’ Performances

Abstract

Higher Education (HE) institutions in developing countries have become an area of attention to scholars in the field of Human Resource Management (HRM), particularly, African countries. Polytechnics are one of the higher education institutions (HEIs) in Nigeria, yet, they are not incorporated by scholars in their studies on HEIs, particularly, in Nigeria. This paper presents a study on how polytechnics lecturers perceive how certain Human Resource (HR) practices as recognized by Boselie et al (2005) found to be well observed within a Nigerian Polytechnic impact on their performances and then linking them to lecturer competencies recognized by Robbins et al (2007) and Molefe (2010). Therefore, the research inquires among others essentially; connection between HR practices and perceived performances of lecturers in Nigerian polytechnics. The study employed qualitative research methods in its investigation, engaging semi structured interviews, and then, thematic analysis to analyze data collected. The study revealed that, all the HR practices investigated are well observed in the institution and have impact on the performances of lecturers. Finally, it was established while lecturers wholly embraced the HR practices, they are critical of the reward systems and employees' appraisal practices and therefore need to be enhanced to further improve performances. The main conclusions drawn from this study are; apart from enhancing the some HR practices identified, students should be involved to a certain extent, in appraising lecturers' proficiencies, and also, create an atmosphere for better studentlecturer relations for the attainment of overall organizational objectives.

High-performance work practices lecturers’ performance connection: Does working condition matter?

“…In addition, Saleem and Khurshid (2014) conducted a study on the effect of recruitment and selection on job performance and found a strong positive connection between recruitment and selection and job performance. These findings are in line with Babagana's (2014) finding that indicates a positive relationship between recruitment and selection and job performance.…”

Moderating Effect of Management Support on the Relationship Between HR Practices and Employee Performance in Nigeria

“…Furthermore, there are several empirical studies conducted on the relationship between recruitment and selection and employee performance (e.g., Babagana, 2014;Saleem & Khurshid, 2014, so on). The overall findings of these studies signify significant positive relationship between recruitment and selection and employee performance.…”

Effectiveness of Performance Appraisal (EPA): Does Distributive Fairness and Employee Participation Matter?: A Conceptual Framework

“…HRM and organizational psychology literature suggest the existence of extensive studies to explore the impact of employee participation on numerous constructs. For instance, employee participation and job satisfaction, employee commitment and employee productivity (Bhatti & Qureshi, 2007;Miller & Monge, 1986;Zhu, et al, 2015;Tafvelin, von Thiele Schwarz, Nielsen & Hasson, 2019;Basterretxea & Storey, 2018;Rogiest, Segers & van Witteloostuijn, 2018;Noe, Hollenbeck, Gerhart & Wright, 2017;Glavas, 2016), organizational performance (Summers & Hyman, 2005;Wang, Thornhill & Zhao, 2018), industrial democracy (Poole, 2017;Rasmussen, 2009), and PAs (Cawley, et al, 1998;Roberts, 2003;Thomas & Bretz Jr, 1994;Babagana, Mat & Ibrahim, 2019a & b;Rubin & Edwards, 2018;Islami, Mulolli & Mustafa, 2018;Babagana, Mat & Ibrahim, 2018;Rukumba & Iravo, 2019).…”

“…Moreover, performance appraisal (PA) is recognized as a critical component of an efficient human resource management (HRM) (Guest, 1997). According to Babagana (2014), HRM involves policies that are intended to boost employees' commitment. One of such HRM policies is employee performance appraisal which organizations in both the public and private sectors use to assess and manage employee performance (Khedkar, 2015).…”