STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND PERFORMANCE OF SPECIALISED UNIVERSITIES IN SOUTH-WEST NIGERIA
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Date
2021
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Abstract
The study examined the extent of strategic human resource management practices on
performance of the specialised universities in Southwest Nigeria. It investigated the degree of
variation in strategic human resource management practices and determined the effect of
strategic human resource management practices on the performance of the institutions. It also
examined the challenges facing the implementation of strategic human resource management
practices in the specialised universities. These were with a view to evaluating how strategic
human resource management affected performance of the specialised universities in the
region.
The study adopted a descriptive survey research design and used primary and
secondary data. Eight (8) specialised universities in Southwest Nigeria which comprised two (2)
Federal, Six (6) State and two (2) private constituted the population. Purposive sampling
technique was used to select the two (2) Federal and two (2) out of the six (6) State specialised
universities totalling four (4) selected specialised universities for the study. Purposive sampling
technique was used to select 216 major officers that were principally involved in Strategic
Human Resources Management (SHRM) issues in the selected universities. Data on variables
such as training and development, recruitment and selection, performance appraisal,
compensation system, employee participation, career planning and employment security were
obtained from the respondents through structured questionnaire. Data were analysed, using
both descriptive statistics such as frequency, percentage, mean, standard deviation and inferential statistics such as one-way Analysis of Variance (ANOVA) and multiple linear
regression.
The results showed that all the identified elements of strategic human resource management
practises were implemented up to an average of 69.3% in the specialised universities. Also, a high
degree of variation in strategic human resource management practises in the universities was found
(76.8%) and this was confirmed by a mean value of 3.84 (SD = 0.973) on a scale of 5. Findings further
depicted that at 5 degree level of significance, although, each element of strategic human resource
management practices was positively related to performance, only recruitment/selection (t =2.919, p <
0.05), career planning (t = 2.89, p < 0.05) and employment security (t = 2.061, p < 0.05) were statistically
significant to performance of the specialised universities. The study finally identified some challenges,
notably, organisation culture (73.60%), top management support (72.08%), communication policy
(69.04%) and management’s understanding of strategic human resource practices (69.04%) as affecting
implementation of strategic human resource management practices in the specialised universities.
The study concluded that strategic human resource management practices had a considerable
and positive effect on organisational performance in the specialised universities in Southwest Nigeria.