DEPARTMENT OF HUMAN RESOURCE MANAGEMENT

The need for more flexibility, shifting workforce demographics, and technology improvements have all contributed to the widespread trend of remote work. The effect of remote work on worker productivity is still up for dispute, though. This study explores the connections between work-life balance, job satisfaction, remote work arrangements, and productivity outcomes in order to determine how remote work affects employee productivity. In-depth interviews with 30 participants and survey data from 100 remote workers were combined in a mixed-methods approach. The findings show that, depending on specific situations and organisational support, working remotely can affect productivity in both positive and bad ways. If not properly handled, remote work can result in social isolation, diversions, and a decline in motivation even though it offers more flexibility and autonomy, which enhances work-life balance and job satisfaction. The results of the study emphasise the significance of putting policies in place to lessen the possible negative effects of working remotely, such as frequent virtual check-ins, open lines of communication, and training courses to improve productivity and self-management. Organisations can establish supportive cultures that promote employee well-being, engagement, and performance in remote work circumstances by embracing a nuanced knowledge of how distant work affects productivity.

This study investigates the impact of change management practices on employee productivity among academic staff of the University of Benin, Benin City, Edo State, Nigeria. The research focuses on four core change management variables—clear vision, leadership support, targeted training and capacity building, and continuous monitoring and feedback. The study adopts a cross-sectional survey design, collecting primary data from 162 academic staff across various departments. Using multiple regression analysis, findings reveal that clear vision and continuous monitoring with feedback have significant positive effects on employee productivity, while leadership support shows no significant relationship. Interestingly, training and capacity building display a negative relationship, indicating that poorly structured or misaligned training programs can reduce productivity. The model explains 26.1% of the variance in employee productivity, suggesting that effective change management is a crucial determinant of organizational performance. The study concludes that transparent communication, consistent leadership engagement, and feedback mechanisms are essential for fostering productivity during organizational transitions. Recommendations include embedding clear vision articulation, structured training frameworks, and real-time feedback systems into institutional policies to sustain long-term employee performance and organizational growth.

The study empirically examined change management and performance within the Nigerian Maritime Administration and Safety Agency. To guide the study, three research questions were raised, and three hypothesis was generated. A survey research design which entails the use of structured questionnaire in sampling the opinion of the respondents on the subject was adopted in gathering data three. The Taro Yamane (1976)sample determination formula was used to determine the sample size from the population,and after due computation, a sample of 280 respondents was arrived at. A total of 280 questionnaires were distributed. The data collected were analyzed using descriptive statistics, simple frequency count, percentages, and mean. Findings obtained from the analysis among other things, showed emotional readiness plays a crucial role in enhancing employee performance within the organization. It was concluded that successful change management in Nigerian Maritime Administration and Safety Agency depends largely on the extent to which employees are emotionally,cognitively, and intentionally prepared to engage with and sustain transformation processes, making readiness a critical determinant of organizational performance and long-term success Based on the findings, the study suggested that the Nigerian Maritime Administration and Safety Agency (NIMASA) should introduce regular emotional intelligence and stress management workshops to help employees develop resilience and adaptability during organisational change processes.

THIS study investigates the relationship between corporate governance mechanisms and employee retention in health care firms listed on the Nigerian Exchange Group from 2014 to 2023. This study specifically examines how four key governance proxies board size, board independence, board gender diversity, and board of directors' share ownership affects employees’ retention. The objectives of the study were to; examine the relationship between board size and employee retention in the selected health care institutions in Nigeria; ascertain what extent board independence impact employee retention in the selected health care institutions in Nigeria; examine how board diversity influences employee retention in the selected health care institution in Nigeria and; examine the extent ownership structure affect employee retention in the selected health care institutions in Nigeria. This study adopts ex-post facto and descriptive research design, utilizing secondary data collected from annual financial reports of the sampled health care firms. The sample consists of five listed health care firms, selected based on their consistent submission of annual reports during the study period. This study employs random-effects robust regression analysis technique to test the hypothesized relationships between the governance variables and employee retention. The regression results reveal that board size has a significant positive effect on employee retention, indicating that larger boards are associated with better employee retention outcomes. Conversely, board gender diversity shows a significant negative effect, suggesting that increasing the representation of female directors, without meaningful integration into decision- making processes, might negatively impact employee retention. On the other hand, both board independence and board ownership demonstrate statistically insignificant relationships with employee retention, implying that these governance variables do not play a significant role in influencing employee retention within the health care sector. Thus, this study carefully recommends that stakeholders in the Nigerian health care industry should strategically increase board size to ensure a more diverse range of expertise and perspectives, as this has a positive impact on employee retention. It also suggests that efforts to enhance board gender diversity should go beyond mere representation by promoting the meaningful integration of female directors into decision-making roles. Further, given the statistically insignificant effect of board independence and board ownership on employee retention, the study advises stakeholders to focus on other governance factors that might more effectively influence retention, rather than emphasizing changes in these areas.

This study examined the effect of reward systems on employee job satisfaction in 7Up Bottling Company, Benin City. Reward systems are widely acknowledged as critical components of human resource management that influence employee motivation, commitment, and overall performance. The main objectives of the study were to examine the effect of employees reward system and their job satisfaction. A survey research design was adopted, and structured questionnaires were administered to 125 employees of 7Up Bottling Company using a purposive sampling technique. Data were analysed using descriptive statistics, Pearson correlation, and multiple regression analysis. The results revealed that performance-based incentives (B = 0.117, p = 0.255), immediate recognition (B = 0.062, p = 0.568), and work–life balance (B = 0.053, p = 0.645) had positive but statistically insignificant effects on job satisfaction, while career development opportunities (B = –0.160, p = 0.079) showed a negative and statistically insignificant effect. The regression model (R = 0.197, R² = 0.039, F = 1.206, p = 0.312) indicated that the independent variables collectively explained about 3.9% of the variance in job satisfaction, suggesting a weak overall model fit. The study concludes that although the reward components are perceived positively by employees, they do not significantly influence job satisfaction within the organisation. It recommends that management should improve the structure and implementation of reward systems by ensuring fairness, transparency, and strong linkage between rewards and employee performance, career growth, to enhance satisfaction and employees retention within the workforce.

This study investigated the influence of work-life balance on job performance among female employees of Polaris Bank in Edo State, Nigeria. The research specifically examined how time management, work flexibility, and job stress affect employees’ effectiveness in achieving organisational goals. The study was guided by three objectives: to determine the effect of time management on job performance, assess the relationship between work flexibility and job performance, and examine the impact of job stress on the job performance of female banking staff. The study adopted a quantitative research design and relied on primary data obtained through a structured questionnaire distributed to 148 female employees across different branches of Polaris Bank in Edo State. Data analysis was carried out using descriptive statistics, Pearson correlation, and multiple regression techniques implemented in EViews 9. The results revealed that time management (β = 0.493, p < 0.01) and work flexibility (β = 0.301, p < 0.01) have significant positive effects on job performance, indicating that employees who effectively manage their time and enjoy flexible work conditions tend to perform better. Conversely, job stress (β = -0.299, p < 0.01) was found to have a negative and significant impact on job performance, suggesting that increased stress reduces employees’ concentration, efficiency, and productivity. The regression model recorded an R² value of 0.43, implying that the independent variables jointly explain 43% of the variation in job performance among the respondents. The study concludes that maintaining a healthy work-life balance enhances employee productivity and organisational success. Specifically, efficient time management and flexible work policies improve morale and output, while unmanaged stress undermines performance and satisfaction. The study recommends that Polaris Bank and other financial institutions should implement structured time management training, introduce flexible work 9 arrangements, and establish stress management and wellness programs to promote the well- being and performance of female employees. By integrating work-life balance initiatives into human resource policies, organisations can improve employee retention, service quality, and long-term institutional performance.

This research work centered on the effects of stress on employees productivity,
and performance using the Notre Dame Table Water employees as a case
study. Stress in this context has been recently known as a significant problem
which that affect the job performance, productivity and also the employees’
health generally. Six research questions and two research hypotheses were
adopted in this study. The major objective or purpose of the study is to
examine or assess the effect of stress on employees’ productivity and
performance among Notre Dame Table Water employees. In achieving this,
the descriptive survey research design was adopted. The population of the
study comprised of all employees of Notre Dame Table Water, of which has
three departments; administrative department having 5 employees, Sales
department having 32 employees and production department having 65
employees. This gives a total of 102 employees of Notre Dame Table Water.
Data collected through the administered questionnaires, were analysed using
the descriptive statistics of frequency distribution and percentages and the
inferential statistics of involved the use of ANOVA. From the findings, it was
revealed that there is high level of stress felt among Notre Dame Table Water
employee. Also, the study also revealed that dysfunctional stress lowers the
performance and productivity of employees as well as reduce job commitment.
The researcher recommended there should be well defined job functions and
clearly stated job roles, Management should also invest in stress management
strategies that will help increase job performance and productivity and finally
Management should improve working environment to enable carrying out of
job functions easy and reduce stress

The study empirically examined change management and performance within the Nigerian Maritime Administration and Safety Agency. To guide the study, three research questions were raised, and three hypothesis was generated. A survey research design which entails the use of structured questionnaire in sampling the opinion of the respondents on the subject was adopted in gathering data three. The Taro Yamane (1976) sample determination formula was used to determine the sample size from the population, and after due computation, a sample of 280 respondents was arrived at. A total of 280 questionnaires were distributed. The data collected were analyzed using descriptive statistics, simple frequency count, percentages, and mean. Findings obtained from the analysis among other things, showed emotional readiness plays a crucial role in enhancing employee performance within the organization. It was concluded that successful change management in Nigerian Maritime Administration and Safety Agency depends largely on the extent to which employees are emotionally, cognitively, and intentionally prepared to engage with and sustain transformation processes, making readiness a critical determinant of organizational performance and long-term success Based on the findings, the study suggested that the Nigerian Maritime Administration and Safety Agency (NIMASA) should introduce regular emotional intelligence and stress management workshops to help employees develop resilience and adaptability during organisational change processes.

The growing presence of artificial intelligence (AI) in higher education is redefining academic work and learning across Nigeria. This qualitative exploratory study investigates academics’ perceptions and utilization of AI tools within Nigeria’s education sector. Drawing on semi-structured interviews conducted with university faculty, the research explores how AI technologies are being applied in teaching, research, and administrative processes. Results indicate that although AI is viewed as a valuable resource for improving instructional effectiveness, research efficiency, and institutional management, its practical adoption remains limited by inadequate infrastructure, lack of technical competence, and unresolved ethical issues. Participants highlighted both enthusiasm for AI’s potential to enhance academic productivity and concern about its implications for academic integrity and equity. The study recommends strengthening institutional capacity through targeted training, investment in digital infrastructure, and the establishment of ethical and regulatory frameworks to guide responsible AI use. These insights add to the growing body of literature on AI integration in Nigeria tertiary education and its role in shaping the sector’s future.

This study examines the impact of recruitment processes on organisational effectiveness and employee productivity in Nigerian private and public sector organizations. A structured questionnaire was used to collect data from 100 respondents, achieving a
100% response rate. The data were analysed using SPSS version 22.0, employing descriptive statistics and regression analysis to test the research hypotheses. The findings reveal a significant difference in recruitment procedures between private and public sector organisations (p-value = 0.001 < 0.05). Additionally, the study establishes a significant correlation between recruitment processes and organisational effectiveness with an R-square value 0.343, indicating that recruitment processes explain approximately 34.3% of variations in organisational effectiveness. Furthermore, the study confirms that recruitment procedures significantly influence employee productivity, with an R-square value of 0.520 and a p-value of 0.000. Based on these findings, the study recommends that organisations adopt structured and
transparent recruitment strategies to enhance efficiency and productivity. Implementing robust recruitment policies that align with organisational goals can improve employee performance and overall effectiveness. Future research should explore additional factors influencing recruitment effectiveness across various industries.