DEPARTMENT OF HUMAN RESOURCES MANAGEMENT

This study examined the impact of the perception of compensation management practices on employee performance in the hospitality industry in Benin City, Nigeria. Specifically, it explored the relationships between salaries and wages, fringe benefits, staff allowances, incentives, and training opportunities and their influence on employee performance. A survey research design, specifically the cross-sectional variant, was adopted. The study population comprised all employees in the hospitality industry in Benin City, and a stratified random sampling technique was used to select a representative sample of 385 respondents. Data were collected using a structured questionnaire, with a retrieval rate of 98%, and analysed through descriptive statistics, correlation, and multiple regression analysis using SPSS version 24. Findings revealed that fringe benefits, allowances for staff, and incentives had a positive significant correlation with employees' performance, which testifies the importance of both monetary and non-onetary
rewards in motivating employees. However, wages and salaries did not statistically significantly impact performance, i.e., base pay alone may not be the productivity driver for the hospitality sector. Opportunities for training had a strong but weak positive relationship with performance, i.e., better organised and industry-specific training programmes need to be implemented. Based on these findings, the study recommended that hospitality organizations adopt an overall compensation policy by offering attractive fringe benefits, staff allowances formalized, and properly designed incentive schemes to enhance employees' motivation and performance. Besides, training programmes need to be developed according to the functional needs of employees in order to realize their full potential

This study examined the relationship between workplace toxicity and employees’ performance in virtual organisations in Lagos State. Virtual organisations have become an increasingly prominent feature of the modern business landscape as technological advancements, global connectivity and digital work platforms continue to redefine the nature of organisational operations. It is aimed at determining how workplace bullying influences employee performance; ascertaining the relationship between workplace harassment and employee performance; examining the extent to which toxic leadership influences employee performance; and ascertaining whether cyber incivility affects employee performance in virtual organisations in Lagos State. Four dimensions of workplace toxicity, which are: workplace bullying, workplace harassment, toxic leadership and cyber incivility in relation to employees’ performance, were examined. The study specifically adopted a descriptive survey research design to gather information from primary sources, using structured questionnaires administered to employees in the selected virtual organisations in Lagos State. A total number of three hundred and sixty-four (364) valid responses were collected from employees in the selected virtual organisations. The data gathered were analysed using both descriptive and inferential statistics. Findings indicated that each dimension of workplace toxicity examined, which are workplace bullying, workplace harassment, toxic leadership and cyber incivility, was significantly and positively associated with employees’ performance among the respondents. The analysis demonstrates a very strong association between the independent variables (workplace toxicity) and employees’ performance, as indicated by the correlation coefficient (R) of 0.872. This value signifies a very strong positive linear relationship. Furthermore, the coefficient of determination (R²) is 0.746, indicating that only 74.6% of the variance in employees’ performance is explained by the predictors. Based on these results, it is recommended that the organisation strengthen internal policies that address harassment, enforce fair treatment among staff, and develop transparent reward systems that minimise favouritism. In addition, the organisation should recommend continuous employee counselling, improved supervisory conduct, and policy reforms targeting toxic managerial practice

This study examined the influence of work-life balance initiatives on employee performance in selected banking institutions in Benin City. Focusing on personal characteristics, family responsibilities, and leave policies as key work-life balance variables, the study aimed to assess their impact on employee performance. A total of 200 valid responses were collected from employees out of a potential sample size of 268. The study adopted a quantitative research methodology, utilizing descriptive statistics (frequency, mean, and percentage) and inferential statistics (regression analysis) for data analysis. The findings revealed that personal characteristics significantly influence employee performance (B = 0.362, p < 0.001), while family responsibilities showed no significant effect (B = 0.024, p = 0.705). Additionally, leave policies were found to have a significant positive impact on employee performance (B = 0.204, p = 0.040). Based on these findings, the study recommends the implementation of tailored employee development programs that consider individual characteristics, the introduction of flexible work arrangements to support work-life balance, and the enhancement of leave policies to promote employee well-being and improve overall performance.

This study examined workplace bullying and well-being among early-career academic staff of selected universities in Edo State, Nigeria. Specifically, it assessed the relationship between verbal abuse, aggressive workplace behavior, workplace exclusion, and
academic sabotage and well-being of early-career academic staff of selected universities in Edo State, Nigeria. A cross-sectional survey design was adopted. The study population comprised three thousand, one hundred and fifty-seven (3,157) early-career
academic staff of selected universities in Edo State, Nigeria. Using Yamane’s formula at a 5% margin of error, a sample of three hundred and fifty-five (355) early-career academic staff was determined, and a structured questionnaire was administered after which three hundred and twenty-five (325) valid responses were retrieved and found usable for the study. Data collected were analyzed using descriptive statistics, Pearson correlation, and multiple regression (Ordinary Least Squares) with the aid of SPSS version 24. The study found that verbal abuse, aggressive workplace behavior, workplace exclusion, and academic sabotage have significant negative effects on the well-being of early-career academic staff in selected universities in Edo State. The study recommended that universities implement comprehensive anti bullying policies, establish confidential reporting and grievance redress systems, strengthen mentorship and peer support structures, and provide counselling and employee assistance programmers. Furthermore, university management should monitor and evaluate interventions through measurable well-being indicators to ensure a supportive academic environment that enhances both employee welfare and institutional productivity.

Organizations, in whatever shape they take, are formed up of individuals and teams who are linked and work toward achieving the organization's common goals and objectives. As a result, these people often engage with other individuals for the purpose to carry out their work responsibilities and make meaningful contributions to their companies. Furthermore, people are chosen for employment based on their unique personality features such as abilities, attitudes, beliefs, and perceptions, which may be the cause of conflict in any business (Knight Ukpere, 2014). Similarly, due to conflicting interests and acquisitive nature, certain people's conduct and attitudes in formal establishments and organizations vary from the organization's ethos, norms, and regulations. Ethics at work and discipline are also important aspects of every business. Employees who tend to be less encouraging of the culture of work and less dedicated to their organization are less inclined to make changes, whereas employees who wholeheartedly endorse the work ethic are more likely to implement modifications where those modifications do not have the possibility of modifications the foundational principles and goals of the business but instead are viewed as beneficial for the whole company.