Proceedings of the International Conference on Economics 2019 (ICE 2019) 78-92

PROCEEDINGS ICE 2019 78-92

ISBN 978-967-0582-91-7

IMPACT OF HUMAN RESOURCES MANAGEMENT PRACTICES ON

LECTURERS’ JOB PERFORMANCE IN NIGERIAN UNIVERSITIES
Yusuf A. Hashim*
Department of Business Administration
Federal University Gusau

ABSTRACT

The theoretical and empirical work on Human Resources Management (HRM) performance link,
demonstrates the significant effects of HRM on organisational performance. Despite the the above
assertion, data on the effects of HRM practices on employee performance in Nigerian Universities is
scanty and inconclusive. This study therefore is carrried out to examine the relationship between
HRM practices and lecturers’ job performance. The objectives of this study is find out the adequacy
of HRM practices in influencing lecturers’ job performance in Nigerian Universities as well as
identify the major HRM practices that could influence lecturers’ job performance in Nigerian
Universities. This study is a survey research which collect information from a sample of respondents.
The data collected for this study is analysed using logistic regression model. The empirical results of
this study revealed a statistically significant relationship between HRM practices and lecturers’ job
perfromance in Nigerian Universities. This therefore, suggests that HRM practices influence lecturers’
job performance in Nigerian Universities. This study therefore, recommend that there is the need for
government to maintained if not enhance the HRM practices in Nigerian Universities as this will go a
long way in improving the performance of lecturers.

Keywords: Human resources management practices, recruitment process, selection process,

compensation, lecturers job performance

1. Introduction

The main purpose of establishing a university is for learning to take place and for the delivery of
knowledge that will be beneficial to mankind. In addition, universities are expected to be custodian of
literature and producers of manpower for the growth and development of nations. In attempting to
achieve their objectives, universities need to set a clear mission and vision, also they need to attract,
develop, motivate and maintain an energetic human resources (workforce) to support the attainment
of their mission and vision. Human resources management (HRM) is expected to effectively enhance
the performance of an organisation The way universities accomplishes their mission, vision, and goals
of effective knowledge and service delivery is of paramount concern in terms of competitive
advantage.

Additionally, the university system is expected to be a source from which new ideas emanate
through cutting edge researches. In order for the universities to carry out their functions, they rely on
their staff (academic and non-academic), who work within scope, cost, time, and quality constraints.
However, it could be argued that some universities in Nigeria are poorly conceptualised due to the
fact that their establishment was influenced by social and political pressures rather than economic
considerations of manpower needs of the country. This led to myriads of problems within the
university system to the extent that stakeholder needs have neither been satisfied, nor their

*
Corresponding author.
E-mail address: [email protected]
Proceedings of the International Conference on Economics 2019 (ICE 2019) 79

expectations met. As a results, most Nigerian universitites faced problems of poor HRM which results
in brain drain and unqualified personnel.

Needless to say, stringent admission requirements, sophisticated technologies, structures, and

strategic institution location can do very little to enhance operational performance of universities
unless the requisite HRM practices are in place. For this reason, universities need to carefully evaluate
their existing HRM practices and modify them, if needed, so that employees can effectively contribute
to operational performance and improvement. Over the years, researchers have suggested many HRM
practices that have the potential to improve and sustain organizational performance. These practices
include emphasis on employee selection based on fit with the organisation’s culture, emphasis on
behaviour, attitude, and necessary technical skills required by the job, compensation contingent on
performance, and employee empowerment to foster team work, among others.

The theoretical and empirical work on HRM-performance link, demonstrates the significant
effects of HRM on organisational performance. Nevertheless, there remains a need for additional
studies to support and sustain the HRM-performance link, and there is also a need for more empirical
work from different angles. Similarly, HRM practices and employee performance have attracted
numerous studies in the recent past. The upsurge of these studies may be attributed to the fact that
most scholars as well as investors today demand quality services anchored on best practices and
market intelligence (Iqbal, Arif, & Abbas, 2011). Despite the upsurge in these empirical studies, data
on the effects of HRM practices on employee performance in learning institutions in Nigeria is scanty
and inconclusive. This study therefore add to the literature in the sense that it presents findings on the
relationship between HRM practices and lecturers’ job performance. The main objective of this study
is examine the relationship between HRM practices and lecturers’ job performance in Nigerian
Universities. Specifically the study intends to examine the adequacy of HRM practices in influencing
lecturers’ job performance in Nigerian Universities as well as identify the major HRM practices that
could influence lecturers’ job performance in Nigerian Universities.

2. Literature Review

2.1 Conceptualising Human Resources Management

Human resources management as conceived in the 1980s had a conceptual framework consisting of a
philosophy underpinned by a number of theories drawn from the behavioural sciences and from the
fields of strategic management, human capital and industrial relations. In this section, attempt is made
to provide meaning to the term human resources management as defined by scholars/researchers with
a view to conceptualising it to suit our purpose in this study. Storey (2001) human resources
management (HRM) is a distinctive approach to employment management which seeks to achieve
competitive advantage through the strategic development of a highly committed and capable
workforce using an integrated array of cultural, structural and personnel techniques. Armstrong
(2006) defines HRM as a strategic, coherent and comprehensive approach to the management and
development of the organisation’s human resources in which every aspect of that process is wholly
advantage. Furthermore, Armstrong argue that the strategy that management of an organisation
employs can affect employees’ behaviour. Critique of Armstrong (2006)’s defintion of HRM argue
that it ignored the interest of employees, and did not recognised the legal requirements, social norms
and values of the environment in which the employees operate.

In another attempt, Gerhart (2007) define HRM as a combination of multiple factors and these
factors are practices, policies, and system which influence the behavior, attitude, and performance of
the employee towards an organization in a positive way. It was defined by Boxall and Purcell (2003:
1) as ‘all those activities associated with the management of employment relationships in the firm’. A
later comprehensive definition was offered by Watson (2010: 919):

HRM is the managerial utilisation of the efforts, knowledge, capabilities and committed
behaviours which people contribute to an authoritatively co-ordinated human enterprise as part of an
Proceedings of the International Conference on Economics 2019 (ICE 2019) 80

employment exchange (or more temporary contractual arrangement) to carry out work tasks in a way
which enables the enterprise to continue into the future.

Further, Armstrong (2010) assert that HRM aims to: support the organization in achieving its
objectives by developing and implementing human resource (HR) strategies that are integrated with
the business strategy (strategic HRM); contribute to the development of a high-performance culture;
ensure that the organization has the talented, skilled and engaged people it needs; create a positive
employment relationship between management and employees and a climate of mutual trust; and
encourage the application of an ethical approach to people management. Guest (1987 ) suggested that
the four goals of HRM were strategic integration, high commitment, high quality and flexibility.
While Boxall (2007) proposed that the mission of HRM is to support the viability of the firm through
stabilizing a cost-effective and socially legitimate system of labour management. Finally, for the
purpose of this study the Watson (2010) definition of HRM is adopted.

2.1.1 Human Resources Management (HRM) Practices

Practices can be seen as partly conceptual, partly implementation of human resources (HR) strategy,
and it comprised of systems that follow the normal or customary way of doing business. HRM
practices have been defined in several aspects. Schuler and Jackson (1987) defined HRM practices as
a system that attracts, develops, motivates, and retains employees to ensure the effective
implementation and the survival of the organization and its members. Besides, HRM practices is also
conceptualized as a set of internally consistent policies and practices designed and implemented to
ensure that a firm’s human capital contribute to the achievement of its business objectives (Delery &
Doty, 1996). Likewise, Minbaeva (2005) viewed HRM practices as set of practices used by
organization to manage human resources through facilitating the development of competencies that
are firm specific, produce complex social relation and generate organization knowledge to sustain
competitive advantage.
Against this backdrop, we concluded that there is no universal approach to HRM practices, and
among the main approaches to develop HRM: Huselid (1995) proposes universal or best practice
approach; Delery and Doty (1996) proposes strategic HRM practices approach; Dyer (1985) and
Schuler (1989) proposes contingency approach; and Wright & McMahan (1992) proposes
configuration approach.

In addition, the majority of the empirical work conducted in regard to the HRM-performance
link has concentrated on the sixteen best human resource management practices proposed by Pfeffer.
Indeed, the logic behind such practices is that, the greater the use of the sixteen practices, such as
training and skill development, promotion from within, participation and employment, and
information-sharing, the greater the productivity and profitability across all organisations, regardless
of their contexts and conditions (Pfeffer, 1994).

In his article entitled ‘Seven practices of successful organisations’, Pfeffer reshapes these
practices into seven HRM practices; these practices are expected to enhance organisational
performance and enable the organisation to gain a competitive advantage (Pfeffe, 1998). Such
practices are detailed as follows: employment security; hiring of new personnel; self-managed teams
and decentralisation of decision-making as the basic principles of organisational design; compensation
contingent on organisational performance; training; reduce status distinctions and barriers, including
dress, language, office arrangements, and wage differences across levels; and extensive sharing of
financial and performance information throughout the organisation. Similarly, Guest (1997) proposed
seven HRM practices namely; selection, training, appraisal, rewards, job design, employee
involvement, and status and security.

In addition, according to Yeganeh and Su (2008) the most common HRM Practices are
recruitment, selection, training and development, compensation, rewards and recognition. HRM best
practices are aimed to improve the overall performance of employees within the organization,
ultimately resulting in increased organizational performance through job satisfaction. In order for
Proceedings of the International Conference on Economics 2019 (ICE 2019) 81

HRM to function very well, Price (2000) argued it has to be pragmatic (aims to achieve practical
solutions to real work problems) and eclectic (the solutions can be drawn from a variety of theoretical
& managerial traditions).

However, different studies have focused on different HR practices when examining the
impact of HRM on organisational performance and, in the literature, it is rare to find two studies that
have used the same HR practices. As a result, one of the most important gaps in the HRM-
performance link is the absence of a consensus on what combination of HR practices is able to
enhance organisational performance (Paauwe, 2009; Guest, 2011). Even if researchers have employed
the same practices, the underlying meaning of the practice may be completely different.

2.2 Conceptualising Performance

Performance is defined circumstantially as what the organization hires one to do in an institution.

Therefore only actions which can be scaled or measured are considered to constitute performance,
(John 2008; and Boohene & Asuinura, 2011). Katou (2011) on the other hand looks at performance in
terms of the ability of employees to meet set deadlines/objectives, teamwork, low turnover rate,
increased profitability, employee satisfaction, improved employee wellbeing, productivity, complete
integration and synergy between individual career goals and alignment to the firms objectives,
growth, sense of identity, social responsibility and flexibility. The definition by John (2008) and
Boohene and Asuinura (2011) seems to be too narrow and ambigiuos in the it did not clearly state the
actions to be measured or scaled. Similarly, Katou’s (2011) definition is too broad in the sense that it
involves too many variables which makes it difficult to actually mirrowed what constitute
performance.

In addition, performance is not only related to the actions but also involves judgment and
evaluation process (Ilgen & Schneider, 1991). Therefore, organizations need high performance of its
employees so that organization can meet their goals and can able to achieve the competitive
advantage. In contrast, Hussain & Rehman (2013), Wan-Jing & Tung (2005) and Chang & Huang
(2005) assert that traditionally performance in many organizations has been conceptualized in terms
of financial output or organization’s profitability and the non-financial measures such as corporate
image, market share, organizational culture and values, and quality of output. From the definition by
Hussain & Rehman (2013), Wan-Jing & Tung (2005) and Chang & Huang (2005) it can be seen that
performance can be conceptualised quantitatively or qualitatively.

Furthermore, organisational performance is one of the most broadly and extensively used
dependent variables in organisational studies today, and yet, at the same time, it remains one of the
most imprecise and loosely-defined constructs (Rogers and Wright, 1998). Conceptually,
organisational performance has been defined as the comparison of the value produced by a company
with the value owners expected to receive from the company (Alchian and Demsetz, 1972).
Venkatraman and Ramanujam (1986) indicate that a narrow definition of performance ‘centres on the
use of simple outcome-based financial indicators that are assumed to reflect the fulfilment of the
economic goals of the firm’.

For many years, researchers have been struggling to establish a clear and precise meaning for
organisational performance, which extends not only to the field of human resource management but
also to many other fields. The literature reveals that studies into the HRM-performance link have, as
yet, not determined a specific and precise meaning for the organisational performance construct.
Some studies have used subjective measures to evaluate firms’ performance, such as employee
satisfaction, customer satisfaction, executives’ perceptions about the company’s performance,
absenteeism, employee commitment, and other behavioural aspects. Other studies reference various
objective measures for evaluating firms’ performance, such as financial and market indicators. As a
result, there is no common theory concerning organisational performance, and researchers utilise
different indicators or variables to measure this construct.
Proceedings of the International Conference on Economics 2019 (ICE 2019) 82

In HRM-performance research, the performance outcomes of HRM can be viewed in different

ways. HRM researchers have mostly referred to Dyer and Reeves’ (1995) classification of
performance outcomes as follows: HR-related outcomes, such as turnover, absenteeism, job
satisfaction, commitment; organisational outcomes, such as productivity, quality, service, efficiencies,
customer satisfaction; financial accounting outcomes, such as profits, sales, return on assets, return
on investment; and capital market outcomes, such as market share, Tobin’s q, stock price, growth.

Meanwhile, employee satisfaction as a precusor to employee performance is a “function of

the perceived relationship between what one wants from one’s job and what one perceives it as
offering” (Boudreau, 1992). In addition, employee satisfaction is positively correlated with
motivation, job involvement, organizational citizenship behavior, organizational commitment, life
satisfaction, mental health and job performance and negatively related to absenteeism, turnover and
perceived stress and identify it as the degree to which a person feels satisfied by his/her job. Rousseau
(1978) identified three components of employee satisfaction: they are characteristics of the
organization, job task factors and personal characteristics. Personal characteristics can be regarded as
non-work factors of job satisfaction (Brady, 1990). The most referred definition of job satisfaction
was offered by Locke (1976) who defined job satisfaction as a pleasing or positive emotional state
resulting from the evaluation of a person’s job (Brown, 2009).

According to MacDuffie (1995), there are basically three types of employee performance data
available, which include qualitative (customer complaints, number of errors) or quantitative
(customers served, units produced), measures of time (absence, lost working time, lateness and failure
to meet deadlines) and financial indicators that consists of a large array of possibilities. Theoretical
evidence on the relationship of HRM practices with organizational effectiveness indicates that HRM
practices influence employee attitudes, behaviors, perceptions, organizational climate and other HRM
performance measures which lead to organizational effectiveness. It is clear that, HRM practices and
innovations therein, impact both organizational outcomes as well as the employee outcomes.

2.3 HRM Practices and Organisational Performance

Since the notion of the HRM-performance link has emerged, two research streams have been
developed to examine the relationship between HRM and performance. The first is based on the direct
relationship between individual HRM practices and/or bundles or systems of practices and
organisational performance (for example; Schuler and Jackson, 1999; Chand and Katou, 2007). The
second research stream is based on the indirect relationship between individual HRM practices and/or
bundles of practices and organisational performance (Wright and Gardner, 2003).

Studies on the HRM-performance link suggest that specific HR practices can lead to
competitive advantage and, as a result, can enhance organisational performance. These specific
practices, geared toward helping firms achieve better results, have been assigned different terms by
different researchers, such as ‘best practices’ (for example: Pfeffer, 1994), ‘high performance work
system (HPWS)’ (for example: Becker and Huselid, 1998), ‘high-involvement practices’ (for
example: Lawler, 1986; Guthrie, 2001), and ‘high commitment practices’ (for example: Arthur, 1994;
Wood and De Menezes, 1998).

However, in the above studies, different terms for the HR practices were used, but regardless
of the names given to different sets of HR practices, all have the same notion which is that such
specific HR practices will lead to better organisational performance in any context. In other words, a
particular set of HR practices can improve organisational performance for all organisations regardless
of the industry and environment or context. In actual fact, some researchers supporting such
approaches have highlighted various positive effects of HR practices on organisational performance
(Darwish, 2013).

In carryng out empirical studies, some researchers have examined the impact of individual
HR practices on organisational performance, whilst others have examined the bundles of the entirety
Proceedings of the International Conference on Economics 2019 (ICE 2019) 83

of HR practices on performance. The rationale behind the bundling notion is that HR as a system of
practices is the appropriate level of analysis when researchers want to examine the effect on firm-level
performance. For instance, recruiting and selecting good employees without training them, or training
and developing them without giving them the authority to take decisions, may have smaller effects,
whereas implementing the three practices together might have a greater effect (Wall and Wood,
2005). Barney (1995) argues that individual HR practices are limited in their ability to secure
competitive advantages for firms. Despite the progress achieved by researchers thus far in terms of
measuring HR practices, as stated previously there is no consensus amongst researchers on what such
practices might be or the number of practices that might enhance organisational performance.

Similarly, researchers have criticised the way in which HRM impacts on organisational
performance, arguing that, be they individual or in a bundle, HR practices do not directly affect firm
performance (Katou and Budhwar, 2006). Moreover, HR practices could directly impact some
mediating variables which, in turn, affect firm performance; this is what can be termed the ‘black box’
in HRM performance research (Darwish, 2013). Some researchers have started looking and searching
inside the ‘black box’ for a better understanding of which HR practices might impact firm
performance most significantly (for example, Way, 2002; Katou and Budhwar, 2006). This addresses
the call by some HR authors for the exploration of a new theoretical framework with different
mediating variables. They have called upon HRM researchers to conduct studies on the ‘black box’ to
find an effective HRMperformance link mechanism that can help academics and professionals to
clearly understand the relationship between HRM and organisational performance (Darwish, 2013).

2.4 Theoretical Perspectives on HRM and Organisational Performance

Delery and Doty (1996) in Darwish (2013) have identified three groups of researchers and the
perspectives they have followed in theorising HRM. They have labelled the first group of researchers
‘Universalists’, mainly because of their interest in terms of identifying HRM ‘best practices’.
Moreover, they have identified the second group of researchers as those adopting a contingency
approach (external fit or vertical fit). These researchers claim that the success of HRM practices is
contingent upon the achievement of a match between HR practices and other issues of the
organisation, such as business strategy. Finally, Delery and Doty (1996) identify the third group of
researchers as those adopting a ‘configurational’ approach.

The universalistic researchers hypothesise that a particular set of HR practices are always
better than others, and that all organisations could adopt these practices in order to outperform their
competitors. Researchers have assigned different terms to such best practices, such as high-
involvement practices, high-commitment practices or high-performance work system. The rationale
behind this is that the adoption of particular HRM policies is expected to produce a competitive
advantage and accordingly result in increased organisational performance. The universalistic theory
has the ideal group of best practices (the socalled ‘best practices’), which will continuously generate
superior organisational performance regardless of the circumstances and the industry (Darwish, 2013).

This approach emphasises that the internal fit of HR practices will result in better
organisational performance. Pfeffer (1998) has claimed that the ‘best practices’ approach is based on
the assumption that organisations should heavily invest in people because they are valued assets and
the main source of competitive advantage. Pfeffer (1998) further identifies the following best
practices, which are considered constantly capable of producing better performance: employment
security; selectivity in hiring; self-management work teams; high compensation contingent on work
performance; extensive training; reduced status differences; and information-sharing. The ‘best
practices’ approach is based on the resource-based view (RBV) of the firm, which emphasises the role
of internal resources as the key to gaining a sustainable competitive advantage (Youndt et al., 1996).
RBV theory states that rare, valuable, inimitable and non-substitutable HR practices can lead to a
competitive advantage.
Proceedings of the International Conference on Economics 2019 (ICE 2019) 84

Regardless of the attention paid to this particular approach, there are various disadvantages
associated with the methodological and theoretical sides. With respect to the measurement and
methodological issues, researchers disagree in terms of how an HR system should be determined as an
integrated and synergetic HR practice that blends better in producing higher business performance
(Delery, 1998). In addition, only successful and high-performing firms would consider themselves as
taking the ‘best practices’ approach owing to their excellent results. Another problem concerns the
choice of measures of performance, which are commonly narrowly focused on financial criteria, with
few studies taking into consideration the broader issue of employee satisfaction, commitment and
wellbeing.

The second group of theorists identified by Delery and Doty (1996) includes those researchers
adopting a contingency approach (external fit or vertical fit). This group of researchers claims that the
achievement of high performance is contingent upon the achievement of fit between HRM practices
and other aspects of the organisation. In other words, organisations usually go through different stages
in their life cycles, and HRM practices may be contingent upon such stages. As a result, organisations
could make changes in their business strategies, and HRM practices could be linked with such
approaches in order to achieve successful results. HRM practices could be adopted depending on the
organisational corporate and business strategy (Schuler and Jackson, 1999).

The contingency approach, however, is not without its critics. With regard to measurement
and methodological issues, there are various problems relating to this approach. For instance, the
problem related to multiple contingencies could make the measurement more difficult. If the
environment is very dynamic and complex with multiple contingencies that cannot be isolated, HR
practices could be changed continuously. Another problem is that organisations cannot treat
employees consistently over time; treatment changes as a response to external pressures (Darwish,
2013).

Delery and Doty (1996) identify the third group of researchers as those adopting the
‘configurational’ approach, claiming that this approach is more complex and comprises researchers
who seek to identify configurations or unique ideal types of factors that are posited as being
maximally effective.

Moreover, human resources (HR) theories aim to achieve two primary outcomes: more
efficient and effective job performance and increased worker motivation or commitment. Henri Fayol
(an efficiency theorist), argued that workers function more efficiently when management is more
efficient. From this theory emerged the four functions of management: planning, organizing, leading
and controlling. Similarly, Frederick Taylor, whose theory resulted in jobs being designed to require
fewer movements and a piece-rate pay system for factory workers. Abraham Maslow developed one
of the first theories on what motivates individuals. According to Maslow, human beings have needs
that are organized into a hierarchy, illustrated by a pyramid. Those basic needs at the bottom of the
pyramid, such as food and shelter, must be met first. Once these basic needs are accomplished,
employees seek to feel safe (such as job security), be loved (friendships and relationships), have a
sense of accomplishment (such as through recognition or a job well done) and finally, for self-
actualization (work that is personally fulfilling). Needs must be met at each level before employees
can move higher along the triangle. Therefore, an employee who fears for his job can't focus on high-
performance goals.

2.5 Research Framework

Based on the literature reviewed, this study construct a research framework to guide its investigation.
The framework is based on the human resources practices that attracts, develops, motivates, and
retains employees to ensure the effective performance of the organization and its members. In this
study lecturers’ job performance is the dependent variable while the independent variables are HRM
practices (recruitment, selection, training and development, employment security, compensation, job
design, rewards and recognition). From the research framework, this study hypothesised as follows:
Proceedings of the International Conference on Economics 2019 (ICE 2019) 85

Ho1: there is no significant relationship between recruitment and lecturers’ job performance in
Nigerian Universities
Ho2: there is no significant relationship between training and lecturers’ job performance in Nigerian
Universities
Ho3: there is no significant relationship between compensation and lecturers’ job performance in
Nigerian Universities
Ho4: there is no significant relationship between recognition and lecturers’ job performance in
Nigerian Universities
Ho5: there is no significant relationship between employment security and lecturers’ job performance
in Nigerian Universities
Ho6: there is no significant relationship between recognition and lecturers’ job performance in
Nigerian Universities
Ho7: there is no significant relationship between job design and lecturers’ job performance in
Nigerian Universities

3. Methodology

This study is a survey research which collect information from a sample of respondents that is used to
examine the relationship between the dependent and the independent variables. In addition, a two-
stage sampling units and cross-sectional survey design is used in drawing the sample of this study.
First we determined the appropriate sample for the study and then identified the population entities to
which we administered the research instrument.

The first stage sampling was used to define the appropriate sample size of the lecturers from
the Nigerian Universities to which the research instrument was administered. Accordingly, Crano and
Brewer (1986) argue that when the size of the population of a study is large, a researcher does not
need to consider the population size when calculating sample size. Therefore, based on Krecie and
Morgan (1970)’s table of sample size selection, a total of 385 respondents formed the sample size for
this study.

However, the sample size was increased to 450 respondents to compensate for non-response.
That is to say, in order to gather primary data for this study, we administered 450 copies of the
research instrument to a random sample of respondents in the population entities. In addition, research
assistants were used in the administration of the research instrument.

In the second stage sampling, the entities to which the research instrument was administered
were identified. Accordingly Ferguson (1981) in Nnworgu (1991), suggest that where a researcher
uses a population entity, 5% of the population entity is sufficient to administer the research
instrument. Therefore, we used 5% of 127 Universities in Nigeria (comprising of Federal, State, and
Private Universities) to identify the entities to which we sampled our respondents. The entities were
calculated thus;

0.05×127= 6.35 Universities,

Hence, six Universities were sampled in administering the research instrument. The
Universities were selected using simple random sampling technique after the Universities have been
arranged based on numerical order. Number was allotted to each University upon which table of
random numbers was used to select the 6 Universities. The six Universities selected are: Abubakar
Tafawa Balewa University, Bauchi; Ahmadu Bello University, Zaria; Nasarawa State University,
Keffi; University of Port Harcourt, Port Harcourt; University of Ilorin, Ilorin; and Imo State
University. Accordingly, the 450 copies of the research instrument were shared to the selected
Universities thus

450 ÷ 6 = 75 copies
Proceedings of the International Conference on Economics 2019 (ICE 2019) 86

Therefore, 75 copies of the research instrument were administered to a randomly selected

sample of lecturers from each selected University. In addition, the research instrument was structured
on a five-point Likert’s scale, ranging from “Most adequate” (5) to “Most inadequate” (1). The data
collected for this study is analysed using logistic regression model, and the model is specifeid thus:

Zi = β 0 + β1X1 + β2X2 + β3X3 + β4X4 + β5X5+ β6X6 + β7X7 + U (1)

β1, β2, β3, β4, β5 β6, β7 are the co-efficient of Xs; β0 = intercept; U = error term

Empirically: Li = ezi (2)

Where; Zi = β0 + β1RP + β2SP + β3T&D + β4ES + β5COMP + β6JobD+ β7R&R + U (3)

Therefore,

Li = eβ0 + β1RP + β2SP + β3T&D + β4ES + β5COMP + β6JobD+ β7R&R + U (4)

Then

Li = eβ 0 + β1LnRP + β2LnSP + β3LnT&D + β4LnES + β5LnCOMP + β6LnJobD+ β7LnR&R + U (5)

Now, Li = Pi ÷ (1 – Pi) (6)

Where:

Li = logit model (in this case is lecturers’ job performance)

e = exponential
Zi = estimates
β 0 = intercept
β1 = slope of Recruitment process
β2 = slope of Selection process
β3 = slope of Training & Development
β4 = slope of Employment security
β5 = slope of Compensation
β6 = slope of Job Design
β7 = slope of Reward & Recognition
U = error term

The null hypothesis underlying the overall model states that all βs equal zero. A rejection of
this null hypothesis implies that at least one β does not equal zero in the population, which means that
the logistic regression equation predicts the probability of the outcome better than the mean of the
dependent variable Y. On a-priori, Pi is < 1 and the expected pattern of the structural behaviours of
the independent variables (HRM practices) on the dependent variable (L i, that is; lecturers’ job
performance) is greater than 0 (zero). On the overall the objective of the logit model in this study is to
provide a statistical base for predicting the significant impact of HRM practices on the dependent
variable (lecturers’ job performance in Nigerian Universities).
Proceedings of the International Conference on Economics 2019 (ICE 2019) 87

4. Results and Discussion

In this section the data collected for this study is presented, analysed and discussed.

Table 1: Adequacy of HRM practices in Nigerian Universities

Most More Most
Adequate Inadequate
Variable adequate adequate inadequate Total
(3) (2)
(5) (4) (1)
Recruitment
40 50 176 35 23 324
process
Selection
34 48 78 102 62 324
process
Training &
56 36 87 67 78 324
Development
Employment
43 57 99 91 34 324
Security
Compensation 38 46 83 126 31 324
Job Design 31 52 67 113 61
Rewards &
24 43 49 78 130 324
Recognition
Source: Field Survey, 2016

Table 2: Means and Ranking of Adequacy of HRM Practices in Nigerian Universities

Variable Mean Ranking
Recruitment process 3.16 1st
Selection process 2.66 5th
Training & Development 2.77 4 th
Employment Security 2.94 2 nd
Compensation 2.87 3 rd
Job Design 2.48 6 th
Reward & Recognition 2.23 7 th
Source: Authors computation using field survey data, 201 6

Tables 1 and 2 above provides the descritive statistics of this study. Table 1 shows results
from the field regarding the responent feelings about the adequacy of HRM practices in Nigerian
Universities. In Table 2 a ranking of the adequacy of the HRM practices in Nigerian Universities is
provided. It can be seen from Table 2 that recruitment process is ranked first, meaning that the
recruitment process has alot to do with performance of lecturers in Nigerian Universities. That is to
say where recruitment process is cubersome, crude and fraudulent, lecturers might not value it much,
and they tend to compromise performance. Employment security is ranked second, meaning that for
the lecturers to performance their job they need assurances on the security of their employment.
Compensation is ranked third, meaning that the amount of salary package that is paid to the lecturers
significantly affect their job performance. Training and development is ranked fourth, selection
process is ranked fifth, job design is ranked sixth, and reward and recognition is ranked seventh.

4.1 Test of Hypotheses (Logistic Regression Results)

The null hypotheses stated in section 2.5 research framework are tested using logistic regression
model specified in section 3. The results are presented thus:
Proceedings of the International Conference on Economics 2019 (ICE 2019) 88

Table 3: Omnibus Tests of Model Coefficients

Chi-square df Sig.
Step 1 Step 202.918 7 .000
Block 202.918 7 .000
Model 202.918 7 .000
Source: SPSS output using field survey data, 2016

Table 4: Model Summary

Step -2 Log likelihood Cox & Snell R Square Nagelkerke R Square
1 237.200a .465 .626
Source: SPSS output using field survey data, 2016

Table 5: Hosmer and Lemeshow Test

Step Chi-square df Sig.
1 5.056 8 .752
Source: SPSS output using field survey data, 2016

Table 6: Variables in the Equation

B Standard Wald df Sig. Exp (B)
Error
Recruitment process -.689 .179 14.782 1 .000 .502
Selection process -.364 .135 7.281 1 .007 .695
Training & development -.775 .139 31.091 1 .000 .461
Empoyment security -.772 .150 26.644 1 .000 .462
Compensation -.814 .170 22.812 1 .000 .443
Job design -.880 .161 29.689 1 .000 .415
Rewards & Recognition -1.354 .175 60.195 1 .000 .258
Constant 14.383 1.729 69.171 1 .000 1763202.963
Source: SPSS output using field survey data, 2016

Table 3 above depicts the Omnibus Test of Model Coefficients, which give the overall
indication of how well the model performs (‘goodness of fit’ test). For this set of results, the
requirement is a highly significant value (the Sig. value should be less than 0.05) (Pallant, 2007). In
this study, the value is 0.000 (which really means p<0.0005). Therefore, the set of variables in the
analysis fits the model. Similarly, the chi-square value is 202.918 with 7 degrees of freedom. Table 4
is the Model Summary and it contains the Cox and Snell R, and the Nagelkerke R Square values,
which indicate the amount of variation in the dependent variable explained by the model (from a
minimum value of 0 to a maximum value of approximately 1). These are described as pseudo R
square statistics rather than true R square (Pallant, 2007). Therefore, the explained variation in the
dependent variable based on the model of this study ranges from 46.5% to 62.6%, suggesting that
between 46.5% and 62.6% of the variability in lecturers’ job performance in Nigerian Universities
was explained by the set HRM practices variables.

In addition, Table 5 shows Hosmer and Lemeshow Test. The results in Table 5 support the
model of this study as being worthwhile. For the Hosmer-Lemeshow Goodness of Fit Test, poor fit is
indicated by a significance value less than 0.05, so to support our model we want a value greater than
0.05 (Pallant, 2007). For this study the chi-square value is 5.056 with a significance level of 0.752.
This value is larger than 0.05, therefore indicating a support for the model of this study. Table 6
presents the Variables in the Equation which gives information about the contribution or importance
of each to our predictor variables. The test that is used here is the Wald test, and the values in the Sig.
column are used to indicate the significant contribution of each predictor variable in the model. The
Sig. values of less than 0.05 are the variables that significantly contribute to the predictive ability of
the model (Pallant, 2007). In the model of this study, all variables are significant even though
Proceedings of the International Conference on Economics 2019 (ICE 2019) 89

selection process has a Sig. = 0.007. Therefore, based on the results of test of the hypotheses, the null
hypotheses are rejected.

4.2 Discussion of Results

A logistic regression was performed to examine the impact of HRM practices on Lecturers’ job
performance in Nigerian Universities. The model contained seven independent variables (Recruitment
process, Selection process, Training & Development, Employment Security, Compensation, Job
Design, and Reward & Recognition). The logistic regression model was statistically significant, X2 (7,
N = 324) = 202.918, p <.0005, indicating that the model was able to predict lecturers’ job
performance based on HRM practices in Nigerian Universities. The model as a whole explained
between 46.5% (Cox and Snell R square) and 62.6% (Nagelkerke R square) of the variance in
lecturers’ job perfomance in Nigerian Universities. Similarly, as shown in Table 6, all the independent
variables have a statistically significant contribution to the model.

4.3 Findings

From the data presented, analysed and the tests of the null hypotheses carried out, this study found out
the following:

i. There is a statistically significant relationship between HRM practices and lecturers’ job
performance in Nigerian Universities. The logistic regression model was statistically
significant, X2 (7, N = 324) = 202.918, p <.0005.

ii. Similarly, the HRM practices are adequate in influencing lecturers’ job performance in
Nigerian Universities. The logistic regression model as a whole explained between 46.5%
(Cox and Snell R square) and 62.6% (Nagelkerke R square) of the variance in lecturers’ job
performance in Nigerian Universities.

iii. Recruitment process, employment security, and compensation are the major HRM practices
influencing lecturers’ job performance in Nigerian Universities.

5. Conclusions and Recommendations

The empirical results of this study revealed a statistically significant relationship between HRM
practices and lecturers’ job perfromance in Nigerian Universities. This therefore, suggests that HRM
practices influence lecturers’ job performance in Nigerian Universities. Another conclusion that can
be drived is that the HRM practices considered under this study are adequate in influencing lecturers’
job performance in Nigerian Universities.

Against the backdrop of the findings and conclusions of this study, it is recommended that
there is the need for government to maintained if not enhance the HRM practices in Nigerian
Universities as this will go a long way in improving the performance of lecturers. Similarly, the
selection process, rewards & recognition, training & development, and job design of lecturers should
be enhanced.

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