MANAGING HUMAN RESOURCES TO IMPROVE ACADEMIC STAFF EFFECTIVENESS IN NIGERIAN UNIVERSITIES

https://doi.org/10.5281/zenodo.12820756

Authors

  • Adeleke F. Foluso Department of Educational Management, Faculty of Education, Ekiti State University, P.M.B. 5363, Ado-Ekiti, Ekiti State, Nigeria
  • Aladetan I. Femi Department of Educational Management, Adekunle Ajasin University, Akungba-Akoko, Ondo State, Nigeria

Keywords:

Effectiveness, Human resources, Management, Recruitment, Workforce

Abstract

The relationship between human resource management and academic staff effectiveness of public universities in Ekiti State was assessed in this study, which is a descriptive research design of the survey type. Academic staff in universities made up the study population, while the sample comprised 252 respondents selected using proportionate stratified and random sampling techniques. The instruments used were the Managing Human Resource Questionnaire and Academic Staff Effectiveness Questionnaire. The hypotheses were tested at 0.05 level of significance using inferential statistics of Pearson Product Moment Correlation. The study revealed a significant relationship between the management of human resources and academic staff effectiveness. Significant relationships between recruitment, workforce training, staff well-being, and academic staff effectiveness were revealed. Based on the findings from this study, the management of a university must adhere to the rules, laws, and regulations of the university system regarding its management of human resources

Published

2024-07-25

How to Cite

Adeleke , F. F., & Aladetan , I. F. (2024). MANAGING HUMAN RESOURCES TO IMPROVE ACADEMIC STAFF EFFECTIVENESS IN NIGERIAN UNIVERSITIES. Interdisciplinary Research Journal of Management and Social Sciences (IRJMSS), 11(3), 25–32. https://doi.org/10.5281/zenodo.12820756

Issue

Vol. 11 No. 3 (2024): July-August

Section

Original Peer Review Articles
Copyright & Licensing

Copyright (c) 2024 Interdisciplinary Research Journal of Management and Social Sciences (IRJMSS)

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

References

Akomolafe, C. O., & Adegun, O. A. (2005). Social science methods: Organization of specimen teaching session. Bifocal Publishers.

Alsaaty, F. M., & Morris, A. (2015). High school leadership: The challenge of managing resources and competencies. Retrieved from https://www.semanticscholar.org

Armstrong, M. (2009). A handbook of human resource management practice (11th ed.). Kogan Page Publishers.

Berry, A. B., Petrin, R. A., Gravelle, M. L., & Farmer, T. W. (2011). Issues in special education teacher recruitment, retention and professional development: Considerations in supporting rural teachers. Rural Special Education, 30(4), 3-11. https://doi.org/10.1177/875687051103000402

Bharthvajan, R. S. F. K. (2019). Impact of employee satisfaction towards induction training program. International Journal of Innovative Technology and Exploring Engineering, 8(11), 3598-3605. https://doi.org/10.35940/ijitee.K2479.0981119

Chukwuma, E. M. (2015). Human resource management challenges in Nigeria under a global economy: A study of Innoson Vehicles Manufacturing Company Nigeria Limited. Journal of Policy and Development Studies, 9(4), 32-56. Retrieved from https://www.arabianjbmr.com/JPDS_index.php

Daso, P. O. (2013). Teacher variables and senior secondary students in Mathematics in Rivers State, Nigeria. European Scientific Journal, 9(10), 1857-1881. https://doi.org/10.19044/esj.2013.v9n10p1857

Devin, M. A. (2020). What is research? Definition, purpose and typical researchers. Retrieved from https://www.study.com

Edmans, A. (2011). Does the stock market fully value intangibles? Employee satisfaction and equity prices. Journal of Financial Economics, 101, 621-640. https://doi.org/10.1016/j.jfineco.2011.03.021

Edmans, A. (2012). The link between job satisfaction and firm value with implications for corporate social responsibility. Academy of Management Perspectives, 26(4), 1-19. https://doi.org/10.5465/amp.2012.0046

Flippo, E. B. (2019). Recruitment definition. Retrieved from https://www.bbalectures.com

Heathfield, S. M. (2020). What is human resources management? Retrieved from https://www.thebalancecareers.com

Kabene, S. M., Orchard, C., & Leduc, R. (2006). The importance of human resources management in health care: A global context. Retrieved from https://www.biomedcentral.com

Krekel, C., Ward, G., & De, N. J. (2019). Employee wellbeing, productivity and firm performance: Evidence from 1.8 million employees. Retrieved from https://www.voxeu.org

Martin, L. (2016). What is recruitment? Definition, recruitment process, best practices. Retrieved from https://www.cleverism.com

Nzokurum, J. C., & Awah, O. A. (2017). University education and human resources development: Implications for national development. European Journal of Research and Reflection in Educational Sciences, 5(2), 60-67. Retrieved from https://www.idpublications.org

Onyango, J. W., & Wanyoike, D. M. (2014). Effects of training on employee performance: A survey of health workers in Siaya County, Kenya. European Journal of Material Sciences, 1(1), 11-15. Retrieved from https://www.ea-journals.org

Otoo, I. C., Assuming, J., & Agyei, P. M. (2018). Effectiveness of recruitment and selection practices in public sector higher education institutions: Evidence from Ghana. European Scientific Journal, 14(13), 57-81. https://doi.org/10.19044/esj.2018.v14n13p57

Sila, A. K. (2014). Relationship between training and performance: A case study of Kenya Women Finance Trust, Eastern Nyanza region, Kenya. European Journal of Business and Social Sciences, 3(1), 95-117. Retrieved from http://www.ejbss.com/recent.aspx

Vishwas, V. (2016). Relationship between training and development and job performance. Retrieved from https://www.linkedin.com

Werther, W. B., & Davis, K. (2019). Recruitment defined. Retrieved from https://www.bbalectures.com