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Human Resource Management Practices as Predictors of Employee Engagement among Independent National Electoral Commission Staff

Author

Listed:
  • Zaccheaus O. OLONADE

    (Department of Human Resource Development, Osun State University, Îsogbo, Nigeria.)

  • Oluwatobi O. OMOTOYE

    (Department of Employment Relations and Human Resource Management, University of Lagos.)

  • Gbenga BAMIDELE

    (Department of Human Resource Development, Osun State University, Osogbo, Osun State.)

Abstract

The study examines human resource management practices (HRMP) on employee engagement among Independent National Electoral Commission (INEC) staff in Osun State, Nigeria. Specifically, the study’s objectives are to investigate the influence of recruitment & selection, training & development, compensation management, and employee relations on employee engagement among INEC staff in Osun State, Nigeria. Four hypotheses were postulated for testing. A cross-section research design was adopted in the study. The target population was 512 staff across the INEC offices in Osun State. Multi- stage sampling techniques, which comprised stratified, purposive, and simple random sampling techniques, were used in the study to select 160 respondents. Data collected by use of a questionnaire was analyzed through descriptive and inferential statistics. Multiple regression and ANOVA were used to test the formulated hypotheses. The study found a significant effect of recruitment & selection, compensation management, and employee relations on employee engagement. However, the study also found no significant influence of training and development on employee engagement. The study then concluded that engaged employees are the main drivers of the organization’s productivity, and human resource management practices are important factors influencing employee engagement among INEC staff in Osun State, Nigeria. The study recommends that organizations revise their HR policies, keeping the above factors in attaining the targeted goals.

Suggested Citation

  • Zaccheaus O. OLONADE & Oluwatobi O. OMOTOYE & Gbenga BAMIDELE, 2022. "Human Resource Management Practices as Predictors of Employee Engagement among Independent National Electoral Commission Staff," Business & Management Compass, University of Economics Varna, issue 1-2, pages 44-59.
    • Handle: RePEc:vrn:journl:y:2022:i:1-2:p:44-59
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    References listed on IDEAS

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    1. Syed Haider Ali Shah & Loo-See Beh, 2016. "The Impact of Motivation Enhancing Practices and Mediating Role of Talent Engagement on Turnover Intentions: Evidence from Malaysia," International Review of Management and Marketing, Econjournals, vol. 6(4), pages 823-835.
    2. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    3. Barbara Imperatori, 2017. "Engagement and Disengagement at Work," SpringerBriefs in Business, Springer, number 978-3-319-51886-2, July.
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    More about this item

    Keywords

    HRMP; Recruitment & Selection; Training & Development; Compensation Management; Employee Relations; Employee engagement;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • J33 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Compensation Packages; Payment Methods
    • J40 - Labor and Demographic Economics - - Particular Labor Markets - - - General

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