Reward Structures and Employee Retention in Public Legal Institutions in Nigeria (Published)
Employee retention remains a critical challenge in Nigeria’s public sector, where rigid administrative structures and limited reward flexibility continue to weaken workforce stability. This study examines how three dimensions of reward structures (benefits, promotion, and incentives) influence employee retention in selected judicial and legal institutions. Using a quantitative cross-sectional design, data were collected through structured questionnaires from 354 employees across seven public institutions: The Supreme Court, Court of Appeal, Federal High Court, National Judicial Council, Federal Judicial Service Commission, National Judicial Institute, and Federal Ministry of Justice. Structural Equation Modeling (SEM) was employed to test the hypothesized relationships. Model fit indices demonstrated acceptable fit (χ²/df = 2.18, CFI = 0.952, TLI = 0.943, RMSEA = 0.061, SRMR = 0.047). Findings revealed that benefits (β = 0.16, p = 0.005) and incentives (β = 0.33, p < 0.001) significantly and positively influenced employee retention, while promotion showed no significant effect (β = 0.08, p = 0.094). The model explained 58% of variance in retention outcomes. These findings suggest that incentive systems constitute the most powerful retention mechanism in Nigeria's public sector, followed by benefits administration. The non-significant effect of promotion highlights structural challenges in public sector career advancement systems. The study contributes to public sector human resource management literature by providing empirical evidence on the differential effects of reward structure components in a non-Western context, offering practical insights for policymakers seeking to enhance workforce stability through targeted reward system reforms
Keywords: Benefits, Employee Retention, Incentives, Nigeria, Promotion, Public Sector, reward structures, structural equation modeling
Effective Recruitment and Selection Practices: An Imperative for Business Performance in Nigerian Federal Inland Revenue Service (FIRS) (Published)
The processes of recruitment and selection serve as essential components of human resource management, profoundly impacting organisational performance and strategic results. This research investigates the significance of proficient recruitment and selection methodologies in improving organisational performance within the Federal Inland Revenue Service (FIRS), a pivotal revenue-generating entity in Nigeria. The study employs a qualitative framework, utilising secondary data collection methods to extract insights from official reports, scholarly literature, policy documents, and institutional data. The findings indicate that while FIRS has established formal recruitment frameworks designed to enhance merit, transparency, and professionalism, it still faces challenges including political interference, skill mismatches, insufficient technological utilisation, and bureaucratic delays that impede optimal outcomes. The research elucidates a significant correlation between strategic recruitment methodologies and organisational efficacy, especially concerning employee productivity, service provision, and public confidence. The study is grounded in the Human Capital Theory and the Resource-Based View, both of which highlight the essential importance of skilled human resources in attaining competitive advantage. The analysis advocates for enhanced investment in recruitment technology, more rigorous enforcement of meritocratic policies, ongoing development of HR capabilities, and strategic planning for the workforce. These measures are crucial for cultivating a skilled workforce that can effectively promote the institutional objectives of FIRS and enhance the performance of the public sector in Nigeria.
Keywords: Human Resource Management, Organizational Performance, Public Sector, Recruitment, Selection
The Importance of Setting Performance Targets on Service Delivery in Performance Contracting At the Ministry of Tourism, Kenya (Published)
Performance targets are an important component of management control systems by serving as a standard against which performance is often evaluated in service at the end of a specified period. Thereby, targets largely determine bonuses, career prospects and promotion decisions to motivate service delivery efforts and retain employees. Given this prominent role of targets in business practice, it is important to understand how the public sector sets performance targets to contract with managers. This paper is an insight into the impact of setting performance targets in enhancing performance in service delivery of the public sector. The study employed a descriptive survey design to help obtain and describe information impact of performance targets on service delivery. The target population comprised 164 employees working at Ministry of Tourism headquarters at top, middle and lower levels of management. The human resource framework for the ministries in Kenya are identical thus the study results can be generalized to other ministries. The sample was drawn from each stratum using the simple random sampling technique. Questionnaires were the major source of data collection; a semi-structured questionnaire was most preferable. The author mainly used descriptive statistics that included percentages, mean and standard deviation to analyze data. The findings and recommendations will assist management in enhancing the use of performance targets so as to enhance performance. It sensitizes the employees on the relationship between good performance and good rewards through achievement of set targets.
Keywords: Control Systems, Performance Contracting, Performance Targets, Public Sector, Service delivery