Being thesis submitted in the department of business administration and marketing, school of management

3.4.3. Reliability of Research Instrument

A pilot test was conducted to ensure the reliability of this instrument. To do this, ten percent (10%) of the sample size (1111* 0.10), amounting to approximately 111 questionnaires was administered on the respondents. However, 82(or 74%) of the respondents responded and returned the questionaire (the 60 civil servants and 22 bankers). The data generated by this were then subjected to the Cronbach Alpha procedure to determine the internal consistency of the instrument, using SSPS version 20 to test the reliability of the instrument. The results are as given below:

Table 3.8: Reliability Statistics for all Variables

S/No	Variables	Number of items	Gronbach Alpha
1	Recruitment	6	0.862
2	Training	8	0.820
3	Reward	10	0.931
4	Performance Appraisal	6	0.823
5	Industrial Relations	11	0.887
6	Job Design	8	0.813
7	Innovation	8	0.861
8	Proactiveness	5	0.815
9	Risk Taking	5	0.761
10	Internal Environment of HRMP	8	0.896

Source: Researcher’s Field results (2016)

Bolarinwa (2015), considers that a questionnaire item is considered valid if the result of the value of Cronbach’s Alpha statistical procedure is higher than 0.70. The instrument was therefore considered adequate since all the items of each of the variable have a Cronbach Alpha of more than 0.70 (i.e. between 0.76 and 0.931).

3.5. Data Collection procedure

First, necessary permissions were obtained from the respective Heads of Service of the States of Ogun and Lagos respectively (attached as appendixes II and III). The cooperation of the branch managers of the selected banks as well as the officials of the chartered Institute of Bankers in the two States were sought and obtained. Data for the study were then collected through questionnaire, personally administered on the respondents by self and through trained assistants.

3.6. Method of Data Analysis

Descriptive and inferential statistical procedures were used to analyse the data. The descriptive stage was carried out through simple percentage tables, mean and standard deviation. The mean and standard deviation were used to interpret respondents’ responses as they relate to the variables and research questions under study. The respondents’ responses were weighted from 1 for agreement to Low Extent to 6, representing agreement to Very Great Extent. A mean score of 3.5 (that is, 1 + 2 + 3 + 4 + 5 + 6/6 items= 21/6= 3.5) was chosen and interpreted as the bench mark for agreement with the statement of the relevant item on the questionnaire. The higher above this bench mark a score is, the stronger the level of agreement. The lower below this bench mark a score is, the stronger the level of disagreement. This is to give insight into the respondents’ characteristics and the pattern of responses and hence used to answer our research questions.

Inferential statistical procedure was used to establish the relationship between the variables under investigation (i.e. Human Resource Management Practices, Corporate entrepreneurship and the internal environment of HRMP), based on responses to questionnaire items no B1 to B49, B50 to B67 and B68 to B75 respectively. Pearson Product Moment Correlation (PPMC) analysis was conducted to determine the relationship between each of the relevant human resource management practices and corporate entrepreneurship. Simple linear regression analyses were used to establish the aggregate impact of human resource management practice variables on corporate entrepreneurship variable as related to hypotheses two (2) and three (3). However, hierarchical regression model was used to determine the moderating effect of the internal environmentof HRMP on the relationship between HRMP and CE. Student’s t-test was thereafter used to conduct a comparative analysis of the levels of the human resource management practices as well as the complementary levels of corporate entrepreneurship in the two sectors. Atafar (2012), Gilan (2012), Beatrice (2010) and Gary (2003) have argued that correlation coefficient and regression analysis are among the best for establishing the direction and strength of the relationship between variables. The value of the correlation coefficient ranges from -1 (for perfect negative correlation) and +1 (for perfect positive correlation or relationship). This would be interpreted as follows

Table. 3.9. Interpretation of Correlation

S/N	Correlation	Interpretation
1.	0.8 up to 1.0	Very Strong
2.	0.6 under 0.8	Strong
3.	0.4 under 0.6	Average
4.	0.2 under 0.4	Weak
5.	0.0 under 0.2	Very Weak/No Relationship

The data processing and analysis was carried out with the aid of Statistical package for Social Sciences (SPSS) version 20.0.

3.7. Research Model Specification

Y = f (X), Where

Y = CE (Corporate entrepreneurship)

X= HRMP (Human resource management practices)

X = (x_1, x_2, x₃ x_4, x_5, x₆,)

x₁ = Recruitment and Selection

x₂ = Training and Development

x₃ = Job design

x₄ = Performance Appraisal

x₅ = Compensation Management

x₆ = Industrial Relations

Z = Environment of HRMP.

Functional statistical expression:

Hypothesis 1

Recruitment practices = x₁

Corporate entrepreneurship = Y

Y = f (x₁) Y = α0 + β₁x₁ + e_o

Hypothesis 2

Training and Development Practices = x₂

Corporate entrepreneurship = Y

Y = f (x₂) Y = α 0 + β₂x₂ + e_o

Hypothesis 3

Job design practices = x₃

Corporate entrepreneurship = Y

Y = f (x₃) Y = α 0 + β₃x₃ + e_o

Hypothesis 4

x_{4 =} Performance appraisal practices

Corporate entrepreneurship = Y

Y = f (x₄) Y = α 0 + β₄x₄ + e_o

Hypothesis 5

x_{5 =} Compensation Management Practices

Corporate entrepreneurship = Y

Y = f (x₅) Y = α 0 + β₅x₅ + e_o

Hypothesis 6

x_{6 =} Industrial Relations Practices

Corporate entrepreneurship = Y

Y = f (x₆) Y = α 0 + β₆x₆ + e_o

Hypothesis 7

Environment of Human Resource Management Practices = Z

Corporate entrepreneurship = Y

Y = f (XZ) Y = α 0+β₇X Z+e_o

Multiple regression equation

Y = α 0 + βx₁x₁+ β₂x₂ +β₃x₃ + β₄x₄ + β₅x₅ + β₆x₆ + β₇XZ + e_o

Where:

α =constant of the equation

β = Coefficient of the independent variables

e_o = error term (values that account for change but are not part of the present survey.

X= independent variables

Y= dependent variable

Z= moderator variable


3.8. Research Model Summary

The research model for the study is summarized in Figure 3.1.

Y - (Corporate Entrepreneurship- CE)

X – Human Resource Managemet Practices (HRMP)
Research Model Summary

H₁




Recruitment and Selection x₁




H₂




Training and Development x₂



H₃

Job design x₃



H₄

Performance

Appraisal x₄

H₅

Compensation, x₅




H₆

Industrial Relations, x₆




H₇

Environment of HRMP (Z)



Figure 3.1.

Source:Researcher’s Conceptual Model(2016)
3.9. A Priori Expectation

In this study, a priori expectation refers to how human resource management practices are expected to influence corporate enrepreneurship. Based on the literatures reviewed, it was expected that HRMP would influence the level or intensity of corporate entreprenurial work behaviour among workers. It is also expected that the extent of the relationship between corporate entrepreneurial work behavior intensity and HRMP would be influenced by the internal environment of human resource management practices. Using the basic statistical denotation, the a-priori expectation for the model was presented in table 3.10.

Table 3.10. Table of A Priori Expectations

Sn	Models	A Priori Expectation
1	Y = α 0 + β1x1 +eo	P < 0.05; H01 will be rejected
2	Y = α 0 + β2x2 + eo	P < 0.05; H02 will be rejected
3	Y = α 0 + β3x3 + eo	P < 0.05; H03 will be rejected
4	Y = α 0 + β4x4 + eo	P < 0.05; H04 will be rejected
5	Y = α 0 + β5x5 + eo	P < 0.05; H05 will be rejected
6	Y = α 0 + β6x6 + eo	P < 0.05; H06 will be rejected
7	Y = α 0 + β7X Z + eo	P < 0.05; H07 will be rejected

Source: Researchers Compilation (2016)
3.10. Ethical Considerations

To ensure conformity to accepted professional ethical practice in research, the respondents were informed of the purpose of the study and necessary approvals were obtained to prevent threat to their respective employments. Sensitive personal questions were not asked and the respondents were assured of the confidentiality of their responses. In addition, no vulnerable category of participants was surveyed and participants were not exposed to any potential risks or harm that they would not have been exposed to. Anonymity was guaranteed in the completion of the questionnaires. Data were kept confidential and safe from unauthorized access after collection. The respondents were motivated by being informed that they would be invited to participate free of charge at the seminar to educate selected audience on the result at the end of the exercise.

CHAPTER FOUR

DATA ANALYSIS, RESULTS AND DISCUSSION OF FINDINGS

4.0 Introduction

This chapter contains the presentation, analysis and interpretation of the data gathered from the administered questionnaire. The data presentation and analysis were done through the use of Statistical Package for Social Sciences (SPSS) version 20.0.

4.1. Data Presentation

Table 4.1: Respondents’ Response Rate

Location		Administered		Percent (%) Returned
Lagos		Bank		245	212(87)		539(77)
Ministry		452	327(72)
Ogun		Bank		244	238(98)			400(97)
Ministry		170	162(95)
Total			1111			939 (85)

Source: Researcher’s Field Survey Results (2016)

Interpretation

The Table 4.1 shows that out of 1111 questionnaires administered, 939 (or 85%) were returned and used for the analyses on which conclusions were based. Further, 539 questionnaire (or 77%) of the 697 questionnaires administered in Lagos State were returned, while 400 (or 97%) of the 414 questionnaire were returned in Ogun State. The response rates from each of the strata in Lagos State are 87% from the banking services institutions or industrial environment and 72% from the civil services institutions or industrial environment. In Ogun State, 238 (or 98%) of the questionnaires were returned in the banking services institutions or sub-sector, while 162 (or 95%) were returned from the civil service sub-sector. This shows a high response rate from the overall population as well as that from each of the strata and suggests that opinion expressed would fairly represent all the sectors in the population.

The details of the demographic information of the respondents that are not critically required for achieving our objectives are contained in appendix II. However, the response pattern by sector or type of institutions, which is directly relevant to our focus of study, is reported in Table 4.2:

Table 4.2: Type of Establishment in Which You Work

Type of Establishment		Frequency	Percent (%)	Valid Percent (%)	Cumulative Percent (%)
Valid	Banks	416	44.3	46.0	46.0
	Govt. Ministries	488	52.0	54.0	100.0
	Total	904	96.3	100.0
Missing	System	35	3.7
Total		939	100.0

Source: Researcher’s Field Survey Results (2016)

Interpretation

From Table 4.2, 46% of the respondents are from the banking service industrial environment, while 54% are from the civil service industrial environment. Beside the fact that the gap is not much, the number of the civil servants in the original population is larger than the number of the population of the bankers. Hence, on the basis of this, the two institutions or industrial environments are considered as being adequately represented.

4.2. Data Analysis, Interpretation and Discussion

4.2.1. Restatement of Research Objective One and Research Question One

Objective 1. Examine the relationship between recruitment and selection practices and corporate entrepreneurship

Question 1. What is the relationship between recruitment and selection practices and corporate entrepreneurship?

Table 4.3.: Respondents’ Responses on Recruitment and Selection Practices.

S/N	To what extent would you agree that your organization adheres to the following:		NE 1	VLE 2	LE 3	ME 4	GE 5	VGE 6	Mean	SD
1	People are recruited based on clear and well known recruitment policy	Freq	8	26	28	138	307	419	4.84	1.394
		Per %	0.9	2.8	3	14.9	33.2	45.2
2	Recruitment and selection processes in your establishment are thorough and objective in line with policy.	Freq	6	38	34	160	448	229	448	1.031
		Per%	0.7	4.2	3.7	17.5	49	25
3	Deliberate attempts are being made to recruit the people who share the same set of values and beliefs of the establishment	Freq	20	59	56	190	381	223	4.64	1.213
		Per%	2.2	6.4	6	20.5	41	24
4	Keeping recruitment and selection practices across the organization mostly consistent	Freq	16	56	78	199	369	209	4.59	1.197
		Per %	1.7	6	8.4	21.5	39.8	22.5
5	Finding new workers through referrals from existing employees	Freq	65	124	73	202	300	152	4.10	1.498
		Per%	7.1	13.5	8	22.1	32.8	16.6
6	Placing and promoting the people who are best equipped to meet future demands of its Business/operation and not just qualification, seniority or length of service.	Freq	25	91	69	178	367	195	4.47	1.318
		Per%	2.7	9.8	7.5	19.2	39.7	21.1
Grand Mean = 4.57941