Being thesis submitted in the department of business administration and marketing, school of management
Source: Field Survey Result, 2016
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- Bu səhifədəki naviqasiya:
- Table 4.22: Comparison of the levels of HRMP and CE in the Banking and Civil Service Sectors of Ogun and Lagos States
- Group Statistics Type Of Establishment
- Sourc e: Field Survey Result, (2016) Interpretation
- CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.0. Introduction
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Source: Field Survey Result, 2016 Interpretation Table 4.21 reports the results of hierarchical multiple regressions analyses executed to determine the single and combined effects of human resources management practices and environmental factors on corporate entrepreneurship (CE). All the regression coefficients for independent and moderating variables are in the expected direction. Firstly, Model 1 reports the base model with only the independent or control variables. These control variables have a high and joint significant effect on corporate entrepreneurship with an adjusted R2 of 56.2% and multiple correlation coefficient of 0.752. While performance appraisal does not have a significant effect, Recruitment Practices (p < 0.05), Training Practices (p < 0.05), Compensation Practices (p < 0.05), Industrial Relation Practices (p < 0.05), and Job Design (p < 0.05) each has a significant effect on corporate entrepreneurship. Secondly, when the environmental factor was introduced in the regression (Model 2), a significant additional overall effect on corporate entrepreneurship occurs (a change from 56.2% to 56.5% i.e. R2 Δ = .3%). This means that environmental factor has a significant positive effect on corporate entrepreneurship (p < 0.05). The combined multiple correlation coefficients with corporate entrepreneurship have increased marginally in model 2 (from 0.752 to 0.754). This means that organizations that provide a more enabling internal environment for HRMP would have higher level of perceived corporate entrepreneurship. Thirdly, when the interaction of environmental factor and human resource management practices are introduced (Model 3), an increase in the overall effect of HRMP on corporate entrepreneurship occurs (change from 56.5% to 57.2% i.e. R2 Δ = .7%). The interaction of environmental factor and human resource management practices therefore contributed about 7% to the changes in the level of corporate entrepreneurship. There is also a significant multiple correlation coefficient increases from R= .754 to .758. This implies that an interaction of environmental factor and human resource management practices (0.575) affects corporate entrepreneurship in the selected institutions more than when human resource management practice (0.565) and environmental factor (0.568) are applied independently. This suggests that the level of HRMP and consequently that of the corresponding CE would be different in varying environments of HRMP. By extension, this implies that the level of HRMP and CE in the banking service industrial environment would be different from that of the banking service industrial environment. To confirm this, we conducted a comparative analysis of the levels of the HRMP and CE in the two industrial environments (the civil service and the banking services). The output of the t-test for this purpose is as presented below: Table 4.22: Comparison of the levels of HRMP and CE in the Banking and Civil Service Sectors of Ogun and Lagos States
Source: Researcher’s Analysis of Field’s Survey, (2016) Table 4.23: Independent Samples t-Test of the level of HRMP and CE in the Banking and Civil Service of Ogun and Lagos States 
Source: Field Survey Result, (2016) Interpretation Table 4.22 shows that the means of the levels of the practice of the different HRM practices is generally higher in the civil service than in the banking service sector. These differences are significant as shown in Table 4.23. This suggests that the respondents in the civil services perceived a higher level of best practices of HRM and the corresponding corporate entrepreneurship in the civil service than the respondents in the banking sector perceived the same in the banking industrial environment. Decision From the findings above, the null hypothesis seven (7), which states that the internal environment of the human resource management practices will not have any significant moderating influence on the relationship between human resource management practices and corporate entrepreneurship cannot be accepted. We can therefore conclude that the internal environment of HRMP has a significant moderating effect on the relationship between HRMP and corporate entrepreneurship and that the level of human resource management practices and their corresponding corporate entrepreneurship would be different in varying environments. 4.2.7.2. Discussions The seventh hypothesis states that the internal environment of the human resource management practices will not have any significant moderating effect on the relationship between HRMP and corporate entrepreneurship. It was designed to investigate the moderating effect of this environment on the relationship between HRM practices and corporate entrepreneurship in both the civil services and banking industrial institutions within Lagos and Ogun States of Nigeria. The result of this hypothesis is in two parts. First, there is a significant positive relationship between HRMP and CE and that the environment of human resource management practice has a significant moderating effect on this relationship in the two States. Secondly, as shown in Tables 4.22 and 4.23, the level of HRMP and corporate entrepreneurship differ between the banking industrial environment and the civil service industrial environment. Specifically there are higher levels of both (HRMP and CE) in the civil service than in the banking industrial evironment. In line with the finding of this study, Ozutkw and Ozturkler (2009), report that human resource management practices including recruitment and selection, training and development, compensation and benefit, performance appraisal, career development and industrial relations take place within certain environment. Such environment, according to them, influences the norms concerning the status and expected impact of the function in the organization. The factors which have this impact, according to Becker, Huselid and Ulrich (2001) include whether or not a department exit for the management of human resource, whether the department does mainly HR function or it is combined with other specialized duties, the professional status of the staff of the department charged with the management of human resource and the role the department is expected to play in corporate policy making. Becker et al., (2001) contended that these affect the type and intensity of HRMP and consequently, their impact on the development of entrepreneurial workforce and organization which support the finding from this study. Also, Guest (1995) stresses that the strategic integration of the HRM in the organization is a condition for playing its role effectively. Guest (1995) refers to this integration as the organization’s ability to incorporate HRM issues into its strategic plans, ensure that the various aspects of HRM practices cohere, and provide for line managers to incorporate HRM perspective into their day to day decision-making. Olorunda (2009), agreeing with this, describe the integration as the alignment of decisions about people with corporate strategic directions, planning processes, management practices and philosophy and linked it to the extent to which the management of human resources is expected to contribute to mission accomplishment and the managers are held accountable for their human resource management decisions. Further, Tubey, Rotich and Kurgat, (2015) explained that, in relation to this environment, different organizations are at different stages in their development and that these stages affect the practice of HRM and its contribution. For example, they linked the existence of a functional HRM department with the type and level of the practice of human resource management in organizations. They contended that the existence of formal structure for and the concentration on strategic HR functions is a reflection of the state of business and its HR practices; hence, its role and impact in corporate planning or policy making and outcome. Johnson and Mouly (2002), in agreement with our findings, agreed that the level, role and impact of HR function are influenced by corproate governance practices, level of the devolution and integration of HR functions, professionalization of HR staff and the strategic role of the HR functions. Also, in line with the findings of this study, Kane and Palmer (1995) contended that the professional status of HR staff influences the practice in terms of the knowledge about alternative HR policies and practices. Supporting this, Ozutkw and Ozturkler (2009), in their empirical study of the determinants of HR practice in the Turkish manufacturing industry found that the professional status of the key HR staff affect the extent of knowledge of the developments in HRM theory and the ability to put those developments into the policy formulation and implementation of HR strategies. These affect their potential for contributing to developing profit abilities such as entrepreneurial work behaviour. In contrast to expectations from the above, Cordona (2012), in a comparative study of public and private sectors, reported that the HRMP being pursued are similar, regardless of which sector they come from. However, Oludare (2013) reported that the effect of HRMP on employee outcomes in the public sector is slightly different from those implemented in the private sector companies. Building on this, Shrivastava and Gupta (2014), in another comparative study of the HR practices in public and private sector banks in Indore, established that the HR practices in the private sector banks differ from those being practices in the public sector. This buttresses our findings and is in line with our expectation that the environment of HRMP would influence its potential to contribute to producing entrepreneurial work behaviour. The second part of the finding is the one showing a significant difference in the level of the practice of HRM and the corresponding corporate entrepreneurship in the civil service and the banking industrial sub-sector in favour of the civil service. This departs from our expectation. Bolton and Thompson (2001) and Popoola (2010), earlier reported that the reforms in the public sector have not significantly improved the service offerings of the public service due to its poor HRM practices. This was corroborated by Azeez (2013) and Fatolu (2013) who both pointed to poor human resource management practices in the public service and the need to borrow a leave from the private sector, such as the banking sub sector, to upgrade the level of best HR practice in the services. A possible explanation of the current conflicting finding is the increasing awareness of the need and indeed the adoption of modern HRM practices that are being used in the private sector by the public sector agencies, leading to many reform initiatives in the services (Olaopa, 2010). According to Cankar and Petkovsek (2013), the importance of innovation is being realized in the public sector as in the private sector and that innovation in both sectors are comparable, probably due to the increasingly competitive political environments in many modern countries. In line with this, Townsend (2013) contended that the traditional perception that public service organisations are characterized by lack of innovation is no longer valid. Frederick (2016) reported that the performance revolution which started in the private sector has it effect in the public sector, leading to the production of reform attempts and documents. Examples of these are documents like the national economic and development strategy (NEEDS) in Nigeria. The civil services of Nigeria have, in this direction, introduced many performance improving HR related innovations such as SERVICOM, corporate visioning and performance target setting as reflected in the popularity of retreats by government agencies, the employment and placement of private sector personnel in the civil service as director generals, promotion examinations, among others (Olaopa, 2010). Infact, Lagos State government indeed created an Office of Innovation manned by a director general, who is an HR expert, recruited from the private sector. However, unlike the private sector, the public sector has the advantage of implementing the adopted human resource management reforms/ innovation in a more secured and stable environment due to it legal flavor, in addition to their generally more highly qualified staff. Another reason that may account for the reported perception of better HRMP in the civil service than the banking sub-sector is the nature of work in the two industrial sectors or environments. For example, in a critical study of the effect of job stress on the performance of bankers in Nigeria, Odumosu (2013) reports that working in the Nigerian banking industry is an inherently stressful experience with long working hours, heavy work loads, difficult customers and conflicting demands, leading to a relatively higher labour turnover in the sub-sector. According to him, unprofessional HRM practice like causualisation of staff, unreasonable performance targets, job role ambiquity and consequent unprofessional surviving strategies by staff and high labour turnover are common in the banking sector but uncommon in the civil service. Also, in a study of unethical banking practices and bank failure in Nigeria, Nwafa (2009) reports that the banking sector of Nigeria has been characterised by indiscriminate employment policy such as the employment of ladies for beauty, without regard for relevant qualifications. According to the study, contrary to best practices, promotion are often based on connection to those who could bring large amount of money to the bank, rather than potential and work performance as expected in a good performance appraisal system. Inyang (2014) and Okafor (2013) confirm but also attributed these to the reforms in the Nigerian banking sector (2004-2011) which, though sanities the sector but also brought series of attendant labour problems. They contended that despite being relaxed with the advent of modern technologies and inventions in the sector, employees are experiencing work overload and decreasing commitment to job. These may lead to the perception of the HRMP in the banking sector as deteroriating, while those of the civil service, as improving, relative to expectation, thus supporting the finding of this study. This study may therefore be an early warning signal of the failure of hidden poor HRMP in the banking sector. CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATIONS 5.0. Introduction This chapter presents the summary of the study, implication of findings, conclusion and recommendations, based on the findings. The chapter also contains the contribution to knowledge, limitation of the study as well as suggestions for further studies. 5.1. Summary This study investigates the relationship between HRM practices and corporate entrepreneurship as well as the moderating effect of the internal environment of human resource management practices on this relationship in the civil service and banking service industrial sectors of Ogun and Lagos States. The study is presented in a five chapter structure. Chapter one introduces the study. It covers the background and statement of the problems justifying the study as well as the objective which it tried to achieve. It contains the research questions and the hypotheses formulated to guide the study. This chapter also contains the scope and significance of the study in addition to the operationally used terms. Precautions taken to ensure compliance with appropriate standard of ethical considerations were also highlighted in this chapter.
The general objective which this study sought is to determine the relationship between human resources management practices and corporate enterpreneurhip. The specific objectives are to examine the relationship between recruitment and selection practices and corporate enterpreneurship; to evaluate the respective effects of training and development practices and job design on corporate entrepreneurship; to determine the relationship between performance appraisal practices and corporate entrepreneurship and to evaluate the relationship between compensation management practices and corporate entrepreneurship. The study further sought to examine the relationship between industrial relations and corporate entrepreneurship and evaluate the moderating effect of the environment of the practice of human resource management on the relationship between human resource management practices and corporate entrepreneurship. The summary of the findings, based on the analyses of empirical data obtained in the study, are here stated: There is a positive relationship between recruitment and selection practices and corporate entrepreneurship. Trainning and development activities have a significant positive effect on the level of corporate entrepreneurship; job design has a strong and positive effect on corporate entrepreneurship. There is a significant positive relationship between performance appraisal and corporate entrepreneurship; compensation management practices have a strong positive and significant relationship with corporate entrepreneurship; there is a significant positive relationship between industrial relations and corporate entrepreneurship; the internal environment of the practice of human resource management has a positive moderating effect on the relationship between human resource management practices and corporate entrepreneurship. The summary of findings is given in the Tables 5.1 and 5.2: Yüklə 2,36 Mb. Dostları ilə paylaş:
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