The Influence of Human Resource Management Practices on the Job Performance of Academic Staff: An Empirical Analysis of Selected Private Universities in Osun State, Nigeri

Abstract

This study examines the influence of Human Resource Management (HRM) practices on the job performance of academic staff in selected private universities in Osun State, Nigeria. The objectives include investigating the relationship between HRM practices and job performance, identifying key HRM practices that significantly impact academic staff performance, and assessing the role of training and development in enhancing job performance. This study adopts a descriptive survey research design utilizing a stratified random sampling technique to select 300 academic staff members from Bowen University, Joseph Ayo Babalola University, and Redeemer University. Data collection was conducted through structured questionnaires, and the reliability was confirmed with a Cronbach’s Alpha coefficient of 0.85. Inferential statistical techniques, particularly multiple linear regression analysis, are employed to determine the relationship between HRM practices and job performance. The findings indicate that HRM practices significantly influence job performance, with an R-squared value of 0.728, implying that 72.8% of the variance in job performance is explained by HRM practices. Key HRM variables such as work environment (β = 0.389, p = 0.000), compensation and benefits (β = 0.354, p = 0.000), and training and development (β = 0.312, p = 0.000) have the most significant impact on job performance. The study recommends that private universities enhance strategic HRM practices, particularly improving work conditions, remuneration, and training programs, to optimize staff productivity and institutional effectiveness. Future research should incorporate moderating variables, such as organizational culture, to deepen insights into HRM dynamics in academia.