HUMAN CAPITAL INVESTMENT AND ORGANISATIONAL COMMITMENT FOR THE SUSTAINABLE DEVELOPMENT OF ORGANIZATIONS IN BENIN CITY, NIGERIA

Authors: Eguonor Jennifer Oleabhiele & Ofobruku Sylvester Abomeh*

ABSTRACT

The sustainability of an enterprise requires that organisation’s goals must be consistently achieved by a skilled and committed workforce. Hence, the need for organisations to critically meet employees’ work needs to achieve organisational objectives. This research, was designed to examine the relationship between human capital investment (in the form of employee training and skill development, healthcare and wellness programmes) and organizational commitment in selected organisations in Benin City, Nigeria. Human capital theory and Resource-based view provided the framework, while cross-sectional survey research design was adopted. The Nigeria Petroleum Development Company Limited (NPDC) and Nigerian Bottling Company Limited (NBC) were purposively selected. Using Yamane’s (1976) method, 536 respondents (274 from NPDC and 262 from NBC) were selected. Departments within the organisations and respondents were systematically and randomly sampled respectively. A semi-structured questionnaire elicited information from respondents with five in-depth interviews and two key informant interviews conducted. Quantitative data were analysed using descriptive and inferential statistics while qualitative data were content analysed. Findings on employees’ perceived level of benefit from human capital investment revealed that most respondents in NPDC and NBC benefited from TSD and HCW. Findings also revealed that HCI (TSD and HCW positively influenced organisational commitment. Inadequate technological infrastructure, lack of resilience in the pursuit of TSD and HCW programmes by HR managers, management consideration of the cost implications and poor attitude towards TSD and HCW were challenges encountered with HCI in the study organisations. The study therefore recommended that management look into challenges militating against the implementation of HCI in their organization especially with reference to providing the necessary facilities for effective HCI.

Keywords: Human capital investment, organisational commitment, sustainable development, organization, human resource

REFERENCE

  • Ahmad, T., Farrukh, F. and Nazir, S. (2015) Capacity building boost employees’ performance, Industrial and Commercial Training, 47(2) 61 – 66.
  • Akar, H and Üstüner, M. (2017). Turkish adaptation of work-related quality of life scale: validity and reliability studies” İnönü Üniversitesi.
  • Akintayo, D. I. (2012). Human Capital Formation Programmes and Organizational Commitment among Industrial Workers in South -West Nigeria. International Journal of Human Resource Studies, 2(4): 33.
  • Armstrong, M (2009). Armstrong’s handbook of human resources management practice 11th Edition, London: Kogan Page.
  • Armstrong, M. (2009). Armstrong’s handbook of human resource management practice. 11th ed. London: Kogan Page Limited.
  • Babbie, E. 2013. The practice of social research, 13th ed., International Edition: Wadsworth cengage learning, 32-42.
  • Balliester, T. and Elsheikhi, A. (2018). The future of work: A literature review, Research Department, International Labour Organisation (ILO), Working Paper No. 29.
  • Barney, J. B. (1991). Firm resources and sustained competitive advantage, Journal of Management Studies, 17(1), 99-120
  • Bhuvaneswari, P., Suganya, N. S. and VishnuPriya, K. (2012). A study of quality of work life among employees n Neyeli Lignite Corporation Limited, Tamilnadu. The International Journal –Research Journal of Commerce & Behavioural Science, 1(4), 29-32.
  • Bohlander, G. and Shell, S. (2010), Managing human resources, South Western Cengage Learning, Mason, OH.
  • Bohlander, G., Snell, S., and Sherman, A. (2000). Managing human resources. Cincinnati, Ohio: South-Western College Publishing.
  • Bose, I. (2018). Employee empowerment and employee performance: An empirical study on selected banks in UAE, Journal of Applied Management and Investments, 7(2), 71-82.
  • Boxall, P. F. (1996). The strategic HRM debate and the resource-based view of the firm, Human Resource Management Journal, 6(3), 59-75
  • Buchanan, D. A., and Boddy, D. (1983). Advanced technology and the quality ofwWorking life: the effects of computerized controls on biscuit-making operators. Journal of Occupational Psychology, 56, 109-119.
  • Cooke, W. N. (1994). Employee participation programs, group-based incentives, and company performance: A union-non-union comparison. ILR Review, 47(4), 594-609.
  • Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, 297-334.
  • Daud, N. (2010). Investigating the relationship between the quality of work life and organisational commitment amongst employees in Malaysian firms. International Journal of Business and Management, 5(10), 75-82.
  • Dawodu, A. A, Akintunde, O. A., and Olulana, B. S. (2018). Human capital development and organisational performance in the food, beverage and tabacco industry in Lagos State, Nigeria. Nigerian Journal of Management Studies, 18(2), 27-35.
  • Delery, J. E. and Doty, H. D. (1996). Modes of theorizing in strategic human resource management: tests of universality, contingency and configurational performance predictions, Academy of Management Journal, 39(4), 802-35
  • Dobre, O. (2013). Employee Motivation and organizational performance, Review of Applied Socio-Economic Research, 5(1), 53-55.
  • Eaton, A. E, Gordon, M. E and Keefe, J. H. (1992). The impact of quality of work life programs and grievance system effectiveness on union commitment. Industrial and Labor Relations Review, 45(3), 591-604.
  • Epie, C. (2007). The business case for family-responsible management evidence from the banking sector in Nigeria. Doha International Institute for Family Studies and Development, 1- 29.
  • Gadon, H. (1984). Making sense of quality of work-life programs. Business Horizons, January-February, 42-46.
  • Hargreaves, H. D. (2011). System redesign for system capacity building, Journal of Educational Administration, 49(6), 685-700.
  • http;//npdc.nnpcgroup.com
  • ILO. (2013). Sustainable development, decent work and green jobs, International Labour Office, Geneva.
  • ILO. (2016). Decent work and the 2030 Agenda for sustainable Development, International Labour Office, Geneva.
  • ILO. (2018): Industry, innovation and infrastructure: why it matters_Goal-9, International Labour Office, Geneva.
  • International Labour Organisation (ILO). 2011. Promoting decent work in a green economy, International Labour Office, Geneva.
  • Jayakumar, A. and Kalaiselvi, K. (2012). Quality of work life- an overview. International Journal of Marketing, Financial Services and Management Research, 1(10).
  • Joseph O. B. (2015). An assessment of the training and developmental needs of employees in Nigerian Local Government. Review Pub Administration Management. 3 (1), 1-6.
  • Kemboi, A., B., Geoffrey and Keter, C. (2014). “Intellectual Capital as an Antecedents to Employees Performance in Commercial Banks in Eldoret Town, Kenya”, Developing Country Studies, 4(4), 34-44.
  • Kumar, N. and Garg, P. (2011).  Impact of motivational factors on employee’s job satisfaction- A study on some selected organisation in Punjab, India. Asian Journal of Management Research, 2 (1), 672-683.
  • MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance, Industrial Relations Review, 48(2), 199-221.
  • Mowday, R.T., Porter, L. W., and Steers, R. M. (1982). Employee organisation linkages: the
  • Mustafa-Shaibu, M., (2018). Minimum wage and standard of living among junior civil servants in ministries in Benin City, Ilorin Journal of Sociology, 10(1), 116-133.
  • Namasivayam, K., and Denizci, B., (2006). “Human capital in service orgnaization: Identifying Value Drivers”, Journal of Intellectual Capital, 7(3), 381-393.
  • Narendra, S. C., and Preeti, B. (2016). Training and development and job satisfaction in education sector. Journal of Resources Development and Management, 16, pp. 42-45.
  • National Bureau of Statistics ( 2008). Social Statistics in Nigeria: NBS Report.
  • National Bureau of Statistics (2009). Social Statistics in Nigeria: NBS Report.
  • National Bureau of Statistics (2012). Social Statistics in Nigeria: NBS Report.
  • Nigeria Communication Commission (2008). Social Economic Survey of Nigeria: NBS Report.
  • Nigerian National Petroleum Corporation News, (July 2015). NNPC commits to green economy, sustainable development of environment, 49(14), 6, 23.
  • Nigerian Petroleum Development Company Limited Newsletter, 3rd and 4th Quarter, 2013, House of Representatives commends NPDC, pp. 5.
  • OECD (2001b), Sustainable development: Critical issues, OECD, Paris.
  • Ofobruku Sylvester Abomeh, & Mansion Agnas. (2024). Organizational socialization influence and employees’ commitment; a scientometric analysis. GVU Journal of Management and Social Sciences, 9(2), 127–141. https://doi.org/10.5281/zenodo.14719365
  • Ogunbodede, N. (2016). In service training and job satisfaction in the Nigerian public service: A Theoretical Analysis. International Journal of Academic Research in Business and Social Sciences, 6 (5), 141-151.
  • Oleabhiele E. J. (2012). Quality of work-life programme and its implementation in the Nigerian          banking industry. Ibadan City, Oyo State. (Unpublished M.Sc. Dissertation), University of Ibadan, Ibadan, Nigeria. Department of Sociology.
  • Oleabhiele E. J. (2021). Quality of work-life programme and job attitudes amongst employees in selected organisations in Benin City, Nigerian (Unpublished P.hD Thesis), University of Ibadan, Ibadan, Nigeria. Department of Sociology.
  • Onwumere, J.U.J. (2008) “Microfinance and Developing the Nigerian Economy”, The Nigerian Banker, October — December 2008
  • Osunbor, I., &Ofobruku, S. A. (2023). Perceptions of research design for qualitative and quantitative studies. West African Social and Management Science Review. 74 – 84
  • Parks, K. M and Steelman, L. A. (2008). Organizational wellness programs: a meta-analysis. Journal of Occupational Health Psychology, 13(1), 58–68.
  • Psychology of commitment, absenteeism, and turnover. Orlando: Academic Press.
  • Rethinam G. S. and Maimunah, I. (2008). Constructs of quality of work-life: A perspective of information and Technology Professionals. European Journal of Social Sciences, 7(1), 58-70.
  • Richardson, A. and Beckham, L. (2015). Paradox in performance challenges: international banking in Canada and North America, International Journal of Banking and Finance, 27(1), 51-68,
  • Ritzer, G. (2011). Sociological theory, 7th edition. Mcgraw-Hill international edition. Singapore, 416-423.
  • Salie, S., and Schlechter, A. (2012). A formative evaluation of a staff reward and recognition programme. SA Journal of Human Resource Management, 10(3), 422-432.
  • Shields, J. (2016), Managing Employee Performance and Reward: Concepts, Practices and Strategies, Cambridge University Press, Cambridge.
  • Sila, A. K. 2014. Relationship between training and performance: a case study of Kenya women finance trust Eastern Nyanza Region, Kenya. European Journal of Business and Social Sciences, 3 (1), 95-117.
  • Singh B.P., (2000). Chanapat Raj Publications New Delhi 5th Edition
  • Singh, R. and Aluwalia, D. (2011) High investment human resource systems in Indian organizations”, Journal of Management, 9(1), 70.
  • Sirgy, M. J., Reilly, N. P, Wu, J., and Efraty, D. (2008). A work-life identity model of well-being: towards a research agenda linking quality-of-worklife (qwl) programs with quality of life (qol). Applied Research in Quality of Life, 3(3), 181–202.
  • Swapna, M. (2015). Quality of work life metrics as a predictor of job satisfaction and organisational commitment: a study with special reference to information technology industry. Mediterranean Journal of Social Sciences, 6(3), 170-176.
  • Tella, A., Ayeni, C. O. and Popoola, S. O. (2007). Work motivation, job satisfaction and organisational commitment of library personnel in academic and research libraries in Oyo state, Nigeria, Library Philosophy and Practice.
  • Ugboro, I. (2006). Organizational commitment, job redesign, employee empowerment and intent to quit among survivors of restructuring and downsizing, Journal of Behavioral and Applied Management, 7(3), 232.
  • Veeramani, C. & Chandrasekaran, R (2017). Impact of human capital challenge on organisational commitment: An empirical study in Tangedco. International Journal of Human Resources Management and Research (IJHRMR),  7(6), 25-34.
  • Veeramani, G., and Gayathri, R. (2013). A conceptual study on implication of quality work life (QWL) in human resource management. International Journal of Management Research and Reviews, 3, 3949–3953.
  • Vroom, V. (1964). Work and motivation. New York: Wiley.
  • Wright, P. M., Dunfold, B. B. and Snell, S. A. (2001). Human resources and the resource-based view of the firm, Journal of Management, 27(6), 701-721
  • Yamane, Taro. (1967). Statistics: an introductory analysis, 2nd Edition, New York: Harper and Row.