Effect of Human Resource Management Practices on Organisational Performance: Evidence from Coleman Wire and Cable Industry, Ogun State, Nigeria

Abstract

This study examined the effect of human resource management (HRM) practices on organisational performance at Coleman Wire and Cable Industry, Ibafo, Ogun State, Nigeria. It focused on recruitment and selection, training and development, performance-based reward systems, and employee involvement and participation. The study was anchored on the Resource-Based View, the Ability-Motivation-Opportunity model, and Social Exchange Theory. A quantitative cross-sectional survey design was adopted. Data were obtained from 220 employees and managers selected through stratified random sampling using a structured five-point Likert questionnaire. Descriptive statistics, Pearson correlation and multiple regression were used for analysis. The results showed that the four HRM practices jointly explained 55.8% of the variance in organisational performance (R² = .558, adjusted R² = .550), and the regression model was significant, F(4, 215) = 67.849, p < .001. Training and development was the strongest predictor (β = .382, p < .001), followed by recruitment and selection (β = .254, p < .001), performance-based rewards (β = .231, p < .001), and employee involvement and participation (β = .126, p = .017). All four null hypotheses were rejected. The study concludes that HRM practices are important strategic drivers of performance in technically demanding manufacturing environments. It recommends strengthening competency-based recruitment, continuous technical training, transparent performance-linked rewards, and structured employee participation mechanisms.