Understanding the Effect of HRM Practices on Employees’ Task Performance: An Empirical Evidence from Civil Service in Nigeria

Abubakar Tabiu

Abstract


For years the performance of public sector employees has been questioned especially in developing countries like Nigeria where employees are expected to exert more efforts in discharging their assigned responsibilities. On the premises of Social Exchange Theory (SET), this study examined the effect of HRM practices on public sector employees’ task performance using a sample of 265 Civil Servants drawn from 27 local government employees in Jigawa State of Nigeria. Using the Partial Least Square Structural Equation Modeling (PLS SEM) the findings revealed that HRM practices including training, compensation, autonomy, communication and career planning had a significant positive relationship with employees’ task performance. The results suggested that application of effective HRM practices in organization will promote high performance of employees not only in the private sector alone as indicated by many studies, but also within the public sector organizations.


Keywords


HRM Practices; Task Performance; Civil Service; Public Sector Employees

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References


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DOI: http://dx.doi.org/10.20321/nilejbe.v5i11.171

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