Employee Relations Strategy: Implication for Performance in Lagos State University, South-West, Nigeria

Year 2016, , 53 - 63, 15.03.2016

Odunayo Paul Salau , Rowland Worlu Adewale Osibanjo Olaleke Ogunnaike Ebeguki Oni-ojo

https://doi.org/10.18394/iid.28545

Abstract

The incessant industrial action, strike, boycotting among workers in the educational sector especially in the public universities is becoming a worrisome phenomenon. This paper examined the impact of employee relations strategy (Organizational policies, Promotion, Equity, Recognition and Mentoring) on job performance in Lagos State University, Southwest, Nigeria. A model was developed and tested using One hundred and thirty six (136) copies of valid questionnaire, which were completed by staff in the State owned university, Lagos, Nigeria. Structural Equation Modeling was adopted to test the hypotheses and relationships that might exist among variables. Results of the analysis indicates that equity, promotion, mentoring and recognition have positive influence on employees’ performance. While in the opposite direction, organizational policies have negative and insignificant effect on job performance which suggest that increase in employees’ performance will require that managers pay more attention to friendly organizational policies.

Keywords

Organizational policies, Promotion, Equity, Recognition, Mentoring, Retention, Performance

Çalışan İlişkileri Stratejisi: Lagos Devlet Üniversitesi, Güney-Batı, Nijerya’da Performans Çıkarımı

Abstract

Özellikle devlet üniversitelerinde gerçekleşen kesintisiz işçi hareketleri, grevler ve çalışanlar arası boykotlar; eğitim sektörü için kaygı verici bir olgu haline gelmiştir. Bu çalışmanın temel amacı, Lagos Devlet Üniversitesi, Güney-Batı, Nijerya’da, çalışan ilişkileri stratejilerinin (örgütsel politikalar, terfi, adalet, takdir ve mentorluk) performans üzerine etkilerini incelemektir. Geliştirilen model, Lagos, Nijerya’daki devlet üniversitesinin çalışanları tarafından doldurulmuş yüz otuz altı (136) geçerli anket kullanılarak test edilmiştir. Değişkenler arasında bulunması muhtemel ilişkilerin ve hipotezlerin test edilmesi için Yapısal Eşitlik Modeli kullanılmıştır. Analiz sonuçları adalet, terfi, mentorluk ve takdirin çalışanların performansı üzerinde olumlu etkisi olduğunu göstermektedir. Aksine, örgütsel politikaların çalışanların performansı üzerinde olumsuz ve önemsiz etkisi olduğu görülmüştür. Elde edilen sonuçlara göre, çalışanların performansındaki artış, yöneticilerin daha uygun örgütsel politikalara önem vermesini gerektirmektedir.

Keywords

Örgütsel politikalar, Terfi; Adalet; Takdir; Mentorluk; Elde tutma; Performans

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