SKILL-ENHANCING PRACTICES, EMPLOYEE COMMITMENT, AND PERFORMANCE OF NIGERIA POLICE FORCE: A CROSS-SECTIONAL INVESTIGATION

Idowu Owoeye, Yusau Kazeem, Olakunle Jayeola, Dotun Faloye

Abstract


Evidence has been registered in the literature that human resource management systems for enhancing employee’s skills have a significant influence on employee’s attitudinal and behavioural outcomes, and as well as organisational outcomes. This evidence needs to be justified in Police Institution in Nigeria where studies on HRM practices-performance relationship remain empirically unexamined. This study therefore investigated the mediating effect of organisational commitment on the relationship between skill-enhancing practices and performance of Police Force in Nigeria. Utilising cross-sectional survey data from 321 respondents, this study found that the composite construct of skill-enhancing practices had a significant effect on performance of police Force in Nigeria. This study employed ‘PROCESS macro’ to test the hypothesis of mediation effect and the findings revealed that employee commitment fully mediated the relationship between skill-enhancing practices and performance in the context of Police Force in Nigeria. The findings of this study contain some policy implications on how to enhance human capital in an institution of Criminal Justice System such as Nigeria Police Force.

Article visualizations:

Hit counter


Keywords


skill-enhancing practices, AMO theory, self-determination theory, employee commitment, performance of police force, Nigeria

Full Text:

PDF

References


Achi, S. E., & Sleilati, E. (2016). The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector. International Journal of Trade and Global Markets, 9(2), 137-169.

Afriyie, E. O., Blankson, G. A., & Osumanu, M. D. (2013). Effect of Recruitment and Selection Practices on the Performance of Small and Medium Hotels of Osu Klottey Sub-Metropolitan Assembly of Greater Accra. Developing Country Studies, 3(11), 133-141.

Allen, T. D., Smith, M. A., Mael, F. A., Gavan O'Shea, P., & Eby, L. T. (2009). Organization-level mentoring and organizational performance within substance abuse centers. Journal of Management, 35(5), 1113-1128.

Anna, C., Bos‐Nehles, A. C., Van Riemsdijk, M. J., & Kees Looise, J. (2013). Employee perceptions of line management performance: applying the AMO theory to explain the effectiveness of line managers' HRM implementation. Human resource management, 52(6), 861-877.

Appelbaum, E., Bailey, T., Berg, P. B., Kalleberg, A. L., & Bailey, T. A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.

Armstrong, M. (2006). Strategic Human Resource Management-A Guide to Action 3rd Ed.

Boselie, P. (2010). High performance work practices in the health care sector: a Dutch case study. International Journal of Manpower, 31(1), 42-58.

Casad, S. (2012). Implications of job rotation literature for performance improvement practitioners. Performance Improvement Quarterly, 25(2), 27-41.

Chew, J., & Chan, C. C. (2008). Human resource practices, organizational commitment and intention to stay. International journal of manpower, 29(6), 503-522.

Deci, E., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.

Demortier, A. L. P., Delobbe, N., & El Akremi, A. (2014). Opening the black box of HR practices-performance relationship: Testing a three pathways AMO model. In Academy of Management Proceedings (Vol. 2014, No. 1, p. 14932). Briarcliff Manor, NY 10510: Academy of Management.

Eke, G. F., & Osaghae, F. S. O. (2018). The police force: crime management and prevention in Nigeria: a case study of Edo State. Online journal of Arts, Management & Social Sciences, 3(2).

Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection Criteria on Organizational Performance. Global Journal of Human Resource Management. 3(2), 22-23

Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.

Gardner, T. M., Wright, P. M., & Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill‐enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel psychology, 64(2), 315-350.

Ismail, A., Jui, M. K. K., Sham, F. M., Faqih, F., & Abdullah, N. A. (2015). [en] Effect of Mentoring Program on Mentees’ Academic Performance from an Islamic Perspective. Islāmiyyāt, 37(1).

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.

Kampkötter, P., Harbring, C., & Sliwka, D. (2018). Job rotation and employee performance–evidence from a longitudinal study in the financial services industry. The International Journal of Human Resource Management, 29(10), 1709-1735.

Karatepe, O. M., & Olugbade, O. A. (2016). The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria. International Journal of Contemporary Hospitality Management, 28(10), 2350-2371.

Karatepe, O. M., & Vatankhah, S. (2015). High-performance work practices, career satisfaction, and service

recovery performance: a study of flight attendants. Tourism Review, 70(1), 56-71.

Kellner, A., Cafferkey, K., & Townsend, K. (2019). Ability, Motivation and Opportunity theory: a formula for employee performance?. In Elgar Introduction to Theories of Human Resources and Employment Relations. Edward Elgar Publishing.

Khan, F., Rasli, A. M., Yusoff, R. M., Ahmed, T., Rehman, A., & Khan, M. M. (2014). Job rotation, job performance, organizational commitment: An empirical study on bank employees. Journal of Management info, 3(1), 33-46.

Kanu, A. M. (2015). How do recruitment and selection practices impact small and medium enterprises performance in the construction industry in Sierra Leone. Journal of Economics and Sustainable Development, 6 (5), 254-269.

Kaymaz, K. (2010). The effects of job rotation practices on motivation: A research on managers in the automotive organizations. Business and Economics Research Journal, 1(3), 69-85.

Kiiru, D. M. (2015). Strategic human resource management practices and performance of parastatals in Kenya. Unpublished doctoral thesis. Kenyatta University.

Kim, S., Egan, T. M., & Moon, M. J. (2014). Managerial coaching efficacy, work-related attitudes, and performance in public organizations: A comparative international study. Review of public personnel administration, 34(3), 237-262.

Kuvaas, B. (2008). An exploration of how the employee–organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45(1), 1-25.

Lamba, S., & Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research & Technology, 2(4), 407-423.

Liu, D., Liu, J., Kwan, H. K., & Mao, Y. (2009). What can I gain as a mentor? The effect of mentoring on the job performance and social status of mentors in China. Journal of Occupational and Organizational Psychology, 82(4), 871-895.

MacKinnon, D. P., Lockwood, C. M., Hoffman, J. M., West, S. G., & Sheets, V. (2002). A comparison of methods to test mediation and other intervening variable effects. Psychological methods, 7(1), 83.

Marescaux, E., De Winne, S., & Sels, L. (2013). HR practices and affective organisational commitment:(when) does HR differentiation pay off?. Human Resource Management Journal, 23(4), 329-345.

Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences/Revue Canadienne des sciences de l'administration, 17(4), 319-331.

Mohan, K., & Gomathi, S. (2015). The effects of job rotation practices on employee development: An empirical study on nurses in the hospitals of Vellore district. Mediterranean Journal of Social Sciences, 6(1), 209.

Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?. Journal of applied psychology, 76(6), 845.

Mostafa, A. M. S. (2016). High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?. Public Management Review, 18(8), 1218-1237.

Muduli, A. (2015). High performance work system, HRD climate and organisational performance: An empirical study. European journal of Training and development, 39(3), 239-257.

Muli, J. V. (2014). Work Life Initiatives and Performance of Employees of Commercial Banks in Kenya (Unpublished Doctoral dissertation, Kenyatta University).

Obeidat, S. M., Mitchell, R., & Bray, M. (2016). The link between high performance work practices and organizational performance: Empirically validating the conceptualization of HPWP according to the AMO model. Employee Relations, 38(4), 578-595.

Ozcelik, G., & Uyargil, C. (2015). A Conceptual Framework for Line Managers’ HRM Implementation Effectiveness: Integrating Social Context and Amo Theories. Journal of Business Economics and Finance, 4(2).

Ofobruku, S. A., & Nwakoby, N. P. (2015). Effects of Mentoring on Employees' Performance in Selected Family Business in Abuja, Nigeria. Singaporean Journal of Business, Economics and Management Studies, 51(2681), 1-22.

Omolo, J. W., Oginda, M. N., & Oso, W. Y. (2012). Effect of recruitment and selection of employees on the performance of small and medium enterprises in Kisumu municipality, Kenya. International Journal of Human Resource Studies, 2(3), 139.

Osayande, P. B. (2008). Factors inhibiting police performance in Nigeria. A Paper Presented at The Occasion of the Retreat with the Theme: Understanding the Mandate and Operations of the Police Service Commission in Context of the Rule of Law.

Pallant, J. (2005). SPSS Statistical Manual, 2nd ed., Allen & Unwin, Crows Nest.

Paré, G., & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment ,and citizenship behaviours on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.

Piyasena, C. C. (2016). Impact of HRM Practices on Affective, Continuance and Normative Commitment of Apparel Sector Employees in Sri Lanka. Imperial Journal of Interdisciplinary Research, 2(8).

Rosenbaum, D. P., Maskaly, J., Lawrence, D. S., Escamilla, J. H., Enciso, G., Christoff, T E., & Posick, C. (2017). The Police-Community Interaction Survey: measuring police performance in new ways. Policing: An International Journal of Police Strategies & Management, 40(1), 112-127.

Saifalislam, K. M., Osman, A., & AlQudah, M. K. (2014). Human Resource Management Practices: Influence of recruitment and selection, and training and development on the organizational performance of the Jordanian Public University. organization, 3, 1-08873.

Saravani, S. R., & Abbasi, B. (2013). Investigating the influence of job rotation on performance by considering skill variation and job satisfaction of bank employees. Tehnički vjesnik, 20(3), 473-478.

Savaneviciene, A., & Stankeviciute, Z. (2012). Human resource management and performance: From practices towards sustainable competitive advantage. In Globalization-Education and Management Agendas. InTech.

Tremblay, M., Cloutier, J., Simard, G., Chênevert, D., & Vandenberghe, C. (2010). The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance. The International Journal of Human Resource Management, 21(3), 405-433.

Utrilla, P. N. C., Grande, F. A., & Lorenzo, D. (2015). The effects of coaching in employees and organizational performance: The Spanish Case. Intangible Capital, 11(2), 166-189.

Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM—performance relationship. International review of administrative sciences, 75(1), 11-34.

Vermeeren, B. (2017). Influencing public sector performance: studying the impact of ability-motivation and opportunity-enhancing human resources practices on various performance outcomes in the public sector. International Review of Administrative Sciences, 83(4), 717-737.

Wright, P. M., Gardner, T. M., & Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human resource management journal, 13(3), 21-36.




DOI: http://dx.doi.org/10.46827/ejhrms.v4i4.973

Refbacks

  • There are currently no refbacks.


Copyright (c) 2020 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.