Programme: Industrial Relations and Human Resource Management
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Item TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE(Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, DissertationTalent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practicesItem TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE(Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, DissertationTalent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practicesItem INFLUENCE OF WORKPLACE FLEXIBILITY ON EMPLOYEE RETENTION IN NESTLÉ NIGERIA PLC, AGBARA(Covenant University, Ota, 2026-06) YEMITAN, Abigail Oyindamola; Covenant University, DissertationThis study examined the influence of workplace flexibility on employee retention in Nestlé Nigeria Plc, Agbara. It investigated the extent to which workplace flexibility affects employee retention, the impact of employees’ perceptions of workplace flexibility on their intention to remain with the organisation, and the organisational and managerial factors that strengthen or weaken this relationship. The growing adoption of flexible work arrangements in multinational corporations has raised important questions about their effectiveness in improving employee retention, particularly in manufacturing contexts in developing economies. A quantitative survey design was adopted, and data were collected using structured self-developed questionnaires administered to employees of Nestlé Nigeria Plc, Agbara. Although a sample size of 170 was targeted, 93 valid responses were obtained through voluntary participation and used for analysis. Descriptive statistics and linear regression analysis were employed to test the hypotheses and examine relationships among workplace flexibility, managerial factors and employee retention. The findings revealed that workplace flexibility has a significant positive effect on employee retention. Employees with favourable perceptions of workplace flexibility demonstrated stronger intentions to remain with the organisation. In addition, organisational and managerial factors were found to significantly strengthen the relationship between workplace flexibility and employee retention, with managerial support emerging as a particularly strong predictor of retention outcomes. The study concludes that workplace flexibility is an important determinant of employee retention, but its effectiveness is largely dependent on supportive managerial and organisational environments. It recommends that organisations strengthen flexible work policies and develop managerial capabilities to enhance employee retention outcomesItem TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE(Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, DissertationTalent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practicesItem EFFECT OF RESKILLING AND UPSKILLING STRATEGIES ON EMPLOYEE ENGAGEMENT IN SELECTED MANUFACTURING COMPANIES WITHIN LAGOS AND OGUN STATES(Covenant University, Ota, 2026-06) SUNNY-EKANEM, Miracle Ediomi; Covenant University, DissertationAs manufacturing organisations become more automated and digital, their skill needs are changing, and there's a need for better reskilling and upskilling strategies to keep skills up to date and maintain engagement levels. This study examined the impact of reskilling and upskilling strategies on employee engagement in selected fast-moving consumer goods manufacturing companies in Lagos and Ogun States, Nigeria. In particular, the study focused on how the development of digital learning, technical skills, learning flexibility, and mentorship relates to affective, behavioral, and cognitive engagement. This study was designed as mixed-methods research. The quantitative data were gathered using a structured questionnaire administered to workers at the selected FMCG manufacturing companies, and the qualitative data were gathered through semi-structured interviews with managerial personnel at the selected company. The quantitative data were analysed with Smart Partial Least Squares Structural Equation Modelling (PLS-SEM), and the qualitative data were analysed reflexively, through thematic analysis. The findings revealed that digital learning development had a significant positive effect on behavioural engagement (β = 0.214, p < 0.05) and cognitive engagement (β = 0.166, p < 0.05), but no significant effect on affective engagement (β = 0.085, p > 0.05). Technical skill development was a significant factor in affective engagement (β = 0.124, p ≤ 0.05), behavioural engagement (β = 0.181, p < 0.05) and cognitive engagement (β = 0.194, p < 0.05). Learning flexibility significantly enhanced affective engagement (β = 0.299, p < 0.001), behavioural engagement (β = 0.234, p < 0.001), and cognitive engagement (β = 0.267, p < 0.001). Similarly, mentorship significantly influenced affective engagement (β = 0.353, p < 0.001), behavioural engagement (β = 0.222, p < 0.01), and cognitive engagement (β = 0.209, p < 0.01). The study finds that reskilling and upskilling are important mechanisms to improve employee engagement and adaptability in technology-driven manufacturing contexts. Thus, the study recommends that FMCG manufacturing firms institutionalize flexible learning systems, strengthen mentorship programs, invest in continuous development of technical and digital skills, and integrate workforce development strategies into organizational policies to sustain employee engagement and competitiveness in an increasingly automated workplace.Item EFFECTS OF AUTOMATED SYSTEMS ON EMPLOYEES’ EXPERIENCE IN TIER-2 DEPOSIT MONEY BANKS, LAGOS STATE, NIGERIA(Covenant University, Ota, 2026-06) ONUMAJURU, RICHARD ICHEBADU; Covenant University, DissertationThe rapid adoption of automated systems in Nigeria's banking sector, accelerated by the Central Bank of Nigeria's cashless policy and fintech competition, has generated contradictory outcomes for employees. While automation promises operational efficiency, industry evidence indicates rising technostress, job insecurity, and high turnover among bank employees, particularly in Tier-2 Deposit Money Banks (DMBs). Despite controlling 38% of industry assets and employing over 18,000 staff in Lagos State, Tier-2 DMBs remain disproportionately underrepresented in empirical literature. This study examined the effects of automated systems on employees' experience in Tier-2 Deposit Money Banks in Lagos State, Nigeria. Specifically, it disaggregated automated systems into four dimensions; technological infrastructure, process automation, process efficiency, and task completion rate; and assessed their effects on employee engagement, mental well-being, and employee retention. Anchored on the Job Demands-Resources Theory, Sociotechnical Systems Theory, and the Technology Acceptance Model, the study adopted a quantitative, cross-sectional, explanatory survey design. A structured questionnaire was administered to employees drawn from five Tier-2 DMBs; Ecobank Plc, First City Monument Bank Plc, Sterling Bank Plc, Stanbic IBTC Bank Plc, and Wema Bank Plc; operating across Island and Mainland branches in Lagos State. Data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). Findings revealed that automated systems have significant positive effects on employees' experience, with technological infrastructure, process automation, process efficiency, and task completion rate collectively enhancing employee engagement, mental well-being, and retention when implemented within a supportive organisational context. The study concluded that successful automation requires a balanced approach integrating technological innovation with employee-centred management practices. Recommendations include continuous investment in reliable technological infrastructure, comprehensive reskilling programmes, and the development of human-centric automation policies.Item ASSESSMENT OF CHANGE MANAGEMENT ON LEADERSHIP EFFECTIVENESS IN THE NIGERIAN FINANCIAL SERVICES SECTOR: A STUDY OF GTBANK LAGOS(Covenant University, Ota, 2026-06) OLAYINKA, TIJESUNIMI WISDOM; Covenant University, DissertationOrganisational transformation has become increasingly prominent within the Nigerian financial services sector due to digital banking expansion, financial technology integration, regulatory reforms, operational restructuring, and changing customer expectations. Although organisational change is gaining prominence, the evidence of the effect of change management on the effectiveness of leadership in the banking sector in Nigeria is scanty. This study examined the impact of change management on leadership effectiveness in the Nigerian financial services sector (NFS) with GTBank in Lagos as the context of the study. The research design used was quantitative cross-sectional explanatory research, which is based on the positivist philosophy. Data was collected using structured questionnaire from the employees of selected GTBank branches in Lagos state. Data was analysed descriptively and further analysed by Partial Least Squares Structural Equation Modelling (PLS-SEM) software version 4.0.The data were analysed descriptively and then analysed using the software PLS-SEM version 4.0. The results indicated that the effective change management had a significant impact on the leadership in each of the dimensions of the study. In general, the study confirmed that structured change management practices help to enhance the effectiveness of the leadership in developing adaptability of the organisation during transitional process. The study further recommends that financial institutions improve their organizational communication network, adopt participatory leadership practice, invest in the ongoing development of staff and ensure leadership commitment for improvement is visible to the staff during organizational change to improve their leadership