Programme: Industrial Relations and Human Resource Management

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Author: search.filters.author.SUNNY-EKANEM, Miracle EdiomiStart date: 2026

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    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, Dissertation
    As 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.