College of Management and Social Sciences
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Item STRATEGIC STAKEHOLDER ENGAGEMENT ON ORGANISATIONAL PERFORMANCE: A STUDY OF SELECTED NON-GOVERNMENTAL ORGANISATIONS IN SOUTH-WEST, NIGERIA(Covenant University, Ota, 2026-06) AYANLEYE, OMOTOYOSI GOODNESS; Covenant University, DissertationThe study investigated the relationship between stakeholder involvement and performance of selected non-governmental organisations (NGOs) in South-West Nigeria. The study was driven by funding instability, insufficient stakeholder coordination, inefficient use of resources, and stakeholder dissatisfaction. A quantitative correlational research design was used with 335 staff/volunteers from the selected NGOs in Ogun and Lagos States, who were selected using questionnaires. Descriptive statistics and Partial Least Squares Structural Equation Modelling (PLS-SEM) were used to analyse the data in the present study. The results indicated that the strategic identification, analysis, influence, and engagement of stakeholders had a significant and positive effect on the organisation's performance. Stakeholder analysis contributed to a more effective programme and, in particular, to stakeholder satisfaction. The study found that strategic stakeholder engagement is an essential factor in the performance of NGO workers and could lead to greater sustainability, efficiency, programme impact, and trust in the NGO. It suggests that stakeholder mapping, feedback and inclusive engagement practices need to be improved to boost organisational performance.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 IMPACT OF GREEN INNOVATION ADOPTION AS A COMPETITIVE STRATEGY ON SME PERFORMANCE IN OGUN STATE, NIGERIA(Covenant University, Ota, 2026-06) OSAYOMWANBO, Jouhua Osakpolor; Covenant University, DissertationSmall and medium-sized enterprises (SMEs) are the backbone of Nigeria’s economy, contributing significantly to employment and GDP, yet they face mounting environmental pressures, resource constraints, and competitive challenges. This study investigates the impact of green innovation adoption as a competitive strategy on SME performance in Ogun State, Nigeria’s primary industrial hub. The research examines whether green innovation (product, process, marketing, and organizational dimensions) enhances multi-dimensional performance (financial, operational, market, cost efficiency, and growth/sustainability) through the mediating role of competitive strategy (differentiation, cost leadership, focus, and strategic flexibility). A quantitative cross-sectional survey design was adopted, targeting 500 registered SMEs in manufacturing, agro-processing, construction, and selected services across key industrial clusters (Agbara, Sango-Ota, Mowe, Abeokuta). Data were collected using a structured questionnaire with 5-point Likert scales, adapted from validated instruments (Chen et al., 2006; Porter, 1985; Kaplan & Norton, 1996; Elkington, 1997). The sample was drawn through multi-stage sampling (purposive selection of LGAs, stratified by sector, simple random within strata). Analysis was conducted using SPSS 27 for descriptive statistics and SmartPLS 4 for PLS-SEM to test direct effects, mediation, and model fit. Findings indicate that green innovation adoption positively influences SME performance, with competitive strategy partially mediating the relationship. Process and organizational innovations show particularly strong effects on cost efficiency and operational performance, while product and marketing innovations drive market and financial outcomes. In Ogun’s high-pollution, high-cost industrial environment, green adoption strengthens resilience and competitiveness. The study recommends policy interventions (green finance, training, incentives) and cluster-level collaboration to accelerate adoption among Ogun SMEs. These insights contribute localized evidence to the literature and offer practical guidance for sustainable SME development in Nigeria’s industrial heartland.Item EFFECT OF MANAGEMENT PRACTICES ON SUSTAINABLE PERFORMANCE OF SELECTED EVENT FIRMS IN LAGOS STATE, NIGERIA(Covenant University, Ota, 2026-06) FADIYA, Boluwatife Oluwatobiloba; Covenant University, DissertationDespite the increased demand for event services, the situation remains challenging for event management companies in Lagos State, Nigeria, as they still struggle with weak strategic planning, suboptimal resource use, lack of brand awareness, and low customer relationship management practices. Though event management has become a major economic activity, literature on how the practices of event management influence sustainable performance together is limited, and most studies are general service-sector studies or studies focused on manufacturing and MSMEs, and not capturing the operational realities that are specific to event management-based services. The gap establishes a limitation for practitioners and policymakers in the sector to make decisions based on available evidence. The study explored the impact of event management practices on sustainable performance of selected event management companies in Lagos State, Nigeria based on this gap. A quantitative, cross sectional survey research design was used. The population of the study were 1451 registered firms and event planners in the event management industry in Lagos State. Sample size was calculated using the Taro Yamane formula at a 5% margin of error, which resulted in a minimal sample size of 314 respondents, but this was increased by 30% to make up for non-response, which returned a sample size of 408 respondents. The sampling method used was a multi stage sampling method which involved stratified sampling, simple random sampling and convenience sampling. A structured questionnaire was used to gather the data from the owners, managers and senior operational staff and 383 valid questionnaires were retrieved and analyzed by multiple regression analysis. The results showed that strategic planning had a significant impact on operational efficiency (β = 0.651 p < 0.001), resource management had a positive impact on adaptability (β = 0.650, p < 0.001), brand development had a positive impact on market visibility (β = 0.682, p < 0.001), relationship management had a positive impact on customer retention (β = 0.721, p < 0.001). < 0.001). The joint model accounted for 64.1% of the variance in sustainable performance (R² = 0.641, p < 0.001). The study found that good event management practices are key enablers of sustainable performance and long-term competitiveness of event management firms in Lagos State and recommended that event management firms improve their structured planning system, their resource allocation framework, their deliberate investment in the positioning of their brands and also invest more in their long-term customer relation management in order to improve their sustainable performance and long-term competitiveness.Item 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 SOCIAL MEDIA ADOPTION AND BUSINESS SUSTAINABILITY: A STUDY OF BORN-GLOBAL FASHION FIRMS IN NIGERIA(Covenant University, Ota, 2026-06) SANYAOLU, Florence Ayomide; Covenant University, DissertationNigerian born-global fashion firms increasingly rely on social media to reach international markets, yet many still struggle to convert high engagement into measurable, sustained business outcomes. Existing studies have largely examined social media's effect on business performance as a single outcome in developed-market contexts, leaving its relationship with business sustainability underexplored in emerging-market contexts. This study, therefore, investigated the influence of social media adoption on business sustainability among born-global fashion enterprises in the Lagos-Ogun State Nigeria. Social media adoption was assessed across four dimensions: Engagement and Community Building, Market Responsiveness and Agility, Influencer Leverage, and Platform Usage Intensity, while business sustainability was measured across Economic, Social, Environmental, and Operational dimensions, anchored on the Triple Bottom Line framework and Dynamic Capabilities Theory. A quantitative survey design was adopted, with structured questionnaires administered to 383 respondents drawn from born-global fashion entrepreneurs, designers, and social media managers in Lagos and Ogun States, and data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) via SmartPLS 4. Findings revealed that all four social media adoption dimensions had a significant positive influence on business sustainability (p < 0.001), with Engagement and Community Building explaining between 22.2% and 33.2% of the variance across the four sustainability dimensions. The study concludes that strategic social media adoption is a foundational driver of long-term business sustainability for born-global fashion enterprises in Nigeria, with engagement quality and influencer accountability generating the greatest sustainability returns.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 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 SOCIAL MEDIA ADOPTION AND BUSINESS SUSTAINABILITY: A STUDY OF BORN-GLOBAL FASHION FIRMS IN NIGERIA(Covenant University, Ota, 2026-06) Sanyaolu, Florence Ayomide; Covenant University, DissertationNigerian born-global fashion firms increasingly rely on social media to reach international markets, yet many still struggle to convert high engagement into measurable, sustained business outcomes. Existing studies have largely examined social media's effect on business performance as a single outcome in developed-market contexts, leaving its relationship with business sustainability underexplored in emerging-market contexts. This study, therefore, investigated the influence of social media adoption on business sustainability among born-global fashion enterprises in the Lagos-Ogun State Nigeria. Social media adoption was assessed across four dimensions: Engagement and Community Building, Market Responsiveness and Agility, Influencer Leverage, and Platform Usage Intensity, while business sustainability was measured across Economic, Social, Environmental, and Operational dimensions, anchored on the Triple Bottom Line framework and Dynamic Capabilities Theory. A quantitative survey design was adopted, with structured questionnaires administered to 383 respondents drawn from born-global fashion entrepreneurs, designers, and social media managers in Lagos and Ogun States, and data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) via SmartPLS 4. Findings revealed that all four social media adoption dimensions had a significant positive influence on business sustainability (p < 0.001), with Engagement and Community Building explaining between 22.2% and 33.2% of the variance across the four sustainability dimensions. The study concludes that strategic social media adoption is a foundational driver of long-term business sustainability for born-global fashion enterprises in Nigeria, with engagement quality and influencer accountability generating the greatest sustainability returns.
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