STRATEGIC HUMAN CAPITAL MANAGEMENT AND ORGANISATIONAL PERFORMANCE IN NIGERIA BREWERIES PLC

2001 - 2020

Abstract

This study focused on effects of strategic human capital management on organisational performance in Nigeria Breweries Plc (2001 to 2020). The study was carried out to identify the major human resource management strategies which can enhance performance of business organisations like the Nigerian Breweries. The work used secondary data through ex-post facto research design. The study adopted Ordinary Least Square Simple Regression analysis in analysing the objectives and testing the hypotheses posited. Hypotheses one, two, three and four were tested using Ordinary Least Square Simple Regression analysis with the aid of Statistical Packages for Social Sciences (SPSS) version 23. It was discovered that at 1% level (Sig < .01) of significance recruitment and selection is positive and significantly affect the sales performance of Nigeria Breweries Plc; human resourcing planning positively but not significantly affect the profit of Nigeria Breweries Plc; at 1% level (Sig < .01) of significance training and development is positive and significantly affect the profit of Nigeria Breweries Plc; and at 5% level (Sig < .05) of significance employees’ compensation is positive and significantly affect shareholders’ returns on investment in Nigeria Breweries Plc. The study concludes that the achievement of effective human capital management depends on extent of effective recruitment, staff training, remuneration and other human resource approach. It was recommended that the management of Nigeria Breweries Plc. need to sustain their recruitment and selection processes as it is having positive and significant effect on their sales performance. Furthermore, the management of Nigeria Breweries Plc. need to improve the human resourcing planning programmes of their organization by planning for staff growth, regularly assess their current workforce ability, cultivating talents and aligning it with the organisation vision, planning for internal management succession and transition, performing gap analysis and creating mid-rag range employee goals.