Organisational Culture and Human Resource Practices in American and French Oil Companies in Nigeria
No Thumbnail Available
Date
2015-05
Authors
Mbah, S.E
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
This study addressed how managers of multinational oil companies deal with issues of Organisational culture and human resource practices in the subsidiary companies. The study investigated the differences and relationships between organisational culture and HR practices in American and French oil companies in Nigeria. A survey research design was adopted for data collection. Six (6) American and French oil companies in Lagos State, Nigeria, were selected through the simple random sampling technique. This is sequel to the 24 registered explorations and marketing oil companies of different origin. An average of 10 per cent of the population estimates were randomly selected in each of the six (6) sampled companies and the sample size of the study comprised 398 respondents. Out of 398 sampled subjects, 246, which represent the 61.8 per cent of the total, constituted respondents of the study. Sources of data collection were through structured questionnaire and literature sources. The Cronbach’s alpha reliability test of all variables indicated 0.87 and validity coefficient is 0.93. Data were analysed through descriptive and inferential statistics. In testing the six hypotheses the study adopted Factor analysis, Independent T- test, Paired samples T- test, the Pearson’s Product-Moment Correlation and Multiple Regression analysis. The findings suggest that organisational structure, organisational system and organisational strategy are principal components of organisational culture and that there is a reciprocal relationship between the 3-S variables. It was also found that there is no significant difference between organisational culture of American oil companies and the organisational culture of the French oil companies in Nigeria because result showed structure, system, and strategy at t (df = 29) = -1.551, p > 0.05; -1.549, p > 0.05; -1.564 = p > 0.05); The study also found that there are different perspectives of HR practices especially recruitment and selection practices in both American and French oil companies in Nigeria at t = 10.273 (p < 0.05) and t = 11.452 (p < 0.05); and compensation systems in both America and French oil companies in Nigeria at t = 6.248 (p < 0.05), and t = 4.642 (p < 0.05). The study also found that, organisational culture is highly preserved than HR practices in American and French oil companies in Nigeria. The study found that organisational structure had the lowest prediction that organisational culture has linkages with HR practices and was the immediate cause of ineffective decision-making in American and French oil companies in Nigeria. The study therefore, recommended that a well-established organisational structure coupled with appropriate organisational strategy and HRM systems as well as key external and internal drivers of organisational change would enhance best HR practices in American and French oil companies in Nigeria.
Description
A Thesis Submitted to the School of Postgraduate Studies, University of Lagos
Keywords
Organisational Culture , Human Resource Practices , Oil companies , Nigeria , Research Subject Categories::SOCIAL SCIENCES::Business and economics
Citation
Mbah, S.E (2015). Organisational Culture and Human Resource Practices in American and French Oil Companies in Nigeria. A Thesis Submitted to University of Lagos School of Postgraduate Studies Phd Thesis and Dissertation, 283pp.