Organisational Culture and Human Resource Practices in American and French Oil Companies in Nigeria

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dc.contributor.authorMbah, S.E
dc.date.accessioned2019-06-10T15:55:04Z
dc.date.available2019-06-10T15:55:04Z
dc.date.issued2015-05
dc.descriptionA Thesis Submitted to the School of Postgraduate Studies, University of Lagosen_US
dc.description.abstractThis 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.en_US
dc.identifier.citationMbah, 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.en_US
dc.identifier.other069024025
dc.identifier.urihttps://ir.unilag.edu.ng/handle/123456789/4135
dc.language.isoenen_US
dc.subjectOrganisational Cultureen_US
dc.subjectHuman Resource Practicesen_US
dc.subjectOil companiesen_US
dc.subjectNigeriaen_US
dc.subjectResearch Subject Categories::SOCIAL SCIENCES::Business and economicsen_US
dc.titleOrganisational Culture and Human Resource Practices in American and French Oil Companies in Nigeriaen_US
dc.typeThesisen_US
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