Purpose: The purpose of this paper is to Investigate Policy Alignment and Coherence in Nigerian Public Limited Companies; considering their access to public funds and the effectiveness of existing statutory and regulatory provisions-if adequate to secure sustainable performance and growth. While some organizations may put appropriate HR policies in place and claim to engage in practices that support effective and efficient delivery of business objectives, how many can pass the test of policy alignment, coherence and employees being able to attest to experiencing the intended people strategy?
Design/methodology/approach: A survey was conducted on 62 Plc’s (represented by HR professionals at a minimum level of assistant manager) of the existing 178 to collate feedback on what they observed in their organizations; relating to vertical alignment, horizontal alignment and required action. Care was taken to ensure all industries were proportionally represented to provide a statement that could be characterised as being representative of the population. Tests were also conducted to ensure statistical significance of data used to test hypotheses, indicating the existence of vertical, horizontal and action dimensions. Findings: Results indicated that while Nigerian plc’s were seen to manifest acceptable characteristics showing all three dimensions present, there were at best very weak relationships between each pair of the three dimensions; reflecting possible nonexistence of correlations that transcends individual components under each dimension. A number of relationships were also observed to exist between pairs of individual components under each dimension. Despite being moderate in the relationship, it could be seen to originate from social, political and cultural factors that shape and formulate HR strategies. Moderate correlations between components of each dimension were also interpreted as representing the minimum requirements to fulfill an acceptable standard in delivering a people strategy. Research limitations/implications: Since respondents were targeted based on an acceptable number of representative proportion, from each industry to provide a status report on Nigerian plc’s, there was no consideration given to the possible variations in the status on all three dimensions. All three dimensions may show sensitivity to a particular industry and size of the organization as it relates to annual turnover, staff strength and a number of operational locations within the country. So, the implication of introducing industry and size-related variables could provide better insight into specific statuses and clearer relationships between individual components under each dimension, that are also industry and size-related. Ownership structures may also have an impact in statuses of all three dimensions. Practical implications: Identified correlations and resulting interpretations have provided practical steps an organization can take to remain in their existing status on all three dimensions.
Originality/value: The findings have provided a broader representation of the status of people strategy in Nigerian plc’s. Also of interests are the moderate correlations that give indications of required actions needed to maintain this status. A call for regulatory best practice is also worthy of consideration, bearing in mind that the long-term goal of plc’s is to maximize the wealth of all stakeholders.
Keywords: Vertical Alignment, Horizontal Alignment, Required Action.
Paper type: M Sc. Dissertation
Table of Contents
Table of Contents iv
List of Tables v
1. Introduction 11.1
Aim 1 1.2
Background 1 1.3
Research Questions 2 1.4
Reasons for Aim 3
2 Literature Review 6
3 Research Methodology 15 3.1
Participants 15 3.2
Theoretical Framework 16 3.3
Data Gathering and Analysis 16 3.4
Trustworthiness of Data 19 4
Research Findings – Quantitative Analysis 20 5
Research Findings - Discussion and Synthesis of Findings 28 6
Recommendations and Conclusion 32
Appendix I and II – Questionnaire used in the participant research
Appendix III – MS Excel page of feedback from respondents
Appendix IV – MS Excel page showing average scores of respondents in each dimension used for hypotheses tested
Adebisi, A. (2019). Investigating Policy Alignment and Coherence in Nigeria Public Limited Companies. Afribary. Retrieved from https://afribary.com/works/investigating-policy-alignment-and-coherence-in-nigeria-public-limited-companies
Adebisi, Adedayo "Investigating Policy Alignment and Coherence in Nigeria Public Limited Companies" Afribary. Afribary, 22 Aug. 2019, https://afribary.com/works/investigating-policy-alignment-and-coherence-in-nigeria-public-limited-companies. Accessed 27 Jul. 2021.
Adebisi, Adedayo . "Investigating Policy Alignment and Coherence in Nigeria Public Limited Companies". Afribary, Afribary, 22 Aug. 2019. Web. 27 Jul. 2021. < https://afribary.com/works/investigating-policy-alignment-and-coherence-in-nigeria-public-limited-companies >.
Adebisi, Adedayo . "Investigating Policy Alignment and Coherence in Nigeria Public Limited Companies" Afribary (2019). Accessed July 27, 2021. https://afribary.com/works/investigating-policy-alignment-and-coherence-in-nigeria-public-limited-companies