Human Resource Development and Organisational Performance in Selected Indigenous Oil and Gas Companies in Lagos State, Nigeria

Abstract

Organisations that strive to be successful are required to have a pool of knowledgeable and skilled employees. The study sets out to examine human resource development (HRD) and organisational performance in selected indigenous oil and gas companies in Lagos State, Nigeria with the following objectives: to determine the relationship between employee training and organisational performance, investigate effect of self-directed learning on organisational performance and determine the correlation between mentoring and organisational performance. The study adopted survey research design and census sampling technique. All 379 employees of the selected companies formed the sample population. 379 copies of questionnaire were administered on respondents out of which, 251 were properly filled and retuned and were used for analyses. The research instrument was subjected to both validity and reliability testing and data collected were analysed with descriptive and inferential statistics. Pearson’s Product Moment Correlation and Regression statistics were employed to test the formulated hypotheses. The findings showed that the relationship between employee training and organisational performance is positive and statistically significant (r = 0.208, n = 251, p < 0.05), self-directed learning significantly affects organisational performance with (R2 = 0.112; F = 31.310, P < 0.05), and the correlation between mentoring and organisational performance is positive and statistically significant (r = 0.139, n = 251, p < 0.05). The study concluded that HRD has significant relationship with organisational performance and it was recommended among others, that organisations should pay serious attention to employees’ development.