Browsing by Author "Olatunji Shina AMOO"

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    Human Capital Development Practices, Firm-specific Factors, and Employee Performance of Selected Oil & Gas Marketing Companies in Southwest, Nigeria
    (Lead City University, Ibadan, 2024-12) Olatunji Shina AMOO
    The global oil and gas industry faces significant challenges in maintaining high levels of employee performance amidst market volatility, geopolitical tensions, and environmental disruptions. These issues, compounded by the hazardous nature of operations and skills gaps due to an aging workforce, have strained efforts to sustain productivity and organizational efficiency. In Africa, particularly in Nigeria, additional hurdles such as inadequate training programs, unstable infrastructure, fluctuating oil prices, and corruption exacerbate the problem. These challenges have hindered creativity, commitment, service quality, and efficiency among employees in the sector, negatively impacting overall industry performance. The Oil & Gas industry in Nigeria plays a pivotal role in the nation's economy, contributing to employment generation and economic growth. Despite this critical relevance, companies within this industry are facing declining employee performance which is suggestive of challenges associate with Human Capital Development Practices (HCDPs), Firm-Specific Factors (FSFs), and Organisation Culture (OC). Hence, this study assessed the interaction of HCDPs, FSFs, and OC, on employee performance in selected Oil & Gas marketing companies in Southwest, Nigeria. A cross-sectional survey research design was adopted. The population was 528 heads of strategic units in 132 Oil & Gas marketing companies in Southwest, Nigeria. Total enumeration method was adopted given the small study population. A validated questionnaire was used to collect data. The Cronbach’s alpha reliability coefficients for the constructs ranged from 0.705 to 0.873. The response rate of 94.1% was achieved. Data were analysed using descriptive and inferential statistics. Findings revealed that HCDPs had positive and significant effect on employee performance (Adj.R 2 = 0.242, F(5,491)= 32.602, p=0.000). FSFs had positive and significant effect on employee performance (Adj.R 2 = 0.249, F(2,494)= 83.052, p=0.000). Human capital development practices and firm-specific factors had positive and significant effect on employee performance (Adj.R 2 = 0.251, F(2,494)= 84.122, p=0.000). Organisation culture had positive and significant moderating effect on the interaction between HCDPs and FSFs on employee performance of Oil & Gas marketing companies in Southwest Nigeria (B = 0.003, p = 0.006). This study concluded that was a statistically significant effect of HCDPs and FSFs on employee performance in Oil & Gas marketing companies in Southwest Nigeria. Further analysis revealed that OC played a significant moderating effect. Management of the Oil & Gas marketing companies in Southwest should renew their commitment to these internal contingences and take advantage of the value relevance of organisation culture. Keywords: Employee Performance, Firm-Specific Factors, Human Capital Development Practices, Oil & Gas Industry, Organisation culture Word Count: 391