THE EFFECT OF HUMAN RESOURCE MANAGEMENT (HRM) STRATEGIES ON ORGANIZATIONAL EFFICIENCY AND PRODUCTIVITY AT CADBURY NIGERIA PLC, IKEJA, LAGOS, NIGERIA
Global Research Journal of Business Management · Vol. 7, Issue 1, pp. 56–82 · 2026/9/4
Ibrahim, Alasan Ali · Faculty of Management Sciences, Department of Business Administration, National Open University of Nigeria (NOUN)
Abstract
Research Objective: This study investigates how three core human-resource-management (HRM) strategies—recruitment and selection, employee training and development, and performance-management systems—shape organizational efficiency and productivity at Cadbury Nigeria Plc, Ikeja.
Methodology: A descriptive-survey design was adopted, drawing a stratified random sample of 187 employees from a population of 350. Data were collected with a validated, five-section questionnaire (Cronbach’s α > 0.70) and analysed in SPSS 25 using descriptive statistics, Pearson correlations, and multiple-regression modelling.
Findings: All three HRM strategies showed strong positive correlations with both efficiency (r = 0.55–0.62, p < 0.01) and productivity (r = 0.57–0.64, p < 0.01). Collectively they explained 53.4 percent of the variance in performance (R² = 0.534), with recruitment and selection (β = 0.302), training and development (β = 0.294), and performance management (β = 0.248) each exerting a statistically significant effect (p ≤ 0.001).
Conclusion: The findings confirm the Resource-Based View and Human Capital Theory: when HRM practices are strategically aligned, human capital becomes a source of sustainable competitive advantage.
Recommendations: The study recommends evidence-based hiring methods, continuous, role-specific capability development, transparent, participatory performance-management processes, and tighter integration of HRM functions.