Human Resource Management Practices and Employee Performance in a Multigenerational Workforce in Nigerian Organisations

Purpose: To investigate the relationship between human resource management (HRM) practices and employee performance in a multigenerational workforce in Nigerian organisations. Design/Methodology/Approach: A quantitative survey was conducted among 184 respondents drawn from three selected Nigerian organisations using stratified random sampling. Data were collected using a structured 5-point Likert scale questionnaire and analysed using descriptive statistics, correlation and regression analyses. Research Limitation: The cross-sectional design of the study limits the extent to which causal relationships can be established. Findings: The results showed that Generation X exhibited the highest satisfaction with recruitment and selection processes, Generation Y with learning and development, while Generation Z rated reward and compensation techniques highest. HRM practices significantly impacted employee performance across different generations in the Nigerian workplace. Employees prioritised HRM practices in the following order: learning and development; recruitment and selection processes; and reward and compensation techniques. Practical Implication: The results can guide executives and managers in enhancing HRM adaptability through diversity, equity, and inclusion initiatives. Social Implication: Understanding multigenerational differences in the workplace enhances psychological safety, inclusiveness, and fair treatment of employees. Originality/Value: This study contributes to the existing literature on human resource management by emphasising how different HRM practices enhance employee performance within a multigenerational workforce comprising Generations X, Y and Z. It also identifies similarities in expectations across the three generational cohorts.