Influence of HR Practices on Autonomy and Control in Selected Upstream Multinational Oil Companies in Nigeria
This study addressed the complexities in decision-making on personnel policies and practices in the Multinational companies. The purpose was to examine the influence of human resource practices on outcome of autonomy and control in the selected Upstream Multinational oil companies in Lagos State, Nigeria. The study adopted a field survey research method with validated and tested reliable instruments, the questionnaire and the interview. The Cronbach’s alpha reliability test of all variables indicated (.876) above the recommended (0.7) cut off point of high reliability statistics. A Random Sampling Technique was adopted for selection of 5 (25.4%) of 22 companies in the Upstream Multinational oil sector as sample population while a total of 300 randomly selected research subjects represented respondents of the present study. The Chi-Square (X2) Test, Pearson Product Moment Correlation Coefficient and the Regression Analysis were statistical tools used with the aid of Statistical Package for Social Sciences (SPSS) to test hypotheses. Findings revealed among others that influence of staff resourcing is more on outcome of autonomy and control in the subsidiaries; that when the influence of staff resourcing increases or is extensively established at the headquarters, it’s influence on outcome of autonomy and control also increases in the subsidiaries; that there is a significant direct relationship between outcome of autonomy and control and HR practice(s) which implies that when autonomy increases as a result of a corresponding increase in extensively established HR practice(s), employees gain more satisfaction on the job whereas, when control increases as a result of a corresponding increase in control strategies in HR practices, employees gain less satisfaction on the job. It was however concluded among others that a new policy redirection that is people- oriented be adopted to ensure more employee autonomy and less control in the Upstream MNC subsidiaries in Nigeria.
Key Words: Influence, Autonomy, Control, Human Resource Practices, Upstream Multinational, Strategic International Human Resource Management, Nigeria.
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