|dc.description.abstract||The nature of Human Resource Management in Nigeria has been studied previously, but knowledge is lacking on the lived experiences of Nigerian workers under the Strategic HRM (SHRM) model (Anakwe, 2002; Muogbo, 2013; Badejo, 2015). To address the gap in the knowledge, this study focuses on Nigerian workers’ lived experiences under the SHRM model using a phenomenological paradigm.
The phenomenological paradigm informs about both the method design itself and a theoretical framework which states that humans know and perceive the world through their lived experiences. The research method design involved recruiting fifty-three skilled Nigerian bank workers using purposive sampling. Purposive sampling selection units were framed around the workers’ lived experiences. The data was then gathered using mainly semi-structured telephone interviews. The interviews collected were recorded and transcribed for analysis and interpretation using Smith et al’s (2009) Interpretive Phenomenological Analysis (IPA) framework.
In summary, the participants believed that the HRM and SHRM models in Nigerian banks had elements of both Western and indigenous practices which influenced their lived experiences and agency. Discussions with the participants raised key themes such as; the trans-vergence approach, work-life conflicts, gender issues, the incompatibility of some Western policies and the role of the agency of Nigerian workers in shaping their SHRM model. The participants argued that there are gaps between the SHRM rhetoric and reality, partly because the implementation of SHRM policies is the responsibility of managers who have deeply rooted socio-cultural beliefs. Furthermore, the participants suggested that their ‘work-world’ has been influenced by Western practices while their ‘personal lifeworld’ is influenced by enduring indigenous beliefs.
The implication for management is that this study advances our understanding of the nature of HRM, and the role that the agency of Nigerian workers has in shaping the SHRM model. Lastly, the research limitations have been discussed and suggestions offered with regard to future studies and the benefit from cross- industry and longitudinal studies.||en_US