Category: Human Resource Management

  • WORK AND LIFE: CREATING A BALANCE

    Organizational wellbeing is the totality of the organization’s health and the wellness of its workforce in relation to their individual well-being, performances, and psychosocial environment. Without a safe and healthy workforce, we cannot have a progressive and prospering organization. Therefore, maintaining equilibrium between work and life is a necessary condition for a productive workforce and […]

  • THE EFFECTS OF AGE DISCRIMINATION IN EMPLOYMENT

    A human being is configured to work, eke out a living and live in relative term a good life. Man as a member of society could not meet all that he or she needs hence the reliance on the exchange system in which labour is exchanged for pay to facilitate commerce and economic relationship. Today’s […]

  • WHAT ARE THE REMEDIES FOR AGE AND EMPLOYMENT DISCRIMINATION IN NIGERIA?

    WHAT ARE THE REMEDIES FOR AGE AND EMPLOYMENT DISCRIMINATION IN NIGERIA?

    It should be noted that since there are no express provisions in the Labour Act on age discrimination in employment, it also implies that challenging employers’ preference for a particular age other that underage labour will remain a nullity and unjusticiable. However, the law can be tested but the employers are at liberty to decide […]

  • NIGERIAN LABOUR ACT AND AGE DISCRIMINATION IN EMPLOYMENT

    Unfortunately, there is no concise and well-articulated provision in the Nigerian Labour Act that seek to criminalized age discrimination as it is in countries such as the United States, Great Britain or in the European Union. However, section 42 of Constitution of the Federal Republic of Nigeria (2011) as amended provides for general protection against […]

  • AGE: EMPLOYMENT, DISCRIMINATION, AND THE NIGERIAN LABOUR ACT

    Could the age of an applicant in a recruitment exercise serve as a basis for disqualification or employment? What is the position of the Nigerian Labour Act and employment Laws on age discrimination? If you are discriminated against on the basis of your age for employment or promotion are there legal remedies for you? Should […]

  • WHAT ARE THE IMPLICATIONS OF CAREER PLATEAU ON ORGANIZATIONAL PRODUCTIVITY?

    WHAT ARE THE IMPLICATIONS OF CAREER PLATEAU ON ORGANIZATIONAL PRODUCTIVITY?

    Labour as a factor of production has cost implications in the organization production system. The worth of labour is better measured in terms of the quality, efficiency, and timeliness of his or her output when compared to input such as investment in training, motivation, compensation, and other remunerations. The ability of the organization to constantly […]

  • EMPLOYEE-SELF-MANAGED STRATEGIES IN CURBING CAREER PLATEAU

    EMPLOYEE-SELF-MANAGED STRATEGIES IN CURBING CAREER PLATEAU

    Essentially, an employee’s lack of productivity or engagement will affect the organization, however, the worst victim of career plateau, in the long run, is the employee whose career has stalled and his or her continuous engagement is seen as a mere marking of time and basically that of economic survival. In as much as the […]

  • HOW TO OVERCOME CAREER PLATEAU AND ITS’ EFFECTS

    HOW TO OVERCOME CAREER PLATEAU AND ITS’ EFFECTS

    Based on an earlier article on the meaning, causes, and implications of career plateau on employee’s motivation and organization success, it can be rightly inferred that career plateau is one of the regular phenomena in an employment circle. No matter how skilled and experienced an employee is he or she will come to the point […]

  • EFFECTS OF CAREER PLATEAU ON EMPLOYEE MOTIVATION AND PERFORMANCE

    EFFECTS OF CAREER PLATEAU ON EMPLOYEE MOTIVATION AND PERFORMANCE

    The driver for organization effectiveness is contained in actions aimed at positively-directing and guided motivation of the employees towards the organization’s interests and objectives. It has been proven that appropriate rewards, recognition, promotion, and incentives are factors that are proportional to employee’s performance and organizational success. Many researched work by HR professionals, organizations theorists and […]

  • WHAT ARE THE CAUSES OF CAREER PLATEAU?

    WHAT ARE THE CAUSES OF CAREER PLATEAU?

    Writers have written extensively on the likely causes of career plateau, however, from my HR and consulting experience I have observed that some of these causes are self-inflicted, organizational-designed and sometimes they are attributed to the erroneous design of job content. We can, therefore, attribute career plateau to some of the factors below: The organization […]

  • CAREER PLATEAU: IMPLICATIONS ON PRODUCTIVITY, EMPLOYEES MOTIVATION AND BUSINESS GROWTH

    CAREER PLATEAU: IMPLICATIONS ON PRODUCTIVITY, EMPLOYEES MOTIVATION AND BUSINESS GROWTH

    Career Plateau: Fundamentally, the relationship between the organization and the employees is that of a mutually beneficial one built on the fulcrum of the rendering of labor (ability, skills, and knowledge) in exchange for wages and other non-financial compensation or benefits calculated in productive terms or as services rendered to the organization. It is expected […]

  • NIGERIAN LAWS : GAMBLING AND THE RIGHT OF EMPLOYEES AT WORKPLACE

    NIGERIAN LAWS : GAMBLING AND THE RIGHT OF EMPLOYEES AT WORKPLACE

    Institutionalized gambling was one of the relics of colonial rules in Nigeria; however, gambling has been with us going back into history when lots were cast to decide on the outcome of an event. The Legal attempt to regulate gambling in Nigeria can be traced to 1964 when the Casino Licensing Act was enacted. Thereafter […]

  • HR AND NON-COMPETE CLAUSES: THE BURDEN OF ENFORCEABILITY.

    HR AND NON-COMPETE CLAUSES: THE BURDEN OF ENFORCEABILITY.

    It is important to state here that many countries prohibit what can be termed as an act of unreasonable restraint and will only grant approval in limited circumstances to protect trade secrets or inventions. In Aprofim Engineering Nigeria Limited v Bigouret & Anor (2015) and in the case of Andreas. I. Koumolis v Leventis Motors […]

  • GENERAL DATA PROTECTION REGULATION (GDPR) IMPLICATIONS FOR HR PROCEDURES AND PRACTICES

    GENERAL DATA PROTECTION REGULATION (GDPR) IMPLICATIONS FOR HR PROCEDURES AND PRACTICES

    The collection, storage, harvesting and usage of Personally Identifiable Information or data for gain without the knowledge and authorization of their owners have become a thorny issue since March 2018 for Facebook and its Co-founder Mark Zuckerberg. The discovery that over 87 million of data were secretly mined and sold to politicians with the intention […]

  • THE IMPACT OF AN UNREGULATED OVERTIME WORK

    THE IMPACT OF AN UNREGULATED OVERTIME WORK

    Effects of unregulated overtime work Overtime must be regulated and treated within the ambit of the law. A carelessly managed overtime work could lead to negative consequences for the organization as well as the individual workers. Some of the effects of a badly managed overtime system are: 1. Increased overhead cost and payout The benefits […]

  • STRATEGIC ONBOARDING PROCESSES: EMPLOYEE INDUCTION AND INTEGRATION

    STRATEGIC ONBOARDING PROCESSES: EMPLOYEE INDUCTION AND INTEGRATION

    Start reading from: ONBOARDING: STRATEGIC EMPLOYEES INDUCTION AND INTEGRATION ONBOARDING: STRATEGIC EMPLOYEES INDUCTION AND INTEGRATION PLANNING Receiving a new employee should be seen as a well thought out and planned process that involves relevant department and personnel. Usually, it starts with the human resource department sending out an appropriate notification to receiving department detailing the […]

  • MATERNITY LEAVE : BASIS, PROCESSES AND THE LAW

    MATERNITY LEAVE : BASIS, PROCESSES AND THE LAW

    The rider to this article came from a reader of this blog who raised an issue bothering on the non-payment of maternity leave entitlement to his wife who had spent less than one year of continuous service with an organization. Also, because of other issues coming out of the implementation of maternity leave I have […]

  • OVERTIME WORK: THE BASIS, THE NIGERIAN LABOUR LAW, COMPUTATION, AND MODE OF PAYMENT.

    OVERTIME WORK: THE BASIS, THE NIGERIAN LABOUR LAW, COMPUTATION, AND MODE OF PAYMENT.

    Legislative actions, practices, customs, Treaties, and Conventions have standardized working hours as eight (8) hours per day and five (5) days per week. The Treaty of Versailles of June 28, 1919, which officially established the International Labour Office, now known as The International Labour Organization (ILO), puts a peg of finality on work hours and […]

  • ONBOARDING: STRATEGIC EMPLOYEES’ INDUCTION AND INTEGRATION

    ONBOARDING: STRATEGIC EMPLOYEES’ INDUCTION AND INTEGRATION

    www.askkayodemicah.com.ng It is the desire of every employer to have employees, who are fully engaged, productively active, organizationally socialized and who are ready to hit the ground running. An effective onboarding process makes it easier for a new hire to integrate into an organizations culture, learn the ropes, be aware of the norms that are […]

  • 13th MONTH PAY IN NIGERIA: BASIS, COMPUTATION AND IMPLICATIONS

    13th MONTH PAY IN NIGERIA: BASIS, COMPUTATION AND IMPLICATIONS

    On more than two occasions, I have had reasons to make contributions to discussions on the 13th-month pay. Going by reactions and feedbacks received I came to the conclusion that besides issues bothering on the position of law and its statutory backing other challenges with HR practitioners, payroll officers, and Managers rest on problems surrounding the […]