Workforce diversity, recruitment practices and performance: Evidence from the Nigerian public sector

Abstract

Orientation: Recruitment practices remain significant determinants of organisational performance; however, limited empirical studies have explored the moderating effect of workforce diversity on the relationship between recruitment practices and organisational performance of the Nigerian public sector. Research purpose: This study investigated the moderating effect of workforce diversity on the relationship between recruitment practices and performance of selected public sector organisations in Nigeria. Motivation for the study: Previous studies focused on diversity mandates and recruitment practices as separate entities, while fewer studies explored their inter-relationship as factors of organisational effectiveness, thus, presenting a theoretical and empirical gap in Nigeria’s public sector setting. Research approach/design and method: Using a descriptive cross-sectional survey design and proportional stratified sampling method, data were collected from 377 employees of six selected public sector organisations, retrieving 366 valid responses. Partial least squares-structural equation modelling was used to analyse the data. Main findings: External recruitment methods and workforce diversity positively influence organisational effectiveness. The positive effect of external recruitment on organisational effectiveness is significantly stronger in organisations with high workforce diversity compared to those with low diversity. Practical/managerial implications: Nigerian public sector organisations should aim at developing strategies to increase workforce diversity and professionalise external recruitment processes. Contribution/value-add: This study extends the current frontier of available knowledge on human resource management by highlighting workforce diversity as a critical boundary condition influencing the effectiveness of external recruitment.