E-HRM PRACTICES AND ORGANISATIONAL AGILITY IN MULTINATIONAL FIRMS IN RIVERS STATE, NIGERIA

Abstract

This study examined the relationship between E-HRM practices and organisational agility in multinational firms operating in Rivers State, Nigeria. In today’s dynamic business environment, organisations increasingly rely on digital human resource systems to improve efficiency, responsiveness, and adaptability. However, the extent to which e-performance management and employee self-service systems enhance organisational responsiveness and flexibility remains a key concern in HRM research and practice. E-HRM practices were measured through e-performance management and employee self-service systems, while organisational agility was assessed using responsiveness agility and flexibility agility. The study was anchored on the Dynamic Capabilities Theory. A cross-sectional survey research design was adopted. The study population comprised 1,200 drawn from 10 purposively selected multinational firms operating in Rivers State, Nigeria, and a sample size of 300 respondents was determined using the Taro Yamane formula. A total of 300 questionnaires were distributed, 285 (95.00%) were retrieved, 12 (4.00%) were invalid, and 273 (91.00%) were valid and used for analysis, while 15 (5.00%) were not returned. Data were analyzed using descriptive statistics and the Pearson Product Moment Correlation Coefficient (PPMC) at a 0.05 level of significance. The study found that e-performance management and employee self-service systems have significant positive relationships with responsiveness agility and flexibility agility. The study concludes that E-HRM practices enhance organisational agility and recommends greater adoption of digital HR systems and employee training to improve organisational responsiveness and flexibility.