E-PERFORMANCE MANAGEMENT AND ORGANISATIONAL AGILITY IN OIL AND GAS COMPANIES IN RIVERS STATE, NIGERIA

Abstract

This study examined the relationship between e-performance management and organisational agility in oil and gas companies in Rivers State, Nigeria. The increasing adoption of digital technologies in human resource management has transformed performance management through electronic performance appraisal and electronic performance feedback, enhancing information flow, decision-making, and workforce management. E-performance management was measured using electronic performance appraisal and electronic performance feedback, while organisational agility was assessed through responsiveness and adaptability. The study was anchored on the Dynamic Capabilities Theory and adopted a correlational research design. The population comprised 520 employees from 10 purposively selected oil and gas companies in Rivers State, Nigeria, and the sample size was determined using the Krejcie and Morgan (1970) sample size determination table. A total of 226 questionnaires were distributed, with 214 (94.69%) retrieved and valid for analysis, while 12 (5.31%) were not returned. Data were collected using a structured questionnaire validated and tested for reliability with Cronbach's Alpha. Descriptive statistics and the Pearson Product Moment Correlation Coefficient (PPMCC) were used to analyze the data at a 0.05 level of significance using IBM SPSS Statistics Version 27. The findings revealed that electronic performance appraisal and electronic performance feedback have strong positive and significant relationships with responsiveness and adaptability. The study concludes that effective e-performance management enhances organisational agility and recommends strengthening digital performance management systems and integrating e-performance practices into strategic organisational processes to improve agility and competitiveness.