EMPLOYEE COMPETENCE MANAGEMENT AND CORPORATE VITALITY OF INDIGENOUS OIL AND GAS COMPANIES IN SOUTH-SOUTH, NIGERIA
Abstract
The study examined the moderating role of the administrative environment on the relationship between employee competence management and corporate vitality of indigenous oil and gas companies in South-South, Nigeria. The study adopted a cross-sectional survey research design with primary data generated through a structured 5-point Likert scaled questionnaire. The population of the study consisted of 33 indigenous oil and gas companies with a total number of 132 respondents. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The bivariate hypotheses were tested using the Spearman Rank Order Correlation Coefficient while the moderating effect of the administrative environment was tested using the Zero-Order partial correlation with the aid of Statistical Package for Social Sciences version 23.0.The tests were carried out at a 0.05 level of significance. The findings revealed that there is a significant relationship between employee competence management and corporate vitality of indigenous oil and gas companies in South-South, Nigeria. Therefore, the study concluded that a positive work environment in companies in South-South Nigeria made employees feel good about coming to work and this provided the motivation to keep them throughout the day at the workplace which stimulates corporate vitality. The study recommended that the management of Indigenous oil and gas companies should try as much as possible build a work environment that attracts, retains and motivates its employees so as to help them work comfortably and increase organization productivity.
Keywords: Employee Competence Management, Corporate Vitality, Administrative Environment
CITATION: Employee competence management and corporate vitality of indigenous oil and gas companies in South-South, Nigeria. The Strategic Journal of Business & Change Management, 8 (4), 579 – 593.
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DOI: http://dx.doi.org/10.61426/sjbcm.v8i4.2125
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