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Vol. 2, No. 1; 2020 

ISSN 2641-4937     E-ISSN 2641-4953 

Published by American Center of Science and Education, USA 

 

16 

 

Human Resources Management Factors as determinant of Quality 

of Work Life in UBA Plc 

 
 

Elegbede Sikirulahi Tunde  PhD 

Department of Employment Relations and Human Resource Management 

Faculty of Management Sciences 

University of Lagos, Nigeria 

E-mail: telegbede@unilag.edu.ng 

 

Elegbede Olusegun Ibrahim  M.Sc 

Department of Business Administration & Management 

School of Management and Business Studies 

Yaba College of Technology, Nigeria 
E-mail: egbedeolu2013@gmail.com 

 

Bakare Rasaki Dayisi  PhD 

Department of Business Administration  

Faculty of Management Sciences 

University of Lagos, Nigeria 

E-mail: dbakare@unilag.edu.ng 

 

 

Abstract 

This Paper examined the role of HRM factors in achieving Quality of work life in the organization. The main 
objective of this paper therefore was to determine any significant relationship that main exist between HRM factors 

such as Engagement , Talent Management , Compensation, learning and development on the one hand and quality of 

work life on the other. The study adopted cross sectional design and employ survey as the research strategy to elicit 

responses from respondents in UBA PLC. The study employed the use of questionnaire as the main research 

instrument. It was revealed from the hypotheses  tested that HRM factors are significantly related to work life 

balance, and therefore HRM factors are major determinants of quality of work life in the organization. 

  
Keywords: Quality of Work Life, Employee Engagement, Talent Management, Learning and Development, 

Compensation Policy. 

1. Preamble  

Human resources management (HRM) focused attention on the formal process for the management of people in an 

organization (Mullins, 2007). Effective management of people towards achieving organizational goals is a central 

theme in the field of human resource management. Therefore, HRM practices are key to organizational efficiency 

and high productivity (Elegbede, 2016); also Wood & Wall (2002) stressed that high commitment approach to HRM 
enhance internal fits and organizational fits. 

Wood (1999) opined that internal fits ensure synergy among various HRM practices while organizational 

fit, while Lawler (1995) advocated HRM practices are associated with quality practices. The role of HRM practices 

in Quality of work was further stressed by Minbaeva(2004) that there is a strong link between  HRM practices and  

Total Quality Management (TQM). Achieving the organizational fit is a major challenge to most organizations small 

and big, and it is significant in achieving Quality of Work life (QWL). 

Improving QWL practices in an organization seems to promote effectiveness and eliminate negative 

attitudes (Amin, 2013). HRM practices such as pay and compensation, training and development, talent 

management, employee engagement, recruitment and selection appears to ensure achievement of   QWL in an 

organization. The improvement of QWL at the workplace has been a major concern to managers globally. 

Increasingly, QWL has been a major area of attention in last two decades due to changes in life styles of workers 

and family relationship generally (Akdere, 2006).  

mailto:telegbede@unilag.edu.ng
mailto:egbedeolu2013@gmail.com
mailto:dbakare@unilag.edu.ng


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    It was in this regards that previous researchers adopting both empirical and conceptual analysis to identify 

factors that determined and influenced QWL at the workplace. In view with the objective of identifying factors 

responsible for QWL at work, researchers such as (Kahn, 1981); focused on Talent management as determinant of 

QWL;(Kalra & Ghosh, 1984); (Mirvis and Lawler, 1982); ( Kerce& Booth-Kewley, 1993). Focus on the entirety of 

HRM functions as the determinant of QWL at work. Essentially, Human Resource Management Factors (HRMF) 

serves a major role in the determination of QWL practices (Fajana, 2002); (Bateman and Snell, 1999); (Obisi, 1995) 
QWL is enhanced by high level HRMF. However, in the developed world researchers such as Tim (1997) examine 

the relationship between human resources practices and job satisfaction. Stein (2004) examine the positive effect of 

human resources practices on job satisfaction and organizational performance while Appelbaum, Bailey ,Berg , and 

Kallerberg (2000) examine the effect of sound human resource practices on the improvement of organizational 

performance. Similarly, Gould –Williams (2003) addressed the use of specific human resource practices in Local 

government organizations. All these studies have significantly demonstrated the link between HRMF and QWL. In 

contrast to studies conducted in most of developing and underdeveloped countries for instance in Nigeria, Ghana 

and Togo private companies and most public institution managers and business owners pay lip service to efficacy of 

QWL in achieving organizational objectives such as the studies by Elegbede (2016) which focus on financial sectors 

in Nigeria and Ikemefuna, Anyim and Mbah (2012) which focus on challenges of HR in Nigeria. As noted by Fajana 

(2002) HRM factors should address and focused attention on influencing and promoting QWL in Nigeria. Fajana 

(2002) stressed further that in recent times business managers and human resources professionals in Nigeria have 
become more sensitive to the need to utilise strategic. However, the study by Amin (2013) empirically determined 

the role of career development and personal factors on quality of work life in Indonesia Public Sector. Moving 

further than the study by Amin (2013) this study empirically examined the impact of human resource management 

factors on quality of work life amongst Asian Multinational Companies in Nigeria, 

The paradigm shift from personnel management to human resource management in most Asian 

Multinational companies in Nigeria influence the concern for a robust workforce through quality of work life 

balance( Ikemefuna, 2012) transited from the humble beginnings of personnel management to the more robust 

strategic human resource management practice ( Fajana, 2002). This arguably estimate the reasons for some 

researchers to conceptually advocated that human resource management practices impacted on quality of work life 

and influence. Huselid (1995) opined that human resource practices are associated with organisational outcomes; 

and through their influence on employee quality of work life (Fajana, 2002. The industrial set-up in Nigeria can be 
segmented into two categories; namely Asian multinationals and American / Europeans Multinationals operating in 

Nigeria excluding local industries. As noted by Otobo (2012) Nigeria’s current industrial landscape is diverse with 

American, French and Italian organisations on the one hand and the Asians multinational companies on the other.  

Asian companies in Nigerian operate in oil and gas, food and beverage, manufacturing, agriculture and technology 

sectors of the Nigerian economy. These organisations employed Nigerians as the bulk of human resources required 

to achieve business success. This provides a viable ground to investigate the human resources management of Asian 

multinational companies and its influence on quality of work life balance.  However, human resource approach 

appears to play significant role in actualization of organizational objectives and quality of work life balance in 

particular. As noted by Mullins (2007) that HRM and the successful implementation of personnel activities are 

essential ingredients for improved organizational performance while Lych ( 2008) opined that people are vital 

resource for sustainable competitive advantage. there is significant influence and relationship between human 

resource management and quality of worklife balance practice (Fajana, 2012); this explain the needs for more 
emphasis on specific HRM factors that are synonymous with quality improvement, innovation and speed (Bateman 

& Snell, 1998); other HRM factors as identified by Elegbede (2016) includes employee engagement , talent 

management , compensation management policy , learning and development. In this study employee engagement, 

talent management, compensation management policy, and training and development will be conceptualized as 

those HRM factors that determine the success of quality of work life balance.   The importance of this 

conceptualization will be demonstrated later in this study through empirical submissions on the influence of HRMF 

on Quality of worklife balance in Asian Multinational companies operating in the various sectors within the Nigeria 

economy. 

 

2. Review of Empirical Literature 

The section examined review of empirical literature in line with the theme of research objectives and research 
questions. 

 

 

 



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2.1 Employee Engagement and Quality of Work-Life Balance 

Employee engagement is an essential tool for effective management and utilization of people at work. Particularly 

employee engagement enhanced positively work-life balance practices. In the study by Lazer & Ratiu (2010) which 

investigated work-life balance and organizational performance. Their study revealed that work-life balance has 

significant business cost associated with lack of engagement. Similarly, the study by Meenakshi, Subrahaman, and 

Ravichandra (2013) revealed that work-life balance is significantly related to employee engagement. However, the 
study by Becker & Gehart (1990) revealed that human resource management decisions such as employee 

engagement, impacted on work-life balance practices. Although , the study by Becker & Gehart (1990) does not 

directly examined the relationship between employee engagement and work-life balance but the study was able to 

indirectly established the importance of effective relationship between employee engagement and work-life balance 

practices. The studies by Wright & Mcmahan (2011) identify some of the issues emerging with human capital 

research and propose some future directions for research on human capital in organisations. Wright etal was able to 

identify compensation management as one of the key factor that influence performance in an organization.  Bustillo 

,Llorente, & Mac´ıas (2005) revealed that job satisfaction is not a measure of job quality .  Contrary to the finding of 

Bustillo , Llorente, & Mac´ıas (2005) the study by Ahktar, Din, and Ge (2008) revealed that a valid set of strategic 

HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both 

product/service performance and financial performance. The study by Snape & Redman (2010) examine the 

relationship between HRM practices, conceptualized within an organization both at workplace level and individual 
attitude and behaviour. Their study focuses on the explanation for the relationship between social exchange and job 

influence or employee discretion. Finding from their study shows that there is a positive impact of HRM practices 

on organizational citizenship behaviour. 

Relating more closely to work-life balance in Nigeria, the study by Ojo, Salawu, &Falola(2014), on work-

life balance practices in Nigeria revealed that there is a diversity in terms of how respondents perceived the concept 

of work-life balance. Their finding revealed further that there is a wide gap between corporate work-life balance 

practices and employee understanding of the concept. The study by Ojoetal (2014) was able to reveal the difference 

of conceptualization of work-life balance by employees and employers in Nigeria. However, their study failed to 

focus attention on the significant relationship between employee engagement and work-life balance. Also , the study 

by Oludayo, Gbrevbie, Popoola , & Omonijo (2015) examines the effect of a time usage policy on employee’s work-

life conflict and the impact of leave programme on employees attitude using five selected banks in Nigeria. The 
finding from the study by Oludayoetal (2015) shows that there is relationship between job related attitude and leave 

initiatives. Their study emphasised work-life balance and time usage and not on employee engagement and work-

life balance. In the same vein, the study by Akanji(2012) on the realities of work-life balance in Nigeria focused on 

perspectives of role conflicts and coping beliefs revealed that there exist some barriers to work-life balance practices 

in Nigeria. These barriers were empirically examined in the study by Issa (2014). His study revealed that there is a 

significant relationship between work=life balance and workers performance in the higher education in Nigeria. 

 

2.2 Talent Management and Quality of Work-Life Balance 

Talent Management entails the process by which human resources of an organization are effectively managed in 

terms of skills, competency, and attitude towards achieving organization’s objectives.  It was in this regards that 

Lyria ( 2013) provide conceptual analysis on the role of talent management on organizational performance. His 

study reviewed literature that established gaps for further studies on the topic of talent management. Also, Legnick-
hall & Legnick – hall (1998) examined the importance of management of human resources as a business strategy. 

Their study shows that management of human resources increase organizational effectively using effective work-life 

balance and talent management  increase organizational overall gaols, strategy, and structure. However, the major 

shortcomings of the study by Legnick-Hall etal (1998) was lack of empirical evidences. The study by Delaney & 

Huselid (1986) revealed that there is positive association between human resource management practices such as 

training and staffing and perceptual firm performance measures. This finding was supported by the findings from the 

study by Guest (2011) on the impact of Human resource management on organization’s performance.  The study by 

Ahmed (2016) empirically revealed that talent management significantly influence organizational performance. His 

study also discovered that HRM best practices are related to work-life balance practices. This finding was supported 

by the study of Niedźwiecka (2016). Niedźwiecka (2016) discovered from his study that talent management play a 

positive role in human resource management and contribute significantly to the achievement of corporate goals and 
objectives. Similarly , the study by Oladapo (2014) on the challenges and success of talent management revealed 

that all hr managers support talent management. The study revealed further that Talent management promote 

employee retention in the organization. Contrarily, to previous findings mention above , the study by Hanif&Yunfei 

(2013) revealed that talent management is an integral function within hr generic strategies. They concluded , 



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therefore, that HRM practices are all significant to achieving organizational success. The conclusion of Hanif 

&Yunfei (2013) was further supported by the conceptual analysis of talent management by Sireesha and 

Ganapavarapu (2014). Sireesha and Ganapavarapu (2014) stressed that talent management is about employment of 

the right people in the right jobs to perform the right task. Chitsaz-sfahan & Boustani (2014) empirically determined 

that talent management there is a significant relationship between talent management, employee retention and 

organizational trust. The study by Ahmed (2016) focused on the impact of talent management on company 
competitive advantage revealed that talent management contributed to the achievement of competitive advantage. 

His study revealed further that talent management brings about innovation of employees skills and decisssion 

making process.  Niedźwiecka (2016) on the role of talent management in hr process adopted theoretical models 

also revealed that talent management is a key strategy in HRM. .   However, the study by Oladapo (2014) adopted 

an empirical approach and explanation to role of talent management in HRM functions. His study revealed that 69 

per cent of those studied recognised the strategic importance of talent management programme. Oladapo (2014) 

revealed further from his study that job security, compensation, and opportunity for advancement were not found to 

have predictive value for employee retentions. His study concluded that for firms to remain competitive, executive 

management must develop stable, long-term talent management strategies to attract, hire, develop, and retain talent . 

The study by Hanif &Yunfei (2013) on the role of talent management and hr generic function revealed that there is a 

significant relationship between talent management and employee retention, reduced turnover, and succession 

turnover. Their study further revealed that there is collaboration between talent management and other hr practices 
such as training and development, recruitment and selection, resources and skills building of employee. Boustani 

(2003) adopting descriptive survey to examine the effect of talent management on employee retention revealed from 

the hypothesis tested that there is a significant relationship between talent management, employee retention and 

organizational trust. 

  However, the findings from current study under investigation will either refute or support most the previous 

studies mention above. However, most of the previous did not focus attention on the relationship between HRM 

practices and work –life balances which will be the main thrust of the current study under investigation. Although 

the study by Eva (2014) revealed that talent management significantly relates to through proper remuneration and 

conducive work environment. However, the study did not mention the role of work –life balance in achieving 

organizational success. 

 

2.3 The relationship between compensation management policy and quality of work life practices  

The study by Resurreccion (2012) performance management and compensation policy revealed that performance 

management and compensation management are significant in organizational competitiveness. His study revealed 

further that reward management in particular is a major predictor of organizational competitiveness.  This claim was 

supported by the study of Odunlade (2012) on managing employee compensation and benefits for job satisfaction, 

his study revealed that there is a relationship between employee compensation and job satisfaction. However, the 

study by Resurrection (2012), and Odunlade (2012) did not factor into their analysis the relationship between 

employee compensation and work-life balance in ensuring job satisfaction. However, the study by Jiang, Xiao, Qi, 

and Xiao (2009) examined the impact of total reward on employee job satisfaction. Their study revealed that 

managers that adopt integrated total reward tend to gain more profit. Also the study by  Adeoye& Fields (2014) 

revealed that compensation management and employee job satisfaction are correlated the findings revealed further 

that compensation management impacted on motivation and job satisfaction. They therefore concluded that HRM 
practices are the pivot of any organization. Supporting the empirical l claims by Adeoye& Fields (2014). The study 

by Oladejo & Oluwaseun( 2014) revealed that compensation management has positive effect and significantly 

related to workers performance. Their study showed also that compensation policy is the backbone of all HRM 

policies concerning acquisition and utilization of human resources. The findings from the study by Oladejo & 

Oluwaseun (2014) confirmed the findings from the study by Obasan (2012) on the effect of compensation and 

corporate policy. The study by Obasan (2012) revealed that compensation management is a veritable tool for 

attacting , retaining, and motivating  employees for improved performance in the organization. 

 

2.4 Relationship between training and development programmes and quality of work life practices   

The study by Kum, Cowden,&Karodia ( 2014) examine the impact of training and development on employee 

performance revealed that training and development is affected by working conditions and lack of resources. The 
study by Tahir, Yousafzai, & Jan (2014) aimed to examine impact of training and development on employee 

performance and productivity revealed that there exist a significant relationship between training and development 

and employees performance and productivity. The study by Imran &Tanveer (2015) examined the impact of training 

and development on employee performance revealed that training and development has significant impact on job 



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knowledge, quality of job outcomes, employee skills, motivation and Loyalty to the organization. The study by 

Nassazi (2013) aimed to examine the impact of training and development on employees’ performance using a 

qualitative study revealed that training have a clear effect on employees’ performance. The study by Engetou (2017) 

examined the impact of training and development on organizational performance using both quantitative and 

qualitative approaches revealed that training and development impacted on organizational performance. The study 

revealed further that training and development is essential for all type of workers and that training and development 
bring about improved productivity. The study by Asfaw, Argaw, & Bayissa( 2015) examined the impact of training 

and development on employee performance and effectiveness quantitative study showed that training and 

development has a positive relationship with employees performance. Their study also revealed that there is a 

statistically significant relationship between training and development and employee effectiveness. 

  

3. Methodology  

3.1 Research Setting                                                                                                                                                                    

The location of this study is among the Asia multinational located in Lagos State , Nigeria.  The choice of Lagos 

state was because the operations and activities of commercial banks experienced in Lagos State appear to be 

replicated in other states as well. Furthermore, Lagos State serves as the location of the study because it is the 

commercial hub of Nigeria.  

 

3.2 Research Design 

This study adopted a cross-sectional research design because it is based on the observation that takes place within 

different groups at one time, while the research strategy adopted was survey research. Survey research is useful for 

collecting information and analyzing characteristics of a large population (Barbie, 2006). It also helps to gather data 

for targeted results which help to draw conclusions and make important decisions.  

 

3.3 Limitation to the Research Methods 

The study employed empirical approach to examine the relationship between HRM Practices and Work-Life 

Balances in UNITED BANK OF AFRICA PLC, Lagos, therefore, the study does not take into consideration the 

qualitative approach. 

 

3.4 Population of the Study 

The target population was made up of all staff of UNITED BANK OF AFRICA PLC, Lagos state branch head 

office has 152 staff members. 

 

3.5 Sample Size Determination 

The sample size of the targeted population was determined using Yamane (1967) sample size formula with a 

confidence interval of 95% 

n  =        N  

 (1 + N(e2)) 

N= population size 

e= sample error (5%) 

N =   152 
E = 0.05 

Therefore the Sample size is: 

n=                  152   

       (1+ 152(0.05)2) 

n =                 152   

                     1.38 

n =     110.14 

Approximately n = 110 

 

3.6 Sampling Procedures 

This study adopts a simple random sampling technique in selecting its sample in which every employee has equal 
right of being selected.  

 

 

 



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3.7 Research Instrument  

3.7.1 Validity of the Instruments   

The validity of the research instrument was carried out by experts in the field of employment and labour relations 

through external and internal validity. 

 

3.7.2 Reliability of the Study  
The cronbach’s Alpha coefficient was used to test the degree of consistency of the questionnaire. See cronbach’s 

Alpha coefficient test table below  

 

Table 1 

Case Processing Summary 

 N % 

Cases 

Valid 109 99.1 

Excludeda 1 .9 

Total 110 100.0 

a. Listwise deletion based on all variables in the procedure 

Table 2 

Reliability Statistics 

Cronbach's Alpha N of Items 

.816 22 

 

The obtained coefficient Alpha score was 0.816 which indicates that the scale has high interval consistency. This 

result is good and correct because it provides good information about consistency 

 

 

4. Method of Data Analysis 

Pearson product-moment correlation was used to test the formulated hypothesis at 5 percent significant level 

 

4.1 Hypothesis Testing  

Table 3 Correlations 

 QWL  Employee 

Engagement 

Learning 

and 

Developm

ent 

Compensat

ion policy 

Talent 

Management 

QWL Pearson Correlation 1 .599** .653** .556** .515** 

Sig. (2-tailed)  .000 .000 .000 .000 

N 110 110 110 109 110 

Employee 

engagement 

Pearson Correlation .599** 1 .672** .292** .268** 

Sig. (2-tailed) .000  .000 .002 .005 

N 110 110 110 109 110 

Learning 

and 

Developmen

t 

Pearson Correlation .653** .672** 1 .375** .221* 

Sig. (2-tailed) .000 .000  .000 .020 

N 110 110 110 109 110 

Compensati

on Policy 

Pearson Correlation .556** .292** .375** 1 .504** 

Sig. (2-tailed) .000 .002 .000  .000 

N 109 109 109 109 109 

Talent Pearson Correlation .515** .268** .221* .504** 1 



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Management Sig. (2-tailed) .000 .005 .020 .000  

N 110 110 110 109 110 

**. Correlation is significant at the 0.01 level (2-tailed). 

*. Correlation is significant at the 0.05 level (2-tailed). 

   

 

4.2 Testing of Hypothesis 

Hypothesis 1 

H0:There is no significant relationship between Employee Engagement and Quality of Work life 

H1:There is a significant relationship between Employee Engagement and Quality of Work life 

Discussion of Findings 

The p-value of Pearson is 0.000 which is less than 0.01, therefore the null hypothesis is rejected and alternative 

hypothesis accepted. Hence, there is significant relationship between Employee Engagement and Quality of Work 

life 
This finding supported and reinforced the findings by the study of  Lazer & Ratiu (2010) which investigated work-

life balance and organizational performance., the study by Meenakshi, Subrahaman, and Ravichandra (2013), the 

study by Becker & Gehart (1990) The studies by Wright & Mcmahan (2011), Bustillo ,Llorente, & Mac´ıas (2005)  

 

Hypothesis 2 

H0:There is no significant relationship between Learning and Development and Quality of work life 

H1:There is a significant relationship between Learning and Development and Quality of Work life 

Discussion of Findings 

The p-value of Pearson is 0.000 which is less than 0.01, therefore the null hypothesis is rejected and alternative 

hypothesis accepted. Hence, there is a significant relationship between Learning and Development and Quality of 

Work life.  
This findings is agreed with findings from the study by Legnick-Hall etal (1998),Delaney & Huselid (1986) , Guest 

(2011) The study by Ahmed (2016) , Niedźwiecka (2016). Niedźwiecka (2016) 

 

Hypothesis 3 

H0: There is no significant relationship between Compensation policy and Quality of Work life. 

H1: There is a significant relationship between Compensation policy and Quality of Work life 

Discussion of Findings 

The p-value of Pearson is 0.000 which is also below 0.01, so the null hypothesis is rejected and alternative 

hypothesis accepted. Hence, there is a significant relationship between Compensation policy and Quality of Work 

life .  

This findings supported previous studies by Jiang, Xiao, Qi, and Xiao (2009) and also the study by Adeoye & Fields 
(2014) 

 

Hypothesis 4 

H0:There is no relationship between Talent Management and Quality of Work life 

H1:There is relationship between Talent Management and Quality of Work life 

 

5. Discussion of Findings 

The p-value of Pearson is 0.000 which is also below 0.01, so the null hypothesis is rejected and alternative 

hypothesis accepted. Hence, there is a relationship between Talent Management and Quality of Work life. This 

finding is line with the previous studies by Kum, Cowden,&Karodia ( 2014) , Tahir, Yousafzai, & Jan (2014) and 

Imran &Tanveer (2015) 

 

6. Conclusion 

The findings of this study revealed that there is A strong relationship between HRM factors and Work life balance. 

Employee Engagement, Learning and development, Compensation policy, and Talent Management played a vital 

role in achieving Quality of Work life in UNITED BANK OF AFRICA PLC. The organization can achieve high 

performance and profit turnover if the organisation can focus more on effective employee engagement and other 

development programmes for their workforce, it will enhance Quality of Work life which may in the long-run 

ensure high productivity. 



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