HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE: EVIDENCE FROM THE FEDERAL ROAD SAFETY CORPS, AWKA COMMAND (2015–2023)

Abstract

This study investigated the impact of human resource management (HRM) practices on organizational performance: Evidence from the Federal Road Safety Corps (FRSC), Awka Command, between 2015 and 2023. Drawing on Easton’s Systems Theory, the research assessed how HRM programs, methods, and processes influence organizational efficiency, employee motivation, and productivity in a critical public safety agency. A descriptive survey design was employed, using structured questionnaires, documentary reviews, and semi-structured interviews. The study population comprised 355 personnel across ranks in Awka Command, from which data were analyzed using percentages, frequencies, and chi-square (X²) tests. Findings indicate that HRM programs significantly enhanced organizational efficiency, motivation and productivity with 78% of respondents affirming improvements in service delivery. Existing HRM methods were found to be appropriate for actualizing effective organizational performance, supported by a statistically significant chi-square result (X² = 42.6, p < 0.05). Furthermore, 82% of personnel reported increased motivation and productivity attributable to HRM processes, confirming that structured training, fair appraisal systems, and incentive mechanisms positively shape work outcomes. The study concludes that effective HRM remains a vital driver of public sector performance in road safety enforcement. Policy implications include the need for continuous on-the-job training, institutionalized performance management systems, improved reward and recognition schemes, and strategic HR planning to align human capital with operational mandates. Strengthening these practices will not only boost FRSC’s internal performance but also contribute to safer roads and enhanced public confidence in road safety governance in Nigeria