Strategic Human Resource Management and Employee Well-being in Times of Organizational Change: Nigerian Insights

Abstract

This empirical investigation analyze the intricate relationship between strategic human resource management (SHRM) and two critical organizational outcomes—employee well-being and institutional evolution—within the distinctive Nigerian context. Employing a cross-sectional survey methodology, data was gathered from a sample of 150 individuals across diverse Nigerian public and private sector organizations. Statistical analysis, specifically multiple regression, unequivocally demonstrated that SHRM serves as a robust and highly significant predictor for both employee well-being (β = .78, R² = .61, *p* < .001) and the capacity for organizational change (β = .68, R² = .58, *p* < .001). These conclusions, informed by the theoretical underpinnings of the Ability-Motivation-Opportunity (AMO) and resource-based view (RBV) frameworks, underscore that integrated SHRM mechanisms concurrently foster the welfare of the workforce and streamline organizational adaptation. The research culminates in the assertion that SHRM represents a fundamental strategic imperative for cultivating resilient organizations capable of thriving within dynamic operational landscapes. Actionable insights for human resource professionals and promising avenues for subsequent inquiry are thoroughly presented..