Business Re-Engineering, Human Resource Management and Economic Development in Nigeria: A Human-Centred and Institutional Perspective
Abstract
Abstract This study examines the interrelationship between business re-engineering, human resource management (HRM), and economic development in Nigeria from a human-centred and institutional perspective. The study adopts an exploratory qualitative research design based on an extensive review of relevant literature, policy documents, and empirical studies. The study shows that business re-engineering initiatives are more likely to succeed when they are strategically integrated with effective and human-centred HRM practices such as employee participation, skills development, performance management, and supportive leadership. It further shows that neglecting the human dimension during organizational re-engineering often leads to resistance to change, low morale, and poor implementation outcomes. Additionally, the study highlights the critical role of institutional factors including labour laws, regulatory frameworks, governance structures, and educational systems in shaping the effectiveness of both re-engineering and HRM practices in Nigeria. The study concludes that sustainable economic development in Nigeria requires a holistic and integrated approach that aligns business re-engineering strategies with human-centred HRM practices within a supportive institutional environment, and therefore suggests that Nigerian organizations adopt a humancentered approach to business re-engineering by strengthening human resource management practices, investing in employee capacity development, and implementing supportive institutional policies that promote innovation, digital transformation, and sustainable economic development.