Background of the Study
Human resource practices (HRP) are integral to organizational change, serving as a cornerstone in the transformation processes that businesses undergo. These practices encompass recruitment, training, performance management, and employee development, all of which influence an organization’s ability to adapt to new strategies, technologies, and market conditions (Kaufman, 2023). In the context of large corporations, such as Dangote Cement Plc, HRP can act as a driving force in shaping corporate culture, enhancing workforce performance, and ensuring that organizational changes are effectively implemented. Dangote Cement, Nigeria's largest cement manufacturer, operates in a competitive and constantly evolving market, which necessitates continuous improvement in its HR practices to support the company’s growth and innovation strategies (Akpan & Usman, 2024). As the company seeks to expand its reach and optimize operations, understanding how HR practices contribute to organizational change is vital.
Adamawa State, where Dangote Cement Plc’s operations are situated, is characterized by a rapidly changing business landscape, including the growth of infrastructure projects and the shifting demands for cement in the construction sector. The role of HR practices in responding to these changes is crucial, as the company’s workforce must be agile and capable of handling evolving production methods, quality control standards, and technological advancements (Smith et al., 2024). Moreover, organizational change within Dangote Cement is often driven by a need to improve efficiency, reduce costs, and enhance product quality in response to both domestic and international competition. Thus, a deeper understanding of how HR practices impact the company’s change processes will provide critical insights into the human factors influencing organizational success.
Statement of the Problem
While HR practices are widely recognized as crucial for supporting organizational change, there is limited research on their specific role in shaping the change process in cement manufacturing companies like Dangote Cement Plc, particularly in Adamawa State. Despite the company’s commitment to innovation and expansion, the effectiveness of its HR practices in facilitating organizational change is not well-documented, especially in a local context where the socio-economic environment can influence workforce readiness and adaptability. This gap in knowledge makes it difficult to assess whether Dangote Cement’s HR practices are aligned with its organizational change objectives and if they effectively address the challenges posed by the rapidly evolving cement industry. This study, therefore, aims to explore the specific HR practices that support organizational change in Dangote Cement Plc, contributing to the body of knowledge on HR and change management in the Nigerian manufacturing sector.
Objectives of the Study
Research Questions
Research Hypotheses
Scope and Limitations of the Study
This study focuses on Dangote Cement Plc’s operations in Adamawa State, examining the role of HR practices in organizational change from 2023 to 2025. A limitation of the study is that it relies on data from a single company, which may limit the generalizability of the findings. Furthermore, access to proprietary information related to HR practices may be restricted, affecting the depth of the analysis.
Definitions of Terms