International Research and Academic scholar society

IRASS Journal of Multidisciplinary Studies

Issue-7(July), Volume-3 2026

1. Public-private Partnership and Public Service Delivery in Nigeria: A S...
1

OKPU Ikechukwu Bennett*1, OKEREKA Onofere Princewill Ph.D2
1*-2Department of Public Administration, Faculty of Management Sciences, Delta State University, Abraka
1-11
https://doi.org/10.5281/zenodo.21185884

This study examined public-private partnership and public service delivery in Nigeria with particular reference to the Ministries of Health and Works in Delta State. The study was undertaken to determine the extent to which public-private partnership contributes to effective public service delivery, infrastructural development, accountability, efficiency, and improved performance within the public sector. The increasing demand for quality public services amidst inadequate government resources and administrative inefficiency has made public-private partnership an important strategy for enhancing service delivery in Nigeria. The study adopted a survey research design. The population of the study comprised staff of the Ministries of Health and Works in Delta State. A sample size of 377 respondents was selected using simple random sampling techniques. Data for the study were collected through the use of a structured questionnaire designed on a four-point Likert scale. The data collected were analyzed using descriptive statistics such as frequency tables and percentages, while hypotheses were tested using Analysis of Variance (ANOVA). The findings of the study revealed that public-private partnership has significantly improved public service delivery in the Ministries of Health and Works in Delta State. However, the study identified challenges such as corruption, bureaucratic delays, inadequate funding, political interference, and weak policy implementation as major obstacles affecting effective public-private partnership arrangements in Nigeria. Based on the findings, the study concluded that public-private partnership remains an effective mechanism for improving public service delivery in Nigeria. The study therefore recommended that government should strengthen policy frameworks guiding public-private partnership arrangements, ensure transparency and accountability in project implementation, improve monitoring and evaluation systems, encourage private sector participation, and provide adequate funding and institutional support for public-private partnership projects.

2. Appointment, Promotion and Discipline Committee: Evolution, Secretaria...
3

Tyodzer Patrick Pillah*1, Agbogo Kingsley Chigozie2
1*Department of Public Administration, Faculty of Management Sciences, Veritas University Abuja, 2Department of Public Administration, Veritas University Abuja
12-18
https://doi.org/10.5281/zenodo.21186821

The Appointment, Promotion, and Discipline (APD) Committee constitutes one of the most pivotal institutional mechanisms within Nigeria's public service architecture. Rooted in the colonial legacy of British administrative tradition and formally entrenched in successive Nigerian constitutional frameworks, the APD Committee serves as the operational arm through which the Federal Civil Service Commission (FCSC) and analogous state-level bodies exercise their constitutional mandates over civil servants. This paper examines the historical evolution, secretariat functions, and contemporary challenges confronting the APD Committee within the Nigerian civil service system. Drawing on a qualitative documentary review of relevant legal frameworks, including the 1999 Constitution of the Federal Republic of Nigeria (as amended), the Public Service Rules (PSR) 2008, and the Guidelines for Appointments, Promotions, and Discipline, the study critically interrogates the structural configurations, procedural operations, and administrative bottlenecks associated with APD Committees. The paper finds that while the APD Committee framework provides a systematic and legally grounded basis for managing human resources in the civil service, it confronts severe challenges, including political interference, nepotism, and inadequate secretariat capacity, delays in promotion exercises, inconsistent disciplinary procedures, and insufficient integration of technology into personnel management processes. The paper recommends comprehensive secretariat reform, merit-based reinforcement, digital transformation, and improved constitutional oversight as pathways to revitalising the APD system. The study concludes that the effectiveness of APD Committees is indispensable to governance quality and national development in Nigeria.

3. Faculty Performance Management Systems and Their Impact on Academic Ex...
13

Nancy Ayongo Odoi Opong*1, Kingsley Kumi Yeboah2, Joseph Manasseh Opong3, Enoch Kwablah Teye4
1*-2-3-4Presbyterian University, Ghana, P.O. Box 59. Abetifi-Kwahu
19-25
https://doi.org/10.5281/zenodo.21287410

The increased adoption of Performance Management Systems (PMS) within Private Higher Education Institutions (PHEI), has generated an international debate regarding whether these systems enhance or impede Academic Excellence. This paper reviews the literature from 2015 through 2025 to evaluate the linkage between Faculty Performance Management Systems (FPMS) and academic excellence in Private Higher Education. Using Goal Setting Theory, Expectancy Theory, Organisational Justice, and New Public Management's Perspective, this synthesis evaluates how the various components of FPMS; i.e., goals, appraisals, feedback, rewards; influence teaching performance, research outputs, student results, and institutional reputation. Although it was observed that well-structured and developmental oriented FPMS can increase faculty motivation, alignment, and productivity, the most common audit and metric based systems, prevalent in privatized sectors may result in faculty disengagement, de-motivation and loss of academic autonomy. The authors have identified several potential moderators of FPMS, such as leadership support for faculty members' participation in evaluation processes, cultural fit, and appropriate levels of accountability relative to development. Finally, implications of findings to inform policies and practices relevant to PHEIs are discussed to demonstrate the need for Hybrid Models that strike a balance between Accountability and Academic Values.

4. The Role of Job Autonomy in Enhancing Employee Performance in Delta St...
1

Fidelis Edonyabo*1, Onofere Princewill Okereka Ph.d2, Akpomuvire Mukoro Ph.d3
1*-2-3Department of Public Administration, Delta State University, Abraka
26-36
https://doi.org/10.5281/zenodo.21288158

The study examined the role of job autonomy in enhancing employee performance in Delta State government hospitals. The study adopted Self-Determination Theory as theoretical framework for this study. The study utilized both qualitative and quantitative sources of data. The study revealed that participation in decision-making emerged as another significant predictor of employee performance, as it fosters a sense of ownership, accountability, and commitment to organisational goals. Moreover, clear work criteria, which outline performance expectations and task priorities, were shown to enhance employee confidence and consistency, leading to better outcomes in healthcare service delivery. In conclusion, the study highlights the transformative potential of job autonomy in enhancing employee performance, offering actionable strategies for improving public healthcare systems in Nigeria and beyond. The study recommended that to boost morale and enhance employee commitment, hospital management should involve staff in decision-making processes, especially in areas directly affecting their work. Structured mechanisms, such as staff committees or regular feedback sessions, should be established to gather input on scheduling, resource allocation, and patient care strategies. Hospital administrators should ensure that work criteria are well-defined and effectively communicated to employees. These criteria should outline performance expectations, task priorities, and quality standards to guide staff in their daily operations.

5. Artificial Intelligence and People Analytics in Human Resource Decisio...
6

Nancy Ayongo Odoi Opong*1, Kingsley Kumi Yeboah2, Joseph Manasseh Opong3, Enoch Kwablah Teye4
1*-2-3-4Presbyterian University, Ghana, P.O. Box 59. Abetifi-Kwahu
37-44
http://doi.org/10.67564/IRASSJMS.v3.i7.0180

A new era for human resources is beginning, driven by the use of artificial intelligence (AI) and people analytics to inform human resources (HR) decisions. This report presents an integrated, multi-disciplinary review of the current state-of-the-art of using AI and people analytics in HR, based upon established theoretical models from information systems, organizational behavior, ethics, etc. The report describes how traditional descriptive HR metrics have evolved to predictive and prescriptive HR analytics through the application of machine learning, natural language processing and algorithmic decision systems. In addition to providing examples of AI/people analytics applications throughout recruitment, performance management, retention, workforce planning and employee wellbeing, the report also assesses both the positive impacts of AI/people analytics to enable HR decisions to be made more quickly, efficiently and strategically; as well as the significant negative implications of adopting these technologies - i.e. Algorithmic bias, erosion of employee privacy, distrust of employees toward HR systems, deskilling of HR professionals. Additionally, this report reviews ethical and legal frameworks related to fairness, accountability, transparency and the General Data Protection Regulation. Based on a synthesis of recent empirical and conceptual scholarship (2015 – 2025), the report argues that although AI and people analytics represent unparalleled opportunities for enhancing the quality and effectiveness of HR decisions; un-critically adopting them will lead to institutionalized biases, diminished employee dignity and degradation of the relational core of human resource management. Therefore, the report advocates for a human-centered augmented intelligence approach to HR where ethical principles are embedded within system design and human discretion is preserved. Finally, the report outlines a forward-looking research agenda centered around explainable AI, algorithmic literacy among HR professionals and co-design of analytics systems by employees.





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