Casualization of Labour in Nigerian Banks and Its Implication on Human Resource Management.

  • Opeyemi Mojisola Alonge Rufus Giwa Polytechnic, Owo, Ondo State
Keywords: Ograzhden, Employees, Human Resource Management, Nigeria


Casual employment is identified with significantly large category of workers being treated in a manner that undermined human resource management in Nigeria. Many casual workers do same work as permanent workers and are treated as inferior in terms of rights and conditions of service, despite working regularly for the same employer. The banking sector is of interest to this study. The objectives of this study are to examine the cause of casual employment, ascertain the effects of casualisation of workforce on the human resource management, and recommend solutions to end casualisation of workers in Nigeria. The paper employed the use of secondary data for its analysis.  It was observed that casualisation resulted from globalization, weak legal framework, condition of the labour market and profit maximization objective of the was also discovered that casualisation affect the morale, commitment and overall productivity of employees.  The paper recommended that government should create minimum standards for employment of labour, enforce the existing law on casualisation, put in place policies, programmes and relevant labour laws aimed at discouraging casualization and consistently improving the labour regulation to embrace the reality of modernization.  Workers need some sense of security in their workplace, so employers of contract staff should treat them like humans, offer casual employees the benefit of rights at work and be allowed to work with dignity. The need for vibrant trade unions to organise, and represent casual workers interest by exploring new strategies that will produce result and put an end to the plight of casual employees.

KEYWORDS:  Casualisation, Employees, Human Resource Management, Nigeria.


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How to Cite
Alonge, O. M. (2019). Casualization of Labour in Nigerian Banks and Its Implication on Human Resource Management. SOCIALSCI JOURNAL, 5, 81-85. Retrieved from
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