**2.4 Pay and rewards**

Performance or merit-based systems dominate the reward system in Nigeria [32]. However, there are variations in the pay and rewards system in the public and private sector organisations in Nigeria. The public sector operates a service-wide remuneration so that variations (including across gender) based on performance are non-existent. Rather, the national minimum wage (with fringe benefits) and legally mandated leaves such as paid maternity and annual leave are the basis of the payment and reward system. The minimum wage is the basis for negotiations between trade unions and employers. In the private sector, the pay and reward system is mostly determined by employees' level of experience, educational qualifications, and skill

sets. Workers also get some fringe benefits such as the allocation of company vehicles for senior staff, car loans, paid leave, and paid gym membership.

Nigeria's cultural values play a considerable role in the payment and rewards systems. Based on the principles of communitarianism, there is a tendency for workers to view organisations as an extension of their extended family, where their material and socio-emotional needs as well as family and personal circumstances are considered when making personnel decisions [36]. In keeping with this focus, some organisations have introduced burial allowances and compassionate leave for employees who are bereaved of their loved ones to help them cope with the expenses of elaborate burial ceremonies. Similar gestures are shown to workers who are getting married to help with their wedding expenses [36]. In most cases, the organisation also appoints fellow employees to attend these ceremonies in a show of solidarity and support for the concerned employees.

#### **2.5 Employee involvement**

In Nigeria, the management systems adopted by the public and private sectors differ in the degree of employee involvement in the work process. Public sector organisations follow a unitary system and a bureaucratic model of employment whereby the organisation's employment decisions are centralised and the administrative system follows strict bureaucratization of procedures. As such, employees' inputs are not considered in the decision-making and work processes. Rather, the organisation's policies dictate the employees' behaviour, with line managers expected to implement and enforce the rule-governed policies. Although line managers could hold meetings to discuss emergent issues with the employees, they are mostly to provide clear directions about employee performance expectations and goals.

In the private sector context, employee involvement varies based on organisational type, size, and employee position in the organisation. While consulting firms and other medium-size organisations may consider their employees' input in the decisionmaking process, large organisations rarely require their employees opinions in making decisions about the work process. In most cases, employees at the lowest level are expected to follow the directions of their line manager in executing their tasks while team leaders' opinions may be considered. However, as Nigeria is a high power distance culture [34], there is a tendency for managers to resist employee involvement in the decision-making process as this may reduce their power of influence in the organisation [15].

The next section evaluates the role of line managers in the HR implementation process. Line managers are closest to employee experience in the HR implementation process. As such, presenting an overview of the role of line managers in HR implementation in Nigeria will clear the path for a good understating of the HR implementation process in the country.
