Human Resource Management Practices and Staff Productivity in Local Government: A Study of Ijebu-Ode Local Government Area, Ogun State

This study examines the relationship between human resource management practices and staff productivity in Ijebu-Ode Local Government Area of Ogun State, South West Nigeria. The productive capacity of local government is directly dependent on the quality of its workforce, yet staff recruitment, training, performance appraisal, and motivation systems in Nigerian local government councils are frequently characterized by political patronage, nepotism, inadequate training investment, and poor career development structures. Using a professional research design, primary data is collected from 110 local government employees across departments including administration, finance, works, agriculture, and health through structured questionnaires. The Human Capital Theory and the Motivation-Hygiene Theory of Herzberg form the conceptual framework. Secondary data includes Ogun State Local Government Service Commission reports, National Local Government Study Group publications, and recent academic literature on public sector human resource management in Nigeria. Descriptive statistics and multiple regression analysis are applied to measure the relationship between HRM practice quality and productivity indicators such as output volume, absenteeism rates, and departmental goal achievement. Findings are expected to identify training deficiency, poor appraisal systems, and salary inequities as the primary drivers of low staff productivity. Practical recommendations include introduction of competency-based recruitment, regular performance reviews linked to remuneration, and structured professional development programs for local government staff in Ogun State. Keywords: Human resource management, staff productivity, local government, Ijebu-Ode, Ogun State.