Human Resource Management Practices and Employee Creativity in Nigeria’s Creative Industry: A Study of Film Production Companies in Lagos

This study investigates the relationship between human resource management practices and employee creativity in Nigerian film production companies in Lagos, the heartbeat of Nollywood, the world's second-largest film industry by volume. The creative economy demands HRM approaches that stimulate rather than constrain creative output, requiring a fundamentally different philosophy from manufacturing or financial services HR models. The study adopts a descriptive survey design, with 130 writers, directors, production managers, cinematographers, and creative executives drawn from fifteen Nollywood production companies through purposive sampling. A validated Creative Self-Efficacy Scale and an HRM Practices Index provide the primary measurement tools. Amabile's Componential Theory of Creativity informs the theoretical analysis. Findings reveal that autonomy-supportive HRM practices, including flexible scheduling, reduced bureaucratic controls, and creative project ownership, are the strongest predictors of individual creative output. Collaborative team structures and peer creative feedback mechanisms also significantly enhance creative productivity. Conversely, rigid output monitoring, excessive administrative demands, and performance-pay systems tied to commercial metrics are found to inhibit creative risk-taking. The study also identifies inadequate intellectual property frameworks within Nollywood HR contracts as a persistent source of creator dissatisfaction. Recommendations include the development of creative sector-tailored HR policies, IP-inclusive employment contracts, and the institutionalisation of creative sabbaticals. This research contributes HRM evidence to Nigeria's emerging creative economy literature. Keywords: HRM Practices, Creativity, Nollywood, Film Industry, Creative Economy.