Modelling the Impact of Performance Management System, Employee Readiness and Staff Engagement in Nigerian Paramilitary Agency

Résumé

The effectiveness of paramilitary agencies in Nigeria has been challenged by declining staff engagement, weak performance accountability, and low operational efficiency, despite their critical role in national security. In the Nigeria Security and Civil Defence Corps (NSCDC), reports indicate that over 50% of personnel experience unclear performance expectations and limited feedback systems, which negatively affect motivation and service delivery. Although performance management systems exist, they are often inconsistently implemented, while employee readiness in terms of skills, training, and adaptability remains uneven. However, existing studies have not adequately examined how performance management systems and employee readiness jointly influence staff engagement in Nigerian paramilitary agencies, thereby creating a gap that this study addresses. This study modelled the impact of performance management systems, employee readiness, and staff engagement in the NSCDC, Lagos State Command. The study was anchored on Goal-Setting Theory, Kahn’s Theory of Employee Engagement, and the Job Demands-Resources (JD-R) Model. A quantitative approach was adopted using questionnaire as a method of data collection. The study population comprised 1,850 personnel, from which 420 respondents were selected, with 401 valid responses retrieved (95.5% response rate). Data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings revealed that performance management systems significantly improve staff engagement across cognitive, emotional, and behavioural dimensions, while employee readiness strengthens this relationship (path coefficient = 0.624; t = 64.889; p = 0.000). The R² value of 0.821 indicates that 82.1% of the variance in work engagement is explained by PMS and employee readiness. The study concludes that aligning performance systems with workforce readiness enhances engagement and operational effectiveness. This implies that when performance systems match employees’ skills and preparedness, workers become more engaged and the organisation performs better. It recommends improved performance feedback systems, regular training, and capacity-building programmes to strengthen staff readiness and overall efficiency.