Strategic Human Resource Management: Driving Organizational Performance in Educational Institutions
*1Asmau Audi Ahmad, 2Muhammad Nasir Hashim, 3Aminu Bashir & 4Nasamaru Nasiru
*1Department of Educational Foundation, School General Education, Aminu Kano College of Islamic and Legal Studies, Kano State. Email; asmauaudi02@gmail.com
2Department of Business Education, Kano State College of Education and Preliminary studies, kano state. Email: nahaco02@gmail.com
3Department of Human Kinetic and Health Education, Bayero University Kano, Kano State, Nigeria. Email: aminubashirbaba@gmail.com
4Department of Educational Foundation, Aminu kano College of Islamic and Legal Studies, Kano State, Nigeria. Email: mnasamaru12@gmail.com
Cite this as: Ahmad, A. A., Hashim, M. N., Bashir, A., & Nasiru, N. (2026). Strategic Human Resource Management: Driving Organizational Performance in Educational Institutions. Rima International Journal of Education, 5(1), 181—200. DOI: https://doi.org/10.65760/rijessu.v5.1.13
Abstract
Strategic Human Resource Management (SHRM) has emerged as a key driver of organizational performance across sectors, yet its application in educational institutions remains underdeveloped, particularly in resource-constrained contexts such as Nigeria. This conceptual paper addresses three research questions: how SHRM principles can be conceptualized within educational settings, what theoretical mechanisms link SHRM to performance, and what conceptual framework explains this linkage. Drawing on Resource-Based View, Behavioral Perspective, AMO Framework, High-Performance Work Systems, and Contingency Theory, the paper defines SHRM as the vertical and horizontal alignment of HR practices with institutional strategic goals. Organizational performance in education is conceptualized across academic, operational, and stakeholder outcomes, mediated by psychological climate, human capital, and organizational citizenship behavior. Applying the framework to the Nigerian situation, the paper identifies practical strategies for enhancing HR management despite severe funding constraints, teacher shortages, and brain drain. The analysis reveals that fragmented, administrative HR approaches dominate Nigerian institutions, while strategic alignment remains rare. The paper concludes that context-adapted SHRM—emphasizing workforce planning, developmental performance management, participative decision‑making, and external partnerships—can drive sustainable performance. Theoretical contributions extend SHRM to non‑profit, service‑intensive bureaucracies. Practical implications guide educational leaders and policymakers in designing coherent HR systems under resource limitations.
Keywords
Strategic Human Resource Management, Organizational Performance, Educational Institutions, Teacher Effectiveness, Institutional Culture, HR Alignment
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