Abstract :

The study investigates the legal and ethical issues in human resource management (HRM) and their implications for public sector performance in Nigeria. It seeks to determine how compliance with HRM legal frameworks and ethical practices influence employee motivation, job satisfaction, and overall organisational performance. Anchored on Social Exchange Theory (Blau, 1964), the study argues that fair and lawful treatment of employees fosters reciprocal commitment and productivity. Using a descriptive survey design, data were collected from a population of 2,550 staff across selected public sector organisations in Lagos and Rivers States, with a sample size of 385 determined through Taro Yamane’s formula. Analytical techniques included descriptive statistics, Pearson correlation, and chi-square tests, performed using SPSS version 26. Findings revealed a significant positive relationship between HRM legal compliance and employee performance, while ethical HRM practices were shown to enhance motivation and job satisfaction. Moreover, organisational justice was found to mediate the relationship between legal/ethical compliance and performance outcomes, indicating that fairness and transparency serve as key drivers of public service effectiveness. The study concludes that weak enforcement, political interference, and lack of ethical accountability continue to hinder HRM efficiency in Nigeria’s public sector. It recommends strengthening legal enforcement, institutionalising ethics training, digitalising HRM processes, and promoting fairness in decision-making to enhance performance and trust in public administration.

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Keywords :

Legal compliance, Ethical HRM, Organisational justice, Employee motivation, Public sector performance

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