Better known as Chidi, I am a Professor of Human Resource Management at Kent Business School, and Head of the Department of Leadership and Management. Before joining the University of Kent, I held academic positions at the Universities of Sussex and East Anglia. I am currently an Associate Editor for Human Relations, an international peer reviewed journal ranked among the Financial Times Top 50 journals list (FT 50), and serve on the Editorial Board of Human Resource Management Journal.
I obtained my Bachelor’s degree in Nigeria, where I was born and raised. I have an MSc in Occupational Health and Safety Leadership (University of Nottingham), an MA in Higher Education Practice (University of East Anglia) and a PhD in Management Research (University of East Anglia). I am a Fellow of the Higher Education Academy and a member of numerous professional organisations, including the Academy of Management, British Academy of Management, Nigerian Institute of Management, European Academy of Management, and British Sociological Association.
My research relates to job quality, employment relations, workplace values, ethical leadership, psychological well-being, and employee productivity. I collaborate with government departments and policymakers on a national and international level, including the Federal Ministry of Justice (Nigeria), Policy Connect (UK), and the Economist Intelligence Unit (UK). I seek to understand how and why employers adopt good people-management practices towards:
- developing employees’ knowledge, skills, and abilities at work
- providing opportunities for proactivity, flexibility and collaboration amongst employees
- ensuring happier and more productive workers.
Ogbonnaya, C. (2019). Exploring possible trade-offs between organizational performance and employee well-being: The role of teamwork practices. Human Resource Management Journal, 29, 451-468
Ogbonnaya, C. and Messersmith, J. (2019). Employee performance, well-being and differential effects of subsets of perceived HRM practices: Mutual gains or conflicting outcomes? Human Resource Management Journal, 29, 509-526
Wood, S. and Ogbonnaya, C. (2018). High-involvement management, economic recession, well-being and organizational performance. Journal of Management, 44, 3070-3095
Wood, S., Daniels, K. and Ogbonnaya, C. (2018). Work-life balance supports, job control, work-nonwork conflict, and well-being. The International Journal of Human Resource Management, DOI: 10.1080/09585192.2017.1423102
Ogbonnaya, C., Gonzalez, K. and Tillman, J. (2018). Perceived organizational support in healthcare: The importance of teamwork and training for employee well-being and patient satisfaction. Group & Organization Management, 43, 475-503
Nielsen, K., Morten, B., Ogbonnaya, C., Marja, K., Saari, E. and Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress, 31, 101-120
Ogbonnaya, C., Daniels, K. and Nielsen, K. (2017). Does contingent pay encourage positive employee attitudes or intensify work? Human Resource Management Journal, 27, 94-112
Ogbonnaya, C., Daniels, K., Connolly, S. and van Veldhoven, M. (2017). Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of Occupational Health Psychology, 22, 98-114
Perceived HRM systems, employee well-being, and organizational performance: A two-wave longitudinal analysis.
Perceived managerial support, work engagement, and patients experience service quality in healthcare.
Ogbonnaya, C. and Daniels, K. (2017). What is a Good Job? Analysis of the British 2012 Skills and Employment Survey. What Works Centre for Wellbeing Technical report
Ogbonnaya, C. and Daniels, K. (2017). Good work, wellbeing and changes in performance outcomes: Illustrating the effects of good people management practices with an analysis of the National Health Service. What Works Centre for Wellbeing Technical report