1

Nigerian Youth Migration and Human Resource Management Adaptations

Aikomo, Odunola Motunrayo.

Babcock University.
Department of Political Science and Public Administration,
[email protected], 08033328666

Abstract

The phenomenon of youth migration in Nigeria presents a multifaceted challenge with far-reaching

implications for human resource practices. This study employs a mixed convergent methodology

incorporating structured survey with systematic literature review to investigate the intricate

dynamics of Nigerian youth migration and the adaptations necessary within Human Resource

Management (HRM) practices. Built upon the theoretical foundations of Push and Pull Theory and

Human Capital Theory, this study examines the fundamental forces that propel Nigerian youth

migration and the corresponding human resource management (HRM) adaptations required to

effectively address the situation. The research provides a thorough comprehension of the decision-

making process involved in migration by examining both the factors that push people to migrate

and the factors that attract them to a new location. It acknowledges that the fundamental reasons

driving migration are still relevant, leading to a loss of skilled individuals and significant

consequences for Nigeria's human resource management and socio-economic progress. Based on

the findings, the study recommended that the HRM strategy should incorporate innovative

measures to motivate employees, provide a favourable work environment and reducing staff

turnover while highlighting the need for government intervention in pertinent sectors.

Keywords: Youth, migration, human resource management, adaptations, innovative measures,

government, intervention.
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1.0. Introduction

The incidence of migration is not novel, as many socio-economic and environmental

variables have prompted the relocation of individuals from rural to urban areas, as well as from

one region of the world to another, in pursuit of improved prospects (Irine, 2023). Youth migration

is primarily motivated by factors such as employment opportunities, access to education, marriage

prospects, and the desire to escape poverty, violence, conflict, and environmental challenges

(UNDESA, 2016). According to the International Labour Organisation ILO (2024), approximately

27 million young individuals migrate internationally in search of employment.

The Population Division of the United Nations projected that in 2020, there were a total of

281 million international migrants across the globe, representing a wide range of characteristics

including country of origin, gender, age, and level of education. During the previous decade,

immigrants accounted for 47% of the workforce growth in the United States and 70% in Europe;

furthermore, they make a substantial contribution to the flexibility of the labour market,

particularly in Europe (OECD, 2012 in Dumont, 2014).

According to available data, international migration has been on the rise, and immigrants

are making important contributions to the most dynamic sectors of developed economies,

particularly in healthcare and STEM occupations (Dumont, 2014). However, the effects on

developing countries vary and depend on specific circumstances (UN, 2013).

Youth migration has assumed a phenomenal dimension, particularly in sub-Saharan Africa.

Its significant socio-economic impact has raised concerns over the management of human
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resources. Nigeria, being the most populous country in Africa and one of its largest economies,

has been greatly impacted by youth migration, which is primarily influenced by a mix of push and

pull factors. (Nwoke, 2019)

The youth constitute a significant demographic group in sub-Saharan Africa, with a

burgeoning population that is both a source of great potential and a pressing challenge for the

continent's development (ACBF, 2017). According to African Youth Charter, people between the

ages of 18 to 35 years are considered as youth whereas the National Youth Policy in Nigeria set

the classification between 15 and 29 years of age (Yiaga Africa, 2024).

In Nigeria, various economic factors such as high unemployment rates, limited job

opportunities, low wages, political instability, insecurity, and social unrest are driving young

Nigerians to seek better opportunities abroad. At the same time, a desire for better education,

competitive professional growth, and improved quality of life are attracting them to Europe, North

America, Asia, the Middle East, and certain prominent African countries. (Nwoke, 2019)

The International Labour Organisation (ILO) estimated in 2024 that young people make

up the majority of annual migrant movements. They are considered the most mobile social group

and ‘scapegoats for the shortcomings of economic and social systems” (para 1). The report states

that young individuals are motivated by various factors such as the aspiration to enhance their own

and their families' quality of life, pursue educational goals, enhance their professional abilities and

opportunities, or seek personal growth through the experiences and challenges that come with

living in a foreign country.

Nigeria's youth population constitute a significant portion of the country’s demographic

landscape and the prevailing "japa" trend has far-reaching consequences for both its human capital
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development and economic growth (Okunade and Awosusi, 2023). Youth migration in Nigeria

follows diverse patterns and routes, reflecting the varied aspirations and circumstances of migrants

and driven by a complex interplay of economic, social, and political factors ultimately contributing

to brain drain, as skilled and talented young Nigerians seek opportunities abroad, depriving the

country of valuable human capital (Bashorun, 2023) and creating gaps for human resource

management adaptations.

Hence, this paper seeks to explore the nexus between Nigerian youth migration and HRM

adaptations as it:

1. reviews the drivers, patterns, and consequences of youth migration in Nigeria.

2. evaluates the key HRM challenges posed by youth migration in Nigeria.

3. identifies how organizations can leverage the potential benefits of youth migration for

HRM in Nigeria.

2.0. Methodology

This study has utilised a research strategy that combines both quantitative and qualitative

data, using a convergent mixed method approach (Hafsat, 2019). Combining data collection

through surveys with a comprehensive examination of relevant literature offers a more profound

understanding of the research topic, which is Nigerian youth migration and HRM adaptations. This

approach also enables a statistical analysis that accurately represents patterns and variations in

behaviour.

Structured survey was deployed using Google Forms, targeting diverse subjects identified

as students, employed, self-employed, unemployed dispersed within the age brackets 18-24, 25-
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34, 35-44, 45 and above. This selection was based on the need to diversify the sample base and

ensure a balanced perspective that cuts across the different segment of the population.

Snowball sampling was adopted as the sampling strategy due largely to its potential to

reach interconnected or hidden population, thus widening the sample base and providing diverse

perspectives from the expanded representation (Dragan et al 2013).

Furthermore, electronic literature search was conducted on Google Scholar and JSTOR

databases to retrieve extant literature on general youth migration, HRM practices, as well as

dimensions of the subjects that are peculiar to Nigeria. The documents were collated, synthesized,

and harmonized to give a general context to the subject of Nigerian youth migration and HRM

adaptations.

3.0. Review of Literature

3.1. Migration

According to Irine 2023, migration is not a problem in and of itself, and it promotes human

development. They perceived the changes in the structure of the migrating population and

highlighted that most migrants choose a better quality of life abroad than a most familiar life at

home. Similar to Nwoke's (2019) research, the study categorised fundamental economic reasons

that motivate migration into Push and Pull components. Economic factors such as low income,

underdevelopment, unemployment, and underemployment drive people in developing economies

to migrate to developed countries. They are attracted by the potential for better job opportunities,

higher wages, improved facilities, better economic conditions, a higher quality of living, and the

freedom and individual rights available in these locations.

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Nwoke (2019) argued that youth migration in present-day Nigeria is a complex

phenomenon with both advantages and disadvantages that drive it. It is anticipated to increase in

the future, primarily because of the growing disparity in wages between developed and developing

nations, as well as their contrasting demographic trends.

Bashorun (2023) explored the history of emigration in Nigeria, specifically focusing on the

1970s when a significant number of Nigerian residents permanently migrated to the Western world

for higher education and improved prospects. The study documented a substantial rise in the

departure of highly skilled individuals from Nigeria. It identified many variables, such as

education, career opportunities, political freedom, satisfactory living conditions, exposure, and

cultural influences, as driving this trend.

According to Okunade and Awosusi (2023), 'japa' is a term used by Nigerians to refer to

the trend of Nigerians migrating to Europe and other regions of the world. They observed that

Africa has experienced different levels of migration and examined the endogamous and

exogamous factors that contribute to the japa syndrome in Nigeria.

The study argued that the current trend of emigration from Nigeria is linked to the neo-

liberal structure of the UK and the global trend. This is in addition to the unfavourable economic

conditions, such as high poverty levels, rising unemployment, and weak economies in many

African countries, as well as internal issues like security concerns. Moreover, the study contends

that the significant increase in emigration from Africa has multifaceted consequences for the entire

continent, which are influenced by both internal and external factors such as the EndSars protests

in October 2021. These consequences are particularly evident in the severe economic effects

resulting from the substantial outflow of both human resources and capital from Nigeria.
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In their study titled "International youth migration: features, tendencies, regulation

prospects," Sardak et al (2021) analysed the global and regional challenges associated with

international youth migration. Their findings emphasised the crucial contribution of young people

to a nation's economic progress. They analysed global patterns of international youth migration

and concluded that the key factor for such a phenomenon lies in the high level of attractiveness for

migration. However, they also noted that this trend has negative consequences, particularly in

terms of environmental degradation and pollution.

Hall (2022) regarded international migration as a chance for young individuals to enhance

their lives and those of their families through the pursuit of educational goals, employment

opportunities, or personal growth. The study identified several factors contributing to the

widespread occurrence of this phenomenon in low- and middle-income economies. These factors

include high unemployment, underemployment, labour flexibility, governance failures, persistent

gender inequality, social exclusion, and growing concerns about climate change. The study

proposed the development of an agenda that could facilitate significant transformation in

addressing these issues.

Belmonte et al 2020 conducted a study on youth and migration globally and highlighted

the knowledge gap that could hinder the recognised potential in young migration. The report

highlighted the capacity of individuals aged 15-29 to significantly transform economies, politics,

and social dynamics globally. It also noted that Africa possesses the youngest population and the

most rapidly expanding youth population among all continents. Nevertheless, the report's claim

that "migration for Africa's youth is more of an exception than a norm" (page 2) may no longer be

valid, given the significant change in the pattern of youth migration from many African countries.
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In a study conducted by Inegbedion (2022), it was determined that youth unemployment

has a significant role in driving youth migration in Nigeria. In 2020, the youth unemployment rate

in Nigeria was recorded at 42.5%, while the underemployment rate stood at 22.8% (National

Bureau of Statistics Nigeria, 2022 in Inegbedion, 2022). The study concluded that these

difficulties, together with political issues including inadequate governance and corruption,

contributed to the decision of many young people to leave the country, and recommended an

overhaul of the political system in Nigeria to ensure inclusion, participation, adherence to the rule

of law, respect for establishment human rights, and of constitutional empowerment of state

institutions.

In their study, Suciu and Florea (2017) identified smart and creative cities as the primary

drivers of increased young migration. It has been noted that these elements are drawing in a

growing number of young individuals who are predominantly gifted, highly talented, and possess

a high level of skills, with a wide range of competences. The study referenced Eurostat's 2016

research on migration, which emphasised the combined effect of various interconnected factors

such as economic, political, social, and environmental factors that influence population movement

from one location to another. The study also proposed a series of recommendations aimed at

establishing a suitable framework to attract talented, skilled, and innovative young individuals.

3.2. Human Resource Management Practices

A number of researchers, such as Raeder (2019), Okolie and Udom (2019), Brown et al

(2019), Nurzaman et al (2020), Koster and Benda (2020), Nurzaman et al (2020), Kwonga et al

(2021), Aslam et al (2021), and Alqudah et al (2022), have conducted research on various aspects

of human resource management (HRM).

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Raeder (2019) conducted a study on the correlation between employees' perception of

HRM practices and their commitment to change. The study sampled 221 employees from a public

organisation that had recently undergone an organisational change. Meanwhile, Okolie and Udom

(2019) defined HRM as the formal structure within an organisation that is accountable for all

decisions, strategies, factors, principles, operations, practices, functions, activities, and methods

related to the management of people while Kwonga et al (2021) examined the ramifications of

existing uncertainties on HRM practices in a study that asserted that the world has become

increasingly uncertain, with various sources of uncertainty and risk emerging.

In the same way, Aslam et al. (2021) contend that the dynamic nature of the organisational

environment necessitates that businesses adapt to change and strive to maximise profits (Robbins

2005 cited in Aslam et al 2021). The scholars delineated organisational challenges that have the

potential to impact human resource management practices, such as globalisation, technological

progress, innovations, economic and political instability, and ethical and ecological concerns. The

research underscored the importance of acknowledging the significance of individuals within

organisations with regard to intellectual and social capital.

Koster and Benda (2020) acknowledged the necessity of innovation in order for companies

to align with the influences of external forces that affect HRM. Although the definition of creative

HRM was not explicitly stated, the research found that innovative HRM is a reliable indication of

organisational innovation. It is characterised by unique organisational practices and is distinct from

other HRM measures. Innovative HRM, as defined by the study, involves the implementation of

novel concepts or actions in various forms such as systems, policies, programmes, devices,

processes, products, or services. It primarily focuses on four key HR functions: recruitment,

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termination, internal staff mobility through job exchanges and transfers, and workforce

composition management through training and education.

The research carried out by Alqudah et al (2022) revealed a direct correlation between

certain high-performance human resource management practices (HPHRMP). The findings

demonstrated a direct and favourable relationship between affective commitment and readiness

for change. Additionally, it was observed that readiness for change had a favourable correlation

with the individual performance of employees.

Moreover, the results indicate that a hierarchical culture enhances the relationship between

high-performance human resource management practices and affective commitment. This means

that implementing certain practices such as effective communication, clear job descriptions,

comprehensive training, and employee participation can increase employees' emotional attachment

and willingness to embrace change. These findings provide managers with valuable insights on

which practices they should prioritise in order to achieve desired results.

Brown et al. (2019) identified three tiers of modern strategic people management in their

investigation: the environment, the constituents, and the competencies of people management. In

order to increase strategic impact, the study emphasised the importance of culturally sensitive and

customised staff training, engagement, coaching, and development as opposed to coaching and

engagement that implement ostensibly straightforward HR best practices. In addition, Nurzaman

et al. (2020) identified the potential strategic significance of human resource management and

advocated for the implementation of a results-driven performance management system, which

assesses employee productivity in terms of output rather than task duration.

4.0. Theoretical Framework

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The study of Nigerian Youth Migration and Human Resource Management Adaptations is

guided by the theoretical framework of the Push and Pull Theory of migration and the Human

Capital Theory.

The Push and Pull Theory, proposed by Everett Spurgeon Lee in his 1966 article "A Theory

of Migration," posits that migration and immigration occur because individuals seek to enhance

their living conditions through the process of migration (Pan, 2019). Lee categorised the elements

related to the decision to move and the migration process into four distinct groups: factors linked

to the place of origin, factors linked to the destination, intervening impediments, and personal

considerations. (Faridi, 2018).

Lee states that every location has a distinct combination of favourable and unfavourable

aspects. Positive factors refer to circumstances that either retain individuals within a certain area

or attract people from other areas, while negative factors tend to discourage people from staying

or moving to a particular place (Lee, 1975:191 in Faridi, 2018). The perceived disparity between

the areas of origin and destination is associated with an individual's stage in life (Faridi, 2018).

According to the Push and Pull Theory, individuals are inclined to migrate or travel as a

result of "push" factors and "pull" factors. "Push" factors refer to unfavourable conditions or

circumstances in the current location that incentivize individuals to depart, while "pull" factors

denote favourable conditions or opportunities in a new location that entice them to come. The

interplay of these variables impacts the way in which an individual arrives at a conclusion

concerning migration or travel (Pan, 2019).

Despite facing criticism for oversimplifying the intricate decision-making process of

migration and travel, as well as neglecting other crucial factors such as social networks, cultural

influences, and personal aspirations, the Push and Pull Theory offers a framework for
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comprehending the driving forces behind the movement of individuals from one place to another.

Additionally, it serves as a foundation for policy development and economic analysis.

The Human Capital Theory, which was formulated by esteemed scientists including Gary

S. Becker, Theodore Schultz, and Jacob Mincer, posits that the worth of resources utilised in the

production of products and services is commensurate with the capacity of individuals to acquire

knowledge (Lucas 1988, 1990 in Nafukho et al., 2004). The theory posits a justification for the

positive correlation observed between income and various other factors, including education,

training, age, work experiences, and health, while also recognising the heterogeneity of human

capital (Strober, 1990).

Human Capital Theory advocates for enhancing productivity and efficiency by placing

more emphasis on education and training and holds the belief that a workforce that is adequately

invested in leads to an expanding economy, significantly influencing the perception of the

correlation between education, skills, and economic results, and providing insights about their

relationship. However, the theory is criticized for not considering broader structural factors like

discrimination, unequal access to opportunities, and socio-economic disparities that can hinder

investments in human capital, and “thinking that it is the only game in town” (Strober, 1990, Page

216).

The integration of the Push and Pull Theory with Human Capital Theory in the examination

of Nigerian youth migration and Human Resource Management (HRM) Adaptations provides a

comprehensive framework for comprehending the migratory patterns of Nigerian youth and the

consequences for HRM strategies. The framework assists in identifying the factors that contribute

to Nigerian youth migration and enhances the comprehension of HRM practitioners regarding the
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specific skill sets and capabilities required to adjust their recruitment, retention, and talent

management strategies in order to optimise productivity in light of the 'japa' phenomenon.

5.0. Discussion of Findings

The demographic distribution of respondents in the quantitative study shows an equitable

gender representation, of male and female at 48.1% and 51.9%, respectively. The distribution was

spread among students (36.5%), employed (46.2%), self-employed (11.5%), unemployed (5.8%)

within the age classification of under 18 (15.4%), 18-24 (23.1%), 25-34 (42.3%), 35-44 (9.6%),

45 and above (9.6%) to facilitate diversity and inclusiveness. However, the findings revealed that

most of the respondents fall within 18-34 years of age (65,4%) with the majority being employed

or pursuing one academic programme or the other (82.7%).

Table 1: Demographic Information

Category Variable Percentage % Cumulative

Gender Male 48.1 48.1%

Female 51.9 100.0%

Age in Years Under 18 15.4 15.4%

18-24 23.1 38.5%

25-34 42.3 80.8%

35-44 9.6 90.4%

45 and above 9.6 100.0%

Employment Status Employed 46.2 46.2%

Unemployed 5.8 52.0%

Self-employed 11.5 63.5%

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Student 36.5 100.0%

Others 0 100.0%

Educational Level Primary school 0 0.0%

Secondary school 11.5 11,5%

Tertiary (B.Sc. and equivalent) 48.1 59.6%

Post-graduate 38.5 98.1%

Others 0 98.1%

Professional 1.9 100.0%

Source: Field Survey, 2024

Contrary to the assertion that “migration for Africa’s youth is more of an exception than

norm” (Belmonte et al, 2022, page 2), the study revealed that the phenomenon of youth migration

is now prevalent as the factors that drive the syndrome remain pertinent. A significant proportion

of the respondents (90.4%) admitted that migration remains an option for them and their primary

consideration for that decision remains socio-economic and political as identified by erstwhile

scholars like Irine (2023), Inegbedion (2022), Nwoke (2019), amongst others.
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Figure 1: Propensity to Migrate (Source: Field Survey, 2024)

5.1. Primary Reasons for Migration

The survey revealed that better job opportunity (63.3%) was topmost of the reasons why

respondents considered emigration as an option. They perceived that opportunities are limited in

Nigeria, and the available ones are not equitably distributed.

“Today, young people can’t afford to do what their parents did at our age, even while at

the same kind of jobs. It feels hopeless. People don't see a future for themselves or their

families in Nigeria, so they go abroad to find success.”

This was followed by higher education prospects (61.2%), followed by economic reasons (36.7%)

while considerations bordering on children was lowest at 2% of the population sampled:

“Access to higher quality education and training opportunities is another significant

factor. Young Nigerians often migrate to pursue educational opportunities that can lead to

better job prospects in the future. Also, issues like corruption, inadequate infrastructure,

and limited social services in Nigeria can prompt young people to seek countries with

better governance and a higher quality of life.”

This suggests that prospects for a better job, higher education and better condition of living remains

the major factors pulling Nigerian youths outside the shores of the country, beside opportunity for

2nd citizenship and other factors.

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Figure 2: Primary Reasons for Migration (Source: Field Survey, 2024)

5.2 Socio-economic Factors Driving Migration

Data generated reflected that high unemployment rate was major among the socio-

economic reasons driving youth migration in Nigeria, tolling 82.7%. Limited job opportunities and

low wages (also features of employment) accounted for 76.9% and 73.1%, respectively, and

national security issues took a paltry 1.9%, making unemployment, and factors related to it, main

factors pushing young Nigeria abroad, besides other issues like corruption, infrastructural deficit,

and inequity among citizens:

“These points are major factors affecting lots of Nigerian youth because the present status

of Nigeria is not giving everyone a level playground and no fairness within the Nigerian

system. Every opportunity is a means of devouring and exploiting youths before giving a

chance to work or to have a good employment opportunity.”

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Figure 3: Socio-economic Factors Driving Migration (Source: Field Survey, 2024)

5.3. Migration and Implication for HRM

66.7 per cent of the respondents considered the impact of youth migration on the Nigeria

labour market and HRM practices to be negative, a paltry 5.9% of the observations were not sure

what the impact was while the others were equally divided on the side of ‘Positive impact’ and

‘No significant impact’. This shows that the effect of the ‘japa’ syndrome is significant especially

with the outflux of those in the health care and STEM sectors.
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Figure 4: Migration and Implications for HRM (Source: Field Survey, 2024)

5.4. Key Challenges Posed by Youth Migration

Skill gap, brain drain, talent retention and recruitment challenges were identified as major

issues that human resource managers would have to grapple with, in the face of incessant youth

migration from Nigeria.

Figure 5: Challenges Posed by Youth Migration (Source: Field Survey, 2024)

5.5. Effectiveness of Adaptations or Innovations in HRM Strategies

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A high number of the respondents totaling 81.3% of the observations generated have not

observed any major adaptations in the strategies of the HRM within organisations in response to

youth migration while a few (18.7%) identified some innovative actions targeted at managing the

situation:

“Companies are building talent programs to get people early in their career before they

decide to migrate. Many companies are offering flexible work arrangements, such as

remote work options, flexible hours, to accommodate the needs of employees who may be

considering migration or have family abroad. With advancements in technology,

organizations are embracing remote work, allowing them to tap into talent regardless of

geographic location.”

Figure 6: Adaptations in HRM Strategies (Source: Field Survey, 2024)

However, less than 10% of this group considered the adaptations effective. They reflected

that youth migration remains endemic in Nigeria as the factors driving the syndrome are not

adequately addressed:
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“If the government runs the country well, people will stay. Provide basic social amenities,

improved educational system, more job opportunities, eradicate corruption in the system,

implement policies that stimulate job creation and economic growth, particularly in sectors

with high youth potential such as technology and agriculture, invest in higher education

and vocational training facilities to ensure that they are on par with international

standards.”

Figure 7: Effectiveness of Identified HRM Adaptations (Source: Field Survey, 2024)

6.0. Recommendation and Conclusion

The investigation of Nigerian youth migration and HRM adaptations has shown the drivers,

patterns and consequences of youth migration in Nigeria. The study reveals the complexity and

dynamism of youth migration and the profound implications for HRM practices. The diverse

factors driving the syndrome were categorized into two: Push factors and Pull factors, while

underscoring the prominence of employment-related issues.

The underlying factors driving youth migration in Nigeria continue to be relevant, and it is

worrisome to observe that despite the changes in technique that appeared to lower unemployment
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rates in Q4 2022 (Ejechi, 2023), the data for unemployment are still rising. In Q3 2023, the

unemployment rate increased to 5% while youth unemployment rate rose to 8.6%, compared to

4.2% and 7.2% in Q2, 2023 (NBS, 2024), combined with the impact of security concerns and other

prevailing socio-economic problems. Hence, a significant majority of 84% of the participants

concurred that government engagement is necessary to effectively handle the issue of youth

migration and ensure the establishment of a sustainable and efficient workforce.

The findings suggest that the government should take a more proactive approach in

addressing various political, socio-political, and environmental issues that are triggering the

migration of Nigerian youths to other countries in search of better opportunities. Additionally, it

is recommended that human resource management strategies and practices be modified to

incorporate innovative measures such as:

a) training and competitive welfare/remuneration,

b) flexible work arrangement,

c) implementing clear career progression paths,

d) job enrichment and restructuring that could facilitate lean organisations,

e) inflation-adjusted increment,

f) long service award,

g) talent programs,

h) facilitating a positive and inclusive work culture that values diversity and promotes

employee engagement,

i) creating a structure that can leverage on the skills, experiences, talents and

perspectives of migrated youths to enhance productivity, innovation, and

inclusivity within the local work process.

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j) HRM practices that enables mentorship programs, skills assessments, language and

cultural training.

k) networking opportunities, and policy frameworks that recognize and support the

contributions of migrants

In conclusion, Nigerian youth migration with the attendant brain drain has profound

implications for human resource management. Moreover, the depletion of essential capital and

human resource ultimately impacts the country’s socio-economic development. Consequently, it

is necessary to improve HRM processes in order to support the evaluation of talents, the creation

of networking possibilities, and the establishment of policy frameworks that might promote a

connection that supports reverse 'japa' and boosts productivity.

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