Adoption of Remote Work in the Nigerian Public Sector: Challenges and Opportunities in Delta State
DOI:
https://doi.org/10.37638/bima.6.2.1563–1578Keywords:
Remote work, human resource management, teleworking challenges, organizational flexibility, Nigerian public sectorAbstract
Purpose: This study investigates the adoption of remote work in Nigerian public agencies, focusing on the challenges and opportunities associated with teleworking in a sector traditionally centered on office-based operations. The study aims to provide insights into how remote work can be effectively implemented to enhance productivity, employee satisfaction, and organizational flexibility. Methodology: A qualitative research approach was adopted, involving semi-structured interviews with HR managers, policymakers, and employees across various public agencies. Thematic analysis was employed to identify recurring patterns, perceptions, and organizational experiences related to remote work adoption. Results and Findings: The study reveals that while remote work offers opportunities such as increased flexibility, improved work-life balance, and potential cost savings, several challenges hinder its adoption. Key barriers include inadequate ICT infrastructure, lack of formal remote work policies, and low digital literacy among employees. Organizational culture and supervisory practices were found to significantly influence employees’ willingness and ability to engage in telework. Originality: This study contributes to the limited empirical literature on remote work in the Nigerian public sector, highlighting contextual factors unique to government agencies and offering practical insights for HRM practitioners. Conclusion: Strategically planned remote work policies, supported by technological investments and capacity-building initiatives, are essential to successfully integrate teleworking in Nigerian public sector. Type of Paper: Research Article
References
Adeleke, A. A., & Aminu, S. A. (2022). Digital transformation and public sector performance in Nigeria. Journal of Public Administration in Africa, 14(2), 45–61.
Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 16(2), 40–68. https://doi.org/10.1177/1529100615593273
Ayo, C. K., Oni, A. A., & Adebiyi, A. A. (2021). Information and communication technology adoption in the Nigerian public sector. African Journal of Information Systems, 13(1), 1–18.
Bentley, T. A., & Teo, S. T. T. (2023). Flexible work arrangements for work-life balance: A cross-national policy evaluation from a capabilities perspective. International Journal of Sociology and Social Policy, 43(13/14), 278–294. https://doi.org/10.1108/IJSSP-03-2023-0077
Darmawan, S., & Alawiyah, L. M. (2024). The impact of flexible work arrangements and perceived supervisor support on employee performance: The mediating role of work engagement. Klabat Journal of Management, 5(2), 142–155. https://doi.org/10.60090/kjm.v5i2.1168.142-155
International Labour Organization. (2020). Teleworking during the COVID-19 pandemic and beyond: A practical guide. ILO.
International Labour Organization. (2020). Teleworking during the COVID-19 pandemic and beyond: A practical guide. International Labour Organization.
Jamunarani, H. S., & Syed, R. (2025). Flexible work arrangements and their impact on women’s job satisfaction and quality of life: The mediating role of work-life balance. Problems and Perspectives in Management, 23(3), 130–144. http://dx.doi.org/10.21511/ppm.23(3).2025.10
Lu, Z., & Zhuang, W. (2023). Can teleworking improve workers’ job satisfaction? Exploring the roles of gender and emotional well-being. Applied Research in Quality of Life, 18, 1433–1452. https://doi.org/10.1007/s11482-023-10145-4
MyJobMag. (2025). Remote work statistics 2025: Trends, stats, and data. https://www.myjobmag.com/blog/remote-work-statistics
National Bureau of Statistics. (2023). ICT usage and labour force statistics. National Bureau of Statistics.
National Information Technology Development Agency. (2020). Nigeria data protection regulation (NDPR). NITDA.
Okolie, U. C., & Ivwighren, E. H. (2023). Work family balance and remote working among women in Nigeria during the COVID 19 pandemic. Indonesian Journal of Digital Business, 3(2), 41–44. https://doi.org/10.17509/ijdb.v3i2.59949
Olaniyi, O. G. S. (2022). Effects of teleworking on team performance: Evidence from the Nigerian public sector. Journal of Management and Social Sciences, 11(1). https://doi.org/10.53704/jmss.v11i1.407
Oluwatobi, S. O., & Ogunrinola, I. O. (2023). Bureaucratic culture and administrative reform in Nigeria’s public service. Nigerian Journal of Public Administration, 18(1), 23–39.
Owolabi, R. O., & Akinola, A. O. (2023). Work flexibility and employee engagement in public service. International Journal of Public Administration, 46(3), 210–225. https://doi.org/10.1080/01900692.2022.2101234
World Bank. (2021). Nigeria digital economy diagnostic report. World Bank.
World Bank. (2021). Nigeria digital economy diagnostic report. World Bank. https://documents.worldbank.org/en/publication/documentsreports/documentdetail/123456789/nigeria-digital-economy-diagnostic-report
Zhang, G., & Bhaumik, A. (2024). Work-life harmony and retention of employees: A review of the impact of flexible work arrangements. International Journal of Advances in Business and Management Research (IJABMR). https://doi.org/10.62674/ijabmr.2024.v2i02.005
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Ugo Chuks Okolie, Thomastina Nkechi Egbon (Author)
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
An author who publishes in the BIMA JOURNAL: Business, Management, and Accounting Journal agrees to the following terms:
Author retains the copyright and grants the journal the right of first publication of the work simultaneously licensed under the Creative Commons Attribution-ShareAlike 4.0 License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal
Submission of a manuscript implies that the submitted work has not been published before (except as part of a thesis or report, or abstract); that it is not under consideration for publication elsewhere; that its publication has been approved by all co-authors. If and when the manuscript is accepted for publication, the author(s) still hold the copyright and retain publishing rights without restrictions. For the new invention, authors are suggested to manage its patent before published. The license type is CC-BY-SA 4.0.
BIMA JOURNAL: Business, Management and Accounting is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
You are free to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
ShareAlike — If you remix, transform, or build upon the material, you must distribute your contributions under the same license as the original.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
- You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation.
- No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
