Okechukwu Amah
Lagos Business School (LBS).
Faculty’s Field of Research: Human Resources Management, Organisational Behaviour
School: Lagos Business School (LBS).
Faculty’s email address: oamah@lbs.edu.ng
Background:
Professor Okechukwu Amah facilitates sessions in Management Communication, Human Resources, Leadership and Human Behaviour in Organisations at Lagos Business School. He is also the Research Director at Lagos Business School.
He was a part-time lecturer at the Lagos State University, where he taught Organisational Behaviour, Organisational Theory, Business Policy and Management on the MBA programme. He has also facilitated sessions in customised programmes for NLNG and actively reviews articles for the annual meetings of the American Academy of Management and Southern Management Association.
Professor Amah obtained his first degree in Petroleum Engineering from the University of Ibadan, MBA and PhD from the University of Benin. He started his career as a petroleum engineer with Texaco Overseas Nigeria Limited, where he held such key positions as District Petroleum Engineer and Assistant District Manager in charge of drilling, production and support services. He assumed the position of Production Manager before the company merged with Chevron Nigeria Limited. He thereafter joined Chevron Nigeria Limited, holding several pivotal positions in the organisation.
Currently, Professor Amah is researching work/family conflict and facilitation, employee engagement relationships, as well as organisational citizenship and servant leadership behaviour in Nigeria.
He is a member of the Society of Petroleum Engineers, Nigerian Academy of Management, American Academy of Management, Society of Human Resources Management and Southern Management Society.
Qualification
First degree in Petroleum Engineering from the University of Ibadan, MBA and PhD from the University of Benin.
Selected Publications
Journal Articles
Amah, O. (2017). Leadership styles and relational energy in developing high-quality mentoring relationships. Indian Journal of Industrial Relations, 53(1), 59–71.
Amah, O. (2017). Organizational citizenship behaviour across cultures: Are organizational citizenship behaviour scales transferable across cultures? Research Journal of Business Management.
Amah, O. E. (2016). Employee engagement and the work–family conflict relationship: The role of personal and organisational resources. South African Journal of Labour Relations, 40(2).
Amah, O. E. (2015). Servant leadership relationship with leader–member exchange: The moderating role of motivation-to-serve and motivation-to-lead. International Journal of Management, Economics and Social Sciences.
Amah, O. E. (2014). Challenge and hindrance stress relationship with job satisfaction and life satisfaction: The role of motivation-to-work and self-efficacy. International Journal of Humanity and Social Sciences, 4, 26–37.
Amah, O. E. (2012). The role of self-efficacy in the relationship involving challenge and hindrance stressors and job satisfaction. International Journal of Management and Economics, 1, 37–44.
Amah, O. E. (2010). Multi-dimensional leader–member exchange and work attitude relationship: The role of reciprocity. Asian Journal of Scientific Research, 3, 39–50.
Amah, O. E. (2010). Family–work conflict and the availability of work–family friendly policy relationships in married employees: The moderating role of work centrality and career consequence. Research and Practice in Human Resource Management, 18, 35–46.
Amah, O. E. (2009). The direct and interactive roles of work–family conflict and work–family facilitation in voluntary turnover. International Journal of Human Sciences, 6, 812–826.
Amah, O. E. (2009). Job satisfaction and turnover intention relationship: The moderating effect of job role centrality and life satisfaction. Research and Practice in Human Resource Management, 17, 24–35.
Amah, O. E. (2009). Feedback management strategies in good and poor performance: A cross-cultural applicability study. Management Organisation: Multidisciplinary Journal of Business, 1, 19–41.
Amah, O. E. (2009). Cross-cultural validation of perceived work–family facilitation scale using participants from Nigeria. African Journal of Psychological Study of Social Issues, 12, 52–67.
Amah, O. E. (2008). Perception of justice and organisational support relationship: The interactive role of perception of organisational politics. Covenant Journal of Business and Social Sciences, 2, 62–74.
Amah, O. E. (2008). Feedback management strategies in perceived good and poor performance: The role of source attributes and recipient’s personality disposition. Research and Practice in Human Resource Management, 16, 39–59.
Amah, O. E. (2007). Work stress, work–family conflict and work/life satisfaction relationships: The role of commuting stress. Petroleum Training Journal, 4, 104–112.
Amah, O. E. (2007). Enhancing training effectiveness: Making a case for training needs assessment phase. Petroleum Training Journal, 4, 40–51.
Amah, O. E., & Okafor, A. C. (2008). The interactive effect of organizational politics in the justice, organisational support and job satisfaction relationships. Asian Journal of Scientific Research, 1, 492–501.
Amah, O. E., & Okafor, A. C. (2008). Relationships among silence climate, employee silence behaviour and work attitudes: The role of self-esteem and locus of control. Asian Journal of Scientific Research, 1, 1–11.
Akerele, A., Osamwonyi, C., & Amah, O. E. (2007). Work–family conflict model: Application of Aryee’s model in Nigeria. African Journal of Psychological Study of Social Issues, 10, 1–16.
Cases
Amah, O. E. (2016). Adam Smith (A). The Case Centre. Lagos Business School.
Amah, O. E. (2016). Adam Smith (B). The Case Centre. Lagos Business School.
Amah, O. E. (2016). Paul in Magna Limited. The Case Centre. Lagos Business School.
Amah, O. E. (2015). Bob Jacobs. The Case Centre. Lagos Business School.