Monetary policy is critical to a county’s economic development and achievement of macroeconomic objectives. The objective and focus of monetary policy may shift from time to time, depending on the country’s level of economic development. Adequate financing and monetary policy become an unavoidable component in every economy sector, including the agricultural sector. The results of the ARDL analysis carried out on the relationship between monetary policy and the performance of agricultural sector of Nigeria economy revealed that credit financing and monetary policy significantly affected agricultural output in Nigeria (Adj. R2 = 0.998; Wald Stat = 4.69; ρ = 0.00). Agricultural credit guarantee scheme had significant weak positive effect on Agricultural output (β = 0.0006, t-test = 15.08, ρ = 0.00); credit to the agricultural sector had an insignificant weak negative effect on Agricultural output (β = -0.03, t = -1.16, ρ = 0.26); exchange rate has a weak positive and significant effect on Agricultural output (β = 39.9, t = 20.27, ρ = 0.00); inflation rate has a strong positive and significant effect on agricultural output (β = 25.5, t = 3.12, ρ = 0.01); real interest rate has a strong positive and significant effect on agricultural output (β = 34.67, t = 2.86, ρ = 0.00). It was evidenced in this study that regulation of credit funding and monetary policy factors would enhance the agricultural productivity, increases food supply and promotes growth in the economy.

Every organization continually leverage on innovations and practices that will enhance its overall performance and improve its value. Overtime, it has been recorded that accounting practices to a large extent, impact upon the value of a firm. Traditional accounting practices involves the reporting of financial statements and statements of the value of assets. However, recent studies have shown a move towards a more inclusive accounting reporting that includes human resource accounting information. On this note, this study examines the relationship between human resource accounting disclosure and the value of a firm. This study used the ex post facto research design to by relying on already existing data to investigate the variables examine the effect of human resource accounting information disclosure to firm value. In addition, cointegration test was carried out to determine the perceived and predicted value of the variables in addition to discovering the correlation between the variables. The analysis of the data revealed that the disclosure of employee training and development significantly impact on form value. In essence, this study concludes that there is a significant impact of human resource accounting disclosure on a firm's value.

This study examined employee engagement and talent retention. The objective of the study is to examine the influence of employee engagement on talent retention. Other specific objective is to determine the influence of cognitive engagement on employee competence, to determine the influence of emotional engagement on employee satisfaction and to determine the influence of behavioral engagement on employee turnover rate. The dimensions of employee engagement was reviewed as cognitive engagement, affective engagement and behavioral engagement while the measures of employee retention was reviewed as employee competence, employee satisfaction and employee turnover rate. The study revealed that engaged employees often experience positive emotions (e.g., happiness, joy and enthusiasm). Engaged employees experience better health, create their own job and personal resources which enhance their competence and thus enhance talent retention. The study thus concluded that there is a practical and literal relationship between employee engagement and talent retention. The study thus, recommended that organizations should from time to time investigate employee behavior in other to manage it properly and adequately. Organization’s plan of action should be intentional towards employee engagement for business success. While applying adequate retention strategies, organizations should be proactive and rational in other to identify and classify talented employees for retention.

The focus of this paper was on addressing the relationship between workforce diversity and organizational performance. The discussion specifically examined diversity forms such as age and ethnic diversity, as manifested within the context of the organization. The equity theory was adopted as the theoretical framework in the discussion on the role of diversity in the performance outcomes of the organization. Notable support from the review of literature was observed in line with existing theories and views on the importance of diversity management for effective and efficient organizational processes, relationships and overall well-being. Through the harnessing and channelling of such variety, companies may choose to use a much more creative approach toward addressing their challenges and problems. In conclusion, it was stated that workforce diversity provides a more elaborate framework enriched with a variety of perspectives, ideas and functional dispositions that when effectively tapped and harnessed by the organization, impacts positively on its level of performance – sustaining collaboration between the groups, enhancing organizational processes and supporting the achievement of the organization’s objectives and goals.

The paper examined the connection between management development and corporate resilience. The business environment is so dynamic with external forces far beyond manager’s control. Managers are trying persistently to increase the performance of their organizations irrespective of the type and purpose of an enterprise, its managers or leaders seek to enhance the way an enterprise conducts its business by adopting management practices which aim to improve effectiveness, efficiency, safety, including resilience. Any organization's capacity for resilience can be judged by its ability to uphold its standards and persevere in the face of numerous agitations nowadays. One way to mitigate this seemingly fast changing business environment is through management development. Corporate resilience, on the other hand, is the capacity of an organization to endure, and perhaps even prosper, during times of adversity. On the other hand, management development is the process of educating and training staff members to become effective managers while also tracking the development of those talents through time. Management development has its dimensions such as on- the –job training, job rotation and understudy position while the corporate resilience has it measure as adaptive capacity, situation awareness and keystone vulnerability. Research findings shows that management development significantly affects corporate resilience (adaptive capacity, situation awareness and keystone vulnerability) in the organization. The article comes to the conclusion that businesses today, which are an essential element of society, are faced with a wide range of risks that they must recognize, assess, and manage in order to stay in operation. This paper recommends that management should accentuate the factors that positively impact on their corporate resiliency such as training on the job, job rotation and understudy position. We also recommend for further studies should be carried out to gain more insight into corporate resilience in the organization.