Tag Archives: Employee Performance

JOB DESIGN AND STAFF TRAINING

EFFECTS OF JOB DESIGN AND STAFF TRAINING ON EMPLOYEE PERFORMANCE IN NIGERIA

ABSTRACT

Poor job design and staff training breed poor employee performance respectively, while the reverse is usually the case when jobs are well (re)designed and staffs are well (re)trained. Job design and staff training effect employee performance in organizations. They work likewise for organizational performance and productivity. The effect, positive or negative, depends on the nature/kind of job design and staff training system operated, developed and applied in organizations. In spite of the invaluable role of  these duo job and human resource management characteristics/models, only about a few institutions, firms, corporations and institutions take them seriously and practice them accordingly in Nigeria, as it has been proven that they are still low, insignificant and less paid attention to. Consequently, many organizations, private and public (the latter more), rarely experience  high or due employee performance, which in turn results to low output, poor organizational productivity and goals realization, low performance, job dissatisfaction, inefficiency and various other staff and job issues. Measures like gender mix, effective managerial/administrative control, staffing and staff appraisal, on/off-the-job trainings and effective/regular training development, training the trainers,  job enrichment and modification, organizational support and justice, job autonomy, among others, are the requisites  for employee performance. The descriptive and analytical survey method along with the qualitative approach, simple percentage and coding was adopted for the study, following its nature and preoccupation. Both primary and secondary sources were employed in sourcing data. The former basically involved questionnaire and interview, while various written library materials constituted the latter sources.

 

CHAPTER ONE

1.0     Introduction

This chapter constitutes the research proposal of the research entitled: ‘Effects of Job Design and Staff Training on Employee Performance in Nigeria’. It is made up of study background, problem statement, purpose, significance, questions/hypotheses, scope and limitation and definition of terms. Therefore, this chapter forms the foundation and justification of the study.

1.1     Background to the Study

A well-designed job usually fosters employees’ well-being, commitment and performance (Bakker and Demeroutic, 2013; Hackman and Oldman, 1980; Parker and Wall, 1998). It is therefore not surprising that in recent years, researches have begun examining which job characteristics contribute to employee well-being, performance, satisfaction and commitment, and which are likely to increase job stress and the otherwise. Together, the characteristics of a job constitute the job design (Tims and Bakker, 2014). In more specific terms, job design describes how job tasks and roles are structured, enacted and modified and what the impact of these structures, enactments and modifications are on the individual, group and organizational outcomes (Grant and Parker, 2009:5).

According to Tims and Bakker (2014:131), for more than 60 years, job design theories have guided scholars and practitioners to describe, explain and change the work experiences and behaviors as well as employees. Job design is approached as a top-down process in which the organization creates jobs and, in turn, selects people with the right knowledge, skills and abilities for these jobs. When employee’s experience (e.g. job/work engagement) and behaviors (e.g. performance) tend to decrease, the management is bound to redesign the jobs of their employees. For examples, one reason for job redesign may be that management notices that absenteeism among certain employees is relatively high. After talking to the employees, company specialist(s) and Human Relation (HR) professionals may find out that the job is too demanding for the employees and needs to be changed. Another reason for job redesign may be the introduction of say a new machine that (partly) replaces the work of employees. The job of these employees may be redesigned to include another task such as maintaining the machines (Tims and Bakkers, 2014: 131).

The way the job is (re)designed strongly influences how employees perceive their job and, in turn, how they perform their duties (tasks). Managers and researchers became interested in the influence of job design on employees’ behaviors and attitudes when it was gathered that changes in the work environment were accompanied with changes in employees’ attitudes and motivation. For example, over a century ago, the scientific management approaches (Taylor, 1911) and the introduction of the assembly line at Ford in 1914 strongly promoted job simplification. Employees’ jobs change from, for example, building a complete car to assembling only parts of the car, and these job changes had a considerable impact of motivation.

In an era of knowledge economy like ours now, successful workplaces are likely to be those which use and develop the skills of their employees technically through good job design mechanisms that effect employee performance and organizational productivity. There exist various works on job design in general, a few on manufacturing companies, especially those outside Nigeria and seeming nothing significant on both manufacturing companies and others in general in Nigeria, especially in supposed industrialized and commercial areas like Calabar, Uyo, Makurdi, Gboko, Kano, Onitsha, Aba, Ibadan, Port-Harcourt, Warri, Asaba, etc.

Also, the positive effects of staff training in both public and private organizations cannot be over-emphasized. Staff training impacts positively on employees’ performance as well as organizational manpower productivity. It has both individual and organizational development potentials, opportunities, efficiency and propels innovation, on-the-job learning and impact and standard service delivery. Trained staffs get improved and usually perform better. It is a means of job enrichment, job satisfaction and job commitment, which produces desired employee performance (Lunenburg, 2010; Saleem et al., 2012).

In the course of training while on a job, staffs learn new techniques, knowledge, intrigues and modalities with which effective performance arises and thus better output.  Next, social and public/inter-relations between and among staffs abound with various prospects. Training and retraining of staffs of both public and private establishments is imperative, particularly in the Third World nations like Nigeria, where there is high rate of illiteracy, poor knowledge of modern means of living, corruption, poor manpower and technological skills/advancement, among many others. As such, effective staff training and retraining in Nigeria is a dire necessity so as to key into it and realize targeted organizational goals and objectives, betterment, development, innovation and efficiency.

Therefore, the dire need for this study to clarify the myths, tales, perceptions and realities of  job design and employee performance, on one hand, and staff training, on the other, in  Nigeria is imperative, and thus gave rise to this study. Concerned organizations/institutions stand to benefit immensely from this study, if the findings are adopted, taken seriously, implemented and sustained therein. 

1.2     Statement of the Problem

The scourging problems that bedevil many organizations in Nigeria, including low employee and organizational performance cum productivity, inefficiency, poor/lack of technical-know-how, negative workplace politics, etc. are traceable to lack of/low staff training. This is very worrisome. Job design influences employee performance in several ways, positively or negatively, depending on how the job is designed. The job design of both private and public organizations influences their employees’ performance and organizational productivity likewise. Employee’s talents and insight can design productivity, improvement and innovation. Job design can ensure that skills are effectively used as well developed in the workplace.

In spite of the immense benefits, potentials and prospects of jobs design, only a very few organizations/institutions in Nigeria practice or give attention to it, thus making it a wasted resource in the struggle to improve competitiveness and employee well-being. Many workplaces (organizations) are characterized by a waste of employees’ talents. Job design should be considered a high priority issue for managers and policy-makers alike. This also applies to staff training in Nigeria, especially in public organizations/institutions, whereby staffs are mostly poorly trained and retrained all because of workplace politics and being economical to avoid spending on training the staff.

 In sum, the gross negligence, inappropriate, ineffective and misplacement of job and poor staff training by most organizations in Nigeria constitute some academic and managerial worries (problems) that deserve a work of this kind. This study rises to this challenge, with a view to proffering scholarly solutions to these rising inherent problems associated with job design and staff training, which adversely affect employee performance in organizations.

1.3     Purpose of the Study

This study is intended to:

  1. Explore job design and staff training effects on employee performance in Nigeria;
  2. Examine the nature and kind of job design and staff training operated by the concerned institutions in Nigeria;
  3. Examine the extent of staff training in Nigerian public and private institutions;
  4. Trace the problems that arise from poor/lack of staff training and job design in such Nigerian institutions/organizations;
  5. Describe the commonly obtained effects/impacts of job design and staff training in Nigeria;
  6. Scholarly project better efficacious measures of job design and staff training on employee performance.

1.4     Research Questions

The following research questions have been designed to guide this study:

  1. How and at what extent do job design and staff training influence employee performance in organizations?
  2. What are the commonly obtained effects– negative or positive– of job design and staff training on employee performance in Nigeria and to what degree are they applied efficaciously?
  3. What are the job design and staff training related problems in Nigeria?
  4. How best can job design and staff training be evolved, improved and sustained and employee performance likewise in organizations?
  5. To what extent can the emerging trends associated with job design and staff training  as well as employee performance in Nigeria be addressed?

1.5     Research Hypotheses

The following are the research statements of hypothesis, stated in null and alternative forms, whereby Ho represents null form, while Ha represents alternative form:

Ha1: Job design and staff training have no effects on employee performance in Nigeria.

Ho1: Job design and staff training have significant effects on employee performance in organizations/institutions.

Ha2: The kind and nature of job design and staff training operated in Nigeria have little or no effects on employee performance.

Ho2: The nature and kind of job design and staff training operated in Nigerian firms/organizations have so much effect on employee performance.

Ha3: There exists no significant link between job design and staff training and employee performance in companies/organizations in Nigeria.

Ho3: There exists a significant link between job design and staff training and employee performance in companies/organizations in Nigeria.

1.6     Significance of the Study

The need for this study cannot be over-emphasized. To start with, it will bridge the underlying knowledge on these duo work and management phenomena, and thus expose many to the intrinsic of job design and staff training towards effective employee performance in companies/organizations as well as becoming conversant with how best to address workplace problems like low/poor employee performance, job dissatisfaction and others.

Also, this study shall be of immense benefits to those directly concerned, such as law- makers/policy- makers, managers, job experts, entrepreneurs, administrators, business planners, professionals, researchers, educators and students. As such, it shall serve as a blueprint to the management of both private and public organizations/firms in better decision-making regarding job design and staff training and employee performance. The study lacuna shall be filled by other interested scholars/researchers, who would undertake further studies on this subject matter and related ones. It shall thus serve as a research material to such researchers and students. And, through its findings, it shall address unemployment, job issues and staff inefficiency to some extent and as well equip many with the due positive techniques of job design and staff/manpower that adversely affect employee performance.

1.7     Scope of the Study

This research solely centers on the effects of job design and staff training on employee performance in Nigeria. It thus leaves out other closely related aspects and scopes of job design and staff training. It concerns both private and public firms/institutions involving staffing, training and job management. The concerned departments in such firms/institutions are basically Management/Administration, Human Resources, Labor/Manpower Personnel, Establishment, Registry and Information Departments/Units.

1.8     Limitation of the Study

This research would have been broadened more than this in scope but for several challenges that confront a thesis of this kind. The factors include:

  1. Time constraint: Since it is time-framed, rash and rush set in so as to beat the time.
  2. Logistic problems: Poor or insufficient information materials and centers, transportation challenges, and lack of basic amenities like electricity, among others, constrained this study to its structured scope.
  3. Lack of finance: Since the researcher has no source (s) of earning yet, going beyond this scope is more cost-demanding, which could hamper its completion.
  4. Human factors: Poor responses from and the unwillingness of the respondents and the researcher’s human errors and research short-comings formed another limitation to the study. And, other natural factors like psychological state (tiredness, hunger, distractions, etc.), linguistic performance errors and other unforeseen circumstances were likewise.

1.9     Definition of Terms

For clarification as well as easy understanding, our core keywords are explained hereunder:

Effects: Positive or negative outcome, result, impact or influence of something, here, job design and staff training

Job Design: The management modalities systematically evolved, set out and enforced for workplace effective results towards realizing organizational goals

Employee Performance: The output of the manpower commitment at workplace as a show for job satisfaction and organizational support

Staff Training: The practice of engaging staff in different innovative activities and programs that would make them to learn and acquire new professional skills towards better performance

 

Click to: DOWNLOAD @ NGN5,000/USD20

 

EMPLOYEES PERFORMANCE IN TERTIARY INSTITUTION

EFFECT OF MOTIVATION ON EMPLOYEES PERFORMANCE IN TERTIARY INSTITUTION IN NIGERIA

Abstract      

The study investigates the effect of motivation on employees’ performance in Nigerian Tertiary Institutions with emphasis on some selected tertiary institutions in Katsina State. There were series of crisis in Nigerian Tertiary Institutions that involves Management of the Institutions and their owners (Federal, State and Private Investors), Employees- Management crisis, Labour Union and Management among many others. Other issues include periodic voluntary retirement of employees, movement of staff to blue-chip Companies and lucrative Government Agencies, downfall in education in the country among many other challenges are the factor leading to the under taking of this study. The research is aim to examine the effect of Intrinsic, Extrinsic and job motivation on employee performance. Six hypotheses were raised and tested in the study and the results showed that there was relationship between intrinsic motivation and Job performance of staff in the tertiary institutions of Katsina State with r=0.496 and p=0.000. Survey research design was employed. However, Hassan Usman Katsina Polytechnic, Federal University Dutsin-ma, Al-qalam University, Katsina, Isa Kaita College of Education, Dutsin-ma and Ummaru Musa Yar’adua University, Katsina with staff populations of 612, 1180, 330, 467 and 1048 respectively was selected as study area of the study which had total of 3637staff population out of which 381 sample size was selected at random for the study. SPSS and Smart PLS 3 inferential statistical softwares were used in analysing data collected. However, from the analysis, it was discovered that coefficient determination (R-square) is showing 73%; meaning that, the independent variable are able to influence the Dependent variable of to 73% and intrinsic, extrinsic and job motivation are significantly influencing employees performance. The research recommends the need for tertiary institutions in the Katsina State to pursue extrinsic motivation in terms of welfare package and other extrinsic benefits, especially issues of training and development vigorously for desirable performance.

 

CHAPTER ONE

INTRODUCTION

1.1     Introduction

Tertiary institutions are created for the purpose of attaining specific goals. Thus, each institution’s resources, including human and non-human are budgeted, directed, co-ordinate and controlled towards the attainment of set down goals of the institution. However, special attention must be given to the human resources of the institutions which include the academic and non-academic staff who responsible for the effective and efficient management of the institutions. That is why adequate measures must be taken towards motivating the entire staff of tertiary institutions.

Motivation is thus a means of acknowledging and understanding of the needs, wants, feelings, ideals of employee by boosting their abilities and knowledge in their work. Though financial benefit or non financial nature. Human beings are differ in nature, differ from the way they think, which has always becomes difficult for management to choose the best motivational method that suits each employees.

It should be noted that, man does not delight in cake alone, they sometimes need a little pushing and pulling to help either their performance. Because man attaches much importance to their jobs as a source of substance, they could adhere to strict instructions, but these should not be used as a means of manipulating or victimizing them, because this could end up making them act contrary to expectation.

It is important to stress at this point that if adequate measures are taken towards motivating staff in tertiary institutions by the management, there will be corresponding increase in productivity and efficiency, (Aminu, 2012). This chapter discussed introductory background to the study titled ‘Effect of Motivation on Employee Performance in Tertiary Institutions in Nigeria’.

1.2     Background to the Study

The success of any business or organisation as a matter of fact depends largely on the motivation of the employees. Human resources are essential to the prosperity, productivity and performance of any organisation whether public or private. Motivation is the key to creating an enabling environment where optimal performance is possible. This leads to the question of how do we ensure that the individual motivation is at its peak within the organisation or workplace? Chapman, (2004).

Every employee or worker has his or her own set of motivations and personal incentives that ginger him or her to work hard or not as the case may be. Some are motivated by recognition whilst others are motivated by cash incentives. Whatever, the form of employee motivation, the key to promoting that motivation as an employer, is understanding and incentives Coy, (2000).

Employee incentive programmes go a long way towards ensuring employees feel appreciated cared for and deemed worthwhile. This can go a long way to help with employee motivation across the board. The greatest thing about motivation is that it is individualized as such programs are tailored to suit the needs and wants of employees. Motivation does not only encourage productive performance but also show employees how much the company cares. Perhaps the most vital impact of employee motivation is that of increased productivity or performance.

This according to literature on the subject is the central aim of adopting employee motivational programmes thus, if you can increase employee motivation, productivity inevitably will follow suit Ryan, (2011).

Employee motivation promotes workplace harmony and increased employee performance. It is the key to long term benefits for the company. Motivated employees means staff retention and company loyalty, which in the short run will give birth to growth and development of business Jishi, (2009).

Tertiary intuitions the world over, have the prime objectives of impacting knowledge through teaching, research and community services. To effectively deliver on these objectives, qualified and competent workforces are required. However, the performance of academic and non- academic staff is not only a function of ability (qualification and competence) but also of motivation, Jishi, (2009).

Ngu (1998) contends that the two most important variables explaining employee performance are motivation and ability. He defines motivation as the enthusiasm and persistence with which a person does a task, while ability refers to task competence. Impliedly therefore, academic staff can only reach peak performance if they are adequately motivated assuming that the issue of competence is taken as given.

Effective job performance by the academic and non-academic staff can lead to the realization of the broad objectives for which universities, polytechnics and other tertiary institutions are established, namely knowledge delivery, research and community services affirms that good performance in higher education will lead to positive growth. For example, effective knowledge delivery will facilitate skill acquisition and entrepreneurship development which will bring about poverty reduction especially in developing countries one of which is Nigeria (Blanchard, 2004).

Abundant research output will expand the frontiers of knowledge and accelerate social, economic, artistic, scientific and technological development in every society.

 Abdulkareem and Oyeniran (2011) corroborate that, polytechnics are established to serve as centres of technological and scientific advancement, skills development, production of quality entrepreneurial graduates, and strategic researches and development strategies.

In the nutshell, the above submission shows that employee motivation is very essential to the growth, development and success of any organisation, tertiary institutions inclusive and this leads to the emergence of this study ‘Effect of Motivation on Employee Performance in Tertiary Institutions in Nigeria’ to examine the effect of motivation on employee performance through the following variables: Motivation, Intrinsic reward, Extrinsic reward, Feedback and Performance.

1.3     Statement of the Problem

The employee’s motivation is a key factor towards job performance and services delivery in any organization or institution. Motivation has been a hallmark of productivity and job performance in every organization. This situation has been a stumbling block towards provision of services by employees in Nigeria Tertiary Institutions. By identifying this, several measures have been taken by the government to improve motivation to her employees such as training opportunities, seminars, salary increment as well as incentives like housing and transport allowances. An organization that wishes to attain high productivity must be an organization whose workers, both skilled and unskilled are willing to exert high levels of effort in achieving goals set by the organization Adeyemi, (2014), Agani, (2012), Gimba, (2013), Agarwal, (2015), Muburu, (2016), Uhuru, (2012) and Kofi, (2016).

Manpower constitutes a bottle neck to most organization especially educational institutions because they are seen as life wire of any economy. Without motivated staff in tertiary institutions, half baked graduate and an unmotivated manpower would be turned into the economy year in year out. Baring this in mind there is a need for capable hands to be on deck but this has been neglected over the year Wasil, (2015).

Staff in such institutions feel they are note motivated to put in their bet because their basic needs of food shelter, clothing and safety is neglected, thus, in order to meet up these needs, they turn to other businesses and sadly neglect their official work. The appraisal system does not help matters because no one takes the point to find out if the students are contented with the level of teaching or if they understand such teachers at all and whether services offered by Non-academic staff is inconformity with the standard and work ethics in terms of keeping students records, admission processes, handling staff promotion issues and welfare among many other issues Hassan, (2010), Aminu, (2014), Aminu and Ahmed, (2016), Hindo and Moses, (2011).

Furthermore, constant rise in inflation makes it so difficult for staff to meet up the needs of their families. This is why level of education is gradually dropping because the staff do not have the time for research and lesson notes and even if they do they produce it in form of “Hand outs” which they expect students to buy so that they can generate funds.

It is universally believed that when employees are sufficiently motivated it leads to higher productivity and efficiency. Thus, the Government at State and Federal level are not in agreement with various union groups like ASUU (Academic Staff Union of Universities), SSANU (Senior Staff Association of Nigerian Universities), NASU (Non Academic Staff Union of Educational and Associated Institutions), ASUP (Academic Staff Union of Polytechnics) and NAAT (National Association of Academic Technologist) enter into agreement of making available funds to all the tertiary institution Tukur, (2014).

However, the expected agitation of 2009 by the various unions in tertiary institutions for improve salary package for staff, provision for training of staff, improve learning facilities, adequate laboratory and equipped library have not really achieved its objective. These problems among many others may be due to inadequate motivation by the government or rather Board of Governing Council and if not addressed half backed graduates would keep on flooding the employment market Tukur, (2014).

Furthermore, Several studies on motivation and job performance in Nigeria attempt to focus on typical organization like manufacturing sector, banking industry, construction industry and local government but few studies was conducted on academic staff members of higher education institutions and few were combining both academic and non-academic staff of tertiary institutions; this constitute a knowledge gap that this study intends to fill (Tukur, 2014). 

1.4     Research Questions

  1. What extent does Motivation enhances employee performance?
  2. How does Intrinsic and Extrinsic rewards influence employee performance?
  3. To what extent does feedback influence motivation and performance appraisal on staff?
  4. Does Male and Female staff of tertiary institutions differ in their Job motivation?
  5. In what way does Male and Female non-teaching staff differ in their job performance?
  6. To what extent that motivation techniques use by tertiary institutions facilitate employee performance?

1.5     Research Questions

The main objective of this study is to examine the effect of Motivation on Employee Performance in Tertiary Institutions in Nigeria. But specifically, the research intends to achieve the following specific objectives:

  1. To examine the effect of Motivation on employee performance.
  2. To find out the effect of Intrinsic and Extrinsic rewards on employee performance.
  3. To find out the effect of feedback on motivation and performance appraisal on staff .
  4. To determine Job motivator of Male and Female staff of tertiary institutions.
  5. To ascertain difference between job performance of Male and Female staff of tertiary institutions.
  6. To identify motivation techniques use by tertiary institutions in order to facilitate employee performance.

1.6     Significance of the Study

The findings from this study will be beneficial not only to the employees of Tertiary institutions in Katsina state but also the entire Tertiary Institutions in the country as a whole hence motivation issues in Nigerian tertiary institutions is a matter of concern among the institutions, Educational Policy makers and Regulatory bodies alike. However, the study will be useful at three levels thus, the individual level, institutional level and national level.

  1. At the individual level, the workers of the institution will be informed as to the incentive programmes available to them and how best to utilize them for personal development and performance improvement.
  2. At the institutional level, it will help the Polytechnic to change or review their employee motivational policies and strategies in vogue which will inevitably cause an increase in staff turnover or productivity which will also lead to growth and eventually development. The study would also be significant to tertiary institution management because it would serve as a useful guide to Institutions managers on how to improve or increase performance and productivity of employees through various motivation factors.

  Secondly, findings of the research will enable relevant labour unions such as Academic Staff Union of Polytechnics (ASUP), Senior Staff Union of Tertiary Institutions (SSUTIs), Non-academic Staff Union of Polytechnics (NASUP) and others to be acquainted with various motivational tools and packages to be made available by these Institutions for their welfare.

  1. At the national level, critical issues of motivation are of national concern due to numbers of cases of performance decay, downfall of education, lack of employability capabilities among tertiary institutions leavers among others. This study will be useful to Nigerian tertiary education regulatory bodies such as National University Commission (NUC), National Board for Technical Education (NBTE) and National Commission for College of Education (NCCE) to ascertain various motivation tools that can motive employees under their jurisdictions and formulate special favourable policies that will geared towards enhance tertiary institutions’ employees motivation for better performance and quality tertiary education.

It will also bridge the gap between a similar research done before this one some years back, so that it or be updated.

1.7     Statement of the Hypothesis

  1. H1: Motivation has no significance relationship with employee performance.
  2. H2: Intrinsic and Extrinsic rewards have no significance relationship with employee performance.
  3. H3: Feedback, motivation and performance appraisal have no significance relationship with staff.
  4. H4: Job motivators of Male and Female staff of tertiary institutions have no significance relationship with their performance.
  5. H5: There is no significance relationship between job performances of Male with Female staff of tertiary institutions.
  6. H6: Motivation techniques use by tertiary institutions does not significantly facilitate employee performance.

1.8     Justification of the Study

There were series of crisis in Nigerian Tertiary Institutions and Tertiary Institutions of Katsina State in particular that involves Management of the Institutions and their owners (Federal, State and Private Investors), Employees- Management crisis, Labour Union and Management among many others. Other issues include periodic voluntary retirement of employees, movement of staff to blue-chip Companies and lucrative Government Agencies, poor number of real research among academic staff of these Institutions, downfall in education among many other challenges are the factor leading to the under taking of this study.

However, the researcher selects Hassan Usman Katsina Polytechnic, Katsina because of the researcher’s knowledge of the environment and the school is also the pioneer Tertiary Institution in Katsina State as one of the case study areas plus three other tertiary institutions of the state.

1.9      Scope of the Study

This study targeted employees of tertiary Institution in Nigeria. However, Hassan Usman Katsina Polytechnic, Katsina, Ummaru Musa Yar’adua University, Federal University, Dutsin-ma, Isa Kaita College of Education, Dutsin-ma and Al-qalam University, Katsina were chosen as case study areas due to peculiarities with motivation issues of Tertiary Institutions especially on Salary Package. However, the study contents are scoped on the seven variables of the study comprising six independent variable proxies and one dependent variable as follows: Motivation, Intrinsic reward, extrinsic reward, Feedback, and Performance.

1.10     Definition of Terms

  1. Motivation: Motivation is thus a means of acknowledging and understanding of the needs, wants, feelings, ideals of employee by boosting their full abilities and knowledge in their work.
  2. Performance: The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfilment of an obligation, in a manner that releases the performer from all liabilities under the contract.
  3. Employee performance: refers to working in terms of quantity and quality expected from each staff of tertiary institutions of Katsina State.
  4. Tertiary Institutions: is refers to as organized formal institution that engage in offering third stage, third level, and post-secondary education, is the educational level following the completion of a school providing a secondary education.

 

Click to: DOWNLOAD @ NGN5,000/USD20

 

IMPACT OF LEADERSHIP STYLE AND ORGANIZATIONAL BEHAVIOUR ON EMPLOYEE PERFORMANCE

 CHAPTER ONE

INTRODUCTION

1.1   Background to the Study

Efficient and effective organization performance and productivity is the core target and interest of any business establishment. The efficiency and achievement of any organizational goal must be anchored on certain persons and responsibilities delegated to persons for the purpose of concentration and division of labour benefit. Attitude and behavior towards any activity is also a core determinant of the success of that act.  The behavior of employees in organizational life and their relationship with their jobs are affected by many variables. One of the most important of these variables is leadership behavior of supervisors for leadership is seen as the behavior of impressing people in many studies.

Leadership is the process through which an individual tries to influence another individual or a group of individuals to accomplish a goal. Leadership is valued in our culture, especially when it helps to achieve goals that are beneficial to the population, such as the enactment of effective preventive health policies. An individual with leadership qualities can also improve an organization and the individuals in it, whether it be a teacher who works to get better teaching materials and after school programs or an employee who develops new ideas and products and influences others to invest in them.

The behavior of employees in organizational life and their relationship with their jobs are affected by a lot of variables. One of the most important of these variables is leadership behavior of supervisors for leadership is seen as the behavior of impressing people in many studies. It has also become clear that organizational commitment has important implications for employees and organizations through various studies by researchers. Bennett and Durkin (2000) stated that the negative effects associated with a lack of employee commitment include absenteeism and turnover.

Employees are bent on acting in such manner as they have seen their boss or superior imply. The activities of employee is the major determinant of performance and output because an improved attitude towards work and toward one responsibility and assignment will transform into the person’s ability to either perform effectively or not.

It could be observed that leadership and management envisages deeply into what the organization can achieve if the quality of recognition is accorded to them. Leadership has been propounded to include the sources of influence that are built into a position in an organizational hierarchy. These include organizationally sanctioned rewards, and punishments, authority, as well as referent and expert power katz and kahn 1966, p.32. It could be seen however, that subordinates within the organization, through not all seem to enjoy the influence that exists all over and above the organization. Leadership is very essential organization and greatly influences the whole organization because achievements and results occur corollary to the traits being projected by the leader.

In general terms the acts of controlling other people consists uncertainty reduction ,which entails making the kind of choice that permits the organization to proceed towards its objective despite various kinds of internal and external variables. The effectiveness of leadership has some characteristics, which include forceful threats, a complete assertion of authority to the subordinates, and a derived, and situational responsibility. Note that in the society today, not only the presence of rewards (positive and negative), or the incentive appraisal could induce productivity but the feeling of belongingness. Improper leadership qualities within the organization have a negative impact on the subordinates as well as the achievement of the organizational objective. An 6 organization that has growth and forward looking has a good leadership and vis a vis a bad or deteriorating organization has a bad leadership. Leadership is always related to the situation. There is a growing awareness that is a continuous interaction between the factors presents in any given situation, including for example, the personal characteristics of the leader, the tasks, the environment, the technology, the attitudes, motivation and behaviour of the followers and so on

Hence, in order to be effective, it is critical for managers to influence their subordinates, peers, and superiors to assist and support their proposals, plans, and to motivate them to carry out with their decisions Blickle, (2003). Organization commitment can also increase the creativity in the organizations Sousa & Coelho, (2011). However, organizational commitment is one of strong determinant of success towards employees for the better performance of the organization, which is highlighted various times in the past literature Chew & Chan, (2008) Das, (2002). The behavioral status of the employees in any company is occasioned and influenced by the leadership behavior and life style, this transcends into productivity level and performance.

Another way of defining leadership is to acknowledge what people value in individuals that are recognized as leaders. Most people can think of individuals they consider being leaders. Research conducted in the 1980s by James Kouzes and Barry Posner found that a majority of people admire, and willingly follow, people who are honest, forward looking, inspiring, and competent. An individual who would like to develop leadership skills can profit from the knowledge that leadership is not just a set of exceptional skills and attributes possessed by only a few very special people. Rather, leadership is a process and a set of skills that can be learned.

1.2 Statement of the Problem

Over the years, there has been conflicting ideas and conceptions about the effect of leadership style and the behavior of employees towards productivity. Leadership includes the ultimate source of power but has that positive ability in persuading other individuals and to be innovative in decision-making. According to Bennis and Nanus,(2013) many organizations are over managed and under led. The difference is crucial, managed are people who do things right, but leaders are people who do the right things always. Problems are bound to occur within every noted organization and decision-making is bound to generate conflicts while initiating policies. People are expected to coordinate. Whatever they are doing to achieve organizational goals. In this light, the notion of leadership act are those, which help a grouping meeting those stated objectives (Bavelas 1960).

However, the scholarly ideology and dichotomy on the degree of impact exacted on productivity and employee performance by leadership and organizational behavior remain a national and scholarly contest. Several researchers are of the opinion that leadership style is greatly related to performance while others believe that employee behavior is more related to productivity and performance level of an organization at large. Undisputable, different scholars have different ideas and different perception about organizational behavior and leadership style. Thus, the question remains, which leadership style is best for organizational and employee’s performance maximization? What degree of contribution do leadership styles have on the performance level? Are there positive or negative relationships between the leadership and organizational behavior and employees’ performance? To what extent are these claims applicable and feasible in the area of this study? These constitute the major problems that triggered and motivated this study.

1.3 Research Objectives

The main objective of this study is to ascertain the impact of leadership and organizational behavior on employee performance.

The specific objectives of this study include

  1. To ascertain the relationship between leadership style and employees commitment to work.
  2. To ascertain the relationship between organizational employees behavior and employees commitment to work.
  3. To ascertain the relationship between leadership style and organizational behavior.

1.4 Research Questions

  1. What is the relationship between leadership style and employee’s commitment to work?
  2. What is the relationship between organizational behavior and employee’s commitment to work?
  3. To what extent do leadership style relate to organizational behaviors?

1.5 Hypotheses

H01

There is no significant relationship between leadership styles and employee’s commitment to work

H­02

There is no significant relationship between organizational behavior and employee’s commitment to work s

H03 ­

There is no significant relationship between leadership style and organizations employees behavior

1.6 Significance of the Study

Every research work is expected to be of relevance to certain persons thus this work ill be relevant to the following ;

  1. To the academia, this work will be relevant as it will constitute a literature of relevance on the topic organizational behavior and leadership.
  2. It will serve as a working document for firms and business organizations on the type of leadership style to adopt and the implications of employee’s behavior on their performance.
  3. To further researchers, this work will be adopted as a research material for further studies and reference material.
  4. This work will highlight various strategies to manage different organizational behaviors since people behave differently.

1.7 Scope of the study

The area of coverage of this the research work is basically on UNILEVER PLC Aba, Abia. The project is primary concerned with the impact of leadership and organizational behavior on employee performance particularly in Aba.

Click to: DOWNLOAD @ NGN5,000/USD20