Transformational Leadership and Employee’s Commitment of Deposit Money Banks in Port Harcourt, Nigeria

Reference code: MG019

ABSTRACT

This study investigated the relationship between transformational leadership and employee’s commitment of deposit money banks in Port Harcourt Nigeria. Idealized influence, intellectual stimulation and individualized consideration were conceptualized as the dimensions of transformational leadership.  While continuance commitment and normative commitment were used as the measures of employee commitment.  Based on the conceptual framework, the researcher answered seven (7) research questions and seven (7) hypotheses in order to ascertain the degree of positive relationship between transformational leadership and employee’s commitment.  Upper echelon was the baseline theory adopted as the theoretical foundation for the study.  The researcher employed cross-sectional survey research design.  A total of two hundred and ninety-three (293) were drawn from a population of one thousand, one hundred (1,100) across the eighteen (18) deposit money banks in Port Harcourt.  Nigeria.  The questionnaire went through face validity, and content validity test while cronbach alpha was used to test for reliability of the research instrument.  The data collected was analyzed at different levels for primary level data, descriptive analytical tools mainly frequency tables supported with chats was used for demographics and descriptive statistics was employed for univariate analysis of data, while the secondary data analysis, inferential statistical tool Person Product Moment Correlation Coefficient with the assistance of Statistical Package for Social Science was adopted for Bivariate data analysis.  Partial Correlation was adopted to test the moderating influence of corporate culture on the association between transformational leadership and employee’s commitment.  Seven hypotheses were stated in null form and tested.  The result of the findings revealed that idealized influence, intellectual stimulation and individualized consideration relates with continuance and normative commitment respectively.  Based on the findings, the researcher therefore concluded that transformational leadership leads to employee’s commitment of deposit money banks in Port Harcourt.  Hence, we recommends that organizations should provide an enabling and conductive environment that will help managers exhibit transformational leadership style that will enhance employee commitment in deposit money banks in Port Harcourt, Nigeria.

INTRODUCTION

The world economic and political orders are changing rapidly. Evolutionary changes are taking place at revolutionary speed, largely pushed by strong external forces, arising out of a desire to increasing competitiveness and efficiency (Geringer et al, 2002).  The recent liberalization and bold economic reforms pronounced by government have thrown up many challenges and opportunities to the industry with the explosion in the information technology, increased global competition, rapidly changing market deregulation (Shahnawaz and Rakesh, 2006).  Expectedly, therefore, the increasingly higher commitment needed by organizations from its workforce will help managers to achieve organizational goals in order to remain competitive in the business.  Organizations, especially those established for profit motives are constantly faced with serious competition for resource and market, with the resources mostly in the area of human capital needed to drive the organizational goals.

To understand the critical important of people in the organization is to recognize that the human element and the organization are synonymous and well managed organization usually sees an average worker as the root source of quality and productivity gains (Adeyinka et al, 2007).  Such organizations do not look at capital investment, but to employees as the fundamental source of improvement (Adeyinka et al, 2007).

An organization is effective to the degree to which it achieves its goals.  An effective organization will make sure that there is a spirit of cooperation and sense of commitment and satisfaction within the sphere of its influence. (Adeyinka et al, 2007).
Adeyinka et al, 2007 equally argues that to make employees satisfied and committed to their jobs and by extension to the organization will require the need for strong and effective motivation at the various levels, departments and sections of the organization.  To this end, managers and management researchers have long believed that organizational goals are unattainable without the enduring commitment of members of the organizations (Adeyinka et al, 2007).

A wide variety of definitions and measure of employee commitment exist.  Beckeri, Randal and Riegel (1995) defined the term in three stages firstly, a desire to remain a member of a particular organization, secondly, a willingness to exert high levels of efforts on behalf of the organization and thirdly belief in and acceptability of the values and goals of the organization. These measures of commitment were presented by Allen and Meyer (1991) as affective, continuance and normative commitments.

To Northcraft & Neale (1996), commitment is an attitude reflecting an employee’s loyalty to the organization, and an ongoing process through which organization members express their concern for the organization and its continued success and well being. 

Mowdays, Porter & Steer (1982) see commitment as attachment and loyalty.  These authors described three components of commitment to include, identification with the goals and values of the organization; a desire to belong to the organization; and willingness to display effort on behalf of the organization.

A similar definition of commitment emphasizes the importance of behaviour in creating it.  Salancik (1977) conceives commitment as a state of being in which an individual becomes bound by his action and it is these actions that sustain his activities and involvement. From this definition, it can be interred that three features of behaviour are important in binding individuals to act; namely, visibility of acts, the extent to which the outcomes are irrevocable; and the degree to which the person undertakes the action voluntarily.  To Salancik, commitment can be increased and harnessed to obtain support for the organizational ends and interests through such things as participation in decision making. 

Adeyinka Ayeni & Popoola (2007) strongly argues that there exist a positive relationship between work motivation, job satisfaction and employee commitment. 

Luthan (1998) asserts that motivation is the process that arouses, energizes, directs, and sustain behaviour and performance.  That is, it is the process of stimulating people to action and to achieve a desired tasks.  One way of stimulating people is to employ effective motivation which makes workers more satisfied with and committed to their jobs.  Money is not the only motivator.  There are other incentives which can also serve as motivators.  Specific employee attitudes relating to job satisfaction and employee commitment are of major interest to the field of organizational behaviour and the practice of human resources management.  Attitude has direct impact on job satisfaction.  Employee commitment on the hand, focuses on their attitude towards the entire organization.

Although a strong relationship between satisfaction and commitment has been found, more recent research gives more support to the idea that commitment causes satisfaction.  However, most studies treat satisfaction and commitment differently, especially in the light of things like downsizing that are part of modern organization (Adeyinka et al 2007).  Based on the multidimensional nature of employee commitment, there is growing support for a three – component model proposed by Meyer and Allen (1991).  All the three components have implications for the continuing participation of the individual in the organization. The three components are; Affective commitment which has to do with psychological attachment to the organization, continuance commitment which has to do with the consideration for the cost associated with leaving the organization and Normative commitment which has to do with perceived obligation to remain with the organization. Organizational commitment is largely influenced by organizational policies/practices and organization’s seriousness towards its employees (Shahnawaz & Rakesh, 2006).

TABLE OF CONTENT

CHAPTER 1: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 6
1.3 Purpose of the Study 7
1.4 Objectives of the Study 7
1.5 Conceptual Framework 7
1.6 Research Questions 8
1.7 Research Hypotheses 9
1.8 Scope of the Study 9
1.9 Limitation of the Study 10
1.10 Significance of the Study 10
1.11 Definition of Terms 10

CHAPTER 2: REVIEW OF RELATED LITERATURE
2.1 Theoretical Foundation 12
2.2 Concept of Employee Commitment 13
2.3 Measures of Employee Commitment 17
2.3.1 Continuance Commitment 17
2.3.2 Normative Commitment 18
2.4 Concept of Transformational Leadership 19
2.5 Dimensions of Transformational Leadership 27
2.5.1 Idealized Influence 27
2.5.2 Intellectual Stimulation 27
2.5.3 Individualized Consideration 28
2.6 Relationship between Transformational Leadership and Employee
Commitment 28
2.6.1 Criticisms of Transformational Leadership 31
2.6.2 The Future of Transformational Leadership 33
2.6.3 Successful Transformational Leadership 34
2.7 Reviewing Corporate Culture as a Moderating Variable between
Transformational Leadership and Employee Commitment 35
2.8 Operational Framework 37

CHAPTER 3: RESEARCH METHODOLOGY 
3.1 Research Design 38
3.2 Population of the Study 38
3.3 Sample Technique and Sample Size Determination 39
3.4 Data Collection Methods and Instruments 41
3.5 Validity Test 41
3.6 Reliability Test 41
3.7 Method of Data Analyses 42

CHAPTER 4: DATA PRESENTATION, ANALYSIS AND DISCUSSION
OF FINDINGS
4.1 Data Presentation 44
4.2 Response Rate Analysis 44
4.3 Analysis of Demographic Characteristics of Respondents 45
4.4 Univariate Data Analyses 52
4.5 Ascertaining the Existence of a Positive Relationship between
Transformational Leadership and Employee’s Commitment using the
Scatter Diagram. 58
4.6 Bivariate Data Analyses 59
4.6.1 Test of Research Hypothesis One 60
4.6.2 Test of Research Hypothesis Two 61
4.6.3 Test of Research Hypothesis Three 62
4.6.4 Test of Research Hypothesis Four 62
4.6.5 Test of Research Hypothesis Five 63
4.6.6 Test of Research Hypothesis Six 64
4.7 Multivariate Analysis 65
4.8 Discussion of Findings 67

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary 71
5.2 Conclusion 72
5.3 Recommendations 73
5.4 Contribution to Knowledge 54
References 75
Appendix A
Appendix B


Reference code: MG019
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Informal Groups and Organizational Citizenship Behaviour in Rivers State Public Service

Reference code: MG017

ABSTRACT

INTRODUCTION

One characteristic which distinguishes organizations from other collections of people is the commitment to achieving members’ goals by means of an explicit and stable structure of tasks allocations, roles, and responsibilities.  Mobs and organizations only part of the time.  However, as long as one is concerned with organizational behaviour and not with social behaviour in which organizations specialize.  (Burns and Stalker, 2001) cited in (Starbuck, 2005). Organization is a group of people brought together for a specific purpose; it is a social entity. All people in the organization will therefore be concerned and involved with change in order to achieve the prescribed purpose (Draft, 2001: 129).

It is well known that sociologists view the group primarily in forms of organizational characteristic.  Hence, McDavid, and Harari (2005); Follett (2007); John (2011) Gillespie (2011) propounded that as organized system of two or more individuals who are inter-related so that the system performs some functions, has a standard set of role relationship among its members, and has a set of norms that regulate the function of the group and each of its members.  McDavid and Stephenson (2005); Draper (2006) definition emphasize on some of the important characteristics of groups, such as roles and norms.  Tuckman (2007); Follett (2007) explained that each position in the group structure will be associated with roles which consists of the expected behaviours that are generally agreed upon not only by the occupants, but also by other members of the group. 

Individuals because of membership of different groups perform multiple roles and in many instances, the behaviour specified by the different roles seems to be compatible.  Keith Davis (1973) sees informal groups as the interlocking social structure that governs how people work together in practice in the organization while Organ, D.W., (1988) sees organizational citizenship behaviour in the organization as individual behaviour that is discretionary not directly or explicitly recognized by the former reward system, and that in the aggregate promotes the effective functioning of the organization.

This definition of organizational citizenship behaviour includes three critical aspects that are central to this construct. Firstly, organizational citizenship behaviour as discretionary behaviours that is not part of the job description but rather a personal choice. Secondly, organizational citizenship behaviour is above and beyond enforceable requirement of the job description. Finally, organizational citizenship behaviour contributes positively to overall organizational effectiveness.Norms have certain characteristics which include the fact that norms are only formed with respect to things that have significance for the group.  It is accepted in various degrees either wholly or partially. 

It may apply to only some group members.  In the natural world, nature is the same everywhere and for this it is possible to maintain the concept of universalism in natural science.  The social world is not like that, the human being have conscious mind and it is one of the most difficult things to study or interpret.  They also have bodies that are subject to physical laws, but they also have minds, they behave in ways that cannot be derived from physical law or laws of natural science.  This research aims at creating knowledge. 

In social research the aim is to create knowledge about human beings and their actions.  Man as the object of study is highly unpredictable. Giddens (2002); Kraut et al (2002); Davis (2002); Kumekpor (2002); Kaplan (2010); John (2011) Pointed out that human beings are not merely inert object of knowledge, but agents able to and prone to incorporate social theory and research within their own action.  Therefore, to research into man’s action so as to create knowledge involves a lot of assumptions.

TABLE OF CONTENT

Chapter 1: Introduction
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Purpose of the Study 4
1.4 Objectives of the Study 4
1.5 Conceptual Framework 5
1.6 Research Questions 6
1.7 Research Hypotheses 6
1.8 Scope of the Study 7
1.9 Limitation of the Study 8
1.10 Significance of the Study 9
1.11 Definition of Terms 10

Chapter 2: Review of Related Literature
2.1 Theoretical Framework 12
2.2 Concept of Organizational Citizenship Behaviour 12
2.3 Measures of Organizational Citizenship Behaviour 15
2.3.1 Conscientiousness 15
2.3.2 Courtesy 16
2.3.3 Civic Virtue 18
2.4 Concept of Informal Groups 20
2.4.1 Dimensions of Informal Groups 22
2.4.2 Social Network 22
2.4.3 Social Capital 23
2.5 Relationship between Informal Groups and Organizational
Citizenship Behaviour 25
2.6 Reviewing Organizational Culture as a Moderating Variable
between Informal Groups and Organizational Citizenship Behaviour 27
2.7 Operational Framework 31

Chapter 3: Research Methodology 
3.1 Research Design 32
3.2 Population of the Study 32
3.3 Sample Technique and Sample Size Determination 32
3.4 Data Collection Techniques 33
3.5 Validity Test 33
3.6 Reliability Test 33
3.7 Data Analysis Techniques 34
References 35
Appendix A: 40
Appendix B: 41


Reference code: MG017
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Workplace Spirituality and Employee’s Commitment of Local Government Areas in Rivers State, Nigeria

Reference code: MG018

ABSTRACT

The purpose of this study was to examine the relationship between workplace spirituality and employees’ commitment of Local Government Areas in Rivers State, Nigeria. Faith and altruism were considered the dimensions of workplace spirituality while affective commitment, continuance commitment and normative commitment were used as measures of employee’s commitment.  Based on the conceptual framework, six (6) research questions and six (6) hypotheses were answered in order to ascertain the degree of positive relationship.  Self Determination theory was adopted as the theoretical foundation for the study.  The study adopted a cross sectional survey design to solicit responses from the employees of the 23 Local Government Areas of Rivers State using the Simple Random Technique. The sample size for this study was 379 from the given population of six Local Government Areas.  After data cleaning, only data of 316 respondents were finally used for data analysis. Descriptive statistics and the Spearman rank order correlation were used for data analysis and hypothesis testing. Empirical findings revealed that there is a positive significant relationship between workplace spirituality and employee commitment of Local Government staffs in Rivers State. Findings further revealed that faith and altruism dimensions of workplace spirituality have significant relationships with affective commitment, continuance commitment and normative commitment measures of organizational employee commitment. The study thus concluded that workplace spirituality bears a positive and significant influence on employee commitment and all the dimensions and measures show significant positive relationships. We recommended that Local Government Authorities should strive to show devotion to organizational members through acts of benevolence, care and concern, in order to be assured of their high level of commitment to work. We further recommended that one way to substantially increase workers emotional involvement at work is to substantially enhance the stock of altruism within the organization. Virtues of unselfishness, self-sacrifice and selflessness, and philanthropy are hereby recommended. Also our study recommends that Local Government Area authorities are encouraged to promote altruistic behaviours amongst employees.

INTRODUCTION

The concept of workplace spirituality have been well articulated by researchers in the past decades. The historical origin is traced to have started in the United States of America over the recent years past and have cut across international borders owing to globalization. This concept is relatively new especially in the Local Government Service of Rivers State, Nigeria. The relevance of the concept of promote employees’ commitment in organizations have not been well articulated, owing to the fact that it is sometimes taught to mean religiosity at work.  As such, not much of workplace spirituality has been noticeable within organizations in the level of employee commitment. Giacalone and Jurkiewicz, 2003 conceived workplace spirituality as a framework of organizational values evidenced in the culture that promotes employees’ experience of transcendence through the work process, facilitating their sense of being connected in a way that provides feelings of compassion and joy.
Tourish & Pinnington, 2002 posits that the increasing interest in the spiritual side of workers, is often driven by non-spiritual concerns. Studies have argued that the non-spiritual concerns are the outcomes, not antecedents, of workplace spirituality. Maintaining spirituality at the workplace is a complex task, it is worth the effort given to the known benefits associated with better leadership, improved ethical behavior, increased creativity, improved productivity, higher employee effectiveness and reduced absenteeism and turnover, and increased job performance which reinstates the work of Mitroff & Denton, 1999 that spirituality has been heralded as the ultimate competitive advantage. Spirituality and commitment have made its steady entry in to management literature in the early 1920’s as a grassroots’ movement seeking to stamp the need for its individuals to express or live their faith and or spiritual values in the workplace.
Its newness cannot be overemphasized as published in the article of William Miller titled “How do we put our spirituality value to work”, published in New Tradition in business spirit and leadership in the 21st century. The length and breadth of the civil service has experienced a disconnect that resulted to employee’s operating without their soul in their daily assignment for lack of workplace spirituality amongst others (Adams & Bezner, 2000).
Spirituality in the workplace means that employees find nourishment for both the vertical and horizontal dimensions of their spirituality at work. Workplace spirituality is about individuals and employees seeing work in a spiritual perspective to grow and to contribute to society in a meaningful way. The spiritual perspective of workplace spirituality is about compassion and support of others, about integrity and people being true to themselves and others. It means that individuals and organizations should attempt to live to their values more fully in the work they do.
One of the casual effects which have contributed immensely to the growing interest in the study of workplace spirituality is the dramatic change in the nature of work resulting from increasing globalization and a shift from the industrial age to the information age. To the perception of some employee within the civil service, this shift has provided a platform for longer work hours; greater expectation for production accompanied by much expectation from employees, due to government intention to reduce expenses (Duxbury and Higgins, 2002).
Despite the background of intensive interest on workplace spirituality, some advocates of the school of thought think that a managerial approach trivializes spirituality. They argued that, being a non – materialistic concern, workplace spirituality is marginalized and misrepresented when people focus on the material gains that can be reaped by integrating it in organizational life. Therefore some management scholars posit that, whatever cannot be defined and measured lacks the attention and to a large extend the functional ability within organization. Therefore, workplace spirituality is not bad or good in itself. It can be a good construct for personnel / organizations, or for the personnel and not organization or entirely bad for the whole system.
Proffering some level of trade-offs on the debate within the circle of management science, in the discussion of workplace spirituality and commitment as irreconcilable foes, spirituality and management once thought incompatible, have in the past decades falling in love (Benefiel, 2003). Bnefiel, 2003 further buttress that there exist a connection and/or relationship between the extent of an individual / employee level of spirituality and its commitment to work. However, academics practice and popular literatures have given enormous attention to this relatively new field especially in Nigeria, there has been little empirical research to examine the relationship between workplace spirituality and commitment within the civil service in Rivers State.

TABLE OF CONTENT

CHAPTER 1: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Conceptual Framework 4
1.4 Purpose of the Study 4
1.5 Research Questions 5
1.6 Research Hypotheses 5
1.7 Significance of the Study 6
1.8 Scope of the Study 6
1.9 Limitation of the Study 7
1.10 Definition of Terms 7
1.11 Organization of the Study 8

CHAPTER 2: LITERATURE REVIEW
2.1 Theoretical Foundation 9
2.2 Concept of Workplace Spirituality 10
2.2.1 The Intrinsic Origin view of Spirituality 15
2.2.2 The Religious view of Spirituality 15
2.2.3 The Existentialist views of Spirituality 16
2.3 Dimensions of Workplace Spirituality 17
2.3.1 Faith 18
2.3.2 Altruism 36
2.4 Measures of Employee Commitment  47
2.4.1 Affective Commitment 48
2.4.2 Continuance Commitment 49
2.4.3 Normative Commitment 50
2.5 Relationship between Workplace
Spirituality and Workers’ Commitment 51
2.6 Operational Framework 56

CHAPTER 3: METHODOLOGY 
3.1 Research Design 57
3.2 Population of the Study 57
3.3 Sample Technique/Sample Size Determination 58
3.4 Data Collection Methods 59
3.5 Operational Measures of the Variables 60
3.6 Test of Validity and Reliability 60
3.7 Data Analyses Techniques 61

CHAPTER 4: DATA PRESENTATION, ANALYSIS AND DISCUSSION
OF FINDINGS
4.1 Data Presentation 62
4.2 Response Rate 62
4.3 Demographic Analysis  62
4.4 Univariate Analysis 67
4.5 Bivariate Analysis 72
4.5.1 Scatter Plot Showing Relationship of
Variables 72
4.4.2 Test of Research Hypotheses One 74
4.4.3 Test of Research Hypothesis Two 75
4.4.4 Test of Research Hypothesis Three 75
4.4.5 Test of Research Hypothesis Four 76
4.4.6 Test of Research Hypothesis Five 77
4.4.7 Test of Research Hypothesis Six 77
4.5 Discussion of Findings 79
4.5.1 Significant Positive Relationship between Faith and Employee Commitment 80
4.5.2 Significant Positive Relationship between Altruism and Employee Commitment 82

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary 85
5.2 Conclusion 86
5.3 Recommendations 86
5.4 Contribution to Knowledge 87
References 89
Appendix A
Appendix B


Reference code: MG018
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Human Resource Development and Organizational Productivity of Oil and Gas Companies in Lagos State, Nigeria

Reference code: MG016

ABSTRACT

This research examined the relationship between human resource development and organizational productivity of Oil and Gas Companies in Lagos, Nigeria. Management development, manpower training and employee education were conceptualized and used as empirical referent of the predictor variable while cost reduction and production output were also employed as measures of the criterion variable. With respects to the conceptual and operational framework, the research answered six research questions and six hypotheses in order to ascertain the degree of positive linear correlation between human resource development and organizational productivity. The Resource Dependency Theory (RDT) was the sociological baseline theory used as the theoretical foundation for the study. Cross-sectional survey research design was used for the study. A total of sixty six (66) existing managerial employees were drawn from a population of eighty (80) existing managerial employees across the twenty (20) Oil and Gas Companies in Lagos, Nigeria using Krejcie & Morgan table for sample size determination. The researcher collected data on a macro level unit of analyses using a five point Likert Scale questionnaire tattled: “Questionnaire on Human Resource Development and Organizational Productivity of Oil and Gas Companies in Lagos, Nigeria (QHRDOP)” based on simple random sampling technique. The Questionnaire was validated via face validity, content validity, pilot test (pre-test) and construct validity while Cronbach Alpha was used to test for reliability of the research instrument. The data collected was analyzed at different levels. For primary level data, descriptive analytical tools were used and for secondary level data, inferential statistical tool [i.e. Pearson Product Moment Correlation Coefficient (PPMCC) was used. These analyses were carried out using a computer software package called statistical package for social sciences (SPSS) version 20.0. The result of the findings revealed that management development, manpower training and employee education brings about cost reduction and production output respectively. Based on empirical findings, the researcher then concluded that human resource development influences organizational productivity. The researcher then recommend that: Oil and gas companies in Nigeria should motivate management development of the employee to ensure organizational productivity; Oil and gas companies in Nigeria should encourage manpower training to realize organizational productivity and Oil and gas companies in Nigeria should promote employee education since it was seen to influence organizational productivity.

INTRODUCTION

The current recession in Nigeria economy is changing business dynamics and operational models. Human Resource development is a component of the management function of planning, organizing, directing and controlling in every organization. It is one of the human resource management functions that are aimed at maximizing the return on investment of stakeholders in an organization. It is the combination of training and education that ensures a continuous improvement and growth of both individual employees and organizations (Abdullah, 2000). It is a framework for the expansion of human capital in an organization for better employee performance and increased organizational productivity (Balasuriya, 2004).

The influence of human resource development strategies cannot be overemphasized in the oil and gas industry. This made the replacement of the term “training cost” with “investment in human capital”. The strategies include performance appraisal, human resource planning, career planning, potential appraisal, training, skill audit, executive training, on-the-job training, human resource information system, career development and strategic human resource development strategies (Barney, 2001).

Empirical findings revealed that how well an organization implements its policies and programmes and accomplishes its strategic intents in terms of mission and vision is a linear function of its human resources development (Abdulkadir, 2009). Human resource extracts, collects, and transforms natural resources into usable goods. Development in human resource can lead to organization effectiveness, efficiency, innovation, quality and economic of scale of employee and the firm. Lack of adequate and well planned human resource development strategies of the right type and right quality, in the right time and space can affect employee performance negatively as well as the productive capacity of the firm.

It has been acknowledged also that improvement in productivity through Human Resource Development has become more imperative for man power obsolescence, changing work environment and competitive advantage. The human capital theory recognized the importance of training on the level of employee productivity. The resource-based theory assumed differences in physical, organizational and human resources between firms causes fundamental heterogeneity in their production potential while the behavioral perspective assumed influence of personnel practice as tools for shaping patterns of behaviour that help to achieve organizational goals and objectives (Armstrong, 2009).

1.2 Statement of the Problem
Productivity is the input-output relationship. Employee input is the function of knowledge and skills acquired in the various Human resources Development strategies. Recognizing this fact, the Nigerian government in partnership with the private sector and the industrial sector has established employee training institutions and programs for better performance in the Oil and Gas industry. For instance, upgrading the Petroleum Training Institute (PTI) in Warri into a full study university; establishment of the Petroleum Trust Fund (PTF) with the objective of developing indigenous manpower in the Nigerian oil and gas industry.

The Nigerian oil and gas industry has various human resource development strategies. For instance, the Nigerian National Petroleum Corporation (NNPC) has a well planned Human Resource Management Department with training policies such as executive training, corporate training mission, corporate training philosophy, group learning department, strategic business unit learning sections, educational financial assistance, technical financial assistance and oversea related courses. The extent to which these policies and development, strategies have affected employee and the organizational productivity remain a matter of research interest.

Despite the growing research on organizational performance, no research work has focused on the influence of human resource development strategies on the productivity of the oil and gas industry in Nigeria. Existing studies focused on Human resource management, Human Resource Development which focuses on the manufacturing and banking sector (Guest, 2001) & (Legge, 2005). The extent to which this human resource development strategies influence organizational productivity has not been captured. Related studies on this work were on strategic human resource management on small and medium scale enterprises (Ogundele, 2007). From the above, this study intends to examine empirically the influence of human resource development on organizational productivity of oil and gas companies in Lagos, Nigerian.

TABLE OF CONTENT

Chapter 1: Introduction
1.1 Background of the Study 1
1.2 Statement of the Problem 2
1.3 Purpose and Objectives of the Study 3
1.4 Study Variables and Conceptual Framework 4
1.5 Research Questions 6
1.6 Research Hypotheses 7
1.7 Significance of Study 7
1.8 Scope of the Study 8
1.9 Limitation of the Study 8
1.10 Operational Definition of Terms 8

Chapter 2: Review of Related Literature
2.1 Theoretical Foundation 10
2.1.1 Resource Dependency Theory 10
2.2 Concept of Human Resource Development  11
2.2.1 Quantitative and Qualitative Human
Resource Development Strategies 13
2.2.2 Importance of Quantitative and
Qualitative Strategy 14
2.2.3 Approaches to Human Resource Development 14
2.2.3.1 Spatial and Temporal Approach 15
2.2.3.2 Age Composition Approach 16
2.2.3.3 Gender Approach 18
2.2.3.4 Social Group Approach 20
2.2.3.5 Occupational Approach 20
2.2.3.6 Composite Score Approach 21
2.3 Dimensions of Human Resource Development 22
2.3.1 Management Development  22
2.3.2 Manpower Training 24
2.3.3 Employee Education 25
2.4 Concept of Organizational Productivity 26
2.4.1 Causes of Low Productivity 26
2.4.2 High Productivity 27
2.4.3 Factor Affecting Productivity 28
2.5 Measures of Organizational Productivity 29
2.5.1 Cost Reduction 29
2.5.1.1 Inventory Management 30
2.5.1.2 Target Costing 31
2.5.1.3 Value Analysis and Value Engineering 31
2.5.1.4 Quality Control 31
2.5.1.5 Kaizen Costing 31
2.5.2 Production Output 33
2.6 Connection between Human Resource
Development and Organizational Productivity  35
2.7 Operational Framework 42

Chapter 3: Research Methodology 
3.1 Research Design 43
3.2 Population of the Study 43
3.3 Sample Size and Sample Technique 44
3.4 Method of Data Collection 45
3.5 Validity Test 47
3.6 Reliability Test 47
3.7 Method of Data Analyses 48

Chapter 4: Data Presentation, Analysis and Discussion of Findings
4.1 Presentation of Questionnaire Distribution 50
4.2 Demographic Analyses 50
4.3 Univariate Data Analyses 57
4.4 Ascertaining the Existence of a Positive Relationship between Human Resource
Development and Organizational Productivity using the Scatter Graph. 64
4.5 Bivariate Data Analyses  66
4.5.1 Test of Research Hypothesis One 66
4.5.2 Test of Research Hypothesis Two 67
4.5.3 Test of Research Hypothesis Three 68
4.5.4 Test of Research Hypothesis Four 69
4.5.5 Test of Research Hypothesis Five 70
4.5.6 Test of Research Hypothesis Six 71
4.6 Discussion of Findings 71

Chapter 5: Summary, Conclusion and Recommendations
5.1 Summary 74
5.2 Conclusion 74
5.3 Recommendations 75
5.4 Contribution to Knowledge 76
References 77
Appendix A


Reference code: MG016
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Corporate Culture and Organisational Performance of Oil and Gas Firms in Port Harcourt

Reference code: MG015

ABSTRACT

This lessons investigated the connection among Corporate society and Organizational presentation of oil and gas Firms in Port Harcourt, Rivers State Nigeria.  The research is a survey\ cross sectional study. The sample size for the study is 43  management staff of Shell and Agip in Port Harcourt, Rivers State, which is also the census population of study hypotheses were tested using the Pearson Product moment Correlation (PPMC) statistical tool with the aid of SPSS Version 20.  The results revealed that there is positive but small relationship between shared value and market share, the same among shared value and profitability. The study also revealed that there is a positive but small relationship organisztional norms and market share and those of norms and profitability. while On the further more, the study showed that organizational identity has a positive but a definite relationship with market share and had positive and small relationship with profitability. The study therefore completed that there is a connection among corporate culture and organizational presentation of oil and gas firms in Port Harcourt, Rivers State, Nigeria Given the conclusion, A strong, achievement oriented and entrepreneurial organisational culture that encourages the participation should be adopted by managers of this firms.

INTRODUCTION

Organisational expansion has some exacting features that can increase sustainability on basis of efficiency. The improvement in presentation contribute to employee commitment while norm, value and objective add in attracting the culture of an organization (Awadh & Saad, 2013). Corporate culture is all-encompassing and influential. For trade, it is either a force for change or a exact blockade to it. For employees it is either the glue that bond them together to an organization or a force that drive them away. Manager, today are increasingly challenge in changing an organization culture to maintain new way of doing things Peter (1977).

“It has been argued that strategy group membership and associated collective behaviors are the primary sources of durable differences in firm profitability and organization effectiveness [(Caves and Porter, (1977)]. This implies that the collective behavior which culture helps to control is important to its effectiveness”. Corporate culture refer to a system of shared assumption, value, and belief that show people what is suitable and unsuitable behavior. These value have a strong pressure on organization presentation as well as employee behavior. In fact, the term corporate or organizational culture was made popular in the 1980s when Peters and Waterman’s best-selling book in Search of brilliance made the argument that corporation

Amah (2009) “success could be attributed to an organizational culture that was decisive, customer-oriented, empowering, and people oriented. Since then, organizational culture has become the subject of numerous research studies, books, and articles. Organizational culture is still a relatively new concept” (Daft, 2003). “In contrast to a topic such as leadership, which has a history spanning several centuries, corporate culture is a young but fast-growing area within management. Culture is largely invisible to individuals just as the sea is invisible to the fish swimming in it”. Even even if it affect all employee behavior, believe, and behavioral pattern, individual tend to turn out to be more aware of their organization culture when they have the chance to evaluate it to other organization (Amah, 2009). “

The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organizational design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design”. Daft (2003) “hampering the manager’s ability to enact such a design. However, a culture that supports the organizational structure (and vice versa) can be very powerful”l.

Geert Hofstede (1987)  “indicates that cultural differences among nations are found specifically on the greatest level; that is on the level of values. By comparing cultural differences between organizations are specifically identified on the basis of practices. In comparison with values, practices are more tangible”.  Corporate culture is the performance of human who are part of the organisation and the sense that people attach to their action. Culture includes the organisations vision/mission, value, norm, working language, systems symbol habit and belief. It is also the pattern of such collective behavior and assumptions that are educated to new organisational member as way of perceiving, and even thoughts and feeling. .........


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Reference code: MG015
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Reference code: MG015

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Workplace Spirituality and Employees’ Commitment of Local Government Areas in Rivers State, Nigeria

Reference code: MG014

ABSTRACT

“The purpose of this study was to examine the relationship between workplace spirituality and employees’ commitment of local government areas in Rivers State. The study adopted a cross sectional survey design to solicit responses from the employees of the 23 local government areas of Rivers State using the simple random technique. After data cleaning, only data of 316 respondents were finally used for data analysis”. “Descriptive statistics and the Spearman rank order correlation were used for data analysis and hypothesis testing. Empirical findings revealed that there is a positive significant relationship between workplace spirituality and employee commitment of local government staff in Rivers State”. “Findings further revealed that faith and altruism dimensions of workplace spirituality have significant relationships with affective commitment, continuance commitment and normative commitment measures of organizational employee commitment”. “The study thus concluded that workplace spirituality bears a positive and significant influence on employee commitment and all the dimensions and measures show significant positive relationships. We recommended that local government authorities should strive to show devotion to organizational members through acts of benevolence, care and concern, in order to be assured of their high level of commitment to work”. “We further recommended that one way to substantially increase workers emotional involvement at work is to substantially enhance the stock of altruism within the organization. Virtues of unselfishness, self-sacrifice and selflessness, and philanthropy are hereby recommended”. Also our study recommends that Local Government Area authorities are encouraged to promote altruistic behaviours amongst employees.

INTRODUCTION

The concept of workplace spirituality have been well articulated by researchers in the past decades. The historical origin is traced to have started in the United States of America over the recent years past and have cut across international borders owing to globalization. This concept is relatively new especially in the Local Government Service of Rivers State, Nigeria. The relevance ofthe concept of promote employees’ commitment in organizations have not been well articulated, owing to the fact that it is sometimes taught to mean religiosity at work.  As such, not much of workplace spirituality has been noticeable within organizations in the level of employee commitment. Giacalone and Jurkiewicz, (2003) “conceived workplace spirituality as a framework of organizational values evidenced in the culture that promotes employees’ experience of transcendence through the work process, facilitating their sense of being connected in a way that provides feelings of compassion and joy”.

Tourish & Pinnington,(2002) “posits that the increasing interest in the spiritual side of workers, is often driven by non-spiritual concerns. Studies have argued that the non-spiritual concerns are the outcomes, not antecedents, of workplace spirituality”. Maintaining spirituality at the workplace is a multipart job, it is merit the attempt given to the known benefits associated with better leadership, improved ethical behavior, increased creativity, improved productivity, superior employees efficiency and abridged absence and proceeds, and improved work presentation which reinstates the work of Mitroff & Denton, 1999 “that spirituality has been heralded as the ultimate competitive advantage”. Spirituality and commitment have made its steady entry in to management literature in the early 1920 “as a grassroots’ movement seeking to stamp the need for its individuals to express or live their faith and or spiritual values in the workplace”.

Its newness cannot be overemphasized as available in the article of William Miller  “How do we put our spirituality value to work”, available in fresh Tradition in commerce courage and management in the 21stcentury. The length and breadth of the civil service has experienced a disconnect that resulted to employee’s operating without their soul in their daily assignment for lack of workplace spirituality amongst others (Adams & Bezner, 2000).
“Spirituality in the workplace means that employees find nourishment for both the vertical and horizontal dimensions of their spirituality at work. Workplace spirituality is about individuals and employees seeing work in a spiritual perspective to grow and to contribute to society in a meaningful way”.
“The spiritual perspective of workplace spirituality is about compassion and support of others, about integrity and people being true to themselves and others. It means that individuals and organizations should attempt to live to their values more fully in the work they do”. “One of the casual effects which have contributed immensely to the growing interest in the study of workplace spirituality is the dramatic change in the nature of work resulting from increasing globalization and a shift from the industrial age to the information age”. To the perception of some employee within the civil service, this shift has provided a platform for longer work hours; greater expectation for production accompanied by much expectation from employees, due to government intention to reduce expenses (Duxbury and Higgins, 2002).

Despite the background of intensive interest on workplace spirituality, some advocates of the school of thought “think that a managerial approach trivializes spirituality. They argued that, being a non – materialistic concern, workplace spirituality is marginalized and misrepresented when people focus on the material gains that can be reaped by integrating it in organizational life”. ..........

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Reference code: MG014
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Reference code: MG014

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Work Characteristics and Employees Performance of Public Organization in Rivers State, Nigeria

Reference code: MG013

ABSTRACT

The study investigated the association between Work Characteristics and Employees’ Performance of Public Organizations in Port Harcourt, Nigeria.  Autonomy, Feedback and Job Significance were conceptualized and used as the dimension of work characteristic and work quality, efficiency and effectives were also engaged as measures of employee performance.  The research answered Ten (10) research questions and Ten (10) hypotheses so as to verify the degree of positive correlation between work characteristics and employee performance.  Fredrick Herzberg’s Two Factor Theory and Job Characteristic Theory was adopted as a theoretical framework for this study.  Cross-sectional survey research design was used for the study. One thousand, three hundred and sixteen (1,316) senior management employees were derived from the population and the sample size of 307 was applied using Taro Yamane’s formula.  The researcher collected data on a macro level unite using a five-point likert scale.  Cronbach Alpha was used to test for the reliability of the research instrument.  The data was analyzed using the Statistical Package for Social Sciences (SPSS), version 20.0.  Spearman Correlation Analysis was used to test for the relationships between the independent variable (Work Characteristics) and dependent variable (Employee Performance).  The findings of the study revealed that the dimensions of work-characteristic have a positive and significant relationship with the measures of employee performance.  Based on the findings of this study, it is worth noting that work characteristics plays an important role to an employee performance and it is very important for organization policy makers to take this into consideration in order to meet organizational goals.

INTRODUCTION

Work characteristic is an antecedent of organizational behaviour. It is tightly woven into the structure and function of organizations, Torraco, (2005), representing the central pillar of performance. Decisions made about work characteristic can have an enormous, either positive or negative impact on organizational success and individual well-being (Morgeson & Campion, 2003). They can reduce stress, enhance motivation, improve productivity and even represent a potential source of competitive advantage Pfeffer, (2004); Garg & Rastogi, (2005); (Grant, Fried, & Juillerat, 2010).

Due to the importance and significant impact of work characteristic on various work outcomes, not surprisingly it has been one of the most researched topics in the field of organizational psychology and behaviour (Griffin & McMahan, 2013); Oldham, (2009). Traditionally work characteristic was defined as the set of opportunities and constraints structured into assigned tasks and responsibilities that affect how employees accomplishes and experiences work (Hackman & Oldham, 1980), cited in Baridam (2009).

It determine the effort an employee would put in work,( good motivational factor good performance ,bad motivational factors poor performance). People tend to work harder, faster and better when they are happy and positively motivated. The other side of the coin is also true Love, (2013). A stressful, unhappy workplace is rarely productive, and it takes just a few employees with bad performance to create enough interpersonal dissonance to negatively affect workplace productivity. Fortunately, employers can take steps to prevent poor performance from developing and also have mechanisms in place to get things back on track when difficulties arise Langford and Whit fleld, (2011). Attitudinal behaviour of employee could pose a lot of positive and negative influences in an organization. This can affect the efficiency of the firms prior to its productivity, turnover intentions, growth and commitment.

Don Pepper (2013) in his recent publication averred that attitudinal behaviour in an organization could tell on employee values, trust belief, stereotype, perception, expectancies, cognition, loyalty, commitment, citizenship behavior etc which outcomes could be traced to employee productivity, employee job satisfaction and employee commitment. It is in this perspective that Allen and Meyer (2010) introduces employee commitment as measures for performance in the work place.

According to them, employee performance is an employee’s ability to economically, efficiently and effectively utilize the organization resources in a way that enhances the achievement of result. According to Nwachukwu (2009), one of the important questions in business has been why some organizations succeed while others fail. Employees performance has according to him been the most important issue for every organization be it profit or nonprofit one, it has been very important for managers to know which factor influences an employee’s performance in order for them to take appropriate steps to initiate them.

However, defining, conceptualizing and measuring employee performance has according to Nwachukwu not been an easy task. According to him, researchers among themselves have different opinions and definitions of employee performance which remains to be a contemptuous issue among organizational researchers for example, according to Javier (2012), employee performance is the ability of an employee to effectively utilize the time and resources provided him by his organization toward organizational goal and objectives.

Barney (2007), sees employee performance as equivalent to the famous 3 ES (economy, efficiency and effectiveness) of a certain programme or activity, according to Barney, employee performance relates to the efficiency, effectiveness, economy equality, consistent behaviour, productivity and quality service discharged by employees. The next issue that was always asked about employee performance was what factor enhances or determine employee performance. According to Hausen et al (2009) in the business policy literature there were two major stream of research on the determinant of employee performance of which the most accepted is employee job satisfaction, job efficiency, job effectiveness, productivity of employee, flexible working arrangement as well as quality service etc, which in turn enhances employee performance on the job.

TABLE OF CONTENT

CHAPTER 1:        INTRODUCTION
1.1 Background to the Study      1
1.2 Statement of Research Problem 3
1.3 Purpose of the Study    5
1.4 Research Questions          6
1.5 Research Hypotheses      7
1.6 Significance of the Study      8
1.7 Scope of the Study  8
1.8 Definition of Terms      9

CHAPTER 2: LITERATURE REVIEW
2.1 Theoretical Framework      10
2.2 Concept of Work Characteristics 13
2.3 Job Characteristics Theory 14
2.4 The Job Characteristics Model 15
2.5 Relationship between Work Characteristics and Work Outcomes   16
2.6 Dimensions of Work Characteristics      17
2.6.1 Autonomy as a Dimension of Work Characteristics 18
2.6.2 Feedback as a Dimensions of Work Characteristics 19
2.6.3 Job Significance as a Dimension of Work Characteristics 20
2.7 Concept of Employee Performance        21
2.8 Effects of Supervisor-Employee Relationship on
Job Performance 23
2.8.1 Perceived Organizational Support 24
2.8.2 Trust in the Supervisor 25
2.8.3 Leader-Member Exchange 27
2.8.4 Rewards Systems 29
2.9 Performance Characteristics 31
2.10 Work Quality as a Measure of Employee Performance 33
2.11 Efficiency as a Measure of Employee Performance 35
2.12 Effectiveness as a Measure of Employee Performance 36
2.13 Skill Variety and Employee Performance 36
2.14 Job Significance and Employee Performance 37
2.15 Task Identity and Employee Performance 38
2.16 Relationship between Work Characteristics and Employee Performance 39
2.17 The Moderating Role of Employee Satisfaction 40

CHAPTERS 3:   RESEARCH METHODOIOGY
3.1 Research Design        46
3.2 Population of the Study      46
3.3 Sample Size       47
3.4 Data Collection Method       48
3.5 Validity of Research Instrument        48
3.6 Reliability of Instrument    49
3.7 Method of Data Analyses        50

CHAPTER 4:  DATA PRESENTATION, ANALYSES AND DISCUSSION
OF FINDINGS
4.1 Presentation of Questionnaire Distribution      51
4.2 Demographic Analysis 51
4.3 Univariate Data Analyses 56
4.3.1 Analysis on Work Characteristics 56
4.3.2 Analysis on Employee Performance 58
4.3.3 Analysis on Employee Satisfaction 60
4.4 Bivariate Data Analyses    60
4.4.1 Scatter Plot of the Relationship between Study Variables 61
4.4.2 Presentation of Results on the Analysis of Data on Research Questions and
Testing of Hypotheses 62
4.4.2.1 Relationship between Autonomy and Employee Performance 63
4.4.2.2 Relationship between Feedback and Employee Performance 65
4.4.2.3 Relationship between Job Significance and Employee Performance 66
4.5 Multivariate Analysis    68
4.5.1 Testing the Significance of the Moderating Influence of Employee Satisfaction
on the Relationship between the predictor and the Criterion Variable      68
4.6 Discussion of Findings      69
4.6.1 Relationship between Autonomy and Employee Performance 71
4.6.2 Relationship between Job Significance and Employee Performance 73
4.6.3 Relationship between Feedback and Employee Performance 77

CHAPTER 5:    SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1   Summary of Findings 78
5.2 Conclusion    79
5.3 Recommendations      80
5.4 Contribution to Knowledge      81
5.5 Suggestions for Further Studies 82
References                                      84
Appendix A
Appendix B


Reference code: MG013
_____________________________________
Reference code: MG013

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