University of Nigeria in Private and Public... · University of Nigeria ... Bureaucracy in Private...

University of Nigeria Research Publications

Ugwu, Raphael Uroko

PG/MPA/91/12249

Bureaucracy in Private and Public Organizations: A Comparative Study of

Two Work Organizations-A Case Study of UBA and NITEL Enugu

Social Sciences

ent Sub- Department of Public

Administration and Local Government

December, 1992

TOPIC:, -WIVI

BUKEAUCRKY IN PLII;VATE AND PUBLIC Ol<GANIZATIQNS t COI4P~ULlTIVE STUDY OF TWO WORK ORGANIZATIONS -

BUREAUCRACY I N PRIVATE AND PUELIC ORGANIZATIONS

A COMPARATIVE STUDY OF TWO WORK ORGANIZATIONS - A CASE STUDY OF UBA AND NITEL, ENUGU

UGWU RAPHBL UROKO

REG. NO. PG/MPA/~I /I 2249

Sub, Department of Public Administration and'Loca1 Government

University of Nigeria, N s u k k a

This Thesis have been approved on behalf of

the Sub, Department of Public Administration and Local

Government Department of Po l i t i ca l Science

December, 1992

k d i c a . k e d t o my c h i l d , Miss Chisom Aga ~ i l i a n Ugwu

. I t i s n o t e w o r t h y t h a t a c o n s i d e r a b l e a n d i n c r e a s i n g

p r o p o r t i o n of m a n k i n d i n o u r t i m e , s p e n d most of t h e i r

l i f e s p a n i n c o m p l e x , B u r e a u c r a c i e s . H a r d l y a n y d a y

p a s s e s b y w i t h o u t o n e c o m i n g i n c o n t a c t w i t h o n e l a r g e -

scale o r g a n i z a t i o n of t h e o t h e r : t h e s c h o o l , t h e h o s p i t a l ,

t h e c h u r c h , t h e s u p e r m a r k e t , t h e b a n k , t h e u n i v e r s i t y , t h e

c i v i l service a n d t h e l i k e . C o n s e q u e n t l y , o u r l i v e s h a v e

come t o b e c o n d i t i o n e d b y t h e s e b u r e a u c r a c i e s ,

Most i m p o r t a n t l y , t h e s e b u r e a u c r a t i c o r g a n i z a t i o n s

h a v e b e e n r e c o g n i s e d as t h e most i m p o r t a n t i n s t i t u t i o n a l

mec h a n i s m s f o r i n n o v a t i n g a n d i m p l e m e n t i n g contempo,rary

d e v e l o p m e n t a l programmes t h e world o v e r , I n d e e d , b u r e a u -

cratic o r g a n i z a t i o n s c o u l d be s a i d t o be t h e f f b u i l d z r s f f af

o u r p r e s e n t c i v i l i z a t i o n , It is b y r e a s o n of t h i s c e n t r a l

p o s i t i o n t h e y o c c u p y i n t h e scheme of t h i n g s t h a t t h e

u n d e r s t a n d i n g of t h e i r i n t e r n a l w o r k i n g s h a s g e n e r a l l y

come t o p r e s e n t a n i n v i t i n g material of s t u d y t o many.'

However, t h e s t a r k r e a l i t y i n most t h i r d w o r l d

c o u n t r i e s , i r c l u d i n g N i g e r i a , i s t h a t t h e s e c o m p l e x

o r g a n i s a t i o n s f i n d it i n c r e a s i n g l y d i f f i c u l t t o a c c o m p l i s h

t h e i r s t i p u l a t e d object ives e f f e c t i v e l y and rationally as P

a r e s u l t of i n t r a - o r g a n l z a t i c l n a l a n d e n v i r o m e n t a l factors I ,

i m p i n g i n g o n them, more so i n p u b l i c b u r e i u c r a r L e s

i s s u e i s so amaz ing t h a t t h e concept of b u r e a u ~ r a ~ -

. T h i s

!y i s -

now v i r t u a l l y synonymous w i t h i n e f f i c i e m y among t h e

g e n e r a l i t y of o u r p e o p l e - It i s t h i s c i r c u m s t a n c e t h a t

b a s i c a l l y i n s p i r e d my d e s i r e t o e x p l o r e t h e real i t ies

of t h i s problem,

The m o t i v e force of t h i s s t u d y , t h e r e f o r e i s t o

i n v e s t i g a t e some of t h e problems t h a t i m p a i r t h e e f f i c i e n t

f u n c t i o n of my b u r e a u c r a t i c o r g a n i z a t i o n s , u s i n g U n i t e d

Bank f o r A f r i c a L imi ted . , and N i g e r i a Te lecommunica t ions

L i m i t e d , b o t h of Enugu as case s t u d i e s *

I n t h e first c h a p t e r , I g a v e a g e n e r a l i n t r o d u c t i o n

t o t h e s t u d y and s t a t e d my r e s e a r c h problem, I f u r t h e r

d e s c u s s e d t h e o b j e c t i v e s and s i g n i f k a m e of t h i s s t u d y .

I n t h e s e c o n d c h a p t e r I d e a l t w i t h t h e l i t e r a t u r e

review, i n which I r e v i e w e d some p i o n e e r i n g i d e a s , c o r c e p -

t i o n s and t h e o r i e s t h a t b o r d e r on t h e n a t u r e of b u r e a u c r a t i c

o r g a n i z a t i o n s and t h e problems of management i n gencoral.

T h e r e a f t e r , o n t h e basis of t h e l i t e r a t u r e r e v i e w I stated

t h e t h e o r e t i c a l p e r s p e c t i v e from which I d e r i v e d my

r e s e a r c h h y p o t h e s e s t h a t a n a l y t i c a l l y g u i d e d t h i s s t u d y ,

I n t h e t h i r d c h a p t e r , I d i s c u s s e d t h e methodology

a n d o p e r a t i o n a l i z e d some of t h e r e l e v a n t c o r c e p t s used.

I n c h a p t e r f o u r , the h i s t o r i c a l d e v e l o p e n t , o b j e c t i v e s and f u n c t i o n s , o r g a n i z a t i o n a l s t r u c t u r e and

management of UBA and NITEL was examined,

I n 'chc f i f t h c h a p t e r , I p r e s e n t e d and a n a l y s e d t h e

d a t a c o l l e c t r 5 d and d i s c u s s e d my r e s e a r c h f i n d i n g s on t h e

b a s i s of t h e t h e o r e t i c a l o r i e n t a t i o n of t h i s s t u d y .

I n c h a p t e r s i x , I summarized t h e main p o i n t s o f o u r

d a t a a n a l y s i s ; a n d made r scommendat ions f o r p o l i c y - making

purposas . , I a l s o made s u g q c s t i o n f o r f u r t h e r r e s e a r c h and

l o o k e d a t t h e l i m i t a t i o n s t o t h i s s t u d y .

I n t h e s t u d y , i t was d i s c o v e r e d t h a t e f f i c i e n c y in

b u r e a u c r a t i c o r g a n i z a t i o n was d e p e n d e n t on t h e l e v e l of

d i v i s i o n cf l a b o u r , j o b s e c u r i t y of e m p l o y e e s , t h e

employment s y s t e m , work i n c e n t i v e s , a d m i n i s t r a t i v e s u p e r -

v i s i o n and work f l e x i b i l i t y , And t h a t economic and s o c i o -

p s y c h o l o g i c a l i n c e n t i v e s , l i b e r a l s u p e r v i s i o n and work

e n h a n c e worke r s pe r fo rmance ,

My profarnd thanks go t o my f h o f ~ c t ~ ~ ~ ~ , C. PI Emt2b - My Project ~dwiser, 8.C. PSwankwo w i ~ b t whose guidance and

c o r r e c t i o n s at every stages of t h i s T h a ~ i ~ , this work would

ptobably not have worth thh paper it was vritten on+ is

patiewe, gnodwill and enduring advice was lrrcotrraging and a

source ok inspiration t o ma. 5 am greatly indebted t a him,

%o Dr. Tony Onyishi of Pol i f ical ~ c i e w e Department

Un ivers i ty of tJigeda, Neukka whose searching questf o m ,

encouragement, ;ila wel l as readiness E a attend to the ,

researcher at any t h e arid place for an advice, helped

organhed the werk.

Zhe researcher 1s also grateful, to the antisra staff

Niger ia Telecommunicaticrn, Enugu and United Bank far Africa

Enugu, for their oo-operati on,

Much thanks also go ta my Mother, Mrs. carolins Ugwu,

nlPe Mrs. ~ a t r k i a PI. Ugwa and many other brothems and

sisters for their morale and financial esrcauragement,

P i n a l l y , the mseazcher wlshes to axpcess his thank3

t o Mr. Creme* Aneke who kyped and duplicated the work

without much ermrs.

v i i i P age

TITLE PAGE, e e o

APFROVAL PAGE 0 0 0

DE DICATI ON o o o

P REFACE o o o e - ACKNOWLEDGEMEI\ITS 0 0 a 0 - 0

TABLE OF CONTENTS 0 0 -

L I S T OF TABLES o o o e o

v i i i

CHAPTER CNE:

* m 0 4

mom 10

0 0 0 l a

I NT KO DUCT1 ON - - a

STATEMENT OF PROBLEM m m o

OBJECTIVE OF STUDY a o

SIGNIFICANCE CF STUDY

CHAPTER TWO:

LITERATURE REVIEW - 0 -

THEORETICAL REVIEW o o o

EARLY DISCUSSIONS ON BUREAUCRACY .. &.a 11

VJEBERSAN AND GFWER CLASSICAL GRGANIZATI ON T HEORI ES * e m m o o om h 0 0 -

PGST CLASSICAL FORMULATIONS 0 6 - 0

THE HUMAN RELATICNS APPROACH o o 0-•

THE PSYCHOLOGICAL APPROACH - e m mmo

MANAGEMENT BY OBZCTI'VE: (MBO) o o .

THEORETICAL FRAMEWORK - 0 m o o

CHAPTER THREE:

METHODOLOGY - 0 0 m o o a o o o o o

C H A P T E R FOUR:

B R I E F H I S T O R Y AND O B J E C T I V E S OF U N I T E D BANK F O R A F R I C A AND N I G E R I A T E L E -

O E J E C T I V E S AND F U N C T I O N S orno o e 0

ORGANIZATIONAL STRUCTURE AND MANAGEMENT C HART o m - - w- a 0 o~

CHAPTER FIVE :

DATA A N A L Y S I S

C H A F T E R S I X :

SUMMARY o m . m o m 0 . 0 3 - o m w

RECOMMENDATIONS - - 0 - 0 0 -

STUDY L I M I T A T I O N S m o o e - o

S U G G E S T I O N FOR FURTHER. S T U D I E S a o m

B I BLIOGRAPHY - 0 0 0 0 a 0 0

A P P E N D I X 0 0 0 . 0 0.0

TABLES PAGE

1, S e x C o m p o s i t i o n o f r e s p o n d e n t s - UBA ... 50

2, S e x ~ o m p o s i t i c n of r e s p o n d e n t s - NITEL 5 1

3, Age C c m p o s i t i o n of r e s p o n d e n t s i n b o t h UBA a n d NITEL ... ... ... 51

4, N elation ship be tween d i v i s i o n of L a b o u r and a t t a i n m e n t of e f f i c i e n c y .., 6 7

5 , R e l a t i o n s h i p be tween r i g i d a d h e r e n c e t o B u r e a u c r a t i c r u l e s and O r g a n i z a t i o n a l e f f i c i e n c y ... .0 0 .., 70

6, R e l a t i o n s h i p be tween j o b s e c u r i t y a n d e f f i c i e n t work per formance ., . , , 0 73

7 , R e l a t i o n s h i p be tween employment sys t em a n d O r g a n i z a t i o n a l e f f i c i e n c y : .. , 75

8, R e l a t i o n s h i p be tween t h e n a t u r e of Super- v i s i o n a n d d e g r e e of o r g a n i z a t i o n a l eff i c i e r c y -* a - O Q o O I 78

9, elations ship between t h e d e g r e e of o r g a n i z a t i o n a l f l e x i b i l i t y a n d e x t e n t of eff i c i e n c e work performance . . , 81

1 0 , R e l a t t , o n s h i p be tween n a t u r e of i n c e n t i v e s y s t e m and p r o d u c t i v e e f f i c i e n c y ,, , 84

11, Promot ion exercise i n b o t h UBA and NITEL 8 7

1 2 , E x t e n t t o which employees are w i l l i n g t o make t h e i r job a l i f e l o n g career i n b o t h UBA and NITEL a m . ... ... 88

CHAPTER ONE

O r g a n i z a t i o n , a r e n o t new j n human l i fe , social u n i t s

h a v e b e e n c r e a t e d t o p u r s u e s p e c i f i c g o a l s i n many p r e -

i n d u s t r i a l societies* T h u s i n a n c i e n t E g y p t a number of

s k j l l e d w o r k e r s were f o r m e d t o b u i l d t h e p y r a m i d s -

However, i n modern j n d u s t r i a l societies t h e s e work

o r g a n i z a t i o n h a v e m e t a r m o p h o s e d i n t o a c o m p l e x b u r e a u c r a c y

d i s t i n g u i s h i n g t h e m s e l v e s from t h e i r . p r e - i n d u s t r i a l v u n t e r - . , : ,

p a r t s b y t h e number, s i z e a n d s c o p e of o r g a n i z a t j o n s ,

B u r e a u c r a c y h a s so much p e r m e a t e d t h e l i v e s of t h e modern

i n d u s t r i a l man t h a t t h e A m e r i c a n S o c i o l o g i s t ~ m i t a i E t z i o n i

( 1 9 6 4 ) o p i n e d t h a t o u r s o c i e t y is a n o r g a n i z a t i o n a l s o c i e t y ,

a n d Max Weber ( 1864 - 1920) o b s e r v e d t h a t b u r e a u c r a c y is

b e c o m i n g t h e d e f i n i n g c h a r a c t e r i s t j c of t h e modern i n d u s t r i a l

s o c i e t y ,

B u r e a u c r a c y i n work o r g a n i z a t i o n s h e l p es tabl i s h m e n t s

a c c o m p l i s h i ts o b j e c t i v e s , I t is c o n c e i v e d w i t h t h e aim of

a d m i n i s t r a t i o n , c o n t r o l 1 i n g , nanag.5 ng a n d c o - o r d l n a t i o n of

series of complex t a s k s . T h e s e c o m p l e x i t y is a4ined a t promo-

t j n g human l i fe , Hence o r g a n j z a t j o n s l j k e h o s p i t a l s , s c h o o l s ,

C h u r c h e s etc. are b u r e a u c r a t j c a l l y o r g a n i z e d t o f i n d s o l u t i o n s

t o g i v e n human p r o b l e m s a n d a c c o r d i n g t o weber1s i d e a l t y p e ,

' ( s e r v e t o f u r t h e r o r g a n i z a t f o n a l eff j c i e n c y " . T h e s e e s t a b l i s h -

m e n t s are d e s i g n e d t o b r i n g a b o u t s o c i o - e c o n o m i c c h a n g e s i n t h e

N i g e r i a n s o c i e t y t o d a y . T h e s e c h a n g e s are f u r t h e r d e s i g n e d ,

t h r o u g h eff i , c i e n t co-ord3 nat!on of work, t o improve t h e l o t

o f t h e N i g e r i a n p o p u l a c e o

However, it h a s b e e n n o t e d t h a t many factors e n h a n c e

e f f j c i e n c y i n a b u r e a u c r a t 5c o r g a n i z a t i o n , a n d t h e s e f a c t o r s

c o u l d also l o w e r e f f i c i e n c y d e p e n d i n g o n t h e s f t u a t i o n ,

I n Weberts v i e w , t h e r o a d t o e f f i c i e n c y i n a n y b u r e a u -

crat ic o r g a n i z a t i o n is t h r o u g h s p e e d , u n i t y , d i s c r e t i o n ,

c a l c u l a b i l i t y a n d p r e c i s i o n . R a t i o n a l i t y a n d I m p e r s o n a l i t y

are d e s i g n e d t o p r e v e n t t h e p e r s o n a l f e e l j n g s of o f f i c ia l s

from d i s t o r t i n g r a t i o n a l j u d g e m e n t , Tn t h i s c o n t e x t , Weber

o b s e r v e d t h a t : b u r e a u c r a c y I s r a t l o n a l a c t i o n 3n a n i n s t f t u -

t i o n a l form*

~ l s o f o r s p e e d y d f s p e n s a t i o n of d u t i e s c e r t a j n d e g r e e of

a u t h o r i t y are n e c e s s a r i l y f o u n d i n d j f f e r e n t c a d r e s of o f f f c i a l

p o s i t i o n s i n order t o y i e l d c o m p l i a n c e from s u b o r d i n a t e s , T h e s e 1 are s u p p o s e d t o e n h a n c e eff j c j e n t b u r e a u c r a t i c s y s t e m .

On t h e c o n t r a r y , t h e eff i c 3 e n c y of b u r e a u c r a c y h a s b e e n

h a m p e r e d due t o t h e s e e m i n g n e g a t i o n o f some of I t s b a s i c

t e n e t s b y its practitioners i n N i g e r i a , T h i s h a s c a u s e d

o r g a n i z a t i o n s losses a n d g e n e r a l ineff lc iency. T h i s however

seems t o be most evidenced I n Nigeria pub1 ic a r g a n j z a t lons,

e , g o N a t i o n a l E l e c t r i c Power ~uthority, Nigeria R a i l w a y

C o r p o r a t i o n , t o m e n t i o n but a f e w , a n d t h e y h a v e been r i g h t l y '

t a g g e d as t6e "s ' ick b a b i e s " of t h e N i g e r i a n g o v e r n m e n t , Since

t h e s e o r g a n i z a t i o n s are c o n c e r n e d w i t h t h e welfare o f t h e

g e n e r a l p u b l ic , t h e i r i nef f ic i e n c y becomes a p u b l ic c o n c a c n ,

One cc luld n o t h e l p t h e n b u t wonder why t h e s e i n e f f icie-

n c i e s seem t o be m o s t l y e v i d e n c e d i n t h e p u b l i c b u r e a u c r a c i e s

t h a n t h e i r p r i v a t e c b G , l t e r p a r t s o

I n w h a t N-U, Akpan ( 1 9 8 2 ) ca l l s t h e T a r g e t . t h e o r y , it

becomes i m p e r a t i v e t h a t p u b l i c a n d p r i v a t e s e r v j c e s are

o r g a n i s e d i n f u n c t i o n a l u n i t s known as d e p a r t m e n t s or . m i n i s t r i e s ,

it is t h r o u g h t h e s e d e p a r t m e n t s a n d m i n i s t r i e s t h a t d i r e c t

a c t i v i t i e s t a k e p l a c e ( ~ k p a n 1 9 8 2 : 6 1 ) , The n a t u r e of t h e s e

n e t w o r k of a c t i v i t i e s e s p e c i a l l y i n t h e p r o v i s l o n of services

a n d p r o m o t i n g d e v e l o p m e n t 9s s u c h t h a t n o o n e d e p a r t m e n t c a n

claim t o be' f u l l master of i tself , T h i s set u p p o s e s a l o t

o f p r o b l e m s , t h e r e Ss f n t e r d e p e n d e n c e i n t h e d e p a r t m e n t a l o r

m i n i s t e r h l w o r k s r e q u i r e d , The e f f i c i e n c y a n d i m p a c t of o n e

d e p a r t m e n t may be slowed by t h e i n e f f i c i e n c y of a c o m p l i m e n t a r y

d e p a r t m e n t . E x e c u t i o n o f d u t i e s j n s u c h a n i n s t a n c e becomes

slow a n d i n most cases, a c h i e v e m e n t of g o a l s is v e r y slow,

T h e r e h a s b e e n a n o t h e r v i e w t o b u r e a u c r a t i c a t t i t u d e s ,

Robert M i c h e l s a n talia an S o c i o l o g ~ s t ( 1 8 7 6 - 1 9 3 6 ) v i e w s

b u r e a u c r a c y as a n i p s t r u m e n t f o r s h i f t i n g democracy. T o him,

as a n o r g a n i z a t i o n g r o w s l a r g e , t h e n e t w o r k of i ts bureaucracy

becomes r a t h e r c o m p l e x , c o n f u s j n g t h e r a n k and f i l e of i ts

members who t h e n leave d e c j s i o n making t o e x e c u t i v e members,

a n d t h a t t h i s is a way o f s i l e n c i n g t h e m a j o y j t y , .

It is t h e intention of t h i s p a p e r t o h i g h l i g h t , if any,

some of t h e d i f f e r e n c e s cr s i m i l a r i t i e s of b o t h p u b l i c and

p r i v a t e o r g a r l i z a t i o n s a s r e g a r d s t o f u n c t i o n a l app roach ,

But f i r s t it would be i m p o r t a n t t o s t a t e some of t h e problems

e n c o u n t e r e d i n b u r e a u c r a t ic p r o c e d u r e s ,

5-TATEMENT OF PROBLEM

Bureauc racy was d e v e l o p e d t o e n h a n c e g r e a t e r co-ord ina-

t i o n i n work o r g a n i z a t i o n s . T t aims a t e f f i c i e n c y which ,

a c c o r d i n g t o Max Weber c o u l d o n l y b e a c h i e v e t h r o u g h "Organiza-

t l o n a l c a l c u l a b i l i t y , p r e c j s i o n , s p e e d , u n i t y a n d d i s c r e t i o n . .. ( ~ e r t h a n d M i l l s , 1957:214).

It e x i s t s i n b o t h p r i v a t e and p u b l i c organizations b u t

t h e i n h e r e n t d i f f e r e n c e s t h a t e x i s t i n b o t h work o r g a n i . z a t i o n s

seem t o i n f l u e n c e b u r e a u c r a t j c e f f e c t i v e n e s s , Pub1 ic and

p r i v a t e a m i n i s t r a t o r s d j f f e r c o n c r e t e l y I n a number of

r e s p e c t s , The g o a l s which b o t h are e x p e c t e d t o serve are

d i f f e r e n t , And since t h e i r a c t i v i t i e s a r e g u i d e d by t h e s e

g o a l s , t h e n a t u r e and o r g a n i z a t i o n a l framework of t h e s e

a c t i v i t i e s are l i k e l y t o d i f f e r .

C l e a r l y , t h e m a x i m i z a t i o n of p r o f i t , is t h e o v e r r i d i n g

g o a l of most p r i v a t e o r g a n i z a t i o n s , ~ 1 1 e f fo r t s must b e

c h a n n e l l e d t o t h i s d i r e c t i o n , and a l l o b s t a c l e s t o i ts

accompl i shment must be removed.

The s i t u a t i o n is q u i t e d i f f e r e n t w i t h p u b l l c bureau-

cracies. he g o a l i n c o n c r e t e terns is n o t as c l e a r c u t ;

p r o f it, 'social w e l f a r e , p a t i o n a l p r e s t i g e and p o l j t lcal

a d v a n t a g e arc! t o b e accompl j s h e d s ? m u l t a n e o u s l y , A s a r e s u l t

o f t h i s m i x i n g of g o a l s , t h e pub l i c b u r e a u c r a c y t e n d s t o be

more c a u t i o u s a n d t a k c s less r i s k s t h a n I t s p r i v a t e c o u n t e r -

p a r t , It m u s t c o n c i l i a t e m o r e , n e g o t i a t e more a n d c o n s u l t

m o r e , t h a n t h e p r i v a t e b u r e a u c r a c y b e f o r e a r r i v j n g a t a d e c i s i o n .

I s h o u l d a s k how much t h e s e c h a r a c t e r i s t i c s a f f e c t e f f i c i e n c y ,

P r o f , N n o l i (1983) o p i n e d t h a t t h e c j r c u m s t a n c e w o u l d

make it d i f f i c u l t t o g e t s o m e t h j n g a c c o m p l i s h e d . H a r d l y a n y

o n e is w i l l i n g t o commit h j m s e l f t o a d e c i s i o n f o r f e a r of

m a k i n g wrong d e c j s j o n s . T h i s h a s b e e n a t t r j b u t e d t o t h e i r

( t h e a d x i n i s t r a t o r s ) p e r s o n a l i n s e c u r i t y a n d t h e amorphous o r

i m p r e c i s e c h a r a c t e r of t h e i r a s s i g n m e n t s ,

However, b o t h pub l i c a n d p r i v a t e o r g a n i z a t i o n s h a v e t h e

same e s s e n c e a n d are t h e r e f o r e s imi la r i n f u n d a m e n t a l t e r m s ,

B o t h are g u i d e d b y g o a l s w h i c h t h e i r e m p l o y e e s s e e k t o a c h i e v e ,

I n t h e i r p e d o r m a n c e of t h e i r d u t i e s , b o t h are h i e r a r c h i c a l l y

o r g a n i s e d and operate w i t h c l e a r l y s p e l t - o u t p r o c e d u r e s of

command, o b e d i e n c e , promc>t lons , d i s c i p l i n e a n d work e t h i c s ,

T h e y ars b o t h a similar form of o r g a n i z a t i o n of men i n t h e

p e r f o r m a n c e of t a s k s a n d f u n c t i o n s ,

G i v e n tk similar i t ies , o n e s h o u l d e x p e c t b u r e a u c r a t i c

e f f e c t i v e n e s s t o be t h e same I n b o t h p u b l i c a n d p r l v a t e

o r g a n i z a t i o n s , b u t t h a t d o e s n o t seem t o be t r u e , ~ e n e r a l l y ,

t h e p r o b l e m s of b u r e a u c r a c y t e n d t o be h i n g e d o n t h e d e v i a t i o n

f r m t h e i d e a l - t y p e of c h a r a c t e r j s t i c s of b u r e a u c r a c y a s

.. !. . '. was e n u m e r a t e d b y Max Weber.

It a p p e a r s t h a t t h e r e I s a problem of c o - o r d f n a t i n g

t h e v a r i o u s compar tments a s o f f i c e r s t e n d t o c o n c e n t r a t e on

t h e i r a p p o i n t e d d u t i e s d i s r e g a r d ! ng o t h e r sect i o n s t h a t a r e

n o t w i t h i n t h e i r immedia te j u r i s d i c t i o n . These v a r i o u s

compar tments a l s o may n o t commune w l t h o t h e r d e p a r t m e n t s

b z f ore e x e c u t i n g a n a s s fgnment F o r example i n N i g e r i a ,

t h e m i n i s t r y of Commerce o f t e n j s s u e s i m p o r t l i c e n c e s

w i t h o u t c l e a r i n g w i t h t h e C e n t r a l Bank t o f i n d o u t i f t h e r e

is enough f o r e i g n exchange t o s u p p o r t t h o s e l i c e n c e s ,

The h i e r a r c h i c a l o r g a n i z a t i o n of a u t h o r 1 t y may make it

p o s s i b l e f o r o f f i c i a l s t o a b u s e power c o n f e r e d on s u c h

a u t h o r i t y t o t h e d e t r i m e n t of t h e o r g a n i z a t i o n . S u b o r d i n a t e s

may s u b s e q u e n t l y b e s e n t o n p e r s o n a l e r r e n d s which are l i k e l y

t o be i n c o n g r u o u s w i t h o r g a n i z a t i o n a l ' g o a l s o

B. Guy P e t e r s ( 1978) c o n t r i b u t e d t o t h e s t u d y of bu reau -

crat ic problems* For him t h e r e is a problem i n t h e e x t e r n a l . . .. ...

mechanisms that: e x l s t t o c o n t r o l b u r e a u c r a c y , namely, ' p a r 1 f a -

m e n t a r y c o m m i t t e e s , t h e j u d i c i a r y and i n t e r e s t g r o u p s o H e

a l s o o p i n e d t h a t t h e g r e a t e s t d a n g e r t o b u r e a u c r a c y is p u b l i c

a p a t h y . T h i 3 . t e n d s ' t o be rno=e. i n 'pubi ic o r g a n i z a t i o n s and

P r o f . N n o l i .( 1983) had a t t r i b u t e d - g h i s t o t h e e x p e r i e n c e of - .

the c o l o n i a l past , . .They are a s s o c i a t e d i n t h e rri'fhds"i6f ' . the

p e o p l e w i t h ' t h e f o r c e d l a b o u r p o l i c i e s and, . t tw ickednes s l f of

t a x collectors, C o n s e q u e n t l y , w h i l e t h e p e o p l e e x p e c t

b e n e f i t from a d m i n i s t r a t j o n t h e y a r e u n w l l l i n g t o s u p p o r t ,

It. And w i t h o u t s u c h s u p p o r t , a d m i n i s t r a t j o n c a n n o t

p e r f o r m w e l l ,

E s ~ c i a l l y i n t h e pub1 i c s e c t o r , m o s t g o v e r n m e n t

p r o p e r t y are t r e a t e d w i t h d i s r e g a r d a n d individuals do n o t

a t t a c h t h e m s e l v e s c o n c r e t e l y t o them, T h e s e t e n d s t o be

a r b i t r a r y s a c k i n g o f e m p l o y e e s i n mos t t h i r d w o r l d c o u n t r i e s ,

c r e a t i n g u n c e r t a i n t y a n d c o n f u s i o n t o t h e d e t r i m e n t of

e f f i c i z n c y a n d effectiveness, However, t h i s seems t o b e more

p r e v a l e n t i n p r i v a t e o r g a n i z a t i o n s w h e r e e m p l o y e e s are

d i s m i s s e d w i t h o u t c o n s u l t a t i o n ,

D i v i s i o n of l a b o u r seems t o h a v e c r e a t e d its own problem.

N o s i n g l e o f f i c i a l c o u l d be h e l d r e s p o n s i b l e f o r t h e non - c o m p l e t i o n of a p a r t i c u l a r a s s i g m e n t as t h e r e may b e o t h e r

o f f i c ia l s whose contributions m i g h t be i n d i s p e n s a b l e t o t h e

c o m p l e t i o n of s u c h a n a s s i g n m e n t o Hence, t h e a b s e n c e of o n e

man m i g h t d e l a y a n a s s i g n m e n t f o r a l o n g t i m e . ' i n s p i t e of

t h i s s h o r t c o m i n g , t h e r e is i n c r e a s i n g n e e d f o r s p e c i a l i s t s

i n v a r i o u s f i e l d s i n b o t h p r i v a t e a n d p u b l i c o r g a n i z a t i o n s .

The f ac t t h a t b u r e a u c r a c y demands i m p e r s o n a l l t y h a s

p r o b a b l y a f f e c t e d morale a n d work a b i l i t y of e m p l o y e e s .

E m p l o y e e s c o u l d n o t t h e n relate t h e i r p r o b l e m s t o t h e i r

bosses o n p e r s o n a l o r i n f o r m a l basis , It w o u l d be n o t e d

t h a t t h e s c i e n t i f i c management a n d t h e w e b e r i a n c o n c e p t s

of b u r e a u c r a c y were c r i t l z e d by t h e human, r e l a t i o n s a n d

p s y c h o l o g i c a l mode l s , b e c a u s e t h e y f a i l e d t o acknowledge

t h e i n f o r m a l r e l a t j o n s h i p s which go on i n a b u r e a u c r a c y ,

S e l z n i c k ( 1966) e m p h a s i s e d t h a t t h e f o r m a l s t r u c t u r e

i s o n l y one a s p e c t o f t h e a c t u a l s o c i a l s t r u c t u r e and t h a t

o r g a n i z a t i o n a l members i n t e r - a c t as c o p e r s o n s n o t -mere ly

f n terns of f o r m a l roles t h e y occupy.

I n . . b o t h p r i v a t e and p u b l i c o r g a n i z a t i o n t h e i s s u e of

Im.pe r sona l i t y , . which e x p e c t s o f f i c i a l s t o assume a n Imperso-

n a l o r i e n t a t i a n i n t h e 5 r c o n t a c t w i t h c l i e n t s becomes

q u e s t i o n a b l e e s p e c i a l l y I n t h e N i g e r i a n s i t u a t i o n , ( b e a r i n g

Nitel a n d UBA i n mind) where peop le a b u s e t h e d i s c r e t i o n a l

p r i v i l e g e s . g i v e n t o them,

B e s i d e s , t h e r a t i o n a l r u l e s and r e g u l a t . f o n s have t e n d e d . .

t o become r i g i d , o v e r t h e y e a r s , It l e a v e s no room f o r o f f i c i a l s

t o t a k e d e c i s 2 o n s of t h e i r own, They s i m p l y have t o a b i d e 'by , . . .

t h e set-down r u l e s and r e g u l a t i o n s i Hence, innovation becmes

a problem i n t h e s e n s e t h a t p e o p l e * s . i n i t i a t i v e s a r e n o t g i v e n

free r e i g n , T h i s seems t o b e more p r e v a l e n t i n t h e p u b l i c

o r g a n i z a t i o n s , t h a n . i n p r i v a t e o r g a n i z a k l o n s where o f f i c i a l s

f o l l o w t h e r u l e s r i g i d l y e v e n when a s l i g h t bend is necessary.-

R a t i o n a l i t y s h o u l d a l s o a p p l y 'in t h e c o n t e x t of promot ing

o f f i c i a l s . But t h e r e seems t o be a n a b u s e of t h i s a n manage-

ment t e n d s t o u s e t h e prornot lon e x e r c i s e t o g e t e v e n w i t h

p e r s o n s l o r whom t h e y b e a r g r u d g e s a g a j n s t . S u c h a p e r s o n

is n o t t h e n p r o m o t e d a c c o r d i n g l y , t h e a f f e c t e d p e r s o n n e l

c o n s e q u e n t l y becomes n o n c h a l a n t a n d less comml t t e d t o h i s /

h e r job, He w j l l p r o b a b l y feel i n s e c u r e a n d may cease t o

g i v e h i s d u t i e s d u e a t t e n t i o n ,

S i n c e t h e c h a r a c t e r i s t i c s of b u r e a u c r a c y are f o u n d i n

b o t h p r i v a t e a n d pub l i c - i n s t i t u t j . o n s , t h e d e g r e e of d e v i a t i o n

from t h e p r i n c i p l e s . of b u r e a u c r a c y a p p a r e n t l y v a r i e s i n

p r i v a t e a n d pub l ic o r g a n i z a t ! o n s t o j u s t i f y t h e s e e m i n g

d i f f e r e n c e i n eff i e i e n c y i n b o t h work o r g a n i z a t i o n s , o r is

t h e r e a r e l a t i o n s h i p b e t w e e n p e o p l e ' s a t t l t u d e t o work a n d

the fact t h a t t h e y work i n e i t h e r a p r i v a t e o r p u b l i c

o r g a n i z a t i b n . ..

T h e s e p r o b l e m a t i c c i r c u m s t a n c e s have g e n e r a t e d t h e

a r g u m e n t , i n Nigeria as t h e w h e t h e r p r i v a t i s a t l o n of p u b l ic

sectors w o u l d n o t b r i n g a n e a r e n d t o these p r o b l e m s ,

Some w r i t e r s do n o t seem t o see. a n y t h i n g wrong wi . th t h e

N i g e r i a n b u r e a u c r a t i c s y s t e m , b u t blames i.ts s e e m i n g i n e f f e c t i v e

o p e r a t i o n o n t h e actors i n a b u r e a u c r a t i c s e t t : n g , f o r whom

t h e y a r g u e d o n o t have a d e q u a t e i n c e n t i v e t o s p u r them. But

ff a t y p i c a l N i g e r i a n w o r k e r is e l e v a t e d t o t w o or more

s e J a r y , w o u l d it a c t u a l l y make him a better worker? O r is

t h e r e m o r e t o b u r e a u c r a t i c e f f e c t i v e n e s s t h a n f m c e n t tves?

It is t h e s e problematic c i r c u m s t a n c e s t h a t bes l e g e

b u r e a u c r a t i c organizak ions 1 i k e United Bank f o r ~f rica L t d m

a n d N i g e r i a T e l e c o m m u n i c a t i o n s L t d , , b o t h a t Enugu , t h a t

h a v e i n s p i r e d t h i s s t u d y ,

... - - .- 10

OBJECTIVE OF STUDY - The o b j e c t i v e of t h i s s t u d y is t o e x p l o r e t h e e x t e n t o f

o r g a n i z a t i o n a l e f f i c i e n c y i n b o t h p u b l i c a n d p r 3 v a t e b u r e a u -

c ra t ic o r g a n i z a t i o n s b y comparing N i g e r j a T e l e c o m m u n i c a t i o n s

L t d , , Enugu a n d U n i t e d Bank f o r Afr ica L t d , , Enugu,

T s h a l l a l s o i n t h i s r e s e a r c h t r y t o show t h e a d m i n i s t r a -

t i v e p r o c e d u r e s i n pub1 i c a n d p r i v a t e o r g a n i z a t i o n s , a n d how

t h e s e p r o c e d u r e s a f f e c t , e f f i c i e n c y i n b o t h ,

. - S TGNIFICANCE CF STUDY

T h i s r e s e a r c h is s i g n i f i c a n t b e c a u s e T b e l i e v e t h a t it

w i l l h e l p me i n e m p i r i c a l l y e x p o s i n g some of t h e t h e o r e t i c a l

I n a d e q u a c i e s of some o f t h e c lass ical o r g a n i z a t i o n a l t h e o r i e s

of p r e v i o u s s t u d i e s o More 3 - m p o r t a n t l y it is s i g n i f i c a n t i n

t h a t Tt aims a t d e v e l o p i n g testable a n d dynamic t h e o r y of

b u r e a u c r a c y and how it a p p l i e s i n b o t h p r i v a t e a n d p u b l i c

o r g a n i z a t i o n s .

F u r t h e r k n o w l e d g e o b t a i n e d f r o m t h i s s t u d y w i . 1 1 h e l p i n

p r i v i d i n g a t h e o r e t i c a l p r e m i s e upon w h i c h f u t u r e r e s e a r c h e s

i n t h i s area c o u l d be b a s e d , I n e s s e n c e , t h i s p a p e r w i l l g o

a l o n g way t o g e n e r a t e curioslty'which w i l l i n t u r n l e a d t o

t h e a c c u m u l a t i . o n of s u f f lc i e n t knowledge o n t h e s u b j e c t o f

m m p a r a t i v e s t u d y or' p r i v a t e a n d pub1 ic o r g a n i i a t i o n s .

. It is assumed t h a t s i n c e t h e bas ic a i m of ' t h i s s t u d y is

t o a n a l y s e facturs that lead to efficiency w3thin a b u r e a u c r a -

t i c s e t t i n g , m a n a g e r s , supervisors, adninistrakors, workers,

i n a word b u r e a u c r a t s are 1 Skely to berief it from it.

CHAPTER TWO -

EARLY DISCUSSIONS ON BUREAUCRACY

V a r i o u s w r i t e r h a v e t h e o r i z e d o n t h e n a t u r e of s o c i e t y

a n d human o r g a n i z a t i o n s i n g e n e r a l r j g h t from e a r l y c i v i l i z a -

t ion . T h e r e f o r e , t h e idea of a d m i n i s t r a t i v e r a t i o n a l ity was

t h e c o n c e r n of s e v e r a l h i s t o r i c e m p i r e s a n d f e a t u r e d promi-

n e n t l y i n socia l a n d p o l i t i c a l t h o u g h t s b e f o r e t h e p r e s e n t day,

B u r e a u c r a c y was f i rs t a p p l 5 e d t o t h e o r g a n i z a t i o n of

s ta teo S c h o l a r s s u c h as P la to ( 4 2 7 - 3 4 7 BC) r e c o g n i s e d t h e

i m p o r t a n c e of d i v l s 3 o n of 1 a b o u r and d i s t j n g u i s h e d t h r e e

g r o u p s of p e r s o n s who w o u l d make f o r f u n c t i o n a l e x c e l l e n c e ,

s t a b i l i t y a n d e f f i c i e n c y f n social o r g a n l G t i o n . The g r o u p s

are tk a r t i s a n s ( or w o r k e r s ) , t h e g u a r d i a n s a n d p h i l o s o p h e r s

( or i n t e l l e c t u a l s ) . F o r P l a t o t h e f u n c t l o n of t h e s e g r o u p s

are compl i m e n t a r y a n d 3 n t e r d e p e n d e n t ,

M a c h i a v e l l i' ( 1469 - 1 5 2 7 ) a l so t a l k e d a b o u t how t o o r g a n i s e

the s t a t e f o C e f f i c i e n c y . H e a d v i s e d t h a t b u r e a u c r a t s who w i s h

t o c o n t r o l men u n d e r a u t h o r i t y s h o u l d first know t h e i r needs , :

j o y s a n d woes a n d m a n i p u l a t e them a c c o r d i n g l y ,

However Mosca, a 1 9 t h c e n t u r y I t a l i a n social t h i n k e r a n d

M i c h e l s a F r e n c h c lass ical social. analyst h a v e come t o b e

b e c a u s e t h e i c p i o n e e r i n g Snquiries provided a f u n c t i o n a l

w o r k f o r s u b s e q u e n t d e t a l l e d formulations-

I n Mosca's a n a l y s i s , h e e m p h a s i z e d t h e r u l j n g of t h e

s t a t e by t h e n w n o r i t y , t h u s he was s o c o n c e r n e d w i t h t h e

c h a r a c t e r o f g o v e r n m e n t t h a t he f a i l e d t o e x t e n d h i s s t u d y

t o o t h e r forms of L a r g e s c a l e o r g a n i z a t i o n s , M i c h e l s however

n o t o n l y e x t e n d e d Moscals t h e s i s o n m i n o r i t y r u l e t o o t h e r

t y p e s of b u r e a u c r a c y b u t a s s e r t e d more d e t e r m i n i s t i c a l l y

t h a t a n y w h e r e you see a complex o r g a n i z a t i o n , a t y p e of

01 i g a r c h y e x i s t s ,

N o n e t h e l e s s , t h e s e s t u d i e s l a c k e d a c c m p r e h e n s i v e

a n a l y s i s of b u r e a u c r a c y , It was Max Weber who t o o k u p t h e

e n o r m o u s t a s k of a d v a n c i n g t h e i r w o r k s t h a t t o d a y he b u i l t

u p a h i s t o r i c f o r m u l a t i o n t h a t o c c u p i e s a c e n t r a l p l a c e

among o r g a n i z a t i o n a l t h e o r i e s ,

WEBERIAN AND OTHER CLASSICAL ORGANIZATT-ONAL THEORIES . . .. . . - -

Max Weber, (1864 - 1920), a German S . o c i o l . o g i s t p r o v i d e d

t h e f i r s t s y s t e m a t i c a n a l y s i s a n d . d e t a i l e d c h a r a c t e r i s . a t i o n

of b u r e a u c r a c y . , H i s t f o r m u l a t i o n s u l t i m a t e l y s p a r k e d off

series o f e x p o s i t i o n a l c h a i n r e a c t i o n s b o r d e r i n g o n b u r e a u -

c r a c y a n d w,hich altogether have e n h a n c e d o u r t h e o r e t i c a l

u n d e r s t a n d i n g of the s t r u c t u r e a n d d y n a m i c s of com,plex

Weber, o n t h ? b a s i s o f t h e p r e v a l e n t a u t h o r l t y p a t t e r n ,

d i s t i n g u i s h e d t h r e e t y p e s o f a d n i n i s t r a t i v e o r g a n i z a t i o n s ,

F irst , . c h a r i s m a t i c o r l e a d e r o r i e n t e d o r g a n i z a t j o n s i n

w h i c h t h e exercise of a u t h o r i t y is based o n the special q u a l i t y

o f t h e r u l e r who is s u p p o s e d Qo p o s s e s s s u p e r n a t u r a l . powers.

A c c o r d i n g t o Weber, it refers t o a r u l e o v e r . men w h e t h e r

predominank.1.y e x k r n a l o r i n k e r n a l - k o whjch t h e g o v e r n e d

s u b n f ~ b e c a u s e of t h e j r be1 ief i n Che e x t r a - o r d f n a r y q u a l i t y

of t h e s p e c i f i c person .

Howcver, P r o f , Nwosu (1980) sees a problem w l t h c h a r i s -

matic l e a e - r ~ s h i p i n N i g e r i a . Accord ing t o hjm, t h e a l l e g i a n c e

t h e s e c h a r i s - , ; a t i c l e a d e r s command are st311 c o n f i n e d t o t h e i r

v a r l o u s e t h n i c g roups . The r e s u l t 5s d4vl'ded l o y a l t y among

t . he e n t . f r e p o p u l a t i o n ,

Second is t r a d f t.l o n a l o r g a n i z a t f o n Tn whfch auk-hor i t ,y

is s a n c t i f i e d by custom and posf t f'ons a r e h e l d a s c r l p t . f v e l y

o n t h s b a s t s of t r a d j t i o n , Examples f n N i g e r f a would b e t h e

Emi r of Kano, Oba of Benfn, A ~ a a f i n of Cyo, Obi' of O n f t s h a etc.

T h i r d , l e g a l - r a t i o n a l or b u r e a u c r a t i c o r g a n i z a t i o n i n

w h i c h a u t h o r i t y is embedded i n some c o n d i f ' i e d l e g a l r u l e s

a n d r e g u l a t i o n s and p o ~ i t l o n s a r e h e l d by vf r t u e of o n e ' s

a b i l i t y o r q u a l i f i c a t f o n . Aecord lng t o Weber s u c h an o r g a n i -

z a t i o n is t e c h n i c a l l y s u p e r i o r t o a l l o the r forms of admini-.

s t r a t f o n ,,, and t h a t t h e y i n r r e a s e t h e f r e f f j c i e n c y t o t h e

e x t e n t t h a t t h e y dJ?pe r sona l i z e d t h e e x e c u k l o n of o f f i c i a l

t a s k s ( Bendix 1966:421) F o r . t h i s r e a s o n , Bureauc racy

f o r m e d t h e bed rock of h i s o r g a n i z a t i o n a l t h e o r y -

I n N i g e r i a , it is n o t a lways t h a t p o s i t i o n s a r e h e l d

b y - ~ i r t u e of o n z t s a b j l i t y o r q u a l f f i c a t i o n , b u t some

e m p l o y e r s g i v e p r e f e r e n c e t o e t h n i c i t y o r f r j e n d s h d p o v e r

q u a l if i c a t i q n s o But f o r ~ e b e r , any r e a l b u r e a u c r a t i c

s t r u c t u r e mus t p o s s e s s t h e f o l l o w i i ~ g c h a r a c t e r i s t l c s .

.The r e g u l a r activities r e q u i r e d for t h e ' p r p o s e of

t h e o r g a n i z a t i o n a r e d i s t r l b u t e d i n a f i x e d way as o f f i c i a l

d u t i e s ( Blau 1956~28) , T h i s stresses t h e p a r t d i v i s i o n of

1 a b o u r h a s . t o . p l a y . i n a modern s o c i e . t y .whe re e m p h a s i s is

l a i d o n s o c i o ~ e c o n o m i c g rowth , D i v i s i o n of l a b o u r makes

p o s s i b l e a h i g h d e g r e e of s p e c i a l i z a t l o n wh ich promotes

e x p e r t n e s s among s t a f f , b o t h d i r e c t l y and by e n a b l Zng t h e

o r g a n - i z a t i o n t o h i r e w o r k e r s o n t h e b a s f s of t h e f r t e c h n i c a l

q u a l i f icat ion.

T h e p o s i t . i o n s o r o f f i c e s are o r g a n i s e d on hierarchical

a u t h o r i t y s t r u c t u r e , T h l s h j e r a r c h y t a k e s t h e s h a p e O f a

pyramid where e a c h o f f i c i a l is r e s p o n s i b l e f o r h i s s u b o r d i n a t e t s

d e c i s f o n s and a c t i o n s as w e l l as h i s own t o t h e s u p e r i o r above

him, Thus h i e r a r c h y l o c a t e s r e spons . i b l 1 it y t o specific hands

a n d a l l o w s f o r c l e a r c u t d e t e m i n a t l o n o f po l i c y (Ch inoy

1967:189) The s c o p e of a u t h o r i t y of s u p e r i o r s over

s u b o r d i n a t e s is c l e a r l y c i r c u m s ~ r i b e d ,

T h e r e is a f o r m a l l y e s t a b l i s h e d s y s t e m of r u l e s a n d

r e g u l a t i o n s which g o v e r n s o f f i c i a l d e c i s i o n s and a c t i ons .

I n prf nciple t h e operations of a&f n l s t r a t i v e o r g a n i z a t i o n s

f nvolve the appl icat jon of Chese general c e g u l a t i o n s t o

particular cases. Tois aftus a t e n s u r i ng tha t s t a n d a r d s

w i t h i n t h e organization are c o - o r d i n a t e d . A c c o r d i ng t o

P e t e r B l a u , * t h i s s y s t e m o f s t a n d a r d s is d e s i g n e d t o e n s u r e

u n i f o r m i t y i n t h e p e r f o r m a n c e of e v e r y t a s k , r e g a r d l e s s o f

t h e n,umher o f p e r s o n s e n g a g e d i n it, a n d t h e c o - o r d i n a t i o n

O f d i f f e r e n t t a s k s , Hence e x p l f c f i t r u l e s a n d r e g u l a t i o n s

d e f i n e the r e s p o n s i b i l i t y of e a c h member of t h e o r g a n i z a -

t i o n a n d t h e r e l a t i o n s h i p b e t w e e n them ( B l a u 1 9 5 6 : 2 9 ) 0

The b u r e a u c r a t i c officials a r e e x p e c t e d t o assume a n

i m p e r s o n a l o r i e n t a t j o n i n t h e i r c o n t a c t w i t h cl i e n t s a n d

o t h e r o f f i c i a l s . U s i n g Weberfs w o r d s , "a s p l r i t of formali-

s t i c h p e r s o n a l i t y 0 . 0 w j t h o u t h a t r e d o r p a s s j o n ' a n d h e n c e

w i t h o u t a f f e c t i o n o r e n t h u s i a s m w ( B l a u 1956:30), T h i s , w e b e r

asserts, aims a t e n c o u r a g j n g t h e p r o v a l e n c e of r a t i o n a l

e t h i c s a n d t h e removal o f p e r s o n a l considerations or f e e l i n g s

of t h e o f f i c ia l s from d i s t o r t j n g t h e j r judgement 3n c a r r y i n g

o u t t h e i r d u t i e s ,

A l s o , t h e o f f i c i a l ' s p r j v a t e l i f e a n d p r i v a t e income

are s t r i c t l y seperatcd from t h e oFf ic ia l b u s i n e s s a n d

income of the o r g a n i z a t i ~ r ~ .

Employment by the o r g a n 3 z a t i o n constitutes a career

f o r o f f i c i a l s , And t h i s employment is b a s e d an t h e t e c h n i c a l

q u a 1 i f icat i o n s of t h e c a n d l d a t e s ra t h e r t h a n o n p o l it ical , f a m i l y , r e l i g i o u s , s t a t e o r o t h e r c o n n e c t i o n s i ~ f t e r a

t r i a l p e r i o d , o f f i c ia l s g a i n t e n u r e of p o s i t i o n s a n d are

p r o t e c t e d a g a i n s t i r r a t i o n a l or a r b i t r a r y d i s m i s s a l .

F u r t h e r m o r e , i n d i v i d u a l s r emune ra t J o n s are i n t h e

form of s a l a r y and p e n s f o n s a r e p r o v i d e d a f t e r r e t i r e m e n t ,

C a r e e r advancement is a c c o r d i n g t o s e n l o r i t y o r ach i evemen t

o r bo th .

Management is s e p e r a t e d from o w n e r s h i p , t h e managers

u s u a l l y p r o f e s s i o n a l a d m f n l s t r a t o r s ,

However, f n as much a s W e b e r l s c h a r a c t e r i z a t i o n of

b u r e a u c r a c y is l a u d a b l e , i ts p r o p e r a p p l i c a t i o n t o some

N i g e r i a n b u r e a u c r a c i e s is 3n doubt , Suppose,dl .y, i f t h e s e

c h a r a c t e r i s t i c s are p r o p e r l y a p p l i e d t o o r g a n i z a t i o n s , it

l e a d s t o e f f i c i e n c y i n s u c h o r g a n i z a t i o n s , hence when

i n e f f i c i e n c y a b o u t o r g a n i z a t i o n s , Weber' s i d e a l c o n s t r u c t

c o u l d n o t have s a i d t o b e a d h e r e d to.

It is Weber's a s s e r t i o n , f o r example , t h a t o f f i c i a l ' s

p r i v a t e l i f e and p r o p e r t y b e s e p a r a t e d from o f f f c j a l ' s p r i v a t e

l i f e and p r o p e r t y be s e p a r a t e d from of f l c ia l b u s j n e s s - But

j t is n o t uncommon t o f i n d NTTEL o f f i c i a l v e h i c l e s , o u t s i d e

off ice h o u r s , b e i n g u s e d f o r pr3 v a t e r e a s o n s by o f f i c i a l s,

Weber a lso a d v ~ a t e d fo r " formal i s t lc f m p e r s o n a l i t y "

w h i c h is s u p p o s e d ka i n s t i 1 jn a n o f f i c l a l a n i m p e r s o n a l

o r i e n t a t i o n t o offici 'al d u t f e s . But d o e s n o t , s a y ? t h e

i n s t a l l a t i o n o f a t e l e p h o n e ( done by NITEL) i n a house t a k e

l o n g e r t i m e u n l e s s , you have a r e l a t i o n t h e r e I n NTTEL, or

you b r i b e t h e off iclals. T h i s is c o n t r a r y t o weber's view.

Even i n UBA f o r i n s t a n c e , t h e c u s t o m e r t h a t o b t a i n s

l o a n from t h s Bank, may n o t n e c e s s a r i l y be t h e p e r s o n w i t h

t h e best c o l l a t e r a l , b u t y o u r r e l a t i o n s h i p w i t h t h e manager

may be a major f a c t o r . Nor does t h e w i t h d r a w a l of money

f r o m a p e r s o n ' s a c c o u n t base e n t i r e l y on t h e f o r m a l - i s t i c

c o n c e p t of f irst come, first s e r v e d . But y o u r knowledge

o f t h e c l e r k o n t h e c o u n t e r is a h e l p i n g f a c t o r , hence t h e

l a s t t o come m i g h t be s e r v e d first,

We c o n s i d e r it r a t h e r tlme consuming t o s u b j e c t e v e r y

c h a r a c t e r i s t i c of weberl s b u r e a u c r a c y t o a d e t a f l e d c r i t i q u e ,

buk i n a l l , it seems t h a t t h e s e c h a r a c t e r i s t i c s have b e e n

a b u s e d i n N i g e r i a n b u r e a u c r a t i c o r g a n i z a t i o n s , T t is

however wor thy t o n o t e t h a t ~ e b e r ' s t h e o r e t i c a l model is

m e r e l y on i d e a l t y p e , a m e n t a l c o n s t r u c t wh ich a p p r o x i m a t e s

real i t y b u t may n o t have e x a c t e m p i r i c a l e q u i v a l e n c e . Weber has b e e n c r i t i c i z e d f o r presenting a n i d e a l i z e d

c o n c e p t i o n of b u r e a u c r a c y - H i s critlcs a r g u e t h a t be

u n d u e l y a p p l i e d t h e c o n c e p t of i de ' a l t y p e t o t h e s t u d y of

e n t i t i e s t h a t are i n no way ide 'a l and a c c o r d f n g t o C a r

F r i e d r i c h (1952), t h i s ha s f a i l e d t o test h i s f d e a l - t y p e

c o n s t r u c t a g a i n s t e ~ p i r i c a l d a t a .

I n s p i t e of t h i s , t h e e n t l r e Weber ian t h e o r y of bu reau -

c r a c y h a s b e e n s u b j e c t e d t o c r i t i c a l a p p r a i s a l by s u k g e q u e n t

o r g a n i z a t i o n a l s c h o l a r s .

Burma a n d S t a l k e r (1961) a r g u e t h a t ~ e b e r b u j l t u p a

c l o s e d s y s t e r o r mechanistic model of b u r e a u c r a c y i n which

o r g a n i z a t i o n s e x i s t i n a vacuum. H e n e g l e c t e d e n v i r o n m e n t a l

f a c t o r s t h a t impinge upon t h e i n t e r n a l s t r u c t u r e of t h e

b u r e a u c r a t i c s e t - u p , f o r g e t t i n g t h a t o r g a n i z a t i o n s are r a t h e r

open s y s t o m s b e i n g i n f l u e n c e d by t h e l a r g e r env i ronmen t .

I n t h e same v e i n , S e l z n i c k n o t e d t h a t " o r g a n i z a t i o n s

a r e p a r t of n o t a p a r t from t h e g e n e r a l melieux i n which

t h e y e x i s t , , ,Ir

Some o t h e r s have c r i t i c i z e d Weber on t h e f a c t t h a t he

( ~ e b e r ) m e r e l y c o n c e r n e d h i m s e l f w i t h t h e formal a s p e c t s of

b u r e a u c r a t t l c o r g a n h a t i o m and i g n o r e d t h e i n f o r i n a l r e l a t i o n s

a n d unof f i c l a l pattern8 which d e v e l o p i n f o r m a l o r g a n i z a t i o n s .

A s Miller and W. Form (1964) e a r l y put it, "formal

s t r u c t u r e n e v e r d e s c r i b e s c o m p l e t e l y t h e r e l a t i o n s among

p e o p l e , F r i e n d s h i p s , c l i q u e s , and small i n f o r m a l groups- . .

d e v e l o p which o f t e n f u n c t f o n c o n t r a r y t o t h e e x p e c t a t i o n s

o f t h e f o r m a l s t r u c t u r e " . Some of t h e s e i n f o r m a l s t r u c t u r e s

i n N i g e r i a i n c l u d e s o c i a l c l u b s , secret societies, v i l l a g e

m e e t i n g s a n d n a t u r a l l e a d e r s who a r i s e t o modify . , t h e f o r m a l a ..

a r r angemen t ,

F u r t h e r m o r e , Weber h a s b e e n c r l t f c i z e d f o r o v e ~ l m k i n g

the i n f l u e n c e wnich i n d i v i d u a l p e r s o n a l i t i e s and psycho logy

have on the t o t a l work ing of t h e o r g a n i z a t i o n . For members

of s t a f f & l d chaqe t h e s t r u c t u r e of o r g a n i z a t i o n t o

reflect t h e i r i n d l v i d u a l c h a r a c t e r i s t i c s and d e s i r e s o

H e alsq m i s s e d t o d 5 s c u s s a s i m i l a r s y s t e m a t i c a t t e m p t

t o isclate t h e d y s f u n c t l on o f t h e v a r i o u s e l e m e n t s i d e n t if i c d ,

Thus e v e n i f it is t r u e t h a t h i e r a r c h y of a u t h o r i t y promotes

d i s c i p l i n e and makes p o s s j b l e t h e co-ordj n a t i o n of a c t i v i t i e s

d o e s a l s o d i s c o u r a g e s u b o r d i n a t e , f rom a c c e p t i n g t h e i r

r e s p o n s i b i l i t y , t h u s a s u r b o r d i n a t e might c l a j m t h a t h i s

s u p e r i o r h a s g i v e n o r d e r f o r him n o t t o do a p a r t i c u l a r

job i n t h e a b s e n c e of t h e s u p e r i o r officer,

We s h a l l examine i n t h e N i g e r i a n s i t u a t i o n t h e e x t e n t

t o which merit o r m e d l o c r f t y are a b a s i s f o r r e c r u i t m e n t and

t h e e x t e n t t o w h i c h off ic ia l 's private 1 ife and p r i v a t e

income are separated from o f f i c i a l bus iwss and g e n e r a l l y

t h e e x t e n t t o which weberm6 ideal-type a p p l l e s t o t h e

N i g e r i a n s i ~ ~ a k i o n .

N e v e r t h e l e s s , , d e s p i t e a l l t h e crit k i s m s Weber's

p i o n e e r i n g a n a l y s i s continues t o be relevant: b e c a u s e it has

s t u m u l a t e d further a n a l y s f s a n d . r e s e a r c h o n formal o r g a n i z a -

t ions . And these s t u d i e s make it passlble t o review a n d

r e f i n e some of h i s t h e o r e t i c a l c o n c e p t s ,

While Weber 1 j s t ed t h e c h a r a c t e r i s t i c s M ' b u r e a u c r a c y ,

f u & h e r . a n a l y s is o n b u r e a u c r a c y s o u g h t how best t o a c h i e v e

m a n a g e r i a l e f f i c i e n c y i n a n o r g a n i z a t i o n . W e s h a l l see. t h e

t h e d f f f e r e n t a p p r o a c h e s encouraged by t h e s e t h i n k e r s among

whom is F r e d e r i c k Taylor whose m a j o r c o n c e r n w a s management

a t t h e workshop l eve l .. . . - ,

20 S C TENT IF IC MA NAGEMEN T

The l e a d i n g p rcponen t of t h i s s c h o o l w a s F r e d e r i c k Tay1,or. ...

H i s work Is embodied i n a book he wrote i n 1911 known as The - P r i n c i p l e s of S c i e n t i f i c Management, H i s work r e p r e s e n t s one

' of t h e e a r l h s t a t t e m p t s t o e s t a b l i s h a s c l e n c e of management

a s a remedy f o r t h e f n e f f j c i e n c y t h a t was t h e n wide-spread i n

i n d u s t r i e s i n h i s t j m e . It is i n r e a c t i o n t o t h i s s o c i a l

c u r r e n t t h a t t h e s c i e n t if f c management school was born.

I n b u i l d i n g u p a t h e o r y of o r g a n i z a t i o n , T a y l o r (1911)

was c o n c e r n e d w i t h " p e r f e c t i n g b u r e a u c r a c y a t t h e a d m i n i s t r a -

t l v e l e v e l and d e v e l o p i n g - t e c h n i q u e s a t t h e r a n k a n d f i l e

l e v e l t h a t w i l l make b u r e a u c r a t i c a d n i n i s t r a t l o n more

eff f c i e n t t t , H e was c o n c e r n e d w i t h management a t workshop

o r t e c h n i c a l core l e v e l and d i d n o t deal w i t h e x e c u t i v e o r

t o p management. Using the \ n d i v i d o a l w o r k e r as 't& f o c u s

of a n a l y s f l s , he b a s i c a l l y examined t h e r e l a t f o n s h f p be tween

t h e p h y s i c a l n a t u r e of work and t h e physiological c a p a c i t y

of t h e employee f o r e f f i c i e n t work per formance ,

The u n d e r l y i n g ph j l o s o p h y of s c , i e n t f f fc management i n

t h e days of T a y l o r w a s b a s e d on l t i n l t i a t i v e and j n c e n t i v e

p r i n c i p l e i t - Accord ing t o t h i s p r i n c i p l e , t h e I n i t i a t i v e a s

w e l l a s f f n a l r e s p o n s l b i l i t y f o r work done was le f t t o t h e

individual w b r k e r t o d e c i d e . A t y p i c a l w o r k e r d i d h i s work

as fie Found f'3k- if t h e r e is l i t t l e a d v i s e or d i r e c t i o n

f tan management,

Management h a s t o o f f e r c e r k a l n s p e c l a l i n c e n t i v e s t o 4

t h e w o r k e r b e y o n d t h e a v e r a g e t r a d e wages if h e were t o have

a n y hope of o b t a i n i n g h i s i n i t i a t i v e , ~ c c o r d i n g l y , T a y l o r

s p e c i f i e d f o u r m a j o r p r i n c i p l e s w h i c h s h o u l d g u i d e m a n a g e r i a l

p r a c t i c e so as t o maxfrnlze p r o d u c t i o n ,

F i r s t , s i n c e t h e r e is o n e best way of p e r f o r m 4 n g a n y

g i b e n t a s k e f f f c i e n t l y , management s h o u l d d e v e l o p a t r u e

s c 9 e n c e o f e a c h e l e m e n t of m a n ' s work, T a y l o r was i n t e r e s t e d

i n f i n d i n g o u t a l l t h e a c t - j v ! t l . e s t h a t were f n v o l v e d i n t h e

p e r f o r m a n c e of any pi .ece of work s u c h as i n a s s e m b l y i n g a

car i n a f a c t o r y , i s s u i n g o f l T c e n c e s , . f i ' x i n g o f t y r e s etch

S e c o n d l y ,. management s h o u l d s c i e n t i f P c a l l y select t h o s e

who w i l l best f i t j n t o t h e s c i e n t i f f c a l l y d e t e m f n e d t a s k

p o s i t i o n s . T h i s i m p l i ' e s choos i -ng w o r k e r s who h a v e t h e

n e c e s s a r y q u a l i f i c a t l o n s , e x p e r t i s e a n d e x p e r f e n c e .

T h i r d l y , management s h o u l d e d u c a t e , t r a l - n a n d develop

w o r k e r s . The i m p l i c i t ' a s s u m p t i o n h e r e is t h a t t h e r e a re

some i n n a t e a b i l i t i e s t h a t c o u l d be t a p p e d a n d u t I l f B e d

t h r o u g h s e m i n a r s , i n - s e r i t i c e and on-the-job Cral n l n g .

F i n a l l y , T a y l o r i n d i c a t e d that there should be d i v i s i o n

of work and r e s p o n s i b i 1 it ies b e t w e e n management a n d w o r k e r s

as w e l l as i n t i m a t e f r i e n d l y c o - o p e r a t i o n b e t w e e n w o r k e r s

a n d management.

The basic aim of s c j e n t i f i c management was t o i n c r e a s e

o r g a n i z a t i o n a l p r o d u c t 3 v i t y especj a l l y a t t h e w o r k s h o p l e v e l -

T a y l o r b e l f e v e d t h a t e v e r y p r p c e s s , t h e r e was o n e b e s t method

of performance. C a n s e q u e n t l y e a c h job was a n a l y s e d w i t h

" t i m e and "mot ionn s t u d i e s .

T l m e s t u d y emphas ie s t h e s p e e d c h a r a c t e r i s t i c of human

organism, How f a s t j n d f v j d u a l s of v a r y l n g d e g r e e s of s k i l l

e x e r t i n g ~ a r y i n g d e g r e e s of efforts c a n perform a p a r t i c u l a r

t a s k . Motion i n v o l v e s t h e most effect I v e body movement

n e c e s s a r y t o prf om work e f f i c i e n t l y ,

S c i e n t i f i c management d i d r e c o g n i s e t h a t i n c r e a s e d pro-

d u c t I v i t y s h o u l d be c r e d i t e d t o workers . T a y l o r t h e r e f o r e

W i e v e d t h a t as p r o d u c t l v j t y and p r o f i t s rise i n an o r g a n i z a -

t i o n , workers s h o u l d be g i v e n h igh compensa t jon and of c o u r s e

f r i n g e b e n e f i t s ,

I n a l l , t h e s c i e n t i f i c management s c h o o l b r o u g h t c o n s i d e r -

a b l e p r e c i s i o n of measurement f n t o t h e o r g a n i z a t i o n of employees

a n d i n t h e a p p l i c a e i o n of r e e o u r c e s for p r o d u c t i v e act f v f t i e s ,

Moreso, by c o n c e r n i n g t h e m s e l v e s w i t h t h e I s s u q how t o manipu-

l a t e and s t r e t c h t h e human i p d i v f d u a l s o as t o produce o p t i m a l l y ,

t h e y r a i s e d and p a r t l a l l y answered a number of fundamenta l

q u e s t i o n s i n human e n g j neerg ng.

The weakness of t h e s c 4 e n t f f ic management s c h o o l , a s

enumera ted by cr i t ics l ies I n t h e fact t h a t t h e y saw t h e

o r g a n i z a t i o n as a c l o s e d r a t h e r t h a n an open system.

C o n s e q u e n t l y workers were seen and t r e a t e d as mere

i n s t r u m e n t s of product i o n o

O t h e r critics have p o i n t e d o u t t h a t Tayl .o r f a f l e d t o

r e c o g n i s e t h e fact t h a t man is n o t sa t i s f i e d w i t h m a t e r i a l J

i n c e n t i v e s a l o n e . Freedom, c r e a t i v i t y , i n t e r p e r s o n a l

communica t ion a t work are a l l i m p o r t a n t i n mahing w o r k e r s

s a t i s f i e d and commi t t ed t o work,

I n o t h e r words , T a y l o r m a i n l y c o n c e r n e d h i m s e l f w i t h

p r o d u c t i o n a n d d i d n o t b o t h e r h i m s e l f w i t h human r e l a t i o n

a n d t h e social e n v i r o n m e n t i n which t h e worke r l i v e s and

r e n d e r services,

The Hawthorne e x p e r i m e n t , carried o u t by a g r o u p of

p s y c h o l o g i s t s f rom t h e Harva rd Bus ' iness Schoo l i n 1927 a n d

1 9 3 7 , was d e s i g n e d t o i n v e s t f g a t e t h e r e l a t i o n s h i p be tween ,.-.-. /:,., ! c,:

/ :. :,+, . . w o r k i n g condi t ions a n d p r o d u c t i v i t y , The r e s u l t of t h e s e f ; ; +

: ? 8 . $

s t u d i e s r e v e a l e d t h a t (i) work is e s s e n t i a l l y a g r o u p \ . \, . . . 2 i:.

a c t i v i t y , ( ii) wage incentives c a n be made i n e f f e c t i v e by

g r o u p p r e s s u r e i .e fnformal a c t i v i t i e s .

The Amerlcan M a r x i s t , H a r r y Braverman (Hara lambos : 1980)

h a s denounced s c i e n f ' i c management, s e e i n g it as a means of

s t r e n g t h e n i n g t h e dominance of c a p i t a l o v e r l a b o u r .

rt has b e e n suggested however t h a t t h e a v e r a g e ~ i g e r i a n

w o r k e r needs close s u p e m i s f o n for him t o d i s c h a r g e h i s

d u t les e f f e c t i v e l y , Tn any N i g e r i a b u r e a u d r a t ic s e t t i n g

t h e r e f o r e , as i n NTTEL o r UBA, f o r e f f i c i e n c y t o be o p t i m a l

a s y s t e m of close s u p e m i s i o n of b o t h s u p e r i o r s a n d s u b o r d i -

r i a t e s s h o u l d be app l ' i ed , Hence i n most p r i v a t e and p u b l i c

o r g a n i z a t i o n s , t h e r e is a n e l e m e n t o f T a y l o r ' s % $ m e s t u d y " ,

s i n c e w o r k e r s * c l o c k - i n a n d o u t of d u t i e s , T h f s is t o e n a b l e

management d e t e r m i n e t h e a c t u a l h o u r s / d a y s a p e r s o n w o r k e d

p e r week/month a n d f o r him t o be r e m u n e r a t e d a c c o r d f n g l y ,

T h i s s y s t e m s h o u l d be able t o c h e c k a b s e n t e e i s m a n d

s t r e n g t h e n b u r e a u c r a t i c p r o c e d u r e s ,

However, t h e j n a b i l i t y of t h e s c i e n t i f fc management t o

c o n s i d e r t h e i n f o r m a l t e n d e n c i e s t h a t arise i n o r g a n i z a t i o n s ,

w h i c h a l s o p l a y a n i m p o r t a n t p a r t i n o r g a n i z a t i o n a l effective-

n e s s g a v e rise t o a n o t h e r s c h o o 4 of t h o u g h t w 9 i c h saw man i n

a n o r g a n i z a t i o n as n o t e s s e n t i a l l y money-mot i v a t e d , b u t who

c o n s i d e r s o t h e r s o c i a l a s p e c t s o f w o r k l n g i n a n o r g a n i z a t i n g

l n c l u d f ng f r e e d o m , work e n v l ronment etc, a n d a c t u a l l y s e e n

t h e s e as a s o u r c e of m o t l v a t l o n , T h i s s c h o o l of t h o u g h t is

t h e Human R e l a t i o n s S c h o o l .

HUMAN RELATIONS THEORY _ - , _ _ - - . . -----

The p r o p o n e n t s of t h l s t h e o r y w e r e d i s s a t i s f i e d ~ 9 t h t h e

classical. organ feat i o n a l theories of Weber, T a y l o r etc, The

human relatimists see man as a social b e i n g who does n o t

f i k i n t o the m e c h a n i s t i c c o n c e p t i o n of Weber a n d T a y l o r ,

T h i s s c h o o l of t h o u g h t is , e s p o u s e d p r i n c i p a l l y b y E l t o n Mayo,

( 19331, D o u g l a s McGregor , ( 19661 k n s i s L i k e r t , . ( 19611, a n d

t he Glacier . t h e o r i s t s , . ..

F o r them, Weber, T a y l o r and t h e i r c o l l e a g u e s n e g l e c t e d

t h e s o c i o - p s y c h o l o g i c a l a s p e c t s of man, and t e n d e d t o

t e l e s c o p e man a s n a t u r a l l y l a z y , u n w j l l i n g t o work , unco-

o p e r a t i v e , l a c k i n g f n i n j t i a t i v e and poor i n judgement . A s

s u c h man s h o u l d be c o n t r o l l e d , d i r e c t e d a n d , if need be

c o e r c e d t o work by impos ing s a n c t i o n s or u s i n g material

b e n e f i t s s u c h as s a l a r y , f r i n g e b e n e f i t s or b o n u s e s t o l u r e

him t o work.

The human r e l a t i o n s c o n c e p t i o n f o c u s e s on man i n s t e a d

of p o s i t i o n s . It is c o n c e r n e d w i t h v a l u e s , a t t i t u d e s and

e m o t i o n a l r e s p o n s e s of t h e i n f l u e n c e o f t h e g r o u p on t h e

i n d i v i d u a l a n d v i c e v e r s a .

They b e l i e v e t h a t t h e i n d i v i d u a l c o u l d e f f e c t i v e l y

c o n t r o l h i m s e l f and t h a t c o n t r o l d o e s no t emana te f rom

c u t s i d e , The e m p h a s i s i s t h e n on self c o n t r o l and self

d i r e c t i o n . Hence. t h e r e is the p r e s c r i p t i o n of & m ~ c r a t i c

s u p e r v i s i o n , s u p o r t i v e s u p e r v i s i o n a n d n o n - a u t h o r i t a r i a n

s u p e r v i ' s i o n , The e x t e n t t o which t h i s w i l l work i n t h e

N i g e r i a n s i t u a t i o n is s u s p e c t , g i v e n t h e f a c t t h a t a t y p i c a l

N i g e r i a n w o r k e r i n b o t h p r i v a t e and p u b l i c b u r e a u c r a c i e s i f

l e f t o n h i s own t o t a k e i n i t i a t i v e i s l i k e l y t o m i s u s e t h e

o p p o r t u n i t y ,

Kur t Lewin (1948) acknowledging t h e i m p o r t a n c e of

human r e l . a t i o n s o p i n e d t h a t human b e h a v i o u r s houl d be l o o k e d

a t a s p s y c h o I o g i c a 1 m o t i o n t o w a r d s a g o a l , H e c a r r i e d ou t

a n exper iment : t o f i n d o u t what barriers c o u l d i n t e r f e r e

w i t h t h i s p s y c h o l o g i c a l m o t i o n , 4

Lewin o r g a n i s e d b o y s f c l u b s i n g r o u p s of f i v e , a s s i g n -

i n g t o t h e f irst g r o u p a d i c t a to r i a l a n d a u t h o r f t a r i a n

l e a d e r s who g a v e o u t o r d e r s v e r y s t r i c b l y , a c c o r d i n g t o t h e

r u l e s , The s e c o n d l e a d e r e n c o u r a g e d g r o u p d e c i s i o n a n d

i n t e r a c t e d v e r y f r e e l y w i t h h i s s u b o r d i n a t e s , his l e a d e r

p a r t i c i p a t e d o n g r o u p a c t i v i t i e s ,

~t t h e e n d of t h e e x p e r i m e n t , i t was f o u n d t h a t t h e

b o y s i n g r o u p 1 q u a r r e l e d among t h e m s e l v e s when the leader

was o u t , were d e s t r u c t i v e , u n f r i e n d l y t o w a r d s o t h e r g r o u p s

a n d l l a p p e a r e d n o t t o be h a v i n g a g o o d t i m e 1 l 0

T h e s e c o n d g r o u p h a d less d i s r u p t i o n when t h e leader

w a s o u t , g r o u p members r a l l i e d a r r o u n d t o d e f e n d a g a i n s t

c r i k i c i s m s .

Lewin c o n c l u d e d + h a + t h e a u t h o r i t a r i a n t y p e o f l e a d e r -

s h i p was less e f f i c i e n t t h a n if: l o o k e d since g r o u p t a s k s

were o f t e n l e f t undon i n t h e a b s e n c e o f t h e g r o u p l e a d e r .

he s e c o n d l e a d e r s h i p ( t h e d e m o c r a t i c ) r e s u l t e d i n less

a g g r e s s i v e n e s s a n d better a n d more s table p e r f o r m a n c e from

g r o u p members.

~ h u s R o e t h l i s B e r g e r a n d D i c k s o n (1939) a r g u e t h a t - i n -

o r d e r t o m a x i m i z e p r o d u c t i v i F y m a n a g e r s mus t make s u r e t h a t

t h e p e r s o n a l s a t i s f a c t i o n s llof w o r k e r s are m e t a n d o n l y t h e n

w i l l t h e y b e . w i l l i n g t o co-operate. They (management ) must

e n s u r e t h a t t h e norms of t h e i n f o r m a l g r o u p s are i n l i n e w i t h

t h e g o a l s of tpe o r g a n i z a t i o n ,

One way of a c c o m p l i s h i n g t h i s o b j e c t i v e i s t o u n i t e

g r o u p s of w o r k e r s t o p a r t i c i p a t e i n d e c i s i o n m a k i n g - his

i s b a s e d o n t h e i d e a t h a t w o r k e r s i n b o t h p u b l i c a n d p r i v a t e

o r g a n i s a t i o n s , w i l l be more c o m m i t t e d t o t h e i r t a s k s i f t h e y

h a v e a v o i c e i n d e t e r m i n i n g how t h o s e t a s k s are t o be p e r f ormed,

R e n s i s ~ i k e r t 's ( 1961) s y s t e m - 4 t h e o r y , p r e m i s e d o n

a f f e c t i v e management is y e t a n o t h e r t h e o r y b u t t r e s s i n g t h e

i m p o r t a n c e of human re1 a t i o n s ,

AS t h e name i m p l i e s , l i k e r t ' s model d i s t i n g u i s h e d f o u r

s y s t e m s of management, ~ i r s t , t h e e x p l o i t a t i v e a n d a u t h o r i -

t a r i a n s y s t e m r e p r e s e n t i n g t h e c l a s s i c a l p e r s p e c t i v e t o

management , t h e s e c o n d s y s t e m i s b o t h b e n e v o l e n t a n d a u t h o r i - -

t a r i a n , a n d t h e t h i r d i s c o n s u l t a t i v e , s y s t e m ~ f o u r r e p r e s e n t i n g

human r e l a t i o n s a p p r o a c h is c h a r a c t e r i z e d b y p a r t i c i p a t i v e

management method.

~ i k e r t w e n t on t o i n d i c a t e t h a t s y s t e m - 4 model i s made

u p of e i g h t d i m e n s i o n s w h i c h t e n d t o v a r y from o n e o r g a n i z a -

t i o n t o t h e o t h e r i n a c c o r d a n c e w i t h t h e f o u r m a n a g e r i a l s y s t e m s ,

T h e s e d i m e n s i o n s i n c l u d e l e a d e r s h i p , m o t i v a t i o n , c o m m u n i c a t i o n ,

i n t e r a c t i o n , d e c i s i o n , g o a l - s e t t i n g , c o n t r c l a n d p e r f o r m a n c e

p r o c e s s e s o

Some of t h e s e dimentions c o n s t i t u t e t h e s t r u c t u r a l

e l e m e n t s t h a t w i l l be u s e d a s i n d i c e s f o r f i n d i n g o u t w o r k e r s

p e r f o r m a n c e i n t h e p r e s e n t s t u d y of p u b l i c a n d p r i v a t e b u r e a u -

cracies ( N I T E ~ a n d UBA) . The Glacier model was d e v e l o p e d i n 1 9 4 8 a n d t h e two

w e l l known p r o p o n e n t s of t h i s model a r e ~ l l i o t J a c q u e s a n d

w i l f r e d Brown ( 1 9 5 6 ) ~ It w a s d e v e l o p e d as j o i n t e f f o r t by

t h e ~ l a c i c r Metal Company, London a n d a r e s e a r c h team from

t h e T a v i s t o c k i n s t i t u t e of human re1 a t i o n s .

The m a i n o b j e c t i v e s o f t h e G l a c i e r t h e o r y is t o reconcile

a n d s y t h e s i z e t h e c l a s s i c a l a p p r o a c h a n d ~ i k e r t s ' s y s t e m - 4',

I t r e c o g n i z e s t h e c o - e x i s t e n c e of f o u r s u b - s y s t e m s w i t h i n

a n o r g a n i z a t i o n , T h e s e a r e t h e l e g i s l a t i v e , e x e c u t i v e ,

a p p e a l a n d r e p r e s e n t a t i v e s u b - s y s t e m s :

The l e g i s l a t i v e s u b - s y s t e m e m p h a s i z e s t h e i m p o r t a n c e

of a body w h i c h s h o u l d l e g i s l a t e , i n l i n e w i t h t h e s t a n d i n g

o r d e r of t h e o r g a n i z a t i o n o n i s s u e s of p o l i c i e s a f f e c t i n g

t h e e n t i r e o r g a n i s a t i o n ,

T h e r e p r e s e n t a t i v e s u b - s y s t e m is , p r e m i s e d o n t h e f a c t

t h a t w o r k e r s ' i n t e r e s t s are best served t h r o u g h e l e c t e d

r e p r e s e n t a t i v e s s i t t i n g i n - c o u n c i l w i t h m a n a g e r s p r e s e n t i n g

g r i e v a n c e s a n d p r o t e c t i n g i n t e r e s t s .

The e x e c u t i v e s u b s y s t e m e m p h a s i z e s s t r u c t u r a l c h a r a c -

teristics s u c h as d i v i s i o n of l a b o u r , d e p a r t m e n t a l i z a t i o n ,

delegation of authority, c h a i n of command,

The a p p e a l s u b s y s t e m r e c o g n i z e s t h e e x i s t e n c e of i n f o r m a l

g r o u p s w i t h i n t h e f o r m a l s t r u c t u r e , It stresses t h a t e v e r y

a g g r i e v e d worke r has t h e r i g h t of a p p e a l t h r o u g h h i s nex t

immed ia t e s u p e r i o r t o t h e c h i e f E x e c u t i v e who w i l l t h e n

se t u p an o r g a n i z a t i o n a l t r i b u n a l t o examine t h e g e n u i n e s s

of t h e caseo

P u r s u i n g i t s a s s u m p t i o n t h a t t h e c l a s i c a l and sys t em - 4

d e s i g n s are r e c o n c i l a b l e , t h e Glacier t h e o r i s t s t h e r e f o r e

a r g u e t h a t it is p o s s i b l e t o p e r p e t u a t e t h e c l a s s i c a l

s t r u c t u r e s t h a t e n s u r e e f f i c i e n c y a n d a t t h e same time

r e t a i n t h e human relations a s p e c t s of t h e o r g a n i z a t i o n -

But t h e criticism h a s been made t h a t t h e lacier model

t e n d s t o move more t o w a r d s t h e c l a s s i c a l d e s i g n t h e o r y

t h a n a c h i e v e its r e c o n c i l i a t o r y a n d i n t e g r a t i o n a l ' ' o b j e c t i v e ,

G e n e r a l l y , it is b e l i e v e d b y tk p r o p o n e n t s of t h e human

r e l a t i o n s a p p r o a c h t h a t if t h i s a p p r o a c h is a p p l i e d i n b o t h

p u b l i c a n d p r i v a t e bureaucracies, it w i l l e n h a m e o r g a n i s a -

t i o n a l e f f e c t . i v e n e s . s m a i n l y b e c a u s e of t h e f reedom it, g i v e s

employees t o make use of their i n i t i a t i v e ,

However, i n t h e N i g e r i a n s i t u a t i o n w e s h o u l d a p p l y t h e

human r e l a t i o n s a p p r o a c h w i t h c a u t i o n t o a v o i d a b u s e s by t h e

workers, , fo r i n s t a n c e w e s h o u l d n o t be i d e a l i s t i c a l l y sys t em

f o u r o r i e n t e d a s N i g e r i a n worke r s need close s u p e r v i s i o n

f o r , them: t o be e f f e c t i v e e s p e c i a l l y - , t h e p u b l i c b u r e a u c r a c y >

empioyees .

30 PSYC HOLOGICL SC HOCL

Though o n e c a n n o b write off tk human r e l a t i o n s a p p r o a c h , d

o t h e k s c h o o l s of t h o u g h t have a r i s e n t o c o n t r i b u t e t o t h e

i s s u e of how best t o m o t i v a t e w o r k e r s s o t h a t t h e y w i l l

= o n t r i b u t e t h e i r best towards o r g a n i z a t i o n a l e f f i c i e n c y a n d

s t i l l bE! s a t i s f i e d w i t h t h e i r j o b i n s u c h o r g a n i g a t i o n s , One

o f s u c h s c h o o l s of t h o u g h t i s t h e p s y c h o l o g i c a l s c h o o l ,

~ q i a f a n d i n d u s t r i a l p s y c h o l o g i s t s h a v e e x t e n s i v e l y

w r i t t e n o n i s e u e s b o r d e r i n g o n human m o t i v a t i o n s , work

b e h a v i o u r , morale a n d job s a t i s f a c t i o n . We s h a l l e x a m i n e

a f e w t h e o r i e s t h a t are r e l e v a n t t o t h i s s t u d y a n d see how

t h e y v a r i o u s l y a p p l y t o b o t h UBA a n d NITEL,

Kahn ( 1953) o u t 1 i n e . d f o u r ' factors t h a t a c c o u n t f o r job

s a t i s f a c t i o n a n d p r o d u c t i v i t y ,

H e n o t e d f i r s t l y t h a t work d & I s f a c t i o n c o u l d be a

f u n c t i o n of job c o n t e n t , T h a t is a n e m p l o y e e w i l l be

s a t i s f i e d a n d w i l l h a v e h i g h morale i f t h e work a s s i g n m e n t

is i n t e r e s t i n g , c h a l l e n g i n g , p r o v i d e s s t a t u s etc'.- Some

p e o p l e are t h e r e f o r e bound t o be n e g l i g e n t o f d u t i e s , i f

t h e y f i n d t h e i r jobs u n i n t e r e s t i n g ,

S e c o n d l y , Kahn n o t e d t h a t job s a t i s f a c t i o n c o u l d be a

f u n c t i o n of t h e e m p l o y e e s 1 s a t i s f a c t i o n w i t h material b e n e f i t s

such as i n c r e a s e d p a y , f r i n g b e n e f i t s , b o n u s e s , p r o m o t i o n a n d

advawement o p p o r t u n i t i e s .

T h i r d , t h a t j o b s a t i s f a c t i o n and i n c r e a s e d p r o d u c t i v i t y

c o u l d be a n outcome of e m p l o y e e s t s a t i s f a c t i o n w i t h o r g a n i z a -

t i o n a l p r o c e d u r e s , work ing c o n d i t i o n a n d r e s o u r c e a v a i l a b i l i t y ,

F i n a l l y , Kahn n o t e d t h a t employees ' s a t i s f a c t i o n would

be a s a r e s u l t of t h e e f f e c t i v e n e s s of t h e management

a d m i n i s t r a t i o n , s u p e r v i s o r s and b o s s e s ,

It is i m p o r t a n t t o p o i n t o u t t h a t f o r Kahn, h i g h mora l e

a n d p r o d u c t i v e e f f i c i e n c y a s a r e s u l t of worke r s ' s a t i s f a c t i o n

w i t h t h e i r job is dependen t on t h e e x t e n t t o wh ich t h e i r

v a l u e s a n d needs - which c o u l d be e i t h e r material o r non- '

m a t e r i a l - are w e l l - c a t e r e d f o r ,

T h i s is impo&ant i n u n d e r s t a n d i n g t h e i s s u e of motiva-

t i o n i n p r i v a t e and p u b l i c b u r e a u c r a c i e s i n tk N i g e r i a n

s i t u a t i o n , f o r apart; from income and p r e s t i g e , o t h e r v a l u e s

s u c h as t h e desire to serve humani ty , c r e a t i v i t y , and job

s e c u r i t y are i m p o r t a n t f a c t o r s a f f e c t i n g m o t i v a t i o n and

o r g a n i z a t i o n a l e f f i c i e n c y ,

T h i s a p p r o a c h i s mean ing fu l b e c a u s e it c o n s i d e r s b o t h

t h e e x t r i n s i c a n d t h e i n t r i n s i c v a l u e s a s factors i n f l u e n c i n g

m o t i v a t i o n i n any o r g a n i z a t i o n , be it p r i v a t e o r p u b l i c ,

Maslow ( 1954) propounded a t h e o r y of m o t i v a t i o n t h a t

a t t e m p t s t o e x p l a i n employees job s a t i s f a c t i o n and p roduce

t i v i t y . H e placed human needs fn a h i e r a r c h y w i t h lower

heeds b e i n g t h e most i m p o r t a n t *

F o r Maslow, b e c a u s e a l l human b e i n g s are i n a m o t i v a t i o n a l

s tate, f a i l u r e t o s a t i s f y a n y of t h e s e n e e d s w i l l h i n d e r

e m p l o y e e s 1 work m o t i v a t i o n a n d job s a t i s f a c t i o n ,

However, t h e way Maslow p r e s e n t e d h i s h i e r a r c y of human

n e e d s is s u s p e c t , I t d o e s n o t a l w a y s o b t a i n i n r e a l i t y

b e c a u s e t h e i m p o r t a n c e of a n y human m c t i v e is r e l a t i v e

d e p e n d i n g sometimes o n s i t u a t i o n a l c i r c u m s t a n c e s i n w h i c h

i n d i v i d u a l f i n d s h i m s e l f . M o r e o v e r , it is p o s s i b l e t h a t a l l of t h e s e n e e d s

m i g h t be i m p o r t a n t t o some i n d i v i d u a l s a t t h e same time,

The e x t e n t t o w h i c h M a s l o w i s t h e o r y a p p l i e s i n a n y

s o c i e t y depends on k k nature of t h a t s o c i e t y . U n l i k e i n

t h e ~ i g e r i a n s i t u a t i o n , i n t h e a d v a n c e d W e s t e r n s o c i e t i e s

w h e r e M a s l o w wrote a b o u t most of t h e p r i m a r y n e e d s t e n d t o

t a k e n care of b y t h e i r welfare s c h e m e , so t h a t t h e p h y s i o l o - g i ca l n e e d s . are less e m p h a s i z e d , I n o u r own s i t u a t i o n ,

however , t h e p h y s i o l o g i c a l n e e d s are n e v e r l o s t s i g h t of

e v e n a t t h e s t a g e of s e l f - a c t u a l i z a t i o n ,

T h e r e is also t h e t e n d e n c y t h a t the l o w - s k i l l e d w o r k e r s

m i g h t e m p h a s i z e t h e physiological n e e d s m o r e , p r o b a b l y b e c a u s e

t h e r e i s a n e x t e n t t o w h i c h t h e y c a n rise i n t h e o r g a n i z a t i o n ,

t h a n t h o s e a t b b upper e c h e l o n whose p h y s i o l o g i c a l n e e d s

m u s t h a v e been t a k e n care of.

However, t h i s i s n o t t o d i s c r e d i t t h e t h e o r y i n t h e

N i g e r f a n s i t u a t i o n , f o r i n s p i t e of t h e s e w e a k n e s s e s , Mas low ' s

t h e o r y r e v e a l s t h a t a d e q u a t e s a t i s f a c t i o n of t h e needs of

o r g a n i z a t i o n a l p e r s o n n e l a t t h e r i g h t time a d p l a c e may

l e a d t o p o s i t i v e m o t i v a t i o n and t r i g g e r per formance o r

v i c e v e r s a i n b o t h p u b i i c and p r i v a t e b u r e a u c r a d i e s , i n

t h e p r e s e n t case, UBA and NITEL,

Herzbe rg e t a1 ( '1959) i d e n t i f i e d t w o sets of f a c t o r s

d e t e r m i n i n g job s a t i s f a c t i o n a n d d i s s a t i s f a c t i o n ,

~ i r s t , are the m o t i v a t o r o r s a t i s f i e r , f a c t o r s which

are d i r e c t l y o r i n d i r e c t l y l i n k e d w i t h job a c t i v i t i e s . They

i n c l u d e ach ievemen t , r e c o g n i t i o n , r e s p o n s i b i l i t y , t h e work

i t se l f , advancement , f r eedom t o a c t etc,

T h e r e is a l s o tk h y g i e n e o r d i s s a t i s f i e r f a c t o r s which

a b s e n c e are associated w i t h n e g a t i v e a t t i t u d e , t o w rds work. * &,

They am e x t r i n s i c t o t h e work itself. They i n c l u d e organiza-

t i o n a l p o l i c y , and a d m i n f s t r a t i o n , s u p e r v i s i o n , f r i e n d l i n e s s ,

f a i r r r e s s , wotk g r o u p s i n t e r p e r s o n a l r e l a t i o n s and s a l a r y ,

Herzbe rg e t a 1 a r g u e , t h a t c e r t a i n v a r i a b l e s make f o r

job s a t i s f a c t i o n . However, f i e l d s t u d i e s have shown Chat t h e

m o t i v a t o r a n d h y g i e n e f a c t o r s are n o t m u t u a l l y e x c l u s i v e of

e a c h o t h e r . They c o u l d c o n s t i t u t e b o t h s o u r c e s of s a t i s f a c t i o n

a n d d i s s a t i s f a c t i o n w i t h a job,

Moreover, he saw t h e e x t r i n s i c f a c t o r s a s h y g i e n e f a c t o r s

wh ich w i l l o n l y h e l p i n k e e p i n g a n i n d i v i d u a l in a s t a t e of

w e l l being but will n o t motivate t h e i n d i v i d u a l , T h e r e f o r e

he p l s c e s more e m p h a s i s on t h e i n t r i n s i c factors as t h e real

m o t i v a t o r s , But t h e n , w e b e l i e v e t h a t t h e e x t e n t t o w h i c h

t h e i n t r i n s i c ' f a c t o r s are m o t i v a t o r s d e p e n d s o n o n e ' s

p o s i t i o n i n t h e h i e r a r c y o f t h e o r g a n i z a t i o n , b e c a u s e t h o s e

a t t h e lower p o s i t i o n s m i g h t e m p h a s i z e t h e e x t r i n s i c f a c t o r s

m o r e ,

However, H e r z e b c r g I s t h e o r y is i m p o r t a n t in's p i t e of

t h e s e s h o r t c o m i n g s i n p o i n t i n g o u t t h e f ac t t h a t . e m p l o y e r s

of l a b o u r s h o u l d be c o n c e r n e d w i t h two v i e w s of t h e i r

e m p l o y e e ' s j o b a t t i t u d e s - what makes them happy a n d m o t i v a t e s

them a n d c o n v e r s e l y wha t makes them unhappy a n d c a u s e s j o b

d i s s a t i s f a c t i o n , It is a g a i n s t t h i s b a c k g r o u n d t h a t

H e r z e b e r g 1 s t h e o r y c o n s i d e r s t h e e x t r i n s i c a n d i n t r i n s i c

v a l u e s as factors t h a t i n f l u e n c e m o t i v a t i o n ,

T h i s s t u d y w i l l t h e r e f b r e a t t e m p t t o f i n d t h e effect

of b o t h extr ins ic and i n t r i n s i c rewards o n o r g a n i z a t i o n a l

e f f i c i e w y among w o r k e r s of UBA a n d NITEL, w h i c h is Qy

area of study,

A common f au l t of a l l t h e s e t h e o r i e s so f a r e n u m e r a t e d

i s t h a t , they were c a r r i e d o u t n o t i n t h e N i g e r i a n s i t u a t i o n

b u t i n the a d v a n c e d c o u n t r i e s of E u r o p e a n d America w h e r e

t h e i r v a l u e s are d i f f e r e n t from o u r s , a t o n c e o n e f i n d s t h e

p rob lem of a p p l i c a b i l i t y ,

Secandly , they h a v e t e n d e d t o c o n c e n t r a t e more o n t h e

p r i v a t e organ2 z a t i o n s , B u t t h e s c o p e of t h i s p a p e r g o e s

b e y o n d t h i s t o l o o k a t b o t h t h e p u b l i c a n d p r i v a t e

how eve^,, i n a b i d Co f i n d a t h e o r y which w i l l be more

a p p l i c a b l e i n o u r s i t u a t i o n , management by o b j e c t i v e was

recommended by t h e N i g e r i a n government - sportsoked c i v i l

s e r v i c e ~ e v i ~ - w s om mission ( 1972 - 74) f d r a d o p t i o n ,

I s h a l l i n t h e c o u r s e of t h i s s t u d y e s t a b l i s h t h e

e x t e n t t o which MBO w i l l s o l v e my problem.

MANAGEMENJ BY OBJECTIVES (MBo)

The p roponen t of t h i s a p p r o a c h is Peter Drucker ( 1972) - A s t h e a m h i t e c t of MEG, Drucker p o s t u l a t e d t h a t if a w o r k e r

i s needed t o perform b ~ t t e r and a t t a i n h i s peak , it w i l l be

done by c a r e f u l p lacement a n d a v a i l a b l e i n f o r m a t i o n t o t h e

w o r k e r t o e n a b l e him c o n t r o l h i m s e l f ,

However, MBO w a s recommeded b y t h e N i g e r i a n government - s p o n s o r e d p u b l i c s e r v i c e Review commiss ion ( 1 9 7 2 - 74) f o r

a d o p t i o n , T h i s was b a s e d on the p remise t h a t a .new management

t e c h n i q u e i s needed i n t h e c i v i l s e r v i c e ma in ly b e c a u s e t h e r e

have n o t b e e n any fundamen ta l c h a n g e s since 1964 b o t h i n t h e G

s t r u c t u r e and management s y s t e m of N i g e r i a n c i v i l s e r v i c e and

b e c a u s e t h e s e r v i c e i s o r g a n i s e d a l o n g f u n c t i o n a l l i n e s

h i e r a m h i c a l l y .

MBO is a management a p p r o a c h i n which a s u p e r i c r and

h i s s u b o r d i n a t e s j o i n t l y s e t o b j e c t i v e s which tk s u b o r d i n a t e

are e x p e c t e d t o a c h i e v e , w i t h s u c h o b j e c t i v e s b e i n g c o n s i s t e n t

w i t h t h e o v e r a l l g o a l s of t h e o r g a n i z a t i o n (Nwosu, 1985:40) ,

~ e v i n s o n sees MBC a s t h e development of a t o t a l f r ame

of r e f e r e n c e f o r e s t a b l i s h i n g o b j e c t i v e s and b u i l d i n g a

s y s t e m t o a c h i e v e them ( ~ e v i n s o n , l97O:l26),

It is s t r i c t l y o r i e n t e d towards a c h i e v i n g r e s u l t s and

i s de'signed t o measure and judge p e r f o r m a w e : t o r e l a t e

i n d i v i d u a l pe r fo rmance t o o r g a n i n a t i o n a l g o a l s ; t o c l a r i f y

b o t h t h e j o b t o b e done and t h e e x p e c t a t i o n s of accompl i sh-

men t ; t o foster t h e i n c r e a s i n g competence and g r o w t h of

t h e s u b o r d i n a t e s ; t o s e r v e a s a b a s i s f o r judgement abou t

s a l a r y and promot ion ; t o s t i m u l a t e t h e s u b o r d i n a t e ' s

m o t i v a t i o n and t o s e r v e a s a d e v i c e f o r o r g a n i z a t i o n a l

control and i n t e g r a t i o n ( Nwosu 1985:40),

It is b e l i e v e d t h a t t h e a d o p t i o n of t h i s a p p r o a c h w i l l

l a y a f o u n d a t i o n f o r t h e s y s t e m a t i c and p u r p o s e f u l per forma-

n c e of d i f f e r e n t s p e c i f i c t a s k s and f u m t i o n s of t h e c i v i l

service i n N i g e r i a .

I n h i s e l a b o r a t e d i s c u s s i o n of MBO, ~ j i o f o r (1981) d e f i n e d

MBO a s "a method of management whereby t h e s u p e r i o r a n d

s u b o r d i n a t e managers of a n o r g a n i z a t i o n a g r e e on i t s b r o a d

g o a l s , t r a n s l a t e t h e s e g o a l s i n t o a c h a i n of s p e c i f i c s h o r t -

term g o a l s , d e f i n e e a c h i n d i v i d u a l ' s m a j o r a r e a of r e s p o n s i b i -

l i t y i n terms of r e s u l t e x p e c t e d , c o n t i n u a l l y r e v i e w t h e

accompl i shment of t h e s u b o r d i n a t e and u s e g o a l accomplishment

a s t h e sole b a s i s of a s s e s s i n g and r eward ing t h e s u b o r d i n a t " ,

By i w u l c a t i n g t h e o r g a n i z a t i o n a l o b j e c t i v e s i n t h e minds

of t h e w o r k e r s b o t h i n UBA and NITEL and a l l o w i n g them t o

p a r t i c i p a t e i n d e c i s i o n making and s e t t i n g of g o a l t o be u s e d

as c r i t e r i a f o r rewards, w e b e l i e v e t h a t these w o r k e r s i n

a way are g i v e n a s e n s e of b e l o n i n g and d i r e c t i o n , t h e r e b y

p o s i t i v e l y m o t i v a t e d ,

However, t h i s app roach h a s t h e problem of d e f i n i n g t h e

o b j e c t i v e more e s p e c i a l l y a s i t a p p l i e s t o t h e p u b l i c

b u r e a u c r a c i e s . I n the p r i v a t e o r g a n i z a t i o n s where t h e

objectives t e n d t o be clear c u t , unambiguous and s p e c i f i c a l l y

d e f i n e d by t h e s h a r e h o l d e r s a n d which is g e a r e d t o w a r d s

p r o f i t max imiza t ion , On t h e other hand , i n t h e p u b l i c

sectbr, t h e e n t i r e popu lace a r e t h e s h a r e h o l d e r s hence

objectives are u s u a l l y d i f f i c u l t t o measure ,

I n h i s own a n a l y s i s of MBO, Osua la (19811 , n o t e s t h a t

l o g i c a l l y t h e r e is i n it i n t r i n s i c d e s i r e a b i l i t y t o a method

w h i c h m o t i v a t e s pe r fo rmance and e n h a n c e s measurement , w h i l e

a t t h e same t i m e , i n c r e a s i n g the p a r t i c i p a t i o n and i n v o l v e -

ment of s u b o r d i n a t e s , Accord ing to him, MBO has some n e g a t i v e .

i m p l i c a t i o n s f o r N i g e r i a n e s t a b l i s h m e n t s : It is met w i t h

uncompromising p r o c e d u r a l impasse due t o i n h e r e n t w a s t e of

t i m e i n s e t t i n g o b j e c t i v e s , l a c k of u n d e r s t a n d i n g and t r a i n i n g

i n o r g a n i z a t i o n a l dynamics among w o r k e r s , most of whom also

g o t t o m a n a g e r i a l p o s t s t h r o u g h promot ion b a s e d on s e n i o r i t y

a n d other. S u b j e c t i v e cri teria. F o r MBO t o be m o t i v a t i o n a l l y

s i g n i f i c a n t , i n N i g e r i a , O$uala ( 1981) c o n c l u d e s t h a t h i g h e r

l e v e l managers s h o u l d be s k i l l e d i n MEC and i t s h o u l d be

l i n k e d t o o r g a n i z a t i o n a l s t r u c t u r e s l i k e c o m p e n s a t i o n a n d

r e w a r d s

I n s p i t e of t h e s e s h o r t c o m i n g s , it i s b e l i e v e d a s Raymond

V a l e n t i n e (1966~4) a r g u e s , t h a t by j o i n t l y e s t a b l i s h i n g t h e

d e s i r e d o b j e c t i v e s , mutua l u n d e r s t a n d i n g w i l l e x i s t be tween

t h e s u p e r v i s o r s and t h e i r s u b o r d i n a t e s on t o what i s t o be

done , how it i s t o be done. Thus t h e s u b o r d i n a t e s become

more a t ease w i t h t h e i r s u p e r v i s o r s and good r e l a t i o n s h i p

be tween them is promoted.

w i t h e m i n e n t N i g e r i a n s l i k e Nwosu ( 1981) , E jiof or ( 1981)

a n d O s u a l a 1981) p o s t u l a t i n g on t h i s a p p r o a c h , t h e c r u c i a l

q u e s t i o n t h e n s h o u l d be, t o what e x t e n t w i l l t h i s a p p r o a c h

h e l p t o = h i e v e t h e g o a l s it was c o n c i e v e d of , which is

o r g a n i s a t i o n a l e f f i c i e n c y , i n b o t h UBA and NITEL b e a r i n g i n

mind t h a t one of t h e problems of p a r t i c i p a t i v e management is

t h a t t h e manager i n p r a c t i c e c a n n o t mix u p w i t h w o r k e r s and

a t t h e same t i m e e x e r c i s e h i s r o u t l n e r e s p o n s i b i l i t y . ~ i v e n

t h e t y p i c a l n a t u r e of t h e N i g e r i a n worke r , w i l l worke r s i n

b o t h UBA a n d NITEL n o t abuse t h e p r i v i l e g e i f g i v e n t o t h e m

t o p a r t i c i p a t e i n d e c i s i o n s of management, f i n d i n g answers

t o t h e s e q u e s t i o n s and more w i l l be d e a l t w i t h i n t h i s s t u d y o

Having d e a l t w i t h some of t h e a p p r o a c h e s t o o r g a n i z a -

t i o n a l e f f e c t i v e n e s s i n b o t h p r i v a t e a n d p u b l i c b u r e a u c r a c i e s ,

i t becomes n e c e s s a r y t o v i ew t h e d i s t i n c t i o n be tween p r i v a t e

a n d p u b l i c o r g a n i z a t i o n s a s s e e n by some a u t h o r s ,

~ c c o r d i n g t o P r o f , H. Nwosu , ( 1981) , p u b l i c a d m i n s t r a -

t i o n refers t o a d m i n i s t r a t i o n of government and q u a s i - government o r g a n i s a t i o n s s u c h as t h e p u b l i c service, state

b o a r d s , C o r p o r a t i o n s a n d o t h e r a g e n c i e s , The h a l l m a r k of

p u b l i c a d m i n i s t r a t i o n is t h e p u b l i c n a t u r e of i t s g o a l s ,

The o b j e c t i v e s a r e d e t e r m i n e d by n a t i o n a l l e g i s l a t i o n s and

e x e c u t i v e o r d e r s , An i m p o r t a n t a s p e c t of publ ic a d m i n i s t r a -

t i o n i s t h e f a c t t h a t i t s o b j e c t i v e s and g o a l s reflect p u b l i c

interest. More i m p o r t a n t l y i s t h e f a c t t h a t p u b l i c a d m i n i s t r a -

t i o n is f i n a w e d by p u b l i c f u n d and a s s u c h l t p u b l i c o f f i c i a l s

are u n d e r t h e s e a r c h l i g h t and criticisms of t h e g e n e r a l p u b l i c r r .

On t h e o t h e r hand, N w o m ( 1981) d e f i n e d p r i v a t e o r g a n i z a -

t i o n s as t h o s e " g e a r e d t o optimize p r o f i t r r and t h i s i s measu red

i n t e r m s of t h e i r annua l p r o d u z t i o n t u r n o v e r and c a p i t a l

o u t l a y , The o w n e r s h i p of s u c h o r g a n i z a t i o n s a r e i n tk hands

of t h e i n d i v i d u a l s ,

However, i n s p i t e of t h e s e d i f f e r e n c e s , Pro f , Nwosu ( 1981)

went on t o p o i n t o u t t h a t t h e s o - c a l l e d d i f f e r e n c e s be tween

p r i v a t e and p u b l i c a d m i n i s t r a t i o n are i n c r e a s i n g l y b l u r r e d b y

t h e i r g rowing s imi lar i t ies a n d problems, c o n s i d e r i n g t h e s e

s imi lar i t ies , why t h e n d o e s p r i v a t e o r g a n i z a t i o n s t e n d t o be

more e f f i c i e n t t h a n publ ic o r g a n i z a t i o n s ,

D r . S,M, S o g a n i ( l 9 8 O : Z ) d e f i n e s publ ic a d m i n i s t r a t i o n

as t h e a c t i v i t i e s u n d e r t a k e n by t h e government t o f u l f i l i t s

d e s i r e d needsI tb It c o m p r i s e s t h e s y s t e m a t i c e x e c u t i o n of

the w i l l of t t e p u b l i c which h a s been d i s c o v e r e d , .Formulated

a n d e x p r e s s e d i n t h e form of laws by t h e l e g i s l a t u r e . F o r

example' , t h e a s s e s s m e n t and r a t i n g of t a x e s , t h e handing of

c r i m i n a l s , t h e d e l i v e r y of m a i l s , t h e r e c r u i t m e n t of army

etc, are a l l acts of p u b l i c a d m i n i s t r a t i o n ,

S o g a n i ( 1980: 3) summarized by s a y i n g t h a t p u b l i c

a d m i n i s t r a t i o n i s t h e n o n - p o l i t i c a l mach ine ry of t h e

government c a r r y i n g on i t s work f o r t h e w e l f a r e of t h e

p e o p l e = c o r d i n g t o t h e l a w s set u p by t h e s t a t e ( 1980:3) . T h i s t h e n i m p l i e s t h a t t h e p u b l i c a d m i n i s t r a t o r i s

n e i t h e r a p h i l o s o p h e r n o r a p o l i t i c i a n . But c o u l d t h i s be

s a i d of o u r c i v i l s e r v a n t s , D o w e no t have c a s e s of p u b l i c

s e r v a n t s p l a y i n g t h e role of p o l i t i c i a n s , I n t h e l a s t

p o l i t i c a l e ra , f o r i n s t a n c e , some members of t h e t h e n

Electoral commiss ion ( a n o n - p o l i t i c a l i n s t i t u t i o n ) were

o u t r i g h t l y i n v o l v e d i n a i d i n g a n d a b e t t i n g some political

p a r t i e s c o n t r a r y t o t h e e t h i c s of p u b l i c a d m i n i s t r a t i o n ,

Some t h i n k e r s have however a r g u e d t h a t there is n o

d i f f e r e n c e be tween p u b l i c and p r i v a t e o r g a n i s a t i o n s and t h a t

t h e a d m i n i s t r a t i v e a c t i v i t i e s and t e c h n i q u e s a r e s imilar i n

a l l o r g a n i s a t i o n s , w h e t h e r t h e y be p r i v a t e o r p u b l i c , N ig ro

( 13 76) a n d Henry Fay01 ( 1916) , a r e among t h e s e t h i n k e r s ,

Nigro (1976:28) p o i n t s o u t some s i m i l a r i t i e s be tween

p u b l i c and p r i v a t e o r g a n i z a t i o n s , H e n o t e d t h a t t h e l a r g e

s i z e of o r g a n i z a t i o n s w h i c h he c a l l s t h e " b u r e a u c r a t i c n

e l e m e n t a n d , s a y s t h a t t h i s b u r e a u c r a t i c e l e m e n t i s p r e s e n t

w h e r e e m p l o y e e s are s u b s t a n t i a l l y h i g h , A c c o r d i n g t o him,

v l a C m i n i s t r a t i o n i s c o m p a r a t i v e g r o u p e f f o r t i n a p u b l i c o r

p r i v a t e s e t t i n g " .

But P r o f N n o l i ( 1983) w h i l e a c k n o w l e d g i n g t h e

s imi la r i t i e s b e t w e e n p r i v a t e a n d p u b l i c o r g a n i z a t i o n s , a l so

e n u m e r a t e d t h e v a r i a t i o n s . A c c o r d i n g t o him, t h e p u b l i c

a d m i n i s t r a t o r , are a c c o u n t a b l e t o t h e p u b l i c fcg eueky a s p e c t

of t h e i r o f f i c i a l a c t i v i t i e s . They are s u b j e c t e d b y t h e

p u b l i c t o a d e t a i l e d s c r u t i n y o f t h e i r u s e of r e s o u r c e s ,

But. i n t h e p r i v a t e o r g a n i z a t i o n s , t h e i r a c t i v i t i e s are

closed t o p u b l i c g a z e *

THEORETICAL F-WE WORK

I n t h e fields of s o c i a l sciences, r e s e a r c h e s a n d

a n a l y s i s h a v e show t h a t no o n e t h e o r y c a n a d e q u a t e l y

e l u c i d a t e a p a r t i c u l a r socia l phenomenon o r p r o b l e m i n

e v e r y c o n t e x t a n d t i m e , F o r i n s t a n c e i n t h e ~ i g e s i a n

a ~ n t e x t , i t h a s b e e n shown t h a t m o t i v a t i o n a n d h e n c e efficie-

n c y i n b o t h p u b l i c a n d p r i v a t e b u r e a u c r a c i e s i s d e p e n d e n t o n

many f a c t o r s , t h e r e f o r e no s i n g l e t h e o r y c a n e x p l a i n t h e i s s u e

of how best t o m o t i v a t e w o r k e r s so t h a t t h e y w i l l p u t i n

t h e i r best i n s u c h o r g a n i s a t i o n w h e t h e r p r i v a t e o r p u b o i c ,

I n a s t u d y by Emmanuel ~ g b o i t o (1974) f o r i n s t a n c e , of

workers ! m o t i v a t i o n i n t h e S hell-BP Company, ~ a r r i , N i g e r i a ,

S o c i o l o g i c a l , P s y c h o l o g i c a l a n d ~ c o n o m i c fac tors were f o u n d

t o be i m p o r t a n t m o t i v a t o r s . I n t h e same v e i n , i n a s t u d y of L e v e n t h i s Motors, ~ b a , \ -

N i g e r i a , S t e l l a Okcaghialam (1977) a l s o n o t e d t h e Psycho log i -

c a l s o c i a l and f i n a n c i a 1 i n c e n t i v e s a c c o u n t f o r w o r k e r s '

m o t i v a t i o n ,

w his p r o b l e m a t i c n a t u r e of t h e o r i e s n o t w i t h s t a n d i n g ,

o n e t h e o r y c a n be more r e l e v a n t and a p p l i c a b l e i n c e r t a i n

s i t u a t i o n s a t a p a r t i c u l a r p o i n t i n time,

It is a t r u i s m t h a t p r i v a t e o r g a n i z a t i o n s t e n d t o be

more e f f i c i e n t and e f f e c t i v e i n p e r f o r n a m e of t h e i r d u t i e s

t h a n p u b l i c b u r e a u c r a c i e s i n t h e N i g e r i a n s i t u a t i o n , Thus

it is one t h i n g t o a s k why i n s p i t e of t h e a p p a r e n t similari-

t ies be tween p u b l i c a n d p r i v a t e o r g a n i z a t i o n s , pub l i c

b u r e a u c r a c i e s t e n d t o be less e f f i c i e n t t h a n t h e p r i v a t e ,

a n d q u i t e a n o t h e r q u e s t i o n t o a sk how t h e s e c o u l d be r e d u c e d

t o t h e barest minimum.

With t h e above i n mind, t h e t h e o r e t i c a l o r i e n t a t i o n for

t h i s s t u d y is b a s i c a l l y a n c h o r e d on t he Weberian t h e o r y of

b u r e a w r a c y . Though w e s h l l also i n c o r p o r a t e some a s p e c t s

of t h e human r e l a t i o n s a p p r o a c h and t h e p s y c h o l o g i c a l

approach ,

Having t h i s i n mind , t h i s work w i l l i n l i n e w i t h Max

Webecs ( 19 77) p o s t u l a t i o n t h a t s p e e d g p r e c i s i o n , unambigu i ty , D i s c r e t i o n , u n i t y , r e d u c t i o n of material a n d p r s o n n e l cost

would , be o p t i m i z e d i n a s t r i c t l y b u r e a u c r a t i c a d n i n i s t r a t i o n ,

c o w i e v e of UBA a n d NSTEL a s b u r e a u c r a t i c o r g a n i z a t i o n s , which

have r u l e s a n d r e g u l a t i o n s g u i d i n g t h e a c t i v i t i e s of i t s

workers, a w e l l d e v e l o p e d h i e r a r c h y of p o s i t i o n s , s p e c i a l i -

z a t i o n l e a d i n g t o d i v i s i o n of l a b o u r a n d s e l e c t i o n a n d promo-

t i o n based o n q u a l i f i c a t i o n a n d s e n i o r i t y , T h e s e b u r e a u c r a t i c

characteristics make f o r c o - o r d i n a t i o n of t h e ac t iv i t i e s of

It is i n t h i s l i n e of t h o u g h t t h a t G e r t h a n d ~ r i b h t

( 1957:214) p o s t u l a t e d t h a t " o r g a n i z a t i o n a l c a l c u l a b i l i t y ,

p r e c i s i o n , s p e e d , u n i t y , d i s c r e t i o n - i n a word e f f i c i e r r c y ,

i s c o n t i g e n t upon t h e mere e x i s t e n c e of c e r t a i n b u r e a u c r a t i c

c h a r a c t e r i s t i c s " .

One of s ~ h b u r e a u c r a t i c c h a r a c t e r i s t i c s i s d i v i s i o n of

l a b o u r . I n t h i s z e g a r d o r g a n i z a t i o n s f u n c t i o n s are d i s t r i b u t e d

among t h e v a r i o u s p o s i t i o n s as off icial d u t i e s . I m p l i e d i n

t h i s i s a clear c u t d i v i s i o n of l a b o u r among p o s i t i o n s which

makes p o s s i b l e a h i g h degree of s p e c i a l i z a t i o n , Thus t h e

t a sks of a b u s i n e s s are d i v i d e d i n t o i t s component p a r t s ,

w i t h e a c h b e i n g pe r fo rmed by s p e c i a l i z e d e x p e r t s . his

becomes n e c e s s a r y b e c a u s e i n both p r i v a t e a n d p u b l i c

b u r e a u c r a c i e s there is i n c r e a s i n g need f o r s p e c i a l i s t s

i n v a r i o u s f i e l d s .

A l though s p e c i a l i z a t i o n u n d e r some c i r c u m s t a n c e s c a n

a c t u a l l y i n c r e a s e t h e problems of c o - o r d i n a t i o n and c a n

therefore l e ad t o a p a t h y which is common i n s e v e r a l p u b l i c

b u r e a u c r a c i e s i n N i g e r i a , i n some other r e s p e c t it c a n a c t u a l l y

l e ad t o g r e a t e r p r o d u c t i v i t y and e f f i c i e n c y , The c r u c i a l

q u e s t i o n , t h e n is t o what e x t e n t w i l l d i v i s i o n of l a b o u r lead

t o o r g a n i s a t i o n a l e f f e c t i v e n e s s i n b o t h UBA a n d NITEL l i k e i n

o t h e r o r g a n i z a t i o n s d i v i s i o n of l a b o u r w i l l ' l e a d t o i n c r e a s e d

e f f i c i e n c y , t h i s w i l l l e a d u s t o h y p o t h e s i z e t h a t

(1) The h i g h e r t h e d i v i s i o n of l a b o u r the more t h e

o r g a n i z a t i o n a l e f f i c i e n c y and e f f e c t i v e n e s s i n b o t h p u b l i c

a n d p r i v a t e b u r e a u c r a c i e s ,

F u r t h e m o r e , ~ e b e r ' m a i n t a i n s t h a t a f o r m e r l y e s t a b l i s h e d

s y s t e m of r u l e s and r e g u l a t i o n s g o v e r n o f f i c i a l d e c i s i o n s a n d

a c t i o n s . I n o t h e r words a l l o p e r a t i o n s of a b u r e a ~ r a t i c

o r g a n i z a t i o n s are gove rned , by " c o n s i s t e n t s y s t e m of abstract

r u l e s u , T h i s makes c o - o r d i n a t i o n of v a r i o u s a c t i v i t i e s and

c o n t i n u i t y i n t h e o r g a n i z a t i o n possible,

However, r i g i d a d h e r e m e t o r u l e s and r e g u l a t i o n s may lead

t o r e d t a p i s m a n d t h i s may be more p r e v a l e n t i n t h e p u b l i c

b u r e a u c r a c i e s l i k e MTEL t h a n i n t h e p r i v a t e o r g a n i z a t i o n s ,

I f t h i s l i n e of arguement is a n y t h i n g t o g o b y i n t h e N i g e r i a n

s i t u a t i o n , a h y p o t h e s i s i s deduced t h a t :

(2) T h e r e is a r e l a t i o r i s h i p be tween r i g i d a d h e r e n c e

t o b u r e a u c r a t i c r u l e s and o r g a n i z a t i o n a l e f f i c i e n c y ,

Moreover , employment is b a s e d on t h e t e c h n i c a l q u a l i f i-

c a t i o n of t h e i n d i v i d u a l rather t h a n o n p o l i t i c a l , f a m i l y ,

r e l i g i o u s r e g i o n a l , s t a t e or o t h e r c o n n e c t i o n s . U s u a l l y

s u c h q u a l i f i c a t i o n s are tested by e x a m i n a t i o n s or certificate

t h a t d e m o n s t r a t e t h e c a n d i d a t e s e d u c a t i o n a l a t t a i m e n t ,

A crucial q u e s t o n h e r e is, c o u l d t h i s be s a i d of t h e

N i g e r i a n s i t u a t i o n where p o l i t i c a l , e t h n i c and r e l i g i o u s

c o n s i d e r a t i o n s t a k e p r e c e d e n c e o v e r r a t i o n a l i t y where s u c h

factors as nepo t i sm, et hn ic i sm, statism f f long leg i sm" and

"god f a t her ismlf p redomina te ,

A f t e r -a t r i a l period o f f i c i a l s g a i n t e n u r e of p o s i t i o n s

a n d are protected a g a i n s t i r r a t i o n a l or a r b i t r a r y d i s m i s s a l . I I n N i g e r i a , t h i s is n o t t h e case t h e p u b l i c service is c h a r a c - a

r terised b y i n s e c u r i t y a n d re t re r rchment , Periodic r e t i r e m e n t

a n d dismissal of worke r s a g a i n s t t h e l a i d down p r e c e d u r e s

of t h e o r g a n i z a t i o n c a u s e s i n s e c u r i t y and f ea r a n d t h i s i n

t u r n c a n lower p r o d u c t i v i t y , e f f i c i e n c y a n d o r g a n i z a t i o n a l

e f f e c t i v e n e s s , If t h e s e a s s u m p t i o n s are correct, I

h y p o t h e s i z e t h a t :

( 3) The more secured employees feel i n t h e i r jobs, t h e more

t h e y w i l l be m o t i v a t e d t o c o n t r i b u t e t o o r g a n i z a t i o n a l

e.f f ec t i v e n e s s ,

( 4 ) The more employment is based on t e c h n i c a l knowledge

and q u a l i f i c a t i o n s t h e g r e a t e r t h e o r g a n i z a t i o n a l e f f i c i e r r c y ,

U t i l i z i n g t h e human r e l a t i o n s approach a s e spoused

particularly by Mayo ( 1933) and ~ i k e r t ' s ( 1961) system - 4

etc, w e s h a l l view both UBA and NITEL as s e i a l sys tems made

u p of i n d i v i d u a l s who have i n t e r e s t s , emot ions and a s p i r a t i o n s .

T h e employees a r e i n h e r e n t l y want ing t o assume r e s p o n s i b i l i t y

a n d e x e r c i s e i n i t i a t i v e whenperforming t h e i r work, I am

t h e r e f o r e i n t e r e s t e d i n t h e i n t e r - p e r s o n a l re1 a t i o n s h i p

w i t h i n b o t h b u r e a u c r e i e s , It is n e c e s s a r y t o s t a t e a l s o t

t h a t any a c h i n i s t r a t i v e o r s u p e r v i s o r y p rocess t h a t f a i l s t o

t a k e f u l l c o g n i z a n c e of these socio-psyc h o l o g i c a l d h a r a c t e r i -

stics of man is f a r from maximizing e f f i c i e n c y and p r o d u c t i v i t y .

Frcm ths above w e c a n deduce t h e h y p o t h e s i s t h a t :

( 5) There is a r e l a t i o n s h i p between t h e n a t u r e of a d m i n i s t r a -

t i v e s u p e r v i s i o n and t h e degree of o r g a n i z a t i o n a l e f f e c t i v e n e s s

i n b o t h p u b l i c and p r i v a t e b u r e a u c r a c i e s ,

(6) T h e r e is a r e l a t i o n s h i p between t h e e x t e n t of work

f l e x i b i l i t y and t h e d e g r e e of o r g a n i z a t i o n a l e f f e c t i v e n e s s

i n b o t h UBA a n d NITEX,.

S i m i l a r l y , t h e f o r m u l a t i o n s of p s y c h o l o g i s t s l i k e

Maslow (19541, Herzberg et . a 1 (1959) on human m o t i v a t i o n

and job s a t i s f a c t i o n p r o v i d e a n o t h e r theretical base l i n e

f o r t h i s s t u d y , E s s e n t i a l l y , t h e y ho ld t h e view t h a t t h e r e

are v a r i o u s dimensions t o human mot iva t ion . T h e r e f o r e , for

t h e purpose of t h i s research it is n e c e s s a r y t o no te t h a t

f a c t o r s r e sGons ib le f o r i n c r e a s e and d e c r e a s e i n e f f i c i e n c y

a t t a i n m e n t , and high p r o d u d t i v i t y among p u b l i c and p r i v a t e

b u r e a u c r a c i e s employees ate m u i t i p l e .

I n p o i n t of f a c t , t h e needs and i n t e r e a t s of UBA and

NITEL workers are of m u l t i p l e n a t u r e as w e l l as b e i n g

complementary and i n t e r d e p e n d e n t , F o r example puruf ng t h e

Maslowian l i n e of t h o u g h t , t h a t the human needs are i n form

o f h i e r a z y ; as t h e p s y c h o l o g i c a l needs becane s a t i s f i e d ,

a n o t h e r such as t h e s o c i a l and s a f e t y needs r e p l a c e them etc,

One c o u l d t h e r e f o r e s a y t h a t t h e s e needs are s a t i s f i e d more

i n tk p r i v a t e b u r e a u c r a c i e s t h a n i n t h e p u b l i c o r g a n i z a t i o n s

and t h i s may e x p l a i n t h e r e a s o n f o r t h e seeming ly p r e v a l e n t

i n e f f i c i e n c y i n t h e p u b l i c b u r e a u c r a c i e s .

Hence it .does' f o l l o w t h a t t h e n a t u r e of t h e i n c e n t i v e

sys tem i n b o t h UBA and NITEL, t o t h e e x t e n t t h a t it f u l f i l s

t h e s e p s y c h o l o g i c a l facts, becomes a n i n s t r u m e n t f o r s a t i s f y -

i n g o r d i s s a t i s f y i n g t h e s e v a r i o u s human needs,

~0110wing t h i s line of arguement, w e hypo thes ize t h a t :

(7) T h e r e i s a r e l a b i o n s h i p between t h e n a t u r e cf i t lcenkive

sys tem and degree of o r g a n i z a t i o n a l e f f e c t i v e n e s s i n b o t h

p u b l i c and p r i v a t e b u r e a u c r a c i e s ,

HYPOTHESES

T h e h i g h e r t h e d i v i s i o n of l a b o u r t h e more t h e

o r g a n i z a t i o n a l eff i c i e m y .

There i s a r e l a t i o n s h i p be tween r i g i d a d h e r e n c e t o

b u r e a u c r a t i c r u l e s and o r g a n i z q t i o n a l e f f i c i e n c y .

T h e more s e c u r e d employees feel i n t h e i r jobs, t h e

more t h e y w i l l be m o t i v a t e d t o c o n t r i b u t e t o

o r g a n i z a t i o n a l e f f e c t i v e n e s s ,

The more employment is b a s e d on t e c h n i c a l knowledge

a n d q u a l i f i c a t i o n s t h e g r e a t e r t h e o r g a n i z a t i o n a l

e f f i c i e n c y ,

T h e r e is a r e l a t i o n s h i p be tween the n a t u r e of

a m i n i s t r a t i v e s u p e r v i s i o n and t h e d e g r e e of o r g a n i z a -

t i o n a l e f f i c i e n c y i n b o t h p u b l i c a n d p r i v a t e b u r e a u c r a c i e s .

T h e r e is a r e l a t i o n s h i p be tween t h e e x t e n t of work

f l e x i b i l i t y a n d t h e d e g r e e of o r g a n i z a t i o n a l e f f e c t i v e -

n e s s in b o t h UBA W d NITELm

There is a r e l z t i o n s f i i p be tween t h e n a t u r e of i n c e n t i v e

system and d e g r e e of o r g a n i z a t i o n a l e f f e c t i v e n e s s i n

b o t h p u b l i c and p r i v a t e b u r e a u c r a c i e s

C HAPTER THREE

The s t u d y is a c o m p a r a t i v e a n a l y s i s of NITEL Ltd . Enugu

b r a n c h and UBA al .so of Enugu b r a n c h j p u b l t c and p r i v a t e

o r g a n i z a t i o n s r e s p e c t i v e l y , ~ t t e m p t w a s made t o f i n d o u t

t h o s e factors t h a t enhance and t h o s e - t h a t impede t h e

a t t a i n m e n t of e f f i c i e r c y i n t h e two o r g a n i z a t i o n s o

T h e t o t a l p o p u l a t i o n of t h e e n t i r e s t a f f of NITEL Enugu

b r a n c h i s g i v e n a s 140 o u t of which 115 are j u n i o r s ta f f

whose g r a d e l e v e l s f a l l w i t h i n 0 1 - 07. The employees

w i t h i n t h i s c a t e g o r y , among s e v e r a l o t h e r s i n c l u d e c l e r i c a l

officers, off ice secretaries a n d t y p i s t s , t e l e x and t e l e p h o n e

o p e r a t o r s , a i r c o n d i t i o n o p e r a t o r s etc,

The t o t a l s t a f f s t r e n g t h of UBA Enugu b r a n c h is 102 o u t

of which 82 f a l l w i t h i n t h e j u n i o r s taf f c a t e g o r y who i n c l u d e

clerical officers , m e s s e n g e r s , d r i v e r s , c l e a n e r s among o t h e r s .

The major i n s t r u m e n t t h a t was u s e d t o collect d a t a f o r

t h i s r e s e a r c h is ' t h e q u e s t i o n n a i r e , The items on t h e q u e s t i o n -

n a i r e a r e m o s t l y o p i n i o n s e e k i n g q u e s t i o n s wi t 'h f e w f a c t u a l

q u e s t i o n s t h a t s o u g h t i n f o r m a t i o n on p e r s o n a l data, he

q u e s t i o n n a i r e w a s p r i m a r i l y s t r u c t u r e d w i t h j u s t one open

e n&d. The q u e s t i o n n a i r e w a s s u p p l e m e n t e d by i n t e r v i e w

t e c h n i q u e wh ich w a s used t o el ici t i n f o r m a t i o n from m o s t l y

the s e n i o r s taff of b o t h o r g a n i z a t i o n s ,

I n a l l 124 q u e s t i o n n a i r e s were a d m i n i s t e r e d t o these

t w o b u r e a u c r a t i c o r g a n i z a t i o n s , o u t of w h i c h 64 went t o UBA

Enugu a n d 60 t o NITEL L t d . Enugu. A t UBA t h e : . P e r s o n n e l M a n a g e r

a ided m e %n a d n i n i s t e r i n g t h e s e q u e s t i o n n a i r e s - , b u t o n collec-

t i o n 50 w e r e d u l y c o m p l e t e d a n d w e r e t h u s c o l l e c t e d by m e .

A l s o a t NlTEL, t h e ~ s s ' i s t a n t G e n e r a l Manager ( P e r s o n n e l ) ,

h e l p e d m e a d n i n i s t e r 60 q u e s t i o n n a i r e s , a n d a l so 50 w e r e . - i . . - i-

d u l y cF&&ed a n d r q t u ~ + ~ & i T h e k & s - & d s were t

_ _ ..-.-- --- -_-_*- - ---

r a n d o m l y d i s t r i b u t e d ( t h o u g h n o t b y p r o b a b i l i t y s a m p l i n g )

t o tk staff c o n c e r n e d i n b o t h o r g a n i z a t i o n s .

The test statist ics for t h i s a n a l y s i s is t h e Ylels Q

w h i c h w i l l e n a b l e me c a l c u l a t e t h e s t r e n g t h of r e l a t i o n s h i p

b e t w e e n d e p e n d e n t a n d v a r i a b l e s h y p ~ t h e s i s e d ~

THE SEX AND AGE OF RESPONDENTS ARE GIVEN I N TABLE BELOW

TABLE: I. SEX COMPCGITION OF RZSPONDENTS AT UBA

P e r c e n t a g e "

100% b

G e n d e r . Male

Female

T o t a l

Number

TABLE X I : SEX CaMPOSITIQN OF RESPONDENTS AT NITEL

I Male 32 ' 64%

Female I 18 1 - 36% I I T o t a l 1 50 1 100% I

TABLE 111: AGE CCMPSITION OF RESPGNDENTS I N UBA AND NITEL

11-20 Years

21-30 y e a r s

31-40 y e a r s

41-50 y e a r s 51-60 y e a r s

60 a n d above

P r i v a t e P u b l i c I Number

4 - .II

Number P e r c e n t a g e

6% - .I

T a b l e s I , I1 and 111 show more males t h a n females i n

b o t h o r g a n i z a t i o n s a n d a lso shows t h a t r e s p o n d e n t s f a l l

more w i t h i n t h e age c a t e g o r y of 21 - 30 y e a r s . f his c o u l d

be because most p e o p l e leave s e c o n d a r y s c h o o l a t a b o u t t h e

age of 1 7 t o 20 y e a r s , and t h e basic q u a l i f i c a t i o n for

employment i n t o t h e clerical cadre of UBA o r NITEL i s west

A f r i c a S c h o o l certificate or i ts e q u i v a l e n t , B u t since it

t a k e s t i m e before s c h o o l l s a v e r s g e t employment i n N i g e r i a ,

employees per form t h e i r d u t i e d v e r y w e l l o r (b) does n o t

h e l p them a& a l l .

2. R iq id Ru le s :

T h i s is measu red by t h e e x t e n t t o which r e s p o n d e n t s

feel t h e y c a n d i g r e s s from t h e l a i d down r u l e s of the

o r g a n i z a t i o n w i t h o u t c o n s u l t i n g t h e i r s u p e r i o r s e v e n f o r

t h e i n t e r e s t of t h e o r g a n i z a t i o n , The d e g r e e of s u c h d e c h

s i o n s c o u l d be a lways or n o t a t a l l ,

RED TAPE:

T h i s is measu red by t h e e x t e n t t o which o r g a n i z a t i o n a l

effectiveness is h inc l emd b y r i g i d a d h e r e n c e t o r u l e s and

r e g u l a t i o n s .

EMPLOYEES SECURITY : .

T h i s is measured by t h e e x t e n t t o which w o r k e r s are

motivated t o contributk t o o r g a n i z a t i o n a l e f f e c t i v e n e s s i f

t h e y feel s e c u r e i n t b i r jobs. T h e d e g r e e of s e c u r i t y

acfect worke r s ' o u t p u t , and r e s p o n d e n t s e i t h e r a g r e e s t r o n g l y

o r disagree strongly,

EMPLOYMENT BY QUALIFICATION:

This i s measured b y t h e e x t e n t t o which employees* i n p u t

t o t h e o r g a n i z a t i o n are a f f e c t e d due t o t h e f a c t t h a t less

q u a l i f i e d p e r s o n n e l are employed and p l a c e d above them

b e c a u s e they are f a v o u r e d by h i g h e r o f f ic ia ls . The d e g r e e

t o which it affects w o r k e r s c m l d e i t h e r be v e r y p ~ s i t i v e l y

o r very n e g a t i v e l y -

N A T U R E aF A D M I N I S T R A T I V E S U P E R V I S I O N :

T h i s is measu red by t h e p a t t e r n of o v e r s e e i n g and

d i r e c t i n g work a c t i v i t i e s by t h e bosses, T h e n a t u r e of

a d n i n i s t r a t i v e s u p e r v i s i o n i s e i t h e r l i b e r a l o r strict.

a) L i b e r a l s u p e r v i s i o n - T h i s is measu red b y t h e number

of workers who t h i n k t h a t t h e y c a n perfonn w e l l u n d e r a

l i b e r a l , f r i e n d l y , u n d e r s t a n d i n g and t o l e r a n t boss. .

b) Strict S u p e m i s i o n - T h i s is measu red by t h e number

: of w o r k e r s who t h i n k t h a t t h e y c a n per form u n d e r a n

u n f r i e n d l y boss.

WORK FLEX1 BILITY :

Thi . s is measu red by t h e e x t e n t t o which t h e r e s p o n d e n t s

are r e a s s i g n e d or r e l i e v e d of t e m g g r a r y i n c r e a s e i n work

volume. The degree of o r g a n i z a t i o n a l f l e x i b i l i t y may be

f r e q u e n t , s c a m e l y , r a r e l y .

Frequent: . T h i s is measu red by t h e number of workers who

r e s p o n d e d t h a t t h e i r bosses most f r e q u e n t l y b r i n g i n somebody

t o r e l i e v e them f rom a t i g h t work s c h e d u l e .

Rare:- This is measu red b y t h e number of w o r k e r s who s a y

t h a t t h e i r boss s c a r c e l y d e m o n s t r a t e s t h e a b i l i t y t o ease

them of i n c r e a s e d work volume t h r o u g h p e r s o n n e l and job

r e a s s i g n m e n t ,

NATURE OF INCENTIVE SYSTEM:

T h i s i s measured, by a g r o u p of factors wh ich t h e

employees r e c o g n i z e d as b e i n g c a p a b l e of m o t i v a t i n g them

t o perform t h e i r work e f f i c i e n t l y . The n a t u r e of a n

i n c e n t i v e s y s t e m c o u l d e i t h e r be p o s i t i v e (economic and

s ~ i o ~ p s y c h o l o g i c a l ) or n e g a t i v e .

a) Economic I n c e n t i v e s - T h i s is measu red by the number

of w o r k e r s who r e s p o n d e d . t h a t more pay, f r i n g e b e n e f i t s ,

p romot ion a n d advancement o p p o r t u n i t i e s motivate them t o

do t h e i r job e f f i c i e n t l y .

b) S c c i o - p y s c h o l o g i c a l I n c e n t i v e s - T h i s is measu red b y

the number of w o r k e r s who said t h a t f r i e n d l i n e s s , r ecognf -

t i o n and respect by s u p e m i s o r s motivate them t o do t h e i r

job w e l l .

N e q a t i v e Incentives :

T h i s is measu red by t h e number of w o r k e r s who r e sponded

t h a t fear of d i s c i p l i n a r y ac t i o n , criticisms, &mot ion a n d '

l a y - o f f s m o t i v a t e s them t o do t h e i r work e f f i c i e n t l y ,

CHAPTER FOUR

BRIEF HISTORY AND OBJECTIVES OF UNITED BANK FOR AFRICA AND N I G E R I A TELECOMMUNICATIONS

h he U n i t e d Bank f o r ~f r ica L tdo i s one of N i g e r i a ' s

t h r e e l a r g e s t banks. w i t h assets of o v e r W4.0 b i l l i o n and

staff s t r e n g t h of 7,194. The Bank h a s had a n i m p r e s s i v e g r o w t h

rate. ~ n t e r n a t i o n a i l ~ r a t e d as o n e of t h e t o p 400 banks i n

the world, UBA is k t i v e i n a l l aspects of c d n m e r e i a l banking.

The Bank provides i n t e r n a t i o n a l bank ing t re1 ated b a n k i n g

services s u c h as t r u s t e e s h i p , new i s s u e s a n d s h a r e r e g i s k r a -

t i o n , corporate f i n a n c e and c o m p u t e r services t h r o u g h

specialized d i v i s i o n s as w e l l as a l l u s u a l b a n k i n g services

t o c u s t o m e r s big and small.

A g g r e s s i v e b u s i n e s s promot ion s t r a t e g y c o u p l e d w i t h a

w i l l i n g n e s s t o i n n o v a t e h a s e a r n e d t h e bank a n e n v i a b l e

p o s i t i o n i n t h e b a n k i n g i n d u s t r y . AS a c o r p o r a t e c i t i z e n ,

UBA is s t r o n g l y c o m m i t t e d t o its s o c i a l r e s p o s i b i l i t i e s and

i d e n t i f i e s w i t h communi t i e s i n which it is r e p r e s e n t e d . '

N i g e r i a n i n t e r e s t now c o n t r o l s 60 p e r c e n t of t h e

s h a r e h o l d i n g of t h e Bank e s t a b l i s h e d a n d r e g i s t e r e d i n 1961

b y a c o n s o r t i u m of f i v e i n t e r n a t i o n a l banks i n k e e p i n g w i t h

t h e N i g e r i a n compan ie s I n c o r p o r a t i o n A& of t960. It t o o k

o v e r banki.ng b u s i n e s s ( i n h e r i t i n g assets and l i a b i l i t i e s )

carr ied o n i n N i g e r i a since 1949 by t h e B r i t i s h and F r e r c h

Bank Ltd . F o u r of t h e f ouhding i n t e r n a t i o n a l b a n k s namely,

Banque N a t i o n a l e de P a r i s , Bankers Trust company, New York,

Banca N a z i o n a l e d e i Lavovo and Monte d i e P a s c h i d i shire j

I t a l y , t o g e t h e r own 40 p e r c e n t of t h e s h a r e h o l d i n g and

are r e p r e s e n t e d o h the Board oP b i t e c t o r s . T h e y c o n t i n u e

t o make t h e i r e x p e r R i s e and r e s o u r c e s t h r o u g h o u t t h e world

a v a i l a b l e t o assist t h e Bank a n d its cus tc4ners a n d t h e i r

major. c o r r e s p o n d e n t s .

UBA h a s a r e p r e s e n t a t i v e office i n London and a b r a n c h

i n New York and m a i n t a i n s c o r r e s p o n d e n t r e l a t i o n s h i p s w i t h

many b a n k s i n Africa a n d most. c o u n t r i e s i n t h e world.

It is i n t e r e s t i n g t o observe from a v a i l a b l e statistics

t h a t UBA is c o m p e t i n g v e r y f a v o u r a b l y w i t h o t h e r commerc ia l

b a n k s i n t h e c o u n t r y , h a v i n g m a & a pre- tax p r o f i t of H 8 1 - 9

m i l l i o n a n d af ter t a x p r o f i t of W42,I f o r t h e y e a r e n d e d 1992,

The p r i m a r y o b j e c t i v e s of UBA as embodied i n t h e commer-

c i a l Banks A c t are a c c e p t i n g d e p o s i t s , a d v a n c i n g l e a n s t o

c u s t o m e r s , f i n a n c i n g of f o r e i g n t r a d e , agency services,

m i s c e l l a n e o u s services, A c c e p t i n g Deposi ts : - his may e i t h e r

be i n form of s a v i n g s d e p o s i t , c u r r e n t a c c o u n t s , f i x e d or

t i m e d e p o s i t s , I n s a v i n g s d e p o s i t t h e bank pays small

i n t e r e s t t o d e p o s i t o r s who are allowed t o draw u p t o a

c e r t a i n amount of money a week, month or yea r . his is done

b y the u s e of a passbook, Whereas i n the c u r r e n t d e p o s i t

t r a n s a c t i o n , a c h e q u e book is u s e d t o wi thd raw money a n d

a n d a c u s t o m e r pr c a n : q withdraw r; c c p ~ c , 1-dc ~ o ~ ~ , ~ ~ ~ ~ ~ ~ & s ~ ~ ~ u s ~ - w ~ T ~ ' ~ ' ~ 1

p l e a s e s and $he bank c h a r g e s a ncminal .sm for services P ,I ' . -. , . T " - I!

re nde re d.

Advaming Loans:- T h i s is a l s o one of t h e pr imary f u w t i o n s

of t h e Bank. The Bank l e n d s o u t d c e r t a i n p e r c e n t a g e of

c a s h l y i n g i n d e p o s i t . The bank advances l o a n s in t h e

f o l l o w i n g ways :-

Cash credit, where the bank advances l o a n s t o

b&inessmen/women a g a i n s t c e r t a i n s p e c L f i e d

s e c u r i t i e s ,

Call l o a n s , t h e s e are v e r y short: - tern l o a n s

advanced t o b i l l b rokers - fo r not more t h a n

f i f t e e n days,

h e r d r a f t - here t h e Bank p e r m i t s businessmen/women

t o draw cheques f o r a sum g r e a t e r t h a n t h e b a l a n c e

l y i n g i n C h e i t c u r r e n t accoun t s ,

Discoun t ing B i l l s af Exchange - I f a c r e d i t o r

h o l d i n g a b i l l of exchange wants money ,h&di&ely,

t h e Bank p rov ides him t5re money by d i s c o u n t i n g

t h e b i l l of exchange.

F i n a n c i n g F o r e i g n Trade:- The Bank f i n a r c e s f o r e i g n t r a d e . .

of i t s c u s t a n e r s by a c c e p t i n g f o r e i g n b i l l s of exchange ' and

f o r e i g n exchange business and buys and sells foreign curzency ,

Agency Services T h e Bank a l s o acts as a n a g e n t o f i ts

c u s t o m e r s i n ~ o l l e c t i n g and paying c h e q u e s , b i l l s of

e x c h a n g e , d ra f t s , d i v i d e n d s etc, - ,. It also buys a n d sells

shares,, s e c u r i t i e s , d e b e n t u r e s etc. F u r t h e r . . it pays

s u b s c r i p t i o n s , i n s u r a w e premia r e n t , electric a n d w a t e r

b i l l s a n d other s i m i l a r charges on behalf of its c l i e n t s .

It also e t s as a t r u s t e e and e x e c u t o r of t h e p r o p e r t y and

w i l l of i t s c u s t o m e r s .

The Bank also c a r r i e s c u t s a n e m i s c e l l a n e o u s services

f o r i ts c u s t o m e r s , f o r example it a c t s a s c u s t a d l a n of t h e

v a l u a b l e s of i t s c u s t o m e r s by p r o v i d i n g them l o c k e r s where

t h e y c a n k e e p t h e i r J e w e l l e r y a n d v a l u a b l e documents, It

i s s u e s v a r i o u s forms of c r e d i t i n s t r m e n t s s u c h as c h e q u e s ,

d r a f t s , t r a v e l l e r s ' c h e q u e s etc, which fac i l i t a te t r a n s a c t i o n ,

B e s i d e s p e r f o r m i n g t h e u s u a l commercial b a n k i n g furre-' -- t i o n s , UBA h a s p l a y e d an e f f e c t i v e role i n t h e economic

d e v e l o p n e n t of t-he c ~ u n t r y , ~ i : t h t h e F e d e r a l Government

i n s t r u c t i n g a n d d i c t a t i n g p r e f e r r e d sectors i n t h e economy,

t h r o u g h the C e n t r a l Bank, UBA c o m p l i e s and i s s u e s more l o a n s

t o s u c h p r e f e r r e d sectors.

Dur ing t h e s e c o n d c i v i l i a n regime f o r i n s t a n c e , s p a n n i n g

from 1979 - 83, government emphas i s was o n h o u s i n g , and t h e

Bank d i d i t s best t o p r o v i d e hous ing l o a n s t o i t s numerous

c u s t o m e r s . It mapped out a s p e c i a l s t r a t e g y / s c h e m e called

House S a v i n g s a n d Loans Scheme which e n t i t l e s a s a v e r u n d e r

t h e scheme t o borrow u p t o f o u r times h i s t a r g e t s a v i n g s *

a f t e r a minimum p e r i o d of t w o y e a r s , T h e idea w a s f o r

c u s t o m e r s t o save tawdrde b d 1 d i h g and owning t h e i r

own houses ,

P r e s e n t l y . , government emphas i s have s h i f . t e d t o

a g r i c u l t u r e and t h e Bank a l r e a d y i n c o n s o r t i u m w i t h other

commercial banks i n t h e c o u n t r y , have advanced a l o a n fo r

t h e constrtr<;tion of a dam i n t h e Nor th which w i l l ens f i r e

a d e q u a t e water s u p p l y t o t h e farms i n t h e a r e a t h r o u g h o u t

t h e s e a s o n s ,

N i g e r i a ~ e l e c o m m u n i c a t i o n s L i m i t e d ( NITEL) is a

r e l a t i v e l y young o r g a n i z a t i o n t h o u g h i t b e a r s ttae heavy

b u r d e n of l i n k i n g a l l i n t e r n a l t e l e c o m m u n i c a t i o n network

i n t h e c o u n t r y as w e l l as c o n n e c t i n g N i g e r i a w i t h o t h e r

n a t i o n s of t h e worla b y t e l e p h o n e , t e lex etc.

Nigeria Te lecommunica t ions ~ i m i t e d w a s c o n s t i t u t e d i n

1985 from two bodies, P r i o r t o t h i s p e r i o d , i t was pa r t and

p a r c e l of what u s e d t o be t h e n t h e P o s t and ~ e l e c m m u n i c a t i o n

Departmen? of t h e M i n i s t r y of communica t ion wh ich w a s respon-

s i b l e - f o r postal and i n t e r n a l t e l e c o m m u n i c a t i o n . sys tem i n

t h e c o u n t r y . The o t h e r body w a s t h e N i g e r i a n E x t e r n a l

Communicat ion L i m i t e d , a p a r a s t a t a l which was r e s p o n s i b l e

f o r e x t e r n a l t e l e c o m m u n i c a t i o n sys t em i n the e n t i r e c o u n t r y ,

However, a f t e r a close s t u d y by t h e F e d e r a l gove tnment *

of N i g e r i a it was d e c i d e d t o merge w i t h effect fs& ist

J a n u a r y , 1985 213 s i m i l a r and c o m p l i m e n t a r y s e ~ ~ i c f e s o f f e r e d

b y t h e N i g e r i a n E x t e r n a l Communication a n d those a s p e c t s of

i n t e r n a l t e l e c o m m u n i c a t i o n offered by tk P o s t a n d Telecornmunir

c a t i o n t o become one body c a l l e d NITEL;. T h e p o s t a l &@ct

is now ~ i g e r i a P o s t a l S e r v i c e s , and i t t a k e s care of mails

i n t h e c o u n t r y -

NITEL h a s t h e F e d e r a l government o f N i g e r i a a s i ts

m a f o r s h a r e h o l d e r and a c c o r d i n g 60 NITELfs A s s i s t a n t G e n e r a l

M a ~ a g e y ( p e r s o n n e l ) i n Enugu, t h e r e is y e t t o be a n A c t t h a t

en .hanced the f o r m a t i o n of t h e o r g a n i z a t i o n , his neans ' t h a t

NITEL, p r e s e n t l y is o p e r a t i n g t t i l l e g a l l y t t , Accord ing t o t h e

G e n e r a l Manager, t h e Board of D f r e c S o r s of what used t o be

Post a n d Te lecommunica t ions , i n a b id t o redwe i n e f f i c i e n c y ,

t r a n s f e r r e d t h e i r assets a n d t e l e c o m m u n i c a t i o n s a c t i v i t i e s

t o t h e newly f o r m e d body, NITEL - NITEL d r e w its staff from

t h e f o r m e r seaff of N i g e r i a External ~ e f e o m m u n i c a t i o n and

s taff of t h e I n t e r n a l ~ e l e c o m m u n f c a t i o n s of t h e P and T

d e p a r t m e n t who m e t . t h e new NITEL q u a l i f i c a t i o n s t a n d a r d .

c e r t a i n p o s t were a c t ~ e r t i s e d i n tk p a p e r s t o f i l l u p t h e

r e m a i n i n g v a c a m i e s - It a l s o boasts o f a 100% i n d i g e n o u s

s t a f f s t r e n g t h a n d claims t o have a b o u t 16,000 peop le i n its

The p r i n c i p a l o b j e c t i v e of NITEL is t o p r o v i d e ,

m a i n t a i n a n d e x p a n d i n t e r n a l a n d e x t e r n a l t e l e c o m m u n i c a t i o n

network f o r N i g e r i a , a n d i t h a s i t s sole r i g h t f o r t h a t -

T h i s of c o u r s e i f &bbv& would promote b u s i n e s s a n d

r e d u c e t h e h a z a r d i n v o l v e d i n t r a v e l 1 i n g among o t h e r t h i n g s -

However, one q u e a r t e r of t h e o b j e c t i v e s have ndt- b e e n a*- . .

m e t b e c a u s e , a c c o r d i n g t o t h e G e n e r a l Manager , t h e e s t a b l i s h -

ment of a modern t e l e c o m m u n i ~ a t i o n exchange i s a v e r y

e x p e n s i v e v e n t u r e and i n a d d i t i o n i t i s f o r e i g n exchange

i n t e n s i v e and most of i t s accessories a r e i m p o r t e d from

a b r o a d i n c l u d i n g cables, c o n s i d e r i n g t h e n a t i o n 1 s p r e s e n t

f i n a n c i a l s t a n d , t h e s e items are t o s a y t h e least d i f f i c u l t

t o p r o c u r e -

~ l s o t h e r e is a problem a r i s i n g from some members of

p u b l i c who i n t e r f e r a n d d i s r u p t communica t ion l i n e s b y

s t e a l i n g cables a n d u s i n g them for o t h e r s e l f i s h needs ,

4 ORGANIZATION AND MANAGEMENT CHART :

'w NITEL ~ i m i t e d is o r g a n i s e d on a t h r e e - t i e s s y s t e m

w i t h h e a d q u a r t e r s , z o n a l a d n i n i s t r a t i o n and t e r r i t o r i a l

off ices,

The h e a d q u a r t e r s i s i n Lagos a n d is headed by t h e

Managing Director who is t h e C h i e f ~ x e c u t i ' v e and is a s s i s t e d

b y t w o Deputy Managing Directors, one i n c h a r g e of ope ra -

t i o n s a n d m a i n t e n a w e a n d t h e o t h e r i n c h a r g e of c o r p o r a t e

affa i rs , T h e s e are f u r t h e r s u b - d i v i d e d i n t o other units

headed by ~irectors, The u n i t s are c o r p o r a t e a f f a i r s ,

r e s e a r c h , t t a i n i n g , m a i n t e n a w e , p l a n n i n g , l o n g d i s t a n c e

a n d i n t e r n a t i o n a l s e r v i c e s , These b i r e c t o r s are a l so

r e s p o n s i b l e f o r c o - o r d i n a t i o n on n a t i o n wide b a s i s a n d

p r o v i d e n e c e s s a r y g u i d a n c e t o t h e z o n a l a h i n i s t r a t i o n .

The z o n a l a d m i n i s t r a t i o n p r o v i d e t h e same t o k e n t o t h e

territories. T h e r e is a m i n i s t e r i a l board whfch is t h e

h i g h e s t & c i s i o n making body of t h e o r g a n i z a t i o n a l c h a i n n a n e d

b y the M i n i s t e r of communica t ions w i t h t h e Managing Director

a n d Directors as members, T h e F e d e r a l Government h a s n o t

y e t * c o n s t i t ; u t e d a p r o p e r a n d permanent board whose. membership

wou ld be drawn from t h e p u b l i c ,

B e l o w t h e directors are t h e G e n e r a l Managers who head

t h e zones. I n a l l , t h e r e art? f i v e z o n e s , namely, S o u t h

E a s t e r n z o n e w i t h h e a d q u a r t e r s a t Enugu, S o u t h West zone w i t h

h e a d q u a r t e r s a t I b a d a n , North E a s t zone w i t h h e a d q u a r t e r s

a t Bauchi. Nor th West zone w i t h h e a d q u a r t e r s a t Kaduna and

Lagos zone w i t h h e a d q u a r t e r s a t Lagos, These G e n e r a l

Managers are a s s i s t e d by Deputy General Managers ( D C M ) and

there are f o u r of s u c h DGMs i n each zone- The G e n e r a l

Managers report t o t h e h e a d q u a r t e r a t Lagos o n t h e a c t i v i t i e s

of t he company and s u p e r v i s e t h e o p e r a t i o n s of t h e territories

u n d e r them,

The territories are u n d e r t h e zones and are headed

b y t e r r i t oda l managers a s s i s t e d by s e n i o r managers o

T h e s e are t h e u n i t s of a c t u a l o p e r a t i o n where t h e exchanges

a n d t e l e c o m m u n i c a t i o n fac i l i t ies a r e m a i n t a i n e d and o p e r a k e d o

They are also r e s p o n s i b l e f o r c o l l e c t i n g revenue .

Furkhef down t h e o r g a n i z a t i o n a l h i e r a ~ h y are managers

of u n i t s and t h e i r a s s i s t a n t s w i t h some s e n i o r officers

g r a d e d i n t o I and 11, Then t h e r e are t h e t e c h n i c i a n s and

clerical officers,

The a c t u a l o p e r a t i o n t a k e s p l a c e i n t h e z o n e s w h i c h

are s t r u c t u r e d i n t o f i v e l a r g e d e p a r t m e n t s coming d i r e c t l y

u n d e r f i v e Deputy G e n e r a l Managers These z o n a l d e p a r t m e n t s

are O p e r a t i o n a n d Main tenance , P e r s o n n e l , F i n a n c e and

A c c o u n t s , T o l l t r u n k , P l a n n i n g and ~ m p l e m e n t a t i o n ,

O p e r a t i o n and Main tenance depa r tmen t c o u l d be s a i d t o

be t h e core oZ t e l e c o m m u n i c a t i o n i n e v e r y zone and it is sub-

divided i n t o t h r e e u n i t s - Customs services, ~ n g i n e e r i n g

S u p p o r k , Exchange O p e r a t i o n and Main tenance , these are

h e a d e d by s e n i o r managers . These a r e f u r t h e r s u b d i v i Q d

i n t o s e v e n other u n i t s - t r a n s m i s s i o n m a i n t e n a n c e , T e l e x ,

Directory B i l l i n g , A i r c o n d i t i o n M a i n t e n a w e , ~ e l e p h o n e

M a i n t e n a n c e , Exchange m a i n t e n a n c e , Exchange Operat i o n these

come d i r e c t l y u n d e r s e v e n managers a n d t h e i r a s s i s t a n t s ,

The P e r s o n n e l d e p a r t m e n t is r e s p o n s i b l e f o r manpower

deve lopment a n d has s u c h u n i t s a s p e r s o n n e l management

u n i t ,, manpower development and p l a n n i n g u n i t , o c c u p a t i o n a l

h e a l t h services, i n d u s t r i a l r e l a t i o n s etc,

F i n a n c e and Accounts depa r tmen t t a k e s care of t h e

m o n e t a r y a s p e c t s of t h e o r g a n i z a t i o n i n c l u d i n g i ts budge t ,

The l ibrary a n d compu te r u n i t s also come u n d e r t h i s

de par tme n t ,

T o l l Trunk depa r tmen t t a k e s care of t e l e p h o n e calls

made from one town t o t h e o t h e r w i t h i n a p a r t i c u l a r zone,

T h e r e are managers i n t h e s e towns, a l s o r e f e r r e d t o as

territories, who s u p e r v i s e tone s t a f f a c t i v i t i e s .

L a s t l y t h e r e is tk depar tment of p l a n n i n g a n d

i m p l e m e n t a t i o n , They t a k e care of NITEL'S s t a f f accommoda-

t i o n a n d c o - o r d i n a t e e x t e n t i o n l i n e p l a n t ,

DATA A N A L Y S I S ====----=====t

I n t h i s c h a p t e r , 3 s h a l l p r e s e n t a n d i n t e r p r e t e my

r e s e a r c h f i n d i n g s , I n d c i n g t h i s , I s h a l l summarize some

of t h e r e s p o n s e s t o t h e q u e s t i o n n a i r e items w i t h s t a t i s t i c a l

tables* I n t h e p r c c e s s of do ing t h i s , my h y p o t h e s i s w i l l be

t e s t e d w i t h a view t o e i t h e r a c c e p t i n g o r r e j e c t i n g them.

T h e d e c i s i o n s r e a c h e d w i l l a lso be d i s c u s s e d o n t h e basis of

my t h e o r e t i c a l p e r s p e c t i v e ,

HYPOTHESIS I:

The h i g h e r t h e d i v i s i o n of l a b o u r t h e m o r e t h e

o r g a n i z a t i o n a l e f f i c i e n c y a n d e f f e c t i v e n e s s i n b o t h p u b l i c

a n d p r i v a t e b u r e a u c r a c i e s -

TABLE IV: RELATIONSHIP BETWEEN D I V I S I O N OF LABOUR AND ATTAINMENT OF EFFICIENCY

SECTOR 1 I 1

D i v i s i o n of L a b o u r

Hi' The h i g h e r t h e d i v i s i o n of l a b o u r , t h e more t h e o r g a n i z a -

H e l p s them v e r y w e l l

Does n o t h e l p t h e m a t a l l

tional e f f i c i e w y a n d e f f e c t i v e n e s s i n . b o t h p r i v a t e a n d

P r i v a t e

E f f i c i e n c y I n d e x C

36 ( 80%)

2 ( 40%)

P u b l i c organizations,

- d Pub1 ic

E f f i c i e n c y I n d e x

Ho: T h e lesser t h e d i v i s i o n of l a b o u r , t h e less t h e

o r g a n i z & t i o n a i eff i c i e m y a n d e f f e c t i v e n e s s i n both

p r i v a t e a n d pub1 dc o r g a n i z a t i o n s ,

T e s t statistics: Y u l e ' s Q = .71, ~ u l e ~ s Q = -69

D e c i s i o n : Accept test h y p o t h e s i s arid rejedt n u l l h y p o t h e s ~ s ,

T h e e is t h e r e f o r e a s t r o n g p o s i t i v e a s s c c i a t i o n be tween

t h e d i v i s i o n of l a b o u r a n d t h e o r g a n i z a t i o n a l e f f i c i e n c y i n

b o t h UBA a n d NITEL. A s much as 45 r e s p o n d e n t s b e i n g 90% of

t h e to ta l r e s p o n d e n t s i n UBA, a g r e e t h a t d i v i s i o n of l a b o u r

leads t o o r g a n i z a t i o n a l e f f i c i e n c y and a m o d e r a t e l y h i g h

p e r c e n t a g e i n NITEL also b e l i e v e t h a t d i v i s i o n of l a b o u r

leads t o eff i c i e r r ey , D i v i s i o n of l a b o u r l e a d s t o e x p e r t n e s s

among s taff e i t h e r d i r e c t l y or b y e n a b l i n g t h e o r g a n i z a t i o n

t o h i r e w o r k e r s b a s e d on t h e i r t e c h n i c a l q u a l i f i c a t i o n . And

t h i s t r e n d t e n d s to l e a d t o e f f i c i e n c y , Since NITEL is also

a prof it - s e e k i n g o r g a n i z a t i o n , t h e y t e n d t o adhere t o

Weberls b u r e a u c r a t i c i d e a l b e a r i n g i n mind t h e i r p r o f i t

m o t i v e a n d t h i s c o u l d e x p l a i n why - t h e Yule1 s Q value of

UBA is n o t s i g n i f i c a n t l y more t h a n t h e Y u l e l s Q v a l u e of

NITEL i n t h i s h y p o t h e s i s , ( ~ a y be, o t h e r h y p o t h e s i s would

e x h i b i t t h i s s i g n i f k a m e ) . The r s g u l a r a c t i v i t i e s r e q u i r e d fo r t h e puzpose of

o r g a n i z a t i o n are d i s t r i b u t e d i n . a f i x e d way as o f f i c i a l d u t i e s

( ~ l a u : 1956:28), and r e s p o n d e n t s i n b o t h UBA and NITEL

a g r e e t h a t the e x e c u t i o n of t h e i r d u t i e s enhances p e r f o r n a m e

among t h e i r c o l l e a g u e s . which f o l l o w s therefore t h a t

whenever an o f f i c ia l f a i l s t o perform h i s d u t i e s , it

affects a d v e r s e l y t h e p r o d u c t i v i t y of o t h e r workers.

T h e r e f o r e i n s i l t ;ua t ions where t h e r e is l a x i t y and

employees n e g l e c t t h e i r d u t i e s and even i n c a s e s where one

s i n g l e o f f i c i a l is a b s e n t , p r o d u c t i v i t y and eff i c i e m y may

be hampered, s i n c e t h e absence of one worker may slow t h e . . .

p r o d u c t i o n pace. .. It was obse rved t h a t t h i s t r e n d seems

t o be more i n p u b l i c o r g a n i z a t i o n because them i s an

a p p a r e n t l o w s u p e r v i s i o n of s t a f f ,

However t h e problem w i t h d i v i s i o n of l a b o u r e s p e c i a l l y

i n p u b l i c sectors is t h a t it c o u l d lead t o employees b e i n g

o v e r - s p e d i a l h e d . and c o n s t a n t i n one p a r t i c u l a r f u n c t i o n

s o t h a t i n t h e e v e n t of i n c r e a s e i n work volume i n other

depar tments , T h i s i d e a is s u p p o r t e d by Emile Durkhiem,

who w r i t i n g i n 1B93, x k n o w l e d g e d t h a t when d i v i s i o n of

l a b o u r is normal, it does not c o n f i n e the i n d i v i d u a l i n

a t a s k w i t h o u t g i v i n g him a g l impse of a n y t h i n g o u t s i d e

of it. I n e l a s t i c and r i g i d work ass ignment , a c c o r d i n g t o

him is i n d i c a t i v e of anomic d i v i s i o n of l a b o u r r e s u l t i n g

from i n d u s t r i a l crises. He therefore c a l l e d fo r f l e x i b l e

job s p e c i f i c a t i o n and work ass ignment which t o h i s mind,

would enhance d i v i s i o n of labour . From tny o b s e r v a t i o n ,

however, f l e x i b l e job s p e c i f i c a t i o n and work a s s i g n m e n t

t e n d s t o be more p r e v a l e n t i n UBA t h a n i n NITEL.

T h e r e is a r e l a t i o m h i p be tween r i g i d a d h e r e n c e t o

b u r e a u c r a t i c r u l e s a n d o r g a n i z a t i o n a l eff i c i e n c y - - .

TABLE V: RELATIONSHIP BETWEEN R I G I D RULES AND ORGANIZATIONAL EFFICIENCY

Hi: T h e r e is a r e l a t i o n s h i p be tween r i g i d a d h e r e r i z e . t o

Frequerrcy of d e c i s i o n t a k i n g

Of t e n

R a r e l y

b u r e a u c r a t i c r u l e s and o r g a n i z a t i o n a l e f f i c i e n c y -

Ho: T h e r e is no r e l a t i o n s h i p be tween r i g i d a d h e r e r r e t o . ,

bureaucratic r u l e s and o r g a n i s a t i o n a l eff i c i e r c y .

P r i v a t e ~ u b l ' i c .

Test Sta t i s t i c s : Yule 's Q = -98, Yule's Q = .98

D e c i s i o n : Accept t h e r e s e a r c h hypothesis and reject t h e

n u l l h y p o t h e s i s .

P r i v a t e ,. I - ~ u b T k - -. 7

E f f i c i e n c y I n d e x e

4 1 (97.6%)

( 25%)

~ f f i c i e n c y I n d e x ,

T o t a l

30 (300%)

(.loo%) .-

1 ( 2.4%)

( 75%)

2 7. .,- (90%) ;

( 10%)

T o t a l

42 (.200%)

( 100%)

3 lo%?.

(90%) .

T a b l e V i n d i c a t e s a v e r y s t r o n g p o s i t i v e a s e o c i a t i o n

between adhefe r t e t o r i g i d r u l e s and o r g a n i z a t i o n a l eff i-

c i e n c y i n both p u b l i c and p r i v a t e b u r e a u c r a c i e s ( U B A and

NITEL). T h i s i m p l i e s t h a t t h e more workers r i g i d l y adhere

t o r u l e s of b u r e a u c r a t i c o r g a n i z a t i o n s e v e n i n s i t u a t i o n s

where a s l i g h t bend is n e c e s s a r y t o enhance o r g a n i z a t i o n a l

e f f i c i e m y , t h e more there w i l l be red tap i sm and by impl ica -

t i o n t h e less t h e e f f i c i e n c y because red tap i sm dampens

c r e a t i v i t y ,

FuAhermore from t a b l e V , i t is v e r y c l e a r t h a t more

employees of NITEL compla in of not b e i n g g i v e n the chance

t o make d e c i s i o n s t h e y b e l i e v e a r e fo r t h e i n t e r e s t of the

o r g a n i z a t i o n on t h e i r own w i t h o u t c o n s u l t i n g t h e i r s u p e r i o r s .

T h i s t h e r e f o r e means t h a t many workers who b e l i e v e t h a t t h e y

have some c o n t r i b u t i o n s t o make i n t h e i n t e r e s t of t h o

o r g a n i z a t i o n arc! not g i v e n t h e chance and even i n s i t u a t i o n s

where the s u p e r i o r officer is n o t a v a i l a b l e , t h e worker

must wait. T h i s l e a d s t o p i l l n g up of jobs which c o u l d

o t h e r w i s e have been disposed of e a s i l y ,

T h i s problem t e n d s t o be more p r e v a l e n t i n most p u b l i c

e n t e r p r i s e s where o f f i c ia l s compla in of too much p a p e r

work, f o r i n s t a ~ e d u r i n g t h e c o u r s e of g a t h e r i n g informa-

t i o n for t h i s s t u d y , w e approached t h e ~ s s i s t a n t Genera l

Manager ( Personne l ) i n NITCL fo r t h e o r g a n i z a t i o n a l c h a r t

and brief h i s t o r y of t h e o r g a n i z a t i o n . H e r e f e r r e d 438 t o

t h e Personne l Manager ( h i s s u b o r d i n a t e ) who r e f u s e d t o

g i v e m e any i*formation, H i s r eason b e i n g t h a t there

was no w r i t t e n i n s t r u c t i o n t o t h a t effect by h i s boss,

They seem t o r e l y too much on r u l e s w r i t t e n down on

p a p e r i n prusuance of t h e i r d a i l y job, A j u s t i f i c a t i o n

f o r t h i s c o u l d be e x p l a i n e d by t h e f ac t t h a t many p u b l i c

b u r e a u c r a c i e s a r e not: prof it or iented , though Nf TEL has

s t a r t e d t o undergo a n a g g r e s s i v e prof it dcive.

AS a resul t : of r i g i d i t y i n t h e p u b l i c sectdr, d e c i s i o n s

which c o u l d i r k r e a s e o r g a n i z a t i o n a l ef f f c i e m y t a k e s l o n g e r

t i m e t o make a n d i n t h e p r o c e s s some i n f o m a t i o n might be

d i s p o s e d of i n t h e p u b l i c sector. The net r e s u l t i s t h a t

jabs are accompl ished a t a slcwer rate t h a n i n t h e p r i v a t e

On t h e o t h e r hand, i n t h e p r i v a t e sector e s e m p l i f i e d

b y UBA though one c a n n o t o v e r r u l e adherence t o r u l e s , these

r u l e s are n o t v e r y r i g i d l y adhered t o as i n t h e p u b l i c

sector as e v i d e n c e d i n table V. c o n s e q u e n t l y , d e c i s i o n s

are bound t o be more f r e e l y t a k e n i n t h e absence of s u p e r i o r s ,

which may l e a d e v e n t u a l l y t o g r e a t e r e f f i c i e n c y i n t h e p r i v a t e

e n t e r p r i s e . I s h o u l d however not o n l y c o n s i d e r t h e r e s u l t

of t h e Yule ' s Q v a l u e of .98, gotten i n both UBA and NITEL,

b u t s h o u l d t a k e a closer l o o k a t the p a t t e r n s of r e s p o n s e s

i n t h e cells were d i f f e r e n c e s i n r e s p o n s e s c o n c e r n i n g

d e c i s i o n t a k i n g in q u i t e s i g n i f i c a n t ,

I t h e r e f o r e m a i n t a i n t h a t t h o u g h f o l l o w i n g t h e w e b e r i a n

p o s t u l a t i o n d t h a t a l l o p e r a t i o n s of a b u r e a u c r a t i c o r g a n i z a -

t i o n s h o u l d be g o v e r n e d by t f c o n s i s t a n t sys t em of a b s t r a c t

r u l e s ' ' which makes f o r c o - o r d i n a t i o n of a c t i v i t i e s i n

v a r i o u s f i e l d s , r i g i d a d h e r e n c e t o t h e s e r u l e s may lead

t o r e d t a p i s m which dampens c r e a t i v i t y a n d l i m i t s e f f i c i e n c y .

, - H y p o t h e s i s 111 :

The more s e c u r e d employees feel i n t h e i r jobs t h e more

t h e y w i l l be m o t i v a t e d t o c o n t r i b u t e t o o r g a n i z a t i o n a l . . . . . . .

e f f i c i e n c y . .

TABLE V I : RELATIONSHIP BETWEEN J O B SECURITY , . . . . . . . . .. .. . .~ AND EFFICIENT dORK PERFORMANCE i

Hi; T h e more s e c u r e d employees feel i n ' t h e i r jobs, t h e

- -.-. SECTOR

P r i v a t e Pub1 ic

Job s e c u r i t y E f f i c i e n c y I n d e x g f f i ~ i e ~ y 1ndek'

High Low Total High Low T o t a l --

more they w i l l be m o t i v a t e d t o c o n t r i b u t e o r g a n i z a -

t i o n a l e f f i c i e n c y .

Ho: Thelesssecuredemployeesfeel i n t h e i r jobs, t h e l e s s

G u a r a n t e e d

Not G u a r a n t e e d r

t h e y w i l l be m o t i v a t e d t o o r g a n i z a t i o n a l e f f i c i e r r c y .

( 94.98%)

( 10%)'

( 5.1%)

( 90%)

( 10C%)

( 100%)

A . . $9

( g O r S % )

( 1C. 3%)

( 9.5%)

( 89.7%)

( 100%)

P r i v a t e Pub1 ic

T e s t Statistics: y u l e ' s Q = -98, Y u l e ' s Q = .97

Decis ion: Accept test t y p o t h e s i s and reject n u l l h y p o t h e s i s *

T a b l e V I i n d i c a t e s t h a t t h e r e is a v e r y s t r o n g p o s i t i v e

a s s o c i a t i o n between t h e employees f e e l i n g of s e c u r i t y and

t h e l e v e l of o r g a n i z a t i o n a l e f f i c i e n c y in b o t h p u b l i c and

p r i v a t e o r g a n i z a t i o n s , From t h e table, i t is obv ious t h a t

a g r e a t e r number of employees i n UBA b e l i e v e t h a t t h e i r

job is s e ~ u r e d w h i l e a lesser percen tage of employees i n

NITEL c o n c e i v e of t h e i r jobs a s b e i n g s e c u r e ,

T h e i m p l i c a t i o n h e r e is t h a t i n an o r g a n i z a t i o n where

job s e c u r i t y i s h igh , e f f i c i e n c y may be e a s i l y a t t a i n e d and

t h i s i s i n l i n e w i t h Weber's b u r e a u c r a t i c c o n c e p t which s t a t e s

t h a t after a t r i a l p e r i o d , o f f i c i a l s s h o u l d g a i n t e n u r e of

p o s i t i o n s and s h o u l d be p r o t e c t e d a g a i n s t i r r a t i o n a l o r

a r b i t r a r y d i s m i s s a l which s h o u l d m o t i v a t e employees,

There seems hawever t o be a c o n t r a d i c t i o n of Weber's

p o s t u l a t e i n t h e N i g e r i a n s i t u a t i o n . F o r i n s t a n c e , o u r

p u b l i c s e r v a n t s , s a l a r i e s and bonuses a r e a s s u r e d i r r e s p e c -

t i v e of t h e o r g a n i z a t i o n a l l o s s e s , and t h e e n j o y a r e a s o n a b l e

amount of job s e c u r i t y , t h i s t e n d s t o make them t o be i n s e n -

s i t i v e t o d e c i s i o n implementa t ion and l e a d s t o l a x i t y , But

c u r r e n t i s s u e s ' i n N i g e r i a today have r e v e a l e d t h a t due t o

t h e F e d e r a l Government s p o l i c i e s w h i c h c u r t a i l job s e c u r i t y

e s p e c i a l l y i n t h e p u b l i c sectors by way of mass r e t r e r c h m e n t

and d i s m i s s a l s some p u b l i c o f f i c i a l s ' a g r e e d t h a t t h i s

i n s e c u r i t y segms t o have made them b u c k l e u p f o r f ea r of

r e t r e n c h m e n t , by b e i n g more p u t k t u a l and c o n c i s e t h a n e v e r ,

w h i l e some o t h e r p u b l i c o f f ic ia l s s a i d t h a t t h e era of

retrenchment c r e a t e d an a i r of u n c e r t a i n t y a round the

offices, t h e s p i r i t was v e r y l o w and v e r y f e w peop le cort=en-

t r a t e d on t h e i r j o b s r e s u l t i n g t o low e f f i c i e n c y .

I n UBA, a r b i t r a r y d i s m i s s a l is no t as rampant and

g o v e r n m e n t l s mass r e t r enchment design d i d n o t get t o UBA

e n s u r i n g a r e l a t i v e l y h i g h job s e c u r i t y and c o n s e q u e n t eff icie-

ncyo However, here, p r o f i t determines t h e job s e c u r i t y of

employees. The more t h e p r o f i t , t h e more s e c u r e are employees.

HYPQTHRSIS SV:

The more employment is based o n t e c h n i c a l knowledge and

q u a l i f i c a t i o n s , t h e g r e a t e r t h e o r g a n i z a t i o n a l e f f e c t i v e n e s s .

TABLE VII Z RELATIONSHIP BETWEEN- EMPLOYMENT -S SYSTEM A N D ORGANIZATIONAL EFFICIENCY

SECTOR - .

I P r i v a t e - - P u b l i c Emplcyn?eRk System

Qual i f ica- t i o n

c o n n e c t i o n s and o t h e r criteria

E f f i c i e n c y Index

C90,5%)

3 : ( 10e4%)

E f f i c i e n c y Index

~ i g h

( 20%)

(9,5%)

( 85, 6%)

T o t a l

( l C O % )

( 100%)

( 80%)

- T o t a l

(100%)

( 100%)

THe more employment i s b a s e d o n t e c h n i c a l knowledge

a n d q u a l i f i c a t i o n s t h e g r e a t e r t h e o r g a n i z a t i o n a l

e f f e c t i v e n e s s ,

The less employment is based on t e c h n i c a l Knowledge

a n d qua1 if ica t i o n s t h e more t h e o r g a n i z a t i o n a l

e f f e c t i v e n e s s . p r i v a t e - - p u b l i c

statistics: Y u l e ' s Q = -98, ~ u l e ' s Q = -88

~ e c i s i o n a Accep t t h e r e s e a r c h h y p o t h e s i s and reject n u l l

h y p o t h e s i s .

F- .table. V I , there is a v e r y s t r o n g , fmsAtfve associa-

t i o n be tween t h e employment system a n d o r g a n i z a t i o n a l efficie-

ncy i n both UBA and NITEL. T h i s i m p l i e s t h a t t h e more

employees pertjeilie the employment sys t em as being based on

t e h n i c a l knowledge and q u a l i f i c a t i o n t h e more t he se 'worke r s

w i l l be motivated to work a n d t h a t if employment system is

n o t based o n m e r i t o c r a c y , the morale of worke r s may be a f f e c t e d ,

However, i n p r a c t i c e , and more e s p e c i a l l y in puh~ ie

sector, employment s y s t e m t e n d s t o be m o s t l y based on p o l i t i -

c a l connections, quota s y s t e m and criteria o t h e r t h a n fndi\;ri-

d u a l l a qua1 %i?kakdona. T h e r e s u l t I s t h a t p e o p l e who are

less qualified are employed t o u n d e r t a k e government a p p o i n t -

m e n t s a n d 6 h i s might lead to i n e f f i c i e n t p e r f o r m a m e o n t h e

p a r t of t h e p e r s o n n e l . T h i s i s reflected i n t h e r e s p o n s e s

I g o t f rom most NITEL employees , who i n d i c a t e d t h a t t h e

employment sys t em is m o s t l y b a s e d on s u b j e c t i v e creteria

o the r t h a n o b j e c t i v e s t a n d a r d s , and t h e s e r e s p o n d e n t s r e p o r t e d

a c h i e v i n g l o w eff i c i e r c y as a r e s u l t . T h i s s i t u a t i o n may be

s a i d t o c a u s e p e r c e i v e d i n e q u a l i t y i n tfie minds of t h e

w o r k e r s whie h w i l l s e r i o u s l y affect tb o u t put v a r i a b l e s

&f t h e workers .

T - c o u l d however g e n e r a l i s e from t h e data above that

i n b u r e a u c r a t i c o r g a n i z a t i o n s ,. t h e employment; of worke r s

w i t h t e c h n i c a l knowledge and q u a l i f i c a t i o n s . w i l ' l ' l e a d t o a

g r e a t e r e f f i c i e n c y , t h i s is c o n s i s t e n t w i t h ~ e b e r i a n l i n e

of argument.

HYPMlHESIS V:

There is a r e l a t i o n s h i p be tween t h e n a t u r e crf a d n i n i s t r a -

t i v e s u p e r v i s i o n and t h e & g r e e of o r g a n i z a t i o n a l e f f i c i e m y

i n b o t h p u b l i c and p r i v a t e b u r e a u c r a c i e s .

TABLE V I I I : RELATIONS1 P BETWEEN THE NATURE OF S U P E R V X S I O N AND THE DEGREE OF EFFECIENT WORK PERFORMANCE - .

SECTOR .. .-,.-.-. - .. - .. PRIVATE PUBLIC

N a t u r e of . -, . ----a . . -.- . S u p e r v i - E f f i c i e w y I n d e x E ; f f i c i ency I n d e x s i o n .._._.._U_l_... -_ ..- "..---la ...--.. ---. .

High Low T o t a l High LOW T o t a l . .-A .--_--. .... --..- - 1- .-_ . --.. -

L i b e r a l 28 2 38 24 14 38

(93.3%) ( 6.7%) ( 100%) (63,2%) (38.8%) ( 100%)

Strict 4 16 20 S 7 12

(20%) (80%) (100%) (41r7%) (58r3X) ( 100%) 4,

Hi: There is a relationship be tween t h e nature of a h i n i - -

s t r a the , S u p e r v i s i o n a n d t h e degree of o r g a n i z a t i o n a l

Ho: T h e r e is no r e l a t i o n s i p be tween t h e n a t u r e of

a d n i n i s t r a t i v e , S u p e m i s i o n and t h e Ckgree of

o r g a n i z a t i o n a l eff ic ie r rcy .

P r i v a t e - pub1 ic - T e s t Statistics: Yule's Q = 9 Y u l e ' s Q = .41

Dec i s ion : S i n c e t h e c a l c u l a t e d Q v a l u e is &sithe f o r b o t h

UBA and N I T E L , I reject t h e n u l l h y p o t h e s i - and a c c e p t t h e

research h y p o t h e s i s , Hence t h e r e i s a r e l a t i o n s h i p be tween

t h e nature of a & i n i s t r a t i v e s u p e r v i s i o n and degree of

e f f i c i e n t work perfoma~e,

However* t h e s t r e n g t h of t h e a s s o c i a t i o n d i f f e r s

s i g n i f i c a n t l y f o r both UBA a n d NITEL. I n UBA, t h e r e is

a very s t r o n g a s s o c i a t i o n o f .96; w h i l e i n NITEL there is . .

a m o d e r a t e a s s o c i a t i o n - o f -41.

F m the d a t a on table 8, it c o u l d be s e e n that t h o u g h

a g r e a t e r number 6f w o r k e r s i n NITEL Mmieved t h e i r

s u p e r v i s o r s as b e i n g liberal a n d g e n e r o u s , a s i g n i f i c a n t

p e r c e n t a g e (36.8%) of them s t i l l i n d i c a t e d t h a t t h e y

pe r fo rmed l o w l y as a r e s u l t , From tk i n f o m a t ~ o n I got

t h r o u g h i n t e r v i e w i n g some of t h e workers, the n a t u r e of

s u p e r v i s i o n i n NfTEL is s a i d t o be l iberal by the employees

t o t h e extent that some of t h o s e s u p e r v i s b r s themselves are

n o t regular a t work, c r e a t i n g a s i t u a t i o n where the j u n i o r -

staff beeme l a x i n t h e absence of- t h e i r s u p e r v i s o r s . This

t y p e of l ibera l s u p e r v i s i o n u n d o u b t e d l y is d e t e r i m e n t a l t o

t h e o r g a n i z a t i o n and c o u l d n o t be compared with the t y p e of

1 iberal s u p e r v i s i o n , where s u p e r i o r and s u b o r d i n a t e s , as

o b t a i n s f n UBA, exchange v i e w s and i d e a s ,

However, h a v i n g es tab l i shed a r e l a t i o n s i p be tween t h e

nature of supervis ion and eff i c i e ~ ~ y i n both UBA a n d NITEL,

I c o u l d g o on , t o i n f e r and g e n e r a l i z e that. lil3'eral adnini-

s t r a t i v e supervision c o ~ r v

w h i l e stL-L aul l r~~zratra l ise d

e f f i c i e n c y i n bureaucratic organizations.

This a s s e r t i o n g o e s t o reaffirm t h e f o r m u l a t i o n s of

the buman relations and p s y c h o l o g i c a l tkor i s t s , a n d a t t h e

same t i m e reject t h e classical l e a d e r s h i p o r i e n t a t i o n . - --.__

AS I have earl ier n o t e d i n my theoretical rev iew,

T y l o r (1911) and h i s c . o l l e a g u e s i n t h e s c i e n t i f i c management

school- held t h a t man n a t u r a l l y d o e s - n o t l i k e work; he lacks

i n i t i a t i v e and t h e r e f o r e s h o u l d be d i r e c t e d always. Thus,

the t r ad i t f m a l - s u p e r v i s o r y p r o c e s s i n v o l v e s l a c k of

c o n f iderne between the boss and t h e worker ' as w e l l as

d e t a i l e d r u l e s of o p e r a t i o n which d o n o t allow t h e s u b o r d i - I'

n a t e s an.y,..nieani.ngful .scope i n do ing , t h e i r job. A S . a r e s u l t

employees ' ; w o r k , : . i n i t i a t i v e .' and moral are s e r i o u s l y reduced.

c o n t r a r i l y , L i k e r t ( 1961) , McGregor ( 1966) and o t h e r

human r e l a t i o n s t h e o r i s t s , p r o p o s e d . a s u p e r v i s o r y . p r o c e s s

t between management and worke r s as w e l l

[ 1959) and Kahn ( 1953) mmarke'

as t h e f reedam f o r s u b o r d i n a t e s t o d i s c u s s job problems, w i t h . . ' - '.

s u p e w i s o r s . I n t h e same vein, p s y c h o l o g i s t s l i k e Harqberg

e t a1 ( d t h a t t h e n a t u r e of

effectiveness cf management . c o u l d c a u s e ' : ioi-t

O r d4 ~aa4-4 -C* -& i r r . r

s e r i~

f a c t

vorkers satisf act

*nauaC.--L. C. .LWI I .

It is pet inent to p o i n t o u t t h a t strict s u

he d e t e r m i n a t i v e v a r i a b l e for low eff fcienc

ous and pervasive immdimen t t o e f f i c i e n c y ,

still remains t h a t i n s p e c i f i c offices and

p e r v i s i o n ,

y , is hot a

But t h e

d e p a r t m e n t s

where strict , supenr i s i cn p r e v a i l s , it a f f e c t s i n c r e a s e d , -

work performance,

HYPOTHESIS VI:

There is a r e l a t i o n s i p between the e x t e n t of work ' . ,

f l e x i b i l i t y and t h e decjr6e of o r g a n i z t i o n a l e f f e c t i v e n e s s .d *.

i n both p r i v a t e ae 'pt ib l ic b u r e a u ~ r a c i e s . ,c"'

TABLE I X : REL

work P l e x i b i i i t y

T o t a1

.f. PUBLIC ... . .

T o t a l

t h e degree of

o r g a n l z a t ~ a n a l f l e x l b l l l t y and the e x t e n t of efficient

work performance.

Hqs There is no r e l a t i o n s h i p between t h e degree of

organ1 zational f l e x l

performance

T e s t S t a t i s t i c s : Y u l c s ~ Q = -90, 1 Yule ,s Q = .78

~ e c i s i o n : Accept research h y p o t h e s i s and reLject n u l l

T a b l e 9 i n d i c z t c s t h a t them i~ a very dtrong

r e l a t i < s n s h i p between t h e d e g r e e of o r g a n i z a t i o n a l f l e x i b i l i t y

and e x k e n t of ekicient work perforthance. hat is t o say that

i n b o t h UBA and NITEL, respondents agree that job f l e x i b i l i t y

would l e a d to o r g a n i z a t i o n a l efficiency, but, the e x t e n t t o

which these o r g a n i z a t i o n s e m o u r a g e job f l e x i b i l i t y would

be t h e d e t e r m i h i n g factor of t h e organi2akiaris e f f i c i e n c y .

I n UBA, r e s p o n d e n t s a c c e p t t h a t t h e r e is job f l e x i b i l i t y

i n t h e i r offices and t h a t s u p e r i o r s f r e e l y dembnstkitb t h i s

a b i l i t y . E s p e ~ i a l l y among t h e j u n i o r cadre, employek t o be.

conversant : with e a c h department* T h e r e is also oh-themjob

t r a i n i n g and i n - s e w i c e t r a i n i n g and t h i s tends t o be respn-

sible for h i g h performance i n the p r i v a t e sectors ( U B A ) .

I n NITEL, however, r e sponden t s a r e not as f l e x i b l e on

t h e i r jobs as t h e i r p r i v a t e c o u n t e r p a r t s . Workers are n o t

e a s i l y r edep loyed t o a n o t h e r department i n t h e e v e n t of

excess3 This is because t h e i r

t a s k s z 1 a specific job f o r

so man1 oes i n other depart-

ments. r u r exampre, a cypzsc wno rncentiewed has been on

t h e same job f o r 16 y e a r s w i t h o u t conversion and confessed

ive job l o a d i n s u c h departments .

ire n o t r o t a t i o n a l ; one i s t i e d t o

r y e a r s w i t h o u t any idea of what g

.,.* - - L . . - S -% 3 - a . - -->

he c o u l d n o t make use of any o t h e r type of t y p e w r i t e r e x c e p t d

t h e manual t y p e t h a t he has b e e n u s i n g . c o n s e q u e n t l y , some

d e p a r t m e n t s tend t o be o v e r worked w h i l e others an? redun-

dant; some o f f i c i a l s s l e e p d u r i n g office h o u r s , w h i l e o t h e r s

are ovemorked, his may go a long way to explain the

general i n e f f i c i e n t performance i n the p u b l i c sector.

I c o u l d t h e n g e n e r a l i z e from the data i n table 9 , that

i n b u r e a u c r a t i c o r g a n i z a t i o n s , adrnf nistrative f l e x i b i l i t y

in terns of p e r s o n n e l a d j u s t m e n t in the l i g h t of increased

work volume makes f o r h i g h p r o d a c t i v i t y and e f f i c i e n c y . . On -,

t h e other: hand a d m i n i s t r a t i v e i n f l e x i b i l i t y c o n t r i b u t e s t o

- l o w e f f i c i e n c y , These pcopositicms are s u p p o r t e d by some

h i e r a r c h y of human needs, t h a t I n d i v i d u a l s i h tke p u r s u i t

of self a c t u a l i z a t i o n weds; are- always deslrou's t o learn

i n order go reaiize t h e i r i n d i v i d u a l p o t e n t i a l i t i e s as w e 1 1

as e n s u r e c o n t i n u a l self 4 e v e l o p n e n t .

A l s o t h e human r e l a t i o n s t h e o r i s t s

u- -LA..- d GL.r 1 1 1 - l . 1 - A L- ---A ----

s y s t e m and d e g r e e of o r g a n i z a t i o n a l e f f i c i e n c y i n both public

a n d pr iva te bureauc rac f es .

TABLE X : REl+ATIONSHIP BETWEEN THE NAPURE OF THE INCENTIVE SS NI TEL -

. . ... . . . . _ . __ . .. . . .__,___. -- .

Ho: There i s no & l a h i o n s h i p between the nature of - -

- . *. SECTOR PRXVATE . ., . PUBLIC

I ncant ive ~ f f i c i ency Index E f f i c i e n c y Index System High L o w . T o t a l High , Low Total

irrcentive system and degree of organizational

Economic and S ocio-Psyc ha- l o g i c a l I n c e n t i v e

Negative IWentive

Private I

Pub1 Sc

, Test statistic: ti lets Q .94, Yule's Q = .08

Decis ion: Accept t h e research hypothesis and reject n u l l

- . L . - .

Hit There is a r e l a t i o n s h i p betwee'n tki nature ai, iment$ve

( 86.4%)

( 16.7%)

hypothes i s .

F m the data i n t a b l e 10, there is a very s t r o n g

p o s i t i v e 'assaciation between t h e n entive system

and the degree of organiaat fona l errlc+en=y ~n both UBA and

NITEL. Thi.s would mean that the more i m e n t i v e s you give

( 13,6%)

(83.3%)

t o workers, t h e g r e a t e r efficiency they w i l l ruchhtth

( 1QC)%)

( 80%) - .. .

I i 100%)- fX ic%) m

( 20%) - a -

('100%)

t 8'0%) , ( 100%) -

With UBA r e c o r d i n g as h i g h as .94 i n the statistical a n a l y s i s , d

a t o t a l of 86,4% of t h e worke r s i n t e n t i e w e d i n UBA corrcede

t h a t t h e economic and s o c i a l pysc ho logicz t l incentives t h a t

e x i s t i n t b bank i s what keeps and e n c o u r a g e s them t o be

h a r d work ing , On i n t e r v i e w , I d i s c o v e r e d t h e y had better

s a l a r y s t r u c t u r e s t h a n t h e i r c o u n t e r p a r t s i n NITEL. They

are i s s u e d w i t h l u n c h e o n v o u c h e r s and are exposed t o ove r -

t i m e payments,

~ l t h o u g h a h i g h p e r c e n t a g e of t h e w o r k e r s i n NITEL

a g r e e d t h a t econoaf -c i n c e n t i v e would motivate t h e m , t h e s e

i n c e n t i v e s do n o t come u n t i l 1 one is v e r y h i g h i n the

o r g a n i z a t i o n a l h i e r a r c h y , his may e x p l a i n them why - -

e f f i c i e n c y i s a t t a i n e d i n p r i v a t e sectors (urn) more t h a n

i n p u b l i c sector NITEL.

Frbm the r e s p o n s e s , w e f o u n d o u t t h a t most of t h e

r e s p o n d e n t s p e r c e i v e d economic a n d p s y c h o l o g i c a l i n c e n t i v e s

as b e i n g more m o t i v a t i o n a l t h a n t h r e a t of d i s c i p l i n a r y a c t i b n .

T h i s g o e s on t o s u p p o r t nty t h e o r e t i c a l framework which atte-

n u a t e s t h e classical m o t i v a t i o n a l p r o c e s s t h a t c a p s o n l y t h e

p h y s i c a l s e c u r i t y a n d economic motives of t h u g h

t h e u s e of n e g a t i v e i n c e n t i v e s , l i k e t h r e a t or a i s c i p r l n a r y

a c t i o n , f ea r of demotion or e x p u l s i o n . ,, ,,,, ssses

t h e a s s e r t i o n of t h e Human R e l a t i o n s a p p r o a c h t 1 is

c o n t i n u o u s l y i n s e a m h of f r i e n d s h i p , a f f e c t i o n , r e s p e c t etc., , !< i

it f u r t h e r means fallowing the Maslowian line of r e a s o n i n g ,

t h a t w h i l e tb ps:ahological needs ok the workers which

i n c e n t , i v e sys tem i n both UDA and to a n extent NITEL, t h e

remaining f o u r basic weds of man for safety, s o c i a l w e l l

b e i n g , e g o achievement and self a & u a l i z a t h n are b e i n g

over looked especia; . ly f n t h e public sector ( NITEL) .

S imilary Hereberg (1359) and Kahn (1953) m c o g n i s e d

.the impor tance of s a t i s f y i n g t h e s o c i . 0 - p s y c h o l b g ~ c a l needs

of employees Err order to make for high morale and Jncreased

p r o d u c t i v i t y , These psychologists e a s e n t f ar'l'ySr: remarked i

t h a t factors that make for h i g h mora le and increase-d produc- -. . , t i v i t y , These psychologists e s . r e n t i a l l y remarked :&hat : - :

factors t h a t make for h i g h morale and increased product lv lk~

are multi-dimensional , overlapping and i n t e r dependent and . .

s h o u l d a l l be t a k e n i n t o accoun td his is not t h e case in ,

most p u b l i c s e c t o r s , which t o an appreciable e x t e n t ; s a t & e y

m a i n l y t h e economic needs of t h e workets . F h the tespa6ses

I got frun bntenriew, m a j o r l t y of the worker i n ' *TEL ~ . & ~ l ' a l n

of low pay and even i ' n m n s i s & ~ y i'n moritdy paymetits,+

promot ion and advancement are i n c o n s i s k e n k , and t h i s may

e x p l a i n why many p u b l i c z Lr

d u t i e s .

TABLE XI: FAOMOTION EXERCISE IN E93Tl-I UBA AND NXTEL C .

SECT OR

Promot ion System -. IJ BA GRIVATE ) PUBLIC ( NITEL )

Pe rce n t a g e P e r c e n t a g e - I

AC hievement

From tk d a t a i n t a b l e 11, I c a n i n f e r t h a t t h e p r m o -

t i o n s y s t e m i n NITEL is m a i n l y b a s e d o n s e n i o r i t y a n d o t h e r

s u b j e c t i v e criteria l i k e llgod f atherim ,- l o n g l e g i s m , s t a t i s m ,

etc. A r e s p o n d e n t wrote i n the quostionnair6 t h a t p romot ion

i n NITEL is based o n "Luck and l o n g legrt. T h i s shows th@

d e g r e e of d i s s a t i s f a c t i o n e x p e r i e w e d by t h i s worker as a

r e s u l t of the promot ion system.

This is t h e case w i t h most public i n t e r p r i s e s where

i r r e s p e c t i v e of one's a c h i e v e m e n t s i n the o r g a n i z a t i o n , h i s

promot ion depends l a r g e l y o n t h e number of years he has put

i n , i n t k s e r v i c e , This dampens the mora

t h a t peop le w i t h i n n o v a t i v e minds may be fruscracea our; or

S e n i o r i t y

T o t a l .-

le of w o r k e r s so 3 - . . L -JY

job or Setter stil l rema in re la t ive ly u n p r o d u c t i v e -

I n lsed

o n onef s in;irrevenrerle a n a creacrvzcy IS recognlsea ana

rewarded ,

13 . .

t h e p r i v a t e sector (UBA) promotion fs mainly ba

( 32%) .

( 100%)

( 66%)

( 100%)

d 88 '

However, t h i s doer no t i m p l y t h a t s u b j e c t i v e c r i teha >

do no t come i n , i n the promot ion of o f f i c ia l s i n Private \:,,,.

i n t e r p r i s e s , but t h e po inf is t h a t t h e y r e c o g n i z e i n d G i d u a 1

ac hlevement s more.

TABLE X3I: EXTENT TO WHICH EMPLOYEES ARE WILLING TO MAKE . . THEH -

PUBLIC ( NITEL)

P s r c e n t a g e Number Pe m e n t age s.. .-

Yes 43 (86%) 11 ( 22%) '

--- No ( 14%) 39 ( 78%)

T o t a1 50 ( 100%) 52 . ( 100%) I n t h e data i n table 12

-, -r ,,,, I GCw\ a ,

Fror !, f can infer t h a t a g r e a t e r

p e r c e n t a g e vr wvrnerv \OO,O, L ~ B UBA i n d i c a t e d t h e i r w i l l i n g -

ness t o make t h e i r job a l i fe l o n g career, w h i l e a lesser . - number of NITEL employees are w i l l i n g t o make t h a a

l i f e l o n g career, T h i s t h e y a t t r i b u t e d t o low F w ause

they are n o t e x p o s e d to i n - s e r v i c e t r a i n i n g a n d on-cne-job

t r a i n i n g making it i m p o s s i b l e for one to 1 s a

c l e r k for i n s t a n c e , and progress t o t w hJ ,..-- - ,-- - , - ~ n in

the organization without havf ng a university d e g r e e or its

ear job

lay a n d I

I c a n t h e r e f o r e g e n e r a l i z e and i n f e r from t h e d a t a d

i n table 1 2 , t h a t most'employees i n t h e p u b l i c s e c t o y , and

i n t h i s case NITEL are n o t - e x p o s e d . t o in-service or on-the-

job t r a i n i n g t o e n h a n c e t h e i r p r o f i c i e n c y , T h i s c o u l d be

r e s p o n s i b l e f o r the Lat5kadaiai~al a t t i t u c k w i t h which t h e y

p b r f o m t h e i r jobs b e a r i n g i n mind t h a t t h e y w i l l . leave

whenever t h e y f i " d a better altbrnativo.

On the whole, ft c o u l d be s a i d t h a t b o t h t h e p romot ion

s y s t e m and t h e u n w i l l i n g n e s s of employees t o make t h e i r job

a l i fe l o n g career i n NITEL, c o u l d be a contributary faator

fo r the inefficient pe r fo rmance p r e v a l e n t i n the o r g a n i z a t i o n

a n d o t h e r p u b l i c bureaw rachs

CHAPTER SIX

T h i s s t u d y was started with t h e aim of f i n d i n g o u t

factors t h a t affect b u r e a u c r a t i c eff i c i e w y i n p r i v a t e and

p u b l i c o r g a n i z a t i o n s u s i n g UBA Enugu And NITEL Enugu

r e s p e c t i v e l y as c a s e s t u d i e s .

The s t u d y waa prompted by t h e seeming and i m r e a s i n g

i n a b i l i t y of t h e p u b l i c b u r e a u c r a c i e s t o break e v e n le t

a l o n e make prof i t , T h e i r p r i v a t e c o u n t e r p a r t s always seem

t o be more p u r p o s e f u l , more co-ord ina ted and t e n d t o d e l i v e r

t h e goods, Consequen t ly t h e g e n e r a l p u b l i c does not t e n d

t o see t h e p u b l i c o r g a n i z a t i o n s i n good l i g h t and it has

since a c q u i r e d a d e r o g a t i v e stawe; as r e d t a p e , low and

delayed salaries etc, It is per t inen t : t o n o t e here t h a t

NITEL b e i n g a profit-seaking o r g a n i z a t i o n . might not

e x h i b i t t h e f u l l c h a r a c t e r i s t i c s of a t y p i c a l N i g e r i a n

publ ic o r g a n i z a t i o n , However NITEL have n o t performed

v e r y exc p u b l i c b u r e a u c r a c i e s ,

g i v i n g t ion,

From examining the l i t e r a t u r e on t h i s

wc ~r, adhere-

of a c h i n i s t r a t i v e supervision, o r g a n i z a t i o n a L f l e x i b l l i t y

I p r ev ious s t u d i e s

. - ¶ . - * - - E - L 4 # - - #

n a t u r e of i x e n t i v o ? and t h e i r r e l e t $ o n s h l p with productivity

was examingd.

I n f o r m a t i o n o n t h e problem a n d t h e o p i n i o n s of w o r k e r s

f n lib. two o r g a n i z a t i o n s were c o l l e c t e d t h r o u g h q u e s t i o n n a i r e

a imed a t knowing t h e a t t i t u d e of t k workers on t h e r e l e v a n t

v a r i a b l e s . The methodology is f u l l y d i s c u s s e d o n chapter

t h r e e .

I n t h e f irst p l a c e , it was f o u n d t h a t o p e r a t i o n a l

e f f i c i e n c y is re la ted t o t h e s y s t e m of d i v i s i o n of l a b o u r i n

both UBA and NITEL- The h i g h e r t h e d i v i s i o n of l a b o u r , t h e

more e f f i c i e r r c y i n a n o r g a n i z a t i o n . ~ i v i s i o n of l a b o u r . .

leads t o e x p e r t n e s s among s taff e i t h e r d i r e c t l y or by enabl- . . '

i n g t h e o r g a n i z a t i o n h i r e worke r s b a s e d o n their t e c h n i c a l

q u a l i f i c a t i o n a n d t h i s t e n d s t o l e a d t o h i g h e r eff idehcy. , .

, . . D i v i s i o n of l a b o u r w a s f ound t o be p r e v a l e n t i n bpth . ... UBA '.and

NITEL, o n l y t h a t it a i d s i n a t t a i n i n g e f f ici@wy more in UBAI

S e c o n d l y it was f o u n d t h a t o p e r a t i o n a l efficiency, is

r e l a t e d t o r i g i d a d h e r e n c e t o b u r e a u c r a t i c r u l e s . I n s u c h

i n s t a n c e , it was d i s c o v e r e d t h a t the p r i v a t e sector e x h i b i -

ted more a b i l i t y a n d t e n d e r c y t o t e m p e r t h e s e r i g i d r u l e s .

a n d w o r k e r s were o f t e n a l l o w e d t h e u s e of t h e i r i n i t i a t i v e s ,

t i o n of jgb s e c u r i t y of employees . T h i s i m p l i e s t h a t when

employees feel tha t : their jobs are secure they a p p e a r t o be

more m o t i v a t e d t o work a n d t h i s a p p a r e n t l y l e a d s t o

e f f i c i e n c y , It w a s o b s e r v e d f rom t h e r e s p o n d e n t s answers

t h a t more of t h e employees of NITEL feel less s e c u r e t h a n

t h o s e . i n UBA; The i m p l i c a t i o n is r a the r a p p a r e n t .

F o u r t h l y , o p e r a t i o n a l effkiemy w a s a lso s e e n t o be

a f u m t i o n of t h e sys t em o f empldyinenl i n both UBA a n d

NITEL. It was f o u n d o u t t h a t efficiency would be law when

employment i s b a s e d on personal c o n t a c t s r a t h e r t h a n

meritcc racy Re6 p a n d e n t s i n NIPEL indicated that employment

i n t h e i r o r g a n i z a t i o n is most ly based on subjective cr i te r ia

and t h e s e r e s p o n d e n t s r e p o r t e d &chieving low efficiency . . . . .

as a r e s u l t ,

~ i f t h l y it was f o u n d t h a k a m r a t i o n a l efficiency is a - . .

f u r r c t i o n of t h e n a t u r e of s u p e r v i s i o n w o r k e r s are s u b j e c t e d . . . . . .

t o i n b o t h UBA and NITEL. ~ i b e r a l l y s u p e r v i s e d w o r k e r s

have h i g h e r e f f i c i e n c y s h o u l d be e x p e c t e d among w o r k e r s

s u b j e c t e d t o strict s u p n r i s i o n t h a n among t h o s e under

libel f e r e n c e is q u i t e r e m a r k a b l e

i n UI mer showed more s i g n s of

1 i b r - 1 kl-mi =inn 4-h-n C h a 1 -4-C-r

1 e f P i c i e m y

b o t h UBA and

o n n e l t o

' v a r r a u ~ e ~ u r r u ~ L ~ u n a r r l W U ~ K V O I U m e e wnployees who are n o t

e a s e d of t i % h t work s h e d u l e achieve lesser eff kiency t h a n

t h o s e who a r e g i v e n s u c h help. T h e r e f o r e h i g h e r e f f i c i e l l e y

s h o u l d be a n t i c i p a t e d among employees who are eased of

i n c r e a s e d work volume t h a n among t h o s e who are not: r e l i e v e d -

T a b l e 9 i n C h a p t e r f i v e showed t h a t t h e staff & UBA

e x h i b i t t h i s t e n d e n c y more t h a n t h o s e i n NITEL.

Lastly, o p e r a t i a m ) e f f i c i i e W y bt3 a f u n d t i o n af the

n a t u r e of i n c e n t i v e system that is found i n UBA a n d NITEL

a n d t ha t employees consider economic and s o d o - p s ~ h o l o g i c a l

i n c e n t i v e as very important 1f1 motivating them t o work

e f f i c i eW3.y . Therefore, higher efficiency s h o u l d be

.- a n t i c i p a t e d among w o r k e r s who are e e o u r a g e d t h r o u g h b o t h

t h e economic and s o c i o - p y s c h o l o g i c a l i m e n t i v e s ( f o u n d t o

be more prevalent i n UBA than NITEL) than among those

induced t h r o u g h t h e n e g a t i v e i n c e n t i v e .

E f f o r t s w i l l be made next t o advocate for methods w h i c h

w i l l e n a b l e b o t h pub1 ic and private organizations attain

greater ef f ic ie r rcy .

)asis of the reseemh findings, k

!commend certain policies t o UBA

9-A nmmkl l r k r ~ r ~ , a u - n 4 , --.r

0 n tb k herefore, it

is wise to re and NITEL and

other pr ivate ,.,, )/VYIIL UUs=mC4jLChlLca yzaieral.

A t y p e of division of labour which s h o u l d be g r e a t l y

emphas i zed to f a e i ' l i t a t e productive processes. T h i s w i l l

l e a d t o e x q r t n e s s among s t a f f , and t h e o r g a n i z a t i o n s would

e n s u r e t h a t e a c h s taff does h i s / h e r job when due, To t h i s

effect, s u p e r v i s o r s , s h o u l d be a p p o i n t e d t o o v e r s e e d i f f e r e n t

s t a g e s of p r o d u c t i o n , If t h i s is p u r s u e d a s a p o l i c y , it

i s l i k e l y t o lead to a b e t t e r c o - o r d i n a t i o n a l o n g produc-

t i v e l i n e s ,

A p o l i c y wh ich would e n s u r e t h a t the j o b s e c u r i t y of

employees are relatively permanent , his S h o u l d corns i n

f om of s t e a d i e r sa lar ies , p e n s i o n s , g r a t d t i e s a n d less

a r b i t r a r y dismissalso T h e s e would ease t h e minds of t h e

employees a n d w i l l t e n d t o make them c o n c e n t r a t e more on

t h e i r jobs and i s l i k e l y t o lessen t h e i r s e a r ~ h f o r

a1 t e r n a t i v e j obs ,

A p o l i c y which Wuld ensure t h a t emp loyees s h o u l d

have a r e l a t i v e l y f r e e r r e a l m i n d e c i s i o n t a k i n g $.n t h e

absewe of s u p e r i o r s , T h l s c o u l d be a c h i v e d b y a s p e c i f i e d

r u l e of delegated a u t h o r i t y , were s u p e r i o r s s h o u l d leave

some decisions i n t h e hands of t h e i r s u b o r d i n a t e s , T h i s

wou ld ensure a faster rate of execution of official. dutjles.

T h e r e are a l r e a d y , p o l i c i e s i n both p r i v a t e a n d public

o r g a n i z a t i o n s which s t i p u l a t e t h a t t h e employment p a t t e r n

s h w l d be b a s e d o n t h e t e c h n i c a l knowledge and q u a l i f ica-

t i a n of p r s o n n e l p However, t h i s h a s n o t been overwfielm-

m i n g l y o b t k n a b l e considering that sane employments i n both

p r i v a t e and p u b l i c o r g a n i z a t i o n s are s t i l l n o t b a s e d o n

q u a l i f i c a t i o n crf-t ? r i a . T h e r e f o r e , t h e r e s h o u l d be a k i n d d

of m e n t a l cducat ' .on f o r t h e e r cp loye r s , a t y p e of conscien-

t i z a t i o n , ko makc. them aware of t h e i m p l i c a t i o n s of

employing less q u a l i f i e d p e r s o n n e l , I n a d d i t i o n , there

s h o u l d be a body xnai; o v e r s e e s t h e employment system,

r a t h e r t h a n makinq it t h e r e s p o n s i b i l i t y of one man.

A i=yw of a t h i n i s t r a t i v e sapernision which i n v o l v e s

min imal c o n t r o l , ilnpravcd human re1 a t i o n s be tween t h e

b o s s e s a n d t h e s u b L > r d i n a t e s as w e l l a s e f f e c t i v e communi-

c a t i o n c h a n n e l , wh ich would e n a b l e t h e b o s s e s know t h e

f e e l i n g s of t h e i r s u b o r d i n a t e s , should be f n c r e a s i n g l y

e m p h a s i s e d b e c a u s e it - l e a d s t o h i g h e r perfonance among .r

workers .

~ l s o a p o l i c y of work f l e x i b i l i t y c a n n e l p promote

s o u n d p e r f o r n a m e among w o r k e r s , t h a t is t h e v a r i o u s

d e p a r t m e n t s and o p e r a t i o n a l u n i t s c a n f r e q u e n t l y demons-

t r a t e t h e a d m i n i s t r a t i v e a b i l i t y t o r e a d j u s t .pe?rsonnel ,

work a s s i g m e n t s i n - t h e e v e n t of t e m p o r a r y changes f n work

v a l u . w i t h o u t major s t r u c t u r a l s h i f t s , T o a c h i e v e t h i s ,

e m p h a s i s s h o u l d b e place.! on d i v e r s i f y i n g employees ' s k i l l s

b y encoura4$-ng them t o l e a r n j o b - r e l a t e d t a s k s , Such

v a r i e d job e x p e r i e n c e s c o u l d be a c h i v e d t h r o u g h the e n l a r g e -

ment of work roleso I n t h i s r e s p e c t , s e m i n a r s , in service

a n d o n - t h e - j ~ s t r a i n i n g s s h o u l d b=! employed,

F u r t h e r m o r e , an i n t e g r a t i v e i n c e n t i v e which

stresses economtc a n d socio-psychological iwentives

c o n c u r r e n t l y can be h e l p f u l , Such an i n t e g r a t i o n c o u l d

be a c h i e v e d b y a f o r m a l p o l i c y t h a t w i l l a lways p r o v i d e

f o r more pay , b o n u s e s , f r i n g e bemfits, p romot ions ,

o f f ic ia l commendat ions and p a r t i c i p a t o r y d e c i s i o n making

t h a t a f f e c t ; w o r k e r s e v e n a t t h e lower ranks . his c a n

be so c o n s i d e r i n g t h e t i g h t economic s i t u a t i o n of t h e

c o u n t r y , When b c n u s e s are h a r d t o come by , w o r k e r s

wou ld have h i g h morale i f t h e y a r e made p a r t of t h e

d e c i s i o n making p r o c e s s ,

Bosses or s u p e r v i s o r s i n a l l t h e i r d e a l i n g s w i t h

s u b o r d i n a t e s c o u l d a d o p t p r a i s e s , encouragemen t , respect

a n d r e c o g n i t i o n t o motivate the worke r s . Moreover , cord1 a1

and f r i e n d l y a t t i t u d e s among worke r s i n a n o f f f c e o r

depa r tmen t s h o u l d be encouraged , I t is o n l y such a n

imentive s y s t e m t h a t w i l l be c a p a b l e of taking care of

t h e diverse n a t u r e of human motives t o a s i g n i f k a n t LCv - - ,*., 7 L:- / t; ' ; . ,- - . , . . < e x t e n t . M o t i v z k h n or' employees through threats of . ... . , .- ,

, ' . . - . d i s c i p l i n a r y a c t i o n s , criticism, demot ions , lay-Offs . . , . . .. .

. _. --

only breads e y e - s e r v i c e and s u p e r f i c i a l c o m m i t m e n t and

should be disc6urage.d i n a n y work envimrmenk,

Moreover, management c a n e n s u r e that the varlws

of r e s u l t ) ta t h e i r s t a f f a f t e r c o m p l e t i o n of work. T h a t

i s , worke r s s h o u l d be made t o know t h e i r s u c c e s s e s o r

f a i l u r e s i n a particular t a s k , a n d b e n e f i t s s h o u l d be

t i e d t o per formance . Promot ion o r i n c r e a s e i n s a l a r y a s

a n r eward f o r hardwork w h i c h i s t i e d t o p r o d u c t i v i t y L y o u l d

i n d u c e a s e n s e of e q u i t y i n t h e worke r s a n d would m o t i v a t e

them to better e f f i c i e n c y ,

STUQY LIMITATIONS:

One s e r i o u s l i m i t a t i o n t o t h i s s t u d y is t h a t r e s u l t i n g

f rcd s u r v e y r e s e a r c h methods i n general. T h a t is , b e c a u s e

t h i s s t u d y is non-exps r imen ta l , w e relied p r i m a r i l y o n

what th r e s p o n d e n t s s a i d as o u r d a t a s o u r r e . s his on

d o u b t raises t h e q u e s t i o n of t h e d e g r e e of ob jec t iv i ty .. .

of t h e s e r e s p o n s e s . .. t :.

T h e r e is t h e l i m i t a t i o n e m a n a t i n g from t h e fear by

some employees i n both organf z a t i o n s , who t h o u g h t t h a t

t h e i r responses would be used t o v i c t i m i z e them. This

p e r h a p s f u r t h e r affected t h e objectivity of t h e i r responses.

T h e r e is t h e l i m i t a t i o n s t h a t r e s u l t s from t h e scow

of t h e sku* itself. This is because nf t h e vnrv l i m i t e d

t o c h o o s e

s u r e ,

T h e r e is a lso t h e l i m i t a t i o n t h a t r e s u l t s from the d

f a c t t h a t NITEL c o u l d n o t be s a i d t o be t y p i c a l of t h e

N i g e r i a n p u b l i c b u r e a u c r a c y s u c h as t h e c i v i l service',

c o n s e q u e n t l y g e n e r a l i z a t i o n s f rom t h i s r e s e a r c h , would

raise some q u e s t i o n s ,

SUGGESTIONS FOR FURTHER STUDIES :

Since t h i s s t u d y . is based on t h e o p i n i o n of w o r k e r s

i n UBA a n d NITEL, it w i l l be. i n t e r e s t i n g if other s t u d i e s

c o u l d be made b a s e d on .t.he a c t u a l o b s e m a t i o n by t h e

r e s e a r c h e r o n t h e i m p l e m e n t a t i o n of t h e v a r i a b l e s t h a t

were examine d,

~ l s o , t h i s study w a s based on o n l y s e c t i o n , o f , t h e .

j u n i o r . s t a f f of b o t h UBA and NITEL, t h e m f o r e a s t u d y of

t h e s e n i o r staff cadre o r the e n t i r e staff l e v e l s of t h e

o r g a n i z a t i o n could be c o n d u c t e d w i t h t h e o b j e c t i v e of

e x p l o r i n g t h e d e t e r m i n a t i v e v a r i a b l e s t h a t inf luefke the

d e g r e e of t h e i r efficient work pe r fo rmance , and how f ~tr

t h e y are similar t o what has been found on the j u n i o r staff4

A l s o the macy v a r i a b l e s t h a t c a n affect e f f i c i e n c y i n

a b u r e a u c r a t i c ' o r g a n i z a t i o n such as o r g a n i z a t i o n a l seswmes,

f l o w of i n f o r m a t i o n in an O r g a n i z a k i o n , union a c t i v i t i e s

kt=,, c o u l d be u s e f u l l y s t u d i e d t o see how fare they add

t o t h e p r o d u c t i v e eff i c i e ~ y of work organf z e t i o n s ,

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T a y l o r , F e w , , ( 1911) T b princ ip le of ~ c i e n t i f i c , , M a n a s e m e n t , New York, H a r p e r a n d B r o t h e r s ,

v a l e n t i n e , Re, ( 1966) Performance Obleckives for Manaqers , New York, American Management A S S O C ~ ~ ~ ~ O ~ .

Weber, Max, 11964) The Theory of Social and Economic O m a n i z a t i o n , New York F r e e P r e s s .

ARTICLES AND UNPUBLXSHED MATERIALS

~ g b i o f o , E, , ( 1974) Motivation of Workers: of t h e Shell-BP. company i n Submitted' t o t h e Department: of Sociology and Anth ropo logy , U n i v e r s i t y of N i g e r i a , Nsukka.

E t z i o n i , ~ m i t a i , ( 1965) '?Dual Leadersh ip i n Complex Organiza t ions tv American S o c i o l o ~ i c a l Review, v o l e 30, No, 5,, Cctober, pp- ,691 - 692,

Nnoli , 0, , ( 1983) Introduct ion t o P o l i t i c $ , unpublf shed Hardout. . . .

Okeghialam, A.S., ( 1979) Incentive and Motivat ion of workers: A case Study of Leventis+Moters ( Nig) Ltd* Aba. Unpublished BoSce Thes i s , Department of ~ o c i o l o g ~ and Anthropology Un ive r s i t y of Niger ia , Nsukka.

Osuala, EL,, ( 1981) "Analysis of Management by Ob.$ective wi th p a r t i c u l a r reference , t o . P r i v a t e and Publ ic Establ ishments I n Niger ia tv , Publ ic Service Management Journal Vol, I , No. 1, 'Jan/June, pp. 39 - 44. . . ..

worthy, J o , (1,9501 "oraaniaationa'l s t r u c t u r e ' a n d - - ' ~ m p l o y e e ~ a ; a l , ~merkan S o c i o l o q i c a l Re,view, Apr i l , pp- 169 - 179,

Sub-Department of P u b l i c A d m i n i s t r a t i o n and L & a l GoverRment U n i v e r s i t y of N i g e r i a Nsukka.

T h i s r e s e a r c h i s b e i n g o r g a n i s e d a s an academic work i n the Sub-Department of of P u b l i c A d m i n i s t r a t i o n and Loca l Government, U n i v e r s i t y of N i g e r i a , Nsukka, The i n f o r m a t i o n you g i v e w i l l b e t r e a t e d i n u tmos t s e c r e c y . Please do no t w r i t e y o u r name,

Ugwu ~ a p h a e l Urokoo

INTRODUCTION:

P l e a s e Mark ( 5/ ) i n t h e box c o r r e s p o n d i n g w i t h correct answer of your d h o i c e ,

-- P e r s o n a l Data:

1) Sex: ( a ) Male 1 7 , (b) Female /7

( c ) 31-40 years JI/, ( d l 41-50 y e a r s I-/,

( e 51-60 y e a r s /-I, ( f 6 1 a n d a b o f e 1-1

( c ) Divorced 1 7 , ( d ) s e p a r a t e d / - 7

( e ) widowed 7 4 ) P r 2 s e n t h i g h e s t e d u c a t i o n a l q u a l i f i c a t i o n :

( a) Pr imary ( ~ l e m e n t a r y o r standard) S i x f-/ L I I W

(b) Secondary Schoo l ~ert5.f icate ( WASC t ~ ~ E ,HSC etc) / l

( c ) Trade School c e r t i f i c a t e /---j

(dl , RSA Cert i f i ca te Sta te I LJ, 11 /1, 111

+ (f) U n i v e r s i t y Degree [-[

I n w h i c h depar , tment are you? . o o o o o . o ~ ~ o ~ ~ o ~ o ~ o - o . ~

what t y p e o f work a r e you do ing? - - ( a ) C l e r i c a l work ,/, ( b ) S e c r e t a r i a l Work / / - ( c ) T e c h n i c a l work /, ( d ) S u p e r v i s o r y - /-/ How l o n g have you worked i n t h i s o r g a n i z a t i o n . a . o . o o o , .

wh ich s a l a r y s c a l e do you b e l o n g t o ? - ( a) Grade l e v e l 0 1 - 03 L/, (b) Grade l e v e l 04-05 -- - ( ,c) Grade l e v e l 0 6 4 7 L/, ( d l GLo 07' and above / /

Are you t i e d t o a specific j o b i n t h e o f f i c e ?

I f y e s , how d o you ' t h i n k the e x e c u t i o n of you r ' du ty h e l p s

o t h e r s perform t h e i r s ?

( a ) Helps them v e r y w e l l

(b) H e l p s them s l i g h t l y L-7 ( c ) Does n o t h e l p t h e m a t a l l 1-1 I n carrying out your routine a s s i g n m e n t , how o f t e n d o you take decisions you feel are f o r t h e i n t e r e s t of the organ lza t . . ion on your own without c o n s u l t i n g y o u r S u p e r i o r ?

( a ) Always L 7 , (b) O f t e n 1 7 ,

Do you think tha t t h e r e are better ways t o improve efficiemy i n t k o r g a n i z a t i o n s t h a n t h e l a i d dow methods?

Mow e f s e c t i v e c o u l d you s a y you r o r g a n i z a t i o n has been i n a ch i ev ing i t s s e t down g o a l s and o b j e c t i v e s ? - ( a ) V e r y e f f e c t i v e / / ( ( b ) ~ f f e c t i v e - (c) S l i g h t l y e f f e c t i v e /Ip, ( d ) Not e f f e c t i - v e r 7 -.

I n a s i t u a t i o n w h e r e workers a r c e i t h e r re t rer rched o r s acked a r b i t r a r i l y , how would it a f f e c t your a t k i t u d u t o work?

It w i l l make m e work

I w i 1 1 bee ome

n e g l i g e n t of my work /'17 -- ( c ) I w i l l s t a r t look ing f o r o t h e r job a l t e r n a t i v e s / 7

It w i l l not a f f e c t my a t t i t u d e t o work

T h e more s e c u r e d I feel i n my job, t h e h a r d e r I work

( a ) S t r o n g l y a g r e e j7, ( b ) S t r o n g l y d i s a g r e e /1 - ( c ) Modera te ly ag r ee /-//, ( d ) ~ n d i f f c r e n t /7 What i s you r op in ion about t h e employment system i n you r organf z a t i o n a

( a ) It i s based s o l e l y on your q u a l i f i c a t i o n s 1-1

( b ) It i s based on o n e ' s connec t i ons /-/ - (c) P a r t l y (a) and p a r t l y ( b ) /

If someone less q u a l i f i e d t h a n you i s employed and placod on a g rade above you, appa ren t l y because he i s f avou red by h i g h e r o f f i c i a l s , how would i t a f f e c t your i n p u t -

( c ) Very n e g a t i v e l y 1 7 , (el I n d i f f e r e n t 1-1 ( d ) Negat ive ly

~ r o m o k i o n exercises i n my o f f i c e i s based mos t ly on

Do yod i n t e n d t o make a l i f e l o n g c a r e e r o u t t?f y o u r p r e s e n t job.

I f No, what a r e y o u r rc:?ason(s). I f more t h a n one r e a s o n i n d i c a t e i n order of i m p o r t a n c e by mark ing 1, 2 , 3, etc.

( a ) Low pay 117, ( b ) No o p p o r t u n i t y f o r career

s e r v i c e s i n my o r g a n i z a t i o n c/, ( c ) I d o n t t

l i k e t h e job - //, ( d) A l l of t h e above /T Under which of t h e f o l l o w i n g do you t h i n k you c a n perf om y o u r work we1 l?

( a ) Working u n d e r a f r i e n d l y and u n d e r s t a n d i n g boss /lq --.*-A

( b ) Under a strick boss who enforces d i s c i p l i n e a l w a y s u

( c ) Under a t o l e r a n t s u p e r v i s o r who a l l o w s you s c o p e

i n d o i n g y o u r work 1-1 ( d) Under a n u n f r i e n d l y s u p e r v i s o r who c h e c k s you -

c l o s e l y / - ( e ) A n y o f the above 1 /

How does y o u r boss react t o m i s t a k e s when d o i n g y o u r work?

(a) I n t o l e r a n t /-/, ( b ) A g g r e s s i v e / , ( c ) T o l e r a n t , ( d l C o n s i d e r a t e

What is your view of the supervi~or i n y o u r office or depa r tmen t?

{a) L i b e r a l and kind )-I ($1 A strict: d i s c i p l i n a r i a n [7

Generous and u n d e r s t a n i n g

24) H a s ~ J E n a t u r e of s u p e r v i s i o n f n your office m o t i v a t e d you t o be w i l l i n g t o make sacrifice i n t h e i n t e r e s t of y o u r job?

25) G e n e r a l l y , how s u c c e s s f u l have you b e e n in a t t a i n i n g y o u r work t a r g e t as a r e s u l t of t h e r e l a t i o n s h i p be tween you and y o u r immedia te boss?

( a) Very s r r c a s s f u l /--A ( b ) J u s t s u c c e s s f u l 17 (c) Not S U C C ~ S S ~ U ~ a t all D, ( d) I don1 t know r/

2 6 ) Does you work offer you the opportunity t o l e a r n o t h e r task t h a t a r e related t o it t h a t m i g h t h e l p you fit into a new Job w i t h i n t h e o r g a n i z a t i o n ?

2 7 ) DOc?s your boss or head of depa r tmen t b r i n g i n somebody t o h e l p you when t h e r e i s a n i n c r e a s e i n the amount of work you have t o do?

28) If y e s , how o f t e n does he d e m o n s t r a t e t h i s a b i l i t y ? ,

(a) A l m o s t f r e q u e n t l y /--jS, ( b ) Most of t h e t i m e r/ ( c ) Scarce ly ~7, ( d) R a r e l y /-/

29) If N o , how d o e s f a i l u r e t o b r i n g i n h e l p a f f e c t y o u r work performance?

( a ) I perform h i g h e r t h a n the e x p e c t e d t a r g e t jl/

(b) P e r f o m j u s t t h a t t a r g e t [-/

( c ) Perform less t h a n t h e e x p e c t a d t a r g e t 1-1 ( d ) I d o n f t know /-I

30) What i s lare t h e most i m p o r t a n t r e a s o n ( s) why you d e c i d e d t o t a k e u p appo in tmen t w i t h the o r g a n i e a t l t o n l I f m a r e d t h a n one m a s o n i n d i c a t e i n o r d e r of i m p o r t a n c e b y mark ing 1, 2, 3, eke.

( a) S a l a r y s t r u c t u r e of t h e o r g a n i z a t i o n /7 ( b ) A t t r a c t i v e n e s s of the p h y s i c a l s t r u c t u r e 6_7 ( c ) p r e s t i g e a t t a c h e d t o the career ( d ) Working c o n d i t i o n s and b e n e f i t s I-/ (e ) Only job a v a i l a b l e t o me /-I

31) s o m e t h i n g makes m e work ha rd i n my office, c a n y m name i t?

( a ) Promise of more pay, p romot ion a n d advancement

o p p o r t u n i t i e s - [-1 (b) F r i e n d l y a n d u n d e r s t a n d i n g a t t i t u d e of my

s u p e r v i s o r [-1 (c) Hope of recommendation t o attend a higher

c o u r s e /-I ( d ) T h r e a t of disciplinary a c t i o n , fear sf demot ion

or e x p u l s i o n )-/

32. What i m p o r t a m e do you a t t a c h t o the following In

I o r d e r t o pe r fo rm y o u r t a s k well ( r a t e i n order of i m p o r t a n c e 1 2, 3, etc)

( a) Fear of d i s c i p l i n a r action, c r i k i ~ i s m s , demot ion , 1 ay-off / ?

(b) Mare pay, bonuses, promot ion and advamemen t o p p o r t u n i t i e s 1 /

1 (c) F r i e n d l i n e s s , recognit ion and 'respect by y o u r

I s u p e r v i s o r 1 1 33) How h a s the f neentlve sys t em i n y o u r office m o t i v a t e d

you t o work? (a) Very p o s i t i v e l y /1, ( b ) P o s i t i v e l y /-/ (CI N e g a t i v e l y /IJ, V ~ I Y negatively /7 (e) I n d i f f e r e n t /r

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