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CHAPTER ONE
INTRODUCTION
1.1 Background Information
Labour management practice in contemporary
organizations in Nigeria my often lead to conclusion that
workers and employers are resecting the fact that both
are in partnership whose cooperation can bring about
increase in productivity. On the other hand, there still
remain the facts that both are in partnership whose effort
are needed for increase in productivity, better wages and
good standard of living as well as industrial peace in the
country. At its information, an organization labour
management practice may be characterized by suspicious
and skepticism. It may appear that organization
(employers) is out to victimized labour (employees) or vice
versa.
The view is strengthened when some consider the union
belief that employers with its enormous power and
wealth are constantly seeking to suppress employees.
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Employers on the other hand believe that the union is
poking its nose into its business, thus practice between
the parties resembled those between cat and mouse. In
this research work, we shall review the nature of
organization labour management practice in Pabod
Breweries. Before proceeding into this research work, we
shall attempt to define labour and management. So many
people have many definitions of labour management
practice, what they think it should be.Chima Onuha
(2001: p.25) defined labour as the effective and efficient
utilization of human and non-human resources to
achieve organizational goals hence producing goods and
services desired by customers.
Herald Knotz and Heing Weifiriah (2000:p.18) also
defined management as the process of designing and
maintaining an environment which individuals
accomplish efficient stated aims. Personal managers
cannot perform their functions very well unless they have
an understanding of one another and are responsive to
the factors that affect their areas of operation. However,
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the acceptance of common law principles upon which
organization labour management practice in Nigeria
based and capable of guiding practice between employers
and their workers has a major problem and putting it in
practice, it cannot be easily taken by employers. One of
the greatest problems is erroneous assumption of equal
right under the common law which simply ignores the
institutional and environment conditions in Nigeria
labour market.
Historical Background Pabod Breweries
Pabod breweries limited engage in the manufacturing,
distribution and sale of beer. The company was
incorporated in 1978 and is based in Port Harcourt in
Nigeria.
Pabod breweries port Harcourt/Nigeria 1982 opened and
closed in late 90s, 2007 reopening capacity 2500,000 HL
was built by Jobst Merier ZuBiesens Team with a
capacity of 250,000 HL in the early 80s.
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Sales commenced in 1983 with grand layer beer (BSLB, a
special beer with Nigeria raw materials) were added.
Production partly stopped in 1994 and completely
terminated in 1996. In 2007, Brewtech GMBH was
awarded with the contract for the complete overhaul and
recantation which was successfully commissioned in
December 2007. The brewery was meanwhile taken over
by SAB Miller.
Brewtech GMBH is still providing its services for
engineering and supply of equipment and operating
material. In 2007, Brewtech provided engineering and
installation services for the implementation of a canning
line, and various equipment according to SAB Miller
standard.
The overhauling helped to keep the company alongside
with the developing nature of our country (Nigeria) which
is a sort of satisfying labour management practices.
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Organizational Structure
The organizational structure of Pabod breweries company
is like that of any other formal organization exhibiting
mark Webber bureaucratic feature of hierarchy in terms
of position and clear out authority patterns of
communication in council flow vertically executive
chairman is the main source of authority, which gives
instruction down the line to the lower worker.
Personnel management professional and technical expert
are the council major assets and the organization skill
invest in developing such skills among its employees.
Incentives scheme designed to meet the circumstance
whenever appropriate, and some of these schemes
include salary, bonus, promotion and wages.
1.2 Statement of Problem
In essence, the employers of labour have failed to pay
very serious attention to the due and cry of their
employees and their various needs so as to be able to
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1.4 Research Questions
1. To what extent does trade unionism affect
employees performance in Pabodbreweries?
2. To what extent does leadership style affect
productivity of workers in Pabod breweries?
3.
To what extent does performance appraisal affect
employees performance in Pabodbreweries?
1.5 Research Hypotheses
Ho1: There is no significant relationship between
trade unionism and employee performance in
Pabod breweries.
Ho2: There is no significant relationship between
leadership style and productivity of workers in
Pabodbreweries.
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1.6 Scope of Study
The study covered labour management in Pabod
Breweries Plc., as a manufacturing Company.
The modern work place like the world at large continues
to feel the impact of many changes and challenges.
Labour management is increasingly being asked to
deliver quality product and services in abundance and at
reasonable cost. Amidst it all, labour management is
increasingly being recognized as the basic building blocks
of organizational performance (Chandrasekar, 2011).
In every organizational setup, therefore whether
economic, social, cultural or otherwise, two indispensable
groups are easily discernible these group labour
management constitute the pivot upon which the
activities of one existing organization revolves (Tangen
2005).
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1.7 Significance of the Study
The study is considered relevant to Pabod Breweries Plc,
since the effect of conflict can hinder the performance of
the Organization. It will also help in creating a cordial
relationship, which is necessary for a conducive
environment.
The knowledge gained will also be vital the government in
making the right policies that will positively affect the
industries; it is also relevant to business students in
furthering their studies.
The owners of industries will also benefit in this study,
which will provide a model for an effective means of
managing labour.
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1.8 Operational Definition of Terms
Labour: It simply means both senior and intermediate
staff used for production process in an organization.
Management:This refers to the employers of labour or
the owners of the organization (shareholders).
Union: It is an organization created by workers to secure
themselves at work to better their working condition by
way of collective bargaining to pursue enabling
environment.
Management practice: It has to do with the type of
leadership that is applied in an organization.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
The literature review is collected mainly from secondary
data in form of journals and text which concentrate
mainly on labour management and organizational
performance. This was done in other to enable the
researcher understand clearly and have a broader
perspective of the topic for this submission.
The major headings under which the review was made
are as follows:
Labour
Trade Unionism
Trade union functions and activities
Cost of management
The causes of labour management
Factors affecting labour management
Strategies for reducing employee management
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Why organization should be concerned with labour
management
Employee management problem faced by breweries
in Nigeria
Organizational performance
Useful leadership style framework
Types of management leadership
Performance appraisal
Evaluation and recognition of performance.
2.2 LABOUR
Labour in most cases is often looked at as the most
effective of all factors employed for the establishment of
wealth and the potential to build up and assist as a force
to all other resources (Yesufu 2000).
The concise Oxford Dictionary defines labour as bodily
and mental toil tending to the supply of wants of its
commodity. Labour has the same meaning with worker,
which means any employee who enters into a contract for
mutual work, clerical work or professional work.
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According to the Encyclopedia Britannica, labour also
could be likened to several human processes and
activities. The word in most sense is related to
employment, unemployment, work, trade unionism and
organizational relations.
In both public and private organizations, a lot of
emphasis has been put on labourproductivity. One
reason for this emphasis on labour productivity is
possibly because labouris a key resource which is
universal (Oyeranti, 2003). Some others reasons to justify
the use of labour for the purpose of productivity are:
Labour is the only means of production that has
known control over its inputs tooutput.
Labour is thought to be the most substantial factor
of production
Abour is the most measured factor of production
(Ayani and Awe, 2101).
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2.3 TRADE UNIONISM
Trade union generally originated from efforts of workers
to pursue growth in existing working conditions through
combined efforts. It is of the belief of workers that they
can benefit more through membership of a union rather
than doing it alone (Ademiluyi and Imhonopi, 2010).
Most commonly, trade unions are established to preserve
the aim of workers. Being one of the significant partners
in Industrial relations system, Labour unions have
helped to protectthe views of workers in order to improve
their terms and conditions of employment within the
industrial relations system (Fashoyin, 1980).
In Nigeria, trades union has advanced into a strong,
creative, and dynamic national liberator movement in the
country (Iyayi, 2008). As noted by Iyayi (2008) that trade
union in Nigeria has gone beyond their usual role of
championing the cause of workers to exercise much
governmental and public authority and acting as
cautious caretakers of the people. Despite the fact that
this brought trade unions and their leaders into bad
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looking conflicts with the political classes, they have still
been able to achieve a lot of victories during the process
of their struggles for a better living for workers.
2.3.1 Trade Union Functions and Activities
Despite sustained hostility from some employers and
occasional state repression coupled with
membership passiveness and indifference of the public,
trade unions remain an enduring institution in the
employment relations. This much is admitted by Mulvey
(1978) that in most of the industrial countries the most
pervasive institution is the trade union movement. Trade
unions developed in response to challenges thrown up by
the new organization of work and production built
around the factory system that emerged as the new
centre of economic activities after the industrial
revolution in the 17th and early 18th centuries. They
emerged without the prompting of governments and
employers and also as independent organizations of
workers without any legal backing. They first emerged in
England and it was not until 1824 that the legal
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encumbrance was removed. According to Otobo (1996),
unions carry on many different activities. Most visible to
the average member are those which produce direct
benefit-negotiations, grievance handling, community
service, and uncertain trades, job search or referral.
Another type of activity arises from the internal politics of
the union. It consists of elections, meetings, conventions
and similar forums in which members participate in
governing the union. But to be effective a union must
build and maintain itself as on organization. This entails
bringing in members through organizing and keeping the
union running smoothly through union administration
and effective internal communications. Otobo (1996)
further states that trade unions occupy a special position
because they are organizations of wage earners, workers,
and quite often they are about the only other group in
society that has as its main duty or responsibility to react
to the industrial and socio-economic policies of
government and of private employers and try to protect
the interest of members within individual enterprises.
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The industrial trade unions are by their nature and
structure basically democratic institutions whatever their
other failures. And within and outside of their executives
and central working committees, state or zonal branches,
members can always propose and oppose any line of
action. From the foregoing, union leaders cannot be seen
or taken as dictators that can impose an unpopular
position or stance on members. Members would either
throw them out, or when not possible because of union
constitutional provisions can bypass such leaders.
Okogwu (1996) also agrees with Otobo when he asserts
that in addition to increasing wages and improving
conditions of employment, trade unions provide workers
both with protection against arbitrary management
decisions and with a voice at the place of work and in the
political arena. Like its counterparts in different parts of
the world, the Nigerian trade union movement has a
glorious past, a past characterized by robust struggles
and principled opposition to state policies that are
inimical to the interests of the working people. It is also a
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past that was characterized by conscious efforts at
mobilizing the rank-and-file members as a bulwark
against state repression. The past equally witnessed the
building of alliances between the trade union movement
and various elements and organizations within the larger
labour movement. All these constituted the pillars of
strength of the trade union movement (Adewumi, 1997).
Nigerian Trade Union movement comprises a variety of
unions that represent the specific interest of workers.
They engage in struggling for the rights and welfare of
workers, specifically, for decent wages and improved
conditions of service, where negotiations fail to achieve
the desired result, trade unions are noted for resorting to
radical actions - such as stay at home, work to rule,
demonstrations and street protests - which are capable of
not only grounding the particular production process but
sometimes and more crucially, the economy (Tai, 2009).
They have become the voice of the voiceless, platform for
the unheard and downtrodden, and the hope of the
masses (Imhonopi and Urim, 2011). Thus, there is no
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doubt that trade unions in Nigeria have come a long way
in enhancing the economic well-being of its members. It
has even passed through the burning and fiery flame
doing so (Ademiluyi and Imhonopi, 2010). Labour unions
have played a positive and huge role in the time past
even before Nigeria got independence and during the
Military rule. Mesfin (1986) posits that despite all the
restrictions and controls, African trade unions played
leading roles in the struggle for independence. Many
national trade union movements and their leaders defied
the bans on political activities and joined and in many
instances, assumed leadership positions in nationalist
organizations.
According to Adewumi (2009), who claimed - like its
counterparts in different parts of the World, the Nigerian
trade union movement has a glorious past, a past
characterized by robust struggles and principled
opposition to state policies that are inimical to the
interests of the working people. It is also a past that was
characterized by conscious efforts at mobilizing the rank-
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and-file members as a bulwark against state repression,
which also witnessed the building of alliances between
the trade union movement and various elements and
organizations within the larger labour movement. This
role can be seen clearly and appreciated by most
Nigerians through their selfless services to the Nigeria
society as a whole. But it is unfortunate just as Mesfin
(1986) emphasized that after independence, the close ties
between trade unions and the newly-formed African
governments were often short-lived. In the same way,
since the transition to democracy in Nigeria in 1999, the
emerging union leaders went to sleep and decided to
align themselves with the corrupt ruling elites by playing
games on the intelligence of most Nigeria working class
through their - maradonic ways of deceiving their rank
and file membership. They thus fight for their pockets
and shares of the national cakes. No wonder Deery and
Walsh (1999) state that employees who are subject to
policies of direct communication, individual appraisals
and performance-related pay may become more
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organizationally committed and less likely to see their
interests as being advanced through collective or group
efforts. The divergent and gap in interest between the
trade unions and the workers which they claimed to
represent is becoming widening and noticeable in the
sense that the trust and of confidence which used to
exist in the past between the lead and the led coupled
with union solidarity is gradually fading away.
2.4 Costs of Management
Analyses of the costs associated with management yield
surprisingly high estimates. The high cost of losing key
employees has long been recognized. However, it is
important for organizations to understand that general
management practice in the workforce can also have a
serious impact on an organizations profitability, and
even survival. There are a number of costs incurred as a
result of employee management. These costs are derived
from a number of different sources, a few of which are
listed below.
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Recruitment of replacement, including administrative
expenses, advertising, screening and interviewing, and
services associated with selection, such as security
checks, processing of references and possibly,
psychological testing Administrative hiring costs.
Lost productivity associated with the interim period
before a replacement can be placed on the job.
Lost productivity due to the time required for a new
worker to get up to speed on the job.
Lost productivity associated with the time that co-
workers must spend away from their work to help a new
worker.
Costs of training, including supervisory and co0worker
time spent in formal training as well as the time that the
worker in training must spend off the job.
Costs associated with the period prior to voluntary
termination when workers tend to be less productive. In
some cases costs associated with the communication of
proprietary trade secrets, procedures and skills to
competitive organizations.
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Public relations cost associated with having a large
number of voluntary or involuntary terminations in the
community spreading gossip about the organization.
Increased unemployment insurance costs. Using an
example from the bank industry, cascio(2000) calculated
that the cost of replacing 288 employees per year (in a
hospital with 200 beds employing 1200 persons with a
management practice of 2% per month) was
&2,888,295.52 when all sources of costs were analyzed.
Moreover, a recent business week (1998) study estimated
that the replacement costs alone are over $10,000 for
about half of all jobs and approximately $30.000 for all
jobs. These estimates highlight the considerable costs
that can be associated with management.
2.4.1 THE CAUSES OF LABOUR MANAGEMENT
There are a number of factors that contribute to
employee management. We explore some of these factors
in more detail below:
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The Economy
In exit interviews one of the most common reasons given
for leaving is the availability of higher paying jobs. Some
minimum wage workers report leaving one job for
another that pays only 50 cents an hour more.
Obviously, in a better economy the availability of
alternative jobs plays a role in management, but this
tend to be overstated in exit interviews.
The performance of the organization
An organization perceived to be in economic difficulty will
be also raise the specter of impending layoffs workers
believe that it is rational to seek other employment.
The organization culture
Much has been written about organization culture. It is
sufficient to note here that the reward system, the
strength of leadership, the ability of the organizations to
elicit a sense of commitment on the part of workers, and
its development of a sense of shared goals, and other
factors will influence such indices of job satisfaction as
management intentions and management practice.
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flexible work scheduling can also cause employees with
families, especially women, to leave a job. Management
can also increase when there is a change to the practice
structure, such as a merger or a major organizational
restructuring. Jobs where there are high levels of stress
or injury, such as police officer, child-care worker and
construction worker, may also have level of management.
2.6 Strategies for Reducing Employee Management
Employee management is costly and disruptive to any
organization. While no business can realistically expect
zero employee attrition, there are strategies that your
company can implement to retain the best employees and
reduce the likelihood of your employees joining the
proverbial revolving door.Keep up to date with market
salary rates or make sure the HR department is up to
speed. Not surprisingly, there is a clear relationship
between benefits and management practice. Ensure that
you provide standard industry benefits, such as disability
insurance, flexible hours, or life insurance where
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appropriate. Always be open to negotiation with valuable
employees and tie pay to performance.
Effective Communication and Morale
As the owner or manager, you set the tone for employee
morale. Dont set up repetitive unless they are truly
productive and you are open to suggestions from your
employees. For maximum employee engagement, ensure
that communication is not a one-way cycle in your
company. Make an effort to listen to feedback, such as
one-on-one meeting, or anonymous feedback through an
effective employee engagement survey, and be ready to
act on the feedback you receive. True employee
engagement can be a long-term goal and not necessary
achieved overnight.
Career Development and Training
Provide plenty of training opportunities to keep
employees interested and line with professional
development standards in the market. Allow for multiple
roles or allocate different tasks to encourage variety and
motivation. Set goals for employees or involves them by
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sitting down with them and asking them about their
future aspirations within the organization.
Base promotions on your employees performance and
cultivate a perception of fairness in career progression. If
there are ample opportunities for growth and career
progression in your organization and you have
demonstrated to employees that have long-term
prospective, then your employees will be more likely to
stay on.
Provide a Great Work Environment
Provide an attractive, healthy, and safe work
environment for your employees. Make sure furniture
and equipment observe occupational health and safety
requirement and set up amenities and rest spaces where
employees can take time out.
Culture and Respect
Looking beyond the physical work environment to less
tangible factors such as organizational culture, managers
and owners should cultivate a culture of respect,
teamwork and mutual collaboration. Encouraging
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healthy competition between employees may help with
morale and motivation.
However, this should not be done at the expense of a
supportive organization culture. Line managers should
be trained to value and encourage culture and
respectfulness.
2.7 Why Organization Should Be Concerned With
Labour Management
Any business needs a source of labour to function. This
axiom applies equally whether we rely solely on a basic
economic model of the firms, with labour as one of the
four factors of production (Bannock Baxter and Davis
1988,) or a Marxist account, which emphasizes Labour
Power (Marx 1867/1946:169), or subscribe to more
complex models of organizations, which place importance
on intellectual or Human capital and the importance of
knowledge management (Harrison 1999: 409-412). To
establish the need to manage resourcing, we do not need
to refer to any given context, it follows priory from any
view of an organization. Even if organizations of the
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future have Virtual employees, they will need to manage
them as a resource. When an employees leaves, this can
have a variety of effects that not only impact on the
organization, but also the individual employee and wider
society (Mobley 1982:15-31). These can be positive or
negative (Mobley 1982: Hom and Griffeth 1995:13-33),
and a greater understanding of the process of labour
management can increase the degree to which
organizations and employees within organizations can
influence these effects (Dalton, Krackhardt and Poter
1981: Dalton Todor and Krachardt 1982) in addition to
the management of resourcing being an prior concern,
there is a posterior justification for studying the
phenomenon. Current explanations of employee
management fail to offer either predictive or explanatory
power (Aquino, Griffeth, Allen and Hom 1997). Despite an
enormous Literature on management in organization
(price 1977; Mobley 1982), there is as yet no universally
accepted account or framework for why people choose to
leave (Lee and Mitchell 1994). This prohibits
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understanding the phenomenon after the event, yet
neither is there an accepted means of assessing the
likelihood of an individuals deciding to leave in the
future (Terborg and Lee 1984), which prohibits prediction
of management.
Involuntary management may occur for reasons which
are independent of the affected employee (s) such as the
(real or perceived) need to cut costs, restructure on
downsize. Inclusion of this case in a study of organization
leavers will mean any relationship between management
and a personal characteristic will be significantly diluted.
Even where in voluntary management occurs for reasons
associated with an individual employee (such as poor
performance), it is likely these cases are more
representative of the wider sample of organizational
members in relation to the proconsul dimension of a
decision to leave than any sub- sample of organizational
leavers would be. Where an instance of management is
genuinely voluntary, this instance represents the exercise
of choice and is the result of a decision process. To this
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degree, the set of instance of involuntary management
(where employees have been forced to leave) is likely to be
more representative of the totality of organizational
members than the set of instances of voluntary
management (where employees have chosen be leave), to
the extent that management involves leaving, instance of
voluntary management also represent a purer social
phenomenon, as they catalogue where individuals have
chosen to terminate a significant relationship. By way of
contrast, in involuntary instances, because these to
management namely cessation of membership, is lost.
Instead other more impersonal considerations such as
(remotely defined) utility prevail. In terms of the nature of
social sciences research, study of involuntary
management is likely to focus on consequential and
extrinsic aspects, rather than intrinsic characteristics.
We accept that in reality the apparently straight forward
dichotomy between voluntary and involuntary
management has limitation (Vandenbery and Nelson). For
example, records of instances of management may
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misrepresent the extent to which a management decision
was voluntary. Where exit interviews are conducted,
interviewers may not wish to press too hard when
questioning an employee, it is also possible that they will
not wish to record details that would cast the
organization or the employee in a bad light (Campion
1991). The employee may have similar motives for being
reticent about their reasons for leaving and added to this
they may have concerns about the extent to which full
and frank disclosure could harm their prospects of
receiving a favourable reference. All of these factors may
middy the putatively categorical voluntary involuntary
distinction.
2.8 Employee Management Problem Faced By
Breweries in Nigeria
Insufficient Opportunities for Growth and
Advancement
The organizational equilibrium model is very well known
and recognized researchers, named (March and Simons
in 1958) describing another important factors related to
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the dissatisfaction of the employees which is Insufficient
opportunities for growth and advancement. The model is
specifically focusing on the pre-entrance expectations of
the employees towards their employers. Because not in
every case it is true that according to employee the value
is money rather in current era, as described in (P-O fit
model by Krist of 1996) the less organizational culture of
opportunities are playing a major role in de-motivating
the employees and leading them to move to the
competitions (Sometime at less financial benefits).
Insufficient Recognition or Appreciation
Lee and Mitchells Unfolding Model in (1996) explains
important factor- Insufficient recognition or
appreciation. According to the researchers, this factor
actually forcing the employees to move out the
organization, if their efforts are not recognized very well
by the employer. Whenever an employee going after to
perform some task, assigned by the management, he/she
always looking towards the management for getting some
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they will move defensive mode against that particular
person who is the main sources behind that stress. But
in an organization they could never come up with such
behaviour against their managers so consequently they
decided to move away of the organization.
Lack of Work Life Balance
Lee and Mitchells Unfolding model in (1996) and (beach
and Mitchells Image theory in 1988) defining a very
critical factor lack of work balance behind high
management in the organizations. As every personal in
the world have his/her own life to live which he/she want
to give proper time other than work life. So whenever
employees found any conflict in between both lives they
prefer to move somewhere else where they could avoid
such kind of conflicts.
Cost of Management
Analysis of the cost associated with management yield
surprisingly to understand that general management
practice in the workforce can also have a serious impact
on an organizations profitability and even survival. There
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are a number of costs incurred as a result of employee
management. These costs are derived from a number of
different sources, a few of which are listed below:
Recruitment of replacements, including administrative
expenses, advertising, screening and interviewing, and
services associated with selection, such as security
checks, processing of references, and possibly,
psychological testing.
2.9 Organizational performance
Organizations have an important role in our daily lives
and therefore, successful organizations represent a key
ingredient for developing nations. Thus, many
economists consider organizations and institutions
similar to an engine in determining the economic, social
and political progress. Precisely for this reason, in the
last 22 years, there were 6 Nobel prizes awarded to
researchers who have focused on the analysis of
organizations and institutions. Continuous performance
is the focus Determinants of organizational performance:
the case of Romania 287of any organization because only
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through performance organizations are able to grow and
progress. Thus, organizational performance is one of the
most important variables in the management research
and arguably the most important indicator of the
organizational performance.
Although the concept of organizational performance is
very common in the academic literature, its definition is
difficult because of its many meanings. For this reason,
there isnt a universally accepted definition of this
concept (Tannenbaum, 1957). Performance evaluation
during this time was focused on work, people and
organizational structure. Later in the 60s and 70s,
organizations have begun to explore new ways to evaluate
their performance so performance was defined as an
organization's ability to exploit its environment for
accessing and using the limited resources (Yuchtman
and Seashore, 1967).
The years 80s and 90s were marked by the realization
that the identification of organizational objectives is more
complex than initially considered. Managers began to
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2.9.1 Measuring Organizational Performance
Organizational performance itself can be measured in
four buckets.
Relevance: Being the degree to which the
organizations stakeholders think the company is
relevant to their needs. Clients judge the relevance
of products or services by buying them, employees
by working hard, shareholders by buying and
holding hares, and so on.
Effectiveness: Being the degree to which the
organization is successful in achieving its strategy,
mission and vision.
Efficiency:Being how well the organization uses its
resources (financial, human, physical, information)
Financial viability: Being how viable, the
organization is not only in the short (the next
quarters' results) but also in the long term (how
long has the company remained profitable? has the
company shown an ability to make good long-term
investments?)
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These four measures of Organizational Performance are
affected by the organizations motivation and capacity,
and by its interaction with the external environment.
2.5 The Effect of Labour Management Relations
on Organizational Productivity
Within an organization, changes in labour relations are
often affected by management practices.
Labour management relation refers to industry and
relations. Industry can best be described as any
constructive activity in which an individual is committed
while relationsmeans the connection that exists within
the industry by an employer and his workman. The
approach of industrial relations is an establishing and
effective concept and does not restrict itself only to the
complex of relations between the unions and
management but also refers to the accepted web of
connection usually gotten between employees (Pandey,
2007).
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The acceptable relation between employees and
employers is a foundation for the growth of industrial
democracy.
Employee productivity is based on the extent of time an
individual is actually present at a job and effortlessly
performing their duties while at the job. To achieve and
maintain high work productivity, companies must
address both these issues (Adenike, 2011).
Significant research has shown the importance of job
satisfaction in an organization in terms of productivity,
employee relations and efficiency (Fajana, 2001).
Performance is influenced by a workers performance as
well as a collection of environmental and situational
factors. Job satisfaction is a key in any organization
because if employees are not pleased, their work
productivity as well as relationship with management
decreases (Cockburn and perry, 2004). In an attempt to
please employees, managers most frequently make use of
incentive programmes, although research has
consistently proved that no amount of moneygiven will
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change the levels of motivation and job satisfaction
(Joyce and Slocum 2004).
2.6.1 Leadership Style
Leadership is the utilization of power in totality. Exercise
of power involves making things happen through others.
To achieve this, leaders may use one or any of the
following: controlling, guiding, coordinating or gathering
the efforts of others (Gibb, 1954).
Robins (1991) views leadership as an ability to affect a
group in the direction of achievement. Fielder in 1967
defined leadership effectiveness as leaders being able to
achieve organizational goals. To be productive, leaders
must assist group members in satisfying their needs.
Leadership styles, in managerial circumstances, are the
accepted ways a leader acts towards assistance in order
to achieve given objectives. Every organization is a
unique mixture of people, objectives and tasks. Each
leader has a unique character and set of capabilities. A
good leader in one situation may be the awful in another
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(Kurfi, 2009). Research however has shown that proper
style of leadership rests on the following:
The leaders attitude
Nature of the job
The situation at a pint in time and
The preference of the employees
Leadership styles can be classified into three:
Traditional styles: Autocratic leadership,
Democratic leadership and Laisser-faire leadership.
Modern styles: This is an alternative method
brought up by Ransis Likert (1967): Job-centered,
Employees-centered and Job-employee centered.
Contingency approach: Fielders Model, Path-Goal
Model and Vroom - Yetton model (Kurfi, 2009).
Leadership is an important tool for the improvement
of an organization to achieve their desired goals.
Failure of good and productive leadership in any
organization can be said to be the main hindrance
in any societal development. Thus, the inadequate
condition of our backward technology,
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infrastructures and other societal declines are
traceable to poor and incompetent leadership
(Dandago, 2005). With leadership styles in place,
using one which inappropriate can cause
discrepancy. In dealing with situations effectively,
no one style is better than the other. Whether a
specific leadership pattern is suitable or not
depends on the situation (Rahim, 2002).
2.10 Useful Leadership Style Frameworks
So, let's look at some useful approaches shown mainly
in the order they appearedthat you can use to become
a more effective leader. Your own, personal approach is
likely to be a blend of these, depending on your own
preferences, your people's needs, and the situation you're
in.
Lewin's Leadership Styles
Psychologist Kurt Lewin developed his leadership styles
framework in the 1930s, and it provided the foundation
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of many of the approaches that followed afterwards. He
argued that there are three major leadership styles:
Autocratic leaders make decisions without
consulting their team members, even if their input
would be useful. This can be appropriate when you
need to make decisions quickly, when there's no
need for team input, and when team agreement isn't
necessary for a successful outcome. However, this
style can be demoralizing, and it can lead to high
levels of absenteeism and staff turnover.
Democratic leaders make the final decisions, but
they include team members in the decision-making
process. They encourage creativity, and people are
often highly engaged in projects and decisions. As a
result, team members tend to have high job
satisfaction and high productivity. This is not
always an effective style to use, though, when you
need to make a quick decision.
Laissez-faire leaders give their team members a
lot of freedom in how they do their work, and how
http://www.mindtools.com/pages/article/newLDR_47.htmhttp://www.mindtools.com/pages/article/newLDR_47.htm -
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they set their deadlines. They providesupport with
resources and advice if needed, but otherwise they
don't get involved. This autonomy can lead to high
job satisfaction, but it can be damaging if team
members don't manage their time well, or if they
don't have the knowledge, skills, or self-motivation
to do their work effectively. (Laissez-faire leadership
can also occur when managers don't have control
over their work and their people.)
2.11 Types of Management Leadership Styles
A leadership style is a leader's style of providing
direction, implementing plans, and motivating
people.There are many different leadershipstyles that can
be exhibited by leaders in the political, business or other
fields.
Management leadership
Management leadership is about finding ways to meet the
needs of your employees and of your organization. There
http://www.mindtools.com/pages/article/supporting-your-people.htmhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Motivationhttp://www.mindtools.com/pages/article/supporting-your-people.htm -
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is no single correct management leadership style -- the
best leadership style is the one that meets the challenges
you are facing and the needs of the people you are
leading. Effective leaders are often flexible and are able to
change their style of leadership to suit changing
circumstances.
Classic Styles
Classic styles of leadership describe how much control
the leader gives to those below her. For example, in a
laissez-faire style of leadership, the manager gives little
direction to subordinates and allows them to get on with
things. This style works best when employees are highly
trained and motivated. In contrast, an autocratic style of
leadership is one where leaders exert control over most
aspects of the work and give little scope for workers to
make suggestions or think for themselves. The
participative leadership style stresses teamwork and
invites employees to work together to help solve problems
and increase performance.
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Transformational Styles
The theory of a transformational style of leadership was
first developed by academics James McGregor Burns and
Bernard Bass, who described in their books how leaders
can bring about change in organizations and in workers.
Transformational leaders possess a vision of where they
want the company to go and charisma and skills to
implement that vision. Transformational leadership is
also related to the charisma style of leadership, in which
the leader inspires largely through their personal
charisma, and to the visionary style of leadership, in
which the leader sets out his vision for the organization
and inspires others to achieve that vision.
Transformational styles of leadership work well in
entrepreneurial businesses.
Participative Styles
Some leadership styles focus on participation. One of
these is the democratic style of leadership. In this style,
the leader uses individual employees' knowledge and
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skills to help build a consensus for what direction the
organization should move in. This style is appropriate
when there are several directions an organization could
take. The affiliative style of leadership emphasizes
teamwork. In this style, the leader works to enhance
teamwork and improve communications and morale. This
style may help companies where employees have become
discontented due to poor communications.
Strong Leaders
Some styles of leadership rely on the personality of the
leader for direction. Styles of leadership relying on a
strong leader include pacesetting, in which the leader
sets high standards and may be obsessive about
achieving. Michael Dell, of Texas-based Dell computers,
has been described as a pacesetting leader for his
constant focus on growing the business. In the
commanding style of leadership, the leader orders
employees in the manner of the military. This style may
be useful in crisis situations. In the coaching style of
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leadership, the leader works one to one with workers to
direct them and improve performance.
2.12 Performance Appraisal
In human resource management, performance appraisal
is one of the most important processes because of its
great effect on both financial and program components of
any organization. Performance appraisal has numerous
definitions. It can be defined as a process within the
overall performance management process and also the
evaluation of an individuals work performance in order
to arrive at objective personnel decisions (Robbins et al,
2000). Performance appraisal entails setting goals for the
appraisal system, considering the timing of feedback,
giving candid and constructive feedback and following up
to ensure that the system works. A well-designed
performance appraisal system recognizes an employees
contributions thereby giving employees useful
performance feedback (Dattner, 2010).The appraisal is an
occasion to take a general view of work content, having a
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look back on what has been accomplished and
acknowledge objectives for the next step.
The objectives of appraisal should be decided before the
system is outlined in detail. Its main objective is to study
performance and recognize career and planning needs.
The appraisal may also be used to decide whether
employees should acquire an element of financial reward
for their performance. Appraisals help to enhance
employeesjob performance by recognizing strengths and
weaknesses and decide how their strengths can be best
made of within the organization (Michael, 2000).
A performance appraisal is a review and discussion of an
employee's performance of assigned duties and
responsibilities. The appraisal is based on results
obtained by the employee in his/her job, not on the
employee's personality characteristics. The appraisal
measures skills and accomplishments with reasonable
accuracy and uniformity. It provides a way to help
identify areas for performance enhancement and to help
promote professional growth. It should not, however, be
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considered the supervisor's only communication tool.
Open lines of communication throughout the year help to
make effective working relationships.
Each employee should receive a thoughtful and accurate
appraisal. The success of the process depends on the
supervisor's willingness to complete a constructive and
objective appraisal and on the employee's willingness to
respond to constructive suggestions and to work with the
supervisor to reach future goals.
2.12.1 Techniques/Methods of Performance
Appraisals
Numerous methods have been devised to measure the
quantity and quality of performance appraisals. Each of
the methods is effective for some purposes for some
organizations only. None should be dismissed or accepted
as appropriate except as they relate to the particular
needs of the organization or an employee.
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Broadly all methods of appraisals can be divided into two
different categories.
Past Oriented Methods
Future Oriented Methods
Past Oriented Methods
Rating Scales: Rating scales consists of several
numerical scales representing job related
performance criterions such as dependability,
initiative, output, attendance, attitude etc. Each
scales ranges from excellent to poor. The total
numerical scores are computed and final
conclusions are derived. Advantages Adaptability,
easy to use, low cost, every type of job can be
evaluated, large number of employees covered, no
formal training required. Disadvantages Raters
biases
Checklist: Under this method, checklist of
statements of traits of employee in the form of Yes
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or No based questions is prepared. Here the rater
only does the reporting or checking and HR
department does the actual evaluation. Advantages
economy, ease of administration, limited training
required, standardization. Disadvantages Raters
biases, use of improper weighs by HR, does not
allow rater to give relative ratings
Field Review Method:This is an appraisal done by
someone outside employees own department
usually from corporate or HR department.
Advantages Useful for managerial level
promotions, when comparable information is
needed, Disadvantages Outsider is generally not
familiar with employees work environment,
Observation of actual behaviors not possible.
Performance Tests & Observations: This is based
on the test of knowledge or skills. The tests may be
written or an actual presentation of skills. Tests
must be reliable and validated to be useful.
AdvantageTests may be apt to measure potential
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more than actual performance. Disadvantages
Tests may suffer if costs of test development or
administration are high.
Confidential Records: Mostly used by government
departments, however its application in industry is
not ruled out. Here the report is given in the form of
Annual Confidentiality Report (ACR) and may record
ratings with respect to following items; attendance,
self-expression, team work, leadership, initiative,
technical ability, reasoning ability, originality and
resourcefulness etc. The system is highly secretive
and confidential. Feedback to the assesse is given
only in case of an adverse entry. Disadvantage is
that it is highly subjective and ratings can be
manipulated because the evaluations are linked to
HR actions like promotions etc.
10. Essay Method: In this method the rater writes
down the employee description in detail within a
number of broad categories like, overall impression
of performance, promote ability of employee,
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existing capabilities and qualifications of performing
jobs, strengths and weaknesses and training needs
of the employee. Advantage It is extremely useful
in filing information gaps about the employees that
often occur in a better-structured checklist.
Disadvantages It its highly dependent upon the
writing skills of rater and most of them are not good
writers. They may get confused success depends on
the memory power of raters.
Cost Accounting Method: Here performance is
evaluated from the monetary returns yields to his or
her organization. Cost to keep employee, and benefit
the organization derives is ascertained. Hence it is
more dependent upon cost and benefit analysis.
Future Oriented Methods
Management By Objectives: It means management
by objectives and the performance is rated against
the achievement of objectives stated by the
management. MBO process goes as under.
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2.12 Evaluation and Recognition of Performance
Every organization makes use of the employee
recognition techniques to motivate employees to put more
work in achieving customer satisfaction in order to attain
organizational growth (Hasan, 2011). Organizations focus
on appraising performance of employees by using
different forms like score cards to inspire employees to
better performances (Murphy& Olsen 2008).Firms center
on the use of performance measures to enable managers
take actions in an attempt to accomplish organizational
objectives (Drury 2004). Performance measures are
essential for managers to track and measure
performance for their employees as well as for employees
to be aware of the financial impact of their performing
outcome (Anthony &Govindarajan, 2001).Despite the fact
that so much has been noted on the need for close
analysis of performance measures, however almost very
little established on performance measurement systems
in developing countries (Hussain, 2005).
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
The chapter discussed the methods and procedures used
in carrying out the study. It entails the following sub-
headings namely:
Research design
Research population
Research sample/sampling techniques
Instrumentation
Validity of instrument
Reliability of instrument
Administration of instrument
Method of data analyses
3.2 Research Design
Research design is defined as questions of how the
subject is brought to the scope of study, and how they
will be employed within the result (Baridam, 2000). The
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research design used in this study is the descriptive
research method which is largely quasi-experimental. The
descriptive research method as applied here gives a clear
picture of the situation. It is so designed to enable the
data received be as valid, accurate, objective and
economic as possible and will employ the survey research
design or method for collecting primary data through the
administration of questionnaires on respondents and
personal oral interviews on issues related to the effect of
time management on students academic performance.
1.3 Research Population
Population is all the members of a well-defined group,
event class and objects. Population does not refer to
people only in research. It defines the limits within which
the research findings are applicable. From the available
information gathered so far by the researcher, the
population of the organization under study is 442 which
include employees and management.
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3.4 Research Sample/Sampling Technique
The population of the research was so large that studying
the entire population would make the study very
cumbersome and difficult to derive or arrive at a
conclusion. Therefore, a sample of the population was
taken in order to make the study more focused.
This study employed the simple random sampling
techniques. The study employed Yaro-Yamen formula for
sample size determination. The formula is:
n = N
1+N (e)2
Where:
n = Sample size expected (sought)
N = Population size (parameter)
1 = Theoretical constant
e = Tolerable level of error or level of significance
(0.05)
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n = N
1+N (e)2
n = 4421+442 (0.05)2
n = 442
2.105 = 210
The sample size for this study as determined using Yaro-
Yamen formula is 210
3.5 Instrumentation
The instrument used for data collection was
questionnaire and oral interview in order to obtain
relevant, valid, and reliable data from the respondents. A
questionnaire was designed by the researcher with great
care and simplicity that made it easily understood by the
respondents. The questions were structured using the 4
point Likert scale ranging from Strongly Agreed, Agreed,
Disagreed, and Strongly Disagreed.
In the course of administering the questionnaire, series of
oral questions were put to the respondents, for the
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purpose of explanation of the subject matter and for
clarity of opinion of the respondents.
3.6 Validity of Instrument
Validity is defined as the degree to which a measuring
instrument measures what it is designed to measure
(Baridam, 2000). Validity is an important instrument in
the measurement of research variables. For the purpose
of this study, face validity was used to establish the
validity of the instrument. The questionnaire was sent to
the researchers supervisor and some experts in
measurement and evaluation to ascertain its validity.
3.7 Reliability of Instrument
An instrument is said to be reliable when it consistently
measures what it is supposed to measure. Against this
premise, the researcher adopted the test-retest method.
Copies of the questionnaire was administeredto the
sample unit and collected upon completion. After an
interval of two weeks, the same questionnaire was
administered to the sample unit.The reliability of the
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instrument was established using the spearman-Brown
Prophecy formula;
r2
= nr1
1+(n-1)r1Where:
r2 = Correlated reliability
r1 = Uncorrelated reliability
n = Number of parts (e.g. for values, n =2)
Using a correlation coefficient of 0.055 and applying the
Spearman-Brown formula we had.
r2 = 2(0.55)1+ (2-1)55 =0.70
Hence, the statement was found to be 70% reliable
3.8 Administration of Instrument
210 copies of questionnaire were administered personal
by the researcher to the employees and management of
Pabod Breweries, Port Harcourt in Rivers State. It
wasdistributed, completed and retrieved within the time
interval of two weeks.
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3.9 Method of Data Analysis
The data collected was analyzed using chi-square
statistical tool. The simple percentage was used to
analyze the research questions. The test of hypotheses
was conducted at 0.05 level of significance, the formula
of chi-square (2) is stated thus:
2
= (fo-fe)2
Fe
Where:
2 = Chi-square
= Summation
Fo = Frequency observed
Fe = Frequency expected
Degree of freedom (df) was calculated as:
Df = (R-1) (C-1)
Where:
R = Number of row
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C = Number of column
1 = Theoretical constant
The decision rule was that, if the calculated 2 value is
less than the 2 critical value, the null hypotheses will be
accepted, if otherwise, it will be rejected.
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Table 4.1 above shows 210 copies of questionnaires
distributed, 168 copies were completed and retrieved,
which gives a response rate of 80%of the questionnaires
distributed. Out of the total number of (210)
questionnaire distributed, 42 copies were with-held,
which gives a response rate of 20% of the questionnaire
distributed.
Research question 1: To What extent does trade
unionism affect employees performance in Pabod
breweries?
Table 4.2: The extent to which trade unionism affects
employees performance in Pabodbreweries.
Response Pattern Frequency of
Response
Percentage (%)
Strongly agreed 76 45%
Agreed 38 23%
Disagreed 30 18%
Strongly disagreed 24 14%
Total 168 100%
Source: Field Survey, 2014.
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Table 4.2 above shows that out of the 168 respondents,
76 respondents rated at 45% strongly agreed that trade
unionism affects employees performance in Pabod
breweries, 38 respondents rated at 23% agreed to the
fact, 30 respondents rated at 18% disagreed confidently
to the fact, while 24 respondents rated at 14% strongly
disagreed that planning ahead influence students
performance. From the interpretation above, 99
respondents rated at 40% strongly agreed that trade
unionism affects employees performance in Pabod
breweries.
From the interpretation above, 76 respondent rated at
45% strongly agreed that trade unionism has a great
effect on employee performance in Pabod breweries.
Research question 2: To what extent does leadership
style affect productivity of workers in Pabod breweries?
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Research Question 3:To what extent does performance
appraisal affect employees performance in Pabod
breweries?
Table 4.4: The extent to which performance appraisal
affects employees performance in Pabodbreweries.
Response Pattern Frequency of
Response
Percentage
(%)
Strongly agreed 79 47.02%Agreed 34 20.24%
Disagreed 32 19.05%
Strongly disagreed 23 13.69%
Total 168 100%
Source: Field Survey, 2014.
Table 4.4 above shows that out of 168 respondents, 79
respondents rated at 47.02% strongly agreed that
performance appraisal affect employee performance in
Pabod breweries, 34 respondents rated at 20.24% agreed
to the fact, 32 respondents rated at 19.05% disagreed
confidently to the fact, while 23 respondents rated at
13.69% strongly disagreed that performance appraisal
affect employee performance in Pabod breweries.
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From the interpretation above, 79 respondents rated at
47.02% strongly agreed that performance appraisal affect
employee performance in Pabod breweries.
Test of Hypotheses
Hypotheses 1
Ho1: there is no significant relationship between trade
unionism and employee performance in Pabod
breweries.
The hypothesis was tested at 0.05 level of significance.
Decision Rule was that if the calculated 2value is less
than the critical 2 value, the null hypothesis will be
accepted, if otherwise, it will be rejected.
Table 4.5: Calculation of Observed Frequency for
Hypotheses 1
Level SA A D SD Total
Senior Staff 15 12 5 11 43
IntermediateStaff
61 26 25 13 125
Total 76 38 30 24 168
Source: Field Survey, 2014
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Calculation of Expected Frequency (fe)
RT x CTGT
Where:
RT = Total Row
CT = Total Column
GT = Grand Total
Fe 1: 43x 76168 = 19.45
Fe 2: 43 x 38168 = 9.73
Fe 3: 43 x 30168 = 7.68
Fe 4: 43 x 24168 = 6.14
Fe 5: 125 x 76168 = 56.55
Fe 6: 125 x 38168 = 28.27
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Fe 7: 125 x 30168 = 22.32
Fe 8: 125 x 24168 = 17.86
Table 4.6: Calculation of Chi-square (2) Values
Fo Fe Fo-Fe (Fo-Fe)2 (Fo-Fe)2
Fe
15 19.45 -4.45 19.803 1.018
12 9.73 2.27 15.153 0.5305 7.68 -2.68 7.182 0.941
11 6.14 4.86 23.620 3.847
61 56.55 4.45 19.083 0.354
26 28.27 -2.27 5.153 0.182
25 22.32 2.68 7.182 0.322
13 17.86 -4.86 23.620 1.323
Source: Field Survey, 2014.
Degree of freedom = (R-1) (C-1)
= (2-1) (4-1)
= 1 x 3
= 3
2= 8.513
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2 critical value = 7.815 at 0.05 level of significance at
degree of freedom 3.
Decision: Following the decision rule, since calculated
2value 8.513 is greater than the 2critical value 7.815.
The null hypothesis states that, there is no significant
relationship between trade unionism and employee
performance. While the alternate hypothesis which states
that, there is a significant relationship between trade
unionism and employee performance is accepted.
Hypotheses 2
Ho2:There is no significant relationship between
leadership style and productivity of workers in
Pabodbreweries.
The hypothesis was tested at 0.05 level of significance.
Decision Rule was that if the calculated 2value is less
than the critical 2 value, the null hypothesis will be
accepted, if otherwise, it will be rejected.
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Table 4.7: Calculation of Observed Frequency for
Hypotheses 2
Level SA A D SD TotalSenior Staff 14 12 6 11 43
Intermediate
Staff
58 23 30 14 125
Total 72 35 36 25 168
Source: Field Survey, 2014.
Calculation of Expected Frequency (fe)
RT x CTGT
Where:
RT = Total Row
CT = Total Column
GT = Grand Total
Fe 1: 43 x 72168 = 18.43
Fe 2: 43 x 35
168 = 8.96
Fe 3: 43 x 36168 = 9.21
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Fe 4: 43 x 25168 = 6.42
Fe 5: 125 x 72168 = 53.57
Fe 6: 125 x 35168 = 26.04
Fe 7: 125x 36168 = 26.79
Fe 8: 125 x 25168 = 18.60
Table 4.8: Calculation of Chi-square (2) Values
Fo Fe Fo-Fe (Fo-Fe)2
(Fo-Fe)2
Fe
14 18.43 -4.43 19.62 1.065
12 8.96 3.04 9.24 1.031
6 9.21 -3.21 10.30 1.118
11 6.40 4.2 21.16 3.306
58 53.57 4.43 19.62 0.366
23 26.04 -3.04 9.24 0.355
30 36.79 -6.79 46.10 1.253
14 18.60 -4.6 21.16 1.138
Source: Field Survey, 2014.
2= 9.632
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Degree of freedom = (R-1) (C-1)
= (2-1) (4-1)
= 1 x 3
= 3
2 critical value = 7.815 at 0.05 level of significance at
degree of freedom 3.
Decision:Following the decision rule, since calculated 2
value 9.632 is greater than the 2 critical value 7.815,
the null hypothesis which states that, there is no
significant relationship between leadership style and
productivity of workers in Pabod breweries is rejected.
While the alternate hypothesis which states that there is
a significant relationship between there is significant
relationship between leadership style and productivity of
workers in Pabod breweries is accepted.
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4.3 Summary of Findings
Arriving at findings as analyzed and interpreted in this
chapter. The researcher administered 210 copies of
questionnaires to senior and intermediate staff in Pabod
breweries Port Harcourt, Rivers State. 168 copies of the
questionnaire were duly completed and retrieved, which
gave a response rate 80%of the questionnaires
distributed. Out of the total number (210) of
questionnaire distributed, 42 copies were with-held,
which gave a response rate of 20%of the questionnaires
distributed.
The findings discovered that trade unionism has a great
influence on workers performance in Pabod breweries
Port Harcourt, Rivers State. It was also revealed that
leadership style has a great effect on productivity of
workers in Pabod breweries Port Harcourt, Rivers State.
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The tested hypotheses prove alternatively as follows:
Ho1: There is a significant relationship between trade
unionism and employee performance in Pabod
breweries, Port Harcourt, Rivers State.
Ho2: There is a significant relationship between
leadership style and productivity of workers in
Pabod breweries in Port Harcout, Rivers State.
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CHAPTER FIVE
DISCUSSION OF FINDINGS, CONCLUSIONS,
RECOMMENDATIONS
5.1 Introduction
The chapter focused on discussion of the findings made
in the previous chapter. Based on these, conclusions and
recommendations were adduced. However, limitations of
the study and suggestion for further study were made.
5.2 Discussion of Findings
The analysis of the hypothesis one (1) which states that,
there is no significant relationship between trade
unionism and employee performance in Pabod breweries
Port Harcourt. The study revealed that there is a
significant relationship between trade unionism and
employee performance in Pabod breweries Port Harcourt.
This could be due to the sustained hostility from some
employers and occasional state repression coupled with
membership passiveness and indifference of the public;
trade unions remain an enduring institution in the
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employment relations. The finding supports Mulvey
(1978) as he acknowledges that in most of the industrial
countries the most pervasive institution is the trade
union movement. Trade unions developed in response to
challenges thrown up by the new organization of work
and production built around the factory system that
emerged as the new centre of economic activities after the
industrial revolution in the 17th and early 18th
centuries. The finding also supports Otobo (1996) study
that trade unions occupy a special position because they
are organizations of wage earners, workers, and quite
often they are about the only other group in society that
has as its main duty or responsibility to react to the
industrial and socio-economic policies of government and
of private employers and try to protect the interest of
members within individual enterprises. The finding is
also in accordance with Adewumi, (1997) who stated
that Nigerian Trade Union movement comprises a variety
of unions that represent the specific interest of workers.
They engage in struggling for the rights and welfare of
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their personal charisma, and to the visionary style of
leadership, in which the leader sets out his vision for the
organization and inspires others to achieve that vision.
This style of leadership works well in entrepreneurial
businesses.
From personal interviews, it was observed that few
employees felt a sense of pride in their performance.
This supports Charringtons (2000) study, which posits
that the feeling of pride and craftsmanship may be an
important and desirable work-related outcome for
individual who value work in itself.
5.3 Conclusions
The work examined labour management practices on
employee performance in Pabod breweries Port Harcourt.
Although our data centered only on Pabod breweries Port
Harcourt, it is believed that this relationship may not be
very different from those in other organizations. The
findings revealed that:
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1. Trade unionism has a great significant influence on
employee performance in Pabod breweries Port
Harcourt.
2. Leadership style has a great significant influence on
productivity of workers in Pabod breweries Port
Harcourt.
3. The management develops cool feet as regards to
employees welfare. This is because they see the
employee as working tool rather than seeing them
as a partner in business.
4.
Rewards like promotion, recognition, and bonus
should be given to workers in other to motivate their
morale.
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5.4 Recommendations
The following recommendations were made:
1.
In order to reduce the fear for trade unionism,
management of Pabod breweries should respect and
see their workers as a partner in business and not
as a working machine.
2.
Management should also improve the performance
evaluation system so that the implication of
procedural and distributive justice makes
employees satisfied with the performance evaluation
system.
3.
Pabod breweries should adopt management by
objective (MOB) as a mechanism for improving the
organizational performance.
4. Pabod breweries should also evaluate the
performance of their workers in other to know the
appropriate rewards like promotion, recognition,
and bonuses that should be given to each worker.
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5.5 Limitations of Study
In the course of carrying out this study, the researcher
was faced with some challenges they are.
1. Financial constraint: considering the economic
condition of the country as regards to the price of
commodities, transportation fare, research
materials etc. the researcher did not find it easy
meeting all her financial obligations.
2. Time constraint: considering the highly
challenging and demanding of research which
requires or need a lengthy stipulated time, the
researcher was faced with limited stipulated time in
the midst of a very busy university academic
calendar.
3. Gathering of data: sourcing of data both from
primary and secondary sources was cumbersome
especially with the wrong impression of some
respondents that the researcher had ulterior motive
on the data.
5.6 Area for Further Research
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