Working Conditions and Its Effect on Employees Performance in an Industrial ion

WORKING CONDITIONS AND ITS EFFECT ON EMPLOYEES PERFORMANCE IN AN

INDUSTRIAL ORGANISATION

(A case study of Ashkad Global Concept Limited)

BY:

OGUNDELE ADURAGBEMI ABIOLAMATRIC NO: 06/66MC154

BEING A RESEARCH PROJECT SUBMITTED TO THE

DEPARTMENT OF BUSINESS ADMINISTRATION, FACULTY

OF BUSINESS AND SOCIAL SCIENCES, UNIVERSITY OF

ILORIN, ILORIN, KWARA STATE, NIGERIA

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

THE AWARD OF BACHELOR OF SCIENCE (B.SC) HONS

DEGREE IN BUSINESS ADMINISTRATION

JUNE, 2010

CERTIFICATION

This project is been read and approved as meeting the

requirements of Department of Business Administration, Faculty

of Business and Social Science, University of Ilorin, for the

award of Bachelor of Science Degree (B.Sc. Hons) In Business

Administration.

……………………………… ……………………..Dr. S. B. ISIAKA DateProject Supervisor

……………………………… ……………………..Dr. (MRS) S. L. ADEYEMI DateHead of Department

……………………………… ……………………..PROF. A. F. ADEDAYO DateDean of Faculty

……………………………… ……………………..External Supervisor Date

ii

DEDICATION

This project is dedicated to Almighty God, the beginning

and the end, the God of difficulty and simplicity, who has made

it possible and bringing me to an expected end of my Bachelor

of Science Degree (B. Sc)

This project is also dedicated to my precious parents: Dr

$ Dr. (Mrs.) A.O. Ogundele, my aunty Mrs. Bolatito Olubo, the

family of Efunkanbi and my siblings who all made the

completion of my first degree a success. I love you all.

iii

ACKNOWLEDGEMENT

It is a delightful thing to have completed this challenging

work. The success of this project could not have been possible,

but for the mercy guidance and support of the Almighty God

and the help of the following people.

First and foremost, my undiluted tribute goes to my

supervisor, Dr S.B. Isiaka a distinguished fellow in the field of

Business Administration for his contributions, corrections and

suggestions during the course of the write up of this project.

Beside, I express my profound gratitude to him for making this

project a success in spite of his crowded schedule.

My special gratitude and appreciation goes to my siblings

for their love, moral and financial support. I pray that God will

grant you all your heart desire and take you to a greater height

in life.

Also my beloved uncles and aunties who have treated me

like their own children, Dr. S.O. Sogunro, Mr. and Mrs. S.O.

Akinola, Dr. I.I. Anibijuwon, Mr. Rasaq, Miss Bunmi Sanni and

iv

Mrs. Bolatito Olubo. I pray God bless them and guide their

children towards a right path in life.

I register my sincere and deep gratitude to every member

of my family, my parents: Dr. and Dr. (Mrs.) Abraham Oladokun

Ogundele, my siblings: Chief and Mrs. B.O. Tokoya, Mr. and

Mrs. A. Ajibola, Mr. and Mrs. O. Efunkanbi, Mr. and Mrs. G. O.

Ogundele, Mr. and Mrs. O.O.Ogundele, Mr. and Mrs. Tomiwa

Ogundele, Mr. and Mrs. Oyeniyi, Mr. Abimbola, Mr. and Mrs.

Ajuwon, Mr. Toyosi and Miss Titilayo, Mr. and Mrs. Oyewole,

Mr. and Mrs. Olanrewaju, Mr. and Mrs. Babatunde, who have

supported me and contributed to the successful completion of

my first degree program me. I will always love you.

I also register my inexhaustible appreciation to my

cousins: Doyin Joke, Sunday, Tosin, Seun, Dipo, Kola, Wale,

Adeola, Bukky, Julia, Ayomide, Olumide, Oyinkansola,

Tolulope, Kunle, Opeyemi, Julius, Iyioreoluwa, Junia and David,

I will love you for the rest of my life

v

Also to all the lecturers in the department of Business

Administration Dr. (Mrs.) S.L. Adeyemi, Dr, O. Jackson, Dr. J.O.

Adeoti, Dr. S.B. Isiaka, Dr. Oladipo, Dr. Gunu Umar, Dr.

Adejumo, Dr. Aremu, Dr. Bamiduro, Dr. Kadiri and Dr. R.A.

Gbadeyan, I say a big thank you for sharing your ideas and

knowledge with me.

My appreciation is much more for my church C $ S

church Unification Unilorin chapter and host of others for their

invaluable prayers, support and encouragement may you grow

older and long enough for us and thumbs to a dear Michael.

Big ups to my colleagues and friends who have always

been there for me; Bunmi, Bolanle, Shade, Iyiola, Tobi, Janet,

Sunbo, Ademidun, Yinka, Olaoluwatobi, Raby, Zainab, Aishat,

Helen, Tobilola, Suliat, Eyitayo, Bose, Bola, Bisi, Yetunde, Anu,

Bukky, Biola, Kofoworola, Ibukun, Oye, Israel, Abayomi, Shola,

Temilade, Feranmi, Isaac, Peter, Samuel, Raphael, Isaac,

Gbenga, Tobi Mobolaji, Ronke, Tayo, Taofeek , Dayo, my

course mates and Hosts of others.

vi

Finally, I am very grateful to all the staff of Ashkad Global

Concept Limited Ogun State, for their assistance in the

collection of data used in this research work and also to all the

respondents. I say a very big thanks to you all.

OGUNDELE AA.

June 2010.

vii

ABSTRACT

Employees’ performance in any organization depends on

the productivity level because it is a vital and major concept to

evaluate organization. As a matter of fact, no organization

would be able to achieve its goals if the matter of productivity is

neglected.

Even in the comity of nations, productivity is a major tool

for development. Productivity took a new dimension with the

industrial revolution where productivity transcended mere

subsistence.

Chapter two of the research deals with the main object of

the study which includes the productivity factors, stress and

productivity and health of the worker.

Various methods were adopted in collection of data and

analyzing data, the sources of data collection include primary

source and secondary. The data collected were analyzed using

T-test analysis.

viii

Yet the greatest problem facing an organization today is

how best to motivate their employees and consequently

achieve job satisfaction among them especially with the

complex nature of man.

ix

TABLE OF CONTENT

TITLE PAGE i

CERTIFICATION ii

DEDICATION iii

ACKNOWLEDGEMENT iv

ABSTRACT viii

TABLE OF CONTENT x

CHAPTER ONE

1.1 INTRODUCTION 1

1.2 STATEMENT OF PROBLEM 3

1.3 RESEARCH QUESTION 5

1.4 SIGNIFICANCE OF THE STUDY 6

1.5 RESEARCH OBJECTIVES 7

1.6 SCOPE OF THE STUDY 8

x

CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION 9

2.2 PRODUCTIVITY FACTORS 9

2.3 HEALTHFUL INDUSTRIAL CLIMATE, SAFETY

AND PRODUCTIVITY 11

2.4 STREES AND PRODUCTIVITY 15

2.5 CAUSES OF STRESS 19

2.6 INCENTIVE SYSTEM AND PRODUCTIVITY 24

2.7 PARTICIPATIVE MANAGEMENT

AND PRODUCTIVITY 27

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 INTRODUCTION 30

3.1 HISTORICAL BACKGROUND OF ASHKAD

GLOBAL CONCEPT LIMITED 30

3.2 RESEARCH DESIGN 31

xi

3.3 METHOD OF DATA COLLECTION 32

3.4 QUESTION DESIGN 33

3.5 POPULATION OF THE STUDY 34

3.6 SAMPLE AND SAMPLING PROCEDURE 35

3.7 RESEARCH HYPOTHESIS 36

3.8 LIMITATION OF THE STUDY 37

3.9 METHOD OF DATA ANALYSIS 38

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 DATA PRESENTATION AND ANALYSIS 40

4.2 TESTING AND INTERPRETATION OF

HYPOTHESES 52

4.2.1 TEST OF HYPOTHESIS 1 54





xii

4.3 FINDINGS OF THE STUDY 72

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 INTRODUCTION 76

5.2 SUMMARY OF FINDINGS 76

5.3 CONCLUSION 78

5.4 RECOMMENDATION 79

BIBLIOGRAPHY 81

APPENDIX 83

xiii

CHAPTER ONE

1.1 INTRODUCTION

This project aims at investigating, examining and the

analyzing of working conditions and its effect on employees in

an industrial organization on their rate of productivity.

Productivity is a vital and major concept to every industrial

organization. As a matter of fact, no organization would be able

to achieve its goals if the matter of productivity is neglected. It

has also been argued that labour aspect is the most vital

without which the organization would be far from reaching the

desired goals.

Even in the comity of nations, productivity is a major tool

for development. Productivity took a new dimension with the

industrial revolution where productivity transcended mere

subsistence. High productivity in industries is highly important

as a result of the fact that it is a necessary condition for

1

organizational sustenance and continuity in addition to

improved standard of living.

It is worthy of mention that industrialization is an

advancement of work. Work itself is seen as an effort or activity

carried out for personal or organizational sustenance. Much

expectation is attached with the concept of work, in addition to

the provision of economic security. work makes life meaningful

and gives the feeling of self actualization and acceptance to the

worker in an industrial environment.

However, the importance of work elucidated above

working in the Nigerian industrial environment has not been that

easy in recent time .So many thing come into play which affect

workers in the process of their daily activities as far as working

condition are concern. These challenges often force industrial

workers to feel concerned about some important working

conditions such as the pay, the physical environment, safety,

participation in decision making, career development

/progression, heath etc.

2

1.2 STATEMENT OF PROBLEM

It is noteworthy to mention that an average employee in

the Nigerian work situation have over the years been

dissatisfied with their working condition to which their have

been subjected.

My interest in this topic has been strengthened by the

resultant negative effect of bad working conditions of Nigerian

employees in recent times which has occasioned series of

observed measure such as absenteeism, apathy, fraud,

corruption, stressed etc as a result of poor working conditions

It is against this background that the present study is

undertaken on the effect of working conditions on employee

performance, using Ashkad Global Concept Ltd. as a case

study.

In view of the above, the researcher shall formulate,

design and suggest ways in which organization, in order to get

the best from their employees.

3

In line with the statement of problems, the researcher

would try to proffer a solution to the following problems in the

course of research;

i. To examine the condition where an employee give long hours

of work with little pay.

ii. To examine a situation where an employee carries out his

/her duty without adequate working tools.

iii. To examine how employers in the organization cope

when they are faced with these bad working conditions.

iv. To examine the effect of the poor working conditions on

productivity.

v. To examine the rate of labor turnover or the rate of

absenteeism as a result of poor working conditions.

4

1.3 RESEARCH QUESTIONS

In conjunction with the statement of problems and

research objectives, the researcher will try to provide answer to

the following questions in the course of the research;

i. What are the poor working conditions that inhibit

employee productivity in the energy sector?

ii. What are the effects of these poor working conditions on

employees?

iii. How do employees at various levels react to their working

conditions?

iv. Is there any relationship between employees, working

conditions and their level of productivity?

v. Is there any relationship between employees, job

satisfaction and their productivity?

vi. Is there any relationship between working participation in

decision making and their productivity level?

vii. Is there any relationship between communication and the

employee productivity level?

5

viii. Is there any relationship between communication and the

employee productivity?

ix. What are the things the Ashkad Ltd. management has put in

place to ensure a conducive working environment for their

working?

x. What efforts the employees make to adjust or cope with the

poor working condition?

1.4 SIGNIFICANCE OF THE STUDY

This research is significant in many ways.

First, the research could help management to know the

required working conditions that will facilitate high productivity

on the part of their employees for instance; it could be helpful in

the areas of fixing adequate wages /salaries provision of social

amenities in the offices, good lighting conditions, safety,

provision of medical facilities etc.

6

Moreover, the research will be useful in the area of

allocation of job planning of incentives, participation in decision

making, lack of these bring about low productivity and

management of the

Organizations would be better acquainted with the better

approach of solving the problem of poor working conditions in

order for them to optimize productivity.

1.5 RESEARCH OBJECTIVES

The objectives of the research shall include;

i. To examine how employees respond to poor working

conditions.

ii. To identify the causes of low productivity.

iii. To determine the effect of poor working condition on

employees and

7

iv. To ascertain how the problem of poor working condition is

being handled in the organization at both the corporate,

individual and perhaps extra-organizational levels.

1.6. SCOPE OF THE STUDY

The study covered all aspects of Ashkad Global Concept

Limited and the extent to which the company carries out its

activities and the effect on its performance.

8

CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

In any academic research of this nature, hardly could any

conclusion be drawn without reference to the past studies on

similar subject .Thus it becomes necessary in this chapter to

examining the previous and related works by different authors

and researchers.

2.2 PRODUCTIVITY FACTORS

Morse and Reimer (1967) concluded in their study that

employees’ participation in decision making enhances their

productivity, participative decision means.

Beach (1960) defines participation as a process by which

workers contribute ideals towards the solution of problems

affecting their organization of their job, thus exercising some

degree of influence on decision making process.

9

In the study, morse and Reiner assessed the correlation

between the level of participation of employees in the

organization‘s decision making to the output level in condition of

fixed amount of input. They are however flawed for not taking

into consideration the carefree attitude which subordinate

employees may develop along the line ,Also such allowance of

participation in decision making could make the employees

adopt acid dormant role in the industry.

In the work of Livert (1961) he stress that, the degree of

productivity attainable in an organization is a factor of the time

spent on supervision by the supervisor.

He argued for their productivity also depends on the

leadership style adopted in the organization. Some of the

leadership style he examined include democratic leadership,

authoritarian type of leadership, employee oriented style,

production-oriented style and punitive leadership style.

Kilby (1972) argued that the level of organizing work,

especially the management aspect of goal attainment for most

10

vital factors affecting the level of productivity .He did not see the

achievable productive capacity of the labour as a hindrance to

productivity such as management functions ,provision of

adequate incentive that allocation of jobs to employees, on the

basis of their degree of specialization brings about high level o

productivity. This would be so because of the increased skill of

the employees and process of passing from one stage of work

to another .Smith concluded with his view that the invention of

machines which enhance and abridge labour and enable a few

employees to do the work of many will bring about an increase

in workers’ productivity .

2.3. HEALTHFUL INDUSTRIAL CLIMATE, SAFETY AND

PRODUCTIVITY

In this portion, the review of literature focuses on the

impact of healthful industrial climate and employee safety in

their level of the occupational safety and health act was

11

necessitated by the need to ensure that the physical working

conditions meet adequate standards in ensuring safe and

healthful working conditions in the organizations.

On the part of employers, they must provide a working

environment that is free from recognized hazards which cause

or are likely to cause death or serious harm to employees.

The employees /workers too must comply with all occupational,

safety and health standards, rules, regulations and orders

issued under the act.

David De Cenzo and Stephen Robbins (1996) gave some

limits in the industrial environment to enhance productivity.

Firstly, education by creating safety awareness by posting

highly visible signs that proclaim safety slogans, placing articles

on accident prevention etc.

The other limit is skills training via incorporation of

accident prevention measures into the learning process.

12

The third limit is engineering, which means preventing

accident through both the design of the equipment and the

design of the jobs themselves.

Moreover, there should be provision of protective

equipment where necessary which includes safety glasses and

noise mufflers.

Lastly, there should be regulation enforcement .This

means that safety roles and regulations are adequately and

effective enforced.

Rice (1990) gave a list of suggestions for keeping the work

place healthy as highlighted below;

Employees should get fresh air by unsealing vent that are

closed in overzealous effort to conserve energy.

Avoid suspect building materials and furnishings.

Test new building for toxin before occupancy as failure to

do so many lead to potential health problems.

13

Provide a smoke –free environment if smoking cannot be

banned completely, an area should be established for

smokers that has its ventilation system.

Air ducts should be kept clean and dry.

Employers should pay attention to employees complaints.

Vagale and Adekoya (1976) argue that industrial buildings

should be specially designed to suit industrial process and

method in addition to the provision of adequate ventilation, safe

and pleasant environment for efficient working .This means that

industrial buildings should conform to certain standard of space

and design. The structure must be sound, set back sufficiency

from the centre lines of roads abutting them and must be

maintained in good state of repair .Also , be put in place .

Egenege (1982) argue that noise is injurious to employee

health and hampers productivity; He said further that a noisy

job enhances irritability which seriously threatens mental

balance.

14

Dalrymple (1964) submit that heat is constantly produced

by the body and if excess of it is not eliminated , the body

temperature rises when the industrial heat combines with body

heat , and effects progress from comfort zone to discomfort

which they believe leads to irritability ,increased error and low

productivity .

2.4 STRESS AND PRODUCTIVITY

Stress is a body reaction to demand. It is a state of

physiological and psychological tension .Stress also means

being subjected to external forces or pressure which can be

either positive or negative depending upon the effect of the

external forces. Stress describes physical trauma strenuous

exercise metabolic disturbances and anxiety which challenge

the body’s well being.

The World Health Organization (WHO) defines stress as

a word wide epidemic.

15

Olamide (2002) sees stress as the perturbation of the

body’s homeostasis generating biochemical parameters such

as elevated heart rate and blood pressure, behavioural

characteristics such as anxiety, depression, worry, fear, tension

etc.

Olufunmilayo (2002) describes stress as a threat real or

implied to the psychological and spiritual integrity of an

individual.

Melgosa (1997) argues that stress has two basic

components. They include stress against or factors and

responses to stress. She sees the forms as the actual

circumstances while the latter are the individual reactions to the

stress factors. Further more, she states that there are three

stages of stress. The first is the alarm stage. The second is the

resistance stage while the third is the exhaustion stage. The

first stage consist of a clear warming that a stress agent is

present this is first indicated by physical reactions to stressful

16

situations such as too stressful situation, too much work or

difficulty completing/avoiding complex task.

The second comes when stress extends beyond the initial

alarm stage. The exhaustive stage is the final stage of stress,

which is characterized fatigue, anxiety, and depression, fatigue

is normally accompany by nervousness, irritability, tension and

anger. In the case of depression, the person lacks the

motivation necessary to find pleasure in his/her feelings

becomes more and more negative. The fatigue stage leads to

sleeplessness with thoughts of all the heaps of work activity the

worker in the office.

Melgosa (1997) gave a list of the symptoms of

psychological stress as loss of intellectual capacity, irritability,

insomnia, anxiety, inhibited sexual desire and depression. All

these impact negatively on a workers productivity in an

organization when there is too much stress the person exhibits,

the following; difficulty in concentrating on a demanding activity,

frequent loss of attention, short term and long –term in memory

17

decrease, problems which need and immediate and

spontaneous response are solved in haphazard and

unpredictable ways, problem which require logical thinking are

solved with a higher than normal number of error, the mind is

unstable to accurately analyze and evaluate present situation or

to project them into the future, illogical and incoherent thought

patterns .

In the emotional area, too much stress can also result to

difficulty in relaxing emotionally and physical development of

impatience, intolerance, authoritarianism, and the lack of

consideration for others, ethical and moral principles which

govern the life relax and there is less self control. There is

increased discouragement with decreased desire to live. The

person also has thought of worthlessness and inferiority.

In the behavioral area, too much of stress can result in

inability to verbally address a group of people satisfactorily,

stuttering, inability to speak fluently, also, there is lack of

enthusiasm for preferred activities such as hobbies or favorite

18

past times, absenteeism from work or school, increase in

consumption of alcohol, tobacco, coffee or drug use, fluctuation

of energy level from day to day which tense to be on below size

.The tendency towards suspicious increase. There is a

tendency to blame others and put the responsibility for mistake

of all others.

2.5 CAUSES OF STRESS

From the general perspective, there are two basic

sources of stress. First, stress could be caused from external

factors or circumstances like environment, job, family studies

etc. Secondly, stress could be self induced in relation to a

person’s personality, temperaments, level of self control or the

degree of physical and mental health of the person .These two

could be categorized into external and internal sources

In his examination of physical and social environment as

a source of stress, Melgosa (1997) argues that a clean and

19

neat environment with plenty of space, low noise level with the

right temperature is the beginning of living with minimal stress

which enhances productivity at work. According to Melgosa,

“An outside environment which has pure air, clean water,

beautiful vegetation, low noise levels and low population

density would be a step towards relaxation.

Noise has been also identified as another stress factor in

a seminar in the city of Madrid, Spain; noise was listed as the

fifth cause of stress, after interpersonal problems, work, health

and finances. Noise has the tendency to accumulate and to

cause tiredness in the home or work place, irritability, insomnia,

headaches and muscle tension all of which are inimical to

productivity.

Lack of space has also been identified as a cause of

stress. Man needs space or territory for development and living.

The world health organization has established a minimum of

170 square feet per person as the necessary space or territory.

20

Aun (2005) argued gave role related stress or as a cause

of stress such as difficulty, understanding, reconciling or

performing the various role in their lives. He gave four main role

related stress or as role conflict, role ambiguity, work load and

task characteristics. In role conflict an individual face competing

demands which exert pressure on the individual, leading to

stress. In role ambiguity, employees or individuals are uncertain

about their job duties, performance expectations, level of

authority or other working conditions. On work load, employees

face a situation of excessive work load which occur because of

reduction in man power.

All these stressors have a direct or indirect but negative

impact on employee’s productivity. Such consequences include

mental break down, lack of co-ordination, fatigue, health

problems, job burn out i.e. process of emotional exhaustion,

depersonalization and reduced personal accomplishment

resulting from prolonged exposure to stress, high rate of

21

accident and high level of absenteeism which all affect the rate

of productivity of employees.

Work can be defined as a process by which human

beings earn their living. In the industrial sense, work is any

activity that is carried out in an industrial set up or organization

in order to achieve the goal of the organization and also earn a

living. The man’s effort for survival has been through the ages

as a result of the imperativeness for living. Work in the

traditional set up was seen as a means of survival or

subsistence.

Goode (1977) presented a historical analysis of the

content and value of work. He saw work as economics,

philosophical, social and religious meaning which have their

effect on the out look and conception of people about work.

With regard to economic meaning, the goal of every

person in the society and nation is to improve the standard of

living. An individual’s thought pattern or ideology is directed

towards the enhancement of the institutional social economic

22

conditions and environments. He argued further that in the past,

hoeing and ploughing the field were guided by local tradition

and economic necessity rather creative impulse. Goode had a

religious meaning of work with the view of work as a service to

the Supreme Being that has a reward attracted to it is done

well.

Max Webber, (1930) saw hard work with the

accompanying accumulation of wealth as signs of God’s

blessings. He also had a vocational perspective about work as

infers of humanity in mind with specific purpose and readiness

to serve.

Wesley (1956) argues that work entails a specific kind of

effort that has been clearly marked out from other types of

activities in space and time. He stressed further that the notion

of work is not a simple matter as it is being viewed because of

the problems and conditions in the usage of the concept of

work.

23

2.6 INCENTIVE SYSTEM AND PRODUCTIVITY

In any industrial set up, management is usually

concerned about the need to attain optimum productivity. This

has more often than not catalyzed management to put in place

a number of incentive system in order to boost workers morale.

Likert (1953) Argues that motivation is the cure of

management. To attain the goals of the organization, the

management of any organization must discover the factors in

work situation that best motivate workers.

Etzioni, (1964) argues that the continued functioning and

existence of an organization largely depends on the

effectiveness and it efficiency.

Smith (1976) sees wages as the most important factors

which encourage workers to put forth effort. The n he argues

further that where the level of wages is high than the very

generous, employees would be encouraged to increase their

supply of labor irrespective of any adverse consequences such

an increased performance might have on their health.

24

Maslow (1953) in his theory of motivation argues that

man is a wanting animal. He based his theory on two grounds:

first that satisfied needs do not motivate behavior, because as

soon as the satisfied needs are met, new and higher order

needs emerge.

Secondly, human needs and wants are arranged in a

hierarchy of importance. The needs are arranged in a pyramid

of five strata, the lowest stratum being the basic physiological

needs while at the highest stratum, we have the need for self

actualization. Maslow argues further that as soon as the lower

level needs are met, higher order ones emerge calling for

satisfaction.

25

ABRAHAM MASLOW’S NEED HIERACHY MODEL.

Source- Adapted from A.H. Maslow (1953)

A Theory of human motivation’ –Psychological Review

Vol.5-1954-pg.374.The physiological needs include the need

for basic necessities such as food, shelter, clothing and water

safety needs include, the need for protection from physical

danger such as fire , rape , accident , criminal assaults etc.

Social needs have to do with the need for love, affection

and acceptance esteem needs mean the strength competence

and achievement. At the Apex of the hierarchy is the self

26

actualization need for realization of the ultimate potentials of

life.

Fredrick Taylor’s scientific management theory sees

employees in an industrial setting as an economic animal .The

approach gives further that human beings have the tendency to

work in isolation with no regard to others. Employees are

usually seen as economic oriented and always respond to

economic stimulation.

The scientific management approach combines the

function of the application of scientific method and analyses to

saluting organizational problems with the discovery of a set of

mechanisms or techniques which makes the organization

effective. The scientific management theory has been criticized

for its view of man as a wanting animal who is incentive.

2.7 PARTICIPATIVE MANAGEMENT AND PRODUCTIVITY

In an industrial organization, incentives like money can

help in motivating workers, without such kinds of incentives;

27

word becomes meaningless to almost all employees. However,

it has been discovered over the years that money is certainly

not enough to motivate employees towards greater productivity.

Among others techniques that could be used to motivate

employees to attain higher productivity therefore, is participated

management.

Banjoko (1995) sees participative management. as a

radical shift from the traditional autocratic or hierarchical

management style to an approach in which subordinates are

allowed to participate in the wider aspects of their work place.

This means that the organization can secure employee’s

co-operation and commitment via their involvement in the

organization’s decision making process.

Anderson (1996) argues that greater performance and

employee satisfaction can attained better in a system which

sees the employers as partners in the decision making process

rather than one which alienates them.

28

Livert (1967) found participative mgt. as a useful

ingredient to employees increase performance, He emphasized

that employee’s participation in the wider aspect of the work

helps in satisfying their social and ego needs which eventually

enhances their level of job satisfaction and productivity.

Tennenbaun (1966) argued that increased employee

participation in decision making in an organization increases

the acceptability of management’s ideas, enhance morale, and

reduce labor turnover, absenteeism, grievances, tension and

stress.

29

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUTION

This chapter describes the methodology used in

collecting data and the statistical tools employed. These tools

would be very useful in the analysis of the result in chapter four

with the aim of drawing up a conclusion in chapter five of this

research work.

3.1 HISTORICAL BACKGROUND OF ASHKAD GLOBAL

CONCEPT LIMITED

Ashkad Global Concept is situated at the area of Sango

Otta in Ogun State. It is one of the popular companies under

Sango Otta local government. In other words, the company is

located along the southern region of Ogun State. Ashkad

Global Concept Limited is fully industry incorporated in 191

though the industry actually started production in 1979 with the

30

importing of raw material for blending to produce paint like

Emulsion, gloss, texcoat and emulsion sertin. The company has

a junior staff of one hundred and lots of senior staff. The

existing department in the company include: personnel and

administration, procurement, account and data processing,

human resources, security maintenance, quality control,

warehouse sale, marketing and production department. All

these department works hand in hand to achieve the

organizational goals.

3.2 RESEARCH DESIGN

In this work, extensive use of descriptive methods, use of

survey five of this research work.

Analysis on working conditions and productivity will be

used in the energy sector such as Ashkad ltd. process of logics

are combined to create a research design available. Some of

the factors to be considered include objectives of the study, the

31

nature of the study, the population of the study and the sample

under study.

Specifically, research question has been used, which is

considered appropriate by virtue of the nature of the research.

The primary data collected was amenable to analysis.

3.3 METHOD OF DATA COLLECTION

Data can be defined as factor information obtained

through scientific observations or experiments, through which

conclusions or inferences can be drawn.

The data for this study was obtained from two

sources:

(i). Primary sources of data.

(ii). Secondary sources of data.

The primary sources are made up of structured

questionnaires which are

32

constructed, validated and administered to the respondents in

the chosen Ashkad ltd. companies.

The questionnaire sought to obtain information on the

impact of working conditions on employee productivity and what

organization could do to improve the working condition.

The secondary sources were obtained from relevant

books on the research topic. Published research works on

related subject were also used. The data collected from the

secondary sources were helpful for both the literature review

and formation of research question.

3.4 QUESTION DESIGN

The questionnaire was design for the senior and junior

employees of the organization under study with a view to

eliciting their responses on the variables of interest such as

employees in the organization. Some of the questions were

multiple in nature, some were with two choices (Yes or No)

33

while some were open ended in design. The questions were

asked in a very simple and straight forward manner in order not

to give room for bias. The multiple choice questions gave the

respondents the privilege of choice so as to exhaust almost all

possible expectations which the respondent might not take into

consideration in the first instance.

3.5 POPULATION OF THE STUDY

The target population for the study comprised two (2)

selected of the Ashkad Global Concept Ltd. in Ogun namely,

Ashkad Ltd. Transysco Business unit and Ashkad Ltd. Genco

Business unit.

The Genco Business unit are saddled with the generation

of megawatts for the customers use while the. Transysco

Business of transmitting the chemical generated by the Genco

Business unit. The respondents cut across the various

departments in the two companies such as Human resource

34

department, Administrative Department, Account Department

and Maintenance Department.

3.6 SAMPLE AND SAMPLING PROCEDURE

Thirty (30) participants for the study were randomly

selected from the two companies thus:

Genco Business unit -15 respondents

Transysco Business unit -15 respondents

They were made up of 73 (73 %) males and 27 (27%) females.

The age range was between 21 and 59 years.

However, other, relevant information which could be

classified into the postulated hypothesis were extracted from

the returned questionnaires. The relevant data collected were

analyzed to generate research answers to form research

questions and test the relationship between variables.

The data collected from the questionnaire were coded

and analyzed using frequency distribution tables.

35

3.7 RESEARCH HYPOTHESIS

Osuala (1987) defines a hypothesis as a conjectural

statement which shows the relationship between two or more

variable. The hypothesis is usually in a declarative sentence

form.

A hypothesis could either be null (HO) hypothesis for this

study is as stated below:-

HO1: That there is no significant relationship between

employees working conditions and their level of

productivity.

H1: That there is significant relationship between employees

working condition and their level of productivity.

HO2: That there is no significant relationship between incentive

system and the employee productivity.

H2: That there is significant relationship between incentive

system and the level of productivity.

Ho3: That there is no significant relationship between

communication and the level of productivity.

36

H3: That there is significant relationship between


H04: That there is no significant relationship between

employees job satisfaction and their productivity.

H4: That there is significant relationship between employee

job satisfaction and their productivity.

H05: That is no significant relationship between employee

participation in decision making and their productivity

level.

H5: That there is no significant relationship between

employee participation in decision making and their

productivity level.

3.8 LIMITATION TO THE STUDY

In the process of carrying out the study, the researcher

encountered was in the area of administering and retrieving

questionnaire from the respondents. Some respondents were

Passive some delayed in completing the questionnaire while

37

some put up an unfriendly posture when approached. The

researchers’ resilience and perseverance made him to be able

to weather the storms.

Another problem encountered had to with the choice of a

few number of respondents from the wide array of employees in

the two companies.

3.9 METHOD OF DATA ANALYSIS

The method of data analysis used in this research is the

simple percentage for clear presentation and comparison of

data. This allows inferences to draw from the information given

by the respondents. The descriptive method was to give a clear

picture of the responded thought and option. However, all

analysis were based on the respondents response to questions

asked in the questionnaire the t-distribution (named after W.S

Gosset, it discover who wrote under the name student) was

used to statistically test the hypothesis.

38

The formula for finding t-test is as follows.

Where:

= Sample mean

µ = Assumed population mean

θ = Standard error

f = Frequency

X = Assumed value

n = Summation

t*= Calculated t

39

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 DATA PRESENTATION AND ANALYSIS

This chapter reveals the results of the analysis of the

data generated with the use of questionnaire out of the thirty

(30) Questionnaires that were printed and served to the

respondent, twenty nine (29) were completed and return as

at the Time of this analysis. The questionnaire contains data

such as sex, age, marital status and respondents’ qualification.

The other aspect of the questionnaire touches on issues

such as length of service; perception of salary; degree of

satisfaction with salary medical treatment working conditions

etc.

In order to achieve the study objective five (5)

hypothesis were formulated concerning the relationship

between working conditions and performance, locative system

and employees performance, relationship between

40

communication and employees performance, relationship

between climatic condition and employees performance,

others include the relationship between employees job

satisfaction and their performance and whether workers

participation in decision making and performance,

The analytical techniques adopted in this study as

mentioned in chapter three is drawn from T-test.

TABLE 1: GENDER OF THE RESPONDENT

Number Percentag

e

Male 17 58.6

Female 12 43.4

Total 29 100.0

Source: Author’s Survey 2010

The data shown in table one (1)in appendix reveals that

17(58.6%)of the respondents are male while 12(43.4%) are

female, this means that the number of male workers is

41

greater than that of the female, considering the nature of

work in the organization.

However; such numbers of women in the organization

show an improvement on the Engagement of women in formal

organization.

TABLE 2: AGES OF THE RESPONDENT

Frequency Percentag

e

Valid: 18-30 3 10.3431-40 8 27.5941-50 12 41.38

51-60 6 20.69

Total 29 100.0


From the table, one can see that about 68.97% of the

respondents are between ages of 31-50 years which is the

active work force.

42

TABLE 3: MARITAL STATUS OF THE RESPONDENTS

Frequency Percentag

e

Valid:

Single

9 31.03

Married 14 48.28

Others 6 20.69

Total 29 100


The data from table 3 in appendix reveals that 14 respondents

(48.28%) are married this constitutes the largest percentage,

while 9 (31.03) were single, 20.69% of the respondent is either

separated or divorced.

43

TABLE 4: HIGHEST QUALIFICATION RESPONDENT

Frequency Percentag

e

Valid: Pry.Sch

3 10.34

HSC/WAEC 5 17.24

OND/NCE 7 24.14

BSC/HND 10 34.48

Other s 4 13.79

Total 29 100


The result of the analysis shows that 5(17.24%) of the

respondents are holders of WASC/HSC while 34.48% or 10 of

the respondent are educated enough to bear there minds on

their view about the goings on in the organization.

44

TABLE 5: RELIGION OF RESPONDENTS

Frequency Percentag

e

Valid: Xtian 13 44.83

Islam 10 34.48

Traditional 4 13.79

Others 2 6.89

Total 29 100


The data from table five in appendix reveals that

13(44.83%) of the respondent are Christians, 10(34.48%) are

Muslims while 4(13.79%) are traditional worshippers. The

probable reason for the closeness in percentage between

Christian and Islamic religion could be a result of the

45

opportunity afforded employees at entry point with no restriction

to any particular religion. Both religions have also gained

dominance over the traditional religion.

TABLE 6: MONTHLY INCOME OF RESPONDENT

Frequency Percentage

Valid: 7,500-10,000 3 10.34

10,000-20,000 10 34.48

21,000-50,000 7 24.14

51,000-100,000 5 17.24

100,000/above 4 13.79

Total 29 100


The data shown in table 6 indicates that 7(24.14%) of the

respondents earn above 20,000 monthly while13 (44.82%) of

the respondents earn between 7,500 and 20,000 monthly.

46

This seems to be a better income compared with other

companies. But with the prevailing inflationary trend in the

country, the income could still be believed as not adequate

TABLE 7: RESPONDENT PERCEPTION OF

SALARY

Frequency Percentag

e

Very

satisfactory

4 13.79

Satisfactory 7 24.14

Very

unsatisfactory

9 31.03

unsatisfactory 8 27.59

Just fair 1 3.45

Total 29 100.

47


The data from table 7 in appendix reveals that 42(28.8%)

view perceive their salary as very unsatisfactory, 72(49.3%) of

the respondent view their income as unsatisfactory, while only

17(11.6%) of the respondents are very satisfactory with their

income. As earlier said, the high percentage of dissatisfaction

with income by the respondent could have been occasioned by

the high cost of living in the country which has really

encumbered workers with heavy burden of survival.

TABLE 8: WHETHER DISSATISFACTION WITH SALARY

AFFECTS RESPONDENTS PERFORMANCE

Frequency Percentag

e

Valid: Yes 10 34.48

No 19 65.51

Total 29 100.


48

The data from table 8 shows that 42(28.8%) of

respondents agree that lack of satisfaction with income after

their performance while (71.28%) say it does not affect their

performance. The larger percentage of respondents in the latter

category could still perform because of lack of job opportunities

else where and the fear of losing their job if they don’t perform.

TABLE 9: RESPONDENTS SATISFACTION WITH THE

WORKING CONDITIONS


Valid: Yes 9 31.03

No 20 68.97

Total 29 100.


From the table 9, in appendix 20(68.97%) of the

respondents are not satisfied with the working conditions in

their company while 9(31.03%) are satisfied.

49

TABLE 10: RESPONDENTS INVOLVEMENT IN DECISION

MAKING


Valid: Yes 13 44.83

No 16 55.17

Total 29 100


From the table the data reveals that a larger percentage

of the respondents (55.17%) say they are not involved in the

decision making of the company while (44.83%) agree that they

are involved.

TABLE 11: WHETHER PARTICIPATION DECISION MAKING

ENHANCES PERFORMANCE

Frequenc

y

Percentag

e

Valid: Yes 15 51.72

50

No 14 48.28

Total 29 100


From table 11, (51.72%) of the respondents agree that

participation in decision making enhances performance while

(48.28%) do not agree.

TABLE 12: WHETHER COMMUNICATION AFFECTS

RESPONDENT PERFORMANCE


Valid: Yes 16 55.17

No 13 44.83

Total 29 100


From table 12, 16(55.17%) of the respondent agree that

communication enhances their performance while 13(44.83)

51

say no. This reveals that communication between management

and employees is vital in an organization.

TABLE 13: WHETHER RESPONDENTS LEVEL OF JOB

SATISFACTION AFFECT THEIR PERFORMANCE


Valid: Yes 15 51.72

No 14 48.28

Total 29 100


From table 13, a larger percentage of the respondents

51.72% argue that their level of job satisfaction affects their

performance in their company. This shows a direct correlation

between the satisfaction and performance in their company.

4.2 TESTING AND INTERPRETATION OF HYPOTHESIS.

This section deals with the testing of hypothesis and all

responses of the respondents are taken into consideration in

52

the process of testing the hypothesis. This hypothesis is tested

statistically through the Student (T-Test) is employed. The T-

Test is tested under the level of 95% confidence and a

significant level of 5%.

THE T-TEST STATISTICAL TOOL

The hypothesis is two tailed-positive and negative sides. Thus,

the acceptance region and rejected region is as shown in the

diagram below.

HYPOTHESIS ONE

In the hypothesis, we seek to determine or not to test the

relationship between employees working condition and their

53

level of performance. Our working hypothesis in this regard is

stated thus:

Ho: (Null Hypothesis) There is no significant relationship

between employees and their level of performance.

Hi: (Alternative Hypothesis) There are significant relationship

between employees working conditions and their level of

performance.

Test Statistics = t* X – µ Θ DECISION RULE

t* to it value at the 5% level of significance which is 1.96. If t*

obtained is less than 1.96 then there is no reason to reject null

hypothesis (Ho), if on the other hand t* =1.95 then we reject

null hypothesis (Ho) and accept alternative hypothesis (Hi).

4.2.1 TEST OF HYPOTHESIS 1

Ho1; That there is no significant relationship between

workers working conditions and their level of performance.

54

Ho1; That there are significant relationship workers’

working conditions and their level of performance.

To determine whether there is any significant relationship

between working conditions and their performance, the

hypothesis was subjected to a T-test statistical analysis.

HYPOTHESIS I

Attributes

Strongly Agree

Agree

Undecided

Disagree

Strongly Disagree

Total

X - X

1.03

0.03

-0.97

-1.97

-2.97

X

5

4

3

2

1

F

9

12

6

2

0

29

FX

45

48

18

4

0

115

(X - X)

1.0619

0.001

0.941

3.881

8.821

2F(X - X)

9.549

0.012

5.646

7.762

0

22.97

2

X = ∑fx = 115 = 3.97

∑F 29

Calculated Value t. Hypothesis 1

t* = X – µ

Θ

X = Sample mean


Θ = Standard Error

55

SD = Standard Deviation

t* = Calculated t

X = ∑fx

∑F

µ = X + 1.96 (Θ)

Θ = 0.89

5.385

Θ = 0.165

µ = X+ 1.96 (Θ)

µ = 3.97 + 1.96 (0.165)

3.97 + 0.323

4.293

3.97 – 1.96 (0.165)

3.97 – 0.323

56

= 3.647

t* = X – µ

Θ

t* = 3.97 – 4.293

0.165

t* = -1.96

or

3.97 – 4.293

0.165

= 1.96

DECISION: Since T-Test is equal to 1.96 on both sides. Based on

our decisions that, we reject Ho when it is less than 1.96 and Hi

when it is equal to 1.96. Therefore, the null hypothesis (Ho) is

rejected and the alternative hypothesis is (Hi) is accepted. Thus, the

statement of (Hi) is factual. There is significant relationship between

employees working condition and their level of productivity.

57


Ho2: That there is no significant relationship between incentive

system and workers performance.

Ho2: That there is significant relationship between incentive

system and workers performance.

The hypothesis examines the relationship between

incentive system and workers performance. To determine this,

the T-test was applied on the data derived from the responses

of study.

Test Statistics = t* X – µ Θ

HYPOTHESIS 2

58

X = ∑fx = 107 = 3.69

∑F 29


t* = X – µ

Θ

X = Sample mean


Θ = Standard Error


t* = Calculated t

X = ∑fx

∑F

µ = X + 1.96 (Θ)

59

Θ = 1.18

5.385

Θ = 0.219

µ = X+ 1.96 (Θ)

µ = 3.69 + 1.96 (0.219)

3.69 + 0.429

4.119

µ = 3.69 - 1.96 (0.219)

3.69 - 0.429

3.261

t* = X – µ

Θ

t* = 3.69 – 4.119

60

0.219

t* = -1.96

t* = 3.69 – 3.261

0.219

1.96






incentive system and the employee productivity.

4.2.3 TEST OF HYPOTHESIS 3.



61

Ho3; That there is significant relationship between


In order to conduct a thorough investigation on whether

there is a significant relationship between communication and

workers performance, the data computed from the responses of

the workers of the three offices on the questionnaire were

processed for a T -test analysis. Test of hypothesis 3 present

the base data for the scoring and results of the T-test.

HYPOTHESIS 3

X = ∑fx = 119 = 4.10

∑F 29


t* = X – µ

Θ

62

X = Sample mean


Θ = Standard Error


t* = Calculated t

X = ∑fx

∑F

µ = X + 1.96 (Θ)

Θ = 1.18

5.385

Θ = 0.219

µ = X+ 1.96 (Θ)

µ = 4.10 + 1.96 (0.219)

4.10 + 0.429

63

4.529

4.10 - 0.429

3.671

t* = X – µ

Θ

t* = 4.10 – 4.529

0.219

= -1.96

= 4.10 – 3.671

0.219

= 1.96





64




HO4; That there is no significant relationship between

employee job satisfaction and the level of performance.

Ho4; that there is significant relationship between employee job

satisfaction and the level of performance.

In an attempt to confirm whether there is a relationship

between employee job satisfaction and their performance as

stated in the above hypothesis? The data was subjected to a

T-test method.

65

HYPOTHESIS 4

X = ∑fx = 105 = 3.62

∑F 29


t* = X – µ

Θ

X = Sample mean


Θ = Standard Error


t* = Calculated t

X = ∑fx

∑F

µ = X + 1.96 (Θ)

66

Θ = 1.324

5.385

Θ = 0.245

µ = X+ 1.96 (Θ)

µ = 3.62 + 1.96 (0.245)

3.62 + 0.4802

= 4.1002

t* = X – µ

Θ

t* = 3.62 – 4.1002

0.245

= -1.96

67

= 3.62 – 3.1398

0.245

= 1.96






employees’ job satisfaction and their level of productivity.



workers participation, decision making and their performance.

68

Ho5; That there is significant relationship between workers

participation, decision making and their performance.

In order to determine whether there is a significant

relation between participation in decision making and

performance, the variables were subjected to a T-test method.

HYPOTHESIS 5

X = ∑fx = 105 = 3.62

∑F 29


t* = X – µ

Θ

X = Sample mean


Θ = Standard Error

69


t* = Calculated t

X = ∑fx

∑F

µ = X + 1.96 (Θ)

Θ = 0.96

5.385

Θ = 0.178

µ = X+ 1.96 (Θ)

µ = 4.21 + 1.96 (0.178)

µ = 4.21 + 0.349

µ = 4.559

70

µ = 4.21 - 0.349

µ = 4.559

t* = X – µ

Θ

t* = 4.21 – 4.559

0.178

= -1.96

t* = 4.21 – 3.861

0.178

= 1.96




71



employees’ participation in decision making and their productivity

level.

4.3 FINDINGS OF THE STUDY

In this section of chapter four, the researcher shall

attempt to highlight and discuss some major findings as

presented above to achieve this purpose the frequency table

analysis will be discussed; the five hypothesis that were

examined via the use of T- test will also be discussed.

In view of the above the underlisted findings are made in

this study.

From the data and analysis of question table 1 in the frequency

distribution table it is obvious that the number of women in

paid employment has risen significantly with the 12 out of the

72

29 respondents being women. This makes the response by the

respondents’ quite balance and interesting.

In table 7 it becomes quite interesting that over 31.03% of

the respondents are not satisfied with their salary /income this

could be attributed to the high cost of living in the country at the

moment. From table 10 the researcher notices that employees’

would still be effective in spite of poor working conditions the

researcher could advice the reason for this to be borne out of

the fear of the respondents losing their job should their

performance decline.

In table 11, the findings of the respondent to the question

on the impact of decision making on performance were

examined by the researcher and it was found that 51.72%

agrees that participation in decision making enhances

employees’ performance.

The first hypothesis indicated that there is a significant

relationship between working conditions and the performance

of the respondent. This hypothesis was accepted meaning that

73

working conditions of the respondent has effect on their

performance.

The second hypothesis stated that there is a significant

relationship between incentive system and performance. The

alternative hypothesis was accepted as it was found that the

incentive system of employees has a direct effect on their

performance.

The third hypothesis which stated that there is no

relationship between communication and employees’

performance was equally rejected and the alternative accepted.

This point to the fact that communication between the

employees and management goes a long way in enhancing

performance in organization.

The fourth hypothesis reveal that there is a significant

relationship between employees job satisfaction and their

performance. Based on this one can say that there is need

for every organization in ensuring that their employees attain

considerable level of job satisfaction.

74

The last hypothesis was accepted and the alternative

hypothesis which states that there is a signification in decision

making and performance was accepted.

Consequent upon the above explication points, industrial

organization should ensure that conducive working conditions

are put in place to enhance performance. Participation of

employees’ in decision making should also be ensured; finally

management of the organization should see to the organization

should see to the fact that their staff enjoy some degree of job

satisfaction all these would serve as catalyst for employees’

performance.

75

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION

This chapter is divided into three main sections namely,

summary, conclusions, and recommendations, it worthy of

mention here that summary presented here is a recapitulation

of the whole work, while the conclusion represents the

inferences drawn from the findings. On the final note, the

recommendations made in this chapter represent a set of

suggested courses of action from this study.

5.2 SUMMARY OF FINDINGS.

It becomes imperatives to identify the major contributory

factors to performance, bearing in mind that an organization

continues to exist only on the basis of workers performance.

76

The absents of some working condition and factors such

as attractive pay, conducive office setting, adequate and proper

communication by management, and workers promotion, to

manage organization and retard it from attaining its set goes;

therefore, in line with following observation are made.

Adequate and conducive working condition should be put

in place in the working environment, so that employees can

perform better in their job. Moreover the organization should

ensure that adequate incentives and salary are put in place to

enhance employee performance. Apart from this, management

of every industrial organization should ensure that a channel of

communication is created to enable employees know about the

goings on in the organization.

Furthermore management of an organization should

ensure that jobs are designed in such a way that works would

lead to employee satisfaction which would in turn also enhance

workers performance.

77

Lastly employees in an organization should be allow to

participate in the decision making process of an organization.

Once an organization carry its employee in the decision making

process, performance will be on a steady rise and the

organization can achieve its desired goals.

5.3 CONCLUSION

The conclusion one can draw from the above discussion

is that working condition in an essential in ensuring employees

performance in organization. This is because the availability of

this factors mention earlier will promote performance such as a

conducive working environment, adequate incentive like

promotion, good pay, and employee participation in decision

making.

The attainment of optimal employees’ performance and

organizational goals is the prime responsibility of both the

management and employee in an organization. Management of

78

an organization must ensure that working conditions of

employees are conducive, while the workers on the other hand

must ensure that they give their best at work for the

organization to attain its goals.

5.4 RECOMMENDATION

Having examined and analyzed the factors that impact in

the performance of employees’ in an organization,

management of the organization should ensure that this factors

are put in place so that the objective of the organization can be

achieved.

Management of the organization should also take time to

study the factors that ginger their employees to greater

performance in the work place. The goal of an organization is to

maximize productivity and profit, but this goal could be marred if

adequate working condition are not put in place.

79

In Ashkad global concept limited, efforts should be

geared on the provision of conducive and work friendly

environment for the employees. Moreover incentives such as

Medicare, promotion of employees, provision of housing and

recreational facilities should be provided. Lastly functional club

houses wish could be sure as recreational and relaxation spot

for employees should be provided.

80

BIBLIOGRAPHY

Adebisi; M.A. (1989): Productivity as a function of incentive system; A study of an industrial establishment in Lagos Nigeria. A paper presented Ilorin journal sociology.

Alderfer, C.D (1972): Human needs in organization free press of glance, New York.

Alexander; H. (1982): Modern business report on how to increase productivity, New York.

David A. Decenzo &Stephen P.Robins; Human resource management. Fifth Edition.1996.

Donald Clark, Introduction to Instructional system design 2000.

Fajana O. (1983): Industrial productivity, wages prices and employment in Nigeria-Seminar paper.

Fox, A. (1976): A sociology of work industry, collier; Mac Millian London.

Gallery J W & England ‘Principle of Human resource development 1980.

Gouldner A. (1964): Sociology of work industry bureaucracy; Glenco iii the free press.

Guest R. (1962): The man of assembly line New York free press.

Herzberg etal (1959): The motivation to work, New York Wiley and sons.

81

Katz, D. & R. L. Kahnn (1966): The social psychology of organizations New York, Wiley.

Maslow A (1953): A theory of human motivations psychological review.

MC Gregory, D (1960): The human side of enterprise; New York, MC Graw hill.

MC Legan, Praticial A Models for human resource development practice training and development journal 1980.

Nadler Leonard, The handbook of human resource development New York john Wiley and sons. 1984.

Oloko O. (1977): Management in Nigeria incentives and report for efforts. (MIN), June/July.

Robert H.Rouda and Mitchell E kusy ‘Development of human resource. Beyond Training a Perspective on improving organization and people 1996.

82

APPENDIX

QUESTIONAIRE ON WORKING CONDITIONS AND ITS

EFFECT ON EMPLOYEES PERFORMANCE IN AN

INDUSTRIAL ORGANISATION

(A CASE STUDY OF ASHKAD GLOBAL CONCEPT

LIMITED)

Department of Business Administration,

Faculty of Business and Social Science,

P.M.B. 1515

Kwara State.

Dear Respondent,

I am a final student of the department of Business

Administration, University of Ilorin, carrying out a research on

“Working conditions and its effect on employees’ performance in an

Industrial Organsation”. I hereby require some information from you

to enable me complete my research work. I assure you that this is

purely academic and all information given to me will be treated with

great confidentiality and your completion of attached questionnaire

will be highly appreciated.

Yours sincerely,

OGUNDELE A ABIOLA.

83

SECTION A: PERSONAL DATA

General Instruction: Please tick well, in the most appropriate

responses and fill in the blank spaces where necessary.

1. Sex (a) Male [ ] (b) Female [ ]

2. Marital Status (a) Married [ ] (b) Single [ ] (c) Others [ ]

3. Which of this is your age bracket? (a) 18-30 yrs [ ] (b) 31-40 yrs

[ ] (c) 41-50 yrs [ ] (d) 51-60 yrs [ ]

4. Please tick your highest qualification

(a) Primary/Modern School [ ] (b) HSC/WASC [ ] (c)

OND/NCE [ ] (d) BSc. /HND [ ] (e) other [ ]

specify…………………..

5. Religion (a) Christianity [ ] (b) Islam [ ] (c) Traditional [ ]

(d) Others [ ] specify…………………..

6. Which income bracket do you fall into monthly?

(a) 7,500-10,000 [ ] (b) 10,000-20,000 [ ] (c) 21,000-50,000 [

] (d) 51,000-100,000 [ ] (e) 100,000 and above [ ]

7. What is your designation in this

company? .......................................................

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8. How long have you served in this company (a) 1-5 yrs [ ]

(b) 6-10 yrs [ ] (c) 11-15 yrs [ ] (d) 16-20 yrs [ ] (e) 25 yrs and

above [ ]

SECTION B: WORKING CONDITION

9. What is your perception of your Salary? (a) Very satisfactory

[ ] (b) Satisfactory [ ] (c) Very unsatisfactory [ ]

(d) Unsatisfactory [ ] (e) Just Fair [ ]

10. If you are not satisfy with your salary, does it affect your

Performance? -----------------

11. Does your company take care of your medical treatment?

(a) Yes [ ] (b) No [ ]

12. When was your last promotion? (a) About one year ago [ ]

(b) Over Four year ago [ ]

13. Are you satisfied with the working conditions in your company?

(a) [ ] (b) No [ ]

14. If your answer is NO, does it bring low performance?

(a) Yes [ ] (b) [ ]

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15. Do you believe that your company’s working conditions affect

Organizational effectiveness? (a) Yes [ ] (b) No [ ]

16. Has there been any appreciable improvement on your working

conditions in the past one year? (a) Yes [ ] (b) No [ ]

17. Do you agree that there is any shortcoming in the working

conditions of your company? (a) Yes [ ] (b) No [ ]

SECTION C: WORKING CONDITIONS AND

PERFORMANCE

18. Do you think that your level of performance is a function of your

working condition? (a) Yes [ ] (b) No [ ]

19. How would you rate your level of performance?

(a) Very high [ ] (b) High [ ] (c) Low [ ] (d) Indifferent [ ]

20. If your working condition were improved, would you perform

better on the job? (a) Yes [ ] (b) No [ ] (c) Indifferent [ ]

21. Does your management involve you in decision making of the

company? (a) Yes [ ] (b) No [ ]

22. If your response is NO, does this affect your performance?

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(a) Yes [ ] (b) No [ ]

23. Do you believe that participation in decision making will enhance

your performance? (a) Yes [ ] (b) No [ ]

24. Does your company have any special bonus for you at the end of

the year? (a) Yes [ ] (b) No [ ]

25. Do you think that your working conditions are better than that of

your friends in other organizations? (a) Yes [ ] (b) No [ ]

26. Are you satisfy with the level of communication in your

company? (a) Yes [ ] (b) No [ ]

27.If you get employment elsewhere, would you leave this company?

(a) Yes [ ] (b) No [ ]

28. Do you think the level of communication affect your level of

performance? (a) Yes [ ] (b) No [ ]

29. Do you think that the level of job satisfaction enjoyed in your

company affects your performance? (a) Yes [ ] (b) No [ ]

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Working Conditions and Its Effect on Employees Performance in an Industrial ion

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