WORKING CONDITIONS AND ITS EFFECT ON EMPLOYEES PERFORMANCE IN AN INDUSTRIAL ORGANISATION

(A case study of Ashkad Global Concept Limited)

BY:

OGUNDELE ADURAGBEMI ABIOLA

MATRIC 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 Project Supervisor Dr. (MRS) S. L. ADEYEMI Head of Department PROF. A. F. ADEDAYO Dean of Faculty External Supervisor .. Date

.. Date

.. Date

.. Date

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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.

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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 v

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

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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. vii

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.

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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.

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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.

TABLE OF CONTENT TITLE PAGE CERTIFICATION DEDICATION ACKNOWLEDGEMENT ABSTRACT TABLE OF CONTENT i ii iii iv viii x

CHAPTER ONE 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION STATEMENT OF PROBLEM RESEARCH QUESTION SIGNIFICANCE OF THE STUDY RESEARCH OBJECTIVES SCOPE OF THE STUDY 1 3 5 6 7 8

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CHAPTER TWO LITERATURE REVIEW 2.1 2.2 2.3 INTRODUCTION PRODUCTIVITY FACTORS HEALTHFUL INDUSTRIAL CLIMATE, SAFETY AND PRODUCTIVITY 2.4 2.5 2.6 2.7 STREES AND PRODUCTIVITY CAUSES OF STRESS INCENTIVE SYSTEM AND PRODUCTIVITY PARTICIPATIVE MANAGEMENT AND PRODUCTIVITY 27 11 15 19 24 9 9

CHAPTER THREE RESEARCH METHODOLOGY 3.0 3.1 INTRODUCTION HISTORICAL BACKGROUND OF ASHKAD GLOBAL CONCEPT LIMITED 3.2 RESEARCH DESIGN xii 30 31 30

3.3 3.4 3.5 3.6 3.7 3.8 3.9

METHOD OF DATA COLLECTION QUESTION DESIGN POPULATION OF THE STUDY SAMPLE AND SAMPLING PROCEDURE RESEARCH HYPOTHESIS LIMITATION OF THE STUDY METHOD OF DATA ANALYSIS

32 33 34 35 36 37 38

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 4.2 DATA PRESENTATION AND ANALYSIS TESTING AND INTERPRETATION OF HYPOTHESES 4.2.1 TEST OF HYPOTHESIS 1 4.2.2 TEST OF HYPOTHESIS 2 4.2.3 TEST OF HYPOTHESIS 3 4.2.4 TEST OF HYPOTHESIS 4 4.2.5 TEST OF HYPOTHESIS 5 xiii 52 54 58 61 65 68 40

4.3

FINDINGS OF THE STUDY

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CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATION 5.1 5.2 5.3 5.4 INTRODUCTION SUMMARY OF FINDINGS CONCLUSION RECOMMENDATION BIBLIOGRAPHY APPENDIX 76 76 78 79 81 83

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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

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.

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.

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; 4

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? 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. 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. iii. To identify the causes of low productivity. To determine the effect of poor working condition on

employees and 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.

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 organizations 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.

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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.

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 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.

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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 bodys well being. The World Health Organization (WHO) defines stress as a word wide epidemic.

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Olamide (2002) sees stress as the perturbation of the bodys 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

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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 are

need solved

and in

immediate haphazard

and and

spontaneous

response

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 persons 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

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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.

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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 employees 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

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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 mans 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 individuals 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 Gods 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.

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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.

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ABRAHAM MASLOWS NEED HIERACHY MODEL.

Achievement

Self Actualization

Challenging

Status

Job Title

Friendship

Esteem Needs Social Needs Security Needs Physiological Needs

Friends at work

Stability

Good Salary

Shelter

Pension Plan

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

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actualization need for realization of the ultimate potentials of life. Fredrick Taylors 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;

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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 employees co-operation and commitment via their involvement in the organizations 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.

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Livert (1967) found participative mgt. as a useful ingredient to employees increase performance, He emphasized that employees 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 managements ideas, enhance morale, and reduce labor turnover, absenteeism, grievances, tension and stress.

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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.

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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 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 working conditions and their level of

communication and the level of productivity. 36

H3:

That

there

is

significant

relationship

between

communication and the level of productivity. 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.

t* = x - X=
F N

= FX
F (x-x) F-1
2

Where: = Sample mean

= Assumed population mean

= 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) concerning the relationship

hypothesis were formulated

between working conditions and performance, locative system and employees performance, relationship between

40

communication between climatic others include satisfaction and

and employees condition and

performance, employees

relationship performance,

the relationship between employees job 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
Male Female Total Number 17 12 29 Percentage 58.6 43.4 100.0

Source: Authors 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

greater than that of the female, considering the nature of work in the organization.

41

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 Percentage Valid: 18-30 3 10.34 31-40 8 27.59 41-50 12 41.38 51-60 6 20.69 Total 29 100.0

Source: Authors Survey 2010 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.

TABLE 3: MARITAL STATUS OF THE RESPONDENTS

Valid: Frequency Percentage 9 31.03

42

Single Married Others Total

14 6 29

48.28 20.69 100

Source: Authors Survey 2010 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.

TABLE 4: HIGHEST QUALIFICATION RESPONDENT

Valid: Pry.Sch HSC/WAEC OND/NCE BSC/HND Other s Total Frequency Percentage 3 10.34 5 7 10 4 29 17.24 24.14 34.48 13.79 100

43

Source: Authors Survey 2010 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.

TABLE 5: RELIGION OF RESPONDENTS

Valid: Xtian Islam Traditional Others Total Frequency 13 10 4 2 29 Percentage 44.83 34.48 13.79 6.89 100

Source: Authors Survey 2010 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

44

probable reason for the closeness in percentage between Christian and Islamic religion could be a result of the 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

Valid: 7,500-10,000 10,000-20,000 21,000-50,000 51,000-100,000 100,000/above Total Frequency 3 10 7 5 4 29 Percentage 10.34 34.48 24.14 17.24 13.79 100

Source: Authors Survey 2010 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.

45

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

Very satisfactory Satisfactory Very Frequency Percentage 4 13.79 7 9 24.14 31.03 27.59 3.45 100.

unsatisfactory unsatisfactory 8 Just fair 1 Total 29

Source: Authors Survey 2010 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 46

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
Valid: Yes No Total Frequency 10 19 29 Percentage 34.48 65.51 100.

Source: Authors Survey 2010 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 dont perform.

TABLE 9: RESPONDENTS SATISFACTION WITH THE WORKING CONDITIONS

47

Frequency Percentage Valid: Yes 9 31.03 No 20 68.97 Total 29 100. Source: Authors Survey 2010 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.

TABLE 10: RESPONDENTS INVOLVEMENT IN DECISION MAKING Frequency Percentage Valid: Yes 13 44.83 No 16 55.17 Total 29 100 Source: Authors Survey 2010 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.

48

TABLE 11: WHETHER PARTICIPATION DECISION MAKING ENHANCES PERFORMANCE Frequenc Percentag y e Valid: Yes 15 51.72 No 14 48.28 Total 29 100 Source: Authors Survey 2010 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 Frequency Percentage Valid: Yes 16 55.17 No 13 44.83 Total 29 100 Source: Authors Survey 2010 From table 12, 16(55.17%) of the respondent agree that communication enhances their performance while 13(44.83)

49

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 Frequency Percentage Valid: Yes 15 51.72 No 14 48.28 Total 29 100 Source: Authors Survey 2010 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 the process of testing the hypothesis. This hypothesis is tested statistically through the Student (T-Test) is employed. The T-

50

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.
Acceptance region
Rejection region Rejection region

-1.96

+1.96

HYPOTHESIS ONE In the hypothesis, we seek to determine or not to test the relationship between employees working condition and their level of performance. Our working hypothesis in this regard is stated thus:

51

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 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. Ho1; That there are significant relationship workers working conditions and their level of performance.

52

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 5 4 3 2 1 F 9 12 6 2 0 29 FX 45 48 18 4 0 115 X-X 1.03 0.03 -0.97 -1.97 -2.97 (X - X)
2

F(X - X) 9.549 0.012 5.646 7.762 0 22.97

1.0619 0.001 0.941 3.881 8.821

X = fx = 115 = 3.97 F
t* = X

29

Calculated Value t. Hypothesis 1

= Sample mean

= Assumed population mean

= Standard Error

SD = Standard Deviation t* = Calculated t

53

X = fx F

= X + 1.96 ()
SD

=
SD= SD= SD=

F F (X - X) F 29.97 29 0.792
2

SD= 0.89 SD

= =

F 0.89 29

= 0.89

5.385
= 0.165

= X + 1.96 () = 3.97 + 1.96 (0.165)

3.97 + 0.323 4.293 3.97 1.96 (0.165) 3.97 0.323 = 3.647
t* = X

54

 t* = 3.97 4.293

0.165 t* = -1.96
or

3.97 4.293 0.165 = 1.96

Acceptance region
Rejection region Rejection region

-1.96

+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.

55

4.2.2 TEST OF HYPOTHESIS 2 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
HYPOTHESIS 2
Attributes Strongly Agree Agree Undecided Disagree Strongly Disagree Total X 5 4 3 2 1 F 8 11 5 3 2 29 FX 40 44 15 6 2 107 X-X 1.31 0.31 -0.69 -1.69 -2.69 (X - X)
2

F(X - X) 13.73 1.056 2.38 8.57 14.472 40.21

1.716 0.096 0.476 2.856 7.236

56

X = fx = 107 = 3.69 F
t* = X

29

Calculated Value t. Hypothesis 2

= Sample mean

= Assumed population mean

= Standard Error

SD = Standard Deviation t* = Calculated t

X = fx

= X + 1.96 ()

57

SD

=
SD=

F F (X - X) F 40.21 29 1.387

SD= SD=

SD= 1.18 SD

= =

F 1.18 29

= 1.18

5.385
= 0.219

= X + 1.96 () = 3.69 + 1.96 (0.219)

3.69 + 0.429 4.119

= 3.69 - 1.96 (0.219)

3.69 - 0.429 3.261

t* = X

t* = 3.69 4.119 58

0.219

t* = -1.96 t* = 3.69 3.261

0.219 1.96
Acceptance region
Rejection region Rejection region

-1.96

+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 incentive system and the employee productivity.

4.2.3 TEST OF HYPOTHESIS

3.

59

Ho3; That there is no significant relationship between communication and the level of productivity. Ho3; That there is significant relationship between communication and the level of productivity. 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
Attributes Strongly Agree Agree Undecided Disagree Strongly Disagree Total X 5 4 3 2 1 F 10 14 3 2 0 29 FX 50 56 9 4 0 119 X-X 0.9 -0.1 1.21 4.41 9.61 (X - X) 0.81 0.01 1.21 4.41 9.61
2

F(X - X) 8.1 0.14 3.63 8.82 19.22 39.91

X = fx = 119 = 4.10 F 29 Calculated Value t. Hypothesis 3

60

t* = X

= Sample mean

= Assumed population mean

= Standard Error

SD = Standard Deviation t* = Calculated t X = fx F

= X + 1.96 ()
SD

=
SD=

F F (X - X) F 39.91 29 1.376

SD= SD=

SD= 1.18 SD

= =

F 1.18 29

= 1.18

5.385
= 0.219

61

 = X + 1.96 () = 4.10 + 1.96 (0.219)

4.10 + 0.429 4.529 4.10 - 0.429 3.671

t* = X

t* = 4.10 4.529
0.219 = -1.96
= 4.10 3.671

0.219 = 1.96
Acceptance region
Rejection region Rejection region

-1.96

+1.96

62

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 communication and the level of productivity.

4.2.4 TEST OF HYPOTHESIS

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.

63

HYPOTHESIS 4
Attributes Strongly Agree Agree Undecided Disagree Strongly Disagree Total X 5 4 3 2 1 F 9 10 3 4 3 29 FX 45 40 9 8 3 105 X-X 1.38 0.38 -0.62 -1.62 -2.62 (X - X)
2

F(X - X) 17.14 1.444 1.1532 10.498 20.6 50.84

1.9044 0.1444 0.3844 2.6244 6.8644

X = fx = 105 = 3.62 F
t* = X

29

Calculated Value t. Hypothesis 4

= Sample mean

= Assumed population mean

= Standard Error

SD = Standard Deviation t* = Calculated t

64

X = fx F

= X + 1.96 ()
SD

=
SD=

F F (X - X) F 50.84 29 1.753
2

SD= SD=

SD= 1.324 SD

= =

F 1.324 29

= 1.324

5.385
= 0.245

= X + 1.96 () = 3.62 + 1.96 (0.245)

3.62 + 0.4802 = 4.1002

t* = X

65

t* = 3.62 4.1002
0.245 = -1.96
= 3.62 3.1398

0.245 = 1.96
Acceptance region
Rejection region Rejection region

-1.96

+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 job satisfaction and their level of productivity.

66

4.2.5 TEST OF HYPOTHESIS 5 Ho5; That there is no significant relationship between workers participation, decision making and their performance. 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
Attributes Strongly Agree Agree Undecided Disagree Strongly Disagree Total X 5 4 3 2 1 F 13 12 2 1 1 122 FX 65 48 6 2 1 105 X-X 0.79 -0.21 -1.21 -2.21 -3.21 (X - X)
2

F(X - X) 8.1133 0.5292 2.9282 4.8841

0.6241 0.0441 1.4641 4.8841 10.3041

10.3041 26.76

X = fx = 105 = 3.62

29

Calculated Value t. Hypothesis 5

t* = X

67

= Sample mean

= Assumed population mean

= Standard Error

SD = Standard Deviation t* = Calculated t X = fx F

= X + 1.96 ()
SD

=
SD= SD= SD=

F F (X - X) F 26.76 29 0.922
2

SD= 0.96 SD

= =

F 0.96 29

= 0.96

5.385
= 0.178

= X + 1.96 ()
68

 = 4.21 + 1.96 (0.178) = 4.21 + 0.349 = 4.559 = 4.21 - 0.349 = 4.559

t* = X

t* = 4.21 4.559
0.178 = -1.96

t* = 4.21 3.861
0.178 = 1.96
Acceptance region
Rejection region Rejection region

-1.96

+1.96

69

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 participation in decision making and their productivity level.

4.3 FINDINGS OF THE STUDY In attempt this section of chapter four, the researcher to highlight and discuss some shall

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 70

paid employment has risen significantly with the 12 out of the 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 71

of the respondent. This hypothesis was accepted meaning that 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

72

for every organization in ensuring that their employees attain considerable level of job satisfaction. 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.

73

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.

74

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. 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

75

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. 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

76

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 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.

77

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. 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.

78

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.

79

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. 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.

80

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 81

great confidentiality and your completion of attached questionnaire will be highly appreciated. Yours sincerely, OGUNDELE A ABIOLA.

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 [ ] (b) Single [ ] ] (c) Others [ ]

2. Marital Status (a) Married [

3. Which of this is your age bracket? (a) 18-30 yrs [ [ ] (c) 41-50 yrs [ ] (d) 51-60 yrs [ ]

] (b) 31-40 yrs

4. Please tick your highest qualification (a) Primary/Modern School [ OND/NCE [ ] (b) HSC/WASC [ ] (e) other [ ] (c) ]

] (d) BSc. /HND [

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

] specify..

82

6. Which income bracket do you fall into monthly? (a) 7,500-10,000 [ ] (d) 51,000-100,000 [ 7. What is ] (b) 10,000-20,000 [ ] (c) 21,000-50,000 [ ] in this

] (e) 100,000 and above [ your designation

company? ....................................................... 8. How long have you served in this company (a) 1-5 yrs [ (b) 6-10 yrs [ above [ ] ] (c) 11-15 yrs [ ] (d) 16-20 yrs [ ]

] (e) 25 yrs and

SECTION B: WORKING CONDITION 9. What is your perception of your Salary? (a) Very satisfactory [ ] (b) Satisfactory [] (c) Very unsatisfactory [ ] (e) Just Fair [ ] ]

(d) Unsatisfactory [

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 [ 83

(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) [ ]

15. Do you believe that your companys 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 [ ] 84

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? (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 [ 85 ]

29. Do you think that the level of job satisfaction enjoyed in your company affects your performance? (a) Yes [ ] (b) No [ ]

86