Posts Tagged ‘Organizational Culture’

LABOUR TURNOVER AND ORGANIZATIONAL PRODUCTIVITY IN PZ CUSSONS (NIG.) PLC AND GLOBAL COM. (NIG.) LTD

July 13, 2017

AUTHOR: EZEIGBO CHIGOZIE SAMUEL
DEPARTMENT: BUSINESS ADMINISTRATION
FACULTY: MANAGEMENT SCIENCES
AFFILIATION: NNAMDI AZIKIWE UNIVERSITY, AWKA

This study Investigated Labour Turnover and Organizational Productivity in PZ Cussons (Nig.) Plc and Globalcom (Nig.) Limited. The descriptive survey research design was adopted for the study. The relevant data for the study were collected through a set of self developed structured questionnaire. The data were analyzed using frequency table, percentage distribution and statistical package for social sciences (SPSS). Findings revealed that the causes of labour turnover in the study include: The characteristics of the job, unrealistic expectations, organizational culture and performance of the job. Based on these findings, it was concluded that for organization to retain its employees, there is need for it to consider every aspect of its productive operations by organizing requisite skill training for its staff. Based on the conclusion, it was recommended that for retention of workers to be made possible, motivational incentives that could foster workers job satisfaction and commitment should be provided. Equitable measure of reward system should be commensurate with workers job performance. Also, organizational support system that could promote workers’ good health and reduction of occupational hazards should be provided for all levels of workers in order to achieve workers retention.

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THE EFFECT OF ORGANIZATIONAL CULTURE ON WORKERS’ EFFECTIVENESS

June 16, 2014

AUTHOR: OKECHUKWU, CHIDIOGO NKIRU

DEPARTMENT: PSYCHOLOGY

AFFILIATION: NNAMDI AZIKIWE UNIVERSITY, AWKA

The study examined the effect of organizational culture on workers’ effectiveness. One hundred workers participated were 30 are males and 70 females. Their ages ranged between 20 -55 years with a mean age of 26 and SD of 3.24 and cuts across both male and female gender. The instruments used were a self structure questionnaire and the leadership questionnaire designed by Don Clark (2002). Three hypotheses were tested in the study. The results revealed that there was a significant relationship of autocratic managerial leadership behaviour styles and aggressive-defensive organizational culture on workers’ effectiveness (F 1.314 at P< 0.05) and democratic managerial leadership behaviour styles and constructive organizational culture on workers’ effectiveness (F 1.199 at P< 0.05). Similarly there was a significant association of managerial styles and organizational culture on workers’ effectiveness. The result suggests that managerial leadership behaviour styles and organizational cultures have significant impact on workers’ effectiveness (F 0.988 at P< 0.05) and that changes in managerial leadership behaviour styles have an effect on organizational culture up to a certain point were they both remain constant. Hence, the findings concluded that for effective management of modern organization, managers should be able to harmonize their leadership behaviour and the organizational values to achieve the desired effect.

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INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL COMMITMENT AMONG WORKERS

September 27, 2012

AUTHOR: OKEDIJI, A.A

DEPARTMENT: PSYCHOLOGY

AFFILIATION: NNAMDI AZIKIWE UNIVERSITY AWKA.

The influence of organizational culture on organizational commitment among workers was investigated. Two hundred participants were randomly selected from private institutions (Zenith Bank Plc, UBA Plc, Intercontinental and Champion Breweries) and public institutions (University of Uyo and the State Civil Service) in Uyo, Akwa Ibom State. They were 113 males and 87 females whose age range between 20 and 63 years with a mean age of 35.4 years. The design adopted was a survey design. The independent variable was organizational culture, and the dependent variable of interest was organizational commitment. A regression analysis was used to test the five hypotheses in this study. Hypothesis I which stated that “there will be a statistically significant influence of organizational culture on organizational commitment” was accepted. Hypothesis II which stated that “there will be a statistically significant influence of culture mission on affective commitment was confirmed, thus the hypothesis also accepted. Hypothesis III which stated that, “there will be a statistically significant influence of culture involvement on affective commitment was also accepted. However, hypothesis IV which stated that “there will be a statistically significant influence of culture adaptability in continuance commitment was not confirmed. Hypothesis V which stated that there will be a statistically significant influence of culture consistency on normative commitment was also not confirmed, thus hypothesis IV and V were rejected in this study. The results were discussed in relation to the theories and previous findings on organizational commitment. Implications of the study were discussed and suggestions for further studies were also made.

 

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