CHAPTER ONE

INTRODUCTION

THE STUDY’S BACKGROUND

Working with people to achieve a goal can be one of the most difficult challenges that an organization or institute faces; every aspect of collective life, in some form or another, requires the collective efforts of the people involved to achieve success. Individual input is essential in the achievement of the set goals and objectives by a group. It is important to understand the role of a welfare program in an organization.

It is one of the key tasks of management to achieve the organization’s goals and objectives as efficiently as possible. Human resources (workers) are automated equipment and other resources used to achieve organizational goals and objectives. In the absence of human effort and direction, other resources are wasted.

According to the policy of the College of Education (COLBEN) on the institute’s staff development program, all categories of employees are to benefit from in-service and other productivity in the cast of junior staff, training is required for skilled and semi-skilled junior to update their competence in their lecturing skills.

Furthermore, senior personnel are trained in order to prepare them for managerial positions that may become available in the future. Contract or casual workers are not forgotten; they are also trained on the job to improve their productivity.

Because it is difficult to predict how human resources (workers) will respond to a given situation, a welfare program for employees must be taken seriously in order to improve efficiency and productivity in an organization. Staff cannot be easily manipulated like machines or computers, and even if you do, it will only be for a short time. As a result, V and other motivating factors are required for consistent performance and productivity of staff in an organizational system.

Despite the benefits of welfare programs for improving employee performance, efficiency, and productivity, most institutions and organizations do not provide enough welfare programs for their employees/staff. As a result, the impact of a welfare program on employee productivity was investigated.

STATEMENT OF THE PROBLEM

The provision of a welfare program to its workforce is an important input on this part of management to ensure their efficient contribution to institutional goals. The benefit of the welfare program is that it ensures the comfort, safety, and security of the employees.

Additionally, the social welfare program aids in the establishment of retirement and pension plans for employees. These pals are provided for most employees who are unable to save enough for their retirement support. The welfare program also helps to boost employee morale and loyalty.

To the organization, welfare programs aid in more effective recruitment, good human relationships between management and employees, reducing the influence of unions, and, of course, increasing the institution’s revenue as a result of increased lecturing or productivity skills.

Regardless of the merits of the welfare program, institutions or organizations do not provide enough welfare programs for their employees. As a result, the impact of a welfare program on staff/worker productivity in an organization was investigated, with the College of Education (COLBEN) serving as a case study.

QUESTIONS FOR RESEARCH

During the study, the following research questions were posed.

I Can a welfare program help management and employees achieve organizational goals and objectives?

ii) Can a welfare program help increase worker/staff productivity?

iii) Should the organization’s welfare program be limited to a specific group of employees?

iv) Are there any drawbacks to providing a welfare program to employees in an organization?

OBJECTIVE OF THE STUDY

The term “welfare program” refers to the factors that motivate employees/staff to take action in order to perform optimally in their assigned tasks. Based on the preceding statement, it is clear that employees require a specific incentive welfare program to encourage high productivity. The goal of this study is to investigate the impact of a welfare program on worker/staff productivity in an organizational system.

THE STUDY’S IMPORTANCE

The study’s findings and recommendations will be useful to COLBEN staff and other institutions in Nigeria. This study demonstrated briefly how the provision of welfare programs can increase productivity when their basic needs are met. In the long run, this will result in the achievement of organizational goals and objectives. The study is also significant because it will add to the existing literature on the subject.

THE STUDY’S OBJECTIVE

The purpose of this study is to investigate the impact of a welfare program scheme program on staff productivity in an institution. As an example, consider the College of Education (COLBEN). The study will also look at the origins of welfare programs in institutions and the different types of welfare schemes available under common law.

DEFINITION OF TERMS IN BUSINESS

The provision made to workers/staff to enable them to spend less of their wages and salaries.

Organization: A structured process in which people interact in order to achieve or realize a goal.

Productivity is the ability to produce.

Institution: A specialized organization or society.

Institute: A society or organization that promotes science education, for example.

Objectives: Things that exist outside of the mind.

Goal: The object of one’s ambition or the destination of one’s efforts.

Work: The application of mental or physical effort to the utilization of energy.

Do You Have New or Fresh Topic? Send Us Your Topic 

THE EFFECT OF THE STAFF WELFARE SYSTEM ON WORKER PRODUCTIVITY

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

PHYSICO-CHEMICAL STUDIES OF SOIL AND GROUNDWATER AROUND A MUNICIPAL SOLID WASTE DUMPSITE

ABSTRACT
The physicochemical and heavy metal contents of borehole water and soil samples collected at a municipal solid waste dumpsite in Gombe, Gombe State, Nigeria, were investigated in this study. The samples were taken twice in 2015, during the wet and dry seasons.

The following parameters were determined from the water samples: Dissolved oxygen (DO), Biochemical oxygen demand (BOD5), Chemical oxygen demand (COD), Total dissolved solids (TDS), Total suspended solids (TSS),

anions (PO43-, NO2-, NO3-, SO42-, Cl-, NH4+-N), essential metals (Ca, K, Mg, Na) and heavy metals (Fe, Mn, Co, Zn, Cu, Cr, Cd, Pb) concentrations, soil Except for high PO43- content (1.13 to 2.17 mg/l) recorded for borehole water samples in both seasons and Cr (0.01 to 1.2 mg/L),

which exceeded the WHO permissible limit of 0.1 mg/l and 0.05 mg/L, the results revealed that most of the physico-chemical parameters analysed recorded for borehole water and control water samples in both seasons were below the WHO international standards for drinking water.

During the dry season, the borehole water sample showed a substantial rise (P0.05) in Fe, Cr, Mn, Na, and K contents, as well as a significant decrease in SO42-. In both seasons, the heavy metal levels of soil samples from the dumpsite and 20m east, west, south, and north of the dumpsite, as well as from the control site, were all below WHO international guidelines.

Heavy metal contents in dumpsite soil samples were significantly higher in both seasons: Pb (9.90 and 11.82 mg/kg), Zn (137 and 146 mg/kg), Ni (12.56 and 11.82 mg/kg), Cr (3.60 and 4.05 mg/kg), Cd (9.05 and 12.2 mg/kg), and Mn (94.0 and 91.2 mg/kg) in both seasons than the control; Pb (3.78 mg/kg), Zn (50.90 mg/kg),

Ni (2. Heavy metal concentrations in soil samples collected 20m east of the dumpsite were likewise substantially higher (P0.05) than in the control. According to the findings of this study, the solid waste dumpsite has an impact on the natural quality of the surrounding ecosystem. As a result, indiscriminate municipal solid waste dumping at the dumpsite should be organised or forbidden.

CHAPITRE ONE

1.1 Introduction

Nigeria’s rapid population growth and lifestyle changes have resulted in a major increase in the output of municipal solid waste (MSW). It encompasses both home and commercial garbage, which makes for a minor portion of the total solid waste stream in affluent countries. A high volume of rubbish can cause a number of issues for the people who live there.

Population growth has contributed to an increase in the quantity and diversity of garbage. If garbage collection, transportation, and disposal are not handled appropriately, they can cause a variety of issues,

many of which are related to human health and the environment.1,2 Municipal solid waste management is a vital component of urban infrastructure that ensures environmental and human health protection.3,4.

In developing nations, the accelerated rise of urban population due to unplanned urbanisation, increased economic activity, and a lack of training in modern solid waste management practises challenges efforts to improve solid waste services5.

The uncomfortable concern is that depositing rubbish on soil is one way in which soil quality is deteriorated. Human health is harmed by polluted soil by direct human touch or inhalation of polluted airborne dust, as well as ingestion of garden vegetables cultivated on abandoned dumpsites or near active dumpsites6.

Solid waste management has become a global issue, particularly in developing countries. In Nigeria, for example, it is not uncommon to see waste mounds polluting the streets, deposited in drains, abandoned plots, and water bodies,

resulting in the spread of contagious diseases7. The problem appears to be unabated, owing to causes such as urbanisation, population increase, improved living standards, and a lack of funding to appropriately manage solid waste7.

Improper solid waste management has led in major ecological, environmental, and health issues. Such practises contribute to widespread contamination and the spread of diseases8. The disposal of solid waste is a major public concern.

The vast majority of municipal solid waste disposal sites in Nigeria remain open dumps. Solid waste disposal in landfills endangers groundwater and surface water quality by forming toxic liquids known as leachate9.

Leachate is often formed during the dissolving process in a landfill. Leachate, which occurs at the end of degraded solid waste and is mixed with precipitates of surface water, can harm the environment. As a result, this leachate has severely damaged the surface water collection system (rivers, streams, lakes), subsurface collection system (groundwater reservoirs), and solid system (various soil layers).

Landfills are a source of groundwater and soil pollution because they produce leachate and transmit contaminants to other parts of the ecosystem8. Heavy metal poisoning of soil, water, and air, even at low concentrations, is recognised to have an influence on the ecosystem and human health.

These metals are also a long-term threat to groundwater and ecosystems10,11. The WHO confirmed that lead consumption causes abortion, neonatal mortality, foetal deformity, genetic mutation, delayed growth, intoxication, respiratory depression, and chromosomal abnormalities. Based on these, researchers proposed methods for limiting waste creation and environmental effects12.

Environmental monitoring is a collection of activities that give environmental managers with chemical, physical, geological, biological, and environmental, social, and health data.13. The systematic gathering of data for environmental monitoring is used to determine: the actual environmental consequences of a pollutant.

The degree of implementation and success of environmental protection measures when successfully integrated with the environmental system for the project, environmental monitoring can provide valuable feedback about the effectiveness of environmental protection measures, and in turn monitoring may be related to the post project evaluation12,13.

Soil quality indicators are monitored throughout time to identify changes or trends in the functional state or quality of the soil. Monitoring can be used to identify whether management practises are successful or whether additional management modifications or adjustments are required.14,15.

In Nigeria, agencies such as the Federal Environmental Protection Agency (FEPA), the Ministry of Environment, and Environmental Sanitation Authorities, as well as local governments, are in charge of developing a clear plan of action for the disposal and management of waste generated on a daily basis in our society.

GOSEPA (Gombe States Environmental Protection Agency) is no exception. The fact that garbage dumps have created traffic delays in some important areas of our urban centres is an example of poor refuse dump management in Nigerian towns and cities16.

Residents in the current study area use borehole water near the dumpsite for drinking and other household activities, while the soil around the dumpsite is used for agricultural. It is required to conduct soil and water analysis on a regular basis to assess the impact of wastes and some pollutants on soil and groundwater.

This will contribute significantly to the development of approaches for addressing the problem of soil and groundwater pollution, as well as the impact of municipal solid waste on the environment, through suitable disposal/management strategies.

1.2 Statement of the Problem

Humans and other living species rely on a healthy environment to maintain their health. The dumpsite under investigation is fairly near to residential areas. Borehole water is available in the residential sections, and a creek near the dumpsite is used for drinking water and other domestic purposes by residents.

The land surrounding the dumpsite is used for farming. Rapid population expansion and industrialization, along with indiscriminate solid waste disposal at the site and little or no organised solid waste management strategies, have contributed to an alarming increase in the volume of solid wastes at the dumpsite. The physical, chemical, and biological qualities of the wastes at the dumpsite vary.

When it rains, the waste water created by the decomposing waste items may run into a nearby surface stream and leach into the subsurface soil, then into groundwater aquifers, contaminating the groundwater and soil around the dumpsite. The soil texture around and even outside the dumpsite contains a high percentage of coarse sand, which is ideal for leachate conveyance.

To establish the quality of the groundwater and soil surrounding the dumpsite, the chemical constituents of the groundwater and soil samples must be studied. The findings are intended to disclose the current quality of the groundwater and soil surrounding the dumpsite.

1.3 Aims and Objectives of the Study

1.3.1 Aim

To investigate the physicochemical parameters of soil and groundwater in the vicinity of a municipal solid waste dumpsite in the Gombe metropolis.

1.3.2 Particular Goals

To evaluate the physicochemical properties of groundwater samples collected from the dumpsite’s east, west, north, and south sides.

To compare the physicochemical properties of groundwater samples obtained at the dumpsite and a control sample (800m away from the dumpsite) to the international drinking water standard.

To evaluate the physicochemical properties of soil samples collected around the dumpsite.

To compare the physicochemical properties of soil samples collected around the dumpsite with those from a control site (500m away) and those collected from outside the dumpsite (20m).

The heavy metal concentrations of groundwater and soil samples from the dumpsite and samples from the control site were compared.

To compare the physicochemical properties and heavy metal contents of groundwater and soil samples collected during the rainy and dry seasons.

1.4 Scope of The Study

This study looked at the physicochemical characteristics and heavy metals in groundwater and soil samples collected at Herwagana’s municipal solid waste dumpsite in Gombe city, Gombe State, North East Nigeria, during the rainy and dry seasons.

The groundwater parameters studied were pH, temperature, conductivity, turbidity salinity, dissolved oxygen (DO), biochemical oxygen demand (BOD5), chemical oxygen demand (COD), total dissolved solids (TDS), total suspended solids (TSS), nitrate, nitrite,

phosphate, sulphate, chloride, calcium, potassium, magnesium, sodium, and heavy metals (Fe, Mn, Co, Zn, Cu, Cr, Cd, The parameters were evaluated using normal analytical procedures, and the heavy metals were determined using (AAS, unicam 969).

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

EFFECT OF DISPUTE MANAGEMENT AND CULTURAL DIVERSITY ON EMPLOYEE PERFORMANCE

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY
According to Fadipe (2000), a dispute is a type of disagreement in a setting between two individuals or groups who have reason to interact formally or informally. Similarly, Miller and King (2005) define it as a conflict between two or more persons or groups about mutually beneficial aims. Dispute is thus a series of irreconcilable behaviours. It may entail one person or a group of people interfering or disrupting another action in some way or ways that make another action less likely to be effective.

Deutsch (1973) defines conflict as “people working against each other in such a way that what one wants is incompatible with what the other wants.” It may result in competition in the pursuit of goals.

What the rival obtains is obtained at the expense of others or the job. As a result, it is counter-productive, disruptive, unnatural, and results in a diversion from the spontaneous flow of events.

A major aspect that might lead to incompatibility between parties is their perception of the problem at hand or issue of interest. Other elements that might contribute to the emergence of conflict in organisations include task interdependence,

inadequate resources, goal incompatibility, communication breakdowns, individual differences (or cultural differences), and a poorly structured reward system (Ngbekem, 2004).

Dispute is an inevitable and fundamental aspect of organisational life. It is unavoidable and an essential component of the transformation process. It is, in fact, an assistance to cooperation rather than an impediment. There are two sides to the debate:

one is destructive and unhealthy, and the other has a problem-solving foundation in which those involved are willing to sublimate personality and cultural differences, listen to others’ perspectives, and be open and candid with each other, to be supportive and helpful, whereas the former undermines cooperation.

According to Albert (2001), there are both useful and destructive conflicts. As he puts it, “A dispute is said to be positive when it is constructively discussed by the parties and amicable terms for settlement reached” .

Poorly managed disputes heat up the environment, causing “dislocation of the entire group and polarisation, decreased productivity on employee performance,

psychological and physical injury, emotional distress and inability to sleep, interference with problem activities, escalation of differences into antagonistic position and malice, and increased hostility” (Akaniji, 2005).

A cooperative environment is formed through dispute resolution to promote opportunities and movement towards nonviolent, reconciliation, or core conflicting interests.

However, regardless of how one views conflict, it is critical to recognise that conflict is one of the finest methods in the world to reverse the tide and improve unsatisfactory situations. In truth, there may be no actual dispute to resolve, but there may be a need for increased understanding,

cooperation, and teamwork to foster interpersonal harmony and a positive organisational atmosphere for teaching and learning. As a result, disagreement should not necessarily be regarded as an unfavourable event, but rather as a necessary one with good repercussions if handled properly.

Cultural variety is a feature of groups of two or more people and usually relates to demographic disparities of some kind among group members (McGrath, Berdahl, and Arrow, 1995). Researchers have developed a plethora of dimensions for categorising demographic disparities, frequently positing distinct outcomes for individuals and work groups based on the degree and character of such differences.

Based on the visibility of race and the job-relatedness of functional background, Pelled (1996) developed one set of predictions about the influence of racial diversity among group members and another about the impact of functional background diversity.

Others have differentiated the consequences of variety based on whether the distinctions are cultural (Cox, 1993; Larkey, 1996), physical (Strangor et al., 1992), innate and immutable (Maznevski, 1994), or role-related (Maznevski, 1994; Pelled, 1996).

Perhaps more importantly, researchers’ expectations about any given diversity variable vary depending on which of its aspects they consider to be critical to evaluating its impact. Pelled (1996) predicted that racial diversity would incite intergroup bias and lead to negative outcomes for work groups as a source of visible differences,

whereas Cox, Lobel, and McLeod (1991) predicted that racial diversity, as a source of cultural differences, would enhance creative problem solving and lead to positive outcomes for work groups. According to Maznevski (1994), ethnic variety, as a source of inherent and immutable distinctions, would supply groups with various types of information from which they may possibly profit,

but such disparities would frequently be difficult for parties to understand and accept. As demonstrated by these examples, the types and qualities of demographic variables in which one is interested affect one’s investigation. Against this backdrop, it is necessary to investigate the impact of dispute resolution and cultural diversity on employee performance.

1.2 STATEMENT OF THE PROBLEM
Dispute arises in an organisation when an individual feels that the activities of another person endanger or impede his ambitions. The majority of disagreements in an organisation stem from the company’s incapacity to fulfil its collective agreement with its employees, which leads to employees engaging in industrial action, which can be work-to-rule or outright strike.

Employees’ strikes typically result in lost man-hours, machine-hours, output, skilled staff, employee morale, and organisational reputation. More often than not, cultural differences among personnel cause conflict inside an organisation.

1.3 OBJECTIVES OF THE STUDY
The following are the study’s objectives:

To investigate the association between dispute resolution and employee performance.
To investigate the link between cultural diversity and employee performance.
Identifying characteristics that enhance employee performance.

1.4 RESEARCH QUESTIONS

What is the connection between conflict resolution and employee performance?
What is the connection between cultural diversity and job performance?
What elements contribute to employee performance?

1.5 HYPOTHESIS
HO1: There is no statistically significant association between dispute resolution and employee performance.
HA1: There is a strong link between dispute resolution and employee performance.
HO2: There is no statistically significant link between cultural diversity and employee performance.
HA2: There is a link between cultural diversity and employee performance.

1.6 SIGNIFICANCE OF THE STUDY
The following are the study’s implications:

The study’s findings will educate corporate managers and the broader public on the impact of dispute resolution and cultural diversity on employee performance.
This study will contribute to the body of literature on the effect of personality traits on student academic achievement, forming the empirical literature for future research in the field.

1.7 SCOPE AND LIMITATIONS OF THE STUDY
This research will look at the association between conflict resolution and employee performance. It will also discuss the connection between cultural diversity and employee success.

STUDY LIMITATIONS
Financial constraint- A lack of funds tends to restrict the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).

Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the time allocated to dispute resolution research will be reduced.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

APPRAISAL OF PERFORMANCE APPRAISAL TECHNIQUES ON EMPLOYEE MOTIVATION

THE STUDY’S HISTORY

PA can boost motivation and performance, but when utilised incorrectly, it can be disastrous (Fisher et al, 2003). To be effective, PA must be based on the performance criteria that have been established for the position. Riggio (2003) defines performance criteria as the means by which successful or failed work performance is determined.

They are one of the outcomes of a thorough work analysis. Performance criteria define the specific characteristics of a job and facilitate the development of methods for assessing degrees of successful or unsuccessful job performance. As a result, an assessment system that is not based on this critical criterion cannot be considered suitable or fair,

especially to the individual whose work is being reviewed. Indeed, one of the main claims of those who reject performance appraisal is that, most of the time, the incorrect items are graded and the wrong methodologies are used (Deming, 1986; Gilliland and Langdon, 1998).

There are times when only a few job parts are examined or given preference or greater scores than others in which the employee was equally involved during the assessment period. This necessitates

The appraisal system’s fairness and ability to generate the desired results are called into question. Mickerney (1995) emphasised the complexities of PA by identifying it as a challenging and complex activity that is frequently underutilised by many organisations. As a result, it achieves the exact opposite impact that was intended (Coleman, 1995).

1.2 STATEMENT OF THE PROBLEM

Because of the general state of poverty in Nigeria today, economic compensation is a very key reason why people go out to work, making money a critical motivator (Muo, 2007).

Because of this, Nigerian workers must pay close attention to human resource (HR) practises, which have a direct impact on their financial incentives and social position. Performance appraisal (PA), which is the centre of this study, is one of these HR activities.

Promotion and the associated increase in financial advantages, as well as better professional and social standing, are key outcomes of PA (Tessema and Soeters, 2006; Shahzad, Bashir, and Ramay, 2008). The outcomes of performance appraisals have a high motivational influence and are a major driver of employee performance.

It should be emphasised that a successful performance appraisal system considers all aspects of an employee’s job performance rather than focusing on a few.

PA can boost motivation and performance when utilised correctly, but when used incorrectly, it can be disastrous (Fisher et al, 2003). For PA to be effective, it must be founded on the performance standards that have been established for the position,

which is sometimes disregarded. Riggio (2003) defines performance criteria as the means by which successful or failed work performance is determined. They are one of the outcomes of a thorough work analysis.

Performance criteria define the specific characteristics of a job and facilitate the development of methods for assessing degrees of successful or unsuccessful job performance. As a result, an assessment system that is not based on this critical criterion cannot be considered suitable or fair, especially to the individual whose work is being reviewed.

Indeed, one of the main claims of those who reject performance appraisal is that, most of the time, the incorrect items are graded and the wrong methodologies are used (Deming, 1986; Gilliland and Langdon, 1998).

As a result, the difficulty confronting this study is determining the impact of performance appraisal approaches on employee motivation.

1.3 RESEARCH QUESTION

What is the nature of the performance evaluation technique?

1 What exactly is the nature of employee motivation?

2 How does the performance appraisal technique affect employee motivation?

3 What is the nature of the performance appraisal technique on employee motivation in Akwaibom State Civil Service?

1.4 OBJECTIVES OF THE STUDY

1 Determine the nature of performance evaluation methodologies

2 To ascertain the nature of employee motivation

3 To ascertain the impact of performance appraisal techniques on employee motivation.

4 To assess the impact of performance appraisal techniques on employee motivation in the Akwaibom State Civil Service.

1.5 SIGNIFICANCE OF THE STUDY

The research will give a conceptual and analytical evaluation of performance appraisal techniques and their impact on employee motivation.

It will be a valuable resource for managers and human resource experts.

1.6 HYPOTHESIS STATEMENT

1 Ho Performance appraisal is unimportant in Akwaibom state civil service.

Hi, performance evaluation is important in Akwaibom state public service.

2 HoEmployee motivation is poor in the Akwaibom state civil service.

Hello, employee motivation is high in the Akwaibom State Civil Service.

3 Ho Employee motivation and the performance appraisal technique

Civil service is scarce in Akwaibom State.

Hi Employee motivation and the performance appraisal technique

Civil service is highly valued in Akwaibom State.

1.7 SCOPE OF THE STUDY

The research focuses on the evaluation of performance appraisal techniques.

Employee motivation, using an example from the Akwaibom State Civil Service.

1.8 DEFINITION OF TERMS

APPRAISAL OF PERFORMANCE

Performance appraisal (PA) is a component of the performance management process that evaluates an employee’s contribution to the organisation over a defined time period. According to Mullins (2002), the basic goal of PA is to improve the performance of the individual employee, which leads to an improvement in the overall performance of the organisation.

PA is one of the tools that may be used to efficiently manage performance because it gives data that feeds into other aspects of the performance management process. According to Mathis and Jackson (2008), a PA system is frequently the link between higher pay and benefits received by employees and their job performance.

Motivation

Motivation, according to Armstrong (2012), is the force that energises, directs, and sustains conduct. It is concerned with the strength and direction of behaviour, as well as the elements that influence people’s behaviour. Motivation, according to Mathis and Jackson (2008), is the desire within a person that leads that person to act in order to achieve a goal.

Robbin (2000) defined motivation in the workplace as the readiness to apply high amounts of effort towards organisational goals, conditioned by the effort and ability to meet some individual need. Work motivation, according to Roy (2001), is the process of energising employees to work goals through a specified path.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

EFFECT OF CORPORATE GOVERNANCE ON THE PERFORMANCE OF AN ORGANIZATION

Background of The Study

Corporate governance is a collection of processes, customers, policies, laws, and institutions that influence how a corporation is managed. The nature and level of accountability of persons in company, as well as procedures that attempt to reduce the primary agent problem, are major themes of corporate governance (Wikipedia, 2011).

Corporate Governance also encompasses the interactions between the many stakeholders and the aims for which the organisation is controlled. Shareholders, debt holders, trade creditors, suppliers, customers, and communities affected by the corporation’s activity are the primary external stakeholder groups in modern business corporations.

The board of directors, executives, and other staff are examples of informal stakeholders. It ensures that an enterprise is directed and governed in a responsible, competent, and transparent manner in order to ensure long-term success. It is meant to strengthen the confidence of shareholders and capital market investors.

According to the World Bank (2009), corporate governance consists of two mechanisms: internal and external corporate governance. Internal corporate governance was used by the board of directors to monitor senior management, with a focus on shareholder interests.

External corporate governance, on the other hand, monitors and supervises managers’ behaviours through external regulations and force, involving various parties such as suppliers, debtors (stakeholders), accountants, lawyers, loan providers, and investment banks.

In the past, many corporate organisations have been caught engaging in unethical practises, such as the discovery of a financial scam by the Central Bank of Nigeria following the consolidation exercise, involving seven top bank executives in Nigeria,

which calls into question the credibility of their corporate image, further shocking investors’ confidence. As a result, the corporate governance process has become a critical subject that has been revisited.

In light of this, the researcher considers corporate governance and its impact on the management of Forte Oil Nigeria Plc, Kaduna to be a topic worth investigating.

Statement of the Problem

Many organisations in Nigeria have been implicated in unethical practises in the past, undermining the credibility of their business image. As a result, Forte Oil Nigerria Limited, like other oil companies, has been constrained by concerns stemming from consumer complaints of worker exploitation by using contract labour rather than direct engagement of workers who would be remunerated according to their conditions of service.

Previous studies on the subject have revealed the inadequate administration of many organisations with indebted accounts in the Nigerian economy. Their accounting systems did not accurately represent the company’s financial situation. A typical example is the financial hoax perpetrated by Oceanic and Intercontinental Bank following their merger.

The majority of such enterprises’ management was not accountable to the companies’ stakeholders. Furthermore, the counts and regulatory authorities lacked jurisdiction, and corruption and kickbacks were commonplace in the enterprises.

Many Nigerian companies have failed as a result of weak governance practises. As a result, there is a need to investigate corporate governance and its impact on the management of Forte Oil Nigeria Plc Kaduna.

The Purpose of the Research

The study’s major goal is to investigate corporate governance and its impact on Forte Oil Nigeria Plc’s management. The precise goals are as follows:

To investigate the impact of corporate governance on Forte Oil Nigeria Plc’s performance.

To investigate Forte Oil Nigeria Plc’s internal and external corporate governance control mechanisms.

To discover Forte Oil Nigeria Plc’s systemic corporate governance issues.

To propose practical solutions to Forte Oil Nigeria Plc’s identified corporate governance concern.

The Significance of the Research

The study will be relevant to Forte Oil Nigeria Plc, especially if the findings are used to improve policy governance in their organisation. The study will also contribute to existing knowledge on the subject and serve as a resource for future corporate governance research.

Research Questions

The fundamental research question is: What effect does corporate governance have on Forte Oil Nigeria Plc’s management? The specific questions are as follows:

How does corporate governance impact Forte Oil Nigeria Plc’s performance?

What internal and external corporate governance control mechanisms does Forte Oil Nigeria Plc have in place?

What are the structural issues threatening corporate governance at Forte Oil Nigeria Plc?

What are the solutions to these issues?

RESEARCH THEORY

H0: Corporate governance has no effect on an organization’s performance.

H1: Corporate governance has an impact on an organization’s performance.

Scope of The Study

The research looks into the impact of corporate governance on Forte Oil Nigeria Plc. The empirical data collection is limited to the Forte Oil Nigeria Plc Kaduna main office. The study spans the years 2006 to 2011.

1.7 Limitations of The Study

The limitations of this study stem from flaws in the research design, data collection tool, and respondents’ nonchalant attitude. Because the survey study was utilised, it is unknown whether alternative research designs, such as the descriptive design, historical design, or ex-post design, would provide the same results.

It is also unknown whether the same results would be reached if an other type of data gathering instrument other than the questionnaire was used to collect data.

Furthermore, respondents’ nonchalant attitude and over exaggeration or understatement of their comments when scoring the items in the questionnaire may impair the validity of their responses. Other researchers undertaking comparable studies should be aware of these limitations.

Definition of Terms

Corporate Governance: This is the relationship that exists between the many actors and defines the firm’s direction.

Corporation: A corporate entity or a body that acquires funds for the purpose of investing in assets that produce goods and services.

Shareholders: Individuals who have invested in a firm by purchasing its shares.

Management at the top is comprised of a board of directors.

Shareholders and directors make up the ownership structure.

CEO is an abbreviation for Chief Executive Officer.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

STAFF TRAINING AND DEVELOPMENT AS IMPORTANT TOOLS FOR ACHIEVIG AN ORGANIZATION’S OBJECTIVE

CHAPITRE ONE

1.0 INTRODUCTION

1.1. BACKGROUND OF THE STUDY

Human resources are the most dynamic of all the resources available to an organisation. They require significant attention from the organization’s management if they are to reach their full potential at work. Thus, management must deal with issues like as motivation, leadership, communication, job reorganisation, payment methods, and training and development.

The majority of these issues will be addressed in this study, but it is now time to explore the function of training and development activities in the organisation. Because of the changing nature of the business environment

as a result of modern technology, workers must adapt to this new technology, so the need for effective training and development should be seriously emphasised,

which will result in the impartation of new skills, knowledge, and so on that an individual worker will require in order to lead to greater productivity and higher performance in an organisation where there is training and development. It contributes to the organization’s achievement of its goals and objectives.

However, training and development are concerns for individual organisations to resolve. The remainder of this research will look at how organisations go about satisfying their training and development needs.

IN BRIEF: THE FIRST BANK OF NIGERIA

For almost a century, First Bank of Nigeria Plc has distinguished itself as a prominent financial organisation. Sir Alfred Jones, a shipping magnate, founded the bank as a limited liability company on March 31, 1894,

with its headquarters in Liverpool. During its early years of existence, the bank experienced rapid expansion and collaborated closely with the colonial government.

To legitimise its West African presence, branches were established in Accra, Ghana in 1876 and Freetown, Sierra Leone in 1898. In 1900, the bank opened its second branch in Nigeria in old Calabar, and two years later, services were expanded to Northern Nigeria. Its name was changed from Bank of British West Africa to Bank of West Africa in 1957.

In accordance with the corporations decree of 1968, the bank was incorporated locally as Standard Bank of Nigeria Limited in 1969. In 1979 and 1991, the bank was renamed First Bank of Nigeria Limited and First Bank of Nigeria Plc, respectively. The bank implemented a decentralised structure with five regional administrations in 1985.

In 2003, this was restructured into sixteen area offices to improve the bank’s operational efficiency. Given the foregoing, it was a natural progression when, in 2001, the bank began the process of transforming its corporate identity to reflect its revitalised focus.

The bank’s expanding skill base has been extended by a range of training provided to its employees, whose opportunities for career advancement within the bank have thus been enhanced. Training is provided at various levels via both internal and external courses.

1.2. STATEMENT OF THE PROBLEM

Most organisations have challenges in some form or another, and First Bank Plc is no exception. One of the problems found is that employees are not motivated to work in order to contribute to the organization’s efficiency and effectiveness. This is because the majority of these personnel are not being properly trained and developed.

Training and development are critical because they eliminate personnel shortcomings in an organisation. The organisation will attain its goals and objectives if training is done correctly. However, the study’s main focus is on staff training and development as vital instruments for attaining an organization’s goals.

1.3 GOALS AND OBJECTIVES

The rationale for this research is to conduct an intensive investigation into staff training and development with a specific reference to the banking sector in Nigeria and the problems that the sector is facing on the subject, with the goal of offering solutions for how these problems should be solved.

The study’s goal is to determine how well the banking industry uses training and development initiatives to achieve its goals and objectives. Among the various goals and objectives of this research are:

to improve the quality of employees’ work performance

Reduce employee turnover, absenteeism, and waste.

to comprehend the significance of staff training and development in an organisation

Finally, the data collected by the researcher of this research will be analysed in a more simplified manner, and all technical items will be avoided to the greatest extent possible, and where they are unavoidable, they must be explained within this research work, so that even a layman can understand and benefit from this research work.

1.4. RESEARCH HYPOTHESIS

According to Kerlinger (1973), a hypothesis is a “conjectural” statement of the relationship between two or more variables.” This study aims to evaluate hypothesis on staff training and development as crucial instruments for accomplishing an organization’s goals. The researcher is considering the following hypotheses.

Ho: Employee training and development have little effect on an organization’s aims or objectives.

Hi: Staff training and development have an impact on an organization’s ability to achieve its goals or objectives.

1.5. SIGNIFICANCE OF THE STUDY

The importance of this study stems from the fact that the findings will provide many individuals, groups, and organisations with a very good supply of literature review material for any study related to the topic.

Second, organisations, particularly those in the banking sector, would undoubtedly find this research extremely beneficial in understanding the nature of training and development and its significance to employees.

Finally, it is hoped that the study will be useful to readers who want to gain a better understanding of staff training and development and how to harness and reactivate these resources in order to address the challenges that the banking sector and the world’s new economic order are currently facing.

1.6. SCOPE OF THE STUDY

Although this study is seeking to review staff training and development as vital instruments for accomplishing an organization’s objectives, the research will address First Bank Nigeria Plc Kaduna throughout the course of writing.

For this study, the population includes management and various levels of workers. The research will also be limited to a library evaluation of relevant literatures and will be based on collections of documents, books, projects, speeches, and other media facts.

1.7. LIMITATIONS OF THE STUDY

The study, like other research studies, has significant limitations. The following are some of the restrictions encountered:

One of the study’s major limitations is a lack of resources (finance) to perform a satisfactory and detailed analysis of an organization’s training development policies.

Employees of the organisation who are in a position to assist in the acquisition of data will be unwilling to provide information or data for security reasons. As a result, they did not reveal much.

It was also difficult to obtain materials such as textbooks that would provide important knowledge to the researcher.

The time limitation for completing this study task has limited how far the researcher can go in sourcing for information.

The school being an academic setting, acquiring information was not a simple process given the number of books in the library, as well as other academic activities that must be considered.

1.8. KEY DEFINITION OF TERMS

TRAINING: This usually refers to preparation for a certain occupation or skill; it is a more limited idea than education or development. It is also defined as an organised process in which certain skills and knowledge are learned.

Development refers to a broader view of knowledge and skill growth than training. It is more concerned with potential than with immediate skill.

Organisations: Organisations are complex human tactics developed to attain specific goals (Argyris 1960). Pugh (1971) defines it as a system of interrelated human beings.

Staff (Employees): A group of people who work together under the supervision of a manager or a leader. Staff can also be defined as individuals employed in any workplace.

Training requirements are deficiencies in ability, knowledge, or experience that must be taught in order for an employee to perform a certain job or task to the needed standard.

On-the-Job Training: This is a training programme that is provided to a worker while he is on the job.

Off-the-Job Training: This is training provided to an employee outside of the organisation.

Banking Sector: A financial institution established for the safekeeping of money and valuables, with money paid out on the customer’s order.

Career Development: A person’s perceived sequence of attitudes and behaviours linked with work-related experience and activities over the course of their working life is referred to as career development.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

CHAPTER ONE

INTRODUCTION

1.1 INTRODUCTION TO THE STUDY

The total utilization of scarce resources such as man, machine, money, materials, and so on in order to achieve pre-determined organizational objectives is the focus of resource management. A manager is involved in the basic function of planning; directing, organizing, and controlling of all the resources mentioned above, with man being the most important because he is required to activate the other resources and thus the main instrument for the achievement of the organization’s objectives.

Thus, all activities of any enterprise or country are initiated and determined by the people who comprise that institution. Plants, offices, computers, automated equipment, and all other resources that a country employs are unproductive unless human effort and direction are applied.

In other words, all other resources in Edo State are passive and must be used by humans in order to be productive. Based on the foregoing, this topic is devoted to human resource management. Human resource management, according to Stoner and Freeman (1992), is the management function that deals with the recruitment, placement, training, and development of organizational members.

Human resource management (HRM) is a function of the staff. Human resource managers provide advice to managers throughout the organization. Furthermore, the state, society, and country, as well as the company in Edo State, may require more or fewer employees and managers at times. The HRM process is an ongoing procedure that attempts to keep the organization supplied with the right people in Edo State positions when they are needed.

According to Yusuf et al. (1991), some administrators of works and other related institutions of work combined with many resources to accomplish organizational goals, including people to carry out work activities, buildings to house organizational operations, equipment to facilitate good productive acts, and financial resources to fund the state and the country at large. That is why Edo State has established a staff training center.

1.2 STATEMENT OF THE PROBLEMS

The researcher chose the topic “Human resource management” in order to identify and highlight the constraints that have impeded or hindered the achievement of productive human resources in Edo State, as well as what the future holds (solutions to the problems identified) in store for Edo States. The people of Edo State have not reaped any significant benefits from human resource management, which has hampered the state’s economic development.

1.3 OBJECTIVE OF THE STUDY

For the research project. The following are the objectives of this research:

i. Investigate the concept of “human resource management”

ii. To investigate the issues confronting human resources in Edo State, using the staff training center in Benin City as a case study.

iii. To investigate and propose solutions to human resource management problems.

1.4 THE IMPORTANCE OF THE STUDY

The study of human resource management is important because it is widely held that productivity in an organization is dependent on human resource management. This type of research is important for the following reasons:

1. It will aid in human resource planning.

2. It will also encourage high productivity or output growth.

3. It will also aid in the recruitment of state employees.

4. It will promote employee training and development.

5. It will also improve employee performance.

6. Staff promotions, transfers, demotions, and separations will be encouraged.

7. It will assist in identifying the issues impeding human resource development.

Finally, to determine or find solutions to the identified problems

1.5 QUESTIONS FOR RESEARCH

The following are the research questions for this project:

1. Does human resource management aid in the fight against the state’s looming employment issues?

2. Does human resource management contribute to Edo State’s economic development?

3. Can human resource management assist in staff recruitment, staffing, promotion, and demotion?

4. Can finance aid in human resource training and management?

5. Does human resource management contribute to increased output in the state?

1.6 THE STUDY’S OBJECTIVE (DELIMITATION)

The study’s scope will be limited to staff training center aid in Edo State only.

Do You Have New or Fresh Topic? Send Us Your Topic 

HUMAN RESOURCE MANAGEMENT IN NIGERIA: A STAFF TRAINING CASE STUDY

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

EFFECTS OF MOTIVATIONAL INCENTIVES ON PRODUCTIVITY

CHAPITRE ONE

INTRODUCTION

1.1 HISTORICAL PERSPECTIVES

Motivation is derived from the Latin word “moreover,” which meaning “to move.” This concept can be enlarged by the formal definition provided by Bereson and Sterner (1964), namely motivation towards goals: Motivation implies “need, drive, and goal.”

The study of motivation may also be traced back to the Unisom’s of ancient Greek philosophers such as Robert E. Taneke over two and a half centuries ago. They used monism as a measure to express what true human drive is.

Hadorism is the belief that a person wants comfort and pleasure while avoiding suffering and pain. We frequently see this in managers’ assumptions that people do not want to work, that they are essentially lazy and milling if given the opportunity to avoid the difficulties of labour.

Sigmind Fred also attempted to explain men’s actions in terms of three components: sex aggression or self-preservation, death, and preservation. Evidence has shown that after the establishment of psychology as a scientific discipline,

experiment psychologists of the earlier period were primarily interested in the conscious experience produced in human subjects whose sense organs were exposed to a specific type of stimulus or engaged in a specific type of task.

They were presented with motivating issues, but they did not conduct an in-depth examination of these human issues.

After a while, men like Wastern, Thorndike, and Pallor beg for regulations that govern behaviour. They started with the most basic form, which could almost easily be investigated in animals.

They did not perceive the necessity to address the organism’s motivating circumstances, instead analysing behaviour in terms of “refluxed” or stimulus response, which relates granular reaction to event in the internal environment.

Fraud and modogally, having become involved in abnormal psychology, were confronted with some of the dramatic extremes reached by behaviour outside the laboratory and felt compelled to denovice the Varity of attempting to explain animals or human actions without reference to “agree” instruct “purpose” goal” etc.

Early behaviourism, monizi and major, reported in 1949, that reticular formation of the brain germ that general the electroeven phalagraphic patterns (graphic transaction of information derived from the brain), indicating an alert brain, when part of the proceeds of other line of research to the psychological concept of arousal level” (which is an older concept of drive) in an indication of the fact that motivation has had a long history.

Many units and social scientists have contributed to motivating writings, including George Elton Myor (1888-1949), Frederick Wimslow Taylor (1856-1925), Henry Fayol (1841-1925), Donglas Murray Mcgregor 1906-1964, Frederick Hezberge, and a host of others.

1.2 BACKGROUND DATA ON THE UNIVERSAL INSURANCE COMPANY

The former Imo Anambra state government and the African Continental Bank Limited jointly owned the Universal Insurance Company Limited. Its history stretches back to the era shortly following Nigeria’s formal independence in 1960, when expansion was limited.

This period reveals a reluctance to invest in long-term tenures, as projects with higher returns were generally preferred. As a result, there was a pressing need to raise the level of capital available locally for the initial development of eastern Nigeria in order to conceive the ideas for the establishment of an indigenous insurance company.

Following a feasibility assessment, the late Mr. M. T. Okpara, the premier of then-Eastern Nigeria, requested that an insurance business be established by the indigenous government. Thus, the universal insurance firm was founded in 1960, with a name that reflected the breadth of vision and driving power that motivated its founders.

This goal became a reality on March 22, 1961, when the company opened its doors for business in pursuit of the original purposes and objectives that brought it into being.

In the beginning, there were only eight foundation staff in a single room office. In its “39” years of existence, the company has made higher than average progress. Today, the company holds an excellent place in the Nigerian insurance industry’s hierarchy, employing a sizable staff of no more than “500.”

True to the founding fathers’ ambition, the company has maintained an exceptional record of profit margins since 1965, when it announced its first profit.

Due to the effect of the Nigeria civil war, which caused the company to record losses between 1966 and 1977, the company declared a profit of N31,09200 in 1977 and 1978, respectively. The company’s growth was accelerated by the introduction of the universal

“budget system” in 1974 as a management tool by which branches are given targets at the start of each year and to ensure the achievement of the set targets. The corporation raised its income from both life and non-life business by using this strategy.

In 1982, 1983, 1984, and 1985, the company earned N582,169, N376, 861, N286,813 and N418 581, respectively.

The corporation has also borne a fair share of the austerity measures, which have resulted in a decrease in income and an increase in claims. The organisation has maintained its usefulness.

Before the civil war, the corporation had branches in a few places around the country, including Port Harcourt, Lagos, Kano, Ibadan, and Onitsha.Aba, Umuahai, Orlu, Okigwe, Benin, Ikort-Epkere, and Oya are among the states represented. There was only one agreement in which the corporation established a representative office in London to serve the interests of Nigerians living there.

Following the civil war, a market survey found that not all of the previous branch offices would be viable if reopened in light of the emergence of new states in 1967. Reopening new ones was thus done with caution, and some old ones were left out entirely. Today, there are numerous branch offices located throughout the country.

1.3 STATEMENT OF THE PROBLEM

Individuals in any organisation have diverse desires and goals; no two people are the same.

Employees in an organisation such as the Universal Insurance Company LimitedEnugu have sworn to destroy and work against the company’s objectives; they arrive to work every morning and do not want to be effectively engaged. Some employees would like to see their working hours cut and their pay raised.

Other employees, on the other hand, would attempt to raise the company’s profile by working in their office until their day’s work was accomplished. All of these variances in employee attitudes offer difficulties for management.

The researcher would try to determine how these specific employees would react or respond if they were appropriately and positively adjusted with the appropriate incentives.

What incentives are used by the universal insurance business limitedEnuguto to inspire their salespeople, and how well have these incentives worked in terms of enhanced productivity?

1.4 OBJECTIVES OF THE STUDY.

Organisational managers are well aware of the reality that no two people are alike.” Some salespeople consistently execute at a high level and require little or no control, yet they appear to enjoy or be content with their jobs.

Other salespeople perform poorly, necessitating continual attention and supervision, and are frequently absent from work. The reasons for these performance disparities persist and are extremely complicated. These factors include the nature of the job, the manager’s attitude, the qualities of the employees, the nature of the setting, and so on.

Can motivation overcome this problem and contribute to improved employee productivity and job satisfaction?

This research would look into the motivational incentives used by the unknown insurance business limitedEnugu, as well as how these motivational incentives effect productivity in the company.

The outcomes of this study will serve to highlight organisational difficulties connected to motivation as well as potential solutions to improve motivation in the workplace.

1.5 HYPOTHESIS STATEMENT

I developed the following hypotheses to act as an effective guide for this research project.

ONE HYPOTHESIS

Null hypothesis:

To inspire her salespeople, the universal insurance business limitedEnugu employs incentives.

Ho: The incentives utilised by Enuguto’s universal insurance company to inspire her salespeople are ineffective.

Hi: The worldwide corporation Enuguto uses great incentives to motivate her salespeople.

1.6 THE SIGNIFICANCE OF THE STUDY.

The necessary factors of production are present in an organisation such as the universal insurance companyEnugu, but the firm does not appear to be operating at full capacity. The reason for this could be that one of the production elements is not being completely utilised, in which case production would not be opinion.

1.7 SCOPE OF THE STUDY

The universal insurance company limited, Enugu, is the project’s focal point. The investigation will be limited to the company’s headquarters, which is located in Enugu; due to time constraints, it will not be feasible to extend this study to the company’s branches.

I will investigate the types of incentives provided by the organisation to salespeople, as well as the consequences of such incentives on productivity.

1.8 LIMITATIONS OF THE STUDY

While conducting this study, I experienced some constraints as the researcher. One of the obstacles is a lack of time. As a first-year student, I must divide my limited time between this project and my other academic obligations.

A thorough study project carries a significant financial load that a student of my statue cannot bear. As a result, this inquiry had to be limited to the offices of the universal insurance firm Enugu.

I also ran into some issues while gathering data for my project. I had to summon corporate officials numerous times before I could see them- the obvious outcome being that conclusions drawn from available information may be highly vulnerable and defective.

1.9 DEFINITION OF TERMS

Motivation is an inner focus that drives one to perform in a certain way.
b. Incentives: these are the stimuli that cause people to act in certain ways. Incentives create an internal feeling or drive.

c. Reflexes: These are quick reactions to a specific event.

d. Behaviourism: the belief that all human behaviour can be described by stimulus and reaction.

e. Goals: Also known as objectives, this is the final goal that an organisation strives to achieve. It might be informed about profit efficiency, excellent service, and so on.

f. Organisation: It is the act of organising a group of people, a firm, a school, etc. It is also the structure of beneficial relationships that exist in a group.

g. Management: the act of getting things done through the help of others.

h. Employee: someone who is hired to work for a company.

i. Population: this is the portion of the universe to which the research has access and is restricted.

A researcher is someone who performs research.

k. Respondent: this term refers to all people who responded to the researcher’s questionnaire and interview.

Managers are people who take on the responsibility and functions of managing at any level in any type of business.

Theory: A systematic arrangement of relevant principles and concepts that serves as the foundation for substantial knowledge.
Salesmen: Employees of an organisation who work in the sales and distribution of goods and services.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

ORGANIZATIONAL ETHICS AND CORPORATE SOCIAL RESPONSIBILITY

CHAPITRE ONE

INTRODUCTION

Background of The Study
The importance of organisational ethics in the performance of corporate social responsibility in our country cannot be overstated. This is simply because corporate social responsibility is practised because customers and governments alike are seeking more ethical behaviour from organisations today.

However, understanding the landscape of organisational ethics can be difficult at times due to the field’s vastness and frequent inclusion of concerns such as corporate governance, reputation management, accurate accounting, good labour practises, and environmental stewardship, to name a few, Sullivan (2009).

In fact, the field addresses an organization’s whole breadth of duties to each of its stakeholders: those who have a vested interest in an organization’s decisions and activities, such as consumers, clients, employees, shareholders, suppliers, and host communities.

According to Kashyapetal., (2006), organisations are voluntarily incorporating corporate social responsibility into their business goals and mission statements, while balancing the competing interests of numerous stakeholders.Another rationale in favour of organisations that undertake corporate social responsibility actions today is to acquire a competitive edge that peer firms may not have.

Corporate social responsibility measures in this area also assist organisations in attracting and retaining not only customers but also motivated personnel, ensuring the organization’s long-term existence.

According to Drumwright (1996), organisations with excellent CSR efforts establish positive social identities and experience improved loyalty from their customers, staff, and host communities.

Corporate social responsibility activities are frequently related with improved organisational financial performance.However, this requires a long-term perspective, as CSR initiatives may be perceived as an expense in the short run, but in the long run, they are considered as an investment that will return additional cashflows for the organisations.

Similarly, Margoliset al. (2001) asserted a positive association between CSR and business financial success. Corporate social responsibility activities have the ability to offer value to organisations.

Corporate social responsibility integrates the social and environmental aspects of business.It is a technique in which an organisation considers the interests of all stakeholders,

both inside the organisation and in society, and applies those interests while formulating and executing its strategy.According to Nolan, Norton&Co. (2009), organisations that manage corporate social responsibility efficiently and effectively create benefit for both themselves and society.

Apparently, an organisation concerned about society as well as profit is more inclined to invest willingly in socially responsible operations, ensuring both its own and society’s economic survival.

Organisational ethics contribute to the overall well-being of the society in which they operate.They sponsor local activities in an effort to enhance their stakeholder position and to demonstrate appreciation for the support they have received in the host towns.

For example, it is believed that organisations such as banks should examine not only profit but also the social ramifications of their operations to their stakeholders. This is due to the fact that their unethical method of profit can invariably damage the discharge of its corporate social obligation. As a result, this study was designed to explore the impact of organisational ethics on corporate social responsibility performance.

1.2 STATEMENT OF THE PROBLEM

In Nigeria, organisations face numerous obstacles in meeting their corporate social responsibilities to their communities and other stakeholders. These issues include, to name a few, a lack of accurate accounting practises, decent labour practises, environmental stewardship, corporate governance, and reputation management.

However, corporate social responsibility necessitates a thorough analysis of costs and benefits.Some organisations, such as banks, may have failed to recognise the majority of stakeholder groups in their fulfilment of corporate social responsibility due to a lack of ethical ideals.

These unethical practises may have an impact on how financial organisations carry out their corporate social responsibility. This, however, may have a detrimental impact on their ability to meet their aims, because meeting their objectives is dependent on their customers’ perception and patronage of their services.

Panic and subsequent financial and economic difficulties will result from the stakeholders’ loss of faith in financial institutions.Such low confidence could be linked to unethical managerial practises used by banks in carrying out their operations.

Because of the intricacy of economic, social, and environmental challenges, it appears that ethical issues in organisations have become more sophisticated and complex.

Furthermore, despite the widely acknowledged strong corporate governance in many organisations that should promote good ethical practises towards their stakeholders, certain organisations,

such as banks, are still falling short in providing adequate services to their stakeholders.Based on the foregoing, this study intends to determine whether organisational ethics might improve corporate social responsibility performance at United Bank for Africa Plc. in Uyo, Akwa-Ibom State.

OBJECTIVES
The primary goal of this research is to look into the relationship between organisational ethics and corporate social responsibility at United Bank for Africa Plc. in Uyo, Akwa Ibom State. Specific goals include the following:

i. Determine the association between bank correct accounting practises and corporate social responsibility performance at United Bank for Africa Plc. in Uyo, AkwaIbom State.

ii. Investigate the relationship between excellent labour practises and corporate social responsibility performance at United Bank for Africa Plc. in Uyo, AkwaIbom State.

iii. Investigate the relationship between bank environmental stewardship and corporate social responsibility performance at United Bank for Africa Plc. in Uyo, AkwaIbom State.

1.4 RESEARCH QUESTIONS

What is the relationship between bank accuracy and corporate social responsibility performance in United Bank for Africa Plc. Uyo, AkwaIbom State?

ii What is the relationship between excellent labour practises and corporate social responsibility performance at United Bank for Africa Plc. in Uyo, AkwaIbom State?

iii What is the relationship between bank environmental stewardship and corporate social responsibility performance at United Bank for Africa Plc. in Uyo, AkwaIbom State?

1.5 RESEARCH THEORIES

The following hypotheses were developed for this investigation based on the aims of the study:

In United Bank for Africa Plc. Uyo, AkwaIbom State, there is no substantial relationship between bank correct accounting practises and corporate social responsibility performance.

ii In United Bank for Africa Plc. Uyo, AkwaIbom State, there is no substantial relationship between excellent labour practises and corporate social responsibility performance.

iii In United Bank for Africa Plc. Uyo, AkwaIbom State, there is no substantial relationship between bank environmental stewardship and corporate social responsibility performance.

1.6 Significance of the Research

This study is noteworthy in multiple ways because it focuses on the benefits and problems that the banking industry faces in terms of organisational ethics. As a result, it would be a source of instrument to the banking industry, specifically United Bank for Africa Plc.

Uyo, AkwaIbom State. The study would be extremely beneficial because the study’s findings and recommendations would serve as a reference for policymakers in financial institutions when developing regulations on organisational ethics.

The study will also help the banking industry identify the many variables that work against organisational ethics and expose the gap and slip that exists between organisational ethics and corporate social responsibility performance in the banking industry.

Finally, the information provided by this study will be used as reference materials by the general public and researchers, particularly high-level students, for future research in relevant topics.

Scope and Limitations of The Study

The research was restricted to the United Bank for Africa Plc. in Uyo, AkwaIbom State.

The indices covered include determining the relationship between bank accurate accounting practises and corporate social responsibility performance, examining the relationship between good labour practises and corporate social responsibility performance, and examining the relationship between bank environmental stewardship and corporate social responsibility performance.

Those involved appear to have contributed all of the resources and essential information required for this research endeavour without reservation. However, it would have been more honourable if the researcher had been given the opportunity to meet one-on-one with the CEO of this bank. This, however, has no bearing on the study’s validity because the researcher used a friendly method in acquiring data/information.

Definition of Terms
Organisational ethics refers to the concepts and norms that govern appropriate behaviour in commercial organisations.
CSR stands for Corporate Social Responsibility.

precise Accounting Practise: Is a financial practise that is efficient, precise, and timely and can serve as a foundation for evaluating corporate performance, supporting organisational decisions, and satisfying external reporting needs.

Good Labour Practise: A comprehensive organisational programme that combines the development of industry labour norms with a supportive good labour practises training programme.

Environmental stewardship refers to organisations’ responsible use and protection of the natural environment through conservation and sustainable practises.

1.9 Organisation of the Research

The research is divided into five chapters. The first chapter includes the study’s background, problem statement, objectives, research questions, research hypotheses, significance of the study,

scope and limitations of the investigation, definition of important terminology used in this study, and study organisation. The second chapter is a review of related literature.

Theoretical and conceptual reviews were discussed. Others include an empirical review and a summary of the linked literature review. The third chapter is about research methodology,

which includes research design, study area, study population, sample size, sampling procedures, method of data collection, instrument for data collection, validity of research instrument, reliability of the instrument, administration of the instrument, method of data analysis, and decision rule.

The fourth chapter is about data presentation, analysis, and interpretation. The study is summarised in Chapter 5 with a summary, conclusion, and suggestions.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL

EFFECT OF TIME MANAGEMENT AS A TOOL FOR ORGANIZATIONAL SURVIVAL

Management has been studied for a long time, and successive modes of thought in industry and commerce have severely described it as the fundamental part of running a corporation.

In support of this viewpoint, Yakubu (1989) defined management as “a social process entailing responsibility for effective and economical planning and regulation of an enterprise’s operation, in fulfilment of a given purpose or tasks.”

While organisations have been working hard to achieve the purpose for which they were established, the issue of the time it takes to achieve this has often been overlooked. This is an unfavourable circumstance that must be treated seriously by organisations if specified goals are to be met profitably.

In other words, organisations must correctly control the time it takes to achieve their goals in order to keep costs to a bare minimum.

Time management, according to Adamu (1974), is “the art of planning a job, measuring such jobs by reducing such jobs to time elements (expressed in terms of pieces per unit or time per piece), and monitoring it to determine efficiency and productivity.”

This indicates that labour must be distributed among and amongst specialist workers at a time rather than the entire, resulting in minimal effort by individual workers and maximum output.

Regardless of whether the organisation is taking advantage of time management or not.

This is clear when one carefully guides individual workers and cries, “It is not my factor business!” There are also many individuals working hard over organisation are meant of management ideas.

At independence, the strength of its military forces was tiny, and expansion was to be gradual; if the country was to retain its influence in the subregion, Africa, and the globe at large, a dynamic foreign policy was to be energetically pursued.

Need help with a related project topic or New topic? Send Us Your Topic 

DOWNLOAD THE COMPLETE PROJECT MATERIAL