IMPACT OF EMPLOYEES ATTITUDINAL & BEHAVIORAL PROBLEMS ON PERFORMANCE AMONG LOCAL GOVERNMENT WORKER’S

 SOLD BY: Enems Project| ATTRIBUTES: Title, Abstract, Chapter 1-5 and Appendices|FORMAT: Microsoft Word| PRICE: N3000| BUY NOW |DELIVERY TIME: Within 24hrs. For more details Chatt with us on WHATSAPP @ https://wa.me/2348055730284

IMPACT OF EMPLOYEES ATTITUDINAL & BEHAVIORAL PROBLEMS  ON PERFORMANCE AMONG LOCAL GOVERNMENT WORKER’S

ABSTRACT

This study set out to find out the impact of employees attitudinal and behavioral problems on performance among local government workers. It was guided by three research objectives as follows: To find out the relationship between employee attitudinal / behavioural problems and performance among Irepo Local Government workers; to establish the correlation between employee attitudinal / behavioral problems and service delivery in Irepo local government workers and to find out the relationship between employee attitudes and revenue collection in the local government . The study used a descriptive cross section research design which involved establishing the relationship between the independent variable and the dependent variable. The quantitative data was obtained using structured questionnaires from different categories of people such as respondents from the Irepo Local Government, while the qualitative data was obtained from key informants, interviews and observations. The study was based on a population of 600 individual members with more than half of’ it constituting women where a sample size of 100 was selected. Quantitative data from questionnaires were analysed by use of figures, and frequency tables. After the data was collected, hand written notes were assembled and typed into word processing program-MS word. The findings on the study revealed that there is a positive significant relationship between employee attitudes and productivity in Local Governments with(r = 0.723, sig. = 0,000). The result implies that as employees improve on attitudes towards work, their productivity in the local government will increase. Since the (sig. = 0.000 <0.005), this leads to the rejection of the null hypothesis that there is no relationship between employee attitudes and productivity in Local Governments. there is a Pearson Correlation coefficient of 0.851 between employee attitudes and Service delivery. This finding was subjected to verification to test the hypothesis; there is a significant relationship between employee attitudes and Service delivery. “by comparing the significance of the correlation (P.000) to the recommended significance of 0.05 and that  employee attitudes have a strong and positive relationship with revenue collection in Irepo Local Governments (r 0.690, N 100, p < 0.05). This means that increased adherence to employee attitudes is expected to improve on revenue collection within Irepo Local Government. The study concluded that job satisfaction, performance, Involvement, staff commitment and Performance are associated and inter-related and together lead to the realization of organizational objectives. Some other factors which influence on the performance should be explored by further study. The study recommended that Performance standards should be established and communicated to the employees by the local government in Nigeria and Oyo state in particular. This will help employees to achieve the standards and perform well. Employees who are reaching standards and or above standard should be appreciated and rewarded, Fair pay, benefits, promotion opportunities and good supervision should be in the  organization to satisfy the employees in order to enhance the performance, Good leadership styles as to fit for the organizational conditions may be satisfied the workers and Identifying weaknesses of employees may be the best one to improve the Worker’s performance because it indicates the area which training should be Provided.

CHAPTER ONE

1.0       Introduction

In this chapter, the researcher intends to explain the background of the study, statement of the problem, General objective, specific objectives of the study, research questions. Significance of the study, Scope of the study and definition of key terms. This is intended to give the reader a summary of the research issues and what surrounds them.

1.1       Background of the Study

In many organisations, it is expected that employees exhibit a wide range of work behaviours that would impact positively on organisational well-being and performance among workers. Yet, this is not always the case as some employees also have the tendency to indulge in attitude and work behaviours that are inimical to organisational interest and wellbeing. This type of workplace behaviours had at various times been described using terms such as workplace deviance, antisocial behaviour, organisational misbehaviour  and dysfunctional behavior (Robinson and Bennett, 2016).

Employees have attitudes or viewpoints about several aspects of their jobs, their careers, and their organisation. Attitude describes an employee’s feelings toward his employer, co-workers, job, and position within the organisation. It is a psychological action expressed through evaluation of a particular entity, with some degree of disfavour or favour. In organisational settings, attitudes are essential for the achievement of goals and objectives. Employees’ behaviour at their workplaces often largely depends on their feelings about being there. Employees’ attitude basically involves characteristics such as having an interest in the job, having a positive, cheerful disposition, working without supervision, and willingness to contribute (Chatterjee & Kulakli, 2015).

Employees’ work-related attitudes can directly affect the atmosphere and significantly impact a workplace, including productivity levels and morale. It is essentially either negative or positive, depending on the degree of like or dislike for the matter in question. A positive attitude refers to having a positive mind-set and thinking about the greater good, irrespective of the situation on ground. Positive attitudes are excellent and contagious. Everyone feels like teammates, effort is collective, and everyone’s ideas are valued and welcomed. A positive attitude gives a feeling that everything is achievable. Colleagues support each other and work in tandem. Positive employees’ attitudes lead to numerous other positive outcomes, such as improved morale, willingness to be creative and attempt new things, willingness to share ideas and information, ability to overcome challenges, a greater probability of teamwork and collaboration, better customer service, low employees’ turnover and increased productivity.

Negative attitudes, however, are counter-productive and would always have a profound adverse impact on an organisation’s morale. These include dull performance, unwillingness to be a team player or collaborate, be creative and attempt new things, reduced energy levels, dismal outlook, depressed feelings, reduced quality of job output, low customer engagement, and difficulty overcoming obstacles. A negative attitude breeds contempt and creates a situation of low motivation to make an effort to achieve success, distrusts among teammates, and employees merely struggle to complete their work-hours rather than flourish, take the initiative, and succeed. All these will drag down the morale of co-workers and create stress for fellow workers (Ilahi & Masood, 2016).

Work-related attitudes include job satisfaction, job involvement, and employee commitment. Job satisfaction basically is the extent to which an individual is comfortable and pleased with their job. It is the pleasant emotional state arising from evaluating one’s job or job experiences; It is the positive (or negative) evaluative judgment an employee makes about their jobs or its situation (Mahdi, Sakat, Zin, Nor & Naim, 2017). It is the extent to which employees gain enjoyment from their efforts at the workplace. According to Ndulue and Chinonso (2016), it has two major components – intrinsic (that is, job satisfaction on features associated with the job itself) and extrinsic job (that is, job satisfaction on various features associated with the job environment).

Job involvement, on the other hand, is the measure of how much employees are psychologically engaged in their daily work. It is the extent that a person psychologically identifies himself with his job, participates actively, and considers his performance level significant to self-worth (Singh & Gupta, 2015). Job-involved employees usually believe in work ethics; they find work meaningful and challenging; they are willing to work long hours. They complete given tasks, work at complex tasks employing various skills, and attempt to be high performers (Pardeep & Kumar, 2017).

In this competitive world, the global landscape is changing; the current dynamics of the market, economic situations, and competition make companies radically change how business is being done. Organisations are restructuring to operate better; businesses are moving to explore new markets. Every organisation strives to achieve its competitive advantage by establishing a decent workplace environment so that human resources can improve jobs and organizational performances through new innovative ideas. Organisations must continually change to remain ahead of others, remain profitable, and relevant. The extent to which an organisation has been able to deliver benefits of businesses linked to the substantial portfolio investments depends primarily on its ability to manage the process of organisational change and carry along its employees with strategic initiatives in such a way to reflect that every employee is working together towards a common objective. The extent that an organisation can engage its employees, build an on-going and sound capacity to gain commitment of and engage employees optimally, to ensure profitable and timely delivery of service is the extent that the organisation is successful, would gain competitive advantage and be better than its competitions. It is against this backdrop, therefore, this current study examined the impact of employees attitudinal and behavioral problems on performance among local government workers.

1.2       Statement of the Problem

Nigeria local governments in Nigeria have witness different attempt to improve on the capacity of their employee through staff training and development plan, in which career paths are designed to improve the attitudes and therefore performance of members of staff. Annually, staffs are invited for seminars, counselling sessions and other careers guidance efforts.  Elected leaders are trained on their roles and responsibilities etc; all geared towards improving the employee attitudes to work, for better organisational performance. Nonetheless, this has not yielded positive results, for example, even after the training needs are met and sometimes sponsored by the district local government, employees opt for greener pasture elsewhere instead of bettering their work attitudes. This is an issue that requires to be investigated. It is due to the aforementioned that the researcher has decided to carry out an indepth investigation to establish the relationship between employee attitudes and organisational performance in Local Governments of Nigeria, a case study of Irepo Local Government and find out the solutions to those factors affecting employee attitudes and behavior in the organization.

1.3.      Objective of the Study

The general objective of the study is to examine the impact of employees attitudinal and behavioral problems on performance among local government workers – a case study of Irepo local government area of Oyo state.

Specific Objectives

1. To find out the relationship between employee attitudinal / behavioural problems and performance among Irepo Local Government workers
2. To establish the correlation between employee attitudinal / behavioral problems and service delivery in Irepo local government workers
3. To find out the relationship between employee attitudes and revenue collection in the local government

1.4       Research Questions

1. What is the relationship between employee attitudinal / behavioural problems and performance among Irepo Local Government workers?
2. What is the correlation between employee attitudinal / behavioral problems and service delivery in Irepo local government workers
3. What is the relationship between employee attitudes and revenue collection in the local government

1.5       Significance of the Study

The findings of the study will act as a baseline in the related interventions and for possible modifications in order to find relevant solutions to other specific interventions needed in improving employee attitudes and organizational overall performance.

The research findings will be useful to investigators in the field of Human Resource and they will refer to these findings in their researches.

The research will be of great importance to the government especially Local Governments and of Human Resource department.

The study shall also provide good lessons that can be used to improve the performance of the Ministries, Departments and Agencies both states and nationally level.

The research will be of advantage to the student in fulfilling the partial requirement for the award of the Degree in the field human resources development.

1.6       Scope of the Study

Content Scope

The study’s general interest was the examination of the impact of employee attitudinal and behavioural problems on performance among local government workers.

Geographical Scope

The study was carried out in Irepo Local Government of Oyo state, which keeps records in vouchers, ledgers and other transaction records. Personnel department which keeps Human Resource records as well as communication records were included in the study. This local government has been selected because many complaints have been raised about low turnover of workers, low employee morale, lack of commitment and low productivity of the employees.

Time Scope

The study based data covered on employee attitudinal and behavioral problems and its impact on performance among Irepo local government workers for the last 10 years and this from 2012-2022.

1.7       Limitations and delimitations of the study

The researcher faced a number of challenges in the due course of the research. First and foremost, time was not always on the side of the researchers. The research needs more time, However, the researcher had to employ research assistants to assist in the completion of the work on time.

Secondly, the researcher was limited by funds as there are a lot of costs to be met. In order to address this challenge the researcher had to borrow some money in order to complete the research activities.

During the research, there was also a challenge of uncooperative behavior of some respondents, unapproachable respondents and those who were reluctant to give in information. This was overcome through getting good relationships with the respondents so as to easily collaborate with them in filling up the questionnaires and some of them never trusted the researcher with confidential information.

1.8       Operational Definitions of Terms

Employee Behavior: The term employee behavior, refers to the way in which employees respond to specific circumstances or situations in the workplace.

Job satisfaction: An evaluative state that expresses contentment with and positive feelings about one’s job. The most-used research definition of job satisfaction is by Locke (2016). Who defined it as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences.

Job attitudes: evaluation of one’s job that express one’s feelings towards beliefs about and attachment to one’s job.

Organizational commitment: An individual’s psychological bond with the organization. As represented by an affective attachment to the organization, a Feeling of loyalty toward it, and an intention to remain as part of it.

Attitude: A psychological tendency that is expressed by evaluating a particular entity with some degree of favour or disfavour (of which job attitudes are examples). ‘Despite the long history of research on attitudes, there is no universally agreed upon definition.” Perhaps the most widely accepted definition of an attitude, however, was provided by Eagly & Chaiken (2016).

Performance: A performance is an act of staging or presenting a play, concert, or other form of entertainment. It is also defined as the action or process of carrying out or accomplishing an action, task, or function.

 SOLD BY: Enems Project| ATTRIBUTES: Title, Abstract, Chapter 1-5 and Appendices|FORMAT: Microsoft Word| PRICE: N3000| BUY NOW |DELIVERY TIME: Within 24hrs. For more details Chatt with us on WHATSAPP @ https://wa.me/2348055730284

IMPACT OF CONFLICT MANAGEMENT ON EMPLOYEES PRODUCTIVITY IN NASARAWA LOCAL GOVERNMENT AREA COUNCIL

 

IMPACT OF CONFLICT MANAGEMENT ON EMPLOYEES PRODUCTIVITY IN NASARAWA LOCAL GOVERNMENT AREA COUNCIL 

ABSTRACT

The study examines the effect of conflict management on employees productivity in Nasarawa local government area council. The specific objectives are to examine the effect of collaboration strategy on employees’ productivity, ascertain the effect of compromise strategy on employees’ productivity and determine the effect of avoidance strategy on employees’ productivity in Nasarawa local government area council. The study employed survey design and make use of simple random sampling technique in order to get adequate response from the respondents.  The data obtained were analyzed using tables and percentages while the hypotheses were tested using Chi-Square. The findings of the study shows that conflict management have significant impact on employee’s productivity in an organization if properly managed. Finally the study recommends that the organization should create an enabling environment where employees can openly communicate and discuss issues affecting them.

 

CHAPTER ONE

INTRODUCTION

1.1     Background of the study

In every aspect of human society and endeavor, conflict is seen as a natural phenomenon that is, inevitable as long as human relationships are involved. It is a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about (Robbins, Judge & Vohra, 2015). At home and at work, conflict is very common and in some cases unavoidable (Mughal & Khan, 2016). As a result of people interacting with each other, friction, disagreements or arguments may arise resulting from actual or perceived differences or incompatibilities, thereby escalating to conflict. Thus, conflicts in organisations can take many forms such as interpersonal conflict, task conflict and process conflict which give rise to diverse approaches to conflict management (Budd & Colvin, 2017).

 

Nigerian Government over the years however has set up various techniques that will guide organisations in the management of conflicts. Some of these management techniques are available in the provision of Labour/Employment Act, 1971; Workmen's Compensation Act, 2010, Trade Dispute Amendment Decree, 1988, No 39 and Trade Dispute Act 18, 2004 which provided five steps for legal management of conflict in organisations in the country (Akinwale, 2011).

 

Nasarawa Local government area council is often faced with the issue of employees’ welfare, non-payment or percentage payment of salary and other issue of interest to the employees. Employee welfare is an important source of motivation to employees and the lack of it has led to employees having grievances against management which has most times resulted into conflict between both parties and the resulting effect has affected not only the employees productivity but the organization at large, thus managing the organisational conflict became necessary so as to improve its performance.

 

Conflict management involves doing things to limit the negative aspects of conflict and to increase the positive aspects of conflict with the aim of enhancing learning and group outcomes, including effectiveness or performance in organisational settings (Rahim, 2017). Robbins, Judge, and Vohra (2018) identified five major strategies for managing conflict in organisations based on assertiveness and cooperativeness which include: collaboration, compromise, accommodation, competition/domination and avoidance.

 

Employees productivity is seen as the result of an activity which has been carried out by an employee in relation to authority and responsibility in achieving the goal legally, not against the law, and conforming to the morale and ethics of the organisation (Almajali, Alamro & Al-Soub, 2012). Employee productivity or organisational performance can either be measured financially (earnings per share, return on equity, return on asset) or non-financially (market share, customer satisfaction, employee morale). The appropriate measure selected to assess organisational performance (financial or non-financial) is considered to depend on the type of organisation to be evaluated, and the objectives to be achieved through that evaluation.  It is against this background that this study seek to examine the impact of conflict management on employee productivity in Nasarawa Local Government Area Council.

 

1.2     Statement of the Problem

Managers spend approximately twenty percent of their time dealing with conflict situations due to the growing complexity of organisations, use of teams and group decision making, and globalization (Mullins, 2015). This proved the fact that conflict cannot be totally eliminated within an organisation because wherever you find human beings interacting at whatever levels, there is bound to be conflict. What is however important is the way conflicts are managed to forestall future occurrence.  The existence of conflict is an issue of concern in Nasarawa Local Government Area Council, the organisation is confronted with the issue of non payment of salary as at when due, promotions and allowances.

The lingering issue results into conflict between management and employees of the organisation which manifested in form of employees nursing grievances against management, change of attitude or behaviour, decrease in effort towards work, physical confrontation between both parties and stoppage of production activities as employees refuse to work. This affected the effectiveness and performance of the individual employees and the organisation as a whole. Attempt by management to resolve the conflict has only led to conflict suppression. This is because management made use of domination strategy which is of benefit to them at the expense of the employees. Several studies have been carried out on conflict management; however, most of these studies are qualitative in nature (Fatile & Adejuwon, 2011; Garcia, 2013; Kazimoto, 2013; Nwosu & Makinde, 2014; Ebhote & Monday, 2015). They cannot be generalised in all aspects of organisations, because conflict management has to do with human intentions. While some empirical studies in this area were carried out using some or all the major conflict management strategies on other dependent variables such as job stress, organisational effectiveness and turnover intention (El Dahshan & Keshk, 2014; Kanani & Farahani, 2014; Lazarus, 2014; Sima, Gbolamabbas, & Saeed, 2012); others were on organisational performance (Ongori, 2009;Hotepo, Asokere, Abdulazeez, &Ajemunigbohun, 2010; Obasan, 2011; Mughal & Khan, 2013), none were able to examined the impact of conflict management on employees productivity. Therefore, this study seeks to bridge the gap in literature by examining the impact of conflict management on employees productivity in Nasarawa local government area of Nasarawa state.

 

1.3     Objectives of the Study.

The main objective of this study is to examine the effect of conflict management on employees productivity in Nasarawa local government area council. The specific objectives are to:

i.                   Examine the effect of collaboration strategy on employees’ productivity in Nasarawa local government area council.

ii.                 Ascertain the effect of compromise strategy on employees’ productivity in Nasarawa local government area council.

iii.              Determine the effect of avoidance strategy on employees’ productivity in Nasarawa local government area council.

 

1.4     Research Questions 

The following research questions are addressed in this study:

                               i.            To what extent does collaboration strategy affect employees’ productivity in Nasarawa local government area council?

                             ii.            To what extent does compromise strategy affect employee’s productivity in Nasarawa Local government area council?

                          iii.            To what extent does avoidance strategy affect employee’s productivity in Nasarawa Local government area council?

 

1.5     Statement of Hypotheses.

In line with the research objectives of the study, the following hypotheses are formulated.

H01: Collaboration strategy has no significant effect on employee’s productivity in Nasarawa Local government area council?

H02: Compromise strategy has no significant effect on employee’s on productivity in Nasarawa Local government area council?

H03: Avoidance strategy has no significant effect on employee’s on productivity in Nasarawa Local government area council?

 

1.6     Scope and limitation of the Study

This study was carried out on the impact of conflict management on employee performance in Nasarawa Local Government area council. The study was carried out on a cross-sectional basis and focus was on the conflict management strategies that contributed to employee productivity and overall organisational performance. Conflict management being the independent construct was operationalised by the following dimensions: collaboration strategy, compromise strategy and avoidance strategy; while the dependent variable was employees productivity.

Limitations

The following are the limitations of the study;

1.     Uncooperative attitude of some of the staff of Nasarawa Local Government Area Council who refused to complete the questionnaires given to them or to be interviewed for fear of official reprisal. Their refusal to cooperate adversely affected the amount of data collected through primary sources.

2.     Financial Constraint: The study could have been very extensive if more organizations were included. But the researcher could not afford the cost involved. Thus, the study is restricted to only one corporate organization.

3.     Time Constraint: The researcher could not complete the study within a record time because of the pressure of other academic works on her.

 

1.7     Significance of the Study

The study is of great benefit to the management of Nasarawa Local Government area council, other researchers, general public and lastly, it contributes to the existing body of knowledge on conflict management.

This study is of importance to the management of Nasarawa Local Government area council in understanding conflict management strategies which have an important role in determining the success and failure of the organisation and also enlighten them on the strategies to adopt in the management of conflict so as to improve the performance of the organisation.

 

The research findings and recommendations of this study formed a base to be consulted by other researchers who may wish to make further inquiries into the subject matter. The study is of benefit to the general public as it provides them with adequate information concerning the activities of the organisation as it relates to conflict management in the private sector. This study also contributes to the existing body of knowledge on conflict management by examining the effect of conflict management strategies on organisational performance.

 

1.8     Historical Background of the Case Study

Nasarawa Local Government Area is a local government in Nasarawa State, Nigeria with its headquarter in the town of Nasarawa, located at 8°32'N 7°42'E, with a population of 30,949 (2016). The local government area has an area of 5,704 km² and a population of 189,835 at the 2006 census.

Nasarawa local government area was created in 1976 during the regime of General Olesegun Obasanjo, it shared boundaries with Karu local government, Keffi, Toto, FCT and Benue State.

The major tribes in Nasarawa local government are Hausa, Fulani, Afo, Gbagyi, Gade, while other minority tribes include mada, agatu etc. the main economic activity in Nasarawa local government is agriculture with cash crops such as yam, cassava, beniseed and egusi (melon). Production of minerals such as salt is also another major economic activity in the local government.

The local government has the following departments: personnel management department, finance department, works department, primary health care, agricultural department, social services and budget planning, research and statistics department.

1.9     Definition of Terms

Conflict: This refers to a situation of disharmony and grievance.

Organization: This refers to a combination or group of people who work together to achieve a goal.

Idiosyncrasy: This refers to a set of attitudes, behaviors and values which characterize an individual.

Goal: This refers to a set objective.

Goal congruency: This is a situation of overlapping personal interests.

Strategy: This is an approach or measure adopted in order to achieve a goal.

Corporate Organization: This refers to a business entity.

Disharmony: This refers to a situation of absence of togetherness.

Management: This refers to the art of planning, organizing, directing and controlling. It also refers to decision-makers in a corporate organization.