THE ROLE OF MANAGERIAL STRATEGIES IN BUSINESS ORGANIZATION(A CASE STUDY OF SOKOTO CEMENT COMPANY OF NORTHERN NIGERIA)
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Recently, the role of productivity in the nation economy is being re-echoed because of the slow rise in the standard of living of the people, especially oil resources which had dictated the pace of last decade or more is now dwindling. Experience in his public service has shown that the time structure between a production decision and output is low because of the social values of our people in relation to production within the public sector. Serious thought must be given to the issue of improving productivity in public agencies that provide essential services. Ask who to blame for the nation's productivity ills and all fingers would probably point at the government. Then ask for the cure and you get government pointed at again.
The acquisition, development and utilization of both human and material resources are always a critical factor in the economic development of many nations. This is why former president of Nigeria Ibrahim Badamasi Babangida, (1985-1993)stated in his key note address on the occasion of the first National Productivity Celebration in Nigeria that his administration "is not aware that creation of conducive working environment and motivation are essential to the achievement of increased productivity in both public and private sectors of our economy". This pinpoints what government needs to do to enhance performance of the public sector. The core issue of human problems at work is always the quality of human management in pursuit of common goals. Possible strategies for productivity and management would enable managers at our public service to take advantage and minimize the inhibiting aspects of policies and programmes. It also helps in order to realize the goals of both the individual and the organization. At this period of increasing despondency on the part of our public service, the alarming job insecurity on the part of several cadres of employees in the public and private sectors, work-related stress, and the crushing weight of increased costs of living calls for strategic management of resources in order to ensure higher productivity. In recent part, the Nigerian worker has so much being criticized as regard his attitude to work. However, not much has been put to investigate the nature and scope of assignments given to workers. Are duties challenging, creative, honourable, motivating, and personally satisfying arid ego-boosting. Therefore, if the public servant is becoming more and more inactive, then there is the need to re-examine the system under which he is working. There is high redundancy of labour in our public service which they are hardly deserve to be laid off. They need to be diverted into other productivity employment.
The critical element in all successful productivity efforts could be traced to good management. Human resources constitute the ultimate basis for the wealth of nations. Capital and natural resources are passive factors of production, Human being are the active agents who accumulate capital and exploit natural resources, build social economic and political organization and carry forward National Development Productivity management strategies develop programmes policies and activities to optimize human potentials in order to realize the goals of both the individual and the organization. It will also create enabling climate to make the best use of scare resources in a changing environment by developing effective strategies to help achieve organization objectives. Effective management strategies would help to turn those redundant labours workers in our public service into productive employment.
1.2 STATEMENT OF THE RESEARCH PROBLEM
The public service in most developing countries has often been associated with "inefficiency", "bad management" and "lack of well-defined objectives".
The public service such as government corporations, ministries and parastatals are instruments through which government executes its policies and programmes affecting various aspects of the nation's life. The way the public service is being managed in Nigeria should be a matter of concern. This is because, any failure on the part of a public organization to provide satisfactory services can result in public dissatisfaction resulting to chain-reaction social ills. In acute cases, inefficiency in public services is tantamount to national economic sabotage.
According to Philips (1982) "any failure in the public sector is a reflection of the society as a whole. Every individual is responsible and all governments to date are various responsible".
A general opinion held of workers in the public sector establishments in Nigeria especially the civil servants is that, their productivity and general attitude to work are by far worse than those of their counterparts in private sector establishments. The typical Nigerian worker is viewed as being lazy, indolent, or couldn't-careless. He avoids work and responsibility but loves wealth and all the good things of life. The Nigerian worker is material oriented, pleasure-seeking, egocentric and wants to get rich quickly through corrupt practices. He loves social status, and wants to be seen recognized and treated with respect. He lusts after power and authority. In fact, the typical Nigerian worker is no different in any fundamental way from the average Nigerian since he is different from workers of the Western world. The question therefore, how can we enhance workers productivity through adoption of different management strategies. Various scholars consistently expressed their concern over the declining water productivity. In most establishments especially the public ones, the return on investment in human capital has been disappointing low. It is therefore not surprising that, of recent, government have become visibly concerned with worker productivity.
The human resources of the public service need to be evaluated and controlled if there is to be any hope of increasing productivity in this sector. Since the employee is in control of his job and behavior at work then the worker must be evaluated on factors not beyond his control.
One major problem in the bid to improve productivity in Nigeria's public service is the problem of measuring and quantifying productivity in the public service. In companies where the orientation is to make profits, productivity can be easily measured in terms of dividends declared at the end of a given period. It is also possible to quantify work done in many companies, example, the number of cars assembled in a given period. From the total output of goods of the company or profits declared in a given period, productivity could be determined when related to inputs. The lack of work measurement in the public service makes it impossible for any attention to be paid to productivity in the public service.
THE IMPORTANCE AND BENEFIT OF TAX TO GOVERNMENT
The situation often arises where an employee is seen as efficient and hardworking, not necessarily because he achieves optimally, but because in comparison with his truant and inefficient colleagues, he is the best. There is a pre-occupation with asking for more staff and material? Then optimum use-is not even being made of existing staff and materials.
Meanwhile, the concern for the development of human resources and improving productivity has taken a very prominent dimension. Various arguments put forward from the classical scientific management school up to the contingency approach school and the Nigerian indigenous management experts sought to suggest ways through workers could be managed effectively and efficiently towards improved productivity. People cannot be dealt with in a vacuum, hence it is necessary to consider individuals in relationship to their environment, which invariably plays a vital role in making them behave the way they do in their work place. Therefore, ones performance is a function of relationships between the individual that is his knowledge, skills, attitude and motivation and his environment the nature of the job itself, its rewards and the leadership given. The two individual and his environment are interwoven. This is why Douglas Mcgregor declared that "the key to motivating people to higher performance consists of creating relationships between the characteristics of the individual in question and the characteristics of his environment, which will culminate in certain desired behavior.
Another basic assumption of managerial practice is that workers can be motivated to high productivity by satisfying their needs. This assumption presupposes that everyone has internal urges which propel him in specific directions towards self fulfillment, not only for job satisfaction in the work place, but also towards the realization of his entire life ambition. Abraham Maslow and Fredrick Herzberg theoretical perspectives have direct relevance to the analysis of higher job performance of personnel in Nigeria public services. There is a tacit acceptance that the Nigerian public servant has needs, all or more of which that may as yet be unknown or unsatisfied.
Although there is general agreement about the need for improving productivity, there is title consensus about the fundamental causes of the problem and what to do about them. The blame has been attributed to various factors. Some people place it on the greater proportion of less-skilled workers in respect to the total labour force, but others disagree. Another reason given for the productivity dilemma is bureaucratic corruption, the workers attitude and government policies and regulations. Increasingly, the attention shift "to management as the causes of the problem as well as the solution.
It is against this background that improving public service productivity through effective management of resources should be considered. The officers and men of the Nigerian immigration services of today are fortunate to witness a phase of development in the removal of the paramilitary services from the civil service structure and the concomitant attainment of the status of full-fledged paramilitary service. The need for this action was necessitated by certain factors which include giving greater incentives to officers in order to motivate them for greater efficiency and productivity in the performance of their duties. This elevation places on the shoulders of the present generation of officers the enormous responsibility of charting an enviable tradition of discipline, probity and integrity in their general component and in the discharge of their statutory functions. In pursuance of the present administration's policy of correcting past mistakes and giving a new orientation to our national life and image, management efforts were geared towards working out modalities for revamping the service badly dented image, improving efficiency and effectiveness and reviewing work ethics and values.
Consequently, measures were taken to critically analyze and appraise officer's performance with a view of enhancing the general productivity of the service. This led to the creation, in April 1992, of the Division called "Training and Manpower Development". Therefore, this work examines how public servants will thus become sufficiently motivated towards increased productivity by effectively managing the human side of public service.
In view of the above, the research wants to find
1. Whether there are employment factor that affects the productivity of the workers?
2. Whether there are personal factors that affect level of performance of employees?
3. Whether productivity increases be advocated solely to make the employers richer without corresponding rise in the standard of living of the individual workers?
4. Whether managers motivate their workers for higher performance?
1.3 OBJECTIVES OF THE STUDY
The general objective of the study is to investigate the relationship between productivity and effective strategic management of resources in the public service.
From the above mentioned general objective, the following are sub-objectives are drawn Viz:
1. To develop an understanding of the many intrinsic and extrinsic elements of the work environment that affect productivity.
2. To throw light on the theory and practice of effective management of resources in Nigeria public service organization.
3. To evolve ways and means towards improving productivity and efficient performance in the public service.
1.4 HYPOTHESIS
The following hypotheses are meant to guide this study
1. That there are employments factors that affect productively of the workers.
2. That there are personal factors that affect the level of performance of employees.
3. That productivity increase is solely meant without corresponding rise in the standard of living of the individual workers.
4. That the managers motivate their workers for higher performance.
1.5 SIGNIFICANCE OF THE STUDY
The significance of a research of this type is to stimulate the reader's thoughts and ideas on this very important topic so that at the end of the day, the reader whether student or worker in public or private sector will critically and objectively come out with order ideas and recommendations for improving productivity in Nigeria.
It is the writer's belief that Nigeria is blessed with enough human and material resources in almost all fields of endeavour, but the major problem has been the management, the motivation and allocation of these human and material resources in a manner that will enhance and sustain productivity. The need to promote increased productivity in our economy cannot be over emphasized. If we are productive and creative we can produce enough goods arid services to meet most of our local consumptions and export.
To sum it up, it is envisaged that his study would be a modest contribution to productivity literature. Accordingly, it is hoped that the findings would be a useful tool to the decision makers in the public service. Additionally, the study has also proffered useful suggestions on how best managers can elicit their worker's productivity.
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of this study is the Cement Company of Northern Nigeria plc (CCNN).
The limitations are however the following problems encountered on the course of this research like short time frame. Financing problem, scarcity of information or data, etc. This is due to the mainly, the wide scope of this study which emphasizes on the strategic management of the organization and efficiency of labour.
The implication of the short time frame mapped out for this research work posed a problem of assessing these programs as whole but that doesn't threat the authentication and quality of this work.
Again, enough financing of the accomplishment of this work became problem in the sense that gathering information was costly, the research needed enough money to gather them.
1.7 DEFINITION OF CONCEPTS
STRATEGY: This is a terra deriving from the military where objectives of winning the war, as opposed to "tactics" the lower-level objective of winning a particular battle. An analogy between warfare and busmen; was made as long as Socrates who compared the duties of a general and a businessman and showed that both utilize plans to use resources to objectives (Montanari, Daneke and Bracker, 1989).
MANAGEMENT: Can be viewed from various perspectives. It can ve studied from approaches. Since management has no one universally accepted definition, we could examine the concept of management from these various perspectives.
MANAGEMENT STRATEGY: Strategic management aims to integrate planning function with the overall management task. Beyond this point, these are differing view as to exactly what is entailed in strategic planning involves analyzing the environment for opportunities or throats, and formulating strategic management include those two aspects of strategic planning and extends strategy development to include strategy implementation and strategic control (Montanari, Daneke and Bracker, 1989).
PUBLIC SECTOR: This is the part of the economy concerned with providing basic government services. The composition of the public sector varies by country, but in most countries, the public sector includes such services as the police, military, public roads, public transit, primary education and healthcare for the poor.
PRIVATE SECTOR: The part of the economy that is not state controlled, and is run by individuals and companies for profit. The private sector encompasses all for-profit businesses that are not owned or operated by the government.
PRODUCTIVITY: According to Sheidu (1994) observed that, "there is a growing consensus, and especially in the public sector, that the concept of productivity should encompasses both measurement of efficiency, effectiveness, while efficiency measure relates to the level of service that is provided and its associate cost. Effectiveness on the other hand, measure that output relates it to either benefits or less that the recipient community has enjoyed in comparison to its previous positions".
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 HISTORICAL BACKGROUND OF CEMENT COMPANY OF NORTHERN NIGERIA PLC (CCNN)
The cement company of Northern Nigeria Plc (CCNN), was founded by premier of the Alhaji Sir Ahamdu Bello Sardauna of Sokoto. It was incorporated in 1962 and commenced production in 1967 with an initial installed capacity of 100,000 tons per annum at the Kalambaina plant. The need to meet the increasing demand for cement necessitated an expansion of the plan with the commissioning of 500,000 tons per annum in 1985 by then Head of state, major General Muhammadu Buhari.
Therefore in 1986 the first line was shut down due to its uneconomic mode of operation, this leaving the plan with rated output of 500,000 tons per annum. Under the privatization and commercialization programme of the Babangida administration in 1992, the federal Government disinvested about 20% of it holding in the company and sold of the Nigerian public.
Under the civilian administration of chief Olusagun Obasanjo Cement Company of Northern Nigeria plc was earmarked as one of the companies to be fully privatized.
In 2000 therefore public bidding for the company was concluded and scancern international ANS of Norway, a member of Heidelberg cement group was appointed as core investor and technical partner of the company. Following a strategic re-orientation Heildelberg cement group was appointed as core investor and technical partner of the company. Following a strategic re-orientation cement group divested it CCNN share in 2008.
The Nigeria company limited because CCNN's new core investor in 2010 BUA international limited acquired Damnaz Cement Company limited and because indirectly the majority share holder in CCNN and its technical partner.
2.2. DEFINITION OF STRATEGIC MANAGEMENT
Strategic management is a level of managerial activity below setting goals and above factices. Strategic management provides overall direction to the enterprise and is closely related to the field of organization studies. In the field of business administration it is useful to talk about "strategic consistency. According to Arieu (2007), there is strategic consistency when the actions of an organization are consistency with the expectations of manage mend and these in turn are with this market and the context. Strategic management includes the management team and possibly the boards of directors and other stake holders.
Strategic management is an organizing process that evaluate and controls the business and the industries in which the company is involved, assesses its competitors and sets goals and strategies to meet all existing and potential competitors and the reassesses each strategy annually or quarterly (i.e regularly) to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, a new economic environment or a new social, financial or political environment.
Strategic management can also be defined as the identification of the purpose of the organization and the plans and actions to achieve the purpose. It is that set of managerial decisions and actions that determine the long term performance of business of enterprise. It involves formulating and implementing strategies that will help in aligning the organization and its environment to achieve organization goals.
2.3. APPROACHES OF STRATEGIC MANAGEMENT
Strategic management can depend upon the size of an organization and the proclivity to change of its business environment these points are highlight below:
i. A global/transnational organization may employ a more structured strategic management model, due to its size, scope of operations and need to encompass stakeholder views and requirements.
ii. An SME (small and medium enterprise) may employ an entrepreneurial approach. This is due to its comparatively smaller size and scope of operations as well as possessing fewer resources.
iii. Whiting (2001) highlighted four approaches to strategic management. These are classical processual, evolutionary and systemic approaches.
iv. Mintzberg stated there are prescriptive (what is) approaches.
Prescriptive school are one size fate all approaches that designate "best practice" while descriptive school describe how strategy is implement in specific context.
No single strategic managerial method dominates and remains a subjective and context dependent process.
2.4. STRATEGY FORMATION (CLASSICAL SCHOOL)
The initial flask in strategic management is typically the compilation and dissemination of the vision and the mission statement. This specifies the organizations scope of activities and the markets from wishes to serve.
The follow on strategy formation is a combination of three main processes which are as follows:
a. Performing a situation analysis, self evaluation and competitor analysis, both internal and external both micro-environmental and macro-environmental.
b. Concurrent with this assessment, short and long-term objectives are set these objectives should include completion dates.
c. Implementation plans then detail how the objectives are to we achieved.
1. STRATEGY EVALUATION AND CHOICE: An environmental scan will highlight all pertinent aspects that affect an organization whether external or sector/industry-based such an occurrence will also uncover areas to capitalize on, in addition to areas in which expansion may be unwise.
These options once identified have to be vetted and screened by an organization. In addition to ascertaining the suitability, feasibility and acceptability of an option, the actually modes of progress have to be determined these pertain to:-
A. THE BASIS OF COMPETITION:
Companies derive competitive advantage from how organization produces its product how it acts within a market relative to its competitors or other aspect of the business. Specific approaches may include:
Differentiation in which products compete by offering a unique combination of features.
Costs in which products compete to offer an acceptable list of features at the lowest possible cost.
Segmentation in which products are faired for the unique need of a specific market, instead of trying to serve all consumers.
i. SUITABILITY
Suitability deals with the overall rationale of the strategy.
a. Does the strategy address the mission?
b. Does of reflect the organizations capabilities.
c. Does it make economic sense?
Evaluation tools include strength, weakness, opportunity, threat surface water ocean Topography (SWOT) analysis.
ii. FEASIBILITY
Feasibility is concerned with whether the organization has
The resources required to implement the strategy. Resources include capital, time, market access and expertise.
Evaluation tools include:
a. Cash flow analysis forecasting
b. Break-even analysis
c. Resources deployment forecasting.
This has to be in line with demand forecasting.
iii. ACCEPTABILITY
Acceptability is concerned with the expectation of the identified stakeholders (shareholders, employs and costumers, etc) with the expected financial issues such as working conditions and our sourcing.
Evaluation tools include:
a. What if analysis
b. Stakeholder mapping
iv. IMPLEMENTATION
While products and services that fit the strategy may receive additional investment those that don't mush also be addressed either via consolidation with another product/service, divestment to another firm, immediate retirement or harvesting without further investment.
Additionally the exact means of implementing a strategy needs to be considered. Theses points range from:-
a. Alliances with other firms to fill capability technology/legal gaps.
b. Merges/acquisitions of product or firm to reduce time to market. Countries such as India and China require market entrance to operate via partnership with local firms.
II. STRATEGIC IMPLEMENTATION AND CONTROL
Implanting a strategy involves organizing and employing change management procedures.
ORGANIZING
Implementing a strategy may require organizational changes such as creating new units, merging existing ones or even switching from a geographical also involves bringing together factors and arranging them in the preferred order and also setting things straight.
RESOURCING
Implementation may require significant budget shifts, impacting human resources and capital expenditure.
CHANGE MANAGEMENT
Implementation a strategy may have effects that ripple across an organization. Minimizing disruption can reduce costs and save time. One approach is to appoint an individual to champion the changes, address and eventually enlist opponents and proactively identify and mitigate problems.
ALIGNMENT
In 2010 the Rotterdam school of management together with the Erasmus school of economics introduced the x-ray alignment scan which is a visual representation of strategy measured against the level of understanding and implementation of various parts of the organization in 2011 Erasmus University of Rotterdam introduce x-ray diagnostics a spin-off of this cooperation, a focused on measuring strategic alignment of organizations.
WHITTINGTON'S PERSPECTIVES
Whittington outlined three other approaches to strategic management dunking. They have in common responsiveness to factors other than the profit maximization and maker position goals of the classic approach.
PROCESSUAL
With the advent of stagflation in the 1970s, rising trade union actions in some countries, wide scale regional conflicts, rising oil prices, etc, strategy development began to explicitly consider stakeholders other than the firm's executives. Objections by other stakeholders could obstruct or even prevent implementation.
Processual strategic management incorporates steps to manage/resolve such conflicts via negotiation and compromise processual strategic management also emphasized negotiation since business environment became enriched with disagreement, conflict and contention. In this context, a rational approach (as per the classical school) could not be implemented without acknowledgement and incorporation of different and disparate view points.
EVOLUTIONARY
Evolutionary strategic management attempts to accelerate strategy development by breaking it into multiple smaller changes, with ongoing review enabling more rapid adjustments to the original plan. A major fact of evolutionary strategic management is a population ecology model, in which firms in an industry are seen to a population of animals.
For some firms, the business environment including technology, finance and regulation change too quickly and unpredictably for multi-year planning processes to address effectively, evolutionary approaches, while not optimal for a particular environment, allowed the organization greater flexibility to adapt to unexpected change.
The evolutionary school became permanent in the 1980s, coupled with the emergence of information and communications technology into mainstream business operations and society at large and global events such as the end of the cold war. Due to the rise of more complex business environment, firms could not afford to plan rationally, but "adapt or die" in an almost Darwinian sense.
The school is termed 'evolutionary' with respect to its resemblance to classical Darwinian Theory, and the application of zoologically-derived population ecology models to business environments.
Most corporations have multiple levels of management, strategic management can occur at corporate, business, functional and operational levels.
Corporate strategy answers the questions, "which business should we be in?" and "how does being in these businesses create synergy and add to the competitive advantage of the corporation as a whole?". Business strategic business unit (SBU) in a diversified corporation.
Functional strategies are specific to a functional area; such as making, product development, human resources, finance, legal, and supply chain and information technology. The emphasis is on short and medium term plans. Functional strategies are derived from and must comply with broader corporate strategies.
CREATIVE VS ANALYTIC APPROACHES
In 2010, IBM released a study summarizing three conclusion of 1500 CEOs around the world:
1. Complexity is escalating
2. Enterprise is not equipped to cope with this complexity.
3. Creativity is now the single most important leadership competency.
Similarly, Mckeown argued that over reliance on any particular approach to strategy is dangerous and that creativity and analytics to create an "approach to shaping the future" that is difficult to cope.
2.5 THE CONCEPT OF PRODUCTIVITY
The word "productivity" may sound like "production" but there is a significant difference between the two. Production refers to the total volume of goods and services produced. It is focuses on how much is produced, or output. "Productivity", on the other hand, takes things a step further by relating output to the quantity of resources or inputs used to produce them. Some examples of input are labour, materials, machinery, and energy. "Productivity" is basically concerned with how efficiently a certain output of goods and services is produced, and the value created by the production process.
The productivity concept can be expressed with this simple equation:
Productivity= output
Input
The concept of productivity however, has evolved over the years to represent more than an efficiency ratio. From cost and quality issues, its scope has expanded to embrace social concerns, such as job creation and security, poverty alleviation, improvement in the quality of life, resource conservation and environmental protection.
The word productivity has many problems as it has definitions. To the economists, productivity is a simple relationship between input and output, to the engineers, productivity means new technology, machinery and equipment, measurement and controls, and to the Administrators, productivity has various meaning including effectiveness and efficiency.
However, the economists and the Engineers definitions present some difficulties when public service organizations are considered. Whereas the outputs of manufacturing concerns are tangible and measurable, those of service organizations are not quantifiable, thus making measurement difficult. Opinions in recent time also concede that productivity is much more than quantitative relationship between input and output and that a broad concept of productivity that touches on all segments of work life is therefore necessary.
Sheidu (1994) observed that, there is a growing consensus, especially in the public sector, that the concept of productivity should encompass both measures of efficiency and effectiveness. While efficiency measure relates of the level of service that is provided and its associated cost, effectiveness on the other hand measures the output but relates it to either benefits or losses that the recipient community has enjoyed in comparison to its previous position.
Okpechi (1991) observed that "an additional critical factor in public sector productivity is the complex nature of government operators and institutional bottlenecks of the sector". For example, government actions and decisions are often taken within a milieu of societal values, organizational capabilities, voter sentiments, the glare of the mass media, state and local government laws and intergovernmental relations, all of which must be appreciated in finding lasting solution to productivity problems in the public sector.
Other like Jackson Grayson Head of the American Productivity Centre, defined it as "what you get out of an activity for what you put in". In the book "Understanding productivity", John Kendrick defines it as "the relationship between output of goods and services and the input of resources, human and non-human, used in the production process.
Mali (1988) defines productivity as "the measure of how well resources are being brought together in organizations and utilized for accomplishing a set of results. It is reaching the highest level of performance with the least expenditure of resources". Koontz (1988) defines productivity as "the output-in-put ratio within a time period with due consideration for quality". It can be expressed as follows:
Productivity= output
Input
With a time period, quality considered
The Productivity Committee of the European Conference (1985) concluded that: productivity is an attitude of mind. It is the mentality of progress of constant improvement of that which exists. It is the certainty of being able to do better today than yesterday. It is the will to improve on the present situation no matter how good it may look. It is the constant adaptation of economic conditions. It is the continued effort to apply new techniques and is the faith in human capabilities.
Productivity therefore, connotes effectiveness and efficient performance resulting in high-level output of goods and services both in quantity and quality with minimal costs and wastes in resources plus optimum satisfaction of the people involved in the productive enterprise, as well as the users of the products and services. Measures of productivity should be tailored to each organization and to the goals of each organization.
2.6 PRODUCTIVITY AND NIGERIAN DEVELOPMENT
The present world-wide economic depression compels more and more public and private organizations to focus greater attention on productivity. The need for this orientation is even greater in developing countries like Nigeria which cannot favourably compete in the world market with the more highly developed countries that have higher technology and human skills, in the quality and quantity of goods produced. The result of this unfortunate syndrome is that no capacity of self-generating and self-sustaining growth has been evolved in most developing economies. It is therefore not surprising that most of these developing economies are trapped in the "vicious cycle of under-development".
It is acknowledge that there is a growing anxiety in Nigeria about the level of productivity (or non-productivity) of the national economy. At the present, the level of productivity in Nigeria cannot increase the total national wealth. In appreciation of this fact, the National Productivity Centre (NPC) was established by the Federal Government, under the Federal Ministry of Employment, Labour and Productivity in Decree No. 7 of 1987 establishing the centre, it was among other things, charged with stimulating productivity consciousness among Nigerian workers and to develop and apply the right technical solutions to productivity problems across all sectors of the national economy.
Undoubtedly, abundant natural resources accumulated productive capital in the form of infrastructures, are necessary ingredients for the attainment and maintenance of a high level of productivity; the standard of living may still by abysmally low even when these other favourable factors are present.
If productivity is low, abundant resources will be fritted away in the high cost of exploiting these resources. Thus, it becomes even cheaper to import such goods or services. This is one of the reasons why developing countries like Nigeria are faced with the chronic problem of huge external debt.
We are currently witnessing at the International scene, one of the ironies of history and that is the Japanese Miracle. Two countries, West Germany and Japan, flatly defeated in World War II, with most of their industries destroyed, are now successfully challenging their victors in the world market for industrial goods. Their share of world industrial production and trade goes up higher and higher every year; their currencies contrive to rise in value. The Japanese situation is most startling. This is because with no significant mineral resources as she imports almost all the raw materials for her industrial production, Japan have surprised the world with an unusually high level of productivity. One of America's present worries is how to protect her own domestic industries from the onslaught of Japanese imports. Many reasons have been given for the success of the Japanese experience, but no one is in doubt that the central explanation is a high level of productivity. At the centre of their success is the Japanese worker, this standard of living is high largely because he is very productive. Accordingly, even though Nigeria and India were colonized by British (England), but India today is in high level of productivity than Nigeria. India is more translating in terms of productivity than Nigeria today. This is because; the Indian worker is more productive than the Nigerian worker.
Broadly speaking, the need to increase productivity in every sector of the national economy arises from:
i. The limited available resources and
ii. Under-utilization of capacities of human and material resources.
If the level of productivity is to show any increase than marginal productivity of the various inputs should constantly increase. This would imply that the various factors of production are being efficiently utilized. If such micro level gains are aggregated at the macro level, one can see significant increase in production and consequently, a positive improvement in the rate of growth of national income. This linkage between rate of Marginal Productivity and level of economic development is of fundamental importance for promoting a strategy of economic development.
The present challenge before the country demands a well conceived and concerted effort for raising the levels of productivity centre, have to gear its efforts to play an increasingly important role to help the several of the economy in improving their performance through raising productivity in the different inputs. Economic growth is accelerated by rational development and use of resources. In view of this, it has become imperative to increase production in key areas. This would be possible if appropriate productivity measures are selected and implemented at the unit level in various sectors and enterprises. It is only then that the objectives of national plans can be meaningfully realized.
Productivity actions must be accepted as the indispensable instrument for giving effect to the national economic options. Productivity must be regarded right from the start as an action affecting marketing as well as production, agriculture as well as industry, the public as well as the private sectors, public utilities and public services. It therefore, follows that productivity policy must be intimately connected, in other words, it must be complementary and supplementary to the economic policy.
CHAPTER THREE
RESEARCH METHODOLOG
3.1 INTRODUCTION
This chapter covers, apart from the introduction, the research design, population and sample, instruments of data collection and method of data collection.
3.2 RESEARCH DESIGN
Survey design is used in conducting this research. This will involve observation of samples for the purpose of collecting data. Survey means an examination of opinions, behavior, etc made by asking people questions carefully.
3.3 POPULATION AND SAMPLES
The target population for the research was members of staff of the Northern Nigerian Cement Company Sokoto.
Stratified random sampling was also used. A sample sixty (60) members of staff was chosen consisting only the top management level, middle management level and below management level. The managers were then randomly selected from each stratum, and the number of managers (employees) selected from particular stratum was proportional to the stratum share of the total population.
3.4 INSTRUMENTS FOR DATA COLLECTION
The instruments of data collection of this research are the primary and secondary sources.
a. Primary data: under this instrument, questionnaire and interview were used to obtain relevant information concerning the problem under investigation.
i) QUESTIONNAIRE
A questionnaire consists of a set of questions designed to gather information/data for analysis, the result of which are used to answer the research questions or used for the test of relevant hypotheses.
ii) INTERVIEW
This is a technique used for collecting information for research purposes in a face-to- face contact. It is used with a researcher wants to obtain reliable and valid information in the form of verbal responses from the respondents.
b. Secondary data: the core basis of data collected from this sources are informational materials, such as textbooks, magazines, journalist, newspaper, seminars, research papers seminars, research papers and other reference materials.
3.5 METHOD OF DATA COLLECTION
The data collection from the respondents would be presented and analyzed using descriptive statistics, which involves the use of tables, frequencies and simple percentage. These would be used in chapter four (4).
The study also employed the chi-square method to assess the survey instrument. The objectives were to make the instrument valid and reliable.
The chi-square test is always testing what scientist call Null hypothesis, which states that there is no significant difference between the expected and the observed result. The formula for calculating chi-square (x2) is:
X2 = E (FO-Fe)2
e
Where:
Fo = Observe frequency
Fe = Expected frequency
E = Number of respondents
X2 = chi-Square computed
Steps involved:
1. Calculated expected frequency
F= CT X RT Where CT = Column Total
GT RT = Row Total
GT = Grand Total
2. Calculated chi-square
X2 = E (FO – Fe)2
e-
3. Obtain the degree of freedom
DF (C-1) (r-1)
4. If critical table value, then accept.
If CTV < CV = accept. This indicates that there is significant relationship between the variables
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 INTRODUCTION
This chapter deals with the introduction, analysis of responses to questionnaires, test of hypothesis and summary of the findings.
4.2 ANALYSES OF RESPONSES TO QUESTIONNAIRES
Response rate seventy (70) Questionnaires were distributed. A total of sixty (60) were completed and returned. Respondent's profile 80% of the respondents were male and 20% female. The respondents came from nearly all the adult age groups of working age 20-55. Majority of the respondents had spent more than ten (10) years in the company, and they fall within middle management level.
Question 1: Sex Structure
Table 4.1
Gender | Frequency | Percentages |
Male | 40 | 66.6% |
Female | 20 | 33.4% |
Total | 60 | 100% |
Source Questionnaire Administered (2015)
Table 4.1 above indicates the sex distribution of the respondents. It shows that 40 of 66.6% of the total respondents are male while 20 of 33.4% of the total respondents are female. This depicts that male are the majority respondents in this research.
Question 2: Age distribution
Table 4.2
Age | Frequency | Percentages |
18-25 | 15 | 25% |
26-35 | 20 | 33.4% |
36-45 | 18 | 30% |
45 and above | 7 | 11.6% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Table 4.2 above indicate that majority of the respondents are between the ages of 26-35 years, which represent 20 (33.4%) of the total respondents 15 (25%) of the total respondents are between the age of 18-25 years while 36-45 years of the total respondents 18 (30%) of the respondents is between the age of 45 and above represent 7 (11.6%) of the respondents. This depicts the majority of the respondents are adult.
Question 3: Marital status of the respondents
Table 4.3
Marital Status | Frequency | Percentages |
Married | 40 | 66.6% |
Single | 20 | 33.4% |
Total | 60 | 100% |
Source: Questionnaire administered (2015)
Table 4.3 depicts that 40 (66.6%) of the respondents in this research are married, while 20 (33.4%) of the respondents are single. This majority of the respondents are married.
Question 4: Educational Qualification of the Respondent
Table 4.4
Educational Qualification | Frequency | Percentages |
Masters | 8 | 10.4% |
BSc/ HND | 13 | 24% |
OND/ NCE | 19 | 32.2% |
SSCE | 20 | 33.4% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Pertaining to the educational qualification of the respondents, Table 4.4 above indicates that (10.4%) of the respondents are the masters 13 (24%) possessed BSc/HND certificates so also 19 (32.2%) obtained OND/NCE certificate so that 20 (33.4%) have SSCE certificates. This depict that majority of the respondents are literates with high level qualifications.
Question 5: What is the present level?
Table 4.5
Rank | Frequency | Percentages |
Top level Management | 12 | 20% |
Middle level management | 30 | 50% |
Below level management | 18 | 30 |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
From the above Table 4.5, It is realized that 12 (20%) of the respondents are the top management level. While 30 (50%) of the respondents are the middle management level and also 18 (30%) of the respondents are the lower management level.
Question 6: Are there any employment factors that affects the productivity of the workers?
Table 4.6
Option | Frequency | Percentages |
Yes | 40 | 66.66% |
No | 20 | 33.34% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Table 4.6 shows that the 20 (33.34%) of the respondents disagree, while 40 (66.66%) of the respondents agree that employment factors affects the productivity of the workers.
Question 7: If yes to question 6 above, what kind of factors specify.
Table 4.7
Option | Frequency | Percentages |
Nepotism | 20 | 33.34% |
Tribalism | 15 | 25% |
Bribery/Corruption | 15 | 25% |
Sectionalism | 10 | 16.66% |
Total | 60 | 100% |
Source: Questionnaire (2015)
The table 4.7 above shows that 20 (33.34%) of the respondents believe that Nepotism is among the factors that affect the productivity of the workers, while 15 (25%) and 10 (16.66%) are the opinion that tribalism, bribery/ corruption and sectionalism are among the factors that affect the productivity of the workers respectively.
Question 8: What is your perceived yardstick for promotion in the service?
Table 4.8
Option | Frequency | Percentages |
Merit | 30 | 50% |
Quota Basis | 20 | 33.4% |
Favoritism | 5 | 8.3% |
Bribery | 3 | 5% |
Combination of above | 2 | 3.3 |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
From the above table the information stated that about 30 (50%) of the respondents agree that promotion in the service is best on merit 20 (33.4%) ensure that promotion in CCNN is mostly on Quota basis 5 (8.3%) indicated that promotion in services is best on favouritism while 3 (5%)of the respondent said on bribery and also 2 (3.3%) combination of all the above of the respondents agree consequently that CCNN the high promotion is best on merit.
Question 9: Are there any personal factor that affect level of performance of employees?
Table 4.9
Option | Frequency | Percentages |
Yes | 35 | 58.34% |
No | 25 | 41.66% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Table 4.9 indicates that 35 (58.34%) of the respondents agree that personal factor affect the level of performance of the employee, while 25 (41.66%) of them disagree with the opinion.
Question 10: if yes to question 9 above, what kind of factors? specify
Table 4.10
Option | Frequency | Percentages |
Lack of Training | 25 | 41.66% |
Lack of Job Security | 20 | 33.34% |
Absence of professional | 15 | 25% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Table 4.10 above indicates that 25 (41.66%) of the respondents agreed that lack of training is a personal factor that affects the level of employee's performance, 20 (33.34%) of the respondents agreed that lack of job security is among the factors that affect the level of employee's performance. Also, 15 (25%) of the respondents believed that absence of professional is a factor that affect the level of performance of employees in the organization.
Question 11: Does management of your organization motivate their workers of higher performance?
Table 4.11
Option | Frequency | Percentages |
Yes | 45 | 75% |
No | 15 | 25% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
Table 4.11 above shows the responses of the respondents based on the question "Does management of your organization motivate their workers of higher performance". Consisting of 45 (75%) agreed, while 15 (25%) disagreed with the opinion.
Question 12: What kind of management strategy does your organization adopt in order to enhance productivity?
Table 4.12
Option | Frequency | Percentages |
Recognition | 18 | 25% |
Dispensary Action | 12 | 20% |
Increase in Salary/ Wages | 20 | 33.34% |
Job Specification | 10 | 16.66% |
Total | 60 | 100% |
Source: Questionnaire Administered (2015)
The table 4.12 above shows that 18 (20%) of the respondents believe that recognition is one of the strategies that management of the organization can adopt to enhance productivity, while 12 (20%) of the respondents of the view that increase in salary/ wage can be used to enhance productivity. Also 10 (16.66%) of the respondents are of the opinion that job specification is one of the strategy that management can adopt to enhance productivity.
4.3 TEST OF HYPOTHESIS
Hypothesis 1
Ho: That there no employment factors that affect the productivity of the workers.
H1: That there are no employment factors that affect the productivity of the workers whether productivity increase the employers?
Option | Yes | No | Total |
Yes | 50 | - | 50% |
No | - | 10 | 10 |
Total | 50 | 10 | 60% |
R/C | Fo | Fe | Fo-Fe | (Fo-Fe)2 | (Fo-Fe)2 Fe |
1-1 | 50 | 41.66 | 8.34 | 69.55 | 1.66 |
1-2 | - | 8.33 | 8.33 | 69.38 | 8.32 |
2-1 | - | 8.33 | 8.33 | 69.38 | 8.32 |
2-2 | 10 | 1.66 | 8.34 | 99.55 | 41.89 |
| 60 |
|
|
| 60.19 |
X= 60.19 or calculated value is 60.19
Comparison
(c-1) (r-1)
(2-1) (2-1)
1 x 1 = 1
Check I under 0.05 value of significance: I under 0.05 in the percentage points of the X2- Distribution 60.19
Calculated value is 60.19 from the above calculation of the test of hypothesis, the critical value is less than the calculated value or put as CTV < CV, then we reject null, hypothesis (Ho) and accept the alternative hypothesis (H1) thus there are employment factors that affect the productivity of the workers.
Hypothesis II
Ho: There is no personal factor that affects the level of performance of employees.
H1: Are there any personal factor that affect the level of performance of employee.
Option | Frequency | Percentage (%) | Total |
Yes | 35 | - | 35% |
No | - | 25 | 25% |
Total | 35 | 25 | 60% |
R/C | Fo | Fe | Fo-Fe | (Fo-Fe)2 | (Fo-Fe)2 fe |
1-1 | 35 | 20.41 | 14.59 | 212.86 | 10.42 |
1-2 | - | 14.58 | -14.59 | 212.86 | 14.58 |
2-1 | - | 14.58 | -14.59 | 212.86 | 14.58 |
2-2 | 25 | 10.41 | 14.59 | 212.86 | 8.51 |
| 60 |
|
|
| 48.09 |
X= 48.09 or calculated value is 48.09
Comparison
(c-1) (r-1)
(2-1) (2-1)
1 x 1 = 1
Check I under 0.05 level of significance: 3.84
From the above calculation of the test of the hypothesis, the calculated value which is 3.84. ou put as CV> CTV. Therefore, the null hypothesis is (Ho) rejected and the alternative hypothesis (H1) accepted. Thus, there are personal factors that affect the level of performance of employees.
Hypothesis III
Ho: That management of your organization did not motivate the workers for higher performance.
H1: Did management of your organization motivate the workers for higher performance.
Option | Frequency | Percentage (%) | Total |
Yes | 45 | - | 45% |
No | - | 15 | 15% |
Total | 45 | 15 | 60% |
R/C | Fo | Fe | Fo-Fe | (Fo-Fe)2 | (Fo-Fe)2 fe |
1-1 | 45 | 33.75 | 11.25 | 126.56 | 3.74 |
1-2 | - | 11.25 | -11.25 | 126.56 | 11.25 |
2-1 | - | 11.25 | -11.25 | 126.56 | 11.25 |
2-2 | 15 | 3.75 | 11.25 | 126.56 | 36.74 |
| 60 |
|
|
| 62.98 |
X= 62.98 or calculated value is 62.98
Comparison
(c-1) (r-1)
(2-1) (2-1)
1 x 1 = 1
Check I under 0.05 level of significance: 3.84
From the above calculation of the test of the hypothesis, the calculated value which is greater than the critical table value is 3.84 or put as CV > CTV. Therefore, the null hypothesis (Ho) is rejected and the alternative hypothesis (H1) accepted. This means that the management of the organization motivates the workers for higher performance. The above test of hypothesis shows that, there's direct relationship between the degree of motivation and the worker's productivity that is to say, there is significance relationship between motivation and workers productivity.
4.4 SUMMARY OF THE FINDINGS
The findings of this study reveal that there is direct relationship between the degree of motivation and the workers productivity. That is to say, there is significance relationship between motivation and workers productivity. Also, as shown in table 4.2 indicates that there is mutual relationship between workers and productivity in any organization. Finally this study suggests that job security, government policy and action should be such that will promote job security for workers to enjoy job security and develop sense of belonging and this promotes productivity.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 INTRODUCTION
This part of the study principally deals with the summary, conclusion and recommendations.
5.2 SUMMARY
The study has been divided into five chapters. Chapter one which is the introduction consisting of the background study, statement of research problem, aim and objectives of the study, research hypotheses, significance of the study, scope and limitations of the study and definition of concepts.
Chapter two is literature review. It deals with the introduction, concept of management strategies, productivity and efficiency, types of management strategies. Historical development of productivity, concept of productivity, major obstacles in achieving high productivity level in the public sector and theoretical framework.
Chapter three was devoted to the methodology used in conducting the research and it includes introduction, research design, population and sample instrument data collection and method of testing hypothesis.
Chapter four is the presentation and analyses of data. It deals with introduction, analyses of responses to questionnaire, test of hypotheses and summary of the findings.
Finally, chapter five which is the chapter under review is the concluding part, starting with the summary which highlights the important and revealing aspect of the proceeding chapters. The conclusion and recommendation are deductions from the findings drawn from study.
5.3 CONCLUSION
The public service which ironically occupies a dominant position in the Nigerian economy interims of employment, resource commitment, impact on society interims of development etc has come under widespread criticisms on its performance in the recent past. The sector has been accused of corruption, lack of adequate social services, inefficiency, indolence, rigidity unattractive pay structure, poor attitude to work, etc. these factors have been considered and analyzed within the frame work of the Nigerian socio- economic realities.
The vital requirement for transforming public service organization into productive undertakings should be derived day problems of management, progressive work improvement through reduced cost and increased output and by devising various methods and techniques to institutionalize productivity culture as part and parcel of managerial equipment and organizational apparatus. These approaches would aid in reducing the nebulous prevailing productivity climate. As a must, genuine desire to productivity improvement calls for action-packed management strategies such as some of the following proffered in the study among others, attractive working conditions, moral regeneration and inculcation of discipline, improved social services, job satisfaction efficient utilization of manpower.
5.4 RECOMMENDATIONS
Based on the analysis and findings in the preceding chapters, the following recommendations are made for improved efficiency in the Cement of Northern Nigeria plc.
1. Adequate Working Facilities and Materials: For any organization to be successful, it must have adequate working facilities and materials for the prosecution of its business. Otherwise, a situation can rise where those employed are committed and highly motivated but the efficiency of these facilities and materials may dampen such enthusiasm amd hamper productivity.
2. Favourable Socio-Economic Policies: The government of the federation should pursue socio-economic policies that will generate happiness among Nigerian workers and not policies that will overstretch and over-burden their economic power.
3. Job Security: Government policies and actions should be such that will promote job security for workers. If a worker enjoys job security he develops a sense of belonging and this promotes productivity.
4. A Good Organization Structure: The way an organization is set up has major effect on productivity of those works there. There is not likely to be commitment from those employed. If the structure does not provide for their involvement. So there must be machinery for communication and consultations at all levels. There must be clear lines of authority and therefore accountability. The aim should be clear lines of authority and therefore accountability.
5. Trained and Knowledgeable Management: The success of any organization depends on the ability of those who manage it. That ability will stem from the training received by those concerned and knowledge them posses. It is the management that must exercise the right leadership and create an atmosphere where every individual in the organization will feel that he has a role to play.
6. War Against Corruption: The government should continue its fight against corruption and unjust enrollment in the public services.
REFERENCES
Akinyele, C. I. (1992) Human Resource Development Polices and Issues Proceedings of the Conference on Human Resource Development and Utilization Policy.
Arndt, S. and Molcom, W, (eds) (1997). The ICBM Handbook of Organization Behavior London. Ilomans Business Press.
Bateman, T. and Snell. S. A. (2002) Management Competing in the New Era, 5th Edition, new York: Mc Graw hiu.
Bello. T.H. and Obadan M.I. (eds) (2003). Democratic Governance and Development Management in National Fourth Republic (1999-2003).
Brech. E.F.L (ed) (1995). The Principles and Practice of Management Education and Training.
Hashim. I (1985) Issues in Public Sector Management in Nigeria Centre for Management Development in Management Education and Training.
Keynote Address by the Former President and Commander in Chief of the Army Forces General Ibrahim Babangida on the Occasion of the First National Productivity day Celebration to Nigeria 21st Febuary, 1991.
Lamb, Robert, Boyden Competitive Strategy Management, Englewood Cliffs 1984.
Mekeown, Max, the Strategy BOOK, FT Prentice Hall 2012.
IBM, Capitalizing July, 2010, Rotterdam School of Management 2010.
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