Academic literature on the topic 'Organizational performance – Nigeria'
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Journal articles on the topic "Organizational performance – Nigeria"
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Adagbabiri, Moses M., and Ugo Chuks Okolie. "Human Resource Management Practices and Organizational Performance: An Empirical Study of Oil and Gas Industry in Nigeria." RUDN Journal of Public Administration 7, no. 1 (December 15, 2020): 53–69. http://dx.doi.org/10.22363/2312-8313-2020-7-1-53-69.
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The impact of human resource management (HRM) practices on organizational performance has been subject of discourse among social scientists from a wide range of disciplines in the last two decades. But unfortunately, very insufficient number of studies in this area has been conducted in Nigeria and other developing countries. This study was undertaken to fill this obvious research gap. The author applied descriptive method and collected the data via a survey of 164 respondents in Nigerias Oil and Gas Industry. Data collected were analyzed using Pearson product moment correlation and t-test analysis. The study found that there is a significant relationship between HRM practices and organizational performance. As predicted, the study revealed that human resource management practices exert positive and statistically significant impact on organizational performance. Requisite conclusion and recommendations were provided in the light of theoretical and empirical findings. With this study, we hope to contribute to a better understanding of the role of HRM practices in creating and sustaining organizational performance, specifically in the Nigerian context.
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Bolaji Bello, Oluwayemisi, and Abayomi Olarewaju Adeoye. "Organizational learning, organizational innovationand organizational performance: Empirical evidenceamong selected manufacturing companies in Lagosmetropolis, Nigeria." Journal of Economics and Management 33 (2018): 25–38. http://dx.doi.org/10.22367/jem.2018.33.02.
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Oluwalope, Adenuga Abiola, and Ojediran Sunday. "Impact of Budgetary Participation and Organizational Commitment on Managerial Performance in Nigeria." Accounting and Finance Research 6, no. 3 (July 16, 2017): 48. http://dx.doi.org/10.5430/afr.v6n3p48.
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Following the prevailing uncertainties in Nigerian business environment, managers and stakeholders require the need to be poised, prepared and plan to compete favourably under the rapidly shifting condition in order to remain relevant and profitable. This study examines the relationship between budget participation, organizational commitment and managerial performance in Nigeria. Primary data were obtained from copies of questionnaire distributed to members of staff at managerial levels at Nestle NIG-food, Nigerian Breweries-drinks, Flour mills-food, 7up Bottling company-drinks, Cadbury-food, Unilever-food, Vitafoam NIG-others categorized based on the nature of their business and analysed through use of Statistical Package of Social Science (SPSS, Version 20) as correlation and regression were used to evaluate relationships among variables. Findings revealed that participation in budget activities and commitment to work done by individuals in an organization positively impacts managerial performance, hence this assertion cannot be overlooked or ignored as it supports the empirical body of positive impacts. It is therefore recommended that organizations should engage in activities that will promote budget participation and commitment and also consider other processes and events that could be explored upon towards enhancing managerial performance.
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Adeleye, Ifedapo. "First Bank of Nigeria: Restructuring for High Performance." South Asian Journal of Business and Management Cases 2, no. 1 (June 2013): 51–60. http://dx.doi.org/10.1177/2277977913480658.
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Stephen Onasanya had successfully steered First Bank through a three-year period of accelerated corporate transformation and growth, as the institution emerged from the global financial crisis of 2008. At the core of the bank’s transformation lay a new organizational structure. In 2010 the bank had transitioned from a geography-based to a customer-based organizational structure, and redesigned its nationwide coverage and deployment model to align with the new organization. In August 2012, it was apparent that the restructuring had been successful. Apart from the impressive financial results the bank had posted, significant progress had been made on many non-financial measures, including customer satisfaction. Nevertheless, Onasanya was not completely satisfied. He wondered what more could be done to make the new organizational structure deliver even better results, and help realize the bank’s ambitious vision of becoming Nigeria’s bank of first choice.
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Isimoya, Ogochukwu Augustine, Olubayo Thomas Olajide, and Akinwunmi Kunle Onafalujo. "Performance Related Pay and Organizational Commitment – evidence from Nigeria." Journal of Economics and Management 34 (2018): 58–80. http://dx.doi.org/10.22367/jem.2018.34.03.
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Adamu Isa, Ahmed. "Bureaucracy and organizational performance in Nigeria: problems and prospects." International Journal of Advanced Multidisciplinary Research 3, no. 12 (December 9, 2016): 12–16. http://dx.doi.org/10.22192/ijamr.2016.03.12.003.
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Aduku, Danlami Joseph, John Olatunji Alabi, and Juwon Johnson Orugun. "An Exploration of Organizational Change and Employees’ Performance in Nigeria." Economic Insights – Trends and Challenges 2021, no. 2 (2021): 19–34. http://dx.doi.org/10.51865/eitc.2021.02.03.
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This study focused on Organizational Change (OC) and employees’ performance in banks in North Central of Nigeria. The study ascertained the effects of tolerance to change and the activities of fraud, and strategy change, organizational structuring, attitude of employees towards change and organizational culture on the performance of banks employee in North Central of Nigeria. The study adopted survey research design. The population of the study for Benue State is 168 and Kogi State is 202. The sample size of the study was 189. Multistage random sampling technique was adopted. Data were analyzed using Multiple Regression. Findings showed that tolerance to change, activities of fraudsters, organizational structuring, strategy change and organizational culture have effect on the performance of banks employee. Finding shows that complexity, attitude of employees towards change and tolerance to change have significant and negative influence, and that perceived advantage and employee motivation has positive and significant influence on the change acceptance of bank employees. The study concluded that OC is pivot to banking practices. The study recommended that bank leaders should sustain change tolerance level, devise better strategic approach to dealing with fraudsters and their activities; this may facilitate employees’ improved performance in North Central of Nigeria.
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Asikhia, U. O., and D. O. Awolusi. "Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry." South African Journal of Business Management 46, no. 2 (June 30, 2015): 1–14. http://dx.doi.org/10.4102/sajbm.v46i2.87.
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Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.
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Archibong, Udeme, and Umar Abbas Ibrahim. "Assessing the impact of change management on employee performance." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 4 (June 15, 2021): 525–34. http://dx.doi.org/10.20525/ijrbs.v10i4.1246.
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This article assessed the impact of change management on employee performance with evidence from Nile University of Nigeria. This study made use of a descriptive survey research design. Burke Litwin model of organizational change was adopted for this study because the model explains the linkages between variables and individual and organizational performance. The population consists of 1,400 staff (Academic and Non-Academic) staff of Nile University of Nigeria Abuja. Stratified random sampling techniques were employed to select the sample size of 311 from the population. Regression analysis was used to analyze the data that was collected using a five-point likert scale structured questionnaire. The results showed that Change in organizational structure has a significance on the quality of employee service delivery in Nile University of Nigeria, there is a relationship between technological change and quality of employee service delivery in Nile University of Nigeria even though the relationship was not very strong. Leadership change significantly influences the quality of employee service delivery at Nile University of Nigeria. Human resource is an important internal strength of every organization and a source of competitive advantage, the study, therefore, recommended amongst others that organizations should communicate details of the change to the employees to minimize resistance.
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Chukwuemeka Idoko, Edwin, Gerald Nwora Nebo, and Stephen Ikechukwu Ukenna. "Determinants of field salespersons’ sales performance in deposit money banks: Does organizational commitment mediate?" Banks and Bank Systems 15, no. 4 (December 28, 2020): 204–20. http://dx.doi.org/10.21511/bbs.15(4).2020.17.
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Field salespersons’ disengagement in deposit money banks (DMB) in Sub-Saharan Africa (SSA) has maintained an upward trajectory. Failures in sales target delivery mostly take the blame. Despite the obvious implications of non-target delivery for DMBs’ financial health, there is under-reportage culminating in little understanding regarding those factors that predict field salespersons’ performance from typical SSA settings. This paper bridges the gap by empirically examining antecedents of field salespersons’ sales target performance in DMBs in Nigeria that is alarmingly competitive and significantly characterized by physical-cash-transactions. Also, it examines the mediating effect of organizational commitment regarding identified antecedents on FS sales target performance in DMBs. A sample of 334 field salespersons from 17 DMBs in Southeastern Nigeria was surveyed using a self-administered questionnaire. The data collected were analyzed using a structural equation modeling approach with the aid of Analysis of Moment Structures (AMOS) 25.0 software concerning hypothesized paths in the research model. Reliability, convergence and discriminant validity were checked. Significant and positive relations regarding motivation, aptitude, and job satisfaction were confirmed; nevertheless, role perceptions and work environment show a negative and significant effect on sales target actualization. Skill-set shows no statistical support. Organizational commitment as a mediator shows a complementary partial mediation effect on determinants and sales target performance. Understanding both economic and human-inclined variables is crucial to improving the performance of field salespersons. Theoretical implications and directions for further research were proposed. AcknowledgmentThe authors express their deep gratitude to Prof. A. D. Nkamnebe of the Department of Marketing, Nnamdi Azikiwe University, Nigeria, for reviewing the manuscript and suggestions for improving the quality of the paper.
Dissertations / Theses on the topic "Organizational performance – Nigeria"
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Morah, Ejindu Iwelu MacDonald. "Market orientation and organizational performance in Nigeria." Thesis, Anglia Ruskin University, 2015. http://arro.anglia.ac.uk/700987/.
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The received wisdom and dominant view hold that market orientation (MO) leads to higher organizational performance. Although widely researched and the literature is replete with studies on the subject, conflicting, contradictory, inconsistent and inconclusive findings beset the marketing domain on the efficacy of MO on organizational performance. These lingering obfuscations and the need to develop a method of implementing the construct underpin the present study. Therefore, this study examines the extent of MO, its effect on objective and subjective performance measures, the roles of mediating and moderating variables in the hypothesised relations and how to implement the construct in organizations within Nigeria. The convergent parallel mixed methods research design is employed to allow for the fusion of breadth and depth in the study. In the quantitative strand, using a random sampling technique, data were collected from a sample of 258 managers in diverse functions in 180 organizations across industries through intensive questionnaire survey in Nigeria. While in the qualitative study, in-depth interview approach was used to interview a sample of 10 managers purposively drawn from micro, small, medium and large organisations representing diverse sectors. Scales well established in the literature and re-validated for the Nigerian context were employed. Confirmatory factor analysis was used for scale validation, structural equation modelling- bootstrapping method in AMOS 21 and hierarchical regression analysis in SPSS 20 for a test of hypotheses. The study finds that (a) inter-functional coordination predicts market share- an objective measure of performance, while no empirical support was found for the effects of composite MO, customer orientation and competitor orientation (b) technological turbulence moderates the inter-functional-coordination-subjective performance links (c) MO and its sub-dimensions have direct and significant effects on subjective performance (d) these relationships are mediated by innovation, learning orientation and total quality management (e) No empirical evidence was found for the moderating roles of market turbulence, competitive intensity and market growth (f) but the moderating variables IV moderate the mediated effects and mediators mediate the moderated effects (g) technology emerged as an antecedent of MO and (h) MO implementation was prescribed drawing on Lewin's model of change. Integrating mediators and moderators in a single model strengthens the MO-performance relations and enhances our understanding of the hypothesised links. Thus, moderated-mediation and mediated-moderation models offer support for the efficacy of MO in varying market conditions. These findings positively and significantly refine the body of extant knowledge regarding the effect of MO on performance and offer an enhanced conceptual framework for academics and practising managers. The study recommends the implementation of MO in conjunction with other strategic orientations for the full benefit to accrue to managers and organizations as higher levels of performance outcomes.
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Imologome, Folashayo Olateju. "Bridging the gap between an old economy culture and a new economy culture to create a high performance organisation : a critical analysis of the organisational performance of an indigenous company in a developing economy." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/97396.
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Thesis (MBA)--Stellenbosch University, 2008.ENGLISH ABSTACT: The research seeks to investigate the progress of an indigenous group of companies in the advertising industry in Nigeria, in its bid to transform from unsustainable organisational practices to more sustainable and progressive practices that promote increased operational efficiency and organisational performance. The study made use of the Beehive Survey of High Performance Organisation TM and the Evolution to Excellence Framework (EEF), tools that were used by permission of the owners, The Village of Leaders Consulting, as well as interviews with staff of the company. The research objectives were firstly, to identify positive and negative influences on organisational culture change, secondly, to assist the subject company in identifying necessary steps to take in its bid to become world class and finally, to test the questionnaire model, the Beehive Survey, in an environment other than South Africa where it had been extensively used. The research further aimed to identify how far Nigerian companies had been able to achieve their bid to become truly world class with sustainable organisational practices, what type of leadership and cultural challenges they might face and what they needed to do to overcome these challenges. The major findings of the research were that indigenous companies need to reduce authoritative hierarchy and control, increase participation and interaction at all levels, increase transparency and information dissemination and clearly define the organisational vision and get the buy-in of all stakeholders.
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Gelsheimer, Stacey Alexis. "Two Essays Examining Organizational Performance." Scholar Commons, 2015. http://scholarcommons.usf.edu/etd/5688.
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In highly competitive industries where firms aren’t protected by barriers to entry and consumers’ preferences are constantly changing, the willingness and ability to adapt and continually improve operations may be critical for continued success. However, the internal exchanges between employees and managers that may be an integral part of the development and implementation of new ideas are often not modeled or included in our standard economic theories. In this research I investigate whether a higher level of employee voice (or employee input) predicts higher levels of continual improvement, and whether this continual improvement predicts higher levels of firm performance. Additionally, I will study whether humble managers keep this process going by fostering an environment where employees feel free to provide input. If this chain of events can help us better understand differences in firm performance then perhaps we can enhance our models by measuring and including these internal firm characteristics instead of simply leaving them inside the error term and calling them “unobservable.” Results across three separate studies show that humble managers are more likely to be perceived as making continual improvements and higher levels of perceived continual improvement leads to both greater levels of employee voice and fewer perceived job obstacles. A pilot study involving two separate quick-food restaurant chains also lends support for the above ideas, but uses sales in dollars as the measure for performance. Additionally, holding the employee constant in a fixed-effects analysis shows that the same employee is more likely to voice ideas to a manager he or she reports as continually improving the way things are done.
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Yobe, Kingsley. "The relationship between leadership and employee work performance in a Nigerian courier company." Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1006858.
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A number of authors have portrayed leadership as a vital factor in the success or failure of an organization. Hence Bass (1994; 1997) believes that excellent organizations begin with excellent leadership and organisations reflect their leadership (Maritz, 1995). Therefore, successful organisations reflect their leadership (Maritz, 1995). In an attempt to investigate the aim of this research, various performance and leadership concepts and theories were investigated: the trait concept, behavioural approaches and situational/contingency approaches. Every one of these theories gave a different explanation to leadership. Furthermore, transactional, and transformational leadership were also discussed. The difference between these two models according to Bass and Avolio (1994) is that the work performance of the followers of transformational leadership is usually beyond expectations, while transactional leadership, at best, leads to expected performance. In terms of performance, it is argued that employee work performance can lead to a successful organisational performance. This is because several organisations attribute their business success to the work performance of their employees. According to Collis and Montgomery (1995) employee work performance has a major positive influence on organisational performance. Nevertheless, the accomplishment of an organisation is dependent on the leader’s ability to enhance human resources; hence “effective organisations require effective leadership” (Maritz, 1995). Transformational leadership was identified as the effective leadership style that can motivate workers to improve on their performance by instilling trust and confidence in them. Transformational leadership is superior to both transactional and non-transactional leadership because it makes workers loyal to the mission and vision of their organizations. Bass (1990) states “that the leadership research over the years has proved that loyalty is more powerful than tangible inducements.” Furthermore, non- transactional leaders avoid decision making, allowing their subordinates to take charge of the work process (Bass 1990). This research focuses on the relationship between leadership and employee work performance in a Nigerian Courier Company. In addressing this aim, a Nigerian Courier company was selected as the research context because of its success in the Nigerian turbulent business environment that is plagued by the country’s economic, social, and political troubles (McKern, Meza, Osayande and Denend, 2010). The research hypothesis of this research was generated to investigate leadership and employee performance. Leadership and performance were also identified as the research independent and dependent variables. Thus the research hypotheses were as follows: Hypothesis 1. Null Hypothesis: There is no significant positive linear relationship between employee performance and transformational leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transformational leadership Hypothesis 2. Null Hypothesis: There is no significant positive linear relationship between employee performance and transactional leadership Alternative Hypothesis: There is significant positive linear relationship between employee performance and transactional leadership Hypothesis 3. Null Hypothesis: There is no significant positive linear relationship between employee performance and non-transactional leadership. Alternative Hypothesis: There is significant positive linear relationship between employee performance and non-transactional leadership. The general methodology included the use of a valid and reliable instrument known as the Multifactor Leadership Questionnaire (MLQ) and the company’s performance appraisal process. These instruments were used to collect information about employee work performance. The validity and reliability of the MLQ is not in doubt because it was formulated from the full range leadership development theory of Bass and Avolio (1997) and has been used extensively worldwide (Bass and Avolio, 1997). The research data was analysed using Statistica (StatSoft, 2011). Once the data was imported the necessary leadership factors were calculated as per the MLQ scoring key. From the eight factors a further three factors were generated namely transformational, transactional and nontransactional leadership. The data was checked and described using frequency tables and descriptive statistics, followed by correlation matrices coupled with their corresponding scatter plots. The research data was tested for consistency and reliability. Sekaran (2000) states that in order to determine the reliability of a measure one needs to test for both consistency and stability. For this research, linear correlation and regression analysis was used. The outcome of the first investigated hypothesis confirmed that there is a strong significant, positive linear relationship between employee performance and transformational leadership (ρ<0.0001). However, the findings on the null hypothesis, states that transformational leadership has no significant positive linear relationship with employee performance. The null hypothesis is REJECTED, because the model is significant at ρ<.0001. Thus, the alternative hypothesis is ACCEPTED because it concludes that there is sufficient evidence, at the 5% level of significance, that there is significant positive linear relationship between employee performance and transformational leadership. The second hypotheses found that with 5% level of significance there is no significant positive linear relationship between transactional leadership and employee performance (ρ =0.317). It must be noted that since the correlation is not significant the null hypothesis which states that there is no significant positive linear relationship between employee performance and transactional leadership was NOT REJECTED. The outcome of the third hypotheses support the null hypothesis, because the negative linear relationship between employee performance and non-transactional leadership is not significant (ρ = 0.6718). This informed the conclusion that at the 5% level of significance, there is no positive linear relationship between non-transactional leadership and employee performance. The findings of this research favour the conclusion drawn by Brand, Heyl and Maritz (2000) that suggested a more significant relationship between transformational leadership and employee performance, than any other leadership style. Evidence put together in the retail and manufacturing sector of South Africa, and the armed forces of the United States of America, Germany and Canada, point in the direction of the strong, positive effects of transformational leaders (Brand, et al., 2000). Again the effectiveness of transformational leadership can be reinforced by the research directed by Ristow, Amos and Staude (1999), which resolved that the effectiveness of transformational leadership was greater in a South African cricketing environment. Hayward, Davidson, Pascoe, Tasker, Amos and Pearse (2003) conducted research in a pharmaceutical organisation and found a positive linear relationship between transformational leadership and employee work performance. These research outcomes clarify the investigation by Pruijn and Boucher (1994) which established “that transformational leadership is an extension of transactional leadership” (Bass, 1997). The difference between these two models according to Bass and Avolio (1994) is that the work performance of supporters of transformational leadership is usually beyond expectation, while the behaviour of the supporters of transactional leadership, at best, leads to anticipated work performance. This research will be used to improve the relationship between the leaders and employees of the courier company under investigation. It will be useful for the placement of individuals to leadership positions in the company. It will also impact on how future leadership training will be conducted by the company, and of course add to the body of knowledge. This is supported by research conducted in the service sector which states that “transformational leadership affects performance over and above transactional leadership” (Geyery and Steyrer, 1998).
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Ozumba, Callistus Ifeanyichukwu. "Organizational performance improvement in an oil producing facility in Nigeria through operational excellence / Callistus Ifeanyichukwu Ozumba." Thesis, North-West University, 2011. http://hdl.handle.net/10394/8403.
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This research work focuses on the improvement of organizational performance through the implementation of Operational Excellence. It presents various models that are applicable to different industries, and which can be adapted to fit organizational needs.
Operational Excellence has been given different definitions by different people and organizations. However, it is a disciplined integrated management system that improves organizational performance through the application of best practices and continuous improvement efforts. When successfully implemented, it ensures waste reduction or elimination, lower operational costs, quality improvements and customer satisfaction, all of which translate to improved and sustained business profitability and growth.
Even in hostile business environments like in Nigeria, Operational Excellence has been shown to improve performance. A study of an organization implementing an Operational Excellence model revealed the following: I. Improved environment, health and safety (EH&S) performance where targets of zero fatalities and reduced incident numbers and rates were achieved, surpassed and sustained. II. Improved reliability and efficiency performance through a robust asset integrity, reliability and optimization process. III. Successful cost reduction efforts in security, marine and aviation services. IV. A flourishing relationship with host communities.
The assessment of an organization to determine how well it is doing can be achieved using The Oliver Wight ABCD Checklist for Operational Excellence. This was used in this work and found to be a very important tool.
High points and challenges to achieving anticipated results were discovered and included in this work.Thesis (M.Ing. (Development and Management Engineering))--North-West University, Potchefstroom Campus, 2011
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Oladeinde, Olusegun Olurotimi. "Management and the dynamics of labour process: study of workplace relations in an oil refinery, Nigeria." Thesis, Rhodes University, 2011. http://hdl.handle.net/10962/d1003087.
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The focus of this thesis is on labour-management relations in the Nigerian National Petroleum Corporation (NNPC), Nigeria. The study explores current managerial practices in the corporation and their effects on the intensification of work, and how the management sought to control workers and the labour process. The study explores the experiences of workers and their perception of managerial practices. Evidence suggests that managerial practices and their impacts on workplace relations in NNPC have become more subtle, with wider implications for workers’ experience and the labour process. Using primary data obtained through interviews, participant observation, and documentary sources, the thesis assesses how managerial practices are varieties of controls of labour in which workers’ consent is also embedded. This embeddedness of the labour process generates new types of worker subjectivity and identity, with significant implications for labour relations. The study suggests that multiple dimensions of workers’ sense-making reflect the structural and subjective dimensions of the labour process. In NNPC, the consequence of managerial practices has been an emergence of a new type of subjectivity; one that has closely identified with the corporate values and is not overtly disposed towards resistance or dissent. While workers consent at NNPC continues to be an outcome of managerial practices, the thesis examined its implications. The thesis seeks to explain the effects of managerial control mechanisms in shaping workers’ experience and identity. However, the thesis shows that while workers remain susceptible to these forms of managerial influence, an erasure or closure of oppositions or recalcitrance will not adequately account for workers’ identity-formation. The thesis shows that while managerial control remains significant, workers inhabit domains that are ‘unmanaged’ and ‘unmanageable’ where ‘resistance’ and ‘misbehaviour’ reside. Without a conceptual and empirical interrogation, evidence of normative and mutual benefits of managerial practices or a submissive image of workers will produce images of workers that obscure their covert opposition and resistance. Workers ‘collude’ with the ‘hubris’ of management in order to invert and subvert managerial practices and intentions. Through theoretical reconceptualization, the thesis demonstrates the specific dimensions of these inversions and subversions. The thesis therefore seeks to re-insert “worker-agency” back into the analysis of power-relations in the workplace; agency that is not overtly under the absolute grip of managerial control, but with a multiplicity of identities and multilevel manifestations.
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Olaniyan, Rasaq. "Barriers to Technology Adoption Among Construction Project Managers in Nigeria." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7832.
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Innovative technologies for construction project management are constantly emerging in the construction industry's global landscape, yet the rate of failed projects within the Nigerian construction sector due to poor coordination of construction tasks is on the rise. An unanswered question in the literature remains as to why construction project managers in Nigeria remain slow to adopt new technologies for improving decision-making processes and project success rates. The purpose of this qualitative single case study with embedded units was to understand the perceptions of construction project managers in Nigeria regarding their barriers to technology adoption. This study was framed by 2 conceptual models: Usman and Said's model of factors contributing to information and communication technology adoption in Nigerian construction firms and Waziri, Mustapha, and Idris' model of factors influencing IT adoption in Nigerian construction organizations. Semistructured interviews involving 10 participants, reflective field notes, and archival data provided information regarding the barriers to technology adoption experience of construction project managers in Nigeria. Thematic analysis of the textual data and synthesis produced 5 conceptual categories for 14 identifiable themes from the study. The conceptual categories were (a) adoption of technology, (b) culture, (c) organizational performance, (d) innovative technology, and (e) interorganizational collaborations. The findings from this study may serve as a catalyst for positive social change by challenging existing technology-avoidance behavior in the Nigerian construction industry, and opening new opportunities for improved project delivery in the Nigerian national economy.
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Adelegan, Joseph Akinkugbe. "Green Investment and Organizational Performance: Evidence from the Nigerian Pulp and Paper Industry Using Mixed Methods." Case Western Reserve University Doctor of Management / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568628000999998.
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Nwokeocha, Stella-Maria. "Academic staff working conditions, organizational commitment and performance of Nigerian universities." Thesis, Anglia Ruskin University, 2015. http://arro.anglia.ac.uk/552644/.
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This thesis explored the academic staff working conditions, organizational commitment and performance of Nigerian universities. There is a general thinking that there has been a decline on the motivation of the average academic staff in Nigerian university system leading to brain drain situation and a decline in quality of performance of the universities. Incidentally, there is limited empirical evidence comprehensive enough to serve as a framework of what the academics need at work to make them more inclined to remain in their universities, including university performance. This thesis explored the topic in a comprehensive way with academics from six Nigerian universities. It answers the question what and how did the perceived obstacles to academic staff organizational commitment and university performance in Nigeria evolve, and what can be done to improve it? The research design was cross-sectional. Qualitative and quantitative information were gathered to uncover the historical origin of the problems; satisfaction with current working conditions, issues of personal growth, organizational commitment, and university performance. A sample of 248 academics participated in the study. Historically, both structural and managerial issues, internal and external factors, were implicated in the evolution of the problems in the university system. Satisfaction with teaching resources and facilities was poorest. Factors important for personal growth were the same as those that would make the academics more inclined to stay, though, concern with basic salary and welfare were more prominent in decision to stay. Reference to comparable situations with colleagues elsewhere was basis for need to improve on some work factors like salary. The thesis concludes that, deficiency-growth factors, intrinsic-extrinsic factors, and equity issues are important in dealing with the organizational commitment and performance problems in the Nigerian universities studied. Sugestions and limitations of the study are provided.
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Lasisi, Toyin Ishola. "The Relationship between Corporate Governance and Organizational Performance in Nigerian Companies." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3399.
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The growing lack of confidence in public companies arises from the recent accounting scandals and corporate collapses, which have been attributed to the consequences of separation of ownership and control in modern firms. Agency theory predicts a conflict of interest between managers and shareholders that leads to agency costs and weak performance. This study used agency, stakeholders', and stewardship theories as the theoretical framework and multiple regression analysis to examine the relationship between corporate governance mechanisms and organizational performance in nonfinancial firms listed on the Nigerian Stock Exchange. The results of the study could help clarify understanding of corporate governance to managers, investors, and regulators who seek to understand how corporate governance impact firms' performance. In this study, corporate governance mechanisms included board independence, audit committee independence, board size, number of board meetings, and executive compensation. The data were collected from the firms' published accounts on their websites and on the archives of the Nigerian Stock Exchange for a period starting from January 1, 2011 to December 31, 2015. The measures of financial performance in the study were return on assets, return on capital employed, and Tobin's Q. The study found a positive but not statistically significant relationship between corporate governance mechanisms and financial performance. This study has implications for positive social change by showing managers and other stakeholders of firms how a good corporate governance system assures investor confidence, employee loyalty and commitment, the reduction in conflict of interest and agency costs, and a strong financial performance.
Book chapters on the topic "Organizational performance – Nigeria"
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Ayotunde Alaba, Fadele, Yunusa Salisu Tanko, Sani Danjuma, Rajab Ritonga, Abulwafa Muhammad, Tundung Subali Patma, and Tutut Herawan. "An Evaluation of Virtual Organizational Structure on Employee Performance of Selected Telecommunication Companies in Kaduna State, Nigeria." In Advances in Intelligent Systems and Computing, 696–707. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7512-4_69.
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Garuba, Stanley Aifuwa. "Institutionalizing a social performance management system at Lift Above Poverty Organization (LAPO), Nigeria." In Money with a Mission (Volume 2), 26–39. Rugby, Warwickshire, United Kingdom: Practical Action Publishing, 2005. http://dx.doi.org/10.3362/9781780440873.003.
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Asikhia, Olalekan, and Vannie Naidoo. "Business Environment as Key Driver of SME Performance." In Sustainable and Responsible Entrepreneurship and Key Drivers of Performance, 239–63. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7951-0.ch014.
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The chapter established the effects of Nigerian market environment on SMEs performance. An empirical study was conducted with survey research design of 21,444 firms and a sample size of 1,102 was arrived at scientifically. Probability sampling methods were employed. An adapted validated questionnaire, and a 0.82-0.96 reliability coefficients range was used. Inferential statistics were used to analyse the data using SPSS software version 22.0. The findings reveal that Nigerian market environment had significant negative effects on the SME performance. The different components of the Nigerian market environment have different effects on the SME performance. The results imply that the environmental turbulence could be responsible for the high failure rate of SMEs in Nigeria. The study contributes to the body of knowledge on environmental and performance management by noting the criticality of the industry market environment in facilitating organizational performance.
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Arogundade, Oluwasefunmi ‘Tale, Bolanle Ojokoh, Mojisola Grace Asogbon, Oluwarotimi Williams Samuel, and Babatope Sunday Adeniyi. "Fuzzy Driven Decision Support System for Enhanced Employee Performance Appraisal." In Research Anthology on Decision Support Systems and Decision Management in Healthcare, Business, and Engineering, 1353–66. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-9023-2.ch064.
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Employee performance appraisal is often considered a core management task in most standard organizations because it could potentially inspire an employee towards the pursuit of organizational goals and objectives. Meanwhile, issues such as delay in appraisal processes, inevitable human error, and emotional status of the appraiser, are common with the traditional appraisal methods. Hence, this research proposes a fuzzy decision-support system based on Henri Fayol's 14 principles of management for the appraisal of employees' performance. A questionnaire consisting of 44 structured questions was designed based on these principles and administered to the employees of Babcock University, Ilisan-Remo, Ogun State, Nigeria. Fuzzy inference system that incorporates Mamdani computational technique was built based on the feedback extracted from the questionnaires, and used for appraising the employee performance. Experimental results show that the proposed system could predict the appraisal status of an employee with 75% accuracy in comparison to the conventional appraisal method.
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Oba, Ibrahim, and Diana Andreea Mândricel. "Readiness for Agriculture Companies Effectiveness Begin With Employee Motivation." In Human Performance Technology, 1549–62. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8356-1.ch075.
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The main aim of this article is to contribute to the understanding of the organizational change and the effect of the human factor within the management of change in nigerian agriculture companies. The method approached considers an investigative study to identify the main directions of the manifestation of organizational performance among private companies to identify and motivate employees' contribution to organizational performance. The results reveal that the best motivation strategies remain those that take into account employees' motivation and satisfaction levels and determine their degree of involvement. Finally, these findings are relevant for the transformation of human resources from a passive state to an active one in producing and implementing change.
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Iheanachor, Nkemdilim. "Sustainable Business Practices by Nigerian Organizations." In Sustainable Organizations - Models, Applications, and New Perspectives. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.93834.
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Sustainability is the lifeline of any organization and it begins with its people. This paper investigates the sustainable business practices of Nigerian organizations. The pillars of sustainability, economic, social and environmental, have been linked to improve business performance when entrenched into long term strategies of a business. To address the challenges of power supply, multiple taxation, pollution and waste management faced in the business environment, it is imperative to develop solutions that will not compromise future needs yet meeting the needs of the present. Recycling, recovery and reuse, safe work initiatives, continuous learning are strategies businesses can adopt to reduce environmental waste, social and economic issues. For this purpose, this chapter examines sustainability practices of businesses from selected industries; construction, manufacturing, banking and hospitality industries were selected based on availability of sustainability reports of industry leaders. This research is expected to help business managers and policy makers understand sustainable business practices and its implications on business performance.
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Fowowe, Michael Abayomi, and Kayode K. Arogundade. "Impact of Employees' Empowerment on Perceived Quality of Service Delivery in the Tertiary Health Institutions." In Encyclopedia of Organizational Knowledge, Administration, and Technology, 2014–30. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3473-1.ch138.
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In this current 21st-century global competitive market, employee empowerment plays a significant role in building the internal resource-based capacity of business survival towards meeting and exceeding ever-increasing market needs. The tertiary health institutions saddled with the responsibility of providing acute healthcare services significantly require effective commitment of their healthcare workers in promoting quality of service delivery towards achieving result-oriented healthcare quality assurance outcome. However, the Nigerian health sector has been characterised with diverse challenges in sustaining quality assurance due to lack of leadership commitment in empowering caregivers in the sector effectively. To a large extent, this has weakened the adequate performance of employees, and also, contributed to the observed increase in morbidity and mortality rate in the Nigerian health centres. This aim of this paper is to critically analyse the impact of employees' empowerment on the perceived quality of service delivery in the context of the Nigerian healthcare institutions.
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Saunders, Jennifer B. "Introduction." In Imagining Religious Communities, 1–8. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190941222.003.0001.
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This chapter introduces the Gupta family through Satya, a member of the extended family. While his story is exceptional as his parents were Indian citizens living in Nigeria at the time of his birth in the United States, his family’s narrative performances of his birth experience demonstrate the ways that narratives help to create and maintain transnational family connections. Satya’s story and the family’s performances of it introduces readers to larger global and transnational processes and serves as an example of the ways that performance analysis can help uncover the methods by which narratives create transnational experiences. Additionally, this chapter describes the content and organization of the book.
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Essien, Essien. "Strengthening Performance of Civil Society Through Dialogue and Critical Thinking in Nigeria." In Handbook of Research on Civic Engagement and Social Change in Contemporary Society, 82–102. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4197-4.ch005.
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This chapter discusses dialogue and critical thinking as a tool for civil society's performance and achievements in contemporary societies. The problem statement raises the need for knowledge of what dialogue and critical thinking is, as well as the competence in how to employ and apply its tools in policy engagement. Drawing upon extensive contemporary literature on civil society and policy engagement, this study examines how to enhance the performance of civil society organizations through the paradigm of dialogue and critical thinking. Findings reveal that critical thinking and dialogue is crucial in the success story of civil society organizations, just as the quality of the work accomplished is contingent upon the quality of the ideas, critical thinking and analysis of the problems to be solved. This chapter therefore, has a significant implications for cumulative research on the nexus between critical thinking and dialogue in Civil Society in contemporary societies
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Essien, Essien. "Strengthening Performance of Civil Society Through Dialogue and Critical Thinking in Nigeria." In Research Anthology on Developing Critical Thinking Skills in Students, 1494–515. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3022-1.ch078.
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This chapter discusses dialogue and critical thinking as a tool for civil society's performance and achievements in contemporary societies. The problem statement raises the need for knowledge of what dialogue and critical thinking is, as well as the competence in how to employ and apply its tools in policy engagement. Drawing upon extensive contemporary literature on civil society and policy engagement, this study examines how to enhance the performance of civil society organizations through the paradigm of dialogue and critical thinking. Findings reveal that critical thinking and dialogue is crucial in the success story of civil society organizations, just as the quality of the work accomplished is contingent upon the quality of the ideas, critical thinking and analysis of the problems to be solved. This chapter therefore, has a significant implications for cumulative research on the nexus between critical thinking and dialogue in Civil Society in contemporary societies
Conference papers on the topic "Organizational performance – Nigeria"
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Sabiu, Malam Salihu, Kabiru Maitama Kura, and Andi Reni. "Linking Human Resource Management Practices to Organizational Performance in Nigeria Education Sector." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.28.
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Ijomanta, Henry, Lukman Lawal, Onyekachi Ike, Raymond Olugbade, Fanen Gbuku, and Charles Akenobo. "Digital Oil Field; The NPDC Experience." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/207169-ms.
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Abstract This paper presents an overview of the implementation of a Digital Oilfield (DOF) system for the real-time management of the Oredo field in OML 111. The Oredo field is predominantly a retrograde condensate field with a few relatively small oil reservoirs. The field operating philosophy involves the dual objective of maximizing condensate production and meeting the daily contractual gas quantities which requires wells to be controlled and routed such that the dual objectives are met. An Integrated Asset Model (IAM) (or an Integrated Production System Model) was built with the objective of providing a mathematical basis for meeting the field's objective. The IAM, combined with a Model Management and version control tool, a workflow orchestration and automation engine, A robust data-management module, an advanced visualization and collaboration environment and an analytics library and engine created the Oredo Digital Oil Field (DOF). The Digital Oilfield is a real-time digital representation of a field on a computer which replicates the behavior of the field. This virtual field gives the engineer all the information required to make quick, sound and rational field management decisions with models, workflows, and intelligently filtered data within a multi-disciplinary organization of diverse capabilities and engineering skill sets. The creation of the DOF involved 4 major steps; DATA GATHERING considered as the most critical in such engineering projects as it helps to set the limits of what the model can achieve and cut expectations. ENGINEERING MODEL REVIEW, UPDATE AND BENCHMARKING; Majorly involved engineering models review and update, real-time data historian deployment etc. SYSTEM PRECONFIGURATION AND DEPLOYMENT; Developed the DOF system architecture and the engineering workflow setup. POST DEPLOYMENT REVIEW AND UPDATE; Currently ongoing till date, this involves after action reviews, updates and resolution of challenges of the DOF, capability development by the operator and optimizing the system for improved performance. The DOF system in the Oredo field has made it possible to integrate, automate and streamline the execution of field management tasks and has significantly reduced the decision-making turnaround time. Operational and field management decisions can now be made within minutes rather than weeks or months. The gains and benefits cuts across the entire production value chain from improved operational safety to operational efficiency and cost savings, real-time production surveillance, optimized production, early problem detection, improved Safety, Organizational/Cross-discipline collaboration, data Centralization and Efficiency. The DOF system did not come without its peculiar challenges observed both at the planning, execution and post evaluation stages which includes selection of an appropriate Data Gathering & acquisition system, Parts interchangeability and device integration with existing field devices, high data latency due to bandwidth, signal strength etc., damage of sensors and transmitters on wellheads during operations such as slickline & WHM activities, short battery life, maintenance, and replacement frequency etc. The challenges impacted on the project schedule and cost but created great lessons learnt and improved the DOF learning curve for the company. The Oredo Digital Oil Field represents a future of the oil and gas industry in tandem with the industry 4.0 attributes of using digital technology to drive efficiency, reduce operating expenses and apply surveillance best practices which is required for the survival of the Oil and Gas industry. The advent of the 5G technology with its attendant influence on data transmission, latency and bandwidth has the potential to drive down the cost of automated data transmission and improve the performance of data gathering further increasing the efficiency of the DOF system. Improvements in digital integration technologies, computing power, cloud computing and sensing technologies will further strengthen the future of the DOF. There is need for synergy between the engineering team, IT, and instrumentation engineers to fully manage the system to avoid failures that may arise from interface management issues. Battery life status should always be monitored to ensure continuous streaming of real field data. New set of competencies which revolves around a marriage of traditional Petro-technical skills with data analytic skills is required to further maximize benefit from the DOF system. NPDC needs to groom and encourage staff to venture into these data analytic skill pools to develop knowledge-intelligence required to maximize benefit for the Oredo Digital Oil Field and transfer this knowledge to other NPDC Asset.
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Umeh, Ebuka, Stanley Ibeh, Boniface Obah, Chukwunonso Abonyi, and Stephen Nnakaihe. "Regulatory Requirements for Accuracy in Flare Gas Measurement – Synergizing Software Method Advancement to assist the Hardware Technology to meet Accuracy Demands." In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/207145-ms.
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Abstract Over the years, the industry has been so used to the hard logic of utilizing flare gas meters (notably the ultrasonic flare gas meters) in the measurement of stranded flare gas. This is because it has been a workable solution for years with minimal challenges due to the broader range of accuracy required by regulatory bodies. Usually, companies are either constrained to either utilize the associated gas from the oil and gas facilities as fuel gas to power up the unit or reinject in the reservoir to serve as pressure maintenance agent that pushes the oil towards the reservoir, or stored in the reservoir and/or flare the gas (which in most cases, have been deployed by operators despite the penalties by the regulatory organization). With the recent steer in carbon capture, natural gas utilization, climate change and energy transition, accuracy level demands has been made more stringent with some countries including Nigeria requesting for 2.5 – 3% accuracy level of measurement from operators in a bid to monitor and curb the essence flue gases that are unaccounted for. This can only be for gases flared during routine conditions which does include when process upsets give rise to shut down and blowdown of gases through the flare header to the flare tip. The high demand of measurement accuracy has opened windows for OEM to produce calibrated meters that are bespoke with a longer timeline for recalibration as most of the hardware in critical operations could require a process shutdown to either maintain, repair, calibrate or even replace. With this growing concerns in the industry and the surging growth of digitalization involving AI, data analytics etc in other areas, the software method would be a potential source of synergy to assist the failing hardware which are being impacted by time as calibration issues continue to resurface throughout the life of the meters, giving rise to wider accuracy measurement in the region 5 – 10%, hence attracting the hammer from the regulators. This paper is intended to produce a deep dive of the current regulatory requirements for gas measurement in Nigeria by the regulators (DPR), the impact of the recent 3% accuracy requirements as it impacts both large and medium size operators, the role of gas measurement software for bridging the gaps and shortfalls of the hardware components. A case study of newly developed flare gas measurement software and its impact in assisting operators in gas performance reporting, production allocation and flare penalties where applicable