Beruflich Dokumente
Kultur Dokumente
BY
ERONDU VICTOR C.
PG/11/0074
MARCH 2015
CHAPTER ONE
INTRODUCTION
1.1
It is now visible that the heart of any organization be it public or private is its employees.
Employee is a key element in any organization, more importantly that success or failure of the
organization mostly depends on employees performance (Hameed, 2011). It is in this respect
that human resource issues are crucial to organization at every level of management.Human
resources management (HRM) has become an important consideration for all organizations in
the face of local, national and global competition in which large and small scale organisations
must compete for resources whether they are in public or private domain.
HRM is to be concerned with management of employees or workers and staff matters such as the
competence, innovation, capability, motivation reward system among others. To achieve this,
HRM policies and practices should as a priority staff career development to enhance productivity
and sustain a competitive advantage in organization. Torrington (2005) defined human resources
management as series of activities which enable working people and the organization to use their
skills to agree about the objectives and nature of working relationship, and also ensure their
agreement is fulfilled.
Human resource function is diverse and with many factors including manpower planning,
recruitment and selection, employee motivation, performance mentoring, appraisal, industrial
relations, management of employee benefits, and employee education, training and development.
Nevertheless, research had shown that human aspect of resources, only, within an organization
contributes approximately eighty percent (80%) of the organizations value (Becker, 1996). This
implies that both quantity and quality of people in organizations must be productive. The quality
of a persons life is in direct proportion of their commitment to excellence regardless of their
chosen field of endeavor. Sally (2010) argues that people are not just logical decision makers but
have needs for creativity support, recognition and self-affirmation, consequently, investing in
employee development is very crucial to the organization.Looking at scheme of things in the
local, national and global market with the constant socio-economic pressures, one might be
bound to say that monetary factor only cannot be the main incentive but othersas motivational
factors for an excellent and satisfaction of employee performance.
Though, many organizations are of the view that remunerations are the most importantcriterion
for keeping their work force thereby resulting in major issues over time.In recent time,
organizations invest a lot on their employees in terms of training, developing, maintaining and
retaining them in their organisations. At all costs, one must minimise the adverse effects of these
practices. Although, there is no standard framework for understanding the employee performance
process as a whole, a wide range of factors have been found useful interpreting employee
performance as it relates toorganisational investment on employees. Practically,human resource
practices which have the potential to promote organisational performance may be achieved
through training and development programmes.
Employee development is one of the most significant functions of human resource practice and
motivation is one of the most critical challenges facing organisations today. The choice of
appropriate employee development is essential as various arguments have been made that the
organisations human resources are necessary and important for an organizations success(Ferri,
1997). Recent research suggests that high commitment as dictated by human resource practices,
such as employees development, affect organisationoutcomes by shaping employee behaviors
and attitudes (whitener, 2001, Wood & Demenzes, 1998).In Nigeria, particularly in the private
sector organizations, how career development programmes can be used to achieve organisational
goals is quite desirable.
motivate workers performance such that management must know their want, needs and values
as well as knowing what organisations need from employees in respect of their productivity and
organisational performance. This study is set to investigate the relationship between career
development and employee performance.
1.5Research Hypotheses
Hypotheses to be tested are:
Hypothesis I:
Ho: There is no relationship between HR practice and employee turnover
Hypothesis II
Ho: There is no relationship between HR polices and employee commitment
Hypothesis III
Ho: Training and development has no relationship with employee productivity.
Hypothesis IV
Ho: Work environment at MTN does not enhance employee satisfaction.
on operating performance. This will serve as a veritable means of information gathering that will
enhance a well defined career development programmes as a focus for employee performance.
Academic scholars, libraries and human resources practitioner stand to benefits as this study will
enrich their knowledge position and frontier development.
Employees: These are individuals recruited by anorganisationand engage into the workforce of
such organisation for a particular assigned job or task that enhances productivity or
organisations performance.
Development: This is a long term training process by the employer utilising systematic and
organised system to enhance employees knowledge and performance.
Human Resources Practices: These are organisational practices implemented to recruit and
select employees as well as motivate, frame & develop discipline and disengage employees when
necessary.
is a formal structured institution purposely established for Organisation: This is a formal
structured setting formed for the purpose of accomplishing set goalsgeared towards customer
satisfaction, with the view of making profit.
Satisfaction:Satisfaction is the fulfillment or gratification of a desire, need or pleasure derived
from an outcome of or situation.
Training:The systematic acquisition and development of knowledge, skills and attitudes
required by employees to adequately perform some assigned duties or talk to boost performance
in the job environment.
Human resource: This is a term used to describe the individual who make up the workforce of
organisation.
Career:This is defined as the pattern of work related experiences that spans the course of a
persons life or as the sequence of work related status and the sphere of work experiences
attained by a person in due course of his profession.
10
11
Application Protocol (WAP) MTNfuntones Tm, MTN Directory Enquires Tm, MTN Business
Directory, MTN Graphix, MTN Logos, MTN Down loads, Recharge a contract and virtual
Booster and recently launched product of MTN family and friends as well as enjoy free weekend
calls and SMS with recharge of N200 or more from Monday to Sunday for 100% bonus to use
over the weekend.
On February 10, 2003 MTN recorded one million active subscribers on its network, making it
the largest telecommunications network in Nigeria. The company had over twenty Million active
subscribers on its network as at December 31, 2013.
MTN subsists on the core brand values of leadership, integrity, innovation, relationships and a
can do attitude, a passionate optimistic focus on the future. It prides itself on its ability to make
the impossible, possible connecting people with friends, family and opportunities.
MTN Nigeria is 76.44% owned by mobile Telephone Networks International Limited, 20.56%
owned by Nigerian partners with the balance of 3% share holding residing with the international
finance corporation, the infrastructure investment arm of the World Bank.
MTN overriding mission is to be a catalyst for Nigerias economic growth and development,
helping to unleash Nigerias strong developmental potential not only through the provision of
world class communications but also through innovative and impact corporate social
responsibility.
CORE VALUES
Leadership
Integrity
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Innovation
Relationships
Can do attitude
VISION
To become the leading telecommunication operator on the African continent.
To improve telecommunications infrastructures and access throughout the countries in which we
operate.
Quality service.
High profile distribution and accessibility of our services and products.
Setting up a good base for future expansion
Training and transferring skills to local staff
Becoming a good corporate citizen and a major player in the Nigerian economy.
MISSION
- To be the acknowledged pre-eminent telecommunications company in Nigeria.
- We want the calls you make on our network to be of the best quality In Nigeria.
- We want our network to cover the broadest areas of Nigeria and we want to continue to enhance
the convenience and value you derive from using our network.
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- When you connect to MTN, we want you to have a great experience. Every call you make
should reinforce your conviction that MTN is indeed, the preferred network.
As a leading communication company in Nigeria, MTN has the social responsibility to
contribute to the sustainable development of the communities in which it operates. Based on the
poor socio-economic development in the country, many Nigerians have been denied access to
basic amenities that are expected to guarantee their sustainable existence.
Against this background, MTN Nigeria has decided to invest 1% of its profit after taxes annually
to enhance quality of life for the people in various communities. This is an addition to already
executed projects on education, Health, and economic empowerment.
CURRENT EDUCATION PROJECT
-
MTN Nigeria launched Book Aid programme in November 2002and ongoing till date
where educational aids and books on Mathematics and Sciences were donated to 10,000
JuniorSecondary Schools.
-
Through the MTN Volunteer scheme, staff volunteers go toteach in secondary schools.
The company endowed a professorial chair at the Calabar Polytechnic, Cross River State,
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- Since April 2002, MTN Nigeria has been running a rural phone project whereby women were
empowered with communication tools such as telephone lines, cell handsets, recharge/booster
cards, to enable them run telephone call services in their locality.
The scheme began with 65 women in Enugu, AkwaIbom and Edo States, who got the tools on
repayable loan; which, on repayment, is revolved to accommodate others in the scheme.
Source: MTN Human resource department.
CHAPTER TWO
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LITERATURE REVIEW
This chapter reviews literature on employee performance through career development
programmes. The chapter also discusses concepts, theories/models and empirical works in
respect of the topic variables in the research work.
2.1 Conceptual Framework
2.1.1Employee Performance
It is important to note that the need to enhance the effectiveness of any organization rests in the
heart of the management of the organization. Therefore, resources to achieve this which include
people, finance, technology and material must be effectively and efficiently planned for.The most
important of these resources is the people who coordinate the other resources.Over the years men
working in the organistion have been accorded various values, they were once referred to as the
labour in the factor of production, at another time they were called personnel which later
changed to human resources and thereafter to human capital development (kehinde
2012).Bernarden and Beaty (2013) defined performance as the record of outcomes produced on a
specified job function, actually or behavior during a specified time period. They also distinguish
this outcomes oriented definition from a person- oriented one and criticize the currently tendency
of performance evaluation to focus on the persons characteristics.Performance is usually
indicated as desired result, behaviors, attitudes or trait. In another dimension, performance refers
to the final result of an accomplished desire, while others argue that performance has to do with
the behavior people exhibit in the course of producing result with their basic competence or
ability to perform various aspects of job functions.
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Employees performance is normally looked at in terms of outcomes, and also it can be looked at
in terms of behavior (Armstrong, 2000). Employee performance can also be measured against
the organisations performance. Productivity, efficiency, effectiveness and profitability are
indices for measuring performance. They are briefly explained as follows:
Productivity; is expressed as a ratio of output to that of input (Stoner,2012). In this regard, it
measures how the individual, organization and industry converts input resources into goods and
or services, that is produced per unit of resources employed (Lipsey and Pollard 1989).
Efficiency; is ability to produce the desired outcomes by using as minimal resources as possible
whereas:
Effectiveness; is the ability of employees to meet the desired objectives or target (stoner, 2012]).
Quality; is the characteristics of products or services that is stated or implied need(Kotler and
Armstrong, 2002).
Profitability; The capacity or potential of a project or an organisation to make a profit. Measures
of profitability include return on capital employed and the ratio of the net profit to sales (OBD,
2009)
Employee performance indicates the financial or non-financial outcome of employee that has a
direct link with the performance of the organization and its success. Therefore,employee
performance is the totality of desirable functions carried out by an employee in effective and
efficient manner with associated values of productivity, quality and profitability in an attempt to
achieve overall goals of organization. In this case, most important drawback to focus on such
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result is the fact that results are often beyond the doubt that human performance is a complex
phenomenon incorporate process as well as outcome aspect (Kozlowiski,2013).
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LabourRelations: this is a union and good industrial relations activity that exists between entire
group of employees and the management of company or organization.
Effective communication: this is ability to have various communication policies which can be
employed by management to ensure harmony relations with employees and their union. These
include using media; both printing and electronic, memo, letters, bulletins among others.
Welfare policies: these are presence of good welfare facilities such as health, medical, recreation
and sport facilities, housing facilities, transport facilities and educational facilities as well as
holiday facilities to boost and enhance staff morale.
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Nevertheless, among these practices are those that involve open communication, organizational
investments in individual employees training, decision making participation, promotion
opportunities, and the use of performance contingent rewards (Konovski & Cropanzo, 1991;
Meyer & Allen, 2012). It can be established that performance of an individual or an organization
depends on all organizational policies, practices and design features of an organization. Quite
often, employee satisfaction is thought to be one of the main necessities of a standard
organization and an essential part of corporate management. It is undeniable that the future of
business depends upon the satisfaction level of its employees, while dissatisfied employees cause
immediate problems to their business. Achievement of high performance in the human resources
management practice provides a number of important sources of enhanced organizational
performance (Prefer and Veiga, 1999).In this regard, Ulrich and Bracklebank (2005) have
outlined some of the human resources management roles such as employee advocate, human
capital developer, functional expert, strategic partner and human resource leader. No doubt,these
entire functional roles are quite regarded as human resource practices. Perhaps HR practice is the
most important strategic resource and its performance directly influences organizational
competitive capabilities.
Recent studies have shown that high commitment practices can work well synergistically and a
reflective of a general commitment strategy (Sweetman, 2011). More importantly that human
resource management practice sees employees as important strategic resource for an organization
with a significant emphasis being put on planning, monitoring, motivating and mediation rather
than control oriented function alone (Torring, 2012). It is in line with these functions that human
resource practices are being classified, according to Hazucha, Hezlett, Scheneider (1993) there
are fine major human resource practices which have an effect on employee performance, these
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are : job autonomy, organization support, training, distributive justice and procedural justice.
Also, one can mention that criteria for determining the potential effectiveness of human resource
practice are many, however, one of them is the extent to which forward and backward linkages
exist between the different elements of human resource management and how they are managed.
Therefore, effective and fair performance management system should be engineered and inform
the development of managerial strategies for training and development (Wooten &Cob, 2010).An
important mechanism to manage organizational commitment is through fair substantial human
resource policies and practice.
One way that organizational fairness is communicated is through the development and enactment
of specific policies and procedures that are seen to be fair (Meyer and Allen, 1997).This implies
that the employees perceptions of human resources policies and practices lead to the
development of a particular dimension of organizational commitment. Meyer and Allen, (1997)
asserted that human resource policies and practices that are perceived to enhance employees selfworth normally lead to effective commitment on part of the organization. Generally speaking,
employee performance is the most important factor in an organization success and desirability to
adopt effective human resources strategies that particularly aim to improve employee
performance and creates the culture of high performance in any organization based in human
resource practices (Mahmood et al, 2014).
Human resources are the sources of achieving competitive advantage because of its capability to
convert the other resources (money, machine, methods and material) in to output (products
service). The effective management of human requires well articulated Human Resources
Management systems. Stone (2012) defines HRM as a distinctive approach to employment
management which seeks to obtain competitive advantage developed showing HRM practices
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leads to overall corporate performance.HRM practices differ from one country to another the
factor which affect the HRM practical include external and internal factors. (Ozutku and
Ozrklturkler 2009). External and internal factors affecting HR practices differ significantly
across countries. Some of the major influences are as follows:
Economic factor: It is established as a result of development of the global economy, the
international dimension of HR practices has become more and more significant. The focus of HR
practices has shifted from traditional approaches such as an internal selection and rewards to
concepts such as globalization and international human capital development as well as global.
Technological factor: Technology affects HRM to a greater extent because of high degree of
interaction between technology and HR. Technology changes the way we work, the roles we
undertake and the interactions through which work gets done (Defillipi, 2002).It provides a
series of business advantages. In this regard, technological developments alter the context of HR
practices and the way they are implemented.
Culture: Chandrakumara and Sparrow (2014) asserted that culture has crucial importance in
organizations preferences in developing appropriate structure and methods for HR Practices. It
has fundamental function in its philosophical existence.
Industry/ Sector Characteristics: Organizations can be classified into manufacturing and service
organizations for the purpose of analyzing the HRM practices. The idea behind this classification
is the different production processes that necessitates different HR practices.
Legislations/ Regulation: Legislations and regulations are frame work of existence and function
having a direct impact and HR practices (Kane and Palmter, 1995). Every country has developed
a set of regulations for management of human resources, so the HRM practices have to be
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designed or modified according to these regulations. Also there are many ways in which
organization can gain a competitive edge or a lasting and sustained advantage over their
competitors, among them being the development of comprehensive human resource practices,
(poole and Jenkins 1996, Narsimha 2012). The internal environment of organization strongly
affects their HR practices. According to Milkovich and Bourdreau, (1991) highlighted major
factors of internal environment as characteristics related to HR practices. The important internal
factors are as follow:
Organizations Size: According to McPherson, (2008) evidence suggests that a large number of
small firms do not institute formal HR practices in large organizations, for each functional level,
there may be a need for a different HR department (Jackson, Schuler and Rivero, 1989; Kaynak,
Adal and Ataay, 19980).
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Traditional Practices: A number of closely related factors, such as history, traditions and past
practices tend to generate resistance to change in most organizations (kane and Painter, 1995:
Pardo and Fuente, 2003).
Hierarchy of Management: The influence of top management on HR practices is acknowledged
by most writers, even if only to the extent of advising that top managements support should be
present in designing and implementing HR policies. Also, line management participation in
designing and implementing HR activities is the key to organizational success. Since line
managers are responsible for creating value, they should integrate HR practices in their work
(Okpara and Wynn, 2008; more importantly that Tsui and Milkovich (1989) found that
organizational power and politics as exercised by various constituencies are crucial determinants
of HR practices.
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In essence, employees turnover is ratio of the number of workers or employees that had to be
replaced in a given time period to the average number of workers (Agnes, 2012) in this case
employee turnover is number of employees leaving an organization at a particular time when
compared with entire working employees. More importantly that it is often used as an indication
of organizational performance; perhaps it can be negatively utilized towards the organizations
effectiveness and efficiency (Glebbeck and Box, 2004). Managers refer to employee turnover as
the entire process associated with filling a vacancy due to the fact that each time a position is
vacated either voluntarily or involuntarily, a new employee must be recruited and selected,
thereby making this replacement cycle to be known as turnover (woods 1995). Although
employees turnover is not a new concept in management, however it is a tropical issue in human
resources management with overwhelming attraction and attention, despite the cost of
investment in employees. In addition, employees turnover can be voluntary (such as personal
resignation of employee from organization) and involuntary (such as organizational termination,
dismissal or retrenchment) and is measured by the percentage of total employees (workforce)
that issues organization in a given year (Capelli 2004) in another dimension, employees turnover
can be classified as either internal and external. It is external when employee leaves its present
organization to another organization, whereas it is internal when an employee leaves their current
assignment in the same organization and takes up new roles or functions or positions within the
organization. This can bring either positive and negative feelings or both depending on the
persons disposition with former colleques. No doubt, such movement can bring negative and
positive impact on organizational performance depending on his productive level.
2.1.6 Work Environment and Employees Productivity
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The importance of work environment of an employee cannot be over stressed. The organisations
expansion and sustainability depends on her level of productivity which is a road map to a
nations development. However, this productivity level can be affected positively or negatively
by both internal and external environment (Kabuoh, 2013).
controllable variables of products, price, promotion, place, persons, processes and physical
evidence otherwise called the 7Ps (Smith and Jonathan, 2010). Other internal factors are; culture,
technology, politics, economic, social among others. The managers have control of these
variables as they can manipulate them to achieve organizational objectives.
The external work environments that can affect employees productivity are: economic, social,
physical, technology, social, cultural and political. These are uncontrollable variables that
companies guards properly to achieve set goals. The fact that we live in a dynamic environment
is a good reason why an organization must interact successfully with its environment and
respond to changes in it in order to survive (Ntiwunka, 2010). Motivation is essential for any
business to survive and succeed . Organisational leaders must endeavour to recognise the things
that motivate workers as the survival of organizations depends on the way in which workers in
such organizations are being handled (Ntiwunka, 2010). Employees productivity level is
therefore dependent on the work environment.
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can be viewed according to different needs and expectations of the employees. Bloisi, Cook and
Hunsaker (2003) describe satisfaction in relation to an organization as the overall positive
feelings people have about an organization, whether as an employee, customer, supplier or
regulator (p.60). Job satisfaction can also be viewed as an overall attitude which can apply to
various parts of an individuals job that are believed to be important (Newstorm, 2011).
Emplyeess job satisfaction can also be associated with their behaviours. Robbins, Judge, Millet
and Waters-Marsh (2008) asserted that job satisfaction represents an attitude rather than a
behavior. They added that it is an individuals general attitude towards his or her job. Neo,
Hollenbeck, Gerhart and Wright, 2009 (2009) posit that job satisfaction is a pleasant feeling
resulting from the perception that ones job fulfils or allows for the fulfillment of ones important
job values. It is a pleasurable or positive emotional state resulting from the appraisal of ones job
or job experience (Luthans, 2005).
Perception of work is another variable that may lead to job satisfaction. George and Jones (2005)
see employees job satisfaction asan individuals reaction to, attitude towards, and perception of
work. When an individual work environment is conducive, there will be no doubt, a collection of
positive feeling that can be felt and perceived even by others around them. This feelings result to
job satisfaction invariably to significant performance.Slochum and Hellriegel (2007) perceive
employee job satisfaction as one of the key work related attitudes in the field of Organizational
behavior that are of great interest to managers and team leaders because it is closely linked to
employee performance and turnover in organizations and also has significant impact on the
overall health of organizations.
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The achievement of organizational goals requires satisfied and committed workers (Shaw, Duffy,
Johnson and Lockhart, 2005). For this to be achieved, management should place training and
development of staff in high priority.
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The resources based view of firm (RBV) originated from the work of Penrose (1959) and
position of the theory was formalized by Barney (1991). The theory established that human
resource provides a source of sustained competitive advantage which are four basic requirements
of value, rareness, limitability and organization (VRLO) that must be present within the
organisations human resource at all times.
The value of a firms resources and capabilities is determined by the market context within
which the firm is opening.
Furthermore, it assumes that values through resource procurement, production, distribution, and
consumption, 4firms generate competitive advantage, and this position can be achieved by the
enhancement of corporate intellectual capital through adequate training and development. The
rareness suggests that human resource executive must examine how to develop and exploit rare
characteristics of firms human resources in order to gain competitive advantage. The appropriate
mix of productive resources may enable the firm to operate effectively within the specific target
market of choice and for the specific type and magnitude of value (objectives). The limitability
holds that value and rare characteristics of firms human resources can provide above normal
profits for the firm in short term.
However, if other firms can provide the same characteristics, there will be no competitive
advantage. According to Bassey andTapang (2012) Human resources are not subjected to the
same degree of limitation as equipment or facilities.It is suggested that for an organization to
achieve its objectives, it needs to structure its internal capabilities to the external environment.
The distinctive combination of the resources can provide some assistance in identifying the
potential of the organization to focus on and achieve its objectives.
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This theory was proposed by Schultz (1961) and the theory was formally developed by Becker
(1964). The theory emanated from labour economics, an aspect of economics discipline. Human
capital theory holds that education or training raises the productivity of workers by imparting
useful knowledge and skills. It is also veritable means of raising employees future income as
well as increasing their lifetime earnings. The theory establishes that expenditure on education or
training and development is costly, and should be considered as investment. No doubt,
investment yields returns such as profits, dividends and interests. Human capital approach is
used to explain benefits attached to professional or skilled employees.
Human capital theory distinguished between general skills and firm specific skill of human
resources. General skills are skills possessed by individuals which provide value to a firm and
are transferable across a variety of firms (Barneyand Wright, 1997).
One can invest in human capital through education, training and development, and even medical
treatment while ones output depends partly on the rate of return on the human capital one owns.
This human capital is a means of production into which additional output is enhanced. In
essence, human capital is substitutable but not transferable like land, labour or fixed capital.
Relevance of this theory is that it considered the cost of education training and development, and
even employees medical treatment as investments which are expected to reflect an increase or
improved productivity of individual employees.
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reconstruct its core capabilities to the changing environment to attain and sustain competitive
advantage.
The concept of dynamic capabilities as the ultimate source of competitive advantage is at the
forefront of strategy research. The dynamic capability perspective of resources indicates that
capabilities need to be evolved and recreated progressively to allow a firm to stand clear of
competition over time (Taghian 2010). The approach tends to steer managers toward creating
distinctive and difficult-to- imitate advantages and avoiding games with customers and
competitors (Teece, Pisano &shuen, 1997). Beyong building organizational capability
stakeholders perception also indicated that the organisation has to build its capacity to exploit
current resources, capability exploitation and engage in capability building (Ahenkora and Adjei
2012).
2.2.7 Competence Based Theories
The competence based theories of the organization emerged to explain organizational
performance through the lens of capabilities competencies, or other organizational specific
attributes acquired overtime through tangible or intangible assets at both the individual and
collective levels. (Barney, 1991; Grant, 1996). These theories seek an integration of economic
views with managerial and behavioural views, and as such competence-based theories include
evolutionary theory knowledge based theories, and the resource-based view.This is desirable,
because economic, managerial and behavioral theories of the firm fail to consider assets and
learning processes at both the individual and organisationallevels.
Penrose (1959) saw the firm as the organised combination of competencies. A firm is more than
an administrative unit, it needs a variety of reserves for its operation which can be financial
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reserves. Implicit reserves are required in order to cope with uncertainty. There is need for
competence-based resources in any organization if sustainable competitive advantage must be
achieved. However, one criticism of various competence-based theories is that they do not
distinguish between different assets as a source of sustainable competitive advantage.
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This model has been one of the most important in field of human resources management and its
positive development as well as impact on contribution to the spheres of human resource
development in recent years. It was first established by beer and Rhine in 1976, but it was not
fully recognized until the mild 1980s as a distinctive approach. However, it grows out of the
realization that a more continuous and integrated approach was needed to manage and reward
performance (Armstrong, 2012). Armstrong (2012) defined performance management as a
strategy and integrated process that delivers sustained success to organization by improving the
performance of people who work in the organisation and whereby developing the capabilities of
individual contributors and teams. Performance management is integrated in two ways, these are
vertical and horizontal integration.
Vertical integration; is a process of linking or aligning business, team and individual objectives
with core competences.
Horizontal integration; is a process of linking different aspect of human resource management
in order to achieve organisational development, human resources development and effective
reward system in addition to the achievement of a coherent approach to the management and
development of people (Armstrong, 2012).
The real concept of performance management is associated with an approach to create a shared
vision of the purpose and aims of the organization, particularly, helping each individual
employee understand and recognized their part and function in contributing to the organizational
performance and by so doing it enhances the performance of both individuals and the
organization (Armstrong, 2011).
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ROLE DEFINITION
Plan
Performance Agreement
Review
Action
Performance Review Personal Development planning
Managing performance
Monitor
Figure 2: The performance Management Cycle.
It is important to know that the main activities of the continuous self renewing cycle can be
explained as follows:
Role Definition: This provides the framework of performances management by setting out three
things purpose, result and capability, particularly in which key result areas and capabilities
requirements are agreed.
Performance Agreement: This defines expectations as well as specification of role or what an
individual has to achieve in the form of objectives as means of measuring the capabilities
required to deliver desired results.
Personal Development Planning: This set out the actions to be carried out by people in order to
enrich their knowledge, skills and level of capability as well as to improve their performance in
specified areas. It is also known as performance development stage.
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Management performance:
This is the actual stage of implementing the performance agreement and personal development
planning. Also this stage includes a continuous process of providing feedback on performance,
conducting both formal and informal progress reviews, updating objectives by taken corrective
measures as well as solving performance problems.
Performance Review: This is an evaluation stage when a review of performance is carried out at
a certain period in order to determine achievement progress and challenges as the basis for
decision making regarding various rewards. It is the stage of introducing improvement and or
corrective measure. Performance management operation functionsas a partnership between the
organization and each individual working in it, where both parties contributes to the definition
of objectives, tasks, standards and other performance activities. Armstrong (2011)highlights
contribution of organization and individual to performance management as shown in figure 2
below.
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ORGANIZATION ORGANIZATI
intention to remain in it, or identification with the values and goal of the organization and a
willingness to exert extra effort on its behalf(Porter, 1974). Attitudinal perspective is referred as
the psychological attachment or affective commitment formed by employees in relation to
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identification and involvement with the prospective organization. This makes individuals to
consider the extent to which their own values and goals relate to that of the organization as part
of organizational commitment. In essence, organizational commitment is considered to be the
linkage between individual employees and the organization.
Meyer and Herscouiteh (2001) state that commitment includes behavioral terms which
describes what actions a commitment implies with emphasis that these terms can take the form
of social and discretionary behavior.
However the three component model of commitment developed by Meyer and Alfen (1997)
arguably presented as organizational commitment (Meyer at al 2002).
The exposition of the model is that organisational commitment is experienced by the employee
in three dimension mindsets encompassing affective, normative and continuance organisational
commitment. In this respect effective commitment reflects commitment based on emotional
functions of employees.
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black box during the transformation of input into output. The underlying components and
relationships upon which a programme is based have been termed program theory (Lipsey,
1987).
It is necessary to know the processes occurring between input and output facilitating asking
questions such as: does the programme have quality control mechanism that ensures standard or
what other techniques can be used? In this manner,programme theory is very relevant as it offers
an opportunity to assess what is right with the skill acquisition programme for employees. It also
enables skill acquisition programme to know how things work or not work and why programme
theory emphasises that measures must be developed to determine not only what goes into a
programme and what comes out, but what actually happens in the present. A programme is not
fully complete or implemented until the process has been evaluated from the beginning to
end.Figure 3 below illustrates input, transformation, output and feedback.
44
3: Output pretest
What comes out of the programme
1: Input Pretest
What goes into the programme
4: Feedback
A continuous source of information for improvement and appropriate corrective measures
Figure 4: Input, Transformation, Output and feedback of programme, sources: Adopted from
Miller (1991).
It is against this background that evaluation of effectiveness theory by Kirkpatrick (1998) has
now become arguably the most widely lifted and popular of training and learning programme.
Effectiveness theory comprises four level model which measures: (i) reaction (ii) learning (iii)
behavior (iv)results.
More importantly, the table essentially shows level of measures; evaluation type, evaluation
description, example of evaluation and relevance and practicability.
45
LEVEL
EVALUATION
TYPES
1.
Reaction
2.
3.
4.
Learning
Behavior
Result
EVALUATION
DESCRIPTION
Reaction
evaluation is now
the trainees felt
about the training
or
learning
experience
Learning outcome
is the assessment
of the increase in
knowledge before
and after
Behavior
evaluation is the
extent of applied
learning back on
the
job
implementation
Results evaluation
is the effect on the
business
environment
by
the trainee.
EXAMPLE OF
EVALUATION
E.g feedback forms.
Also verbal reaction,
post-training surveys
or questionnaires
RELEVANCE
AND
PRACTICABILITY
Quick and very easy to
obtain
Typically
assessments or tests
before and after the
training. Interview
or observation can
be used.
Observation
and
interview over time
are
required
to
assess
change,
relevance of change,
and sustainability of
change.
Measures
are
already place via
normal management
systems
and
reporting-the
challenge is to relate
to the trainee.
Measurement of behaviour
change typically requires
cooperation and ski of linemanagers.
It is important to incorporate into the training and development the capacity of skill acquisition
programme in a well structured manner as the way which objective may be determined as well as
the level of competence of trainees.
46
47
holds employee turnover to result from a particular combination of job dissatisfaction and
perceived job alternatives ( Mobley, 1977).
Lee and Mitchell (1994) proposed that image theory (Beach, 1990) can also serve as a
conceptual underpinning to voluntary employee turnover. Traditional turnover theories hold that
quitting involves three main components.
First, dissatisfaction initiates process. Second, employees search for alternatives prior to leaving
their organizations. Third, people evaluate these alternatives using a subjective expected utility
(SEU) decision model. In contrast, image theory suggests that (I) factors other than affect can
initiate the turnover process, (2) employees may or may not compare a current job with
alternatives, and (3) a compatibility judgment, instead of the subjective expected utility decision
model, may be used. A detailed description of the unfolding model can be found in Lee and
Mitchell (1994). As summarized below, the unfolding models major components include
shocks to the system and the amount of psychological analysis that recedes a decision to quit
and the act of quitting. Shocks are particular, jarring events that initiate the psychological
decision processes involved in quitting a job. Moreover, the psychological processes can vary
from a quick judgment unencumbered by multiple attribute, to a highly rational, expected-value
comparison of alternatives.
It is interesting that the research work will focus mostly on performance management model and
organizational commitment model particularly to explain both independent and dependent
variables.
48
49
another dimension, the relationship ofperformance was examined across three ethnogeographical location in Nigeria. The findings showed that there is a significant relationship
between culture, on one hand and organization performance on the other hand(Aluko, 2003).
Furthermore, organisational performance can only be achieved if all things remain equal and as
such organisations that are performing to the satisfaction of the owners, employees and
customers will be found in culture suitable for their operations.The result of the study revealed
that all things do not remain equal.
It was interesting and revealing that organizational context, culture, nature of the economy and
polity, and adequacy of public utilities all have significant impact on organistional performance.
In addition, the results of study carried out by Kuye and Oghojafor (2011) indicated a statistical
significant relationship between strategic control and corporate performance. The result also
reveal a significant difference between the performance of firms whose strategic control are low
and those whose strategic control and corporate performance would assist the development of
NigerianManufacturing sector. It is equally important to mention that intellectual capacity of
employees is significant to the modern knowledge economy and that detail of human resources
management account for intellectual asset of people in organization.
Therefore, it is important and relevant to consider the relationship between intellectual capacity
and organizational performance.The study conducted by Ahangar (2011) shows that
performanceof companys intellectual capital can explain profitability and productivity.More
importantly that the study specifically reveals that human capital efficiency (HCE), physical
capital efficiency (PCE) andassets turnover ratio (ATO) significantlyinfluenced the company
50
51
commitment.In this regard, affective commitment reflects its ties to the employees which
particularly
develop
with
the
organisation
primarily
through
positive
work
52
resources is useful for decision making in the enterprise.Furthermore, decision making is part of
organisational commitment as well as management practices.
Another study conducted by keller (2009) on effect of management practiceson the economic
performance of firms established that management practices have a direct impact on firm
performance.
2.3.3.Empirical study on Career Development
Career development ideally benefits both the employees and the organization especiallywhen
organisations offer training and paid education facilitators, employees learn skills that help them
advance in their career. This helps the employee to make more money and gain more confidence
in their ability to do the job. Organisations benefits when employees enhance their career
capabilities because of the support giving to the employees.Sponsoring employees career growth
can also help organisation foster more loyalty from its top employee (Kokemellet 2011).
More researches have indicated that career development refers to the outcomes of actions on
career plan as viewed from both individual and organisational perspectives (Gutteridge, 1986).
This outcomes achieving the best match between peoples and job. Career development is just
one component of human resources management in the organisation.It is in this respect that there
is indication of six-step model also known as Harrison model.
The management cycles provides a framework for career development practices. No doubt that
each of the steps in the management cycle corresponds to career development strategies that help
both management and employee maximize career growth (Slavenski & Buckner, 1988) using
Harrison Cheryls (1989) Six steps model of development activities within the organization that
supports individuals career development process as follows:
53
Step1-Hire or promote,
Step2- Orient or communicate
Step 3- Observe performance
Step 4-Manage performance
Step 5- Develop employees
Step 6- Make personnel selection decision
The study of Sharma (2012) confirms that organizations performance depends on the quality of
human resources, it was established further that the success of any organization depends on the
quality of its human resources whether it belongs to manufacturing, service or a retail outlet. She
indicated that organisational human resources are important assets that are used to increase
productivity, earning capacity, increasing wealth and profit, market value and economic value
added.
However, there is no doubt that physical assets are important as they complement human assets
when it comes to issues of performance, it is because physical assets can neither think nor
decide. In this respect, human assets make use of the physical resources to channel the course of
the organisation. It is these developmental actions which have fostered the growth of career
development programmes (Merchant, 1995).
The study of Malmendier and Tate (2005)collaborated the assertion in this study that the quality
of managers or workers in organisations whichmay be determined by level of training and
developments received by them affects quality of decision which ultimately reflects on the
corporate performance. In addition, they were able to establish that optimal investment decisions
54
55
were found significantly different in two organizations and mean scores on various firm practices
were found more in the fashion organization. Regression results showed that various HRM
practices were significantly predicting organizational commitment in both organizations. In
another study, Chew and Chan (2008) examined the impact of HR practices on permanent
employees organizational commitment and their intention to stay and found that organizational
commitment was positively affected by person-organization fit, remuneration, recognition and an
opportunity to undertake challenging employment assignments. Intention to stay was
significantly related to person-organization fit, remuneration recognition, training and career
development. Further, he found that training and career development was not significantly
related to organizational commitment and challenging assignments was not significantly related
to intention to stay.
2.3.5 HRM Practices and Organizational Performance
HRM practices enhance organizational performance. Rondeau and Wager (2001) examined the
relationship between firm practices, workplace climate and perceptions of organizational
performance, in a large sample of Canadian nursing homes and found that nursing homes, which
had implemented more progressive firm practices and which reported a workplace climate that
strongly valued employee participation empowerment and accountability tended to be perceived
to generally perform better on a number of valued organizational outcomes. Chand and Katou
(2007) conducted a stud to investigate whether some specific characteristics of hotels affect
organizational performance in the hotel industry in India; and to investigate whether some HRM
systems affect organizational performance. They found that hotel performance is positively
associated with hotel category and type of hotel and hotel performance is positively related to the
56
HRM systems of recruitment and selection, manpower planning, job design, training and
development, quality circle, and pay system.
Joseph & Dai (2009) found that there are significant connections between HRM practices and
firm performance; that the strategic alignment of HRM is also a driver for firm performance.
In the study conducted by Nayaab (2011), it was found that HRM practices contributes to
enhanced banks performance. Further, the result indicated that HRM practices like training,
employee participation in decision making was found significantly related with banks
performance. Furthermore, Osman (2011) found that the effectiveness of implementing HRM
practices in a company does indeed have a major impact towards a firms performance. The
findings also show that HR practices have an impact of nearly 50 percent on firm performance.
57
satisfaction in relation to an organization as the overall positive feelings people have about an
organization whether as an employee, customer, or regular.
Job satisfaction can also be viewed as an overall attitude which can apply to various parts of an
individuals job that are believed to be important (Newstorm, 2011). Job satisfaction according to
Noe, Hollenbeck, Gerhart, & Wright, 2009) is a pleasant feeling resulting from the perception
that ones job fulfils or allows for the fulfillment of ones important job value. Job satisfaction is
a pleasurable or positive emotional state resulting from the appraisal of ones job or job
experience (Luthans, 2005). Job satisfaction can also refer to an individuals reaction to attitude
towards, and perception of work. It is a collection of feelings and beliefs that people have about
their current job (George and Jones, 2005). Coock and Hunsaka (2001) opine that the attitude of
employees towards their jobs and the organizations are important because they can influence
productivity and job satisfaction.
Slocum & Hellriegel (2007) asserted that job satisfaction is one of the key work related attitudes
in the field of organizational behavior that are of great interest to managers and team leaders
because it is closely linked to employee performance and turnover in organisations and also has
significant impact on the overall health of organizations. Every organization needs satisfied and
committed workers in order to achieve their goals (Shaw, Duffy, Johnson, and Lockhart, 2005).
58
and effective monitoring of employees with merited incentives reduces both voluntary
involuntary turnover. In another study by Agba, Ogaboh and Ushie (2010) it was postulated that,
promotion, salary/wages, payment of leave benefits, career development/ in-service training and
work- hours impact significantly on labour turnover.
Ronra and Chaisawat (2009) examined the factors affecting employee turnover and job
satisfaction using Amari Hotel and Resort in Thailand. The result indicated that insufficient tools
and resources, inadequate recognition, inadequate benefits, salary and responsibilities were not
compatible, and career path advancement was not compensated for lack of salary. In contrast,
appreciation for task achievement, relationship with colleagues, the pride working for Amari,
understanding the alignment of mission statement and the job as well as balancing job and family
responsibilities all influenced employees job satisfaction.
59
practices and HR policies as they affect employee performance are being reviewed in this work,
opening a new horizon of research on employee performance.
It is evident that employee performance indeed is critically important for the excellence of
communication organisation.There is need for a study that will employ both quantitative and
qualitative methods in order to bring out clearly, factors influencing career development of
employee performance in private communication company in Nigeria as indicated in the
observed Gaps.
Gap 1: In Christian et al (2011) it is observed that results of the study provides empiricalevidence
by fostering employees engagement but they did not consider their career development which is
the focal point of this study..
Gap 2: According to Sharma (2012) it was deduced that the study has several limitations; first, it
is limited to the specific quality of human resources, because it focuses only on high-technology
industries. It did not include other companies with low or medium technological
equipment.Secondly, it fails to suggest a contingency frame work that explains how human
resource factors moderate the impact of training and development on the employee performance.
Gap3: In the study of Malmendier and Tate (2000), they are of the opinion that if training and
development programmes are properly adopted which is an aspect of career development will
improve quality of decision which ultimately reflects on the corporate performance.From the
foregoing deductions lead to a final conclusion that there is indeed a positive correction between
career development and organisational performance.However, their research focuses on the
financial sector and their findings cannot be generalised. Hence there is need to incorporate other
sector as the telecommunication.
60
Gap 4: According to Bassey and Tapeng (2012), the study shows strong support for the
application of equipment or facilities to improve performance on each construct that leads to
organisations performance. However, it fails to acknowledge the operators of the equipment and
facilities on human resources capacity and capabilities.There is no literature to support the fact
that an industry is growing in terms of equipment and facilities only, without human resources
training and development.
Gap 5: The findings of Barney and wrights, (1997) provide a contribution to our understanding
of the relationship between investment on training and development and company
performance.Clearly, much more need to be done,like previous planning on career development
which enhances performance.
Gap 6: Landrun and Gardner (2012) examined the impact of stakeholder development on
corporate performance. The study has made salient revelation regarding general development
and the extent to which they impacted on corporate performance. However, this study is limited
to production companies in the manufacturing sector as regards the effect of career development
on organizational performance which could be extended to the service industry.
Gap 7: In Ahenkora and Adjei (2012) the results presented have helped to explain the nature of
career development and performance relationship in banks by building organisational capability
of stakeholder perceptions. At least one factor (limiting their study to banking industry), though,
may have limited their ability to explain even more of this relationship in a realistic manner. Also
parameter of their measurement is quite subjective as perceptions vary dimensionally. The
outcome of our communication company study will provide a building platform for
generalization.
61
Gap 8: In Barney (2001) it is observed that the results of the study provide empirical evidence
about impact of provision of some assistance in identifying the potential of the organisation to
focus on and achieve its objectives. This suggested that some contingencies such as cultural and
institutional environment influence need to be taken into consideration when planning career
development effectiveness.
Gap 9: Our study is only confined to Nigeria communication organisation, therefore the
generalization of the results with other industries or sector must await future research. In this
respect, we only intend to establish whether career development is related to performance. We
recognize that many organisational factors affect performance and as a result cause and effect
relationships are extremely difficult to establish. It is certain that investigation will unravel
position of the relationship between career development and organizational performance in
Nigerian communication organisation of MTN.
62
CHAPTER THREE
METHODOLOGY
It is important to know that research methodologyelicited the direction a researcher adopts in
gathering data, including stops and procedures, as well as processing and analysis of data. This
section attempts to link the theoretical framework earlier discussed to a quantitative approach. In
essence, the section critically examine following processes research design, research population,
sample and sampling technique, sources of data collected and research instrument methods of
data analysis and Operationalisation of variable.
63
64
N
1+N[e] 2
65
Therefore
n=
1225
= 1225
1+1225[0.05]2 4.0625
n= 301.54
n = 300
66
appropriate. The purpose of using questionnaire is because of direct response, feedback and the
literacy level of proposed respondents.
Table 3.1: The below tableindicates the sources of the research questions some of which were
modified to suit the study while some not too relevant were not considered.
VARIABLES
SOURCE OF QUESTIONNAIRE
Employee Performance/Productivity
Training & Development
HR Practices
HR Policies
Work Environment
Employee Turnover
ADOPTED
Christian et al (2001)
Banjoko (2000), Armstrong (2006)
Rondeu& Wager (2001)
Omoloyole (2011)
Kabuoh (2013), Smith & Jonathan (2010)
Ronra&Chisawat (2009)
Employees Commitment
Employee Satisfaction
67
Lagos office by administering the questionnaire 10% of sample size. This process helps in
refining and restructuring final research instrument, which also was ratified by the supervisor
after affecting a few corrections. More so that cronbachs alpha confirmed questionnaire items at
range of 0.75 to 0.83.
Variables
Chronbach Alpha
1
Employee Performance/Productivity
0.830
2
Training & Development
0.811
3
HR Practices
0.793
4
HR Policies
0.794
5
Work Environment
0.811
6
Employee Turnover
0.75
7
Employee Commitment
0.80
8
Employee Satisfaction
0.76
Result of the pre-test shows that the scale were considered as reliable (Chronbachs >0.80
Source: SPSS output result.
3.9 Method of Data Analysis
The filled and returned questionnaires shall be collated, organized and presented using
appropriate statistical tools.Data analysis is a means of categorizing, ordering, and manipulating
and summarisingthe data in order to obtain answer to research questions. More importantly that
68
responses obtained in the questionnaire well be analysed using appropriate statically tools,
through descriptive statistic such as presentation of table, frequency distribution simple
percentage and inferential statistics.
69
Research model
Figure 1. CONCEPTUAL MODEL
Independent variable
Career Development Programmes
(X)
HR Practices
HR Polices
H1
H2
H3
H4
Employee Turnover
Employee Commitment
Employee Productivity
Employee Satisfaction
Employees
Performance
Dependent variable
(Y)
70
71
0= Constant
1234= Coefficient of the independent variable = Career Development Programme.
= stochastic variables. This represents the variables that are not included in model but can have
effect on employee performance in the MTN organization.
The model is further specified in order of the stated hypotheses.
Hypothesis one
H01: There is no significant relationship between HR practices and employee turnover
ET=0+1HRP+
Hypothesis two
H02: There is no significant relationship between HR policies and employee commitment
EC=0+2HRP+
Hypothesis three
H03: Training and development has no significant relationship with employee productivity
EP=0+3TD+
Hypothesis four
Work environment at MTN does not enhance employee satisfaction
H4:=0+we+
72
Apriori Expectation
Ho1: It is expected that HR practices will have significant effect on employee turnover.
If an organization human resource practices are properly harnessed in such a manner that
employees welfare is favourable, the employees will not switch to other Organizations. The
turnover rate will be low and the organization will be saved from staff replacement always. It is
more as twice to hire a new staff than retain an existing one who is very familiar with the culture.
Ho2: Human resource policies are expected to have a significant relationship with employee
commitment. Goals and objective settings are part of HR policies. Every employee on a good
day would want to be committed to achieving his or her given target so as to be elevated when
due. The management is expected to align performance with reward to move the organization
forward.
Ho3: Employees training and development is expected to be associated with productivity. At
hire, an employee is expected to be fully equipped with job knowledge irrespective of where he
is coming from. The staff development must be a continuous process if the staff must be relevant
and updated to the system trends. It is one thing to engage a staff, another to train and develop
such worker. Organizations should not be stiff investing on employee development because this
73
will have effect on the organization. When employees are trained both on and off the job, the
effect is increased productivity.
Ho4: Work environment at MTN is expected to enhance employee satisfaction. The work
environment of any organization is expected to be conducive for workers to maximise output.
The managers should be able to control the internal environment in such a manner that there will
be peaceful atmosphere, team work, good human relationship as well as provision for necessary
amenities to make life easy. This no doubt, will bring employees satisfaction and increased
performance.
The external environment in the other handmust be benchmarked to be abreast with the trend of
events. Other communication companies activities should be monitored in terms of staff pay,
hours at work, and other fringe benefits. The essence is to match these benefits with the
organizations own and even make some upward adjustmenst to keep staff happy and satisfied.
The ultimate goal is enhanced profitability.
At the end of our analysis, it is expected that we come out with positive results. All research
variables being in line both the dependent and independent. We have a total population and
appropriate sample size to work with.
Ethical Consideration
We are carrying this research for academic purposes to evaluate the impact of training and
development on the enhancement of employees performance at MTN Lagos head office. To
render the study ethical, the right to self determination, anonymity, confidentiality and informed
consent would be observed. The willing respondents would be told the reason for the study as
well as advised on the instruction and mode of completing the questionnaire. We shall also let
74
them know the time and mode of collection. There will be no individual identification of the
respondents and data collected will be treated confidentially during analysis and reporting. The
consent of the respondent will be sort, their rights will be exercised
The researcher also pledge and assure that any information given will strictly be used for this
research purpose and that result of this study will be released on request to any respondent who
might be interested in the outcome.
Limitation of the methodology
There may be error in calculation since the study is both qualitative and quantitative in nature.
The choice of quantitative method is complex and broad. The figurative results may not mean
much to human beings, however, the result may be significant statistically. This may likely affect
the extent to which the variables are measured in this study context. The quantitative methods
can be considered appropriate for this research because it is presumed to have an objective
approach to studying research problems where data is controlled and measured, to address the
accumulation of facts.
The research is a survey research which is the act of eliciting data directly from respondents
through the use of questionnaire from a particular group. There may be communal discussion
before responding and this may be biased. Survey design is often used to collect data at a single
point in time, therefore making it difficult to measure changes in the population except two or
more surveys are done at different points in time.
According to Serah (2012) survey design provides a high level of general capability in
representing a large population, convenient datagathering, good statisticalsignificance and
precise results.
75
RESEARCH QUESTIONNAIRE
76
Employee Performance
6
Management should focus on employee engagement
as the best way to enhance performance
The best way to enhance performance is by
enhancing employee training and development
The performance level of each employee is
determined by reward received
Performance leads to organizational profitability
The employees in my organization are performing
excellently
77
Work Environment
The employees of
Employees Commitment
6
I am committed to my job especially when the
management gives incentives.
Staff promotion is a driving force to commitment.
The implementation of practices in the organization
leads to enhanced employee commitment.
Many staff are not committed because of poor
incentive and this is affecting the organisations
performance.
The MTN management does not care the health
welfare of the employees
Employees Satisfaction
6
Job satisfaction enhances performance.
I am satisfied because no other communication
company can match MTN.
Job satisfaction is one of the key work related
attitudes that interest managers
Job satisfaction is closely related to employee
performance and staff turnover
Organisation performs better when the employees
MTN
need
good
work
78
are satisfied.
HR Practices
6
HR Practices in my organization include training &
development and other staff welfare
HR Practices at MTN is encouraging.
At MTN HR practices do not favour the lower level
managers.
Effective HR practices enhance performance.
HR practices in my company focuses only on staff
productivity not on welfare.
Employee Turnover
6
My organization is experiencing high rate of
employee turnover.
My organization is at its best with staff turnover.
Effective HR practices in MTN have reduced the
rate of staff turnover.
This job is not allowing me balance work with
family life.
Icannot leave my organization because it allows me
balance job with family life and the pride working
with MTN gives me joy.
SECTION B
Socio-Demographic Data of Respondent.
(Please tick or fill-in as applicable)
(a)
(b)
(c)
(d)
(e)
(f)
(g)
79
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