EMPLOYEE WORK BEHAVIOR AND ORGANIZATIONAL PERFORMANCE IN CHAMPION BREWERIES PLC UYO
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TABLE OF CONTENTS
Title Page i Certification ii
Dedication iii
Acknowledgements iv
Table of Contents vi
List of Tables vii
List of Figures viii
Abstract ix
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypothesis
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Limitation of the Study
1.8 Organization of the Study
CHAPTER TWO: LITERATURE REVIEWS
2.1 Preamble
2.2 Conceptual Framework
2.2.1 Concept of Employee
2.2.2 Concept of Organizational Performance
2.2.3 Employee Commitment
2.2.4 Employee Commitment and Performance
2.2.5 Organizational Culture and Organizational Performance
2.2.6 Leadership of Management and its Influences on Organizational Performance
2.3 Theoretical Framework
2.3.1 Social Exchange Theory
2.3.2 Resource Dependency Theory
2.3.3 Systems Theory
2.4 Empirical Review
2.5 Summary of Literature and Research Gaps
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
3.2 Source of data collection
3.3 Population of the Study
3.4 Sample and Sampling Procedure
3.5 Instrument for Data Collection
3.6 Validation of the Research Instrument
3.7 Reliability of the Research Instrument
3.8 Method of Data Analysis
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
- 1 Introduction
4.2 Data Presentation
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
5.2 Summary of the Study
5.3 Conclusion
5.4 Recommendations
5.5 Areas for Future Studies
REFERENCES
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Employees’ responsible behavior helps to sustain a good work culture in firms (Adler & Gundersen, 2007). Workplaces attract a diverse range of people who must collaborate to achieve a similar goal. As a result, employees are obligated to follow workplace norms and regulations. Organizations today compete for space, image, and survival, especially in today’s ever-changing environment. Organizations are seeking for devoted and loyal employees who can perform and help to build the organization’s image (Uddin et al., 2013; Kart et al., 2018; Adeogun et al., 2019; Abiona et al., 2020). The image of any firm reflects the committed attitude and loyalty of its employees (Aksu, 2016; Ng, 2017; Zheng et al., 2017). According to (Bacal, 2012), Lateness, tardiness and indiscipline of employees have always been a problem for employers from time immemorial. Against this backdrop, no companies can succeed in achieving its set aims and objectives without using disciplinary actions to curb such an unwanted behavior.
Employee behavior is defined as how employees react to specific events at work. Hanna et al. (2004) define employee behavior as a series of behaviors performed by employees within a company. There are various factors that influence how employees behave at work. Schein (2010) however notes that employee behavior is mostly shaped by their own culture and the culture of the organization they work for. These two cultures comes into play between employee communication and communication with management. Additionally, (Adler and Gundersen, 2007) view that employee ethics and their ethical responsibility is affected their belief. Deviance is merely a violation of an organization’s norms, values, rules, and regulations. Workplace deviance, according to (Robbin and Jugde, 2007), is a tendency demonstrated intentionally or unconsciously by employees in unethical and disruptive behavior while at work. Workplace deviance behavior, according to (Aremu, 2003; Kline, 2011; Abdullah and Marican, 2017), is defined as voluntary behavior that violates institutionalized standards and endangers the well-being of employees and the organization itself.
The major goal of organizations is to deliver quality in whatever venture they undertake. Internal and external forces usually influences employee behavior while performing their duties. Leveraging some of this forces by employers can result to positive impact on the employee behavior. Need (2006) is of the view that the forces that influences employee behavior include: work environment, technology and demands from customers. These three forces according to Bock, et al (2005) can have either positive or negative impacts on the behavior of employees. Managers in any organization are interested in achieving their targeted goals by reducing any form of workplace deviance as this may be a very disruptive and costly problem in terms of both physical and financial life of the employees (Ogunyemi, 2006; Sun and Wang, 2017; Friedman et al., 2018). Employers have expectations towards their employees thus this expectations determine how employees behave and further translates to the performance of the organization.
Human behavior according to Mathur and Gupta (2012) is of paramount importance. Employees who are effective at their work place have proved overtime that the quality of work in an organization has an impact on the success of an organization. Internal and external factors govern human behavior (Kattara, Weheba & El-Said, 2008). Organizational performance can be viewed in a variety of ways, making it difficult to define what the phrase actually means. This phrase has gotten better over time. Lebans and Euske (2006) provide a timeline of how the phrase has evolved over time. In the 1950s, organizational performance was concerned with work, people, and organizational structure, and hence was considered as a social system capable of achieving its goals. A perfect balance thus needs to be made between the two. Personal issues might be dragged in the work place that would lead to negative performance in organizations.
Most management scholars are interested in investigating organizational performance since it is critical to the survival and success of modern firms (Richard, Devinney, Yip, & Johnson, 2009). Management components such as marketing, operations, human resources (HR), and strategy are eventually evaluated based on their contribution to organizational performance. Few studies have employed a consistent definition of organizational performance, with performance aspects spanning from financial ratios to assessments of successful outcomes and other relative performance metrics (Kirby, 2005). With organizational performance dominating strategic management, it cannot go unchallenged as a type of effectiveness indicator with both advantages and limitations that must be acknowledged (Richard et al., 2009). The study attempted to examine employee work behavior and organizational performance in Champion Breweries PLC Uyo against this context.
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