Abstract
This study is designed to examine the relationship between effective communication and Organizational resilience, in some selected commercial banks in Port Harcourt, Rivers state. In course of carrying out the work, the primary and secondary source of data methods were adopted. The primary has to do with structured and unstructured questionnaires, personal interviews, and observations; while the secondary data were sourced from text books, journals, interviews, internet materials, corporate magazines etc. The target population of the study includes staff of the three studied commercial banks of which a sample size of eighty three (83) respondents were drawn from using the Yaro Yemen formula.; ttabltd, = 1.232 and tcaltd = 4.244 T-test and Pearson correlation statistical method were adopted in the course of determining the relationship between effective communication and organizational resilience and also to evaluate the relationship between staff retention and organizational resilience. In our findings, it was revealed that effective communication do greatly influence organizational resilience in commercial banks. It was also revealed that employee participation in decision making influences organizational resilience. Therefore it is recommended that corporate organizations should as a matter of strategic options establish innovative policies that will encourage strong communication and innovative ideas that will enhance effective corporate resilience ,management in their organizations.
TABLE OF CONTENTS
Abstract 1
DECLARATION 2
CERTIFICATION 3
DEDICATION 4
ACKNOWLEDGEMENTS 5
TABLE OF CONTENTS 6
CHAPTER 1 8
INTRODUCTION 8
1.1 Background Of The Study 8
1.2 Statement Of The Problem 10
1.3 Objectives of the study. 11
1.4 Research questions. 12
1.5 Significance of the study. 12
1.6 Statement Of Hypotheses. 13
1.7 Scope and Delimitations Of The Study. 13
1.8 Limitations of the study. 14
1.9 Definition of terms. 15
CHAPTER 2 16
LITERATURE REVIEW 16
2.1 Theoretical Framework 16
2.1.1 The Goal Theory. 17
2.2 Conceptual Frame Work 18
2.2.1 Corporate Performances 19
2.2.1 Dimensions and Measures of Employee Performances. 22
2.2.2 Ratings and Ranking Of The Employees 23
2.2.3 Factors That Influence The Configuration Of Employee Performance Evaluations 24
2.3 Performance Evaluation Of Employees. 29
2.3.1 Corporate Performance 31
2.3.2 Profitability. 33
CHAPTER 3 34
RESEARCH METHODOLOGY 34
3.1 Research Design. 35
3.2 Population Of The Study. 35
3.3 Sample and Sampling Technique. 36
3.4 Data Collection Technique 36
3.5 Sources of Data. 37
3.6 Data Analysis. 37
3.7 Reliability and Validity. 38
CHAPTER 4 40
DATA PRESENTATION AND ANALYSIS. 40
4.1 Data Presentation. 40
4.2 Analysis Of Data 41
4.3.1 Testing Of Hypothesis. 43
4.3.2 RESPONSES FROM THE QUESTIONNAIRES. 44
CHAPTER 5 49
DISCUSSION OF FINDINGS 49
5.1 Discussions. 49
CHAPTER 6 51
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS. 51
6.1 Summary 51
6.2 Conclusions. 51
6.3 Recommendations. 52
REFERENCES 53
APPENDICES 56
APPENDIX A 56
CHAPTER 1
INTRODUCTION
1.1 Background Of The Study
Corporate Organizations as in general needs to obtain an ongoing assessment process of working towards achieving its set of goals and thus targets can’t be achieved only and unless it has a lessons from previous experience learnt ,or previous gaps of planning procedures that was not accomplished its missions particularly in employees performance . They are considered as the working force and key tools to complete the overall hospital works at any internal unit. Banks in general are considered to be as the main elements of driven hidden force of economic power itself, as it seeks to achieve certain goals along with other primary objective. It’s difficult to judge performance as on how it’s running without having many certain governor bodies of certain standards which able us to evaluate them according to common procedures. We make our judgments on the ambit of validity and integrity of these continue application to follow up these progress, whether it can be (Score) by a particular standard or through some one or a person representing these certain standard. Employee performance evaluations allow the manager to meet with his or her employees to go over actions and behaviors of the previous year and map out future goals and expectations concerning the employee’s performance. By opening up the lines of communication, you are creating a situation where there should be no surprises in regard to expectations further down the line. This is also a good time to go over established job requirements and update if necessary. Performance appraisal is done to assess an employee’s job performance and productivity on certain pre-established criteria and objectives. A performance evaluation (PE) or performance evaluation is a systematic and periodic process that assesses an individual employee’s job performance and productivity, in relation to certain pre-established criteria and organizational objectives.
A performance evaluation (PE) or performance evaluation is a systematic and periodic process that assesses an individual employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives. Performance evaluation is a measurement process of how well an individual is doing her or his job. In most organizations, this appraisal is an annual event. Generally, it is done to encourage job performance, to flag areas that need attention, to inform both parties as to expectations. Much of the literature speaks to this process in terms of the performance evaluation of the employee. However, the leader’s performance is as important to the success of an organization as the employee’s. This study provides comments on actual use of a survey on corporate performance. In so doing, the research highlights how a process, performance evaluation, can be responsible for undesirable consequences when results and actions taken are not necessarily aligned. However, the study is seen to be more important in improving the level of performance of the employees in the
1.2 Statement Of The Problem
This brings us to those problems that are associated with conducting performance appraisals. The process usually starts at the middle management level where it is the job of a middle manager to appraise his subordinates or employees who are under him. In fact every successive hierarchical level, the superiors are asked to evaluate the employees who are working under them. This can give rise to many issues that make performance appraisals an unpleasant task. As a result many managers view the process of appraisal as time consuming and burdensome. To begin with performance appraisals can cause friction, resentment and the consequent low morale. Since appraisals are rather subjective in nature, they can also be disputed in case of negative ones. The performance appraisal systems tend to have several problems. Raters‟ evaluations are often subjectively biased by their cognitive and motivational states (DeNisi & Williams, 2008), and supervisors often apply different standards with different employees which results in inconsistent, unreliable, and invalid evaluations (Folger 2002). In order to create better systems, researchers have traditionally focused on validity and reliability (Bretz 2002) by designing newer “forms” of performance evaluation (e.g., behavioural-based systems that better define specific essential job functions of employees or 360-degree feedback mechanisms that allow for cross-validation via multiple raters). However, despite these recent advances in evaluation design, critics continue to argue that performance appraisal systems are not consistently effective (Atkins & Wood, 2002; DeNisi & Kluger, 2000).
1.3 Objectives of the study.
The main purpose of this study is to examine the relationship between social employee performance evaluation and corporate performance. The specific objectives were stated as;
1) To examine the relationship between employees rating and corporate performance in the banking firms within Port Harcourt.
2) To examine the relationship between ranking and effectiveness of corporate organizational performance in selected manufacturing firms in port Harcourt.
3) To examine the relationship between employee rating of selected manufacturing firms in port Harcourt.
4) To examine the relationship between employee performance evaluation and corporate performance of selected manufacturing firms in port Harcourt
1.4 Research questions.
The following research questions were stated and used in guiding the research process, these include the following;
Is there any relationship between employee rating of the selected manufacturing companies and corporate performance of the manufacturing sector?
Is there any relationship between employee performance evaluation and corporate performance of the selected manufacturing companies. ?
Is there any relationship between ranking and effectiveness of corporate organizational performance in banking firms in port Harcourt. ?
Is there any relationship between productivity and corporate performance of the selected manufacturing companies in port Harcourt.?
1.5 Significance of the study.
This research study would be of great to all and sundry who are aspiring to creative entrepreneurs in establishing business firms. The social structure of postindustrial society including the selected manufacturing firms under study, may create the potential for human growth as well as economic growth (Faunce, 2008). In coming years, both government agencies and nonprofit organizations will adapt themselves to be more businesslike; they will change their modes of operation by taking innovative and aggressive action, but still adhere to their goals regarding social proposes.
More so, government and other corporate organizations will also see social entrepreneurship as a medium for establishing small enterprises for innovative, creative, and productive purposes. This in turn, is realized from the returns on organizational assets and sales as a measure of organizational performance.
1.6 Statement Of Hypotheses.
The following hypotheses are stated to guide this study;
HO: There is no significant relationship between employee performance evaluation and corporate performance in the selected manufacturing firms.
HA: There is a significant relationship between employee performance evaluation and corporate performance in the selected manufacturing firms.
1.7 Scope and Delimitations Of The Study.
a)Content scope: This study or concept under study is concerned with evaluating the performance of employees as related to corporate performance in the manufacturing sector. More so, it is noted that ranking, rating and productivity and other factors are significant measures for evaluating employee performances which play a great role in decision making by the bank management on their employees. This is seen also as a strategic measure for overall corporate performance.
b)Geographical scope: This research study is carried out specifically among selected manufacturing firms within Port Harcourt (Rivers state) to explicitly explore the relationship between employee performance evaluation and corporate performance, as well as other variables affecting the effective performance of corporate firms (selected manufacturing firms) through performance evaluation systems in the manufacturing sector.
c)Unit of Analysis: For an optimum result to be achieved from the findings, it would be necessary to utilize the chi-square test statistic to determine the relationship between the variables under study of corporate performance in banks.
1.8 Limitations of the study.
The conduct of this research study has been so far affected by various limitations which hampered the process of the research to a great extent. Although the research was prepared carefully, but the period of time is not sufficient for the researcher to observe large respondents from the different branches of selected manufacturing firms within Port Harcourt in Rivers state. The research study is further been limited to studying only selected manufacturing firms within Port Harcourt, not in Nigeria entirely. It would be best if it was done in a longer period of time on large geographical area and with fewer burdens of other subject’s projects and protocols (policies). Some other limitations to the research also includes:
1) Lack of cooperation by some respondents to the questionnaire.
2) Lack of knowledge of some respondents to the questionnaire.etc.
1.9 Definition of terms.
Corporate Performance: This is a practice by corporate carrying out set business activities or jobs and functions by aligning their collective efforts , initiatives and ideas in order to achieve organizational objectives
Performance: Is the active participation or carrying out of an activity or job in an organization or firm.
Rating: This is the level of appraising measuring the strength or performance of the employees in the organization.
Productiveness :This is defined as the key rate at which an individual or firm (banks) can proactively, potentially generate both financial and human resources for achieving the organizational set goals and objectives.
Ranking: This is the systematic procedure of arranging the performance rates of the firm or organizations employees.
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