Complete Material Cost #3,000
Order for Complete Material now
Abstract
The study examines employee voice and organizational sustainability in some selected oil and gas firms in Port Harcourt. The study used the survey research design to evaluate the relationship between employee voice and organizational sustainability, using selected oil and gas firms in Port Harcourt. The target population for the study contains the nominal roll of 105 staff each working in the in the Human Resources Department of SPDC, Agip and NLNG in port Harcourt particularly; from which a total of 105 staff contained in the nominal roll of the respective firms. The Yaro Yemens formula was used to determine the sample size of 83. The questionnaire was designed to obtain a fair representation of the opinions of 83 sampled respondents using a five-point likert scale type. The Pearson Product Moment Correlation coefficient was used to test the hypotheses. Findings revealed that there is a significant relationship between employee voice and organizational sustainability in some selected oil and gas firms in Port Harcourt. Based on the findings of the study, recommendations were made that the need for effective measures to improve ethical standards of the workplace should be practiced by managers of selected oil and gas companies so as to enhance profitability, the oil and gas (sector) should periodically evaluate the behaviors of their employees in order to maintain standard integrity and effectiveness of the organization and Organizational citizenship behaviors should be improved to boost the effectiveness of the organization as well amongst others.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figure xi
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 4
1.4 Research Questions 5
1.5 Research Hypotheses 5
1.6 Significance of the Study 5
1.7 Scope/Limitation of the Study 6
1.8 Definition of Terms 8
CHAPTER TWO 9
LITERATURE REVIEW 9
2.1 Conceptual Framework 9
2.1.1 Concept of Employee Voice 10
2.1.2 Dimensions of Employee Voice 12
2.1.3 Concept of Corporate sustainability 15
2.1.4 Measures of Corporate Sustainability 16
2.2 Theoretical Framework 17
2.3 Empirical Framework 18
CHAPTER THREE 20
RESEARCH METHODOLOGY 20
3.1Research Design 20
3.2Population of the Study 20
3.3 Sample and Sampling Technique. 21
3.4Data Collection Technique 22
3.5 Data Analytical Techniques 23
3.6 Reliability and Validity 23
CHAPTER FOUR 25
DATA PRESENTATIONS AND ANALYSIS 25
4.1 Data Presentation 25
4.2 Analysis of Personal Data 26
4.3Testing of Hypothesis 33
4.4 Discussion of Findings 37
CHAPTER FIVE 39
SUMMARY, CONCLUSION AND RECOMMENDATION 39
5.1 Summary 39
5.2 Conclusions 39
5.3 Recommendations 40
References 43
Appendix I 44
Appendix II 45
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Organizational sustainability is an approach that creates long-term stakeholder value by implementing a business strategy that considers every dimension of how a business operates in the ethical, social, environmental, cultural, and economic spheres. It also formulates strategies to build a company that fosters longevity through transparency and proper employee development. Organizational sustainability is an evolution on more traditional phrases describing ethical corporate practice. The phrase is derived from two keys sources. This desire to grow without damaging future generations’ prospects is becoming more and more central to business philosophies. Within more academic management circles, Elkington (1997) developed the concept of the Triple Bottom Line which proposed that business goals were inseparable from the societies and environments within which they operate. Whilst short-term economic gain could be chased, a failure to account for social and environmental impacts would make those business practices unsustainable.
Measuring organizational sustainability is possible through composite indicators which aggregate environmental, social, corporate governance and economic measures, e.g. Complex Performance Indicator. Employee voice is one construct that can enhance organizational sustainability.
Employees’ voice improves communication and encourages staff retention through fair treatment. Despite the numerous benefits of employee voice and why it should be encouraged organizations still resilient. This is not the case in many organizations in the public or private sector. Though, it is a topic that has brought about a lot of controversies in contemporary organizations where employees voice and performances are not encouraged. Many researchers believe that one of the main contributing factors leading to low productivity in a number of organizations is where management ignores the voice or suggestions made by employees. In the last quarter century, there has been a dramatic shift in the forms of employee voice used in private or public workplaces worldwide with non-union voice growing at the expense of union voice. From the words of Boxall and Purcell (2003), employee voice is the term increasingly used to cover a whole variety of processes and structures which enable and sometimes empower employees, to directly and indirectly contribute to decision making in the firms. This definition actually supports the views of Millward et al (2000) who sees employee voice as the ability of employees to influence the actions of the employer. Employee participation is crucial in improving organizational performance since many motivational writers see it as a form of intrinsic motivation to enhance employees’ performance (Salamon 2000). Employees’ voice improves communication and encourages staff retention through fair treatment. Despite the numerous benefits of employee voice and why it should be encouraged, this is not the case in many organizations in the public or private sector. It has been noted that productivity in many organizations has gone down considerably because employees are not allowed to air their views on issues concerning the organization. This has greatly affected the performance and productivity of such organizations. Employees are at risk of losing their jobs when they air their views at the workplace so they will rather be silent to the detriment of their companies. Employees may as a result, withhold information that might be useful to the organization which can lead to dissatisfaction among employees which manifests itself in absenteeism and turnover and perhaps other undesired behaviors. From the foregoing therefore, the study seeks to examine the relationship between employee voice and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
1.2 Statement of the Problem
The immense contributions of employee voice in corporate firms has significantly been a great concern to management of most oil and gas firms over the years. As researchers continue to view and study the various ingredients and factors that can foster employee voice and organizational sustainability in oil and gas industries particularly. This concept so far, cannot be over emphasized as it borders on employing vital strategies which could enhance active performance of the organization in terms of staff retention, effective communication, profitability, and employee participations etc. Empirical study has shown that there has been identify if there has been positive relationship existing between employee participation and adaptability, to organizational resilience which help to know whether employee participation in decision making influences organizational sustainability.
More so, it is to know if the practice can improve staff retention and profitability expansion which can in a long run solve problems of poor productivity, and general organizational sustainability.
Subsequently, in spite of these plethora of study results, most contemporary organizations have not seen to abreast themselves to the contents of these findings as to be able to work themselves out of the challenges of organizational sustainability. It is against these backgrounds that this study is designed to evaluate the impact of employee voice and sustainability.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between employee voice and organizational sustainability in some selected oil and gas firms in Port Harcourt. The specific objectives are as follows:
- To determine the relationship between effective communication and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
- To determine the relationship between staff retention and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
iii. To determine the relationship between employee participation in decision making and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
- To examine the influence of culture on the relationship between employees voice and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
1.4 Research Questions
The following research questions were proposed to guide the study.
- Does effective communication associate with organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State?
- Does staff retention associate with organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State?
iii. Does employee participation in decision making associate with organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State?
- Does culture on the relationship between employee’s voice and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State?
1.5 Research Hypotheses
The following hypotheses were formulated to guide the study:
HO: There is no significant relationship between employee voice and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
HA: There is a significant relationship between employee voice and organizational sustainability in SPDC and Agip Oil Company and NLNG, Port Harcourt, Rivers State.
1.6 Significance of the Study
The research study is designed to benefit the society and the respective corporate organizations, particularly the commercial banks within the state. Through active practices of resilience in the organization, staff retention, decision making and active communication between the employees in the can always be realized. In the banking sector, as well as other organizations will see the research study more useful in controlling the productiveness and adaptability behavior of the organizations.
An added benefit of employee resilience concerns the positive spillover effects resilient employees will also be better equipped to handle challenges outside or work, and by facilitating employee resilience, organizations can support community resilience. We integrate employee-level information with specific organizational initiatives to create a deeper understanding of whether the processes currently in place effectively support resilience among employees. In addition, we identify areas of intervention to address and facilitate organizational sustainability. The goal of our research and collaboration with practitioner is to contribute to resilient employees, who are healthy and active contributors in their organization, as well as in their community. Resilience in organizations and among employees is relevant in any context which introduces challenges and change, and transcends a post-disaster context. We therefore couple rigorous scientific methodologies with practitioner expertise to encourage organizations to capitalize on employee resilience, and guide the process of increasing organizational sustainability and performance through staff capabilities.
1.7 Scope/Limitation of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves on investigation to ascertain the relationship between strategic planning and organizational Reliance. The dependent variable is organizational sustainability. While independent variable is employee voice measure by effective communication, staff retention and employee participation.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to some selected oil and gas firms in Port Harcourt, Rivers State.
Brief History of SPDC
SPDC is the pioneering and leader of the petroleum industry in Nigeria. SPDC is the operator of a joint venture agreement involving the Nigerian National Petroleum Cooperation (NNPC).
Brief History of Agip
This operates in the land and swamp areas of the Niger Delta, under a joint venture agreement with NNPC (60%), NAOC (20%), and Oando (20%), with concessions lying within Bayelsa, Delta, Imo and Rivers State.The concession covers a total area of 5,313sq.km comprising four blocks-OML 60, 61, 62 and 63. NAOC is also the operator of two onshore exploration leases, namely OPL 282 (90% interest) in the swamp and OPL 135 (48% interest) in the land area. NAOC also holds 5% participating interest in SPDC JV with NNPC (55%), the Shell Petroleum Development Company (SPDC) (30%), and Total E and P Nigeria (TEPNG) (10%), with SPDC as operator of the joint venture.
NLNG
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study. The scope of this study is to ascertain the relationship between employee voice and organizational sustainability. In the next segment, Limitation of the study will be discussed.
1.8 Definition of Terms
COMMUNICATION
Communication is a process of exchange of information, facts, ideas, thoughts, and opinions between two or more persons or group of persons.
ENVIRONMENTAL SUSTAINABILITY
Environmental sustainability is the ability to maintain rates of renewable resource harvest, pollution creation, and non-renewable resource depletion that can be continued indefinitely.
ECONOMIC SUSTAINABILITY
It also formulates strategies to build a company that fosters longevity through transparency and proper employee development.
EMPLOYEE VOICE
employee voice as the ability of employees to influence the actions of the employer.