4.1. Data Presentation and Analysis
This chapter focuses on
presentation, analysis and interpretation of data collected through the use of
questionnaire. The hypotheses formulated in chapter one would be tested in this
chapter in order to be validated or rejected.
The data to be analyzed is based
on 206 copies of the questionnaires correctly
filled and returned out of 230
copies of questionnaires administered in the study area.
4.2 Questionnaire
Distribution and Collection
For easy understanding of the
table below, 206 respondents representing 87.3%of the respondents administered
with questionnaires will be represented by 100% in the table.
Table 1: Questionnaire
Distributions and Collections
|
Companies
Nos. Distributed No.
Returned No. not Returned
|
|
Baker Hughes 73 50 (79.5%) 15 (20.5%)
Addax Oil Coy 60 55 (91.7%) 5 (8.3%)
Tecon Oil 55 49 (89.1%)
6 (10.9%)
SGS Inspection 48 44 (91.7%) 4 (8.3%)
236
206(87.33%) 30 (12.7%)
|
Source: Orji’s
Field Survey 2011.
Table1 above reveals the
distribution of the questionnaire to each of the companies covered in this
study. The breakdown of the distribution shows that 73 copies of the
questionnaire was distributed to Baker Hughes out of which 58 were returned,
the table also shows that 60 copies of the questionnaire were distributed to
Addax Oil company, while 55 copies were returned, the table further reveals
that Tecon Oil Company was administered with 55 copies
of the questionnaire, while 49
copies were returned, finally the table indicate that 48 copies of the
questionnaire were distributed to SGS Oil Inspection and that 44 copies were
returned. Therefore the total number of questionnaires that were returned is
206 representing 87.3% of the total number of questionnaires distributed.
Research Question 1:
What are the relationship between organizational reward and employee’s ability
to perform?
To effectively answer this question, tables 1-4 will be
used.
Which of the following ways do you use to access your
employee’s competence and ability?
Table 2: Effect of Reward on Employee’s Performance
|
Ways of Assessment
Frequency
|
|
Yes No
Quality of job done 195 (94.6%) 11 (5.4%)
Ability to handle difficult tasks 180 (87.3%) 26 (12.6%)
Ability to handle tasks with little 151 (73.3%) 55 (26.7%)
or no supervision
Ability to finish a task according to 190 (92.3%) 16 (7.7%)
schedule
Demonstration of team spirit 182 (88.3%) 24 (11.7%)
|
A look at table2 above reveals
that one of the major ways to access employee’s competence and ability is
through the quality of job they do, this is the view of 195 or 94.6% of the
respondents. The table also shows that 190 or 92.3% of the respondents are of
the view that another major way of measuring employee’s competence and ability
is through their ability to complete a task according to schedule. A further
look at the table also reveals that 182 or 88.3% of the respondents are of the
view that employee’s competence and ability can be exhibited through their
demonstration of team spirit. The table also reveals that employee’s
competence and ability can
manifest through their ability to handle difficult task. This view is held by
180 or 87.3% of the respondents.
Which of the following ways do you think an organization can benefit
from employees with the right experience?
Table 3: Benefits of Organisation
from Experienced Employees
|
Benefits
Frequency
|
|
Yes No
Reduction in production time and 188 (91.2%) 18 (8.8%)
training cost
Reduction in number of rejects 181 (87.9%) 25 (12.1%)
Improved quality of goods and services 178 (86.4%) 28 (13.6%)
Reduction in supervision 170
(82.5%) 36 (17.5%)
|
Source: Orji’s Field Survey
2011.
The table above shows that one of
the major ways organizations benefits from experienced employees is through
reduction in production time and training cost, this is the view of 188 or
91.2% of the respondents. The table further indicates that reduction in number
of rejects is another way through which an organization benefits from
experienced employees. A closer look at the table also shows that improved
quality of goods and services and reduction in supervision are other ways
through which organizations benefit from experienced employees, these are the
views of 178/170 or 86.4%/82.5% of the respondents respectively.
Table 4: Ways Employees
demonstrate their Commitment to an Organisation
|
Ways of demonstrate
commitment
Frequency
|
|
Yes No
Dedication to duty 195
(94.6%) 11 (5.4%)
Organizational loyalty 190
(92.3%) 16 (7.7%)
Support for organizational goals 180 (87.3%) 26 (12.6%)
Going extra mile to ensure organizational 189 (91.7%) 17 (8.2%)
success
|
Source: Orji’s Field Survey 2011.
Table 4 above presents the
different views of the respondents. 195 or 94.6 of the respondents are said
that employees commitment is better manifested through their dedication to duty
while 190 or 92.3% others are of the view that the best way to demonstrate
commitment is through the level of loyalty the employee show to the
organization, still analyzing the same point, 189 or 91.7% of the respondents
are of the view that committed employees are those that go extra-mile to ensure
organizational success. The debate goes on and on, as the next class of
reasoning represented by 180 or 87.3% of the respondents affirmed that
employee’s commitment is better demonstrated through employees support for
organizational goals.
Classify your employees in the chart below according to their
performance rating by placing a percentage (%) in each of the boxes provided.
Table 5: Classification of
Employees according to their Performance.
|
Very Active Active Dormant Nominal
Employees Employees Employees Employees
|
|
30% 20% 35%
15%
|
Source: Orji’s
Field Survey 2011.
Table 5 above shows employees’
rating by the management, the rating was based on employees’ annual performance
appraisal for a period of three (3) years. The table reveals that 30% of the
employees are very active in their job, while 20% of the employees are very
active worker. A further look on the table shows that 35% of the employees are
not active or serious with their job; they are those that feel that putting up
an acceptance performance is all it takes to remain in an employment. The last
group of employees according to the table believed that there is no need for
hard work, hence at the end of the day nothing to show for the hard work, this
class of employees prefers to play truancy.
Research Question 2:
What are the different types of rewards adopted in your organization?
To effectively answer the above
question, tables 2 – 5 will be used.
Which of the following reward
systems are adopted in your company?
Table 6: Types of Reward Adopted
by Organisations
|
Reward Systems
Frequency
|
|
Yes
No
Basic Pay 201
(97.6%) 5 (2.4%)
Seniority Pay 50 (24.4%) 156 (75.7%)
Pay for Performance 206 (100%) 0 (0%)
Incentive Pay 180 (87.3%) 16 (16%)
All of the above 22 (22%) 78 (78%)
|
Source:
Orji’s Field Survey 2011.
A look at table 6 above clearly
reveals that 201 or 97.7% of the staff of the companies under study receive
basic pay, while 50 or 24.4% of the respondents said they receive seniority
pay. The table also shows that incentive system forms one of the major types of
reward system in the companies under review. 180 or 87.3% of the respondents
are of the above view, a further look at the table also, one can deduce that
the overwhelming reward system in the companies is the pay for performance, 206
or 100% of the respondents are paid for performance, while 156 or 75.7% of the
respondents said that they receive all the different types of pay listed above
apart from seniority pay.
Does your reward system cover pay for knowledge and skill?
Table 7: Responses for Pay for
knowledge and skills
|
Frequency
|
|
Yes
No
189 (91.7%)
17 (8.2%)
|
Source: Orji’s Field Survey 2011.
Regarding the issue of adoption
of pay for knowledge and skills, table7 above reveals that 189 respondents
representing 91.7% of the total respondents, affirm that their company adopts pay for knowledge and skills, while 17
or 8.2% of the
respondents say no to the
majority view. This minority opinion may be said to represent those that are
not much knowledgeable.
Table 8: Which of the following
reward policy does your organization adopt?
|
Reward Policies Frequency
|
|
Yes No
Fringe benefit 200 (97%) 6 (3%)
Piece-rate -(0%) 206 (100%)
Paid Time off (holidays) 206 (100%) - (0%)
Profit sharing - -
|
Source: Orji’s Field Survey 2011.
Table 8 above shows that every
employee in the companies under study i.e. both direct and contract staff are
paid time off (holidays), this is shown by the affirmation made by the
respondents, the table also reveals that no staff of the company receives
piece-rate pay.
Another important revelation
based on the table is that majority of the employees receives other forms of
fringe benefits; this view is represented by 200 respondents, representing 97%
of the total respondents, while 6 respondents or 3% of the respondents said
they do not receive fringe benefits. This number above was found to be contract
staff of the companies studied.
Table 9: Which of the following
reward systems benefits employees and associate them closer to the
organizational profit?
|
Reward Systems
Frequency
|
|
Yes No
Employees Stock Ownership plan 199 (96.6%) 7 (3.4%)
Gain sharing
36 (17.5%) 170
(82.5%)
Stock Option
195 (94.6%)
11 (5.4%)
Piece rate
- -
Pay for performance 189 (91.7%) 17 (8.2%)
|
Source:
Orji’s Field Survey 2011.
Table 9 above presents the
responses of the respondents. 199 respondents or 96.6% of the respondents are
of the view that the reward system that most closely benefits employees and
associate them closer to the organizational profit, is employees stock ownership plan (ESOP), based on the table,
another system next in importance is stock option as indicated by 195
respondents representing 94.6% of the total respondents. A closer observation
of the table also reveals that 189 or 91.7% respondents ranked pay for
performance as the next reward system that relates employees closer to the
organizational profit. Still on the table, gain sharing is ranked last, as a
reward system that closely associate employee with organizational profit. This
view is held by 170 or 82.5% of the respondents.
Research Question 3. What is the relationship between performance and
rewards?
Table 9-15 is used to answer
research question 3 above.
Table 10: Is there a relationship
between reward and performance?
|
Frequency
|
|
Yes
No
198 (96.1%) 8 (3.9%)
|
Source: Orji’s Field Survey
2011.
A glossary look at table 10 above
indicates that 198 respondents or 96.1% of the entire respondents are of the
view that there is a strong relationship between reward and performance.
However, a second look at the
table will also reveal that very few respondents are of the view that reward
has no relationship with performance, this is a minority view of 8 respondents
or insignificant 3.9% of the total respondents.
If the answer to the question above is yes, indicate the nature of the
relationship
Table 11: Nature of Relationship
between reward and Performance
|
Frequency
|
|
Positive
Negative
180
(87.3%) 26
(12.6%)
|
Source:
Orji’s Field Survey 2011.
Table11 above shows a general
consensus that there is a positive relationship between reward and performance.
This revelation is made by 180 respondents or 87.3% of the respondents who all
agree that there is a positive relationship between reward and performance. On
the other hand, 26 or 12.6% of the respondents are of the opinion that reward
has no relationship with performance.
Table 12: Do you think effective
reward can lead to an enhanced performance?
|
Frequency
|
|
Yes
No
188
(91.2%) 18
(8.8%)
|
Source: Orji’s Field Survey
2011.
Table 12 above shows that
respondents agree that effective reward will leads to
enhanced performance, 188
respondents, representing 91.2% of the entire respondents
strongly agree with the above
view, while 18 respondents or 8.8% of
the respondents are of
contrary view, stating that it is
not always true that effective reward can lead to enhanced performance.
To what extent does reward affect performance?
Table 13: The Extent at which
Reward affects performance.
|
Extent
Frequency
|
|
To a very large extent 151 (73.3%)
To a large extent 38 (18.4%)
Moderately 12
(5.8%)
Non-consequential 5 (2.4%)
Total
206 (100%)
|
Source: Orji’s Field Survey 2011.
Table 13 above shows that reward
affects performance to a very large extent; this is the majority view among the
respondents, as 151 respondents representing 73.3% of the respondents are of
the above view. More so, 38 or 18.4% of the respondents said that reward
affects performance to a large extent, still on the table, 12 or 5.8% of the
respondents state that the effect of reward on performance is
non-consequential.
Research Question 3. What are the effects of reward on labour turn-over?
Table 14: Effects of Reward on
Labour turn-over
|
Frequency
|
|
Yes
No
199
(96.6%)
7 (3.4%)
|
Source: Orji’s Field Survey
2011.
Table14 above reveals that
effective reward has a very positive effect on labour turn over. 199
respondents, which stand for 96.6% of the total respondents who strongly
believe that effective reward has a positive effect on labour turn-over. A
further look at the table also reveals that 7 respondents representing 3.4% of
the respondents are of the view that effective reward has no effect on labour
turn-over.
To what extent do you think poor reward has affected labour turn-over?
Table 15: Extent at which poor
reward affects labour turn-over.
|
Extent
Frequency
|
|
very large
extent 150
(72.8%)
great extent 30 (14.6%)
Moderately 15
(7.3%)
Very little
7 (3.4%)
Of no effect 4
(1.9%)
|
Source:
Orji’s Field Survey 2011.
Table15 above depicts the extent
at which poor reward affects labour turn-over. The table reveals that poor
reward can affect labour turn-over to a very great extent, this view is
represented by 150 or 72.8% of the entire respondents. The table goes further
to reveal that 30 respondents are of the view that poor reward can affect
labour to a great extent, whereas 15 respondents representing 7.3% of the
respondents are of the firm believe that poor reward can only affect labour
turn-over moderately.
Which of the following ways do you think labour turnover can be
averted?
Table 16: Ways of Averting labour
turn-over
|
Responses
Frequency
|
|
Positive
Negative
Good or effective reward system 190 (92.3%) 16 (7.7%)
Through training and development 65 (80%) 41 (20%)
Through employees participation 182 (88.3%) 24 (11.7%)
Effective flow of
communication &feedback
120(58.2%) 86 (41.7%)
|
Source: Orji’s Field Survey
2011.
A careful observation of table 16
above shows that there is a strong view that effective reward is a major way to
avert massive labour turn-over, this view is presented by 190 respondents out
of the 206 respondents, from the table,
another factor identified as a strong factor that can lead to reduction in
labour turn-over is training and development, this view also is presented by
165 respondents, representing 80% of the respondents, further more, the table
also shows that another major way to avert labour turn-over is through the
introduction of employees participatory programmes, this is the view of 182
respondents or 88.3% of the respondents, still on the table, 120 respondents
are of the believe that effective communication and feedback is another major
way to avert labour turn-over. However, there are few minor resentment on the
above views as 24 respondents or 11.7% of the respondents say that employees
participation does not play any major role in averting labour turn-over, also
86 respondents or 41.7% of the respondents are of the view that effective flow
of communication and feedback does not play any major role in stopping labour
turn-over. Besides these, other views on the table are insignificant.
Table 17: Do you think job design (employees participatory
practices) can lead to enhanced performance by an organization?
|
Responses Frequency
|
|
Yes
No
198 (96.1%)
8 (3.9%)
|
Source: Orji’s
Field Survey 2011.
Table17 above indicates that 198
respondents representing 96.1% of the respondents are of the view that job
design has a very positive effect on employees performance, this is against 8
respondents that have a contrary view against the majority view as expressed
above.
Other factors being constant, do you agree that poor job design can
lead to poor organizational performance?
Table 18: Effects of Poor job
design on Organizational performance.
|
, Frequency
|
|
Yes
No
181
(87.9%)
25 (12.1%)
|
Source: Orji’s Field Survey
2011.
Table 18 above clearly reveal that there is a very
firm believe that poor job design will lead to poor performance, this is a
majority view expressed by 181 of the respondents representing 87.9% of the
total respondents while only 26 respondents representing insignificant 12.1% of
the respondents are of contrary view.
Effective organizational job design can lead to some or all of the
following:
Table 19: Effects of Effective Organizational Job
Design.
|
Responses
Frequency
|
|
Positive Negative
Improved performance output 195
(94.7%) 11 (5.3%)
Improved quality of goods or services 199 (96.6%) 8 (3.4%)
Organizational stability in terms of labour Turnover 188
(91.3%) 18 (8.7%)
Reduction in organizational conflict 190 (92.3%) 16 (7.7%)
|
Source: Orji’s Field Survey
2011.
Table19 above indicates that
effective job design can lead to improved performance in both output and
quality of goods and services; this is the view of 195 and 199 respondents
representing 94.7% and 96.6% of the respondents respectively. The table also
reveals that effective job design will lead to improved employers and employees
relationship and organizational stability. These are the views of 188
representing 91.3% of the total respondents. Whereas 190 respondents state that
effective job design will lead to reduction in organizational conflict.
Which of these two rewards do you think induce employees to work
harder?
Table 20: Types of Rewards that
induce employees to work harder.
|
Responses
Frequency
|
|
Yes No
Intrinsic rewards 178
(86.4%) 28 (13.6%)
Extrinsic rewards 197
(95.6%) 9 (4.4%)
|
Source: Orji’s Field Survey
2011.
Table 20 above shows that
intrinsic and extrinsic rewards can induce employees to work harder, these are
the views of 178 and 197 respondents respectively, representing 86.4% and 95.6%
of the respondents respectively. The table also shows that 28 respondents
representing 13.6% of the respondents insist that many employees are not
responsive to intrinsic reward, noting that intrinsic reward does not add any
physical thing to the employees well being.
Employees/organizational performance may be enhanced through:
Table 21: Practices that help to
enhance employees’ performance.
|
Responses
Frequency
|
|
Yes No
Employees participation in decision making 170 (82.5%) 36 (17.5%)
Team work
198 (96.1%) 8
(3.9%)
Quality cycle 178 (86.4%) 28 (13.6%)
Total quality management 188
(91.3%) 18 (8.7%)
|
Source: Orji’s Field Survey
2011.
The table above shows that
employees/organizational performance is greatly enhanced through employees
participation in decision-making, this view is presented by 170 respondents,
representing 82.5% of the total respondents, from the table, it is also seen
that another factor that enhances employees/organizational performance is the
quality circle, 178 or 86.4% of the respondents are of these view, a further
look at the table also shows that team working also serves as a better source
for enhanced performance among employees/organizations. Finally, the table
reveals the total quality management as a good
factor in
employees/organizational performance enhancement; this is the view of 188 and
91.3% of the respondents.
However, the table also reveals that 18 and 8 respondents respectively
representing 8.7% and 3.9% of the respondents respectively are of the view that
total quality management and teamwork have nothing to do with enhanced
performance among employees and organization.
Do you think training and development has any role to play in improving
Employees’ efficiency?
Table 22: Role of training and development in improving
Employees’ Efficiency.
|
Frequency
|
|
Yes No
200 (97%) 6 (3%)
|
Source: Orji’s Field Survey
2011.
A close view of table 22 above
indicates that training and development are another means of enhancing
employees/organizational performance, this view is held by 200 or 97% of the
respondents, while 6 respondents representing 3% of the respondents vehemently
stand against the above view.
Does equitable reward
play any role in the enhancement of employees/organizational performance?
Table 23: Role of Equitable
reward on performance.
|
Frequency
|
|
Yes No
120 (58.2%)
86 (41.7%)
|
Source: Orji’s Field Survey
2011.
Table 23 above reveals that there
is a closer contest between those that agree that equitable reward enhances
performance and those that say no, that equitable reward may do other things
but not to enhance employees/organizational performance. 120 or 58.2% of the
respondents are saying yes, to the fact that equitable reward can enhanced
performance, while 86 or 41.7% are saying no, meaning that equitable reward
does not enhance performance.
Effective performance manifest in some or all of the following ways:
Table 24: Manifestation of Effective reward.
|
Responses
Frequency
|
|
Yes
No
Improved employee relationship 175 (85%) 31 (15%)
Increased productivity 187 (91%) 19 (9%%)
Reduction in number of rejects 193 (94%) 13 (6%)
|
Source: Orji’s Field Survey
2011.
Table 24 above clearly shows that
effective performance can lead to improved
employers, employees
relationship, this is the opinion of 175 respondents representing 85% of the
respondents, while 31 or 15% of the respondents says no to the view, the table
also shows that effective performance manifest in reduction in number of
rejects, this view also is represented by 193 respondents or 90% of the
respondents while 13 or 6% of the respondents says no to the view. Concluding
the table above, 187or 91% of the respondents are of the view that effective
performance manifest by way of increased productivity, while 19 or 9% of the
respondents are saying that effective performance may not necessarily manifest
by way of increased productivity.