CHAPTER FOUR
PRESENTATION, INTERPRETATION AND
ANALYSIS OF DATA
This chapter analyses the data and
the interpretation of the respondents. By so doing the study shall summarizes
some of the data’s collected through the questionnaire items, and interviews
schedules were analyzed using statistical tables. In the process of doing this,
the research questions of study will be answered on how certain structural
variables of bureaucracy affect the effective implementation of government
programme will be answered. This presentation was expressed in simple
percentage and in tabular form. The percentage were determined by using the
formular:
%
= R x 100
N I
Where
%=percentage
R=Number of responses in each option
N=Total respondents.
The
number of frequency in each option in any of the question were represented in
the table as Responses (R) out of the
four hundred questionnaires items distributed, three hundred and sixty were
only completed and returned which represented a 90% of the total size.
ANALYSIS
OF PERSONAL DATA
|
|
CATEGORIES OF STAFF
|
NO OF STAFF
|
|
1.
|
Management
staff GL 13 and above
|
50
|
|
2.
|
Senior
staff GL 08-GL12
|
70
|
|
3.
|
Middle
management staff GL06 -07
|
140
|
|
4.
|
Junior
staff GL 01-06
|
400
|
Source:
Onah Celestine C 2008
Based on the number of questionnaire (360)
returned, the researcher analyzed the data collected as follows:
AGE AND SEX DISTRIBUTION OF RESPONDENTS
|
Age
|
M
|
Percentage
|
F
|
Percentage
|
Total
|
|
19-29
|
72
|
20%
|
28
|
85
|
100
|
|
30-41
|
130
|
36.1%
|
60
|
17%
|
190
|
|
42-52
|
38
|
10%
|
10
|
2.8%
|
48
|
|
52&
above
|
18
|
5%
|
4
|
1.1%
|
22
|
|
|
258
|
71.1%
|
102
|
28.9%
|
360
|
Source:
Onah Celestine C 2008
The above result represented age and
sex distribution of respondents, 258 were male representing (71.1%) while 102
were female representing 28.9% with different age groups respectively:
LENGTH OF SERVICE OF OFFICERS
|
Length
of service
|
Junior
staff
|
%
|
Senior
staff
|
%
|
Total
|
|
5-10yrs
|
55
|
15.2
|
15
|
4.2
|
70
|
|
15-20
|
118
|
32.8
|
42
|
11.7
|
160
|
|
25-30
|
58
|
16.1
|
24
|
6.7
|
82
|
|
30&
above
|
36
|
74.1
|
93
|
25.9
|
48
|
|
|
267
|
74.1
|
93
|
25.9
|
360
(100%)
|
Source:
Onah Celestine C. 2008
From
the above figure, we as ascertained that 55 junior officers have put in length
of service between 5and 10 years, while 118 junior officers have put in length
of service between 15 and 20 years. 58 junior officers have put in between 25
and 30 years, while 36 junior officers put in length of service between 30
years and above, representing a total of 267 junior officer with a percentage
of 74.1% 15 senior officers have put in a length of service between 15 and 20
years, 24 senior officers put in a length of service 25 and 30 years, while 12
senior officers put in a length of service between 30 years and above
representing a total of 93 senior officers with a percentage of 25.9%.
QUESTION I
Does bureaucracy in Enugu Stat
modern organization in variation with the ideal type bureaucracy?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
280
|
77.8%
|
|
No
(negative)
|
80
|
22.2%
|
|
No
Response
|
-
|
-
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
The analysis shows that 280 representing 77.8%
of the respondents agreed by saying “Yes” while 80 representing 22.2% marked
“No” that they do not agree with the motion. None of the workers did not
respond. They are all enlightened about the issue. Therefore, based on this
analysis, we can therefore state that bureaucracy in Enugu State modern
organization vary with the ideal type bureaucracy.
QUESTION II
Does ideal type of bureaucracy and
its principles not well understood in Enugu State.
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
300
|
83.3%
|
|
No
(negative)
|
40
|
11.1%
|
|
No
Response
|
20
|
5.6%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
From
the table 300 or 83.3% marked “Yes” 40 or 11.1% marked “No” while 20 or 5.6%
respondents did not respond. This finally indicates that a greater number of
the respondents agree that the ideal type of bureaucracy and it’s Enugu State.
This is true because bureaucratic
principles is a legacy left by the colonial masters, it is inherited from colonial
(British). Some Civil Servants in Enugu State are still afraid and inferior
about the bureaucratic principles.
QUESTION III
Does
Enugu State environment not allow proper institutionalization of bureaucracy
and its principles?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
290
|
80.5%
|
|
No
(negative)
|
50
|
13.9%
|
|
No
Response
|
20
|
5.6%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
The
analysis shows that 290 or 80.5% of the respondents agreed by saying “Yes”
while 50 representing 13.9% marked “No” that they do not agree with the notion.
While 20 representing 5.6% did not respond. Therefore based on this analysis,
we can finally state that Enugu State environment does not allow proper
institutionalization of bureaucracy and its principles.
QUESTION IV
Are
there some socio-cultural factors in Enugu State that impinge on ideal
bureaucratization as it is in developed world?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
310
|
86.1%
|
|
No
(negative)
|
50
|
13.9%
|
|
No
Response
|
--
|
--
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
A glance at the table shows that 310
representing 86.1% agreed by saying “Yes” while 50 representing 13.9% marked
“No” that they do not agree with the notion. None of the workers did not
respond they are all enlightened about the issue. Therefore based on this
analysis, we can state that socio-cultural factors in Enugu State impinge on
ideal type bureaucracy as in the developed countries.
QUESTION V
Is
bureaucratic inefficiency of Enugu State Civil Service rooted in the element of
its variation with the ideal type (Weberian) bureaucracy?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
250
|
69.4%
|
|
No
(negative)
|
80
|
22.2%
|
|
No
Response
|
30
|
8.4%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
From the above table 250 or
69.4% of the respondents ticked “Yes” 80 or 22.2% of the respondents ticked
“No” while 30 or 8.4% of the respondents did not respond with the following
record, we can deduce that since a greater number of the respondents 250 said
yes, therefore, we can agree that bureaucratic inefficiency is rooted in the
element of its variation with the ideal type (Weberian) bureaucracy.
QUESTION VI
Could
it be possible for Enugu State Civil Service or public administration to render
service without Bureaucracy inefficiency?
|
RESPONSE
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
40
|
11.1%
|
|
No
(negative)
|
320
|
88.9%
|
|
No
Response
|
--
|
--
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
40 or
11.1% of the respondents ticked “Yes”, while 320 representing 88.9% of the
respondent ticked “No” and none of the worker did not respond. They are all
enlightened on the issue. It then signifies that it is not possible for Enugu
State civil service to survive without bureaucratic problems.
QUESTION VII
Is
bureaucracy the best solution to our public administrative system?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
240
|
66.7%
|
|
No
(negative)
|
120
|
33.3%
|
|
No
Response
|
--
|
--
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
On
this table, 240 or 66.7% of the respondents ticked “Yes”, 120 or 33.3% of the
respondents ticked “No” and none of the respondent or the workers did not
respond. Therefore, we can say that bureaucracy is the only solution to our
public administration.
This is true because, if bureaucracy
is not adhered strictly, the institution will lack people with pioneering
instinct and the Enugu State as a whole will produce authoritarian
personalities who lack self confidence and who are content to preserve the
status quo.
QUESTION VIII
Do
several bureaucracy reforms in Enugu State civil service yield positive result?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
60
|
16.7%
|
|
No
(negative)
|
280
|
77.7%
|
|
No
Response
|
20
|
5.6%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
From the table 60 representing 16.7% of the
respondents ticked “Yes”, while 280 or 77.7% of the respondents ticked “No” and
20 or 5.6% did not respond. It then signifies that all the bureaucratic reforms
made, contributed to the inefficiency in Enugu State civil service.
QUESTION IX
Does
promotion through seniority lessen competitive anxieties among bureaucrats and
enhance administrative efficiency?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
190
|
52.2%
|
|
No
(negative)
|
130
|
36.1%
|
|
No
Response
|
40
|
11.1%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
A glance at the table shows that 190 or 52.2% marked
“Yes”, 130 or 36.1% marked “No”, while 40 or 11.1% respondents did not respond.
This indicates that a greater number of the respondents agreed that promotion
through seniority lessen competitive anxieties and enhance administrative
efficiency.
QUESTION X
Do
the structural variables upon which bureaucracy is built militate against
public bureaucracy from rendering efficient and effective service delivery in
Enugu State?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
230
|
63.9%
|
|
No
(negative)
|
100
|
27.8%
|
|
No
Response
|
30
|
8.3%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
230
or 63.9% of the respondents ticked “Yes”, while 100 or 27. 8% ticked “No” and
30 or 8.3% did not respond. Therefore, this means that the structural variable
upon which bureaucracy is built militates against public bureaucracy from
rendering efficient and effective service delivery in Enugu State.
QUESTION XI
Does
hierarchical arrangement of staff introduce communication problem, reduce
social interaction and social support and also limit the use of initiative at
the lower level of the organization hierarchy.
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
305
|
84.7%
|
|
No
(negative)
|
45
|
12.5%
|
|
No
Response
|
10
|
2.8%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
305 or 84.7% of the respondents ticked “Yes” while 45
or 12.5% of the respondent ticked “No” and 10 or 2.8% did not respond.
Therefore based on this analysis hierarchical arrangement of staff introduces
communication problem, reduce social interaction and social support and equally
limit the use of initiative at the lower level of the organization hierarchy.
QUESTION XII
Does
specialization increase problem of coordination and generate apathy in public
bureaucracy in Enugu State?
|
RESPONSES
|
FREQUENCY
|
PERCENTAGE
|
|
Yes
(positive)
|
300
|
83.4%
|
|
No
(negative)
|
45
|
12.5%
|
|
No
Response
|
15
|
4.1%
|
|
Total
|
360
|
100%
|
Source:
Onah Celestine C 2008
On the table, 300 or 83.4% of the respondents
ticked “Yes”, 45 or 12.5% of the respondents ticked “No” and 15 or 4.1% of the
respondents did not respond. Therefore, based on this analysis, we can state
that specialization can lead to greater productivity and efficiency but
increase problem of coordination which can generate apathy in Enugu State
public bureaucracy.
TEST OF HYPOTHESIS
In testing the formulated hypothesis,
the researcher shall employ the use of the chi-square as a measure of
assessment. The chi-square decision rule states that Accept Ho if the
calculated value of X2 is less than the table value, otherwise
reject Ho.
Formular
X2 = E (OF – EF)2 / EF
HYPOTHESIS ONE
Hi:
Several bureaucratic reforms in Enugu State Civil Service have yielded positive
results.
Ho:
Several bureaucratic reforms in Enugu State Civil Service have not yielded
positive results.
|
RESPONSES
|
HO
|
HI
|
Total
|
|
Yes
(positive)
|
160
|
40
|
200
|
|
No
(negative)
|
30
|
120
|
150
|
|
No
Response
|
--
|
10
|
10
|
|
Total
|
190
|
|
360
|
RT
x CT
CT
For
160 = 200 x 190 / 360 = 105.6
For
40 = 200 x 170 / 360 = 94.4
For
30 = 150 x 190 / 360 = 79.2
For
120 = 150 x 200 / 360 = 83.3
For
10 = 10 x 200 / 360 = 5.6
|
Fo
|
Fe
|
Fo
– Fe
|
(Fo
– Fe)2
|
(Fo
– Fe)2 (Fe)
|
|
160
|
105.6
|
54.4
|
2959.4
|
28
|
|
40
|
94.4
|
-54.4
|
-2959.4
|
-31.3
|
|
120
|
79.2
|
-49.2
|
-2420-6
|
-30.6
|
|
10
|
5.6
|
4.4
|
19.4
|
3.5
|
|
|
|
|
|
109.6
|
DF=
(R-1) (C-1)
=(3-1) (3-1)
=(2) (2)
=4
:. 95% (DF) under 4=9.49
Decision
Given a 95% confidence level lower
of 9.49 degree of freedom (DF) and 109.6 table value. We therefore reject Hi
and accepted Ho. And concluded that several bureaucratic reforms in Enugu State
Civil Service have not yielded positive result.
HYPOTHESIS TWO
Hi:
The rigid bureaucratic structure enables the public bureaucracy to render
efficient and effective service delivery in Nigeria.
Ho:
The rigid bureaucratic structures do not enable public bureaucracy to render
efficient and effective service delivery in Nigeria.
|
RESPONSES
|
HO
|
HI
|
Total
|
|
Yes
(positive)
|
160
|
60
|
200
|
|
No
(negative)
|
30
|
110
|
140
|
|
No
Response
|
--
|
--
|
--
|
|
Total
|
190
|
170
|
360
|
RT
x CT
GT
For
160 = 220 x 190 / 360 = 116.1
For
60 = 220 x 170 / 360 = 103.9
For
30 = 140 x 190 / 360 = 73.9
For
110 = 140 x 170 / 360 = 66.1
|
Fo
|
Fe
|
Fo
– Fe
|
(Fo
– Fe)2
|
(Fo
– Fe)2 (Fe)
|
|
160
|
116.1
|
43.9
|
1927.2
|
16.6
|
|
60
|
103.9
|
-43.9
|
-1927.2
|
-18.5
|
|
30
|
73.9
|
-43.9
|
-1927.2
|
-26
|
|
110
|
66.1
|
43.9
|
1927.2
|
29.2
|
|
|
|
|
|
90.3
|
DF=
(0-1) (C-1)
=(3-1) (3-1)
=(2) )(2)
=4
Decision
Given
a 95% confidence level under 4 of 9.49 degree of freedom (DF) and 90.3 table
values. We therefore reject the Hi and accepted Ho. And concluded that the
rigid bureaucratic structures do not enable public bureaucracy to render
efficient and effective service delivery in Nigeria.