CHAPTER FOUR
DATA
PRESENTATION AND ANALYSIS
4.1 Data Presentation
The data generated for the study are tabulated below. They include total questionnaire distributed and those returned; bio-data of the junior and senior staff of the three companies selected for the investigation;
and the various responses to the main questions administered in the
questionnaire issued to them. The schedule for questionnaire distribution and return is computed in such a way
that it revealed the order in which the questionnaire were distributed to the sampled
population and the order they were returned:
Table 4.1 Questionnaire Distributed and Returned to Sample by Number
|
Category
|
Junior Staff
|
Senior Staff
|
Total Staff
|
|||
|
Company
|
Dstr
|
Rtnd
|
Dstr
|
Rtnd
|
Dstr
|
Rtnd
|
|
Emenite
|
58
|
58
|
72
|
70
|
130
|
128
|
|
Innoson
|
55
|
54
|
60
|
58
|
115
|
112
|
|
Hardis
and Dromedas
|
40
|
40
|
64
|
60
|
104
|
100
|
|
Grand Total
|
153
|
152
|
196
|
188
|
349
|
340
|
Source: Field Survey (2012)
A cursory look at table 4.1 above reveals that a
total of 349 personnel from the three companies comprising 153 junior
personnel and 196 senior personnel respectively were considered and issued
questionnaire. Out of this number, 340 personnel conprising 152
junior
personnel and 188 senior personnel from the three companies had their questionnaire
retrieved in good condition. The remaining 9 personnel had their questionnaire either lost or mutilated and as such was not considered fit for this
evaluation.
Table 4.2 Questionnaire Distributed and Returned to Sample by
Percentage
|
Category
|
Junior Staff
|
Senior Staff
|
Total Staff
|
|||
|
Company
|
Dstr%
|
Rtnd%
|
Dstr%
|
Rtnd%
|
Dstr%
|
Rtnd%
|
|
Emenite
|
16.62
|
16.62
|
20.63
|
20.06
|
37.25
|
36.68
|
|
Innoson
|
15.75
|
15.47
|
17.20
|
16.62
|
32.95
|
32.09
|
|
Hardis
and Dromedas
|
11.46
|
11.46
|
18.34
|
17.19
|
29.80
|
28.65
|
|
Grand Total%
|
43.83
|
43.56
|
56.17
|
53.87
|
100
|
97.42
|
Source: Field Survey (2011)
Table 4.2 is a percentage representation of the
above table 4.1 computation. Summarily, the table reveals that out
of 100% questionnaire issued to the respondents, 97.42% were
retrieved and considered valid while only 2.58% were
not valid. The table also indicates that they were a fair distribution of
questionnaire among the major categories of
samples slated for the investigation. Precisely, 43.83% share were given to the junior staff of the three companies out of which 43.56% were returned; while 56.17%
consideration were given to the senior staff of the three
companies
of which 53.87% were returned and used.
4.2 Data Analyses
This study employed percentage statistics and the
likert scale mean rating in analyzing the data generated from the questionnaire
responses. The likert scale mean model is of the form: Mean (x) = ∑fx / ∑f
Where:
x = Mean
∑ = Summation
f = Frequency of outcome
x = Outcomes
The likert questionnaire rating of Strongly Agreed
(SA) Agreed (A), Undecided (UD), Strongly Disagreed (SD) and Disagreed (D) were
assigned values as 5, 4, 3, 2, 1, respectively. The decisions on the degree of
agreement were based on a cut-off rate of 3 mathematically evaluated thus:
5 + 4 + 3 + 2 + 1
5 = 3
Hence, decisions were based on the sample mean being
greater than 3 for agreement and otherwise for disagreement. Below is the SPSS
analysis of the questionnaire responses beginning with the background data.
A. ANALYSIS OF BACKGROUND INFORMATION
Q.1
Table 4.3 Age
Distribution of Respondents
|
Age Limits
|
Emenite
|
Innoson
|
Hardis & Dromedas
|
Total
|
|
Below
25
|
20
|
14
|
15
|
49
|
|
25-35
|
42
|
35
|
30
|
107
|
|
36-44
|
48
|
40
|
41
|
129
|
|
45-56
|
12
|
15
|
10
|
37
|
|
56
Above
|
6
|
8
|
4
|
18
|
|
G.Total
|
128
|
112
|
100
|
340
|
Source: SPSSWIN
Processed
The age distribution of
the sampled respondents are shown in the above table 4.3. The two major labour population
distribution by age, that is, the active and the inactive labour force are well
represented. A cursory observation on the table reveals a cluster of labour
population on the active labour bracket (25-45). Summarily, this active labour
forms approximately 70% of the three firms total workforce. The remaining
inactive 30% are distributed at the extrimities (inexperienced and the
experienced). Below 25 year bracket, that is, the inexperienced labour
constitutes 14% of the total labour while the remaining 16% are the experienced
labour for the three firms. This category however are the essential brainbox of
the firms and as such, they are very vital in area of policy, leadership
training and overall firm growth.
Q.2, 5, & 7
|
Table 4.4 Distribution
of Respondents by Sex, Company and Staff Category
|
|||||
|
Type of Respondent
|
Sex
|
||||
|
Male
|
Female
|
Total
|
|||
|
Junior Staff:
|
Category
|
Emenite
|
35
|
23
|
58
|
|
Innoson
|
29
|
25
|
54
|
||
|
Hardis & Dromidas
|
22
|
18
|
40
|
||
|
|
Total
|
86
|
66
|
152
|
|
|
Senior Staff:
|
Category
|
Emenite
|
40
|
30
|
70
|
|
Innoson
|
36
|
22
|
58
|
||
|
Hardis & Dromidas
|
32
|
28
|
60
|
||
|
|
Total
|
108
|
80
|
188
|
|
|
Grand
Total
|
|
|
194
|
146
|
340
|
Source: SPSSWIN
Processed
Table 4.4 above revealed the sex, company and staff distribution of the respondents investigated in the study. The schedule
shows that out of the 340 respondents, 194 (57%) were males while 146
(43%) were females. The number of junior staff investigated were 152 (46%)
comprising 86 males and 66 females; while senior staff were 188 (54%) comprising
108 males and 80 females respectively.
Q.3
|
Table 4.5
Distribution of Respondents by Marital Status
|
|||||
|
Type
of Respondent
|
Marital status
|
|
|||
|
Single
|
Married
|
Total
|
|||
|
Junior Staff:
|
Category
|
Emenite
|
12
|
46
|
58
|
|
Innoson
|
10
|
44
|
54
|
||
|
Hardis & Dromidas
|
8
|
32
|
40
|
||
|
|
Total
|
30
|
122
|
152
|
|
|
Senior Staff:
|
Category
|
Emenite
|
0
|
70
|
70
|
|
Innoson
|
0
|
58
|
58
|
||
|
Hardis & Dromidas
|
0
|
60
|
60
|
||
|
|
Total
|
0
|
188
|
188
|
|
Source: SPSSWIN
Processed
The above schedule represents the respondents’ marital
status. The table reveals that all the senior staff of the
three companies (188) is married. As for the junior staff however, 30 personnel
are not married while 122 personnel are married.
Q.4
|
Table 4.6
Educational Distribution of Respondents
|
|
|
|||||||
|
Type
of Respondent
|
Highest Qualification
|
|
|||||||
|
SSCE or Equiv
|
OND or Equiv
|
B.Sc or Equiv
|
Masters or Equiv
|
Abv Ms
|
Total
|
||||
|
Junior Staff:
|
Category
|
Emenite
|
20
|
38
|
0
|
0
|
0
|
58
|
|
|
Innoson
|
14
|
40
|
0
|
0
|
0
|
54
|
|||
|
Hardis & Dromidas
|
15
|
25
|
0
|
0
|
0
|
40
|
|||
|
|
Total
|
49
|
103
|
0
|
0
|
0
|
152
|
||
|
Senior Staff:
|
Category
|
Emenite
|
0
|
0
|
40
|
28
|
2
|
70
|
|
|
Innoson
|
0
|
0
|
37
|
18
|
3
|
58
|
|||
|
Hardis & Dromidas
|
0
|
0
|
45
|
14
|
1
|
60
|
|||
|
|
Total
|
0
|
0
|
122
|
60
|
6
|
188
|
||
Source: SPSSWIN
Processed
The respondents’ educational statues are shown in
table 4.6 above. The table reveals a high proportion of
graduate and post graduate responses. It also reveals that
most of the senior staff of the three companies are graduates of universities
and other tertiary institutions of higher learning. For instance, in Emenite firm, about 70 personnel representing 54.69% of the firm’s total sample are
graduates. Similarly, 51.79%
of the total sample in Innoson firm fall within the same graduate category. On
the basis of aggregate of the three firms, a similar result (55.29%) emerged.
The implication of this is that the three manufacturing companies have high
value for education and training as the basis for their growth. This manifests
in their choice of selection and assignment of responsibilities. A cursory look
at the table will confirm that most of the junior staff of the three firms are
personnel with lower qualifications such as senior secondary and equivalents or
National Diplomas holders whereas the senior staff are higher qualification
holders, precisely, first degree and above.
Q.6
|
Table 4.7 Job
Position of Respondents
|
||||||||
|
|
||||||||
|
Type
of Respondents
|
Job Positions
|
|
||||||
|
Supv.
|
Unit Head
|
HOD
|
Director
|
Others
|
Total
|
|||
|
Company
|
Category
|
Emenite
|
38
|
40
|
28
|
2
|
20
|
128
|
|
Innoson
|
40
|
37
|
18
|
3
|
14
|
112
|
||
|
Hardis & Dromidas
|
25
|
45
|
14
|
1
|
15
|
100
|
||
|
|
Total
|
103
|
122
|
60
|
6
|
49
|
340
|
|
Source: SPSSWIN
Processed
Table 4.7 shows the job designation of the
respondents. The distribution reveals that majority
of the respondents
occupy one significant leadership position or the other
ranging from supervisor, unit head, to Director. By mere assumption, the sample studied constitutes personnel who are fully aware of the
happenings in their establishments as regards leadership
and quality policy formulation as well as implementation.
B. ANALYSIS OF THE MAIN QUESTIONS
The Statistical Package
(SPSS version 11) used to analyse the questionnaire compiled a table-by-table
summary of the questions in line with the objectives of the research. About
five tables summary outputs consistent with the five basic objectives emerged.
They are hereunder presented and on-the-spot explanations made as follows:
Objective One
Table
4.8: Autocratic And Democratic Leadership
in Quality Policy Formulation
|
Questions 1, 2, 3, & 4
If:
|
SD (%)
|
D (%)
|
U (%)
|
A (%)
|
SA (%)
|
Total
|
Mean
|
Std. Dev.
|
|
1. Democratic leaders in our
firm show more concern to employees welfare
when making policies more than autocratic leaders do.
|
34 (10)
|
34 (10)
|
0 (0)
|
238 (70)
|
34 (10)
|
340
|
3.6
|
1.12
|
|
2. Democratic leaders apply influence rather than
force to implement corporate policies while autocratic leaders believe in
force.
|
34 (10)
|
34 (10)
|
34 (10)
|
170 (50)
|
68 (20)
|
340
|
3.6
|
1.20
|
|
3. Democratic leaders listen to
public opinion in policy making but autocratic leaders are conservative and
believe in order.
|
34 (10)
|
68 (20)
|
0 (0)
|
102 (30)
|
136 (40)
|
340
|
3.7
|
1.42
|
|
4. While democratic leaders believe
in long run growth policy, autocratic leaders are more concerned at the
immediate.
|
34 (10)
|
68 (20)
|
0 (0)
|
170 (50)
|
68 (20)
|
340
|
3.5
|
1.29
|
|
Overall Mean
|
|
|
|
|
|
|
14.4(3.6)
|
5.02(1.26)
|
Source: SPSSWIN
Processed
The above table represents the distinctions
between autocratic leadership and democratic leadership style with respect to
quality policy formulation in the manufacturing firms. A
cursory look at the audience responses generally show that they
exist differences in policy formulation between the two major styles of
leadership inherent in the sampled firms. Evidence from the descriptive
percentage statistics and the likert mean rating confirm the observation. At an
80% affirmation rate and 3.6 mean
responses, democratic leaders in the firms studied show more concern to
employees welfare when making policies than autocratic leaders. They apply
influence rather than force to implement such corporate policies as against
autocratic leaders who very much rely on force. The above observation is
confirmed at a 70 percent response rate and another 3.6 mean rating. At a
similar 70 percent rate but 3.7 mean high, democratic leaders again is found to have high
value for followers ideas and opinions when making policy for the organization.
This attribute is not found to be true with autocratic leaders who are more
conservative and believe in commands. While formulating
policies, democratic leaders believe in long run growth and as such, they
accommodate variables that will result in achievement of such goals. Although
at a 30 percent disagreement rate, autocratic leaders were found to be more
often concerned with immediate short run result, this observation is confirmed
true at 3.5 mean agreement rate.
Objective Two
Table 4.9: Leadership Policy Formulation And
Organizational Goals Attainment
|
Questions 5, 6, 7, & 8
If:
|
SD (%)
|
D (%)
|
U (%)
|
A (%)
|
SA (%)
|
Total
|
Mean
|
Std. Dev
|
|
5. Our company leadership treat policy as a very
critical matter
|
34 (10)
|
34 (10)
|
0 (0)
|
238 (70)
|
34 (10)
|
340
|
3.6
|
1.12
|
|
6. They ensure that quality policies are made while
existing ones are constantly reviewed to meet the trend of time
|
0 (0)
|
0 (0)
|
34 (10)
|
306 (90)
|
0 (0)
|
340
|
3.9
|
0.30
|
|
7. Our company leadership often time monitors
policy performance to ensure that they are targeted toward the goals of the
company.
|
34 (10)
|
0 (0)
|
68 (20)
|
102 (30)
|
136 (40)
|
340
|
3.7
|
1.01
|
|
8. They apply strict disciplinary mearsure to
control any deviation in rules guiding the set policies
|
0 (0)
|
34 (10)
|
34 (10)
|
238 (70)
|
34 (10)
|
340
|
3.8
|
0.75
|
|
Overall Mean
|
|
|
|
|
|
|
15(3.8)
|
3.17(0.8)
|
Source: SPSSWIN
Processed
The above table 4.9 evaluates the extent to which
leadership in manufacturing firms in Enugu state ensures that formulated
policies are effectively directed towards attainment of organizational goals.
The first descriptive result in the table justifies the criticality of policy
to these organizations at 80 percent affirmative response. The currency of
policies and the need for policy review to meet the trend of time is further
justified. Accordingly, about 90 percent of the respondents confirms that the
policy makers in their firms ensure that quality policies are made while
existing ones are constantly reviewed to meet the trend of time. This
submission is again verified at 3.9 significant mean response rate. The
feedback process on policy performance is also investigated. The rationale is
based on the relevance of monitoring and control to organizations growth as
documented in the literature. The empirical descriptive evidence above at 70
percent agreement and 3.7 mean response confirms that leadership of the sampled
companies often time monitors policy performance to ensure that they are
targeted toward the goals of their various companies. Deviation of policy focus
from the firms’ objectives is a serious issue. About 80 percent of the
respondents opines that management apply strict disciplinary measure to control
any deviation in rules guiding the set policies.
Objective Three
Table
4.10: Impact of Leadership Training And
Development On Policy Formulation
|
Questions 9, 10, 11, & 12
If:
|
SD (%)
|
D (%)
|
U (%)
|
A (%)
|
SA (%)
|
Total
|
Mean
|
Std. Dev.
|
|
9. Management
of our company gives maximum concern to leadership training and development.
|
0 (0)
|
68 (20)
|
102 (30)
|
136 (40)
|
34 (10)
|
340
|
3.4
|
0.92
|
|
10. Most
trainings are directed at enhancing the company policy in terms of existing
ones or in formulating new ones
|
34 (10)
|
34 (10)
|
34 (10)
|
170 (50)
|
68 (20)
|
340
|
3.6
|
1.20
|
|
11. The
leadership training is frequent and permits cross fertilization of ideas
across other firms in the industry
|
68 (20)
|
136 (40)
|
68 (20)
|
34 (10)
|
34 (10)
|
340
|
2.5
|
1.21
|
|
12. Leadership
training has to a large extent enhanced the quality of policies used in our
company at the moment
|
34 (10)
|
68 (20)
|
0 (0)
|
170 (50)
|
68 (20)
|
340
|
3.5
|
1.29
|
|
Overall Mean
|
|
|
|
|
|
|
13(3.25)
|
4.61(1.15)
|
Source: SPSSWIN
Processed
The impact of leadership training and development
on quality policy formulation and implementation in the sampled manufacturing
firms is analyzed in table 4.10. The descriptive evidence reveals a sgnificant
overall mean average of 3.25, an indication of moderate agreement. A thorough
view at the table first show a 50 percent affirmation that the management of
the sampled companies gives maximum concern to leadership training and
development. They was 20 percent disagreement and 30 percent undecided cases. Concerning
the training focus of these manufacturing firms, about 70 percent of the
respondents are of the opinion that most trainings are directed at enhancing
the company policy with respect to existing ones and also in formulation of new
ones. The mean response rate is 3.6. The response concerning the frequency of these
training is poor with a mean response rate of 2.5. At the percentage rating
level, only 20 percent affirms that the leadership training is
frequent and permits cross fertilization of ideas across other firms in the
industry. Despite the irregular training response however, respondents at 70
percent affirmation rate admitted that leadership training so far has to a
large extent enhanced the quality of policies used in their various companies
at the moment.
Objective Four
Table
4.11: Influence of Environmental Factors
on Leadership Policy Performance
|
Questions 13, 14, 15, & 16
If:
|
SD (%)
|
D (%)
|
U (%)
|
A (%)
|
SA (%)
|
Total
|
Mean
|
Std. Dev.
|
|
13. Government policies and
interest exact great influence on our company policy formulation and
implementation
|
0 (0)
|
68 (20)
|
102 (30)
|
136 (40)
|
34 (10)
|
340
|
3.4
|
0.92
|
|
14. Rival competition from other
firms in the industry here in Enugu do influence our choice of policy making
and implementation
|
34 (10)
|
34 (10)
|
68 (20)
|
68 (20)
|
136 (40)
|
340
|
2.5
|
1.21
|
|
15. We could bend our policy to
meet corporate responsibility in the area of our operation
|
0 (0)
|
68 (20)
|
102 (30)
|
136 (40)
|
34 (10)
|
340
|
3.4
|
0.92
|
|
16. To satisfy our numerous
clients effectively, we often adjust our policy to meet their good demands
|
34 (10)
|
68 (20)
|
0 (0)
|
170 (50)
|
68 (20)
|
340
|
3.5
|
1.29
|
|
Overall Mean
|
|
|
|
|
|
|
12.8(3.2)
|
4.33(1.08)
|
Source: SPSSWIN
Processed
The above table 4.11 evaluates the significant
effects of environmental factors on leadership quality policy formulation and
implementation in the sampled manufacturing firms. Result arising from the mean
overall of 3.2 is an indication of the existence of such influence. When
comfirmed further from individual responses on the environmental specific
variables, government policies and interest at 50 percent agreement and 3.4
mean rate exact great influence on the sampled companies’ policy formulation
and implementation. Rivalry influence constitutes 60 percent at 2.5 mean rate;
corporate social responsibility was slightly high as companies could bend
policies up to 50 percent. However, customer satisfaction was found to exact
the greatest influence with a 70 percent agreement rate and 3.5 mean response.
Objective Five
Table
4.12: Implications of Bad Leadership
Policies on Productivity and Profitability
|
Questions 17, 18, 19, & 20
If:
|
SD (%)
|
D (%)
|
U (%)
|
A (%)
|
SA (%)
|
Total
|
Mean
|
Std. Dev.
|
|
17. Policies affecting employees
negatively could dampen their performance and result in low productivity
|
0 (0)
|
68 (20)
|
102 (30)
|
136 (40)
|
34 (10)
|
340
|
3.4
|
0.92
|
|
18. Negative policies affecting customers could make them withdraw patronage
and in turn result in poor profitability of your company
|
34 (10)
|
34 (10)
|
34 (10)
|
170 (50)
|
68 (20)
|
340
|
3.6
|
1.20
|
|
19. Greedy policies resulting in
customer drop will give rise to competitors take over of your company’s
market share.
|
34 (10)
|
68 (20)
|
0 (0)
|
102 (30)
|
136 (40)
|
340
|
3.7
|
1.42
|
|
20. Your company could liquidate
if unhealthy policies are not adequately addressed.
|
34 (10)
|
68 (20)
|
0 (0)
|
170 (50)
|
68 (20)
|
340
|
3.5
|
1.29
|
|
Overall Mean
|
|
|
|
|
|
|
14.2(3.55)
|
4.83(1.21)
|
Source: SPSSWIN
Processed
Lastly, the implications of unhealthy policies on the productivity and profitability of these sampled
manufacturing firms were estimated. Table 4.12 presents the descriptive results
of the respondents. A review of this table first indicates at 70 percent
response rate and 3.4 mean response that policies affecting employees
negatively could dampen their performance and result in poor productivity. A
similar 70 percent response rate but 3.6 mean response again affirms that negative policies affecting customers could
make them withdraw patronage and in turn result in poor profitability of the
companies. The effect of customer withdrawal is risky to business survival.
This was further confirmed still at 70 percent responses but now 3.7 and 3.5
means respectively, for the last two questions. Their results affirm that greedy policies resulting in customer drop will give rise to competitors
take over of the companies’ market share. Invariably, loss of market share will
give rise to great losses which could result in the liquidation of the
companies if not addressed adequately and timely.
4.2 TEST OF THE RESEARCH HYPOTHESES
The whole outcomes above
were further verified using inferential statistics to determine the possible
significance of those responses at 95 % level of significance and five degree
of freedom. As
earlier stated, the T-test statistics and the Friedman’s chi-square built into the
SPSS computer programme were used to test the five major hypotheses stated earlier
in chapter one. Hypotheses one and two were tested using the
T-test instrument while hypotheses three, four, and five were tested using
chi-square statistics.
HYPOTHESIS ONE:
H01: There is no significant relationship
between autocratic leadership style and democratic leadership style with
respect to quality policy formulation in the manufacturing firms in Enugu state
HA1 There is significant
relationship between autocratic leadership style and democratic leadership style
with respect to quality policy formulation in the manufacturing firms in Enugu
state
The mean responses and the standard deviations for
the four questions (1-4) administered to achieve objective one were considered
relevant for testing hypothesis one. Employing the inferencial T-test statistics using the
computerized Special Package for Social Science (SPSS), the result below
emerged.
T-Test Result:
One-Sample Statistics
|
|
N
|
Mean
|
Std. Deviation
|
Std. Error Mean
|
|
Meanresp
|
340
|
4.1659
|
.26431
|
.13216
|
One-Sample Test
|
|
Test Value = 0
|
|||||
|
|
t
|
df
|
Sig. (2-tailed)
|
Mean Difference
|
95% Confidence Interval of the Difference
|
|
|
|
|
|
|
|
Lower
|
Upper
|
|
meanresp
|
1.523
|
4
|
.000
|
4.16592
|
3.7453
|
4.5865
|
Decision Rule: The decision rule on t-test
of significance is to reject the null hypothesis and accept the alternative
hypothesis if the critical t-value is less than the computed t-value,
and accept the null of otherwise (Obiora, E. 1992).
Hence, testing the above hypothesis at 95%
confidence interval and 4 degree of freedom, the computed t-value of 1.523
was got. Comparing the result with the tabulated t-value of 2.1318,
the alternate hypothesis is thus rejected. The researcher therefore concluded that: there is no significant relationship between autocratic leadership style
and democratic leadership style with respect to quality policy formulation in
the manufacturing firms in Enugu state. This result is significant as two-tailed Sig. is 0.000 < 0.05.
HYPOTHESIS
TWO
H02: Leadership in Enugu manufacturing firms do not
significantly ensure that policies made are effectively directed towards
attainment of organizational goals
HA2 Leadership in
Enugu manufacturing firms significantly ensures that policies made are
effectively directed towards attainment of organizational goals
Similarly, the mean responses and the standard
deviations for the four questions (5-8) administered to achieve objective two
were considered relevant for testing hypothesis two. Again, the
inferencial
T-test statistics was employed and the result below emerged:
T-Test Result:
One-Sample Statistics
|
|
N
|
Mean
|
Std. Deviation
|
Std. Error Mean
|
|
meanresp
|
340
|
3.7733
|
.55513
|
.19627
|
One-Sample Test
|
|
Test Value = 0
|
|||||
|
|
T
|
df
|
Sig. (2-tailed)
|
Mean Difference
|
95% Confidence Interval of the Difference
|
|
|
|
|
|
|
|
Lower
|
Upper
|
|
meanresp
|
19.225
|
4
|
.000
|
3.77331
|
3.3092
|
4.2374
|
Decision rule:
The same decision rule in hypothesis one was upheld. Hence,
testing the above hypothesis at 95% confidence interval and four degree
of freedom, the computed t-test value of 19.225 was got. This value is greater
than the critical t-value of 2.1318. This therefore implies
rejection of the null hypothesis. The study thus submits
that: Leadership in Enugu manufacturing firms significantly ensures that
policies made are effectively directed towards attainment of organizational
goals. The result is also significant
as two-tailed Sig. is 0.000 < 0.05.
HYPOTHESIS
THREE
H03: Leadership training and development in Enugu
manufacturing firms have not shown any significant impact on quality policy
formulation and implementation.
HA3 Leadership
training and development in Enugu manufacturing firms have shown significant
impact on quality policy formulation and implementation.
Again, the mean responses and the standard
deviations for the four questions (9-12) administered to achieve objective
three were considered relevant for testing hypothesis three. Again, the
nonparametric chi-square test for this hypothesis shows the following result:
NPar Tests
|
Descriptive Statistics
|
|||||
|
If:
|
N
|
Mean
|
Std. Dev
|
Min
|
Max
|
|
9. Management of our company gives maximum concern to leadership training
and development.
|
340
|
3.4000
|
0.9200
|
1.00
|
5.00
|
|
10. Most trainings are directed at enhancing the company policy in terms of
existing ones or in formulating new
ones
|
340
|
3.6000
|
1.2000
|
1.00
|
5.00
|
|
11 The leadership training is frequent and permits cross fertilization of
ideas across other firms in the industry
|
340
|
3.6000
|
1.2000
|
1.00
|
5.00
|
|
12. Leadership training has to a large extent enhanced the quality of
policies used in our company at the moment
|
340
|
2.5000
|
1.2100
|
2.00
|
5.00
|
|
|
|
|
|
|
|
Friedman Test
|
Ranks
|
|
|
If:
|
Mean Rank
|
|
Management of our
company gives maximum concern to leadership training and development.
|
2.70
|
|
Most trainings are directed at enhancing the
company policy in terms of existing ones or in formulating new ones
|
2.55
|
|
The leadership training is frequent and permits
cross fertilization of ideas across other firms in the industry
|
3.65
|
|
Leadership training has to a large extent
enhanced the quality of policies used in our company at the moment
|
2.05
|
|
|
|
|
Test Statisticsa
|
|
|
N
|
340
|
|
Chi-Square
|
42.475
|
|
Df
|
4
|
|
Asymp. Sig.
|
.000
|
|
a. Friedman Test
|
|
From the above computed estimation, the calculated
chi-square result is 42.475. This is
greater than the critical chi-square result of 9.48773. Therefore, the null hypothesis should again
be rejected, and alternative hypothesis accepted accordingly. This result is significant as asymp. Sig is
0.000 < 0.05.
Hence, leadership training and
development in Enugu manufacturing firms have shown significant impact on
quality policy formulation and implementation.
HYPOTHESIS
FOUR
H04: Environmental factors negatively and significantly influence leadership towards
quality policy formulation and
implementation in these manufacturing firms.
HA4: Environmental factors positively and significantly
influence leadership towards quality policy formulation and implementation in
these manufacturing firms.
The mean responses and the standard deviations for
the four questions (13-16) administered to achieve objective four were
considered relevant for testing hypothesis four. The nonparametric chi-square
test for this hypothesis shows the following result:
NPar Tests
|
Descriptive Statistics
|
|||||
|
If:
|
N
|
Mean
|
Std. Dev
|
Min
|
Max
|
|
13. Government policies and interest exact great influence on our company
policy formulation and implementation
|
340
|
3.4
|
0.92
|
1.00
|
5.00
|
|
14. Rival competition from other firms in the industry here in Enugu do
influence our choice of policy making and implementation
|
340
|
2.5
|
1.21
|
2.00
|
4.00
|
|
15. We could bend our policy to meet corporate responsibility in the area of
our operation
|
340
|
3.4
|
0.92
|
1.00
|
5.00
|
|
16. To satisfy our numerous clients effectively, we often adjust our policy
to meet their good demands
|
340
|
3.5
|
1.29
|
2.00
|
4.00
|
|
|
|
|
|
|
|
Friedman Test
|
Ranks
|
|
|
If:
|
Mean Rank
|
|
Government policies and interest exact great
influence on our company policy formulation and implementation
|
3.35
|
|
Rival competition from other firms in the
industry here in Enugu do influence our choice of policy making and
implementation
|
2.05
|
|
We could bend our
policy to meet corporate responsibility in the area of our operation
|
3.55
|
|
To satisfy our
numerous clients effectively, we often adjust our policy to meet their good
demands
|
2.65
|
|
|
|
|
Test Statisticsa
|
|
|
N
|
340
|
|
Chi-Square
|
8.12
|
|
Df
|
4
|
|
Asymp. Sig.
|
.000
|
|
a. Friedman Test
|
|
The above evaluation reveals a calculated
chi-square result of 8.12. This
is greater than the critical chi-square result of 9.48773. Therefore, the null hypothesis should be accepted,
and alternative hypothesis rejected accordingly. The result is
also significant as asymp. Sig is 0.000 < 0.05.
Based on this chi-square result, the study holds
that environmental factors negatively and significantly influence leadership
towards quality policy formulation and implementation in the sampled
manufacturing firms in Enugu state.
HYPOTHESIS
FIVE
H05: Unhealthy policies
negatively and significantly impact on productivity and profitability of these
manufacturing firms
HA5: Unhealthy policies
positively and significantly impact on productivity and profitability of these
manufacturing firms
NPar Tests
|
Descriptive Statistics
|
|||||
|
If:
|
N
|
Mean
|
Std. Dev
|
Min
|
Max
|
|
17. Policies affecting employees negatively could dampen their performance
and result in low productivity
|
340
|
3.4
|
0.92
|
1.00
|
5.00
|
|
18. Negative policies affecting
customers could make them withdraw patronage and in turn result in poor
profitability of your company
|
340
|
3.6
|
1.20
|
3.00
|
4.00
|
|
19. Greedy policies resulting in customer drop will give rise to competitors
take over of your company’s market share.
|
340
|
3.7
|
1.42
|
1.00
|
4.00
|
|
20. Your company could liquidate if unhealthy policies are not adequately
addressed.
|
340
|
3.5
|
1.29
|
2.00
|
5.00
|
|
|
|
|
|
|
|
Friedman Test
|
Ranks
|
|
|
If:
|
Mean Rank
|
|
Policies affecting employees negatively could
dampen their performance and result in low productivity
|
2.15
|
|
Negative
policies affecting customers could make them withdraw patronage and in
turn result in poor profitability of your company
|
2.45
|
|
Greedy policies resulting in customer drop will
give rise to competitors take over of your company’s market share.
|
3.25
|
|
Your company could liquidate if unhealthy
policies are not adequately addressed.
|
2.65
|
|
|
|
|
Test Statisticsa
|
|
|
N
|
340
|
|
Chi-Square
|
7.10
|
|
Df
|
4
|
|
Asymp. Sig.
|
.000
|
|
a. Friedman Test
|
|
The above result reveals a calculated chi-square result of 7.10. This is less than the critical
chi-square result of 9.48773. Therefore,
the null hypothesis should be accepted, and alternative hypothesis
rejected accordingly. The result is also significant as asymp. Sig is
0.000 < 0.05. Based on this chi-square result, the study
holds that unhealthy policies negatively and
significantly impact on productivity and profitability of these manufacturing
firms
4.3.
DISCUSSION OF RESULTS/FINDINGS
Were the objectives set in this research
achieved? Actually, there exists strong evidence from
the results which point to the achievement of the basic objectives originally
set out for the study. They are compared as follows:
Research
Objective One:
To
examine the significance of the relationship between autocratic and democratic
leadership style and their impact on quality policy formulation in the
manufacturing firms in Enugu state.
Outcome of the
Research Analysis:
Results arising from both the descriptive and
inferential statistics suggest that this objective was achieved. A critical
assessement of table 4.8 indicates the existence relationship in
policy formulation between the two major styles of leadership inherent in the
sampled firms. Evidence from the descriptive percentage statistics and the
likert mean rating confirm the observation. Relationship exist in areas of
concern to employees welfare, mode of policy implementation, value for
employees ideas, business growth mentality, amongst others. For instance, at an
80% affirmation rate and 3.6 mean
responses, democratic leaders in the firms studied show more concern to
employees welfare when making policies than autocratic leaders. They also use
influence rather than force to implement corporate policies as against autocratic
leaders who very much rely on force. Besides, democratic leaders
were found to have high value for followers ideas and opinions when
making policy for the organization. This attribute is not found to be true with
autocratic leaders who are more conservative and believe in commands. In policy formulation, democratic leaders believe in long run growth and as
such, they accommodate variables that will result in achievement of such goals.
Autocratic leaders on the other hand were found to be often concerned with
immediate short run result. These
descriptive statistical outcomes above were further verified inferentially with
t-test instrument and result showed that although relationship exists between
autocratic leadership style and democratic leadership style in respect of
quality policy formulation in the manufacturing firms in Enugu state, such
relationship is not significant when measured at 95% confidence level. The
identified support of the above findings include the works of McPeterside, (2008); Murray, (2011); Muna, (2008); Bass & Bernard, (2008); amongst others.
Research
Objective Two:
To determine the extent to which leadership
ensures that policies made are effectively implemented and directed towards
attainment of organizational goals.
Outcome of the
Research Analysis:
The results emanating from both descriptive and
inferantial statistics again indicate that objective two is met. Table 4.9 evaluates the extent to which leadership in manufacturing firms
in Enugu state ensures that formulated policies are effectively directed
towards attainment of organizational goals. The first descriptive result in the
table justifies the criticality of policy to these organizations at 80 percent
affirmative response. The currency of policies and the need for policy review
to meet the trend of time was further justified. Accordingly, about 90 percent
of the respondents confirms that the policy makers in their firms ensure that
quality policies are made while existing ones are constantly reviewed to meet
the trend of time. The feedback process on policy performance was also
investigated. The rationale is based on the relevance of monitoring and control
to organizations growth as documented in the literature (Azzone, et.al, 1991; Beer, 1981; Aberdeen; 2006, etc). Accordingly, empirical descriptive evidence in the same table (4.9)
confirms that leadership of the sampled companies often time monitors policy
performance to ensure that they are targeted toward the goals of their various
companies. Deviation of policy focus from the firms’ objectives was also found
to be a serious issue. About 80 percent of the respondents opines that
management apply strict disciplinary mearsure to control any deviation in rules
guiding the set policies.
The inferential t-test was further employed and
result showed that Leadership in Enugu manufacturing firms significantly
ensures that policies made are effectively directed towards attainment of
organizational goals. The result of the above study that leadership
of firms
significantly affects the successful
attainment of corporate policies and corporate goals compares favorably with the
findings of Jonah, (2008); Bernard, (2007); Ezeh, and Onodugo, (2002); Chukwu, and Agunta,
(2009); amongst others.
Research
Objective Three:
To evaluate the rate at which leadership training
and development impact on quality policy formulation in the manufacturing firms
in Enugu state.
Outcome of the
Research Analysis:
Simlarly,
the results
emanating from both descriptive and inferantial statistics again indicate
that objective three is also achieved. The
impact of leadership training and development on quality policy formulation and
implementation in the sampled manufacturing firms is analyzed in table 4.10.
The descriptive evidence reveals a significant overall mean average of 3.25, an
indication of moderate agreement. A thorough view at the table confirms
moderate affirmation that the management of the sampled companies gives maximum
concern to leadership training and development. Concerning the training focus
of these manufacturing firms, majority of the respondents are of the opinion
that most trainings are directed at enhancing the company policy with respect
to existing ones and also in formulation of new ones. The response concerning
the frequency of these training is poor with a mean response rate of 2.5. Only
20 percent affirms that the leadership training is
frequent and permits cross fertilization of ideas across other firms in the
industry. Despite the irregular training response however, majority of the
respondents admitted that leadership training so far has to a large extent
enhanced the quality of policies used in their various companies at the moment.
Meanwhile,
this descriptive outcome was further verified inferentially and result confirm
that leadership training and development in Enugu manufacturing firms have
significant impact on quality policy formulation and implementation. Again,
this result is consistent with the findings of Udeze, (2000); Vokurka, and Fliendner,
(1997); Voss, (1995); Adenmosun, (2000); amongst others.
Research
Objective Four:
To examine how environmental factors could
influence leadership towards quality policy formulation and implementation in
these manufacturing firms.
Outcome of the
Research Analysis:
Again,
the descriptive and inferantial statistics results for objective four again indicate
that objective four is also achieved. Table
4.11 evaluates the significant effects of environmental factors on leadership
quality policy formulation and implementation in the sampled manufacturing
firms. Result arising from the mean overall of 3.2 is an indication of the
existence of such influence. When comfirmed further from individual responses
on the environmental specific variables, government policies and interest at
exact moderate (50%) influence on the sampled companies’ policy formulation and
implementation. Rivalry influence constitutes 60 percent; corporate social
responsibility was slightly high as companies could bend policies up to 50
percent. However, customer satisfaction was found to exact the greatest
influence (70%).
This descriptive results similarly were
further verified and result of inferential statistics confirmed that
environmental factors negatively and significantly influence leadership towards
quality policy formulation and implementation in manufacturing firms. This
results compares
favorably with the findings of Hamel, and Prahalad, (1994); Ling, and Li, (2000); Prokesch, (1993); etc.
Research
Objective Five:
To explore the implication of unhealthy policies
on the productivity and profitability of manufacturing firms.
Outcome of the
Research Analysis:
Results arising from both the descriptive and
inferential statistics suggest that objective five was also achieved. The
implications of unhealthy policies on the productivity
and profitability of the sampled manufacturing firms were estimated in table
4.12. A review of the table first showed (70%) that policies affecting
employees negatively could dampen their performance and result in poor productivity.
A similar 70 percent response rate but affirmed that negative policies affecting customers could
make them withdraw patronage and in turn result in poor profitability of the
companies. The effect of customer withdrawal is risky to business survival. This
was further confirmed still at 70 percent affirmative responses. The table also
established that greedy policies resulting in
customer drop will give rise to competitors take over of the companies’ market
share. Invariably, loss of market share will give rise to great losses which
could result in the liquidation of the companies if not addressed adequately
and timely. On inferential level, the chi-square statistics result summerized
that unhealthy policies could have negative and significant impact on productivity
and profitability of manufacturing firms in Enugu state. This finding is
consistent with existing empirical studies (Azzone, et,al., 1999; Parthasarthy and Sethi, 1993; Ewurum,
2006; etc).
REFERENCES
- Aberdeen Group. Inc (2006) “The Manufacturing Performance Benchmark Report”: Boston Massachusetts 02110-3112 USA.www.aberdeen.com
- Adenmosun, T., (2000), “Leadership: Advice from 1400 BC” The Guardian, February 20
- Azzone, G., Bertele, U. and Masella, C. (1991) ‘Design of Performance Measures for Time-Based Competition’, International Journal of Operations and Production Management, Vol. 11, No 3, Pp. 77-85.
- Bass L. & Bernard B., (2008) “Types of Leadership Befitting an Organization” African Journal Volume 183, No. 4851
- Beer, M. (1981) “Performance Appraisal: Dilemmas and Possibilities”, Glewview, organizational Dynamics, Writer Pp 24-36.
- Bernard, E. (2007) ‘’ Management and People’s Time in a Form’’ Lagos Business School Review No.6:12
- Chukwu, C.O. and Agunta, V.A. (2009), “Management of Employee and Organizational Growth” Nigerian Journal of Management Research, Vol.4No.2
- Ewurum, U.J.F. (2006) “Management of Performance and Rewards in an Organization” Being a Paper Read at the 2006 3rd Quarter Summit of the Institute of Corporate Administration of Nigeria Held at the Modotel Enugu on Friday 6th October
- Ezeh, J.A. and Onodugo, V.A. (2002), “Business Policy and Strategic Management: Issues and Trends” Enugu, Kinsmann Publishers
- Hamel, G. and Prahalad, C. (1994) ‘Competing for the Future, Harvard Business Review, July-August, Vol. 72, No. 4, Pp. 122-128.
- Imaga E.U.L. (2001) Elements of Management and Culture in Organizational Behaviour Enugu; Rhyce Kerex
- Jonah, M.O. (2008) ‘’Management and Organization’’ London Management Studies Journal
- Ling, X. and Li, L. (2000) ‘Manufacturing Capability Development in a Changing Business Environment’, Industrial Management and Data Systems, Vol. 100, No. 6, Pp. 261-270.
- Mc Peterside, B.C. (2008) “Leadership
Style and Productivity”
- Muna, W. (2008) A Look at the Different Types of Leadership Styles, http://www.articlesbase.com/self-help-articles/.html
- Murray, J. (2011) Leadership Styles Overview,
- Parthasarthy, R. and Sethi, S. (1993) ‘Relating Strategy and Structure to Flexible Automation: a Test of Fit and Performance Implications’, Strategy Management Journal, Vol. 14, Pp. 529-549.
- Prokesch, S. (1993) ‘Mastering Chaos at the High Tech Frontier’, Harvard Business
- Udeze, J.O. (2000) Human Resources Management in Nigeria Enugu, Joebest
- Vokurka, R. and Fliendner, G. (1997) ‘Agility: Competitive Weapon of the 1990s and Beyond’, Production and Inventory Management Journal, Vol. 38, No. 3, Pp. 19-24.
- Vol. 86, No. 311
- Voss, C. (1995) ‘Alternative Paradigms for Manufacturing Strategy’, International Journal of Operations and Production Management, Vol. 15, No. 4, Pp. 5-16.
THE EFFECT OF LEADERSHIP ON POLICY FORMULATION AND IMPLEMENTATION IN THE
MANUFACTURING FIRMS IN ENUGU STATE