Research DOCU

WORKING CONDITIONS AND ITS EFFECT ON EMPLOYEES
PERFORMANCE IN UNITOP DEPARTMENT STORE, RTW SECTION
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ABSTRACT
Employees’ performance in any organization depends on the productivity
level because it is a vital and major concept to evaluate organization. As a matter
of fact, no organization would be able to achieve its goals if the matter of
productivity is neglected.
Even in the comity of nations, productivity is a major tool for
development. Productivity took a new dimension with the industrial revolution
where productivity transcended mere subsistence.
Chapter two of the research deals with the main object of the study which
includes the productivity factors, stress and productivity and health of the worker.
Various methods were adopted in collection of data and analyzing data,
the sources of data collection include primary source and secondary.
Yet the greatest problem facing an organization today is how best to
motivate their employees and consequently achieve job satisfaction among them
especially with the complex nature of man.
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CHAPTER I – THE PROBLEM
INTRODUCTION
This project aims at investigating, examining and the analyzing of
working conditions and its effect on employees in an industrial organization on
their rate of productivity.
Productivity is a vital and major concept to every industrial organization.
As a matter of fact, no organization would be able to achieve its goals if the
matter of productivity is neglected. It has also been argued that labor aspect is the
most vital without which the organization would be far from reaching the desired
goals.
Even in the comity of nations, productivity is a major tool for
development. Productivity took a new dimension with the industrial revolution
where productivity transcended mere subsistence. High productivity in industries
is highly important as a result of the fact that it is a necessary condition for
organizational sustenance and continuity in addition to improved standard of
living.
It is worthy of mention that industrialization is an advancement of work.
Work itself is seen as an effort or activity carried out for personal or
organizational sustenance. Much expectation is attached with the concept of
work, in addition to the provision of economic security. work makes life
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meaningful and gives the feeling of self actualization and acceptance to the
worker in an industrial environment.
However, the importance of work elucidated above working in the
Nigerian industrial environment has not been that easy in recent time .So many
thing come into play which affect workers in the process of their daily activities
as far as working condition are concern. These challenges often force industrial
workers to feel concerned about some important working conditions such as the
pay, the physical environment, safety, participation in decision making, career
development /progression, heath etc.
STATEMENT OF PROBLEM
It is noteworthy to mention that an average employee in Department
Stores, RTW Section, work situation have over the years been dissatisfied with
their working condition to which their have been subjected.
My interest in this topic has been strengthened by the resultant negative
effect of bad working conditions of UNITOP Department Store Employees
specifically in the RTW Section which has occasioned series of observed measure
such as absenteeism, apathy, fraud, corruption, stressed etc as a result of poor
working conditions
In view of the above, the Researchers shall formulate, design and suggest
ways in which organization, in order to get the best from their employees.
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In line with the statement of problems, the Researchers would try to
proffer a solution to the following problems in the course of research;
1. Determined the profile of the respondent according to:
a. Age
b. Gender
c. Position
d. Salary
2. What are the poor working conditions that inhibit employee productivity
in the UNITOP Department Store RTW Section?
3. What are the effects of these poor working conditions on employees?
4. What are the things that the UNITOP Department Store, RTW Section has
put in place to ensure a conducive working environment for their
working?
SIGNIFICANCE OF THE STUDY
This research is significant in many ways.
First, the research could help management to know the required working
conditions that will facilitate high productivity on the part of their employees for
instance; it could be helpful in the areas of fixing adequate wages /salaries
provision of social amenities in the offices, good lighting conditions, safety,
provision of medical facilities etc.
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Moreover, the research will be useful in the area of allocation of job
planning of incentives, participation in decision making, lack of these bring about
low productivity and management of the Organizations would be better
acquainted with the better approach of solving the problem of poor working
conditions in order for them to optimize productivity.
SCOPE AND DELIMITATION OF THE STUDY
The study focuses on the Working Conditions that affect the performance
of the Employees. The study limits the coverage on the employees assigned in the
Department Store in UNITOP located at Burgos, San Carlos City, Pangasinan.
STATEMENT OF HYPOTHESIS
There is a significant relationship between the working conditions of the
employees to their Job Performance of the employees.
RESEARCH PARADGIM
Working Employees
Conditions Performance
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DEFINITION OF TERMS
Working Condition
It refers to the working environment and all existing circumstances affecting labor
in the workplace including Job Hours, Physical Aspect, Legal Rights and
Responsibilities.
Employees
A person employed for wages and salary especially at nonexecutive level such as
Sales Clerk, Cashier and Bagger.
RTW Section
Ready-To-Wear collection (of Clothes) made for the general market and solves
through stores rather than made to order for an individual costumer, off the rack.
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CHAPTER TWO
LITERATURE REVIEW
In any academic research of this nature, hardly could any conclusion be
drawn without reference to the past studies on similar subject .Thus it becomes
necessary in this chapter to examining the previous and related works by different
authors and Researchers s s.
Related literature
Kilby (1972) argued that the level of organizing work, especially the
management aspect of goal attainment for most vital factors affecting the level of
productivity .He did not see the achievable productive capacity of the labor as a
hindrance to productivity such as management functions ,provision of adequate
incentive that allocation of jobs to employees, on the basis of their degree of
specialization brings about high level o productivity. This would be so because of
the increased skill of the employees and process of passing from one stage of
work to another .Smith concluded with his view that the invention of machines
which enhance and abridge labor and enable a few employees to do the work of
many will bring about an increase in workers’ productivity .
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Related Studies
Morse and Reimer (1967) concluded in their study that employees’
participation in decision making enhances their productivity, participative
decision means.
Beach (1960) defines participation as a process by which workers
contribute ideals towards the solution of problems affecting their organization of
their job, thus exercising some degree of influence on decision making process.
In the study, morse and Reiner assessed the correlation between the level
of participation of employees in the organization‘s decision making to the output
level in condition of fixed amount of input. They are however flawed for not
taking into consideration the carefree attitude which subordinate employees may
develop along the line ,Also such allowance of participation in decision making
could make the employees adopt acid dormant role in the industry.
In the work of Livert (1961) he stress that, the degree of productivity
attainable in an organization is a factor of the time spent on supervision by the
supervisor.
He argued for their productivity also depends on the leadership style
adopted in the organization. Some of the leadership style he examined include
democratic leadership, authoritarian type of leadership, employee oriented style,
production-oriented style and punitive leadership style.
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUTION
This chapter describes the methodology used in collecting data and the
statistical tools employed. These tools would be very useful in the analysis of the
result in chapter four with the aim of drawing up a conclusion in chapter five of
this research work.
RESEARCH DESIGN
Descriptive research was used to obtain information concerning to the Effects of
Working Conditions to the Performance of the Employee in UNITOP Department
Store, RTW Section.
LOCALE OF THE STUDY
This study will be conducted in UNITOP Department Store, Located at Burgos
St. San Carlos City, Pangasinan.
THE RESPONDENTS OF THE STUDY
This study will be conducted in UNITOP Department Store, Located at
Burgos St. San Carlos City, Pangasinan. The subject- respondents of this study
will randomly selected from the said Department Store, RTW Section.
Randomized Sampling is applied to the research.
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DATA GATHERING INSTRUMENT
To determine the effects of Working Conditions to the Performance of the
Employees, a researcher- made questionnaire will be used. The research
questionnaire will be composed of two parts: Part I is the profile of the
respondents; Part II is Working Condition of UNITOP Department Store,
RTW Section. The researchers will used the stratified random sampling,
where this sampling is the process of selecting randomly samples from
different strata of the population used in the study.
METHOD OF DATA COLLECTION
Data can be defined as factor information obtained through scientific
observations or experiments, through which conclusions or inferences can be
drawn.
The data for this study was obtained from two sources:
(i). Primary sources of data.
(ii). Secondary sources of data.
The primary sources are made up of structured questionnaires which are
constructed, validated and administered to the respondents in UNITOP
Department Store, RTW Section.
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The questionnaire sought to obtain information on the impact of working
conditions on employee productivity and what organization could do to improve
the working condition.
The secondary sources were obtained from relevant books on the research
topic. Published research works on related subject were also used. The data
collected from the secondary sources were helpful for both the literature review
and formation of research question.
3.4 QUESTION DESIGN
The questionnaire was design for the senior and junior employees of the
organization under study with a view to eliciting their responses on the variables
of interest such as employees in the organization. Some of the questions were
multiple in nature, some were with two choices (Yes or No) while some were
open ended in design. The questions were asked in a very simple and straight
forward manner in order not to give room for bias. The multiple choice questions
gave the respondents the privilege of choice so as to exhaust almost all possible
expectations which the respondent might not take into consideration in the first
instance.
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3.5 POPULATION OF THE STUDY
The target population for the study comprised two (2) selected of the
Ashkad Global Concept Ltd. in Ogun namely, Ashkad Ltd. Transysco Business
unit and Ashkad Ltd. Genco Business unit.
The Genco Business unit are saddled with the generation of megawatts for
the customers use while the. Transysco Business of transmitting the chemical
generated by the Genco Business unit. The respondents cut across the various
departments in the two companies such as Human resource department,
Administrative Department, Account Department and Maintenance Department.
3.6 RESEARCH SAMPLING
Thirty (30) participants for the study were randomly selected from the two
companies thus:
3.7 RESEARCH HYPOTHESIS
Osuala (1987) defines a hypothesis as a conjectural statement which
shows the relationship between two or more variable. The hypothesis is usually in
a declarative sentence form.
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A hypothesis could either be null (HO) hypothesis for this study is as stated
below:-
HO1: That there is no significant relationship between employees working
conditions and their level of productivity.
H1: That there is significant relationship between employees working
condition and their level of productivity.
HO2: That there is no significant relationship between incentive system and the
employee productivity.
H2: That there is significant relationship between incentive system and the
level of productivity.
Ho3: That there is no significant relationship between communication and the
H3: That there is significant relationship between communication and the level
of productivity.
H04: That there is no significant relationship between employees job
satisfaction and their productivity.
H4: That there is significant relationship between employee job satisfaction
and their productivity.
H05: That is no significant relationship between employee participation in
decision making and their productivity level.
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H5: That there is no significant relationship between employee participation in
decision making and their productivity level.
3.8 LIMITATION TO THE STUDY
In the process of carrying out the study, the Researchers s encountered was
in the area of administering and retrieving questionnaire from the respondents.
Some respondents were Passive some delayed in completing the questionnaire
while some put up an unfriendly posture when approached. The Researchers s s’
resilience and perseverance made him to be able to weather the storms.
Another problem encountered had to with the choice of a few number of
respondents from the wide array of employees in the two companies.
3.9 METHOD OF DATA ANALYSIS
The method of data analysis used in this research is the simple percentage
for clear presentation and comparison of data. This allows inferences to draw
from the information given by the respondents. The descriptive method was to
give a clear picture of the responded thought and option. However, all analysis
were based on the respondents response to questions asked in the questionnaire
the t-distribution (named after W.S Gosset, it discover who wrote under the name
student) was used to statistically test the hypothesis.
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The formula for finding t-test is as follows.
t* = x - µ
Θ
∑F
X= N
µ = ∑FX
∑F
2
∑(x-x)
Θ=
∑F-1
Where:
= Sample mean
µ = Assumed population mean
θ = Standard error
f = Frequency
X = Assumed value
n = Summation
t*= Calculated t
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 DATA PRESENTATION AND ANALYSIS
This chapter reveals the results of the analysis of the data generated
with the use of questionnaire out of the thirty (30) Questionnaires that were
printed and served to the respondent, twenty nine (29) were completed and
return as at the Time of this analysis. The questionnaire contains data such as
sex, age, marital status and respondents’ qualification. The other aspect of the
questionnaire touches on issues such as length of service; perception of
salary; degree of satisfaction with salary medical treatment working conditions
etc.
In order to achieve the study objective five (5) hypothesis were
formulated concerning the relationship between working conditions and
performance, locative system and employees performance, relationship between
communication and employees performance, relationship between climatic
condition and employees performance, others include the relationship
between employees job satisfaction and their performance and whether
workers participation in decision making and performance,
The analytical techniques adopted in this study as mentioned in chapter
three is drawn from T-test.
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TABLE 1: GENDER OF THE RESPONDENT
Number Percentage
Male 17 58.6
Female 12 43.4
Total 29 100.0
Source: Author’s Survey 2010
The data shown in table one (1)in appendix reveals that 17(58.6%)of the
respondents are male while 12(43.4%) are female, this means that the number
of male workers is greater than that of the female, considering the nature of
work in the organization.
However; such numbers of women in the organization show an
improvement on the Engagement of women in formal organization.
TABLE 2: AGES OF THE RESPONDENT
Frequency Percentage
Valid: 18-30 3 10.34
31-40 8 27.59
41-50 12 41.38
51-60 6 20.69
Total 29 100.0
From the table, one can see that about 68.97% of the respondents are
between ages of 31-50 years which is the active work force.
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TABLE 3: MARITAL STATUS OF THE RESPONDENTS
Valid: Single 9 31.03
Married 14 48.28
Others 6 20.69
Total 29 100
The data from table 3 in appendix reveals that 14 respondents (48.28%) are
married this constitutes the largest percentage, while 9 (31.03) were single,
20.69% of the respondent is either separated or divorced.
TABLE 4: HIGHEST QUALIFICATION RESPONDENT
Valid: Pry.Sch 3 10.34
HSC/WAEC 5 17.24
OND/NCE 7 24.14
BSC/HND 10 34.48
Other s 4 13.79
Total 29 100
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The result of the analysis shows that 5(17.24%) of the respondents are
holders of WASC/HSC while 34.48% or 10 of the respondent are educated
enough to bear there minds on their view about the goings on in the organization.
TABLE 5: RELIGION OF RESPONDENTS
Valid: Xtian 13 44.83
Islam 10 34.48
Traditional 4 13.79
Others 2 6.89
Total 29 100
The data from table five in appendix reveals that 13(44.83%) of the
respondent are Christians, 10(34.48%) are Muslims while 4(13.79%) are
traditional worshippers. The probable reason for the closeness in percentage
between Christian and Islamic religion could be a result of the opportunity
afforded employees at entry point with no restriction to any particular religion.
Both religions have also gained dominance over the traditional religion.
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TABLE 6: MONTHLY INCOME OF RESPONDENT
Valid: 7,500-10,000 3 10.34
10,000-20,000 10 34.48
21,000-50,000 7 24.14
51,000-100,000 5 17.24
100,000/above 4 13.79
Total 29 100
The data shown in table 6 indicates that 7(24.14%) of the respondents earn
above 20,000 monthly while13 (44.82%) of the respondents earn between 7,500
and 20,000 monthly.
This seems to be a better income compared with other companies. But
with the prevailing inflationary trend in the country, the income could still be
believed as not adequate
TABLE 7: RESPONDENT PERCEPTION OF SALARY
Very 4 13.79
satisfactory
Satisfactory 7 24.14
Very 9 31.03
unsatisfactory
unsatisfactory 8 27.59
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Just fair 1 3.45
Total 29 100.
The data from table 7 in appendix reveals that 42(28.8%) view perceive
their salary as very unsatisfactory, 72(49.3%) of the respondent view their income
as unsatisfactory, while only 17(11.6%) of the respondents are very satisfactory
with their income. As earlier said, the high percentage of dissatisfaction with
income by the respondent could have been occasioned by the high cost of living
in the country which has really encumbered workers with heavy burden of
survival.
TABLE 8: WHETHER DISSATISFACTION WITH SALARY
AFFECTS RESPONDENTS PERFORMANCE
Valid: Yes 10 34.48
No 19 65.51
Total 29 100.
The data from table 8 shows that 42(28.8%) of respondents agree that lack
of satisfaction with income after their performance while (71.28%) say it does not
affect their performance. The larger percentage of respondents in the latter
category could still perform because of lack of job opportunities else where and
the fear of losing their job if they don’t perform.
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TABLE 9: RESPONDENTS SATISFACTION WITH THE
WORKING CONDITIONS
Valid: Yes 9 31.03
No 20 68.97
Total 29 100.
From the table 9, in appendix 20(68.97%) of the respondents are not
satisfied with the working conditions in their company while 9(31.03%) are
satisfied.
TABLE 10: RESPONDENTS INVOLVEMENT IN DECISION
MAKING
Valid: Yes 13 44.83
No 16 55.17
Total 29 100
From the table the data reveals that a larger percentage of the respondents
(55.17%) say they are not involved in the decision making of the company while
(44.83%) agree that they are involved.
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TABLE 11: WHETHER PARTICIPATION DECISION MAKING
ENHANCES PERFORMANCE
Valid: Yes 15 51.72
No 14 48.28
Total 29 100
From table 11, (51.72%) of the respondents agree that participation in
decision making enhances performance while (48.28%) do not agree.
TABLE 12: WHETHER COMMUNICATION AFFECTS
RESPONDENT PERFORMANCE
Valid: Yes 16 55.17
No 13 44.83
Total 29 100
From table 12, 16(55.17%) of the respondent agree that communication
enhances their performance while 13(44.83) say no. This reveals that
communication between management and employees is vital in an organization.
TABLE 13: WHETHER RESPONDENTS LEVEL OF JOB
SATISFACTION AFFECT THEIR PERFORMANCE
Valid: Yes 15 51.72
No 14 48.28
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Total 29 100
From table 13, a larger percentage of the respondents 51.72% argue that
their level of job satisfaction affects their performance in their company. This
shows a direct correlation between the satisfaction and performance in their
company.
4.2 TESTING AND INTERPRETATION OF HYPOTHESIS.
This section deals with the testing of hypothesis and all responses of the
respondents are taken into consideration in the process of testing the hypothesis.
This hypothesis is tested statistically through the Student (T-Test) is employed.
The T-Test is tested under the level of 95% confidence and a significant level of
5%.
THE T-TEST STATISTICAL TOOL
The hypothesis is two tailed-positive and negative sides. Thus, the acceptance
region and rejected region is as shown in the diagram below.
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Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
HYPOTHESIS ONE
In the hypothesis, we seek to determine or not to test the relationship between
employees working condition and their level of performance. Our working
hypothesis in this regard is stated thus:
Ho: (Null Hypothesis) There is no significant relationship between employees and
their level of performance.
Hi: (Alternative Hypothesis) There are significant relationship between
employees working conditions and their level of performance.
Test Statistics = t* X – µ
Θ
DECISION RULE
t* to it value at the 5% level of significance which is 1.96. If t* obtained is less
than 1.96 then there is no reason to reject null hypothesis (Ho), if on the other
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hand t* =1.95 then we reject null hypothesis (Ho) and accept alternative
hypothesis (Hi).
4.2.1 TEST OF HYPOTHESIS 1
Ho1; That there is no significant relationship between workers working
conditions and their level of performance.
Ho 1; That there are significant relationship workers’ working conditions
and their level of performance.
To determine whether there is any significant relationship between
working conditions and their performance, the hypothesis was subjected to a T-
test statistical analysis.
HYPOTHESIS I
2 2
Attributes X F FX X-X (X - X) F(X - X)
Strongly Agree 5 9 45 1.03 1.0619 9.549
Agree 4 12 48 0.03 0.001 0.012

Undecided 3 6 18 -0.97 0.941 5.646
Disagree 2 2 4 -1.97 3.881 7.762
Strongly Disagree 1 0 0 -2.97 8.821 0
Total 29 115 22.97
X = ∑fx = 115 = 3.97

∑F 29
Calculated Value t. Hypothesis 1
27
t* = X –µ
Θ
X = Sample mean
Θ = Standard Error
SD = Standard Deviation
t* = Calculated t
X = ∑fx
∑F
µ= X + 1.96 (Θ)
SD
Θ= ∑F
SD= ∑F (X - X)
∑F
SD= 29.97
29
SD= 0.792
SD= 0.89
SD
Θ= ∑F
0.89
Θ= 29
Θ = 0.89
5.385
Θ = 0.165
µ= X + 1.96 (Θ)
µ = 3.97 + 1.96 (0.165)
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3.97 + 0.323
4.293
3.97 – 1.96 (0.165)
3.97 – 0.323
= 3.647
t* = X –µ
Θ
t* = 3.97 – 4.293
0.165
t* = -1.96
or
3.97 – 4.293
0.165
= 1.96
Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
DECISION: Since T-Test is equal to 1.96 on both sides. Based on our decisions
that, we reject Ho when it is less than 1.96 and Hi when it is equal to 1.96.
Therefore, the null hypothesis (Ho) is rejected and the alternative hypothesis is
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(Hi) is accepted. Thus, the statement of (Hi) is factual. There is significant
relationship between employees working condition and their level of productivity.
Ho2: That there is no significant relationship between incentive system and
workers performance.
Ho2: That there is significant relationship between incentive system and workers
performance.
The hypothesis examines the relationship between incentive system and
workers performance. To determine this, the T-test was applied on the data
derived from the responses of study.
Test Statistics = t* X – µ
Θ
HYPOTHESIS 2
2 2
Strongly Agree 5 8 40 1.31 1.716 13.73
Agree 4 11 44 0.31 0.096 1.056

Undecided 3 5 15 -0.69 0.476 2.38
Disagree 2 3 6 -1.69 2.856 8.57
Strongly Disagree 1 2 2 -2.69 7.236 14.472
Total 29 107 40.21
30
X = ∑fx = 107 = 3.69
∑F 29
t* = X –µ
Θ
X = Sample mean
Θ = Standard Error
t* = Calculated t
X = ∑fx
∑F
µ= X + 1.96 (Θ)
SD
Θ= ∑F
SD= ∑F (X - X)
∑F
SD= 40.21
29
SD= 1.387
SD= 1.18
SD
Θ= ∑F
1.18
Θ= 29
Θ = 1.18
31
5.385
Θ = 0.219
µ= X + 1.96 (Θ)
µ = 3.69 + 1.96 (0.219)
3.69 + 0.429
4.119
µ = 3.69 - 1.96 (0.219)
3.69 - 0.429
3.261
t* = X –µ
Θ
t* = 3.69 – 4.119
0.219
t* = -1.96
t* = 3.69 – 3.261
0.219
1.96
Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
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relationship between incentive system and the employee productivity.
4.2.3 TEST OF HYPOTHESIS 3.
Ho3; That there is no significant relationship between communication and the
Ho3; That there is significant relationship between communication and the
In order to conduct a thorough investigation on whether there is a
significant relationship between communication and workers performance, the
data computed from the responses of the workers of the three offices on the
questionnaire were processed for a T -test analysis. Test of hypothesis 3 present
the base data for the scoring and results of the T-test.
HYPOTHESIS 3
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2 2
Strongly Agree 5 10 50 0.9 0.81 8.1
Agree 4 14 56 -0.1 0.01 0.14

Undecided 3 3 9 1.21 1.21 3.63
Disagree 2 2 4 4.41 4.41 8.82
Strongly Disagree 1 0 0 9.61 9.61 19.22
Total 29 119 39.91
X = ∑fx = 119 = 4.10

∑F 29
t* = X –µ
Θ
X = Sample mean
Θ = Standard Error
t* = Calculated t
X = ∑fx
∑F
µ= X + 1.96 (Θ)
34
SD
Θ= ∑F
SD= ∑F (X - X)
∑F
SD= 39.91
29
SD= 1.376
SD= 1.18
SD
Θ= ∑F
1.18
Θ= 29
Θ = 1.18
5.385
Θ = 0.219
µ= X + 1.96 (Θ)
µ = 4.10 + 1.96 (0.219)
4.10 + 0.429
4.529
4.10 - 0.429
3.671
t* = X –µ
Θ
t* = 4.10 – 4.529
0.219
= -1.96
= 4.10 – 3.671
35
0.219
= 1.96
Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
relationship between communication and the level of productivity.
HO4; That there is no significant relationship between employee job satisfaction
and the level of performance.
Ho4; that there is significant relationship between employee job satisfaction and
the level of performance.
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In an attempt to confirm whether there is a relationship between employee
job satisfaction and their performance as stated in the above hypothesis? The data
was subjected to a T-test method.
HYPOTHESIS 4
2 2
Strongly Agree 5 9 45 1.38 1.9044 17.14
Agree 4 10 40 0.38 0.1444 1.444

Undecided 3 3 9 -0.62 0.3844 1.1532
Disagree 2 4 8 -1.62 2.6244 10.498
Total 29 105 50.84
X = ∑fx = 105 = 3.62

∑F 29
t* = X –µ
Θ
X = Sample mean
Θ = Standard Error
37
t* = Calculated t
X = ∑fx
∑F
µ= X + 1.96 (Θ)
SD
Θ= ∑F
SD= ∑F (X - X)
∑F
SD= 50.84
29
SD= 1.753
SD= 1.324
SD
Θ= ∑F
1.324
Θ= 29
Θ = 1.324
5.385
Θ = 0.245
µ= X + 1.96 (Θ)
µ = 3.62 + 1.96 (0.245)
3.62 + 0.4802
= 4.1002
t* = X –µ
38
Θ
t* = 3.62 – 4.1002
0.245
= -1.96
= 3.62 – 3.1398
0.245
= 1.96
Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
relationship between employees’ job satisfaction and their level of productivity.
Ho5; That there is no significant relationship between workers
participation, decision making and their performance.
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Ho5; That there is significant relationship between workers participation,
decision making and their performance.
In order to determine whether there is a significant relation between
participation in decision making and performance, the variables were subjected to
a T-test method.
HYPOTHESIS 5
2 2
Strongly Agree 5 13 65 0.79 0.6241 8.1133
Agree 4 12 48 -0.21 0.0441 0.5292

Undecided 3 2 6 -1.21 1.4641 2.9282
Disagree 2 1 2 -2.21 4.8841 4.8841
Total 122 105 26.76
X = ∑fx = 105 = 3.62

∑F 29
t* = X –µ
Θ
X = Sample mean
Θ = Standard Error
t* = Calculated t
40
X = ∑fx
∑F
µ= X + 1.96 (Θ)
SD
Θ= ∑F
SD= ∑F (X - X)
∑F
SD= 26.76
29
SD= 0.922
SD= 0.96
SD
Θ= ∑F
0.96
Θ= 29
Θ = 0.96
5.385
Θ = 0.178
µ= X + 1.96 (Θ)
µ = 4.21 + 1.96 (0.178)
µ = 4.21 + 0.349
µ = 4.559
µ = 4.21 - 0.349
µ = 4.559
t* = X –µ
Θ
41
t* = 4.21 – 4.559
0.178
= -1.96
t* = 4.21 – 3.861
0.178
= 1.96
Acceptance
region
Rejection Rejection
region region
-1.96 0 +1.96
relationship between employees’ participation in decision making and their
productivity level.
42
4.3 FINDINGS OF THE STUDY
In this section of chapter four, the Researchers s shall attempt to
highlight and discuss some major findings as presented above to achieve this
purpose the frequency table analysis will be discussed; the five hypothesis that
were examined via the use of T- test will also be discussed.
In view of the above the underlisted findings are made in this study.
From the data and analysis of question table 1 in the frequency distribution table
it is obvious that the number of women in paid employment has risen
significantly with the 12 out of the 29 respondents being women. This makes
the response by the respondents’ quite balance and interesting.
In table 7 it becomes quite interesting that over 31.03% of the respondents
are not satisfied with their salary /income this could be attributed to the high cost
of living in the country at the moment. From table 10 the Researchers s notices
that employees’ would still be effective in spite of poor working conditions the
Researchers s could advice the reason for this to be borne out of the fear of the
respondents losing their job should their performance decline.
In table 11, the findings of the respondent to the question on the impact of
decision making on performance were examined by the Researchers s and it was
43
found that 51.72% agrees that participation in decision making enhances
employees’ performance.
The first hypothesis indicated that there is a significant relationship
between working conditions and the performance of the respondent. This
hypothesis was accepted meaning that working conditions of the respondent has
effect on their performance.
The second hypothesis stated that there is a significant relationship
between incentive system and performance. The alternative hypothesis was
accepted as it was found that the incentive system of employees has a direct effect
on their performance.
The third hypothesis which stated that there is no relationship between
communication and employees’ performance was equally rejected and the
alternative accepted. This point to the fact that communication between the
employees and management goes a long way in enhancing performance in
organization.
The fourth hypothesis reveal that there is a significant relationship
between employees job satisfaction and their performance. Based on this one
can say that there is need for every organization in ensuring that their
employees attain considerable level of job satisfaction.
44
The last hypothesis was accepted and the alternative hypothesis which
states that there is a signification in decision making and performance was
accepted.
Consequent upon the above explication points, industrial organization
should ensure that conducive working conditions are put in place to enhance
performance. Participation of employees’ in decision making should also be
ensured; finally management of the organization should see to the organization
should see to the fact that their staff enjoy some degree of job satisfaction all
these would serve as catalyst for employees’ performance.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
45
5.1 INTRODUCTION
This chapter is divided into three main sections namely, summary,
conclusions, and recommendations, it worthy of mention here that summary
presented here is a recapitulation of the whole work, while the conclusion
represents the inferences drawn from the findings. On the final note, the
recommendations made in this chapter represent a set of suggested courses of
action from this study.
5.2 SUMMARY OF FINDINGS.
It becomes imperatives to identify the major contributory factors to
performance, bearing in mind that an organization continues to exist only on the
basis of workers performance.
The absents of some working condition and factors such as attractive pay,
conducive office setting, adequate and proper communication by management,
and workers promotion, to manage organization and retard it from attaining its set
goes; therefore, in line with following observation are made.
Adequate and conducive working condition should be put in place in the
working environment, so that employees can perform better in their job.
Moreover the organization should ensure that adequate incentives and salary are
put in place to enhance employee performance. Apart from this, management of
46
every industrial organization should ensure that a channel of communication is
created to enable employees know about the goings on in the organization.
Furthermore management of an organization should ensure that jobs are
designed in such a way that works would lead to employee satisfaction which
would in turn also enhance workers performance.
Lastly employees in an organization should be allow to participate in the
decision making process of an organization. Once an organization carry its
employee in the decision making process, performance will be on a steady rise
and the organization can achieve its desired goals.
5.3 CONCLUSION
The conclusion one can draw from the above discussion is that working
condition in an essential in ensuring employees performance in organization. This
is because the availability of this factors mention earlier will promote
performance such as a conducive working environment, adequate incentive like
promotion, good pay, and employee participation in decision making.
The attainment of optimal employees’ performance and organizational
goals is the prime responsibility of both the management and employee in an
organization. Management of an organization must ensure that working
47
conditions of employees are conducive, while the workers on the other hand must
ensure that they give their best at work for the organization to attain its goals.
5.4 RECOMMENDATION
Having examined and analyzed the factors that impact in the performance
of employees’ in an organization, management of the organization should ensure
that this factors are put in place so that the objective of the organization can be
achieved.
Management of the organization should also take time to study the factors
that ginger their employees to greater performance in the work place. The goal of
an organization is to maximize productivity and profit, but this goal could be
marred if adequate working condition are not put in place.
In Ashkad global concept limited, efforts should be geared on the
provision of conducive and work friendly environment for the employees.
Moreover incentives such as Medicare, promotion of employees, provision of
housing and recreational facilities should be provided. Lastly functional club
houses wish could be sure as recreational and relaxation spot for employees
should be provided.
48
BIBLIOGRAPHY
Adebisi; M.A. (1989): Productivity as a function of incentive system; A study of

an industrial establishment in Lagos Nigeria. A paper presented
Ilorin journal sociology.
Alderfer, C.D (1972): Human needs in organization free press of glance, New
York.
Alexander; H. (1982): Modern business report on how to increase productivity,

New York.
David A. Decenzo &Stephen P.Robins; Human resource management. Fifth

Edition.1996.
Donald Clark, Introduction to Instructional system design 2000.
Fajana O. (1983): Industrial productivity, wages prices and employment in

Nigeria-Seminar paper.
49
Fox, A. (1976): A sociology of work industry, collier; Mac Millian London.
Gallery J W & England ‘Principle of Human resource development 1980.
Gouldner A. (1964): Sociology of work industry bureaucracy; Glenco iii the free
press.
Guest R. (1962): The man of assembly line New York free press.
Herzberg etal (1959): The motivation to work, New York Wiley and sons.
Katz, D. & R. L. Kahnn (1966): The social psychology of organizations New

York, Wiley.
Maslow A (1953): A theory of human motivations psychological review.

MC Gregory, D (1960): The human side of enterprise; New York, MC Graw hill.
MC Legan, Praticial A Models for human resource development practice training

and development journal 1980.
Nadler Leonard, The handbook of human resource development New York john
Wiley and sons. 1984.
Oloko O. (1977): Management in Nigeria incentives and report for efforts. (MIN),
June/July.
Robert H.Rouda and Mitchell E kusy ‘Development of human resource. Beyond

Training a Perspective on improving organization and people
1996.
50
APPENDIX
QUESTIONAIRE ON WORKING CONDITIONS AND ITS EFFECT ON

EMPLOYEES PERFORMANCE IN AN INDUSTRIAL ORGANISATION
(A CASE STUDY OF ASHKAD GLOBAL CONCEPT LIMITED)
Department of Business Administration,
Faculty of Business and Social Science,
P.M.B. 1515
Kwara State.
Dear Respondent,
I am a final student of the department of Business Administration,
University of Ilorin, carrying out a research on “Working conditions and its effect
on employees’ performance in an Industrial Organsation”. I hereby require some
information from you to enable me complete my research work. I assure you that
this is purely academic and all information given to me will be treated with great
confidentiality and your completion of attached questionnaire will be highly
appreciated.
Yours sincerely,
OGUNDELE A ABIOLA.
SECTION A: PERSONAL DATA
General Instruction: Please tick well, in the most appropriate responses and fill
in the blank spaces where necessary.
1. Sex (a) Male [ ] (b) Female [ ]
51
2. Marital Status (a) Married [ ] (b) Single [ ] (c) Others [ ]
3. Which of this is your age bracket? (a) 18-30 yrs [ ] (b) 31-40 yrs [ ] (c) 41-
50 yrs [ ] (d) 51-60 yrs [ ]
4. Please tick your highest qualification
(a) Primary/Modern School [ ] (b) HSC/WASC [ ] (c) OND/NCE [ ] (d)
BSc. /HND [ ] (e) other [ ] specify…………………..
5. Religion (a) Christianity [ ] (b) Islam [ ] (c) Traditional [ ]
(d) Others [ ] specify…………………..
6. Which income bracket do you fall into monthly?
(a) 7,500-10,000 [ ] (b) 10,000-20,000 [ ] (c) 21,000-50,000 [ ] (d)
51,000-100,000 [ ] (e) 100,000 and above [ ]
7. What is your designation in this company? .......................................................
8. How long have you served in this company (a) 1-5 yrs [ ]
(b) 6-10 yrs [ ] (c) 11-15 yrs [ ] (d) 16-20 yrs [ ] (e) 25 yrs and above [ ]
SECTION B: WORKING CONDITION
9. What is your perception of your Salary? (a) Very satisfactory
[ ] (b) Satisfactory [ ] (c) Very unsatisfactory [ ]
(d) Unsatisfactory [ ] (e) Just Fair [ ]
10. If you are not satisfy with your salary, does it affect your
Performance? -----------------
52
11. Does your company take care of your medical treatment?
(a) Yes [ ] (b) No [ ]
12. When was your last promotion? (a) About one year ago [ ]
(b) Over Four year ago [ ]
13. Are you satisfied with the working conditions in your company? (a) [ ] (b)
No [ ]
14. If your answer is NO, does it bring low performance?
(a) Yes [ ] (b) [ ]
15. Do you believe that your company’s working conditions affect Organizational
effectiveness? (a) Yes [ ] (b) No [ ]
16. Has there been any appreciable improvement on your working conditions in
the past one year? (a) Yes [ ] (b) No [ ]
17. Do you agree that there is any shortcoming in the working conditions of your
company? (a) Yes [ ] (b) No [ ]
SECTION C: WORKING CONDITIONS AND PERFORMANCE
18. Do you think that your level of performance is a function of your working
condition? (a) Yes [ ] (b) No [ ]
19. How would you rate your level of performance?
(a) Very high [] (b) High [ ] (c) Low [ ] (d) Indifferent [ ]
53
20. If your working condition were improved, would you perform better on the
job? (a) Yes [ ] (b) No [ ] (c) Indifferent [ ]
21. Does your management involve you in decision making of the company? (a)
Yes [ ] (b) No [ ]
22. If your response is NO, does this affect your performance?
(a) Yes [ ] (b) No [ ]
23. Do you believe that participation in decision making will enhance your
performance? (a) Yes [ ] (b) No [ ]
24. Does your company have any special bonus for you at the end of the year? (a)
Yes [ ] (b) No [ ]
25. Do you think that your working conditions are better than that of your friends
in other organizations? (a) Yes [ ] (b) No [ ]
26. Are you satisfy with the level of communication in your company? (a) Yes [
] (b) No [ ]
27.If you get employment elsewhere, would you leave this company?
(a) Yes [ ] (b) No [ ]
28. Do you think the level of communication affect your level of performance?
(a) Yes [ ] (b) No [ ]
29. Do you think that the level of job satisfaction enjoyed in your company
affects your performance? (a) Yes [ ] (b) No [ ]
54

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WORKING CONDITIONS AND ITS EFFECT ON EMPLOYEES

PERFORMANCE IN UNITOP DEPARTMENT STORE, RTW SECTION

Employees’ performance in any organization depends on the productivity

level because it is a vital and major concept to evaluate organization. As a matter

of fact, no organization would be able to achieve its goals if the matter of

Even in the comity of nations, productivity is a major tool for

development. Productivity took a new dimension with the industrial revolution

where productivity transcended mere subsistence.

Various methods were adopted in collection of data and analyzing data,

the sources of data collection include primary source and secondary.

Yet the greatest problem facing an organization today is how best to

especially with the complex nature of man.

This project aims at investigating, examining and the analyzing of

working conditions and its effect on employees in an industrial organization on

their rate of productivity.

Productivity is a vital and major concept to every industrial organization.

As a matter of fact, no organization would be able to achieve its goals if the

Even in the comity of nations, productivity is a major tool for

development. Productivity took a new dimension with the industrial revolution

where productivity transcended mere subsistence. High productivity in industries

is highly important as a result of the fact that it is a necessary condition for

organizational sustenance and continuity in addition to improved standard of

It is worthy of mention that industrialization is an advancement of work.

Work itself is seen as an effort or activity carried out for personal or

organizational sustenance. Much expectation is attached with the concept of

work, in addition to the provision of economic security. work makes life

worker in an industrial environment.

However, the importance of work elucidated above working in the

pay, the physical environment, safety, participation in decision making, career

development /progression, heath etc.

It is noteworthy to mention that an average employee in Department

their working condition to which their have been subjected.

My interest in this topic has been strengthened by the resultant negative

effect of bad working conditions of UNITOP Department Store Employees

such as absenteeism, apathy, fraud, corruption, stressed etc as a result of poor

proffer a solution to the following problems in the course of research;

1. Determined the profile of the respondent according to:

in the UNITOP Department Store RTW Section?

3. What are the effects of these poor working conditions on employees?

put in place to ensure a conducive working environment for their

SIGNIFICANCE OF THE STUDY

This research is significant in many ways.

instance; it could be helpful in the areas of fixing adequate wages /salaries

provision of social amenities in the offices, good lighting conditions, safety,

provision of medical facilities etc.

planning of incentives, participation in decision making, lack of these bring about

low productivity and management of the Organizations would be better

conditions in order for them to optimize productivity.

SCOPE AND DELIMITATION OF THE STUDY

Department Store in UNITOP located at Burgos, San Carlos City, Pangasinan.

There is a significant relationship between the working conditions of the

employees to their Job Performance of the employees.

Sales Clerk, Cashier and Bagger.

In any academic research of this nature, hardly could any conclusion be

authors and Researchers s s.

hindrance to productivity such as management functions ,provision of adequate

incentive that allocation of jobs to employees, on the basis of their degree of

specialization brings about high level o productivity. This would be so because of

many will bring about an increase in workers’ productivity .

Morse and Reimer (1967) concluded in their study that employees’

participation in decision making enhances their productivity, participative

Beach (1960) defines participation as a process by which workers

contribute ideals towards the solution of problems affecting their organization of

of participation of employees in the organization‘s decision making to the output