CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

The concept of delegation of authority as it happens in

industries, service and business organization has attracted many

psychologist and education. These great people have carried out

series of research on it with each of them coming up with a

theory as it affects achievement of objective in organization. Yet

no one theory of delegation can alone satisfactorily explain the

concept. This is because of the complexity in human behavior.

Delegation means entrusting or deputation or representing. To

delegate authority, a manager entrusts his authority to others to

perform. It is an important tool of management. Management is

define as a social process entailing responsibility for an effective

planning and regulations of operation of an organization in

fulfillment of a given purpose or task. It can also be define as the

act and science of achieving the objective of a business as

organization in the most efficient way.

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 However, all organization, be it small or large have to take

decision. The purpose of achievement of objective as earlier said

is to direct towards a future goal. Achievement of objectives is

the selection from among alternation courses of action and if here

no alternation, there should be need foe decision. In making a

plane there must be said that planning leads to decision guided

by organization policy an objective.

In support of this motion, the honorable minister Honorable K. O.

Mbadiwe urged the creation of central bank which principally

would perform the following function;

i. Undertake currency production.

ii. Act as a leader resources to bank for whom the bank would

also maintain reserves and undertake cleaning.

iii. Act as a monetary authority to determine economic stability.

iv. Float, buy and sell government bonds and also commercial

paper and

v. Act as financial agent for government.

2
 To actualize this noble dream, the ordinance was passed by

the house on 17th march 1958 and was brought partially into

force on 15th September 1958 when those section necessary for

carrying out the initial function became law.

The act was fully implemented on 1st July 1959 when the

central bank of Nigeria came into full operation.

THE MAIN PROVISION OF CENTRAL BANK ACT

The principle objective of central bank of Nigeria remains as

stated in the original act.

i) Insurance of legal tender currency in Nigeria

ii) Maintain of external reserves in order to safeguard the

international value of the currency.

iii) Promotion of monetary stability and sound financial

structure.

iv) Banker and financial adviser to the federal government.

v) Banker to the other bankers in Nigeria and abroad.

Broadly, those functions may by classified into;

3
 (a) Those relating to the domestic economy

(b) Those affecting external economic and monetary

relations.

1.2 STATEMENT OF THE PROBLEM

Delegation has been a very important tool in enhancing

organization efficiency; no organization succeeds without proper

delegation. In recent time, delegation has been a very big

problem to so many organizations both private and public

organizations.

Public sector enterprises are currently faced with the following

problems

i. Lack of effective delegation.

ii. Inexperienced work force to implement delegation.

iii. Some public sector business has not been effectively

and efficiently ran as a result of wrong delegation.

iv. Delegation has not been given the seriousness it

deserves in terms of business survival.

The major problem of civil servants was summarized as follows:

4
1.3 AIM AND OBJECTIVES OF THE STUDY

The aim of this study is to find the impact of delegation of

authority on employees performance in public sector. The

objectives set out to be achieved are:

i. To ascertain whether the mode of delegation is adequate

for the survival of public businesses in Nigeria.

ii. To find out any inherent deficiency and to make

recommendations for solving identified problems.

iii. To evaluate the techniques of delegation in public sector

businesses.

iv. To examine the effect of delegation.

v. To assess if there is any impact of delegated authority on

employees.

1.4 RESEARCH QUESTIONS

During the research work the researcher came up with some

questions which she feels will help to analyze and upgrade the

subject matter. They are:

5
 1. Is the mode of delegation of authority adequate for the

survival of public businesses in Nigeria?

2. Is there any inherent deficiency for solving identified

problems of delegation?

3. Are there any techniques to evaluate delegation of

authority in public sector business delegated authorities?

4. What are the impacts of delegated authority on

employees' performance?

1.5 SIGNIFICANCE OF THE STUDY

The finding of this study (when completed) will be important

to managers, employees and future researchers. Firstly, the

manager will find out that this study will make him realize that

delegation will help them achieve organizational goals and the

manager will also find out the dynamics and procedures of

delegation. Through delegation, the manger is also able to divide

the work and allocate it to the subordinates. This helps in

reducing the work load so that he can work on important areas

such as planning etc.

6
 In the areas of the employee, the superior will concentrate

his energy on important and critical issues of concern. This way

he is able to bring effectiveness in his work as well as in work

rate in the area of the subordinate to flourish their abilities and

skills. Through delegating authority the subordinate gets a feeling

of importance. It is a guide in which superior-subordinate

relationship stands. An organization function well as the authority

flows from top level to bottom.

Lastly, future researchers who may wish to undertake

related topics in study may find out that this work will be a

valuable guide to their endeavour.

1.6 SCOPE OF THE STUDY

This research work would center in the reason why

managers fail to delegate authority on its subordinates and also

the reason why delegation of authority is practiced in many

organization today. It is also conducted to know the effect of

delegation of authority on the staff and manager or

administration of the Nigerian Civil Services.

7
1.7 LIMITATION OF THE STUDY

This study is however, subjected to some limitations which

could make it not to be exhaustive. Such limitation includes the

researcher’s inability to interview some principal staff of the

organization whose contributions could have been of great help.

It also limited to time and materials resources.

1.8 DEFINITION OF THE KEY TERMS

It is necessary to define accurately some of the unfamiliar

terms and terminologies used in this thesis. This is necessary

because the meaning of the words is not in the words but in the

use.

The various concepts used is defined as follows:

DELEGATION: This is the organizational process that permits the

transfer of authority from superior to a subordinate. Can also be

seen as a group of people in an organization who willingly or

forcefully give their consent and allow themselves to be ruled,

directed and led by another person or group of persons towards

achieving an organization.

8
MANAGER: This is regulating the operation of a business

organization one who undertakes the task of planning and at any

level.

TASK: This implies to piece of work assigned to someone to do.

RESPONSIBILITY: Is the obligation to carry out certain

activities with accountability for performance.

AUTHORITY: The degree of discretion in organization positions

conferring the persons occupying these positions, the right to use

their discretion and judgement on making execution of plan.

DUTY: What someone is obligated in the terms of contract

agreements.

9
 CHAPTER TWO

2.0 REVIEW OF RELATED LITERATURE

2.1 CONCEPTUAL LITERATURE

2.1.1 CONCEPT OF DELEGATION

Delegation is said to be the process whereby an individual or

group transfers to some other individual or group the duty of

carrying out some particular decision.

(Apple by 1972:259) Delegation of authority is the process by

which managers allocate authority downward to the people who

report them for actions occur when delegation takes place.

1. The delegator assigns duties to subordinates.

2. The delegator grants the authority necessary to accomplish

the objectives or duties.

3. Acceptance of the delegation when implied or explicit

creates an obligation or responsibility.

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4. The delegator holds the subordinates’ process provides

avenue for training and development of subordinates for

management succession.

According to Dele (1998:112) decisions should be made at

lowest competent level, that is responsibility and commensurate

authority should be delegated as for down in the organization as

possible, it is said that responsibility of supervision for the acts of

his subordinate. It may seem that there are two contradictory

principles here. But it is not illegal to accept both. Let’s say that it

is B’s immediate superior and that B in turn has a subordinate C.

B is free to delegate decisions to C but he still accountable to A

for the result if the decision of the decision. It is part of B’s

responsibility not to delegate decision to the incompetent, and if

his judgement of C’s competent was in error, he cannot expect A

to excuse him simply because he personally did not make a given

mistake.

Each person should be accountable to only one superior to A in

the strict observance of this principle. A will never tell C what to

11
do or correct him if he does not do what he is supposed to do. If

C makes a bad mistake, A will talk not to C but to B about it and

B may pass along as much or as little of the complaint as he

deems wise. Similarly, C should not be permitted to go to A with

a request for help on a problem he must go to B even though B

may have to consult A before taking action.

Delegation is one of the most important management skills.

Good delegation saves time, develops people, grooms successors

and motivators. It is a very helpful and successions planning,

personal development and seeking and encouraging promotion.

It’s how people grow in the jobs It enable people to gain

experience and take on higher responsibilities. Effective

delegation is crucial for effective succession for the successor and

for the manager too, the main task of a manager in a growing

thriving organization is ultimately to develop a successor, when

this happens everyone can move on bringing in new people from

outside (Ugwu 1989).

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 Delegation can also be said to be the process whereby a

manager:

i. Assigns duties to his subordinates.

ii. Grants them authority to make comments to the extent

thought necessary to enable duties to be carried out.

2.1.2 REASON FOR DELEGATION OF AUTHORITY

According to Moslgy (1983:261) there are many reasons for

delegation

a. Delegation enables managers to accomplish more than if

they attempt to handle every task personally.

b. Delegation allows management to focus their energies on

the most crucial high priority tasks.

c. Delegation enables subordinates grow and develop even if it

means learning from their mistake. Delegation is needed to

make decision.

According to Pletri (1983:259) delegation hastens decisions

making transforms the junior in the acceptance of responsibility

and develop spirit de corps in the department. If there is no

13
delegation, employees who are not involved in the process of the

organization can become apathetic and develop a so what

attitude, so delegation helps to reduce this kind of attitude

because when someone has something to do, he or she will not

think of behaving that way.

Delegation allows for productivity because employers cannot

have a cause to take sick leave when they are not sick while they

have some work to do. Delegation increases efficiency because

managers will do only those tasks he is supposed to do and

delegate the rest to the subordinate thereby dividing the labour,

division of labour technically leads to efficiency.

The need of delegation may include lack of time or energy

on the part of the superior, need for specialists due to complexity

of rules and new techniques as well as the need for training for

management succession.

The degree of delegation on the other hand will depend among

others on the cost of decisions, need for uniforming of policy,

14
availability of capable managers, size of the firms and controls

available.

2.1.3 WHY MANAGERS FAIL TO DELEGATE

According to Megginson (1985:263) delegation is crucial to

effective management but some managers may fail to delegate or

may delegate weakly for several reasons. Some of the more

important reasons are:

1. Managers may feel more powerful if they retain decision

making privileges for themselves.

2. Managers do not care to face the risk that the subordinate

will exercise authority poorly.

3. Managers believe that subordinate lack the ability to

exercise good judgement. I can do it better myself’

The indiscipline figure described in 136x9.1 is an example of the

way managers act towards their subordinates.

4. Managers feel that subordinates would prefer not to have

broader decision making latticed.

15
5. Managers feels that subordinates would perform task so

effectively that their own position will be threatened through

delegation is the managerial techniques through which a manager

assigns task goods to subordinate along with authority to carry

them out, some managers or supervisors are hesitant to delegate

tasks to subordinates.

According to Quibble (1977) there are varieties of reasons for

these behaviours such as

a. Some managers simply cannot delegate or they are afraid of

delegate.

b. They feel they cannot delegate or they are than

subordinates.

c. They want the task done their own way which may not be

the way the subordinate would choose to perform the same task.

Managers feel they will be admitting failure or limitations.

They like to maintain control.

They enjoy what they do and don’t want to give it up.

16
They think it makes them look important to be busy.

They don’t trust other people to do it right.

They are afraid the person might try to do more than asked.

According to Okenwa (2003) some managers are unwilling

to delegate because they lack confidence in employees and the

lack of trust may be as a result of subordinates’ incompetence or

superiors fear of losing authority. Also if manager cannot find

means of being delegation is used to support enterprise goals and

plans, he may not delegate at all. Some managers also don’t

welcome subordinate idea, they don’t allow the subordinate to

bring in their own initiative thereby failing to delegate task to

them.

2.1.4 THE DYNAMICS OF DELEGATION

According to Albers (1961: 245) the management literature is

replaced with double take about delegation. Greater delegation or

decentralization has been landed by many executives but practice

does not always reflect preachments. Executives are often more

reluctant to delegation than they themselves will admit. Perhaps

17
the most common problem in the respect is the failure delegates

responsibility over relatively minor matter. For too many

executives cluster their desks and mends with details that could

be handled by a literate office boy. Some of them are so

concerned with the position of the sheet music on the stand that

they fail to conduct the orchestra. They frequently disrupt the

worth of subordinates by neglecting to develop a systematic

approach to delegation.

The allocation of decision responsibility is also related to

qualities of subordinates. Some subordinates have the capacity to

assume more responsibility than one another one may have

opposite properties. The idea can obviously abide by the basic

pattern or responsibility set forth in the plan or the organization.

However, there is generally a shallow area with which

decisional responsibilities may shift between supervisor and

subordinate. Delegation should be viewed as dynamic rather than

a static concept.

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 According to Denyer (1974) superiors frequently increases

responsibility as subordinates become more experienced in the

other hand, the responsibility of “weak” subordinates are often

reduced by delegation to another subordinate or to the superior

himself. And executive may permit a subordinate to make

decision about a certain matter at one time but not at another. A

serious mistake by a subordinate may also lead to shift in

responsibility.

2.1.5 DELEGATION PROCEDURES

According to Ibekwe (1984:39) it means the transfer of some

work load of management to handle the other jobs more

effectively. It is not a device for passing in some work or

responsibility to someone else. And it is not a means of

demonstrating the weakness of subordinates.

The manager delegating his duty must ensure that the

subordinate has the responsibility to perform the delegated task

as ultimate responsibility for delegated duty rest on him (the

manager). He is accountable to higher authority for duties and

19
cannot therefore surrender his responsibility by means of

delegation.

Delegation however, enables him handover some of the

routine aspects of his job to the subordinate. He may even

handover some none routine jobs. But in either case, he must

take into account the capacity and ability of the subordinate, and

should give all the necessary cooperation and encouragement to

enable the subordinate complete his task who has been delegated

with the duty of taking charge of the vehicles of duty or work

must be accompanied with necessary authority for performing

without delegation officer who has been delegated with the duty

of taking charge of the vehicles of the company should have

authority over the movement of the vehicle. But his authority

stops where the authority of this immediate superior starts (i.e

the one who delegated him the duty). The immediate superior

management by exception to give him a freehand and to

intervene only when there is a significant deviation from the term

of reference to imitations as to what the subordinate will not do in

the course of performing the task.

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 A good subordinate has to ensure that the work delegated to

him is carried out and in conforming with the terms of reference.

Awujo (1995:51) He is accountable to his immediate superior for

the performance of the jobs and responsibility in the

accomplishment of the job. Ultimate responsibility however lies

with the immediate superior who has to see that the work is done

and should therefore monitor progress on the job and give

guidance where necessary.

It must be emphasized that delegation is just one man to

the other affair. “A” may delegate to “D” and so on down the line.

At each stage the guiding factor as to the subordinates and

responsibility for their delegated duty lies with the manager

delegating his duties.

The more a delegated duty is further delegated down the line, the

greater the risk of distortion of information and instruction and

detection performance. This has been the bane of delegation.

According to Joseph (1995:51) it is not usual to find a

manager requesting subordinates to carry out a specific function

21
personally. The whole idea is to ensure that it is not delegated

any further. But if a manager forms the habit of requesting his

subordinate to carry out every delegated job personally, he may

over- burden the subordinate and yet give him no room to spread

out the load. Delegation makes sense only when it enhances

efficiency of the delegating officer and overall efficiency of the

organization. Effective delegation saves a manager from carrying

work load beyond his human limits. It spreads out work in an

organization and makes for speed in the performance of duties. It

enriches subordinates jobs, helps to train and develop them and

fosters a feeling of important and belonging. Delegation is

therefore a potential weapon for motivation.

2.1.6 OVERCOMING BARRIERS OF EFFECTIVE DELEGATION

According to Okenwa (1982) there are barriers that can

hinder delegation not be effective and different guides that will

facilitate successful delegation. Those guild lines include:

1. Define assignments and delegate authority in the

higher of result expected

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 2. Build confidence in employees though training,

recognition and counseling.

3. Establish proper control that will be broad and show

deviations from plans.

4. Maintain open line of communication.

5. Reward effective delegation and successful assumption

of authority.

6. Avoid intimidating subordinates when criticizing their

mistakes.

7. Provide subordinates with adequate resources to fulfill

their responsibilities.

8. Develop a good organizational structure that will

encourage personal growth and development.

According to Megginson (1983) there are also different ways

of overcoming barriers that lead to effective delegation which

includes:

1. Delegate as easily as possible.

2. Assign complete task not isolated parts of them.

23
 3. Make it clear whether the delegation of authority is

permanent or temporary.

4. Be sure the person is capable and wants to accept the task.

5. Entrust authority and responsibility with the task.

6. Put extensive and important task in writing.

7. Do not interfere unnecessary in the performance of the task.

8. Explain the task.

9. Ask for progress reports as stated in intervals.

10. Make it clear that the staff member can come to you to

advice and support it needed.

11. Demonstrate the work.

12. Monitor the results as stated in intervals.

13. Praise successful aspects and give constructive

criticisms when needed.

Also, according to Quibble (1977) he gave some guidelines

to improve effectiveness of delegation.

1. The manager or superior should select it appropriate

person to whom the task is been delegated.

24
 Select task that can be delegated.

Help the person to whom the task has been delegated.

2. Make sure that work assignment are fully understood it

should also be noted that responsibility should be clearly

designed at all level before work can be delegated.

2.2 THEORETICAL LITERATURE

Delegation theory refers to the process by which a manager

shifts some of the responsibilities for a given task implementation

to another team member with the view of achieving maximum

result. As with the selected banks in this study, authority are

delegated to employees to act or performs some of the task and

responsibilities of the managers in the bank for greater efficiency

and effectiveness in in order to realize the aims of the banks.

PRINCIPLES OF DELEGATION OF AUTHORITY

According to authors such as Al-Jammal et al, (2015); Al-Sheikh,

Makhamreh Al-Dahan and Ramadan (2009) stated that authority

involves the following principles:

25
i. Tasks and duties authorized shall be determined, clear, and

explicit.

ii. Effectiveness of communications means between employee

and employers

iii. Selecting the employees correctly

iv. Absence of criticism

v. Granting an employee sufficient power and authority

Similarly, according to Koontz et al, (1983), principles of

delegation of authority include:

i. Principle of delegation by result expected

ii. Principle of functional definition

iii. Scalar principle

iv. Principle of unity of command

v. Principle of absoluteness of responsibility

vi. And principle of parity of authority and responsibility

26
The following theories below gives more life and elucidate

Delegation of Authority in the banking sector.

DEMOCRATIC LEADERSHIP THEORY

Democratic leadership theory is a theory that supports

decentralization of decision making in an organisation. McGregor

(1960) described this democratic leadership theory as be-

nevolent, participative, and believing in people. Democratic

theory is a theory that allows decision-making to be decentralized

and shared by subordinates in order to reduce the workload of

the managers. Democratic leadership is its underlying assumption

that every-one has an equal stake in an outcome as well as

shared levels of expertise with regard to decisions. This theory is

applicable in the banking sector, this motivates and brings out

the best in an employee because it gives them the opportunity to

exercise their leadership skills for the good of the bank.

THE COMMUNICATIVE THEORY

Communicative theory gives employees to exercise the freedom

to think. From this theory, delegation of authority as a form of

27
empowerment is seen as a process through which a leader or a

bank manager tries to divide his or her power among employees.

This theory sees empowerment as the process of sharing power

and authority among the personnel in organizations which

embodies authorization. The communicative theory explains that

empowerment via delegation of authority is a tool for giving

freedom to employees so that they can do what they think,

without fear of being prevented by the managers. This theory

focuses on decentralization of powers in an organization. If

powers are effectively decentralized, it will enhance effective

communication with the organization. According to this theory,

when power is being given to subordinate, such subordinates will

possess the required confident to be creative and discharge his

duties efficiently and effectively.

2.3 EMPIRICAL LITERATURE

Although the theoretical literature on delegation has become

expansive over the last years, the amount of empirical papers is

limited. However, in recent years more and more empirical

28
research on delegation is done. This section briefly discusses

some of the most notable contributions.

Colombo and Delmastro (2004) have investigated the effects of a

wide range of possible determinants of delegation. The study

uses information for 438 Italian manufacturing plants on the

delegation to the plant manager of the responsibility for a number

of strategic decisions. They find a positive effect of the complexity

and size of the plants’ organisation on delegation. This result

confirms that the information advantage of the agent (i.e. the

plant manager) is a key determinant of delegation. However, this

effect disappears for plants that have adopted advanced intra-

firm communication technologies. Second, they find that

delegation is less likely in plants that are part of multi-unit firms.

Again, the adoption of advanced communication technologies

influences the result: when communication technologies make

monitoring easier, the negative relation disappears. Third, in

general, the use of advanced communication technologies tends

to favour decentralization. Final result is that different types of

decisions lead to different levels of authority. According to the

29
study, the assignment of authority depends on the relative

importance of the decision, the extent of intra-firm externalities

and the desire to the advantage of local knowledge and specific

capabilities of the plant manager.

In contrast to Colombo and Delmastro, most empirical papers

focus on a specific determinant of delegation. Foss and Laursen

(2005) and DeVaro and Kurtulus (2010) investigate the

relationship between uncertainty and delegation. Both find

evidence that supports the theory of Prendergast (2002), who

proposed a positive link between uncertainty and delegation.

Acemoglu et al. (2007) investigate the relationship between the

diffusion of new technologies and decentralization. Key

assumption is that the agent is better informed about the correct

way to implement new technologies. The need for delegation

decreases when information about technologies becomes more

publicly available. Main results are that firms closer to the

technological frontier, firms in more heterogeneous environments

and younger firms are more likely to delegate decision-making.

30
Bloom et al. (2009) investigate the effects of improved

information technology and communication technology

separately. They find that improvements in information

technology lead to more decentralization. In contrast, improved

communication technologies lead to more centralized decision-

making. Bloom et al. (2010a) test the relationship between

product market competition and decentralization. They find that

an increase in competition leads to more delegation.

2.4 SUMMARY OF REVIEWED LITERATURE

Having talked about the delegation of authority, the reason

why managers fail to delegate, the reason for delegation of

authority, the dynamics of delegation and the procedures of

delegation and to overcome barriers of effective delegation is an

important issue in every organization and should not be

overlooked. Management should learn the dynamic of delegation

and also procedures used in delegating authority. also managers

should learn how to overcome the barriers that will lead effective

31
delegation in order to achieve organization is goals and

objectives.

Managers should always accept subordinate idea in carrying out

task and they should build confidence in subordinates through

training and development and also through recognition and

counseling in other to achieve organizational goals.

32
 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter describes the design of the study, the

instrument used for data collection, validation of the instrument

distribution and retrieval of the instrument and method of data

analysis.

3.2 RESEARCH DESIGN

The researcher in this study used the descriptive survey

research design in order to simplify and understand the complex

issue concerning the work employed the use of questionnaire and

personal interviews in the collection of data. It involves studying

a large population and examines the characteristics of the

population.

3.3 SOURCES/METHODS OF DATA COLLECTION

Primary sources: This is known as first hand information. The

researcher source itself without an already made document, they

were obtained from oral interview, observation and questionnaire.

33
Interview: the researcher used face to face method of interview

to complete the area that questionnaire do not cover, the oral

interview to obtain relevant information.

Observation: In order to get a complete set of data for this study,

the researcher needed this instrument of data collection through

direct observation.

Questionnaire: It was designed in a way it will be reliable and

relevant to the information used for the study. The questionnaire

comprises mostly the structured close ended questions. It is

made up of two sections.

Secondary sources: The secondary sources by the researcher are

magazines, internal record of the authority textbook, business

journals relevant to the topics, seminar, libraries and other vital

and current dates.

3.4 POPULATION AND SAMPLE SIZE

Population is referred to as the totality of any group or

object that possess a specified characteristics the target of this

study is the total number that are working either as members of

34
management offices. For the purpose of this study, the

population of interest of the researcher consisted of the Nigeria

Civil Service senior and junior staff. In Abia State main office,

200 staff was involved.

Sample size should be a result of carefully reflection on the

research part of taking the following into consideration. In the

research work the confidence level was placed at (0.05) which is

5% representative probability.

The workers from different section made up the population since

it may be difficult to collect data from the entire population. The

researcher used some basic techniques to determine the sample

size. From the population obtained from Nigerian Civil Service

(200) the Yamen’s formula shows as follows:

n= N

1+N (e)2

Where n = desired sample size

N = Population size

35
 e = level of significance (0.05)2

n= N

1+N (e) 2

n= 200

1+200 (0.05) 2

n= 200

1.5 = 133

Therefore sample size = 133

3.5 SAMPLE TECHNIQUES

The sample method and procedures used provides a good

technique for the knowledge of the respondents. Here a simple

random sampling method and a sample that will be adequate

without favouring any element of the population and without any

form of bias.

36
3.6 VALIDITY AND RELIABILITY OF MEASURING

INSTRUMENT

In this study, the information collected were adequate for

the subject matter. Some respondents asked few questions

ambiguously and they were amended.

The researcher went to various departments in the school

and distribution for their questionnaire to other staff in order to

be sure of the reliability of the already administered ones. The

result later gotten confirmed to the formal ones.

The supervisor validated the instrument and approved it

before distribution to ensure that the questions were structured

and administered directly to the respondents and also top

management executives were also interviewed to establish

reliable instrument. The researcher used testers test reliability

test. It is a test with a controlled group after 3 weeks of initial

distribution and retrieval of the questionnaire. The instrument

was administered against to the same group and gave the same

feedback showing consistency.

37
3.7 METHOD OF DATA ANALYSIS

The tools of data analysis for this study used by the

researcher include percentage method and chi-square were

employed for analyzing data collected for this study.

Formula for percentage method is given percentage (%) F/N %

100/

Where F= Total number of frequency x 100

N = Total number of respondents 1

Where F = Frequency of respondents

N = Total no of respondents

100 = Constant

38
 CHAPTER FOUR

4.0 PRESENTATION AND ANALYSIS OF DATA

4.1 INTRODUCTION

This chapter deals with analysis and presentation of data

collected.

4.2 PRESENTATION OF DATA

This analysis drawn by the researcher largely depend on the

response from the questionnaire. The response analyzed to

answer the researcher’s question designed for the study.

The result is analyzed by using statistical tool as frequency and

percentage.

Table 4:2:1

ADMINISTRATION AND RESULT OF QUESTIONNAIRE

Questionnaire NO Percentage
Properly Filled & Returned 128 96.2%
Not Returned 5 3.8%
Total Administered 133 100%

39
4.3 ANALYSIS OF DATA

After completing and returning the questionnaire, the table

would be analyzed using a statistical tool as frequency and

percentage count all responses. Also a frequency table would be

constructed to analyze data collection.

Question 1: The respondents were asked to indicate their sex

Table 4:3:1 Sex of respondents

Sex No of respondents Percentage

Male 75 58.6%

Female 53 41.4%

Total 128 100%

Source: Field Survey 2021

From the table above, the researcher observed that the

respondents were more of male representing 58.6% while female

is 41.4%.

Question 2: The respondents were asked to indicate their age.

Table 4:3:2 Age of the respondents

40
Options No of respondents Percentage

30-34 44 34.4%

34-39 40 31.3%

40 and above 44 34.4%

Total 128 100%

Source: Field Survey 2021

From the table above, it can be observed that the respondents

with the age of (34-39) are 40 or 31.3% while (30-34) and 40

and above were both 44 and 34.4%.

Question 3: Academic qualification of respondents

Table 4:3:3 Academic qualification of respondents

Options No of respondents Percentage

ND/NCE 35 27.3%

B.sc/HND 35 27.3%

Others 58 45.3%

Total 128 100%

Source: Field Survey 2021

41
From the table above, the researcher observed that the

respondents were more of “others” representing 45.3% while

respondents with ND/NCE and B.sc/HND are both 27.3%.

Question 4: Years of working experience?

Table 4:3:4 Respondents number of years in the organization

Options No of respondents Percentage

1-5 30 23.4%

Below 52 40.6%

Above 46 35.9%

Total 128 100%

Source: Field Survey 2021

From the table above, it can be observed that the respondents

with working experience below 1-5 with coefficient 52 or 40.6% is

greater while respondents with 1-5 working experience is 23.4%

and the respondents that are above 1-5 is 35.9%.

42
 SECTION B

Question 5: As a staff, do you think that delegation of authority

increases your working performance?

Table 4:3:5 Effect of delegation on working performance

Options No of respondents Percentage

Yes 80 62.5%

No 48 37.5%

Total 128 100%

Source: Field Survey 2021

The above table shows that 80 or 62.5% reported that delegation

of authority increase working performance while 48 or 37.5% of

them says it does not increase working performance.

Question 6: Who do you think is the right position to delegate

an authority in the Central Bank of Nigeria Owerri?

Table 4:3:6 the right position to delegate an authority

43
Options No of respondents Percentage

Management 35 27.3%

The best teller 35 27.3%

The Chief Accountant 58 45.3%

Total 128 100%

Source: Field Survey 2021

From the table above, the researcher observed that agreed with

the Chief Accountant is greater while the respondents that says

management and the best teller are both 27.3%.

Question 7: Are you one of the delegates of the Central Bank of

Nigeria?

Table 4:3:7 Delegates of the Central bank

Options No of respondents Percentage

Yes 85 66.4%

No 43 33.6%

Total 128 100%

Source: Field Survey 2021

44
The table above shows that 85 or 66.4% are delegates of Central

bank of Nigeria while 43 or 33.6% of them says they are not.

Question 8: If the answer to the above question is yes what is

the major experience you have acquired so far from the authority

delegated to you?

Table 4:3:8 Major experiences acquired so far

Options No of respondents Percentage

Management 16 12.5%

Good comm. skill 28 21.9%

Leadership skill 40 31.3%

All of the above 44 34.4%

Total 128 100%

Source: Field Survey 2021

From the table above, it can be observed that the respondents

that acquired management skill are 16 or 12.5% while

respondents with good communication skill are 28 or 21.9%,

respondents with leadership skill are 40 or 31.3% and

45
respondents that have acquired all of the above skills are 44 or

34.4%.

Question 9: Do you think delegation of authority improve the

service of Central Bank of Nigeria to the general public?

Table 4:3:9 The impact of delegation of authority

Options No of respondents Percentage

Yes 86 67.2%

No 42 32.8%

Total 128 100%

Source: Field Survey 2021

From the table, it can be seen that 86 or 67.2% said that

delegation of authority improve the services of Central bank to

the general public while 42 or 32.8% said it does not.

Question 10: In your own perspective do you think that

delegation of authority had made any impact in the central bank

of Nigeria, Owerri?

46
Table 4:3:10 The impact of delegation of authority in central

bank of Nigeria Owerri.

Options No of respondents Percentage

Yes 78 60.9%

No 50 39.1%

Total 128 100%

Source: Field Survey 2021

From the table above 78 or 60.9% said that delegation of

authority has made impact in the central bank of Nigeria Owerri

while 50 or 39.1% said No.

Question 11: If yes to the above question what are the impact?

Table 4:3:11 The impact of delegation

Options No of respondents Percentage

Unity among delegates 41 32%

Unity among staff 38 29.7%

Efficiency in service 49 38.3%

Total 128 100%

47
Source: Field Survey 2021

From the table above 41 or 32% of the respondents said that

delegation of authority has made impact on the unity among

delegates, 38 or 29.7% said unity among staff while 49 or 38.3%

said efficiency in service.

Question 12: Does delegation of authority encourages

specialization of duty among staff?

Table 4:3:12 Specialization of duty among staff.

Options No of respondents Percentage

Yes 78 60.9%

No 50 39.1%

Total 128 100%

Source: Field Survey 2021

The above table shows that 91 or 71% said that delegation of

authority encourage specialization of duty among staff while 37

or 28.9% said it does not.

48
Question 13: Do you think that are the factors militating against

the effective delegation of authority?

Table 4:3:13 Factors militating against the effective delegation

of authority

Options No of respondents Percentage

Management disagreement 35 27.3%

Organization policy 35 27.3%

Inadequate staff 58 45.3%

Total 128 100%

Source: Field Survey 2021

From the table above 58 or 45.3% said that it is inadequate staff

that is militating against the effective delegation of authority

while the respondents that says management disagreement and

organization policy are 35 or 27.3%.

Question 14: What can be suggested as solution(s) to the

factors militating against delegation of authority?

49
Table 4:3:14 Solutions to the factors militating against

delegation of authority

Options No of respondents Percentage

In-housing training 15 11.3%

Adequate staff 68 54.3%

Management unity 45 34.3%

Total 128 100%

Source: Field Survey 2021

From the table above, it shows that 68 or 54.3% of the

respondents that said adequate staff are greater, 45 or 34.3%

said management unity while 15 or 11.3% said in-housing

training.

4.4 INTERPRETATION OF RESULT

From the above responses made by the respondents, it is

crystally understood that delegation of authority should be

encouraged in an organization since majority carries the vote.

50
 Some of the rules includes that, delegation helps in saving

time and also in motivating workers in performing their duties, it

also brings about understanding and effective management of

duties.

51
 CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 INTRODUCTION

This chapter deals with the summary, conclusion and

recommendation and also draws a conclusion of this research

work.

5.2 SUMMARY OF FINDINGS

The study was to evaluate the impact of delegation of authority

as a tool for increasing employee’s performance and investing

how, and to what extent delegation has improved business

organizational performance in the organization.

The researcher finds out that

1. Delegation help the workers feel free to interact with their

boss/managers.

2. Delegation produces two different kinds of behaviours

among workers, it makes them watchful and to be on the

guard always.

52
3. Delegation of authority was in practice to select the

appropriate person to whom the task is being delegated.

4. Delegation enables the researcher to know the authority and

its effect on employee’s performance.

We have also found out that managers feels that subordinate

would prefer not than to have broader decision making attitude.

Thus managers delegating his duty must ensure that

subordinates have the capacity and ability to perform the

delegated task as ultimate authority for the delegated duty rest

on him (the manager).

5.3 CONCLUSION

Having gone through the study to know and understand the

impact of delegation of authority as a tool for increasing

employee performance. Economic development can be achieved

through delegation of authority. Delegation of authority in

decision making has positive effect in the development of

individuals and society. Without delegation of authority, an

organization could not exist, if there were no delegation, no one

53
in the organization except possibly the top official would have the

right to do authority, consequently no organized

accomplishment.

5.4 RECOMMENDATION

In view of the research survey carried out in the central bank of

Nigeria on the impact of delegation of authority and its effect on

the employee performance. The following recommendations are

put forward

1. The Central bank of Nigeria Owerri Imo State need to

delegate duties or authority to capable hands in order to

ensure effectiveness and achieve designed goals from them.

2. Managers in every organization should be in good terms with

their employees in order to establish a delegate.

3. Managers should have a pattern of delegation but should not

follow the behavior of their employees in choosing who to

delegate authority to exhibit in order to improve the

performance of the employees.

54
4. In all organization, management should favour full

delegation of authority rather than integration, the essence

of any delegation is to have workers interest protected by

members from the rank in a particular plan than any

representation through a central body whose central lies

outside the workers themselves.

5. Proper delegation of authority should be carried to ensure

the survival, success and long life of the organization.

6. Duties should be simplified before being delegated.

55
 REFERENCE

Acemoglu, D., P. Aghion, C. Lelarge, J. Van Reenen and F.

Zilibotti. 2007. Technology, Information, and the
Decentralization of the Firm. The Quarterly Journal of
Economics 122(4): 1759-1799

Agu C.N (2003) management on introducing text Owerri

Resources Development Centre.

Agulana E.C and Awujo A.C (2005) Human Resources

Management. A Graphic Approach: Owerri Career Publisher.

Alubuo C.C (2007) Human resources & industrial relation

Management Owerri Credo information system.

Anugwom G. (2003) Industrial and General Management and

Administration: Enugu Spring time Publisher.

Black A. and C. (2006) Business the ultimate Resources U.K.A

and China Basic Books Cole G.A (1975) Management theory
and practice 5th New York Macmillan Publishing Co. Inc.

Bloom, N., L. Garicano, R. Sadun and J. Van Reenen. 2009. The

Distinct Effects of Information Technology and
Communication Technology on Firm Organization. NBER
Working Paper 14975

Colombo, M.G., and M. Delmastro. 2004. Delegation of Authority

in Business Organizations: an Empirical Test. Journal of
Industrial Economics 52(1): 53-80

Ibekwe O.N (1984) Modern Business Managements New African

Publishing Co. Nigeria Limited.

Julius M. (1979) Personnel Mangement Richard D.

56
Mills G and Standing Ford O. (1989) Office Organization and
Method a Manual of administrative and management 6th
edition Pitman Publisher Limited.

Njoku D. (1994) Training and development lecture on personnel

administration to post graduate student of Abia State
University.

O.G Alokwa P.O (1999) Management Concept and techniques

Peak Publishers.

Robbins U. (1984) Personnel; the management of Human

Resources, 4th edition Collins Macmillan and Co.

Ubeku A.K (1975) Personnel management Ethope Publishing Co-

operation Benin

Umoh S.M (2000) Human behavior in Organization and

administration. Theory and practice I.T.C Publisher.

57
 APPENDIX

Department of Business Administration

& Management

Federal Polytechnic Nekede,

P.M.B 1036

Owerri, Imo State.

Dear Madam,

I am a final year National Diploma student of the above

mentioned institution conducting a research on the topic, “The
Effect of Delegation of Authority on Staff Performance” a case
study of Central Bank of Nigeria Owerri. This study is conducted
in partial fulfillment of the requirement for the award of National
Diploma in Business Administration and Management
Department, Federal Polytechnic Nekede, Owerri, Imo State. I
shall remain grateful if you would kindly respond to the attached
questionnaire. I promise to keep whatever information gathered
from you in strict secret and confidence.

Thanks for your co-operation.

Yours faithfully

ARIRIGUZO STELLA UCHECHI

58
 QUESTIONNAIRE

Tick (√ ) to any option you choose to be correct answer or option

PART A:

1. Sex: a.) Male b.) Female

2. Age: a.) 30-34 b.) 34-39

(c.) 40 and above

3. Academic qualification: a.) ND/NCE b.) B.sc/HND

c.) Others

4. Years of work experience: (a.) 1-5 (b.) Below

(c.) Above

PART B:

5. As a staff, do you think that delegation of authority

increases your working performance?

a.) Yes

b.) No

6.) Who do you think is the right position to delegate an

authority in the central Bank of Nigeria Owerri?

a.) Management
59
b.) The best teller

c.) The Chief Accountant

7.) Are you one of the delegates of the Central Bank of Nigeria?

a.) Yes

b.) No

8.) If the answer to the above question is yes, what is the major

experience you have acquired so far from the authority

delegated to you?

a.) Management skill b) Good communication skill

c.) Leadership skill d.) All of the above

9.) Do you think that delegation of authority improve the

service of Central Bank of Nigeria to the general public?

a.) Yes

b.) No

10.) In your own perspective do you think that delegation of

authority had made any impact in the Central Bank of Nigeria,

Owerri?

a.) Yes

b.) No

60
11.) If yes to no 10 above, what are the impacts?

a.) Unity among delegates

b.) Unity among staff

c.) Efficiency in service

12.) Does delegation of authority encourage specialization of

duty among staff?

a.) Yes

b.) No

13.) What do you think that are the factors that militate against

the effective delegation of authority?

a.) Management disagreement

b.) Organization policy

c.) Inadequate staff

14.) What can be suggested as solution (s) to the factors

militating against delegation of authority?

a.) In-housing training

b.) Adequate staff

c.) Management unity

61