PERFORMANCE MANAGEMENT IMPLICATION ON EMPLOYEES’ PERFORMANCE IN SELECTED MANUFACTURING FIRMS IN ANAMBRA STATE, NIGERIA

Authors

  • Nkechi Onuzulike
  • Ndidiamaka Okafor
  • Catherine Nwankwo

DOI:

https://doi.org/10.51594/ijmer.v4i1.279

Abstract

The study investigated the effect of employee job involvement and autonomy on performance in the organization by using selected manufacturing firms in Anambra State, Nigeria as the study area. The design of the study is descriptive survey. Quantitative approach was used and major statistical tools of analysis were summary statistics, correlation and multiple regression. All tests were conducted at 0.05 level of significance. Preliminary results showed that with F-Statistic of 15.005, the model was adjudged statistically significant, fit and valid for predictions. The regression coefficient ‘R’ with a value of 0.713 means that 71.3 percent relationship exists between dependent and independent variables. The coefficient of determination ‘R2’ with a value of 0.702 means that 70.2 percent variations in the dependent variable can be explained by the independent variables. The Durbin Watson Stat of 1.603 is an indication that the model does not contain serial autocorrelation. Major findings were that employee job involvement and autonomy have significant positive effect on employees’ performance in the organization. The study concluded that both job involvement and job autonomy have significant positive influence on employees performance in the organization and managers should always endeavour to encourage them. It was equally recommended among others that management should always think of how they can re-design jobs by incorporating the characteristics that promote job involvement in employees to facilitate the achievement of enhanced employee performance in the organization.

 Keywords: Performance Management, Job Autonomy and Involvement, Employees’ Performance, Manufacturing Firms.

Published

2022-01-03

Issue

Section

Articles