ABSTRACT
This
study was carried out to know through empirical examination the relationship
between the following variables among junior and senior officers of the Nigeria
Police Force.
·
Perceived compensation cum incentives, which is regarded as an indicator of
the degree of felt disjunction between approved ends and available means.
·
Employee voice and representation, which reflects an individual feeling of
powerlessness, formlessness, and isolation (anomie) and,
·
Job satisfaction which is taken as an outcome or result of feeling
alienated by the management policies in a work situation.
The
study was carried out on the junior and senior officers of the Nigeria Police
Force. Self-made questionnaire (validated and tested for reliability) was
administered on them based on the research hypothesis of the study.
The
date collected was analyzed by means of simple (%) percentages and T-test.
The
analysis showed that:
i.
There is significant difference between the senior and junior officers in
terms of perceived significant difference !n relation to compensation, incentives, employee
voice and representation,
ii. It
also shows that there is significant difference in relation to the feelings of
alienation be1ween their and the junior officers.
iii. The analysis also indicate that there is significant difference
in relation to job - satisfaction on the part of the senior and junior officers
and
iv. Those
both senior and junior officers were significantly not satisfied with their
jobs in relation to management policies
TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Question
1.5 Research Hypothesis
1.6 Significance of the Study
1.7 Scope and Limitations of Research Study
1.8 Definition of Terms
CHAPTER TWO: LITERATURE REVIEWITHEORETICAL FRAMEWORK
2.0 Introduction
2.1 Manpower Planning and Job Description
2.2 Training and Development
2.3 Compensation, Incentive and Motivation
2.4 Employee Voice and Representation
2.5 Job Satisfaction
CHAPTER THREE: RESEARCH METHOOOLOGY AND HISTORICAL
BACKGROUND OF THE ORGANISATION
3.0 Research Methodology
3.1 Introduction
3.2 Re-statement of Hypothesis
3.3 Research Design
3.4 Population of Study
3.5 Sample and Sampling Technique
3.6 Sources of Data Collection Instrument
3.7 Instrument for Data Collection
3.8 Research instrument
3.9 Analysis of Data
CHAPTER FOUR
4.1 Marital Classification
4.2 Qualification Classification
4.3 Cadre Classification
4.4 Experience Classification
4.5 Discussion of Findings
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary
5.2 Conclusion
5.3 Recommendation
5.4 Reference
5.5 Appendices
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
Pay in one form or another is certainly one of the main
springs of motivation in our society. It was further argued that pay has
overwhelmed symbolic value - Ghisclli and Hyman Porter, Haired and Mason
(1963).
Despite the above philosophical phase which identifies
the role of compensation pay or reward as an effective instrument in an
organizational growth drastic changes are now affecting the world of work.
These according to "Coscio 1995" result from increase global
competition, the impact of information technology, the re-engineering of
business processes and the gradual deterioration and disappearance of job as a
fixed bundle of task. This trends are producing a redefinition of job itself
and it is from this perspective that management can be seen as an Intermediary
between organization and the individual employee, focusing, developing and
implementing policies for attracting maintaining and motivating the individual
within an organization.
At least it is said that there is a direct relationship
between hard work and reward; this means if you work hard, you will enjoy the
reward but this maxim has not been ascribed t which is the essence of this
study. It highlights the welfare of workers with special reference to enhance
salaries according to Robbins Stephen (1978) employees are concerned with the
relationship of the amount of money to what is obtainable
in the industry or economy and not just the absolute amount of money they are
being paid monthly. Based on the employee's input to the organization such as
effect education, skill and competence one can compare outputs such as salary
levels, promotion, health service welfare benefits and other factors it is
apparent that in an organization one could perceive an imbalance in their
input-output ratio relative to others. This is as a result of inequity in pay,
favoritism, mismanagement and which in return has negative impact on the
workers, it leads to grievances, job dissatisfaction, absenteeism and
individual's apathy to work and low productivity.
Merton (1957) proposed the
societal or (organization) state is most likely to give rise to feelings of
alienation which are characterized by a disjunction between those norms that
define the appropriate ways of obtaining the set goals of the organization.
This implies that the Merton, model contends that the discrepancy between
socially appropriate end and available means tends' to produce individual
feeling of alienation which in turn give rise to such outcome or result as
grievances, job dissatisfaction, absenteeism and individual apathy to work. The
Mertonian model forms the framework for this study, which is an empirical
examination of the relationships between the following variables among junior
and senior staff of the Nigeria
Police, Lagos State Command, Railway Command and Force Head Quarters Maloney,
Lagos.
1.
Perceived compensation cum incentives which is
regarded as an indicator of the degree of felt disjunction between approved
ends and available means.
2.
Employee voice and representation, which reflects an
individual feelings of power less ness isolation, intimidation and power lessens
and
3.
Job dissatisfaction, which is taken as an outcome or
result of feeling alienated by management policies in work situation.
The research, therefore look at management policies as
specified structural conditions which could lead to a set of feelings of
alienation or otherwise that will result into certain specified outcomes, like
job dissatisfaction or job satisfaction.
1.2 STATEMENT OF THE PROBLEM
As far as compensation is concerned, no organization can
dispute the fact that incentive (money) remains the most motivator to employees
of any organization or company. But in recent time, the compensation cum
incentive given to employees by the private and public companies has become a
peanut in our today economy.
The importance of incentive, compensation (money) as a
motivator cannot be over emphasized, particularly in this part of the world
where money is seems to be the most motivating factor. Money is a crucial
incentive in any work setting; and to most workers in many parts of the world
particularly in the developing countries where the level of poverty,
unemployment and other social malaise reign supreme. "It is the single
most important motivator to an African worker" Obisi C (1996) to some
individuals, money can symbolize almost anything to the extent of worshipping it.
One major trend in industrial relation practice in
Nigeria is the patronizing if not condescending attitude of management and heavy
investment of the state in industrial relations.
The Labour Act is supposed to protect workers against
abuses presumably by employers· The Act deals with wages, contract of
employment, terms and conditions of employment, recommitment and special
category of workers such as apprentices women, young persons, domestic
servants. The Act does not guarantee the right of individual to gainful
employment and if one is lucky to get one, nothing guarantees the (tenure)
security to tenure and more so the hours of job is not strictly adhered to
Although the labour Act makes provision for payment of wages the criteria for
arriving at a fair wage and what constitute a fair wage or what is sustainable
are not stated and when workers agitate for what they considered fair,
sustainable and human wages, punitive measures are taken against them.
Management becomes hostile and aggressive.
1.3 OBJECTIVES OF THE RESEARCH
With the situation of this research problem, the research
tends to:
1.
Examine workers views on the management policies
with regards to compensation cum incentives and employee's voice cum representation
in the Nigeria Police (Lagos State Police Command, R/way command and FHQ
(Maloney).
2.
To identify if it has bought about job satisfaction
or otherwise to them (workers, both junior and senior staff) and if there is a
mark difference between the junior and senior staff in relation to job
satisfaction or otherwise.
1.4 RESEARCH
QUESTIONS
This study tends to provide
answers to the following questions.
i.
Junior staff should perceive themselves to be given
significantly less compensation, incentives, employee voice and representation
than the senior staff by these management policies.
ii. Junior staff should feel more alienated than
the senior staff in the organization.
iii. Junior staff should be less satisfied than the senior staff.
iv. Junior and senior should be dissatisfied with the management
policies (on compensation cum incentives and employee voice cum
representation).
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