ASSESSMENT OF VEGETATIVE GROWTH OF SOME GROUNDNUT VARIETIES SUBJECTED TO DIFFERENT QUANTITY OF POULTRY TOPPINGS

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ABSTRACT  

  An experiment was carried out for one season (2007) in the Experimental Farm of the Faculty of Agriculture at Shambat to investigate the response of Groundnut (Arachis hypogaea L.) to phosphorus and organic fertilization under irrigation.

The treatments comprised two types of organic manures: farmyard manure (FYM) and chicken manure (CHM) at rate of (0, 10 tons/ha), two phosphorus levels (0, 50kg P2O5/ha) in form of triple super phosphate (48% P2O5) and three times of application for Organic manures two months and one month before sowing and at sowing. Phosphorus was applied at sowing.

         The design was Factorial Split-Plot design with four replications. The organic manure treatments were assigned to the main plots and phosphorus and its combinations treatments to the sub-plots. Parameters studied included: vegetative parameters (number of nodules/plant, nodules dry weight/plant, shoot and root dry weight/plant and number of branches/plant), reproductive parameters (days to 50% flowering and number of flowers/plant), yield and yield components (plant density, number of pod/plant, pod set(%), weight of pods/plant, shelling(%), pod yield(t/ha),hay yield(t/ha), and harvest index), and chemical composition (seed oil, protein and phosphorus contents).  

          Results showed that application of organic manures significantly increased number and weight of nodules/plant, shoot dry weight, oil, protein and phosphorus contents, while organic manures insignificantly increased root dry weight, number of branches/plant, days to50% flowering, number of flowers/plant, and yield and yield components. Also results showed that application of P significantly increased hay yield, protein and phosphorus contents. Phosphorus also insignificantly increased number and weight of nodules/plant, shoot and root dry weight, number of branches/plant, days to 50% flowering, number of flowers/plant, yield and yield components, and oil content. In addition, there were significant effects of the interaction between P and organic manures on seed oil, protein and phosphorus contents. 



 

TABLE OF CONTENTS

CHAPTER ONE

INTRODUCTION


CHAPTER TWO

LITERATURE REVIEW

Response of Groundnut to inorganic fertilizers:


CHAPTER THREE

MATERIALS AND METHODS

3.1       Vegetative parameters:

3.1.1    Number and weight of nodules/plant:-

3.1.2    Number of branches/plant:-

3.1.3    Shoot and root dry weight:-

3.2       Reproductive parameters:

3.2.1    Days to 50% flowering:-

3.2.2    Number of flowers/plant:-

3.3       Yield and yield components:

3.3.1    Plant density:-

3.3.2    Number of pods/plant:-

3.3.3    Pod set%:-

3.3.4    Weight of pods/plant:-

3.3.5    Pod yield/ha:-

3.3.6    Shelling percentage:-

3.3.7    Hay yield/ha:-

3.3.8    Harvest index:-

3.4       Chemical analysis:

3.5       Statistical analysis:-


CHAPTER FOUR

RESULTS

4.1       Vegetative parameters:

4.1.1    Number of nodules per plant:-

4.1.2    Nodules dry weight:-

4.1.3    Shoot dry weight per plant:-

4.1 4    Root dry weight per plant:- 

4.1.5    Number of branches per plant:-

4.2       Reproductive parameters:

4.2.1    The days to 50% flowering:-

4.2.2    Number of flowers per plant:-

4.3       Yield and yield components parameters:

4.3.1    Plant density:-

4.3.2    Number of pods per plant:-

4.3.3    Pod set percentage:-

4.3.4    Weight of pods per plant:-

4.3.5    Pod yield per hectare:-

4.3.6    Shelling percentage:-

4.3.7    Hay yield per hectare:-

4.3.8    Harvest index:-

4.4       Chemical analysis:

4.4.1    Seed oil content (%)

4.4.2    Seed protein content (%)

4.4.3    Seed phosphorus content (%)


CHAPTER FIVE

DISCUSSION  

5.1       Nodulation and Vegetative Growth:

5.2       Reproductive Growth:

5.3       Yield and Yield Components:

5.4       Seed Chemical Composition:

 SUMMARY AND CONCLUSION

REFERENCES

Appendix:

Determination of total seed oil

Determination of total seed protein

Determination of total seed phosphorus

 

 

 


CHAPTER ONE

INTRODUCTION

 

Groundnut or peanut (Arachis hypogaea L.) also named monkeynut and earth nut, is a member of the family Leguminosae, sub family Papilionaceae and is a native of South America (Brazil or Peru). It was brought to Africa and Middle East by early travelers from its native area.

Groundnut is one of the most wide spread and important food legumes in the world and the third largest source of edible oil after soybean and sunflower. The seed contains 42-55% edible non-drying oil, 25-32% protein, and appreciable quantities of phosphorous, calcium and vitamins.

The groundnut oil is used as table oil and for the manufacture of soap, margarine and other products such as sweets and butter. The shell may be used as manure, animal feed, a source of energy and raw material source for many products (Vankatanarayana, 1952).

Groundnut hay contains about 7% protein and thus it is a valuable animal feed. The total annual world production amounts to about 25 million tons of unshelled nuts, 70% of which is contributed by India, China and U.S.A (Khidir, 1997). The main producing countries are India, Chaina, U.S.A., Sudan, and Indonesia, and in Africa Sudan, Senegal, Nigeria (FAO, 1998).

In the Sudan, groundnut is one of the main cash crops; it plays an important role in the economy of the Sudan (MANR, 1985). It is produced by two production systems (Khidir, 1997). In the rainfed sector, the crop is grown in small holdings on sandy soils of low fertility, mostly under low and erratic rainfall, where the early maturing Spanish types (Barberton and Sodari) used to dominate the area. In the irrigated sector, groundnut is produced on heavy black cracking clay of central Sudan, where only late-maturing Virginia types (Ashford, MH383, Medani, and Kiriz) are grown.

The main areas of production in the rainfed sector include South Darfur, South Kordofan, North Kordofan and Southern region (Equatoria), while the main areas of production in the irrigated sector include Gezira scheme, Rahad scheme, New Halfa scheme, Suki scheme, Blue and white Nile schemes.   

Under irrigated conditions, the average yield ranges between 1.5 and 2.5 tons/ha whereas the yield under rainfed conditions ranges between 0.2 and 0.8tons/ha (Maragan, 1996).

Research work on groundnut in the Sudan covers some aspects such as weed control (Ishag, 1971), plant population (Ibrahim, 1976), nitrogen and phosphorous fertilizers application (Nur and Gasim, 1974; Mohammed, 1980), and the effect of sulphur application (Salama, 1983; Hago and Salama, 1987; Hago and Salama, 1987). However, there is still a paucity of information in the area of groundnut nutrition, particularly organic manuring.

So, the main objective of this work was to study the response of groundnut to phosphorous and organic fertilization under irrigation.








CHAPTER TWO

LITERATURE REVIEW

 

1. Response of Groundnut to inorganic fertilizers:

Information about groundnut nutritional requirement are rather conflicting. While some researches reported the crop to be soil exhausting, others stated that it rarely requires fertilizer N since it fixes N. Moreover, groundnut is reported to utilize fertilizer residues from preceding crops (Sinha, 1991).

El Tahir (1997) showed that application of both nitrogen and phosphorous significantly increased number and weight of nodules per plant, number of branches, shoot dry weight per plant, protein content and phosphorous content.

Collins et al., (1986) observed that addition of phosphorus and sulphur increased nodule number on the sandy soil but not on the silt loam soil.

El Tahir (1997) showed that application of P did not significantly increase hay yield, number of flowers, seed oil and seed sulphur content.

Chapman and Carter (1975) reported that groundnut removes relatively large amounts of certain nutrients from the soil. However, like other legumes it can fix atmospheric nitrogen and therefore nitrogen fertilization is rarely required.

Chapman and Carter (1975) observed that a proper balance of phosphorus and nitrogen are essential for early maturity. However if the preceding crop before groundnut is well-fertilized, there will be no need to apply N, P or K.

Application of phosphorous significantly increased plant height, kernels/plant, dry weight per plant and shelling percentage. However, effect on number of branches/plant and 100-kernal weight was not significant. Phosphorus element is an essential nutrient for crop growth and high yield with good quality. In this aspect, Nasr-Alla, et al., (1998) reported that increasing the rate of PK as single or in combined application increased number of branches/plant, yield of pods/plant and yield of pods/fed of groundnut. 

Sinha (1970) observed that placement of super phosphate either in contact or 3-5cm below the seed was equally effective and significantly superior to broad cast application in the uptake of fertilizer phosphorus, but not in the dry matter weight or total phosphorus content of the plant.

In research stations as well as in trials on farmers fields, 20-60kg P2O5/ha has been found remunerative for oil seeds under a variety of conditions (Kulkarni, et al., 1986). In some situations, either no or little response of groundnut to P has been observed. Mukherjee, et al., (1991) observed that crops and P level had significant interaction on yield and yield components. Gobarah, et al., (2006) showed that increasing rate of phosphorus fertilizer from 30 to 60 kg P2O5/fed significantly increased vegetative growth, yield and its components as well as seed quality i.e. protein content and NPK percentages, while oil percentage did not reach the level of significance by increasing the P rate.

Ali and Mowafy, (2003) found that adding phosphorous fertilizer caused significant increase in seed yield and all its attributes. ElHabbasha, et al., (2005) reported that increasing phosphorus levels increased shoot dry weight, number of pods and seeds/plant , weight of pods and seeds/plant, 100-seed weight, seed and oil yields, oil percentage, seed protein content as well as NPK contents of groundnut. Correlation of available P with pod yield and nutrient uptake indicated that sub soil fertility made an important contribution to nutrient uptake by groundnut (Patil and Patel, 1985). Viarmant and Dhalinal (1970) reported that P uptake by groundnut was mainly from the upper 40cm of the soil and was high from flowering to the peg stage.

Devarajan and Kethan daraman (1982) observed that the highest pod yield of groundnut was obtained by adding 60kg P2O5 and 90 kg K2O/ha. El-far and Ramadan (2000) indicated that application of 46.6 kg P2O5 and 36kg K2O/fed gave the highest effect on yield and its attributes. Tomar, et al., (1990) observed significant increase in pod yield in groundnut with application of 40 Kg P2O5/ha, when rainfall was well distributed. 

Kulkorni, et al., (1986) stated that application of 50kg P2O5/ha increased the number and weight of nodules, N content, dry matter accumulation and pod yield of groundnut.

Budhar, et al., (1986) reported that response of irrigated groundnut to application of P in the range of 0-120kg P2O5/ha depended on soil P content.

Kumar and Ras (1990) observed that P application increased pod yield from 2.53 t/ha (control) to 7.94 t/ha; but there were no statistically significant differences in yield between P application rates.

Dubey, et al., (1991) observed that application of P increased N, P, K, Ca and Mg content but decreased S content in seeds.

 

2. Response of Groundnut to Organic Manures: 

The nutrient composition of poultry manures vary with type of birds, the feed ration, the proportion of litter to droppings, the type of litter, and the manure handling system.

Poultry manure is an excellent source of nutrient and can be incorporated into most fertilizer programs. Nitrogen in poultry wastes comes from uric acid, ammonium salts, and organic matter (Zublena, 1993). Maximum nutrient benefit from manure is achieved when incorporated into the soil immediately. Incorporation minimized nitrogen losses into the air and/or in runoff and allows soil microorganisms to start decomposing the organic matter in the manure.

To minimize nitrogen losses manure should be applied as near as possible to planting time or to the crop growth stage during which nitrogen is most needed.

For coarse textured soil, manure should be applied frequently and at low rate throughout the growing season, because such soils have higher water infiltration rate and a low ability to hold nutrients, unused nitrogen can therefore be lost by leaching (Barker, 1997).

Chicken litter contains a considerable amount of organic matter and hence it has an impact on soil pH and liming due to varying amounts of calcium carbonate in poultry feed (Mallins, et al., 2002).

Mohamed (2002) reported that chicken manure significantly increased nodule dry weight, shoot dry weight, shoot nitrogen content and yield of inoculated soybean.  

According to Elamin (1991), chicken manure, farmyard manure and green manure whether leguminous or non leguminous are utilized extensively in agriculture. 

Farmyard manure should be applied before sowing at a rate of 2030 tons per hectare (Rounanet, 1987). Sharma and Sharma (1988) reported that organic manure has important functions in meeting fertilizer needs of crops.

Abu Suwar, (1981) reported that the addition of farmyard manure resulted in a significantly higher fresh and dry matter of sorghum forage compared to the control.

Cooke (1982) reported that in general 25t/ha of farmyard manure added to first crop about 40kg N, 20kg P and 80kg K/ha. Reuranet, (1987) stated that a ton of farmyard manure provides an average of 6kg of potassium, 5kg of nitrogen and lime, 3kg of phosphoric acid, 2kg of magnesium, and 0.5 kg of sulphur.

The other role of organic manure besides improving soil fertility is the improvement of soil structure by changing the physical properties of the soil.

Parsad and Singh, (1980) reported that continuous use of farmyard manure and N, P, and K fertilizers for twenty years improved the physical properties of sodic loam soils.

Kobayshi and Nagatomo, (1983) found that application of 0, 20, 50 or 100 tons FYM/ha on a cultivar of maize resulted in adding plenty of moisture to the crop. However, manure did not affect leaf number/stem, leaf sheath length, blade length or internode length, but increased leaf blade width, internode diameter, plant height and plant fresh weight. They also found that yield varied with year and in some years yield increased with increasing rate of farmyard manure.

Gupta, et al., (1983) found that the application of farmyard manure combined with urea increased moisture retention characteristics and decreased bulk density of the soil and gave higher straw yield compared to farmyard manure alone.

The application of farmyard manure alone or in combination with urea to salty soils increased forage dry and fresh yield and improved forage quality (Abu Suwar, 1994).



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    ABSTRACT This study analyzed the effects of labour turnover on productivity in Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba, Nigeria. Specifically, the study determined the effect of workers retention (pay and allowance) on quantity of sales in Nigerian Bottling Company Plc and 7up Bottling Company Plc Aba; determined the effect of training of workers on profit in Nigerian Bottling Company Plc, and 7up Bottling Company Plc Aba; investigated the effect of promotion on output in Nigerian Bottling Company Plc, and 7up Bottling Company Plc, Aba; and determined the effect of skills of workers on customers satisfaction in Nigerian Bottling Company Plc, and 7up Bottling Company Plc, Aba. Primary and secondary data were used for the study. The secondary data covered between 2010 and 2019. A total of 345 respondents consisting of 190 respondents from Nigerian Bottling Company Plc and 155 respondents from 7up Bottling Company Plc were used for the study after retrieving the questionnaire. Also, a total of 345 customers consisting of 190 customers that patronizes the Nigerian Bottling Company Plc and 155 customers that patronizes the 7up Bottling Company Plc were used for the study. Data obtained were analyzed using simple regression technique and mean score. Pearson product moment correlation coefficient (r) and simple regression were used to test the various formulated hypotheses for the study. Findings shows that retention (pay and allowance) of workers has significant positive effect on quantity of sales in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Training of workers have significant positive effect on profit in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Promotion of workers have significant positive effect on output in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Skills of workers have significant positive effect on customers’ satisfaction in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. The study recommends that efforts aimed at tackling labour turnover in Nigerian Bottling Company Plc and 7up Bottling Company Plc should focus more on developing the proficiency of workers through a need-identified training. Prompt promotion of workers and the use of other compensation incentives that should increase the willingness of employees to remain at work is strongly advocated. Many bottling industries such as the Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba require a formidable workforce to have a competitive edge amidst her competitors. CHAPTER 1 INTRODUCTION 1.1 BACKGROUND TO THE STUDY In today's global environment, each business must have a strong labour turnover avoidance policy in place to guarantee that the finest minds and well-experienced employees contributing to the organization's overall growth and development are kept. Employer turnover should be reduced as a result of this. This is because labour turnover is one element that may impact employee retention, organizational profit, production, and customer satisfaction with the organization's products and services in a positive or negative way. The sort of labour turnover prevention program that will encourage employees to perform well will be determined by how well it meets their needs for status, job security, and survival, as defined by Maslow's hierarchy of needs (1943 and 1954). Managerial and supervisory turnover has long been a key human relations issue, and its importance in any particular company cannot be overstated. Almost all employers of labour confront a big problem with labour turnover nowadays, all around the world (Barmase and Shukla, 2013). This is due to the fact that it creates a significant financial strain on businesses and has a negative impact on productivity. Labour turnover is a serious workplace problem that cannot be overlooked by any meaningful and target driven organisation. Organizations all around the globe must endeavor to regulate and reduce labour turnover since it has both economic and psychological implications on production. In terms of psychological consequences, labour turnover has been associated with a number of negative job attributes such as low level of job satisfaction, low esteem for promotion opportunities, mental stress on the part of management on how best to sort and replace exited experienced workers etc. As a result, when a person departs abruptly, it throws the entire organization's production strategy into disarray. This might have a significant impact on the organization's production and, as a result, its effectiveness. If the company provides a service, employee turnover may have an impact on the quality and/or quantity of service provided, especially if one person's output is the input of another (Blau, 2014). Hill and Twist (2015) define labor turnover as withdrawal behaviors that lead psychologists to believe that it is the result of unfavorable workplace attitudes affected by factors such as income, job security, recognition and appreciation, working hours, and physical conditions, among others. There are also psychological withdrawal behaviors such as a lack of creativity or putting in little effort on a work, which frequently show as laziness and an unwillingness to think and enhance creativity (Pinder, 2018). There is also an attempt to comprehend managerial turnover and determine why employees leave their jobs. Carbery, Garavan, Brien, and McDomel (2013) believe that, all other things being equal, management turnover is likely to be lower than operational turnover, which might be due to the fact that they are more devoted and have a stake in the company. Labour turnover also has the effect of impeding the attainment of larger corporate objectives since it necessitates a significant investment in training, induction, growth, and skills development to replace personnel who leave the company. Controlling labour turnover, on the other hand, is critical for businesses and must be handled well due to the impact it has on organizational productivity (Adewole, 2017). In Nigeria, the issue of labour turnover cannot be neglected by many firms operating in the country. This is because ineffective labour turnover management in any Nigerian organization would have a significant negative impact on not just that organization's performance and output, but also on the economy as a whole. For example, in the late 1980s and early 1990s, Nigeria experienced a turning point in her history when Nigerian universities lost a slew of well-trained teachers in what became known as the "Brain-drain." Perhaps the situation that occurred in our universities had an impact on some businesses, such as the Nigerian Bottling Company Plc. and the 7up Bottling Company Plc., where some of these academics serve as consultants. Terrible pay rates, a lack of advancement, a lack of sufficient training of trained and competent labour force, and a poor work environment may have all contributed to such a choice to quit a company (Adewole, 2017). This is likely to have an impact on the manufacturing line in terms of profit maximization. The situation hasn't altered much since then, and many businesses are calculating their losses (Orji, 2018). According to a Mercer report on the total financial impact of employee turnover, the cost of labour turnover is sometimes misunderstood, seen as incalculable, or disregarded as a minor expense, yet the total cost of labour turnover is considerable, accounting for 36 percent of payroll. The actual cost of employing someone to cover absentee employees is a significant but frequently ignored expense. In Nigeria bottling firm and 7up Bottling Company Plc. Aba, Nigeria, this is a typical practice in enterprises that leads to a certain level of turnover and its probable impacts on productivity. Organizational Productivity is defined as an organization's, institution's, or business's ability to achieve desired outcomes with the least amount of energy, time, money, staff, material, and so on. It is a measure of an organization's ability to meet its output targets via the use of its labour, authority strategies, machinery, equipment, and assets (Adewole, 2017). Productivity increase is crucial for organizations since delivering more goods and services to customers equates to better profitability. As productivity rises, an organization's resources may be converted into revenues, allowing it to pay stakeholders while reserving cash flows for future development and expansion. With increased productivity, an economy may create and consume more products and services for the same amount of effort. Individuals (workers and customers), company executives, and analysts all value productivity (such as policymakers and government statisticians). Labour turnover is inextricably linked to an organization's productivity and is frequently a sign of other issues confronting both the organization and its personnel. A variety of strategies have been proposed by management scholars in order to overcome high rates of labour turnover among employees and enhance employee retention. According to Ibrahim, Usman, and Bagudu (2013), employees who resigned their employment did so due to bad working circumstances that required them to execute their tasks. Poor working circumstances owing to physical factors may result in reduced productivity and general job unhappiness. Nigerian bottling firms, such as Nigerian Bottling Company (NBC) and 7up Bottling Company Plc. (7UP), are not immune to the effects of high labor turnover. The capacity of these businesses to fulfill rising demand for their goods and services is heavily reliant on the efficiency of their skilled employees, who assure optimal production, sales, and profit margins. Labour turnover, particularly among experienced employees, is a major and continuous issue that employers of labor in these organizations are concerned about. This is due to the high expense of finding a substitute for such high quality, which is sometimes difficult to come by. Most new employees are more prone to accidents since there are more breakages and they make more mistakes than experienced workers, resulting in the expense of replacing a man exceeding the recruiting projections by a significant margin (Stessin, 2011). When a company's labor turnover is a problem, management must identify the root reasons, monitor the turnover rate, calculate the cost of turnover, and solve the issue. Given the reality of unemployment and economic hardship in Nigeria, knowing the impact of labor turnover on productivity at Nigerian Bottling Company (NBC) and 7up Bottling Company Plc. is crucial. Such knowledge will aid these businesses in developing effective labor turnover prevention plans that will allow them to function sustainably and adequately satisfy consumer needs as well as corporate objectives. As a result, the purpose of this study was to examine in depth how labor turnover management affects organizational productivity of Nigerian Bottling Company (NBC) and 7up Bottling Company Plc in Aba, Nigeria. 1.2 STATEMENT OF THE PROBLEM Despite the fact that there appear to be no permanent solutions, attempts have been made to reduce the problem of labour turnover. Many individuals have left their jobs due to factors such as professional progress, more promising positions, and external incentives such as higher pay scales, promotion in other companies, and pleasant working circumstances. High labour turnover can have a negative influence on a company's production. However, because of the restricted resources available for staff recruiting, the negative impacts on firms might be extremely severe. Employees who are happy in their jobs are less likely to leave. High employee turnover is typically a sign of a longer-term issue, such as a lack of improved pay structures, training or career opportunities, or promotion, to name a few. Workers who are dissatisfied with their occupations are inclined to depart (Mobly, 2017). Mobly (2017) goes on to say that being dissatisfied with a job isn't the only reason why individuals switch jobs; it may also be because the talents and competencies they possess are in high demand. They may be enticed to leave for greater salary, perks, or career advancement opportunities. Because enterprises have little influence over what happens in other firms, they may take efforts to boost employee morale in the workplace, making people who work for them happy and productive. For companies like Nigerian Bottling Company Plc. and 7up Bottling Company Plc., employee turnover is a major issue. The high rate of labor turnover in bottling businesses, which has risen to about 15% in Nigerian Bottling Company Plc. in 2019 (NBC, 2019) and 22% in 7up Bottling Company Plc. in 2019 (NBC, 2019), is one of the issues that inspired this study (7up, 2019). It is important to remember that a high labour turnover rate reduces an organization's revenue and profitability through lowering productivity. Another issue is that labour turnover increases hiring costs and training expenses, which is especially problematic in organizations that need to replace individuals with specialized skills and a high educational level to fill complicated job responsibilities. Recruiting new employees to replace those who have left the company might be a positive start in the right direction. However, their ability to match the unique abilities necessary for complicated activities previously performed by top executives, as well as highly paid vocations, is subject to cost impacts, making their replacement extremely challenging for the organization. This is likely to have a noticeable impact on the productivity of the company. This is not to suggest that every employee who leaves a company is dissatisfied with their work. Some people will retire, leave town, or abandon their jobs due to family obligations, a desire to change careers, or even the urge to start their own business (Kiunsi,2014). In terms of labour turnover management, there is a knowledge vacuum and a point of departure for prior studies on labour turnover and organizational productivity. There is a knowledge gap in understanding the effect of worker retention (pay and allowance) on sales quantity, the effect of worker training on profit, the effect of promotion on output and effect of workers skills on customers satisfaction in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba. Against this backdrop, this research work investigates labour turnover management and organisational productivity of Nigerian Bottling Company Plc. and 7up Bottling Company Plc in Aba, Nigeria. 1.3 OBJECTIVES OF THE STUDY The major aim of this study is to analyze the effects of labour turnover on productivity in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Abia state, Nigeria. Specifically, the study sought to examine the following objectives: (1) determine the effect of workers retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba; (2) determine the effect of workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba; (3) investigate the effect of promotion on output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba; (4) determine the effect of workers skills on customers’ satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba. 1.4 RESEARCH QUESTIONS Based on the specific objectives, the following research questions were raised. 1) What effect has workers’ retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba? 2) What effect has workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba? 3) What effect has promotion of workers on output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba? 4) What effect has workers skills on customers satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba? 1.5 RESEARCH HYPOTHESES From the above research questions, the following null hypotheses were formulated to guide the study. H01: There is no significant effect of workers’ retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba. H02: There is no significant effect of workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba. H03: Promotion of workers does not significantly correlate with output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Nigeria. H04: Workers skills have no significant effect on customers’ satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Nigeria. 1.6 SIGNIFICANCE OF THE STUDY The significance of this study is divided into empirical and theoretical significance. Empirical significance: This research will serve as a resource for all organizational management, particularly the management and employees of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc. in Aba, Nigeria, in understanding labour turnover management and organizational productivity. The research will assist both commercial and public organizations, including the government, in limiting their human resource capabilities by implementing methods to minimize labour turnover through worker retention, training, rapid promotion, and skill development. It would give important information to Nigerian businesses' management and staff on employee retention and limiting the negative influence of labour turnover on organizational productivity. Theoretical significance: This study has contributed to the current body of information on labour turnover and organizational productivity. This study will be useful to scholars and postgraduate students in the Departments of Industrial Relations and Personnel Management, Business Administration, and Entrepreneurship because it will serve as a reference material for future researchers on the effects of labour turnover on organizational productivity. It may also pique the interest of other academies in conducting more study on the reasons and constraints of labour turnover in a company. The study will also help the Nigerian public and people in other disciplines understand the impact of labour turnover on the productivity of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba. 1.7 SCOPE OF THE STUDY The scope of the study is divided into unit scope, content scope, and geographical scope. Unit scope: This study is on individual level of analysis of selected bottling companies in Aba. Content scope: This study covers only labour turnover management on organizational productivity between 2010 and 2019. Geographical scope: This study covered the Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba, Nigeria. 1.8 LIMITATION OF THE STUDY The most significant restriction of the study is having access to the office since the setting was extremely limited for security reasons, and entry into the business was mostly by invitation. As a result, obtaining an invitation to share the questionnaire and conduct interviews was extremely difficult, and there were limits on the number of times the researcher was authorized to enter the offices where the necessary information was obtained. As a result, the researcher had to devote many months to data gathering during the research process. Furthermore, there was a constraint on the number of years of information the researcher could be given by the organisations, since the selected bottling businesses only granted the researcher access to ten (10) years of data on different labour turnover management indicators and organisational productivity. Another difficulty encountered in performing this study was the inability to express the dependent variable "productivity" as well as the independent variable "labour turnover" with appropriate indicators for each specific aim. For this study, it took the intervention of the supervisory committee to resort to quantity of sales, profit, output, and customer satisfaction as appropriate indicators of organisational productivity, as well as worker retention (pay, allowances), worker training, promotion, and worker skills as appropriate indicators of labour turnover management. Generally, eliciting the required information from the various issues of the annual reports of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba were the major constraint encountered in completing the study. The researcher was put through rigorous methods of transforming existing information to fit the necessary variables for the investigation. 1.9 OPERATIONAL DEFINITION OF TERMS Labour turnover: - This is the overall change in the number of people employed in a business entity during a particular period. It takes into consideration the number of exiting personnel, new joinees and the total number of workers as listed in the payroll at the end of a given period. Productivity: - is a phenomenon, which is concerned with the utilization of resources to produce a given output, the resources could be labour materials and capital. Incentives: - Something, which encourages you to work harder, start new activities. Remuneration: - An amount of money paid to someone for work done. Promotion: - is the Vertical movement of employees in the organization to a position of higher authority. Profit: - This is the financial benefit realized when revenue generated from a given business activity or numerous business activities exceeds the expenses, cost and taxes involved in sustaining the business activity in question. It calculated as the naira difference between total revenue and total expenses Output: - This is the number of units of goods produced in a specific time period. The period could be monthly or yearly. Retention: Retention refers to employees’ abilities to not only absorb and retain training or specialized skills, but to apply the learned skills to their job. Worker/Employee retention: Refers to the ability of an organization to retain its employees Sales quantity: This is the number of units of goods sold in a specific time period. The period could be daily, weekly, monthly, quarterly, biannually or yearly. Consumer satisfaction: Consumer satisfaction is a term that measures how products or services supplied by a company meet or surpass a customers’ expectation. Customer satisfaction is important because it provides marketers and business owners with the metric that they can use to manage and improve their businesses as well as shows how productively relevant the organisation is to its business environment.   CHAPTER 2 REVIEW OF RELATED LITERATURE 2.1 CONCEPTUAL REVIEW 2.1.1 Labour turnover Labor turnover, also known as staffing turnover, is defined as the ratio of employees who leave a firm due to attrition, dism

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