DEVELOPMENT AND PERFORMANCE EVALUATION OF A SINGLE ROW TRACTOR DRAWN GINGER HARVESTER

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ABSTRACT

The tractor-drawn single row ginger rhizome harvester was the designed, fabricated and its performance was evaluated in terms of effective field capacity, field efficiency, and percentage rhizome damage. It consists of two main units; the rectangular support component and the digging component. The rectangular support measures 900 mm by 700 mm provided the support of which the digger and the three-point linkage are attached. The digging component comprises a V-shaped digger blade with a length of 670 mm, a width of 50 mm, and a thickness of 5 mm.  The harvester was operated at forward speeds of 0.63 m/s, 0.8 m/s, and 1.8 m/s, rake angles of 16o and 32o, and depth of cut of 8 cm, 10 cm, and 12 cm in a split-split plot design. The harvester's draught was measured using an electronic dynamometer; an average draught force and power were evaluated and recorded as 0.856 kN and 1.19 kW, respectively. Other machine parameters were field capacity, theoretical field capacity, and efficiency obtained ranges from 0.0225-0.0655 ha/h, 0.318-0.90 ha/h, and 68-95%, respectively. Hence, a split-split plot was used to analyse the interaction of speed, depth of cut, and rake angle.  Analysis of Variance showed significant effects on harvesting ginger rhizomes, and no significant effects were demonstrated in other parameters at p ≤ 0.05.  Response surface was used to obtain the optimum value of speed as 1.3 m/s and depth of cut of 8cm at rake angle either 16o or 32o. Finally, the ginger harvester offered minimal bruise to the ginger rhizomes of approximately 0.5%, thus easy to operate, reliable, and recommended for farmers' use.






TABLE OF CONTENTS

Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Table of Contents vi
List of Tables x
List of Figures xi
Abstract xiii

Chapter 1 INTRODUCTION   
1.1 Background of the Study   1
1.2 Statement of Problem   2
1.3       Objectives of the Study     4
1.3.1    General objective of the study     4
1.3.2    Specific objectives of the study               4
1.4    Justification of the Study     4
1.5    Scope of the Work               5                                  
Chapter 2       LITERATURE REVIEW       
2.1 Historical Background of Ginger       6
2.2 Ginger Production in Nigeria       7
2.3 Agronomy of Ginger Production       8
2.4 Global Ginger Production   14
2.5       Ginger Processing   17
2.5.1    Preparing Ginger for the Market   17
2.5.2    Ginger processing mechanisms   21
2.5.3    Slicing / Splitting mechanisms   21
2.5.4    Composition of Ginger Rhizomes   22
2.6       Economic Importance of Ginger   23
2.7       Engineering Properties of Ginger   26
2.7.1    The physical properties of Ginger   26
2.7.2    The mechanical properties of Ginger and other Tuber Crops   29
2.8       Root and Tuber Crops Harvesting   31
2.9 Development in Ginger Harvesting Machinery   35
2.9.1 Manual harvesting of Ginger    35
2.9.2 Mechanical harvesting of Ginger          37

Chapter 3 MATERIALS AND METHODS    
3.1 Sample Preparation   40
3.2 Design Considerations of Ginger Harvester   40 
3.3 Description of Developed Machine (Harvester) 41
3.4 Soil Properties of Experimental Plot      46      
3.5 Design of Component Parts   46
3.5.1 Design of Digger   46
3.5.2 Selection of Bolts   51
3.5.3 Selection of three-point Linkage   53
3.6 Experimental Procedure   53
3.6.1 Draught requirement   53
3.6.2 Drawbar power     54
3.6.3 Performance evaluation         54
3.7 Experimental Design     55
3.7.1 Statistical analysis     55
3.8 Bill of Engineering Measurements     57

Chapter 4 RESULTS AND DISCUSSIONS      
4.1 Soil Properties     58 
4.2 Draught Force and Power of Ginger Harvester        58
4.2.1 Effect of draught force on the speed of the Harvester     59
4.3 Mass of Harvested Ginger     61
4.3.1 Effects of speeds, depth of Cuts and rake angles on the mass of harvested Ginger 63
4.4 Field Capacity of Ginger Harvester       65
4.4.1 Effects of speeds and rake angle on field capacity    66
4.4.2 Effects of depth of cuts and rake angles on field capacity       67
4.4.3 Effects of interaction of speeds and depth of cuts on field capacity       68
4.5 Field Efficiency of Ginger Harvester       69
4.5.1 Effects of the interactions of speeds and depth of cuts on field efficiency        70
4.5.2 Effects of interactions of depth of cuts and rake angle on field efficiency      71
4.5.3 Effects of interactions of speeds and rake angle on field efficiency                72
4.6 Percentage of Rhizome Bruises 73

Chapter 5 CONCLUSION AND RECOMMENDATIONS        
5.1 Conclusion       74
5.2 Recommendations       75
References                                                                       76
Appendices       81





LIST OF TABLES

2.1: Production of Ginger in Nigeria             16

2.2: Ginger production by the top ten Country in year 2018 17

2.3: Summary of physical properties of Ginger (Zingiber officinale) 26

2.4: Descriptive statistics for mass of 50 Rhizomes of two Ginger varieties 27

2.5: Descriptive statistics for volume of 50 Rhizomes of two Ginger varieties 27

2.6: Descriptive statistics for sphericity of 50 Rhizomes of two Ginger varieties 28

2.7: Descriptive statistics for Particle of 50 Rhizomes of two Ginger varieties 28

3.1: Properties of Soil obtained from the Eastern Farmland of MOUAU 46

3.2: Design dimensions of Screw Threads, Bolts and Nuts 52

3.3: Standard dimension of three-point Linkage 53

3.4: An outline of the analysis of variance for split-split plot design 56

3.5: Bill of engineering measurements 57

4.1: Draught of the Tractor without Load 59

4.2: Draught of the Tractor cum Harvester 59

4.3: Draught of the Harvester 60

4.4: Mass of undamaged Ginger (g) harvested at a travel distance of 14.6 m 62

4.5: Harvested time taken when the Tractor covers a distance of 14.6 m             63

4.6: Analysis of variance Table for mass of Ginger harvested 64

4.7: Field capacity of Ginger Harvester  66

4.8: Analysis of variance for field capacity 67

4.9: Field efficiency of Ginger Harvester 70

4.10: Analysis of variance for field efficiency 71





LIST OF FIGURES

2.1: Hilled young Ginger Plant 10

2.2: Ginger flowering Plant          11

2.3: Harvested Ginger Roots being washed 12

2.4: Matured Ginger Root 14

2.5: Ginger production in Nigeria 15

2.6:  Ginger Production by the top ten Country in year 2018 16

2.7: Flowchart for Ginger processing 20

2.8: Isometric view of motorized Ginger Rhizome slicing Machine 22

2.9: General structure of Gingerols (n= 1, 4, 6, 8, 10) for specific Compounds        23

2.10: The underground Vegetable Harvester 32

2.11: Three dimension view of cassava uprooting device 33

2.12: The Sugarcane harvesting Machine                                34

2.13: Combined Harvester 34

2.14: NCAM mechanized Cassava Harvester 35

2.15: Manual harvesting (Hand picking holding the Stems/Branches) of Ginger 37

2.16: Spade (A) and digging Fork (B) used for Ginger harvesting 37

2.17: Ginger Harvester with Tracks    38

2.18: Harvesting Machine for Ginger  39

2.19: Fully assembled Ginger harvesting Machine 40

3.1: Isometric drawing of a row Ginger Harvester 43

3.2: Orthographic projection of a row Ginger Harvester 44

3.3: Front view of a row Ginger Harvester             45

3.4: Side view of a row Ginger Harvester 46

3.5: Free-body diagram of the Digger Blade 50

3.6: Free-body, shear force and bending moment Diagrams 51

3.7: Dynamometer 55

3.8: Split-split plot design of some selected field parameters for harvesting Ginger Rhizome        56

4.1: Draught force of the Harvester at constant speed 61

4.2: Effects of speeds on the mass of harvested Ginger 65

4.3: Surface plot of field capacity verses speed and rake angle 67

4.4: Surface plot of field capacity verses depth of cuts and rake angles 68

4.5: Surface plot of field capacity verses speed and depth of cuts 69

4.6: Surface plot of field efficiency verses speeds and depth of cuts 71

4.7: Surface plot of field efficiency verses depth of cuts and rake angle 72

4.8: Surface plot of field efficiency verses speeds and rake angles 73






Chapter 1
INTRODUCTION

1.1 BACKGROUND OF THE STUDY
Harvesting is a method of cutting and collection of mature crops from the field, and a harvester is a machine used for harvesting (Adarsh et al., 2013). Tadesse (2015) defined harvesting as the main technique of bringing together the field's target crop product. It is open to the climate's impulse and the growing environment and places it in controlled processing and a stable storage environment. He further inferred that the harvesting requirements depend on the final product sought, specific needs such as maturity and evenness, and intended use, which dictates the harvesting management and timing at which rhizomes are harvested. 

Harvesting of crops could include combining all processes: Cutting, digging, picking, gathering, transport, and stacking. After average maturity, the harvest occurs to remove grains, straws, tubers, and so on with minimum loss. In traditional harvesting of ginger, diggers, hoes, and spades are used with humans, providing the power to penetrate the soil and uproot the ginger rhizomes. 

Some researchers (Agbetoye (1999), Akinbamowo (2013), and Subramanian et al. (2015)) reported that there are several modern design of harvesters utilized for reaping crops. There are also different harvesting principles of operation employed based on the category of crops to be harvested. These designs were possible to incorporate the following: sickles, hand tools, and reapers are utilized for grain crops while diggers are primarily used for underground crops (like turmeric, ginger, yam, cassava); these harvesters machine could be operated with various sources of power (Subramanian et al., 2015). Nevertheless, both tractor-mounted and self-propelled harvesters are mostly used to harvest other grain crops. It integrates into a single operation process that previously required three separate operations – reaping, threshing, and winnowing. Amongst the crops reaped with a combine harvester include oats, rye, maize, barley, corn, soya beans, wheat and flax (Akinwunmi, 2013). 

Agbetoye et al. (2011) and Akinbamowo (2013) reported that plough was the earliest attempt to mechanize tropical root crops' harvesting. The main mechanism is an oxen-drawn digger or a tractor coupled with a share and rising fingers. Sometimes sifting fingers are connected at the rear of the rising fingers for adequate sorting. One of the earliest known harvester is the potato spinner, which consist of a flat share fixed horizontally to a tractor to plough the earth and hoist the root crops. The hoist material is further transferred into a rapidly rotating tine series on a hub that is either by land wheel driven or PTO. The tines break the soil and detach the crop. 

Younus and Jayan (2015) described the manually operated IITA cassava lifter as another early harvester consisting of a lever and fixed gripping jaw are mounted to the frame for uprooting cassava roots.

Numerous harvesting techniques have been initiated to harvest similar crops like cassava, potatoes, cocoyam, and turmeric using mechanical diggers. Also, an effort has been made to design a ginger harvester using blades (diggers) powered by an electric motor (Sanjay et al., 2015).   

1.2 STATEMENT OF PROBLEM
Most manual harvesting operations are done with rudimentary equipment like cutlasses, hoes, and diggers. These harvesting methods are slow, leading to drudgery, leaving a considerable amount of the tubers either remaining in the ground or damaged (Agbetoye, 1999). Manual ginger harvesting is tedious, risky, energy-sapping, and time-consuming, resulting in the loss of ginger rhizomes and a low production rate (Sanjay et al., 2015). 
According to Younus and Jayan (2015), manual harvesting of cassava requires about 22-62 man-hour per hectare. Padmanathan et al. (2006) emphasized that the practice of traditional threshing and harvesting of groundnut consumes a considerable amount of labour to the magnitude of 84 man-hours per hectare.

Igbo et al. (2016) opined that ginger production mechanization had received little attention in Nigeria. Only a small number of farmers use mechanized farm machines for field preparation involving ploughing, harrowing, and ridging. The majority of ginger cultivators are peasant and small scale farmers and they prepare their fields using conventional approach. Most farm operations in Nigeria like planting, mulching, fertilizer application, weeding as well as harvesting are usually accomplished traditionally. They further syllogized that the low level of ginger rhizome harvests results from inadequate adaptable farm mechanization technologies and management practices in Nigeria.
  
By hand forks or with diggers, farmers' traditional harvesting method employed to deracinate ginger is among the primary root causes of ginger's low production. Notwithstanding the technological breakthrough in the development and fabrication of harvesters, for example, carrot harvester, groundnut harvester, cassava harvester, cocoyam harvester, yam harvester, etc., little has been done for the ginger harvester. There is no ginger harvester in Nigeria, but an engine-driven ginger harvester has been designed in India by Sanjay et al. (2015).
 
Therefore, the problems facing this study include the following:

(i) Non-availability of locally designed or fabricated machine for harvesting ginger.

(ii) Low production rate, occasioned by manual harvesting.
 
(iii) Harvesting constitutes a significant impediment because of the energy expended and time spent in uprooting the ginger rhizomes.

(iv) Harvesting exposes individuals to high risks and hazards.

In this project, a typical ginger harvesting machine will be designed, developed, and evaluated in such a manner that it will be capable of efficiently harvesting all ginger rhizomes.  

1.3         OBJECTIVES OF THE STUDY
1.3.1      General objective of the study
The general objective of the study is to develop a single-row tractor-drawn ginger rhizome harvester.

1.3.2      Specific objectives of the study
The specific objectives of the study are to:

(i) design a tractor-drawn ginger rhizome harvester

(ii) fabricate a tractor-drawn ginger rhizome harvester

(iii)   determine the draught requirement for operating the developed harvester as affected by  soil moisture and angle of inclination of the digger and 

(iv)   evaluate the performance of the developed tractor-drawn ginger rhizome harvester in terms of effective field capacity, field efficiency, and percentage rhizome damage. 

1.4   JUSTIFICATION OF THE STUDY
Harvesting constitutes a major operation among agricultural activities. It is considered for a long time as the last step in production; instead, it must be approached as the first one in the postproduction system. The techniques for harvesting crops differ based on the type of plant to be harvested. Cereal crops are first cut either as a whole or partially (ears) and then threshed and cleaned to separate the grain from the ears and straw, but for forage crops the whole plant is entirely cut. Root and tuber crops are quite different because the crop is uprooted while the soil sticking to it is removed. Odigboh (2006) enumerated the most severe bottleneck in agricultural mechanization: planting, weeding, harvesting, and peeling. Therefore, it is pertinent to develop mechanized equipment that tackles the challenges encountered during ginger's harvesting.

 A ginger harvesting machine will be developed to overcome the drudgery, time-wasting, and low productivity associated with the manual harvesting method. The ginger harvester's design and operation's simplicity will improve the quantity and quality of harvested ginger rhizomes, thus increasing ginger rhizomes' yield in the country. 

1.5   SCOPE OF THE WORK                                           
This study's scope encompasses the design, development, and evaluation of ginger harvester, which is tractor drawn, and the rhizomes are manually collected.

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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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