ABSTRACT
The main objective of the study was to ascertain the effect of personality on organizational performance in selected manufacturing organizations in Aba, Abia State of Nigeria. Specifically, the objectives were to; ascertain the effect of extroversion on organizational performance; examine the effect of agreeableness on organizational effectiveness; determine the effect of conscientiousness on organizational productivity; examine the effect of neuroticism on organizational growth; and to ascertain the effect of openness to experience on organizational efficiency. The researcher adopted the survey research design. The population of the study covered all the staff of the selected manufacturing organizations in Aba, Abia State. The selected manufacturing organizations covered in the study were PZ Cussons, Aba, Nigerian Breweries Plc, Aba, and Vita Foam Plc, Aba. From records made available to the researcher, the combined staff strength of these three manufacturing organizations was 1296. The Bowley’s proportional allocation formula was used to obtain a combined sample size of 306. Data collected for the study were analyzed based on the stated objectives and hypotheses of the study. All objectives and stated hypotheses were analyzed and tested with simple regression model. All analyses were done through the use of the SPSS software package version 20.0. Findings revealed a positive and significant effect of extroversion on organizational performance. This indicates that an increase in extroversion in employees results to a corresponding increase in organizational performance. Regression result revealed that agreeableness as a personality trait exerts significant and positive effect on organizational performance. This implies that the possession of the trait of agreeableness by employees results to an increase in organizational performance. Regression result in the study also revealed that conscientiousness exerts significant and positive impact on organizational performance. The implication is that an increase in conscientiousness results to an increase in organizational performance. Thus, when employees possess more conscientiousness, it results to high organizational performance and vice versa. The study recommended that performance appraisal should be designed in with the organizations in such a way that it incorporates employees’ traits. This will help objectives sets to be easily achievable due to the fact that job would be rightly assigned and executed. Again, this will help the Human Resource Department draw out training and development programmes that will ensure effective and efficient use of resources. Furthermore, the managements of the studied organizations need to ensure that recruitment of the right job candidates should be based on skills and experience. In fact, selecting the wrong candidates will not only influence the overall organizational performance but also evaluation of organizational performance.
TABLE
OF CONTENTS
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Table
of Contents vi
Abstract vii
CHAPTER 1: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 5
1.4 Research Questions 6
1.5
Research Hypotheses 6
1.6 Significance of the Study 6
1.7
Scope of the Study 7
1.8 Definition of Terms 7
1.9 Brief History of the Companies
Studied 8
1.9.1 P.Z
Cussons Nigeria Plc, Aba 8
1.9.2 Nigerian Breweries Plc 10
1.9.3 VitaFoam Nigeria Plc 12
CHAPTER 2: LITERATURE
REVIEW
2.1. Conceptual framework 17
2.1.1 The
concept of personality 17
2.1.2 Big five personality
traits 20
2.1.2.1
Openness to experience 20
2.1.2.2 Conscientiousness 21
2.1.2.3
Extroversion 24
2.1.2.4 Agreeableness 27
2.1.2.5 Neuroticism
29
2.1.3 Openness to experience and job performance 31
2.1.4
Conscientiousness and job performance 31
2.1.5
Extraversion and job performance 32
2.1.6 Agreeableness
and job performance 32
2.1.7
Emotional stability and job performance 33
2.1.8
Employee performance 33
2.1.8.1 Job
performance 33
2.1.9
Measuring job performance 35
2.1.10
Options for measuring job performance objectively 37
2.1.11 Effect of Personality traits on the leader 38
2.1.12
Impact of big five personality traits on Organizational success 39
2.2
Theoretical Framework 41
2.2.1
Hippocrate’s Four Temperaments – Hippocrate (460-370
BC) 41
2.2.2
Allport Theory - (Allport 1897-1967) 43
2.2.3 16
Personality factor – (Cattell, 1965) 44
2.2.4
Eysenck Theory - (Eysenck 1916-1997) 45
2.2.5 The
five-factor model 45
2.3
Empirical Review 46
CHAPTER 3: METHODOLOGY
Research Design 49
3.2 Area of
the study 49
3.3 Sources of Data 50
3.4 Population of the Study 50
3.5 Sampling Size 51
3.6 Description of the Instrument 51
3.7
Validity of the Instrument 52
3.8 Reliability of the Instrument 52
3.9 Method of Data Analysis 53
3.10 Model specification 53
CHAPTER 4: PRESENTATION
AND ANALYSIS OF DATA
4.1.
Questionnaire Distribution 55
4.2 Test of
Hypotheses 59
4.2.1 Effect of extroversion on
organizational performance 59
4.2.2
Effect of agreeableness on organizational performance 60
4.2.3
Effect of conscientiousness on organizational performance 61
4.2.4
Effect of neuroticism on organizational performance 62
4.2.5
Effect of openness to experience on organizational performance 63
4.3
Discussion of Result 64
CHAPTER 5: SUMMARY
OF FINDINGS, CONCLUSION
AND RECOMMENDATIONS
5.1
Summary of Findings 67
5.2
Conclusion 68
5.3 Recommendations 69
5.4
Areas for further Studies 70
References 71
Appendices 77
LIST
OF TABLES
3.1
Population of the selected organizations 51
4.1
Distribution and return of questionnaire 55
4.2.
Responses on extroversion and organizational performance 56
4.3.
Responses on agreeableness and organizational performance 56
4.4.
Responses on conscientiousness and organizational performance 57
4.5.
Responses on neuroticism and organizational performance 58
4.6.
Responses on openness to experience and organizational performance 58
4.7. Regression analysis showing the
effect of extroversion on organizational
performance
59
4.8.
Regression analysis showing the effect of agreeableness on
organizational performance 60
4.9.
Regression analysis showing the effect of conscientiousness on
organizational performance 61
4.10.
Regression analysis showing the effect of neuroticism on
organizational performance 62
4.11.
Regression analysis showing the effect of openness to experience on
organizational performance 63
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The primary goal of every
organization is to create surplus profit. Profit is a measure of surplus of
amount incurred over income over expense. To accomplish this goal effectively
the management must establish an environment in which people can work
productively. And workforce demographics are strongly co-related with
performance and output.
It
is critically important for organizations today to recruit high performing
employees. One big question that organizations may find hard to answer is how
to separate individuals who will perform well from those who will not. The
answer may to some extent relate to the type of personality that one exhibits.
Discussions that concern personality as a valid predictor of job performance
have flourished ever since Barrick and Mount (1991) conducted a substantial
meta-analysis on the same topic.
The
commercial aspect that comes along with personality testing has been one factor
that has contributed to a more specialized focus in the field of personality
psychology. However, ever since organizations started to incorporate
personality testing in their recruitment processes there has been reasonable
doubt in terms of their true usefulness (Giles, Burch & Anderson, 2008).
The
major part of our lives is spent in organization or in connection with them
(Alagheband, 2007). The personality is one of the factors that increase the
organizational job performance. The reconciliation and harmony between the type
of personality and environment, is lead to professional compatibility and in
its turn lead to positive organizational performance.
The choice of occupation is dependent
on personality type. Personality is positively associated with turnover
intentions. Differences in job satisfaction occur due to personality.
Possession of certain personality characteristics is associated with the choice
of occupations, and individuals not possessing these characteristics are more
likely to exhibit low job satisfaction (Dole and Schroeder, 2001).
In the 21st century, one of the most
critical topical issues in the study of organizational behaviour is the effect
of personality types on organizational performance in today’s global and
competitive environment. The general consensus is that organizations that
capitalize on this personality types are likely to perform better than organizations
without the advantages. Workforce diversity refers to employee’s individual
differences and similarities (Mkoji and Sikalieh, 2005).
Organizational performance can be
defined as when an organization meets its set targets putting into
consideration all other personality, external and internal dimensions that
influence performance. According to Kinicki, (2008), personality represents a
stable set of characteristics that are responsible for a person’s identity. The
internal dimension or the primary dimensions of personality are mostly outside
our control but strongly influence our attitudes and our expectations and
assumptions about others, thus influencing our behaviour (Kinicki, 2008).
Similarly, Colquitt et al. (2009) defines personality traits as the structures
and propensities inside a person that explains his or her characteristic
patterns of thought, emotion and behaviour. Personality captures what people
are like, in contrast to ability which captures what people can do (Colquitt, Le-Pine,
& Wesson, 2009). On the other hand traits are recurring regularities or
trends in a person (Colquitt et al, 2009). He further identified five
dimensions that describe personality which are; conscientiousness,
agreeableness, neuroticism, openness to experience and extraversion commonly
referred to us big five.
Conscientiousness is associated with
trait adjectives such as dependable, organized, reliable, ambitious, hard
working while agreeableness has adjectives such as kind, cooperative,
sympathetic, helpful, courteous, and warm (Colquitt et al, 2009). On the other
hand, neuroticism has to do with nervous, moody, emotional, insecure, and
unstable character (Colquitt et al, 2009). Openness has to do with curious,
imaginative, creative, complex, refined, sophisticated while extraversion is
associated with adjective traits such as talkative, sociable, passionate, bold,
dominant (Colquitt et al, 2009).
Personality traits therefore
represent a process of change and it relates to the psychological growth and
development of individuals. Personality factors are extremely important in
today's competitive organizational settings. Often the 'wrong' kind of personality
proves disastrous and causes undesirable tensions and worries in organization.
Research indicates that personality acts as a moderating factor: workplace deviance
was more likely to be endorsed with respect to an individual when both the perception
of the workplace was negative and emotional stability, conscientiousness, and
agreeableness was low. Of the five factors, the single factor of
conscientiousness is the most predictive of job performance and therefore
positively influence work performance (Zimmerman, 2008). Personality research
has focused on the five-factor model (FFM) personality traits (Costa and
McCrae, 1992).
The FFM establishes five factors of
personality (Conscientiousness, Extraversion, Emotional Stability, Agreeableness,
and Openness to Experience) as a parsimonious model of distinguishing between
differences among individuals' dispositions (Zimmerman, 2008). Because of the dominance
of the FFM and trait affect models in the literature; namely Conscientiousness
Extraversion, Emotional Stability, Agreeableness, and Openness to Experience
are the focus of this research.
Thus, this study is an attempt to
examine the effect of personality types on organizational performance in
selected manufacturing organizations in Aba, Abia State of Nigeria.
1.2
STATEMENT OF THE PROBLEM
The manufacturing Sector is an
economic entity that leads to the development of a viable economy. This can
only take place when the right staff are assign the right job depending on
individual personality traits. These employees individually possess diverse
work-group dimensions that may influence negatively or positively the
performance of jobs assigned to them. With this kind of heterogeneous workforce
diversity in manufacturing organizations, there is a need to establish whether personality
traits hinder or enhance the organizational performance of the entire
organization (Mkoji, 2012). Hence this study has presented a good opportunity
to examine the extent to which some of these personality traits play a role in
influencing organizational performances in the context of a developing country like
Nigeria and more specifically, the manufacturing sector of Abia State.
Therefore, this study specifically
looks at how personality types have influenced corporate performance
particularly in terms of organizational performance. Corporate organizations
are generally concerned with their performance which creates a competitive
strategic advantage in differentiating themselves from other firms and to enhance
the organization’s general output (Kreitner and Kinicki, 2008).
Although the relationship between
personality traits and organizational performance in the government-owned
commercial companies has been fairly well studied and documented especially in
developed countries as USA, France, Germany, Russia etc. The issue has not
received adequate attention in the case of manufacturing organizations,
particularly those located in the developing World. More specifically, this
subject has not been studied adequately in Nigeria.
Although it is generally known that
there is limited research work on how individual personality traits influences
organizational performance which comes about as a result of individual job
performance particularly in Nigeria’s manufacturing sector, there is clear
evidence that personality traits affects the functioning of organizations in
terms of performance, positively or negatively. Generally, most manufacturing
organizations in Nigeria have a diverse workforce, and an organizational
culture that clearly influences how they function as organizations. Given that
organizational performance is shaped by the workforce dimensions in terms of
performance either collectively or individually, there is a need to profile the
actual dimensions at play, in terms of personality traits, to see whether this particular
dimension influences the individual job performance the performance of an organization.
It is apparent that the issue of how
personality dimensions influence manufacturing organization’s performance has
not been adequately studied particularly in the developing country context. It
is against this background that this study sought to know how personality types
have influenced performance in manufacturing organizations in Aba, Abia State.
1.3 OBJECTIVES OF THE STUDY
The main objective of this study was
to ascertain the effect
of personality on organizational performance in selected manufacturing
organizations in Aba, Abia State of Nigeria.
Specifically, the objectives were to;
i.
ascertain the effect of extroversion
on organizational performance;
ii.
examine the effect of agreeableness
on organizational performance;
iii.
determine the effect of conscientiousness
on organizational performance;
iv.
examine the effect of neuroticism
on organizational performance;
v.
ascertain the effect of openness
to experience on organizational performance
1.4 RESEARCH QUESTIONS
The following research questions were
derived from the foregoing in order to address the research objectives.
i.
What is the effect of extroversion
on organizational performance?
ii.
What is the effect of agreeableness
on organizational performance?
iii.
What is the effect of conscientiousness
on organizational performance?
iv.
What is the effect of neuroticism
on organizational performance?
v.
What is the effect of openness
to experience on organizational performance?
1.5 RESEARCH HYPOTHESES
The following null hypotheses were
tested in line with the study objectives
HO1:
There is no significant effect of extroversion on organizational performance
HO2:
There is no significant effect of agreeableness on organizational performance
HO3:
There is no significant effect of conscientiousness on organizational performance
HO4:
There is no significant effect of neuroticism on organizational performance
HO5:
There is no significant effect of openness to experience on organizational performance
1.6 SIGNIFICANCE OF THE
STUDY
The findings of the present study will
have numerous implications for practitioners. At a strategic level, the study will
attempt to make suggestions on how executives can acknowledge in their change
processes personality types that could have a profound effect on job performance
in the organization.
Further, given the significant effect
of job involvement, the study will reveal how managers can manipulate a range
of personality-type variables to enhance organizational performance. If there
is an effect on a certain personality type on job involvement, then it can be a
tool to choose the right person for the right job. It will also be a base in the
organizational recruiting process as the best individuals with the right
personality traits will be recruited for a positive impact on organization’s
performance.
The study has got a high value and
paves a way for new researchers in this field. The research will serve as a
resource material and sufficient guide and good source of secondary data on
this topic for future researchers and students in this field of study.
1.7 SCOPE OF THE STUDY
This study was based on the effect of
personality types on employee performance in selected manufacturing
organizations in Aba, Abia State of Nigeria.
The study focused on how managers can manipulate a range of personality-type
variables from employees within an organization to enhance organizational
performance. Three (3) manufacturing organizations in Aba, Abia State which were
Vitafoam Plc, PZ Cussons, and Nigerian Breweries were chosen to represent other
manufacturing organizations as per the study in Abia State.
1.8
DEFINITION OF TERMS
1.
Personality: a description of the individual’s
self image that influences a person's behaviour uniquely and dynamically, it is
because the behaviour may change through the process of learning or through
experience, education, and so on
2. Openness to experience: refers to the dimension of cognitive style
that distinguishes imaginative, creative, and conventional people
3.
Agreeableness: refers to individuals who tend to
be trusting, helpful towards others, forgiving, soft hearted, and
compassionate.
4.
Extroversion: refers to the quantity and
intensity of energy directed outwards into the social world
5.
Neuroticism: refers to individuals who tend to be
shy, angry, insecure, depressed, vulnerable and anxious.
6.
Performance: is the accomplishment of work
assignment or responsibilities and contributions to organizational goals,
including behaviour and professional demeanor, actions, attitude and manner of
performance as demonstrated by employee’s approach to completing work
assignment.
1.9
BRIEF HISTORY OF THE COMPANIES STUDIED
1.9.1 P.Z Cussons Nigeria
Plc, Aba
PZ Cussons Plc. Aba is located along
Margaret Avenue, Eziama Aba, Aba North LGA in Abia State. It is engaged in the
manufacturing and distribution of soaps, detergents, toiletries,
pharmaceuticals, electrical goods, edible oils and nutritional products. The
segments of the Company are toiletries and household; food and nutrition, and
electrical goods. The geographical segments of the Company are Africa, Asia and
Europe. On January 29, 2008, the Company completed the acquisition of The
Sanctuary Spa Holdings Limited and its wholly owned subsidiaries.
The Company’s Headquarters is at PZ
Cussons Nigeria Plc. 45/47 Town Planning Way Ilupeju Industrial Estate PMB
21132 Ikeja Lagos Nigeria; Lagos; Lagos PZ Cussons Plc. is a leading
manufacturer and distributor of a variety of products, especially soaps and
other personal care items, including shampoo, baby power, and the like. These
are marketed under PZ Cussons flagship imperial Leather brand and others,
including Ordinary Source and Cares. The company also manufactures
refrigerators and other white goods, including freezers and air conditioners;
detergents and cleaners; feminine hygiene products; olive oil; packaging
materials; and even pharmaceuticals. In 2003, PZ Cussons formed a joint venture
with Ireland’s Glanbia to supply evaporated milk and milk powder in Nigeria.
The company also acquired U.K. hair brand Charles Worthington in Listed on the
London Stock Exchange, the Zochonis family, which includes Chairman A. J. Green
controls as much as 80 percent of the company’s stock. 2005.
Although based in Manchester, PZ
Cussons has long been controlled by the founding Zochonis family, from Greece,
and has carved a niche for itself by focusing on various markets in Africa,
especially Nigeria, Ghana, Cameroon, and East Africa. Known as Paterson
Zochonis until its name change in 2002, the company’s history reached all the
way back to the late 19th century. When it was founded as a trading post,
called West African Merchants, in Sierra Leone by two partners, George Paterson,
originally from England, and George Zochonis, from Greece, Paterson and
Zochonis started out by shipping palm oil and other produce, such as palm
kernels, cocoa, groundnuts, and seed cottons, as well as animal hides and
skins, to the United Kingdom, and bringing back goods from England, such as
cloth from
Manchester. The business proved
strong, and in 1884 Paterson and Zochonis incorporated the company as Paterson
Zochonis (PZ). PZ gradually expanded its range of goods, establishing a degree
of expertise in what was considered a difficult trading market. This expertise
enabled the company to being expanding into other African markets and, most
important, into Nigeria. PZ set up its Nigeria subsidiary in Lagos in 1899.
Like its Sierra Leone brand, the
Nigeria subsidiary at first operated
as a trading merchant. George Paterson died in 1934, leaving George Zochonis in
control of the company. The Zochonis family was by then already highly involved
in the company’s expansion, and company traditions become the placing of
members of the extended Zochonis family in key management positions. Indeed, by
the beginning of the 21st century, the Zochonis family was said to represent
about half of the group’s total payroll.
1.9.2
Nigerian Breweries Plc
The
history of Nigerian Breweries is strongly linked to the formal British
colonialization of Nigeria in 1851. The process of the establishment of the
company started with the formation of the Royal Niger Company after it was
granted a royal charter status in 1886. In 1877 the British imperialist, George
Goldie Taubman, joined the four largest British trading companies into the
United African company (UAC).The granting of Royal Charter to the UAC company
enjoys commercial monopoly but gave them unfettered access to invest and
administer the whole Niger territory, ie Northern Nigeria and the lower Niger
valley, (Ogunbiyi, 2007). After the end of World War I, in 1920 Lever Brother,
a subsidiary of Unilever conglomerate, acquired the shares of the Royal Niger
Company.
In
1921 many of the British trading houses came together to form the African and
Eastern Trade corporation while the French trading houses came together under
the name, Compagnie du Niger Francais (Ogunbiyi, 2007). On the 1st May, 1929
these two organizations combined forces under the former name United African
Company (UAC), with a share capital of £15.7 million. The company became the
dominant trading company in the region at the time (Ogunbiyi, 2007). One of the
European companies which have been doing business in the region, a Dutch
brewing company, Heineken was exporting some 6,000 hectolitres of beer to
Nigeria and Ghana through UAC. During the period of the Second World War the
beer consumption in Nigeria total 70,000 crates of four-dozen 65cl bottles.
This is about 1,458 hectolitres in one year (Ogunbiyi, 2007).
After
the War the demand exceeded the supply by 1947, Dutch export to Africa reached
76,614 hectolitres as against 25,000 hectolitres exported before the war. The
increase in beer consumption rate was as a result of the presence of allied
forces in Africa and the changing pattern of consumption behaviour the
returning African soldiers who served during the war came back with. In other
to meet the demand for beer Heineken entered an agreement with Unilever and so
on 16th November 1946, UAC and Heineken signed a contract for the incorporation
of Nigerian Brewery limited in the capital city of Lagos with a share capital
of £ 300,000 (Ogunbiyi, 2007).
The
board that established the agreement of the company gave UAC the responsibility
for commercial and administrative management of the company while Heineken had
technical control. Nathan, a Swiss company was saddled with the responsibility
of providing technical brewing installations. On 2nd June 1949, the first
Nigeria brewed bottle of beer rolled off the bottling line from the Iganmu
plant (Ogunbiyi, 2007). The beer was called Star beer. By 1954 the company
reached the first one million carton unit capturing 20% of the beer market in
Nigeria. The Aba Brewery was commissioned in 1957 with an initial capacity of 500,000HL,
is the second oldest brewery of Nigerian brewery PLC (nibrenews, 2007). In the
face of the growing brewery business in Nigeria the management of the company
decided to approach growth expansion and diversification convinced that
increased production in the beverage industry a decision was taken to build a
third brewery in the Northern city of kaduna in 1964. Heineken brand was first
produced in 1955. The Civil War period marked a time of huge challenge to the
brewery but for the adaptive leadership of the company it was able to surmount
the challenges of the war era stronger.
Immediately
after the civil war the Guilder brand was launched in 1970. After the brand was
introduced into the Nigerian market, the expansion of the existing breweries in
Lagos, Aba and Kaduna followed. Also in 1976 a new brand of soft drink was
introduced. The brand was called Maltina. As the pressure on the existing
breweries increased because of increase in demand the Ibadan brewery was
commissioned in 1982. on the 24th October 2003 the Ama brewery was commissioned
in “Ameke Ngwoo” a community in Udi Local Government Area of Enugu State, with
a production capacity of 3 million hectoliters per annum and at the cost of N
40 Billion (nibrenews,2003),the Ama Brewery was to produce fifty percent of the
company’s total production.
1.9.3
Vita Foam Nigeria Plc
With its root name derived from
"Vita"- the Latin word for "life", the company has since
its inception, till date, worked at contributing to every aspect to its synonym
from the cradle to old age. It has produced quality domestic and industrial
products that add absolute value and comfort to life for work, school, leisure,
health, maternity and child growth. Established in 1962 by two giants; British
Vita and Unilever, and listed on the floor of the Nigerian Stock Exchange in
1978, Vitafoam has become Nigeria’s most prominent and leading producer of
Polyether, foam products, furniture, upholstery products and adhesives. Its
initial breakthrough however, was as a result of an appointment of G.B Ollivant
Nigeria Limited as a sole distributor in 1962, and an installation of a
continuous polyether foaming plant in its first factory at Ikeja in 1966.
With an inevitable urge to expand its fast
growing business, Vitafoam took a notch up the ladder by establishing the Aba
Factory (Eastern Nigeria) in 1972 and the Kano Factory (Northern Nigeria). Mr.
Norman Grimshaw (co-founder British Vita), on his visit to Nigeria,
innovatively initiated an expansion programme for Vitafoam. With the Nigerian
Promoter Decree No. 3 of 1977, companies were mandated to sell sixty percent of
their share to the Nigerian public, thus in compliance with the decree,
Vitafoam became a public company in 1978. Still on the expansion train, in 1979
and 1982 Sapele and Jos factories, respectively, were established. The
orthopedic mattress branded “Galaxy" was introduced too in 1982. In spite
of the gigantic economic and industrial unrest experienced in the country
amidst internal issues in 1986, Vitafoam experienced a quantum leap to economic
growth with recorded revenue of N1.02 billion in 1995.
Its success and performance as the fastest
growing icon in foam manufacturing was rewarded with series of awards and
encomiums from the Nigeria Stock Exchange, and the President’s award for
excellence in Corporate Financial Report and Annual General meeting in 1999. In
addition to this, were several awards of silver certificates from Standard Organization
of Nigeria (SON) for its manufacture of high quality products.
In 2000, Vitafoam capped it all by becoming
the first foam manufacturing company in Nigeria to win the much craved
International quality award NIS 9002 Certificate for its manufacture and sale
of flexible and rigid polyurethane foam, fiber pillows, underlay and adhesives.
In 2004, Vitafoam transferred her share registration portfolio to UAC
Registrars Limited whilst growth and expansion were continually in motion.
These new developments set off the need to further broaden prospects, thus in
2008 and 2009 Vitafoam Ghana Limited and Vitafoam Sierra Leone Limited
respectively were established. However, treading the expansion trail further,
in 2010, Vitafoam Nigeria Plc is Nigeria's leading manufacturer of flexible,
reconstituted and rigid foam products. It has the largest foam manufacturing
and distribution network which facilitates just-in-time delivery of its
products throughout Nigeria. Incorporated on 4th August, 1962 and listed on the
floor of the Nigerian Stock Exchange in 1978. Vitafoam's successful brands
remain household names in the country.
The company's vision to be the Foam
Manufacturer of first choice is being achieved through its mission of
continuously improving the products quality and providing world class after
sales service. Its commitment to quality has earned it several quality awards
including the NIS Gold Certificate Award for most of its products. The company
is consolidating its core business by the introduction of innovative value
added products and services. It is exploiting polyurethane technology in the
more profitable technical/ industrial and construction business. It has become
a full range solutions provider for polyurethane products and bedding/ cushion products.
Its Comfort Centers provide a one stop shop
for discerning consumers of its products. In addition, Vitafoam is striving to
be a major player in the Oil and Gas industry by providing insulation solutions
to Oil companies. Vitafoam was the first Foam Manufacturing Company in Nigeria
to subject its quality system to the Quality Management System championed by
the Standards Organisation of Nigeria (SON).
The Company has carved a niche for itself in
the industry by its offer of a vast array of high and superior quality products
that present the customers multiple choices. Mattresses of varied resilience
and hardness are available nationwide. By use of contours cutting equipment,
Vitafoam designs and constructs custom-made mattresses and pillows. In addition,
a range of profile products that are versatile in use are offered to the market
- Mats (Vitarest, Leisuremats etc) and Foam sitting chairs (Vitasolid). The
needs of nursing mothers are addressed by the offering of a number of foam
based baby products (Changing mat, Baby cot mattresses, pillows etc). Rigid
polyurethane foam manufactured by Vitafoam is found useful in the oil industry,
refrigeration, conditioners, poultry enclosure and office partitioning.
Vitafoam is a responsible corporate citizen and it adopts best practices in all
its operations. The code of good corporate governance has been well implemented
by the company and it is committed to the continuous improvement of its
operations. It also won the prestigious Nigerian Stock Exchange 31st Annual
Merit Award in the enlarged Industrial/Chemical Products Sector, which made it
the eleventh consecutive time of winning the award.
The Company's policy is determined by a
competent and dynamic Board, a mix of executive and non executive directors who
are experts in their own fields. The Board is supported by a robust management
team. Vitafoam Subsidiaries Vita Blom is a subsidiary of Vitafoam that was
incorporated on the 2nd of June, 2010. Vitafoam offers a vast array of high
quality fiber pillows, throw pillows, Fiber crumbs, flat fiber, beddings such a
(bed sheet and duvets) that present customers with many choices. Their duvet
covering comes either as plain or quilted and are available in varieties of
colours and designs to give customers’ bedroom that colourful look they desire.
Vita Blom is situated at 1-3, Bankole Street,
Ibafo, Ogun state, Nigeria. Vita Visco is a subsidiary of Vitafoam that is into
the production of Visco elastic memory products that offers superior pressure
relief that can dramatically diminish tossing and turning for a more restful
sleep pattern.
VitaPur Nigeria Limited is an insulation
company that was incorporated on 30th March, 2009. It specializes in
polyurethane and polyisocyanate rigid foam products. Their products and services
include: Sandwich panels, Insulation Board, Spray Foam, Pre-cut pipe sections,
and Fish craft. Vita Pur is situated at 23, Acme Road, Ogba, and Lagos,
Nigeria.
Vono product is a foam manufacturing company
whose largest share was bought over by Vitafoam Nigeria plc. They are into foam
products, beddings and high brand metal/furniture products, Resta chairs and
vehicle seats. Vono product is situated at 326/328 Agege Motor Road, Lagos.
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