EFFECT OF PERSONALITY ON ORGANISATIONAL PERFORMANCE: A STUDY OF SELECTED MANUFACTURING ORGANISATIONS IN ABIA STATE

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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 306Data 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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Dispute can only be created when you receive a corrupt file, a wrong file or irregularities in the table of contents and content of the file you received. 

ProjectShelve.com shall either provide the appropriate file within 48hrs or send refund excluding your bank transaction charges. Term and Conditions are applied.

Buyers are expected to confirm that the material you are paying for is available on our website ProjectShelve.com and you have selected the right material, you have also gone through the preliminary pages and it interests you before payment. DO NOT MAKE BANK PAYMENT IF YOUR TOPIC IS NOT ON THE WEBSITE.

In case of payment for a material not available on ProjectShelve.com, the management of ProjectShelve.com has the right to keep your money until you send a topic that is available on our website within 48 hours.

You cannot change topic after receiving material of the topic you ordered and paid for.

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