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EFFECT OF STAFF DISCIPLINE ON EMPLOYEE PERFORMANCE IN THE ABIA STATE CIVIL SERVICE

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Product Category: Projects

Product Code: 00009676

No of Pages: 153

No of Chapters: 1-5

File Format: Microsoft Word

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ABSTRACT

 

This study investigated the effect of  staff discipline on employee performance in the Abia state civil service. fraudulent practices such as lateness to duty or work, absenteeism, insubordination and falsification of records are some of the problems that led to this work.  Specifically, the study examined the effect of written reprimand on employee effectiveness in Abia State Civil service; determined the effect of suspension on employee commitment in Abia State Civil service; ascertained the effect of employment termination on employee effectiveness in Abia State Civil service; ascertained the effect of demotion on employee commitment in Abia State Civil service. Survey design method was used to investigated the effect of discipline and staff control on employee performance in the Abia state civil service. Primary and secondary data were used for the study. A total sample size of 279 respondents consisting of 101 respondents drawn from ministry of Education, 53 respondents drawn from ministry of Health, 75 respondents drawn from ministry of Agriculture, and 50 respondents drawn from ministry of Finance. However, only 100 copies of questionnaire out of 101copies distributed to respondents at ministry of Education, 51 copies of questionnaire out of 53 copies distributed to respondents at ministry of Health, 70 copies of questionnaire out of 75 copies distributed to respondents at ministry of Agriculture and all the 50 copies of questionnaire distributed to respondents at ministry of Finance were retrieved and used for analysis of the study. Data obtained were analyzed using mean scores. Simple regression analysis technique was used to test the various formulated hypotheses for the study. Findings showed that the employee effectiveness in Abia state civil service ministries of education, health, agriculture, and finance was significantly and positively influenced by written reprimand. Employee commitment in Abia state civil service ministries of education, health, agriculture, and finance was significantly and positively influenced by suspension of employees. Employee effectiveness in Abia state civil service ministries of education, health, agriculture, and finance was significantly and positively influenced by employment termination. Employee commitment in Abia state civil service ministries of education, health, agriculture, and finance was significantly and positively influenced by demotion. The study recommends that efforts aimed at improving employee performance in the Abia state civil service in terms of increasing worker effectiveness and commitment should avoid the use of sentiments in administering various forms of disciplinary actions, and all erring employees, regardless of rank, should be disciplined accordingly.

 

 





TABLE OF CONTENTS

Title Page                                                                                                                                i

Declaration                                                                                                                             ii

Certification                                                                                                                            iii

Dedication                                                                                                                               iv

Acknowledgements                                                                                                                v

Table of Contents                                                                                                                   vi

List of Tables                                                                                                                          vii

Abstract                                                                                                                                   viii

CHAPTER 1: INTRODUCTION                                                                                       

1.1 Background of the study                                                                                                   1

1.2 Statement of the Problem                                                                                                 3

1.3 Objectives of the Study                                                                                                    5

1.4 Research Questions                                                                                                          5

1.5 Statement of Hypotheses                                                                                                  6

1.6 Significance of the Study                                                                                                 6

1.6.1 Theoretical Significance                                                                                               6

1.6.2 Empirical Significance                                                                                                  7

1.7 Scope of the Study                                                                                                            7

1.8 Operational Definition of Terms                                                                                      8

CHAPTER 2: REVIEW OF RELATED LITERATURE                                                            

2.1. Conceptual Review                                                                                                          10

2.1.1 The concept of discipline                                                                                              10

2.1.2 The concept of Control                                                                                                  13

2.1.3 Types of Discipline                                                                                                       15

2.1.4 Types of disciplinary Actions                                                                                        17

2.1.4.1 Written Reprimand                                                                                                     17

2.1.4.2 Suspension                                                                                                                  18

2.1.4.3 Demotion                                                                                                                    19

2.1.4.4 Termination of Employment                                                                                      20

2.1.5 Employee Reprimand System                                                                                       20

2.1.6 Employee code of conduct.                                                                                           21

2.1.7 Employee Disciplinary procedure                                                                                 23

2.1.8 Employee Rules and Regulation                                                                                   24

2.1.9 Effects of code of discipline on employee performance                                               25

2.1.10 Effects of disciplinary procedures and systems on performance                              27

2.1.11 Effects of disciplinary actions on employees’ performance                                       28

2.1.12 Employees Performance                                                                                              30

2.2 Theoretical Framework                                                                                                    32

2.2.1 Reinforcement Theory                                                                                                   32

2.2.2 Business Ethics Theory                                                                                                 33

2.2.3 Equity Theory                                                                                                                35

2.2.4 Systems Theory                                                                                                             35

2.2.5 McGregor Theory X and Y                                                                                           37

2.3 Empirical Review                                                                                                                         37

2.4 Summary of Related Literature Reviewed                                                                       42         

2.5 Gaps in Knowledge                                                                                                          43       

2.6 Theoretical Framework application of the Theory                                                           44

CHAPTER 3: RESEARCH METHODOLOGY                                                                          

3.1       Research Design                                                                                                         45

3.2       Population of the Study                                                                                              45

3.3       Sources of Data                                                                                                          46

3.3.1    Primary data                                                                                                               46

3.3.2    Secondary data                                                                                                           46

3.4       Sample and Sampling Technique                                                                               47

3.4.1    Sample size determination                                                                                         47

3.5       Validity of the Instrument                                                                                          48       

3.6       Reliability of the Instrument                                                                                      49

3.7      Method of Data Analysis                                                                                             49

3.8       Model Specification                                                                                                   49

CHAPTER 4: DATA PRESENTATION AND ANALYSES

4.1       Data Presentation                                                                                                        51

4.1.1    Questionnaire administration                                                                                     51

4.1.2    Demographic characteristics of respondents                                                              53

4.1.3    Effect of written reprimand on employee effectiveness in Abia State civil service        64

4.1.4    Effect of suspension on employee commitment in Abia State civil service                         66

4.1.5    Effect of employment termination on employee in Abia State civil service                         68

4.1.6    Effect of demotion on employee commitment in Abia State civil service                         71

4.2       Hypotheses Testing                                                                                                    74

4.2.1    Hypotheses 1                                                                                                              74

4.2.2    Hypotheses 2                                                                                                              78

4.2.3    Hypotheses 3                                                                                                              83

4.2.4    Hypotheses 4                                                                                                              87

4.3       Discussion of Findings                                                                                               92

4.3.1    Effect of written reprimand on employee effectiveness in Abia State civil service        92

4.3.2    Effect of suspension on employee commitment in Abia State civil service                         94

4.3.3    Effect of employment termination on employee effectiveness in

Abia State civil service                                                                                               95

4.3.4    Effect of demotion on employee commitment in Abia State civil service                         97

CHAPTER 5: SUMMARYOF FINDINGS, CONCLUSION AND RECOMMENDATION

5.1       Summary                                                                                                                     99

5.2       Conclusion                                                                                                                  101

5.3       Recommendation                                                                                                        102

5.4       Contribution to the Body of Knowledge                                                                    103

5.5       Suggestions for further Studies                                                                                  104

            References                                                                                                                  105

            Appendices                                                                                                                 111


 








CHAPTER 1

INTRODUCTION


1.1           BACKGROUND TO THE STUDY

The development of different sectors globally and regionally continues apace, as the inputs of strategic human capital management on organisational performance are explored by organisational captains, management practitioners and scholars. Invention of new technologies, new equipment, new ways of financial operations, new services are emerging, quality and complexity of products and services are constantly increasing, accompanied by new knowledge in all fields of human activities. New trends and new knowledge arise and are used in the applications and developments of human potentials (Kucharcíková, 2013). Thus, the constantly changing business environments requires firms to strive for superior competitive advantages via dynamic business plans which incorporate creativity and innovativeness orchestrated by pool of dynamic human capital deposits of an organisation. It is safe to say that, it is the intangible abilities and skills of the workforce and the knowledge inherent within the organisation’s structures, routines, systems and processes that contribute towards the knowledge capital of an organisation, providing the intellectual capital that drives differentiation and enhance value. Real life experiences substantiate the assumption that no matter how sophisticated and modern the business activities of the organisation may become, it will be extremely difficult to sustain its growth and effectiveness unless there are strategies that complement its operations, making human capital an indispensable strategic tool that detects the pace of organisational performance (Mahoney & Kor 2015).

Therefore, human capital are emerging as the key to organisations’ wealth creation. Waetherly (2003), opined that today the new vision is Human Capital Management (HCM). Nothing happens unless human being makes a concise decision to act. Johnson (2002), expressing the importance of human capital opine that all innovations are human innovations. In the end, the economy and business are people’s systems. Armstrong and Baron (2004), posit that people and their collective skills, abilities and experience, coupled with their ability to deploy these in the interests of the employing organisation are recognised as making a significant contribution to organisational success and as constituting a major source of competitive advantage. Human capital in addition to being regarded as an organisation’s main strategic resource, has been recognised as having the potential to be inimitable, because each employee had the ability to contribute in a unique way (Bartlett & Ghoshal, 2002). Therefore there is no structural capital without intellectual capital and no intellectual capital without humans. Boxall cited in Waseef and Iqbal (2011), posit that the sources of superiority depend on the quality of interest alignment and employee development in firm compared with the industry rivals. Firms have to nurture global organisational learning by stimulating creativity, innovation and free flow of ideas, also advocate a disciplined and methodical approach to continuous improvement. The essence is to focus on upgrading the existing skills of employees and extracting the best out of them, which is the crux of HCM.

Human Capital Development is an umbrella term for a firm’s ability to develop their human capital, the value-generating contributions of talents, including character, creativity, and capacity. It is proactive and transformational, viewing people and personnel expenditures as investments, and takes an outside-to-inside approach to integrate people strategy into corporate strategy. HCM takes into account an individual employee’s skills, competencies, capabilities and experiences that create and increase the value of an organisation and enhance performance. Also, HCM includes investment made by organisations on its employees to improve the performance of their organisation by way of providing effective internal recruitment practices, improving career management programmess, giving flexible working arrangements, focusing on both education and compensation issues of employees, collecting and assessing the information required to attract, retain, develop and sustain top performing and talented workforce, and identifying ways to achieve competitive advantage (Mrudula and Kashyap, 2005). HCM puts more emphasis on current knowledge of man, their meaning and use for the organisation and their systematic development and strengthening in the quest to ensure that organisational performance remains a topnotch within the industry.

Be it as it may, organisational performance is one of the basic notions in Nigeria Breweries Plc., most management’s tasks are formed according to this notion. Nigeria Breweries Plc. strategic vision intertwined around HCM. Their HCM aligns human capital strategies with the goals, objectives, and mission of the organisation through extensive planning, analysis and management of human capital plans, which incorporates recruitment and selection of best available talent, effective job design, human resourcing planning, training/development, career planning, performance management, rewards management, among others. HCM of Nigeria Breweries Plc. followed HCM planning and the creation of the enabling environment with appropriate policy, which enable them to develop and sustain a pool of workforce instill with the drive to succeed and who are attune with the current realities within the industry and the fast-paced challenging organisational environments, yet flexible enough to dream and grow with the organisation in creating the desired brewery industry of tomorrow. However, the largest room in the world is the room for improvement. Thus, the magnitude to which Nigeria Breweries Plc. HCM are achieving the desired result calls for empirical research. Drawing from the above, the study: Strategic human capital management and organisational performance of Nigeria Breweries Plc. were initiated.  


1.2           STATEMENT OF THE PROBLEM

A sound strategy for improving workforce productivity to drive higher value for the organisations has become an important focus in the 21st Century especially in the brewery industry. Organisations seek to optimize their workforce through comprehensive human capital management programmes, not only to achieve high business performance but most importantly for their long term survival and sustainability (Owen, Mundy, Guild, & Guild, 2001). To accomplish this undertaking, organisations invest resources to ensure that employees have the knowledge, skills, and competencies required to work effectively in a rapidly changing and complex environments. Thus, making the requirements for manufacturing organisations to build up their human assets ability to survive present day business challenges a principal task. The expanding number of organisations investigating human capital management for potential outcomes of building up those limits has strengthened the contention that human capital management ought to be viewed as an indispensable errand for present day manufacturing organisation towards performance upgrade. This obvious fact has mead HCM strategy and policy an indispensable and resounding one in Nigeria Breweries Plc.

However, with rapid technological change, increasingly sophisticated customers and the importance of innovation has shifted the bases of competition for many business away from traditional physical and financial resources. The challenge is to ensure that firms have capability to find, assimilate, compensate and retain human capital in the shape of talented individuals they need, who can drive a global organisation that is both responsive to its customers and the burgeoning opportunities of technology (Armstrong, 2006). Thus, Nigeria Breweries Plc. competing in the global environment face a multitude of new demands, in the forms of external and internal pressures, on their organisation and people, often being pushed simultaneously into several contradictory directions. In response to the new global organising paradigm, Nigeria Breweries Plc. shifted attention to the complementarities and management process integrated in HCM as a catalyst to sustain the desired organisational performance. Furthermore, because of inherent complexities in the concept of HCM, overlapping scope and jurisdiction, Nigeria Breweries and Guinness Nigeria Plc are identifying desired human capital and aligning them with the business strategy for the sustainability of HCM. However, measuring the outcome of HCM on organisational performance of these organisations has posed some challenges based on the present realities of HCM in these organisations. Thus, there is a clear need to empirically evaluate the effect of HCM (recruitment and selection, human resourcing planning, training and development, employees’ compensation and reward management) on the performance (sales performance, profit and shareholders’ returns on investment) of Nigeria Breweries Plc. to ensure that HCM is positively yielding the desired effects on organisational performance and to bridge notable gap. To unravel these challenges and chart the way forward, the study: Strategic human capital management and organisational performance of Nigeria Breweries Plc. were initiated.


1.3           OBJECTIVES OF THE STUDY

The broad objective of this study is to evaluate the effects of strategic human capital management on organisational performance of Nigeria Breweries Plc. The specific objectives are to:

      i.         ascertain the effects of recruitment and selection on the sales performance of Nigeria Breweries Plc.

     ii.         evaluate the effects of human resourcing planning on the profit of Nigeria Breweries Plc.

   iii.         examine the effects of training and development on the profit of Nigeria Breweries Plc.

   iv.         find out the effects of employees’ compensation on shareholders’ returns on investment in Nigeria Breweries Plc.


1.4           RESEARCH QUESTIONS

The following research questions were answered by the study:

      i.         What are the effects of recruitment and selection on the sales performance of Nigeria Breweries Plc.?

     ii.         How does human resourcing planning affects the profit of Nigeria Breweries Plc.?

   iii.         What are the effects of training and development on the profit of Nigeria Breweries Plc.?

   iv.         How does employees’ compensation affect shareholders’ returns on investment in Nigeria Breweries Plc.?


1.5           RESEARCH HYPOTHESES

The following research hypotheses posited to guide the study were tested in null form:

HO1: Recruitment and selection does not have any positive and significant effect on the sales performance of Nigeria Breweries Plc.

HO2: Human resourcing planning have no positive and significant effect on the profit of Nigeria Breweries Plc.

HO3: Training and development does not have any positive and significant effect on the profit of Nigeria Breweries Plc.

HO4: Employees’ compensation have no positive and significant effect on shareholders’ returns on investment in Nigeria Breweries Plc.


1.6           SIGNIFICANCE OF THE STUDY

Empirically, the study findings will be of great significant to Nigeria Breweries Plc. The findings will help the organisation to re-evaluate their HCM programmes (recruitment and selection, human resourcing planning, training and development, employees’ compensation and reward management) and the effects it’s having on their organisational performance: profit, sales performance and shareholders’ returns on investment. The study findings will help the organisation to improve in their recruitment and selection processes aligning it organisational development and performance strategy. It will help the organisation to ensure that their HCM are effective in recruiting, training, developing and retaining the best pool of talented employees through effective and efficient reward management system which will motivate employees and ensure that organisational performance continue to improve overtime. Getting it right in HCM will help the organisation under study to build collaboration, commitment and maintain effective employees’ relations which will positively affects all the indices of performance in the organisation.  Also the study findings will help the organisation to build sustainability in the dynamic business environment and help them to compete effectively within the industry as they will be abreast with the latest technological development, its operationalisation and manpower requirement within the industry.

The employees of the organisation will also benefit maximally from the study finding, as the study will revealed areas of deficiency in the organisation HCM and offer practical recommendations that will help the organisation to correct the anomalies  to the benefit of their employees skills development. Thus, the study findings will help the organisation to re-evaluate and prioritize training and development programmes which will greatly affects their employees’ skills development and career attainment positively, help them to maintain versatility in the organisation and also help them in their career progression within the organisation.

Theoretically, the study findings will help other organisations both in the manufacturing sector and service sector to re-evaluate their HCM to ensure they are deriving the desired positive effects which will ensure their perpetual adaptability and sustainability in dynamic organisational environments. Government agencies and parastatals will also benefit from the study findings as it will help them to re-evaluate their HCM and ensure that it’s effective to attract and retain talented employees that will help them to horn their effectiveness in service delivery. The study findings and recommendations will also help policy makers to initiate and advocate policies that will inspire effectiveness in government ministries and parastatals by ensuring that these ministries and parastatals gets it right in their HCM and organisational effectiveness. The conceptual framework design by the study will delineate on the relationship between strategic human capital management and organisational performance while specifying the construct and variables. Finally, the study on completion, will be a very useful tool to students and potential researchers embarking in similar studies, as it will serve as a reliable document in helping them to further their research interest in related topics.


1.7           SCOPE OF THE STUDY

The focused on the strategic human capital management and organisational performance of Nigeria Breweries Plc.

1.7.1      Unit Scope

The study was conducted in Nigeria Breweries Plc. The study involved all the nine fully operational different plants of Nigeria Breweries Plc. in Nigeria, because the study relied on secondary data extracted from annual report of these organisations, which shows the aggregate activities of their branches and plants in the whole Nigeria. Thus a period of twenty (20) years were covered by the study, starting from 2001 to 2020.  

1.7.2      Content Scope

The study focused on evaluating the effect of strategic human capital management on organisational performance of Nigeria Breweries Plc. for a period of twenty (20) years. Specifically, the study unraveled the effect of recruitment and selection, human resourcing planning, training and development, employees’ compensation and reward management on sales performance, profit, and shareholders’ returns on investment in Nigeria Breweries Plc. for a period of twenty (20) years, 2001-2020.

1.7.3      Geographical Scope

Geographically, the study were conducted in Nigeria Breweries Plc. plants and branches scattered throughout Nigeria. Thus geographically, the scope of the study is Nigeria.

Nigeria, officially the Federal Republic of Nigeria, is a sovereign country located in West Africa bordering Niger in the north, Chad in the northeast, Cameroon in the east, and Benin in the west. Its southern coast is on the Gulf of Guinea in the Atlantic Ocean. Nigeria is a federal republic comprising 36 states and the Federal Capital Territory, where the capital, Abuja, is located. A multinational state, Nigeria is inhabited by more than 250 ethnic groups with over 500 distinct languages all identifying with a wide variety of cultures. The three largest ethnic groups are the Hausa–Fulani in the north, Yoruba in the west, and Igbo in the east; comprising over 60% of the total population. The official language of Nigeria is English, chosen to facilitate linguistic unity at the national level, although in practice, Pidgin and the languages of the three largest ethnicities also serve as lingua francas in Nigerian society. Nigeria is divided roughly in half between Christians, who live mostly in the southern part of the country, and Muslims, who live mostly in the north. Nigeria has respectively, the fifth-largest Muslim population in the world and the sixth-largest Christian population in the world, with the constitution ensuring freedom of religion. A minority of the population practice religions indigenous to Nigeria, such as those native to the Igbo and Yoruba ethnicities.

Nigeria has been home to a number of ancient and indigenous pre-colonial states and kingdoms over the millennia. The modern state originated from British colonial rule beginning in the 19th century, and took its present territorial shape with the merging of the Southern Nigeria Protectorate and Northern Nigeria Protectorate in 1914 by Lord Frederick Lugard. The British set up administrative and legal structures while practicing indirect rule through traditional chiefdoms; Nigeria became a formally independent federation on October 1, 1960. It experienced a civil war from 1967 to 1970. It thereafter alternated between democratically-elected civilian governments and military dictatorships until it achieved a stable democracy in 1999, with the 2015 presidential election marking the first time an incumbent president had lost re-election.  Nigeria is the most populous country in Africa and the seventh most populous country in the world, with an estimated 206 million inhabitants as of late 2019. Nigeria has the third-largest youth population in the world, after India and China, with more than 90 million of its population under the age of eighteen. Nigeria has the largest economy in Africa and is the world's 24th largest economy according to the list by the IMF (2020 estimates), worth more than $500 billion and $1 trillion in terms of nominal GDP and purchasing power parity, respectively. The 2013 debt-to-GDP ratio was 11 percent as of 2019 it has risen to an approximated figure of thirty percent. Nigeria is a lower middle-income economy with a gross national income per capita between $1,026 and $3,986.

Nigeria is often referred to as the "Giant of Africa", owing to its large population and economy, it is also considered to be an emerging market by the World Bank; it has been identified as a regional power on the African continent, a middle power in international affairs, and has also been identified as an emerging global power. However, its Human Development Index ranks 158th in the world. Nigeria is a member of the MINT group of countries, which are widely seen as the globe's next "BRIC-like" economies. It is also listed among the "Next Eleven" economies set to become among the biggest in the world. Nigeria is a founding member of the African Union and a member of many other international organizations, including the United Nations, the Commonwealth of Nations, the ECOWAS, and OPEC.


1.8           LIMITATIONS OF THE STUDY

The limitations encountered by the researcher was getting the secondary data was used for the data analysis. The study covered a period of twenty (20) years. All the required data for the period of twenty (20) years was not in the website of Nigeria Breweries Plc. Thus, the researcher made extra efforts to secure the data through their old magazines and brochures saved in the company’s archive. By securing the data, the researcher ensure that the analysis was ran in due time. Despite this challenges, the researcher remained resilient, resolute and was able to conclude the study in record time.


1.9             CONTEXTUAL DEFINITION OF TERMS

The following are the definition of terms used in this study.

Employees’ compensation: Employees’ compensation is the benefits (cash, vacation, etc.) that an employee receives in exchange for the service they provide to their employer. It consist of cash compensation consisting of wages or salaries, retirement plans (employer contributions), employer-paid health insurance, life insurance, paid leave for vacation and sick days, disability insurance and so on that Nigeria Breweries Plc. pay to their employees for job well done.

Human capital management: Human capital management is Nigeria Breweries Plc. metrics to guide approach of employees’ management. It encompasses: recruitment and selection, human resourcing planning, training and development, employees’ compensation and reward management. It is the process of acquiring, training, managing, retaining employees for them to contribute effectively in the processes of the organisation and enhance its performance. It is the processes and practices within Nigeria Breweries Plc. that align the management and development of employees with organisational results.

Human capital: Human capital is the human dimension of Nigeria Breweries Plc. that encompasses knowledge, skills, talents, capabilities, wisdom, information, ideas, efficiency, expertise, creativity, ability and health of individual employees in the organisation.

Human resourcing planning: Human resourcing Planning is the continuous process of systematic planning ahead to achieve optimum use of an organisation's most valuable asset; quality employees. It is a process by which Nigeria Breweries Plc. move from its current manpower position to its desired manpower position. Through planning, Nigeria Breweries Plc. management strives to have the right number and right kind of people at the right places at the right time, doing things which result in both the organisation and the individual receiving maximum long-run benefit.

Organisational performance: Organisational performance is the actual output or results of Nigeria Breweries Plc. measured against its intended outputs, that is; goals and objectives. In this study the researcher is interested in sales performance, financial performance and shareholders’ returns on investment in Nigeria Breweries Plc.

Profit: Profit is a subjective measure of how well Nigeria Breweries Plc. can use their assets from its primary mode of business to generate revenues. It shows the sum total value of profit Nigeria Breweries Plc. were able to generate within a financial year.

Recruitment and selection: Recruitment and selection is Nigeria Breweries Plc. processes of generating a large pool of applicants and accordingly filtering them by selecting qualified applicants, conducting employment tests, interviews, employee investigations, and other examinations in order to select best qualified employees.

Reward management: Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with Nigeria Breweries Plc. value. It consists of analysing and controlling employee remuneration, compensation and all of the other benefits for the employees. Reward management aims to create and efficiently operate a reward structure in Nigeria Breweries Plc. value.

Sales performance: Sales performance is one of the indices used in measuring the performance of Nigeria Breweries Plc. in this study. It represent the sales revenue of the organisation under study.

Shareholders’ returns on investment: Shareholders’ returns on investment ratio is a measure of overall profitability of the business and is computed by dividing the net income after interest and tax by average stockholders' equity. It is also known as return on total equity (ROTE) ratio and return on net worth ratio. It is a ratio between net profit (over a period) and cost of investment (resulting from an investment of some resources at a point in time). It is used in the study as one of the performance indicators of Nigeria Breweries Plc.

Strategy: Strategy is Nigeria Breweries Plc. game plan, a configuration in a stream of decisions and activities, a position and a maneuver projected to outsmart contenders’ or competitatiors whiles fulfilling stakeholders’ anticipations in line with the organisation’s scope of business. A strategy is the determination of the basic long term goals and objectives of a firm and the espousal of the courses of action and the distribution of assets essential for implementing the goals. In line with this thesis the basic long term goals and objectives focused on human capital management.

Training and development: Training and development in the formal and systematic modification of behaviour through learning which occurs as a result of education, instruction, development and planned experience. An attempt to improve current or future employee by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. Training is the process of imparting specific skills, development is learning opportunities designed to help employees grow in the organisation.

 

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    I am thoroughly impressed with Projectshelve.com! The project material was of outstanding quality, well-researched, and highly detailed. What amazed me most was their instant delivery to both my email and WhatsApp, ensuring I got what I needed immediately. Highly reliable and professional—I'll definitely recommend them to anyone seeking quality project materials!

  • Anonymous

    2 months ago

    Its amazing transacting with Projectshelve. They are sincere, got material delivered within few minutes in my email and whatsApp.

  • TJ

    4 months ago

    ProjectShelve is highly reliable. Got the project delivered instantly after payment. Quality of the work.also excellent. Thank you