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EFFECTS OF MENTORING ON EMPLOYEES’ CAREER DEVELOPMENT: A STUDY OF SELECTED HOSPITALITY ORGANIZATIONS IN ABIA STATE, NIGERIA

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ABSTRACT

The study evaluated effects of mentoring on employees’ career development in selected Hospitality Organizations in Abia State, the objective of the study is to determine the effects of organizational support on employees’ self-efficacy in the selected hospitality organizations in Abia State and investigate the various factors militating against the effectiveness of mentoring program in the selected hospitality organization in Abia State. A survey research design was adoptedThe researcher made use of primary and secondary sources of data to gather information from the respondents. The total population of the study is 726 which consist of the staff of the selected hospitality organization in Abia State Nigeria. Therefore, sample size of 258 was derived from Taro Yamane formula. A stratified sampling method was adoptedA total number of two hundred and fifty eight (258) questionnaire were distributed to the selected Hospitality firms in Abia State, Nigeria, forty five (45) questionnaire were lost but only two hundred and fifteen (215) questionnaire were recovered and found useful for the study. This denotes a response rate of 83.4%. The retrieved questionnaire were subjected to analysis. The study adopted linear regression analysis to test the hypotheses of study. The results of regression analysis shows the correlation coefficient on the relationship between mentoring and employees’ career development. P-value = .004 < .05 level significance. This shows that there is 67% relationship between mentoring and employees’ career development, which state that there is a significant relationship between mentoring and employees’ career development in the selected hospitality organizations in Abia State. the study concluded that the extents at which organizations are able to support their employees will determine their sustainability in the competitive market and improve employees performance, thus, organizational support has a significant relationship on employees’ self-efficacy in the selected hospitality organizations in Abia State. The study recommended that Management should make sure that they improve mentoring through training, seminars, and workshops, on the job mentoring and conferences or formal mentoring programs across many disciplines where academic resources should be allocated to identify reality.








TABLE OF CONTENTS 

Cover Page                                                                                                                 i

Title Page                                                                                                                    ii

Declaration                                                                                                                 iii

Certification                                                                                                               iv

Dedication                                                                                                                  v

Acknowledgement                                                                                                      vi

Table of Contents                                                                                                       vii

List of Tables                                                                                                              viii

List of Figures                                                                                                             ix

Abstract                                                                                                                      x


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       Research Hypotheses                                                                                      5

1.6       Significance of the Study                                                                               6

1.7       Scope of the Study                                                                                          7

1.8       Limitations of the Study                                                                                 8

1.9       Operational Definition of Terms                                                                    9

1.10    Brief History of the Selected Firms                                                                10


CHAPTER 2

REVIEW OF RELATED LITERATURE

2.1       Conceptual Framework                                                                                  13

2.2       Theoretical Framework                                                                                  38

2.3       Empirical Review                                                                                           42

2.4       Summary of Reviewed Related Literature                                                     45

2.5       Gap in Literature                                                                                            46


CHAPTER 3

METHODOLOGY

3.1       Research Design                                                                                             47

3.2       Sources of Data                                                                                               47

3.3       Population of the Study                                                                                  47

3.4       Sample Size Determination                                                                            49

3.5       Sampling Technique                                                                                       50

3.6       Description of the Research Instrument                                                         52

3.7       Validity of the Instrument                                                                              53

3.8       Reliability of the Instrument                                                                          53

3.9       Method of Data Analysis                                                                                53

3.10     Model Specification                                                                                       54


CHAPTER 4

DATA PRESENTATION AND ANALYSIS

4.1       Return of Questionnaire                                                                                 55

4.2       Data Presentation                                                                                            56

4.3       Testing of Hypotheses                                                                                                63

4.4       Discussion of Findings/Results                                                                      67


CHAPTER 5

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

5.1       Summary of Findings                                                                                     69

5.2       Conclusion                                                                                                      69

5.3       Recommendations                                                                                          70

5.4      Areas of Further Studies                                                                  70

REFERENCES                                                                                         

APPENDICES

QUESTIONNAIRE

 

 

 

 

 

 

 

 

 

 

LIST OF TABLES


TABLE                                                                                PAGE

Table 3.1 Population Distribution                                                                                          48

Table 3.2 Breakdown of Percentage Ratio                                                                             49

Table 3.3 Breakdown of the population sample                                                                     52

Table 4.1 Return of Questionnaire                                                                                         55

Table: 4.2 Combined frequency distribution of respondents by age                                      56

Table 4.3 Combined frequency distribution of respondents by gender                               56

Table 4.4 Combined frequency distribution of respondents by marital status               57

Table 4.5 Combined frequency distribution of respondents by qualifications              57

Table 4.6 Combined frequency distribution of respondents by years of experience                  58

Table 4.7: Establish the relationship between mentoring  and employees’                                     59

career development  in the selected  hospitality organizations in Abia State.

Table 4.8: Ascertain the extent exchange of knowledge  boost employees’                                     60

career maturity in the selected hospitality organizations  in Abia State.

Table 4.9: Determine the effects of organizational support on employees’                                     61

self-efficacy in the selected hospitality organizations in Abia State.                      

Table 4.10: Investigate the various factors militating against the effectiveness               62

of mentoring program in the selected hospitality organization in Abia State.

Table 4.11: Correlation coefficient between mentoring and employees’ career              63

development

Table 4.12: Model Summary                                                                                                  64

Table 4.13: Model Summary                                                                                                  65

Table 4.14: Model Summary                                                                                                  66

 

 


 

 

 

                                                                      CHAPTER   1

                                                                  INTRODUCTION


1.1           BACKGROUND OF THE STUDY

 In today’s global competitive, restructuring, rapid technological innovation  and constrained resources business environment, the hospitality industry being considered as an important employer of labor in countries worldwide  is searching for ways to do more with less  especially in the area of human resources(HR) (Dominguez and Hager, 2013).One of the most important challenges in today’s service organizations is to achieve business purpose, record  improvements in customer services delivery, as well as help to meet the career developmental needs of employee,(Liselott and Stener 2007). There is no doubting that hospitality industry is the livewire of tourism at all levels. The United Nations World Tourism Organization (UNWTO) confirms that between 70% and 75% of international tourists’ expenditure goes to hospitality on annual basis. This confirms the strategic importance of the sector to tourism. Although the concept of mentoring dates back to the time period of Greek Mythology and applicable in all walks of life; at any given level, and at any point in a person’s career, from junior staff to the chief executive officer (Boags ,2008) .

 

However, mentorship by another individual who is not a direct line manager has its own benefits and this is why various organizations offer employees the opportunity to learn from another employee through formal mentoring programs. In most cases, employees are given the opportunity to choose their own mentor to counsel them and guide their career development progress which creates room for an informal mentoring relationship. Mentoring serves as an important resource for learning and coping with major organizational steady changes (Kram and Hall, 1996). Mentoring  is a professional relationship or  a process whereby    a senior person acts as a mentor to offer  a variety of functions that guild, support, protect, expose and counsel the young adults to get the work done efficiently and effectively, (Akarak and Ussahawanitchakit, 2008; Pembridge and Paretti, 2011; Rhay,  Ching, Wen, Li-Yu, Lin, and  Mei, 2010),Mentoring also influence or enhance  strategic knowledge and skill in  the organization through  sharing and spreading acquired skills, learning and know-how. It offers the learner the opportunity to acquire new skills, abilities and knowledge that enhance his competences and help in career development since the perception of quality by the customers’ lies within two categories by Chapman and Lovell (2006), and they are:  satisfaction with what is being offered and the way in which it was presented by the employees. For hospitality organizations to offer quality services, the employees need continuous sound mentoring programs and feedback in both technical skills, skills that equip the employees to provide better caring, responsive, empathetic services to their guest and enhance their career as well (Zeithanl and Bitner, 2002).Career development represents the opportunities for promotion and development in the organization or individual profession (Conway and Briner, 2002). It is a lifelong process of managing advancement and growth in learning, work, leisure and transitions in order to move towards an anticipated career future (Career Industry Council of Australia, 2007).

It is generally accepted that business organizations cannot survive and function well without developing the practices and strategies for empowering their employees through mentoring programs. (Nickson, 2007). Service organizations recently show an increased interest concerning the employees’ involvement and participation in order to gain greater commitment, greater involvement in service quality and decrease the labor turnover in the service sector. If the employees feel good in their working place, their commitment will of course increase and there will be advancement in their career (Whitmore, 2003).

 

Mentoring enhance the personal skills of employees through an effective learning process that is beyond the traditional training methods. It is increasingly being seen as essential aspects of effective organizational learning strategy and the best means of providing support to individuals in achieving their goals, increasing their potentials and capitalizing on their strengths to improve organizational and individual performances (Edward, 2003). The constructive feedbacks provided by mentoring practices help employees in changing their work behaviors to overcome performance barrier (Sosik, 2002). Mentoring if combined with other workplace learning initiatives will result to higher employee performance, greater performance commitment to organizational goals and constructive employees’ relationship (Pavasloe, 2000).

Professional relationship among the staff can help the organization to enhance employee performance by improving their strengths, satisfaction, quality of customer service and supervision (Peel, 2004). The performance of employees is linked to enhanced knowledge, skills, positive attitude, abilities and confidence (Armstrong, 2009). A lack of understanding of the meaning of mentoring in the context of an organization can create difficulties and hamper the deployment of any development activities (Peel, 2004).

Hospitality organizations investing in mentoring programs have high significance in improving employee performance and career development. Thus, the enhancement of individual skills and performance is becoming more mandatory for organizations because it aid in keeping pace with the changing business environment and fulfils the gap between existing skills and required knowledge to operate the business. However, the need to Evaluate Mentoring on employees’ Career Development inspired the present study: Evaluation of Mentoring on Employees’ Career Development of selected Hospitality Organizations in Abia State, Nigeria within the period of 2008-2016.

           

1.2           STATEMENT OF THE PROBLEM

Today’s Business environment is influenced by global trends and these trends are dominated by the progress of globalization, continuing advances in technology and communications, social and demographic changes. Most workers and managers in hospitality organizations experience their work environment as increasingly uncertain with greater pressure to deliver high level of performance and to progress in their career, they are expected to demonstrate more knowledge and a wider range of skills, along with self-motivation, initiative and innovation. It was also noted that today’s hospitality organizations are into serious completion because with the advancement of new technologies, customers can easily make comparison between the equivalent service providers and their price offerings through internet and by using different mobile applications.

Also, knowledge is increasingly becoming the resource and widely recognized as a critical asset to individual as well as organization if they must succeed in the increasingly competitive environment. Thus, how to make use of knowledge to create the greatest value is becoming the central concern and debate in the new economy. In hospitality industry, there is in adequate exchange of knowledge from the mentors to the protégés. The mentoring relationship that should be build on new ways of doing things and gaining additional knowledge is not obtainable in the hospitality organization rather studies have shown that mentoring programs are most often hindered by multitudes of issues such as fear of retirement, fear of the unknown, fear of losing control, fear of death, lack of interest outside work, and a strong sense of personal attachment to the company. This is in line with Ibrahim, Soufani and Lam (2001) who also contributed that out of fear of retirement and competition between the mentors and the mentees there is limited exchange of knowledge. Experience employees in Hospitality organizations do not convey knowledge in interesting ways, do not instill ethics and give a real pictorial view of the important of mentoring. Thus these will not improve the skills and experience of the new employees.

Nevertheless, Human resource being the most vital factor of production requires support from the organization to be more efficient and effective (McCauley and Wakefield, 2006).Strategies for developing the capabilities of employees are an important part of any organization’s overall strategy. Organizations can no longer expect to be competitive unless they mentor employees, inspire them, and support them to continuously improve their performance. Mentorship programs are aimed at increasing productivity in organizations. However, many hospitality organizations in Abia State does not support their employees’ or  carry out any form of  mentorship programs to be able to impact on their employee performance and therefore they are not able to determine the effectiveness of these programs, and whether they should be continued or not.  Many researchers in other continents like Sarantakos, (2005) and Catherine, (2016) have written on mentorship, there is limited research on the role of mentoring on employee performance in Africa and specifically in hospitality organizations in Nigeria, a factor which requires an extensive research. The few researches available in management literature have explicitly tested mentoring as a means by which knowledge is transferred among individuals but not on hoe organization can support their employees (Krauss,2007).

Finally, it was discovered that many hospitality organizations in Abia State have no formal processes for passing on the knowledge of retiring employees to the new once and organizations that try to address the issue in most cases finalize the process as a mere informal chart with colleagues before leaving. Hence, it is therefore against the highlights that the researcher deemed it useful to evaluate mentoring relationship on employees’ career development in selected hospitality Organizations in Abia State, Nigeria.

 

1.3      OBJECTIVES OF THE STUDY

The broad objective of this study is to evaluate effects of mentoring on employees’ career development in selected Hospitality Organizations in Abia State, while the specific objectives are to;

i.      establish the relationship between mentoring  and employees’ career development  in the selected  hospitality organizations in Abia State.

ii.     ascertain the extent exchange of knowledge boost employees’ career maturity in the selected hospitality organizations  in Abia State.

iii.   determine the effects of organizational support on employees’ self-efficacy in the selected hospitality organizations in Abia State.

iv.   investigate the various factors militating against the effectiveness of mentoring program in the selected hospitality organization in Abia State.

 

1.4        RESEARCH QUESTIONS

The following questions will be answered in this research:

i.               What is the relationship between mentoring and employees’ career development in the selected hospitality organizations in Abia State?

ii.              To what extent does exchange of knowledge boost employees’ career maturity in the selected hospitality organizations in Abia State?

iii.            What are the effects of organizational support on employees’ self-efficacy in the selected hospitality organizations in Abia State?

iv.            What are the various factors militating against the effectiveness of mentoring program in the selected hospitality organization in Abia State?

 

1.5       RESEARCH HYPOTHESES

 The following hypotheses posited in null form will be tested to aid the study;

 

H01:    There is no significant relationship between mentoring and employees’ career development in the selected hospitality organizations in Abia State.

H02:    Exchange of knowledge to a low extent boost employees’ career maturity in the selected hospitality organizations in Abia State.

H03:    Organizational support has no significant relationship on employees’ self-efficacy in the selected hospitality organizations in Abia State.

H04:     Lack of time, Lack of mentorship skills, Lack of organizational support, Limited pool of    

             mentors and competition between mentors and mentees do not affect the effectiveness of

             mentoring program in the selected hospitality organization in Abia State

 

1.6   SIGNIFICANCE OF THE STUDY

The study findings will be of great significance to the hospitality organizations. The study findings will help them to know the impact mentoring programs on their employees’ career development, which will serve as a yard stick to measure the effectiveness of their training programs in enhancing the performance of their workers. The study will also serve as a source of feedback to the hospitality organization under study on the perception of their employees’ with regard to mentoring programs implemented by the organization. Through the study, practical approaches on the best practices of implementing and sustaining mentoring programs will be provided.

To the employees, the study will help them have an overview of their performance with regards to organizational target, career and goal attainment. It will also help them to evaluate if their effort in learning and achieving organizational target is in line with the training programs adopted by the organizations.

The study will also help other hospitality organizations in the sector to adopt and operationalized effective mentoring programs that will enable them harness the ability of their workers to remain superior within the sector.

Theoretically and empirically, the study will add to the existing literature on mentoring in relation to employees’ career development and related concepts. The study will provide an additional framework in the identification and solutions to the challenges Hospitality sectors in Nigeria. However, the study will serve as a reference point for both present and future researchers who intend to carry on similar study.

The central thesis of this study will serve as a useful guide to government, non-governmental organizations and other private sectors on the issue of mentoring relationship that will serve their organizational goals and employees’ career development.

Furthermore, the study will help the researcher to have easy access to quality data for research analysis to reduce research expenses and the study will add to available scholarly material on the topic which will serve as a guild to students and potential researchers’ embarking in similar studies.

 

1.7  SCOPE OF THE STUDY

This scope of the study is discussed from three perspectives; the content scope, unit scope and geographical scope. Due to some constraint, the study is limited the research unit.

Unit Scope

The research involved all the employees of National War Museum Umuahia, Hotel Royal Damgrete  Umuahia, Villa Roy Hotels Umuahia,Hotel De La Paix Aba,  Binez Hotel Limited Aba, May-Ten Hotel Elu Ohafia, Common Wealth Hotel Ahumta EluamaIsikwuato, Apples Fried Chicken, Oeffers Restaurant and fast food and Chrunchies fried chicken Aba branche all in Abia State were reached to elicit  information for the study.

 

1.7.2 Content Scope                  

The study was designed to evaluate mentoring relationship on employees’ career development: A study of selected hospitality organizations in Abia State. It establish the relationship between mentoring and employees’ career development  in the selected  hospitality organizations, ascertain the extent exchange of knowledge boost employees’ career maturity in the selected hospitality organizations, determine the effects of organizational support on employees’ self-efficacy in the selected hospitality organizations and investigate the various factors militating against the effectiveness of mentoring program in the selected hospitality organization in Abia State.

 

1.7.3      Geographical Scope

Geographically the study area is Abia State. Abia is an acronym formed from the initial letters of four groups of people, namely: Aba, Bende, lsuikwuato and Afikpo. These constituted the major groups in the state at its creation. At the country's independence in 1960, Abia was part of the then Eastern Region. From 27th May, 1967, it became a part of the East Central State, created by the then Head of the Federal Military Government, General Yakubu Gowon. On 3rd February, 1976, East Central State was split into two states (Anambra and Imo) by the Federal Military Government headed by General Murtala Mohammed. On 27th August, 1991, the Federal Military Government under General lbrahim Babangida carved out Abia State from Imo State, bringing to thirty the number of states in Nigeria. Furthermore, in October, 1996, the Federal Military Government under General Sani Abacha created six more states bringing to thirty-six the number of states in the federation. During this exercise, four local government areas (LGAs) namely, Onicha, Ohaozara, Afikpo North and Afikpo South, which occupy the northeastern corner of the state, were transferred to the (newly created) Ebonyi State. Located in the southeastern region of Nigeria, Abia State lies within approximately latitudes 40' and 14' north, and longitudes  10' and 8’ east. The state shares common boundaries to the north with Ebonyi State; to the south and southwest with Rivers State; and to the east and southeast with Cross River and Akwalbom States respectively. To the west is Imo State, and to the northwest is Anambra State. The state covers an area of about 5,243.7 sq. km which is approximately 5.8 per cent of the total land area of Nigeria. With its capital at Umuahia, it has seventeen LGAs, namely: Aba North, Aba South, IsialaNgwa North, IsialaNgwa South, Ukwa West, Ukwa East, Obingwa, lkwuano, Bende, Arochukwu, Ohafia, lsuikwuato, Umuahia North, Umuahia South, Ugwunagbo, Osisioma and Nnochi. Abia people are of the Igbo ethnic group who predominates much of the Southeastern part of Nigeria. Their traditional language is Igbo with English widely spoken and serves as the official language in governance and business. Globally, Igbos are well travelled.


1.8 LIMITATIONS OF THE STUDY                                                     

The limitation as to the effective completion of this work was based on the difficulty the researcher encountered while trying to get information needed for the research study from the company. Some of the most important ones include:

Most employees of the selected hospitality organizations were reluctant to give out the needed information because according to them, those were classified information and some respondents were biased and dishonest in their answers considering that they were all commenting on their employer.  Most of the staffs especially the lower level employees where ignorant of the concept of mentoring program, it was a big challenge but the researcher went extra mile to collect information from them by breaking down the context of the study to them.

Since the study was more than one firm, the researcher encountered difficulty moving from one firm to another trying to gather the administered questionnaire. Due to movement of one place to another by the researcher, the collection of the administered questionnaire was delayed.

 

1.9   DEFINITION OF TERMS

The following are the operational definition of terms in this study;

Mentoring: This is defined as a professional relationship in which an experienced person
(the mentor) assists another (the mentoree) in developing specific skills and knowledge that will enhance the less-experienced person’s professional and personal growth.

Organization: This refers to a unit of people that is structured and managed to meet a need or to pursue collective or stated goals.

Career Development: This refers to the series of activities or the on-going/lifelong process of developing one’s career. Career development usually refers to managing one’s career in an intra-organizational or inter-organizational scenario. It involves training on new skills, moving to higher job responsibilities, making a career change within the same organization, moving to a different organization or starting one’s own business.

 

Knowledge Exchange: This is a process which brings together academic staff, users of research and wider groups and communities to exchange ideas, evidence and expertise.

 

Career Maturity: This refers is defined as the degree to which individuals are prepared to make good educational or vocational decisions. It is usually seen as dependent on their knowledge of themselves and of the world of work, their ability to make decisions, and a positive attitude toward making career decisions.

Organizational Support: This is the degree to which employees believe that their organization values their contributions and cares about their well-being and fulfills socio emotional needs.

 

Hospitality Industry: This is a broad category of fields within the service industry that includes lodging, event planning, theme parks, transportation, cruise line and additional fields within the tourism industry. The hospitality industry refers to everything from short term to star rated hotel and restaurant establishments.

Career Maturity: This is the extent to which an individual has acquired the necessary knowledge and skills to make intelligent, realistic career choices.

Self- Efficacy: This refers to ones belief in one’s ability to succeed in specific situations or accomplish a task. One’s sense of self-efficacy can play a major role in how one approach’s goals, tasks and challenges.

 

 

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