ENTREPRENEURSHIP IMPLEMENTATION STRATEGIES ON BUSINESS EDUCATION STUDENT IN FEDERAL UNIVERSITY OTUOKE

  • 0 Review(s)

Product Category: Projects

Product Code: 00008551

No of Pages: 66

No of Chapters: 5

File Format: Microsoft Word

Price :

₦5000

  • $

Abstract

Entrepreneurship is a key driver of economic growth and innovation, and it is essential for universities to equip their students with the necessary skills and mindset to succeed as entrepreneurs. Business education programs play a crucial role in fostering entrepreneurship among students, as they provide the knowledge and tools needed to start and grow a business. The implementation of effective entrepreneurship strategies in the curriculum can have a significant impact on students' ability to identify opportunities, take risks, and create value. By integrating practical, hands-on experiences such as business plan competitions, internships, and mentorship programs, students can develop the skills and confidence needed to launch their own ventures. Federal University Otuoke, like many other institutions, recognizes the importance of entrepreneurship education and has implemented various strategies to promote entrepreneurship among its business education students. This study aims to evaluate the effectiveness of these strategies and identify areas for improvement. By conducting surveys and interviews with students and faculty members, the research will provide valuable insights into the current state of entrepreneurship education at the university. The findings will help inform future curriculum development, teaching methodologies, and support services to better prepare students for the challenges and opportunities of entrepreneurship. Overall, this study will contribute to the growing body of literature on entrepreneurship education and provide practical recommendations for enhancing the entrepreneurial ecosystem at Federal University Otuoke. It is hoped that the research will inspire other universities to adopt similar strategies to support the next generation of entrepreneurs.
Keywords: Entrepreneurship Strategies, Business Education, Implementation in Education, University Entrepreneurship Programs, Student Entrepreneurship Federal University Otuoke





TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Purpose of the Study
1.4 Research Questions
1.5 Research Hypothesis
1.6 Scope of the study
1.7 Significance of the Study
1.8 Operational Definition of Terms

CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Theoretical Framework
2.2 Conceptual Review
2.3 Review of Related Empirical Studies
2.4 Summary of Reviewed Literature

CHAPTER THREE: METHODS
3.1 Research Design
3.2 Area of the Study
3.3 Population of the Study
3.4   Sample and Sampling Techniques 
3.5 Instrument for Data Collection
3.6 Validity of the instruments
3.7 Reliability of the Instruments
3.8Administration of the Instrument
3.9 Method of Data Collection
3.10 Methods of Data Analysis

CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Results
4.2 Discussion of Finding

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of the Study
5.2 Conclusion 
5.3 Limitations of the Study
5.4 Contributions to Knowledge
5.5 Recommendations
5.6 Suggestions for Further Studies

REFERENCES





CHAPTER ONE
INTRODUCTION

1.1 Background to the Study
Graduate unemployment is now a national menace with the unemployed youth posing challenge to the country's socio-economic climate (Samuel, Ofem, & Ikuenomore, 2012). Crime has increased with brigandage, incidents of armed robbery, kidnaping for ransom and these are attributed to poor entrepreneurship education delivered in the educational institutions. This is reflected in a number of deficiencies viz: analytical skills; entrepreneurial skills; problem-solving/decision-making skills; and inadequate scientific and technical skills acquired (Ugwu & Ezeani, 2012). Science is a venture in which the learner attempts to understand both the body of knowledge and the process by which this knowledge is established, extended, refined and revised Duschl, Schweingruber & Shouse, 2017). It is the process through which skills such as innovativeness and application of the existing knowledge of science prepares people for various specialty areas and occupations to the benefit of man (Onwuachu & Okoye, 2012). Science has been defined as the pursuit of knowledge about the natural environment and the social world in an empirical manner (CAISE). Science education, therefore, is the process of educating non-scientists about science content and its process. These content and process approaches to science must be in synergy with the needs of the society if it must achieve its purpose. Indeed, Ogunleye & Bamidele (2013) averred that science is an engagement in the process of inquiry using empiricism, observation, experimentation, data collection and analysis towards the desired technological development of any nation.
It is a common experience that about 80% of the graduates from Nigerian universities generally and Bayelsa State in particular find it very difficult to get employment every year. This is particularly due to the curricula of the universities and other tertiary institutions, which lay emphasis on training for white collar jobs (Amuseghan & Tayo, 2019). Entrepreneurship has become a buzzword that has gained a lot currency in the social and economic world at both national and global levels hence the importance of entrepreneurship curriculum. A study by Iqbal, Melhen and Kokash (2012) showed that the world has become global, uncertain and complex and hence required diversified entrepreneurial knowledge and skills to respond to the twin challenges of shrinking economies and unemployment.
The importance of entrepreneurship implementation strategies, knowledge and skills in graduates as echoed by Teshome (2014) who argued that modem day universities are now under pressure to produce graduates with the ability to take advantage of opportunities and come up with their own job creation plans as a means of mediating the to challenge of unemployment. According to Munyanyiwa (2015), the global economic crises as well as domestic political and economic developments have resulted in low levels of industrialization and high employment hence the need for entrepreneurship education in universities which traditionally churned out graduates for the job market rather than for employment creation. The above is also supported by Basu and Virick (2018) who argued that due to the now perceived critical importance of entrepreneurship in curbing unemployment and most importantly in the socio-economic development of nations, universities are now tasked with the unenviable responsibility of introducing entrepreneurship curricula as a mitigating measure.
Entrepreneurship in the narrowest sense, involved capturing ideas, converting them into products and, or services and then building a venture to take the product to market (Johnson, 2011). In the same vein, entrepreneurship is an undertaking in which one is involved in the task of creating and managing an enterprise for purpose (Olagun, 2014). It is equally the process of identifying opportunities in the marketplace, marshaling the resources required to pursue these opportunities and investing the resources to exploit the opportunities for long term gains (Mbah, 2018). Therefore Gerba (2012) defined entrepreneurship education as a means of developing entrepreneurial skills in people which skills manifest through creative strategies, innovative tactics, uncanny identification of trends and opportunities in the market.
Strategy according to Jeong (2013) is a predetermined comprehensive course of action which can be taken in order to attain a specific goal or aim. A strategy is therefore a well-designed action which has been identified and developed as most effective in reducing a phenomenon. According to Lombard (2011) strategy is an action which involved two or more individuals coordinating, planning, implementing and evaluating an activity in pursuit of a goal. On the other hand, entrepreneurship implementation in universities includes among others: establishment of functional entrepreneurial curriculum in line with market demand and designing of entrepreneurship programme centres in institutions.
The importance of functional curriculum as a strategy for entrepreneurship implementation cannot be over-emphasized. Functional curriculum is one that is designed to teach students skills, through formal interaction to equip them to function as competent and accepted adults in the society. Entrepreneurship curriculum has the mandate to equip the youth with functional knowledge and skill to build up their character, attitude and vision. It has vital role in developing eco-system that promotes innovation.  QAA (2012) remarked its importance for providing the base for innovation and creating a value system; and developing entrepreneurial culture, which drives wealth creation and gives further push to innovations.
Functional curriculum is one that is designed to teach students skills, through formal interaction to equip them to function as competent and accepted adults in the society. Entrepreneurship curriculum has the mandate to equip the youth with functional knowledge and skill to build up their character, attitude and vision. European Union (2016) asserted that functional curriculum as a strategy of entrepreneurship implementation has a vital role in developing eco-system that promotes innovation. QAA (2012) in his own view, remarked the importance of functional curriculum for providing the base for innovation.
Abraham (2021) asserted that functional curriculum/education is the curriculum that equips recipients with adequate knowledge, skills, and competences to compete effectively for job placements within their environment. Functional education according to Abraham (2011) is in the simplest sense, a fit - for purpose education. It is the type of education given to suit the needs of the recipients to meet the demands of, and function effectively within his environment, proving useful to the recipient in his peculiar circumstances. Accordingly, Farhangmerh, et al (2016) did an empirical work to see if there is a correlation between entrepreneurship education and entrepreneurial motivation among university students. The two findings were:
Entrepreneurship competencies are predictions of entrepreneurship motivation while knowledge base is not;
Entrepreneurship education does not improve the motivation of university students to become entrepreneurs.
The study submitted that to increase entrepreneurship motivation, pedagogy should emphasize the development of student entrepreneurship skills. These negative findings need not dissuade us from pushing forward with entrepreneurship education as a basis for development of strong, well-motivated, and successful entrepreneurs. We need to be reminded that the European Commission has established that at least 20% of college students that were involved in on-the-job exposure in industries went into private business after leaving school.
In order, therefore, to build a strong entrepreneurship foundation in graduates, Henry, Hull, and Leitch (2012) argued that when developing or reviewing the entrepreneurship curriculum, courses such as the development of new organizations, new markets, and new products must form the basis of an entrepreneurship curriculum whilst business management courses must emphasize the knowledge and skills required for business practice. For such a curriculum to be effectively developed or reviewed, Mynanyiwaetal (2010) argued that four perspectives need to be taken into consideration namely: (a) the programme can be developed or reviewed from the perspective of the educators (lecturers) where curriculum is defined based on the expertise of the educators, (b) It can also be developed based on the need of students, (c) the entrepreneurship curriculum can be analyzed from the point of view of those who designed it, and (d) evaluators and reviewers of the curriculum can influence the curriculum by making judgements on the curriculum content based on the pre-set criteria of programme quality and effectiveness.
One of such strategies for achieving this in BayelsaState is teaching and research at entrepreneurship and innovation centres by universities and other tertiary institutions and the promotion of universities - private sector collaboration. This will involve developing the capacity of staff and students in entrepreneurship and innovation, engaging in outreach activities with small and medium enterprises through such interventions as business incubators. Training of entrepreneurs and conducting researches and consultancies by small business development centres in universities are considered inevitable for patenting entrepreneurial, industrial and economic growth in BayelsaState. This is the approach being adopted by National Universities Commission (NUC) through its directive to all universities in Nigeria for establishment of the centres for entrepreneurship and linkage programmes (European Commission, 2016).
Entrepreneurship programme centres are private sector development units designed to assist Nigerian students to start new business, expand and diversify existing ones. Assistance is provided in the areas of entrepreneurship training, business consulting, extension services, research, information gathering and dissemination, production processes, loan packaging etc. The Centre facilitates the implementation of the entrepreneurship education in the curricular of All National diploma (ND) and High National Diploma (HND) programmes in the college. The Centre is also involved in research, consultancy, programme development and skills acquisitions for prospective entrepreneurs.
Another entrepreneurship implementation strategy has to do with designing of entrepreneurship programmes centres in institutions. Entrepreneurship programme centres are private sector development units designed to assist Nigerians to start new business, expand and diversify existing ones. Assistance is provided in the areas of entrepreneurship training, business consulting, extension services, research, information gathering and dissemination, production processes, loan packaging, etc. The centre facilitates the implementation of the entrepreneurship education in the curricula of All National Diploma (ND) and Higher National Diploma (HND) programmes in the college. The centre is also involved in research, consultancy, programme development and skills acquisitions for prospective entrepreneurs (Centre for Entrepreneurship Development, 2018).

1.2 Statement of the Problem
Entrepreneurship Education is a type of training which, while playing its part in the achievement of the general of education on any given level, has its primary objective as the preparation of people to enter into a Career, to render efficient service and to advance from their present level of employment to higher levels Which always have significance effect on the economic development (Osuala 2013). Basic Entrepreneurship Education affords to every individual an opportunity to develop the skills, abilities and understanding that will enable him to handle competently his personal business affairs; to develop an understanding of the Vocational opportunity available in the broad field of business and to assume his citizenship Responsibilities through enlightened participation in, as well as an understanding and appreciation of the Business system (Osuala 2013). This curriculum thus provides a bridge to match up the gap between unemployment, dependency and low self-worth, Businesses has been faced with challenges such as inadequate management if fund, little or no knowledge of promoting Business products, poor marketing research to obtain findings on what is obtainable in a revolving world such as this. Furthermore, Basic Entrepreneurship curriculum is the broad area of knowledge That deals with the economy. It identifies and explains the role of business as an economic institution and Provides content and experience that prepare the individual for effective participation as a citizen and Consumer. The researcher is examining the relevance of business education on the economic development Of Nigeria.

1.3 Purpose of the Study
The main objective of the study generally is to investigate entrepreneurship implementation strategies on Business Education Student in Federal University Otuoke. Specifically, the objectives sought to:
  1. Find out the functional curriculum implementation strategy on Business Education Student in Federal University Otuoke.  
  2. Determine the ways entrepreneurship programme centre implementation strategy on Business Education Student in Federal University Otuoke
  3. Ascertain Mentoring as an implementation strategy on Business Education Student in Federal University Otuoke.
1.4 Research Questions
The study is guided by the following research questions.
  1. How does functional curriculum implementation strategy enhance Business Education Student in Federal University Otuoke?
  2. In what ways does entrepreneurship programme centre implementation strategy enhance Business Education Student in Federal University Otuoke?
  3. To what extent does Mentoring stands as an Implementation strategy to Business Education Student in Federal University Otuoke.
1.5 Research Hypothesis
  1. There is no significant difference relationship between Functional curriculum as an Implementation strategy for teaching Business Education courses in federal university Otuoke Bayelsa State.
  2. There is no significant relationship between Entrepreneurships program Centre as an Implementation strategy for teaching Business Education student in Federal University Otuoke Bayelsa State.
  3. There is no significant relationship between Mentoring as an Implementation strategy for teaching Business Education student in Federal University Otuoke Bayelsa State.
1.6 Scope of the study
The study fully concentrates on the Entrepreneurship curriculum strategy for Business Education Student in Federal University Otuoke, study was delimited to 100 Level — 400 Level students of Business Education in Federal University Otuoke.

1.7 Significance of the Study
The findings of this study will inform the Business Education Student and business stakeholders about the importance of Entrepreneurship curriculum in the country's economic development. This research will also serve as a resource base for other academics and researchers interested in conducting additional research in this sector in the future, and if implemented, will go so far as to provide new explanations for the topic. The study will thus be Significant to
Student: It will be Significant to the students by way of enhancing their level or drive to be self-sufficient, self-employed and the need to acquire survival skills making themselves relevant to themselves and society at Large.
Educational stakeholders: The study will be of utmost importance to educational stakeholders by way of equipping them to generate more streams of income rather than full dependency on paid jobs thereby enabling them to venture into other creative ventures that will enhance the social standard Ina long run.
Society: This finding will be Significant to the Society at large because it will enhance the communal lifestyle in the society reducing social vices by way of individuals involving themselves in one activity or the other.

1.8 Operational Definition of Terms
Entrepreneurship curriculum: The Entrepreneurship Curriculum Programme (ECP) is a cost-effective investment in the development of entrepreneurial capacity of young people. ECP is inclusive since it reaches out to both girls and boys in rural and urban areas. It lays the ground for private sector development.
Business Education: Business education is a term that encompasses a number of methods used to teach students the fundamentals of business practices. 
Functional Curriculum: functional curriculum focuses on functional skill development necessary for enhanced participation in society as adults. It is a curriculum that starts early in the student's schooling, focuses on skills that are demanded in everyday life and incorporates the student's present and future strengths and needs.
Entrepreneurship program centre: The Center for Entrepreneurship Development (CED) aims to function as a bridge between the worlds of education and work by developing and providing entrepreneurship education and training programs as well as serving as a resource center.
Monitoring: mentoring is when someone shares their knowledge, skills, and experience with another person to help them to progress. So, if you've shared any knowledge, skills, or experience with another person or had another person share this with you, you've been involved in mentoring.


Click “DOWNLOAD NOW” below to get the complete Projects

FOR QUICK HELP CHAT WITH US NOW!

+(234) 0814 780 1594

Buyers has the right to create dispute within seven (7) days of purchase for 100% refund request when you experience issue with the file received. 

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.

Ratings & Reviews

0.0

No Review Found.

Review


To Comment


Reviews (20)

  • Anonymous

    11 minutes ago

    ABSTRACT This study analyzed the effects of labour turnover on productivity in Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba, Nigeria. Specifically, the study determined the effect of workers retention (pay and allowance) on quantity of sales in Nigerian Bottling Company Plc and 7up Bottling Company Plc Aba; determined the effect of training of workers on profit in Nigerian Bottling Company Plc, and 7up Bottling Company Plc Aba; investigated the effect of promotion on output in Nigerian Bottling Company Plc, and 7up Bottling Company Plc, Aba; and determined the effect of skills of workers on customers satisfaction in Nigerian Bottling Company Plc, and 7up Bottling Company Plc, Aba. Primary and secondary data were used for the study. The secondary data covered between 2010 and 2019. A total of 345 respondents consisting of 190 respondents from Nigerian Bottling Company Plc and 155 respondents from 7up Bottling Company Plc were used for the study after retrieving the questionnaire. Also, a total of 345 customers consisting of 190 customers that patronizes the Nigerian Bottling Company Plc and 155 customers that patronizes the 7up Bottling Company Plc were used for the study. Data obtained were analyzed using simple regression technique and mean score. Pearson product moment correlation coefficient (r) and simple regression were used to test the various formulated hypotheses for the study. Findings shows that retention (pay and allowance) of workers has significant positive effect on quantity of sales in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Training of workers have significant positive effect on profit in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Promotion of workers have significant positive effect on output in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. Skills of workers have significant positive effect on customers’ satisfaction in both Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba. The study recommends that efforts aimed at tackling labour turnover in Nigerian Bottling Company Plc and 7up Bottling Company Plc should focus more on developing the proficiency of workers through a need-identified training. Prompt promotion of workers and the use of other compensation incentives that should increase the willingness of employees to remain at work is strongly advocated. Many bottling industries such as the Nigerian Bottling Company Plc and 7up Bottling Company Plc, Aba require a formidable workforce to have a competitive edge amidst her competitors. CHAPTER 1 INTRODUCTION 1.1 BACKGROUND TO THE STUDY In today's global environment, each business must have a strong labour turnover avoidance policy in place to guarantee that the finest minds and well-experienced employees contributing to the organization's overall growth and development are kept. Employer turnover should be reduced as a result of this. This is because labour turnover is one element that may impact employee retention, organizational profit, production, and customer satisfaction with the organization's products and services in a positive or negative way. The sort of labour turnover prevention program that will encourage employees to perform well will be determined by how well it meets their needs for status, job security, and survival, as defined by Maslow's hierarchy of needs (1943 and 1954). Managerial and supervisory turnover has long been a key human relations issue, and its importance in any particular company cannot be overstated. Almost all employers of labour confront a big problem with labour turnover nowadays, all around the world (Barmase and Shukla, 2013). This is due to the fact that it creates a significant financial strain on businesses and has a negative impact on productivity. Labour turnover is a serious workplace problem that cannot be overlooked by any meaningful and target driven organisation. Organizations all around the globe must endeavor to regulate and reduce labour turnover since it has both economic and psychological implications on production. In terms of psychological consequences, labour turnover has been associated with a number of negative job attributes such as low level of job satisfaction, low esteem for promotion opportunities, mental stress on the part of management on how best to sort and replace exited experienced workers etc. As a result, when a person departs abruptly, it throws the entire organization's production strategy into disarray. This might have a significant impact on the organization's production and, as a result, its effectiveness. If the company provides a service, employee turnover may have an impact on the quality and/or quantity of service provided, especially if one person's output is the input of another (Blau, 2014). Hill and Twist (2015) define labor turnover as withdrawal behaviors that lead psychologists to believe that it is the result of unfavorable workplace attitudes affected by factors such as income, job security, recognition and appreciation, working hours, and physical conditions, among others. There are also psychological withdrawal behaviors such as a lack of creativity or putting in little effort on a work, which frequently show as laziness and an unwillingness to think and enhance creativity (Pinder, 2018). There is also an attempt to comprehend managerial turnover and determine why employees leave their jobs. Carbery, Garavan, Brien, and McDomel (2013) believe that, all other things being equal, management turnover is likely to be lower than operational turnover, which might be due to the fact that they are more devoted and have a stake in the company. Labour turnover also has the effect of impeding the attainment of larger corporate objectives since it necessitates a significant investment in training, induction, growth, and skills development to replace personnel who leave the company. Controlling labour turnover, on the other hand, is critical for businesses and must be handled well due to the impact it has on organizational productivity (Adewole, 2017). In Nigeria, the issue of labour turnover cannot be neglected by many firms operating in the country. This is because ineffective labour turnover management in any Nigerian organization would have a significant negative impact on not just that organization's performance and output, but also on the economy as a whole. For example, in the late 1980s and early 1990s, Nigeria experienced a turning point in her history when Nigerian universities lost a slew of well-trained teachers in what became known as the "Brain-drain." Perhaps the situation that occurred in our universities had an impact on some businesses, such as the Nigerian Bottling Company Plc. and the 7up Bottling Company Plc., where some of these academics serve as consultants. Terrible pay rates, a lack of advancement, a lack of sufficient training of trained and competent labour force, and a poor work environment may have all contributed to such a choice to quit a company (Adewole, 2017). This is likely to have an impact on the manufacturing line in terms of profit maximization. The situation hasn't altered much since then, and many businesses are calculating their losses (Orji, 2018). According to a Mercer report on the total financial impact of employee turnover, the cost of labour turnover is sometimes misunderstood, seen as incalculable, or disregarded as a minor expense, yet the total cost of labour turnover is considerable, accounting for 36 percent of payroll. The actual cost of employing someone to cover absentee employees is a significant but frequently ignored expense. In Nigeria bottling firm and 7up Bottling Company Plc. Aba, Nigeria, this is a typical practice in enterprises that leads to a certain level of turnover and its probable impacts on productivity. Organizational Productivity is defined as an organization's, institution's, or business's ability to achieve desired outcomes with the least amount of energy, time, money, staff, material, and so on. It is a measure of an organization's ability to meet its output targets via the use of its labour, authority strategies, machinery, equipment, and assets (Adewole, 2017). Productivity increase is crucial for organizations since delivering more goods and services to customers equates to better profitability. As productivity rises, an organization's resources may be converted into revenues, allowing it to pay stakeholders while reserving cash flows for future development and expansion. With increased productivity, an economy may create and consume more products and services for the same amount of effort. Individuals (workers and customers), company executives, and analysts all value productivity (such as policymakers and government statisticians). Labour turnover is inextricably linked to an organization's productivity and is frequently a sign of other issues confronting both the organization and its personnel. A variety of strategies have been proposed by management scholars in order to overcome high rates of labour turnover among employees and enhance employee retention. According to Ibrahim, Usman, and Bagudu (2013), employees who resigned their employment did so due to bad working circumstances that required them to execute their tasks. Poor working circumstances owing to physical factors may result in reduced productivity and general job unhappiness. Nigerian bottling firms, such as Nigerian Bottling Company (NBC) and 7up Bottling Company Plc. (7UP), are not immune to the effects of high labor turnover. The capacity of these businesses to fulfill rising demand for their goods and services is heavily reliant on the efficiency of their skilled employees, who assure optimal production, sales, and profit margins. Labour turnover, particularly among experienced employees, is a major and continuous issue that employers of labor in these organizations are concerned about. This is due to the high expense of finding a substitute for such high quality, which is sometimes difficult to come by. Most new employees are more prone to accidents since there are more breakages and they make more mistakes than experienced workers, resulting in the expense of replacing a man exceeding the recruiting projections by a significant margin (Stessin, 2011). When a company's labor turnover is a problem, management must identify the root reasons, monitor the turnover rate, calculate the cost of turnover, and solve the issue. Given the reality of unemployment and economic hardship in Nigeria, knowing the impact of labor turnover on productivity at Nigerian Bottling Company (NBC) and 7up Bottling Company Plc. is crucial. Such knowledge will aid these businesses in developing effective labor turnover prevention plans that will allow them to function sustainably and adequately satisfy consumer needs as well as corporate objectives. As a result, the purpose of this study was to examine in depth how labor turnover management affects organizational productivity of Nigerian Bottling Company (NBC) and 7up Bottling Company Plc in Aba, Nigeria. 1.2 STATEMENT OF THE PROBLEM Despite the fact that there appear to be no permanent solutions, attempts have been made to reduce the problem of labour turnover. Many individuals have left their jobs due to factors such as professional progress, more promising positions, and external incentives such as higher pay scales, promotion in other companies, and pleasant working circumstances. High labour turnover can have a negative influence on a company's production. However, because of the restricted resources available for staff recruiting, the negative impacts on firms might be extremely severe. Employees who are happy in their jobs are less likely to leave. High employee turnover is typically a sign of a longer-term issue, such as a lack of improved pay structures, training or career opportunities, or promotion, to name a few. Workers who are dissatisfied with their occupations are inclined to depart (Mobly, 2017). Mobly (2017) goes on to say that being dissatisfied with a job isn't the only reason why individuals switch jobs; it may also be because the talents and competencies they possess are in high demand. They may be enticed to leave for greater salary, perks, or career advancement opportunities. Because enterprises have little influence over what happens in other firms, they may take efforts to boost employee morale in the workplace, making people who work for them happy and productive. For companies like Nigerian Bottling Company Plc. and 7up Bottling Company Plc., employee turnover is a major issue. The high rate of labor turnover in bottling businesses, which has risen to about 15% in Nigerian Bottling Company Plc. in 2019 (NBC, 2019) and 22% in 7up Bottling Company Plc. in 2019 (NBC, 2019), is one of the issues that inspired this study (7up, 2019). It is important to remember that a high labour turnover rate reduces an organization's revenue and profitability through lowering productivity. Another issue is that labour turnover increases hiring costs and training expenses, which is especially problematic in organizations that need to replace individuals with specialized skills and a high educational level to fill complicated job responsibilities. Recruiting new employees to replace those who have left the company might be a positive start in the right direction. However, their ability to match the unique abilities necessary for complicated activities previously performed by top executives, as well as highly paid vocations, is subject to cost impacts, making their replacement extremely challenging for the organization. This is likely to have a noticeable impact on the productivity of the company. This is not to suggest that every employee who leaves a company is dissatisfied with their work. Some people will retire, leave town, or abandon their jobs due to family obligations, a desire to change careers, or even the urge to start their own business (Kiunsi,2014). In terms of labour turnover management, there is a knowledge vacuum and a point of departure for prior studies on labour turnover and organizational productivity. There is a knowledge gap in understanding the effect of worker retention (pay and allowance) on sales quantity, the effect of worker training on profit, the effect of promotion on output and effect of workers skills on customers satisfaction in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba. Against this backdrop, this research work investigates labour turnover management and organisational productivity of Nigerian Bottling Company Plc. and 7up Bottling Company Plc in Aba, Nigeria. 1.3 OBJECTIVES OF THE STUDY The major aim of this study is to analyze the effects of labour turnover on productivity in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Abia state, Nigeria. Specifically, the study sought to examine the following objectives: (1) determine the effect of workers retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba; (2) determine the effect of workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba; (3) investigate the effect of promotion on output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba; (4) determine the effect of workers skills on customers’ satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba. 1.4 RESEARCH QUESTIONS Based on the specific objectives, the following research questions were raised. 1) What effect has workers’ retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba? 2) What effect has workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba? 3) What effect has promotion of workers on output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba? 4) What effect has workers skills on customers satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba? 1.5 RESEARCH HYPOTHESES From the above research questions, the following null hypotheses were formulated to guide the study. H01: There is no significant effect of workers’ retention (pay and allowance) on sales quantity in Nigerian Bottling Company Plc. and 7up Bottling Company Plc. Aba. H02: There is no significant effect of workers training on profit in Nigerian Bottling Company Plc., and 7up Bottling Company Plc. Aba. H03: Promotion of workers does not significantly correlate with output in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Nigeria. H04: Workers skills have no significant effect on customers’ satisfaction in Nigerian Bottling Company Plc., and 7up Bottling Company Plc., Aba, Nigeria. 1.6 SIGNIFICANCE OF THE STUDY The significance of this study is divided into empirical and theoretical significance. Empirical significance: This research will serve as a resource for all organizational management, particularly the management and employees of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc. in Aba, Nigeria, in understanding labour turnover management and organizational productivity. The research will assist both commercial and public organizations, including the government, in limiting their human resource capabilities by implementing methods to minimize labour turnover through worker retention, training, rapid promotion, and skill development. It would give important information to Nigerian businesses' management and staff on employee retention and limiting the negative influence of labour turnover on organizational productivity. Theoretical significance: This study has contributed to the current body of information on labour turnover and organizational productivity. This study will be useful to scholars and postgraduate students in the Departments of Industrial Relations and Personnel Management, Business Administration, and Entrepreneurship because it will serve as a reference material for future researchers on the effects of labour turnover on organizational productivity. It may also pique the interest of other academies in conducting more study on the reasons and constraints of labour turnover in a company. The study will also help the Nigerian public and people in other disciplines understand the impact of labour turnover on the productivity of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba. 1.7 SCOPE OF THE STUDY The scope of the study is divided into unit scope, content scope, and geographical scope. Unit scope: This study is on individual level of analysis of selected bottling companies in Aba. Content scope: This study covers only labour turnover management on organizational productivity between 2010 and 2019. Geographical scope: This study covered the Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba, Nigeria. 1.8 LIMITATION OF THE STUDY The most significant restriction of the study is having access to the office since the setting was extremely limited for security reasons, and entry into the business was mostly by invitation. As a result, obtaining an invitation to share the questionnaire and conduct interviews was extremely difficult, and there were limits on the number of times the researcher was authorized to enter the offices where the necessary information was obtained. As a result, the researcher had to devote many months to data gathering during the research process. Furthermore, there was a constraint on the number of years of information the researcher could be given by the organisations, since the selected bottling businesses only granted the researcher access to ten (10) years of data on different labour turnover management indicators and organisational productivity. Another difficulty encountered in performing this study was the inability to express the dependent variable "productivity" as well as the independent variable "labour turnover" with appropriate indicators for each specific aim. For this study, it took the intervention of the supervisory committee to resort to quantity of sales, profit, output, and customer satisfaction as appropriate indicators of organisational productivity, as well as worker retention (pay, allowances), worker training, promotion, and worker skills as appropriate indicators of labour turnover management. Generally, eliciting the required information from the various issues of the annual reports of Nigerian Bottling Company Plc. and 7Up Bottling Company Plc., Aba were the major constraint encountered in completing the study. The researcher was put through rigorous methods of transforming existing information to fit the necessary variables for the investigation. 1.9 OPERATIONAL DEFINITION OF TERMS Labour turnover: - This is the overall change in the number of people employed in a business entity during a particular period. It takes into consideration the number of exiting personnel, new joinees and the total number of workers as listed in the payroll at the end of a given period. Productivity: - is a phenomenon, which is concerned with the utilization of resources to produce a given output, the resources could be labour materials and capital. Incentives: - Something, which encourages you to work harder, start new activities. Remuneration: - An amount of money paid to someone for work done. Promotion: - is the Vertical movement of employees in the organization to a position of higher authority. Profit: - This is the financial benefit realized when revenue generated from a given business activity or numerous business activities exceeds the expenses, cost and taxes involved in sustaining the business activity in question. It calculated as the naira difference between total revenue and total expenses Output: - This is the number of units of goods produced in a specific time period. The period could be monthly or yearly. Retention: Retention refers to employees’ abilities to not only absorb and retain training or specialized skills, but to apply the learned skills to their job. Worker/Employee retention: Refers to the ability of an organization to retain its employees Sales quantity: This is the number of units of goods sold in a specific time period. The period could be daily, weekly, monthly, quarterly, biannually or yearly. Consumer satisfaction: Consumer satisfaction is a term that measures how products or services supplied by a company meet or surpass a customers’ expectation. Customer satisfaction is important because it provides marketers and business owners with the metric that they can use to manage and improve their businesses as well as shows how productively relevant the organisation is to its business environment.   CHAPTER 2 REVIEW OF RELATED LITERATURE 2.1 CONCEPTUAL REVIEW 2.1.1 Labour turnover Labor turnover, also known as staffing turnover, is defined as the ratio of employees who leave a firm due to attrition, dism

  • Anonymous

    21 hours ago

    Thank you for your reliability and swift service Order and delivery was within the blink of an eye.

  • Anonymous

    1 day ago

    It's actually good and it doesn't delay in sending. Thanks

  • Anonymous

    3 days ago

    I got the material without delay. The content too is okay

  • Anonymous

    1 week ago

    Thank you guys for the document, this will really go a long way for me. Kudos to project shelve👍

  • Anonymous

    1 week ago

    You guys have a great works here I m really glad to be one of your beneficiary hope for the best from you guys am pleased with the works and content writings it really good

  • Anonymous

    1 week ago

    Excellent user experience and project was delivered very quickly

  • Anonymous

    2 weeks ago

    The material is very good and worth the price being sold I really liked it 👍

  • Anonymous

    3 weeks ago

    Wow response was fast .. 👍 Thankyou

  • Anonymous

    3 weeks ago

    Trusted, faster and easy research platform.

  • TJ

    3 weeks ago

    great

  • Anonymous

    3 weeks ago

    My experience with projectselves. Com was a great one, i appreciate your prompt response and feedback. More grace

  • Anonymous

    3 weeks ago

    Sure plug ♥️♥️

  • Anonymous

    3 weeks ago

    Thanks I have received the documents Exactly what I ordered Fast and reliable

  • Anonymous

    1 month ago

    Wow this is amazing website with fast response and best projects topic I haven't seen before

  • Anonymous

    1 month ago

    Genuine site. I got all materials for my project swiftly immediately after my payment.

  • Anonymous

    1 month ago

    It agree, a useful piece

  • Anonymous

    1 month ago

    Good work and satisfactory

  • Anonymous

    1 month ago

    Good job

  • Anonymous

    1 month ago

    Fast response and reliable