PROBLEM MILITATING AGAINST THE DEVELOPMENT OF EARLY CHILDHOOD EDUCATION

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ABSRACT

 

Education is considered to be a basic human right and a basic need as recognized in the 1989 convention of the rights of the child which has won near universal ratification. Education starts from an early age and this emphasizes the need for a lot of careful planning for Early Childhood Care and Education (ECCE). However, this emphasis has not been put in Nigeria’s Early Childhood Education (ECD). This has left ECCE in the hands of private providers and Non-Governmental Organizations without clear guidelines. This has exposed Early Childhood Care and Education to various problems that have hindered its development. To this end, this study aimed at investigating the problems faced in the development of Early Childhood Education in Nigeria. The locale of the study was Uyo. The study sample was drawn from the 81 registered ECD centers in the study location. The researcher selected a sample of 25% of the total number of centers. Sampling methods used was stratified sampling whereby the centers were classified into various categories according to type based on whether private, community or church sponsored. The method of allocation was proportional allocation where 25% of each category was selected. This translated to 11 community ECD centers, 4 private ECD centers and 6 church sponsored centers giving a total of 21 centers. The study considered two types of respondents from the target population i.e. center administrators and the teachers. The administrators of each of the sampled centers were selected for the study giving a total of 21 administrators. The teachers were selected randomly from a population of 216 teachers where 144 teachers were selected. The total sample size from a target population of 297 individuals was 165 respondents which were considered an appropriate sample size according to Krejcie and Morgan (1990). Data was collected using questionnaires for the two types of respondents. An observation schedule was used to collect data on physical facilities and instructional materials. Quantitative data from the field was analyzed using descriptive statistics such as frequencies and percentages. Qualitative data was analyzed by putting the responses under themes consistent with the research objectives. 

The major finding was that there was a problem of lack of adequate physical facilities and instructional materials, lack of standardized teaching methods, insufficient funds, inadequate skilled personnel, parents’ ignorance and nutrition and health at the ECD centers. Based on these findings it is recommended that the government provide funds to improve on facilities in the ECD centers and also ensure adequate supervision and facilitation of pre-schools to ensure to enhance quality assurance. The government should come up with favorable terms of service for ECD teachers in order to improve their morale and also standardize training and certification of ECD teachers to ensure consistency of services provided.

 

 

 

 

 

 

 

TABLE OF CONTENTS

 

CHAPTER ONE

INTRODUCTION

1.1       Background to the problem

1.2       Statement of the problem

1.3       Purpose of the study

1.4       Objectives

1.5       Research questions 

1.6       Rationale for the study

1.7       Assumptions

1.8       Limitations

1.9       Delimitations

1.10     Theoretical Framework

 

CHAPTER TWO

LITERATURE REVIEW

2.1       Introduction

2.2       ECD in the World

2.3       ECD in Africa

2.4       ECD in Nigeria.

2.5.      ECD in Uyo

2.6.      Summary

 

CHAPTER THREE

RESEARCH METHODOLOGY

3.0       Introduction

3.1       Research Design 

3.2       Locale of Study

3.3       Target Population

3.4       Study sample and Sampling procedure

3.5       Research Instruments

3.6       Piloting

3.6.1    Validity  

3.6.2    Reliability

3.7       Data Collection procedure 

3.8       Data Analysis and Presentation 

 

CHAPTER   FOUR

DATA PRESENTATION, ANALYSIS AND DISCUSSION

4.0       Introduction

4.1       Availability of a curriculum guide at the ECD centers.

4.2       State Of Physical Facilities and Instructional Materials in ECD Centers The second

4.3       Instructional Methods used at the ECD centers.

4.4       Source of Funds for the ECD Centers.

4.4       ECD staff at ECD centers.

4.5.      Challenges Facing the Development of the ECD Sector.

4.6       Discussions

4.6.1    Curriculum guide used at the ECD center 

4.6.2    State of physical facilities and instructional materials in the ECD centers.

4.6.3    Instructional methods used in the ECD center

4.6.4    Sources of funds for the ECD centers.

4.6.5    ECD staff at ECD centers.

4.6.6    Challenges facing the development of the ECD sector

 

CHAPTER FIVE

SUMARRY, CONCLUSIONS AND RECOMMENDATIONS

5.0       Introduction

5.1       Summary of the Findings

5.2       Conclusions 

5.3       Recommendations 

5.4       Suggestions for further research

REFERENCES

QUESTIONNAIRE

QUESTIONNAIRE FOR TEACHERS

 

 

 

 

 


CHAPTER ONE

INTRODUCTION

1.1    Background to the problem

Education is a key phenomenon constituting developing of logistical, motor and knowledge skills as well as potentialities and behavior. Sifuna defines education as a process by which people are prepared to live effectively and efficiently in the physical and social environment (Sifuna, 1990). As observed by participants in the world conference on Education for All (EFA) that took place in Jomtien, Thailand in March 1990, learning begins at birth (UNESCO, 1990). However it would be wrong to say that the emphasis on Early Childhood Care and Education had its origin in that conference. Child rearing was greatly emphasized even in the traditional African Society. This society had an un-institutionalized system of child rearing where by child rearing was the responsibility of the whole family beginning with the mother and extending to other members of the larger family and the community. The family and the whole community had collective responsibility in initiating the child into the values and norms of the society (Kabiru, 1993). The methods of teaching and learning in the traditional setting were normally informal and children learnt as they participated and watched others at work and play. Instructions were given through practical experiences and learnt as they participated in daily activities. This system of Education helped the young ones to learn new skills, ideas and facts of life that would help them to become effective members of the society. 

With the passage of time, socio-economic changes the world over have necessitated the development of non-family day-care institutions for children. These socio— economic changes include:

      The money economy;

      Urbanization;

      Growing multiple roles of mothers;

      Rise in female headed  households and

      Demand for formal education

Pre-school education as an organized affair is barely two hundred years old and began in Alsace in the East of France (Deasy, 1978). From France it spread to England and then to other parts of the world. In Nigeria the pre-schools where first introduced in the large agricultural plantations and in major towns by the colonial government way back in the 1940’s. The schools mainly fulfilled custodial function (Kabiru, 1993). The biggest expansion of ECCE was after independence in response to the call for harambee. This call was with the aim of accelerating education development. Initially the pre-schools were supposed to be custodial, non-teaching institutions. This view was maintained by the government as late as 1970. However, due to the limited academic and professional background, these centers have been gradually made into extensions of the lower primary school in approach and content (Kabiru, 1993). Parents view pre-schooling as an investment to the future success in schooling. The strong demand for pre-school education to give a head-start to young children by parents, communities, welfare organizations and the government has been largely responsible for the rapid expansion of pre-school services in the country. This expansion is in agreement with the Education for All (EFA) goals agreed upon by the participants in the world conference held in Jomtien, Thailand in 1990. A later conference meant to review the declarations of the Jomtien Conference which was held in Dakar, Senegal, came up with strategies to achieve the EFA goals. The participants agreed that to achieve the EFA goals, emphasis must be put on expanding and improving comprehensive early childhood care and education among other strategies. The participants observed that starting from early childhood and extending through life, the learners of the twenty first century will require access to high quality educational opportunities that are responsive to their needs, equitable and gender sensitive (UNESCO, 2000). To ensure quality, all children must be nurtured in a safe and caring environment that will allow them to become healthy, alert and secure and be able to learn. This was a confirmation to the 1990 World Declaration on Education for All which stated that learning begins at birth and encourages the development of early childhood care and education (UNESCO, 2007).

In Nigeria, the government involvement and concern in pre-school education can be traced to the early 1960’s.The legal framework for early childhood education was provided in 1963 when the Ministry of Home Affairs and Ministry of Health were authorized by the children’s and young person’s act to inspect pre-schools. In 1966, the Ministry of Co-operatives and Social Services sought assistance from the German Volunteer Services in Nigeria to train day care center personnel. From that same year, the Ministry of Housing and Social Services began to register and supervise all preschools, both community and private in the country. The Ministry also provided supporting curriculum to schools by publishing a manual for pre-school teachers in

1970. In 1980, the responsibility for pre-school was re-assigned from the Ministry of Culture and Social Services to the Ministry of Education. Currently the responsibility for pre-school education is with the Ministry for Basic Education. The responsibilities of the Ministry of Basic Education in regard to pre-school education include;

      Overall provision of pre-school personnel;

      Development of curriculum;

      Registration of pre-schools and

      Inspection and supervision of pre-school   

These responsibilities are to be fulfilled through the National Center for Early Childhood Education (NACECE) supported by a national network of Study location Centers for Early Childhood Education (DICECE).Early childhood services are offered at different levels (see the table 1.1).

 

Table 1.1 Levels of Early Childhood Education offered in Nigeria

Level 

Nursery school

Pre-unit

Kindergarten 

Play group

Madrassa 

Home-

based care center

Age 

3-5years

5 years

2-5years

2-5 years

2-7 years

0-3 years

Location 

Rural and  urban

Mostly 

Urban

Rich

Urban

Rich urban

Rural and  urban

Urban slums and 

ASALs

Focus 

Care and   education

Education 

Care and  education

care and  education

Care and

religious education

Care 

 

Source: UNESCO (2005) 

 However, despite the government involvement, the provision of Early Childhood Education has been left in the hands of the community groups, municipal councils and private sectors. This lack of full Government involvement in the provision of ECE has also hindered effective implementation of its responsibilities in Early Childhood

Education, consequently affecting participation, quality and equity.  This study aimed at investigating the problems or challenges facing the development of Early

Childhood Education in Nigeria. 

 

1.2     Statement of the problem

Early Childhood Education and Care has become an important support system to the family in child rearing. It is also important in exposing the child to early life experiences that help the child to cope with complex levels of cognition, emotion, socialization, speech and body movements later in life. However, despite its importance, Early Childhood Education in Nigeria is yet to develop to a level where it will be able to match its importance. There is the problem of untrained teachers, poor facilities among others. To this end, this study was to investigate the problems encountered in the development of Early Childhood Education in Nigeria.

 

1.3       Purpose of the study

 The purpose of this study was to investigate the problems encountered in the development of Early Childhood Education with the aim of looking for possible solutions and give recommendations on how the problems can be addressed in order to develop ECD in Nigeria

 

1.4       Objectives

1.      To determine if there is a policy guide on curriculum used in the ECD centers.

2.      To investigate if there are adequate physical facilities and instructional materials in the ECD centers.

3.      To determine if there are standardized instructional methods 

4.      To determine the source of funds for ECD centers

5.      To investigate if there is adequate staff in the ECD centers.

6.      To identify the challenges facing the development of the ECD sector.

 

1.5      Research questions 

1.      Is there a policy guide on curriculum followed in the ECD centers?

2.      What is the state of physical facilities and instructional materials in the ECD centers?

3.      Are there standardized instructional methods.

4.      What is the source of funds for ECD centers?

5.      Is there adequate staff in the ECD centers

6.      What are the challenges facing the development of the ECD sector?

 

1.6      Rationale for the study

The researcher believes that the findings of this study will bring to the surface the problems that have plagued the development of Early Childhood Education in Nigeria. The results of this study are very beneficial to the policy makers to understand the problems facing the development of the ECD sector and therefore come up with policies that will guide the future of Early Childhood Education in Nigeria. The findings will also benefit the academicians as reference and a basis for further studies in Early Childhood Education. 

 

1.7      Assumptions

In the study the following assumptions were made.

1.      All the respondents were to be co-operative and provide reliable responses

2.      The ECD sector is faced with problems  and the researcher  was to investigate these problems

 

1.8       Limitations

1.      The study limited itself to only one Study location. For a more conclusive result more Study locations would have been studied. However, this was not possible due to financial constraints.

2.      The study limited itself to the opinions of a sampled population. This is because getting the opinions of the whole population would have required considerable time and other logistics.

 

1.9     Delimitations

1. The proposed study confined itself to teachers and administrators in the ECD centers who are directly involved in the provision of ECE and are familiar with the every day running of the institutions.

 

1.10 Theoretical Framework

 This study was based on Piaget’s Theory of Cognitive Development (1967). Cognitive Development is that aspect that deals with thinking, problem solving, intelligence and language. Piaget, a writer and psychologist came up with a theory that tried to explain a child’s development. Central to his child development structure is Piaget’s formulation of maturational stages. In his developmental structure, he came up with four stages which he argues that every child has to go through. These stages occur in sequence and each must be negotiated in turn. Each child negotiates each stage at different rates. The differentials in rate of entering and exiting the stages are attributed to differentials in individual’s genetic timetables and in cultural and environmental influences. The stage progression portion of Piaget’s theory has

important implications to learning. 

1.      Learning is developmental and no child skips a stage

2.      Individual children may take different experiences to complete their development

3.      Mental Development does not merely click into place with each passing birthday 

4.      Learning differs in capability, probably due to variations in their physical and mental experiences. In the light of this children in the ECD centers should be treated as unique individuals. The experiences that they are exposed to should also be relevant to the stage of development the child is in so that they assist in their development. 

Piaget’s stages of cognitive development are as follows:

1.      Sensori-Motor Stage (birth to 2years). In this stage the child learns through his senses i.e. eyes, ears, nose, skin, and through his bodily movements. Children at this stage react on things that are present to the environment. They only think of objects they can see. 

2.      Pre-operational stage (2yrs-7yrs). This stage is marked by the appearance of language and symbolic functions. The child can use symbols and can judge on the basic of appearance but cannot perform mental operations such as reversibility. At this stage the child learns through imitation and only looks at things from their own perspective. The pre-operational stage is characterized by two stages:

      Pre- operational stage (2-4yrs); as children begin to symbolize their environment and develop the ability to internalize objects and events, they first develop premature objects which Piaget called Pre- Concepts. The child’s reasoning at this stage is of two kinds; syncretic and transductive. In syncretic reasoning, the pre-scholar is able to classify objects using limited and changing criteria for sort, example and color. In transductive reasoning, the pre- scholar is able to identify cause and effect relationships that link two specific events that occur close together. In this kind of reasoning, the child also believes that inanimate objects are alive.

      Intuitive Stage (4-7yrs); In this stage, the children’s beliefs are generally based on what they sense to be true rather that what logic or rational thought would dictate. Pre-schoolers fall in this stage and it is this children’s education that this study is concerned about. 

Among Piaget’s contribution to Early Childhood Education is the recognition that the child’s thinking process and problem solving is quite different from that of the adults and older children. From his theory; it is clear that a previous intelligence is a form of adaptation to the environment. To Piaget, knowledge is not static but continues to grow. As a child interacts with the environment, he forms mental structures that Piaget called schemata. Each new experience brings new schemata and helps the child to modify the old one. 

Understanding a child’s development is important in planning for their education.

This is because as brought out in Piaget’s theory, a child’s interaction with the environment has a serious effect on his cognitive development. It is therefore important in the planning for Early Childhood Care and Education to consider the kind of environment that is desired to ensure the effectiveness of Early Childhood Education. This study aimed at investigating the problems that pose challenges to creation of such an environment and this theory served as a basis of the study. 



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    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

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