THE CORRELATION BETWEEN SOME INSTITUTIONAL FACTORS AND STUDENTS’ ATTRITION RATES IN SCHOOLS

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ABSTRACT

This study was undertaken to examine the correlation between some Institutional factors and students’ attrition rates in schools in Surulere Local Government Area of Lagos State. To achieve this, three hypotheses were formulated. Some of the major variables considered were the quality of teachers, class size and instructional facilities. A Rate of Students’ Attrition Questionnaire (ROSAQ) was employed to elicit response from 500 students randomly selected from 10 schools. Data collected was analysed using Chi Square tested at 0.05 level of significance under 18 and 15 degree of freedom. The result showed a definite correlation between the institutional factors on student’s attrition rates. All variables were found to have significant influence on students’ attrition in secondary schools within the Local Government. Based on the findings, it was recommended that funding be increased to schools to enable them not only maintain facilities but improve on the quality of instruction in these schools to motivate students to remain in school.

 

 

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

It is no longer in doubt that education is a catalyst for national development. This probably accounts for the kind of attention and huge investments that most countries who desire technological advancement give to it. Nigeria as a developing Country is not left out of this race. As a country, she has experimented with several systems of education in her bid to find the system that suits her best. From the Universal Primary Education (UPE), to  Nomadic Education, and presently,  the Universal Basic Education (UBE), have all been attempts by the different Nigerian governments to provide functional and qualitative education for its teeming population irrespective of age, size, religion location or occupation in order to speed the process of her development.

The Nigerian Government has tried to give high priority attention to the provision of education to its citizens especially in the first two levels (primary and secondary) of education as reflected in the launched Universal Basic Education (UBE) scheme in May, 2000. It has also increased its investments in the sector and has encouraged private participation in the provision of education at all levels. However, despite these attempts, it has been observed that Nigerian educational institutions still experience major problems of retaining students within the system, particularly at the primary and secondary school levels as children drop out of school at will without enjoying the benefits of these huge investments.  Nakpodia (2010) attests to this when he noted that recently, secondary school students are observed to be leaving school at will to engage in diverse socio economic activities.

 It will therefore not be an understatement to say that since the introduction of western education in Nigeria in the mid-19th century till date, the issue of students’ attrition in schools has been a very serious problem to researchers, parents and educational planners.

Though, there has been no uniform approach to defining   what attrition is, most definitions view attrition as a situation where students on regular school terms withdraw or drop out from school for any other reason other than death or transfer to other schools before graduation or completion of a programme of study. The  summary of some of  these views   seem to point to the fact  that drop outs are  considered as under achievers, not working up to their abilities, they are dis satisfied with school,  hostile, aggressive, rebellious and are socially rejected by most of the other students because they are often considered a problem to the society. Equally too, earlier researches in the 1970s and the 1980s tended to portray attrition as being a result of the students’ inability to adapt to the school environment.  Recently however, commentators now tend to agree that individual attrition, whether voluntary or involuntary is rarely the result of one single factor but rather, a combination of many factors (Yorke, 1999; Braxton, 2000).

 Pascrell, Smart, and Ethiton (1993) who studied the degree of school persistence of 825 students from 85 different colleges over a nine year period agreed from these studies that, academic and social integration were found to be significant predictors of persistence for males and females alike. 

To Phillip, (1 996), Attrition or the incidence of dropout was most likely to be caused by alienation of a learner in the classroom. . To him, a student who does not accept personal responsibility for his achievement status is the educational equivalent of the society’s alienated man, he is of the opinion however that in such a case, the reason for this alienation could be traced to either the personal history of the learner, his present reality or his home conditions.

In Nigeria also, several studies have been carried out on the subject. From some of  these studies, (Okeke, 1990, Ekperigin, 1990, Nakpodia, 2010), varied factors were  identified as possible reasons that can either directly or indirectly cause attrition  ; These factors ranged from  institutional factors like leadership style, the non-availability of facilities within a school or other variables like illnesses, poor academic performance, and dismissal from school or even the parents inability to finance the education of their children or some other personal circumstances.

 The fact however remains that students attrition in schools, for whatever reasons still represent a form of wastage within the educational system. This is because of the great financial losses, greater utilization of facilities as well as lower graduation rates that it usually involves.  First, the repeaters will spend additional  time than the specified number of years required in the school and they would  therefore have to be “reprocessed within the system thereby incurring additional expenses and  secondly,  excessive dropout  rate at any level of education  would most likely  cripple the system and can even bring about the virtual halt to  the educational system.

To Odekunle (2007), wastage in the educational system is seen as the inefficient utilization of educational resources both human and materials  which can manifest in the form of  drop outs, repeaters, premature withdrawals, unemployed school leavers or even brain drain. In his words; Repetition and drop out are major sources of wastage in any educational system (and) excessive repetition causes congestion at any level and grade in the system of education.

This fact is also, attested to by Nwadiani (1988), who, writing on the adverse effects of dropout on the Universal Primary Education in Nigeria, stated that: ...dropout will kill the scheme. Millions of naira will go down the drain when a teacher who is supposed to be teaching 30 pupils teaches only 10, when books bought for a class of 30 is locked up in a cupboard”.

To some other commentators, students attrition could also be attributed to the socio economic background of the students. It is believed that   children from poor backgrounds tend to exhibit high dropout tendencies as against those from higher socio economic ones.  Even when intelligence is taken into account, it is noticeable that college persistence is more likely to come from children whose parents are more educated. Closely related to this, is the interest and expectation of parents to the education of their wards. Available records tend to show that college per sisters were from families where parents were more open, democratic, and supportive and had less conflicting relationships with their children. This meant that the children get more parental advice, praise and the parents expressed interest in the college experiences of the children and also had greater expectations for their wards. This seems to point to the fact that parental level of expectation may have as much influence upon the child as much as the child’s own expectation for himself.

However, much as the family influence is in determining the childs educational performance at school, there have also been indications that the childs ability is also crucial.  Ability and the role of intellectual development is a vital factor where dropout is concerned. A child whose intellectual development or intelligence quotient (IQ)  is low will always find school very boring due to difficulty  in  assimilating learning experiences, this can lead to his gradual withdrawal from school. This is particularly important as recently a lot of students are entering colleges with substantially higher levels of  academic disenchantment, they are frequently reported as feeling bored in class, missing classes and spending less time on their studies outside of class. The imperative of this is that admitting students with this kind of lower level of academic motivation and a history of reported academic boredom, then submerging them in large classes which seem to be the bane of most of our educational settings would seem to be just the right formula for promoting their passivity and consequently lack of interest in school with eventual withdrawal from school as the ultimate end.

High attrition rates in schools should therefore be considered a serious problem worthy of attention because, if this is not controlled, there is a tendency that the aims and objectives of education will be thwarted.

This research is therefore initiated to examine three   institutional factors i.e. the quality of teachers, class size and the availability and quality of instructional facilities to facilitate the teaching and learning experiences in schools; to explore the relationship of these to the high attrition rates prevalent in the educational system in Surulere Local Government area of Lagos State.


1.2 Statement of the Problem

Government is reported daily to spend mind boggling sums of money each year on the education of its youths most especially on the Universal Basic Education scheme which is envisaged to be the foundation of any lifelong learning experience.  However, in recent times,   there appears to be a seeming expression of grave concern by the public and even educational planners on the alarming rate in which students drop out from school especially at the secondary school level without benefiting from these huge investments. What this implies is that if students do not remain in the school to enjoy the benefits of these huge investments by Government, then both capital investments as well as the human resources (students who should benefit from it) are wasted.

 Though it is not easy to determine with utmost certainty the number of students that drop out of our schools because of the lack of a uniform approach to counting the number of dropouts in the system, it is estimated that in Nigeria, a sizeable number of students dropout from school daily and that the bulk of those who drop out are usually between the ages of 15 and 21 and are mostly from secondary schools. These postulations have very far reaching implications especially when one considers the assumptions that delinquency rate is ten times higher among dropouts and that they are more likely to become burdens on the  society . Today, most dropouts are unemployed, and they have lesser chances of securing jobs than those who graduated, because of this, they tend to be involved more in criminal and dubious activities thereby becoming not only a great threat to themselves but also to their parents  and the society.

Though the National Policy for Education had proposed the provision of vocational, adult and distance education as a means to curbing this, the problem seems to persist.  It is thus this situation that t has motivated an investigation into the causes of the rate of attrition in schools within Surulere Local Government area of Lagos state. The study is therefore an attempt to explore the correlation between three institutional factors - the quality of teachers, class size and the availability of instructional facilities and the rate of students’ attrition in schools within the Local Government.


1. 3 Purpose of the Study

The purpose of this study is to examine students’ attrition rates in secondary schools within Surulere Local Government area of Lagos State. In particular, the study will examine three institutional factors

   1. The quality of teachers in the schools

  2.  Availability and quality of instructional facilities in these schools, as well as the;

  3. Class sizes in these schools

Attempts will be made to determine whether there exist a correlation between these factors and the attrition rate prevalent in schools within the Local Government area.


1.4 Research Questions

To achieve the stated purpose, this study will be guided by the following research questions which will be answered during the course of the study:

What are the qualities of teachers found in the various schools within the local government area?

What is the relationship between these qualities of the teachers and students’ level of attrition?

What is the perception of roles by both the teachers and the students? And does this have any bearing with students’ attrition rates?

Does the availability of instructional facilities in these schools have any bearing on students’ attrition rates?

Does class size whether large or small have any relationship with students attrition rates in the schools?


1.5 Research Hypotheses

To determine the extent to which these institutional factors correlate with students’ attrition rates, the following hypotheses were formulated to be tested during the course of the study:

There exist no significant   relationship between the quality of teachers and students attrition rate.

Class size has no significant relationship with students attrition rates.

The availability of instructional facilities in these schools has no significant relationship with students attritions.


1.6 Assumptions

This research is carried out based on the following assumptions:

1.   That the incidence of students’ attrition cuts across all local Government areas of Lagos State - Surulere especially

2.   That high attrition level if it exists in schools is not in the interest of all stake holders in the educational sector and the country at large

3.   That student in most secondary schools in Nigeria and Surulere local Government area in particular, operate within similar administrative and institutional environments and these environments can either have positive or negative influence on their retention in schools.


1.7.    Significance of the Study

This study is significant for the following reasons:

1.        The findings of this study would be very beneficial to educational planners and administrators as it will assist them in mapping out policies for students retention in schools, develop academic as well as social programmes, and review curriculum that will meet the diverse needs of the students.

2.  The study will also assist teachers by raising their awareness on the   various needs of the students under their care.

  3.  Through this study, parents would be equally sensitized on the various ways and methods of dealing with their children and wards and the need to provide good and basic necessities capable of reducing drop out rates in schools.

4.  The findings of this study will also be a build up on the body of knowledge and past studies that have been conducted on similar issues.  It will therefore   be a good reference material for scholars.

5.  Findings from this work will also provide an additional empirical evidence to enable administrators draw workable conclusions about specific characteristics that are usually linked with teachers performance. This knowledge should assist them on the best way to distribute teachers across schools and classrooms. This, in the long run should have implication for efficiency and guide efforts towards future teachers’ policy.


1.8.  Limitation of Study

This researcher makes bold to accept that there could be a possibility of other surprising variables that could be unearthed in the process of this research which is likely to influence the findings of this study. What is however important and pertinent to mention here is that this study is already Ex post -facto in outlook with all the independent variables already identified.  The possibility of their being totally controlled by the researcher in this study may however not be possible.

Furthermore, there is the dearth of statistical data. Ultimately, what this implies is that there may be limited materials to do a comparative analysis of attrition rates with other Local Government areas.

 

1.9.  Operational Definition of Terms

1. Attrition Rates:   Attrition rates would refer to the number of students who leave the school without the completion of a programme for one reason or the other. This is usually manifested in high drop out rates, repeaters as well as any type of premature withdrawal from a school programme.

2. Repeaters: This refers to those who are held back for the non - completion of an educational course, or a class, usually a course that has been previously failed. Usually, repeaters would have to be reprocessed within the school system once more.

3. Drop Out:  This is a term used to refer to some one whom on account of one reason or the other is unable to complete an educational programme and who has to withdraw from the system.

4. Institutional factors: In the context of this study, would refer to factors or variables within a school that are likely to encourage repetition, drop out or high attrition level among students.  For example, the class size, administrative style, types and quality of teachers, as well as the types of instructional facilities. Usually, institutional factors are variables within the control of the school or institutions.

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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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