TABLE OF CONTENT
Page
Title i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Content vi
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement
of the Problem
1.3 Objectives of the Study
1.4 Purpose of the Study
1.5 Research Questions
1.6 Statement of the Hypothesis
1.7 Historical
Background of Unilever Nigeria Plc.
CHAPTER TWO
LITERATURE REVIEW
2.1 The Concept of Goal Setting
2.2 What Are Goals?
2.3 Types of Goals
2.4 How Should Goals Be Set?
2.5 Insights from Goal Setting Research
2.6 A Warning Label for Setting Goals
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research
Design
3.3 Study
Population
3.4 Sample
and Sampling Technique
3.5 Nature
of Data Collection
3.6 Research
Instrument
3.7 Test
of Hypotheses
3.8 Limitation of Methodology
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
4.2 Presentation of Data
4.3 Hypothesis Testing
CHAPTER FIVE
SUMMARY, CONCLUSION AND
RECOMMENDATIONS
5.0 Introduction
5.1 Summary
5.2 Conclusion
5.3 Recommendations
5.4 Suggestions
for Further Study
REFERENCES
APPENDIX
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
The corporate aim of any formal organization
set up is to achieve certain goal and objectives through the utilization of
available human resources. Such goals include desire to control the market and
achieve strong profitable growth by being the best at identifying and meeting
needs through delivery of superior value products. The achievement of the goals
and objectives will depend largely on the organizations effectiveness and
efficiency in the delivery of services to its final consumers. In a highly competitive
market like Nigeria, the capabilities, effectiveness and efficiency of
industries are measured through the quality of their service delivery.
A goal is a clearly written description of a
specific action to be completed by a set date. Goal setting in writing is extremely important as then the goal becomes a decision plan for achievement rather than just a
notion. Progress on goal achievement should be renewed at
regular intervals, especially in long-term goal setting situations to keep both
employer and employee on track and up-to-date. Accurate communication is
essential in goal setting in order to ensure the goal is interpreted and
understood to mean same to both the employer and employees because successful
goal setting between both parties leads to successful goal achievement.
Employee performance can be affected by goal setting in many positive ways
if the goals are relevant to both the company, realistic and achievable by the workers.
Employers need to give workers a clear direction when it comes to goal setting
so that the objectives of the management can be realized. Goal setting has a
profound effect on the people who use them, whether you set individual goals or
work related goals.
"Goals provide a sense of direction and
purpose" (Goldstein, 1994). Goal setting can enhance the performance of
workers because it lets a worker know exactly what is expected of him or her.
When there are clear expectations, it is easy to work towards those
expectations. Goal setting allows to be proactive, instead of just being
reactive.
Goal setting is a key to achieving success in
any endeavor. It is very complex to know where one is going if one does not
know where to go. Everyone needs goals to be enthused, grow or increase
performance especially with strong goals, Setting goals for example helps
employees know where they need to go and how they should go about getting
there. It also helps employees manage themselves. Employees should set goals
that are SMART: Specific, Measurable, Achievable, Realistic, and Timely. Goals
represent expectations and if employees have higher expectations then employees
will have improved performance as long as employees achieve their goals. Most
of the time, what employees need is motivation, meaning, and purpose in their
jobs and if employees set worthwhile goals, they will find life but work more
specifically more fulfilling and exciting. Once there is an aim, there is
purpose and fulfilling that purpose increases performance as there is realization
of achieving success.
1.2 STATEMENT
OF THE PROBLEM
To be honest, organizations have no goals;
only people do. People establish organizational goals, either individually, or,
more usually, by a number of individuals co-operating together.
For example, a group of senior managers may
collectively agree on a particular desired course of action, which may then
come to be referred to as an organizational goal. However, this is still the
goal of those managers who initially determined it. Success of the organization
is measured by the progress of people towards goals set by people. Thus, the
study of goal setting becomes problematic as it is concerned with
understanding, predicting and controlling employee decisions.
One of the major problems facing
organizational goal is lack of mutual interest. In an organization, a goal of a
manager may not align with the goals of the organization as a whole. In such
cases, the goals of an individual employee may come into direct conflict with
the employing organization. As a result, the goals which the organization
actually pursues (informal goals) may be distinguished from the officially
stated goals (formal goals) which are set out in broad terms as the reasons for
the purpose of the organization. Informal goals may be inferred from the actual
decisions made and actions taken within the organization. Managers, and other
members of the organization, will have:
v
Their own perception of the goals of the
organization-for example, to produce high-quality handbags which satisfy
requirements of the customers; and
v
Their personal goals - for example to earn
high wages, to achieve promotion, to gain social satisfaction, to achieve
status-which they expect to fulfill by participating in the activities of the
organization.
If organizational goals and personal goals
are pulling in different directions, conflict will arise and performance is
likely to suffer. An organization will be more effective when personal goals
are compatible with organizational goals. Organizational performance will
depend ultimately on the extent to which individuals are provided with the
opportunity to satisfy their own goals by contributing to the goals of the
organization. Without aligning goals between the organization and the
individual, performance may suffer.
Inappropriate performance is another factor
that poses negative effect to achieving goal setting in an organization. Goal
setting may have little or no effect if individual employee cannot check where
the state of their performance is in relation to their goal. Note the
importance of employees knowing where they stand in relation to achieving their
goals, so they can determine the desirability of working harder or changing
their methods and this may leads to poor performance which may affect
organizational productivity.
If a goal is unrealistically high, it may
affect employee performance. When a goal is perceived to be unreachable, no
effort will be made by the employees to achieve it. Management in some cases
may set unrealistic goals which employees may not take serious since they
perceive it too high to achieve and this may lead to low performance.
In many situations, goal setting may be
unsystematic, sporadic and disorganized. In this case, certain goals will be
forgotten, the achievement of goals will not be measured and feedback will not
occur into new goals. Meanwhile to the employee, the major benefits of goal
setting have been lost. If management fails to organize and also regulate the
way they use goal setting the organization may not achieve its desire result
and objective.
1.3 OBJECTIVES
OF THE STUDY
The research is aimed at making theoretical
and practical contributions to the effective utilization of goal setting in the
work place so as to increase workers performance and organization productivity.
However, the study intends to address those
areas that are presently neglected or not adequately covered with a view to
alerting the authorities concerned on the implications of such omissions.
The study will also hopefully serve as a practical
reference point and an empirical base for further researches.
1.4 PURPOSE OF THE STUDY
The study will find ways in which goal
setting for organization needs a complete review of the organization's
corporate vision and how goal setting will help organization's realize their
mission.
It aims at suggesting ways in establishing
goal setting for organizations which will take place at all levels to forecast
growth potential and balance financial position where managers need to review
their goals periodically to be in sync with the organization's path of
progress.
The study will also suggest ways for goal
setting which should be imbibed as a corporate philosophy so that individuals,
teams and organizational heads are in control of their actions.
1.5 RESEARCH
QUESTIONS
The following questions will be addressed in
this study;
·
Can goal setting play a vital role in
improving the skills, performance and productivity of employees?
·
Can goal setting be conveniently ignored if a
firm wants to maximize its productivity?
·
Is there any significant relationship between
goal employee motivation and performance?
·
Is there any meaningful relationship between
goal setting and employee relationship as regards to promotion?
•
Does the absent of goal setting lead to
labour turnover?
1.6 STATEMENT OF THE HYPOTHESIS
The hypothesis for the
research shall be drawn as follows
i) Ho: there is no
significant relationship between organizational goal setting and motivation of
employees.
Hi: there is
a significant relationship between organizational goal setting and motivation of employees.
ii) Ho: employees goal often deviate from
organizational goals
Hi:
employees goal always align with organizational goal
1.7.1 HISTORICAL BACKGROUND OF
UNILEVER NIGERIA PLC.
Unilever Nigeria PIc (formerly Lever Bothers
Nigeria Pic) is one of the oldest manufacturing companies in Nigeria today,
most relevant vibrant and very strong blue chip manufacturing company. In 11th
April, 1923, the company was registered in Nigeria by the world famous founder
of Lever Brothers U.K., Mr. Hasketh Leverhulums before his death in 1925,
barely 2 years after the establishment of the company in the old Apapa factory
site.
In 1924, the name of the company was changed
to West African Soap Company and the old Apapa factory was commissioned to
produce Bar Soap in 1995. The company's name was changed to Lever Brothers
(Nigeria) Limited and between 1950 and 1960, more productions including Lux
Toilet Soap and Edible fats were introduced.
The second factory based in Aba, Abia State,
was constructed and commissioned in 1958, to produce Hand soaps- sunlight, key
and Hand print among others. In 1964, the local production of non-soapy
Detergents.
Omo surf and later Drive-was started in the
Apapa factory, to be later followed with the local production of Toothpaste
such as signal Toothpaste, pepsodent and close-up. In 1971, the Tree Top Fruit
Suash range was introduced, also in the Apapa factory.
The decade 1971-1980 witnessed the era of
indigenization of foreign-owned companies in Nigeria. This development made it
possible for Nigeria to owe 60% of the share in the company.
In 1983, a brand New foods factory was
commissioned in Agbara, Ogun state, making this company's third factory in
Nigeria. The production of edible fats and fruit squashes was transferred in
stages to this most modem factory in this part of the world. In 1985, Lipton of
Nigeria limited was merged with Lever Brother and by 1988; the production of
Tea and Coffee Drinks had been transferred from the Burma Road, Apapa site to
the Agbara Food Factory. Since then more food product were produce in that
site.
The latest of such product is the Lifebuoy
toilet soap, which has been very well received by housewives. In December 1988,
Chasebrough products industries limited, makers of Vaseline and pint range of
products was Marge with lever Brother and the patent right of the famous
Vaseline and ponds range of product passed to lever Brothers with a view to
rationalizing their production sites, improves quality, productivity
efficiencies and cost effectiveness, the product were ·transferred to Apapa
factory in December, 1992.
Today Unilever produces over different
products In various packs and sizes from three factories located in Oregun,
Agbara (Ogun state) and Aba (Abia state) they distribute their products to
every nook and comer of the country, utilizing twenty seven 27 depots spread
all over the country as of 1993. Complemented by their direct consumer contact
operations, which has the function of carrying their products into rural areas.
The name Unilever Nigeria PIc. has become synonymous with household products
which consumers find most relevant and indispensable, the selling points of
which have been their unbeatable quality competitive pricing and read availability,
anywhere in this country. No wonder that unlived products have remained over
the years. A MUST IN EVERY HOME in this country fined for most parts and
central Africa.
Apart from being, perhaps the oldest
surviving manufacturing company in Nigeria, spearheading technological development
in its sphere manufacturing blazing the trial in the of backward integration.
It directly employs presently over 2000 Nigerians with a cadre of every well
trained manager.
1.7.2 MAIN ACTIVITIES OF LEVER BROTHERS
Lever Brothers Nigeria PIc controls a large
proportion of the consumers' product in Nigeria. Their purpose is to meet the
everyday needs of their customer in every nook and comer of the country.
They anticipate the aspirations of their consumers
and consumers respond creatively and competitively with branded products and
services, which raise the quality of life. Their deep roots in Nigeria combined
with international experience represent their foundations for their further
growth.
The long term success of the company requires
a total commitment to exceptional standards of performance and productivity, to
working together effectively and to a willingness to embrace new idea and learn
continuously.
The company believes that to succeed requires
the highest standards of corporate behaviours towards their employees,
consumers and the society, which they are. The company now places special
emphasis on the manufacturing of soaps and detergent, foods, edibles, and
personal products.
Apart from the factories and depots of the
countries that are spread all over the country. The company also has the
following departments and each has a unique function to perform:
1.
Functional department
2.
Information Technology Department
3.
Buying Department
4.
Logistics Department
5.
Manufacturing Department
6.
Research and Development Department
7.
Market Department
8.
Customer Services Department
9.
Human Resources (personal) Department
10.
Corporate Affairs Department
The functions of each departments or unit as
the case may be are very much in consonance with their tags such as Human
Resources Department, which takes care of the personnel, Recruitment, Training,
industrial Relations and Allied Activities.
1.7.3 STAFF WELFARE
Since one of the corporate purpose of Lever
Brother Nigerian plc is on quality consciousness and special skill, this piece
focuses on the staff welfare. In this regard, the company continues to provide
reasonable working condition for its staff. Official cars are provided for the
senior members of staff, while the junior cadres are not left out in other
activities like home ownership scheme, health and general social welfare
facilities, long service award, and non-contributory pension scheme. Employers
are also entitled to a gratuity period on their retirement. These are parts of
the activities of the company to motivate its staff.
1.7.4 LUNCH
The company also provides facilities for the
feeding of all workers for each working day at the staff canteen for the
moment, this is limited to lunch alone and being paid for by the issuance of
luncheon vouchers to each worker according to individual worker cadre.
1.7.5 TRAINING
In order to ensure the quality of human
resources available, the company invest heavily in training and development
which help in sustaining total quality and continuous improvement.
The training extends to both management and
non management levels not just through courses, local and international, but also
through on-the job training, use of task forces and group activities as well as
the international management exchange programme they also provide conducive
working environment, good appraisal and remuneration system for an effective
motivation of the employee.
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