ERGONOMIC PRINCIPLES AND ORGANIZATIONAL PERFORMANCE A STUDY OF SELECTED MANUFACTURING AND SERVICE FIRMS IN NIGER DELTA REGION, NIGERIA
ATTENTION:
BEFORE YOU READ THE
PROJECT WORK, PLEASE READ THE INFORMATION BELOW. THANK YOU!
TO GET THE FULL
PROJECT FOR THE TOPIC BELOW PLEASE CALL:
08068231953,
08168759420
TO GET MORE PROJECT
TOPICS IN YOUR DEPARTMENT, PLEASE VISIT:
ERGONOMIC
PRINCIPLES AND ORGANIZATIONAL PERFORMANCE
A STUDY OF
SELECTED MANUFACTURING AND SERVICE FIRMS IN NIGER DELTA REGION, NIGERIA
ABSTRACT
This study examined the relationship between
ergonomic principles and organizational performance in selected manufacturing
and service firms in Niger Delta Region of Nigeria. Ergonomic simply means
setting up working environment according to worker’s capabilities and needs so
that their productivity and performance can be enhanced. The goal of ergonomic
in workplace is to ensure a good fit between the workers and their jobs,
thereby maximizing workers’ comfort, safety, wellbeing, productivity, quality
and efficiency. Various relevant ergonomic concepts related to this study were
critical reviewed and discussed. Using Bowleg (1964) population allocation
formula, the sample size of two hundred and sixty-seven were derived from the
population of eight hundred and four employees from twelve registered
manufacturing and service firms in Niger Delta Region of Nigeria. Data were
generated through the use of questionnaire, interviews, and previous articles
relevant for the study. The study therefore adopted quantitative method as the
dominant approach and supported with the qualitative method. Ergonomic
principles is operationalized with work design, workplace design, and work
environment while organizational performance is measured with employee
turnover, absenteeism, quality production, and capacity utilization; production
strategy is used as the moderating variables in this study. The hypotheses
generated in this study were tested using Multiple linear Regression Analysis
and Spearman Rank Correlation obtained in Statistical Package for Social
Sciences (SPSS) version 20. Based on the SPSS version 20 used to determine the
internal reliability of the variables only items that returns alpha values of
0.7 and above were accepted.
TABLE OF CONTENTS
Abstract i
CHAPTER
ONE
1.1 Overview
of the study 1
1.2 Statement
of the problem 7
1.3 Purpose
of the study 9
1.4 Research
questions 10
1.5 Concept
framework: ergonomic principles and
Organizational
performance 11
1.5.1 Research Hypotheses 13
1.6 Significance
of the study 14
1.7 Scope
of the study 14
1.8 Limitation
of the study 15
1.9 definition
of terms 16
1.10
organization of the study 17
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 22
2.2 problems
and limitations in Nigerian Manufacturing
Sector
22
2.3 Ergonomic
in Manufacturing/production 26
2.3.1 Man and machine interaction 28
2.3.2 training and developments 30
2.4 Ergonomic
and organizational performance 32
2.5 facilities
layout and performance 36
2.5.1. Factors in determining layout
design 36
2.5.2 Difference between office and
factory layout 38
2.6 concept
of human performance technology 39
2.6.1 making the HPT model work 41
2.6.2 Ergonomic in relations to HPT 41
2.7 Manufacturing
sector performance and ergonomic 42
2.8 benefits
of ergonomic intervention in organization 45
2.9 production
strategies 48
2.9.1 lean manufacturing strategy 50
2.9.2 Chase strategy 50
2.9.3 single minute exchange of die
(SMED) 51
2.9.4
Make to stock strategy 51
2.9.5 value stream mapping 51
2.9.6 Assemble to order strategy 52
2.10 organizational performance
concept 52
2.10a work design and performance 53
2.10a.1 job design strategy 56
2.10a.2 alternative work schedule
options 58
2.10b workplace design and performance 59
2.10c work environment and performance 61
2.10d Non-financial Performance 63
CHAPTER
THREE: RESEARCH METHODOLOGY
3.0 Introduction 77
3.1 research 78
3.2 populations
of the study 79
3.3 sampling
technique and sample size determination 80
3.4 data
collection methods 82
3.5 operational
measurement of variables 83
3.6 test
of validity and reliability 84
3.7 Data
analysis (statistical) technique 86
3.7.1 Multiple linear regression
analysis 86
References
Bibliography
Letter
Questionnaire
ERGONOMIC PRINCIPLES ORGANIZATIONAL PERFORMANCE: A
STUDY OF SELECTED MANUFACTURING AND SERVICE FIRMS IN NIGERIA DELTA REGION,
NIGERIA
CHAPTER ONE
INTRODUCTION
1.1
OVERVIEW OF
THE STUDY
In
view of eh rapid growth in industrial production in the last decades, it has
become necessary to approach issues of work organization, management and
working conditions in a comprehensive manner. Organizations have begun to
monitor closely all factor potentially impeding continues increase in
productivity. Initially, advance were driven mainly by mechanization of the
production process, which soon get out of control becoming a frequent cause of
ergonomic problems and occupational injuries in an organization. The
consequence was on increased role of the human factor as the main part of
system composes of man, machine and the working environment (Szczepanska,
1998).
One
of the engines behind eh aforementioned development has been the universal
corporate pursuit of maximum benefits. The need to ensure a safe working
environment is a prerequisite to providing high quality products and services.
Ergonomics is one of the most important factors contributing to productivity
increases, which consequently lead to more benefits business activities. A
comprehensive analysis of working conditions allow organization management to
adjust employee pay for risk faced in a given workplace and define competences
required in specific jobs (Stephen, 1999).
Ergonomic
deals with the application of information about human behaviours capabilities
and limitations of the design of systems, facilities layout design, machine,
tools, tasks or jobs, and work environment of productive, safe and effective
use (Chaplains, 1985). It is a scientific discipline, which is concerned with
improving the productivity, health, safety, quality and comfort of people, as well
as promoting effective interaction among people, technology and the environment
in which both must operate. Thus, ergonomic simply means setting up working
environment according to workers capabilities needs so that their productivity
and performance can be enhanced. The goal of ergonomics in workplace is to
ensure a good fit between the workers and their jobs, thereby maximizing
workers comfort, safety, health, productivity, quality and efficiency (Aaras,
1994).
Derived
from the Greek words ergon (work) and nomos (laws) to denote the science of
work, ergonomic is a system oriented discipline that extend to enhances the
well –being of workers at work, eliminates reject rate, promote good quality
products and services in an organization (http.www.iea.cc,2010).
Indeed,
ergonomic is a rapidly growing discipline that is gradually premating
industrially developing countries (IDCs). This growth is fuelled by a growing
body of literature and research that aims to improve working conditions while
simultaneously achieving organizational objectives of increasing productivity
and quality (O’Neill, 2005).
In
this context, and now more than ever, organizational are facing pressures from
and ever-changing environment driven by a dynamic and highly competitive global
market. This calls for more holistic processes and technique that consciously
integrate all workers and performance related elements within the system in
order to optimize performance (Drury, 2000; Genaidy et al., 2007). According to
Guastello (2006), optimal performance hinges on a balance between the ability
to fulfill task objectives in a manner that produces the desired outcomes and
the time taken in achieving the feat. Accordingly, organizations continually
concern themselves with finding tools, techniques and philosophies that will
enhance productivity and quality where high quality products and services are
produced in the fastest possible time. Total quality management (TQM), lean
production and six-sigma for example, bear testimony to such efforts (Eklund,
1997; Lee, 2005).
The
discipline of ergonomic also purposes to have the potential to positively
impact on organizational performance. However there is a paucity of studies
showing the direct relationship between ergonomic applications and performance
outcome such as productivity, efficiency, customer retention, employee
satisfaction, employee turnover, time saving communication and quality
(http.www.iea.cc,2010). Gunasekaran et al (1994) observed that, of the few
studies variables, the major have focused on productivity and less on quality
and the rest variables.
Consequently,
organizations have become increasingly aware of the importance of quality,
hence the growth in the research interest in this area over the past decades
(Lee, 2005). The varied research focal points of existing literature reflect
the complexity of the causes of quality problems which require an equally
holistic approach to overcome. Eklund (1997) assert that, environmental factors
such as lighting, noise and vibration have a direct influence on organizational
performance outcomes such as error rates. Also, appropriate implementations of
ergonomic and adherence to quality assurance systems that re sensitive to
worker capabilities and weaknesses have direct impact positively on quality (Aaras,
1994). Furthermore, reductions in productivity of up to forty percent have been
associated with poor quality. In line with this, Eklund (1997) classified task
performed in a car assembly plant in terms of ergonomics deficiencies and
related these to quality statistic. It transpired that task with ergonomics
deficiencies compromised quality and overall performance and were associated
with worker reports of discomfort, fatigue and pain.
Furthermore,
studies reveals that ergonomically designed workplace reduce work related pain
and injury, increased productivity, improve morale, improve communication, time
saving, reduce compensation cost, reduce material wastage, decrease human error
rate, reduce reject rate, and decrease complaints (http.www.ergonomics.com/articles/ergonomic).
Also in ergonomic well designed workplace task is specially design to
eliminate: static or awkward posture, repetitive motion, poor access or
inadequate visibility and excessive reach, display that are difficult to read,
and controls that are confusing to operate or require too much to force
(Skepper et al., 2000).
Eklund
(1997) further stated that “ quality deficiencies, human errors and ergonomic
problems often have the same cause, which in many cases can be traced to the
design of work, workplace, inappropriate technology, and work environment e.g.
noise, light, postures, loads, pace (speed) and work content.” In addition,
possibility of performing to a standard at work is important prerequisite for
employee satisfaction and well-being. Indeed, several studies revealed that
quality would gain by incorporating ergonomics knowledge, especially in the
areas of work design and human capability, since these factors are deceive for
human performance and also the performance of the systems involved (Skepper et
al., 2000).
Gonzalez
et al (2003) also illustrated how introducing worker- centered intervention
that reduced ergonomics deficiencies (such as awkward working postures and
handling heavy loads) in the work environment can lead to quality improvement
and costs attribute to poor quality. Although the exact nature of these
improvements was not well explained in the literature, the interventions
minimized the complexity of the task and the effort required to execute it.
Comparisons of the pre and post quality records reflected reduction in rejected
parts, materials wastage and an increase in parts produced to the prescribed
specifications the first time. These researchers ascribed these quality and
cost related improvement to simplified work processes and a subsequent
reduction in mental and physical fatigue.
Existing
literature suggests that ergonomic can enhance production quality. However,
many of these cases are usually qualitative reports gained from field research
(Drury and Paquet, 2004). The evidence provided for the relationship between
ergonomics and organizational performance is usually inconclusive and at times
contradictory.
In
addition, the mechanisms and processes in mediating the relationship between
ergonomics factors and quality of output are not clearly explained. While not
questioning the value and authenticity of these measurements, quantitative
evidence showing clear relationship between the relevant factors is usually
more convincing and preferable, particularly when motivating for change within
organizations (Drury and Paquet, 2004). This is particularly significant given
the challenges facing the growth and development of ergonomics in industrially
developing countries (IDCs) of which Nigeria is one.
Ergonomics
in IDCs is not well understood in practice and is thus not accepted as integral
for organizational success or worker wellbeing (Lee, 2005). In industrially
developed countries legislation, worker compensation costs and high labour
costs have been effective motivators driving the implementation of ergonomics
interventions in organizations. Nonetheless, even in advanced countries
ergonomics is not fully appreciated for its contribution to quality
improvements. Lee (2005) further asserted that, one of the hurdles restricting
the spread and acceptance of ergonomics in industry is the perception that
ergonomic favours workers at the expense of organizational performance. This is
further worsened by the paucity of practical evidence for a positive
relationship between ergonomics and quality. It has furthermore been propose
that organizations have been slow to put ergonomic into practice as means
implementation interventions have not yet been provided.
Although
the awareness of ergonomics in the industries of industrially developing
countries (IDCs) has significant grown in the last decade there still seems to
be a lack of knowledge regarding how ergonomics can positively contribute to
the economic success of an organization (Scott, 2005). Indee, Helander and Burri
(1995) and Klatte et al (1997) posited that productivity and quality of output
have considerable bearing on any organization’s level of competitiveness,
implementing ergonomics principles has been proposed as exerting a positive
influence on productivity and quality. Despite this, there have been few
attempts to research and explicitly document the manner in which applying
ergonomics can improve quality of output (Govindaru et al., 2001). This might
be due to the very limited options available for researchers to establish a
clear relationship ergonomics attributes and performance in the field of
studies.
Research
in this area should aim to address quality problems that can be effectively
resolved through introducing ergonomics precepts as this is potentially
instrumental in alleviating quality deficits in industry. To add with this,
knowledge of manager’s perceptions regarding the cause of quality problem is
necessary in order for ergonomists to effectively focus their on issues that
are relevant and applicable to organizations. This is particularly the case in
IDCs, of which Nigeria is one, where production systems from developed
countries are used which have been technically simplified and then transferred
into a very different socio-cultural and socio-economic context. However,
quality requirements are mostly similar to those applied all over the world
(e.g. in manufacturing and service industries). Knowledge concerning manager’s
perception is relevant in order to address or organizations with ergonomics
issues related to quality. This information would also be invaluable in
contributing to the establishment of ergonomics awareness campaigns, which is
especially relevant for the Nigeria context where ergonomics is still in its
development stages.
It
is the view of the researcher that knowledge of the circumstances in industry
will aid in attaining a complete picture of the challenges, strengths, and
opportunities relating to ergonomics in the country. This will inevitably
involve a certain degree of qualitative and subjective research and will be
critical in also understanding the culture prevalent within the Nigeria
context. In conjunction with this, quantitative research will be essential for
presenting tangible data and evidence of the benefits of ergonomics for
organizational success.
It
is hoped that this study will shed light on the characteristics of the
industrial landscape within the Niger Delta Region of Nigeria with respect to
ergonomics deficits, information that will be critical in any awareness raising
campaigns and future research in this field. Ergonomics deficit demonstrates
its influence on workers and performance outcomes. This information shall make
a contribution to ergonomics literature and is potentially beneficial in
alerting organizations of the importance ergonomics in reaming competitive.
1.2 STATEMENT OF THE PROBLEM
In
Nigeria, a typical business organization outfit believed that the sole purpose
of any business is to maximize profit, thereby undermining other essential
concepts which permeate their overall goal. Indeed, this believe is commonly
shared among manufacturing and services firms especially in owners managed
small organizations.
Therefore,
ergonomics problems and issues are common factors in manufacturing and service
firms in the Niger Delta Region of Nigeria.
However, one growing area of concern for manufacturing and service firms
is the number of work related pains and injuries that occur when there is a
mismatch between the physical requirements of the task (job) and the physical
capacity of human body, resulting to poor quality production. Employees
experienced serious injuries due to over exertion or repetitive motion, long
sitting and standing posture heavy lifting, vibration, awkward posture, etc.
(Dahalan, 2003).
In
fact, when these factors repeatedly occur and less attention to ergonomics
applications (that is, interventions) in manufacturing and service firms the
organization experienced at decline of the overall organization performance
such as:
Ø High
employee turnover
Ø Absenteeism
Ø High
human error rates
Ø Low
quality production
Ø High
material wastages and rejects
Ø Low
customer retention
Ø Low
capacity utilization (inefficiency)
Ø High
compensation cost
Ø Low
morale
Ø Low
employee satisfaction
Ø High
return rates
Hence,
is decreasing productivity, decreasing market share and other problems
increased because of the employee’s behaviour and attitude due to ergonomics
deficiencies at the workplace. Even though the equipment, workplace and
environment are design according to the
ergonomics specifications; organization still do not implement ergonomics to
adjust and arrange the workplace (Shahnavaz, 2000).
Thus,
numerous tasks in manufacturing and service industries are performed while
workers adopt awkward working postures. Although poor detrimental to worker
health, the simultaneous effects of these ergonomics deficiencies on
performance outcomes are not fully understood, and hence would be the focus of
this research. Further to this, the effects of task performance on the worker
productivity remain a contentious topic that is addressed in this research.
1.3 PURPOSE OF THE STUDY
The
overarching objective of this study is to establish manufacturing and service firm’s
manager’s perceptions of the quality concerns in the local Nigeria
manufacturing and service firms. This would assist in understanding, from an
ergonomics perspective, the quality related challenges faced by local
manufacturing and service organizations. A further objective was to determine
whether and to what extent managers would relate the quality concerns expressed
to known ergonomics deficits documented in literature. Since ergonomics is not
widely practiced in Nigeria, it was necessary to ascertain the level of
awareness regarding the link between ergonomics and organizational performance.
Such information could inform and assist in developing future ergonomics
awareness raising campaigns in the country.
Thus,
the study would seek to address the following in particular: concept of
ergonomics, principles of ergonomics and the nexus between the two constructs-
ergonomics principles and organizational performance and ergonomics challenges
faced with specific references to some selected manufacturing and service firms
in the Niger Delta Region, Nigeria.
Specifically,
the detail objectives that would guide the study are:
i. To
determine whether or not work design will influence organizational performance
in manufacturing and service firms in Niger Delta Region, Nigeria.
ii. To
determine whether or not workplace design will influence organizational
performance in manufacturing and service firms in Niger Delta Region, Nigeria.
iii. To
determine whether or not work environment will influence organizational
performance in manufacturing and service firms in Niger Delta Region, Nigeria.
iv. To
determine whether or not production strategy will moderate the relationship
between ergonomic principles and organizational performance in manufacturing
and service firms in Niger Delta Region, Nigeria.
1.4 RESEARCH QUESTIONS
In
view of the objectives of this study an attempt will be made to address the
following questions.
i. Is
there any relationship between work design and employee turnover?
ii. Is
there any relationship between work design and absenteeism?
iii. Is
there any relationship between work design and quality production.
iv. Is
there any relationship between work design and capacity utilization?
v. Is
there any relationship between workplace design and employee turnover?
vi. Is
there any relationship between workplace design and absenteeism?
vii. Is
there any relationship between workplace design and quality production?
viii. Is
there any relationship between workplace design and capacity utilization?
ix. Is
there any relationship between work environment and employee turnover?
x. Is
there any relationship between work environment and absenteeism?
xi. Is
there any relationship between work environment and quality utilization?
xii. Is
there any relationship between work environment and capacity utilization?
xiii. Will
production strategy moderate the relationship between ergonomic principles and
organizational performance?
1.4 CONCEPTIONAL FRAMEWORK ERGONOMICS
PRINCIPLES AND ORGANIZATIONAL PERFORMANCE
The
relevance of ergonomics principles to improve organizational performance has
received considerable attention. Despite the growing interest in ergonomics
principles on organizational performance, no empirical research has emerged
that explores the link between these constructs in the context of manufacturing
and service firms in Nigeria. Therefore, in this study a conceptual framework
is developed to explore the relationship between ergonomics principles and
organizational performance.
However,
the study involved two constructs-ergonomics principles and organizational
performance, and a moderating variable-productions strategy (PS). Ergonomics
principles is operational using: work design (WD), workplace design (WPD), and
work environment (WE). While, organizational performance is measured using:
employee turnover (ET), absenteeism (AB), quality production (QP) and capacity
utilization (CU).
Figure 1.1
Conceptual Framework: Ergonomics principles
(variables), organizational performance (variables) and moderating variable. |
|||||
 |
|||||
 |
|||||
1.5.1
RESEARCH HYPOTHESES
H01:
There is no significant relationship between work design, and employee turnover
in manufacturing and service firms.
H02:
There
is no significant relationship between work design and absenteeism in
manufacturing and service firms.
H03:
There is no significant relationship between work design and quality production
in manufacturing and service firms.
H04:
There
is no significant relationship between work design and capacity utilization in
manufacturing and service firms.
H05:
There I no significant relationship between workplace design and employee
turnover in manufacturing and service firms.
H06:
There is no significant relationship between workplace design and absenteeism
in manufacturing and service firms.
H07: There is no
significant relationship between workplace design and quality production in
manufacturing and service firms.
H08:
There is no significant between workplace design and capacity utilization in
manufacturing firms.
H09:
There is no significant relationship between work environment and employee
turnover in manufacturing and service firms.
H010:
There is no significant relationship between work environment and absenteeism
in manufacturing and service firms.
H011:
There is significant relationship between work environment and quality
production in manufacturing and service firms.
H012:
There is no significant relationship between work environment and capacity
utilization in manufacturing and service firms.
H013:
Production strategy will not moderate the relationship between ergonomics
principles and organizational performance in manufacturing and service firms.
1.6 SIGNIFICANCE OF THE STUDY
The theoretical and practical significant of
this study cannot be overstated. The theoretical significance includes a better
understanding of the strategic importance of ergonomics in manufacturing and
service firms performance, and area in which empirically tested studies are
scare. In addition, theoretical would help researchers and students as useful
reference materials to advance knowledge in the area of ergonomics in their
studies.
The
practical significance is that, it would be beneficial to practitioners such as
managers, safety officers and chief executive officers in manufacturing firms
at it will better equip them in implementing ergonomics in their organizations.
Finally,
the stud will contribute to the relatively limited existing literature in the
knowledge area of ergonomics in manufacturing and service firms, specifically
in the Niger Delta Region, Nigeria.
1.7 SCOPE OF THE STUDY
The
scope of the study is defined with respect to theoretical/content, geographical
area and study unit.
THEORETICAL/CONTENT:
The theoretical/content domain of the study is particularly on the challenges
and dimensions of ergonomics principles, organizational performance measures,
as well as the moderating variable production strategy and its effects on the
relationship between the independent and the dependent variables.
Geographical Area:
The geographical area of this study will cover selected manufacturing and
service firms in four states out of the six stats in Niger Delta Region,
namely: Bayelsa, Delta, Edo, and Rivers States respectively.
Study Unit:
The study unit scope will cover all identified individual employee,
specifically staff of the selected manufacturing and service firms which will
serve as a base for empirical data collection that could then be analyzed the
objectives of this study.
1.7 LIMITATIONS OF THE STUDY
It
is important that in any research of this magnitude, limitations should be
recognized and acknowledge so that the validity, reliability and general
ability of findings may properly assess. Moreover, the research method employed
in this study is quantitative using secondary data originally collected through
surveys. It is acknowledge that quantitative method is more appropriate for
investigating the properties and phenomena of existing knowledge and their
relationship, and also more realize when generating the findings.
However,
this method has some generic limitations, such as positive response bias and
reporting bias. Therefore, it is important when interpreting the result of this
research to understand such limitations and also limitations associated with
the use of secondary data (e.g. sampling criteria, data classification system
and entering errors) applying to it.
Indeed,
the most contentious limitation encountered in the course of this study is the
difficulties in generating and collection data wit which to test actual
relationship of the variables and also the vast geographical area of study unit
to cover which of course is subject to financial resources.
1.8 DEFINITION OF TERMS
Absenteeism:
This refers to the decree at which employees fail to report for work when they
are schedule to work due to poor working conditions.
Awkward
Posture: A posture or action to execute a task which
create some discomfort or is unable to be maintained by the worker.
Capacity
Utilization: This refers to extent or level to
which the production or human capacity of a plant or firm is being used in
generation of goods and services.
Comfort:
It refers to how an item feels pleasing to the users.
Communication:
It refers to knowing how to use a tool by understanding its form factor i.e.
the physical size and shape of the tool.
Efficiency:
It refers simply making something easier to do.
Employee
Health: It refers to the physiological, mental ability
and psychological well- being of the worker.
Employee
Turnover: This refers to the decree at which employee
voluntarily leave their jobs due to strenuousness of the task which they are
involve in the organization.
Employee
Safety: It refers to condition of being protected from or
unlikely to cause danger, risk or injury in the organization.
Human
Machine Interface: It is the area of the human and the area of
the machine that interact during a given task.
Interaction:
it refers to touch, sight, sound, heat transference or any other physical or
cognitive function.
Job
Satisfaction: it refers to the feelings and briefs
an employee have on the task.
Organizational
Policy: it refers to various policies adopted by
organization to enhance it overall organizational performance.
Production
Strategy: This refers to production strategy employed by
the management to achieve quality production thus enhancing organizational
performance in the organization.
Quality
Production: this refers to the quality of the
product and service produced by organization which meets the taste and comfort
of its potential consumers.
Vibration:
The oscillating or periodic motion of a particular, group of particles, or
social object about its equilibrium position.
Work
Design: The process
of deciding on the tasks and responsibility to be included in a particular job.
Workplace
Design: This refers to a place designed for performing
work including the space, machines, worktables, benches, desks, visual displays
and control points
Work
Environment: This refers to work environment
conditions such as comfort, vibration, temperature, lighting its visual
appearance and cleanliness, privacy and suitability, culture, climate and its
general atmosphere.
1.9 ORGANIZATION OF THE STUDY
This
research work is developed through five chapters
Chapter one:
Provides details of eth overview of the study, statement of the problem,
purpose of the study, research questions, research hypotheses, and significance
of the study, scope of the study, limitations of the study, definition of terms
and organization of the study.
Chapter Two:
deals with the review of relate literature on the subject.
Chapter Three:
Outlines the methodology including research design, population of the study,
sampling procedure and sample size determination, data collection method,
operationalization of variables, test of validity and reliability, and data
analysis technique.
Chapter Four:
Deals with the presentation, interpretation and analysis of data.
Chapter Five:
Concerns on discussion of findings, conclusion, recommendations and further
studies.
AFFILIATE LINKS:
Comments
Post a Comment