ORGANIZATIONAL ARCHITECTURE AND EMPLOYEE EFFICIENCY: A STUDY OF SELECTED COMMERCIAL BANKS IN PORT HARCOURT, RIVERS STATE.
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ORGANIZATIONAL ARCHITECTURE AND EMPLOYEE
EFFICIENCY:
A STUDY OF SELECTED COMMERCIAL BANKS IN PORT
HARCOURT, RIVERS STATE.
ABSTRACT
This research
work investigated organizational architecture and employee efficiency of
commercial banks in Port Harcourt. For the purpose of this study, two
hypotheses were formulated. Based on the proposed hypotheses, a questionnaire
was designed and three hundred and thirty (330) copies were distributed to the
sample population, (cutting across six randomly selected commercial banks) of
the total distributed copies of the questionnaire, only two hundred and
eighty-six copies were returned, giving us a response rate of 86.7%. The two
hypotheses that were formulated were tested with the aid of the chi-square
statistical tool; they were both rejected at their null form. The findings
revealed that; there is a significant relationship between structural flexibility
and employee’s disposition on a task; there is a significant relationship
between proper job allocations on a employees timelines in performing a task.
Based on the findings, the researcher recommended the following amongst others;
a professional body should be set by the commercial banks to handle issues
arising from duties/role conflicts between and among employee; experts and
professionals in the area of organizational development should be consulted for
proper orientation on how to establish and manage effective architectural
design; employees should be engaged on regular training so as to understand the
dimensions of the architectural designs of their organizations. Given the
present position, it is pertinent therefore, to conclude that organizational
architecture impacts greatly on employee’s efficiency in commercial banks in
Port Harcourt.
TABLE OF CONTENTS
Title Page i
Declaration ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Contents vi
List Tables vii
List of Figures viii
CHAPTER
ONE: INTRODUCTION
1.1 Background
of the study 1
1.2 Statement
of the problem 3
1.3 Purpose
of the study 5
1.4 Research
questions 5
1.5 Research
hypotheses 5
1.6 Significance
of the study 6
1.7 Scope
of the study 7
1.8 Limitation
of the study 8
1.9 Definition
of terms 8
1.10 Organization
of the study 10
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.1 Introduction 11
2.2 Nature
of an organization 11
2.3 Organization
architecture 12
2.4 Classical
theory and formal organization architecture 18
2.4.1 The
traditional organizational architecture concept 20
2.5 Architectural
alternatives to the pyramid 23
2.6 Characteristics
of effective organization architecture 25
2.6.1
Simplicity 26
2.6.2 Flexibility 27
2.6.3 Reliability 27
2.6.4 Economy 28
2.6.5 Acceptability 29
2.7 Differentiation
and integrational architecture 29
2.8 The
role of management in organizational architecture 30
2.9 The
concept of employee efficiency 34
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1 Introduction 39
3.2 Research 39
3.3 Sampling
procedure/sample size determination 40
3.4 Data
collection method 41
3.5 Operational
measure of variables 42
3.6 Data
analysis techniques 43
CHAPTER
FOUR: PRESENTATION AND ANALYSIS OF DATA
4.1 Introduction 46
4.2 Response
rate 46
4.3 Analysis
of research question 52
4.4 Statistical
testing of hypotheses 57
CHAPTER FIVE: DISCUSSIONS, CONCLUSION AND
RECOMMENDATIONS
5.1 Introduction 59
5.2 Discussions 59
5.3 Conclusions 61
5.4 Recommendations 62
5.5 suggestion
for further studies 63
Appendices 64
Bibliography 71
LIST OF TABLES
Table 2.1: Approaches to organizational architecture
Table 4.1: Questionnaire response table
Table
4.2: Structural flexibility and employee’s
disposition on a task
Table
4.3: Conducive work environment
and employees response to official assignments
Table
4.4: Proper job allocation and
employees timelines
Table
4.5.: Role conflict and employee’s
dedication to work
Table
4.6: Analysis on structural
flexibility and employee disposition on a task
Table
4.7: Analysis on conducive work environment
and employees response to official assignments
Table
4.8: Analysis on proper job
allocation and employees timelines in performing a task
Table
4.9: Analysis on role conflict and
employees dedication to work
LIST OF FIGURE
Figure One: Environment Factors and Employee Efficiency
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
One
of the major challenges confronting management of business organizations today
is that of achieving the corporate objectives of the organization. However,
this cannot be attained if the organization does not have employees who are
efficient and productive. Employee efficiency is the ability of an employee to
work well and produce good result by using available resources within the
shortest possible time. An employee’s efficiency is evaluated by his/her
productivity resulting from effectiveness and commitment, Gibson, Ivancevich
and Donnelly (1999). This efficiency of an employee can however, be enhanced or
reduced by the presence or absence of a host of factors.
Managers
often believe that good wages or salary and other factors of motivate such as
incentives and fringe benefits or money rewards are capable of enhancing an
employee’s efficiency. A British body committed to the improvement of employee
productivity, efficiency and success, in a publication of October 9, 2006, says
that beyond wages and motivational rewards, there are other ways to improve
efficiency in a workplace. These include the following:
Ø Make
it a fun place: according to them, when a work place is made lively with fun,
workers attitude will be positive and they will want to come to work.
Ø Be
flexible with shifts
Ø Learn
what your employees need on a regular basis and make it available to them.
Ø Use
time tracking, collaboration, and project management software to keep everyone
“on task” and aware of what they are doing and what they will need to do next.
Ø Make
people aware of the system and how they fit into it.
Ø Use
flow chart to track the work flow in the work place.
The
foregoing tends to indicate that no single factor can be said to be responsible
for organizational performance. Scholars have researched on some factors, but
this study will attempt to X-ray the extent to which organizational architecture
can influence organizational efficiency.
Wesely
and Yuki (1995), asserts that the value of organizational architecture cannot
be over-emphasized, it creates and brings to the fore, the vision and mission
statements of an organization, it specifics team roles/responsibilities as well
as those of individual employees using stream of work, value, guide, principles
etc. it also determines role of quality officers and individuals within it, it
makes provision on percepts and guideline for promotion, it stipulates salary
structures and modalities for salary increase. As an on-going change process,
it draft and post workers, re-shuffle and re-assign workers, considering
certain factors such as ability, interest, experience, effectiveness etc.
Particularly,
organizational design could be said to be the “parent factor’ affecting an
employee’s efficiency, Pitfield (1997). First, for an employee to work well, he
/she must know the work.
Since
organizational design provides the employee with the information on role
performance, we see that it first, sets the employee on the course of his work
by defining his role. Secondly, it is observed that an employee can only be
perfectly efficient on what he/she knows had best to do and is equally
interested in. again, since organizational design is concerned with assigning
of roles and proper job fixation it therefore becomes admissible that it helps
the employee to find a place of relevance in which he does what he enjoys doing
and knows how well to do. This brings about happiness and felling of
fulfillment which leaves the employee in an emotional state of enthusiasm which
in turn results in high productivity.
Bozeman
(1999), posits that “Naturally, an efficient employee will work his way to
promotion in well-organized places of work”. With the help of a well-defined
and well-laid organizational architecture, promotion for efficiency will
motivate other employees to emulate their senior staff and bosses who, through
the reward of efficiency, have climbed up the ladder of promotion.
1.2 STATEMENT OF THE PROBLEM
The
labour market at present is plagued by scarcity and unavailability of competent
and qualified personnel. Manages are faced with numerous problems in selecting
staff that will fit into critical positions in their organizations. Over the
years, workers have been employed to assume corporate responsibilities for
which they are not qualified. For example, in our commercial banks today,
engineers are employed a marketers while job seekers of the management sciences
background are turned down on their job proposals in the same industry. This
current trend has given prominence to a more technical problem which has
resulted in a seeing stagnation even though the organization needs to go
forward.
The
problems faced by organizations are multi-dimensional; the organization itself
is faced with the problem of decision as to firing, hiring, fixing or
promotion, in order to maintain desired productivity and quality levels, the
employees are faced with the problems of job satisfaction, role conflicts and
efficiency, customers are faced with problems in the areas of stratification
and future security.
Existing
literature has revealed that the major challenging problems facing business
organizations today are reflected in the following areas; employees are often
inefficient, there is always the issue of role conflict, most employees are
ignorant of the mission and vision statements of their organizations, while
others do not even know the mode of operations and defined goals of their organizations,
there are equally dissatisfactions among employees because they are employed or
posted to do what they do not enjoy doing or has little or no skills. All these
manifests as challenges that hinder the efficiency of employees in the
discharge of their corporate duties; this has in turn affected the level of
progress made in the business environment.
Evidently,
these problems can only be eradicated if a proper and effective organizational
architectural design is affected. It is against this backdrop therefore, that
we intend to examine organizational architecture and employee efficiency of
commercial banks in Port Harcourt.
1.3 PURPOSE OF THE STUDY
The
purpose of this study is to examine the extent to which organizational
architecture influence employee efficiency in commercial banks in Port
Harcourt, Rivers State. To be precise, this work will study the following:
1. The
effect of structural flexibility on employee’s disposition on a task.
2. The
effect of a conducive work environment on employee’s response to official
assignment.
3. The
effect of proper job allocation on employee’s timelines in performing a task.
4. The
effect of role conflict on employee’s dedication to work?
1.4 RESEARCH QUESTIONS
To
achieve the purpose of this study, the following questions to which the study
shall endeavour to produce answers have been designed.
1. To
what extent does structural flexibility of the organization affect employee’s
disposition on a task?
2. To what
extent does a conducive work environment affect employee’s response to official
assignments?
3. To what
extent does proper job allocation affect employee’s timelines in performing a
task?
4. To what
extent does role conflict affect employee’s dedication to work?
1.5 RESEARCH HYPOTHESES
In
this study, the following hypotheses will be tested;
H01:
There is no significant relationship between structural flexibility and
employee’s disposition on a task.
H02:
There is no signification relationship between proper job allocation and
employees timelines in performing a task.
1.6 SIGNIFICANCE OF THE STUDY
The
finding of this research work will be theoretically relevant in that it will
stand to affirm or disaffirm other work in this area of study, thus it will
validate the views of Pitfield (1997), Boleman (1999), Morabito, (1999), Zugaj
and Schatten (2005) etc, all of the which holds a particular view about
organizational architecture. This research work will equally contribute to
existing literature in this area of study.
Also,
the result of this research work will be of immense benefit to management and
employees of commercial banks in particular, and business organizations in
general by providing with an understanding of the need for effective planning
of adequate organizational architecture and design that will guide them to
achieving corporate goals.
1.7 SCOPE OF THE STUDY
This
study shall cover some commercial banks within the Olu Obsanjo axis of Port
Harcourt metropolis. The entire work is committed to studying the relationship
between organizational architecture and employee efficiency. It studied the
environment design of the commercial banks and how this affects employee’s
efficiency.
The
study is specifically directed at studying the senior management staff of the
commercial banks believing than they are best disposed to providing the
information needed by the researcher for his research analysis.
1.8 LIMITATION OF THE STUDY
The findings in this study are limited by
financial constraint. Due to limited financial outflow, the researcher cannot
travel far together for all necessary data for the work. Hence, the study is
limited only to some commercial banks within the Port Harcourt City.
Time
is another major factor that has slow down the speed and scope of this study.
This is because the researcher cannot actually find time to make all necessary
contacts as a result of other commitments, both academic and personal.
The
attitude of bankers and the general public on information dissemination is
essentially conservative. Hence, it is difficult to obtain certain necessary
information which is termed ‘top secret” by the banks.
In
the course of carrying out this study, several limitations were encountered.
The reluctancy of respondents to provide information critical to the effective
execution of this study constituted a serious limitation.
The
scope of this study is equally another limitation as the findings generated may
not serve as a general result concerning other commercial banks in other
states.
Financial
resources as well as time within the disposal of the researcher was equally a
serious limitation since it made it impossible for the researcher to travel far
in search of necessary data for the work.
Also,
the choice of the chi-square statistical tool used by the research was equally
a limitation since the result may have been better if more tools were employed
in the analysis.
Finally,
the interpretation of the findings of this research was also a serious
limitation since this was restricted to the result of the tool used and
understanding of the researcher.
1.9 DEFINITION OF TERMS
The
term used in this study and their definitions are as follows:
Organizational Architecture
This
is the art or manner of structuring an organization through design or re-design
by stipulating policies, procedure and mode, and by allocating people to
positions.
Employee Efficiency
This
is the ability of an employee to work well and produce good result by using
available resources within the shortest possible time.
Organizational Design
The
way an organization is made to function, especially in a special style desired
by that organization.
1.10 ORGANIZATION OF THE STUDY
This
study is divided into five chapters. Chapter one as a general introduction, it
comprised of the background of the study, statement of the problem, purpose of
the study, research questions, research hypotheses, significance of the study,
cope of the study, limitation of the study, definition of terms and the
organization of the study.
Chapter
two is devoted to the review of related and relevant literature on
organizational architecture and employee efficiency. Specifically, it covered
the nature of an organization, organizational architecture, classical theory
and formal organizational architecture, the traditional organizational
architectural concept, characteristics of effective organization architecture,
differentiation and integrational architecture, the role of management in
organizational architecture and the concept of employee efficiency.
Chapter
three focused on the research methodology. This was address under; research
design, population of study, sampling procedure and sample size determination,
data collection methods, operational measures of variables and data analysis
techniques.
Chapter
four focused in the presentation and analysis of data collected in the course
of this research.
Finally,
chapter five discusses the summary of the findings, conclusions and
recommendations, as well as the suggestion for further studies.
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