ORGANISATIONAL PERFORMANCE

This study investigated the effect of leadership styles on organisational performance in the hospitality sector in Benin City, Edo State, Nigeria, focusing on six selected hotels: Protea Hotel, Precious Palm Royal Hotel, Uyi Grand Hotel, Western Villa Hotel, Limoh Suites, and El-Hassani Hotel. The research adopted a quantitative survey design, and data were collected from 134 employees using structured questionnaires. The analysis was conducted using SPSS version 22, applying both descriptive statistics and multiple regression analysis to assess the influence of five leadership styles—transformational, transactional, laissezfaire, autocratic, and participative—on organisational performance. The results revealed that transformational leadership had a strong and statistically significant positive effect on organisational performance (β = 0.505, p < 0.001), followed by transactional leadership, which also showed a significant positive influence (β = 0.220, p = 0.021). However, laissez-faire, autocratic, and participative leadership styles demonstrated positive but statistically insignificant effects, indicating that while they may be perceived as supportive, they do not contribute meaningfully to measurable performance outcomes in the hotel industry. The study recommends targeted investment in leadership development programs that emphasise vision, motivation, and innovation. The research contributes to the leadership-performance discourse by providing context-specific empirical evidence from the Nigerian hotel industry and calls for further investigation into sectoral and behavioural mediators of leadership effectiveness.

This study was carried out to examine employee employer conflict management and Organisational Perfornance, Adozzillion Homes And Realty, Lekki, Lagos. Specifically, the study aims to investigate the correlation between employee-employer conflicts and organizational performance, identify effective strategies for managing and resolving conflicts between employees and employers and evaluate the impact of conflict resolution interventions on organizational performance in the context of employee-employer relationships. The study employed the survey descriptive research design. A total of 83 responses were validated from the survey. From the responses obtained and analyzed, the findings revealed that there is significant correlation between the presence of conflicts between employees and employers and organizational performance. The findings of the study also revealed that implementing conflict resolution interventions targeting employee-employer relationships lead to significant improvements in organizational performance. The study thereby recommend that employers in the workplace must try to adopt an inclusive and collaborative strategies in conflict management. Both management and employees must resolve to work together amicably by formulating potent strategies and sustaining acceptable policies as effective machinery for managing conflict on continuous basis in organizations. Credible channels of communication and open discussions of conflict in work relations must be encouraged with an attempt to avoid confrontation, competition and domination as conflict management strategies. Employee and employer must be provided with conflict resolution training and workshops so as to help them navigate and resolve conflict effectively.

This study investigated the effect of quality control practices on organizational performance in the manufacturing industry. Data were primarily sourced through the administration of two hundred (200) questionnaire out of which same number (200) were found usable for the empirical analysis. The descriptive (frequency, mean and percentage) and inferential statistics(regression) were adopted for the study’s analysis. It was revealed that: there is a significant relationship between quality standards and organizational performance; resources significantly affect the organizational performance; communication processes related to quality control do not significantly influence organizational performance; continuous improvement in quality control practices does not significantly influence organizational
performance; and regulatory compliance does not significantly impact organizational performance. Based on these findings, it was recommended that: manufacturing firms should prioritize the establishment and maintenance of stringent quality standards; organizations should allocate sufficient resources, including financial, human, and technological resources, to support the effective implementation of quality control practices; it is crucial to emphasize the importance of clear and effective communication within manufacturing firms; it is essential for manufacturing firms to cultivate a culture of continuous improvement; and it remains crucial for firms to adhere to relevant regulations and standards as non-compliance can result in legal and reputational risks

This study is intended to assess the impacts of employees ethical conducts to organization performance. For quite some time now, public organizations have been viewed as a liability to the tax payers rather than an asset. This is because of low productivity, erosion of work ethics, indiscipline, blatant violation of rules, regulations and procedures, weak control and corruption have been observed as common features in their services rendering activities.. This unstable performance of public organizations in Nigeria and the increased reports on unethical conducts by respective employees create a question as to whether the two have any related impact on each other. Researcher collected data by using a questionnaire as well as the survey, also employed semi-structured Interviews, and analysis which were flexible as well as sensitive to the social context. Data were quantitatively analyzed using tables and percentages. The study revealed that there was a significant relationship between employees’ ethical conducts and organization performance. The relationship was significant in unethical conducts which results into poor performance of the organization. The research concludes that, organization performance is interplay of variables and that employee’s ethical conduct plays a role in organization performance but is not the major role. On the basis of the findings, it is argued that organizational performance is a function of variables and not only employee’s ethical conducts.

This study examines the talent management and organisational performance; a case study of selected hospital in Benin city, with a focus on how leadership styles, administrative competence, and decision-making processes influence employee performance and organizational effectiveness. The research investigates the extent to which leadership practices such as communication, motivation, delegation of duties, and supervision contribute to the productivity levels within the local government system. Using a descriptive research design, data were collected through structured questionnaires administered to employees across various departments, and were analyzed using simple percentage and frequency distribution

This study examines the effect of Employee Citizenship Behaviour (ECB) on the Organisational Commitment (ORGC) of Zenith Bank employees in Benin City. The entire population for the study was 323. The actual sample size using Taro Yamane formular was 179. Using a structured survey, 179 questionnaires were distributed, out of which 119 were returned and analyzed. The study adopted a quantitative research methodology, utilizing descriptive statistics (frequency, mean, percentage) and inferential statistics (regression analysis) to evaluate the relationship between ECB dimensions (conscientiousness, altruism, civic virtue, sportsmanship, and courtesy) and organisational commitment. The findings revealed that conscientiousness (B = .284, p = .005) and civic virtue (B = .342, p = .004) had a significant positive effect on organisational commitment, while altruism (B = -0.091, p = .436), sportsmanship (B = .093, p = .477), and courtesy (B = .032, p = .753) were not significant predictors. Based on these findings, it is recommended that Zenith Bank enhances conscientiousness through performance-based incentives, promotes civic virtue via employee engagement initiatives, and reassesses how altruistic behaviors are encouraged in the workplace. Strengthening workplace resilience and fostering a culture of professionalism and respect can further enhance employee commitment and long-term organisational success.