THE EFFECT OF EMPLOYEES’ PERCEPTION ON ORGANIZATION PERFORMANCE AND DEVELOPMENT

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Title Page

Certification/Declaration

Approval Page

Dedication

Acknowledgement

Abstract

Table of content

Chapter 1

Introduction

1:1 Introduction

1:2 Background of the Study

1:3 Statements of Problems

1:4 Objectives of the Study

1:5 Research Question

1:6 Study of the Hypothesis

1:7 Significance of the Study

1:8 Justification of the Study

1:9 Scope of the Study

1:10 Definition of Terms

Chapter 2

Literature Review

2:0 Introduction

2:1 Conceptual Clarification

2:2 Theoretical Framework

2:3 Literatures on the Subject Matter

Chapter 3

Research Methodology

3:0 Area of Study

3:1 Source of Data

3:2 Sampling Techniques

3:3 Method Data Collection

3:4 Method of Data Analysis

3:5 Reliability of Instrument

3:6 Validity of Instrument

3:7 Limitations of the Study

Chapter 4

Data Analysis

4:0 Introduction

4:1 Finding of the Study

4:2 Discussion of the Study

4:3 Summary

Chapter 5

Summary, Conclusion and Recommendation

5:0 Summary of Findings

5:1 Conclusion

5:2 Recommendations

5:3 Proposal for Further Studies

Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).

According to Richard et al. (2009) organizational performance encompasses three specific areas of firm outcomes: (a) financial performance (profits, return on assets, return on investment, etc.); (b) product market performance (sales, market share, etc.); and (c) shareholder return (total shareholder return, economic value added, etc.). The term Organizational effectiveness is broader.

Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.

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