TABLE OF CONTENTS
Pages
Declaration ii
Approval iii
Dedication iv
Acknowledgements v
List of Tables x
Abstract xi
CHAPTER ONE: INTRODUCTION
- Background to the Study                                                                                1
- Statement of the Problem                                                              3
- Objectives of the Study                                                                                   4
- Research Questions                                                                                        5
- Research Hypotheses                                                                                      5
- Significance of the Study                                                                                5
- Scope and Delimitations of the Study                                            6
- Profiles of the Four Breweries Studied                                   6
1.8.1   The Profile of Guinness Nigeria Plc                                   6
1.8.2   The Profile of Nigerian Breweries Plc                                   7
1.8.3   The Profile of Hero Breweries Plc                                           10
1.8.4   The Profile of Continental Breweries Plc                                 10
- Operational Definitions of Terms                                            10
- Limitations of the Study                                                     11
References
CHAPTER TWO: REVIEW OF THE RELATED LITERATURE
- Introduction 14
2.2      Conceptual Framework                                                                       15
2.2.1   Concept of Diversity Management                                       15
2.2.2   The Concept of Demographic Workplace Diversity                  19
2.2.3   The Concept of Socio Cultural workplace Diversity              19
2.2.4   The Concept of Workplace diversity Management              20
2.2.5   The Concept of Workplace Management                                               20
2.2.6   Concept of Employee Morale                                           20
2.2.7   Concept of Potency Aspect of Employee Morale                    21
2.2.8   The Concept of Participation Aspect of Employee Morale       21
2.2.9   The Concept of Polarization Aspect of Employee Morale                    22
2.2.10 The Concept of Autonomy Aspect of Employee Morale          22
2.3      Theoretical Framework                                                                           22
2.3.1   The Theory of Diversity Management                                         22
2.3.2   General Dimension Theory of Diversity                                       24
2.3.3   Demographic Theory of Workforce Diversity                     24
2.3.4   The Socio-Cultural theory of Workforce Diversity                   25
2.3.5   The Framework Theory of Workforce Diversity Management   31
2.3.6   The Reason Theory of Employee Morale                           31
2.3.7   Addressing a Problem of Employee Morale Theory             32
2.3.8   Leadership Approach Theory for Solving Morale Problem    33
2.3.9   Application Theory to Solve the Employee Morale Problem     37
2.3.10 Managing Workplace Diversity: Issues and Challenges             38
2.3.11 The Impact of Diversity Training on Commitment, Career Satisfaction
and Innovation                                                                       41
2.4      Empirical Review                                                           45
2.4.1   The Influence of Diversity Management on Employee Morale          45
2.4.2 The Influence of Workforce Diversity Management on the
Polarization aspect of Employee Morale                                 46
2.4.3 The Influence of Workplace Management of Diversity on the
Autonomy Aspect of Employee Morale                               47
2.4.4 The Nature of the Effect of Demographic Workplace Diversity on the
Potency Aspect of Employee Morale 47
2.4.5 The Effect of Social-Cultural Workplace on the Participation
Aspect of Employee Morale 47
2.5      Model Specification                                                           48
2.5.1   Employee Morale Index Model Formulation                     48
2.5.2   Employee Morale Membership Function Model                       49
2.5.3   Leadership Commitment Model                                               49
2.5.4   Strategic Planning Model                                                           50
2.6      Critique of the Literature                                                         51
2.7      Summary of the Literature Review                                     53
References
CHAPTER THREE: RESEARCH METHODS
3.1      Methodological Review                                                         59
3.2      Research Design                                                              59
3.3      Sources of Data Collection                                                           60
3.4      Population of the Study                                                                      60
3.5      Sampling and Sampling Technique                                     61
3.6      Operationlisation of the Variables                                     61
3.7      Description of Research Instruments                                       61
3.8Â Â Â Â Â Â Data Analysis Technique(s)Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â 62
3.8.1   Degree of freedom                                                                  62
3.8.1.1 Decision Rule                                                                   62
3.8.2   Confidence Level./Level of Significance                                             62
3.8.3   Spearman’s Rank Correlation Coefficient                                   62
3.8.4   The z-test statistic                                                               63
3.9      Validity of Instrument                                                                         63
3.10    Reliability of the Research Instrument                                             63
3.11    Pest Model Formulation                                                                  64
References
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction                                                                             66
4.2 Data Presentation                                                                                      66
4.3 Reliability Analysis                                                                                  67
4.4 Validity Analysis                                                                         67
4.5 Percentage Analysis                                                                           69
4.6 Hypotheses Testing                                                                              78
4.7 Theoretical Analysis                                                                      86
4.8 Model Solution                                                                                                    87
4.9 Analysis Using Z Test of Population Proportions                             88
4.10 Discussions of Findings                                                              91
4.10.1 Findings Related to the Personal or Demographic Data of the 740 Respondents 91
4.10.2 Discussions of the findings on the Dimensions of Workplace
Diversity Management                                                                     92
4.10.3 Discussion of the Findings on the type of Diversity Management 92
4.10.4 Discussion of the Findings on the Dimensions of Employee Morale 93
4.10.5 Discussion of Findings on the levels of influence of Diversity
Management on Employee Morale 93
4.10.6 The Discussion of the Findings Related to the First Objective 94
4.10.7 Discussion of the Findings related to the Second Objective 96
4.10.8 The Discussion of the Findings related to the Third Objective 99
4.10.9 The Discussion of the Findings related to the Fourth Objective 102
4.10.10 The Discussion of the Findings related to the Fifth Objective 105
4.10.11 The Discussion of the Findings related to the PEST Model 106
References
CHAPTER FIVE: SUMMARY, CONCLUSION, RECOMMENDATIONS,
CONTRIBUTION TO KNOWLEDGE AND SUGGESTIONS
FOR FURTHER RESEARCH
5.1      Summary                                                                               110
5.2      Conclusion                                                                                     111
5.3      Recommendations                                                                     112
5.4      Contribution to Knowledge                                                        112
5.5      Suggestions for Further Research                                         113
References
Bibliography
Appendix I: Letter of Introduction
Appendix II: Oral Interview Schedule for Implementing the Objectives
Appendix III: Dichotomous Interview for Implementing the PEST Model
Appendix IV: The Spearman’s Rank Correlation Coefficient of the Scores given by the Respondents to the Variables in the Five Objectives in the Questionnaires at two points in time
Appendix V: The 750 Sample Numbers Using the Table of Random Numbers
Appendix VI: Calculation of Cronbach’s Alpha Coefficient of Reliability
Appendix
VII: Table of Random Numbers
LIST OF TABLES
PAGE
Table 1: The Summary of the Personal Data on the distribution of the questionnaires 66
Table 2: The summary of the personal data of the 750 respondents 67
Table 3: The analyses of the responses on the dimensions of workplace diversity
Management that influence employee morale                              69
Table 4: The analyses of the responses on the two types of Diversity Management
that influence Employee Morale 70
Table 5: The analysis of the responses on the Level of Influence that Diversity
Management has on Employee Morale 70
Table 6: The analysis of the responses on the Dimensions of Employee
Morale that are influenced by Diversity Management                  71
Table 7: The analysis of the responses related to the First Objective 71
Table 8: The analysis of the responses related to the Second Objective 73
Table 9: The analysis of the responses related to the Third Objective 74
Table 10: The analysis of the responses related to the Fourth Objective 76
Table 11: The analysis of the responses related to the Fifth Objective 77
Table 12: The computational details of the First Hypothesis 79
Table 13: The computational details of the Second Hypothesis 80
Table 14: The computational details of the Third Hypothesis 82
Table 15: The computational details of the Fourth Hypothesis 83
Table 16: The computational details of the Fifth Hypothesis 84
Table 17: The analysis of the responses from the dichotomous interview
schedule for implementing the PEST model 87
Table 18: The categorization of the brewing companies studies according to how
they responded to the objectives 89
ABSTRACT
There is a challenge of the
difficulty in determining the effect of Diversity Management on Employee Morale
in the Brewing Industry in Southeastern Nigeria. The specific objectives of the study were to determine the
type of influence diversity management has on employee morale in the brewing
industry in Southeastern Nigeria, to determine the nature of the effect of
demographic work-place diversity on the state of the minds aspect of employee
morale in the brewing companies that were studied, to establish the effect of
socio-cultural work place diversity on the willingness to perform aspect of
employee morale in the brewing companies in the area studied, to determine the
influence of workplace diversity management on the polarization aspect of
employee morale of the brewing companies in the area studied and to ascertain
the effect of workplace management on the autonomy aspect of employee morale of
the brewing companies in the area studied. The research design was a
combination of the survey, oral interview and PEST model modification. Hypotheses
1, 2, 3 were tested using the Z test of population proportions while 4 and 5
used the Z test for Likert Scale Responses. It was found that Diversity
Management had a positive influence on employee morale in the brewing industry
in Southeastern Nigeria (Zc = 5.936 > Zt = 1.645), the
demographic workplace diversity had a positive influence on the state of the minds
aspect of employee morale in the brewing companies in the area studied (Zc
= 7.139 > Zt = 1.645), the socio-cultural workplace diversity had
a positive influence on the willingness to perform aspect of employee morale in
the brewing companies in the area studied (Zc = 8.343 > Zt
= 1.645), the demographic workplace diversity management had a positive
influence on the polarization aspect of employee morale in the brewing
companies in the brewing companies in the area studied (Zc = 33.904
> Zt = 1.645) and that the workplace management had a positive
effect on the autonomy aspect of employee morale of the brewing companies in
the area studied (Zc = 33.990 > Zt = 1.645). The
conclusion was that Diversity Management had a positive influence on Employee
Morale in the brewing industry in Southeastern Nigeria which implied that the
management of the differences and similarities of the behaviour, attitude to
work, culture, religion and management styles of the workers would make for an
increase in the performance factor of employee morale which determines the
extent to which the workers of the brewing companies are doing their work.
Recommendations were made along that line.
CHAPTER ONE
INTRODUCTION
- BACKGROUND TO THE STUDY
Managing diversity and employee morale have had early influences. Management of diversity naturally has been of some concern to organized history throughout the history of civilization. Most of the early contributions came from practitioners such as Taylor and Fayol. Taylor is the father of scientific management and wrote his book in 1911 while Fayol developed the fourteen principles of administration (Koontz and O’Donnel, 2000). Management in antiquity shows the interpretation of early Egyptian papyri, extending as far back as 1300 B.C., that indicates the recognition of the importance of organization and administration in the bureaucratic states of antiquity with similar records of such existence for ancient China. Confucius’s parables include practical suggestions for proper public administration, and admonitions to choose honest, unselfish, and capable public officers (Koontz and O’Donnel and Weihrich, 2000).
The Roman Catholic Church, if one is to judge by age, is probably the most efficient formal organization in the history of Western civilization. Its long organizational life has been due not only to the appeal of its objectives but also to the effectiveness of its organization and management techniques. The development of the hierarchy of authority with its scalar territorial organization, the specialization of activities along functional lines, and the early use of the staff device are striking examples of these techniques. However, present times are showing the challenges of diversity management where the Pope Benedict XVI resigned on Thursday February 28, 2013 in the face of growing issues of age and general administration (Nwachukwu, 2013).
In the Military Organisations as might be expected, some of the more important principles and practices of modern business management may be traced to military organizations. Except for the Church, no other form of organization in the history of Western civilization has been forced, by the problems of managing large groups, to develop organization principles. Yet despite the need, the military organizations probably failed to put the theory to use before the past two centuries (Koontz and O’Donnel, 2000).
Management of diversity has also existed in Nigeria and employee morale has been a very important performance variable. In 1946 there was the first pre-development plan and it was financed by the British Administration. Its aim was to raise raw materials as inputs in the British factories to generate revenue to win the Second World War. The diversity here was whether the plan was for Nigeria or for Britain as their interest was on growth abroad rather than indigenous employee’s moral. Between 1962 and 1985 there were four post-independence development plans, followed by the 7-point agenda of late President Musa Y’Adua. There were the economic reforms of President Olusegun Obasanjo between 1999 and 2007 and presently there is a road map of President Goodluck Jonathan till date. The diversity here is that all the plans, programmes and strategies used by the various Nigerian administrations have had good formulations but it has been observed by some development experts that there were very poor implementations because of the diverse Nigerians socio-economic and religious backgrounds (Nwankwo, 2010).
Diversity management continued to have an influence on employee morale in relation to age, gender, religion, tribe, etc which could be positive if the strategies were right and negative if they were not. As Lawrence (2001) puts it, management of diversity in organisations is dependent upon the acceptance of some primary objectives to which the employees are ready to commit, like the way it would impact on their morale which is a state of the mind of the individuals, or groups as shown in the willingness to perform assigned tasks.
The effect of diversity management on employee morale was very relevant in the Managements of United States of America, Japan and Nigeria. The United States of America in the modern era had diverse management approaches that enhanced the spirit with which the American workers did their work. No wonder their economy became that of wealth and prosperity. A typical example was in the mass production which was initiated by Henry Ford which made it possible to produce a lot of cars that were different and similar as if it were the same brand. In American Management, there was a lot of planning but the Americans were too fast in their planning making for emergent decision making, demand forecasting and simulating the objective function (Koontz, O’Donnel and Weihrich, 2012).
In the case of Japanese Management, diversity management also had a positive effect on employee morale. The Japanese did not have raw materials but had the technology, so they could import raw materials and transform them through the production process to get product like electronic products and Toyota brand of cars. The transform consisted of different machines, methods and maintenance and so diversity management was very relevant. The Americans were very happy about the increased productivity of the Japanese so much so that American entrepreneurs built factories and asked the Japanese Managers to man the factories, so employee morale was very relevant. The Japanese Management was boosted by the use of life time employment, use of quality circles and effective technology (Koontz, O’Donnel and Weihrich, 2012).
In the case of Nigerian Management, diversity management had also had a positive effect on employee morale. In 1946, the pre-independence development plan which was financed by the British Government was aimed at raising different raw materials to finance the British factories so that Britain will not lose the Second World War. The plan lasted for 10 years between 1946 and 1956 (Nwankwo, 2000). So diversity management in Nigeria had a colonial origin. The Nigerian Enterprises Promotion Decrees of 1972 and 1977 left the control and management of the different enterprises in Nigerian hands. Management was the factor that enhanced economic growth in Nigeria. Between the last quarter of 2013 and the first quarter of 2014, due to a rebasing done, the Gross Domestic Product growth rate of Nigeria was 7.4%. This made the economy of Nigeria bigger than that of South Africa that has continued to be an emerging economy with Egypt. The Nigerian economy became the largest in Africa (Nigerian Bureau of Statistics, 2014). Unfortunately, this economic growth has not been matched with effective employment of young school leavers, poverty alleviation and high literacy rate.
- STATEMENT OF THE PROBLEM
