15-11-2012, 02:31 PM
Staff welfare and productivity in Patani local government council, Delta State Nigeria
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Abstract
The paper examined staff welfare and organization’s productivity, using Patani Local Government
Council in Delta State, Nigeria as a reference. The methodology was primarily qualitative and involved
use of In-Depth Interviews (IDIs) and Focus Group Discussion (FGDs) to secure information from
employees at the Council. Motivational models and conflict theory of Dahrendorf were used as the
theoretical framework. The theory presupposes social changes as an inevitable outcome of activities of
societal elements, typified in the contrasting positions of the management and employees that could
retard motivation and employee performance. Data revealed general awareness about staff welfare
among the employees and ability to identify the elements of welfare. There was absence of staff welfare
in the council. The working environment was poor, in terms of office accommodation and furniture,
paucity of working materials, scarcely available monetary incentives and unreliable health and safety
facilities, which altogether reduce morale (job satisfaction) and efficiency in job performance. In
recommendation, pragmatic efforts should be made to enhance employee’s job capabilities through
training; to improve working conditions of the employees and their general welfare in order to elicit job
satisfaction and motivation for increased productivity.
INTRODUCTION
Welfare is a corporate attitude or commitment reflected in
the expressed care for employees at all levels,
underpinning their work and the environment in which it is
performed (Cowling and Mailer, 1992). Specifically,
Coventry and Barker (1988) assert that staff welfare
includes providing social club and sports facilities as
appropriate, supervising staff and works’ canteens,
running sick clubs and savings schemes; dealing with
superannuation, pension funds and leave grants, making
loans on hardship cases; arranging legal aid and giving
advice on personal problems; making long service grants;
providing assistance to staff transferred to another area
and providing fringe benefits (such as payment during
sickness, luncheon vouchers and other indirect
advantages).
Productivity, on the other hand, means goods and
services produced in a specified period of time in relation
to the resources utilized (Singh, 2009). It is, however,
contended by Cohen et al (1995) to be more than a
narrow economic measure, as it also measures how well
the group performs its required tasks to satisfy its
customers inside and outside the organization. In effect,
productivity suggests effectiveness and efficiency of the
employees.
Research problem
Delay in the payment of worker’s salaries could result to
apathy that might hinder efficiency in work performance.
It could lead to embarrassing circumstances typified in
inability to pay rent and concomitant quarrel with
landlord/caretaker; inability to pay for the schooling of his
ward(s); poor dietary intake that might result to
malnourishment; inaccessibility to adequate medicare;
inability to meet with maturing social and financial
obligations. The foregoing could eventually culminate into
disaffection between the employee concerned and
his/her employer, with consequences for poor attitude to
work (low morale) and low productivity.
Other benefits that the employee is entitled to in the
form of leave allowance, transport, housing, overtime
allowance, traveling allowances, Christmas bonus and so
on, though not legally binding on the Organization as they
are not covered by the Trade Dispute Acts of Nigeria,
enhance psychological satisfaction of the employees.
Denial of such benefits to employees, especially when it
is traditional when there is precedence for the
organization to give them could adversely affect.
Theoretical framework
Quality of Work Life (QWL), epitornized in staff welfare, is
the degree to which the employees are able to satisfy
important personal need through their experiences in the
organization (Singh, 2009). It involves physical, mental,
moral and emotional well-being of the employee
(Aswathappa, 2004), conceptualized by Singh (2009) as
occupational health which together with suitable working
time and appropriate salary increase motivation and
satisfaction.
Singh’s positive correlation of working time and salary
with productivity is doubtful. He generalized on what is
rather sometimes the case, as if it is always the case.
Gray and Starke (1988) argued that in spite of the
assumption of the Hawthorne experiment that a positive
work environment makes for an increased productivity,
there is a proviso. There are intervening variables that
include task and technology, individual group,
organizational and environmental factors. Explicitly, if
tasks to be performed are poorly designed, production
will be low; if an individual’s abilities with respect to the
task are low; high motivation cannot lead to high
productivity; informal groups within formal structures
moderate compliance of their group members to task
needs, in order to achieve group (employees’ personal)
needs; the existence of interactive entities (customers,
clients, middle management etc) influence speed in the
organization task performance.
Conflict theory of Ralph Dahrendof
According to Ritzer (2000), conflict theorists are oriented
toward the study of social structures and institutions.
Dahrendorf and Simmel who were ardent proponents of
the social conflict theory had opined that every society at
every point in time was subject to processes of change.
For them, many societal elements contribute to
disintegration and change, but orderliness is maintained
through power.
Dahrendorf was the major exponent of two faces of
society (conflict and consensus) and the need for
sociological theory to be split into two, namely conflict
theory and consensus theory. He, however, constructed
a single theory ‘conflict theory of society’ and argues that
‘the differential distributing of authority invariably
becomes the determining factor of systematic social
conflict’. Naturally, the management and workers are
often antagonistic to each other. The management
through a strong management philosophy seeks to
maximize profit (financial resources); to maintain the
status-quo; to minimize the organization’s expenses on
running cost including wage bill etc.
RESULTS
With respect to Question 1 in the FGD Guide: “Have you
heard about staff welfare?”, all the discussants both in
the FGD and IDI affirmed having heard about staff
welfare. The response gave fillip to enquiry into the
factors that constitute welfare to the workers at Patani
Local Government Council. (Question 2: What issues or
factors comprise staff welfare?). Several factors were
highlighted by the discussants. In the words of few of the
discussants: Staff welfare includes training such as
seminars, workshops, in-service training, on-the-job
training and scholarships.(FGD, female, age, 40years).