CASUALIZATION AND ORGANIZATIONAL PERFORMANCE IN SELECTED MANUFACTURING FIRMS IN THE NIGER DELTA REGION, NIGERIA

Abstract

This study focused on casualization and organizational performance in selected manufacturing firms in the Niger Delta Region (NDR). The objectives were to examine the relationship between casualization and profit level, job insecurity and capacity utilization, downsizing and employees’ turnover, employees’ morale and market expansion, and employees’ commitment and productivity in the selected manufacturing firms. Research questions on how the independent variables affect the dependent variables were raised in accordance with the objectives of the study. Hypotheses were formulated to test the relationship between the variables under investigation. Contingency and Research Based View (RBV) theories were adopted. The population of eleven selected firms was 3,802. Taro Yamane determination formula was used to select 362 as sample size. Stratified sampling technique was employed. A four Likert scale questionnaire went through the supervisors for content and construct validity. Data were analyzed by descriptive statistics. SPSS Version 21 tested hypotheses by specialist and generated results indicate a test-retest reliability of the measuring instrument. The findings revealed a statistically significant relationship between casualization and profit level, job insecurity and capacity utilization, downsizing and employees’ turnover, employees’ morale and market expansion, and employees’ commitment and productivity. The study concluded that firms do not perform at peak levels since firms’ wealth and employees’ satisfaction are inextricably linked. Ailing firms, 38.18 percent shut-down rate are indicators to number: untrained, inexperienced employees, non-participation, scope: wage, benefit, workforce turnover levels, selection method and reliance on old leadership paradigm. We recommend that firms should recognize employee needs because their efficient use is sine qua non to firms’ profit and increased productivity, practice employee-participation decision-making, pay compensation, incentivize, invest in employees, and inspire trust and autonomy because employees are the winning cards in the hands of management. Again, firms differ in size, industry
type et cetera.