Job Supervision and Employee Effectiveness in Manufacturing Sector Mark Light 2019
CHAPTER ONE
RESEARCH OBJECTIVES
The specific objectives of the research are:
- To identify the nature and practice of supervision in manufacturing sector, Rivers state.
- To examine the challenges faced in the cause of supervision in Manufacturing sector, Rivers state
- To assess the effect of supervision on manufacturing sector, Rivers state.
CHAPTER TWO
LITERATURE REVIEW
INTRODUCTION
This looked at the literature that gave substantial information about the topic „Effect of Supervision on Employee effectiveness‟ comprising, definition, history of supervision, history of supervision in Nigeria, mode of supervision, concepts and types of supervision. The review also covered the qualities and roles of supervision as well as factors for effective supervision.
Management and leadership are not only important, but are a large part of today’s business and public works industries. Every public and most private facilities need capable supervisors. One common problem with most supervisors and managers is that they cannot find the time or resources to improve their supervisory skills. There have been many books and articles published recently to keep pace with the increased interest in developing effective supervisors for today’s work force. Most of these books and articles focus on methods and techniques rather than on the human or people effects. In contrast, this study attempts to identify and clarify the importance of including each supervisor’s present personality, knowledge and skills to become the best kind of supervisor they can be.
The front-line supervisor has an immediate and important impact on each employee’s productivity, quality of work and work attitude. Therefore, including supervisor’s inadequate supervisory training is essential for most organization s. Every new supervisor should attend some kind of formal training before costly mistakes or formation of poor supervisory habits take place.
DEFINITION OF SUPERVISION
Supervision has been defined in several ways by different authors to suit their specific purposes, (Bernard & Goodyear 1992, 2004) defined supervision as a relationship between senior and junior members of a profession that (a) is evaluative (b) extend over time, (c) serves to enhance the skills of the junior person, (d) monitors the quality of services offered by the junior person and, (e) act as gate keeping to the profession. In effect it is managing others through leadership and personal influence. Loganbil et al, (1982) perceive supervision as an intense interpersonal relationship in which one individual is responsible for facilitating the development of another individual. Glickman, et al (2004, p 6.) assert that supervision has traditionally been perceived as an act of controlling staff instructional behavior, the term supervision portrays a system where staff deliver instructions in a way and manner designed by higher authorities or a set of principles and procedures. It involves direct and indirect inspection and control of staff‟ instructional activities. This concept seems to place emphasis on staff‟ compliance with laid down procedures rather than allowing them to develop innovative abilities to work.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought job supervision and employee effectiveness in manufacturing sector mark light 2019.
Population of the study
Population of a study is a group of persons or aggregate items, things the researcher is interested in getting information on job supervision and employee effectiveness in manufacturing sector mark light 2019. Two hundred (200) staffs Unilever plc, Flour Mills of Nigeria, PZ Cussons and Nestle Nigeria in Rivers state were selected randomly by the researcher as the population of the study
CHAPTER FOUR
DATA PRESENTATION
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
CONCLUSION
The study brought to bear the importance of supervision on employee effectiveness. It indicated that the effect of supervision on employee effectiveness in Manufacturing sector, Rivers state is so crucial that attention has to be paid to develop it.
As indicated in the findings, it can be concluded that the general feeling of respondents, particularly supervisors and staff was that internal supervision should be given greater attention as both groups understand best the situation on the ground and how to deal with them.
It was inferred from the study results that most staff and supervisors saw supervision as more of administrative responsibility. Majority of staff and supervisors perceived the approach as control oriented rather than participatory. According to respondents, particularly staff and supervisors, this control and visit oriented supervision by external supervisors had little impact on employee effectiveness and should be changed.
Staff and unit heads preference on internal supervision must not be taken for granted and brushed under the carpet. Again, the fact that majority of staff and unit heads preferred internal supervision to external supervision did not mean the external supervision should be eliminated as both internal and external supervision reinforces or complements each other. It would be in the right direction that policy makers take pro-active steps at improving the conditions of both internal and external supervision levels to make their activities attractive and also to win the commitment of supervisors. The level of dissatisfaction for the work of external supervisors by staff and unit heads shows a clear weakness in the performance of external supervisors.
RECOMMENDATION
The following recommendations are made:
- Supervision plays a major role in ensuring better employee effectiveness and all the players must be encouraged to do what they are doing well. Because each individuals task contributes to achieving better performance. From the findings, supervisees must be satisfied with their work as well as feeling engaged, and then they will be willing to perform well with the assistance of supervision.
- Supervision must be more of ideas sharing and participatory than conventional or control oriented in order to improve on performance. In order to gather a wide range of knowledge as well as technical and inter personal skills, as indicated that when staff members are given the opportunity to use their abilities and skills, they unearth their talents and perform wonderfully.
- Both internal and external supervisions must make conscious efforts at revising and adopting new attitude focused on developing the staff toward positive work performance. In other words appropriate staff development must be organised periodically to make staff become competent on their jobs.
REFERENCES
- Adepoju, T, L. (1998) School Managing Industrial Change in Nigeria.Guba’s two dimmenssional change strategy. Mimeograph.Department of Industrial Foundation and Management.Adepoju College of Education,Ondo.
- Asiedu-Akrofi, K. (1978). Organization in Modern Africa. Tema: Nigeria Publishing Company.
- Bernard, J.M., Goodyear, R.K. (1992). Fundamental of Clinical Supervision. Boston, MA: Allyn & Bacon
- Bjorkman M & Svensson J. 2009. Power to the People: Evidence from a Randomized Field
- Experiment of a Community-Based Monitoring Project in Uganda. Quarterly Journal of Economics 124:2.
- Bose, S., E Oliveras, and W.N. Edson. 2001. How can self-assessment improve the quality of healthcare? Operations Research Issue Paper 2(4). Published for the U.S. Agency for International Development (USAID) by the Quality Assurance Project, Bethesda, MD and JHPIEGO Corporation, Baltimore, MD.
- Bray, J.B. (2008) “Change, Leaders‟ Key to Success”
