ABSTRACT

This study examines the role of management in increasing productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State, Nigeria. Its objectives are to ascertain the extent to which planning, organising, directing and controlling affect organisational productivity in the organisation; to assess how training affects employees' productivity; to determine the role of performance appraisal in organisational productivity; and to identify how motivation affects employees' productivity. The study used random sampling to obtain a sample of 150 respondents. Data were collected with a structured questionnaire and interviews. The questionnaire was built on a five-point Likert scale in line with the objectives of the study, and its reliability was checked with Cronbach's Alpha, which gave an alpha of 0.98 and an inter-item (standardised) coefficient of 0.99. The study employed a survey research design, and the questionnaire was administered to senior and junior staff. Of the 150 copies distributed, 129 (86%) were completed and returned.

The findings show that planning, organising, directing and controlling enable organisations to meet their goals and objectives in the most effective and efficient manner; that training removes performance deficiencies and improves employees' skills and proficiency; that performance appraisal identifies individual strengths to be built on and weaknesses to be overcome, which in turn leads to productivity improvement; and that productivity improves when an employee has responsibility, personal growth and achievement, and is also recognised. The study recommends that management make employee satisfaction a strategic corporate goal in order to improve productivity; that recognition as a motivational tool be given enough attention in the organisation; that the purpose and process of appraisal be clearly communicated and explained to employees; and that workers be trained and retrained from time to time in order to update their knowledge for the performance of their tasks.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Every organisation is judged by its performance. For more than a decade, organisational environments have undergone radical change. Greater competition in the global marketplace has led most organisations to streamline their operations considerably. Every moment presents a diverse set of challenges and obstacles: laws and regulations are evolving, the economy is changing and, most importantly, no one knows what problems or obstacles will arise next. Other external and internal environmental factors also have to be dealt with. To remain competitive in such an environment, an organisation needs to get the most out of its assets, especially its human assets, and to achieve this, the proper management of the performance of its resources has to be given serious attention. People are the most organic and dynamic resource of any organisation, and it falls to managers to direct them towards optimum performance (Yalokwu & Nwamu, 2016).

Effective management of workers has become a business imperative over the years. The collective focus and effort towards achieving desired goals, and the ability to deliver and manage effectively, are necessary to drive business results on an ongoing basis. Employees play a vital role in organisational success, and their performance has a significant positive effect on organisational performance and on sustained and increasing productivity (Opoku, Osman & Kyeraa, 2024). One of the major pitfalls in an organisation occurs when managers believe that their organisations are constantly operating at the highest level of efficiency, or that they do not need input from their employees.

The principal influence on an organisation's performance is the quality of its workforce at all levels. The role that human resources can play in gaining competitive advantage is well documented empirically. For organisations to accomplish their goals, they must continually look for better ways to organise and manage their work and their workforce. There is growing recognition that the primary source of competitive advantage lies in an organisation's human resources, although this was not always the case, since human resources were traditionally seen as a cost. Nigerian hospitality evidence illustrates the point: a study of hotels in Enugu found that training relates to improved productivity and to enhanced employee morale (Nwokorie & Aneke, 2019).

The importance of proper management has been pushed to the fore by the realisation that people are the most valuable assets of an organisation. The complexity of managing organisations today requires managers to view performance in several areas simultaneously.

Managing performance is an integral part of effective human resource management and development strategy. It is an ongoing and joint process in which the employee, with the assistance of the employer, strives to improve individual performance and contributions to the wider objectives of the organisation (Chahar, 2020).

A successful management system requires full participation by employees and managers, effective communication and goal agreement, resulting in complete common understanding and not unfounded expectations. A well-executed system is a medium through which managers and employees develop an understanding of what tasks the mission of the organisation requires, the manner in which these tasks should be accomplished, and the extent to which they have been achieved. Recent reviews show that fairness, transparency and actionable feedback are central to whether employees accept and respond positively to such systems (Elabed, Alyaarbi, Ahmed & Bahroun, 2026). Employees should be empowered and supported by their managers without removing any of the employee's responsibility.

Management links individual goals, departmental purposes and organisational objectives, and incorporates issues that are central to many other elements of human resource management, such as appraisal, employee development, performance-related pay, reward management, individualism and employee relations. Indeed, it has been argued that performance management is synonymous with the totality of day-to-day management activity, because it is concerned with how work can be organised to achieve the best possible results. Management is conceptualised as the process of planning, organising, leading and controlling the efforts of organisation members and using other resources to achieve corporate goals (Yalokwu & Nwamu, 2016). Planning is regarded as the most basic of the management functions, and recent work on Nigerian firms links strategic planning, budgeting and cost control to organisational performance (Ezeala, Agwarambo & Chidi, 2024). Budgeting, as a planning and control tool, has also been shown to be related to employee motivation in the Nigerian hospitality industry (Egbide, Agi-Ilochi, Madugba, Taiwo & Ayomide, 2022). Management is concerned with performance improvement in order to achieve organisational, team and individual effectiveness and productivity; organisations have to get the right things done successfully.

It can be seen that the performance of the individual has an impact on the wider objectives of the organisation, and it is therefore imperative that every organisation be properly managed. Given this background, it is necessary to investigate how to manage performance as a means of achieving and increasing organisational objectives.

1.2 Statement of the Problem

In a world filled with challenges for every organisation in this 21st century, management must be carried out adequately to move the organisation in the right direction. If an organisation is not properly managed, it will not be able to measure results. If it cannot measure results, it will not be able to distinguish between success and failure, and so cannot claim or reward success or avoid unintentionally rewarding failure. If an organisation cannot recognise success, it cannot learn from it. If it cannot recognise failure, it cannot correct it. If it cannot measure something, it can neither manage it nor improve it.

If the organisation is not managed adequately, employees may become emotionally distant and lose interest in the successful running of the company. They may display passive behaviour, become uncooperative, work less or produce substandard results. They will lose faith and motivation and may consequently lose confidence in the leadership team. The result is low productivity, and low productivity in the workplace can severely hinder a business. A decrease in employee productivity clogs the entire system, harming relationships with customers and delaying the delivery of goods and services. It can also lead to general disorganisation among staff, as workers fail to complete routine tasks. Meetings can start late, run over the scheduled time or fail to address the true purpose of the discussion; communication between employees is delayed; and deadlines or requests for assistance end up lost. Consequently, organisational effectiveness will be hampered. This study therefore focuses on the role of management in increasing productivity (organisational performance) in Ayala Hospitality Organisation in Yenagoa, Bayelsa State.

1.3 Objectives of the Study

The general objective of this study is to evaluate the role of management in increasing productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State. The specific objectives are:

1. To ascertain the extent to which planning, organising, directing and controlling affect organisational performance in Ayala Hospitality Organisation in Yenagoa, Bayelsa State.
2. To assess how training affects employees' productivity.
3. To determine the role of performance appraisal in organisational productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State.
4. To identify how motivation affects employees' productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State.

1.4 Research Questions

For this study to accomplish its objectives, the following research questions are formulated:

1. To what extent do planning, organising, directing and controlling affect organisational productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State?
2. How does training affect employees' productivity?
3. What is the role of performance appraisal in organisational productivity?
4. How does motivation affect employees' productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State?

1.5 Research Hypotheses

For the purpose of this study, the following null hypotheses were formulated:

H01: Planning, organising, directing and controlling do not significantly affect organisational productivity.

H02: Training does not remove performance deficiencies and improve employees' skills and productivity.

H03: Performance appraisal does not identify individual strengths to be built on and weaknesses to be overcome, which in turn lead to productivity improvement.

H04: Productivity does not improve when an employee has responsibility, personal growth and achievement, and is also recognised.

1.6 Significance of the Study

This study is significant to managers who are interested in leveraging the performance of their employees so as to increase productivity and, consequently, organisational performance. The research is also relevant to business organisations, non-profit organisations and indeed every organisation that seeks improved productivity.

Furthermore, the findings of this research will contribute significantly to enhancing the performance of employees in organisations where adequate attention is not given to productivity management. The research will also serve as a guide to future researchers who wish to consult it and build on it.

1.7 Scope of the Study

This study focuses on the role of management in increasing productivity in Ayala Hospitality Organisation in Yenagoa, Bayelsa State. It covers areas such as the theoretical framework of management, functions of management, principles of management, the establishment of lifelong training and learning in the workplace, the impact of training on employee commitment and employee turnover, performance appraisal, performance management forms as working documents, motivation, and the importance of motivation. The study is limited to Ayala Hospitality Organisation in Yenagoa, Bayelsa State.

1.8 Limitations of the Study

The study faced some challenges. The major constraints were:

• Time: The researcher did not have enough time to carry out the study. Time was a constraint in travelling to the places where data and information relevant to the study could be obtained.
• Finance: A lot of money is required for data collection, analysis and interpretation, and the researcher was constrained financially. Because of this constraint, the researcher selected Ayala Hospitality Organisation in Yenagoa, Bayelsa State.
• Attitude of respondents: Some respondents showed a lukewarm attitude towards the study because there was no financial benefit attached to it. A few others withheld certain information on grounds of confidentiality.

1.9 Definition of Key Terms

• Productivity: Employee productivity (sometimes called workforce productivity) is an assessment of the efficiency of a worker or group of workers. It may be evaluated in terms of an employee's output in a specific period of time and is typically assessed relative to the average for employees doing similar work. Because much of the success of any organisation relies on the productivity of its workforce, employee productivity is an important consideration for businesses.
• Organisational Effectiveness: The situation in which an organisation is producing the result that is wanted or intended.
• Performance Appraisal: The process of determining and communicating to employees how well they are performing their jobs, and establishing a plan for improvement (Chahar, 2020; Opoku et al., 2024).
• Training: The process of teaching organisational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers (Nwokorie & Aneke, 2019).
• Motivation: Forces, within or external to a person, that arouse enthusiasm and persistence in pursuing a certain course of action (Chiriță, Ungureanu & Sbîrcea, 2024).

1.10 Historical Background of Ayala Hospitality Organisation

Ayala Hotels Limited is a hospitality management company founded on the knowledge and understanding that quality and excellent service are the keys to reaching the height of the hospitality industry. The hotel renders and maintains exceptional and quality service. Duly registered with the Corporate Affairs Commission, Ayala Hotels Limited was established on 16 August 2007. It is presently located in two cities: Yenagoa, the capital of Bayelsa State, and the Federal Capital Territory, Abuja. The hotel provides catering and accommodation services to major construction companies, energy companies, and oil installation and servicing companies. It also has a long-standing relationship with several world-class companies, including Shell Petroleum Development Company of Nigeria (SPDC), Daewoo, Chevron Nigeria Limited and LNG, among others. Ayala Hotels Limited has repeatedly demonstrated its ability to meet demanding schedules for major clients in local and international competitive bids in various categories of operation. The company is also committed to pushing the boundaries of technology to maximise its clients' profit objectives. It retains the services of Trinity Clinic and obtains approved medical services from other centres as the need arises. Well-equipped first-aid boxes are provided in all its front desk departments and other strategic locations, as well as at work sites in the case of external operations. The company also has trained first aiders and fire fighters who take full responsibility for their schedules.

Ayala Hotels Limited also forms the basis of standard pre-qualification requirements. The hotel is technically efficient and well positioned to carry out onshore and offshore operations in its various fields of specialisation.

The management is the technical power-supply team, which provides competent, experienced, highly skilled and dedicated personnel tailored to the specific needs of clients. The group covers professionals from different disciplines.

The company's manpower includes engineers of various disciplines, such as electrical and civil engineers, management experts, systems engineers and QA/QC officers who have local and foreign accolades. Others include chefs, who cook continental, national, Chinese, Indian and other local dishes, as well as technicians, project engineers and a procurement officer. The hotel has the proficiency to organise and deliver world-class workshops, seminars and technical training. Because the company believes in diversity, its focus is to train and retrain.

REFERENCES

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Chiriță, R. A. M., Ungureanu, C.-E., & Sbîrcea, I.-A. (2024). Perspective on the motivational theories in organizations. Bulletin of the Polytechnic Institute of Iași, Machine Constructions Section, 69(3), 49–56. https://doi.org/10.2478/bipcm-2023-0023

Egbide, B.-C., Agi-Ilochi, M., Madugba, J. U., Taiwo, A., & Ayomide, I. (2022). Budgeting approaches and employee motivation in the hospitality industry. Problems and Perspectives in Management, 20(4), 602–613. https://doi.org/10.21511/ppm.20(4).2022.45

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Yalokwu, P. O., & Nwamu, V. U. (2016). Management without leadership in Nigerian corporate organisations: Issues, challenges and strategies. Crawford Journal of Business and Social Sciences, 6(2).