INFLUENCE OF ORGANIZATIONAL ENVIRONMENT ON EMPLOYEE BEHAVIOR
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INFLUENCE OF ORGANIZATIONAL ENVIRONMENT ON EMPLOYEE BEHAVIOR
ABSTRACT
Most organisations lack policy formation for effective organisational performance, which is often carried out improperly due to a lack of appreciation and knowledge of the importance of policy development and implementation on organisational growth.
This study employed a descriptive research methodology, and the data was analysed using regression analysis. The study’s particular aims were to ascertain the prevalence of policy formation as a tool for organisational performance
to identify the constraints that policy formulation faces for organisational growth, and to evaluate the effects of policy formulation on organisational performance.
Chapter one
INTRODUCTION
1.1 Background for the Study
Every organisation wants to survive and expand in a competitive climate. To do so, it must respond and adjust to changes in the social, economic, and political environments. According to Bryson (2004), the environments of public organisations have become not just more uncertain in recent years, but also more densely interconnected;
hence, changes anywhere in the system echo unpredictably, and frequently chaotically and dangerously, throughout the environment. The rising uncertainty and interdependence necessitates a reaction from public institutions.
First, these organisations must think strategically like never before. Second, they must convert their insights into successful strategies for dealing with changing situations, and last, they must establish the logic required to lay the groundwork for the adoption and implementation of their methods.
To be effective and helpful, strategic planning requires commitment and involvement at all levels of the organisation, as well as the ability to overcome inherent difficulties such as departmental rivalry, project resistance to change, resource requirements, resource allocation, and so on.
The policy efforts and directions established by company management in the form of mission and vision statements, cost-cutting targets, and debt/equity ratios embody, as Grant (2003) argues, “a framework of constraints and objectives that bounded and directed strategic choices.”
Strategic policy creation has been embraced by business enterprises, the public and private sectors as an important tool for leading effective organisational performance. Strategic policy development is the first step in the strategic management process, laying the groundwork for the subsequent stages (policy execution, evaluation, and control).
(Steiner, 1979) contends that the strategic planning system provides a framework for developing and implementing strategies. However, it is maintained that for strategic planning to produce outcomes, a conducive internal climate and culture must exist.
According to Ansoff (1990), the environment is always changing, making it necessary for organisations to continuously change their actions in order to succeed. Strategic planning introduces changes that can elicit organisational opposition.
According to Thompson and Strickland (1989), good performance requires galvanising organization-wide commitment to the chosen strategic strategy.
There is always a need for policymaking in the banking sector, particularly at First Bank of Nigeria, following a change in administrative head. The integration results in the formulation of policies that govern managerial activity. Policymaking became the primary task for an efficient management system.
The implementation phase of the strategic management process consists of a series of activities through which senior management ensures that the strategy decision is communicated and related to both the organisation and its people.
This means that implementation includes the process of creating the organisational structure and climate that are most suited to the implementation of the chosen or adopted policy.
Given the dynamic character of today’s environment, the importance of this task in the life of any organisation seeking to survive and flourish cannot be overstated.
However, in order for the management system to effectively carry out this work of accomplishing their corporate objectives, management must aim itself with the tools of strategic policy creation and implementation
allowing it to adapt to changes in the environment.In light of this, the researcher sought to investigate how to improve an organisation’s performance through effective policy formation, using the First Bank of Nigeria as a case study.
1.2 Statement of Problem
Most organisations in Nigeria today have the challenge of not knowing how to attain their corporate objectives due to a lack of proper strategic policy formulation. The researcher’s goal is to solve this problem that has plagued several management techniques.
Many organisations spend the majority of their effort recognising and reacting to unexpected developments and difficulties rather than predicting and planning for them. This is termed crisis management.
They deplete their energy dealing with overwhelming difficulties, leaving little energy to foresee and prepare for the next challenges. This, however, is generating problems for some organisations.
This study will therefore analyse how to improve an organization’s performance through good policy formulation, utilising the First Bank of Nigeria as a case study.
1.3 Research Questions.
The following are some of the questions that this study aims to answer:
i) What is the prevalence of policy development and execution as a tool for organisational performance?
ii) What are the problems in developing policies for organisational growth?
iii) What is the impact of policy formation on organisational performance?
1.4 Objectives of the Study
The goal of this study was to look at increasing an organisation’s performance through effective policy formulation, utilising the First Bank of Nigeria as a case study. The precise aims include:
i) Determine the prevalence of policy development and implementation as a tool for organisational performance.
ii) Determine the obstacles of policy formulation for organisational growth.
iii) Evaluate the impact of policy formation on organisational performance.
1.5 Research Hypotheses.
The research hypotheses to be tested are:
i) Policy design has no meaningful association with organisational performance.
ii) There is no substantial link between policy formulation and top management subordinates on performance improvement.
iii) There is no major difference between employee engagement and policy formulation.
1.6 Significance of the Study
The study’s findings will be extremely useful to policymakers, stakeholders, boards of directors, Human Resource Managers, bankers, and others since they will assess the relevance of policy formulation on organisational performance, clarify difficulties, and identify solutions.
It will be a valuable resource for the banking sector in understanding the importance and value of implementing appropriate strategic planning to guarantee greater organisational performance. Researchers in related fields will find the study’s literature useful for reference.
1.7 Scope of Study
This study was confined to First Bank of Nigeria workers, therefore questionnaires will be sent to them.
1.8 Study Limitations
The only constraint faced by the researcher was financial. This constrained the researcher to printing only one hundred and twenty questionnaires rather than the anticipated two hundred and fifty. However, the researcher discovered facts that are worth noting in the future and contribute to the existing literature.
1.9 Definitions for Terms
The following terms were utilised throughout this study:
Organisational Performance:
Policy formation is the process of developing ideas or strategies that an organisation or government can utilise to make choices.
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