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Format: MS WORD
| Chapters: 1-5
| Pages: 62
THE STUDY OF INFORMAL GROUP INFLUENCES ON EMPLOYEES’ PERFORMANCE BEHAVIOR
Abstract
This study focused on the impact of informal group influences on employees on organizational performance. It is centered on the staff and management of Nigeria Port Authority. It will include important areas of informal group, the effect of informal group on organizational performance, supervisory strategies for harnessing informal group power. The data will be collected for analysis and subsequent testing will cut across staff and departmental head and unit head. The limitations that affect adequate execution of this study includes: inadequate time for the product and other academic commitments, shortages of funds and procrastination attitude on the part of respondents.
CHAPTER ONE
INTRODUCTION
1.1 Background of study
Several changes have occurred in the workplace, as there is shift from office work to remote jobs. However, there are several factors that influence the productivity of worker which remain unchanged; an example of such is the social environment of employees. Workers are social beings who find security in being a part of group(s) in organizations they are employed (Pramoda 2018). Smooth communication between employees and their supervisors is pivotal to the performers of a team (Kreitner and Kinicki, 2012). Aside the social groups identified and moderated by the organization (formal groups) there are informal groups established among workers as they interact within the organization (Pramoda 2018). Informal groups are mostly not premeditated, they are formed spontaneously as workers relate with one another in a natural way within the workspace (Marion et al, 2016).
As an organization pursues its goals, various teams within the organization relates within and between themselves to actualize these objectives according to the laid down rules (Kritner and Kinicki, 2012). Time and again, informal groups emerges due to shared interest among workers (Parker and Cross, 2004). However, many supervisors and organization heads are unaware of the social network that exist in the work place which could drive or hamper the performance of individuals or groups within the organization. Although the success of an organization depends on
Abstract
This study focused on the impact of informal group influences on employees on organizational performance. It is centered on the staff and management of Nigeria Port Authority. It will include important areas of informal group, the effect of informal group on organizational performance, supervisory strategies for harnessing informal group power. The data will be collected for analysis and subsequent testing will cut across staff and departmental head and unit head. The limitations that affect adequate execution of this study includes: inadequate time for the product and other academic commitments, shortages of funds and procrastination attitude on the part of respondents.
CHAPTER ONE
INTRODUCTION
1.1 Background of study
Several changes have occurred in the workplace, as there is shift from office work to remote jobs. However, there are several factors that influence the productivity of worker which remain unchanged; an example of such is the social environment of employees. Workers are social beings who find security in being a part of group(s) in organizations they are employed (Pramoda 2018). Smooth communication between employees and their supervisors is pivotal to the performers of a team (Kreitner and Kinicki, 2012). Aside the social groups identified and moderated by the organization (formal groups) there are informal groups established among workers as they interact within the organization (Pramoda 2018). Informal groups are mostly not premeditated, they are formed spontaneously as workers relate with one another in a natural way within the workspace (Marion et al, 2016).
As an organization pursues its goals, various teams within the organization relates within and between themselves to actualize these objectives according to the laid down rules (Kritner and Kinicki, 2012). Time and again, informal groups emerges due to shared interest among workers (Parker and Cross, 2004). However, many supervisors and organization heads are unaware of the social network that exist in the work place which could drive or hamper the performance of individuals or groups within the organization. Although the success of an organization depends on
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