Abstract:The study examined the effects of ergonomics on employee performance by ascertaining the level of ergonomics awareness in Nigerian organizations, identifying the factors hindering the use of ergonomic, and the best practices and methods adopted by various organizations across industries. Despite a knowledge of importance to a growing number of researchers in Nigeria, there is still a dearth in knowledge of ergonomics design and its implementation in Nigeria. This can be observed in the low level of its adoption. The study adopted an exploratory approach through the review of literature. It was seen that several factors have hindered the efficient implementation of ergonomics in Nigeria which ranges from awareness, insufficient relevant studies, personnel considerations, resources constraints, technological changes, communication and integration disconnection between employees and equipment designers. Also, some best practices and methods adopted by various organizations across industries were identified to include, but not limited to: integration of human element into work design, ergonomics maturity levels (reactive, preventive, proactive and advanced) and quality of workspace (office design, furniture and spatial arrangements, lightings and heating arrangements, noise level). It is, however, recommended that researchers in the field of ergonomics and practitioners in the industry should intensify efforts in carrying out relevant study, organizing conferences and seminars as well as media publicity on why ergonomics should be part of our daily activities. It is also recommended that organizations should orientate and train employees on ergonomics so that they will be aware of the benefits derivable from it and be able to fit into the organization's designs. Lastly, they should integrate employee/human element into ergonomics design process by getting detailed anthropomorphic data, which may bridge the communication disconnect between employees and ergonomic designers.

Secondary data (SD) provides major advantage in the use of existing data sources, with large amounts of information, at relatively cheaper cost and easily available for research purposes. In the database will be available through SD, which would be impossible to collect in prospective studies. But an unreliable data could impede on the quality of research results and conclusions. Critical examination of literatures in the course of the study has helped to identify tools that can aid the assessment of SD reliability. The study believes that the use of the adjusted inter-raters/observer as proposed by the study will add value to the method of assessing the reliability of SD, because of it use of statistical tools to directly estimate the available data. The study also believes that this will serve as a base for other researchers to improve on the study of assessing the reliability of secondary data.

This paper discusses models for managing Technological Innovation System (TIS) in a manufacturing setting. It reviews the existing six models for managing TIS: Technology Push, Market Pull, Coupling Innovation Process (CIP), Functional Integration Innovation Process (FIIP), System Integration and Networking Innovation Process, and System of Innovation models. Major drawbacks of the model for managing TIS in manufacturing settings were identified. System thinking approach was then proposed as a suitable alternative for addressing these drawbacks. The basic principle of system dynamics on which system thinking is hinged is used to explain the proposed model. However, understanding and using this model are premised on the availability of knowledge and skills in computer modeling and simulation software (e.g., Ithink, Vensim, and Powersim). Key words: Nigeria, technology, innovation, Technological Innovation System model, manufacturing, simulation, system dynamics, system thinking. PovzetekČlanek obravnava modele za upravljanje tehnološkega informacijskega sistema (TIS) v kontekstu proizvodnje. Preučuje šest obstoječih modelov za upravljanje tehnoloških informacijskih sistemov, t.j. tehnološko vzpodbujene inovacije, tržno vzpodbujene inovacije, proces združevanja za inovacijo, funkcijska vključitev v proces inovacije (FIIP), sistemska vključitev in mrežni proces, model sistemskega inoviranja. Članek identificira glavne pomanjkljivosti modela za upravljanje tehnološkega informacijskega sistema v kontekstu proizvodnje. Kot ustrezno alternativo reševanja teh pomanjkljivosti predlaga pristop sistemskega razmišljanja. Za razlago predlaganega modela je uporabljen osnovni princip sistemske dinamike, na katerem temelji sistemsko razmišljanje. Vendar pa razumevanje in uporaba tega modela temelji na dostopnosti znanja in spretnosti za uporabo programske opreme za modeliranje in simulacije, kot so med drugim Ithink, Vensim in Powersim.

This study examined the relationship between transactional and transformational leadership styles and employee performance in the Nigerian oil and gas sector using Lubcon Oil and Orientry Ltd as study area. Survey design was adopted:, a sample size of 100 was used representing the total population of the study, convenient sampling used to select the study firms while stratified sampling was used to samples from all departments in the firms. Copies of questionnaire were administered to members of staff of Lubcon oil using purposive sampling. The data collected were analysed using descriptive statistics and correlation analysis. The analysis has shown that each of charisma, inspirational motivation and intellectual stimulation/individual consideration traits of transformational leadership style exerts positive and significant effect on both commitment and attitude of followers in the firm that adopts it most of the time, and a negative but insignificant effect on the commitment and also a positive but insignificant effect on their attitude in the firm that adopts it less of the time. On the other hand, each trait of transactional leadership style considered in this study, constructive/contingent reward and corrective and management by exception has strong positive and significant positive effect on attitude of employees, and a weak positive and insignificant effect of their commitment in the firm that adopts it most of the time, it also exerts weak positive but insignificant effect on both commitment and attitude of followers in the firm that adopts it little of the time. The study concludes that transformational leadership style is more appropriate in inducing employee performance in oil and gas firms than transactional leadership style. Consequently, the study recommends that oil and gas firms should adopt transformational leadership style but strategize to migrate to transactional leadership style during crisis and emergency situations.