Job Security, Labour-Management Relations And Perceived Workers` Productivity In Industrial Organizations: Impact Of Technological Innovation

Abstract

This study investigated the influence of technological innovation on job security, labour-management relations and perceived workers’ productivity in industrial organizations in Nigeria. The descriptive ex-post-facto research method was adopted for the study. A total of 321 respondents were selected for the purpose of the study using the proportionate stratified sampling technique. Three sets of questionnaires were utilized for data collection. The Pearson Product Moment Correlation and t- test statistics were used to test hypotheses generated for the study at 0.05 alpha levels. Findings revealed that a significant relationship does not exist between technological innovation and workers` job security. The findings further revealed that technological innovation has not significantly influenced harmonious labour-management relations. It was also found that there is no significant relationship between technological innovation and perceived workers` productivity. It is recommended that a participatory management style, which could foster workers` participation at the planning and implementation stages of technological innovation, should be encouraged among the managers in order to foster workers` participation in decision-making and workers` supportiveness towards implementation of technological innovation. Moreover, skill re-engineering programmes should be organized for workers at regular intervals in order to sensitize them and foster skill acquisition and utilization towards improved labour-management relations and increased productivity.

Relationships between Work Environment and Employee Engagement mediate by Job Satisfaction

“…External tasks and environments include factors such as the influence of suppliers, the role of customers, stakeholders, socio-cultural factors, national economy, technology, legislation, managerial policies, and philosophies. All of these greatly affect people's psyche and attitude towards work (Akintayo, 2012). Kamanja et al, (2019a) divides the WE into 3 (three) namely a).Physical WE b).…”

A Conceptual Paper of Factors Impacting Employees’ Productivity

“…While behavioural work environment is defined based on psychological factors such as employees' engagement, and degree of comfort and also includes safety and health, as well as emergency access [34,54]. A recent study by [9] stated that work environment and organisational culture must be maintained to enhance employee productivity as the environment influences an employee's willingness to learn new skills and their degree of motivation to work.…”

“…On the positive spectrum, cooperative working environments are high-spirited environments with a cultural approach in that the employee and employer have an empathic relationship that encourages an employee's physical and psychological well-being. Meanwhile on the negative spectrum is the toxic working environment that produces repulsive sensations and causes a result in unpleasant, unfavourable, and diminished employee productivity [19,34,54].…”

Workplace spirituality to cultivate innovative work behaviour: the moderating role of perceived working conditions

“…, 2018) etc., on employee's IWB. But despite the essential role played in creating job satisfaction (Peretti-Watel et al., 2009), productivity (Akintayo, 2012) and quality of work (Hughes and Dodge, 1997), there is a significant research gap in the assessment of the role of perceived working conditions concerning IWB. So we can assume previous research does not sufficiently investigate the role of perceived working conditions in advancing IWB.…”

“…Other than this, studies explored the impact of reward fairness (Janssen, 2000), job security (Niesen et al, 2018), perception of HR practices (Bos-Nehles and Veenendaal, 2019), perceived leader support (Amabile et al, 2004), culture and context (Amabile, 2017;Hogan and Koote, 2014) and trust (Hughes et al, 2018) etc., on employee's IWB. But despite the essential role played in creating job satisfaction (Peretti-Watel et al, 2009), productivity (Akintayo, 2012) and quality of work (Hughes and Dodge, 1997), there is a significant research gap in the assessment of the role of perceived working conditions concerning IWB. So we can assume previous research does not sufficiently investigate the role of perceived working conditions in advancing IWB.…”