This study was designed to determine the impact of group incentives on construction workers’ performance. The study was conducted with data from questionnaire retrieved from fifty one construction professionals in Ibadan and Lagos, Nigeria. Twenty four possible impacts on workers extracted from literature were presented in the questionnaire for evaluation using a Likert sale of 1-5 for determining the relative importance of these effects. In the overall rankings of the types of group incentives using Analytical Hierarchical Process (AHP), goal sharing ranked the highest as the types of group incentives used in Nigeria. The result of the Factor analysis revealed social effects, effects of motivation, effects due to autonomy, workers’ behavioural effects and job dissatisfaction effects as the principal factors. The influence of social effects to motivate workers to improve on their productivity explains its usage as a type of group incentives.
PERCEPTION OF PERFORMANCE APPRAISAL AND WORKERS’ PERFORMANCE IN WEMA BANK HEADQUARTERS, LAGOS (Published)
Performance appraisal has increasingly become part of a more strategic approach to integrating human resource activities and business policies and may now be seen as a generic term covering a variety of activities through which organizations seek to assess employees and develop their competence, enhance performance and distribute rewards. The main objective of this study therefore, is to examine performance appraisal and worker’s performance. The study adopted the survey research design. A total of 150 research subjects were drawn from the target population using the stratified and the simple random sampling technique. However 120 copies of questionnaire were returned upon which the data analysis was based. This represents 85percent response rate. Chi Square method was used for testing the hypothesis. Some of the findings show that: there is a significant relationship between performance appraisal and worker’s performance; there is a significant relationship between performance appraisal and promotion exercise, and there is a significant relationship between performance appraisal and employees commitment to goals and objectives of the organization. The study recommends that for appraisals to yield the desired outcomes the Management should ensure that performance appraisal is carried out continuously, not only when it is time for promotion. The study also recommends that performance expectations and actual performance must be discussed often and regularly and raters must be adequately trained with modern techniques of rating periodically through organized workshops, debate and seminars.