Organizational Trust and Employee Performance of Selected Bottling Companies in South-South, Nigeria
Bibliographic record
Abstract
Nigerian economy slipped into recession from last quarter of 2015 to first quarter of 2017 showing negative GDP growth of -0.36%,-2.06%,-2.34% and -1.3% for the 4 quarters of 2016 respectively. 2017 GDP figures were -1.3%,0.55%,1.4% and 2.6% for 4 quarters of 2017 showing gradual exit from recession from 2 nd quarter of 2017 even though the realities on ground still portrayed a recessed economy. Massive retrenchment of workers, low output of goods and services with high accompanying prices and rising inflation came with recession. Despite the harsh economic conditions, the food and beverage sub-sector of manufacturing which includes bottling companies showed growth both in market and production capacities of 53.7% in 2015, 60.3% in 2016 and 62.2% in 2017.This phenomenon motivated the researchers to explore the human element contribution to the growth by examining the effect of organizational trust on employee performance of selected bottling companies in South-South, Nigeria. The study was anchored on Thorndike (1935) Social Exchange Theory. The research gap emerged from industry gap as none of the reviewed works was on food and beverage firms including bottling companies. Also, geographical and methodological gap emerged. The study used survey research design. Data were analysed using one way ANOVA. The study found out that there is a significant effect of participatory decision making on employee innovation since cumulative F value of (997.73) was obtained and the p-value (0.00<0.05). The study concluded that there is a significant effect of organizational trust on employee performance. The work confirms the validity of the Social Exchange Theory. For the practitioner, employees should be allowed in participative decision making to enhance the growth of the company. Respondent apathy was a limitation which was overcome by persuasion. Keywords: Organizational Trust, Employee Performance, Participatory Decision Making, Employee Innovation.
Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.
How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.000 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.001 |
| Science and technology studies | 0.000 | 0.000 |
| Scholarly communication | 0.000 | 0.000 |
| Open science | 0.000 | 0.000 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.000 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one teacher head, not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".