Hikmot Adunola Koleoso, Modupe Moronke Omirin and Femi Adejumo
The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research…
Abstract
Purpose
The literature propounds that facilities management (FM) differs from other building support services (BSS) because it features a significant strategic content. However, research indicates that this deep seated strategic and value-adding practice is mostly unavailable except in the most matured markets. The purpose of this paper is to compare the strategic content of the functions performed by FM practitioners with that of other BSS providers in Lagos, the commercial hub of Nigeria. This is to determine if the content of the FM functions is comparatively more strategic and invariably more value-adding than that of other BSS providers as indicated in literature and also to identify required areas of improvement, both for practice and training.
Design/methodology/approach
A survey was carried out through self-administered questionnaire directed to a sample of 123 BSS providers that work with office buildings in Lagos, Nigeria. The data collected were analyzed using frequency counts, means, χ2 test and Wilcoxon signed rank test.
Findings
Rather than the strategic tasks, the FM group as with the non-FM group were more regularly involved with the less specialized facilities operations/maintenance and facilities support service tasks such as, security, fire, emergency management, cleaning and waste management. Specialized FM support service tasks such as mail services, reprographics, catering and travel services, were least often performed by both groups. The study found that facilities managers were slightly more involved than the non-facilities managers in performing the strategic group of tasks. This was indicated by the higher cumulative mean values and ranking of the level of involvement. The facilities managers also ranked higher in their involvement in the individual strategic tasks. The study also shows that FM practitioners use the more strategic ways to determine the needs of users. These findings imply that FM presents a slightly more strategic edge, which is, however, insufficient.
Practical implications
Although the FM practitioners may feature a slightly more strategic content of functions than their non-FM counterparts, the edge is insufficient to add significant value to clients’ business as postulated in literature. Lagos FM practitioners must become more involved in strategic functions in order to enhance FM’s value-adding edge and hence distinguish it better from other BSS practices.
Originality/value
The study positions the Nigerian FM practice in the light of expectations in literature and re-affirms the supposition that the practice is relatively strategically immature. It also identifies the contingent needs of local and multinational organizations that may require or intend to provide FM and other BSS in the Nigerian context, invariably allowing for international comparisons.
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Christopher Onyemaechi Ugwuibe, Francisca Nkemdilim Onah and Eze Ifeyinwa Jennifer
Many countries across the planet are facing unprecedented challenges because of COVID-19 infections and Nigeria inclusive. Although the 1999 constitution of Nigeria clearly states…
Abstract
Many countries across the planet are facing unprecedented challenges because of COVID-19 infections and Nigeria inclusive. Although the 1999 constitution of Nigeria clearly states that security and welfare of the citizens are the primary purposes of government, the COVID-19 situation in Nigeria has exposed the government's attitude towards insecurity ravaging the country. Against this backdrop, this study focused on insecurity during COVID-19 pandemic in Nigeria to ascertain the policy gaps and prospects for inclusive security outfits. The study was anchored on institutional theory. Data for the study were drawn from participant observation and authentic secondary sources. The study identified that Nigeria has been held hostage by criminality of bandits, kidnappers, protests, etc. The study recommended among others that government should take advantage of the recent security loopholes in the country to establish a state police. This will lead to significant improvement in police service delivery.
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Benjamin Osayawe Ehigie, Adeshola Abiodun Odunela and Rebecca Ibhaguelo Ehigie
This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian…
Abstract
Purpose
This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness.
Design/methodology/approach
A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected.
Findings
Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication.
Research limitations/implications
Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations.
Practical implications
Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions.
Social implications
It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness.
Originality/value
It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.