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Delegation Practices and Employee Performance in the Nigerian Manufacturing Industry

Taiwo Oguntuase, Muyiwa Emmanuel Dagunduro, Ademola Oluwasegun Ibijola

Abstract

This study examined the effect of delegation practices on employee performance in Nigerian manufacturing companies, with specific emphasis on administrative delegation, financial delegation, technical delegation, and decision-making delegation. The motivation for the study arises from persistent concerns about declining productivity and inefficiencies in manufacturing organisations, despite increasing managerial restructuring and human resource interventions. The study employed a quantitative research approach and a cross-sectional survey design. From a population of 5,280 employees, a sample size of 358 respondents was determined using Cochran’s (1977) sample size formula and the finite population correction technique, while data were collected through a structured five-point Likert scale questionnaire. The collected data were analyzed using descriptive statistics (frequencies, percentages, mean, and standard deviation) and inferential statistics (correlation and regression analysis), with validity, reliability, and ethical considerations duly observed throughout the study. The regression results revealed that delegation practices jointly exerted a significant effect on employee performance (F = 6.765, p < 0.05). The findings further showed that administrative delegation had a negative and insignificant effect on employee performance (β = -0.118, p = 0.088), while decision-making delegation exerted a positive but insignificant effect on employee performance (β = 0.034, p = 0.526). Conversely, financial delegation had a positive and significant effect on employee performance (β = 0.276, p = 0.000), making it the strongest positive predictor of employee performance. Technical delegation was found to have a negative and significant effect on employee performance (β = - P-ISSN 2695-186X 0.216, p = 0.000). This study established that financial delegation enhances employee performance, whereas excessive or inadequately supported technical delegation may reduce employee performance in Nigerian manufacturing companies. This study recommends that effective delegation should therefore be accompanied by adequate empowerment, capacity building, and supervisory support to achieve optimal employee performance outcomes.

Keywords

Delegation Practices; Administrative Delegation; Financial Delegation; Technical Delegation; Decision-Making Delegation; Employee Performance. JEL Classification Codes : M12M54J24D23L60

References

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