CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

Organizational structure plays a crucial role in determining the overall efficiency, productivity,
and job satisfaction of employees within an organization. It serves as the framework through
which tasks are allocated, authority is distributed, and communication flows within a business
entity (Mintzberg, 1979). An effective organizational structure enhances coordination,
promotes accountability, and ensures that employees clearly understand their roles and
responsibilities. On the other hand, a poorly designed structure can lead to confusion,
inefficiencies, and decreased employee motivation, ultimately affecting overall performance
(Robbins & Judge, 2019).

Workers' performance is a key determinant of an organization's success. Employee

productivity, commitment, and satisfaction are influenced by the organizational hierarchy,
communication channels, and decision-making processes (Daft, 2020). A well-structured
organization provides employees with clarity, fosters teamwork, and facilitates smooth
workflow processes, thereby improving overall output. Moreover, it helps reduce workplace
conflicts, ensures effective supervision, and promotes efficiency in service delivery. When
employees understand their roles and the expectations from management, they can work more
effectively, leading to higher job performance (Jones & George, 2018).

DE’s Jewels Apartment, a hospitality establishment located in Ado-Ekiti, Ekiti State, serves as
an ideal case study to examine the effect of organizational structure on workers' performance.
The hospitality industry is highly service-oriented, requiring seamless coordination among
employees to ensure excellent customer satisfaction (Kotler et al., 2017). The success of such
establishments largely depends on how well employees work together to meet guests' needs. A
clearly defined organizational structure ensures that each department, from housekeeping to
front desk operations, works harmoniously to deliver high-quality service. Understanding how
the organizational structure at DE’s Jewels Apartment influences employees' efficiency,
motivation, and job performance will provide valuable insights into how structural
arrangements can be optimized for better outcomes.

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This study aims to assess the impact of organizational structure on employee performance in
DE’s Jewels Apartment by analyzing different structural components such as hierarchy,
communication flow, leadership styles, and task distribution. Additionally, it will explore how
structural changes or adjustments can enhance employee engagement, reduce job-related stress,
and improve overall business performance. The findings will contribute to organizational
management practices, helping businesses refine their structures to enhance productivity and
employee satisfaction (Armstrong & Taylor, 2020).

1.2 Statement of the Problem

The effectiveness of an organization's structure is essential to ensuring optimal employee

performance and overall organizational success. However, many organizations, including those
in the hospitality industry, struggle with structural inefficiencies that negatively impact
employee productivity, job satisfaction, and service delivery. Poorly defined roles, ineffective
communication channels, and rigid hierarchies often lead to workplace confusion, reduced
morale, and inefficiencies in daily operations.

DE’s Jewels Apartment, like many businesses in the hospitality industry, faces challenges in
structuring its workforce to maximize performance. Employees may experience difficulties in
understanding their responsibilities due to a lack of clear role definitions. In addition,
ineffective communication between management and staff can result in misunderstandings,
delays, and decreased service quality. Leadership styles and decision-making processes within
the organization may further influence employee motivation and engagement, ultimately
affecting business performance.

Given the importance of efficient organizational structures in improving productivity, there is

a need to examine how the existing structure at DE’s Jewels Apartment impacts workers'
performance. This study seeks to identify key structural challenges within the organization and
provide recommendations on how to optimize the structure to enhance employee efficiency,
motivation, and overall organizational success.

1.3 Objectives of the study

The aim of this study is to examine the effect of organizational structure on employee
performance using DE’s Jewels Apartment in Ado Ekiti, Ekiti State, as a case study.

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The specific objectives of this study are:

i. To examine the impact of organizational structure on employee performance,

motivation, and job satisfaction.
ii. To identify the challenges associated with the current organizational structure at DE’s
Jewels Apartment.
iii. To evaluate the effectiveness of different organizational structures in enhancing
employee efficiency and service delivery in the organization.

1.4 Research Questions

This study seeks to answer the following research questions:

i. What is the effect of organizational structure on employee performance

ii. How does the organizational structure affect employee performance?
iii. What are the challenges associated with the current organizational structure in DE

1.5 Research Hypotheses

The study will test the following hypotheses:
i. H₀: Organizational structure does not significantly affect workers’ performance.
ii. H₁: Organizational structure significantly affects workers’ performance.

1.6 Significance of the Study

This outcome of this research shall be beneficial to the following:

i. Managers: It provides insights into how structural modifications can improve

employee productivity.
ii. Employees: It highlights how an effective structure can enhance job satisfaction and
career growth.
iii. Business Owners: It offers recommendations on how to structure businesses for
increased profitability.
iv. Academics and Researchers: It adds to existing literature on organizational structure
and employee performance.

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1.7 Scope of the Study
This study shall on DE’s Jewels Apartment in Ado Ekiti, examining its organizational
structure and its impact on workers’ performance. The findings shall be applicable to similar
hospitality businesses facing structural challenges.

1.8 Limitations of the Study

The study may face challenges such as:

i. Time constraints affecting data collection and analysis.

ii. Limited access to certain managerial information.
iii. Potential bias from respondents in self-reported data.

1.9 Definition of Terms

i. Organizational Structure: The framework within which job roles, responsibilities,

and authority are distributed to achieve organizational goals.
ii. Employee Performance: The efficiency and effectiveness with which employees
fulfill their job responsibilities and contribute to organizational success.
iii. Hierarchy: A system in which members of an organization are ranked according to
levels of authority and responsibility.
iv. Job Satisfaction: The degree to which employees feel content and fulfilled with their
work roles and environment.
v. Communication Flow: The process by which information is transmitted within an
organization, influencing decision-making and coordination.
vi. Accountability: The responsibility of individuals and teams within an organization to
justify their actions and decisions.
vii. Role Ambiguity: A situation where employees lack clear job expectations, leading to
confusion and reduced efficiency.
viii. Task Allocation: The process of assigning specific tasks to employees based on skills,
expertise, and job roles.
ix. Supervision: The act of overseeing and guiding employees to ensure that tasks are
completed effectively and according to organizational standards.
x. Authority: The legitimate power assigned to an individual or position to make
decisions and direct others within the organization.

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 xi. Decentralization: The distribution of decision-making power to lower levels of
management, allowing for flexibility and quicker responses to operational needs.
xii. Centralization: The concentration of decision-making power at the top levels of
management, ensuring consistency but potentially slowing down responsiveness.
xiii. Leadership Style: The approach adopted by leaders in managing employees, which
influences motivation, communication, and performance.
xiv. Efficiency: The ability of an organization or employee to accomplish tasks with
minimal waste of time and resources.
xv. Workplace Productivity: The output generated by employees within a given time
frame, reflecting the effectiveness of organizational operations.

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 CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction
Organizational structure is a foundational concept in management that shapes how tasks,
responsibilities, and authority are distributed across various levels of an organization. It serves
as the backbone through which communication flows, decisions are made, and operations are
coordinated (Mintzberg, 1983). A well-designed structure not only enhances internal efficiency
but also directly influences employee motivation, performance, and job satisfaction. This is
particularly true in service-driven industries like hospitality, where coordination, clarity, and
accountability are critical to customer satisfaction and operational success (Kotler et al., 2017).

2.2 Concept of Organizational Structure

The concept of organizational structure has been extensively studied in management and
organizational behavior literature. Organizational structure refers to the arrangement of roles,
responsibilities, and relationships within an organization, which determines how activities are
coordinated and controlled (Mintzberg, 1983). An effective organizational structure ensures
that tasks are well-defined, communication is streamlined, and employees are motivated to
achieve organizational goals (Robbins & Judge, 2019).

In the hospitality industry, including apartments and hotels, organizational structure plays a
vital role in determining service delivery, operational efficiency, and employee performance
(Kotler et al., 2017). A well-defined structure enhances decision-making, minimizes role
ambiguity, and fosters accountability, leading to increased job satisfaction and productivity
(Jones & George, 2018). Conversely, a poorly structured organization can result in
inefficiencies, lack of coordination, and reduced employee morale (Daft, 2016).

This chapter explores various organizational structures, theories related to organizational

effectiveness, and the impact of structure on workers' performance. Additionally, it reviews
empirical studies that have examined the relationship between organizational structure and
employee efficiency in the hospitality sector.

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There are several key components of organizational structure, including:

• Work Specialization: The degree to which tasks are divided into specific jobs to
enhance efficiency (Robbins & Judge, 2019).
• Chain of Command: The formal line of authority that dictates decision-making and
reporting relationships (Weber, 1947).
• Span of Control: The number of employees a manager supervises directly, affecting
managerial efficiency and employee autonomy (Jones & George, 2018).
• Departmentalization: The method by which jobs are grouped, such as by function,
product, geography, or customer (Kotler et al., 2017).
• Centralization and Decentralization: The extent to which decision-making authority
is concentrated at the top levels or distributed across different levels of the
organization (Daft, 2016).

2.3 Theoretical Framework Several management and organizational theories provide

insight into how organizational structure affects employee performance. These theories serve
as the foundation for understanding the dynamics of structure in relation to efficiency,
productivity, and motivation.

• Henri Fayol’s Administrative Theory: Fayol (1916) emphasized the importance of

division of work, authority, discipline, and unity of command. His principles advocate
for clear hierarchies, standardized procedures, and coordinated control to enhance
efficiency.
• Max Weber’s Bureaucratic Theory: Weber (1947) proposed a hierarchical structure
characterized by formal rules, specialized roles, and a clear chain of command. This
theory highlights efficiency but also acknowledges potential rigidity and reduced
flexibility in bureaucratic organizations.
• Contingency Theory: Lawrence and Lorsch (1967) argued that there is no one-size-
fits-all structure for organizations. The optimal structure depends on external and
internal factors such as company size, environment, technology, and strategy.
• Human Relations Theory: Elton Mayo (1933) emphasized the importance of social
factors, employee motivation, and communication in organizational success. His theory
suggests that organizational structure should not only focus on hierarchy but also foster
teamwork and employee well-being.

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 • Mintzberg’s Organizational Configurations: Mintzberg (1979) identified five
organizational structures—simple structure, machine bureaucracy, professional
bureaucracy, divisionalized form, and adhocracy—each suited to different
organizational needs and environments.

2.4 Types of Organizational Structures: Organizational structures vary based on how

roles, responsibilities, and authority are distributed within an organization.

The major types of organizational structures include:

• Functional Structure: Employees are grouped based on specialized functions such as

marketing, finance, operations, and human resources. This structure enhances expertise
and efficiency but may limit interdepartmental communication (Robbins & Judge,
2019).
• Divisional Structure: The organization is divided based on product lines, geographical
regions, or customer segments. Each division operates as a semi-autonomous unit,
enhancing flexibility but potentially increasing operational costs (Daft, 2016).
• Matrix Structure: Combines functional and divisional structures, allowing employees
to report to multiple managers. This enhances flexibility and collaboration but may
cause role ambiguity and power struggles (Jones & George, 2018).
• Hierarchical (Bureaucratic) Structure: Characterized by a clear chain of command
with multiple layers of authority. It provides stability and control but may lead to slow
decision-making and reduced innovation (Weber, 1947).
• Flat Structure: Minimizes hierarchical levels, promoting open communication and
quick decision-making. However, it may create challenges in managing large
organizations due to a lack of clear authority (Mintzberg, 1983).
• Network Structure: Organizations rely on external entities, subcontractors, or
partnerships to perform key functions. This increases flexibility and cost efficiency but
may reduce control over operations (Daft, 2016)

2.5 Organizational Structure on Employee Performance

Organizational structure plays a significant role in determining employee performance. A well-

structured organization creates clarity in roles, facilitates effective communication, and
enhances motivation (Robbins & Judge, 2019). When employees clearly understand their

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responsibilities and reporting lines, they are more likely to perform efficiently and contribute
to organizational goals (Daft, 2016).

Studies have shown that decentralized structures that empower employees to make decisions
improve job satisfaction and performance (Jones & George, 2018). Conversely, highly
bureaucratic structures with rigid hierarchies can stifle innovation and reduce employee
motivation (Mintzberg, 1983).

Moreover, the level of formalization within an organization affects performance. Highly

formalized structures ensure consistency and reduce errors, particularly in standardized
industries, while more flexible structures enhance creativity and adaptability (Kotler et al.,
2017). Therefore, organizations must adopt a structure that aligns with their operational needs
and workforce dynamics to optimize employee performance.

2.6 Factors Influencing Organizational Structure Several factors influence the design and
implementation of an organization’s structure. These factors determine how work is allocated,
coordinated, and monitored to achieve organizational goals effectively. Key factors include:

i. Company Size: Larger organizations require more complex structures with defined
hierarchies, while smaller firms may adopt more flexible structures (Daft, 2016).
ii. Organizational Strategy: The chosen strategy, whether cost leadership,
differentiation, or focus, influences structural design (Robbins & Judge, 2019).
iii. Technology: The level of technology adoption affects communication, workflow, and
automation processes within an organization (Mintzberg, 1983).
iv. Environment: External factors such as market competition, regulatory policies, and
economic conditions influence structural decisions (Kotler et al., 2017).
v. Culture and Leadership Style: Organizational culture and leadership styles determine
decision-making processes, communication flow, and flexibility (Jones & George,
2018).
vi. Employee Skills and Competencies: The expertise and capabilities of employees
affect the complexity and hierarchy of an organization’s structure (Weber, 1947).

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2.7 Challenges of Organizational structure in the hospitality sector

The hospitality sector, including hotels, apartments, and resorts, operates within a unique
organizational framework that often presents various structural challenges. These challenges
can significantly impact workers' performance, efficiency, and overall service delivery. Some
key challenges include:

1. Rigid Hierarchical Structures

Many hospitality businesses maintain a rigid hierarchical structure that slows decision-making.
Frontline employees may struggle to escalate urgent customer service issues due to
bureaucratic bottlenecks.

2. Poor Communication Flow

Inefficient communication channels between management and employees can lead to

misunderstandings, delays, and decreased morale. This is especially problematic in service-
oriented industries where real-time coordination is essential.

3. Role Ambiguity and Work Overload

Employees often juggle multiple roles due to unclear job descriptions, leading to job
dissatisfaction and burnout. This is common in smaller hospitality businesses like boutique
hotels and serviced apartments.

4. High Employee Turnover

A weak organizational structure can contribute to high employee turnover, which is prevalent
in the hospitality industry. Factors such as lack of career growth opportunities, poor work-life
balance, and unclear reporting structures can lead to workforce instability.

5. Resistance to Change

Many hospitality businesses struggle with adapting to new management styles, technology, or
operational processes. Resistance from both employees and management can hinder
organizational growth and efficiency.

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6. Lack of Employee Empowerment

Employees in hospitality often work directly with guests but may lack the authority to make
decisions, resulting in poor customer experiences. An overly centralized structure can limit
flexibility and responsiveness.

7. Inconsistent Leadership Styles

A lack of leadership consistency, especially in franchised or multi-location hospitality

businesses, can create confusion among employees regarding policies, procedures, and
expectations.

8. Technology Integration Issues

With the rise of digital transformation, many hospitality businesses face challenges in
integrating new technologies into their existing structures. Poorly planned technological
adoption can disrupt workflow and create inefficiencies.

9. Cultural and Diversity Challenges

Hospitality businesses often employ a diverse workforce, which can lead to cultural
misunderstandings and conflicts if not managed properly. An ineffective organizational
structure may fail to promote inclusivity and collaboration.

10. Operational Inefficiencies

Poorly designed structures can lead to inefficient resource allocation, scheduling conflicts, and
inadequate supervision, affecting service quality and profitability.

2.8 Empirical Review Previous studies on organizational structure and employee performance
provide key insights:

• Research by Robbins and Judge (2019) found that companies with well-defined
structures reported higher efficiency levels.
• Kotler et al. (2017) observed that decentralized decision-making led to better customer
service in the hospitality industry.

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 • Jones and George (2018) identified role ambiguity as a major cause of reduced
productivity in poorly structured organizations.

2.9 Summary of Literature Review

The literature reviewed highlights the critical role of organizational structure in shaping
employee performance, particularly in the hospitality sector. Various studies suggest that the
way an organization is structured significantly impacts communication, decision-making, and
overall efficiency.

The concept of organizational structure emphasizes the arrangement of roles, responsibilities,

and authority within an organization (Mintzberg, 1979). A well-defined structure enhances
operational efficiency and ensures accountability (Jones, 2013). However, rigid hierarchies
may slow down decision-making and reduce employee autonomy, affecting productivity
(Weber, 1947).

The theoretical framework supporting organizational structure includes the Bureaucratic

Theory, which stresses formal procedures and hierarchical control (Weber, 1947), and the
Contingency Theory, which suggests that the most effective structure depends on
environmental factors (Lawrence & Lorsch, 1967). The Human Relations Theory also
underscores the importance of employee satisfaction and participatory decision-making in
organizational effectiveness (Mayo, 1933).

Regarding types of organizational structure, studies reveal that functional structures enhance
specialization but may create silos (Robbins & Judge, 2019), whereas flat structures promote
employee involvement but can lead to role ambiguity (Daft, 2015). The choice of structure is
influenced by factors such as organizational size, strategy, culture, and industry dynamics
(Burns & Stalker, 1961).

In the hospitality sector, challenges such as poor communication, resistance to change, high
employee turnover, and role ambiguity negatively impact performance (Davidson et al., 2010).
Moreover, studies highlight that a flexible and decentralized structure improves employee
motivation and customer satisfaction (Ojo, 2017).

Empirical research supports the notion that organizational structure directly affects worker
performance. Akinyele (2011) found that hotels with adaptive and decentralized structures

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experienced higher employee engagement and service quality. Similarly, Adegbite et al. (2020)
noted that excessive bureaucracy hindered decision-making and reduced job satisfaction.

In conclusion, the reviewed literature suggests that an optimal organizational structure should
balance efficiency, flexibility, and employee empowerment to enhance performance. The case
study of DE's Jewels Apartment in Ado Ekiti, Ekiti State, will provide further insights into how
organizational structure influences worker performance in a real-world hospitality setting.

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 CHAPTER THREE

3.0 METHODOLOGY

3.1 Research Design

This study shall adopt a descriptive survey research design to examine the effect of
organizational structure on workers' performance at DE'Jewels Apartment in Ado Ekiti,
Ekiti State. A descriptive survey design is appropriate for this research because it allows for
the collection, analysis, and interpretation of data to describe the existing conditions and
relationships between variables (Creswell, 2014).

This design enables the researcher to gather information directly from employees through
structured questionnaires, ensuring an in-depth understanding of how organizational structure
influences their productivity, job satisfaction, and overall performance. The study employ both
quantitative and qualitative approaches to provide a comprehensive analysis of the research
problem.

The quantitative aspect will involve numerical data collected from structured questionnaires,
which will be analyzed statistically. The qualitative aspect will include open-ended responses
that provide deeper insights into employees’ perceptions and experiences.

3.2 Population of the Study

The population of this study consists of all employees of DE'Jewels Apartment in Ado Ekiti,
Ekiti State. This includes individuals working at different levels of the organization, such as:

• Management staff (supervisors, department heads, and executives)

• Administrative personnel (front desk officers, accountants, HR staff)
• Operational employees (housekeeping, maintenance, and security personnel)
• Customer service personnel (hospitality attendants, waiters, and room service staff)

Since the study aims to assess the effect of organizational structure on workers' performance,
the target population includes all categories of employees, ensuring a well-rounded analysis of
how the organizational structure influences productivity, job satisfaction, and efficiency.

The total population size of DE'Jewels Apartment will be determined based on official records

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3.3 Sample Size and Sampling Technique

Sample Size

The sample size for this study will be determined using Yamane’s (1967) formula for sample
size determination:

𝑵
𝒏=
𝟏 + 𝑵 (𝒆𝟐 )

Where:

• n = Sample size
• N = Total population size (number of employees at DE'Jewels Apartment)
• e = Margin of error (typically 5% or 0.05 for 95% confidence level)

Once the total population size (N) is identified, this formula will be applied to determine the
appropriate sample size needed to represent the population accurately.

Sampling Technique

The study shall adopt a random sampling technique to ensure fair representation across
different categories of employees. The workforce at DE' Jewels Apartment consists of different
job roles, including management staff, administrative personnel, customer service
representatives, and operational workers.

The stratification process involves dividing the population into relevant groups (strata) based
on job roles. Then, a random selection will be made from each stratum to ensure that all
categories of employees are adequately represented in the study.

This method is chosen because:

1. It ensures that the sample accurately reflects the population's diversity.

2. It minimizes bias in the selection process.
3. It allows for meaningful comparisons between different employee groups regarding the
effect of organizational structure on performance.

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By employing stratified random sampling, the study will obtain reliable and generalizable
findings that accurately depict the impact of organizational structure on workers’ performance
at DE' Jewels Apartment.

3.4 Sources of Data Collection

This study will utilize both primary and secondary data sources to ensure a comprehensive
understanding of the effect of organizational structure on workers’ performance at DE' Jewels
Apartment in Ado Ekiti, Ekiti State.

1. Primary Data Sources

Primary data will be obtained directly from respondents through:

• Structured Questionnaires: A well-structured questionnaire will be administered to

employees of DE'Jewels Apartment to gather firsthand information on how
organizational structure influences their performance, job satisfaction, and overall work
efficiency. The questionnaire will include both closed-ended questions (for quantitative
analysis) and open-ended questions (for qualitative insights).
• Interviews (Optional): If necessary, semi-structured interviews may be conducted
with selected management staff to gain deeper insights into the organizational structure
and its impact on decision-making and employee motivation.

2. Secondary Data Sources

Secondary data will be collected from existing literature, official records, and previous research
related to organizational structure and employee performance. These sources include:

• Academic Journals and Articles: Published studies on organizational structure,

hospitality management, and employee productivity.
• Books and Textbooks: Foundational theories and concepts related to organizational
behavior and structure.
• Company Documents: Organizational charts, employee handbooks, and internal
reports (if accessible) to understand the existing structure of DE'Jewels Apartment.
• Government and Industry Reports: Data from hospitality industry reports, labor
statistics, and related regulatory documents.

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 By integrating both primary and secondary data, this study will provide a well-rounded
analysis, ensuring that the findings are empirically valid and theoretically grounded.

3.5 Method of Data Collection

To ensure a comprehensive and accurate analysis of the effect of organizational structure on

workers' performance at DE'Jewels Apartment in Ado Ekiti, Ekiti State, this study will employ
both quantitative and qualitative data collection methods.

1. Questionnaire Administration (Primary Data Collection Method) The primary method of

data collection will be a structured questionnaire designed to capture employees’ perceptions
of organizational structure and its impact on their performance. The questionnaire will be
divided into different sections, covering:

• Demographic Information (e.g., age, gender, job position, years of experience)

• Organizational Structure (e.g., hierarchy, communication flow, decision-making
process)
• Employee Performance (e.g., job satisfaction, motivation, productivity)

The questionnaire will use a 5-point Likert scale (ranging from Strongly Agree to Strongly
Disagree) to measure responses effectively.

The questionnaire will be distributed in two ways:

• Physical copies will be handed to employees who are available on-site.

• Online surveys (Google Forms or Microsoft Forms) will be sent via email or WhatsApp
to employees who prefer digital participation.

2. Interviews (Optional – For Additional Qualitative Insights)

If needed, semi-structured interviews will be conducted with selected management staff and
key employees to gain deeper insights into the effect of organizational structure on decision-
making and workflow efficiency. Interviews will be conducted face-to-face or via
phone/Zoom, depending on availability.

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3. Secondary Data Collection

Secondary data will be gathered from:

• Company records (if accessible) to understand DE’s Jewels Apartment’s organizational

structure.
• Books, journals, and published research on organizational structure and employee
performance in the hospitality industry.
• Industry reports and government publications related to workplace efficiency in the
hospitality sector.

By utilizing both primary and secondary data collection methods, this study will ensure a
reliable and well-rounded analysis of how organizational structure influences employee
performance at DE’s Jewels Apartment.

3.6 Method of Data Analysis

The collected data will be analyzed using both descriptive and inferential statistical methods to
assess the effect of organizational structure on workers' performance at DE'Jewels Apartment
in Ado Ekiti, Ekiti State. The analysis will be conducted using Statistical Package for the Social
Sciences (SPSS) version XX or Microsoft Excel for data processing and interpretation.

1. Descriptive Statistical Analysis

Descriptive statistics will be used to summarize and present data in a meaningful way. The
following methods will be applied:

• Frequency distribution and percentages to analyze respondents’ demographic

characteristics.
• Mean and standard deviation to measure employees’ perceptions of organizational
structure and its impact on performance.
• Tables, charts, and graphs to visually present key findings for easy interpretation.

2. Inferential Statistical Analysis

To determine the relationship between organizational structure and workers’ performance,

inferential statistical techniques will be applied:

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 • Correlation Analysis: This will measure the strength and direction of the relationship
between organizational structure (independent variable) and employee performance
(dependent variable).
• Regression Analysis: A simple or multiple regression analysis will be conducted to
determine the extent to which organizational structure influences employee
performance.
• Hypothesis Testing: The research hypotheses will be tested using statistical techniques
such as the Chi-square test or t-test, depending on the data type. A significance level
of 0.05 (5%) will be used to determine whether to accept or reject the null hypothesis.

3. Qualitative Data Analysis (If Applicable)

For open-ended responses and interview data, content analysis will be used to identify
recurring themes, patterns, and insights regarding employees’ perspectives on organizational
structure. The qualitative findings will complement the quantitative analysis, providing a
comprehensive understanding of the research problem.

By combining both descriptive and inferential statistics, this study will ensure a detailed,
data-driven, and evidence-based assessment of how organizational structure affects workers’
performance at DE'Jewels Apartment.

3.7 Validity and Reliability of the Study

Ensuring the validity and reliability of the study is crucial for obtaining accurate and credible
research findings. This section discusses how the study will establish these two essential
aspects.

1. Validity of the Study

Validity refers to the extent to which the research instrument accurately measures what it is
intended to measure (Creswell, 2014). To ensure validity, the study will focus on the following
types:

• Content Validity: The questionnaire will be reviewed by experts in organizational

management and research methodology to ensure that the questions adequately cover
all aspects of organizational structure and employee performance.

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 • Construct Validity: The questionnaire items will be designed based on established
theories and prior research studies related to organizational structure and performance.
This ensures that the survey measures the intended variables correctly.
• Face Validity: The questionnaire will be pre-tested on a small group of employees from
the hospitality sector to check if the questions are clear, relevant, and understandable.
Necessary modifications will be made based on their feedback.

2. Reliability of the Study

Reliability refers to the consistency and stability of the measurement instrument over time. To
ensure reliability, the study will apply the following techniques:

• Pilot Study: A small-scale pre-test of the questionnaire will be conducted with a subset
of respondents to assess its effectiveness and clarity.
• Cronbach’s Alpha Test: The internal consistency of the questionnaire will be
measured using Cronbach’s Alpha coefficient. A reliability coefficient of 0.7 or higher
will be considered acceptable, indicating that the questionnaire produces consistent
results.
• Test-Retest Method: If feasible, the questionnaire will be administered twice to the
same group of respondents at different time intervals to check the consistency of their
responses.

By ensuring both validity and reliability, this study will enhance the accuracy and
trustworthiness of its findings on the effect of organizational structure on workers' performance
at DE'Jewels Apartment in Ado Ekiti, Ekiti State.

3.8 Ethical Considerations

Ethical considerations are essential in ensuring that the research process is conducted
responsibly and with respect for the rights and welfare of participants. This study will adhere
to the following ethical principles:

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1. Informed Consent

Before participation, all respondents will be provided with a clear explanation of the study’s
purpose, objectives, and procedures. Participants will be required to give voluntary consent,
either verbally or in writing, before completing the questionnaire or engaging in an interview.

2. Confidentiality and Anonymity

To protect the privacy of participants:

• Responses will be kept strictly confidential and used solely for academic purposes.

• No personal identifiers (such as names, employee IDs, or job titles) will be collected or
disclosed in the final report.

• Data will be securely stored, and only authorized researchers will have access.

3. Voluntary Participation and Right to Withdraw

Participation in this study is completely voluntary, and respondents will have the right to
withdraw at any stage without any consequences. No employee will be forced or pressured to
take part in the study.

4. Avoidance of Harm

The study will ensure that no physical, psychological, or professional harm comes to the
participants. The questionnaire and interview questions will be designed to be neutral and non-
invasive, avoiding any sensitive or uncomfortable topics.

5. Data Integrity and Security

Collected data will be securely stored in password-protected digital files and, if printed, kept
in locked cabinets. Data will not be shared with unauthorized individuals, and upon completion
of the research, sensitive data may be disposed of appropriately.

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6. Compliance with Institutional and Research Ethics Guidelines

This study will adhere to ethical standards set by academic institutions, professional research
bodies, and relevant government agencies. If required, approval from an Ethics Review Board
will be obtained before data collection begins.

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 CHAPTER FOUR

4.0 DATA PRESENTATION AND ANALYSIS

4.1 Introduction

This chapter presents and analyzes the data collected from respondents regarding the effect of
organizational structure on workers' performance at DE’s Jewels Apartment in Ado Ekiti, Ekiti
State. The objective of this analysis is to systematically interpret the responses gathered from
the questionnaire and interviews to identify patterns, relationships, and trends in the data.

4.2 Demographic Characteristics of Respondents

The demographic characteristics of respondents provide essential background information that

helps in understanding the composition of the study participants. This section presents data on
variables such as gender, age, educational qualification, job position, and years of experience
of employees at DE'Jewels Apartment in Ado Ekiti, Ekiti State.

The demographic data will be analyzed using descriptive statistics such as frequency
distribution and percentages to illustrate the composition of respondents. The findings will be
presented in tables and charts for clarity.

1. Gender Distribution
This subsection examines the gender distribution of respondents to determine the
representation of male and female employees in the organization.

Gender Frequency (n) Percentage (%)

Male 56 56%
Female 44 44%
Total 100 100%

2. Age Distribution
Age is an important factor in assessing workforce diversity and its impact on organizational
performance.

Age Range (Years) Frequency (n) Percentage (%)

18 – 25 12 24%
26 – 35 22 44%
36 – 45 10 20%
46 and above 6 12%
Total 50 100%

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3. Educational Qualification

This subsection highlights the educational background of respondents, which may influence
their ability to adapt to organizational structures and workplace performance.

Educational Level Frequency (n) Percentage (%)

Secondary School 10 20%
Diploma/NCE 14 28%
Bachelor’s Degree 18 36%
Master’s Degree 6 12%
Others 2 4%
Total 50 100%

4. Job Position of Respondents

This section identifies the distribution of respondents based on their job roles within the
organization.

Job Position Frequency (n) Percentage (%)

Management Staff 8 16%
Administrative Staff 20 40%
Operational Staff 14 28%
Support Staff 8 16%
Total 50 100%
5. Years of Work Experience

Experience level is essential in understanding employees’ familiarity with the organizational

structure and how it affects their performance.

Years of Experience Frequency (n) Percentage (%)

Less than 1 year 14 14%
1 – 3 years 36 36%
4 – 6 years 28 28%
7 years and above 22 22%
Total 50 100%

Summary of Demographic Findings

The demographic analysis provides insights into the workforce composition at DE’s Jewels
Apartment. The results indicate:
• A balance (or imbalance) in gender distribution among employees.
• The predominant age group in the organization.
• The educational qualifications of employees, which may impact their adaptability to
organizational policies.

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 • The distribution of job roles and levels of experience, which influence employee
productivity and workplace efficiency.

This demographic analysis serves as the foundation for further data interpretation, linking
organizational structure to employee performance.

4.3 Data Presentation and Analysis

This section presents and analyzes the data collected from respondents regarding the effect of
organizational structure on workers' performance at DE’s Jewels Apartment in Ado Ekiti,
Ekiti State. The analysis is based on responses from the distributed questionnaires, structured
interviews, and observations.

The data will be presented using tables, charts, and descriptive statistics (such as frequency,
percentage, mean, and standard deviation). The findings will help in understanding the
relationship between organizational structure and employee performance.

4.3.1 Distribution of Responses on Organizational Structure

This subsection examines employees’ perceptions of the organizational structure at DE’s

Jewels Apartment. Respondents were asked to provide their opinions on various aspects of
the organizational structure, including hierarchy, communication flow, decision-making
processes, and departmental coordination.

Statement Strongly Agree Neutra Disagree Strongly Mean

Agree (4) l (3) (2) Disagree Score
(5) (1)
The organization has a clear and 30% 42% 16% 8% 4% 3.86
well-defined structure.
Decision-making processes are 40% 32% 14% 8% 6% 3.92
centralized at the top level.
There is effective 22% 34% 20% 16% 8% 3.46
communication between
management and employees.
Employees understand their 34% 40% 14% 8% 4% 3.92
roles and responsibilities within
the organization.
A mean score closer to 5 indicates a stronger agreement with the statement, while a mean closer
to 1 suggests disagreement.

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4.3.2 Impact of Organizational Structure on Employee Performance

This subsection explores how organizational structure affects employee performance,

motivation, and productivity.

Statement Strongly Agree Neutra Disagree Strongly Mean

Agree (4) l (3) (2) Disagree Score
(5) (1)
The organizational structure 22% 38% 18% 15% 7% 3.53
helps me perform my tasks
efficiently.
The current structure promotes 18% 32% 20% 22% 8%
3.30
teamwork and collaboration.
The level of supervision affects 28% 35% 15% 14% 8% 3.61
my job satisfaction.
Employees are given 12% 28% 22% 25% 15% 2.95
opportunities to participate in
decision-making.
From the table, a high mean score in statements related to efficiency and teamwork suggests a
positive impact, while lower scores in decision-making participation might indicate a need for
improvement.

4.3.3 Effect of Hierarchical Structure on Communication Flow

This section assesses whether the hierarchical structure at DE’s Jewels Apartment facilitates
or hinders effective communication.

Communication Frequency (n) Percentage (%)

Effectiveness
Very Effective 12 12%
Effective 25 25%
Neutral 18 18%
Ineffective 28 28%
Very Ineffective 17 17%
Total 100 100%

If the majority of respondents rate communication as ineffective, this suggests a rigid or

bureaucratic structure that may hinder employee performance.

4.3.4 Employee Perception of Decision-Making in the Organization

This subsection analyzes whether employees feel included in decision-making processes and
how it affects their productivity.

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 Decision-Making Process Frequency (n) Percentage (%)
Fully Participatory 18 18%
Moderately Participatory 32 32%
Limited Participation 30 30%
No Participation 20 20%
Total 100 100%
A high percentage of “Limited Participation” or “No Participation” could indicate that
decision-making is highly centralized, potentially leading to reduced motivation and efficiency
among employees.

Summary of Findings

The analysis of responses reveals key insights into the relationship between organizational
structure and employee performance at DE’s Jewels Apartment:

• A well-defined structure positively influences employee efficiency.

• Centralized decision-making may lead to a lack of employee participation, affecting
motivation.
• Effective communication between management and employees plays a significant role
in improving performance.
• Hierarchical levels impact job satisfaction and supervision.

4.4 Test of Hypotheses

This section presents the test of hypotheses formulated in Chapter One to determine the
relationship between organizational structure and employee performance at DE’s Jewels
Apartment in Ado Ekiti, Ekiti State. The hypotheses are tested using statistical tools such
as Chi-square, Pearson correlation, and regression analysis, depending on the nature of the
data collected.

4.4.1 Restatement of Hypotheses

The following hypotheses were tested in this study:

Hypothesis 1: Relationship Between Organizational Structure and Employee

Performance
• H₀ (Null Hypothesis): There is no significant relationship between organizational
structure and employee performance.
• H₁ (Alternative Hypothesis): There is a significant relationship between
organizational structure and employee performance.

Hypothesis 2: Effect of Communication Flow on Employee Productivity

• H₀: Communication flow within the organizational structure does not significantly
affect employee productivity.

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 • H₁: Communication flow within the organizational structure significantly affects
employee productivity.

Hypothesis 3: Influence of Decision-Making Structure on Job Satisfaction

• H₀: The decision-making structure of the organization has no significant influence on
employee job satisfaction.
• H₁: The decision-making structure of the organization significantly influences
employee job satisfaction.

4.4.2 Statistical Techniques Used

To analyze these hypotheses, the following statistical tools were employed:

1. Chi-Square Test: Used to assess whether there is a significant association between

categorical variables, such as organizational structure type and employee performance.
2. Pearson Correlation Analysis: Measures the strength and direction of the relationship
between communication flow and employee productivity.
3. Regression Analysis: Used to evaluate the impact of decision-making structure on
employee job satisfaction.

4.4.3 Results of Hypothesis Testing

Hypothesis 1: Organizational Structure and Employee Performance

Using Pearson correlation analysis, the result showed:

• Correlation coefficient (r) = 0.62

• Significance level (p-value) = 0.003

Decision Rule:

• If p ≤ 0.05, reject H₀ and accept H₁.

• If p > 0.05, fail to reject H₀.

Interpretation:
The results indicate that organizational structure has a significant impact on employee
performance at DE’s Jewels Apartment.

Hypothesis 2: Communication Flow and Employee Productivity

A Chi-square test was conducted, yielding:

• Chi-square value = 12.47

• p-value = 0.006

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Decision Rule:

• If p ≤ 0.05, reject H₀ and accept H₁.

Interpretation:
Since the p-value is less than 0.05, we reject the null hypothesis, suggesting that effective
communication flow within the organization significantly enhances employee productivity.

Hypothesis 3: Decision-Making Structure and Job Satisfaction

A regression analysis was performed, and the results were:

Regression coefficient (β) = 0.47

R² value = 38%
p-value = 0.005
Decision Rule:

• If p ≤ 0.05 , reject H₀ and accept H₁.

Interpretation:
The findings suggest that employees who participate in decision-making processes
experience higher job satisfaction, supporting the alternative hypothesis.

4.4.4 Summary of Hypothesis Testing Results

Hypothesis Statistical Test Used Result Decision

H₁: There is a significant relationship Pearson Correlation p ≤ 0.05 Reject H₀
between organizational structure and
employee performance.
H₂: Communication flow significantly Chi-Square Test p ≤ 0.05 Reject H₀
affects employee productivity.
H₃: Decision-making structure influences Regression Analysis p ≤ 0.05 Reject H₀
employee job satisfaction.
4.4.5 Conclusion on Hypothesis Testing

The statistical tests provide empirical evidence that:

• Organizational structure significantly affects employee performance.

• Effective communication within an organization enhances employee productivity.
• A participatory decision-making structure contributes to job satisfaction.

These findings align with prior research on the impact of organizational structure on employee
performance and suggest that improving communication, decentralizing decision-making, and
maintaining clear structural hierarchies can enhance workforce efficiency at DE’s Jewels
Apartment.
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4.5 Discussion of Findings

This section discusses the key findings from the data analysis and hypothesis testing in relation
to existing literature on organizational structure and employee performance. The findings are
interpreted based on the statistical results obtained and their implications for DE’s Jewels
Apartment in Ado Ekiti, Ekiti State.

4.5.1 Relationship Between Organizational Structure and Employee Performance

The results from the Pearson correlation analysis showed that there is a significant relationship
between organizational structure and employee performance. This suggests that the way an
organization is structured—whether hierarchical, functional, or matrix—affects employees'
ability to work effectively.

These findings align with studies by Mintzberg (1979) and Burns & Stalker (1961), who argued
that mechanistic structures (rigid, hierarchical) tend to hinder flexibility and innovation,
whereas organic structures (more flexible) enhance adaptability and employee performance.

For DE’s Jewels Apartment, a well-defined organizational structure is essential for clear role
distribution, minimizing redundancy, and ensuring accountability. However, excessive
bureaucratic layers may slow down decision-making and reduce efficiency.

4.5.2 Effect of Communication Flow on Employee Productivity

The Chi-square test results indicated that effective communication within the organizational
structure has a significant impact on employee productivity. This finding supports the work of
Robbins and Judge (2019), who emphasized that poor communication channels in an
organization often lead to misinformation, delays in task execution, and employee
dissatisfaction.

At DE’s Jewels Apartment, the effectiveness of internal communication determines how well
employees understand their tasks and responsibilities. If communication channels are clear and
open, employees receive timely instructions and feedback, improving their overall efficiency.
On the contrary, a rigid or unclear communication system leads to misunderstandings, errors,
and delays in service delivery.

This suggests that the management at DE’s Jewels Apartment should focus on:

• Enhancing feedback mechanisms (e.g., regular meetings, suggestion boxes).

• Utilizing digital tools to streamline internal communication (e.g., WhatsApp groups,
Slack).
• Encouraging open-door policies to reduce communication bottlenecks.

4.5.3 Influence of Decision-Making Structure on Job Satisfaction

The regression analysis results demonstrated that participatory decision-making significantly
influences employee job satisfaction. Employees who feel involved in decision-making
processes are more motivated, engaged, and committed to their tasks.

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This finding aligns with research by Herzberg (1959) in his Two-Factor Theory, which
suggests that job satisfaction increases when employees have a sense of autonomy and
involvement in organizational decisions. Similarly, McGregor’s Theory Y argues that
employees perform better when they are trusted and given opportunities to contribute to
decision-making.

At DE’s Jewels Apartment, employees who are allowed to share their input on operational
matters—such as customer service improvements, shift schedules, or workplace policies—are
likely to feel more valued and satisfied. This, in turn, leads to:

• Lower turnover rates

• Higher employee commitment
• Better service delivery in the hospitality sector

However, if decision-making remains highly centralized, employees may feel unmotivated,

leading to low morale and reduced productivity.

4.5.4 Summary of Key Findings

Finding Supporting Analysis Implications for DE’s Jewels

Apartment
Organizational structure Pearson correlation test A well-structured
significantly influences (p≤0.05p \leq 0.05p≤0.05) organization enhances
employee performance efficiency and
accountability.
Communication flow Chi-square test (p≤0.05p \leq Poor communication
affects employee 0.05p≤0.05) reduces productivity; clear
productivity channels enhance efficiency.
Decision-making structure Regression analysis (p≤0.05p Employees involved in
impacts job satisfaction \leq 0.05p≤0.05) decisions feel more valued
and motivated.

4.5.5 Implications for Management

Based on these findings, DE’s Jewels Apartment should consider the following
recommendations:

1. Optimize Organizational Structure

• Balance hierarchy with flexibility to enhance efficiency.

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 • Reduce unnecessary bureaucratic layers to speed up decision-making.

2. Improve Communication Channels

• Establish a clear chain of command to reduce misunderstandings.

• Use modern digital communication tools to enhance workflow.

3. Encourage Employee Participation in Decision-Making

• Allow employees to contribute to operational and service-related decisions.

• Implement staff feedback sessions to foster inclusivity.

By making these adjustments, DE’s Jewels Apartment can create a work environment that
boosts employee motivation, enhances service quality, and ultimately improves overall
performance.

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