IMPACT OF PROBLEM SOLVING TECHNIQUE ON PERFORMANCE OF TRANSCORP HILTON HOTEL ABUJA, NIGERIA

ABSTRACT
Problem solving technique is a veritable tool for today’s management to utilize for optimal result. This research work used the Impact of Problem Solving Technique on Performance of Transcorp Hilton Hotel Abuja, Nigeria as it investigates on skills in problem solving on customer satisfaction, evaluate whether there is a significant relationship between decision making styles on employee satisfaction, ascertain the usefulness of brainstorming guide on net profit margin and To assess employees assertiveness and self confidence in achieving profit via problem solving technique. The population size of the organization under study was 320 after the use of a statistical tool called Taro Yamane was used to determine the sample size and questionnaire prepared and administered. The first hypotheses indicates that Skill and Customer satisfaction were positively and significantly related (x2=17.96**> x2 Tab=9.487). This means if the Skill is effective, it will have a great impact on Customer Satisfaction. Hence, we reject the null hypothesis and accepted the alternate which state that “Skill have significance on customer satisfaction in Transcorp Hilton Hotel Abuja, Nigeria” the second hypotheses indicate that Decision Making styles and Employee satisfaction were positively and significantly related (x2=15.78**> x2 Tab=9.487), This means if decision making is effective, it will have a great impact on Employee satisfaction. Hence, we reject the null hypothesis and accepted the alternate which state that “There is a significant relationship between decision making style of problem solving and employees satisfaction at Transcorp Hilton Hotel Abuja, Nigeria”, the third hypotheses indicate that there is a correlation between Brainstorming Guide aids return on Investment as they were related (r=0.551**, p<0 .000="" a="" abuja="" accepted="" adequately="" adopted="" aid="" aids="" alternate="" analysis="" and="" any="" application="" as="" assertiveness="" be="" because="" between="" brainstorming="" build="" can="" care="" confidence="" contribute="" correlation="" customer="" decision="" depends="" disallowed="" does="" efforts.="" elf="" employees="" enhanced="" failure.="" finally="" findings="" firm="" firms="" following="" forth="" furthermore="" guide="" haphazard="" hence="" hilton="" hospitality="" hotel="" human="" hypotheses="" hypothesis="" imbibe="" impact="" improper="" in="" investment.="" investment="" involved.="" is="" largely="" last="" lead="" little="" making.="" making="" management="" may="" method="" mistake="" motivated="" must="" nigeria.="" nigeria="" null="" of="" on="" or="" organization="" organizational="" other="" p="" performance.="" personnel="" positively="" precaution="" problem="" profitability.="" profitability="" proper="" put="" quantitative="" r="0.614**," rainstorming="" recommendation="" reject="" related="" relationship="" remunerated="" research="" resource="" return="" s="" satisfaction="" self="" should="" show="" shows="" significant="" skills="" solving="" span="" spirit="" ssertiveness="" state="" styles="" success="" technique="" techniques="" that="" the="" their="" there="" these="" they="" this="" tie="" to="" totally="" transcorp="" use="" utilization="" was="" we="" were="" which="" workers="" workforce.="">

TABLE OF CONTENTS

Title Page
Abstract
Table of Content
List of Table
Test of Hypotheses Table

CHAPTER ONE: INTRODUCTION
1.1       Background of the Study
1.2       Statement of the Problem
1.3       Objectives of the Study
1.4       Research Questions
1.5       Research Hypotheses
1.6       Significance of the Study
1.7       Limitations of the Study
1.8       Scope and Delimitation of Study
1.9       Conceptual Definition of Terms
            References

CHAPTER TWO: REVIEW OF RELEVANT LITERATURE
2.1       Conceptual Framework
2.1.1    Historical Framework on Performance
2.1.2    Concept of Performance Management
2.1.3    Concept of Organization
2.1.4    What is Performance Management
2.1.5  Performance Evaluation and Motivation
2.2       Performance Problem Solving
2.2.1    Problem Solving
2.2.2    The Problem at Transcorp Hitlton Hotel Abuja, Nigeria
2.3       Theoretical Framework
2.3.1    Gestalt Theory
2.3.2    Performance Theory: Understanding Theories
2.3.2.1 Goal Theory
2.3.2.2 Control Theory
2.3.2.3 Social Cognitive Theory
2.3.2.4 Reward Management
2.4       problem solving technique
2.4.1    Strategic Reward Characteristics and Critical Evaluation
2.4.2    Recurring Problems at Transcorp Hilton Hotel
2.5       Empirical Review
2.6       Summary of the Literature Review
2.7       Critique of the Literature Reviewed
            References

CHAPTER THREE: RESEARCH METHODOLOGY
3.1       Research Design
3.2       Sources of Data
3.2.1    Primary Data
3.2.2    Secondary Data
3.3       Area of study
3.4       Population of the Study
3.5       Sampling Techniques
3.6       Sample Size
3.7       Allocation of Sample Size
3.8       Research Instrument for Data Collection
3.8.1    Questionaire
3.8.2    Oral Interview
3.8.3    Observation
3.9       Questionaire Administration and Collection
3.10     Methods of Analyzing the Data
3.11     Decision Rule
3.12     Validity of Research instrument
3.13   Reliability of Research Instrument
            References

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1       Data Presentation
4.2       Testing of Hypothesis
4.3       Discussions of Findings

CHAPTER FIVE: SUMMARY, CONCLUSION, RECOMMENDATIONS AND SUGGESTIONS FOR FURTHER STUDIES
5.1       Summary of Findings
5.2       Conclusion
5.3       Recommendations
5.4       Suggestion for further studies
            Bibliography
            Appendixes
            Questionnaires

CHAPTER ONE

INTRODUCTION

1.1    Background of the Study

Problem solving is a constant feature of life, in individual(s), team(s)/group(s) and organization(s) etc. According to Armstrong (2012:495), who opine problem solving as the process of analysis and understanding a problem, diagnosing its causes and deciding on solution that solves the problem and prevents it being repeated. We will often have to react to problems as they arise in our homes and work places, but as far as possible a proactive approach is desirable, involving anticipating potential problem(s) and dealing with them in advance by taking preventive actions using the normal approach to problem solving steps, which requires logical creative thinking; such a logical approach is desirable but is not always easy because the situations where problems have to be solved are often messier with conflicting evidence(s), lack of data, political and emotional issues affecting those involved. In the event where it is possible to apply neat logical sequential methods, the principles of getting and analyzing what information is available, considering alternative solutions and making the best choice based on the evidence, and analysis of the context and an assessment of the possible consequences, remain the same. However, the purpose and reasons for problem solving technique is to ensure that if properly analyzed, such a mistake does not repeat again. Drucker (1995) cited in Armstrong (2012), points out that when trying to understand, the root causes of a problem you may have to start with an opinion based on events and facts. He assert that opinions are perfectly good starting point as long as they are brought out into the open at once and tested against reality and subjected to hypothesis test analytically. Collaborating Follett’s (1924), law of the situation cited in Armstrong (2012) states that fact and event should rule in the end. According to Armstrong (2012:494), to improve problem solving technique skills is necessary to improve your analytical abilities, be creative, be simplistic and focus on implementation. He postulated twelve (12) steps of problem solving technique to include

1.                 Define the situation

2.                 Specify objectives

3.                 Develop hypotheses

4.                 Get the facts

5.                 Analyze the facts

6.                 Identify possible course of action

7.                 Evaluate alternatives courses of action

8.                 Weigh and decide

9.                 Decide on the objective.

10.            Adopt a “means-end” approach where appropriate.
11.            Plan implementation and

12.            Implement


The bottom line is that there is no problem but only opportunity in other words one should apply positive thinking to problem solving to change such issues to opportunities. Armstrong (2012:328), assert that the aim of performance, but which performance? Its scope is sometimes perceived as only extending to individuals and their managers. This is often described as a “performance management system” however while it may be assumed that using performance management process to improve individual performance will inevitably improve team and organizational performance this cannot be left to chance. Performance management should be applied to examine the organizations. Shield (2007:21) observed that: individuals result flow into group results, which in turn contribute to organization-wide results, but he also pointed out that collective behavior both arises from and shapes individual behavior. In this study, they are clearly interconnected, organizational performance practices will be considered in line with the topic of the study, which sees the organization as an entity. As Gheorghe and Huck (2007:19) cited in Armstrong (2012:328), noted, “Actively manager performance is simply running entire business as one entity. It’s a continuous cycle of planning, executing, measuring results and planning the next actions. In the context of a larger strategic initiative, that means of continuous improvements. The aim of managing organizational performance is to increase organizational....

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Item Type: Postgraduate Material  |  Attribute: 93 pages  |  Chapters: 1-5
Format: MS Word  |  Price: N3,000  |  Delivery: Within 30Mins.
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