University of Nigeria Research Publications

ULUOCHA, Rogers. A.

A

utho

r

PG/MBA/95/18824

Title

A Critical Evaluation of the Activities of Multi-National Corporations In Developing Countries

(A Case Study of Lever Brothers Plc. Aba).

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e

November, 1997

Sign

atur

e

. . A C R I T I C A L EVALUATION O F THE A C T I V I T I E S OF EIULTI - N A T I O T U L CO'I?I~ORA'l'IGNS I N D E V E M P I N G C O U N T R m S ( A CASE

STUDY QF LEVER BRDTI-~ERS PLC. A R A ) .

DEPARTNEhT O F NANACEICf3hT

FACULTY O F B U S I N 3 S S ADPIINISTTUTION

U N I V E R S I T Y O F NIGERLEA

EhmGU CAMPUS.

~inaly, 1 thamk a13 m y course mates, yictor, Chris

o m d i w e , j o n a h , ~ke leme , oleka and others whose friendly

contributions made the MDA programme very enjoyable.

ULUOCIIA , ROGERS A.

TITIS RESEARCII WORK REPOKE3D BY MR ULUOCHA, ROGERS. A. HAS

BEEN CEJTTIFIED IN PAmIAL FULFILNENT OF !lFIE lEQUIREMENT

FOR TI33 AWARD O F MBA DEGREE I N PlANAGE!ENT OF THE UNIVERSITY

OF N I G E R I A , ENUGU CAMPUS.

CH L' F J. A. EZE

(I- AD OF DEPARTMENT)

DEPT OF IlANAGEIENT

FACULTY OF BUS. ADMIN

Uh'EC.

DR. '2 \

DEPT, OF MANAGEMENT

FACULTY OF BUS. ADMUN

umc.

"-54.~3 DATE ...................

1 give ~ l o s y t o ~ o d ~ lmighfy f o r all is pro tec t ion

p a r t i c u l a r l y from road misl~ay during the time of wr i t ing

o f th is ~ r o jcc t .

I declare m y s ince ro gratitude t o Dr . Em K. ~ k e a g w u

who d i d not only supervise this work but went f u r t h e r t o

drill m e i n research methodology. He d i l i g e n t l y guided

the write-up making correct ions where necessary. ~e was

more than a supervisor t o m e , I w i l l ever remain gra t e fu l

f o r h i s cheerful, cord ia l a d f a the r ly disposition t o w a r d s

me throughout the period of t h i s study,

MY tl~anlis equally will go t o m y supervisorrs son okey

~keagwu, \\rho w a s a lso s o caring during t l i i s period.

1 am greatly indebted t o m y parentfs chief & ~ o l o

Solomon uluocha f o r t h e i r Love, patience and protect ions

given t o m e .

I want t o thank tha following persons and groups,

for their contributions. obinna ~ l u o c h a , Iheanyi ~ d u d i r n ,

r I rs ~ g o z i wachi and her husbard, Mr ~ g o z i D i k e , M r .

waosu and family a t owerri, Lever Brothers pLC, Aha, PZ

PLC, ~ b a , ~ e t h o d i s t @urch Evanglican ~ovement , st Charles

plethodist Church and the Group 5 prayer ~ p e t i n g , umungasi,

Aha.

TITLE ............................................. i

..................................... CEI1TIFI:CA'I'l-UN ii

........................................ D Z D I C A T I O R iii

.................................. ACKNOIfLJ3DG7JIli:NT5 iv

GTT A P'PF& 0 NIL: 1 NTllQDUCT I O N 1 - 111

............................ - BACI<C;I1CIIJND OF SI"I'DY

........................... + STATEE.IEF4T OF PROBmI

- OBJCCTIlrC OF STUDY e . o a . . o . o o . . . . . a . . . . . . . . . . . . .

- H~POTKIX~IS ..................................... - S I G ? J I F ' Z C J I N C ~ O F STUDY a. 0 . em.. 0 . . a * . - 0 w o r n e m . e r n e

.................... - S C O P E Z-. L I I U T A T I O N OF STIJDY

CIIAPTEN TWO: REVJXV O F TIIE LITERATW33 15 - 32 - INCENTIVES I N ORGANIZATIONS

- FOIUIS O P ORGANIZATIONAL I N C E h T I V E S

- FRINGE !IENEFITS IN ORGANIZATIONS

- FOFUIS OP ORGANTZATIONAL F R I N G E I3EhZlpITS

- I N C E N T l V d S AND F R I N G E BENUFITS AS F I ~ I V A T I O N A L FACTORS

- ' I ' r ~ O R ~ : ~ OF P.IOTIVATION

CIIAPTEU TI U-UE : IUSSEARCII PIETI IODOLO GY - - SOURCES OF DATA

- POPULATION SAFIPLE

- P.ETITOD !IF IblVESTIGATION

- ANXLYT1f:AL TECHNIQIJE

DEDICATION

TO GOD AUIICXTYt ALSOr TO MY PARENTS,

CHIEF t3 LOLO S. E. ULUOCNA.

(NNANYERE UGO I OF MCTdOACIIARA AUT. )

J&lCICCatOUATJJ O F '1'11% STUDY.

capit-a1is.l; o co~lo~rry, The pe r ip l l c r i a l na t ions a r e those

mt - ions ol: Afr ica , Asia and Lat i l l Ancrica wlio, because o f

t h e i r cololllicll calm c t i o 11s w:itll tlic imper ia l couritrie s were

drawn i11l;o .Lhc world c a p i t a l . i s t oconomy i n rdlicll thoy play

a secollcl i'.idcllc part;, The structure o f the world c a p i t a l i s t

sys to~n I n s sontcnced thcm t o a s t a t e of p e r p e t u a l dependence

on tho mot.~*opolitarl coun t r i e s concequor~tly the benefits of

i n t e r - n a t i o n a l economics r e l a t i o n s lml;weon the t w o s e t s of

coun t r i e s are dis t r ibutsc l asymrnetically i n Favour o f the

metropoli.1;:~n coun t r i e s . This cont inuod a s y m l n e tkp i r i

d i s t r ibut i .ono of b e n e f i t fo rms a b a s i c a l l y e x p l o i t a t i v e

relat-ions11.ip 1.m tween the d oniillctnt awl depoi-idont s t a t e s

alld t h i s cxp la ins t h e ex i s t ence of the widellling gap

betweon r i c h axxl poor cour~t15cs.

I

nased on tho .-l;lreory t h e r e f o m , 1%- a h a l l see that- I

m u l ' t - i m t i o n a l co rpora t io r t s originated ; f r o m the centre and 1 I

maintained t-heir he aclcluartcrs t h e m , Appnre n t l y , thcy thon ,

spread Lhoir t e n Lacles into khc less dovoloped c o u n t r i e s , I

1

terms of c? eve loprtlo r l t . Tho relationship i s that centre

dri.cI;ai;es tlic hrms o f tlicil. co-cxis1;cnco F conomically , socially 2nd pol llii c u l l y . Tllc Iicaclquax~l-crs of the cor-

p o r n t i o n d o c i d o thc types o f inclustry t o clovelop, tihorc arrcl

how t o apply tllc tcclzl101ois;icnl know-how. , 1 I *

Under , , . t h i s se t up there is an exploitative but v e r t i c a l

such rela i;_i-ori es:.i-zits boyoncl to IIICIIICIO the per iphery of I

tho peripllerial s t a t c s . Ins tend the centre of' t he periphery

has some exploi-Lntive l i n k w i t 1 1 W e i r own w i d e r periphory J i

of tho periphc?r)r- s ta tes wlxich do not have any links, they I o n l y serve the i n sa t i ab l e quts o f t h e i ~ ' centres.

I 1

� his thcol-2,) of cen . t r c periphery came i n t o manifestat j-on i n

form o f n1~.7.1-i-n.~-l;ional ~o~rporatiorls around 1899 in this

par t of t h ~ world (Nigeria). ~ h o e v o l u t i o n of' nmlti-

national corporation i n ~ i ~ r i a is tho history o f in rpe r i a l i s t

oxpansion k o s o c k n e w areas o f exp lo i t a t i on and subsequently

t o clorninat-r- and snbjugatc such arcas , i t s economies and

p" op l c ,

~ h r ? s : im~les t form of s t ruc ture o f a multi-natj.ona1

corpora i ; i o ~ l is the branch o r ~ a z s - z n t i o n , rqhic1.1 i s a n i n t e g r a l

p r t -,of 1;11(-\ p n r o n t company - n division o r department on the

o t h e r I ~ a r r d , -I;hc? company may set; 1.113 n s u b s i d i a r y , n new

corporate on-Lj.t-y o rgan i sed under l:he mws o f the foreign

country nncl t a l a i t s profit i n thc form o f cl ividencls.

111 vi{-y?ria, before tllc cnac't-mclxk of the ~ i ~ ; c s i . a I l

en te rpr i ses prorno-bion ~ c t o f 1972, mult i -mt ional firms

were beine run as x branch or d ~ p n ~ t ~ n c n t - B n t t o d n y khey

IT0 away with their d i v i d e n d s .

he r idon o f Lever roth hers ~ Z C , was fj-rst hatc'tred in

1885 by 1~ill:'~arn ~~es l ce th ~ e v o r and tliis company was i n cor-

poratctl $11 i t ~ i p ~ i 3 as a p r j ~ n t ~ comjxiny o n lot11 l \ p r i l , 1323

and t o d a y -l-l~c firms forty-seven (47) p e r c c n t equ3-ty c a p i t a l

is ormcd b:r l .fipri,an c i t i z ens and the rcrna in ing f i f t y - t h r e e

(53) p c ~ c c r ~ k 15 for the uni- over overseas ho ld ings l i m i t e d

rjho arc t h r parent body c ? f t h e f i r m . t hc moment tho

conrpany I m s f o u r fac tn r5es namely: - 3 .

(a) Aba ~ a c t o r y

(b) Apapa ~ c h r y

(c) Agbara ~ a c t o r y

( d ) - p o l o ~achory .

~ l l i s research w i l l not cover a l l these factor ies but

rather the in te res t of the researcher wlll focus o n ~ b a

mctory o f the Lever Bro thers PLC.

Generally speaking under development is manifested by

a whole s e t of problems:-

p c l c of cap i t a l

In h.-astructure technology

Icnow-11 ow

~ a r l r e t i n g cons t r a in t s on export po ten t i a l i t i e s

EnlpLoyn1en-k opportunity

H i g h rate of inf la t ionary gap

c~ncomitant balance o f payment problem e t c .

are both cause a d ef fec t of ihesa shortages o r re la t ive gaps.

yet multi-national co-operatiom can indce a posit ive

contrkbution t o each o f these shoytagese

~ u l t i - n a t i o n a l corporations p r o v i d e employment

o p p o r t u n i t i e s t o the host countries and thus help i n

solving the unemployment problem i n the country,. Due t o

the vast inves ttnent embarked upon by the multi-national

firms, they require a lot of labour, both t h e i r expatriates

and local labour, and because they can not fill all the

vacancies wit11 t l l e i r e x p a t r i a t e s labour , they make use of the

Local mbour thereby employing a good number of Nigerians i n

t h e i r large csta1~Sishments and t h i s help a l o t i n s o l v i n g

unemployment problem i n the country which has l e d t o such

s o c i a l v i c e s as armed robbery, d r u g pushing e tc . I n a d d i t i o n

t o t h i s , mult i -nat ional firmls take rislcy ventures like the

e x p l o i t a t i o n o f untapped resources am1 the e x p l o i t a t i o n of

new areas s o long as they have a p r o f i t motive. 'phis l o a d s t o

establishment of n e w i n d u s t r i e s ~ h ~ c h tends t o increase

employment . .opportuni t ies w i t h i n the economy.

~ l s o the operat ions o f mul t i -na t ional corpora t ions have

r e s u l t e d t o establ ishment o f o the r s u b s i d i a r i e s which equally

absorb manpower from the hos t country f o r i t s operat ions.

~ l l e opera t ion o f mult i -nat ional corpora t ion have caused t h e

emergence o f ~ o c a l con t rac to r s who supply c e r t a i n basic r a w

mate r i a l s t o these firms i n the m i n i . n ~ and manufacturing

s e c t o r s , This creates labour a d employment for the i n d i g e n s ,

C l a s s i c a l macro economic t h e o r i e s especia ly tha t o f

I-~arod Domar growth model, suggested that i f an economy i s t o

grow more rapidly, then there i s need t o m a k e avalblable

capital more prc~cluctive i n increase the propor t ion o f income - saved, gut efforts t o mobiliae domestic savings through

t a x a t i o n and boryowing i n N i g e r i a have not been able t o raise

the curren.t r a t e of c a p i t a l formation v ia investment, rather

these measures lead t o reduct ion i n consumption and f a l l i n

aggregate domanrl leading t o l o w savings a d investment, ~ u l t i -

national corporations i m r e s t m e n . l ; i s a convenient way t o help

reduce the shortage o f domes tic savings,

~ c c o r d i n g to zwelcals (1979) , rnu1f;i-national corpomtions

investmanti8 wiJl help f i l l khe gap betwecn the domestic

savings ra te and the investment rate demand necessary t o

achieve nat ional economic goals. AS a r e s u l t of d i f f i c u l t y

i n mobilizing addi t ional domestic saving, large and r e l a t i v e l y

risky pro j ec t s might not ba possible in M e r i a and therefore

multi-national corporations may be tho only way f o r these

p r i o r i t y inc1usf;ries t o bo es tab l i shed i n the s h o r t run, ~ l s o ,

multi-national corporations provide majority of ~ i g e r i a t s

steel, machines, heavy e l e c t r i c a l a d chemical plan ts ,

m u l t i - n a t i o z k a l fj r n l s are able to make these things possible

because they comnmncl enormous fi.nancia1 resources f o r

i m e s tment both i n t e r n a l l y and by tapping various external

c a p i t a l markets and f i m n c i d i n s t i ~ u ~ i o n s . ~ f f o r t - s by

N i g e r i a n govcrrrrnant; t o effect these d oveloprnent by themselves

has abortive, further the multi-national corporations

ha110 privi lagcd access a d can obta in funds on b e t t e r terms

than o t h e r firms, f hey have bus%r~ess l inlts with multi-

mtioniil banks w h i c h enable khem t o r a i s e credit o n favourable

terms.

1x1 addi t ion t o the c a p i t a l provision benefit, m u l t i -

na t ional corporations contribute l a r ~ l y t o government revenue

through huge ~ ; I I . ~ U I I ~ o f tax. ~ h c y pay ~ri. '~eria a rd o ther host

countries tax. ~11e niultf - n a k i anal c ~ r p o ~ a t i o n s make p r o f it

and roya1t:ie s n I 111 bhc so t nxcs :Torw a -ve I-y i r n p o ~ k a i l t s ource

of ~ovcriunoni i rcvonuc, 111 .thj.s r c g a r c l , the n a t i o n a l rovcllue

o f ~ ig3r j -a bane j7i.-t;s from coliipany tax, export- and import

duties, cxciso and pcrsoxlal inconie tax pa id by those cor-

par:-lt-ions f o r ills l;anco UAC of N i p r i a j,td p a i d 82 million

-Lo t h o x i ~ % r i a n ~ o v e r n m e n t as tax i n 1975. AS a r e s u l t of

increase rin the p r o f i t o f the coq~oration 111 1976, tho

conlpany paid a , l ;otal . o f Xb.2 m i l l i o n as tax , moroso, s t a t o

Gov~r ixnep&s rdln-i?c the mult i -nat ional ftms operate are

r i c h e r k h a n at11r:rs because of Lhc hu@ revenue from the

inu1.l-i-nnti o i m l C i r m s . The mul t i - l~n t iona l corgoraki0lL5 e n ~ : t p j.11 dcve lopmeiz t

opportuni-by, dcvc? lopmo n t 3.11 t - I l i s r e p r d d e p i c t s a progressLvc

movcmcnt : r r o m n lower IcveJ. of tllc cnjoynicnt o E s o c i a l

a rncr~i t ies t o n I1:idlor l c v c l , ~f tlicrr? i s a growth i n th.?

j.ndustrial sectr r r , the scrviccs of tlic otlicr sectors sucli

as :Hnancial irr:; t i tu t - ions , c o i ~ s t r u c t i o n ctc arc a t t r a c t e d .

his w i l l lcnd Lo the clcvc;opn~cni; o:f noglectcd areas -and on

i;l)is noto I ~ l r l u s i ; r i a l or manufac~l-ul~i~~.g SR c t o r is the rnos t

o~~tstai~di~l~; cnn-(:rj.butor -Lo clcvclopmen~. Ex t - sac t ive mult i -

z ~ n t i o l ~ l f i r m s c i t e d t h e i r i~ulustrios i n the rural a r e a s

wliero t h e i r raw materials exist allcl Iiavc t h e i r major

cus-l;omcrs i n th.c urban areas. I n o t h c r to make coinrnunication

between r u r a l and urban areas casier kliey b u i l d o r i n f l u e n c e

7 .

tho b u i J . d i n , ~ of n e w roads o r repair 01-cl ones o r construct,

b r i c l p s , build2ng of efficient post ofPi.ces and telecommuni-

c a t i o n , some o r the corpora1;ions providc good accomodation

and bdtilcl 11osp.i Lnla f o r -l;borir cmplopoo s aml these s e r v i c e s

normally add t o clevelopmcnt,

N;igerj_a nrd o the r t h i r d world count r ies s u f f e r from

-I;echnologicnl l ~ n c l w a r d n e s s . 'phis is refYccted i n high nver-

age cos t o f prwluct ion and low proclucf;ivity of labour a d

c a p i t a l duo t o r lns lc i l l ed labour n12d absolute capital

equipment. ~ h c se problems are overcome by multi-nation21

corporakionr s as they bring along teclrnical know-how,

ski l lecl persomlel, o rgan iza t ion and experience, market

inf'ormation, advanced product ion technology innovat ion :i.n

products e t c , ~ h e s e are one o f the major arguemcnts

presented by pro-multi-national corpora t ion i n support o f

t h e i r a c t i v i t i e s they claim t o t r a n s f e r the non-existant

technologies i n t h e i r h o s t country, 1t i s believed t h a t

a l thou& mge ria headed estnbl ishments which produced

t-hings l i k e foot wear during tho co lon ia l per iod , they l ack

the techno lo^ ard experience necessam f o r output on large

scale. Hence, low and i n f e r i o ~ products i n any made i n

~ i c e r i a n product-s. More so, Nigeria :IS a developing nation

m o d s t o acquire f o r e i g n technology t o develop h e r own,

IIence, she u k i l t z o the a d v a n t q p o f h ~ t e Comer n c c o r c l i n ~

t o mrschenlcron (1977). ~ u i ; t h i s technology becomes very

oxpensive f o r j. rulegineous firms. civen this exper ience

the re fo re i t cal. argued that fo re ign techjhology can be

X

acquired by a1 ; l sac t i . n~ fo re icn enterprises. ~t 5.9 c l e a r

t-hcreCoso t h a t to chnolow and m u l t i - m t i o m l corporat ions

a m inex.l;rical3Yy bourd t o e l h e r both firms o f t o n become

m u l t i - l ~ a t i o u a l t o e x p l o i t their technologica l s u p e r i o r i t y

on an under scale and because the mult i -nat ional corpora t ion

i s a n important agent i n the product ion and diryusion of

t a c l l n o l o ~ . ~ f ; could t he re fo re be armed t h a t the main

advantages o f f ~ r e c l by m u l t i - n a t i o n a l corporations are

supposed not to he f inance but technoloby mameting and

super mamgome~it . I n d r d e r t o prepare r\rorlters f o r new production technology

f ncreaso responsibilities mil incroasecl performance, mul t i -

nat ional corpora t ions embark on intensive manpower t r a i n i n g

dcvelopmenfi and educat ion f o r a n orgardzation Lo attain h o r

goals of p r o f i t rnaxi~niza-tion, she has to pay p a r t i c u l a r

a t t e n t i o n to manpower dovo1oprnen.t. ~ I l e r e can be no profTress

towards inc lus t r j .a l iza t ion w:i-l;houk ihe cilnely a d appropr i a t e

devclopmcnt o f Ll~ose sk i l l s nccossnry t o build and rnanatp

o rgan iza t ion , enterprises and institutions e s s e n t i c a l t o an

economy. ~ h c rnulti-national corporations have contr ibuted

o f indigenous manpower through there various fornlal a d on-

che- job t-mining programmes . such trari ning 5nclude traj ning

w i t h i n the cnrnpany and award of scl-iolarships t o members o f

s taff a t i n s t i t u t i o n s of h i g h ~ r lear11Lng. For ins tance

4-94. ~ i g e r i n n employees o f ~ a t a ~ t d orr:ani.zation benef i ted

f r o m f u l l - t i m e o r part-t ime company courses i n 1979

3.

Company has bc:. n sponsor in,^ 211. c q ~ l o y e c s y e a r l y . t o ovel-seas

COUIII;~-:LC s 1: s,pf . r:%n 1.1.~ I J ~ s I; ~c rrrra ny rdlcrc Llic y leal-1-1 t h o

Latest s 1 r i l . l ~ :~~!1r1 methods in nu tomob i l c k e c i l n o l o ~ ~ ~ . , S o m e

c s - l - n b l i s h spec i.al t r a i n i n g ilist':.Lku.bions. for k l l e i r e m p l n y e s s

k r n i n i n ~ ; . I;'~'I' :i. 11s tnnco U A ~ c : ; ~ a b J . i s J ~ o c l t-lln ~ f ~ r i c n n ~ i ~ r b c r

and p l y w o u d kc t:l11-~i.caJ. t r n r i n i ~ ~ sclioo3. in IY~~I. a d the 1 a i p r

rnotol-s tecI11~ica1 scI?ooJ- al.1 o f which r~linlcd at t r a i n i n g

s mployecs o T 1. a r i o u s d i ~ j . s i 01-1s o f tiir company a1x1 t h e y

i nkroclucc Ti~uiin 11. re s ourcr? rnnria;;c~nt. nt. 1-3. t-h khr: aim of d eve lop-

ing w i t l i i i ~ t11c:i.~ cml>loyccs an aware nc s s o r -the cornrncrcj.al

i m l l ort; ancc , I T b :CPc ctivc III~IIFI.;;~:KV? II?; c ~ f tilt Ilt.m~nn. IX s oilrces

cj l .1~1 r c ~ 0 g 7 < - l ; j . ~ i l L j l a i ; business r r ? s ~ t l t s arc achieved t h r o u g h

people. p ~ S - ~ ~ 3 - i . a - n employees g c l i n k y ~ ~ i l ~ T 1 C l o ~ ~ l y from these

t r n i i l i n ~ ; scl~cr~t,?s which lcad to crficiency am? p r o f f i c i c n c y

o f thc w o r l c c r ~ . 1-1euce the problem o f l a c k o f s l c i l l e d rlan-

poucr r c s o u r c c s i s .l-aclclod. ~ l l .I;llcsc Icad - to incrensc! i n

.the product-iv:i.-1;y of ~ i g c r i a n wbour F o r c e , but o n the other

Ilnild multi-mi;:i-onal corpora ti oils Iiavc! been conclcmmed as the

ins t rumcni ; 02' cxp1oitni;ion.

1-t is t-hc :-cforc, t h e core f o c u s o f t h i s r e s e a r c h -l;o

rcvcal t o a gr.r:at e x t e n t what t i r e roLos o f these mul-ti.-

n a t i o n a l c o r p o r a t i o n s o p c r a t i n , ~ in p~gcrria l o o k s l i k e in the

area o f mo2;ivakion o f workers . nrc t h e y as l ~ e l p f u l as 1;hey

appear t o 3c or are they s o l e l y interest-cd i n maxirnizi~~~;

T11c. purlH~:.x: o:f t . 1 ~ s l;ud,r j.5 i,o c v n l u n t e t l l ~ nci;ivj.ticts

i c ? ICl:.lc ci;rli.cr~l;:r , Good R o a t l ~ , Pip:: '%r-~lr;~ I J a L c r , I r c n l t h Gtrr

Snc:i..l:it.i.cs or 1nul1;:i.-rm L:ionnl co-oycrnl ; ions t o c s t n b l r i s l ~

L J l p i ~ : . L c v n I Q : ' c x r e for t l ~ c f r rsolll.;crs and hod; co~rmlr.xlri.l:y.

I \ l h c pllrjif :in C::Y t11c 5 i Y 7 f l j ~ . li.5 'LO i l l V C ? ~ t i ~ r ' l , t ~ ! kllc P ~ O J ~ ~ C ~ S

pqrf orrnil~~ccl: c. . i-7. Tile q~~ni~-I;:i:f:y of ~nn~?,yci?i.nc! produced per clay

Lever T?rc,t11;?.1-s 1'J.c -Lo c1ci;ornlri.m wlwi ; l ln r nri i n c r c n s c o r

rlccrcnsr? r r f l ; l~r? -i,nconf;i.vcs nricl 1Cr'in~;e b ~ n o fi b nf f%'oc-l;s

rtrorlcorns produv t;ri.v:it;y,

Soavo, out oJ.' s 1;nt io iz a l l o ~ m r ~ c e , rned-ical f n c i l i t - i e s , maternity

cafct:criti., e n ~ ~ ~ l o y o e security, study leave, subsidized meal,

punctual i ty I;(> d u b y , 10yali;y to blia n ~ a l x i ~ n ~ e nt , creativity

q u a n t i t y of n n r g e r i i m producc cl par day , quantity of lux,

close-up, A s Ll -a l C r o m , R:i.m rlc tcrgc nt produced per day.

SIGP,KtFXCANCE OF TIIli: STUDY

T1li.r; st .udy w i l l b6 o f imrnonsc a s s i s t a n c e t o t h e manage-

m e n t of L e v e r Brothers PLC, A b a as it w i l l enable them

d o t e r m i n c w h c t h c r their i n c c n t i v o and fringe benefit

schcmos m e e t ilia needs a~lrl a s p i r a t i o n s of t h e i r w o r k o r s ,

L i k c wj s c , policy makcrs and anybody who hope to

achieve posri. kive result through people w i l l find the

w o r k very u s e f u l Iier~cc it w i l l lead t o a greater

SCCPE PC LIPIITr\!L'ICIW O F TILE STUDY

of tho inccn-t; ives and Sriixc benef i t packages provided t o

w o r k c r s i.n L m w s I3ro t lwrs P I C , &a. It- will ver i fy the

cxtont to rq11icl-r theso satisfies t h o i r needs and re-

commendai;ions o n h o w to ucliiove succcs sf31 rcs u l t s through

cffoct iva ndrn.i.~xLstration o f incentive and f'ringe b o n e f i t

pnclcaps.

alis sl;urly t ~ i . l . 1 bts centercd om. w o r k e r s in Lever

B r o t h e r s I ' l c , Aba.

REVIEW 011' RELATED L I T E R I I ' ~ ~

INCENTIVES IN 0RC:ANIZATIONS.

~ n c e n t i v e s r e f e r t o objects i n the external s i t u a t i o n

whose func t ion i s t o increase o r maintain some a l ready

i n i t i a t e d activrif i o s e i the r i n d u r a t i o n o r i n t e n s i t y (

( s y l v a , 1959: 24 ~ 1 ) .

t h e n used i l l the usual arid narrow sense, the term a p p l i e s

t o by result which i s khe t r ac l i t iona l approach t o

i n c e n t i v e s " i n inclustr ies and t e n d s t o relate payment t o

performancc, ~li1r.3 many authors use t h e terms incentive p lans ,

incentive systems o r incenkivo s d ~ e m e s t o closcrihe w a p p

payment which kir wage d i r e c t l y o r i n d i r e c t l y t o standards o f

p r o d u c t i v i t y o r t o the p ro f i t ab r l l i ty of the organiza t ion o r

.to both c r i ke r - i a ( ~ r e n c h , 19753: 125) . ~11a conception der ives

from the v i e w o f severa l writers -[;hat the most important of

a l l i n c e n t i v e s i s money o r f i n a n c i a l incentive,

The supremacy of f i n a n c i a l incentive has been we 11

acclaimed obviously be cause money m e a n s several t h ings t o

d i f f e r e n t people, namely, a measure of' achievement, purchasing

power, respect-, security, as well a s provide the means t o an

i n f i n i t e number oC ends (oldham, '1980:63), some social

scientists are hovever, c loubtful about the parts such i n c e n t i v e s

play s i n c e no man a c t s f rom a s i n g l e motive.

Moreover, some researchers are of tho v i e w that team

work and technj c a l efficiency a m more important than

fi11anc:ial incen t ives a d no matter its value , money i s no

substitute t o the non-financial incentive of good management

( ~ a r r i o i , l957:%OO). ~e also noted tha t incen t ive paymont

s y s t e m s can onJy func t ion w h e r e there i s planning, Improve-

m e n t of m e t l i o c l s , continuous study of ancl a t t e n t i o n .to the

s i t u a t i o n , prol )cr use of matorials a d manpower and all

olerncnts o f e f r i c i en t - organizat;ioiz inc lud ing good labour

r e l a t i o n s .

he prrinciple of more effort deserving more pay which

s t r e s s e d f i n a n c i a l incen t ive w a s s t i l l ro lcvant upto tho l a t e

1960 s w h e n t - e c h n o l o ~ i c a l development and changing c u l t u r a l

value spe l t i L s doom ( T ~ o I ~ ~ s o I I , 1978: 230).

~ i t h the t r a n s i t i o n from manual t o automated technology,

workers clirect i.nfluence upon r a t e o f product ion i s much

reduced a d t h ~ output l e v e l o f s e l f operating, d e c i s i o n

- mdcing mac l~ incs cannot bo at t r ibutocl t o t h e e f f o r t s of tho

man who rmtches the d i a l s or subjects it t o p e r i o d i c main-

t o nanco che clc . In a d d i t i o n to t h i s c11an~i - i~ c u l t u r a l values led marry

marmgers t o scdcfine motivat ional problems, AS ~hompson

(1978: 231) notcd ins tead o f soe1cj.n.g t o explain motivat ion

in r e l a t i o n t o tho wage-effort bargain, the problem i s seen

as one a f fec t i r lg the over a l l commitment t o the ob jec t ives

o r the cn tc r l~ r i se , This i s thought t o be brought about by

16.

e i t h o ~ money rnecl~ai~ism o r by psychological_ means such as

p a r t i c i p a t i o n i n d e c i s i o n making, Thus pjokeriss ( 1 9 6 8 ~ 5 )

used the concept.? of p a r t i c i p a k i o n achievement and r e w a r d s

to desc r ibe the e s s e n t i a l s o f an i d e a l incen t ive system,

The snb joct o f incentives i s very important i n under-

s t a ~ d i n g the behnviour of organiza1;ions ard those of p a r t i c i p -

ants t o c o n t r i b u l . ~ ind iv idua l ly t o the common goals of the

organi z a k i on.

onwuchekrw ( 1 393 : 169) s t r e s sed that; one can only contribute

to the 0re;anizat.i. on when one is sa t i s f i cc l w i t h his membership

i l l the organizat-.ion. so, hc m u s t be motivated o r induced t o

malco con t r ibu t ion i n the or,pnizatrion a d t o support this

statement further Barnard ( 1 974.: 8 0 ) s a i d that inadequate

incentives mean clissolution o r changes i n organ--zat ion purpose,

o r f a i l u r e of co-operntion.

these are objec t ive incen t ives and subjectives incentives,

Them are c l i f f e s c n t types o f ob jac t ivs incen t ive as c l a s s i f i e d

by ~ a r n a r d they are as follows :-

(a ) ater rial inducements

(b) pes s onal non-mate r i a l oppor tuni t ies

( c ) Desirable physica l condi t ions

( d ) I d e a l benefnctions.

~ h e s e types o f ob jec t ives irlcelltives can be s p e c i f i c a l l y

o f f e r e d to an i r u l i v i d u a l , other types o f general objockive i

i n c ~ n t i v e s like q t t r ac t ivonoss

~ d a p t n t i o n n:C com1:'Ltiom $0 hnl.3itual m e thods and a t t i tudes ,

kho opport-unity o f o n l a r ~ m d par-t:icipation and f;he conditliom

o r com~nunton, :rl~ese @ n e r d incentives cannot 'lie appl ied

spociPically to indiviclunls but can be applied generally

in 0re ;aniza t ion .

A n orgarciz:x'tion utilizes sub jcc-hive incentives o r

persuasive ri nce ntive s who n it i s n o t 0 arni ng @ nough w conomic

r e s o u r c e s t o bc uscd to iduc9 i t s w o r k e r s t o m a k e adequate

contributions t o the common g o a l o f the o r g a n i z a t i o n , ~fhen

t h i s situntrion IJG comes p r e v a l e n t the or-nization can by

p e s s u a s i o h chance the desires o f enough man that the incentives

o f f ' ~ r o d will be nr?equato, p e r s u a s i o n i n the broad sence

inc lude the c r e n t - i o n o f coercive conditions, the r a t i o n a l i z a -

t i o n o f opportun.i.ty a d inculndr t ion o f motives ( ~ a r l l a d ,

lyp1:100),

M C cormick o t al (1 371t:joO) alassif iecl :incentives i n t o

xunely formal a rid i n f o r m a l j-nconkive s. The f o r m a l incentives

include : - plonc?j', bonuses, p r o n ~ o t i o n s , awa-rcls , f o r m a l

cum.,@ m l a t i o n s , spo cia1 privi lcclps l i k e parking location,

club m s m b e r s l l ip n i ~ l choice o f rlro~?.'k s clleclule . The in for rn? l incentrives i n c l u d o praise, encouragement,

f r i end ly ntl-ii ;u(le by others, c?ccopf;ance by group, m i n i m t u n

s u p o r v i s i o n , r e spec t by m a n a g e m e n t am1 fellvw workers , hey

also describe mc-rney as instrumental incentives s i n c e money

d o n o t satisfy noeds d i r ec t ly but r a t h e r are instrumenta.l_ i n

fulfilling the r x c d s ,

~ncontivos llavo also been classifiecl i n t o financial.

incentivaa rd~j.r:h is pure ly money awl non-financial

incent ives w k i - c l i are generally o f a na tu re that appeals t o

an i rd iv idua ls o rno t i on ra ther than his pay packst: such as

rais ing of w o r l c e r s m o r c i l e , r ece iv iw praise, service pins

F R I N G Z DEITEFITS IN ORGANIZATION

r{oomixn (1 973: 1 ) d e f i n e d fringe benefi ts as i t e m s w h i c h

may be expressed i n non-monetary terms but which are over

and above normal earnings grantod by an ornployer t o his

employee"a-l; a cost to tho employer but also a t some bemfits

t o him, They carno o u t s i d e the nortnal d e f i n i t i o n of e a r n i n g s

and are n o k cl.ir?cctly necessa-qr for the no.rmal funciiioniug

of the ont-erpr-Lse,

Thompson ( 1 9 7 5 ~ 2 3 9 ) no-Led t ha t ail enterprise came i n t o

exis tenco equipped w i t h i,~el;hod s of planning man power,

rcwasd ing conk r ihut ion, 11101lii; or ing pe rformancs . In o r d e r

that it can function, bu-t then it pro t i f e r a t e s i n t o a set

of o the r act-ivi t i e s and provisions i n o ~ d e r . that the members

lnicht l % v u hei:kor with i t s contcxf;. ~ l m s f r inge benefits

am n o t directly related t o the w o r k b~1.t; represent

supplementary lx?ilefit-s offered by employers t o employees.

TI; does nol; : i -~~c l~c l e nor+ pe rcuda ry b o n c f i t s of a job tha t

involve no exj:lltcit cost t o tho ornployer nor does it

include costs i~~cursec l i n the ereduction of hazards such as

tho choice o f a more expensive but s n f c r technique

13.

(~pnrnerrnesb ct 3 3 . 19311: 300 ) .

In the past, employers provided such benefits simply

because they were genuinely concerned t11a-l; i t was part of the jr

m o r a l duty t o d o s o , but nowadays, -tho provision o f most

of these bc11efit.s has been i n s t i t ~ ~ t i o l ~ l i z e c l andl s o they are

no l o n p r given as a consequence o f the pl-rilantropy of the

employer but as a r i gh t established by law.

111 ~ i g c r i a I;oday, fringe benefi ts are usually s t ipulated

i n the c i v i l service re@.ilations or onslikimcl i n various

documents t i t l o d conditions o f service. They are also

embodied ,i'k numcrous collective bargaining agreements.

$liner e t a1 (1 977 : 517) noted tha t the number and

var ie ty o f benefi ts and services provided by employess for

t h e i r employees has grown rapidly over the years t o the point

tha t items o f this k i n d reprosenk a major factor i n t o t a l

compensakion. he actual cost of fr in* benefi ts are not

available i n ~ i ~ e r i a but -l;hey no doubt; represent a sizeable

portion o f the cost of ri~nning an organizat-ion.

FORMS OF ORGANIZATIONAL FRINGE BENEFITS.

~1-10 forms o f fringe berm fit- paclca@s employers provide

f o r t h e i r enrplopes are multivariate. yoder (1 962:424.)

l i s t e d one hund3:ed and f ive separate items class i f ied i n t o

six ca tegorios : -

(a) For added Leisure and income e . g . overtime pay, Travel

ancl vocation allowance, cost of h i r ing houses.

(b) For personal identification a d par t ic ipa t ion e .g.

20.

S p o r t s fac: i J - i t i e s , ca fe te r ia , chriskmas bonus, eclucat-ion

a i d s , 11ou::ing ancl housing allorlranco, q ' r a r i s p o r t a t i o n .

For e n i p l o p e security 0.e; D e a t h beriefj-ts, Lay o f f pay,

mrt-l-er11ri.i;y Icavo, unemployn~cnt b c n e f i ~ s ,

F o r henl.CI~ p r o t e c t i o n o . G. n c c i r l o n t insurance,

c l i s a b f . l i i ; ; r i n s u r a l ~ c c ,

p o r oh1 n (ye and ro ti rernc I L ~ . c . g. Dc r e rrecl income plans,

p r i v a t e pension, stock ormorship p ' l a~ l s , p r o f i t sharing

p1a.nS. I

paylncr1.1; I'i)r employee scsv iccs sontc! of these are not y e t

implome 12r.ted 5. I I p:ige rian organ izn t i on. 1-:oweve r, t he m o s t

f reque nt1y of Ye r ec l f r i n ~ m b e m fi-l; s paclcap s in ~ i g e r i a are

h u u ~ i ~ e am1 h ~ 1 1 . 1 s i . n ~ allowance, t r a m p o ~ 1 ; a t i o n or transport-

ai;ion alloraanc:o, sick and s tudy leaves , ~ 0 u r i . n ~ advance,

s n l - a ~ y aclva 11cr, d e a t h bcnc f i t s , ponsi.ons and g r a t u i t i e s ,

o v c r t i n ~ e al lol t :2nco axid $rime o f f . ~ h c hrj_gorian Employee

consul ta t ion ,fssocintion has L J s t e c l erltployea f r i n p b e n e f i t s

under s i x t c e ~ ~ frroups these inc lude : - ( a ) ~ ~ a n s p o r i . a l l o w a n c e

(b) ~ m u a l l c n v e

(c) 1-lousing nll.oxflctnco

( d ) I Iours o E work

( c ) overtime rates, leave allormnce

(r) ~ i c l r leave, rnoclical fncili1;ies

( g ) )late rn i ty leave

(h) pension J,roviclent a ~ d t u i t y

21.

(lr) 11is ce 113 r i c ni IS allows rice nnc? bc ne fi t s ,

I n explarir~i.rrg the re l -a t ions l l ip between needs, incentives

~ h u s , for any i t o m to s o m e as an incentive in an orgalllizntion,

3 . t must be ~ E L p a b l ~ o f satisf'ying ~dlat; i s pcrcieved as a need

r e a l l y mo-l;ivnt-c orriployeas, mann@mcn-t Ims t o use the r i g h t

nlisturc o S b o t h .Tinancia1 and n o n - f i n a n c i a l incc n t Lves which

I n tho casr: of' frizlge be n c f l t s o r ~ ; n r u . z a t i o n s provricle thorn

becauso they :Ccnl tha t they will1 be bcixfricial to the i r

employees awl w.i.1.l satisfy the i r ~ ~ c l f a r c ? naccls , I n this

can rnotj.vatc!.

enhance ~nyaI:ky, rccluce Labour 'turnover and increase

p r o ~ l u ~ t i ~ i t y . ~ f l i s can however, be achi.eved i f the need

omployee c o m m i t r n e l t t to the w o r k ethic anrl t o the goals and

l i e sust-a:i.ming noacls a~lil proceeding sequsntially t o

Iligllo r love J. naccls .

I . c 1 i c c o r . ~urtller more, only once

a lorscr-l(:ve! nacrl :is r o l n t i v c ly sat is f i e c ? d o people

I,rocoecl t o s ; ~ l;isJ?y the noxt level ncecl .

poinl;, pcoplr> I - r i l l t c n d t o slrift t h e i r a t t e n t i o n up tho

h io ra rnchy 8.1r-1 seek sa t i s f a c t i o n of' the next- higher

of food , s h e l t e r and clotlzillg.

(b) safe ty imods - ~ncluclcs sccu15.ty and p r o t e c t i o n of

l i f e am1 property and job s e c u r i t y ,

(c) ~ e l o n g i . ~ l g l l e s s / ~ o v c n e e d s - ~ c l a t e s to o r ~ e s desire to

be acce1,ted Dy ones pea r s and to clevolop f r iedsh ip .

p o s i t i w s e l f image and t o rdceivo r e c o g n i t i o n ,

a t t e n t i o n and apprecint: ion by o t m r s f o r ones

a d d i r e c t i n g people are very c lose ly related to t h e i r

b e l i e f system. I n expanding t h i s idea, McGregor offered

two d i a m e t r i c a l l y opposocl tlieore t i c a l c o n s t r u c t s o r

fudamcnt-a1 nssurnptions regarcling the b e h a v i o r o f

people a t work. ~ p t o r m e d t h e m khoory x aid y,

f i r m d i . r o c k i o n and c l o s e c o n l x o l ovcr psrsomml. ~k

assumes t l ~ a t the average m a n has an i n h e r e n t di-alike

most- poop lc must be coel-cecl , c o n t r o l l e d , directed and

t l l r e a t o n e d with punishment to @ t- tllsrn pui; forward

adequate effort towards tho advnncemont of organiza-

t i o n a l objective , The average human being wishes to

avoid r e s p o m i b i l i t y has reln-I;ively l i t t l e ambi-tion and

wants s e c u r i t y above all ( ~ ~ c ~ r e g o r 1960 : 33-34.).

From t h e s e ass~xrnpt i 0 1 3 s 11e not,ecl t h a t managers w h o belorlg

t o t h i s s c h o o l o f thoug11-l; b e l i e v e thni ; worlicrs can o n l y

bc ~ n o t i v a t c d 1j.lce t h e p r o v e r b i a l donkey wit11 a c a r r o t

i n Sronl- ai~cl a skiclc behind . IIC concluded t h a t though

i;heso as sun~l ) i ; ions wcrc 11ot ol)czdy s t atecl by managers,

t h e y w e y e rc? E l e c t e d i n the! orgal r i .za t ion s t r u c t u r e of

many p r i v a i x and p ~ ~ b l i c o rgnu~ .za l ; ions ~ I K I h o w p o l i c i e s ,

proccduros a11cl work r u l e s a r c cst-abl ishecl . o f t e n i n

these o r @ i i i . z a ~ i o n s , g o a l s are imposod o n the employees

withou-1; t-hc:i.r p a r t i c i p a ' l ' i o n i n d o s i g n i n g how t h e s e g o a l s

c a n be acliiovc.cl,

TI- is h a s be011 c r i ~ t i c i z e d by many w r i t e r s who f c l i ;

t-ha-I; i t i s f a l l a c i o u s t o assu-me .that a l l worker s are

o v e r , apar t rrom nlon.ey, o t h e r f a c t o r s l i lco r e c o g n i t i p n

of achicvemcr n t , i n fo rmal . groups , p o s s i b i l i t y o f

personal. growth and cleveloprnex~t- a r o a l s o s t r o n g m o t i v a t o r s .

In managcnto~lt s y s t e m s bascd o n t h c o r y X assumpt ions

i n i t i a t i o n nncl d e c i s i o n - making a r c r e s p o n s i b i l i t i e s

of rnanapn~cl~ l- alone. ~n s u c h orgalriza.t ; ions work

t h c r e f o r o bccornes u r z c h a l l e n g i n ~ ; aid u ~ i i n i ; e r e s t - i n g t o

t h e w o r k e r s , l e n d i n g t o d i s s a t i s f a c t i o n and l o s s of

mora l .

(b) TIIEOIW Y:-

IIacGrop,or a l s o proposccl a12 opposj. te t h e o r y c a l l

j1c1-1 r i . i l I exercise s c l f direction and control in

Lhe sc~vric.r? o f ob jcct ives t o rd i ich they are committed.

cornrnf t - t r n c t i t to objective is a f u n c t i o n of the rarrard

bei.r!g .l_en~:ns u n d e r proper c u ~ l c l j . k i o n not only to accept-

btli;. t o rjecl: re sponsi1~:ilii:y. That the c a p ci ty to

inpnu:i.ky : m c d creativity iu the solution to organiza-

tional. prc'1.1lctas is not nolnlnlly cl;ls-L;ributed in the

and 211d:i~: id~:iS. coals s h o u l d synchronise. 111 manne;orncnt;

systems brlscd o n t h e o r y y, w o r 3 ~ e r s are encouraged to

fulfill their a m b i t i o n s and t h o s e of the orgawiza t ion

by develol?5ng their Lnate potentials . They are assun~ecl

ambitions, trustworthy, creative and ene rge t i c . The

s y s t e m l;hiis l e a d s to the development of positive w o r k

C. EXPECTANCY TIIEORY,

~11-i.s i . ~ one o f lac luost widely acclainiccl a d

views n h~.ppq' a d s n - l ; i ~ f i e d r ~ o r l c e s as a productive

~~or]<or, t 1 1 ~ expectancy i;heoty vri.ews productiviky as a

rnea~~s of r:Tli;isfact-ion, t ha t is productivity is not an

eld b u t a means to an cncl. ~ f ' .rrorltcrs percieve high

p~.*orlnc. l-iv.i -l;y as a pat-11 J.cadj.n,~ the attainment of one

parl ; ic .ula 1-ly various control me chaz-cisms , f ouncl i n

employees which are inconsistent y i t h the needs of

m a t u r e a t l~ l l t s . he r a s t i l t he f e e l s is f r e q u e n t l y

30.

eithcr employec apathy, d i s i n t e - t - e s - t , a d non involve-

mcnt n r n vnrrioty ol" aggressrive and h o s t i l e cmployee

belmri.ors, , e i t h e r covcrt or overt, ~ l l e r e s p o n s e s are ,

c i t l i o r case, sleorly counter productive t o the a i m s

of the orrj.arlization, t o over come this typo of

d i s Punct iona l behavior and o p t i m i z e human resources,

~rgyris has nrgecl tho i n t e r p a t i o n o f organizaCiona1

a11d i n c l i v i.clunl needs throuzh the i n t r o d u c t i o n of

progrnmrnc r; of Job c n l . n r p m c nt- n1x1 omployoe pasticripa-

t i o n ,

I;"ZEDEFJC~< IlTTrZnFRG.

~ ~ e r z b e r ~ ; h i s c o l l c a , ~ c s ~~~~~~~ed a s u m e y of two

hulxlred ongincr!rs and acconnbants representing a c r o s s

s e c t i o n of ppittsburgy i n d u s t r y , ~ I l e s o men w e r e asked t o

rcnombcr t i t n c s I ~ I Q ~ ? t h ey f~ lt excccptionnlly ~ o o d n11ou.i; t h e i r

jobs. he _ilnvst igators p r o l ~ e d f o r the r e a s o n w h y they felt

as tllcy d i d , n..;king for n dexcr ip- l ; ion of the sequence of

cvc 114;s 1.l-r.i ch , y v o +:hat fee 3. in~; . The clue s t i o n s were then.

r c p n t e d for scquerrccs of ovcnt-s wllicl~ made them feel

e ~ c c p t i o r ~ l l y 'bad about thci r jobs , the r e s p o n s e s w e r e then

c l a ~ s i f i c d by f ~ o p 5 . c in o r d c r t o d e t e i n ~ i n o w h a t -type o f events

l o c l to job sat lsfaction and job s a t i s f n c t i o n .

~ l l c major f i n c l i n g of khe s t u d y was that t h o events that

led t c ) eat-isfac tlion were of qurite a diff 'eren-l; k i n d from those

that ; l e d t o d i s s a t i s f a c t i o n . ~:iive f a c t o r s stood o u t as

strone dctnnni .nnn.l ;s of job saf5sfact:ion:

achiovemont, r o c o g ~ i t i o n , the n t t - rac t ion of the work i i ; s e l f ,

r e s p o n s i b i l i t y and advancement-, wclc o f these f ive f a c t o r s ,

though, was mentioned very frequently i n regard t o job

, IlAsacrtiefaotfion, ]?hen t h o reasons for .the d i s s a - t i a f a c t ions

were analysed tIwy were founrl t o be concorned w i t h a

different. range of f ac to r s : Company po l i cy and admin i s t r a t ion ,

supervis ion , salary, inter-personal r e l a t i o n s and w0rkLn.g

collclitions . This mot iva kion - hygieno approach Isy ~ e r z b e r g can be

applied to increase tho no ti vat ion atd job satisfaction o f

employees : t h r o u ~ h cori;ainly not job hygiene factors,

ccr-l-ainly, those can a d slzoultl bc improved as they w i l l

reduce job d i s s a b is fac t ion , but adequate company p l o p o l i c i e s ,

working condi t ions , pay a d supoxvision, are increasingly

thought of as a right t o be cxpocted, not as an incentive t o

grea to r achievemc nt and satis fact-ion. For t h i s , the r e w a r d - ring naturo o f the work i t s e l f , rcco,yli t ion, r e s p o n s i b i l i t y ,

opportunities f o v achievement and arlvancemcnt are mcessary*

I'SSEARCII DESIGPT AND PDTIIODOLOGY

SOURCES OF DATB

Tho data used i n carrying ouk t h i s study wexo

colloctecl f rom both primary nrul secordary sources,

TIE3 PPJFLIEY SOUI?CES

he primary sources include data obtained from the

skructured quostionmires ~d1ic31 were d i s t r i b u t e d to the

rcspoi~cJonts, ~ I i o quest ions were designed t o high light-

po int s am1 in f r~ r rna i ; i on noedocl .lor -the s-tucly,

TIU3 SEC~EDARY SOUIICES

~11s secom1a1-y sources o f data inclucle existing journals,

text books and publicakions available i n the library as

w e l l a3 some company r e c o r d s . Secondary data from the

bedrock of tho work since it describes past lltesature on

the topic urdcP study a d s e . w e s as both a guideline and

a measure of con~parism f o r the resoarcher.

I;NTERVIEV QUESTIONS

~11o i n t e r v r l e w quest ions tmrc chio fly the structured

questions we re -l;horougIlly s crutinizstl , corrected and

approved by the researcherrs project advisor.

&'Q?ULATION SmIPr;E

T ~ Q sample f o r the study rapresents the Lever B r o t h e r s

PETIIOD CF I N V E S T I G A T I O N .

The quas t ionnai res received back from the respondents

were properly nr~-an@d t o quicken andysis . out o f t w o

hundred (200) cyuostionnaires cl is t r ibuted t o the ont i ro

popula t ion o f woTlcders under study, 136 r ep resen t ing 99$

of tho r~urnbor ;~clrninistered wcro roturrmd, out o f the number

of quost ionnai~e s r e tu rned , 190 representing 3571, were f o u d

va l id ancl used f o r the study.

Therefore, for the purpose o f analysis, one hundred

ancl Ninety o f the t o t a l questj.onnaires d i s t r i b u t e d were used.

Concise ' ana ly t ica l comments w e r e then used t o f i n a l i s e the

f i d i n g s f r o m the ques t ionnai res .

ANALYTICAL TECIINIQUE

~ h o main s t a t i s t i c a l . technique chosen t o analyse the

responses from the research queski onnaire was chi-square.

~ l ~ o c o n t i n p n r y table i s designed t o enable the c a l c u l a t i o n

of the siatist.i.ca1 t e s t to be used which i s X =

lfhere oi = observed responses

ei = Expc ctocl responses.

T h i s chap te r i s designed and aimed at- amlys ing a d

in terpro t i n g !;he responses obtained from the administered

ques t - ionna ims . IIero, t h o rosot lcher ex t r ac t s i n f o r m a t i o n

that could hclp i n t a c k l i n g the problems as presented i n

the hypothesis formulated i n chapter one.

AS part o f the data used for i n this s k u c l y ,

quostionnaircs w e r e adminis tered to employee i n ~ b a branch

of ~ r o t h o r s p l c and pz p l c .

4 J . TABLE r

ORGANISATION

The tab1.c shows t h a t i n both companies 130 represent-

SEX

PiA IB

inc 68.11.2$ o r the e n t i r e population were maclo atxl 60

~ r o t h o r s p l c ,~ba , ard pz p l c Aha cnploys more ale

- IEVERL DROTITEIIS PZ PLC TWAL $

workers than pmalo workers,

'7 u GO 130 68,112$

A'=

20 - 30 years

31 - 4,0 years 4.1 - 50 years

51 - 6 0 years

From this table, we can see that the worker snployed

i n both f i r m s aro betweon. 20-50 years.

~nfkct, it can be clearly seen t h a t , out of the 190

.GIT,~ BROTIETRS ! PZ PLC

repponrlents 1 1 0 representing 57.89% w e r o between 20 - 30

TOTAL

1 1 0

50

30

- 190

60

30

10

- I 1 00

years, 50 roprosenting 26.32$ w e r e between 31 - 40 years

b/o

57.89%

26.32$

75.79%

-

50

20

20

- 90

and 30 representing 15.79$ was founcl w i t 1 1 i n tho ages of

41 - 50 years,

T h i s breakdown i s a good reprosentnl;ion o f the active

w o r k force in n t yp i ca l N i g e r i a n Society. In their

twent ies to l a t e for t ies men are stronger ancl therefore

more suitable f o r factory jobs i;han before and after

th i s a@ bracket

OCCUPATICNAL S T A .

ORGANISATION

representing 15.7976 of the en t i r e population were

a d m i n i s t e r e d to the supervisors, 4.0 representing 21.05$

t o the poreman and 120 representing 63.16% t o the ~ u n i o r

s taff ,

This tab10 shows t ha t 30 o f the questionnaires

PZ PLC

I

10

20

60

90

LEVER BROnIERS TOT& CJL

MANAGER

SUPERVISOR

FORl3llAN

JU>JIOR STAFF'

- 3 0

4 0

120

190

pondents representing 21.05% are F i r s t school ~ e a v i n g

- 20

20

60

100

- 15.79

12.05

63.16

certificate ~ o l c l e r s , 1 1 0 representing 57.89 are vest

ORGANISATION

LEVER BROTHERS

A ~ i c a n School c e r t i f i c a t e ~ o l d e r s , 20 representing 10.53

37.

The data presented above shows that 40 of the res-

FS LC

WAS c

OND

~ / B . S C

PZ PLC TOTAL

30

50

10

10

1 00

l o

60

10

10 1

90

40

110

20

20

21.05

57.89

10.53

10.53

190

ORGANIZATION

ZVER DROTIIERS PZ PLC

30 20

4. 0 30

20 20

10 20

~ h c t n b l o shows that- 50 o f the rcsponclents rcpresent-

ine; 26.32$, o f t h e o n t i r e population wcre below 1 year, 70

respondents rrpresenting 36.847; were between 1-3 years,

40 respondents rcprcse~ltring 21.05;; wcrc between [I - 6 years

and 3 0 r c s p o ~ r l e n t s reprcsentj-ng 15.'j'g$, w e r e above 7 years.

TAUI.33 6

From the table 30 of the respondent representing

0RG.IZNIZATION

15.7?$ responded yes that- they are happy working i n their

various cornpanics and 160 representing 84.21 s a i d NO

RZSPONSE

ms

NO

TOTAL

30

160 1

190

?A

15.79

84.21

LEVER I3ROTIIETE

10

90

100

PZ TLC

20

70

90

that- they are k n t happy.

30 asso r c p r c s n t ~ l ; i n g 15.79$ o f .Lhc ont:i-re p o p u l a t i o n said

ORGANIZATION

~ h o presentation above i t d i c a t e d that- a t o t a l o f 175

yL

15.79

15.79

68,112

OIIC'mNIZAT3~0N

r o s p o d e n t s representing 92,11$ o f the entire p o p u l a t i o n

DSPONSE LEVER Rl~OTIJXflS

responded p o s i t i v i l y t o the question a d 35 respo~lrlents

P ? P L C

20

2 C)

50

30

vary S a C i s f a c k o r y

u ~ l s n t l s f a c tory

vory ~nsa l ;~ . s fnc l ;~ ry

IUCSPONSE

YES

NO

roprascnt im 7.83$ of entire popu la t ion msponcled

T O T A L

30

30

130

130

10

10

130

100

LF; IT R J3ROT.l TI3 RS

85

15

100

P Z P L C

30

- 90

TOTAL

1 75

15

190

9;

92.11

7 * 9 9

TABLE 3

F R I N G IJEKEFITS PROVIDED

ORGAJTIZATION

mmrt DRrnI-BRS PZ PLC

100 loo --p-

~ l l c fable s h o w s .that all kllc responden-Ls (1 007;) agreed

that the C O I I ~ ~ 1 . i ~ ~ provi.de khcm wi.k!l tl-al~sport- allowance,

I-~ousing a l l o r m n c s , s i c k Leave, A n n u a l leave, ) ~ e c l i c a l

f a c i l i t i e s and subsidized meal.

For k o u r i ~ ~ ~ ~ advance 70 rcsponc1ei1.t-s r cp rcaen t ing 36.84.:~

of the c n t i r c population re s p o d e d tllai; hotli companies

provide them w i t h touring advance, 4.0 respondents represent-

ing 2f.05$ o f khe en t i r e popu la t ion inclicatecl that both

companies provide out o f station allowance, 50 respondent

representing 2G.32$, of the ant-lre popu la t ion a t e s t that

t h e i r companies provide maternity leave, for salary

4-0 .

only 40 rasgomlont roproscnting 21 .O5$ i;alicnted t h a t t h e i r

companies provide salary advance to thorn, ancl 130 respondent

rcpxesentinf; G3.1 G$ a t c s t that t h e i r companies provide

overtime allormllcc,

15.79$ lnclicatetl t ha t they aro s a t i s f i e d with thc l eve l o f

T A B U 10.

IJOlUCEES l?ZELIKGG OVER FKCNGE BENEFITS PT1OVIDED

ORGANIZATION

f r inge benef i ts provided ancl I GO respondents representing

8h..21$ inclicated that they are not sat isf iccl with the

76

15.79

84.21

-

l eve l o f fringe benef i t s i n both coqanries,

~ l ~ e p r e s c n h t i o n above shol~s t h a t only 30 rcpresanting

TOTAL

30

1 GO

190

JUTSFONSE

ms

NO

representing 33.3376 indicated that .they are not s a t i s f i e d

LBN PLC

20

80

100

TABLE 1 1

mASONS FOR SAYING "NO"

ORGANIZATION

because the fringe benef i t s ape not re la ted t o t h e i r needs

41.

PZ P L C

10

80

90

20 10 3 0

~ l m t a b l e shows t ha t only 10 from Lcvcr roth hers plc

PZ PLC

- 10

mASONS

~ o t r c la tcd to I ~ Y necds

~ o t enougll

T O T A L . 76 . LDR PLC

10

10

10

20

33.33

66.67 --

t-ha-k s a i d "NO" to ques t ion 11 said t h a t they arc not

s a t i s f i c c l hccnl!sr! tile f r i n p bc~~.ccfrits a r c not cnough,

111 this q l l e s t i on most of the respolxlonts indicated

t h a t they nccd the follo~~.ing i n - a d d i t j . o n to those

(b) p e n s i o ~ r n r ~ l ~ r a t u i t y

(e) fllristmas Bonus

ORGANIZATION

The tablo s h o w s t h a t 170 respondent represent ing

89.4-7$ o f the total responden-t;~ ind ica ted t h a t provision

of f r i n p b c n e f i t s affect t h e i r performance at' work and

only 20 r e s p o ~ u l e n t represen.ting 10.5376 s a i d NO 1 , t ha t

i t d o e s no t a f fncf ; t h c i r work pe.rforntance.

Loyalty to r.pmprnent I 50

RESPONSE

Being punctual. t o d u t y

L B N PLC

40

P Z PLC - 30

30

30

90

jpss ~ruacJu1en-l: prac t ices

The above table ind ica tes that 70 r e spo~lc len t s represent-

10

100

i n g 36.8tt:; said with f r i n p . benefits provided that i t w i l l

increase t h e i r .t9nf;e of punc'tunlit-y t o duty , 80 rcsporrr1e1l-t;~

representing 41.1 I$, s a i d i t increase workers l oya l t y t o

management and ll.0 representing 23.050/5 sa id it reduces

fruadulont practjcas.

TABLE 15

EFFECT OF INFRASTRUCTUP?L FACILITIES PROVIDED

ORGANIZATION

~ l r o p r c s ~ ~ ~ t - n t i o n shows that 160 respondents r e p r e s e n t i n g

84..21$, o f the t o t a l r o s p o d e n t s ticked yes that in f ras t ruc-

c;

84..21

15.79

t u r a l f a c i l i - t i e s t o tbe host community can l e a d t o improved

JXESrONSE

YES

RO

performance i n their work and 30 representing 15.79$, sa id NO,

. LDN PLC

90

10

7 00

PZ PLC TOTAL

70

20

90

160

30

190

LBT! PLC

100

100

100

100

70

10

PZ FLC

9'3

90

30

90

90

11 0

~ h o r o s p o n s l ~ ~ ~ t s agreed t h a t the companies provides

e l e c t r i c i t y , conrl road , pipe borne w a t e r , p a l t l l care

facilities.

160 respondents representing 84.21$ o f the populat ion

i rd ica ted t h a t the companies promote sports a d education

and 5 0 represent:-ng 26.327; i i l d i c a t e d t h a t the companies

provides o l d a@ scheme.

TABLE 17

FACILITIES TC Pa P-XOVIDED

~ l l e responclonts t o question 1 7 , identify t h e following

addi t iona l i n f r a s t r u c t u r a l facilities t o be provided by the

companies :-

(a) provis ion o f schools

( b ) Secur i t i es , ~ ~ . r z r d s i n the community

( c ) wad o f scliolarsliip

( d ) ~ u i l c l i n , ~ o f briclms,

~ l i o table s l ~ o ~ ~ that as a result o f i;hose a c t i v i t i e s

,REXUJ,TS OF IT,PI%lSTXUCTUPdL FACILITIES TO TOTUi

0T;IGANLZATTON

tqorlcers are more effective at w o r k , punctual t o duty and

creat ive at w o r k .

JJ3SPONSE

EFFIS'CTIVELXSS TP TWJX

WORJCETS PUITCTUATJTY

CR13ArMVITy IT? MY NO??Z

ORGANIZBTION

T O T A L

190

190

130

0

100

I00

100

LBN PLC

100

I00

100

From the tablo 120 respondents representing 63.16%

PZ PLC

30

30

90

R?3SPONSE

ms

NO

indicated t h n t increased incentives by companies increase

or improve thc peyfomnanco of the cornpnnyrs p roduc ts and

100 90 190 I

LBN .PLC

70

30

porformance.

PZ PLC

50

40

TOTAL

120

70

~6

63.16

36.84.

110 : 11i ~ I I ince 1x1; ive s n nd f ri np be nc Pi t pa cJ.ca ge s d o not

incrc as cl w o I-lro I-S mo t i v n t i o 11 to rao r lc .

o b t a i n e d from - I - l ~ r ? qucsti.onlmlirc as o u r obscrvcd frequencies .

ORGANIZATION

ORGANIZATICN

To calculntc! the expected frequencies which are in

JU2SPONSES

173 S

NO

TOTAL

brackets we i l sc the forrnular:-

SI-IOTtTING COblPWl?ATIOFJ O F TZST STATISTIC VALUE.

LBN PLC

30

( 8 9 4.7)

1 0

(10.53)

100

P Z PLC

80

(80.53)

1 0

(904.7)

90

TOTAL

1'70

20

190

SIIOIIING COIIT-'T.TATION OF TXST STATISTIC VALUE

p r o v i s i o n of act r iv i t ies enhance workers c l ed i ca t f on i s

110: ~ncreasecl in.centives and fringe benef i t packages d o

not improve produci; psrfortnance,

11i: yncrcnscd -i n c c n t i v c s and friz- bencfi t packages

improve p r r d t r c t perfornmncc.

TAELE 26 -

17!Sr OITSTS LDT\' FLC PzJLc

ITS

NO

100 30 190

TABLE 27

XESPOIJSES I- LBN PLC

TOTAL 1 100

PZ FLC

EXPECTED FREi/UEIICIES CALCULATXGN

TOTAL

120

TABLE 25

STlOTiING COl.IPU'I'!!TION O F TEST STATISTIC VALUE

CE LLS EXPECTED

A L

.O5 ~ c v t l l r l f S i ~ ; n i f i c a n c n and 1 degree of frocxlorn;

2 c r i t i c a l value = 3.84.. us in.^ our decis ion ru l e , x

calculaterl = 11-.2h2 i s more than the c r i t i c a l x2 value 9.84.

~ h j . s resul-t; accepts the a i t e rna t ivc hypothesis ( ~ i ) which

s t a t e s that; incrcascd inccnt-ivos a d fringe b c n e f i t

p a c l c a p s imprvvc p ~ o d u c t pesfornmncc a d r e j e c t s the null

hypothes&s (110) wliich s t a t e s t ha t increased incent ives and

f r i n -ge bene f i t packages d o n o t improve procluct. performance.

Three rese arch hypo theass were f ormulntcd f r o n l the sub-

where 0 = o b s e m c d responses

he t ~ t is . ca l cu ln t ed by multiplying the row ( R ) t o t - a 1 by

column (c) total. rliv5.clod by gmml t o t a l : The degree of

f rcedom is c a l c ~ r l a t e d as (R-1 ) (c-1 ),

~ 1 . 1 ~ result- rronl test in^ hypothcsl is 1 sllo~cj that tho

2 cy vnluo cnJ c1tJ:l kcvl :Ls ng I.ow nn 0 , O G J O ng n;p3 ns b 3,1311

from t h c stnt.isLica1- t ab lo at- .05 ~ o v c l o f ~i,yrlrificnnce.

using our dacision rul-o, wc nccopt thc null. h y p o t h c s f s

which s t a t e s that; high incentives al#l fringe benefit

paclcagcs do not incroasa workcrs motivation to work and

re jo ct the n l t c ~ ~ n n t i v e hypothesis which stat-es that hi&

incentives and E r i n @ bonof i t p a c k a p s increase workers

mo-t;ivation t o wrk,

~ h c resul-t sllowa that Lover ~rotllcr p l c , ~ b a a d pz

p l c , ~ b a thoudl they prov ides

worlcors, tlic so lmnc f i t s givon

o f worlcors, whicl1 may l oad t o

53.

f r i . n p boile:fits t o t he i r

cl o not nfY% c t idlo I)O 1-Soi-rna11~0

high efflcicr lcy at work,

hi& effectivnc.ss a t w o r k , grentcr dedication t o work,

improved workers l o y a l t y , rcclucod fmadulent practlcas ,

T ~ I ~ S O r e s p o n s e s illdicatccl t ha t ~ ~ o r l c o r s a r c n o t motivated

When ax4 fringe benefi ts packages give.n ' to them aro increased.

value is 0.2~15 :IS a p i n s t - tllc r igure a t the s t a t i s t i c a l

h b l c a t .O5 ~ c v c l o f Si@.f?icanco, wl l i c l z i s 3.84. ~ p p l y i n g

the dec i s ion r u l e we accept Ltzo nu11 hypothesis (1-10) which

s t a k e s t h a t provis ion of a c t i v i t i e s d o e s n t enlmnco workers

c l c c l i c ~ t i o n a d r w re joc l; thc n . l t c r r m t i v c Iiypothesis which

s t a t e s thht provision o f a c t i v i t i e s enhances worl- ~ e r s

dedica t ion . ~1ii.s r e su l t shows iA1a-t; Lever grothers p l c ,

~ b a and pz p l c , ~ b a provides a c t i v i t i e s i e electricity,

good roads, pipe borne w a t e r , h e a l t h care f n c i l i t i e s ,

p r o m o t i o n and clevelopment o f s p o r t s a d C ~ ~ J I C E I t i o n , old

ag-c and r c t - i r e~ucn t schc~ne t o the 110s t cornmunity w h i c h

in- turn may enllallce workers , punc2;ualf t y t o duty, l oya l ty

t o the rnannpment, c r e a t i v i t y in h i s \<or!: but the result

shows thnk p r o v i s r i o i ~ of these aci; ivit ios d o n o t enhance

workers cled:i.cnL-Ton.

2 ~ i r m l l y , ; :csults from l~yl)ol;l~os:is 3 s h o w t h a t x

calculated value i s 4-,242 as agains t the figui-c at the

s t n t i s t i c a l t a l ) l ~ ! a t .05 ~ o v o l o f si,ynifricanco w h i c h is

altcrnat-ive hypot-hesis (f~i) which s ta- tcs k h a t increased

incentives am1 f r ingc be1lefi.k paclcages i ~ n ~ p ~ o v c product

pcrformance a;!d re jcct the ~ l l hypo-l;fmsis (110) which

s t a t e s tha l; r i ~ ~ c r e a s e d incentives and fr inge benef i t

packag~s clo nr, h improve produc l- pcrformance. T h i s s11ows

tha t incrcascrl inccxl.l;ivcs and f r inge bc11efi.t Ilavc a l o t

of inf luenca n n t;he p ~ r f o r ~ n a n c e of w tllc worlmxs.

y o d o r ( 1 962 : 71 24 ) listccl one llurdrocl and f ive separate

inccntivcs clnss:i.fliecl i n t o s i s cnto~ories, o f which ]nos t

o f tho l i s t -oc l incentives are n o t y e t being applied i n

N i g e r i a e, g. ~ e : x tll benefits, L L L ~ off' pay, unemploymenl; . .

bone f i t s , private pension, stock ownership plans, profit

sharing plans,

The number and extent o f f r i n g e bcnof i ts which

employees g e t depends o n tho company for which t h e y work

a d it has b o o n .reported that- ~ r d o n i z e d workers are more

l i k e l y to reccivc? m o s t of tha frinp b o n e t i t s than the

(D) . noth c o m ~ ~ a n i e s provide i n r r n a t r u c t h r e d f a c i l i t i e s t o

tho h a s t c o m m u n j . t y . Thcse arc c l e c t r i c i k y , ~ o o c ? roads, pipe

bornc rm-l,cr, ~ p > n J - t h cnrc , psomokion of spor t s 3rd old age

s clio me . These companies open ing a good l ink ~qi-Lh +he host

community is i 1 1 l-he r i g h t dircc L i o n nlxl companies w i l l see

it as t h e i r social r e spons ib i l i t y a d this ~ q i . Z l go a long

way i n I lclping l-heir k~orliers, ~ J z c provis ion of i;hesc

infrnstructusnl f a c i l i t i e s b r f q y s about e f fec t iveness t o

vorlc, worlco rs pimtual i ty and c r e a t i v i t y j. 11 work. ~ a c l c of

these i~~f ras -k ruc - l -u ra l facilities brihgs about Lateness t o

. r ~ o r l r , l ack o f rmr1:crs dedicn- t i on, lack o f l a y a l t y to tho

ilia n a p me nt . That p r o i i ~ ~ c t s performance i e quqnt-ity o f m a r p r i m ,

p e r c l n y , quant i ty o f ~ u x , liEc buoy, key soap,

c lose -up , r l m clctcrvni; produced pcr d a y can bc irnproved

as a r e s u l t o f increase i n inccnkivcs and frii1g-c benefits,

dams, E., ~crs!laue~, J. and l~uch, 1J. (1381) p r o d u c t i v i t y

~ J i o f o r , p. (1 3'75). ~lni~~,ycrncnt- in 1qi~;oria ~ s s u e s and ~hoories. ~ l l i $ s l l n : , ~ r ~ i c a r a p r e s s ~ t - c l .

~~crzbcr,y, P., Fl:lnncr, urn, pc ' t t c r son , r?. anil ~apwcll, D. ( 1 5 j J C ) ~ a t - l - i kuc l c : A 1:cvictlr r )S rcscarcll options. \ -

111 ;I . stc?c:rs and 1,. porLr>rs, p~o-Lrivi~i;.i.on and work b c l ~ n v i o r ~ ~ - . ~ e w york: pIcGraW 1 1 i l J - ~ o o k C o .

a r , . f 1357). ~nccnt r ivc pnyr:lciit sys term : 7-cv icw -- o r .;-csr:~~*.cl~ and o p i ~ l i r ) n s . ~ o r ~ r ! o n : f ; t n p l c s pi-css. -----

I would asl: you t o answer the E o l Z o w i n ~ qucsl;ior~s.

please , s c s t n s s n r e d tint your responses t o these quest-iolm

are strictly for ~ ~ c a d c m i c pl.~s-posc, and u:iLX bc Ilarzdlccl

coTlriden15n13.y. ncs:i.de s t your name nncl any o t h e r i c l o n t i t y

a r c n o t rcqurirctl. T h i s w i l l c ~ z r l l s l c you t o be very objective

in y o ~ w ro s p o n s c .?

~ h n ~ i l c y r?r 1 'roi- you^^ a nt3,ci.l)nt-ocl co-opnr;~ f;lioti,

p l o a s o -I;ick ( ) for kl ie o p t i o l i yo0 c l ~ o o s e or that

correctly a p p l i c , ~ t o you.

(c) ? l o - 5 0 (d ) 50 -. G O

!?

5. IIOW 1011;~~ I lnvr : you wui-lccd : i - 1 1 LC?VC~. n1:o LILCJI* ~ L C .

( c ) ~ t 2 l - c an;. other rcnson ............. 12. 1lxJlicato a l l j r other f r i n p b e n e f i t pnckacycs you w i l l l i k e

tllc Cornpan;- .b o provide.

(4 --