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NIGERIAN WORKERS AND JOB SATISFACTION
CHAPTER ONE
INTRODUCTION
1.1
HISTORICAL BACKGROUND OF THE STUDY
The National Electric Power Authority (NEPA) as a corporation
established by the federal Military government in April 1972. Under Decree No. 24, National Electric Power
authority (NEPA ) was empowered to maintain an efficient, co-ordinated an
economic system of electricity supply to all the nooks and crannies of the
Nation. It started with a humble but
steady beginning with only four major power stations namely – Ijora, Delt, Afam
and Thermal power stations and Kainji Hydro Power stations serving more than
two million customers nationwide.
NEPA has become the fastest and biggest growing electricity
industry in Africa and in deed developing world with a consumer population of
about five million. National Electric
Power Authority (NEPA) is a government owned business organization set up by
Decree with the main aim of maximizing public welfare. To ensure even distribution of facilities and
social services, the government establishes NEPA. NEPA helps combat the unhealthy rural and
urban drift of the population.
The stores control is a very important function branch of an
organization which required a serious attention. Unfortunately, most organization in Nigeria
have not given it the attention deserves.
The problem of neglect to this vital functional part of an organization
is not only peculiar to Nigeria but world wide and had been in existing from
time immemorial. It would be observed
that the primary objective of stores functions is to provide a services to the
operating function and this must be fully appreciated.
According to Dessler (2001), he identified six steps in doing
a job analysis. One of it is review
relevant background information such as organization charts, process charts and
job description. Henderson (1994), view organization charts as how the job in
question relates to other jobs and where it fits in the overall
organization. The chart should identify
the title of each position and by means of its interconnecting lines.
1.2
STATEMENT OF THE STUDY
The problem of stores control has been existing for too long.
This problem is still with us to data and is a universal rather than a peculiar
problem. Thus, it is not limited to a
single organization but all business. It
is not only limited to the private sector.
With its background motive to provide maximization’s but also the public
sector organization such as NEPA with less it’s background principles of non
profit but social service maximization.
The problem of stock control may be attributed to the
failure, on the part of the top management officials, to give a deserved
attention to the function of stores as well as their inability to employ the
services of as well qualified stores officers to take charge of stores
supervision and management. Added to
this problem is the issue of the death of storage facilities and the habit of
stores procedure violation by the top, the middle, and the junior cadre
personnel in the organization.
The National Electric Power Authority (NEPA) does not exist
in isolation. The same problem as faced
by other organizations both public and private as what NEPA is facing.
More so, being a government organization, which is not
grounded on the principles of profit maximization, the neglect as well as the
improper care, control and management of stock, can be more terrible than
required.
Since 1989, NEPA has also been encountered public criticism
due to lack of effectiveness and efficiency in services. It is obvious from the randomly outing of
public against their poor services. The Corporation on body since then no
longer attain the efficiency level expected of it.
Organization efficiency and effectiveness is service largely
depends on the transparency and performance of the workers which in turn is a
function of motivation and morale.
Therefore the understanding of how these ingredients of production can
be combined to bring about job satisfication in the workers should be of
paramount importative to every organization in general according to Fab.
(2003).
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