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Asian Research Journal of Arts & Social Sciences, 2456-4761,Vol.: 8, Issue.: 2


Institutional Values Management and Organisational Success of the Manufacturing Sector in Rivers State, Nigeria


Patrick N. Nwinyokpugi1* and Ordu, Ogbuma Lucky1*

1Department of Office and Information Management, Rivers State University, Port Harcourt, Nigeria.

Article Information


(1) Dr. Liwei Shi, Associate Professor, China University of Political Science and Law, Beijing, China.


(1) Borislav  Kolaric,  Serbia.

(2) R. Shenbagavalli, India.

Complete Peer review History: http://www.sdiarticle3.com/review-history/46833


This research study investigated Institutional Values Management and its implication on productivity in the manufacturing sector in Rivers State, Nigeria. To achieve this, thirty-two (32) registered manufacturing companies in Rivers State made published by the Manufacturing Association of Nigeria were covered by the study. The study adopted institutional unit of analysis, thus, a census of all principal officers especially managers and supervisors of departments and units. Therefore, six principal officers representing the six departments relevant to the studied population were sampled given 192 respondents. However, only 174 responses were returned and analysed. Data gathered through structured close-ended questionnaire were analysed using the Pearson’s product moment correlation co-efficient statistic and results presented using tables, mean and standard deviation. The findings of the study revealed that there is a strong significant positive relationship between institutional values management and organizational success of manufacturing companies in Port Harcourt, Rivers State, with the dimensions and measures also showing positive correlation. Leadership and organizational culture were found to have moderating effect on institutional values management and organizational success of the manufacturing sector in Rivers State. 

Keywords :

Values management; workforce development; corporate cast; HSE scheme.  

Full Article - PDF    Page 1-11

DOI : 10.9734/ARJASS/2019/46833

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