STRATEGIC DECISION-MAKING PROCESS AND EMPLOYEE PERFORMANCE OF OIL AND GAS FIRMS IN RIVERS STATE

Abstract

This study examined the relationship between strategic decision-making process and employee performance of Oil and Gas Firms in Rivers State. The study was guided by 3 objectives and 3 hypotheses. The survey designed used for the study was a correlational survey design.  The target population for this study was 10000 employees of oil and gas firms in Rivers State. The study adopted a taro yamene sampling technique to ascertain a sample size of 286 employees which ensures that all respondents were captured. A self-administered structured questionnaire titled “Strategic Decision-Making Process and Employee Performance Questionnaire (SDMPEPQ)” was used to obtain data from respondents. Cronbach’s alpha reliability coefficient of 0.87 was ascertained. PPMC (person product moment correlation) was used to test hypotheses on SPSS version 25.  The study found out that there is a significant relationship between the dimensions of strategic decision-making process (environmental scanning, goal setting and problem identification) and measures of employee performance (timeliness, goal accomplishment and work quality) of Oil and Gas Firms in Rivers State. The study recommended that management should adopt SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goal-setting frameworks to drive work quality among employees.