Exploring the Impact of Interactive Management Practices on Quality of Work-Life in Manufacturing Firms in Port Harcourt, Rivers State

Owhorji, Sunday, Margaret, Adebisi Jack

doi:https://doi.org/10.59232/DSM-V1I3P102

Research Article | Open Access | Download Full Text

Volume 1 | Issue 3 | Year 2024 | Article Id: DSM-V1I3P102 DOI: https://doi.org/10.59232/DSM-V1I3P102

Exploring the Impact of Interactive Management Practices on Quality of Work-Life in Manufacturing Firms in Port Harcourt, Rivers State

Owhorji, Sunday, Margaret, Adebisi Jack

Received	Revised	Accepted	Published
04 Jul 2024	06 Aug 2024	07 Sep 2024	30 Sep 2024

Citation

Owhorji, Sunday, Margaret, Adebisi Jack. “Exploring the Impact of Interactive Management Practices on Quality of Work-Life in Manufacturing Firms in Port Harcourt, Rivers State.” DS Journal of Multidisciplinary, vol. 1, no. 3, pp. 12-26, 2024.

Abstract

Our research aimed to explore the nexus between Interactive Management Practice (IMP) and Quality of Work-Life (QWL) in Port Harcourt manufacturing establishments in Rivers State. The study adopted a descriptive survey design and utilized a mixed-methods approach. Primary data was collected through questionnaires administered to a selected number of employees, while secondary data sources included books, gazettes, project materials, and automated sources. The uncut folk of workers in these firms was 23,535. Due to the large population size, the Taro the Yamane sampling tactic was exerted to determine a manageable sample size, resulting in 310 randomly selected workers. Proportionate sampling (22.30%) was used to determine the sample size reserved for each firm. The study harnessed the IMP on the QWL Scale. The research questions were based on a five-point Likert scale, which stretch from a very high extent to a very low extent, and simple tables, means, and grand means were exerted to scrutinize the information. Analytical routes were exercised to test hypotheses at a significance level of 0.05. The result evinces an appropriate and weighty interconnection between angles pertaining to quality of work-life, such as work-environment and job satisfaction, and interactive management courses, same as teamwork, social support, and employer-employee interrelation. The findings insinuate that, in sequence to augment joint effort, productivity, and profitability, employers should foster productive relationships with employees. The findings insinuate that, in sequence to augment joint effort, productivity, and profitability, employers should foster productive interrelations with employees. Employers ought to organize workshops and seminars to emphasize the importance of teamwork in achieving optimum output. Employers should exert interactive management routes, including employer-employee interconnections and teamwork.

Keywords

Interactive Management Practices, Employer-employee relationship, Team work, Work-environment, Quality of Work-Life, Job satisfaction.

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