Work values and employee performance in Kano state manufacturing firms: A theoretical perspective

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ID: 309379
2025
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Abstract
Employee performance remains a critical determinant of organizational effectiveness and sustainability, particularly in manufacturing industries where productivity, innovation, and quality control are central to competitiveness. In Kano State, Nigeria, manufacturing enterprises face persistent challenges of low productivity, absenteeism, and weak work commitment, despite ongoing managerial reforms. This paper provides a theoretical analysis of the role of work values the beliefs and principles individuals hold about the meaning and importance of work in shaping employee performance within manufacturing organizations. Drawing upon Herzberg’s Two-Factor Theory, Schwartz’s Theory of Basic Human Values, and McGregor’s Theory X and Theory Y, the study explores how value alignment between employees and management enhances motivation, satisfaction, and ethical conduct. The synthesis reveals that intrinsic work values such as achievement and responsibility, when supported by ethical leadership and equitable reward systems, foster higher engagement and productivity. Conversely, misalignment between individual and organizational values leads to apathy and reduced performance. The paper concludes that cultivating value-based management practices, ethical leadership, and continuous employee development is essential for sustainable industrial performance in Kano State. It recommends that manufacturing firms institutionalize value-driven human resource policies and conduct periodic evaluations to ensure harmony between organizational goals and employee values.
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Authors Ibrahim Huzaifa, Kabiru Sunusi
Journal Aminu Kano Academic Scholars Association Multidisciplinary Journal
Year 2025
DOI
DOI not found
URL
https://akasa.com.ng/ojs/index.php/journal/article/view/136
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