SHEU ABIODUN Effect of Corporate Social Responsibility On Organizational Performance

EFFECT OF CORPORATE SOCIAL RESPONSIBILITY ON
ORGANIZATIONAL PERFORMANCE
A Study of Guarantee Trust Bank, Offa, Kwara State
BY
SHEU ABIODUN SURAJUDEEN
BA/HND/F17/4527
SUBMITTED TO
THE DEPARTMENT OF BUSINESS ADMINISTRATION
SCHOOL OF BUSINESS AND MANAGEMENT STUDIES,
THE FEDERAL POLYTECHNIC OFFA KWARA STATE
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF HIGHER NATIONAL DIPLOMA (HND) IN BUSINESS
ADMINISTRATION, FEDERAL POLYTECHNIC OFFA
SEPTEMBER 2019
DECLARATION
I Sheu Abiodun Surajudeen BA/HND/F17/4527 from the department of Business
Administration, School of Business and Management Studies, federal Polytechnic Offa
Kwara State, hereby declare that this research work is written and produced by me and
that to the best of my knowledge it contains no material previously published by another
person.
_____________________________ ____________________
Sheu Abiodun Surajudeen Date
ii
CERTIFICATION
This is to certify that this research work has been completely read through and approved
as meeting the requirement of the department of Business Administration, Federal
Polytechnic Offa for the award of Higher National Diploma (HND) in Business
Administration of the Federal Polytechnic Offa Kwara State.
________________________ ____________________
Dr. A.I. Ebeloku Date
Project Supervisor
________________________ ____________________
Mrs. B.A. Ajibade Date
Head of Department
________________________ ____________________
External Examiner Date
iii
DEDICATION
This project work is dedicated to the almighty Allah the author and finisher of our faith,
for his all sufficient grace and enduring mercies and provision.
iv
ACKNOWLEDGEMENTS
First and foremost, I return all the glory and adoration to Almighty Allah my
creator, my protector who has seen me through rough and smothering journey of life so
far3 and sparing my life till this moment. And also making the course of my study very
easy for me, because without Allah I am nothing.
My special appreciation goes to my project supervisor, Dr. A.I. Ebeloku without
him this project wouldn‟t see the light of the day, Sir I really appreciate your guidance,
support, zeal and those special times of you dedicated and input to this project work
professionally. I pray that may the Almighty God grant you and your family goodness of
this life and hereafter. And also my H.O.D Mrs. Ajibade B.A. and all my lecturers in the
department of Business Administration that have inserted knowledge and moral on me. I
pray that may the Almighty God have mercy on everyone of them in this life and
hereafter and grant them their heart desire (Amen).
A tree would never would never make a forest and that is why my profound goes
to my lovely and caring parent Mr. & Mrs. Sheu for their unending love, effort, prayer,
understanding and finance maker for the successful completion throughout my course of
sudy in Fedpoffa, I pay that may the Almighty Allah spare your life to reap the fruit of
your labour (AMINA YA ALLAH).
I am also grateful to all my lovely family brothers and sisters, brother Tajudeen,
Brother Kabir, Aunty Adiyat, Aunty Halimat, Aunty Aishat and my lovely sister of the
house Amirat, I pray that may the Almighty Allah continue to shower his blessing and
insert more attribute to you peoples life because you are so dear and meaningful to me.
And also to my departmental mate, a friend like brother the person of Mr. Usman Semiu,
I really appreciate your support and effort in the course of this project, I pray that may the
Almighty grant you goodness of this life and hereafter and also inserted more attribute in
your life (Amin).
And also lastly to all my lovely friends that we both went to secondary
school; Sodiq Mustapha, Kazeem Sidiq, Waliu Ahmed, Emeka Ugoh, Owoseni Damilare
and to those I did not remember to mention, I pray that may the Almighty Allah grant
every one of you goodness and happiness in this life and hereafter and also pray that may
v
the Almighty Allah continue to shower His abundant blessing and protect each and every
one of them (Amen).
vi
ABSTRACT
This primary focused of this project is to investigate on the effect of corporate social
responsibility on organizational performance in Guarantee Trust Bank Offa, Kwara
State. The objectives of this research work are to (i) to examine he effect of philanthropy
responsibility on organizational performance (ii) to investigate the relationship between
ethical responsibility and organizational performance, (iii) to determine the impact of
legal responsibility on organizational performance iv) to examine the effect of economic
responsibility on organizational performance. The population of the study comprises the
management, senior and junior staff of the Guarantee Trust Bank Offa Kwara State which
is 30 population that is adopted as sample due to the manageable number of the
population. The main instrument used for the research work for collection of data was
self-developed questionnaire which is administered to the staff of Guarantee Trust Bank
Offa, also chi-square (x2) method was used to analyzed hypothesis stated. The findings
from the research work shows that there is significant relationship between corporate
social responsibility and organization performance hence there is need to give back to the
community from which organization exist and this usually promote the image of an
organization and increase the level of patronage and recommendation of an organization.
vii
TABLE OF CONTENT
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Abstract vi
Table of Content vii
List of table ix
List of Appendixes/Appendix
Chapter One: Introduction

1.1 Background to the Study 1
1.2 Statement of the Problems 2
1.3 Research Questions 3
1.4 Objectives of the Study 4
1.5 Statement of Hypothesis 4
1.6 Significant of the Study 4
1.7 Scope of the Study 5
1.8 Definition of Terms 6
1.9 Historical Background of Guarantee Trust Bank Offa Kwara State 7
Chapter Two: Literature Review

2.0 Introduction 8
2.1 Conceptual review 8
2.1.1 The Concept of Corporate Social Responsibility 8
2.1.2 Approaches to corporate Social Responsibility 11
2.1.3 The corporate social responsibility Controversy 13
2.1.4 Issues and Challenges of Corporate Social Responsibility 15
2.1.5 Meaning of Organization Performance 16
2.1.6 Criteria for Measuring Organizational Performance 17
viii
2.1.7 Factors that will Influence Organizational Performance 18
2.1.8 How to Improve Employee Organizational Performance 19
2.1.9 Relationship between Corporate Social Responsibility and Organizational
Performance 21
2.2 Theoretical Framework 22
2.2.1 Integrative Theory 23
2.2.2 Instrumental Theories 23
2.2.3 Political Theories 24
2.2.4 Shareholders Theory 25
2.3 Empirical Review 26
Chapter Three: Methodology

3.1 Introduction 29
3.2 Research Design 29
3.3 Population of the Study 29
3.4 Sampling Design 30
3.5 Research Instrument 30
3.6 Validity and Reliability of the Research Instrument 30
3.7 Data Collection Procedure 31
3.8 Method of data Analysis 31
Chapter Four: Data Presentation Analysis and Interpretation

4.1 Introduction 33
4.2 Participation/Response rate 33
4.3 Demographic Characteristics of the Respondents 33
4.4 Data Presentation and Analysis of Research Questions 35
4.5 Test of Hypothesis 42
4.6 Discussion of Findings 47
Chapter Five: Summary, Conclusion and Recommendation
5.1 Summary 48
5.2 Conclusion 48
5.3 Limitation of the Study 49
5.4 Recommendation 50
5.5 Suggestion for further Studies 51
References
Appendix/Appendices
ix
LIST OF TABLES
Table 4.3.1: Personal Data

Table 4.4.1: Corporate social responsibility is significant for every organization in this
competitive business world
Table 4.4.2: There are certain crucial effects of corporate social responsibilities on the
business operation
Table 4.4.3: Proper CSR activities can improve the relationship among the organization
and their stakeholders which leads to enhance organizational performance
Table 4.4.4: Following professional standards by organization improve organizational
relationship and enhance organization performance.
Table 4.4.5: Trustful activities has positive effect on organization performance
Table 4.4.6: Providing full and accurate information to customers has negative effect on
organization performance
Table 4.4.7: Organizational fairness in employee evolution has positive effect on
Table 4.4.8: Response to customer compliant is an act of corporate responsibility
Table 4.4.9: Monitoring employees productivity improves organization responsibility
Table 4.4.10: Our organization follows environmental laws
Table 4.4.11: Our organization avoid discrimination in activities regarding its
stakeholders
Table 4.4.12: Following internal policies of remuneration among employees promote
organizational performance
Table 4.4.13: Philanthropy responsibility promotes the products of the organization and
enhance organization performance
Table 4.4.14: Philanthropy responsibility has positive impact and promote organization
image
4.5.1: Testing of hypothesis one
4.5.2: Testing of hypothesis two
4.5.3: Testing of hypothesis Three
4.5.4: Testing of hypothesis Four
x
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND TO THE STUDY
There has been increased consensus that corporate social responsibility (CSR) is
significant for the sustainable development of companies. A considerable stream of
scholarly research has emerged in the literature suggesting that corporate social
responsibility orientation is the key to stimulating long-term stability, growth and
sustainable performance in a dynamic and changing environment. Having recognized the
benefits of CSR it seems the performance of an organization can be associated with that
of corporate social responsibility
From a policy perspective, governments often support socially responsible
behaviour through various policy instruments and subsidies with the intention of
increasing international competitiveness and simultaneously supporting sustainable
development. This policy perspective is complemented by a firm perspective, in which
scholars stress the need for a Corporate social responsibility for corporate performance.
Although CSR has primarily been the concern of Multinational Corporations, it is
increasingly imperative that local enterprises like public corporations, private sectors
enterprise; small and medium enterprises should be involved in social responsibility in as
much as they are closer to the community and equally benefited more from the immediate
environment. However due to the pressure of economic development, many organizations
in Nigeria are established on the need to make more and more profits to the detriment of
all the stakeholders. It is also posited that some do not adequately respond to the needs of
host communities, employees‟ welfare (cheap labour often preferred), environmental
protection and community development, is on record that Researchers has concluded that
1
CSR can influence sustainability, integrity, reputation and profitability of any
organization that has policy on CSR.
Since the advent of modern banking in Nigeria arising from recapitalization of
2005, the Nigerian financial system have been responsible for the generating
employment, either as marketers, or contract staff and has by no small means boost the
country‟s economy. As a sector in the Nigeria, the corporate social responsibility role
expected from the banks cannot be over-emphasized. Stakeholders expect companies to
manage the social and environmental impacts of their operations and in response to their
agitations; many organizations have adopted Corporate Social Responsibility (CSR)
programmes as solution to the agitation. Many of such programmes are not integrated into
the organization‟s operations but are merely taken as philanthropic gestures, publicly
reporting through newspaper and television media so as to give the notion that they are
practicing CSR.
The study is set to investigate effects of Corporate Social Responsibility on
Organizations‟ Performance in banking Industry using Guaranty Trust Bank Plc. (GTB
Plc.) as a case study. Specifically, the study considered the factors influencing CSR
adoption by GTB Plc. and its impact on environment in which the organization operate.
1.2 STATEMENT OF THE PROBLEM
Organizations have long been criticized for their negative effect on the natural
environment in terms of wasting natural resources and contributing to environmental
problems such as pollution and global warming. The use of fossil fuel is thought to
contribute to global warming and there is both governmental and societal pressure on
corporations to adhere to stricter environment standards and to voluntarily change
production processes in order to do les harm to the environment. Other issues related to
2
the natural environment include waste disposal, deforestation, acid rain, and land
degradation.
Moreso, organizations increasingly operate in a global environment. The
globalization of business appears to be an irreversible trend, but there are many opponents
to it. Critics suggest that globalization leads to the exploitation of developing nations 'and
workers, destruction of the environment and increased human rights abuses. They also
argue that globalization primarily benefits the wealthy and widens the gap between the
rich and poor.
Perhaps the most pressing issue is that of labour standards in the different
countries around the world. Many organizations have been stung by revelations that their
plants on branches around the world were “sweatshops” and employed minors. CSR also
requires that organizations carefully consider the role that they are playing and could play
in terms of social welfare.
Therefore in satisfying consumer wants organizations may be hurting consumer's
health and causing environmental problems. In the increasingly conscience-focused
market place of the 21st century, the demand for more ethical business process and
actions (known as ethics) is increasing. Thus, for many organizations it is difficult to
know where their responsibilities began and end in relation to building infrastructure,
creating economic opportunities education and poverty alleviation. Therefore, this study
is an attempt to investigate the effect corporate social responsibility has on organizational
performance.
1.3 RESEARCH QUESTIONS
In attempting to assess the effect of corporate social responsibility on the
organizational performance the following research questions are pertinent:
3
1. What is the effect of philanthropic responsibility on organizational performance?
2. What is the relationship between Ethical responsibility and organizational
performance?
3. Does legal responsibility have impact on organizational performance?
4. How does economic responsibility affect organizational performance?
1.4 OBJECTIVES OF THE STUDY
The main purpose of this study is to examine the relationship between corporate
social responsibility and organizational performance. Other objectives of this study are as
follows:
1. To examine the effect of philanthropic responsibility on organizational
performance.
2. To investigate the relationship between ethical responsibility and organizational
performance.
3. To determine the impact of legal responsibility on organizational performance.
4. To examine the effect of economic responsibility on organizational performance.
1.5 STATEMENT OF HYPOTHESIS
Ho1 Philanthropic responsibility has no effect on organizational performance.
Ho2 Ethical responsibility has no relationship with organizational performance
Ho3 Legal responsibility has no impact on organizational performance
Ho4 Economic responsibility has no effect on organizational performance.
1.6 SIGNIFICANCE OF THE STUDY
The study on corporate social responsibility is significant to organization in
particular and the society in general. The organization would benefit by knowing the
different areas where they be socially responsible, measure their impact on the society,
4
thus improving their corporate image and on the long run to make more profit. The
research work also intend to assist immensely other corporate organization and general
public to know the significance of social responsibilities and to relate their roles as a
stakeholder in the wheel of progress, if adequate studied. More so, the general public will
became aware and informed about the various kinds of social performances which
corporate bodies can extend them. It will create awareness that environmental
degradation.
It also enable corporate bodies to benefit greatly as various form of social
responsibilities and area they can readily assist the public and other stakeholders. This
will be of tremendous significant to them, as it will increase their goodwill.
Finally, the researchers are not to be left out of the benefits, as the research project
will allow them to discover more about this crucial and ever controversial concept of our
time.
1.7 SCOPES OF THE STUDY
The scope of the study focuses on the effect of corporate social responsibility on
organizational performance, with reference to Guarantee Trust Bank, Offa Kwara State.
The study focuses specifically in the performance of their moral and ethical content of
management and corporate decision and the resultant effect it has on the organizational
performance.
This research work also focused on area where organization failed to respond to
the need of Nigeria population and to organization there by strengthen and faith which the
customers have in the organization.
5
1.8 DEFINITION OF THE TERMS
Social Responsibility: It is the intelligent and objective concern, which restrains
individual or corporate behavior from ultimately destructive activities no matter how
immediately, profitable and leads to the direction of the contributing to human
betterment. (Andrew, 1977). It also means not only fulfilling legal expectations but also
going beyond compliance and investing more into human capital, the environment and
relations with stakeholders (the European economic commission, 2011).
Corporate Image: The intangible possession that distinguishes and enables a business
organization of similar type and capability.
Organization: It can be define as any structured system of rules and functional
relationship designed to carry out a firm‟s policies.
Performance: operationally, it can be defined as a function of profitability, survival,
market share and efficiency and growth achievement of the organizations.
Management: It is the act or process of planning organizing, directing coordinating and
controlling of both human and materials resources for effective and efficient
accomplishment of organizational goals and objectives.
Customer: These are individuals or groups of individual that constantly utilize the goods
and services rendered by an organization. The customer determines what business is and
it is their willingness to pay for goods and services those convert economic resources into
revenue.
Environment: It means the surroundings external objectives, influences of circumstances
under which someone or something exits.
Profit: These are financial reward accurate to the business after deducting al the
expenditure and cost incurred during the production process from total revenue.
6
Shareholders: Are the different groups that are affected by the organization action and
success.
1.9 HISTORICAL BACKGROUND OF GUARANTEE TRUST BANK, OFFA
KWARA STATE
Guarantee Trust Bank Plc. (GTB Plc.) commenced business in February 1991 as
limited liability Company licensed to provide commercial banking services and other
financial business in Nigerian; it was quoted as publicly quoted company in September
1996. The bank was granted a universal banking license in February 2002 and appointed
as a settlement bank by Central Bank of Nigeria (CBN) in 2003.
As results of the consolidation exercise by the regulating body to sanitize and
strengthen Nigeria Banks, GTB Plc made a strategic decision to actively pursue retail
banking with a major rebranding exercise followed in 2005, which lead to the bank
emerging as the first Nigerian financial institution to undertake a $350 million regulation
Eurobond issue and a $750 million Global Depository Receipts (GDR) offer. Also in
2009, Gtb. Plc successfully completing the first tranche of its $200million dollar
Corporate Bond which is the first corporate bond in Nigeria. The bank receives numerous
accolades and commendations for exceptional service delivery, innovation, corporate
governance, corporate social responsibility and management quality. This awards
includes the Best Bank in Nigeria by Euro Money, the 2007 Most Respected Company in
Nigeria in a survey by Price Water House Coopers and Business Day, multiple honors in
the vanguard Newspaper Banking Awards as winner in three categories: 2007 Best Bank
in Corporate Governance, Bank of the Year and 2007 Most Customer-Friendly Bank,
KPMG 2009 Most Customer-focused Bank, Retail Award and the Most Socially
Responsible Bank in Nigeria at the Social Enterprise Reports and Award, SERA 2009.
7
CHAPTER TWO
LITERATURE REVIEW
2.0 INTRODUCTION
This chapter provides a critical look at existing research that is significant to this
study. The chapter has three sections which includes Conceptual review, Theoretical
Review and Empirical review of the literature. The first section of the chapter reviews the
concept of corporate social responsibility and organizational performance, the second
section review theories behind the study of corporate social responsibility and
organizational performance while the third section is empirical review
2.1 CONCEPTUAL FRAMEWORK
Conceptual review discussed various concepts used in the research work. The
concept of dependent and independent variable of the research were reviewed. The
dependent variable Organizational performance will be firstly review which is followed
by the concept of corporate social responsibility. At the end of this section the
relationship between corporate social responsibility and organizational performance will
be examine which will highlight the effect corporate social responsibility has on
organizational performance.
2.1.1 THE CONCEPT OF CORPORATE SOCIAL RESPONSIBILITY
According to Babajide, (2015), Business and society largely to an extent relied on
themselves; in as much one cannot be on its own. The adoption of social responsibility
practices therefore is expected to bring about a complete relationship between individuals,
organizations and the various sectors to which the business owe obligations. This
obligation is seen to extend beyond the statutory obligation to comply with legislation and
8
sees organizations voluntarily taking further steps to improve the quality of life for
employees and their families as well as for the local community and society at large.
The Oxford Advance Leaner Dictionary defines social as being connected with
society and the way it is organized, while responsibility is a duty to deal with or take care
of business. (Fajoyonmi, 2009) Corporate Social Responsibility (CSR) is a concept
whereby organizations consider the interests of society by taking responsibility for the
impact of their activities on customers, employees, shareholders, communities and the
environment in all aspects of their operations. Dijken (2012) defines the concept of
“social responsibility” as refers to related issues, including human rights, human
development and environmental protection (green) issues. He further posited that
corporate social responsibility by stating that it is the social issues, in the past, were “seen
as public policy matters falling within the ambit of governments” and “so long as
businesses adhered to existing legal obligations, they were free to focus on the “bottom
line”, that is, profits and shareholder value”. Morrison, (2012) disagreed with “this
simplistic view” that separate businesses from social responsibility which he termed to
have been “outdated” by the general recognition that as an employer and producer a
company has a determinant role to play in society.
European Commission‟s Green Paper (2001) brings out in its definition of CSR as
fact that the issues and initiatives go beyond the legal requirements and define CSR as a
concept whereby companies decide voluntarily to contribute to a better society and a
cleaner environment. Other definitions bring forward the importance of other
stakeholders besides shareholders like McGuire, Sundgren and Schneeweis (2011) CSR is
the acknowledgement by companies that they should be accountable not only for their
financial performance. While Ogundele (2017) examined concepts of CSR in terms of
9
organizational effectiveness and the ability of an organization to account successfully for
its outputs and operations to its various internal and external constituencies. Bennett
(1998), notes that increasingly businesses are expected to behave in socially beneficial
ways particularly in relations to the physical environment, product quality, employees
working life and removal of unfair discrimination in hiring and firing staff. Aluko et al
(2014), contends that CSR of business involves those actions or behaviour that are
expected from the organization by the society, which is therefore an intelligent and
objective concern for the welfare of the society.
Andrew (2009) defined CSR as objectives and intelligent concern for the welfare
of the society, no matter how profitable it is. He further states that CSR of business
should lead in the direction of the positive contribution to human betterment vis-à- vis
growth of the society through contributions to charitable programme such as education,
sports, arts and culture, reduction of social cost such as pollution caused by the activities
of the business, reduction in business malpractice and equitable working balance among
the staff.
According to Ebeloku (2013), posits that a firm cannot exist in isolation from the
society it which it has being. Firms provide goods and services for the community and
uses raw material and labour, and as well make use of other resources of civilization such
as law which protect the company. No business organization can ignore the environment
in which it operates and the success of firm may depend largely on the public image. The
attitude of firm the their employees, customers, government shareholders, etc., form part
of the image it is therefore not surprising that throughout history, business organization
have been influence greatly by social concept referred to as social responsibility.
10
2.1.2 APPROACHES TO CORPORATE SOCIAL RESPONSIBILITY
The health of the community very often reflects the health of business. At
minimum, a social responsibility policy adopts sustainable business practice that does no
harm to the community‟s environment and people. At its best a social responsibility that
build lasting and meaningful relationship with customers, employees and the public.
There are many approaches to social responsibilities defines by and organizations
size and resources, but working with community based initiative, growing Phil atrophic
efforts and developing business plan that are creating share value are three of the most
recognized.
Economic Responsibility: Companies have shareholders who demand a reasonable
return on their investments; they have employees who want safe and fairly paid jobs; they
have customers who demand good quality products at a fair price. This is, by definition,
the fundamental reason for the establishment of businesses and thus a company‟s first
responsibility is to be a properly functioning economic unit and to stay in business
profitably.
Legal Responsibility: The legal responsibility of corporations demands that businesses
abide by the laws and „play by the rules of the game‟. Laws are understood as the
codification of society‟s moral views, and therefore abiding by these standards is a pre-
requisite for any further reasoning about social responsibilities. In other words,
corporations must abide by corporate legal requirements in order to continue being in
business. As with economic responsibility, the satisfaction of legal responsibility is
required of all corporations seeking to be socially responsible.
Ethical Responsibility: This responsibility obliges corporations to do what is right, just
and fair, even when they are not compelled to do so by the legal framework. For example,
11
when Shell Company sought to dispose of the Brent spar oil platform at sea in 1995, it
had the full agreement of the law and the British government, yet the company fell victim
to a vigorous campaign against the action by Green Peace as well as a consumer boycott.
As a result, the legal decision to dispose of the platform at sea was eventually reversed,
since the firm had failed to take into consideration society‟s ethical expectations. Also,
similar incidents have occurred in the oil producing areas in the Niger Delta, where oil
companies witnessed destruction of their facilities due to the fact that the oil companies
did not consider the social and ethical interests of the communities in their operations.
Philanthropic Responsibility: The Greek work “Philanthropy” literally means “the love
of our fellow human beings” and by using this idea in a business context, it includes all
those issues that are within the corporation‟s discretion to do in order to improve the
quality of life of employees, local communities and ultimately the society at large. The
emphasis is therefore that today‟s corporate behaviour must not only ensure adequate
returns to shareholders, adequate wages to employees, and quality products and services
to customers, it must also respond to societal and environmental concerns. Forward-
looking modern organizations are beginning to realize the long-term benefits of adopting
a holistic stance in their operations. It is only when a company‟s operations encompass
economic, social, environmental and ecological concerns that a firm is considered to be
genuinely a corporate citizen (Hannigfeld, 2016). This is the most commonly used
approach. This includes monetary donations and aid given to local organizations and
impoverished communities in developing countries. If time, resources or staff volunteer‟s
hours are limited, many community initiatives still benefits from simple financial support.
Some organization do not like this approach as it does not help build on the skills of the
12
local people, whereas community based development generally leads to more sustainable
development.
2.1.3 CORPORATE SOCIAL RESPONSIBILITY CONTROVERSY
The need for organization to be socially to the needs of their immediate
environment has generated several opposing perspectives, the argument still ranges on
about how socially responsible they should be. Argument for social involvement relate to
potential benefits for society and for business.
One of the arguments is that social response will lead to consequences that form
the basis for long run point of view that should be favourable to business. Thus social
actions that discourage government regulation or that create a better community can be in
the best interest of business in the long run because of the benefits they tends to bring.
Neder in his argument stated his belief by stating that business should not only
take responsibility for product quality and product safety which are legitimate business
responsibility for performance and contribution but should assume responsibility in a
multitude of areas beyond product and services.
Furthermore, according to Shinzil, (2012), some scholars in their attempt to argue
in favour of social responsibility noted the following:
i. Business involvement can help solve difficult problems, help create a better
quality of life and more desirable community in which to attract and keep stunted
workers.
ii. If business is socially responsible, it will discourage regulation of economic
system by government as government regulation adds to economic cost and
restricts management decision flexibility.
13
However, some business scholars oppose the above arguments. They argue that
business organizations and economic institutions should not entangle themselves in social
affairs that;
i. There is need for profit maximization as posited by the classical school of
economist. Simply put, business function as an economic, social and economic
value should be the criteria for measuring success.
ii. The pursuit of social goals dilutes business main purpose that is economic
activity. The combination of economic and social purpose will create a house
divide against itself that collapse from its own internal and confusion of goals.
iii. Cost: Many social proposals do not play their own roll in economic sense in view
of the principle of opportunity cost, which is alternative forgone to obtain a want.
Consequently business must absorb cot or pass it on to consumers by way of
higher prices.
iv. Business already has enough power, and additionally social involvement that
would further increase its power and influence.
According to Usman, (2016) social responsibility has implication for groups,
which business interest interact with ands this is expressed in his own word as follows, in
a free enterprise, private property system a corporate executive as an employee of
business, has direct responsibility to his employers. The responsibility is to conduct the
business in accordance with their desire, which generally will make as much more money
as possible while confirming to the basic rule of the society.
14
2.1.4 ISSUES AND CHALLENGES OF CORPORATE SOCIAL
RESPONSIBILITY
The prime purpose of including CSR in corporate business is to make the corporate
business activities as well as the corporate culture both sustainable in three ways:
economic, social and environmental. Paying equal amount of attention to all the three
dimensions, but many companies think that corporate social responsibility is a much
exterior part of their business, whereas most think it to be an irrelevant issue for their
business as satisfying their customers/clients is more important for them. It is further felt
that customer satisfaction is only about price and service, but concentrating on only these
aspects of business makes them blind folded towards other important changes taking
place worldwide that could blow the business out of the water. The change is named as
social responsibility which is an opportunity in itself for the business.
Some of the drivers pushing business towards CSR include:
 Inefficiency of the Government: In the past, governments have relied only on
legislation and regulation to deliver social and environmental objectives in the
business sector which has led to certain failed initiatives.
 Demands for Greater Disclosure: There is a growing demand for corporate
disclosure from stakeholders, including customers, suppliers, employees,
communities, investors, and activist organizations.
 Increased Customer Interest: It has been seen and proved through a survey
conducted in the year 2002 in 25 countries by Environs International1, it was found
that more than one third of surveyed consumers believed that large companies “should
do more than give money to solve problems.” The same study found that almost 50
percent of consumers had considered punishing a company based on its social actions,
15
and that nearly 30 percent had actually avoided a company for that reason. Further it
was proved that the ethical conduct of companies have a growing influence on the
purchasing decisions of customers.
 Increased pressure from the Investor: Investors are changing the way they analyze
companies' performance, and are making decisions based on ethical concerns too.
 Change in employee behaviour: Employees are increasingly looking beyond
paychecks and benefits and seeking out employers whose operating practices match
their own principles. In order to hire and retain skilled employees, companies are
being forced to improve working conditions.
 Relative small size of Nigeria enterprises: The smallness in term of size and
financial strength of many Nigeria enterprises precludes the consideration of social
responsibility as a task that must be seriously considered.
 Profit maximization: The pursuit of profit by large enterprise owned by foreign firm
to the detriment of earning less for social responsibility. The see responsibility on the
part of the indigenous business as act of patriotic gesture on their part.
 Unethical business practices: Dishonesty, embezzlement, smuggling, hoarding and
limited educational background of many enterprises.
2.1.5 MEANING OF ORGANIZATIONAL PERFORMANCE
Organizational performance comprises the actual output or results of an
organization as measured against its intended outputs (or goals and objectives), Richard
(2009).
Okoro and Washington (2012), Organizational performance include three specific
areas of firm outcomes; financial performance (profits, return on assets, return on
16
investment, etc.) market performance (sales, market share, etc), and shareholder return
(total shareholder return value added, etc)
Many consultants maintain that various initiatives and programs improve the
performance of organization. Nevertheless, many of these assertions have not been
assessed. Indeed, even the optimal definitions or measures of performance remain
controversial. Fortunately, when these propositions are assessed, the results are often
encouraging. These includes profits, productivity, sales and markets shares, customers
service, achievement of goals, measures specific to the industry, holistic measures (total
Quality management paradigms. Organizational Performance is an achievement of the
target in the form that must be known and communicated to all parties within the
organization, and are associated with vision assigned to an organization. Narrowly,
business performance reflects the achievement of the objectives of an organization that is
reflected in the financial indicators. Financial indicator-based performance measures are
referred to as an indicator of financial performance and it has become the main model in
research in the field of strategic. Generally, financial indicators used for this approach is
sales growth, profitability (which is reflected by the return on investment, return on sale,
and return on equity), earnings per share, and so on (Ibrahin and Primiana 2015).
2.1.6 CRITERIA FOR MEASURING ORGANIZATION PERFORMANCE
Effectiveness: It is considered the bottom line of organizational performance, achieving
the outcome that represent the organization mission performance and for which managers
are accountable; it has to do with getting result you want at any point in your operation.
Efficiency: Organization efficiency is concerned with the resources consumed to
accomplish a task or produce an output outcome; resources can include personnel,
materials facilities energy, time and money. It is d vided into internal and external quality.
17
Finance: it focuses on measures related to profitability because it is essential to survived
and growth.
Timeliness: It involves 3 measures Oyele time, work time and product time; it involves
the performance of activities in batches so as to meet up with the aims and objectives.
Workplace Environment: Sometimes referred to as “Organization Climate” the
workplace environment includes the physical amenities in the workplace and culture
tradition of the company.
Physical amentias are aesthesis, employee conveniences and safety and health
conditions.
2.1.7 FACTORS THAT WILL INFLUENCE
ORGANIZATION`PERFORMANCE
Financial Performance: it refers to the measure on how companies carry out their
activities to activities to achieve certain financial goals. It is done by using various
evaluation methods and financial indicators (Welson 2001).
Returns on Equality: Returns on equality shows on how the bank management
effectively handles the shareholders‟ funds to generate profits. There is a preference
managing shareholders‟ funds to generate revenue Al-Khalayeh (2017).
Return on Investment: These ratio is calculated as net profit after tax divided by total
paid capital (Maged and Said 2012) the ratio measures the firms efficiency in utility the
investor capital. It express company‟s ability to generate the required return (expected
returns) based on using and managing the invested resources by the shareholders
(Matarnah 2009).
18
2.1.8 HOW TO IMPROVE EMPLOYEE ORGANIZATIONAL
PERFORMANCE
According to Christina Hamlett, (2018) there is always room for improvement,
especially in a company that wants to stay visible, viable and maintain its competitive
edge. Recognizing the current strengths and abilities of your workforce is as critical as
identifying their untapped potential to assume leadership positions, participate in team-
building activities, exercise initiative and develop better communication skills. In concert,
these elements not only contribute to a more effective and cohesive organization but may
also improve employees' individual performance levels.
1. Communicate your expectations and emphasize personal accountability. No
matter what type of business you run or how many employees you have, it is
essential that every employee understands how her respective contributions
toward a common goal define the company's value, success and longevity. Hold
regular staff meetings to track the status of pending projects make new
assignments and encourage brainstorming on existing or potential problems. Hold
your workers accountable for the responsibilities they assume, the choices they
make and the deadlines they have agreed to meet. Anne Bruce, author of "How to
Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the
Workplace," suggests that the more ownership and engagement employees feel in
the decision-making process, the more empowered they will likely feel to put
forth their best ideas and best work product.
2. Monitor and evaluate job performance through annual or twice-yearly written
appraisals. These provide workers with the functional equivalent of a report card
to identify what they are doing well, what areas need improvement and whether
19
training classes would benefit an existing job or assist in the transition to a new
one. Invite employees to prepare self-evaluations which allow them to highlight
recent achievements, discuss issues that they believe are inhibiting them from
doing their best work and request future training and development assignments.
Encourage feedback throughout the year, not just during the review periods.
According to Brian Tracy, author of "Full Engagement!: Inspire, Motivate, and
Bring Out the Best in Your People," emphasizing positive traits and actions in the
workplace does more to improve employee performance and morale within an
organization than constantly looking for faults and making workers feel as if their
every move is being watched with suspicion.
3. Create and administer a fair and consistent system of acknowledging merit. No
matter what position a person holds in your company, he wants to know that his
work is being noticed and appreciated. A successful company culture is one that
rewards initiative, performance and dedication through bonuses, promotions,
merit certificates and perks as well as compliments and good old-fashioned thank-
you's. Donald Kirkpatrick, author of "Improving Employee Performance Through
Appraisal and Coaching," also emphasizes the importance of mentoring and
coaching as a way to demonstrate that management is committed to helping
workers achieve their highest potential by providing them access to the best
advice on how to advance their careers.
4. Lead by setting a positive example. John Baldoni, author of "Lead by Example: 50
Ways Great Leaders Inspire Results," emphasizes that managers who engage in
active listening, respect the unique talents of their staff, instill confidence in others
and know both when and how to delegate responsibilities achieve better results
20
than egotistical leaders who believe that theirs is the only "right" way to get
anything done. The first step in improving any organization is establishing and
enforcing the concept that there aren't different sets of rules that govern the
activities of supervisors and subordinates. Managers must be held just as
accountable for their own mistakes and shortcomings as anyone who works for
them in order to foster a healthy and truthful workplace. It's also critical to
discourage gossip, address rumors before they escalate to paranoia and stay
sensitive to feedback on what the company could be doing better.
2.1.9 RELATIONSHIP BETWEEN CORPORATE SOCIAL RESPONSIBILITY
AND ORGANIZATIONAL PERFORMANCE
Corporate Social Responsibility embrace a range of principles or ideas ranging
from business ethics, environmental; affairs, consumer affairs, through to community
affairs, employee affairs, human rights, corporate governance and sustainable
development, for the purpose of this study, the researchers has developed a conceptual
model that captured the specific empirical properties of the research. The model
represents the relationship among the dependent and independent variable of the research.
The model is depicted below;
Business Ethics: this views the moral actions and its implication juxtaposes the rules and
regulations plus government mandates includes the maintenance of quality standards,
giving adequate product information and non-discriminatory employment. Ethics are used
in legal or religious compliance and in accomplishing profit maximization.
Environmental Affairs: This has to deal with the environment in which the corporation
carries out business. To ensure pollution free air, soil, water and water bodies.
21
Consumer Affairs: Consumer, who is the king in their quest to receive goods and
services of business as offered by the producer, they must be the focus, to produce
according to what they need from time to time. Also give adequate information on
products and produce adequate goods and service that will satisfy the consumer both in
term of quality, quantity and product design that will give value for money.
Community Affairs: The banks must maintain cordial relationship with the community
and appreciate the community in term of employment generation, educational support,
maintenance of social facilities, medical services and so on.
Employees Affairs: The most valuable asset of any organization is her workers whose
effort has contributed to the achievement of the organization, the Corporate Social
Responsibility which is required from the banks includes adequate compensation,
recruitment and training and giving room for employee initiative, other are opportunity
for growth and development and education assistance both to employees and their
immediate facilities
2.2 THEORETICAL FRAMEWORK
Social responsibility is a theory which emits corporate responsibility to the
society. Some critics according to Carpenter, (2010) have argued that CSR as
implemented by some organizations is mere superficial window dressing. It is widely
believed by many that CSR efforts are mere campaigns by organizations to promote
corporate brands. Many Nigerians are ignorant of CSR; hence, whenever an organization
does something „supposedly big‟ for the society, such a company and its management
are eulogized for being caring and philanthropic. But over time Scholars has propounded
by various theorists on Corporate Social Responsibility as follows:
22
2.2.1 INTEGRATIVE THEORIES
This group of theories looks at how business integrates social demands, arguing
that business depends on society for its existence, continuity and growth. The theorists
here are also Garriage and Mele (2004) Ackerman and Baner (1976), Wartick and Rude
(1986) etc. This theory is divided into three (3)
 Issues management: It is a widened concept from the concept of social
responsiveness where social responsiveness considers the gap between what the
organization‟s relevant public expects its performance to be and the organizations
actual performance. The theorists here are Ackerman and Bauer (1976), Wartick and
Rude (1986) and Garriga and Mele (2004).
 The principle of public responsibility: this group criticized responsiveness approach
and purely process approach as insufficient, thus proposing the principle of public
responsibility. The theorist here is Preston and post (1975, 1981).
 Stakeholder theory of the firm: These groups focus on generic responsiveness,
specific issues or public responsibility principle, the stakeholder theory is oriented
towards “stakeholders” or people who affect or are affected by corporate policies and
practices. The theorists here are Pirsch et al (2007, Argandona (1998), freeman
(1984), Harvey and Schaefer (2001), Post (2003), Carson (1995) and Donaldson and
Preston (1995).
2.2.2 INSTRUMENTAL THEORIES
The theories here see CSR as a mere means to the end of profits, it believes that
businesses are instrument for wealth generation. Friedman (1970) who are one of the
promoter of this theory opines that the only responsibility of business towards society is
the maximization of profit to the shareholders within the legal framework, ethical and
23
custom of the country. Garriga and Mel (2014) in agreement with Friedman observes that
CSR will be in the long run interest of a corporation, that is a major employer in a small
community is required to devote resources to providing amenities to that community or to
improve its government. Aside Friedman‟s opinions, other theorist in this group
concentrate on allocate of resources in order to achieve longterm social objectives and
create competitive advantages.
2.2.3 POLITICAL THEORIES
These theories focus on the interactions and connections between business and
society and on the power and position of business and its inherent responsibility. There
are three (3) theories proponents of this theory all aim at the same thing viz;
 Corporate Constitutionalism: They believe in the role of power the business has in
the society and the social impact of this power. The major theorist here is Davis
(1960, 1967).
 Integrative Social Contract Theory: This theory came up from two (2) levels; first,
a theoretical macro social contract appealing to all rational contractors and second is a
real micro social contract by members of numerous localized communities. The
macro social contract provides rules for any social contracting, while the micro social
contract shows explicit and/or implicitly agreements that are binding within an
identified community, whatever this may be in industry, companies or economic
systems. The theorists here are Donaldson (1982), Dunfee (1999), Garriaga and Mete
(2004).
 Corporate citizenship: Mattern et al (2003) see corporate citizenship from three (3)
perspectives;
24
 A limited view used in a sense quite close to corporate philanthropic, social
investments or certain responsibilities assumed towards the local community.
 A view equivalent to Corporate Social Responsibility, where to Carroll (1999)
seems a new conceptualization of the role of business in the society.
 External view where corporation enter the area of citizenship to the point of
government failure in the protection of the citizens.
2.2.4 SHAREHOLDER THEORY
The shareholder theory proposed by Milton Friedman states that a company's only
responsibility is to increase its profits. He argued that a company should have no "social
responsibility" to the public or society because its only concern is to increase profits for
itself and for its shareholders. However, shareholders must rely on management to
perform various functions as; managers may prioritize themselves in running of
companies, which means that in actual fact, they do not create value for shareholders
(Lazonick and O‟sullivan, 2010). Furthermore, companies do not always have the
knowledge or competence for different kinds of social and environmental projects.
Resources are not used effectively when companies engage in different CSR activities
(Henderson, 2011). The origin of the shareholder perspective is that most companies start
from an owner initiative associated with risk. The owner or entrepreneur invests his or her
resources in an idea, but without a guaranteed returns on investment whereas, the return
to other stakeholders such as lenders, employees, suppliers, is often regulated in contracts
(Gotherstrom, 2012). From the perspective of shareholder value, the owners are special
stakeholders and their interests should be prioritized. The owner can exert influence over
the business, which to some extent compensates for the higher risk. The owners should
therefore be prioritized over other stakeholders (Borglund et.al. 2012).
25
2.3 EMPIRICAL REVIEW
Waddock and Graves (2012) found through regression analysis that an increase in
corporate financial performance was associated positively with an increase in Corporate
Social Responsibility. Their analysis is among the best of its kind, particularly insofar as
they constructed a sophisticated multidimensional measure of Corporate Social
Responsibility. However, the only independent variables included in their analysis, beside
measures of corporate financial performance were firm size, management‟s risk tolerance,
and type of industry. In this regard, their work is typical of much research in this field.
Most studies of the determinants of Corporate Social Responsibility have examined the
effects of various aspects of corporate financial performance but not much else (Brown &
Perry, 1994).
Nana and Doris, (2016); Based on the findings of their study, CSR has a
substantial and positive impact on all performance indicators used in the literature review
which are: finance, organizational performance overtime, reputation, employee
commitment and brand differentiation. Even though there is little attention given to CSR
activities in Ghana, however from their literature revealed one of the best ways to achieve
this and get additional reward; such as attracting customers, building good image,
recording impressive financial performance, and above all ensuring sustainability; is by
taking up CSR that satisfy stakeholders needs. To this end, they recommendations that,
 Employees should be involved in the CSR activities and the rationale be
communicated to them.
 Companies should identify stakeholders‟ needs before taking CSR initiatives.
 Top management must understand the strategic financial benefits of CSR activities.
26
 Companies must include CSR initiates in their strategic plans in order to get higher
support from top management.
 Companies should appoint someone to champion CSR initiatives within the business.
Okwemba et al, (2014), Basing on the results of the study, they concluded that
philanthropic responsibility of a bank has an impact on bank performance based on
customer retention. This indicates that 7.4% variance in bank performance based on
customer retention can be accounted by philanthropic responsibility. This indicates that
banks should consider philanthropic responsibility as factor that has got an impact to
customer retention. Environmental responsibility was insignificant in this study as most
of the environment obligation of the go unnoticed by customers and most banks prefer to
invest in CSR activities that are conspicuous to customer as opposed to those which are
salient.
Akindele (2011) adopted a survey design using ex-post, facto type, with officials
drawn from 4 randomly selected banks operating in Nigeria in carrying out a study on
corporate social responsibility: An organizational tool for survival in Nigeria. The general
objective of the study is to examine the extent and role of the retail banking industries in
corporate social responsibilities practices to help achieve sustainable growth and
development in the local communities. The data for the study was analyzed using both
descriptive and inferential statistics, while predictions and decisions based on sample data
were determined using Analysis of variance (ANOVA). It was found that there is a
significant relationship between bank profitability and CSR practices.
Olayinka and Temitope (2011) used qualitative research method to examine the
relationship between corporate social responsibility and financial performance in
Developing Economies; “The Nigerian Experience. The study obtained data on variables
27
which were believed to have relationship with CSR and financial performance. These
variables included Return on Earnings, Return on Asset, Community Performance,
Employee Relation and Environment Management System. The result shows that CSR
has a positive and significant relationship with the financial performance measures. These
results reinforced the accumulating body of empirical support for the positive impact of
CSR on financial performance.
Margolis cited by Olayinka and Temitope (2011) in a survey of 95 empirical
studies conducted between 1972-2001, reported that: “when treated as an independent
variable, corporate social performance is found to have a positive relationship to financial
performance in 42 studies (53%), no relationship in 19 studies (24%), a negative
relationship in 4 studies (5%), and a mixed relationship in 15 studies (1990).” In general,
when the empirical literature assesses the link between social responsibility and financial
performance, the conclusion is that the evidence is mixed. Amaeshi et al. (2006) used a
two pronged and two stage approach in carrying out a research on Corporate Social
Responsibility (CSR) In Nigeria: Western mimicry or indigenous practices? The
results/analysis shows that the understanding and practice of CSR in Nigeria is still
largely philanthropic and altruistic. There finding differs from the understanding and
practice of CSR in western economies where CSR has advanced beyond philanthropy.
Adegboyega and Taiwo (2011) worked on the contributions of Corporate Social
Responsibility to Agriculture and Rural Development in Nigeria using quantitative
research method. The study finds that there is significant relationship between corporate
social responsibility and agricultural sector both in short and long run.
28
CHAPTER THREE
METHODOLOGY
3.1 INTRODUCTION
This chapter discusses the method and procedures employed in carrying out the
research. Its comprises the research design, population of the study, sample and sampling
design, research instruments, the methods employed for data analysis and measurement
validity and reliability of the instrument employed in collection of data.
3.2 RESEARCH DESIGN
Ogunjimi, (2018) posits that research design helps to identify the right research
methods of an intended study, this research methods guides the researcher on the sources
and types of information required relevant to the research problems and strategies in
obtaining them.
It also tells us what statistical analysis to use as well as outline possible conclusion
to be drawn there from. The study chooses survey in the form of descriptive design as
they allows the collection of a large amount of data from population in a highly economic
way, by administering questionnaire to sub-set of the population and also allows easy
comparison.
3.3 POPULATION OF THE STUDY
Population can be referred to as the collection of all observations of specified
characteristics (Azeez, 2009). Population is also refers to as the entire groups, event or
things of interest that the researcher wishes to investigate. It is describe as the totality of
all elements, subjects or members that possess a specified set of one or more common
definite attributes.
29
The population for this research work consists of staffs of Guarantee Trust Bank
Plc., Offa Kwara State. The total population is 30 staff of the bank under study.
3.4 SAMPLING DESIGN
Sample is a sub-set or sub-group of the population; it comprises some member
selected from the population. In other word, some, but not all members of the population
would form the sample.
Since the population is small census will be used. That is the whole population of
the study will be used to represent the sample for the study. The sample size of this
research work is thirty (30) staff working at Guarantee Trust Bank Offa Kwara State.
3.5 RESEARCH INSTRUMENT
The method of data collection for this research work is primary (questionnaire)
and secondary data secondary data (textbooks, journals and internet). The primary data
collection technique involves the use of questionnaire. The questionnaire of this study
was self-administered on the respondents who are customers and the employees of the
studied organization. The questionnaires were self-administered to the sampled
population. Some of the respondents collected the questionnaire and may ask the
researcher to come back in one week for the collection of the completed questionnaires.
3.6 VALIDITY AND RELIABILITY OF RESEARCH
The reliability of a research instrument is concern with the extent to which the
instrument (i.e. the questionnaire) yields the same result over repeated trials or
administration without inconsistency. This is reflected when repeated measures of the
same stable characteristics of the same object shows no variation.
The techniques that can be practically used as an approach to the establishment of
the reliability of the questionnaires are “test” retest reliability and alternative from
30
reliability. These two methods carefully prove instrument with this, such evidence of
consistence can testify to the validity of the questionnaire adopted.
On the other hand, validity of a measurement tools refers to the extent it can
measure data as it is supposed to measure. When designing the question “content
validity” it taken into consideration by ensuring that a wide range or domain of the
activities which constitute market orientation are fully definition. The questions are
cleared and unambiguous. A more adequate validation however is checking the responses
obtained through the questionnaires against external establishment roles and standards.
In general, reliability and validity checks assist in ascertaining the effectiveness
and extent to which the questionnaire used by the researcher can be claimed to be useable
repeatable, precise and accurate.
3.7 DATA COLLECTION PROCEDURE
The researcher administers the questionnaire using in the spot or face method to
the customers of the bank. Each respondent is giving a copy of the questionnaire for
completion. This on the spot administration of questionnaire allows the researcher to
explain it to the respondents so as to remove any confusion or misinterpretation. It also
enhances the possibility of colleting all the copies actually completed. Also he staff were
administered questionnaire which is later collect the following week by the researcher
personally.
3.8 METHODS OF DATA ANALYSIS
The presentation and analysis were approached in a number of ways among which
include analysis with simple percentages. All the research questions were properly
analyzed; tables were used to present results.
31
The Chi-square test is used to determine whether there is any significant
difference between the observed and expected theoretical frequencies obtained from a
distribution. The chi-square test statistic is given by the formula:
Where: O = Observed frequency/value
E = Expected frequency/Value
The numbers of degree of freedom depend on the number of constrains imposed
on the data. For a contingency table having (r) rows and (c) columns, the number of
degree of freedom is given by (r-1) (c-1).
32
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
This chapter aims at presenting the data collected and making appropriate
interpretation of the analysis and a view to ensure that the research objectives will be
achieved. The analysis of the data in this chapter is details of the data collected through
the use of questionnaire.
Research investigations are not completed until the findings have been made
available to the people concerned with, for the purpose of this study, a total of 30
questionnaires were administered to the staff of Guarantee Trust Bank Offa Kwara State.
4.2 Participation/Response rate

Analysis of the response given by the management and employees of Kam
Industry Limited, Ilorin Kwara State.
Table 4.2.1
Response Percentage (%)
Administered 30 100
Retrieved 30 100
Useful 30 100
Sources: Field survey, 2019
This shows that all he questionnaire were retrieved and useful which is 100%
4.3 Demographic Characteristics of the Respondent
The study sought to establish demographic information of the respondent in terms
of gender, age, marital status, educational qualification and level of respondents in the
organization.
33
4.3.1: Personal Data
Background Distribution Frequency` Percentage
Gender Male 20 67
Female 10 33
Age Below 20 years - -
21 – 30 years 10 33
31 – 35 years 15 50
36 – 40 5 17
41 years above - -
Qualification WAEC/SSCE - -
ND/NCE 12 40
HND/BSC 15 50
Others 3 6
Marital Status Single 5 17
Married 25 83
Widow - -
Divorced - -
Working 0 – 5 years 15 50
experience
6 – 10 years 15 50
11 – 15 years - -
16 years above - -
Cadre Management staff 4 13
Senior staff 12 40
Junior staff 14 47
Source: Field survey, 2019
From the above table 4.3.1, it indicates that 20 respondents representing 67% of
the total respondents was male while 10 respondents representing 33% was female. This
shows that there are more male than female staff in Guarantee Trust Bank Offa Kwara
State.
34
Also from table 10 respondents representing 33% was at the age below 21 – 30
years, 15 respondents representing 50% were at the age of 31 – 35 years of age, 5
respondents representing 17% were at the age limit of 36 – 40 years.
Also the qualification of the respondents is as follows, 12brespondents
representing 40% have ND/NCE qualification, 15 respondents representing 50% are
HND/BSC holders while 3 respondents representing 6% were holders of certificate not
mentioned.
Also 5 respondents representing 17% were single, 25 respondents representing
83% were married.
Also 15 respondents representing 50% have spent 0 – 5 years in the organization,
while 15 respondents representing have also spent 6 – 10 years in the organization.
Finally the table indicates that 4 respondents representing 13% were management
staff, 12 respondents representing 40% were senior staff while 14 respondents
representing 47% wee junior staff of the bank.
4.4 Data Presentation and Analysis of Research Questions

Table 4.4.1: Corporate social responsibility is significant for every organization in this
Alternative Frequency Percentage (%)
Strongly agreed 15 50
Agreed 15 50
Natural - -
Disagreed - -
Strongly disagreed - -
Total 30 100
Table 4.4.1 shows that 15 respondents representing 50% strongly agreed that
corporate social responsibility is significant for every organization in this competitive
35
business world while 15 respondents representing 50% agreed, none of the respondents
disagreed.
Table 4.4.2: There are certain crucial effects of corporate social responsibilities on the
business operation
Agreed 15 50
Natural - -
Disagreed 8 27
Total 30 100
Table 4.4.2 shows that 7 respondents representing 23% strongly agreed that there
are certain crucial corporate social responsibilities on the business operation of different
organization, 15 respondents representing 50% agreed, while 8 respondents representing
27% disagreed.
Table 4.4.3: Proper CSR activities can improve the relationship among the organization
and their stakeholders which leads to enhance organizational performance
Strongly agreed 2 7
Agreed 28 93
Natural - -
Disagreed - -
Total 30 100
Table 4.4.3 shows that 2 respondents representing 7% strongly agreed that proper
CSR activities can improve the relationship among the organization and their
36
stakeholders which leads to enhance organizational performance while 93 respondents
representing 97% agreed none of the respondents disagreed.
Table 4.4.4: Following professional standards by organization improve organizational

relationship and enhance organization performance.
Agreed 5 17
Natural - -
Disagreed - -
Total 30 100
following professional standards by organization improved organizational relationship
and enhance organization performance while 5 respondents representing 17% agreed
none of the respondents disagreed.
Table 4.4.5: Trustful activities has positive effect on organization performance

Agreed 10 33
Natural - -
Disagreed - -
Total 30 100
trustful activities has positive effect on organizational performance while 10 respondents
representing 33% agreed. None of the respondents disagreed.
37
Table 4.4.6: Providing full and accurate information to customers has negative effect on
Agreed - -
Natural - -
Disagreed 20 67
Strongly disagreed 5 17
Total 30 100
providing full and accurate information to customers has negative effect on organization
performance, 20 respondents representing 67% disagreed while 5 respondents
repr4esenting 17% strongly disagreed.
Table 4.4.7: Organizational fairness in employee evolution has positive effect on

Agreed - -
Natural - -
Disagreed - -
Total 30 100
Table 4.4.7 shows that all the 30 respondents representing 100% strongly agreed
organizational fairness in employee evolution has positive effect on organization
performance.
38
Table 4.4.8: Response to customer compliant is an act of corporate responsibility
Agreed 5 17
Natural 5 17
Disagreed - -
Total 30 100
response to customers compliant is an act of corporate responsibility 5 respondents
representing 17% agreed while 5 respondents representing 17% were neutral
Table 4.4.9: Monitoring employees productivity improves organization responsibility

Agreed 10 33
Natural 5 17
Disagreed - -
Total 30 100
monitoring employee‟s productivity improves organization performance, 10 respondents
representing 33% agreed while 5 respondents representing 17% were neutral.
39
Table 4.4.10: Our organization follows environmental laws
Agreed 15 50
Natural - -
Disagreed 10 33
Total 30 100
Table 4.4.10 shows that 5 respondents representing 17% strongly agreed the
organization follows environmental laws, 15 respondents representing 50% agreed while
10 respondents representing 33% agreed.
Table 4.4.11: Our organization avoid discrimination in activities regarding its

stakeholders
Agreed 15 50
Natural - -
Disagreed 10 33
Total 30 100
there organization avoid discrimination in activities regarding its stakeholders, 15
respondents representing 50% agreed while 10 respondents representing 33% disagreed.
40
Table 4.4.12: Following internal policies of remuneration among employees promote
Agreed 15 30
Natural - -
Disagreed 5 17
Total 30 100
following internal policies of remuneration among employees promote organization
performance, 15 respondents representing 50% agreed while 5 respondents representing
17% disagreed.
Table 4.4.13: Philanthropy responsibility promotes the products of the organization and
enhance organization performance
Agreed 5 17
Natural - -
Disagreed 5 5
Total 30 100
Table 4.4.13 shows that 20 respondents representing 67% agreed that philanthropy
responsibility promotes the products the products of the organization and enhance
organization performance, 5 respondents representing 17% agreed while 5 respondents
representing 17% disagreed.
41
Table 4.4.14: Philanthropy responsibility has positive impact and promote organization
image
Agreed 20 67
Natural - -
Disagreed 5 17
Total 30 100
philanthropy responsibility promote the image of the organization, 20 respondents
representing 67% agreed while 5 respondent representing 17% disagreed.
4.5 Test of Hypothesis

This section deals with how to test and validates the hypothesis formulated in
chapter one. Statistical test method used is chi-square method (x2). The hypothesis is
measures at 5% or 0.05 level of significant which specifies the possible error that the
researcher may commit when making statistical decision.
The chi-square formula is given below:
X2 = ∑(O - E)
where: O = Observed number of cases (respondents)
E = Expected number of cases (respondents)
X2 = Chi square computed
(O - E) = Difference between observed and expected value
Decision rule: Reject Ho if the calculated value generated is greater than the tabulated
value and vice versa.
42
Hypothesis One:
Ho1: Philanthropy responsibility has no effect on organization performance
Table 4.4.14
Agreed 20 67
Natural - -
Disagreed 5 17
Total 30 100
4.5.1: Testing of hypothesis one

Alternative O E O–E (O - E)2 (O - E)2
E
SA 5 6 -1 1 0.17
A 20 6 14 196 32.7
N - 6 -6 36 6
D 5 6 -1 1 0.17
SD - 6 -6 36 6
Total 30 30 45.04
X2 = 45.04
Degree of freedom (df) = (R – 1) (C - 1)
(5 – 1) (2 - 1)
(4) (1) = 4
At 0.05 level of significance = 9.49
Decision: hence the computed chi-square of 45.04 is greater than the tabulated value of
9.49, the decision is to reject the null hypothesis and accept alternative that philanthropy
responsibility has effect on organization performance.
43
Hypothesis Two
Ho2: Ethical responsibility has no relationship with organization performance
Table 4.4.11
Agreed 15 50
Natural - -
Disagreed 10 33
Total 30 100
4.5.2: Testing of hypothesis two

Alternative E O–E (O - E)2 (O - E)2
E
SA 5 6 -1 1 0.17
A 15 6 9 81 13.5
N - 6 -6 36 6
D 10 6 4 16 2.7
SD - 6 -6 36 6
Total 30 30 28.37
X2 = 28.37
(5 – 1) (2 - 1)
(4) (1) = 4
Decision: Hence the computed chi-square of 28.37 is greater than the tabulated value of
9.49, the decision is to reject the null hypothesis and accept alternative that ethical
responsibility has relationship with organization performance.
44
Hypothesis Three
Ho3: Legal Responsibility has no Impact on organizational performance
Table 4.4.10
Agreed 15 50
Natural - -
Disagreed 10 33
Total 30 100
4.5.3: Testing of hypothesis Three

E
SA 5 6 -1 1 0.17
A 15 6 9 81 13.5
N - 6 -6 36 6
D 10 6 -4 16 2.7
SD - 6 -6 36 6
Total 30 30 28.37
X2 = 28.37
(5 – 1) (2 - 1)
(4) (1) = 4
Decision: Hence the computed chi-square of 28.39is greater than the tabulated value of
9.49, the decision is to reject the null hypothesis and accept alternative that legal
responsibility has impact on organization performance.
45
Hypothesis Four
Ho4: Economic responsibility has no effect on organization performance
Table 4.4.9
Agreed 10 33
Natural 5 17
Disagreed - -
Total 30 100
4.5.4: Testing of hypothesis Four

E
SA 15 6 9 81 13.5
A 10 6 4 16 2.7
N 5 6 -1 1 0.17
D - 6 -6 36 6
SD - 6 -6 36 6
Total 30 30 28.37
X2 = 28.37
(5 – 1) (2 - 1)
(4) (1) = 4
Decision: Hence the computed chi-square of 28.37 is greater than the tabulated value of
9.49, the decision is to reject the null hypothesis and accept alternative that economic
responsibility has effect on organization performance.
46
4.6 Discussion of Findings
The data collected and analyzed above in line with the hypothesis tested resulted
in the following findings.
1. That philanthropy responsibility has effect on organization performance. That is
the philanthropy responsibility promotes the service of the organization and
enhance the organization hence improve in customer patronage.
2. The second hypothesis tested shows that ethical responsibility has relationship
with the organization performance, it is required that all organization should
follow he policies laid down by the rule of law such as environmental laws
3. The third findings revealed that legal responsibility has great impact on
organization performance, when an organization follows the rules I has the
advantage of tax holiday
4. Also hypothesis four indicates that economic responsibility has effect on
organizational performance. 85% of the respondents admitted that social
responsibility promote the economics of the nation.
47
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Introduction
This chapter provides summary of major findings and also make necessary
conclusion based on the findings of the study. The study also states the usefulness of the
study and makes necessary recommendations for the study. The study also states other
areas where other researcher can still look into in order to buttress the findings of the
study.
5.2 Summary
The study the effect of corporate social responsibility on organization
performance with reference to Guarant6e Trust Bank Plc. Offa Kwara State. Chapter one
provided the introductory part by giving a background of the study. The chapter discussed
the statement of the research problem. The chapter also highlighted the research questions
and hypotheses raised based on the purpose of the study. The limitations and significance
of the study were also stated.
Chapter two reviewed related literature on approaches to social responsibility
issues and challenges of social responsibility, the corporate social responsibility
controversy and as well the concept. The chapter will look at different authors‟ definitions
of corporate social responsibility and its activities affect organizations‟ reputation,
customers‟ patronage and etc. The chapter also looked at how corporate social
responsibility adoption influences organizational performance and profitability. How
economic, social and environmental factors are responsible for the poor performance of
corporate social responsibility (corporate social responsibility) adoption were also
extensively reviewed.
48
Chapter three discussed the research methodology. The chapter stated the type of
research designed adopted in the study. A sample size of 30 respondents was used.
Questionnaire was administered among the respondents for the purpose of data collection.
Chapter four presented the data gathered in frequency and percentage tables. The
data were also analyzed and research hypotheses were tested with chi-square statistical
test.
The implication of the research provided adequate approaches in academic
clarification on the impact problems and prospects of corporate social responsibility and
how it might lead to the efficiency performance in organisations. The study will be useful
to all organisations especially those in the financial and manufacturing sector as the sector
contributes mostly to the growth and development of any economy.
5.4 Conclusion
Sequel to the findings of the study, the following conclusion were drawn based of
the findings of the study;
 Relationship with the community is more significant in the implementation of
corporate social responsibility, the promotion of corporate image and reputation
influenced the adoption of corporate social responsibility practices and companies have
adequate manpower to implement and oversee the corporate social responsibility
initiatives.
 Adequately trained staff takes care of the implementation of corporate social
responsibility activities and most companies allocates appropriate budget for their various
corporate social responsibility initiatives.
49
 Most companies‟ current corporate social responsibility activities are good enough
and their corporate social responsibility initiatives are helping in creating brand
awareness.
 Corporate social responsibility is an effective catalyst to bring about positive
societal change and corporate social responsibility better community relations result in
better profit for companies.
 The Nigerian economic condition encouraged the adoption of corporate social
responsibility practices in their companies very much.
 Climatic changes are the major significant areas of in their corporate social
responsibility operations and that sustainable environment packaging is the major
measure used by companies to reduce environmental impacts.
 Partnership projects of social solidarity are the major concrete actions companies
used as corporate social responsibility practices.
 Enhancing corporate reputation are the main benefits for adoption of corporate
social responsibility.
 Lack of knowledge is the main problem related to development of corporate social
responsibility.
5.5 Recommendations
This research recommended several important points:
 Leaders are tasked to ensure the organization adoption of corporate social
responsibility is at an optimal level; they are expected to communicate the usefulness of
corporate social responsibility adoption throughout the organization.
50
 Employees should be properly trained and educated, in order to maximize benefits
of corporate social responsibility to enhance rapid improvement of corporate reputation
and business delivery system.
 Studies and surveys, such as those used for the present research study, form one
method for giving organizations the skills, tools, and information necessary to understand
the corporate social responsibility initiative. As global markets continue to evolve,
organizations merge, and the competitive landscape continues to change, organizations
have to be flexible and adaptable to these events.
 Organizations must put in place market parameters that will enable them to be
informed about being socially responsible to make corporate social responsibility
adoption successful and to make industrial products meet expected economic, social and
environmental needs.
 Key stakeholders at every level should have the same focus and concern if they
want to be effective and successful in an organization. Organizations should know or
realize that corporate social responsibility is the means by which the organization
achieves the corporate mission and goals.
 Organizations should continue to monitor and maintain a positive adoption and
implementation of corporate social responsibility which could reduce attrition within the
organization; this could contribute to increases in organizational efficiencies.
5.6 Suggestions for Further Studies
This study examines the problems and prospects of corporate social responsibility of
Nigerian manufacturing industry. The study used a sample of two hundred (200)
employees from ten (10) manufacturing companies in Lagos State. It is suggested that
further studies can still be carried out on corporate social responsibility within the case
51
study by using a larger sample size or further studies to be carried out to examine the
impact of corporate social responsibility on organizational sales performance.
52
REFERENCES
Achua, J.K (2008), Corporate Social responsibility in Nigerian Banking system. Society
and Business Review Vol. 3 No.1 Emerald Group Publishing Limited.
Amaeshi, K. M., Adi, A.B. C., Ogbechie, C. and Amao, O. O. (2006). Corporate Social
Responsibility in Nigeria: Western Mimicry Or Indigenous Influences? Available
at:SSRN: http://ssrn.com/abstract=896500
Bendixen, E. W., and Abratt, C.L. (2007). "Customer satisfaction and shareholder value."
Journal of Marketing: 172-185.
Bhattacharya, C.B. and Sen, S. (2004). Doing Better at Doing Good: When, Why, and
How Consumers Respond to Corporate Social Initiatives. California Management
Review, Vol. 47 No. 1, pp. 9-24.
Black, D. (1989). Managing organisations in Africa. Walter de Gruyter, pp.169-

171.
Bowman E. H, and Haire M. (2008). “A strategic posture toward corporate social

responsibility”. California Manage. Rev. 18(2): pp 49-58.
Bromley, T. J. (2001). The company and the product corporate associations and consumer
product responses. The Journal of Marketing 61(1): 68–84.
Business Day (2003). “Cadbury Nigeria Plc Rolls Out more Corporate Social
Responsibility Projects in 20th century. PP 12
Carpenter, T. Andrew,A.D., Da-silva, B. (2010): Corporate Social Responsibility in

India- An Empirical Research. [Online] Available: http://www.EzineArticles.com
Carroll A.B. and Buchholtz, R. (2003): “The pyramid of corporate social responsibility:
toward the moral management of organisational stakeholders”, Business Horizon,
Vol. 34 No. 4, pp 39-48.
Carroll, A.B. (1979). A Three-dimensional Conceptual Model of Corporate Performance.

Academy of Management Review, Vol. 4, No. 4, pp. 497-505.
53
Charles, P. (2010). Companies look at corporate social responsibility initiatives for
branding slump. http://www.livemint.com/2009/02/08111815/Companies-look-at-
corporate social responsibility-initiati.html (accessed 24 December, 2012).
Chiejina A (2011). “How to Deploy CRS to Benefit Host Communities”. Business Day,
May 10. P19.
Chi-Shiun Lai, Ettlie, J. E. and A. H. Rubenstein (2010). "Firm size and product
innovation." Journal of Product Innovation Management 4(2): 89-108.
Collis, J., and Hussey, R. (2003). Business research: A practical guide for undergraduate
and postgraduate students (2nd ed). London: Palgrave Macmilla
Cooper, B.C., and Schindler, D.W. (2003). Business research methods (8th ed). New
York: McGraw Hill
Cornell, S. and Shapiro, M. (2007). Understanding the Influence of corporate social

responsibility on Corporate Identity, Image, and Firm Performance. Management
Decision, Vol. 48, No.10, pp.1469–1492.
Davis, K. (1960). Corporate Social Responsibility and organizational Profitability”. J.

Econ. Soc. Res. 3(1):113-124.
Dean, D. H. (2008). "Consumer perception of corporate donations effects of company

reputation for social responsibility and type of donation." Journal of Advertising
32(4): 91-102.
Detomasi, D. A. (2008). The political roots of corporate social responsibility. Journal of

Business Ethics, 82, 807-819.
Eells, S and Walton, T (1961). The path to corporate responsibility, HBR, December,
2004, pp. 125-132.
European Foundation for Quality Management (EFQM, 2007). EFQM internal report.
http://www.efqm.com.my/aboutdigi/cr/cr_news. doc (accessed 22 December,
2012).
54
Fombrun, T.M (2006). Shareholder value, stakeholder management, and social issues:
What‟s the bottom line?” Strategic Management Journal, 22 (2): 125-139.
Friedman, (2008) The social responsibility of business in to increase its profits. New York
Times Magazines, 13 Sept., 32-33.
Frooman, J. D. (1997). "Strategic philanthropy: responding to negative portrayals of

corporate social responsibility." Corporate Reputation Review 3(2): 124-136.
Garriga F. and Mele, S. (2004). Corporate Social responsibility as Risk Management: A

model for Multinationals. Social Responsibility Initiative Working Paper, No.10.
Cambridge MA. John F. Kennedy School of Government, Harvard University.
Gray, R. and Balmer, D. (1998). Social and Environmental.Disclosure and Corporate

Characteristics: A Research note and Extension. Journal of Business Finance and
Accounting, 28 (3 &4), pp.327-356.
Guenster, H., Rettab, E., Brik, P. and Mellahi, T. (2005). Corporate social responsibility –
a PR invention?, Corporate Communication. An International Journal, Vol. 6 No.
1, 2001, pp. 18-23.
Hamilton, D., Griffin, J.J. and Mahon, J.F. (2003). “The Corporate Social Performance
and Corporate Financial Performance Debate: Twenty-Five Years of
Incomparable Research.” Business and Society. 36: pp 5-31.
Herremans, T., Collier, T., De Man, F. and Kahn, T. (2003). Corporate social
responsibility and its impact on corporate reputation, Brand Strategy (Sept), Issue
195, p. 40-41.
Jamali, G. (2006). "Corporate social responsibility: A three-domain approach." Business

Ethics Quarterly: 503-530.
Jamali, G. and Mirshak, S. (2007). “The Impact of Product Recalls on the Wealth of
Sellers,” Journal of Political Economics. 93(3) 512-536.
55
Jensen, R. A. (2002). Being good while being bad: Social responsibility and the
international diversification of U.S. firms. Journal of International Business
Studies, 37(6), 850–862.
Jones, D. R. (2005). "The effect of corporate social responsibility on corporate

reputation." Journal of Marketing: 16-32.
Litz, R. A. (1996). A resource-based view of the socially responsible firm: Stakeholder

interdependence, ethical awareness, and issue of responsiveness as strategic
assets. Journal of Business Ethics, 15, 1355-1363.
Lodgson, J. M and Wood, D. J. (2002). Business citizenship: From individuals to

organisations. Business Ethics Quarterly, Ruffin Series, 3, 59-94.
Lohmans, G and Steinholtz, P. (2004). The Boundaries of Strategic Corporate Social

Responsibility. Journal of Consumer Marketing, Vol. 18, No. 7, pp 595-630.
Mackey, A., Mackey, T. B., and Barney, J. B. (2007). Corporate social responsibility and
firm performance: Investor preferences and corporate strategies. Academy of
Management Review, 32(3), 817–835.
Mahon, M. (2002). Social responsibility and impact on society, The TQM Magazine, Vol.
12, No. 3, pp. 172-178.
Manne, I., O. (2006). A stakeholder model for implementing social responsibility in

marketing. European Journal of Marketing 39(9/10): 956-977.
Matten, R.K. and Moon, N.S (2004). An analysis of linkage between economic value
added and corporate social responsibility", Management Decision, 46(9): 1437-
1443.
McWilliams, A and Siegel, D. (2000). Research notes and communications. Corporate

social responsibility and financial performance: correlation or misspecification?‟,
Strategic Management Journal, vol 21, pp 603-9.
Miles, D. J. (1987). "Corporate social performance revisited." Academy of management

review: 691-718.
56
Neuman, W.L. (2006). Social research methods: Qualitative and quantitative approaches
(6th ed). Boston: Pearson Education, Inc.
Nkanga, E. (2007). Nigeria: Telecom Operators and Corporate Social Responsibility. This
Day, 31st Jan, 2007.www.google.adservices.com.
Odukoya D and Oladunjoye O. (2007): Research Methodology; Research Guidelines for

undergraduate Students. University of Lagos Akoka: Awoye Arts publicity. Pp
19–23.
Onwuegbuchi, D.K. (2004). “The relationship Between Perceptions of corporate

citizenship and Organisational Commitment.” Business and society, Vol. 43 no. 3:
pp 296-319, Sage Publications.
Porter, R. and Cramer, G. (2002). Social capital in firm-stakeholder networks: A

corporate role in community development. Journal of Corporate Citizenship, 26,
121–134.
Quazi, E. and O‟Brien, T. (2008). Evaluate Corporate Social Responsibility. Disclosure

Annual Report Companies in Multifarious Group of Industry Members of Jakarta
Stock Exchange, Indonesia. Social Responsibility Journal, 4(3) Emerald Group
Publishing Ltd.
Salawu R. O. (2007). “Corporate Social Responsibilities: Evidence from oil companies in

Nigeria”. Nig. J. Bus.Soc Sc; 1(1): 31-42. University of Lagos, Lagos.
Shane L. and Spicer D. (1983). “The corporate social-financial performance relationship.”

Bus. Soc. 36: pp 419-429
Simpson, W. G. and Kohers, T. (2002). “The Link between Corporate Social and
Financial Performance: Evidence from the Banking Industry,” J. Bus. Ethics. 35:
pp 97-109
Singer, J. D.H (1970) “An empirical examination of the relationship between corporate
social responsibility and profitability.” Academy of Management Journal, 28 (2):
446-463.
57
Wartick, A. (1992). Trend performance in credit financing of rural business activities in
Nigeria: A case study of community banks in Ibadan, Oyo State. International
Journal of Agriculture and Rural Development, 7 (1): 50-60.
Whetten, S.A, and Mackey, B.G (2002). “The corporation social performance – financial
performance Link”. Strategic.Management. Journal. 18 (4) 303-319
Williams, T. and Barrett, P. (2000). “Making Corporate Social Responsibility (corporate

social responsibility) Operable: How Companies Translate Stakeholder Dialogue
into Practice.” Business and Society Review, 111 (2), pp 137-163.
58
APPENDIX
The Federal Polytechnic Offa,

Department of Business
Administration
P.M.B. 420
Offa
Kwara State.
Drear Respondent,
REQUEST FOR COMPLETION OF QUESTIONNAIRE ON EFFECT OF
CORPORATE SOCIAL RESPONSIBILITY ON ORGANIZATIONAL
PERFORMANCE
This research work is being conducted in pursuance of the final year Higher
National Diploma (HND) academic project at the Department of Business Administration
of the Federal Polytechnic Offa.
I intended to administer the following questionnaire in order to obtain the
necessary information needed for the study. Please your assistance and corporation is
sought responding to the question.
The information supplied will be treated as confidential and will be used for
academic purpose only.
Thank you for your anticipated co-operation.
Yours faithfully,
Sheu Abiodun Surajudeen

BA/HND/F17/4527
59
QUESTIONNAIRE
Please carefully read through the statements and tick the box that suggest your
best opinion
SECTION A: PERSONAL DATA
1) Gender:
Male ( )
Female ( )
2) Age: Less than 21 years ( ) 21 - 30 years ( )
31 - 35 years ( ) 36 - 40 years ( )
41 years and above ( )
3) Marital status:
Single ( ) Married ( )
Divorce ( ) Widow ( )
4) Academic qualification
Secondary school certificate ( ) ND/NCE or its equivalent ( )
HND/B.Sc or its equivalent ( ) Others ( )
5) Length of service:
1 – 5 years ( ) 6 - 10 years ( )
11 - 15 years ( ) 16 years above
6) What is your cadre in the organization?
Top management ( ) Middle level manager ( )
Junior staff ( )
SECTION B: RESEARCH QUESTIONS

7) Corporate social responsibility is significant for every organization in this
Strongly Agreed ( ) Agreed ( ) Undecided ( )
Disagreed ( ) Strongly disagreed ( )
8) There are certain crucial effect corporate social responsibilities on the business
operation of different organization
60
9) Proper CSR activities can improve the relationship among the organization and
their stakeholder which leads to enhance organizational performance
10) Following professional standards by organization improve organizational
relationship and enhance organization performance
11) Trustful activities has positive effect on organization per romance
12) Providing full and accurate information to customers has negative effect on
13) Organizational fairness in employee evolution has positive effect on organization
performance
14) Response to customer compliant is an act of corporate responsibility
15) Monitoring employees productivity improves organization performance
16) Our organization follows environmental laws
17) Our organization avoid discrimination in activities regarding its stakeholders
61
18) Following internal policies of remuneration among employee promote
19) Philanthropy responsibility promotes the products of the organization and enhance
20) Philanthropy responsibility has positive promote organization image
62

SHEU ABIODUN Effect of Corporate Social Responsibility On Organizational Performance

Uploaded by

Copyright:

Available Formats

SHEU ABIODUN Effect of Corporate Social Responsibility On Organizational Performance

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

SHEU ABIODUN Effect of Corporate Social Responsibility On Organizational Performance

Uploaded by

Copyright:

Available Formats

EFFECT OF CORPORATE SOCIAL RESPONSIBILITY ON

SHEU ABIODUN SURAJUDEEN

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

I Sheu Abiodun Surajudeen BA/HND/F17/4527 from the department of Business

Administration, School of Business and Management Studies, federal Polytechnic Offa

that to the best of my knowledge it contains no material previously published by another

as meeting the requirement of the department of Business Administration, Federal

Administration of the Federal Polytechnic Offa Kwara State.

Chapter One: Introduction

Chapter Two: Literature Review

Chapter Three: Methodology

Chapter Four: Data Presentation Analysis and Interpretation

Table 4.3.1: Personal Data

1.1 BACKGROUND TO THE STUDY

significant for the sustainable development of companies. A considerable stream of

responsibility orientation is the key to stimulating long-term stability, growth and

sustainable performance in a dynamic and changing environment. Having recognized the

of corporate social responsibility

From a policy perspective, governments often support socially responsible

increasing international competitiveness and simultaneously supporting sustainable

development. This policy perspective is complemented by a firm perspective, in which

Although CSR has primarily been the concern of Multinational Corporations, it is

enterprise; small and medium enterprises should be involved in social responsibility in as

environment. However due to the pressure of economic development, many organizations

host communities, employees‟ welfare (cheap labour often preferred), environmental

organization that has policy on CSR.

Since the advent of modern banking in Nigeria arising from recapitalization of

expected from the banks cannot be over-emphasized. Stakeholders expect companies to

agitations; many organizations have adopted Corporate Social Responsibility (CSR)

The study is set to investigate effects of Corporate Social Responsibility on

1.2 STATEMENT OF THE PROBLEM

environment in terms of wasting natural resources and contributing to environmental

corporations to adhere to stricter environment standards and to voluntarily change

Moreso, organizations increasingly operate in a global environment. The

rich and poor.

in terms of social welfare.

Therefore in satisfying consumer wants organizations may be hurting consumer's

health and causing environmental problems. In the increasingly conscience-focused

actions (known as ethics) is increasing. Thus, for many organizations it is difficult to

is an attempt to investigate the effect corporate social responsibility has on organizational

1.3 RESEARCH QUESTIONS

In attempting to assess the effect of corporate social responsibility on the

organizational performance the following research questions are pertinent:

2. What is the relationship between Ethical responsibility and organizational

3. Does legal responsibility have impact on organizational performance?

4. How does economic responsibility affect organizational performance?

1.4 OBJECTIVES OF THE STUDY

1. To examine the effect of philanthropic responsibility on organizational

2. To investigate the relationship between ethical responsibility and organizational

3. To determine the impact of legal responsibility on organizational performance.

4. To examine the effect of economic responsibility on organizational performance.

1.5 STATEMENT OF HYPOTHESIS

Ho1 Philanthropic responsibility has no effect on organizational performance.

Ho2 Ethical responsibility has no relationship with organizational performance

Ho3 Legal responsibility has no impact on organizational performance

Ho4 Economic responsibility has no effect on organizational performance.

1.6 SIGNIFICANCE OF THE STUDY

The study on corporate social responsibility is significant to organization in

It also enable corporate bodies to benefit greatly as various form of social