How Do Leadership Practices Impact Higher Productivity At Johnson Controls?

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CHAPTER 5
SUMMARY, RECOMMENDATIONS AND CONCLUSIONS
5.1 INTRODUCTION
The purpose of this chapter is to summarise what has been researched by the study by reflecting on the main research problem, the sub-problems and to review how it has been treated. Attention will be paid to the finding, and problems and limitations will be outlined. Recommendations and conclusion of the study will be done. Opportunities for further research will be highlighted and proposed.
5.2 PROBLEMS AND LIMITATIONS
The initial scope of the research was to include the Trim and the Just-in-Time (JIT) plants in the research. Questionnaires were handed to respondents in both plants and data was subsequently reviewed to establish the validity and reliability of the data. Trim
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In chapter 2 various leadership traits and behavioral leadership theories were discussed. This is one of the most complex sub variables as theories are considered to be one of the most influential drivers toward productivity. Limbey, Meike and Berggren (2009) state that it is the leader’s responsibility to create a stimulatory environment that would lead to higher productivity in the organisation. The author takes claims that leadership capital is the key driver to productivity, rather than a Human capital.
The data validity was established through the determination of an acceptable 0.87 (Table 4.1) score based on the Cronbach Alpha coefficient.
The acceptance of the validity test was obtained via the factor analysis which recorded an overall rating of 0.71 (refer to table 4.15). Descriptive stats as reported in Table 4.13 reflected that the overall mean of the rating for leadership practices at Johnson Controls was just above satisfactory (mean score of 3.04). This is below the projected standard that Johnson Controls has set for itself. What was concerning is the level of involvement of employees in decision making problem solving processes. This can be seen from the low agreement scores to questions such as “team member’s ideas and views are welcomed….” and “my supervisor implement strategies after
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5.6 CONCLUSION
The objective of the study was to investigate which were the determinates of labour productivity at Johnson Controls. A hypothesised model was developed which stated that improved labour productivity could be achieved through improving organisational culture, leadership practices, communication, employee engagement and skills development and training.
Literature review was explored to understand how the labour productivity factors could be applied to bring about improved labour productivity. The empirical results revealed a high correlation of the factors identified to labour productivity. Most of the scores were mediocre and each needed to be improved if Johnson Controls was to distinguish itself from its competitors in the market.
Limitations of the research were highlighted and recommendations were made identifying areas that could be researched further.
In conclusion, the research highlighted areas that, if improved and reinforced, will increase labour productivity of the workforce of Johnson Controls. The study also identified areas of weakness that should

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