EFFECT OF SELF MANAGED TEAM ON ORGANISATION PERFORMANCE IN OIL AND GAS INDUSTRY (A STUDY OF CHEVRON OIL, NIGERIA)

This work is focused on the effect of self-managed teams on organizational performance in the Nigerian oil and gas industry with particular reference to Chevron Nigeria. The study sought to evaluate the extent to which organizational performance was affected by mutual trust among employees and management, knowledge sharing strategies, as well as knowledge sharing behavior of employees in Chevron Oil Nigeria. The research design adopted was a survey method. Data were collected from both primary and secondary sources. The study’s population totaled 263 employees of the company. Sample size for the study was determined through Frundi and Williams formula (as 263). Out of 263 copies of questionnaire distributed to the respondents, only 239 copies were correctly filled and retrieved. Therefore, the analysis of this study was based on 239 respondents. Based on the analysis of the data collected, the findings of the study showed that organizational performance is significantly affected by mutual trust in Chevron Nigeria; there is a significant positive relationship between efficient knowledge sharing strategies and organizational performance in Chevron Oil Nigeria; and organizational performance is significantly affected by efficient knowledge sharing behavior. The study concluded that while knowledge sharing behavior, knowledge sharing strategies, and mutual trust are the key characteristics of a knowledge-sharing culture that distinguishes an organization from others, self-directed team members must learn and exhibit many skills to work well independently and collaboratively. The study recommended that management of Chevron Nigeria and other organizations should take adequate care in recruitment of employees into the company and ensure that individuals who are team-oriented and versatile are brought together as a team and provided adequate resources and encouragement to enhance their contribution toward organizational performance. It further recommended that management should always adopt knowledge-sharing strategies, mutual trust, and synergy among employees for improved performance; that management should ensure a workplace culture that encourages employees’ engagement and participation through effective communication; and that employees should be motivated and boosted organizational involvement in Nigeria’s oil and gas industry and its management should create a more enabling work environment that takes all necessary steps to communicate organizational goals and align such goals to individual employee’s jobs to enhance employee participation and greater engagement