MANAGERIAL SKILLS AND EMPLOYEE PERFORMANCE OF SUPERMARKET IN YENAGOA BAYELSA STATE

D. Eneware; L. L. Gilbert

doi:10.5281/zenodo.17037022

D. Eneware Department of Business Administration, Federal University, Otuoke, Bayelsa State, Nigeria
L. L. Gilbert Department of Business Administration, Federal University, Otuoke, Bayelsa State, Nigeria

DOI: https://doi.org/10.5281/zenodo.17037022

Keywords: Managerial Skills, Employee Performance, Communication and transformational leaders

Abstract

This study examines the relationship between managerial skills specifically leadership style, communication skills, and technical expertise and employee performance in selected supermarkets in Yenagoa, Bayelsa State, Nigeria. Adopting a quantitative survey design, structured questionnaires were administered to 156 employees across 15 supermarket outlets. A total of 131 completed responses were retrieved, representing a 90% response rate and providing a robust data set for statistical analysis. Descriptive findings reveal that the workforce is relatively young, educated, and experienced, with a majority holding tertiary qualifications and having between one and six years of professional experience. Respondents generally viewed managerial practices positively, especially in areas concerning supportive leadership, timely and clear communication, and adequate technical competence. These aspects were linked to improved employee morale, job satisfaction, and commitment to organizational goals. Inferential analysis was carried out using linear regression to test the study’s hypotheses. The results indicate a strong and statistically significant relationship between managerial skills and employee performance (R = 0.702, R² = 0.493, p < 0.01). Leadership style and communication skills emerged as particularly influential predictors. Communication skills recorded the highest impact (β = 0.275, t = 6.644, p < 0.01), underscoring the importance of clarity, openness, and information flow in the workplace. Leadership style also showed a significant effect on employee outcomes (β = 0.198, t = 3.882, p < 0.01), highlighting the value of participative and motivational leadership in enhancing workforce productivity. The study concludes that effective leadership, strong communication, and adequate technical competence among managers significantly contribute to employee performance in the supermarket sector. It recommends focused managerial development initiatives in these areas to enhance employee engagement, efficiency, and organizational effectiveness in retail operations. These findings offer practical implications for human resource strategies within Nigeria's growing retail industry.

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