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British International Journal of Advance Scholars Publication
Business and Marketing Research Published by International Institute of Advance

B. Int. J. Bus. M. R Scholars Development
Volume: 5; Issue: 06, https://aspjournals.org/Journals/index.php/
November-December, 2022 bijbmr/index/
ISSN: 2758-6352
Impact Factor: 3.165
WORK ENVIRONMENT AND EMPLOYEE PERFORMANCE: A

STUDY OF PHARMACEUTICAL FIRMS IN ENUGU STATE
NIGERIA
ONWUZULIGBO L.T. Ph.D.

Department of Business Administration, Nnamdi Azikiwe University Awka
Nwobodo, V.O. M.Sc
Department of Business Administration, Nnamdi Azikiwe University Awka
Abstract: This study specifically sought to ascertain the relationship
between personal protective equipment and employee output via
commitment. Survey design method was adopted. The population
comprised of 416 employees of three largest pharmaceutical
manufacturing firms in Enugu State, Nigeria. Complete enumeration
sampling technique was used to collect the data with a 5 point likert
scaled structured instrument. The reliability of the instrument was
determined using the Spearman- Brown co-efficient reliability test. The
coefficient test result was 0.991. The hypothesis was tested with
Pearson's product moment correlation co efficient using SPSS, Ver. 20.
The findings show there is a significant positive relationship between the
variables of the study. This study concludes that work environment has
significant implication on employee's performance and recommends that
management provision of conducive work environment will significantly
improve Organizational output.
INTRODUCTION itself like organizational culture, offensive, or

Work environment is often perceived as choking odor, heat, cold, noise, workload, task
consisting of the work space, equipments, tools complexity, leadership style, Supervisor support,
and other technological infrastructure of the work place conflict and so on.
place of work. Oludeyi (2015) noted that there Workers are not disembodied spirits. They are
are other elements like workplace settings, flesh and blood entities that physically, mentally,
situations, conditions and circumstances. Truly spatially and socially interact with other
Work environment is a broad concept that elements of the work place to consume input and
connotes the totality of factors tangible and to produce output towards attainment of
intangible that affects organizational organizational goals.
participants positively or negatively. It includes Manufacturing Firms expect and demand of
characteristics of the place of work and the job their employees to generate highter rates of
ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc
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productivity in terms of output. Employers are Literature Review

usually positively disposed towards such high Work Environment:
performing employees. In the same vain Many scholars have attempted conceptualizing
employees enjoy such positive disposition from the work environment, Perhaps it may be defined
their employers. More often than not employers in its simplest form as the settings, situations,
feel disappointed when their high expectations conditions and circumstances under which
fail to materialize. Their negative reactions people work (Oludeyi, 2015). It is further
toward employees for failing to meet their elaborated by Briner, (2000) as a very broad
expectations compound issues as the employees category that encompasses the physical setting
performance further nosedives due to seeming (e.g. heat, equipments etc.), characteristics of the
insensitivity to the employee plights on the part job itself (e.g. workload, task complexity),
of employers. Examples of this, clearly showed broader organizational features (e.g. culture,
up in various States of Nigeria, where covid '19 history) and even aspects of the extra
infections was ravaging The State governments organizational setting (e.g. local labour and
expected patriotism and commitment from the market conditions, industry sector, work-home
Medical personnel to contain the covid '19 relationships). Kohun (2002), defines work
pandemic that was not forthcoming, instead they environment as comprising the totality of forces,
were embarking on industrial action as a result inter personal relationship of the work place, and
of perceived insensitivity on the part of the other influential factors that and or constrain
government having lost a number of highly employee’s activities and performance. It means
dedicated Medical Personnel to death and many that work environment is the sum of the
are ill due to covid '19 infections If employers are interrelationships of the workplace, physical,
positively disposed towards high performing spati, technical and other elements of the
employees and employees appreciate such environment in which the employees work which
positive disposition, why doesn't a worker work includes technical, human and organizational
hard to obtain what they enjoy? Is it possible that environment.
certain elements of the work environment not Opperman (2002) was quoted in Yusuf and
readily perceived by employers constrain the Metiboba, (2012), as defining workplace
performance of their employees? environment as composition of three major sub-
Objective of the Study: environments which include the technical
To ascertain the relationship between personal environment, the human environment and the
protective equipment and employee organizational environment. According to them
commitment. technical environment refers to tools,
Hypothesis of the Study equipment, technological infrastructure and
There is a significant positive relationship other physical or technical elements of the
between Personal protective equipment and workplace. The human environment includes the
employee commitment thus physical work peers, others with whom employees relate, team
environment and employee performance. and work groups, interactional issues, the
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leadership and management. The human organization environment. Hence, many authors
environment can be interpreted as the network classify the work environment into conducive
of formal and informal interaction among and toxic environments (see Akinyele, 2010;
colleagues; teams as well as boss-subordinate Yusuf & Metiboba, 2012; Assaf, & Alswalha,
relationship that exist within the framework of 2013). Conducive workplace environments give
organizations. Such interaction (especially the pleasurable experiences to the employees and
informal interaction), presumably, provides help them actualize in the dimensions of
avenue for dissemination of information and personality profile while toxic workplace
knowledge as well as cross fertilization of ideas environments give painful experiences and de-
among employees. Of course, it has been actualize employees' behaviour. Kyko believes
established in other studies that workers’ that irresponsible or uncommitted employees
interpersonal relations at workplace tend to can change to be responsible and be more
influence their morale (see Clement, 2000; committed to job in conducive work
Stanley, 2003). Hypothetically, whatever affects environment because such environments
morale on the job is likely to affect job reinforce the self-actualizing traits in them.
commitment. According to Yusuf and Metiboba While reverse may be the case under toxic
(2012) the third type of work environment, environment. It is these two kinds of workplace
organizational environment includes systems, environment that serves as conceptual
procedures, practices, values and philosophies framework of this study. Workplace
which operate under the control of management. environment is thus defined in this study as sum
In the words of Akintayo (2012) organizational of the interrelationships between employees,
environment refers to the immediate task and employers and the work' environment in which
national environment where an organization they operate which may be conducive or toxic.
draws its inputs, processes and returns the Physical work Environment
outputs in form of products or services for public Stup (2003), observes that physical workplace
consumption. The task and national environment is the environment where human
environment includes factors such as supplier’s beings are fit with their job. The physical work
influence, the customer’s role, the stakeholders, environment might include the light, ventilation
socio-cultural factors, the national economy, and temperature. Result of the employees'
technology, legislations, managerial policies and performance can be increased from five to ten
philosophies. All these go a long way in percent depending on the improvement of the
influencing people’s psych and attitude towards physical workplace design at their workplace
work. (Brill, 1992). According to Amir (2010) there are
In the study of Kyko (2005), employee elements that relate to the physical environment.
personality profile at work is influenced by the PERSONAL PROTECTIVE EQUIPMENT:
working environment; he posits that employee As earlier intimated Work Environments consist
personality profile is not static. It is dynamic and of several sub systems which include some or all
changes with the working experiences in the of the following; technical environments, the
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organizational environment and the human shield and visors, ears are protected by earmuffs
environment. Interrelationships and and ear plugs, respiratory protection is provided
interactions of the elements of these subsystems with disposable cartridges, airlie, half or full face
both positively and negatively affect worker mask, Hand, arm and foot are protected by
psychology, morale and performance. Unsafe gloves, cream barriers, safety booth or canvas,
work environment and unsafe work place while the body is protected with overalls and
behavior have potential for industrial hazards, body suits.
risks and accidents according to Noe, Employee Performance:
Hollenbeck, Gerhart and wright (2004). Safety of Armstrong (2006) defines performance as the
employees in the workplace ordinarily is one of development of quantified objectives.
the major goals of industrial concerns Noe, Performance is not only a matter of what people
Hollenbeck, Gerhart wright (2005). Safety of achieve but how they achieve it. 'Organizations
employees in the workplace demands provision need highly performing employees in order to
of conducive work environment which includes meet their goals and to deliver the products and
personal protective equipments. Labour Laws services they are specialized in and finally to
provide for the safety of employees in the achieve a competitive advantage. However, one
workplace according to Noe et al and Pattanayak of the most important dependent variables is the
(2012). Appropriate regulatory agencies in each employees' performance (Borman, 2004). It is
industry are in place to check for compliance or easier to influence the performance of
non-compliance of firms to extant policies and production equipment because it performs
laws. Non-compliance attract sanctions and according to what you instruct it, needing no
litigation which have short and long term additional incentives unlike the employees who
implications for a firms. are complex and need a combination of factors to
Personal protective equipments are provisions influence their performance; both physical and
made for the protection, mitigation of industrial psychological factors. Ushie, Agba, Ogaboh and
injury, accidents or exposure to infections arising Okorie (2015) posit that human beings are very
from health or safety risks at work. They are complex in their psychological make-up and
designed to minimize exposure to variety of hence, managers cannot influence employees'
hazards. They are also worn to reduce exposure inner state directly, they can however create
and create barrier between the wearer and work environment and policies that encourage
injurious or hazardous elements saving them quality performance. Most managers especially
from injuries, germs and infections especially in in Nigeria are of the view that employees are
the laboratories and hospitals. Personal influenced to perform better through pay; how
protective equipment include categories for the much they get from the organization. In the view
protection of the head, eyes, face, ears, nose, of Onwuka (2002), many managers and
hands, feet ad body. While helmets and hardhats supervisors labour under the mistaken
are for the head and scalp protection, eye impression that the level of employees'
protection is provided with goggle, spectacles, performance on the job is proportional to the size
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of the employees pay package. It is important to commitment as referring to the employee’s

note however that some employees may be emotional attachment to, identification with, and
motivated by money but the effect does not last involvement in the organization, and the
and so needing order kinds of motivators. employee’s feeling of obligation to remain with
Onwuka (2002) opines that in fact, salary the organization taking into consideration the
increases and bonuses for performance in many costs that the employee associates with leaving it.
instances have a very limited short term effect. Dixit, and Bhati, (2012) revealed that the concept
The extra money soon comes to be regarded not of organizational commitment was derived from
as an incentive but as an entitlement. Whyte’s article in 1956, The Organization Man,
Sinha (2001), opine that employee performance which states that commitment comes into being
depends on the willingness and openness, the when a person links extraneous interests with a
employee himself. Further he states that by consistent line of activity by making a side bet.
having this willingness and openness of the They insist that organizational commitment is
employees in doing his job, could increase the used synonymously with job commitment both
employees' productivity which adds up to the of which connotes more psychological
organizational performance. An employees' conceptualization. Yusuf and Metiboba, (2012)
performance can also be determined as a submits that job commitment is a psychological
person's ability to perform, the opportunity and state that characterizes the employee’s
willingness to perform. The meaning of relationships with the organization; and has
willingness to perform means that the desire of implications for the decision to continue or
the employee in putting as much effort towards discontinue membership in the organization.
his job. (Eysenck, 1998). Platt and Sobotka Job commitment therefore entails attitude or
(2010) assert that employee performance is the orientation towards the organization which links
combined result of effort, ability and perception or attaches the individual or worker to the
of tasks. The factors that affect the level of establishment. It is a process whereby the goals
individual performance are motivation, ability of the individual or worker are increasingly
and opportunity to participate (Armstrong, integrated with that of the organization. Job
2009). He perceives performance as a function of commitment entails three components –
ability and motivation. workers’ readiness to exert effort on behalf of the
Employee Commitment: organization; workers’ acceptance of
Commitment is viewed as an attitude towards organizational goals and values; and workers
the organization that links the identity of the desire to remain with the organization (Ogaboh,
individual to the entity. According to Meyer and Nkpoyen & Ushie, 2010). The concept of job
Allen (1991) commitment is a psychological state commitment would not be sufficiently
that characterizes the employee’s relationship meaningful without defining it in the manner
with the organization and has implications for that Meyer and Allen did. Job commitment
the decision to continue membership in the according to them is defined as the force that
organization. He extends the meaning of binds an individual to a course of action relevant
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to one or more targets on the job. Employees are organization because they need to do so and have
therefore believed to experience this no other viable alternative.
commitment in three bases, or mind sets that 3. A normative component: This refers to the
play a role in shaping behaviour: affective, employee's feeling of obligation to remain with
normative, and continuance, (Meyer & the organization. Employees with high level of
Herscovitch, 2001; Yusuf & Metiboba 2012). normative commitment feel that they ought to
Employee commitment is viewed as being a key remain with the project team or organization
prerequisite for the effective execution of because they are grateful to it.
projects, operational processes and the In simple terms, these three dimensions of job
successful implementation of organizational commitment implies emotional ties (affective)
programmes. It has particular significance for perceived sunk costs in relation to a target
the successful accomplishment of all types of (continuance) and perceived obligation
projects. Work commitment-is defined as the (normative). With affective commitment,
employee's positive emotional connection to the employees are committed to the job because they
employer or organization. "want to". With continuance commitment
There are three different components of work employees are committed to the job because they
commitment suggests by Meyer and Allen, (1991) have to". With normative commitment, they are
that match up with diverse psychological states. committed because they "ought to" These three
He developed an integrated approach, utilizing types of commitments begs for application to,
the concepts put forward by various researchers and empirical testing among employees of
and have defined commitment as consisting of pharmaceutical manufacturing firms. Research
three components: suggests that affective, continuance and
1. An affective component: This refers to the normative commitment are all related to
employee's emotional attachment to, employee retention. Given that an employee with
identification with and involvement in the strong affective and normative commitment feels
organization. Those with strong affective an emotional attachment to, identification with
commitment continue employment with the and involvement in the organization, and has a
project team or the organization because they feeling of obligation to remain with the
genuinely want to do so. They see the organization, then this individual is likely to have
organization or project team as being part of a higher motivation level to contribute
themselves. meaningfully to the project or organization than
2. A continuance component: This refers to would an employee with weak affective and
commitment based on the costs that the normative commitment.
employee associates with leaving the project
team or organization. Employees whose primary
link to the entity is based on continuance
commitment remain with a project team or an
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Conceptual Framework of Work Environment and Employee Performance
Source: Researchers View (2019)

From the figure above, work environment is seen process by which a worker seeks to achieve and
to be the determinant of employee performance, maintain correspondence with a work
physical work environment, personal protective environment". This correspondence is the
equipment, supervisors’ support and workplace reciprocal process between the worker's
incentives seen immediately below work satisfaction and the employer's satisfaction
environment are components of work (Eggerth, 2008; Zunker, 2006). A worker's
environment that determine employee satisfaction relies on reinforcers or
commitment, job satisfaction and employee environmental variables (e.g., compensation,
loyalty in an organization. company policies, independence, security, or
Theoretical Framework recognition) that meet a worker's psychological
This study is anchored on Work Adjustment needs (Degges-White & Shoffner, 2002). Work is
Theory (WAT) by Dawes and. Lofquist in (1964). perceived as an interaction between an
Work Adjustment Theory as propounded by individual and a work environment. This work
Rene V. Dawis and Lloyd H. Lofquist (1964). environment requires that certain tasks are
Rene V. Dawis and Lloyd H. Lofquist were early performed, and the individual brings up the
proponents of the psychological nature of work needed skills to perform the tasks. As an
adjustment, and from their research they exchange relationship (between the individual
developed Theory of Work Adjustment (TWA). and the workplace environment), the individual
Dawis and Lofquist (1964) defined work also requires certain compensation or rewards
adjustment as a “continuous and dynamic for work performance and certain preferred
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conditions, such as a safe and comfortable place the study. The study was carried out at three
to work. For the interaction to be maintained and Pharmaceutical Manufacturing companies in
job to continue, the workplace environment and Enugu State. Whereas there are Nine
the individual must continue to meet each other's Pharmaceutical Manufacturing firms in Enugu
requirements (Dawis & Lofquist, 1964). The State, the three largest firms in terms of the
degree to which the requirements of both are met number of employees were chosen. They are
is called correspondence. This is why Work namely Juhel Nigeria Limited with 156
Adjustment Theory is also known as Person- employees, Nemel Pharmaceutical Nigeria with
Environment Correspondence Theory. Where 140 employees and Michelle Laboratory Limited
employees perceive some factors in the physical with 120 employees. The rest six Pharmaceutical
workplace environment as unconducive, then manufacturing firms have number of employees
such environment may be termed as being between 62 and 32. Complete enumeration
unhealthy and unsafe or toxic. However, for an sampling technique was adopted since 416 as the
environment to be perceived as conducive, the population is modest. The instrument for data
Person-Environment relationship must be collection was a structured questionnaire
corresponding (i.e. the requirement of person designed on five point likert scale. Face and
and environment must be met). Where there is a content validity were used to validate the
lack of correspondence, it means that instrument. Spearman-Brown coefficient
commitment and loyalty may be affected. This reliability test of the instrument was obtained.
underlies the relevance of the theory to the study. The result was .991.
METHODOLOGY: The hypothesis was subjected to Pearson’s
This study adopted survey design to ascertain if Product Moment Correlation coefficient using
there is a relationship between the variables of SPSS, ver. 20.
DATA PRESENTATION AND ANALYSIS.
Data Presentation:
S/N Pharmaceutical Firms Distributed Retrieved Analyzed
1. Juhel 156 149 144
2. Nemel 140 134 131
3. Michelle 120 117 116
Total (Percentage) 416 400 (96%) 319 (94&
Source: Field survey (2019).
TEST OF HYPOTHESIS
H1 There is a Significant Positive relationship between Personal Protective equipment and employee
Commitment.
Correlation (JUHEL)
PSLPTVEQT EMPCOMT
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PSLPTVEQT Person Correlation Sign. (2 1 .983

toiled) .000
N 144 144
EMPCOMT Persons Correlation Sign. .983 1
(2-toiled) .000
N 144 144
Source: Field survey (2019).
TEST OF SIGNIFICANCE
N Cal r DF Crit. R Remark
144 .983 142 0.250 Significant
Source: Field Survey 2019
Correlation (NEMEL)
PSLPTVEQT EMPCOMT
PSLPTVEQT Person Correlation Sign. (2 1 .973**
toiled) .000
N 131 131
EMPCOMT Persons Correlation Sign. .973** 1
(2-toiled) .000
N 131 131
Source: Field survey 2019.
131 .973 129 0.250 Significant
Correlation (MICHELLE)
PSLPTVEQT EMPCOMT
PSLPTVEQT Person Correlation Sign. (2 1 .963**
toiled) .000
N 116 116
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EMPCOMT Persons Correlation Sign. .963** 1

(2-toiled) .000
N 116 116
Source: Field survey 2019.
116 .963 114 0.273 Significant
The hypothesis of study subjected to Pearson’s This result is in line with the findings of
product moment correlation coefficient showed Roelofsen (2002), who observed that improving
a significant positive relationship of the the working environment reduces complaints,
dependent variable on the independent variable turnover and absenteeism of employees and the
as employee commitment is positively and result indicated a significant positive
significantly related to personal protective relationship between work environment and
equipment in a hazardous work environment. employee performance. Roelofsen (2002),
DISCUSSION OF FINDINGS: observed that improving the working
The result of the hypothesis in Juhel Nigeria environment reduces complaints, turnover and
Limited, Nemel Pharmaceutical Nigeria Limited absenteeism of employees. He also explained
and Michelle Laboratory Limited revealed that that the effect of physical components of work
there is a significant positive relationship environment (vibration of the machines, release
between physical work environment and of toxic chemicals, excessive noise and heat)
employee commitment. It was indicated that the significantly affects employee mood and attitude.
calculated value r (.983, .973, .963) is greater This was further explained by Jeffess (2000),
than the critical value r (.250, .250, .273) who observed that unexpected release of toxic
respectively, showing a significant positive reactive or flammable liquids and gases in
relationship between physical work environment pharmaceutical processes including hazardous
and employee commitment. This goes to show chemicals have been reported for many years in
that unsafe and unhealthy physical work Nigeria pharmaceutical companies. Similarly
environment negatively affects employee Kyko (2005) observed that working conditions
commitment. The more employees stay closer that constitute unsafe and toxic environment
with the unsafe and unhealthy nature (vibration includes hot and noisy environment, dirty work
of the machines, excessive noise, heat and poor environment, old technology and machinery.
ventilation (release of toxic chemicals) of In addition, Nnamani and Ajagu (2014) studied
physical components of the work environment the effect of environmental factors and
without necessary provision for work shift organizational performance in Nigeria. The
policy/safety measures by the organization, the study revealed that unsafe and unhealthy work
more employee commitment tends to reduce. place, poor motivation (remuneration), lack of
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innovation, and high cultural interference affect in Lagos, Nigeria. African Journal on
organizational output. The result showed that Business Management, 4(3), 299-307.
there is relationship between employees and
their work environment, that workplace factor Allen, T. D., Poteet, M. L., & Russell, 1. E. (2000).
play a significant role on employee performance. Protege selection by mentors: What
Iheanacho and Ebitu (2016), conducted a study makes the different? Journal of
on the effect of industrial safety and health on Organizational Behavior, 21, 271-282.
employee job performance.
CONCLUSION: Amir, F. (2010). Measuring the impact of office
This study concludes that Work environment environment on performance level of
plays a crucial role in determining the employees: A case of private sector of
performance level of employees. That Pakistan. Proceedings of the 2nd
Management holds the key for positive or International Conference of AGBA South
negative performance of the employees by their Asia Chapter on Nurturing Innovation,
management of Work-environment. Entrepreneurship, Investments and
RECOMMENDATIONS: Public Private Partnership - in Global
Management of organizations, will maximize the Environment. Bhurban, Pakistan
output of employees by ensuring that all safety Apenteng (2012), Effect of supervision on
measures and Personal protective equipment's staff performance in Ga South Municipal
are provided for the employees, since inadequate Education Directorate GA South, Accra
or unavailability of safety measures and personal Metropolis, Ghana.
projective equipment's makes the work place
unsafe and unhealthy thereby generate Armstrong, M. (2006). Strategic Human
murmuring, complaints, nonchalant attitude to Resource Management: A Handbook of
work, job dissatisfaction, demotivation, Human Resource Management Practice,
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British International Journal of Advance Scholars Publication

Business and Marketing Research Published by International Institute of Advance

WORK ENVIRONMENT AND EMPLOYEE PERFORMANCE: A

ONWUZULIGBO L.T. Ph.D.

INTRODUCTION itself like organizational culture, offensive, or

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

productivity in terms of output. Employers are Literature Review

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

of the employees pay package. It is important to commitment as referring to the employee’s

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

Conceptual Framework of Work Environment and Employee Performance

Source: Researchers View (2019)

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

PSLPTVEQT Person Correlation Sign. (2 1 .983

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

EMPCOMT Persons Correlation Sign. .963** 1

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

Borman. W. C. (2004). The concept of Eysenck, M. (1998). Psychology: An integrated

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

Nnamani, E. & Ajagu, H. E. (2014) Pattanaryak 2012

ONWUZULIGBO L.T. Ph.D.and Nwobodo, V.O. M.Sc

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