1.1 Introduction
Peak performance is a state that is also known as peak experience, the zone of optimal functioning and flow. It refers to a moment when an individual puts it all together, when they are in the zone, when everything flows, and when they achieve an exceptional performance. Productivity is an economic concept that measures the amount of output per unit of input in an economic system. It appears that many workers settle for hours that are not their preferred hours, because other options such as absenteeism or tardiness carry a credible risk of discharge (Altman and Golden, 2004). Thus, some workers may face binding constraints imposed by their employer, such as fixed shift lengths and minimum hours requirements, obliging them to supply more hours than they would otherwise prefer (Sousa-Poza and Henneberger, 2002).
As a prelude to other parts of this study, this chapter will discuss the background upon which this study was initiated, the statement of problems that led to this study, the Aim and Objectives of the study. Others are Significance of the study, Scope of work, Research hypothesis and questions, Limitations of the Study and Definition of technical terms.
1.2 Background of Study
Since flow may be a necessary precursor to peak performance, factors that may increase the likelihood of athletes’ experiencing flow should be investigated. There are several limitations to the literature investigating peak performance. The first is the assumption that psychological differences between successful and less successful athletes were critical to the performance outcome. The research in this area has not established a cause and effect relationship, only a correlational relationship.
All the definitions of peak performance that were found in this review of the literature were consistent in their suggestion that peak performance involves a state of optimal or exceptional functioning. Although the concepts of peak experience and peak performance are often referred to synonymously in the research, it is important to distinguish between them to avoid misunderstanding the construct of peak performance.
The productivity outcome of hours is rarely observable directly. However, Shepard and Clifton (2000) established that manufacturing productivity does not necessarily improve when hours are lengthened. Their empirical study of aggregate panel data for 18 manufacturing industries within the US economy suggests that the use of overtime hours actually lowers average productivity, measured as output per worker hour, for almost all of the industries in the sample, even when the data are controlled or corrected.
The engagement process may differ from various professions and organizations, however, a few common tools for employee engagement can be used for all types of employees because they all lead a multi-dimensional life, which can be said to be a professional life relating to the workplace, business career; personal life relating to the private, family as well as social life; and a deep inner life pertaining to an individual’s emotional and spiritual quotient. Balancing and engaging at all four levels enhances one’s ability to realize the full potential and peak performance leading to overall satisfaction in work and life.
The theory and empirical research on the worker and firm performance effects of flexible work options are often embedded within a broader range of outcomes and their findings are mixed. Flexible workplace practices significantly reduce the life-to-job spillovers that impair productivity at the job or workplace. This holds even among hourly employees, including those at the entry level (Bond and Galinsky, 2006).
Therefore, in Nigeria where the research was carried out, the activities that was conducted is to know the Role of Professionalism in Peak Performance and Productivity.
1.3 Statement of Problems
Investigation revealed that the most consistently reported psychological characteristics of peak performance include feeling completely in control, relaxed, and confident, and having a narrow focus of attention and no fear of failure. When the results are presented in this manner, one begins to doubt if achieving peak performance is involuntary. Each of the above characteristics may be developed during training by using physiological or psychological techniques. Perhaps, then, the rarity of peak performance is due to the lack of specific mental training that is implemented in typical programs. An examination of the differences between high and lower performers may shed some light on this consideration.
1.4 Aim and Objectives of Study
The aim of the study is to examine the Role of Professionalism in Peak Performance and Productivity. In achieving this aim, the following specific objectives were laid out as follows:
- To examine the contribution of peak professionalism performance and productivity in an organization;
- To find out the relationship between peak professionalism performance and productivity in an organization;
- To investigate the factors inhibiting professionalism in peak performance and productivity; and
- To proffer solution towards eradicating the factors affecting the role of peak professionalism in an organization.
1.5 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- Are there factors inhibiting professionalism in peak performance and productivity?
- What are the contribution of peak professionalism performance and productivity in an organization?
- What are the relationship between peak professionalism performance and productivity in an organization?
1.6 Research Hypothesis
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
Hypothesis One
- H0: There are no significant factors inhibiting professionalism in peak performance and productivity
- H1: There are significant factors inhibiting professionalism in peak performance and productivity
1.7 Significance of Study
The relevance of the study will be boosted indirectly to the extent that productivity is sustained by the subsequently reduced job dissatisfaction and stress. This study will be of immense benefit to other researchers who intend to know more on this study and can also be used by non-researchers to build more on their research work. This study contributes to knowledge and could serve as a guide for other study.
1.8 Scope of Study
The scope of the research is focused on the Role of Professionalism in Peak Performance and Productivity in Nigeria.
1.9 Limitations of the Study
During the course of this study, many things militated against its completion, some of which are:
- Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
- Establishment Policies: Establishment policies posed a serious limitation as most staffs are not ready to release information needed for this project work. There were lots of information needed from the staffs of this establishment to enhance the study which took them time to release or they did not release at all for security purposes, hence the scope was reduced.
- Research material: availability of research material is a major setback to the scope of the study.
- Frequent power failure: This made the researcher append more money on fuel to ensure sustainable power.
- Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
1.10 Definition of Terms
Peak Performance: It is a state that is also known as peak experience, the zone of optimal functioning and flow.
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