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The study examined the effects of organizational structure on employee effectiveness in Guinness Nigeria Plc and Nigeria Bottling Plc, Aba, Abia State Nigeria. The specific objectives are to: Specifically, the study examined the effect of work specialization on the quality of services in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba, the effect of departmentalization on training hours of employees in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba, effect of chain of command on revenue per employee in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba and effect of centralization on profit per employee in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba. The study employed both primary and secondary data in achieving its objectives. The sample size of the study is 242 which was determined using Taro Yamane’s formula, but a total of 232 were retrieved, representing 95.87% response rate. The study found that work specialization has no significant effect on the quality of services in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba (t = 5.98***; p = 0.000 < 0.01), departmentalization has no significant effect on the training hours of employees in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba (t = 3.838***; p = 0.000 < 0.01), level of chain of command has no significant effect on revenue per employee in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba (t = 3.757***; p = 0.000 < 0.01), centralization has no significant effect on the aspect of profit per employee in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba (t = 3.823***; p = 0.000 < 0.01) and formalization has no significant effect that influence employee turnover in Guinness Nigeria Plc and Nigeria Bottling Company Plc, Aba (t = 2.702***; p = 0.000 < 0.01). The study therefore concludes that organizational structure has significant effect on employee effectiveness in Guinness Nigeria Plc and Nigeria Bottling Plc, Aba, Abia State Nigeria. The study recommends that management of organizations use decentralization as a dimension of organizational structure to restructure their organization when centralization is not giving required organizational performance.
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I. M Ifekandu (2026) studied this question.
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