Current Issue : October - December Volume : 2015 Issue Number : 4 Articles : 4 Articles
Organizational commitment along with other determinants of turnover intention plays a pivotal role in\nretaining the employees. Job performance and job satisfaction serve as antecedents of turnover\nintention of employees. The objective of this study is to identify the association between organizational\ncommitment and turnover intention among employees of the Islamia University of Bahawalpur. Effects\nof job performance on turnover intention through job satisfaction are also brought under observation.\nImpact of job insecurity and employees work family conflict on job engagement is brought under\nconsideration. Descriptive design is used to support the study of proposed relationships. Selfexplanatory\nquestionnaires are administered to 250 respondents both from the academic and\nadministrative staff of the university. Analyses supported the relationships tentatively delineated before\nproceeding toward examination of the study. Organizational commitment, job performance and job\nsatisfaction are found to be inversely related to turnover intention. An inverse relation is found between\njob insecurity, work family conflict and the job engagement. According to the results of this study an\nenvironment conducive to job performance and organizational commitment must be developed besides\nattempting to reduce employees� feelings of job insecurity and work family conflict to avoid brain-drain\nand to retain valuable individuals so that proportion of turnover may be decreased. This was the very\nfirst study carried out in the history of the Islamia University of Bahawalpur, which will encourage future\nresearchers to further augment the scope of this research....
The important role that entrepreneurship played to combat unemployment, wealth creation\nand the alleviation of poverty was not underestimated, especially in regions with growing\nunemployment rates. Women entrepreneurs could contribute significantly to economic\ndevelopment in Kenya, but their contribution had been documented to be wanting. Although\nit was challenging for both men and women to start and sustain a successful business, women\nfaced unique challenges in their business ventures. The objective of this study was to assess\nnon-financial factors influencing the business performance of women entrepreneurs for\nwomen-owned enterprises in Kisii County. The study was based on the factors affecting the\nbusiness performance of women entrepreneurs operating within Kisii County involved in\nmicro and small businesses in the service industry. The study attempted to determine the\nconstraints of women entrepreneurs in the service industry by identifying constraints limiting\ntheir business performance....
It is implied that all entrepreneurial activities are subjective to competencies gained with time. So therefore,\nentrepreneurial learning process is explored. This study examines the influence of our strong beliefs, goals that\nare set and how strengthful we are to create needs and ends to achieve that (Sarasvathy 2001). This process to\ndevelop the competencies has been examined in the theoretical perspective. So, three areas the contextual\nvariable, the cognitive learning and best practices of entrepreneurs are in the due process of learning. An\nintegrated model of entrepreneurial competence based on social cognitive theory and entrepreneurship theory\nhave been investigated yet how preferred learning mode actions controlled by beliefs of a personal role identity\nand role models are interrelated. The findings that entrepreneurial competency gained expertise are associated\nwith controlled actions and entrepreneurial individuality. Though functionality may vary because of different\ngoals of entrepreneurs, it can be said that an entrepreneur develops within his own self. So in fact we are\nstudying the mechanized controlled actions, processed learning and entrepreneurial competency....
The theories and models underpinning strategic decision-making (SDM) are somewhat\neclectic that demand multidisciplinary approach and appears non-differential from\ndecision-making (DM) theories. This paper is a first attempt that puts the discipline into\nperspective of its coherent whole. We start by defining strategy and SDM in order to set the\nexpectations for the rest of the paper. Next, we make an outline on the contribution of\nmanagement science (MS) to SDM before establishing the relationship with MS and its\napplication to micro, small, and medium enterprises (MSMEs). Subsequently, we make a\ndiscussion on the SDM process, SDM theories and models before concluding that the\ndiscipline has reached maturity....
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