Current Issue : July - September Volume : 2017 Issue Number : 3 Articles : 5 Articles
Reduction of employees has become a potentially valuable way of securing a competitive\nadvantage and improving organizational performance, downsizing has been in existence for\na while now however, its effect on employee or organizational performance has brought\nmixed reactions in both developed and developing countries. This quagmire has led to a lot\nof uncertainty while considering downsizing as a tool of enhancing employee performance.\nTherefore, this study sought to find out the effect reduction of employees as a downsizing\nstrategy on performance of employees of Barclays bank hypothesized as there is no\nrelationship between reduction of employees and employee performance. The study\nadopted a survey research design. Data for the study were collected from a sample 183\nemployees of Barclays Bank South Rift Hub, Kenya. Questionnaires were used as the sole\ndata collection instrument. The data that was collected from the field was analyzed using\nboth descriptive and inferential statistics. The findings established that there was a strong\npositive correlation of 0.982 between reduction of employees and the dependent variable\nemployee performance. The results indicated that higher levels of effective employee\nreduction leads to effective performance of commercial banks hence they need to consider\napplying downsizing. The results of this study shall therefore benefit the management of\ncommercial banks to understand the effects of downsizing and put in place appropriate\nstrategies to ensure that only the positive effects leading to improved performance are\nemphasized....
The objective of all organizations is to improve their performance so the aim of this study is to investigate the\norganizational performance of 200 employees of ufone and Mobilink franchises in Sargodha city. The population in\nthis study has included all companies in telecommunication in Pakistan. We are conducting the exploratory factor\nanalysis. In analyzing the data the descriptive statistics was used. Software used for data analysis was SPSS version\n20. The results shows that the higher level of compensation management, organizational citizenship behavior and\nemployee development practices that will lead to a higher level of organizational performance, also indicate that\ncompensation management, organizational citizenship behavior and employee development is positively associated\nwith organizational performance. Our result shows that there is positive or significant relationship between\nindependent and dependent variables, so we reject the null hypothesis. There are some areas that need more\ndevelopment in future including the topics that relate to the study that can be conducted on manufacturing firms with\nmore variables....
Job satisfaction has received wide attention as one of the core elements of an organization that\nis successful in achieving its purposes. This study aims to investigate the job satisfaction of\nSultan Qaboos University (SQU) administrative staff by measuring the job satisfaction level of\nnon-academic staff. The study is concerned with the problem of turnover amongst\nadministrative employees in 2014 which was believed to be high by Majlis Al- Shura (Oman\nParliament), this drove the university to create an incentive program through increasing\nsalaries. This is a descriptive quantitative cross sectional applied research where data were\ncollected by using a structured questionnaire consisting of 42 items covering seven domains of\njob satisfaction. The overall response rate (150 completed questionnaire) was 68%, 137 (47.4%\nmales, 52.6% females) were usable. The outcome showed that administrative staffs were\nsatisfied with their job. It also revealed that job satisfaction was affected by staff�s gender,\nwhere males showed higher job satisfaction than females. It also showed that those who have\nshorter experience are more satisfied than those who have longer experience and those who\nhold lower qualifications and lower job levels have higher job satisfaction compared to those\nwho have higher qualifications and job level....
This study investigates the impact of three leadership styles; the transactional leadership style,\nthe transformational leadership style and laissez faire on presenteeism among the healthcare\nprofessionals in Pakistan. Using a structured close-ended questionnaire, data were obtained\nfrom 128 healthcare employees in Karachi. After encoding, the data were entered into the\nstatistical package for social sciences (SPSS) version 21. Using the descriptive and inferential\nstatistics, the data were analyzed. Linear regression was applied to gauge the impact of the\nthree leadership styles on employee presenteeism. Results revealed that presenteeism is\nindependent of all the three leadership styles being practiced among the healthcare\nprofessionals in Karachi. Further research into the factors causing presenteeism can lead to a\nbetter conceptualizing of this phenomenon....
Organizational culture and motivation are crucial variables in every Organization. This is due to the general\nrecognition that these variables do not only influence the individual employee�s performance but the whole\nOrganization�s effectiveness, performance and sustenance. The interest in Organizational culture stems from\nthe belief that culture influences behavior, decision-making, Organizational strategies, individual motivation and\nOrganizational performance. Employees are conscious of Organizational culture, and they learn it in their life at\nworkplace, then align their professional goals with the Organization�s goals. The extent to which they learn and\nembrace the Organizational culture varies and is determined, partly, by the Organization�s culture being either weak\nor strong. Non-motivated employees, generally portray a dissatisfied attitude at work, hence are less committed, and\nare more likely to quit the Organizational. The purpose of this review was to compare the impact of strong and weak\nOrganizational culture on employee motivation....
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