This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
Determining the relationship between information technology and leadership styleAlexander Decker
The document examines the relationship between information technology and leadership style at the Navy Research Institute of Bandar Anzali in northern Iran. It analyzes data collected through questionnaires using statistical analysis software. The analysis finds a meaningful relationship between participative leadership style and information technology that supports strategic decision making, as well as between despotic leadership style and such information technology. The document concludes there is a direct relationship between information technology application and participative leadership style, but a despotic style limits information technology use.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document is a literature review for a study on the influence of HR practices on employee retention in Indian organizations. It begins by discussing the importance of HRM and employee retention to organizational success. It then reviews several HR models and theories around retention management. The literature suggests that effective training, compensation, and rewards programs can help reduce turnover by improving job satisfaction and organizational performance. Retention is now seen as a strategic issue, and satisfying diverse employee needs is key. The review aims to identify the HR factors that influence an employee's decision to stay at an organization. It will inform the objectives of examining retention strategies and developing effective retention policies.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
This document provides an overview of the history and development of performance appraisal. It discusses how early research from the 1950s to 1980s focused on developing different rating scales to reduce biases. Starting in the 1980s, research examined common rating errors and whether bias-free appraisals were truly accurate. Recent research has explored measuring employee attitudes towards performance appraisal systems and their effectiveness. The document also reviews literature on various ethical issues in human resource management practices.
Determining the relationship between information technology and leadership styleAlexander Decker
The document examines the relationship between information technology and leadership style at the Navy Research Institute of Bandar Anzali in northern Iran. It analyzes data collected through questionnaires using statistical analysis software. The analysis finds a meaningful relationship between participative leadership style and information technology that supports strategic decision making, as well as between despotic leadership style and such information technology. The document concludes there is a direct relationship between information technology application and participative leadership style, but a despotic style limits information technology use.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document is a literature review for a study on the influence of HR practices on employee retention in Indian organizations. It begins by discussing the importance of HRM and employee retention to organizational success. It then reviews several HR models and theories around retention management. The literature suggests that effective training, compensation, and rewards programs can help reduce turnover by improving job satisfaction and organizational performance. Retention is now seen as a strategic issue, and satisfying diverse employee needs is key. The review aims to identify the HR factors that influence an employee's decision to stay at an organization. It will inform the objectives of examining retention strategies and developing effective retention policies.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
The document discusses the evolution of performance management theory over the last 150 years. It examines the work of several theorists including Frederick Taylor, Henry Gantt, Henri Fayol, Peter Drucker, and Elton Mayo. Taylor developed scientific management methods that broke jobs down into tasks while Fayol and Drucker contributed frameworks for the five elements and operations of management. Mayo's human relations approach emphasized the social aspects of work and motivation. Overall, the document traces the development of management theory and its focus on both organizational structures and human factors.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
This document provides an overview of the history and development of performance appraisal. It discusses how early research from the 1950s to 1980s focused on developing different rating scales to reduce biases. Starting in the 1980s, research examined common rating errors and whether bias-free appraisals were truly accurate. Recent research has explored measuring employee attitudes towards performance appraisal systems and their effectiveness. The document also reviews literature on various ethical issues in human resource management practices.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
"Research proposal on“Human resource management practice in the RMG sector...Akash Islam
This document outlines a research proposal on human resource management practices in the ready-made garment sector of Bangladesh. The research will analyze current HRM practices, identify issues, and suggest improvements. It will use both primary data collection through interviews and secondary data collection from literature. A literature review discusses previous studies on HRM practices in various industries, finding issues like poor training, compensation, and worker relations. The proposed study aims to understand HRM practices in RMG sectors and develop solutions to problems identified.
Impact of HR Practices on corporate EntrepreneurshipShahbaz Ahmad
This document summarizes a research paper on the impact of human resource management antecedents on corporate entrepreneurship. It discusses three antecedents - top management support, peer support, and performance appraisal. The paper reviews definitions of corporate entrepreneurship and identifies its key constructs like employee autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk-taking. It aims to analyze the relationship and impact of the three HRM antecedents on corporate entrepreneurship, as well as determine their relative importance in promoting corporate entrepreneurship.
This study examines the relationship between training and development programs and employee performance at a highway construction company in Klang Valley, Malaysia. The study aims to identify common training programs, investigate their impact on employee performance, determine if involvement in training relates to performance, and suggest best practices. It argues that training is important for adapting to changes, competing, innovating, and achieving goals. However, limited research exists on training's effects in developing countries. The study seeks to address this gap and add to the understanding of human resource development issues.
Effect of Staff Performance Appraisal Outcomes on Employee Job Performance a ...iosrjce
This document summarizes a research study that examined the effect of staff performance appraisal outcomes on employee job performance at Invesco Assurance Company Kenya Limited. The study found that increases in salaries, allowances, and benefits after performance appraisals motivated employees to perform better. It also concluded that retention, promotion, and transfers led to improved job performance. Training was found to have a greater effect on performance than human resource planning. The greatest influence on performance was found to be employee job mobility, followed by training, pay/remuneration, and then human resource planning. The study recommends developing a better tailored performance appraisal system and ensuring a fair process for choosing managers.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
- The document discusses a study comparing performance appraisal and organizational climate dimensions between ICICI Bank and Punjab National Bank in India.
- The study found that employees at ICICI Bank perceived the organizational climate to be better than at Punjab National Bank.
- Perceptions of whether the appraisal system helped identify training needs differed significantly based on age and qualifications but not work experience.
- Perceptions of the preferred type of appraisal (trait-based vs. performance-based) differed significantly based on qualifications but not age or work experience.
Impact of Labor Turnover on Organizational Performance in it Sector With Spec...ijtsrd
In the recent years impact of labor turnover has received considerable attention by senior management, human resource professionals, and industrial psychologists. It has been proven to be one of the most seemingly intractable human resource challenges confronting organizations. Labor plays a significant role for the performance of any business firm. The efficiency, productivity and effectiveness of the Organization are highly influenced by a competent and well experienced workforce. This research was carried out to examine the impacts of labor turnover on Organization performance in IT sector WITH SPECIAL EMPHASIS ON IT DEPARTMENT OF TCS NOIDA .The main purpose of the study was to determine the impact of employee turnover on the performance of an organization. The research study supports the argument of Derek 2006 that the employees' turnover positively associated with the organization inefficiency. The sample study comprised fifty respondents, both qualitative and quantitative data have been used and the questionnaires were individually administered. It is clearly evidenced that there is negatively relationship between organizational performance and the employees' turnover. The general objective of this study was to assess the impacts of labor turnover on Organizational performance at TCS Noida. The study recommended that the Management continue employing people who are well trained and who perceive their jobs as expected. Organizations should not only employ to fill a job but also consider a fit between the person and the organization. It is highly recommended that management should give attention to those factors that they can easily manage. Management has to understand that people are different and appreciates those differences. Lovelesh Joshi | Dr. Deepak Dhariyal "Impact of Labor Turnover on Organizational Performance in it Sector (With Special Emphasis on it Department of TCS Noida)" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26753.pdfPaper URL: https://www.ijtsrd.com/management/organizational-behaviour/26753/impact-of-labor-turnover-on-organizational-performance-in-it-sector-with-special-emphasis-on-it-department-of-tcs-noida/lovelesh-joshi
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
A STUDY ON ATTITUDE OF WORKER'S TOWARDS PERFORMANCE MANAGEMENT SYSTEM AT ROB...IAEME Publication
The most common challenges by any organization in these days related to talent retention, increasing productivity and profitability. An organization's survival greatly depends on its ability to efficiently manage the available resources and remain competitive in a continually changing business environment. In such a situation, employee performance and productivity have ceased to be mere administrative matters, but have now become essential elements of a broader key business strategy. At the core of this strategy lies the performance management System, which had become entrenched in a system of documenting and measuring employee performance rather than as a vehicle for developing better employees. These days’ organizations are looking for performance management system that links pay-for-performance with current best practices, focusing on improving employee performance and retention and also enhancing organizational effectiveness.
Hierarchical latent variable models in pls semAmanatAli57
This document summarizes a research study that examined the relationship between human resource management (HRM) practices and innovative ability of employees in the banking sector of Vehari, Pakistan. The study investigated how six HRM practices (reward strategy, recruitment strategy, performance appraisal, career-oriented trainings, performance-oriented trainings, and career management) related to innovation and whether organizational culture moderated this relationship. Survey data found partial support for the relationship between HRM practices and innovation. Reward strategy, recruitment strategy, and performance appraisal positively predicted innovation, while career management also had a positive impact. However, career-oriented and performance-oriented trainings did not predict innovation. Organizational culture was found to negatively moderate
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
The effect of motivation of labour, cost and productivity on nigerian constru...ResearchWap
This study examines the effect of motivation, cost, and productivity on the Nigerian construction industry. The objectives are to: 1) examine motivational factors for employees, 2) look at motivation techniques, 3) ascertain the impact of motivation on labor, cost, and productivity, 4) identify motivation problems, and 5) suggest solutions. The study uses questionnaires and interviews 160 employees at Marlum Construction Company in Benin. The findings show a positive relationship between supervision quality and motivation, and that many employees are unhappy with benefits. This study aims to educate management on effective employee motivation techniques to improve productivity.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document provides an overview of a study on the impact of competency-based management strategies on human resource retention in engineering industries in Marathwada Region, India. The study aims to identify the relationship between competency-based strategies and retention, explore challenges to retention, analyze organizational interventions, study the relationship between job satisfaction and retention, and determine how HRM practices and culture affect retention. The methodology involves surveys of 50 industries, 500 employees, and 50 HR managers. Statistical analysis will be used to test hypotheses about competency-based strategies and their association with retention factors. The research is divided into chapters covering literature review, regional socioeconomics, competency strategies/retention, data collection/analysis, and income classifications
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
Our Achievements
NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
An empirical review of Motivation as a Constituent to Employees' Retentioninventy
This study investigated the link between motivation and retention and the effect of motivation on retention at different organisational levels. The research linked motivation and high job satisfaction to explore strategies that help in employees' retention and why public sector employees leave with particular reference to Federal Medical Centre (FMC) Owerri. This was achieved by collecting primary data from Federal Medical Centre (FMC) on non-clinical staff/employees (managers and non-managers and secondary data from published materials and the hospital's human resources (HR) data. The findings were tested using employee motivational attributes to prove that motivation plays a crucial role in enhancing employee retention. Motivation was found to be a core factor that determines the level of employee retention among managers and non-managers within the case study organisation. Specifically, it was found out that employees tend to be motivated if they are subjected to performance-based compensation, recognition for good work, and encouraged to pursue individually fulfilling tasks.
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
mm bagali...... mba...... research......management......hrm......hrd........dr m m bagali, phd in hr
This document describes the research methodology for a study on employee empowerment. The study was conducted at Polyhydron Private Limited, an engineering company in India. The study used an exploratory and descriptive research design to understand innovative strategies that make top companies different, such as empowering employees. The study tested hypotheses about how empowerment improves organizational achievement, shapes positive attitudes, and is related to access to information. The scope was to understand what policy, people or workplace practices create an empowered organization and workforce. Data was collected through questionnaires and interviews of employees, including the CEO, at Polyhydron Private Limited.
Impact of Employee Engagement on PerformanceIJAEMSJORNAL
Employee engagement is a vast concept and has a wide area of interpretation and thus each organisation interprets the meaning of employee engagement on its own terms, knowledge, and culture. Employee engagement is a relationship between the employee and the enterprise, an engaged employee is the one who is entirely engrossed in and ardent about their work and so takes positive steps to further the organisation's prestige and interests. The construct employee engagement is built on the foundation of concepts like organisation citizenship behaviour, employee commitment, and job satisfaction. Though it relates to and besets these concepts but employee engagement is broader in scope. In today's scenario organisations have started looking out for ways more stronger than only monetary incentives to keep employees involved and work towards goals, hence comes the role of employee engagement which helps the employees realise they are a part of the organisation and thus employees are emotionally connected to their organization and highly involved in their job with a great enthusiasm for the success of their employer, going an extra mile beyond the employment contractual agreement assuming all their efforts leads to the growth of what already belongs to them. Since Employee engagement is a fairly novel concept thus a lot of measurement metrics are not present to find out direct relationship between employee engagement and its impact on the performance of employees thus the purpose of this paper is to find out an Impact of employee engagement on the performance of the employees.
"Research proposal on“Human resource management practice in the RMG sector...Akash Islam
This document outlines a research proposal on human resource management practices in the ready-made garment sector of Bangladesh. The research will analyze current HRM practices, identify issues, and suggest improvements. It will use both primary data collection through interviews and secondary data collection from literature. A literature review discusses previous studies on HRM practices in various industries, finding issues like poor training, compensation, and worker relations. The proposed study aims to understand HRM practices in RMG sectors and develop solutions to problems identified.
Impact of HR Practices on corporate EntrepreneurshipShahbaz Ahmad
This document summarizes a research paper on the impact of human resource management antecedents on corporate entrepreneurship. It discusses three antecedents - top management support, peer support, and performance appraisal. The paper reviews definitions of corporate entrepreneurship and identifies its key constructs like employee autonomy, innovativeness, proactiveness, competitive aggressiveness, and risk-taking. It aims to analyze the relationship and impact of the three HRM antecedents on corporate entrepreneurship, as well as determine their relative importance in promoting corporate entrepreneurship.
This study examines the relationship between training and development programs and employee performance at a highway construction company in Klang Valley, Malaysia. The study aims to identify common training programs, investigate their impact on employee performance, determine if involvement in training relates to performance, and suggest best practices. It argues that training is important for adapting to changes, competing, innovating, and achieving goals. However, limited research exists on training's effects in developing countries. The study seeks to address this gap and add to the understanding of human resource development issues.
Effect of Staff Performance Appraisal Outcomes on Employee Job Performance a ...iosrjce
This document summarizes a research study that examined the effect of staff performance appraisal outcomes on employee job performance at Invesco Assurance Company Kenya Limited. The study found that increases in salaries, allowances, and benefits after performance appraisals motivated employees to perform better. It also concluded that retention, promotion, and transfers led to improved job performance. Training was found to have a greater effect on performance than human resource planning. The greatest influence on performance was found to be employee job mobility, followed by training, pay/remuneration, and then human resource planning. The study recommends developing a better tailored performance appraisal system and ensuring a fair process for choosing managers.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
- The document discusses a study comparing performance appraisal and organizational climate dimensions between ICICI Bank and Punjab National Bank in India.
- The study found that employees at ICICI Bank perceived the organizational climate to be better than at Punjab National Bank.
- Perceptions of whether the appraisal system helped identify training needs differed significantly based on age and qualifications but not work experience.
- Perceptions of the preferred type of appraisal (trait-based vs. performance-based) differed significantly based on qualifications but not age or work experience.
Impact of Labor Turnover on Organizational Performance in it Sector With Spec...ijtsrd
In the recent years impact of labor turnover has received considerable attention by senior management, human resource professionals, and industrial psychologists. It has been proven to be one of the most seemingly intractable human resource challenges confronting organizations. Labor plays a significant role for the performance of any business firm. The efficiency, productivity and effectiveness of the Organization are highly influenced by a competent and well experienced workforce. This research was carried out to examine the impacts of labor turnover on Organization performance in IT sector WITH SPECIAL EMPHASIS ON IT DEPARTMENT OF TCS NOIDA .The main purpose of the study was to determine the impact of employee turnover on the performance of an organization. The research study supports the argument of Derek 2006 that the employees' turnover positively associated with the organization inefficiency. The sample study comprised fifty respondents, both qualitative and quantitative data have been used and the questionnaires were individually administered. It is clearly evidenced that there is negatively relationship between organizational performance and the employees' turnover. The general objective of this study was to assess the impacts of labor turnover on Organizational performance at TCS Noida. The study recommended that the Management continue employing people who are well trained and who perceive their jobs as expected. Organizations should not only employ to fill a job but also consider a fit between the person and the organization. It is highly recommended that management should give attention to those factors that they can easily manage. Management has to understand that people are different and appreciates those differences. Lovelesh Joshi | Dr. Deepak Dhariyal "Impact of Labor Turnover on Organizational Performance in it Sector (With Special Emphasis on it Department of TCS Noida)" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26753.pdfPaper URL: https://www.ijtsrd.com/management/organizational-behaviour/26753/impact-of-labor-turnover-on-organizational-performance-in-it-sector-with-special-emphasis-on-it-department-of-tcs-noida/lovelesh-joshi
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
A STUDY ON ATTITUDE OF WORKER'S TOWARDS PERFORMANCE MANAGEMENT SYSTEM AT ROB...IAEME Publication
The most common challenges by any organization in these days related to talent retention, increasing productivity and profitability. An organization's survival greatly depends on its ability to efficiently manage the available resources and remain competitive in a continually changing business environment. In such a situation, employee performance and productivity have ceased to be mere administrative matters, but have now become essential elements of a broader key business strategy. At the core of this strategy lies the performance management System, which had become entrenched in a system of documenting and measuring employee performance rather than as a vehicle for developing better employees. These days’ organizations are looking for performance management system that links pay-for-performance with current best practices, focusing on improving employee performance and retention and also enhancing organizational effectiveness.
Hierarchical latent variable models in pls semAmanatAli57
This document summarizes a research study that examined the relationship between human resource management (HRM) practices and innovative ability of employees in the banking sector of Vehari, Pakistan. The study investigated how six HRM practices (reward strategy, recruitment strategy, performance appraisal, career-oriented trainings, performance-oriented trainings, and career management) related to innovation and whether organizational culture moderated this relationship. Survey data found partial support for the relationship between HRM practices and innovation. Reward strategy, recruitment strategy, and performance appraisal positively predicted innovation, while career management also had a positive impact. However, career-oriented and performance-oriented trainings did not predict innovation. Organizational culture was found to negatively moderate
The effects of human development, motivation and excellence in emerging compa...imperial Inc
Human resource development is very important to every business; hence enhancing organisation performance and employees' productivity in an organisation.
The effect of motivation of labour, cost and productivity on nigerian constru...ResearchWap
This study examines the effect of motivation, cost, and productivity on the Nigerian construction industry. The objectives are to: 1) examine motivational factors for employees, 2) look at motivation techniques, 3) ascertain the impact of motivation on labor, cost, and productivity, 4) identify motivation problems, and 5) suggest solutions. The study uses questionnaires and interviews 160 employees at Marlum Construction Company in Benin. The findings show a positive relationship between supervision quality and motivation, and that many employees are unhappy with benefits. This study aims to educate management on effective employee motivation techniques to improve productivity.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
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Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
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In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
This document provides an overview of a study on the impact of competency-based management strategies on human resource retention in engineering industries in Marathwada Region, India. The study aims to identify the relationship between competency-based strategies and retention, explore challenges to retention, analyze organizational interventions, study the relationship between job satisfaction and retention, and determine how HRM practices and culture affect retention. The methodology involves surveys of 50 industries, 500 employees, and 50 HR managers. Statistical analysis will be used to test hypotheses about competency-based strategies and their association with retention factors. The research is divided into chapters covering literature review, regional socioeconomics, competency strategies/retention, data collection/analysis, and income classifications
Exploring the Relationship between HR Practices and Employee Retention: A Stu...AI Publications
This academic article investigates the relationship between HR practices and employee retention within the tech industry. The study aims to analyze how specific HR practices impact employee retention and provide insights into effective strategies for organizations. The research sample includes 338 administrative staff members from various tech companies. The study employs a quantitative approach, conducting reliability analysis and regression analysis using SPSS to analyze the collected data.
This document discusses human resource (HR) models of architecture and their influence on employee retention. It describes Atkinson's model of labour flexibility, which categorizes employees as either "core" or "secondary" based on their role. Core employees provide functional flexibility through their skills and ability to adapt. Retaining core employees is important to avoid disruption. The document also discusses factors that influence an organization's ability to attract and retain core staff, including HR factors like compensation, and organizational factors like culture. The study aims to examine which HR factors most impact employees' decisions to stay and help organizations develop effective retention policies.
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Human resource management practices of selected companiesAlexander Decker
This document discusses a study that assessed the human resource management (HRM) practices of selected companies to develop a comprehensive HRM program. The study tested whether the extent of HRM tool usage differed based on company size (large, medium, small). It was found that there were no significant differences in HRM practices related to acquisition, maintenance, and relations. However, significant differences were found in development practices. The study concluded some companies lacked performance evaluation systems and recommended implementing such systems to improve training and development.
The Impact of Human Resource Practices on Organizational Performance: A Study...AI Publications
The aim of this study to find the impact of human resource management practices on organizational performance of businesses located in Erbil. The research analyzed by applying quantitative method, I applied a structured survey as tool of this research. I distributed 100 questionnaires, but only 71 questionnaires I was able to receive. The findings showed that there is a positive relationship between human resource management practices and organizational performance.In my study, I have found the limitations, for instance the measurement of applying few of human resource management practices in order to measure organizational performance.Future studies can enhance the above research limitations and foresee a much detailed research study of the relation between human resource management practices by taking more practices intro consideration in order to measure and assess organizational performance.
The aim of this study is to investigate reward system and employee performance in three selected
companies such as Nestle Plc, Mumudia Integrated services and Bucebal ventures limited in Port Harcourt,
Rivers State. The study also shows how employees improve its performances in a reward system. Questionnaire
was used as instrument and 60 questionnaires were issued and while 50 questionnaires were retrieved to check
the respondent’s opinion.
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
to select the respondents that formed a sample size of 98 respondents. Primary data was collected using
questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document summarizes a study conducted at an Indian international airport to improve employee retention through increased employee engagement. The study found that implementing action plans focused on non-financial engagement drivers like communication, rewards & recognition, supervisor support, teamwork, role clarity and work environment significantly increased employee engagement levels. It also found that higher engagement levels significantly improved employee retention rates at the airport. The study suggests organizations can boost retention without large financial expenditures by focusing on certain non-financial engagement factors.
A Study on Employee Motivation at Megha Engineering and Infrastructure Pvt Lt...ijtsrd
- The document discusses a study on employee motivation at Megha Engineering and Infrastructure Pvt Ltd Company in Hyderabad, India.
- It aims to identify influencing factors for employee motivation and the level of satisfaction with motivational practices at the organization.
- A survey was conducted of 130 employees to understand what motivates them most, which were found to be self-actualization, job security, and leave. Salary increments and recognition were also highly motivating.
The nternational Journal of Marketing Management is an journal in English published half yearly. The fast publication schedule whilst maintaining rigorous peer review the use of recommended electronic formats for article delivery expedites the process. All submitted research or review articles or Case Studies are subjected to immediate rapid screening by the editors.
The document discusses factors that affect employee efficiency, including compensation management, organizational climate, and education/training. It presents a model linking these factors to employee motivation and organizational effectiveness. A study of employees in the sales department of a mobile network operator tested three hypotheses: 1) Compensation management positively impacts employee efficiency, 2) Organizational climate impacts employee efficiency, and 3) Education/training positively impacts employee job performance and efficiency. The results supported all three hypotheses, showing relationships between the factors and increased employee and organizational outcomes. The document recommends organizations monitor employee satisfaction and address different group needs to maintain high performance.
The document discusses employee engagement at Eisai Pharmatechnology & Manufacturing Pvt Ltd in India. It finds that Eisai has very high levels of employee engagement, with 95% of employees engaged. Several factors contribute to this high engagement, including a strong compliance culture (99%), employees feeling pride in working at Eisai (over 99%), and a focus on quality and safety (over 98%). Employee surveys found high ratings for leadership (96%) and policies/procedures (93%). The study concludes that Eisai has clear vision and considers engagement an ongoing process, though it recommends continuing to measure and track engagement over time to sustain these high levels.
The document discusses employee engagement and its importance for organizational effectiveness. It focuses on HR initiatives taken by Eisai Pharmatechnology and Manufacturing Private Limited in India to engage employees. The objectives are to understand Eisai's HR initiatives for engagement, examine their strategies and practices, review the initiatives' progress, and how it has impacted organizational performance through engagement. Previous research highlighted links between engagement and business success factors like performance, productivity and customer satisfaction. Effective change management, support for managers, communication and leadership are important for engagement. HR practices like training and competitive pay can improve engagement.
Talent Retention and Employees’ Resilience of Telecommunication Companies in ...Premier Publishers
This study investigated the relationship between talent retention and employee resilience of telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the independent variable while interpersonal competence, adaptability, and pro-activeness were used as measures of the dependent variable. The study adopted the cross-sectional survey in its investigation of the variables. The primary source of data was generated through a self- administered questionnaire. A sample of one hundred and nine (109) respondents were drawn from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s formula for sample size determination. The research instrument was validated through the supervisor’s vetting and approval while the reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were analyzed and presented using both descriptive and inferential statistical techniques. The hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings revealed that talent retention positively and significantly influences employee resilience of telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to interpersonal competence, adaptability, and pro-activeness. The study recommends that management of telecommunication companies should do their best to retain employees who have been a positive impact on the companies and use it to motivate other employees working within the designated department in the company.
This document outlines a student's proposed research project on identifying employee retention strategies that impact job satisfaction across organizations. The project will examine how factors like psychological/economic job security, affiliation, and self-actualization influence retention strategies. A survey will collect primary data on the relationship between various impact factors. The results aim to provide guidance to organizations on creating employee-oriented cultures to improve retention and business performance over the long term.
The Influence of Human Resource Development, Organizational Commitment, Compe...inventionjournals
This research aims at examining and analyzing the influence of human resource development, organizational commitment, compensation, working environment, and leadership style to employee performance. This studyis an explanatory research which examines the hypothesis. This research was conducted at SULUTGO Bank Company in North Sulawesi Province. The sample for this research was 135 respondents of the total population which is 204 employees. The technique used for data collection is area proportional random sampling. The data were collected from the distributed questionnaires which was ranked, tabulated and analyzed by the double linear regression statistics. The result of this research shows that: 1) the human resourcedevelopment has positive and significant impact to employee performance.2) The organizational commitment has positive but insignificant influence to employee performance. 3) Compensation has positive but insignificant influence to staff’s performance.4) Working environment impacts positively and significantly to staff’s performance. 5) Leadershipstyleimpacts positively and significantly to staff’s performance
This document summarizes a case study on employee engagement initiatives at Eisai Pharmatechnology & Manufacturing Pvt. Ltd. in India. The study found that Eisai had a 95% employee engagement rate, high levels of compliance culture, pride in working at Eisai, and passion for the company's mission and goals. Leadership qualities and work-life balance policies also contributed to engagement. Older employees were found to contribute more to engagement levels. The study concluded that Eisai has clear vision and objectives and considers engagement an ongoing improvement process. While current HR initiatives are effective, Eisai should continue measuring and improving engagement to sustain high performance.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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- Adoption of Business Frameworks
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Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
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20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
1. IRACST- International Journal of Research in Management & Technology (IJRMT), ISSN: 2249-9563
Vol. 2, No. 3, June 2012
303
Employee Motivation and Organizational
Performance in Multinational Companies: A Study of
Cadbury Nigeria Plc
Oluyinka Solomon, Noor Hazarina Hashim
Faculty of Management and Human Resource
Development
Universiti Teknologi Malaysia, 81310 Skudai, Johor
Bahru Malaysia
Zohreh B.T. Mehdi, Musibau Akintunde Ajagbe
Faculty of Management and Human Resource
Development
Universiti Teknologi Malaysia, 81310 Skudai, Johor
Bahru Malaysia
Abstract--The study of human resource management (HRM)
has been rejuvenated by the assurance that there is a best-
practice, high-involvement management (HIM) that can
guarantee better performance of employees in organizations.
None the less, there remain concerns that contingency theory still
rules, that is, the fit between the human resource systems and
their context, and particularly the organization's management
technique, is all important and, thus, that high-involvement will
only surpass other systems in certain situations. Furthermore,
incentivising organizational employees and job satisfaction have
been acknowledged to be a controversial and widely debated
topic for years now. This assertion is not unconnected to the
discovery that university graduates, job seekers and more to say
organizational managers are no more concerned whether job
duties and scope are fulfilling rather their interest lie more on the
magnitude of incentives attached to their job. Furthermore,
complaints are bound from employees of most companies that
their monthly income is stagnant and there exist discriminatory
wage policy in many of the multinational organizations in
Nigeria. The relationship between effects of employee’s
motivation on organizational performance has elicited a debate
among personnel management professisionals and academic
researchers over the years. This investigation however seeks to
look into the effectiveness of employee motivation for enhanced
organizational performance in multinational companies in
Nigeria, especially the manufacturing sector. A survey of
personnel of Cadbury Nig Plc was undertaken. A total of 100 self
administered questionnaires were distributed while 87 of them
were returned. The data collated and analyzed using simple
percentages and Pearson’s Product Moment Correlation. The
findings show provision of adequate motivation by Cadbury
Nigeria Plc and improvement in employee productivity and, a
positive correlation between employee productivity .Senior
managers are however advised to adapt continuous improvement
in motivational programmes as a core ingredient for enhanced
employee productivity.
Keywords; Motivation; Organizational Performance; Employee;
MNC; Nigeria
1.0 INTRODUCTION.
It has been widely acknowledged that the western economies
are largely driven by the manufacturing industry. In the United
States alone, this sector accounts for more than 75 percent of
the gross domestic product [1]. Thus, it follows that research
directed at increasing an understanding of drivers of employee
and organizational performance in this sector is of growing
concern to human resource management scholars and
practitioners [2, 3, 4]. The long held maxim in management
circles that once employees are given enough incentives, they
will produce in large quantities and of good quality has
recently come under heavy criticism. Arguments advanced
have ranged from those who maintain that money is not an
effective means of enhancing increased and adequate
productivity, to those who hold that job security and other
non-financial rewards are much more effective as modes of
incentives in an effort to increase productivity [5].
Organizational managers had for several years been saddled
with the challenge to maximize industrial performance
through either the maximization of human output or by
increasing the potential capability of machines. Previous
efforts in either direction have produced only little results [6].
According to the concerned managers, advances in industrial
engineering through automation and mechanization of
industrial processes were welcomed relief for management,
yet this development sidelined the employees and brought
about greater dissatisfaction. Management problem today
therefore appears very much human than mechanical [7].With
the realization therefore, greater efforts towards increasing
productivity have taken the human approach and hence, the
use of incentives. The use of incentives to spur workers
however, is not known to be recent but has required more
awareness in recent times, while the methodologies adopted
by various company managers of incentives have widened in
the use of money (economic incentive), the provision of
amenities and fringe benefits (social incentives), involvement
of decision making (participatory incentive), to the use of such
factors as job security and promotion (psychological
incentive). Popoola [5] postulated that several theoretical and
empirical attempts have been made at understanding the
connections between reward and productivity. Few studies
have studied the role of financial compensation in industrial
motivation [8, 9], while others have investigated incentives for
their motivational consequence [9]. A relevant and popular
technique has been the Path Goal Approach to Productivity by
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Georgopoulous. Yet others have considered the multi-
dimensionality of the topic. This study is not an effort to
review of such studies; but referencing them will serve to
indicate the worth and importance of the contemporary issues.
Many authors believe that “high involvement” or “high
performance” HR practices positively affect organizational
performance outcomes [10], yet how HR affects outcomes is
not yet fully clear. One important proposed mechanism
suggests that this impact runs via individual employees. For
example, Wright and others stress the crucial role of employee
attitudes and behaviors in translating HR practices into
performance [11, 12]. High performance HR practices are
assumed to enhance employee motivation and performance,
and, in turn, these more motivated and better performing
employees improve firm performance. In line with this more
central role of employees, researchers emphasize the need to
include employee perceptions in human resource research [13,
11].
The organization’s designed human resource approach
preferably reflects its strategy and context, and as
organizations make choices about how to manage their
employees, such approach also communicate information
about the organization to employees. However, having a well-
crafted human resource system in theory may not be enough to
positively affect employees as rhetoric about the ideal human
resource system and the reality of what is implemented may
differ from each other [14]. Den Hartog et al. [15] postulated
that Line managers play an important role in implementing the
designed systems, and differences in implementation might
occur at this level. While Nishii and Wright [11] point out that
besides the intended or designed HR system that firms develop
theoretically, there is the need to differentiate the human
resource system as implemented (what managers put into
practice) as well as the perceived HR system (how employees
interpret practices). Nishii et al. [16] portends that if care is
not taken, there is the likelihood that a disconnect between
intended HR practices as reported by managers and the effect
of actual HR practices would occur, that is, at least partially
explained by differential meanings imposed on those practices
by employees. This disconnect is problematic if the
performance effects of HR practices are argued to come about
as a result of the perceptions of individual employees.
Dyer and Reeves [17] distinguish four types of human
resource outcomes (employee, unit/organizational, financial,
and market). Employee outcomes can be affective (e.g.,
satisfaction) or behavioral (e.g., citizenship). Several authors
have stressed that HR can contribute both to “happy” and
“productive” workplaces [18]. In that scenario, both well-
being and performance-oriented HR outcomes are of interest,
and hence, include job satisfaction and perceived unit
performance [19]. The purpose of the present study was to
contribute to this knowledge base through an empirical
investigation. Specifically, this study examined the effects of
employee motivation on organizational performance.
Specifically, we looked at the effect of feedback from six
departments of a multinational company in the manufacturing
sector in Nigeria. We wanted to see if feedback from this
source could be used to enhance the motivation effectiveness
of employees on the performance of organizational personnel
in the manufacturing industry especially the multinationals in
Nigeria. Prior to conducting this study, there was no evidence
to suggest that employee performance and the performance of
the multinationals where they worked would increase or
decrease as a result of this intervention. Thus, we wanted to
ascertain whether motivation of employees of direct reports
based on feedback provided on a seemingly random, albeit
systematic schedule from the selected sample population
affects employee and organizational performance positively.
2.0 UNDERLYING THEORIES OF HUMAN RESOURCE
MANAGEMENT
The necessity of providing employees feedback on their
performance has been supported by at least three human
resource management theories of organizational behavior, and
opined that Feedback is a moderator variable in goal setting
theory [20, 21] because it is important for effectively guiding
goal setting and pursuit. Social cognitive theory emphasizes
the importance of feedback for increasing self-efficacy for the
achievement of organizational goal [21]. The theory also
explains the significance of feedback for allowing employees
to see the connection between what they are doing and the
result they expect to achieve. None of this theory indicates the
frequency with which feedback should be given. The answer is
suggested in Skinner’s [22] theory of reinforcement. Although
the philosophy underlying reinforcement theory namely,
behaviorism [23] has been disapproved for neglecting to
acknowledge cognition as a mediating variable [24], this
failure does not negate the effectiveness of this theoretical
framework for suggesting ways of managing performance
[25]. Voluminous experiments show that when learning a
response, a continuous schedule of reinforcement results in
higher performance than a variable schedule [26]. Once the
response is learned, and reinforcement is subsequently
administered on a fixed interval such as once every minute,
the responses increase rapidly only as the end of the
predetermined time period approaches.
2.1 Employee Perceptions of Human Resource
As noted, individual-level mechanisms are seen as potentially
important in the Human Resource performance relationship.
Individual-level mediators that have been proposed include
perceptions of climate [27], commitment [28]), and skills,
attitudes, and motivation [29]. Thus, one way in which Human
Resource systems are assumed to affect firm performance is
through their impact on employees as the degree to which
employees are motivated to behave in line with organizational
goals is believed to be very important company performance
[30]. In view of this, [11] put forward that planned and
executed Human Resource Management practices affect
results through the manner employees perceive these human
resource practices. Human Resource practices can be viewed
as signals of the organization’s intentions toward employees
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well being [13]. However, these management practices
transmit messages frequently and in unintended ways, and
messages can be understood distinctively, whereby two
employees interpret the same practices differently” [13].
Differences in personal experiences and distinctive
preferences may lead employees to react differently to
practices [13, 15]. Differences in implementation and
communication may also lead to variation in HR perceptions
of individual employees [16]. Because misalignment implies
that employees do not have an accurate perception of HR
policies and practices, the impact of these practices on
employee outcomes is likely to be attenuated.
2.2 Performance Management
Performance management in the multinational manufacturing
industry is typically problematic. Requiring a manager to
thoroughly assess each employee is often not logistically
possible [31]. In the many cases, an employee cannot
consistently be observed interacting with a customer who is
being served. Nonetheless, employees in this new millennium
want relatively immediate performance feedback. Previous
research have shown that this request is justified. A wider and
deeper study carried out in experimental and organizational
psychology throughout the twentieth century have established
that feedback is critical for organizational learning (i.e.,
ability) and the choice to exert effort and persist in attainment
of goal (i.e., motivation) [32, 33]. It is also vital to note that
knowledge of outcomes that are delayed are far less effective
than relatively immediate feedback for facilitating learning
and maintaining effort and persistence. Because performance
appraisals are classically done on a fixed interval basis—that
is, annually—the feedback an employee may need to act upon
to improve performance is not given in a timely manner.
Employee training and development, in addition to
performance appraisals, is viewed by many practitioners [31]
as an important way to develop and motivate employees.Cardy
[34] opined that performance management is a critical aspect
of organizational effectiveness. His views is based on the fact
that performance management is the main process through
which company task is accomplished, it is seen as the
“Achilles Heel” of managing human capital [35] and should
therefore be a major focus of professional managers.
Nonetheless, not more than a third of employees believe that
their company's performance management process assists
them in improving their performance, and performance
management regularly ranks among the lowest topics in
employee satisfaction surveys [35, 31].
2.3 HR bundles and high performance work systems
One of the earliest empirical studies examining human
resource management systems was published by [36, 37]. In
that study a sample of steel minimills operating under two
different HR systems were used (control vs. commitment), the
findings revealed that commitment HR systems in contrast to
control systems, lead to higher productivity, lower scrap rates,
and reduced turnover. Moreover, another result indicated that
the impact of turnover on manufacturing performance was
moderated by the type of HR system. Arthur’s pioneer work
signified the commencement of a stream of study on HR
systems and the search for “bundles” of HR practices and high
performance work systems (HPWS) that influence
organizational performance. Dyer and Reeves [17] set the
stage for the more integrative perspective on HR systems.
They took stock of the strategic human resource management
literature to date and noted that bundles or configurations of
HR practices may be more important than single activities.
Similarly, in the same year, two of the most significant
strategic human resource management empirical research
investigating HR bundles were published, one by Huselid [10],
and the other by [38]. High performance work systems were
defined as those including comprehensive employee
recruitment and selection procedures, incentive compensation
and performance management systems, and extensive
employee involvement and training. Huselid [10] found that
the relationship between HPWSs and corporate financial
performance was mediated by turnover and productivity.
HPWSs reduce turnover and increase productivity, thus having
a positive effect on corporate financial performance. McDuffie
[38] used a 1989–1990 survey of 62 international automotive
assembly plants to test whether HR bundles affected plant
productivity and quality. HR bundles were defined as
interrelated and internally consistent HR practices. These HR
bundles were hypothesized to create multiple, mutually
reinforcing conditions that support employee motivation and
skill acquisition. He also hypothesized that an HR bundle or
system must be integrated with the firm's overall business
strategy to be effective (i.e., the contingency perspective).
McDuffie found support for the effect of HR bundles on plant
productivity and quality. Furthermore, he found that flexible
production plants consistently outperformed mass production
plants.
2.4 Requirement of a Good Motivational System
Human capital professionals and expert researchers have
investigated that there are several kind of motivational systems
that forward thinking multinational organizations can put in
place to encourage their personnel to put in their best on the
job, hence, resulting to higher employee productivity and
inorderwords better organizational performance. Although
incentives and benefits are two types of additional
compensation schemes that employees may receive according
to this current study. They are also believed in many quarters
as the effective and efficient requirement needed to motivate
workers to give out their best possible for organizational goal
attainment. Furthermore they opine that this two category of
compensation have a different emphasis that is to say, from
basic pay an employee receives [6, 39].
As a result of workers effectiveness which has led to increased
productivity, concerns are bound about how best to reward
such workers who have contributed immensely or above
average performance to organizational outcomes and
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enhancing cost reduction through unit output. An incentive is
an additional compensation given to employees for additional
performance in an organization. A benefit on the other hand is
an additional compensation that is paid to an employee as an
organizational member.
Incentives can be divided into two categories namely;
financial and non-financial incentives. On-financial incentives
as the name implies are non-monetary, they include such
things as recognition of achievement, feeling of participation
and pride in superior performance, which tend to stimulate
good performance. Financial incentives on the other hand, are
monetary and there are two types-direct and indirect
incentives. Indirect incentives includes such things as
equitable pay structure, merit increase ,pension and profit
sharing, and other benefits that are financial in nature but are
not directly dependent upon the contribution of an individual
or group [6, 39]. Direct financial incentives provide an
opportunity for higher pay through increased productivity or
effectiveness. They are based upon the concept of plus
performance.
Authors such as [39] have enumerated some of the important
elements that may be considered for a successful wage
incentive system;
• There must be two-way communication between
employees of their association and management; and
participation of the employees representatives in the
development, installation and administration of the
incentive system.
• The wage system should be simple and easily
understood by employees so that they can easily
calculate their wage.
• Workers on incentive system should earn about 20 to
30 percent more than the base rates, and preferably in
direct proportion to the individual’s efforts or
increase in output above standard.
• Already accepted and established standard and rates
should be guaranteed against changes, except when
there are substantial changes in methods, materials
and equipment.
• the incentive system should be tied as much as
possible to performance
2.5 Types of Incentives Schemes
There are three types of incentive schemes
• individual system (price rate)
• group system (group bonus)
• organizational system (profit sharing)
2.5.1 Individual incentive plan
Individual incentive scheme as the name implies are incentives
made on an individual basis, relating individual effort to
individual reward. Basically, the individual is paid in direct
proportion to what he produces. It should, however, be noted
that individual incentive does not entail only financial
incentive. It could also be non-financial, depending on the
individual desire. Similar view was expressed by [6, 40] when
they pointed out that individual incentive systems may have to
be tailored to individual desires. Thus if a worker wants
additional time off instead of additional take-home pay, the
incentive system may have to provide that option to be
effective. In all instances however the purpose of the
individual incentives is to encourage the employee to produce
work of the quantity above that which is specified. There are a
wide variety of individual incentive schemes. These schemes
include; the piece rate, the standard hour plan, bonus system,
suggestions scheme, and merit rating.
2.5.1.1 Problems with individual incentives
There are a number of problems associated with individual
incentives. A list of these problems according to [6, 40] is;
• Problems of keeping the system current since changes
in inflation may require changes in bonus payment to
compensate for inflation.
• Employee compensation for incentives may produce
undesirable results. E.g. producing unhealthy rivalry
among employees.
• The much needed climate of trust and co-operation
between the employer and employee required to
make the individual system work may not exist in the
organization.
• an incentive system can lead to over-emphasis on one
dimension of a job; if you are not careful, you get
more of what you emphasize than you wanted.eg an
employee in a factory who receives incentives based
on the number of units produced may turn out large
number of products, but of lower quality.
• Unions may resist individual incentive systems
because unions are built on security, seniority and
group solidarity instead of the total productivity of an
individual.
• Finally incentive systems may favor only the highly
motivated, competent workers and actually degree an
average workers earning.
2.5.2 Group Incentive Scheme
Group incentive systems have been developed to overcome the
numerous challenges with the individual incentive plans.Goup
plan is designed to provide rewards to all workers in a unit
[40]. The group incentive system is most appropriate under the
following conditions;
• When it is difficult to accurately measure individual
performance or contribution.
• where a job cannot be performed by an individual but
by a group
• when group work is to be encouraged rather than
individual performance
• There is a community of interest among the members
of the group
2.6 Employees Motivation on Organizational Performance
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According to Rosenbloom [41], employee benefits constitute a
major part of almost any individual’s financial and economic
security. Such benefits have gone from being considered
‘fringe’ to the point where they may constitute about 40% of
an employee’s compensation, and the plans under which they
are provided are a major concern of employers.
The American chambers of commerce survey of employee
benefits [41] includes the following;
• Employers share of legally required payments
• Employer’s share of life insurance and death benefit
payments
• Payment for time not worked (paid rest periods, sick
leave,vacations,holidays,parental leave)
• Employer’s share of medically related benefit
payments
• Miscellaneous benefits payments (employee
discounts, severance pay, educational expenditure
and child care.
• Paid time off is still the most common benefit for
employees in the US private organizations.
According to the bureau of labor statistics, us
department of labour,paid vacations were available to
80% of employees and paid holidays to 77% of
employees in private industry during the year
2000.The data comes from the national compensation
survey (NCS),which provides comprehensive
measures of occupational earnings, compensation
cost trends and details of benefits provision [42].
Some 52% of employees in private industry participated in
medical care plan premiums were fully paid by the employer
for 32% of those with family coverage. The majority of
medical plan participants were required to contribute a flat
monthly amount, averaging USD54.40 from single coverage
and USD179.75 from family coverage.
• Around 48% were covered by retirement benefits of
at least one type: a defined plan (19%); a defined
contribution plan (36%).Both types covered
approximately 7 percent.
• life insurance was available to cover half of all
employees of private industry
• Short term disability benefits were available to 34%
of employees, while long term disability benefits
were only available to 26%.
• non-production bonuses were offered to 48% of
employees
• Work-related educational assistance (38%) severance
(20%)
• Job-related travel accident insurance (15%)
2.6.1 Worker Characteristics
According to Human Resource Brief [43],a survey was carried
out to show the characteristics of various workers. This
analysis looked at three categories of employees; 50% of
clerical and sales employees and 39% of blue-collar and
services employees. Work-related educational assistance was
available to 62% of professional, technical and related
workers, 37% of clerical and sales workers and 28% of blue-
collar and service workers.
Full-time employees were far more likely to have benefits than
were part-time employees: 55% of full-time employees were
covered by retirement benefits compared with 18% of part-
time employees. The disparity in healthcare benefits was even
greater 61% of full time employees were covered by medical
care plans compared with 13% of part time workers.
2.6.2 Establishment Characteristics
According to Human Resource Brief [43, a survey was carried
out to show the characteristics of various establishment. As an
example, 65% of workers in establishments with 100
employees or more (medium and large) were covered by
retirement benefits compared with 33% or employees in small
establishments (less than 100 workers);86% of employees in
medium and large firms had paid holiday benefits compared
with 70% small firms.
Benefits costs also vary by industry, retirement benefits
covered 57% of workers in good-producing industries
compared with 45% in service-producing industries. Long-
term disability coverage was also more common in goods-
producing industries (31%) compared with 24% of employees
in service-producing industries. Short-term disability benefits
covered 45% of employees in good-producing industries and
30% of those in service-producing industries [43].
2.7 Pay and Performance
Many commentators severally criticized the apparently chaotic
and disorganized nature of pay management between the
1950s and 1980s.In recent years there has been an attempt to
remedy the situation. The fashion has been towards the
development of performance-related pay schemes that are
related to assessments of performance through individual
employee appraisal. Wolf [44] sums up a common view that
Pay for Performance is the only grail of modern compensation,
but it is easier said than done. He opined that the main
problem is defining performance properly, so the organization
pays for results and not for effort. Once over the hurdle there
remains the large impediment of finding enough money to
make the reward from top performance meaningful. Pay is a
sensitive issue, most employers have been cautious with the
introduction of performance related pay. Often it is applied to
senior managers first, and then extended to other employees.
Usually it has been an add-on to normal pay.
2.7.1 Relationship with Performance
It was however put forward by [45,44] that there is no
correlation between company performance and performance
related pay schemes as used by both high and low performing
organizations [46]. He further highlighted that Performance
related pay benefits about 20 percent of employees at the
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expense of 80 percent, concluding that it rather de-motivates
far more than it encourages.
2.7.2 Performance Related Pay and Flexibility
Management experts and academic researchers have found
that Performance related pay increases the likelihood of
flexibility and management power. However also the opined
that it has created more hostility and ill-feelings from many
union members, as collective bargaining is sidestepped.
Enchantingly, however, performance related pay schemes
have largely been focused on relatively permanent, well-paid
non-manual employees, rather than peripheral often lower-
paid and lesser-skilled workers [45]
2.7.3 Criticism of Performance Related Pay System
There is a widespread opinion among senior managers that
Performance Related Pay must be a good thing, but the
evidence for its effectiveness is not overwhelming. Indeed, the
search for a positive relationship between Performance
Related Pay and good performance has been described as
being like looking for the Holy Grail [45,44,46].As one
variable in complex situation, it is not surprising that a
connection cannot be proven.
3.0 METHODOLOGY OF THE RESEARCH
3.1 Research questions
• What is employee turnover?
• How do u determine those factors that stimulate
potential employees to apply for jobs?
• Is employee motivational package relevant in
management organization?
• To what extent does employee motivation attract and
retain employees?
• Does employee motivation contribute to workers
performance?
3.2 Hypothesis
Ho: There is no significant relationship between employee
motivation and organizational performance
H1: There is significant relationship between employee’s
motivation and organizational performance.
3.3 Population of the study
The population of the study was a sizeable number of
employees of Cadbury Nig Plc.In this study the researcher
only focused on, six key departments and is used for the
purpose of this investigation. They selected departments are
mentioned in Table 1 below and the number of participants
and percentage of participation presented thus;
Table 1 Sample Population
Department Respondents %age
Finance and admin 10 10
Marketing 26 26
Human resource 25 25
Supply chain 17 17
Engineering 10 10
Sales 12 12
Total 100 100%
For the purpose of this study, a survey descriptive method was
adopted through the use of quantitative research technique.
The questionnaires were administered to the personnel of
Cadbury Nig Plc at the corporate headquarters at Ikeja- Lagos
State. The reliability of the study was confirmed by carrying
out a test-retest. This was done with the use of another 25
sample as retest which is a part of the total population. The
response rate of completed questions returned is 87% meaning
that 13% of the questions were not returned by the
respondents. This percentage is high enough for the validity of
this quantitative study. The questionnaire questions were
properly verified by experts in the field of management who
are professors in the faculty of management with experience in
human resource practices in the industry. These experts who
verified the suitability of the survey instruments were carefully
selected from four reputable Universities in the south west
region of Nigeria.
In order to properly analyze the responses obtained from the
participants of this survey, the researcher chose to make use of
simple percentages distribution method and the presentation
and interpretation of data collected are shown in Table 2.
Furthermore, the data collected from members of staff of
Cadbury Nig Plc who returned their completed questionnaires
are tabulated in a frequency distribution form and the
corresponding percentage equivalent are calculated and
recorded respectively. For the researcher to test the hypothesis
earlier formulated, the Pearson’s product moment correlation
coefficient was also used.
Table 2 Demography of Respondents
S/N Feature code frequency %age
A
Male 1 68 78.2
Female 2 19 21.8
Total 74 100
B Age
20-30 years 1 34 39.1
31-40 years 2 37 42.5
41-above 3 16 18.4
Total 87 100
C Education
Bachelors 1 69 79.3
Masters 2 10 11.5
Others 3 8 9.2
Total 87 100
D Position
Top management 3 5 5.7
Supervisory 2 21 24.1
Lower cadre 1 61 70.2
Total 87 100
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E Length of service
5 years below 1 30 34.5
5-10 years 2 39 44.8
11-15 years 3 12 13.8
16 years-above 4 6 6.9
Total 87 100
F Marital status
Single 1 35 40.2
Married 2 52 59.8
Separated 3 - -
Divorced 4 - -
Total 87 100
From the analysis of the above table 2, reveals that 78.2% of
the total respondents were male while 21.8% of the
respondents were female. The table also reveals that 39.1% of
the total respondents fall within the age bracket of 20-30 yrs,
42.5% within 31-40 yrs while 18.4% within 41 yrs above.
The above table also reveals that 79.3% of the total
respondents are post secondary degree holders such as BSc,
HND, also 11.5% of them are MSc/MBA graduates while
9.2% hold professional qualifications like ICAN, NIMN. Also
5.7% of the respondents are in top mgt positions, 24.1% in
supervisory positions while 70.2% are in lower level cadre of
the company.
The population in the table shows that 34.5% of the
respondents have spent below 5 years in service, 44.8% have
spent between 5-10 years in service, and 13.8% have spent 11-
15 years while 6.9% 11-15 years, from the observation also
59.8% are married while 40.2% are not married.
4.0 Presentation of analysis of data
The respondents were required to answer some questions that
are meant to show relationship between the level of motivation
received by the respondents and the productivity level of the
organization. The response given by the respondents are
shown in Table 3 below.
Table 3 Measurement of Motivation Factors
S/
N
Statement SA
(%)
A
(%)
UD (%) D (%) SD
(%)
1 There are notable
factors that made
you apply for job in
this organization
48
(55.1
)
18
(20.7)
10
(11.5)
7
(8.1)
4
(4.6)
2 Your salary
compared to the
work that you do in
Cadbury is
satisfying
8
(9.2)
20
(23.0)
14
(16.1)
40
(46.0)
5
(5.7)
3 Monetary incentives
are used in Cadbury
to reward good
performance
15
(17.2
)
62
(71.3)
- 10
(11.5)
-
4 Cadbury gives the
13th
month salary to
workers
- 75
(86.2)
3
(3.4)
9
(10.4)
-
5 There is a
relationship
between incentive
system and
25
(28.7
)
43
(49.4)
10
(11.5)
6
(6.9)
3
(3.5)
employee attitude to
work in Cadbury
6 Cadbury reward
system fosters
effective
relationship
between workers
and management
10
(11.5
)
65
(74.7)
7
(8.1)
5
(5.7)
-
7 I can boast of loan
facilities of any kind
in Cadbury
- 87
(100)
- - -
8 Cadbury pays
salaries to workers
promptly
- 87
(100)
- - -
Source: Self administered questionnaire
From Table 3 above it was observed that 5.1% of the total
respondents strongly agree with the notion, 20.7% agree,
11.5% were undecided, 8.1% of the respondents disagree
while 4.6% of the respondents strongly disagree. Thus, from
the above result, it can be adduced that multinational
manufacturing firms attract and retain some of the best hands
in the industry in Nigeria.
From the table, it becomes quite obvious that the salary
received by the employees of Cadbury Plc cannot be
compared to the service they render 9.25% strongly agree that
their salary is commensurate with the work they do while 23%
agree to this notion 16.1% of the total respondents are
undecided on this notion. On the contrary, a great majority of
the employees (46%) disagree with the notion while 5.7%
strongly disagree.
When asked if monetary incentives are used to reward good
performance, 17.2% strongly agree to this, 71.3% agree, while
11.5% do not agree with the notion. Thus a total of 88.5% of
the entire respondents agree with the notion that monetary
incentives can be used to reward good performance. However,
the table shows that there is a small fraction (11.5%) of the
respondents who are of the opinion that non-monetary
incentives can equally be used to reward good performance.
Table 4 Measurement of Employee Performance
S
/
N
Statement SA
(%)
A (%) UD (%) D
(%)
SD
(%)
1 My supervisor
always
commend the
quality of my
output
15
(17.2)
62
(71.3)
7
(8.1)
3
(3.4)
-
2 I turnout the
required level
of output
24
(27.6)
47
(54.0)
8
(9.2)
5
(5.7)
3
(3.5)
3 I am able to
work with
little or no
supervision
14
(16.1)
43
(49.4)
15
(17.3)
11
(12.
6)
4
(4.6)
4 When am
commended I
am able to put
in more effort
into my work
20
(23.0)
63
(71.3)
5
(5.7)
- -
5 Criticism serve
as a set back to
my work
ability
18
(20.7)
52
(71.3)
7
(8.0)
10
(11.
5)
-
8. IRACST- International Journal of Research in Management & Technology (IJRMT), ISSN: 2249-9563
Vol. 2, No. 3, June 2012
310
6 Given the right
tools and
materials, as
well as the
right
compensation,
I work at my
utmost ability
38
(43.7)
49
(56.3)
- - -
Source: Self administered questionnaire
The Table 4 above shows that majority of the respondents are
commended when their output is of good quality, 17.2% of the
respondents strongly agree with this assertion, 71.3% agree,
8.1% are undecided while 3.4% of the total respondents
disagree with the assertion. In summary, 88.5% of the
respondents agree their supervisors commend the quality of
their output.
From the above analysis, it is obvious that majority of the
respondents produce up to the required level of output
allocated to them, i.e. they attain their own quota of
production.
A good number of respondents attest to the fact that they are
able to work with little or no supervision, 16.1% of the
respondents strongly agree to this while 49.4% agree to this
notion, 17.3% of the respondents were undecided, 12.6%
disagree to this while a small proportion of the respondents
4.6% strongly disagree to the idea of working without
supervision.
A great majority of the respondents 94.3% are in support of
the notion that commendation encourages them to put in more
efforts in their work, while 5.7% are undecided.
The above analysis shows that employees do not like
criticisms.20.7% of total respondents strongly agree that
criticisms act as a set back to their working ability, 59.8%
agree, 8.0% are undecided while 11.5% of the respondents
disagree with the notion.
The above table shows that the respondents are of the opinion
that with the right tools, materials and compensation, they are
able to put in their utmost ability in their respective
assignments.
4.1 Test of Hypothesis
Having examined the social economic background of the
sample population, we shall now proceed to test the hypothesis
formulated earlier in the study. This is part of the measure
needed to provide empirical support for this study.
4.2 Hypothesis
Ho: There is no significant relationship between incentive
system and employee motivation in Cadbury Nigeria Plc.
H1: There is significant relationship between incentive system
and employee motivation in Cadbury Nigeria Plc.
To test the above hypothesis, we use the Pearson’s Product
Moment Correlation Co-efficient, the formula is stated below:
= 0.4
4.3 Interpretation of Result
It is clear from the above result that there is a positive
correlation between motivation and employee productivity vis-
à-vis organizational performance. An increase in employee
productivity will increase organizational performance
tremendously. The above analysis shows that there is a
significant relationship between the independent variable
(motivation) and the dependent variable (employee
productivity).The underlining motion here is that once there is
a significant increase in the level of employee motivation,
there is bound to be a great increase in organizational
performance[ 46]. This assertion is consistent with the
findings of [46] in their current study.
5.0 DECISION: Thus, from the analysis of findings and the
discussion presented therewith, the null hypothesis (Ho) is
rejected while the alternative hypothesis (H1) is accepted. This
implies that there is a significant relationship between
incentive system and employee motivation in Cadbury Nigeria
Plc. The implication of this is that there is an adequate
provision of motivation by Cadbury Nigeria Plc and
improvement in employee productivity and, a positive
correlation between employee productivity. Senior managers
in both manufacturing companies whether multinational or
domestic companies are however advised to adapt continuous
improvement in motivational programs as a core ingredient for
enhanced employee productivity and organizational
performance [46].
6.0 REFERENCES
[1] G. Ford, R.C and Bowen, D. A service dominant logic for management
education: Its time. Academy of Management Journal of Learning and
Education, vol.7, pp. 224-243, 2008.
[2] H. Chesbrough and J. Spohrer, A Research manifesto for services
science. Communications of the ACM, vol. 49, pp. 35-40, 2006.
[3] H. Liao, Do it right this time: The role of employee service recovery
performance in customer perceived justice and customer loyalty after
service failures. Journal of Applied Psychology, vol. 92, pp. 474-489,
2007.
[4] B. Schneider., G.M. Ehrhart., M.D. Mayer and L.J. Saltz, Understanding
organizational-customer linkages in service settings. Academy of
Management Journal, vol. 48, pp. 1017–1032, 2005.
10. IRACST- International Journal of Research in Management & Technology (IJRMT), ISSN: 2249-9563
Vol. 2, No. 3, June 2012
312
[40] E.J. Heyel, The Encyclopedia of Management,(6th Edition),NY Van
Nortrand Reinhold Co, 2002.
[41] H.D. Rosenbloom, Essentials of Labour Relations, Reston, V.A, 2001.
[42] A.Price, Human Resources Management in a Business Context, 2nd
Edition, Australia: Thompson Learning, 2004.
[43] CBI. Human Resources Brief, 1996.
[44] F. Wolf, Performance Management in the U.K.Journal of Management,
vol.1, issue 11, 1999.
[45] L. Kesser, Reserved System Choice in J.Storey (ed) Human Resources
Management: A Critical Text, 3rd Edition.Australai: Thompson
Learning, 2001.
[46] M.A. Ajagbe., O. Solomon and C.S.Long,The Relationship between
Strategic Planning and the Effectiveness of Marketing
Operations.International Journal of Innovation,Management,and
Technology,vol.2,Number 5,pp.390-396, 2011.
AUTHORS PROFILE
M.A. Ajagbe (corresponding author) has an MBA in marketing management
from Ambrose Ali University Ekpoma, Nigeria. He worked as assistant sales
manager, regional sales manager and area sales manager with Dansa Foods
Ltd. (Dangote Grp Nig.), Danico Foods Nig. Ltd. and Fareast Mercantile
Company Nig. Ltd. respectively. He is currently a Doctoral Degree Student
with Universiti Teknologi Malaysia. His research interest is in Financing
Technology Entrepreneurs through Venture Capital. He has about 25
publications to his credit in reputable International Conferences and Journals
which cut across disciplines. He is an active member of these professional
bodies; Associate Member, National Institute of Marketing of Nigeria,
Associate Member, Nigerian Institute of Management, and British Council
Management Express
Forum, Nigeria. Ajagbe is also a research assistant with K-Economy, Integrity
Research Alliance and Innovation and Commercialization Centre (UTM).
Award; Best participant and Contributor, Business Strategy Building
Workshop (Dangote Group Nigeria) 2006.International Doctoral Fellowship
Award (UTM) 2011-Date (ajagbetun@yahoo.com).
O. Solomon (principal author) is currently a Masters in Management
Technology Student at Universiti Teknologi Malaysia. His current Research
Interest is on E-Commerce in Nigeria (solomon467@yahoo.com).
Zohreh. B. T. Mehdi, studied BSc Pure Mathematics and is currently a
Masters degree student at Universiti Teknologi Malaysia.Her area of research
interest is in E-Service quality and customer satisfaction and loyalty.
(zohreh901@gmail.com)