Employees Loyalty has become critical to the management-employees bonding across organisations especially in the banking sectors of global economy. The lack of loyalty on the part of employees has been traced to change in leadership, therefore, this study studies the implications that leadership change have on employees loyalty. The banking sector of Rivers State was covered in this study as 131 sampled employees of the selected banks were studied using a 4point lykert scale closed ended questionnaire. The data gathered were analysed using the Pearson Moment correlations coefficient and the findings from the results derived reveals significant relationships amongst the attributes of the predictor tested on the measures of the criterion variable and conclusion as well as recommendation were drawn from the resultant findings amongst which are: leadership change causes strategic, cultural, policy and attitudinal changes in the organisations and these changes reflects a shift in the loyalty status of the affected employees in the banking sector. Therefore, better management of leadership change is advocated as corporate loyalty is primarily critical for sustenance of successful banking not individual leader loyalty.
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
This document summarizes a study that examines the influence of transformational leadership behaviors on employee turnover in the banking and education sectors in Pakistan. The study analyzed the relationship between transformational leadership and perceived organizational support, leader-member exchange, trust, job alternatives, and turnover intentions. It found that transformational leadership was significantly related to perceived organizational support and leader-member exchange, which in turn mediated the relationship between transformational leadership and turnover intentions. Trust and job alternatives also moderated the relationship between transformational leadership and turnover intentions. The study concluded that transformational leadership behaviors can help reduce employee stress and turnover intentions, building organizational commitment and performance.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Organizational commitment refers to an employee's identification with and involvement in an organization. There are three main types of organizational commitment: affective, continuance, and normative. A survey of IT employees found moderate levels of organizational commitment, with higher variability in affective commitment. Job satisfaction was also moderate, with the lowest satisfaction regarding working hours, supervision, appreciation, and salary. Higher job satisfaction correlated with increased affective and normative commitment.
This document discusses organizational commitment, which refers to an employee's identification with and involvement in an organization. It defines the three main components of organizational commitment as affective commitment (emotional attachment to the organization), continuance commitment (costs associated with leaving), and normative commitment (obligation to remain). Antecedents that influence organizational commitment include organizational mechanisms like company branding and newsletters, individual characteristics, social factors like relationships, and job conditions. Consequences of commitment include improved job performance, reduced withdrawal behaviors like absenteeism and turnover, and decreased counterproductive behaviors such as theft or sabotage.
Employee Commitment, while presenting a complex approach to productivity improvement, actually offers managers serious leverage and higher performance payoffs. The companies that have successfully built and capitalized on a reservoir of employee commitment have accomplished this by mastering three concepts, and one basic equation. Each of which is discussed in this presentation.
The Influence of Company Culture, Transformational Leadership, Stress at Work...inventionjournals
This research uses aquantitative approach, whichexamines the effectof corporate culturevariables, transformational leadership, job stressassociated withjob satisfaction, OCBandperformance of employees, bank employeesSulselbarMain BranchMakassar, South Sulawesi Province. This type of researchseen fromthe nature ofthe relationship between variablesincluding researchexsplanasi(Explanatory) with a population of400 peopleand asample of 200people.Retrieving data usingquestionnaireswereanalyzed byStructural Equation Modellingequation modeling(SEM) andAMOS20.0. The results showed that (1) the corporate culture significantly influence employee job satisfaction and OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 1 (H1) and Hypothesis 2 (H2) can be accepted as true, while the corporate culture on employee performance effect is not significant, so hypothesis 3 (H3) is not proven true. Transformational leadership significantly influence employee OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 5 (H5), can be accepted as true, whereas transformational leadership not significant effect on job satisfaction and employee performance, so that Hypothesis 4 (H4) and hypothesis 6 (H6) not truth. The work stress have a significant effect on job satisfaction and employee performance OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 7 (H7) and Hypothesis 8 (H8) can be accepted as true, while work stress on employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province effect is not significant, so hypothesis 9 (H9) was not proven true. Job satisfaction not significant effect on OCB and employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 10 (H10) and Hypothesis 11 (H11) not truth.OCB not significant effect on employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 12 (H12) not truth.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
This document summarizes a study that examines the influence of transformational leadership behaviors on employee turnover in the banking and education sectors in Pakistan. The study analyzed the relationship between transformational leadership and perceived organizational support, leader-member exchange, trust, job alternatives, and turnover intentions. It found that transformational leadership was significantly related to perceived organizational support and leader-member exchange, which in turn mediated the relationship between transformational leadership and turnover intentions. Trust and job alternatives also moderated the relationship between transformational leadership and turnover intentions. The study concluded that transformational leadership behaviors can help reduce employee stress and turnover intentions, building organizational commitment and performance.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
Organizational commitment refers to an employee's identification with and involvement in an organization. There are three main types of organizational commitment: affective, continuance, and normative. A survey of IT employees found moderate levels of organizational commitment, with higher variability in affective commitment. Job satisfaction was also moderate, with the lowest satisfaction regarding working hours, supervision, appreciation, and salary. Higher job satisfaction correlated with increased affective and normative commitment.
This document discusses organizational commitment, which refers to an employee's identification with and involvement in an organization. It defines the three main components of organizational commitment as affective commitment (emotional attachment to the organization), continuance commitment (costs associated with leaving), and normative commitment (obligation to remain). Antecedents that influence organizational commitment include organizational mechanisms like company branding and newsletters, individual characteristics, social factors like relationships, and job conditions. Consequences of commitment include improved job performance, reduced withdrawal behaviors like absenteeism and turnover, and decreased counterproductive behaviors such as theft or sabotage.
Employee Commitment, while presenting a complex approach to productivity improvement, actually offers managers serious leverage and higher performance payoffs. The companies that have successfully built and capitalized on a reservoir of employee commitment have accomplished this by mastering three concepts, and one basic equation. Each of which is discussed in this presentation.
The Influence of Company Culture, Transformational Leadership, Stress at Work...inventionjournals
This research uses aquantitative approach, whichexamines the effectof corporate culturevariables, transformational leadership, job stressassociated withjob satisfaction, OCBandperformance of employees, bank employeesSulselbarMain BranchMakassar, South Sulawesi Province. This type of researchseen fromthe nature ofthe relationship between variablesincluding researchexsplanasi(Explanatory) with a population of400 peopleand asample of 200people.Retrieving data usingquestionnaireswereanalyzed byStructural Equation Modellingequation modeling(SEM) andAMOS20.0. The results showed that (1) the corporate culture significantly influence employee job satisfaction and OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 1 (H1) and Hypothesis 2 (H2) can be accepted as true, while the corporate culture on employee performance effect is not significant, so hypothesis 3 (H3) is not proven true. Transformational leadership significantly influence employee OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 5 (H5), can be accepted as true, whereas transformational leadership not significant effect on job satisfaction and employee performance, so that Hypothesis 4 (H4) and hypothesis 6 (H6) not truth. The work stress have a significant effect on job satisfaction and employee performance OCB Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 7 (H7) and Hypothesis 8 (H8) can be accepted as true, while work stress on employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province effect is not significant, so hypothesis 9 (H9) was not proven true. Job satisfaction not significant effect on OCB and employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 10 (H10) and Hypothesis 11 (H11) not truth.OCB not significant effect on employee performance Sulselbar Bank Main Branch Makassar, South Sulawesi Province, thus Hypothesis 12 (H12) not truth.
Strong work ethics have the capacity to influence workforce commitment thereby ensuring
organizational competitiveness and high organizational performance. Unfortunately, many core work values
and guidelines are in most cases ignored and they go unmonitored in many organizations. As a result, this
affects the morale, performance and level of commitment of individual employees in organizations
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
This document discusses job involvement and organizational commitment. It defines job involvement as the psychological and emotional extent to which someone participates in their work. High job involvement leads to greater job satisfaction, organizational commitment, and reduces desires to leave. However, excessive workloads can lead to exhaustion over time. Organizational commitment refers to the bond an employee feels toward their organization. Strong commitment is associated with lower turnover and better job performance. There are three main types of organizational commitment: affective, continuance, and normative.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Impact of leadership on the performance of the employees : a case study of KF...WritingHubUK
The document discusses the impact of leadership on employee performance at KFC UK. It finds that while KFC provides leadership programs to improve skills of top employees, long working hours and rude attitudes of senior staff create dissatisfaction and negatively impact performance. The researcher used interviews and surveys to collect primary data from KFC managers and employees to evaluate the effect of leadership strategies on performance. The findings showed that leadership programs increased support and guidance, but working conditions need to be improved through reducing hours and improving management attitudes to further enhance employee performance.
Employee relations involves protecting employee rights, handling grievances, and encouraging open communication between employees and management. It has five key aspects: employee involvement, communication, rights, discipline, and counseling. Counseling provides advice, reassurance, releases tension, clarifies thinking, and helps with reorientation. Discipline aims to encourage compliance and can be preventative or corrective. Positive discipline focuses on problems, gets agreement, and ensures commitments are met to reduce severe actions. Dismissing employees requires objective standards be communicated, performance issues documented, training provided, and time to improve given.
This document discusses organizational commitment among faculty members at technical institutes in India. It begins with an abstract that introduces the topic of studying how gender, age, and experience impact faculty commitment. The introduction provides context on changes happening in work organization and the importance of employee commitment. The literature review covers definitions of commitment, its components, antecedents like personal characteristics, and outcomes like attendance. The rationale section discusses the importance of commitment among educational institution employees and states the problem being addressed is understanding how working conditions and rewards impact teacher commitment at technical institutes.
The role organizational rewards on employees motivationAwais Sargana
The document discusses organizational rewards and their impact on employee motivation. It provides background on motivation theories and defines intrinsic and extrinsic motivation. The research aims to evaluate the role of organizational rewards, like monetary and non-monetary benefits, on employee motivation levels. An exploratory study will examine banking sector employees using questionnaires, interviews and observations to understand how rewards influence motivation. The findings could help organizations improve employee motivation and identify ways to enhance services.
Job satisfaction and organizational commitment in the private and public sect...Yannis Markovits
This study compared organizational commitment and job satisfaction between the private and public sectors in Greece. It found that in the public sector, affective commitment and normative commitment had stronger relationships with both extrinsic and intrinsic job satisfaction compared to the private sector. Specifically, higher levels of extrinsic and intrinsic satisfaction in the public sector led to increasing levels of affective and normative commitment. This is likely because the public sector provides greater extrinsic and intrinsic rewards and conditions, making employees feel higher satisfaction and commitment to remain. However, the study was limited by being cross-sectional and relying on self-reports.
Keeping Talent: Building Employee CommitmentJadeRiesland
This document discusses ways for retailers to reduce employee turnover. It recommends building mutual commitment between employers and employees through empowerment and developing partnering relationships. Empowerment involves sharing decision-making authority with employees. Building partnering relationships can be done through reducing status differences, promoting from within, and enabling work-life balance with benefits like flexible schedules and childcare. This keeps employees committed and reduces costs from high turnover.
THE AFFECT OF WORK ENVIRONMENT, JOB SATISFACTION, ORGANIZATION COMMITMENT ON ...pitaloka .
This study is analyzing the work environment, job satisfaction, and commitment in enhancing the organizational citizenship behavior of the internal auditor in Indonesia telecommunication industry. A conducive working environment will have a positive impact on job satisfaction and organizational commitment. Employees will feel comfortable and confident with the organization safe with their job. If employees satisfied with their work, they want to support the goals, objectives and maintain their membership in the organization. The work environment is antecedent of job satisfaction and commitment variables. Job satisfaction and commitment have a positive impact on organizational citizenship behavior. Employees who are satisfied with the job and organization are tends to perform extra roles for the organization’s benefit. High organizational commitment encourages employees exhibit a strong OCB such as high labor initiative, concerned about a co-worker in the organization interests, and prioritize the organization concerned. Work environment, job satisfaction, and organizational commitment are important in developing the behavior of OCB.
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
This is about Employee Relations leading to the fostering of Ownership Culture which is very much important for the growth & development of all organizations both vertically & horizontally.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
11.employee empowerment a strategy towards workplace commitmentAlexander Decker
This document discusses employee empowerment and its relationship to workplace commitment. It defines employee empowerment as giving employees power over their work and responsibility for outcomes. Empowerment can increase workplace commitment by giving employees autonomy, sharing responsibility, building self-esteem, and energizing employees. Workplace commitment includes organizational commitment, individual commitment, and leads to benefits like lower turnover, absenteeism, and improved performance. The document examines the factors that affect empowerment and strategies organizations use to empower employees, such as delegating authority, forming committees, and interacting with top executives. It concludes that empowered employees with strong workplace commitment are more competitive, accountable, innovative, and desire to improve performance.
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
This document discusses organizational commitment, which refers to an employee's identification with and involvement in a particular organization. It defines organizational commitment and outlines Meyer and Allen's three-component model of commitment comprising affective, continuance, and normative commitment. Prerequisites for developing organizational commitment are also discussed, including personal characteristics, job attitudes, behaviors, and relationships. Higher organizational commitment is linked to better job performance and lower absenteeism and turnover.
The document discusses the effects of mergers and acquisitions on employee performance. It recommends that companies implement penalties for managers who do not recognize employee work, involve employees in decision making, and have training sessions to help employees adjust to changes. Transparency is important, ensuring employees understand what is happening. The organizational culture must be integrated for a successful transition, as differences in culture can impact performance. Restructuring is inevitable but should be handled carefully to minimize damage to the culture.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
This document discusses job involvement and organizational commitment. It defines job involvement as the psychological and emotional extent to which someone participates in their work. High job involvement leads to greater job satisfaction, organizational commitment, and reduces desires to leave. However, excessive workloads can lead to exhaustion over time. Organizational commitment refers to the bond an employee feels toward their organization. Strong commitment is associated with lower turnover and better job performance. There are three main types of organizational commitment: affective, continuance, and normative.
7011EHR_3155_35437387_52963_Journal_Reflection_-_FinallMomo Scott
The document contains a journal reflection from weeks 4, 5, 6 and 8 of a course. It discusses several topics related to human resource management systems and their impact on organizational performance. Key points include: different HR systems are associated with different organizational structures; high involvement work systems can positively impact performance but depend on factors like industry; and the role of HR is changing and becoming more strategic through partnerships with business units. Cultural factors and global talent management are also addressed.
Impact of leadership on the performance of the employees : a case study of KF...WritingHubUK
The document discusses the impact of leadership on employee performance at KFC UK. It finds that while KFC provides leadership programs to improve skills of top employees, long working hours and rude attitudes of senior staff create dissatisfaction and negatively impact performance. The researcher used interviews and surveys to collect primary data from KFC managers and employees to evaluate the effect of leadership strategies on performance. The findings showed that leadership programs increased support and guidance, but working conditions need to be improved through reducing hours and improving management attitudes to further enhance employee performance.
Employee relations involves protecting employee rights, handling grievances, and encouraging open communication between employees and management. It has five key aspects: employee involvement, communication, rights, discipline, and counseling. Counseling provides advice, reassurance, releases tension, clarifies thinking, and helps with reorientation. Discipline aims to encourage compliance and can be preventative or corrective. Positive discipline focuses on problems, gets agreement, and ensures commitments are met to reduce severe actions. Dismissing employees requires objective standards be communicated, performance issues documented, training provided, and time to improve given.
This document discusses organizational commitment among faculty members at technical institutes in India. It begins with an abstract that introduces the topic of studying how gender, age, and experience impact faculty commitment. The introduction provides context on changes happening in work organization and the importance of employee commitment. The literature review covers definitions of commitment, its components, antecedents like personal characteristics, and outcomes like attendance. The rationale section discusses the importance of commitment among educational institution employees and states the problem being addressed is understanding how working conditions and rewards impact teacher commitment at technical institutes.
The role organizational rewards on employees motivationAwais Sargana
The document discusses organizational rewards and their impact on employee motivation. It provides background on motivation theories and defines intrinsic and extrinsic motivation. The research aims to evaluate the role of organizational rewards, like monetary and non-monetary benefits, on employee motivation levels. An exploratory study will examine banking sector employees using questionnaires, interviews and observations to understand how rewards influence motivation. The findings could help organizations improve employee motivation and identify ways to enhance services.
Job satisfaction and organizational commitment in the private and public sect...Yannis Markovits
This study compared organizational commitment and job satisfaction between the private and public sectors in Greece. It found that in the public sector, affective commitment and normative commitment had stronger relationships with both extrinsic and intrinsic job satisfaction compared to the private sector. Specifically, higher levels of extrinsic and intrinsic satisfaction in the public sector led to increasing levels of affective and normative commitment. This is likely because the public sector provides greater extrinsic and intrinsic rewards and conditions, making employees feel higher satisfaction and commitment to remain. However, the study was limited by being cross-sectional and relying on self-reports.
Keeping Talent: Building Employee CommitmentJadeRiesland
This document discusses ways for retailers to reduce employee turnover. It recommends building mutual commitment between employers and employees through empowerment and developing partnering relationships. Empowerment involves sharing decision-making authority with employees. Building partnering relationships can be done through reducing status differences, promoting from within, and enabling work-life balance with benefits like flexible schedules and childcare. This keeps employees committed and reduces costs from high turnover.
THE AFFECT OF WORK ENVIRONMENT, JOB SATISFACTION, ORGANIZATION COMMITMENT ON ...pitaloka .
This study is analyzing the work environment, job satisfaction, and commitment in enhancing the organizational citizenship behavior of the internal auditor in Indonesia telecommunication industry. A conducive working environment will have a positive impact on job satisfaction and organizational commitment. Employees will feel comfortable and confident with the organization safe with their job. If employees satisfied with their work, they want to support the goals, objectives and maintain their membership in the organization. The work environment is antecedent of job satisfaction and commitment variables. Job satisfaction and commitment have a positive impact on organizational citizenship behavior. Employees who are satisfied with the job and organization are tends to perform extra roles for the organization’s benefit. High organizational commitment encourages employees exhibit a strong OCB such as high labor initiative, concerned about a co-worker in the organization interests, and prioritize the organization concerned. Work environment, job satisfaction, and organizational commitment are important in developing the behavior of OCB.
Organizational citizenship Behavior as Attitude Integrity in Measurement of I...IOSR Journals
Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance [in] governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual’s sacrifice for organization. Three main elements of individual’s sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual’s job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital’s director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary
This is about Employee Relations leading to the fostering of Ownership Culture which is very much important for the growth & development of all organizations both vertically & horizontally.
Employee Enagagement : An Inevitable Factor To Organizational Success in The ...JIANGUANGLUNG DANGMEI
Abstract
In the changing business environment due to competition and managing changes, organizations face difficulties
to maintain organizational success. However, the employee engagement is a concept which if
implemented properly can make a lot of difference in the organization. Employee engagement is defined as the positive
attitude of an employee towards the organization and its value which exert to greater discretionary effort to ensure
organizational success and sustainability. It is a simple fact that the engagement of employees towards their work and
organization can make a huge difference for the growth and survival of the organization. Almost all of the companies
now explore the possibilities for adopting employee engagement as a strategy for organizational growth and success
as employee engagement is highly associated with organizational performances. It is essential to understand employee
engagement as engaged employees who are fully involved and committed to their works are willing to go the extra
mile for their organization to ensure its success. This paper attempts to throw light on the nature of employee engagement
to ensure organizational success in the contemporary business.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
11.employee empowerment a strategy towards workplace commitmentAlexander Decker
This document discusses employee empowerment and its relationship to workplace commitment. It defines employee empowerment as giving employees power over their work and responsibility for outcomes. Empowerment can increase workplace commitment by giving employees autonomy, sharing responsibility, building self-esteem, and energizing employees. Workplace commitment includes organizational commitment, individual commitment, and leads to benefits like lower turnover, absenteeism, and improved performance. The document examines the factors that affect empowerment and strategies organizations use to empower employees, such as delegating authority, forming committees, and interacting with top executives. It concludes that empowered employees with strong workplace commitment are more competitive, accountable, innovative, and desire to improve performance.
Employee relations refer to the relationships between employees within an organization. Healthy employee relationships are important for employees to feel comfortable, motivated, and able to work together effectively to achieve organizational goals. Maintaining positive employee relations requires transparent communication, encouraging teamwork and collaboration, and making sure employees feel valued through recognition and opportunities. Managers play a key role in modeling good behavior and ensuring information is shared openly to strengthen relationships among employees.
This document discusses organizational commitment, which refers to an employee's identification with and involvement in a particular organization. It defines organizational commitment and outlines Meyer and Allen's three-component model of commitment comprising affective, continuance, and normative commitment. Prerequisites for developing organizational commitment are also discussed, including personal characteristics, job attitudes, behaviors, and relationships. Higher organizational commitment is linked to better job performance and lower absenteeism and turnover.
The document discusses the effects of mergers and acquisitions on employee performance. It recommends that companies implement penalties for managers who do not recognize employee work, involve employees in decision making, and have training sessions to help employees adjust to changes. Transparency is important, ensuring employees understand what is happening. The organizational culture must be integrated for a successful transition, as differences in culture can impact performance. Restructuring is inevitable but should be handled carefully to minimize damage to the culture.
The document analyzes employee motivation at Faysal Bank in Karachi, Pakistan. It examines factors influencing employee satisfaction and dissatisfaction. A study found that while employees were satisfied with benefits like vacation time, they were dissatisfied with leadership. Poor communication between managers and employees negatively impacted motivation. Recommendations included improving communication, giving employees more input in decisions, and ensuring employees are properly suited for their roles.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Employee Engagement - It's all about leadershipSimon Roberts
This document discusses the importance of leadership in driving employee engagement and organizational success. It provides several examples and research findings that show leadership has a direct impact on employee well-being, performance, and engagement. Specifically, it states that operational leadership, which is demonstrated through day-to-day interactions and expectations, has a more significant influence on success than strategic leadership. The document advocates for investing in developing quality leaders who prioritize employees and adopt a servant leadership model in order to create truly engaged workforces.
This document discusses a research study about the effects of organizational commitment and occupational commitment on employee turnover intentions and organizational citizenship behaviors. The study found that organizational commitment has a negative impact on turnover intentions, meaning higher organizational commitment leads to lower turnover intentions. It also found that organizational commitment has a positive impact on organizational citizenship behaviors. The study found that occupational commitment did not have a significant effect on turnover intentions or organizational citizenship behaviors. It also found some interaction effects between organizational commitment and occupational commitment regarding these factors.
research project - organizational changeAdelia Kolbe
This document summarizes a research project on the impact and effect of change in an organization. The organization has undergone changes relating to global improvement initiatives that have led to issues like poor timekeeping, absenteeism, and staff leaving. The research aims to define change, explain factors that cause change, describe the change process and challenges in managing change through a study of the GSK Cape Town site. It will review literature on topics like creating a culture of change, factors that drive change, models of the change process, and challenges faced by management in change implementation.
Cornerstone, Employee Engagement is all we do!Craig Clay
This document discusses the importance of leadership in driving employee engagement. It provides a case study showing that while two companies implemented similar employee training initiatives, only the company that first invested in leadership development saw improved long-term metrics and financial results. The top factors influencing employee engagement are the quality of relationships with managers and leadership behavior. Strategic leadership sets the vision and direction while operational leadership through day-to-day interactions has a bigger impact on success. To create true employee engagement, companies must hire servant leaders who put employee wellbeing and needs first.
This document summarizes research on employee engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. It discusses how engagement differs from but is related to job involvement and flow. The document also outlines categories of engaged employees, the importance of engagement for organizations, and factors that can lead to greater employee engagement such as career development opportunities and feeling valued.
Leadership styles and its effectiveness on employees' job commitmentAlexander Decker
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
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Inclusiveness. The main difference that can distinguish a happy employee from disgruntled employee. As with all decisions that are made, there is always an audience that the decision will affect. When employees are privy and organizational decisions are inclusive to employees this can greatly increase their level of fulfillment. Whether or not the end user of the decision will be content with the outcome or not, there will always be critics. Which leads us to discuss key characteristics and the importance of involving employees in relative organizational decision making.
It is not uncommon to find that during strategic organizational planning that top-level management will include their employees to engage and provide their input on complex processes. Human capital, whether the organization is large or small, corporate ran or small business managed is key to an organization’s success. Employee satisfaction level drives productivity and is what increases revenue for the company. Happy employees equal happy customers.
What does it take to keep employees motivated? A critical and important element for employers to keep their employees happy and content is clear communication. It is critical that an organization’s objective and vision for future growth is communicated clearly throughout all levels. Top-level management must be skilled at delivering the company’s mission and values to every tier within their organization. Each tier within the organization with healthy communication should be able to open-mindedly accept the message and freely provide any feedback positive or negative without fear of repercussion. Keeping an open line of communication within an organization is key to building the foundation for success.
As we move away from the golden days of traditional office operations consisting of fax machines, telephones, paper, pencils, etc. and move towards a more technologically repertoire, we lose the personable face to face interaction with one another. We spend most of the day behind our computer screen at our desk. The need to sustain job satisfaction amongst employees could not be ever more present than now. To maintain the morale amongst employees, organizations should be able to keep them challenged and motivated. Take technology for example. If the increase of new technology isn’t daunting enough, consider the challenge to remain current with technology all the while maintaining a competitive advantage in the industry? Reach internally to our internal resource, human capital. Employees must be given the opportunity to share their knowledge, skills, and abilities. When empowered to provide input concerning highly visible organizational decisions, employee morale is boosted. Not only is this beneficial for employees but also the employer as they receive ideas and input that could possibly lead to the solution. Employee engagement boosts the overall welfare of the organization.
According to.
The document discusses the importance of effective leadership for organizational success and productivity. It argues that leadership impacts organizational culture and productivity, and that the quality of a company's leadership determines its fate. It also emphasizes that leadership needs to adapt to today's complex and changing business environment. Effective leadership involves influencing followers through the right leadership styles to achieve goals. Putting employees first by developing their skills and engaging them can drive productivity through an employee-centric culture. Leadership styles each impact organizational culture differently and leaders need flexibility to adapt their style to circumstances.
This document appears to be a student project report on employee engagement in strategic decision making. It includes sections like the executive summary, introduction, objectives, literature review, research methodology, analysis and findings. The introduction defines engagement as a two-way relationship between employees and employers where engaged employees understand the work and help the organization succeed. It also discusses how management behavior plays a key role in developing engagement. The next section looks at how the definition of engagement has evolved from focusing on tools to a heightened emotional connection between employees and their work. Several companies then define engagement in different ways.
Understanding the interconnectedness between leading and managing people and organizational
change served as one of the highlights in this paper and the importance of leading and managing people to
leaders, managers, employees and the entire organization as a whole. In the course of achieving well-informed
economic decisions, organizational change should be incorporated not only to the organization’s strategic
business plan but also included as an important consideration for managers and leaders in managing and leading
people in their own workplaces. This study utilized secondary data to support the author’s claims and
arguments to establish the linkage between leading and managing people and organizational change, individual
and organizational benefits and other issues. Key findings suggest that organizational change and leading and
managing people are both useful in organizations and regardless of management positions held by employees,
change plays an essential role in coping up with the never ending changes organizationally, nationally and
globally. For employees and staff, change allows them to hone their knowledge, skills, abilities and attitudes to
be productive in their own fields. Change also promotes organizational productivity and profitability. Hence, it
is recommended that leading and managing people and organizational change should be taken serious
consideration by organizations to stay competitive, relevant and enjoy the long-term benefits and should be
mutually applied to achieve favorable outcomes.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
SCRUM MetricsUnderstanding Metrics In Agile MethodologyAbstr.docxkenjordan97598
SCRUM Metrics
Understanding Metrics In Agile Methodology
Abstract
For a long time in the software industry, agile methodologies have become the market leader in the software development process due to its better return on investment (ROI) and risk-driven behavior. Agile has several methods like DSDM, Scrum and XP (Extreme Programming). Scrum is one of the most common methods in agile for its flexibility and simplicity. We can define Scrum as an iterative framework for complex scope of work in the development process. Metrics in scrum focuses on risks, predictability, productivity and progress by using various burn-down and velocity metrics. Scrum has established concrete metric system to analyze the progress of the software development at any given time in the software process. This helps in early risk mitigation, good project management, constant monitoring and controlling and accurate predictions about schedule, budget, and work results.
In the project, we will discuss different metrics available in the scrum method and why they are beneficial for measuring the process. In addition, we would like to study different case studies to understand how these metrics help in better deliver for the product within short time and effective cost.
Contents:
Extreme Programming based Metrics-
Metrics in XP
Projects
Quantitative Metrics
Qualititative Metrics………………………………………………………………………………………………………….
RESEARCH ARTICLE Open Access
Relationship between Organizational Culture,
Leadership Behavior and Job Satisfaction
Yafang Tsai1,2
Abstract
Background: Organizational culture refers to the beliefs and values that have existed in an organization for a long
time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and
behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and
this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between
organizational culture, leadership behavior and job satisfaction of employees.
Methods: A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected
using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned.
To test the reliability of the data, they were analyzed by Cronbach’s a and confirmatory factors. Correlation analysis
was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Results: Organizational cultures were significantly (positively) correlated with leadership behavior and job
satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
Conclusions: The culture within an organization is very important, playing a large role in whether it is a happy
and healthy environment in which to work. In communicating and promoting the organizational ethos to
employees, the.
Relationship between leadership styles and job satisfactionParveendhiryan
The document discusses a study on the relationship between leadership styles and employee job satisfaction at L&T company. It involved qualitative interviews with 50 people from various fields about leadership roles. The research aimed to analyze how leadership styles influence different aspects of job satisfaction, like pay, benefits, recognition, work procedures, coworkers, work nature, and communication. The results showed each leadership style impacts job satisfaction factors differently, and leadership influences all satisfaction aspects. The conclusion recommends L&T managers focus on motivators like recognition, work conditions, communication, pay, and promotion to boost satisfaction.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Similar to Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector (20)
This document analyzes different fraud theories - the fraud triangle, fraud diamond, and fraud pentagon - and their ability to detect corporate fraud in Indonesia. It reviews the literature on each theory and their components (pressure, opportunity, rationalization, capability, arrogance). The study uses secondary data from 310 publicly listed Indonesian companies from 2012-2017 to empirically test if the theories significantly affect corporate fraud. The results of statistical tests show the data supports all the hypotheses, indicating all three fraud theories can be used to investigate corporate fraud based only on publicly available secondary data.
Traditional markets in Indonesia were created so that people from all walks of life can fulfill their needs, especially staple food products, without having to spend a lot of money. However, the prices of food products in different markets vary depending on the consumers of the particular market. The aims of this article were to compare the price difference of staple food products in several traditional markets and to find out the factors that cause the price difference. The data were collected by carrying out a survey to five traditional markets around Jakarta regarding the prices of ten staple food products. The data were analyzed quantitatively using statistical calculation ANOVA from SPSS version 22, and also qualitatively to discuss several factors underlying the price differences. Results revealed that price differences of staple food products were not only caused by market location, but other factors such as pricing strategy and consumer specification. This research implied that traditional markets were still chosen by Indonesian consumers to fulfill their needs because of the competitive price.
Airport enterprise innovation performance is a crucial issue that planners, decision makers and managers should focus in order to drive the airport enterprise performance towards sustainable development. The strategic infrastructure needs, and investments need to include improvements across all major factors that affect the innovation dimension of sustainable development.
Key objective of the paper is to highlight the challenges in airport enterprise management towards sustainable development in terms of innovation improvement. A performance evaluation towards innovation and sustainable development framework is adopted and a case study application highlights the crucial role of airport enterprise management performance innovation dimension towards sustainable development. Conventional wisdom is to stimulate the interest on topic and promote a framework addressing to evaluate airport enterprise management performance towards innovation and sustainable development.
In the business world, companies need high performance. Performance is the result or overall success rate of a person over a period of time in carrying out tasks compared to various possibilities, such as predetermined standards of work, targets, or criteria. The purpose of the study was to analyze the influence of intellectual intelligence, emotional intelligence, and spiritual intelligence on employee performance. The population in this study were 63 employees of PT PLN (Persero). This study uses quantitative associative, with data analysis used is multiple linear regression analysis. The results showed that both intellectual intelligence, emotional intelligence, and spiritual intelligence had a positive and significant effect on employee performance. Intellectual intelligence has the greatest influence on employee performance, followed by spiritual intelligence and emotional intelligence. Intellectual intelligence, emotional intelligence and spiritual intelligence together have an effect of 52.4% on employee performance, and the remaining 47.6% is influenced by other factors not explained in this study.
The main purpose of the research study is to analyze the effect of organizational commitment, job satisfaction and work insecurity as well as their impact on the performance of Bank Aceh Syariah. The samples of the research are 209 employees which are selected with survey methods. Data was collected by using questionnaire, and then the data was analyzed with statistical methods of structural equation model (SEM). The study found that the organizational commitment and job satisfaction have a negative effect on turnover intention, but positive effect on the performance of Bank Aceh Syariah. The work insecurity has a positive effect on turnover intention, but negatif effect on the performance of the bank.
This paper is an analysis on the impact machine learning, Artificial Intelligence, and robotics has on the supply chain management. The analysis covers the basis of AI in the SCM mechanisms while defining it from the ground up. Later on, to shed a true light on supply first the paper zooms in on the effects of machines in marketing. From what particular methodologies are deployed in today’s environment extending all the way to its anticipated outcomes. As the reader progresses he/she will find valuable studies on the main segments of machine learning within the supply chain itself. Certain novelties and innovations are scrutinized regarding SCM alongside these studies. These innovations are exemplified by certain cases presented in Part 3. The penultimate section briefly examines the possible drawbacks of the surge in machine application in SCM. The final section compiles the ideas presented in the paper as a whole and gives a glimpse of an estimate for the near future.
Huang (2018) decomposes the differences in quantile portfolio returns using distribution regression. The main issue of using distribution regression is that the decomposition results are path dependent. In this paper, we are able to obtain path independent decomposition results by combining the Oaxaca-Blinder decomposition and the recentered influence function regression method. We show that aggregate composition effects are all positive across quantiles and the market factor is the most significant factor which has detailed composition effect monotonically decreasing with quantiles. The main decomposition results are consistent with Huang (2018)
In Kenya, the newly promulgated constitution of 2010 (CoK, 2010), provides the basis of monitoring and evaluation as an important tool for operationalizing National and County Government projects to ensure projects success, integrity, transparency and accountability. The county governments are responsible for delivering basic services in collaboration with other agencies and partners to enhance quality of life: however, the county government projects has been marred by lack of integrity, transparency, accountability and litany of other monitoring and evaluation weakness which has undermined the impacts and success of projects including Regional Economic Blocs. Lake Region Economic Bloc (LREB) which comprised of fourteen counties bordering Lake Victoria Basin is not sparred either. The study was conducted in six LREB Counties namely, Migori, Homabay, Kisumu, Siaya, Kakamega and Vihiga chosen in a random manner. This study specifically assessed the effectiveness of Monitoring and Evaluation methods on the Performance of County Governments Projects. The study was guided by the theory of change. The research was carried out using descriptive survey design which entails both qualitative and quantitative data collection procedures. The researcher used stratified random sampling techniques to draw a sample from the study population. The qualitative method focused on group discussion and in-depth interviews. The quantitative techniques employed questionnaires to 398 purposively selected subjects from the county projects. Data collection was from two main sources; primary and secondary. Secondary sources included relevant county documents, constitution, legislations, policy documents and reports among others. The Study employed questionnaires, Focus group discussion and Interview guide as its primary data collection method. Statistical Package for Social Science (SPSS) version 18.0 was used for analysis. Data was analyzed using descriptive and inferential statistics techniques and presented in tables and figures. The study findings indicated thatM&E methods, indicated by the coefficient of effectiveness (R2) which is also evidenced by F change 109.403>p-values (0.05). This implies that this variableis significant (since the p values<0.05) and therefore should be considered as part of effectiveness of M&E systems on the performance of County Governments projects. The study concludes that there are no effective and adequate projects monitoring and evaluation methods in place for County Government Projects, which can facilitate the achievement of desired projects performance and outcomes. The study recommends that the County Government should develop a clear M&E methods for each project with clear data collection, analysis, reporting and implementation methods. This Study recommends further research to be conducted in the other Regional County Economic Blocs.
This document summarizes a study on trust among Igbo businessmen in Nigeria. It finds that Igbo businessmen predominantly practice affective-based trust (70%) over cognitive-based trust (18%) in business dealings. Affective trust is built through personal relationships and past experiences, while cognitive trust relies more on general beliefs. The study also explores the role of trust in Igbo culture and business, finding trust is important for negotiations, relationships, and future dealings. Dependability, quality, timeliness, and reputation were key factors that build trust among Igbo businessmen. The impact of trust is that it encourages more business and a peaceful environment.
This study is directed to determine the role of government treasurer in state university in tax compliance. With the spirit of the state apparatus, especially the Civil Servant, in reporting the taxes, it is expected to become a continuously growing and infectious snowball to the taxpayers to report their taxes correctly, completely and clearly as well as to avoid administrative sanctions that are subject to such non-compliance. This study method used is qualitative, the source of this study is government treasurer. The use of this qualitative approach is based on the concept of natural setting, grounded theory, descriptive, more concerned with the process than the outcome, temporary design, and research results are negotiated and agreed upon. The results show that treasurers have a big role in tax compliance, but however, there are still many obstacles that must be faced in fulfilling their financial obligations. this research was conducted only in one state university, so that data that could be processed was very limited.
The corporate governance is a popular topic within two last decade, and the emerging economies are practicing &enhancing their performances. The review is conducted to assess the effectiveness of the corporate governance implications on firm’s performances. The study followed the deductive approach and the journal articles, and the reports have used the source of the review. As per the literature findings, the researcher developed a conceptual design for the case review. The independent variable is the corporate governance mechanism, and the dependent variable is organizations performances. Both independent and dependent variables comprise the different type of corporate governance practice and the different function of the organizational performances. The review found that all the types of corporate governance practices are influenced to the organizational performance and the better corporate governance mechanism can enhance all type of performances.
Innovative work behavior is likely to be an important need for the increasing performance of the hospital to provide the health public services. Theoretically and empirically, the behaviors be related to employee perception on management support, information technology and employee empowerment. The study aims to determine the effect of management supports and information technology on employee empowerment as well as their impact on the innovative work behaviors of the employee of dr. Zainoel Abidin District Hospital Banda Aceh. The study conducted of 302 employees of the hospital. The data collected by questionnaire and then the data is analyzed by statistical means of structural equation model (SEM). The study found that management support and information technology have a positive and significant effect on the employee empowerment and innovative work behavior. The employee empowerment mediates the effect of management supports and information technology on the innovative work behavior.
This research deals with an insight and analysis of the economy projectification in a smaller country, here represented by Croatia. The study was inspired by similar research conducted in Germany, Island and Norway and it is based on similar but partly adapted methodology. The objective of this study is to measure level of economy projectification in a smaller country, and to provide relevant data related for the level of project work. The random sample of 250 companies, from both public and private sectors, was selected across nine sectors of the economy. A stratified random sampling was drawn and interviews were conducted via telephone, so as on-line survey. While analysing collected data and considering the objectives of this paper, only basic statistical analyses were applied for calculating averages and mean values. This study confirmed that projectification trends and figures in a smaller country are similar to those in larger or developed countries. During the period of last five years, the projectification level of the Croatian economy was increased from 27% (in 2013.) to33% (in 2018.). The results show significant difference in projectification among the different sectors of economy, so as changes and trends over the recent time period.
This paper is designed to show how integrated process planning and cross employee planning can be a vital part to any business operation. It will also uncover how different integrated processes and employee relations will help a business to grow. Various topics ranging from enterprise resource planning, integrated planning in supply chains, the non-linear approach, innovation and digitalization coupled with cross training and empowerment, Human resources, and Manager Employee relations complement each other and could bring an organization together. Various thought processes and intellectual reasoning skills were instrumental in all consideration of this project. Many antiquated processes were changed over the years to update operations in the business world where conventional means were not effective. Integrating product planning and employee planning optimized operations both in the product and service industry and I will accent many of these optimizations. With recent technological advances and human relations tactics, project management and organization has been streamlined and works more productively than its predecessors. Regardless of the industry, integrated process planning, and cross employee planning could possible turn a dinosaur into a competitive part of the economy.
One of the problems in big cities are transportation.They solve this problem by providing mass transportation such bus or train. People use this facility to travel between surrounding cities or within the city. Jakarta recently has a new public transportation called TransJakarta which serving people travelingfrom nearby cities and in the city.In order to move or doing business between places people in Jakarta use TransJakarta This research aims to analyse ticket price, service quality and customer value toward customer satisfaction. We conducted a research by using questionnaires given to thepassangers and developed a model using a multiple regression to process the result from questionnaires. Samples were taken from The number of sample for this reseach was 130 customers taken from one bus stop which passengers traveled from BSD City to Grogol and Slipi. The results from partial testing showed that customer value andservice quality have effect on customer satisfaction while ticket price does not have effect on customer satisfaction.
This document summarizes a research study that examined the relationships between perceived website quality, perceived benefits, electronic word of mouth (eWOM), trust, and consumer attitudes toward online shopping in Indonesia. The study used a survey of 118 online shopping consumers and structural equation modeling to analyze the data. The results showed that perceived website quality positively influences perceived benefits and trust. Perceived benefits and trust positively impact consumer attitudes toward online shopping. Additionally, perceived website quality indirectly influences consumer attitudes through its effect on trust.
Dairying is one of the livestock productions practiced almost all over Ethiopia, involving a vast number of small, medium, or large-sized, subsistence or market-oriented farms. However, the structure and performance of dairy sectors and its products marketing both for domestic consumption and for export is generally perceived poor in Ethiopia due to different challenges. These challenges vary across different production system to another and/or from one location to another. Among other challenges seasonality of production, spoilage (lack of milk collecting facilities), poor animal health and management, inadequate supply of quality feed, low productivity and genetics ,quality problem, weak vertical integration, absence processing plant, inadequate permanent trade routes and other facilities like feeds, water, holding grounds, lack or non-provision of transport, lack of access to land, ineffectiveness and inadequate infrastructural and institutional set-ups, prevalence of diseases, lack of credit and inadequate market information are dominant in Ethiopia. Therefore, market infrastructure facilities, producers cooperative, feed quality and quantity provision system need to be strengthen for effective dairy value chain development.
This research paper examines customer intention to reorder in respect to delivery service and product satisfaction. Our research model includes delivery service, satisfaction and reorder intention. Satisfaction in this research model work as mediating variable. A survey method was adopted to collect data, collected data were analysis using SPSS to see the correlation between variables. A significant relationship was found between delivery service and reorder intention as well as moderating role was also note with satisfaction and reorder intention.
This paper examines the impact of internet use on student performance. In this cross-sectional study, one hundred twenty survey responses were collected from plus two-level students from BirendranagarSurkhet. The respondents were selected from class 11 and 12 students randomly. Frequency of internet use, location of internet use, cooperation from teachers for internet learning and peer group influence on internet use for academic purpose has been analyzed with their academic performance.one sample t test was used to analyze the data. The finding concludes all these variables have positive impact if the student use internet for learning process. Similarly, the analysis shows that the student who used internet at home for learning purpose has found highest academic achievement.
Project management is one of the most popular tool in the companies in today´s competitive environment. There are many successful companies, in which the project management has the key position. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished with the processes such as initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves competing demands, stakeholders with differing needs and expectations and identified requirements. It is important to note that many of the processes within project management are iterative in nature. This is in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle.
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Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
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The International Journal of Business Management and Technology, Volume 1 Issue 2 November 2017
Research Article Open Access
Leadership Change Implications on Employees Loyalty in
Nigeria Banking Sector
Dr Patrick N Nwinyokpugi
Department of Office and Information management
Rivers State University of Science and Technology. Port Harcourt, Nigeria
Abstract
Employees Loyalty has become critical to the management-employees bonding across organisations especially in the
banking sectors of global economy. The lack of loyalty on the part of employees has been traced to change in leadership,
therefore, this study studies the implications that leadership change have on employees loyalty. The banking sector of
Rivers State was covered in this study as 131 sampled employees of the selected banks were studied using a 4point
lykert scale closed ended questionnaire. The data gathered were analysed using the Pearson Moment correlations
coefficient and the findings from the results derived reveals significant relationships amongst the attributes of the
predictor tested on the measures of the criterion variable and conclusion as well as recommendation were drawn from
the resultant findings amongst which are: leadership change causes strategic, cultural, policy and attitudinal changes in
the organisations and these changes reflects a shift in the loyalty status of the affected employees in the banking sector.
Therefore, better management of leadership change is advocated as corporate loyalty is primarily critical for sustenance
of successful banking not individual leader loyalty.
Keywords: Leadership, Change, Loyalty, Commitment, Task Accomplishment
I. Introduction
The conflicts and grievances noticed most times in the banking sector are mostly not unconnected to leadership change
at different times in the organisations. Because orientations of all leaders differ so are their approaches to leading
people. It is these changes in leadership approaches that are of serious interest to this research effort. We all know that
employee loyalty is important, but oftentimes we forget how beneficial it can be for the entire business. “Profit and
growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is
largely influenced by the value of services provided to customers. Value is created by satisfied, loyal, and productive
employees. Employee satisfaction, in turn, results primarily from high-quality support services and policies that enable
employees to deliver results to customers.” (Daggernet al, 2011). There is a strong relationship between productivity,
loyalty, employee satisfaction, customer loyalty, and profitability. So, what is the secret to fostering employee loyalty?
Leadership. Leaders who genuinely care about their people, who are “plugged in” to their organizations, and who listen
to their employees for relative suggestions to work improvement, develops corporate cultures that naturally support the
concept of the Service-Profit Chain. By no surprise, employees who trust and respect the leadership of an organization
often feel more empowered and motivated to do their best. This synergy also results in reduced employee turnover,
which is a driving factor that impacts all service levels. Conversely, the costs associated with high employee turnover
are not only substantial in terms of monetary value but also costly in terms of quality and service, which has a direct
impact on customer retention and loyalty.
Unfortunately the dynamics between many employees and employers has changed significantly with employee loyalty
now at a 3-year low. For some employees, the grind of a daily 9 to 5 job is now simply a means to an end; the end being
a paycheck every two weeks or the distant possibility of retirement. As employers look to cut costs through lay-offs,
wage reductions and elimination of benefits, employees are being asked to absorb heavier workloads, work longer
hours and meet unrealistic expectations (Bumpus et al, 1998). Given the considerable changes between employees and
employers in recent years, it’s more important than ever for leaders to embrace and implement changes that result in
employee loyalty. It is a general concern with the Nigeria banking sector where employees are forced to change their
relations psyche to fit every new manager. The burden of these continues adjustments is conflicts prone because at each
change levels, all the units of the organisation are forced to adjust not necessary to vision and mission but the new
leadership personalities. For them, this is a new boss, therefore, all must understand his own approach. This change
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
consequence affects loyalty status and loyalty no longer skew to organization corporate base but individual leadership
base. It is this loyalty swing and its effects on the work that stems the desire for this research.
II. Literature
The outcome of leadership is about changing the behaviour of people. This perspective of leadership is focused on
inspiring and motivating others, and in terms of relationship between leaders and followers, “Leadership is influence –
nothing more, nothing less. (Degraaf, 2011). It is the incremental influence that a person has beyond his or her formal
authority .Leadership requires using power to influence the thoughts and actions of other people. “Influencing people –
by providing purpose, direction, and motivation – while operating to accomplish the mission and improving the
organization.” – US Army Manual. “Leadership is the capacity to influence others through inspiration motivated by
passion, generated by vision, produced by a conviction, ignited by a purpose.Thies and Naddler (2014) think that too
many leaders’ most especially new leaders make the mistake of thinking that they can change employee’s behavior in an
organization by changing its culture. They suggest that for effective cultural change to occur there is the need for the
active engagement of the CEO and executive team. Top leaders must ensure to be the chief architect of the change
process if they want their employees to be loyal and committed to the change. Organizational culture refers to the beliefs
and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of
their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to
accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore
essential to understand the relationship between organizational cultures, leadership behavior and job satisfaction of
employees.Kur & Bunning (2002),argued that manycases that lead to employee grievances and poor expressions of work
commitment or the failure to accomplish specified tasks are associated with poor communication in leadership and the
implications associated with its change. This creates acrimony and distrust. Workers should not be denied information
and management should not show lukewarm attitude towards information dissemination. The effective management
change implications within the organization would facilitate a more trustworthy perception of management and thus
enhance employee loyalty.
Organizational culture is described by Robbins & Coulter (2013) as the shared values, beliefs, or perceptions held by
employees within an organization or organizational unit. Because organizational culture reflects the values, beliefs and
behavioral norms that are used by employees in an organization to give meaning to the situations that they encounter, it
can influence the attitudes and behavior of the staff. Understanding the organization's core values can prevent possible
internal conflict, which is the main reason for this research into the consequences of new leader.The culture within an
organization is very important, playing a large role in whether it is a happy and healthy environment in which to work.
In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it
can influence their work behavior and attitudes. When the interaction between the leadership and employees is good,
the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to
accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction but if otherwise
will lead to some consequences.Implication of leadership change in an organization and employee’s loyalty: it is
popularly said that change is constant; every organization example banks wants to be at a competitive advantaged
against their opposition on their chase for customers, effective service and profit making and many banks changes their
branch managers without considering the implication or effect it can cause the organization in terms of the employee’s
loyalty and commitment under the new leader. Elegido (2013).
Change in business is good, but it's seldom easy and can often be expensive. Managers are often drawn to change by
imagining the possibilities and positive impact it can have on the organization. Before launching an idea, however,
spend a little time wrestling with the costs and disadvantages also because a part of change might not equal
progress.Many companies emphasize a culture of continuous improvement. While never being satisfied with the status
quo that can drive excellence in their organization, there is some wisdom in the old adage, "If it ain't broke, don't fix it."
In other words if a leader is effective, don’t change him. Mistaking change for more progress is similar to the common
problem of mistaking activity for productivity. What am trying to say here is that changes in leadership, policy and style
in the organization has an implication on the organization such as, it can alter or delay the effective pursuit of the
organizational goal.(Rubin, Munz, &Bommer, 2005).Because new policy takes time for employees to adapt to it and new
leaders in an organization slow down the organization’s target because it will take time for employee’s to be loyal and
committed to the new change. But this does not necessarily mean that changes such as policy, style, ideas and leadership
should not take place when there is need for it in the organization, but it should be properly thought about before
implementing. Every organization want to be improved, no matter how well it is performing, but a manager should
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
always ask the question, "How is this proposed change going to improve my organization's ability to achieve our key
goals?"
The reasons people resist change are lack of knowledge about coming changes and fear of the unknown. You can expect
some level of resistance to any change, no matter how small or how much benefit it might promise. The key tools for
managing this problem are complete, honest, and timely communication with your work force, clear communication of
the value of the change, and patience with your team as they go through an inevitable adjustment phase. (Rubbin et
al(2005). In that field, coughlan (2005) advocate that one of the strongest motivations and sources of power for
leadership is internalization, meaning the acceptance of leadership influence that is congruent with the behavioral
motives of followers, change that is executed by coercive power or calculated gain in certain roles is not likely to be
followed. They believe that the fact that individuals resist change or employee’s fails to be loyal to change is partly as a
result of the leader’s failure to grasp what motivate the employees to change their behavior.When you introduce a
change to the organization, you are ultimately going to be impacting one or more of the following:
While there are numerous approaches and tools that can be used to improve the organization, all of them ultimately
prescribe adjustments to one or more of the four parts of the organization. Change typically results as a reaction to
specific problems or opportunities the organization is facing based on internal or external stimuli. While the notion of
becoming “more competitive” or closer to the customer or more efficient or at the expiration of leaders tenure, can be
the motivation to change, at some point these goals must be transformed into the specific impacts on processes, systems,
organization structures or job roles. This is the process of defining the change.It is not enough to merely prescribe
leadership change in an organization and expect employee’s to be loyal to the new leader. Creating change within an
organization takes hard work and an understanding of what must actually take place to make the change work.
III. Methods
This study was conducted in the banking sector in Rivers State particularly the banks within Port Harcourt metropolis
and a cross sectional survey of 131 employees were drawn from the selected banks studied using Kretche and Morgan
sample determination table. A 4point Lykert scale closed-ended questionnaire was constructed to gathered data for the
study, and derived data were sorted and coded with the aid of SPSS. They were further analysed using the Pearson
Product Moment correlation Coefficient statistical tool that is assumed to be efficient for our test of relationship in this
study. The analysis on each variable is here presented; data analysis here is characterized based on average response
rates and standard deviation values which are presented using contingency tables. The predictor variable; implications
of leadership change is measured using policy change, attitudinal change, strategic change and cultural change; while
the criterion variable is herein measured using commitment and task accomplishment. Data in this category are of
interval scales as a result of summations through average responses thus allowing for the computation of mean scores
and standard deviations. Transformations were carried out using the statistical software of choice; SPSS.
Table 1: Leadership change Implications
Implications N Min Max Mean Std. Deviation
Policy change 84 1.00 5.00 4.0873 .85042
Attitudinal change 84 1.00 5.00 4.1349 .81996
Strategic change 84 1.00 5.00 4.1350 .78493
Cultural change 84 1.00 5.00 4.2130 .85526
Valid N (listwise) 84
Source: Data Output, 2017
Presented in table:1 above is the output for the analysis on the four dimensions of the predictor variable which is
implications of leadership change. Policy change (x = 4.0873; s = .85042); Attitudinal change (x = 4.1349; s =
.81996);Strategic change (x = 4.1349; s = .78493); and cultural change (x = 4.2130; s = .85526).The variables each carry
mean scores higher than 3.0 which serve as the base for moderate agreement levels. X>3.0 represents a substantial
agreement levels while x<3.0 represents poor or inadequate agreement levels. Therefore; the results as shown in the
table:1 implies that a majority of the respondents affirmed to the nature of the variables as presented in the instruments
within their respective organizations.
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
Table 2: Employee Loyalty Measures
N Min Max Mean Std. Deviation
Commitment 84 1.00 5.00 4.1429 .83640
Task accomplishment 84 1.00 5.00 4.1667 .82546
Valid N (listwise) 84
Source: Data Output, 2017
Presented in table: 2 is the output for the analysis on the two measures of the criterion variable which is employee
loyalty. Commitment (x = 4.1429; s = .83640) and task accomplishment (x = 4.1667; s = .82546). Table 2 implies that a
majority of the respondents affirmed to the nature of the variables as presented in the instruments within their
respective organizations.
IV. Data Analysis
The hypotheses of the study are analyzed at a 95% confidence interval and using the Spearman correlation technique.
The significance (0.05) is used as a criterion for the acceptance or rejection of each null hypothesis relative to the p-value.
Table 3: Tests of Policy Change for Commitmentand Tasks accomplishment
Policy
change
Commit-
ment
Task accomplish
-ment
Spearman's
rho
Policy change Correlation
Coefficient
1.000 .673** .667**
Sig. (2-tailed) . .000 .000
N 84 84 84
Commitment Correlation
Coefficient
.673** 1.000 .456**
Sig. (2-tailed) .000 . .000
N 84 84 84
Task accomplishment Correlation
Coefficient
.667** .456** 1.000
Sig. (2-tailed) .000 .000 .
N 84 84 84
Source: Data output, 2017
This table 3 above shows significant relationship between policy change and commitment as well as task
accomplishment at rho: .673; p-value: .000 and rho: .667; p-value: .000 in both hypothetical instances, therefore we reject
the null hypotheses and restate that there are significant relationships amongst policy change and commitment as well
as policy change of and task accomplishment.
Table 4: Test ofAttitudinal change for Commitment and Task Accomplishment
Attitudinal
change Commitment
Task
accomplishment
Spearman's rho Attitudinal change Correlation
Coefficient
1.000 .596** .573**
Sig. (2-tailed) . .000 .000
N 84 84 84
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
Commitment Correlation
Coefficient
.596** 1.000 .456**
Sig. (2-tailed) .000 . .000
N 84 84 84
Task
accomplishment
Correlation
Coefficient
.573** .456** 1.000
Sig. (2-tailed) .000 .000 .
N 84 84 84
Source: Data Output, 2017
Table 4.showssignificant relationships between the attitudinal change and commitment (rho: .596; p-value: .000). s well
as attitudinal change and task accomplishment (rho: .573; p-value: .000). In both hypothetical instances, results indicate
significant associations between variables; therefore we reject the null hypotheses and restate that
There is a significant relationship between attitudinal change and commitment
There is a significant relationship between attitudinal change and task accomplishment
Table 5. Tests ofStrategic change for commitment and Tasks Accomplishment
Strategic
Change Commitment
Tasks
accomplishment
Spearman's
rho
Strategic change Correlation
Coefficient
1.000 .442** .576**
Sig. (2-tailed) . .000 .000
N 84 84 84
Commitment Correlation
Coefficient
.442** 1.000 .456**
Sig. (2-tailed) .000 . .000
N 84 84 84
Tasks
accomplishment
Correlation
Coefficient
.576** .456** 1.000
Sig. (2-tailed) .000 .000 .
N 84 84 84
Source: Data Output, 2017
Table 5 illustrates the test for significant relationship between Strategic Change and Commitment at rho: .442; p-value:
.000. as well as Strategic Change and Tasksaccomplishment at rho: .576; p-value: .000. In both hypothetical instances,
results indicate significant associations between variables; therefore we reject the null hypotheses and restate that:
There is a significant relationship between strategic change and commitment and that there is a significant relationship
between strategic change and task accomplishment.
Table 6. Tests ofCultural Change for Commitment and Tasks Accomplishment
Cultural
change Commitment
Task
accomplishment
Spearman's
rho
Cultural change Correlation
Coefficient
1.000 .541** .636**
Sig. (2-tailed) . .000 .000
N 84 84 84
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
Commitment Correlation
Coefficient
.541** 1.000 .444**
Sig. (2-tailed) .000 . .000
N 84 84 84
Task
accomplishment
Correlation
Coefficient
.636** .444** 1.000
Sig. (2-tailed) .000 .000 .
N 84 84 84
Source: Data Output, 2017
Table 6 above illustrates the test for significant relationships between cultural change and commitment at rho: .541; p-
value: .000 as wells as cultural change and task accomplishment at rho: .636; p-value: .000. In both hypothetical
instances, results indicate significant associations between variables; therefore we reject the null hypotheses and restate
that: There is a significant relationship between cultural change and commitment and that there is a significant
relationship between cultural change and task accomplishment.
V. Conclusions
From the findings of this study there are evident significant correlations between both variables implying that changes
in leadership with the implications of policy change, attitudinal change, strategic change, and cultural changeimpact on
the loyalty levels of the employee and thus influence measures such as commitment and task accomplishment agreeing
with the earlier works of Kur &Bunning(2002) and Conger & Fulmer(2003).
This study which; using empirical means; examined the association between the implications of leadership change and
employee loyalty, finds that the effective management of leadership change helps to promote a more harmonious
relationship between management and staff and is critical to the commitment and task accomplishment of subordinates
especially as it applies to the target organizations. Management best achieves these objectives by effectively handling
succession effects and implications such as changes in policy, attitude, strategy and the culture of the organization as
these factors present management as being consistent and purposeful and thus brings management closer to the
workers thereby smoothing the relationship between the two as well as ease easing the decision-making process.
VI. Recommendations
Based on the results of the study and the conclusions; the following recommendations are herein proffered:
That the effective handling of leadership change implicationsas well as the effective transition of leadership is one of the
basic ingredients in the effective operation of an organization given the propensity for periodic leadership succession
episodes; while open and productive communication sets the stage for employee loyalty and the realization of the
organization’s objectives; an effective leader succession system is thus central to maintaining healthy work relationships
among personnel. In order to ensure that the post-leadership change effects, management remove unnecessary
challenges, a good organizational structure should be put in place. All staff and management should be instructed in the
existing links as they relate to their roles and expectations: who to report to, who to give instructions to, where to get
what from and who is to be given what. Memos, emails, notice boards, telephone calls, circulars, and meetings all aid
communication and the implementation of agreements in the organization.
Managers should encourage constant bottom-up communication, in addition to top down communications, in order to
know the perspectives of employees and to be able present to them in clear terms the intent of management as regards
leadership succession.
Management should foster good interpersonal relations through ethical and responsible actions which portray justice,
equity and transparency especially as regards leadership change effectsas this will not only discourage rumour, but
create an atmosphere where the opinions and feedback from the subordinates are welcomed and encouraged.
Organizations must regularly communicate trust, justice and ethics through their practices especially as relates to
leadership changes and succession within the organization. This is as such events are often characterized by uncertainty
and complex administrative issues that render clear intent and purpose of action all the more important.Management
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Leadership Change Implications on Employees Loyalty in Nigeria Banking Sector
should also, through policies and other organizational cultural artifacts, encourage employee participation and
involvement in the affairs of the organization.
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