A study on the leadership behavior of bank branch managers ncr, india and i...IAEME Publication
This document summarizes a study on the relationship between leadership behavior of bank branch managers and subordinates' job satisfaction. The study used questionnaires to collect data on leadership styles and job satisfaction from 81 branch managers and 210 subordinates across public and private sector banks in India. The study aims to understand how leadership adaptability/effectiveness correlates with different aspects of job satisfaction, including job, management, personal adjustment, and social relations. Statistical analysis will be used to determine the direction and strength of relationships between leadership styles and job satisfaction variables. The Leader Adaptability and Style Inventory questionnaire was used to measure leadership styles of branch managers.
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.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
This document summarizes a research study that examined the relationship between perceived supervisor support, perceived organizational support, and workplace deviance among front-line bank employees in Pakistan. The study found that perceived organizational support partially mediates the impact of supervisor support on workplace deviance. Specifically, employees who feel more supported by their supervisors also feel more supported by their organization, leading to less deviant behaviors. This relationship provides insights for policies aimed at reducing counterproductive employee behaviors in Pakistani banks. However, the results are limited to the context of Pakistan.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
This document summarizes a research paper that investigates the relationship between human resource management (HRM) practices and the performance of 101 foreign-owned subsidiaries in Russia. The study finds support for the idea that investments in HRM practices can help firms perform better. It also finds that different HRM practices for managers versus non-managers are related to firm performance. However, the study finds only limited support for the idea that aligning HRM practices with firm strategy improves performance. The study aims to contribute to understanding how HRM impacts subsidiary performance in transition economies like Russia.
This document summarizes an article from The International Journal of Human Resource Management about innovative human resource management practices and corporate performance in India following economic liberalization in the early 1990s. The summary includes:
1) The article examines how innovative HRM practices, such as recruitment, training, compensation, and performance appraisal, relate to firm performance in India as the economy opened up to greater competition.
2) It reviews literature linking strategic HRM practices to improved organizational performance in other contexts and proposes this may also apply in India following major economic changes.
3) The background provided on India's economic liberalization in the 1990s outlines the competitive challenges firms faced and how this drove changes in HRM practices.
A study on the leadership behavior of bank branch managers ncr, india and i...IAEME Publication
This document summarizes a study on the relationship between leadership behavior of bank branch managers and subordinates' job satisfaction. The study used questionnaires to collect data on leadership styles and job satisfaction from 81 branch managers and 210 subordinates across public and private sector banks in India. The study aims to understand how leadership adaptability/effectiveness correlates with different aspects of job satisfaction, including job, management, personal adjustment, and social relations. Statistical analysis will be used to determine the direction and strength of relationships between leadership styles and job satisfaction variables. The Leader Adaptability and Style Inventory questionnaire was used to measure leadership styles of branch managers.
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.
Role of Organizational Commitment & Transformational Leadership in Enhancing ...inventionjournals
Past and present studies discuss the importance of transformational leadership and organizational commitment in an organization. This study further aimed at adding into the existing body of literature and explores the relationship between organizational commitment, transformational leadership and its role in enhancing employee in role performance and organizational citizenship behavior in banking sector of Pakistan. Study explores a significant positive relationship between variables. A sample of 240 employees working in public sector was drawn using multistage cluster sampling. 180 respondents took final part and response rate was 75%. Data was collected primarily with help of questionnaire and further analyzed with help of several techniques e.g. descriptive statistics to describe & summarize the data. Correlation and regression analysis was run to prove the hypothesis of the study.
This document summarizes a research study that examined the relationship between perceived supervisor support, perceived organizational support, and workplace deviance among front-line bank employees in Pakistan. The study found that perceived organizational support partially mediates the impact of supervisor support on workplace deviance. Specifically, employees who feel more supported by their supervisors also feel more supported by their organization, leading to less deviant behaviors. This relationship provides insights for policies aimed at reducing counterproductive employee behaviors in Pakistani banks. However, the results are limited to the context of Pakistan.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
This document summarizes a research paper that investigates the relationship between human resource management (HRM) practices and the performance of 101 foreign-owned subsidiaries in Russia. The study finds support for the idea that investments in HRM practices can help firms perform better. It also finds that different HRM practices for managers versus non-managers are related to firm performance. However, the study finds only limited support for the idea that aligning HRM practices with firm strategy improves performance. The study aims to contribute to understanding how HRM impacts subsidiary performance in transition economies like Russia.
This document summarizes an article from The International Journal of Human Resource Management about innovative human resource management practices and corporate performance in India following economic liberalization in the early 1990s. The summary includes:
1) The article examines how innovative HRM practices, such as recruitment, training, compensation, and performance appraisal, relate to firm performance in India as the economy opened up to greater competition.
2) It reviews literature linking strategic HRM practices to improved organizational performance in other contexts and proposes this may also apply in India following major economic changes.
3) The background provided on India's economic liberalization in the 1990s outlines the competitive challenges firms faced and how this drove changes in HRM practices.
This document summarizes a study that examined the relationship between job satisfaction (intrinsic and extrinsic) and organizational citizenship behavior (OCBI and OCBO) among employees at higher learning institutions in Malaysia. The study reviewed literature on OCB and job satisfaction, and developed hypotheses that intrinsic and extrinsic job satisfaction would both positively correlate with OCBI and OCBO. Surveys of employees were conducted to measure the variables and analyze their relationships. The findings and implications for understanding how job satisfaction impacts extra-role behaviors in educational organizations were then discussed.
Perception of job performance appraisals toward turnover intention and job sa...Alexander Decker
This document summarizes a research journal article that examines the relationship between perceptions of job performance appraisals, turnover intentions, and job satisfaction. The study was conducted among marketing employees in pharmaceutical companies in Pakistan. The researchers hypothesized that perceived politics in performance appraisals would be negatively related to job satisfaction and positively related to turnover intentions. Data was collected through questionnaires measuring perceptions of performance appraisal politics, organizational commitment, job satisfaction, and turnover intentions. The results supported the hypotheses, finding that perceived politics in performance appraisals predicted lower job satisfaction and higher turnover intentions among employees.
Board size, composition and the performance of private sector banks 2IAEME Publication
This document analyzes the relationship between board size, composition, and performance of private sector banks in India. It first provides background on corporate governance in Indian banks and reviews prior literature on the relationship between board structure and firm performance. The document then outlines the objectives, methodology, and variables of the study. Specifically, the study examines the relationship between board size and composition, meetings, and various performance metrics including return on assets, net profit margin, and interest spread for 8 major private sector banks over a 10-year period. The results of the analysis found a significant relationship between board composition and certain performance indicators in private banks, suggesting board composition impacts bank performance. The private banks were also found to utilize their asset and equity bases more efficiently
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
The document summarizes a study that examined job satisfaction and burnout among Greek bank employees. 230 bank employees completed questionnaires measuring their job satisfaction using the Employee Satisfaction Inventory (ESI) and job burnout using the Maslach Burnout Inventory (MBI). The results showed that Greek bank employees reported high levels of both job satisfaction and job burnout. A strong negative correlation was also found between job satisfaction and burnout. The study provides insight into how Greek bank employees experience their work, but further research is needed to better understand job satisfaction and burnout in the Greek population.
Leadership Behavior and Compensation on Employee Satisfaction and Performancetheijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The changing nature of the workplace has created different employees' expectations and demands. As a result, the working environment is no longer associated with employees that are rigid and treating jobs as static sets of tasks. Instead, employees are being proactive in developing and adjusting their work roles and functions. The act or behaviour of these employees in adapting their work roles to match their needs and preferences is called job crafting. Goal orientation is considered as an important dimension in influencing their behaviours. However, there has been little research on how the mindset, especially public sector employee's goal orientation, adapt to the changing and challenging world of work. Using Partial Least Square approach with 150 samples, the study showed that public employees with learning goal orientation do embraced job crafting activities and the surprising finding that those with performance prove do not embraced such activities.
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.
This unit 12 leadership style assignment solution is delving with the organizational behavior to evaluate the acknowledgement of personal and group behavior in CAPCO as well as to examine current theoretical aspects as well as their use for managing workplace behavioral circumstances.
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
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
Influence of transformational leadership and organization climate to the wor...Alexander Decker
1) The study examines how transformational leadership and organizational climate influence work satisfaction, organizational commitment, and organizational citizenship behavior of lecturers at Sebelas Maret University.
2) Transformational leadership was found to positively influence work satisfaction but not organizational commitment or organizational citizenship behavior. Organizational climate positively influenced work satisfaction but not the other variables.
3) Work satisfaction positively influenced organizational commitment and organizational citizenship behavior. Organizational commitment also positively influenced organizational citizenship behavior.
Employee engagement the key to organizationaliaemedu
This document summarizes an article from the International Journal of Management about employee engagement. The article discusses the evolution of employee engagement from earlier concepts like commitment and organizational citizenship behavior. It defines employee engagement as a positive attitude held by employees towards their organization where they are aware of business context and work to improve performance for the benefit of the organization. Engaged employees have a two-way relationship with their employer. The article also explores factors that influence engagement and the impact of engagement on organizational performance indicators like profitability and productivity.
Employees’ attitudes and efficiency of human resourceAlexander Decker
This document discusses a study examining the relationship between employee attitudes and the efficiency of human resource management (HRM) practices in Nigeria. The study surveyed 1,940 employees across several food and beverage companies in Nigeria. The results indicated that employee attitudes like commitment, trust, employment relations, well-being, absence, and self-motivation were significantly related to the efficiency of HRM practices. Specifically, higher levels of these positive employee attitudes were linked to greater efficiency in how companies implemented practices like recruitment, training, performance evaluation, and compensation. The findings suggest HRM practices work best when they help foster beneficial attitudes among employees.
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
A Study Factors Influence on Organisation Citizenship Behaviour in Corporate ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document summarizes a research study that examined the effect of teamwork on employee job performance in bank sectors in Afghanistan. A questionnaire was distributed to 210 employees across various banks to analyze their experiences with teamwork. Statistical analysis found that teamwork has a significant positive effect on employee performance. Specifically, factors like esprit de corps, team trust, and reward/recognition programs were found to positively influence individual performance. The study concludes that fostering teamwork opportunities can help improve employee performance and satisfaction. Future research should explore ways to optimize team characteristics and facilitate positive teamwork experiences.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
This document summarizes a study on the relationship between effective leadership, employee work-life balance, and employee retention. It discusses how leadership styles can help balance employees' work and personal lives, leading to improved employee retention. The study presents different leadership theories and styles, and analyzes how they may impact work-life balance and retention. Specifically, it suggests that participative leadership approaches that balance task and employee orientation can foster understanding and job satisfaction, while autocratic styles focused solely on tasks may increase productivity but not retention. The document concludes that synchronized leadership considering employees' capabilities can help identify and retain talented staff.
This document summarizes a research study that examined the relationship between impression management and stakeholders' satisfaction at car servicing firms in Nigeria, and the moderating role of environmental dynamism. The study used a survey design to collect data from 109 car servicing firm owners/managers. Results found a positive and significant relationship between impression management and stakeholders' satisfaction. However, environmental dynamism was shown to weaken the strength of this relationship. The study concluded that car service entrepreneurs should effectively manage impressions to build a good image and satisfy stakeholders, while also adapting to changes in the dynamic business environment.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
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.
This document summarizes a study that examined the relationship between job satisfaction (intrinsic and extrinsic) and organizational citizenship behavior (OCBI and OCBO) among employees at higher learning institutions in Malaysia. The study reviewed literature on OCB and job satisfaction, and developed hypotheses that intrinsic and extrinsic job satisfaction would both positively correlate with OCBI and OCBO. Surveys of employees were conducted to measure the variables and analyze their relationships. The findings and implications for understanding how job satisfaction impacts extra-role behaviors in educational organizations were then discussed.
Perception of job performance appraisals toward turnover intention and job sa...Alexander Decker
This document summarizes a research journal article that examines the relationship between perceptions of job performance appraisals, turnover intentions, and job satisfaction. The study was conducted among marketing employees in pharmaceutical companies in Pakistan. The researchers hypothesized that perceived politics in performance appraisals would be negatively related to job satisfaction and positively related to turnover intentions. Data was collected through questionnaires measuring perceptions of performance appraisal politics, organizational commitment, job satisfaction, and turnover intentions. The results supported the hypotheses, finding that perceived politics in performance appraisals predicted lower job satisfaction and higher turnover intentions among employees.
Board size, composition and the performance of private sector banks 2IAEME Publication
This document analyzes the relationship between board size, composition, and performance of private sector banks in India. It first provides background on corporate governance in Indian banks and reviews prior literature on the relationship between board structure and firm performance. The document then outlines the objectives, methodology, and variables of the study. Specifically, the study examines the relationship between board size and composition, meetings, and various performance metrics including return on assets, net profit margin, and interest spread for 8 major private sector banks over a 10-year period. The results of the analysis found a significant relationship between board composition and certain performance indicators in private banks, suggesting board composition impacts bank performance. The private banks were also found to utilize their asset and equity bases more efficiently
The Relationship between Transformational Style and Organization Commitment w...inventionjournals
This research was done to know the relationship between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on officers. The subject of this research was 30 officers of Aparatur Sipil Negara (State Civil Services) and 30 officers of the non permanent employees (PTTPK) at Dinas PU Bina Marga of East Java. The instruments used were the scale of transformational style of leadership, the scale of organisation commitment, and the scale of Organizational Citizenship Behavior. The result of the research shows there is a significant correlation simultaneously between transformational style of leadership and organisation commitment with Organizational Citizenship Behavior on all officers viewed from the result of coefficient analysis shows value of F = 4,961 with p=0,010 (p<0,05).><0,05)>< 0,05) this means there is a significant correlation of organization commitment with Organizational Citizenship Behavior on all officers
The document summarizes a study that examined job satisfaction and burnout among Greek bank employees. 230 bank employees completed questionnaires measuring their job satisfaction using the Employee Satisfaction Inventory (ESI) and job burnout using the Maslach Burnout Inventory (MBI). The results showed that Greek bank employees reported high levels of both job satisfaction and job burnout. A strong negative correlation was also found between job satisfaction and burnout. The study provides insight into how Greek bank employees experience their work, but further research is needed to better understand job satisfaction and burnout in the Greek population.
Leadership Behavior and Compensation on Employee Satisfaction and Performancetheijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The changing nature of the workplace has created different employees' expectations and demands. As a result, the working environment is no longer associated with employees that are rigid and treating jobs as static sets of tasks. Instead, employees are being proactive in developing and adjusting their work roles and functions. The act or behaviour of these employees in adapting their work roles to match their needs and preferences is called job crafting. Goal orientation is considered as an important dimension in influencing their behaviours. However, there has been little research on how the mindset, especially public sector employee's goal orientation, adapt to the changing and challenging world of work. Using Partial Least Square approach with 150 samples, the study showed that public employees with learning goal orientation do embraced job crafting activities and the surprising finding that those with performance prove do not embraced such activities.
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.
This unit 12 leadership style assignment solution is delving with the organizational behavior to evaluate the acknowledgement of personal and group behavior in CAPCO as well as to examine current theoretical aspects as well as their use for managing workplace behavioral circumstances.
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
This document summarizes a research paper that explores the link between organizational commitment and organizational citizenship behavior among expatriates in Taiwan. It begins with an abstract that describes the study's objectives, methods, and key findings. The full paper then provides definitions and literature reviews of organizational commitment and organizational citizenship behavior. It discusses previous research that has found relationships between aspects of organizational commitment, like affective commitment, and dimensions of organizational citizenship behavior, like courtesy. The study aims to better understand the attitudes and behaviors of expatriates in Taiwan by exploring correlations between sub-dimensions of the two constructs.
Influence of transformational leadership and organization climate to the wor...Alexander Decker
1) The study examines how transformational leadership and organizational climate influence work satisfaction, organizational commitment, and organizational citizenship behavior of lecturers at Sebelas Maret University.
2) Transformational leadership was found to positively influence work satisfaction but not organizational commitment or organizational citizenship behavior. Organizational climate positively influenced work satisfaction but not the other variables.
3) Work satisfaction positively influenced organizational commitment and organizational citizenship behavior. Organizational commitment also positively influenced organizational citizenship behavior.
Employee engagement the key to organizationaliaemedu
This document summarizes an article from the International Journal of Management about employee engagement. The article discusses the evolution of employee engagement from earlier concepts like commitment and organizational citizenship behavior. It defines employee engagement as a positive attitude held by employees towards their organization where they are aware of business context and work to improve performance for the benefit of the organization. Engaged employees have a two-way relationship with their employer. The article also explores factors that influence engagement and the impact of engagement on organizational performance indicators like profitability and productivity.
Employees’ attitudes and efficiency of human resourceAlexander Decker
This document discusses a study examining the relationship between employee attitudes and the efficiency of human resource management (HRM) practices in Nigeria. The study surveyed 1,940 employees across several food and beverage companies in Nigeria. The results indicated that employee attitudes like commitment, trust, employment relations, well-being, absence, and self-motivation were significantly related to the efficiency of HRM practices. Specifically, higher levels of these positive employee attitudes were linked to greater efficiency in how companies implemented practices like recruitment, training, performance evaluation, and compensation. The findings suggest HRM practices work best when they help foster beneficial attitudes among employees.
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
A Study Factors Influence on Organisation Citizenship Behaviour in Corporate ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The document summarizes a research study that examined the effect of teamwork on employee job performance in bank sectors in Afghanistan. A questionnaire was distributed to 210 employees across various banks to analyze their experiences with teamwork. Statistical analysis found that teamwork has a significant positive effect on employee performance. Specifically, factors like esprit de corps, team trust, and reward/recognition programs were found to positively influence individual performance. The study concludes that fostering teamwork opportunities can help improve employee performance and satisfaction. Future research should explore ways to optimize team characteristics and facilitate positive teamwork experiences.
Effective Leadership-Employee Retention-Work Life Balance: A Cyclical ContinuumIOSR Journals
This document summarizes a study on the relationship between effective leadership, employee work-life balance, and employee retention. It discusses how leadership styles can help balance employees' work and personal lives, leading to improved employee retention. The study presents different leadership theories and styles, and analyzes how they may impact work-life balance and retention. Specifically, it suggests that participative leadership approaches that balance task and employee orientation can foster understanding and job satisfaction, while autocratic styles focused solely on tasks may increase productivity but not retention. The document concludes that synchronized leadership considering employees' capabilities can help identify and retain talented staff.
This document summarizes a research study that examined the relationship between impression management and stakeholders' satisfaction at car servicing firms in Nigeria, and the moderating role of environmental dynamism. The study used a survey design to collect data from 109 car servicing firm owners/managers. Results found a positive and significant relationship between impression management and stakeholders' satisfaction. However, environmental dynamism was shown to weaken the strength of this relationship. The study concluded that car service entrepreneurs should effectively manage impressions to build a good image and satisfy stakeholders, while also adapting to changes in the dynamic business environment.
A study on the relationship between leadership styles and leadership effectiv...Alexander Decker
This document summarizes a study on the relationship between leadership styles and leadership effectiveness in Malaysian government-linked companies (GLCs). It provides background on GLCs and leadership effectiveness. Leadership styles examined include transformational, transactional, and passive/avoidant styles. A survey was conducted of 325 leaders in GLCs using the Multifactor Leadership Questionnaire to assess relationships between styles and effectiveness. Results found transactional leadership was the most demonstrated style. Transformational and transactional styles positively correlated with effectiveness measures, while passive/avoidant styles negatively correlated or had low correlation.
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.
This document discusses and compares three main types of leadership styles: authoritarian, democratic, and laissez-faire. The authoritarian style involves high levels of control by the leader over team members. The democratic style values participation and unanimity through involving all team members. The laissez-faire style gives team members freedom and leaves them to work independently with little direction from the leader. It also briefly mentions transactional, transformational, and paternalistic styles as other potential types.
Thomas Cravens has over 14 years of experience as a social worker in Wisconsin. He has worked as a social worker for hospice care and in facilitating patient discharges and transitions of care. Cravens is skilled in collaborating with interdisciplinary teams, advocating for patients, and ensuring quality healthcare. He aims to expand access to local resources and provide emotional support for patients and caregivers.
Mac Kenzie Resume Gero Social Worker V2.7ronmacksj
Ron MacKenzie has over 10 years of experience as a clinical social worker specializing in aging. He holds a Master of Social Work from San Jose State University with a 4.0 GPA and specialization in gerontology. His experience includes providing case management, counseling, and discharge planning at hospitals and long-term care facilities. He is proficient in Spanish and seeks a challenging position as a clinical social worker serving older adults.
Christopher Friedrichs has over 15 years of experience as a registered nurse, including 11 years working in critical care ICUs. He believes in delivering compassionate, patient-centered care using humor to aid in healing. He is skilled in trauma, cardiac, neurological, respiratory, gastrointestinal, infectious disease, and wound care. He has numerous nursing certifications and has experience in emergency rooms, transport, and assisting with autopsies. He received his nursing diploma in 2004.
This document discusses several leadership styles: authoritarian, paternalistic, democratic, laissez-faire, transactional, and transformational. The authoritarian style involves close control and supervision. Paternalistic leadership treats subordinates like family. Democratic leadership shares decision-making with group members. Laissez-faire gives complete freedom to followers. Transactional leadership uses rewards and punishments to motivate. Transformational leadership inspires and transforms followers.
Thomas Cravens has over 14 years of experience as a social worker providing services in correctional facilities, hospitals, and hospice care. His experience includes assisting inmates with reintegration needs, facilitating group programs, and supporting patients and families. Cravens has a bachelor's degree in social work and a bachelor's degree in history. He is a licensed social worker in Wisconsin and has volunteered with several community organizations.
This document discusses the importance of leadership and defines key concepts. It describes leadership as the process of influencing others to work enthusiastically toward achieving objectives. Leadership involves establishing a clear vision, sharing that vision with others, providing knowledge to realize it, and coordinating interests. The document outlines different leadership styles such as autocratic, bureaucratic, charismatic, democratic, and laissez-faire. It also lists characteristics, functions, and importance of effective leadership, and distinguishes the differences between managers and leaders.
This thesis examines the relationship between perceived leadership styles (classical, transactional, visionary, organic) and employee engagement, and explores how this relationship is moderated by employee characteristics (need for achievement, equity sensitivity, need for clarity). The thesis includes a literature review on leadership styles, employee engagement, and potential moderating variables. Research hypotheses are developed and tested using survey data from employees. The findings provide insights into how different leadership styles relate to employee engagement for certain types of employees.
This document provides information about a management development training on using behavioural competencies. It outlines the trainer's experience and qualifications. The training will cover management styles, behavioural competencies, and developing specific competencies. Trainees are asked to identify which management styles and personality traits apply to them and their teams. They will also choose a competency to further develop and identify activities and support needed. The goal is to help trainees apply what they learn to their jobs and continue practicing and developing their skills.
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.
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.
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.
The Effect of Transformational Leadership, Organizational Commitment and Empo...inventionjournals
The aim of this conducted study is to analyze the effect of transformational leadership, organizational commitment, empowerment of organizational citizenship behavior and managerial performance at PT. Cobra Direct Sale Indonesia. Analyzing the effect of organizational citizenship behavior on managerial performance at PT. Cobra Direct Sale Indonesia and analyze the influence of transformational leadership, organizational commitment, empowerment of managerial performance through organizational citizenship behavior at PT. Cobra Direct Sale Indonesia. The population in this research is manager of PT. Cobra Direct Sale Indonesia spread over 24 provinces which consist of 150 people. Sampling method used in this study using census. The analysis method used is descriptive analysis and Structural Equation Modeling (SEM). The result of research shows that transformational leadership, organizational commitment and empowerment give influence to organizational citizenship behavior and managerial performance of PT. Cobra Direct Sale Indonesia. Organizational citizenship behavior gives influence to managerial performance of PT. Cobra Direct Sale Indonesia. Transformational leadership, organizational commitment, empowerment gives effect to managerial performance through organizational citizenship behavior of PT. Cobra Direct Sale Indonesia
This study examined the impact of leadership style on organizational performance in selected Nigerian banks. Sixty bank employees completed a survey assessing their managers' leadership styles and organizational performance. Results showed that transformational, autocratic, and democratic leadership styles positively correlated with organizational performance, while charismatic, transactional, and bureaucratic styles negatively correlated. The study concluded that transformational and democratic leadership should be employed by banks to improve performance in a competitive environment.
A Study on Impact of Internal Mobility on Organisational Performance: A Case ...IJLT EMAS
The document discusses a study on the impact of internal mobility on organizational performance at Automotive Axles Pvt Ltd in Mysuru, India. It begins with an abstract that introduces the topic and objectives of understanding how internal mobility of employees directly or indirectly impacts organizational performance.
The methodology section describes the research design, which includes a descriptive study using questionnaires, observations, discussions and company records as primary and secondary data sources. A sample size of 50-60 employees will be used with a non-probability convenience sampling method. Statistical tests like reliability, correlation, regression and factor analysis will be conducted to analyze the relationship between internal mobility as the independent variable and organizational performance as the dependent variable.
The literature review covers several past
Leadership Styles of Managers and Employee’s Job Performance in a Banking Sectoriosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
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.
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.
This study examined the impact of leadership style on employee job satisfaction in the hospitality industry. A survey of 300 hospitality employees found:
1) Transactional, transformational, and laissez-faire leadership styles had a significant positive relationship with employee job satisfaction, while the autocratic style had a negative relationship.
2) Factors like empowerment, promotion opportunities, fair pay and rewards, and performance evaluations were important for job satisfaction.
3) Leadership style significantly influenced job satisfaction levels, so implementing the right leadership approach can enhance satisfaction and reduce turnover in the hospitality sector.
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 the role of leadership in increasing employees' motivation and productivity. It explores how leadership impacts employee motivation through factors like ethical leadership, empowerment, and psychological empowerment. Studies show leadership behaviors can stimulate innovative behaviors in employees. The relationship between leadership, employee motivation, and productivity is also examined. Effective leadership is found to enhance employee productivity through supporting, motivating and communicating with employees.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management
This document summarizes a study that examined the relationship between hospital managers' leadership adaptability scores and subordinate job satisfaction. 240 subordinates from hospitals in the southern US participated. The study used Hersey's Situational Leadership Model and Spector's Job Satisfaction Scale. Results found the most common leadership styles were selling and delegating. Participants rated contingent reward as most important for job satisfaction. 60% reported managers had low leadership adaptability scores, while 10% reported high scores and 30% reported moderate scores. The purpose was to examine this relationship to provide recommendations for improving job satisfaction.
Effect of Leadership Styles, Organizational Culture, and Employees Developme...inventionjournals
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
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1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.26, 2014
Transactional Leadership Style and Employee Satisfaction in
Nigerian Banking Sector
DR OMOANKHANLEN JOSEPH AKHIGBE
DEPARTMENT OF MANAGEMENT
FACULTY OF MANAGEMENT SCIENCES
UNIVERSITY OF PORT HARCOURT
RIVERS STATE – NIGERIA
Email: omonakhigbe@yahoo.com Tel: +2348035637832
AJIENKA MERCY FINELADY
DEPARTMENT OF MANAGEMENT
FACULTY OF MANAGEMENT SCIENCES
UNIVERSITY OF PORT HARCOURT
RIVERS STATE – NIGERIA
OLODA OLUWATAYO FELIX
DEPARTMENT OF MANAGEMENT
FACULTY OF MANAGEMENT SCIENCES
UNIVERSITY OF PORT HARCOURT
RIVERS STATE – NIGERIA
Abstract
This study investigated the effect of transactional leadership style on employee satisfaction in selected banks in
Rivers state of Nigeria. The sample for this study consisted of 160 employee from the 20 selected banks. The
data for this research was collected using the questionnaire and interview methods. The Spearman Rank-order
correlation coefficient was used to test the relationships between the variables under review while the multiple
regression analysis was adopted to evaluate the moderating effects of corporate culture on the relationship
between transactional leadership and employee satisfaction. Findings from the study revealed that there is a
positive and significant relationship between all the dimensions of transactional leadership style and employee
satisfaction except passive management by exemption. Based on the findings above it was concluded that
transactional leadership enhances employee job satisfaction. More specifically, it was concluded that contingent
reward and active management by exemption enhances employee satisfaction while passive management by
exemption does not.
Key Words: Employee, transactional leadership, Job Satisfaction, contingent reward, active management by
exemption and passive management by exemption, corporate culture
CONTEXT OF THE PROBLEM
The importance of employee satisfaction in the corporate world cannot be over emphasized especially at this era
of uncertainty where there is intense competition and unhealthy rivalry among organizations. For any
organization to achieve its objectives there must be mutual interaction between organizational leaders
(managers) and their followers (subordinates).
In terms of employees’ effectiveness and productivity the leadership style that characterizes the interaction
between leaders (managers) and their followers (subordinates) is very crucial.
Employees are the workforce of any organization and are responsible for the day to day activities required to
achieve the desired objective of any firm. As Eskildsen & Nussler (2000) put it, employee satisfaction is
impacted by the employees’ perception of their job and the organization for which they work for. Employees’
perception of leadership behaviour is an important predictor of employee job satisfaction and commitment
(Jaskyte, 2004).
The leadership style that characterised any organization is capable of influencing to a great extent the level of
employee performance in that organization. The style of a leader can either motivate an employee to increase his
or her level of performance or discourage employee, which in return can cause decrease in their level of
performance or even lead to high turnover rate. According to Schyns & Sanders (2007), the sources of employee
job dissatisfaction include salary inadequacy, conflicting job demands emanating from leadership style and
absence of promotion prospects. For the purpose of efficiency and effectiveness, result oriented leadership style,
one that contributes positively to employees’ satisfaction and brings about better employee performances,
effectiveness and productivity is clearly desirable (Turner & Muller, 2005).
Several scholars are of the opinion that leadership research needs to pay more attention on the “fundamental
“issues, such as influence processes that characterize leader-follower interaction (Bass, 1990; Hollander &
14
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.26, 2014
Offermann, 1990; Yukl, 1989). Research has also proved that effective leaders must possess the ability to
recognize when to use different tactics of influence as well as the skill necessary to effectively carry out these
influence attempts (Kipnis, Schmidt & Wilkinson, 1980; Yukl & Falbe, 1990; Yukl, 1998; Bolino &Turnley,
2003).
For Moorman and Fetter (1990) superior’s leadership style and subordinates’ job satisfaction are inter-related.
Wrong leadership style is capable of causing negative consequences, which might further triggers the sensitivity
and susceptibility to misunderstanding which may lead to organizational dysfunction such as decrease work
performance, absenteeism and high turnover (Lamude, 1994; Motowidlo, 2003). Therefore, prevention of
subordinates’ negative outcome is imperative visa-vis the use of different leadership styles.
Since organization’s utmost desire is to maximize shareholders wealth as well as create value to customers,
employee’s input in the realization of this desire become very critical, hence the importance of their satisfaction.
Critical elements of the organization, such as employee job satisfaction, employee loyalty, organizational
performance, organizational citizenship behaviour, and employee commitment, have been associated with
leadership styles (Kirkpatrick and Locke, 1996). These results has however been validated by different scholars
across cultures and in different organizational settings (Al-Dmour & Awamleh, 2002). (Javidan & Waldman,
2003). Javidan and Waldman (2003) agrees that in the public domain, charismatic leadership was only modestly
related to motivational consequences. The impact of charismatic/transformational leadership styles on followers’
effectiveness and motivation has also been recorded (Bass & Avolio, 1990; 1994). Despite these growing
research on the topic of our study, employee attitude towards their work especially in the Nigerian work
environment still shows a great degree of lack of job satisfaction.
Literature on transactional leadership style and employee satisfaction in the Nigerian banks still remains scanty.
It is on this premise that the researchers’ wishes to investigate the relationship between transactional leadership
style and employee job satisfaction in the Nigerian work environment with reference to selected Nigerian banks
in Rivers State.
Conceptual Model of Research
Figure 1.1: A Framework for Analyzing the Relationship between transactional leadership style and employee
satisfaction.
Moderating
Variable
Dependent
Variable
Source: Conceptualized by the researchers
This conceptual framework tries to present a hypothetical relationship between the dimensions of transactional
leadership (contingent reward, active management by exemption and passive management by exemption) and
employee satisfaction. Transactional leadership style is the independent variable while employee satisfaction is
the dependent variable. It is assumed that corporate culture might moderate the relationship between the
independent and the dependent variables.
15
Objective of the Study
The purpose of this study is to ascertain the relationship between transactional leadership style and
employee satisfaction. More specifically this study seek to:
Altruism
Conscientiousne
ss Civic Virtue Culture
Contingent reward
Active management
by exemption
Passive management
by exemption
Independent
Variable
Employee
Satisfaction
3. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.26, 2014
i. Ascertain the relationship between contingent reward and employee satisfaction.
ii. Examine the relationship between active management by exemption and employee satisfaction.
iii. Ascertain the relationship between passive management by exemption and employee satisfaction.
iv. Find out if corporate culture will moderate the relationship between transactional leadership style and
16
employee satisfaction.
Research Questions
The research questions for this study are as follows:
i. What is the relationship between contingent reward and employee satisfaction?
ii. What is the relationship between active management by exemption and employee satisfaction?
iii. What is the relationship between passive management by exemption and employee satisfaction?
iv. Will corporate culture moderate the relationship between transactional management style and employee
satisfaction?
Research Hypotheses
For the purpose of this study, the following hypotheses were formulated.
Ho1 There is no significant relationship between contingent reward and employee satisfaction.
Ho2 There is no significant relationship between active management by exemption and employee
satisfaction.
Ho3 There is no significant relationship between passive management by exception and employee
satisfaction.
Ho4 Corporate culture will not moderate the relationship between transactional leadership style and
employee satisfaction.
LITERATURE REVIEW
This subheading is for review of relevant literature.
Transactional Leadership Style Defined
Transactional leadership: This leadership style otherwise known as managerial leadership pays attention to the
social interactions or transactions between leaders and followers. It focuses on the role of supervision,
organization, and group performance; transactional leadership describes a style of leadership in which the leader
champions compliance of the followers through both reward and punishments. As oppose to Transformational
leadership, transactional leaders are however not optimistic about change in the future; they rather keep the
status quo (let things remain the way they are). Transactional leaders are fault finders, as they always find a way
of tracing faults to the employee. Transactional leadership is better adopted in crisis and emergency situations,
as well as when work need to be carried out in a specific fashion. Transactional leaders conduct their business
by identifying the needs of their followers and bestowing rewards satisfying these needs for certain appropriate
performances (Arnold, 1998).
The leader's freedom to act is constrained by the followers` perception of him or her.
Followers will only show the demanded behaviours when they experience ascertain authority and ability in the
leader as well as contingencies in rewards (Bass, 1985).
Leaders motivate their subordinates through observing their performances and reacting to errors and failures.
A transactional leader takes cognizance of the needs of followers and facilitates negotiation with them so as to
meet their needs. A transactional leader will do all it takes for his followers to meet targets.
Employee Satisfaction
Employee Satisfaction is simply the way and manner people feel about their jobs and the different aspects of
their jobs (Spector, 1997). Spector opined that employee job satisfaction is an important concern in every
organization since it focuses on both humanitarian and utilitarian perspectives. According to the humanitarian
perspective, people deserve to be treated fairly and with respect. The utilitarian perspective proposes that
employee or job satisfaction can lead to employee behaviours that affect organizational functioning and
performance.
Herzberg (1959) in his contribution to work behaviour stated that those factors he tagged hygiene which include
supervision, salary, company policy and administration, relationship with peers, working conditions, personal
life and security as well as motivation factors which include recognition, responsibility, achievement and the
work itself all have a direct impact on job satisfaction.
Dimensions of Transactional Leadership Style
The following dimensions of transactional leadership have been identified as contingent reward, management by
exception—active, and management by exception—passive, and laissez-faire in line with Bass (1995) leadership
style different theoretical components:
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Contingent Rewards: Contingent reward: this is the degree to which a leader arranges constructive
transactions with followers: The leader is very clear about his expectations and he establishes the rewards for
meeting these expectations. The leaders clarify what is expected from followers and what they will receive if
they meet expected levels of performance.
Active Management by Exception: generally, management by exception is the degree to which a leader takes
corrective action on the basis of results of leader–follower transactions. As noted by Howell and Avolio (1993),
the difference between management by exception—active and management by exception—passive lies in the
timing of the leader’s intervention. Active leaders monitor follower behaviour, anticipate problems, and take
corrective actions before the behaviour creates serious difficulties. Passive leaders wait until the behaviour has
created problems before taking action. The leaders focus on monitoring task execution for any problems that
might arise and correcting those problems to maintain current performance levels.
Passive Management by Exception: Transactional leaders intervene only when performance is not
commensurate with expectations. Punishment is used as a response to unacceptable performance. Passive
management-by-exceptions– leaders tend to react only after problems have become serious to take corrective
action, and often avoid making any decisions at all (Bass, 1995)
METHODOLOGY
Research Design
This study is a descriptive research and thus, requires the quasi-experimental design research design. This is
particularly so as it is the most appropriate for research in the administrative sciences (Baridam, 2001), where the
researcher has no control over variables in the sense of manipulating them.
This was chosen after a critical look at the nature of the problems. More specifically, the cross sectional survey
was adopted since it takes a snapshot at a situation and analyses it. It will be relevant to note that the cross
sectional survey or the survey design is a process whereby standardized information is collected from a
representative sample of a particular group or population. The survey instrument was designed in such a way that
meaningful results were achieved. The cross sectional survey has become popular in social/administrative
science research for many reasons including: i) it is budget and time effective, ii) it is perceived to be more
anonymous and, iii) it allows respondents time to think about the questions.
Operational Measures of the Variables
In order to ensure that a meaningful analysis was carried out for the purpose of providing clarity in
understanding, an operational definition of the variables in this study is given. This will help to indicate the
meaning of the variables, as it is functionally applied in the study and how numerical values were assigned to
them.
Measurement is the assignment of numbers to events or objects according to rules that permit important
properties of the objects or events to be represented by properties of the number system. The key to this
definition is that properties of the events are represented by properties of the number systems. The rules by
which the numbers are assigned to the events determine how useful the measurement is.
According to Adams and Johnson (1985:6), it is very important in statistics to know how a set of observation is
measured because this will influence the method of analysis. On his part, Baridam (2001) observed that no single
operationalisation of research production will satisfy everyone. Inevitably, matters of judgment and preference
often intrude so as to compound the problem of measurement. The only assessment to a contribution to science
must come from within the respective specialty for only members of the particular specialty are sufficiently
competent to judge the significance of a scientific contribution to their field (Blume and Sinclair, 1993 in
Baridam, 2001).
Like many other constructs in the field of management, however, transactional leadership and employee
satisfaction have been conceptualized and measured in several ways.
However, for our present purpose only measuring instruments with confirmed validity and reliability were used
to measure the different variables included in the study.
Independent Variable:
The independent variable for this study is Transactional leadership style. The dimensions of transactional
leadership include: Contingent reward, Active management by exception and. Passive management by
exception. These components of transactional leadership were measured by Multifactor Leadership
Questionnaire (MLQ) developed by Bass (1985). See appendix
Dependent Variable:
The dependent variable for this study is employee satisfaction. Employee satisfaction was measured by the
Minnesota satisfaction questionnaire developed by Weiss.
The moderating variable in this study is corporate culture. The moderating role of corporate culture in
the relationship between the independent variable (transactional leadership) and the dependent variable
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(employee satisfaction) was assessed by means of the corporate culture questionnaire offered by Denison,
(1990). The dimensions of this variable as suggested by Denison, (1990) include: involvement index,
consistency index, adaptability index, and mission index.
DATA PRESENTATION AND ANALYSIS
This subheading presented the analysis of data collected from the top and middle level manager in banks under
study in Rivers State.
Table 1: Showing the age distribution of the respondent.
Age Frequency Percentage (%)
30-45 38 36
46-60 42 40
61-above 26 24
Total 106 100
Source: Research Data, 2014
Table 1 shows that 38(36%) of the respondents are between the age group of 30-45 while 42(40%) are between
the age group of 46-60 and 26(24%) are of the age group of 61 and above.
Table 2: showing the gender of the respondent
Gender Frequency Percentage (%)
Male 71 67
Female 35 33
Total 106 100
Source: Research Data, 2014
Table 2 shows that 71(67%) of the respondents are male, and35 (33%) are female these let us to know that
majority of the managers are male.
Table 3: Showing the educational qualification of respondents
Educational Qualification Frequency Percentage (%)
B.Sc/ HND 57 54
MBA/MSC 43 41
PHD/ABOVE 6 5
Total 106 100
Source: Research Data, 2014
Table 3 note that the respondents have 57(54%) BSC/HND qualification, MBA/ MSC qualification 43(41%),
and 6(5%) Ph.D and above.
Table 4: Showing the job status of respondents
Job Status Frequency Percentage (%)
Junior 61 57
Senior 45 43
Total 106 100
Source: Research Data, 2014
Table 4 shows us that 45(43%) of the respondents are senior managers and 61(57%) of the respondents are
junior managers.
Table 5: Showing the number of years the respondents have worked for the firm.
Years Frequency Percentage (%)
0-10 61 58
11-20 32 30
21 years and above 13 12
Total 106 100
Source: Research Data, 2014
Table 5 shows that 61(58%) of the respondents have worked for the firm for 0-10 years, while 32(30%) have
worked for 11-20 years and 13(12%) have worked for 21 years and above.
TESTING OF RESEARCH HYPOTHESES
The research hypotheses were tested using the Spearman Rank Order Correlation and was analyzed using the
SPSS statistical package version 17.0 as shown below:
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HO1: There is no significant relationship between contingent reward and employee satisfaction .
Table 6: Showing Hypothesis One Test Result
Correlations
19
Contingent
reward
Employee
satisfaction
Spearman's rho Contingent reward Correlation Coefficient 1.000 .976**
Sig. (2-tailed) . .000
N 72 72
Employee
satisfaction
Correlation Coefficient .976** 1.000
Sig. (2-tailed) .000 .
N 72 72
**. Correlation is significant at the 0.01 level (2-tailed).
The SPSS table 6 revealed that: Spearman’s rho is 0.976** and Probability is 0.000 this showed that: There is a
significant relationship between contingent reward and employee satisfaction. P < 0.05 level of significance.
Decision Rule: when p < 0.05 accept the alternate hypothesis and reject the null hypothesis.
HO2: There is no significant relationship between active management by exemption and employee
satisfaction.
Table 7: Showing Hypothesis Two Test Result
Correlations
Active management
by exemption
Employee
satisfaction
Spearman's rho Active management
by exemption
Correlation Coefficient 1.000 .953**
Sig. (2-tailed) . .000
N 72 72
Employee satisfaction Correlation Coefficient .985** 1.000
Sig. (2-tailed) .000 .
N 72 72
**. Correlation is significant at the 0.01 level (2-tailed).
The SPSS table 7 revealed that: Spearman’s rho is 0.985** and Probability is 0.000 this showed that: There is a
significant relationship between active management by exemption and employee satisfaction. P < 0.05 level of
significance. Decision Rule: when p < 0.05 accept the alternate hypothesis and reject the null hypothesis.
HO3: There is no significant relationship between passive management by exemption and employee
satisfaction.
Table 8: Showing Hypothesis Three Test Result
Correlations
Passive
management by
exemption
Employee
satisfaction
Spearman's rho Passive management by
exemption
Correlation Coefficient 1.000 .212
Sig. (2-tailed) . .000
N 72 72
Employee satisfaction Correlation Coefficient .212 1.000
Sig. (2-tailed) .000 .
N 72 72
**. Correlation is significant at the 0.01 level (2-tailed).
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The SPSS table 8 revealed that: Spearman’s rho is 0.212 and Probability is 0.000 this showed that: There is no
significant relationship between passive management by exemption and employee satisfaction. P < 0.05 level of
significance. Decision Rule: when p < 0.05 accept the null hypothesis.
HO4: Corporate culture will not moderate the relationship between transactional leadership style and
20
employee satisfaction.
Table 9: Showing Hypothesis Four Test Result
Correlations
Control Variables
Transactional
leadership
Employee
satisfaction
Corporate culture Transactional leadership Correlation 1.000 .921
Significance (2-tailed) . .000
Df 0 69
Employee satisfaction Correlation .921 1.000
Significance (2-tailed) .000 .
Df 72 0
The SPSS table 9 revealed that: The Spearman’s rho partial correlation is 0.921 and Probability is 0.000 this
showed that: There is a positive significant relationship between corporate culture, transactional leadership and
employee satisfaction. P < 0.05 level of significance. Decision Rule: when p < 0.05 accept the alternate
hypothesis and reject the null hypothesis.
DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
Discussion of Findings
The Spearman’s rank order correlation coefficient analyzed using statistical package for social sciences version
17.0 (SPSS) revealed that: for hypothesis one; There is a significant relationship between contingent reward and
employee satisfaction. This is in conformity with the findings of (Bass. 1990). They found a positive relationship
between the dimensions of transactional leadership and employee satisfaction.
Hypothesis Two revealed that: There is a significant relationship between active management by exemption and
employee satisfaction. This is in conformity with the findings of Ryan (1995). He found a positive relationship
between active management by exemption and employee satisfaction.
Hypothesis Three revealed that: There no significant relationship between passive management by exemption
and employee satisfaction. This is in conformity with the findings of Organ and Ryan (1995). They found no
relationship between passive management by exemption and employee satisfaction.
Hypothesis Four revealed that: There is a positive significant relationship between corporate culture,
transactional leadership and employee satisfaction. This is in conformity with the findings of (Bateman et al,
1991) they agreed that corporate culture moderates the relationship between transactional leadership style and
employee satisfaction.
Conclusion
Based on the study discussion of findings, the following conclusion was made:
Transactional leadership style enhances employee satisfaction. More specifically,
i. Contingent reward significantly enhances employee satisfactions within the Nigeria work environment
and the banking system to be specific.
ii. Active management by exception significantly enhances employee satisfactions within the Nigeria work
environment and the banking system to be specific.
iii. Passive management by exception does not enhance employee satisfactions within the Nigeria work
environment and the banking system to be specific.
iv. Corporate culture plays a major moderating role in the relationships between the independent variable
(Transactional leadership style) and the dependent variable (employee satisfaction).
Recommendations
Based on the discussions and conclusions above, the following recommendations are made:
Firstly, mangers should take steps to ensure that they offer contingent rewards, inducements and favours to the
employees in exchange for their contributions at work as this is capable of enhancing their job satisfaction.
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Secondly, enterprise managers should ensure that they find the appropriate combinations of the leadership styles
that would achieve the organizational goals together with the individual targets or objectives of the employees as
this is capable of enhancing their job satisfaction
Finally, too much use of punishment as a response to undesirable performance should be reduced in order to gain
the confidence of employees.
Suggestions for Further Research
The impact of transactional leadership on a broader range of work-group or organizational-level criterion
variables should also be examined.
21
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APPENDIX
TRANSACTIONAL LEADERSHIP BUB-SCALE:
Contingent Reward
i. Provides me with assistance in exchange for my efforts.
ii. Discusses in specific terms that is responsible for achieving performance target.
iii. Makes clear what one can expect to receive when performance goals are achieved.
iv. Expresses satisfaction when I meet expectations.
v. Makes innovative suggestions to improve department
Active Management By Exception
i. Focuses attention on irregularities, mistakes, exceptions and deviations from standards.
ii. Concentrates his/her full attention on dealing with mistakes, complains and failures.
iii. Keep track of all mistakes.
iv. Direct my attentions to failures to meet standards.
Passive Management By Exceptions
i. Fails to interfare until problems becomes serious.
ii. Waits for things to go wrong before taking action.
iii. Shows that he/she is a firm believer in ‘if it ain’t broke down don’t fix it’.
iv. Demonstrates that problems must become chronic before I take action.
EMPLOYEE SATISFACTION SUB-SCALE:
1. Being able to keep busy all the time
2. The chance to work alone on the job
3. The chance to do different things from time to time
4. The chance to be somebody in the community
5. The way my boss handles his/her workers
6. The competence of my supervisor in making decision
7. Being able to do things that don’t go against my conscience
8. The way my job provides for steady employment
9. The chance to do things for other people
10. The chance to tell people what to do
11. The chance to do something that makes use of my abilities
12. The way company policies are put into practice
13. My pay and the amount of work I do
14. The chances for advancement on this job
15. The freedom to use my own judgment
16. The chance to try my own methods of doing the job
17. The working conditions
18. The way my co-workers get along with each other
19. The praise I get for doing a good job
20. The feeling of accomplishment I get from the job
CORPORATE CULTURE SUB-SCALE:
Involvement index
i. Most people in this company have input into decisions that affect them
ii. Cooperation and collaboration across functional roles is actively encouraged in this organisation
Consistency index
i. There is a high level of agreement about the way that we do things in this company
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ii. Our approach to doing business in this organisation is very consistent and predictable
Adaptability index
i. Customers’ comments and recommendations often lead to changes in this company
ii. This organisation is very responsive and changes easily
Mission index
i. This company has a long term purpose and direction
ii. There is a shared vision of what this organisation will be like in the future
All the four dimensions of corporate culture listed above were measured on a 5- point Likert type scale. The
response mode ranges from 1-5 where: 1 = strongly disagree; 2= agree; 3=neutral; 4=agree; and 5= strongly
agree.
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