Organizational Behaviour

The study examined the effect of Business Process Reengineering (BPR) resources on the performance of brewing firms in Nigeria. Following the Kassahun’s (2012) BPR perspectives, the study grouped BPR resources into financial, human and technological resources. A sample of 746 employees was randomly selected from a population of 3500 from five brewing firms quoted in the Nigerian stock exchange. The Likert-type instrument of five-point scale used for data collection has a Cronbach alpha coefficient of 0.85. The percentage frequency was used to examine the baseline information of BPR variables in brewing firms in Nigeria while OLS regression model analysed the effect of BPR on the performance of brewing firms in Nigeria. The study results showed that financial and technological resources were in adequate usage while human resources were moderate. Also, the performance of brewing firms in Nigeria at present is scored high in the five-point rating. The regression result indicated that BPR resources have 94% significant effect on the performance in brewing firms in Nigeria. Specifically, a positive influence was established such that financial resources (63%) has more influence, followed by human resources (20%) and then technological (19%). This implies that the use of resources is a veritable strategy to enhancing firm performance. Firms that follow the present wave of technological innovations will enhance their competiveness and survival rate. The study therefore concluded that BPR is a veritable tool to enhancing employee satisfaction, team work and cooperation, quality of service delivery as well as attainment of organizational strategic goals in brewing firms in Nigeria. The study however, recommended that firms in the brewing industry and other allied manufacturing firms should employ its resources in an adequately proportionate manner.

Culture is a system of shared meaning held by members that distinguishes the organization from other organizations. This is a set of characteristics that the organization values. It can be summarized that culture is a pattern of beliefs and expectations shared by the organization members. These beliefs and expectations produce norms that shape the behaviour of both individuals and groups within an organization. Every organization has a culture. It has its own cultural norms that constitute the expected, supported, and accepted ways of behaving. These norms are mostly unwritten and tell employees the way things really are. The present study lays stress on the Culture of the health care sector taking into consideration two hospitals i.e. SKIMS and GMC Jammu. The study revealed that SKIMS has a below satisfactory environment for OCTAPACE while as opposite holds true for GMC Jammu. The junior staff of SKIMS is less satisfied with the culture of their hospital in comparison to GMC Jammu.

Stress is a dynamic condition in which individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcomes are perceived to be uncertain. Constraints are barriers that keep employees away from doing what they desire. Constraints and demand can lead to potential stress, when they are coupled with uncertainty about the outcomes potential stress becomes actual stress. In this review stress is considered as an unpleasant emotion which manifests itself through tension, frustration, anxiety, anger and depression. All these emotions are result of different aspects of the working environment and personal lives of the employees. Moreover today the organizations have changed from manual to automated office management. Light of all these spasmodic changes the organizations and the individual alike have to adapt themselves in order to coop with the global challenges for survival. All these challenges consequently lead to occupational stress. The article is designed to highlight different causes and consequences of occupational stress with a view to manage it through individual and organizational approaches.

HRD should help the organization articulate the purpose of the knowledge management and career development. Investing in a knowledge management initiative without a clear sense of purpose is like investing in an expensive camera that has far more capabilities than you need to take good pictures of family and friends. The research study is descriptive in nature and is concerned with describing the characteristics of respondents of Knowledge Management and Career Development. In this study, two stages of random sampling technique were used. Stratified random sampling technique and Simple random sampling technique was used to select the employees of selected companies. This study mainly focuses on impact of career development towards knowledge management in IT industries.

This work examined the effect of talent management on employee productivity in selected banks in Anambra State. The study reviewed relevant conceptual, theoretical and empirical literatures. It was anchored on management process approach and human capital theory. Talent Retention, performance management systems, training and development and talent attraction were employed as the explanatory variables while employee productivity was the dependent variable. The study adopted survey research design. The population of the study comprised 353 staff of the selected banks in Anambra State. The sample size was 353(using the entire population). Questionnaire was employed as the main instrument of data collection. The data generated were analyzed using frequency, percentage analysis, descriptive statistics, correlation analysis and multiple regression analysis. The study found that talent retention had a significant influence on employee productivity. Performance management systems had a significant effect on employee productivity. Training and development had a significant influence on employee productivity and talent attraction had a significant effect on employee productivity. The study concluded that talent management had a significant effect on employee productivity. The study therefore recommended that management should establish talent retention strategies and make them known to all employees. Management and employees should be involved in the entire process of performance appraisal. To enhance employee productivity, it is imperative that the organization focuses on training and development programs that are not only essential but enhance employees’ competitiveness. Programs should be designed by both managers and employees. Talent attraction such as competitive salary packages and rewards should be established as a policy in every organization.

Iran, nowadays, is in dire need of entrepreneurs like never before. Entrepreneurs are the people who use their investments to produce new products or provide services to the public that eventually boost up the level of service to the community, employment and capital assets to avoid stagnation in the economy, which means improvement in the public welfare. The role of the university, as an organization with the tasks of education and training, is very important. Entrepreneurship is a new phenomenon that has played an important role in the economy of developing countries. Entrepreneurship has a key role in the competitive economy based on the current market situations. In this study, the entrepreneurs’ capabilities of entrepreneurship (success-seeking, tendency to take risk, tendency to creativity, internal and external control and independence) have been evaluated and the influence of them in operating a business has been analyzed. The survey method and the questionnaires were used to collect data for this research. Participants in this study were selected from undergraduate students in Islamic Azad University of Tafresh, Iran. The stratified sampling has been used in sampling design and the total number of 220 questionnaires were distributed among the students. The results showed that the scores of entrepreneurial capabilities in students seeking success, tendency to creativity and locus of control were found to be above average and, on the other hand, tendency to take risks and independence were below average.

Organization culture is a set of values that defines what the organization stands for, how it works and what things or activities it considers important. The primary aim of this paper is to analyze the impact of organizational culture on employee satisfaction with respective to Pearl Beverages Limited, Guntur. . Percentage score analysis has been applied to meet the primary aim of this study. The paper argues that organizational culture significantly influences employee satisfaction and performance

Job rotation is a movement of employees from one job to another within the same organization and eventually returning to the original position. Job rotation enables employees to gain additional skills, knowledge and insight about the organization, this in turn helps the organization to fill future vacancies within the organization and reduce turnover. The study accessed the impact of job rotation on organizational performance at Unilever Ghana Limited using Tema branch as a case study. Both primary and secondary data were sourced for the study. The data collected were analyzed qualitatively using descriptive analysis like charts and tables. The major findings of the study were that Unilever Company Limited, Tema has a policy on job rotation and it’s been practiced. The practice of Job rotation in the Company had a moderate effect in helping the company’s performance. The recommendations are that, maximum productivity can be attained when employees are adequately and properly trained and motivated and management should handle issues by identifying and correcting errors, irregularities, personal collusion, safeguarding assets and maintaining a sustainable internal control system by implementing its policy on job rotation system.

Organization need to have set objectives and goals for sustainability and profitability. These can only be achieved through strategic management practices. Mission vision and goal setting in an organization can only give an organization a desired goal to be achieved .this proposal therefore seeks to identify effect of strategic management practices on the performance of an organization. The study general objective is to assess the effect of strategic management practices on the performance of shabelle relief & development organization (SHARDO) Mogadishu Somalia the study specifically sought to achieve this objective through the investigating the effect of strategic direction on performance of shabelle relief & development organization (SHARDO) Mogadishu Somalia, examine the effect of strategic innovation on the performance shabelle relief & development organization (SHARDO) Mogadishu Somalia, establish the effect of strategic communication on the shabelle relief & development organization (SHARDO) Mogadishu Somalia and identify the effect of organization culture on the performance shabelle relief & development organization (SHARDO) Mogadishu Somalia. The study used descriptive research design. The study targeted a population of 128 employees of Shabelle Relief & Development Organization in Mogadishu Somalia. The study sample size was 91 employees of Shabelle Relief & Development Organization in Mogadishu Somalia. Both secondary data and primary data were used in the study. Primary data collected with the aid of questionnaire was edited, analyzed quantitatively using SPSS version 24. Inferential statistics was done with regression analysis model where the researcher tested the correlation between strategy implementation and performances of NGO’s. from the findings, the four independent variables collectively accounted for 77.4% of the variations in organization performance at SHARDO. The study further indicated that organization culture, strategic communication and strategic innovation had a positive and significant effect on organization performance at SHARD.

This study investigates the comparative perception of employees toward their job satisfaction in the selected public and private banks in Dire Dawa City Administration of Ethiopia. The respondent employees have been randomly selected from both banks based on proportion to population size. Primary cross-sectional data was collected from 120 sample respondents through structured questionnaire. Inferential statistics analysis showed that employees of private banks are more satisfied in provision of payment and benefit packages as well as social acceptance and working environment aspect than that of public bank employees. However, regarding to job security, the result indicated that public bank satisfies its employee more than their counterpart. Concerning personal growth and development, employees of private banks reported that they perceive more satisfied than employees in the public banks. Thus, concerned bodies may emphasis on the aforementioned variables to enhance employees’ perception towards job satisfaction in order to receive the efficient services of their employee and to improve overall performance of both banking sectors.