Organizational Behaviour

India is passing through conclusive due to advancement in science and technology but, at the same time 882 million people of this country are caught in the twilight zone of development and under-development. Despite the fact of viewing human resources as an asset, there is a gloomy side to this issue. An element that has surfaced in the warning single of the world bank as related to India is that by the turn of this century, India will have nearly three-fourths of the world ’illiterate population, on the side we side we have abundance of human resources the brain trust of a nation, and on the other side, we are in a state of emergency to convert the human as an asset,. This is possible only through continuous recycling training and re-training. In the past human resource was treated as a commodity exchanged for wages. It was considered as cogs in the machine. It was hired and fired at will. Large scale un employment and availability of human resources in plenty in developing nations made employers devote less attention to human resources. Today there is a linkage between resource and performance of the organizations in terms of productivity and production. Every organization will grow and derive in the present day environment with the help of its training and development. This research paper is made to know the various training given to the employees in this particular institution for the development of the employees.

Corporate governance model and performance indicators have become subjects of intense debate within and across law, finance and economics. Despite this widespread interest, finding evidence that corporate governance model causes changes in performance indicators has posed a significant challenge. This paper seeks to ascertain whether cross sectional variation between corporate governance model and performance indicators among Nigerian firms. The sample comprises a panel of 40 non-financial firm listed on the Nigerian stock exchange (NSE), covering the period of 2008-2012. The combination of 40 firms for a five-years period provides a balanced panel of 316 observations which can be analyzed using panel data methodology. The performance indicators used in this study is dividend yield. The postulated hypotheses were tested, using the multiple regression analysis. The empirical results suggest that there is a significant positive influence of corporate governance model on dividend cover. The study recommend that corporate governance model should lead to improvements in terms of the decision making process of the companies in Nigeria. Keywords: Corporate Governance Model, Corporate Performance, Agency Theory, Dividend Yield, Nigeria.

Organizational culture is defined as an assembly of traditions, values, procedures, conceptions and attitudes which creates the context of activities in the organization. The purpose of this study is to examine the influence of organizational culture on employee job performance. The study sought to determine the influence of organizational culture on employee performance at Kenya Ports Authority. Specifically it sought to determine the influence of competitive culture, entrepreneurial culture, bureaucratic culture and consensual culture on employee performance at Kenya Ports Authority. A descriptive research design was adopted to carry out the study. The target population for the study was 106 employees working for KPA and the sampling frame was a list of employees obtained from the human resource management department. The study utilized simple random sampling technique to draw a sample of 43 employees from the population under study and used a questionnaire as a tool for data collection. Descriptive statistics measures such as mean and standard deviation were used to analyse the data, while inferential statistics, and particularly regression analysis was used to draw inferences about the population under study. During the study, data was analysed using Statistical Package for Social Sciences (SPSS) version 22 as a tool and analysed data was presented using tables, graphs and charts. Thirty six usable responses were received and analysed. The findings reveal that organizational culture has an influence on employee performance. Competitive culture had a greater influence on employee performance from the four types of culture analysed. The study recommends that management comes up with sound organizational policies that creates enabling environment for employees to exhibit a culture that enhances employee performance.

Social capital as an asset widely important for maintaining health, freshness and empowerment of civil society organizations have been accepted. in this article, relationship between social capital management development in the work environment and in particular the importance of gender in social capital formation examines. although women are continually entering the workplace In the past half century has been growing and economic equality with men in obtaining a long step has been taken, Statistics have shown that women than men in career advancement, Post acquisition and compensation levels of less priority.

A study on EMPLOYEE MOTIVATION USING MASLOW’S THEORY IN PHOTO FILM INDUSTRY . The descriptive research design and convenience sampling has been used to carry out the study, the population size is 712 and the sample size taken is 135 both primary and secondary data were used for the study. The primary data is collected through structured questionnaire. The purpose of the study is to find about to assess the level of employee satisfaction through the motivation provided by the company. This study helps to know the satisfaction level of employees with the motivational factors used by the company. This project had been undertaken by me to find out the needs and wants of the employees. Under this Study a questionnaire which constituted questions relating to the employees expectation. The gathered data had been critically analyzed relating to employee motivations.

Demand for electricity in Kenya is currently growing at a rate higher than the growth in supply. KenGen, as a major player in the electricity sector developed a strategic plan (2008-2015) which if implemented successfully would stabilize the equation for electricity supply and demand in the country, and increase its installed capacity from 912MW to 1510MW by 2015. Implementation of this strategic plan may however dwindle, with most projects running late or stalled. By the end of 2015, KenGen is expected to realize its planned project which when installed capacity figure by nearly 50%. The objective of the study was to determine the challenges affecting implementation of corporate strategies at KenGen. The researchwas to determine to what extent organization culture, resource allocation, organizational preparedness and leadership affect the implementation of corporate strategy at Kengen. The study was carried out in the 5 (five) Ken Gen operation areas in Kenya. The target population was 22 managers and 96 chief officers across the organization. A sample size of 10% was picked using random sampling from the lot of chief officers, and another 10% was picked from the lot of managers. Questionnaires were used to collect data and analysis was done using Statistical Package for Social Sciences (SPSS version 20). Organizational culture, organization preparedness, strategic leadership, and financial resources allocation affected implementation of strategic plans at Kengen. Culturally, poor internationalization of mission and strategic content, lack of participation in making of rules and regulations, affected employees mobilization to executing strategic plans. Organizational preparedness in terms of training, recruitment and timely resource allocation affected corporate strategy implementation. Employee leadership influenced implementation of strategic plans through managerial involvement, employee support, downward communication, conflict resolution, and employee representation in key decision making. The extent to which management committed itself to strategy execution was not satisfactory. This yield employee resistance, meaning that management did not have super support from the shop-floor employees.

Human resource excellence is a comprehensive framework of pivotal values, criteria and superior indices in all aspects of organizational human resources, and helps manager identify their strength and weakness by continuous assessing of activities, trends, processes and human resource outcomes in order to plan for improvement. In this case, HR excellence models are appropriate for assessing the performance of an organization, by which organizations can compare their performance with competitors on national and international scale. Present research is intended to assess HR excellence in Niroo Mohareke Company based on PD model. The statistical population and sample is senior HR managers and consultants of this company. To collect data HR excellence questionnaires was used, and alpha Cronbach coefficient was used for final estimation (?= 0.92). After the questionnaires were handed and collected, the obtained information was analyzed using descriptive and inferential methods. All five HR excellence criteria were evaluated using independent T Student test, correlated T Student test and Friedman test. The findings suggest that all PD criteria are not in a favorable situation, which the least interest is in strategic and personnel planning criterion and the biggest gap between existing and favorable situations correspond to personnel and leadership, respectively.

The contemporary 21st century business environment is facing increased dynamism, which consequently is resulting in a dramatic change and stiff competition among organizations, jockeying for position in order to gain substantial market share. These changes and competitive spirit among participants in the private sector have not only created opportunity for companies to thrive, but have also driven the economy to lane one among developing economies of the World. There is no gainsaying that sustainable competitive advantage is achieved through organizations’ resources, that is why Hoffman (2001) strongly asserts that, competitive advantage is achieved through effective combination of both tangible and intangible resources, assets, including firm management skills, organisational process, information and knowledge it controls. Similarly, Barney (1991) added that in achieving sustainable competitive advantage, firm must motivate its human resources through effective human resources practise such as training and development, recruitment, selection, and of course a fair reward system as seen in performance based pay.

In order to independently and sustainably implement their functions in response to reduced financial support from government, public university management is embracing corporate culture, which has been traditionally associated with the private sector. Given the complexity of the university business environment, this paradigm shift may find itself at variance with increasing local democratisation and internationalisation of higher education. This paper discusses opinions on corporate culture in the management of public universities in the context of their quest for world-class status. A survey design was used to collect data based on 16 total quality management indicators between 2009 and 2010. From a design sample size of 100, a 45% response rate was received. Although these opinions are not based on empirical data, findings show that academic faculty lack the sense of belonging and feel generally marginalised when it comes to key decisions that directly affect them. As such they work for survival’s sake and not out of passion. This work culture entrenches the notion of “brains in the drain”, which inevitably undermines quality assurance in service delivery. This critical review paper argues for deliberate investment into symbiotic management systems as a way of reversing this trend.

The board of directors and management are continually seeking ways to better achieve their visions and improve accountability. A key factor in helping achieve such outcomes and minimize operational problems is to implement appropriate internal controls. Effective internal control also helps in managing change to cope with shifting environments and evolving demands and priorities. Chapter one of this study gives the background information about micro financing, problem statement, objectives of the study stating on what the researcher intends to achieve, research questions to guide the researchers, justification of the research while chapter two is the literature review. The overall objective of the study was to examine the factors influencing internal control in the microfinance sector in Kenya. The specific objectives: The first of them was to investigate how credit management influence internal control, the second aim was to find out the impact of risk management in influencing internal control, the third was to investigate on how monitoring influence the internal control and; lastly was to determine the importance of control activities in influencing the internal control. This study was conducted in Mombasa county and focused on 4 deposit taking MFIs and 6 non-deposit taking microfinance institutions in the region. The study used primary data obtained through the questionnaires provided to different cadre of employees of those institutions. The researcher employed stratified random sampling procedure; systematic random sampling was used to identify the respondents of the study. Quantitative data collected by use of closed ended questions in the questionnaire were edited and checked for completeness and comprehensibility, summarized, coded and tabulated. The study used descriptive statistics in the analysis of demographics characteristics of the respondents and correlation and regression statistics to assess the study variables relating to the factors influencing the effectiveness of internal control in micro finance sector in Kenya with the help of SPSS 21. The study estblished that credit management provides discipline and structure as well as the climate which influences the quality of internal control, risk management enable the identification and analysis of relevant risks associated with achieving the objectives and ensured right personnel for the job are on board, monitoring helps the microfinance institutions to assess the quality of performance of the microfinance over time and finally control activities ensures that qualified and continuous supervision is provided to ensure that internal control objectives are achieved and that completeness and accuracy of information processing.