This study provides empirical evidence on executive compensation and bank performance. The objective of this study is to examine the influence director compensation, CEO compensation, chairman’s compensation and CEO ownership on bank performance. This study employed a quantitative and longitudinal research design in which secondary data were collected from the quoted banks in the Nigeria Stock Exchange from 2012 to 2016. Multiple regression technique, descriptive statistic, Pearson correlation matrix, Variance Inflation Factor for multicollinearity and Breusch-Pagan-Godfrey Heteroskedasticity test for heteroskedasticity in the regression results the data analysis are performed using EViews 8.0 econometric software. The empirical results show that director compensation has a negative and insignificant influence on bank performance measured by return on equity, CEO compensation has a positive and a significant influence on bank performance, chairman compensation has a negative and a significant influence on bank performance, CEO ownership has a positive and insignificant influence on bank performance while the control variable, firm size has positive and insignificant influence on bank performance. The study recommended that quoted companies in Nigeria should be more concern of CEO ownership and compensation as it had a negative impact on the performance of the organization. The study recommends that quoted banks in Nigeria should be more concern of chairman’s compensation due to it negative influence on bank performance. The study also suggests that remuneration drive CEO motivation to enhance performance.
Influence of Organizational Culture, Transformational Leadership, Compensation and Career Development on Job Satisfaction and Their Implications on Employees Turnover Intention of Pt Kalbe Farma Tbk (Published)
This study examines the effect of organizational culture, transformational leadership, compensation, and career development on job satisfaction and its implications for turnover intention, in employees of PT Kalbe Farma Tbk. The instrument used in this research is a questionnaire to 100 respondents, then analyzed descriptively and quantitatively. Descriptive analysis in this study is used to provide an overview of the characteristics of respondents and an overview of research variables. In contrast, quantitative analysis conducted by SEM – PLS (Partial Least Square) will test the hypothesis in this study. Based on the results of the analysis in this study, the results obtained are that:1) Organizational Culture has a positive effect on Job Satisfaction; 2) Transformational Leadership has a positive effect on Job Satisfaction; 3) Compensation has a positive effect on job satisfaction; 4) Career development has a positive effect on job satisfaction; 5) Organizational Culture has a negative effect on Turnover Intention; 6) Transformational Leadership has a positive effect on Turnover Intention; 7) Compensation has a negative effect on Turnover Intention; 8) Career Development has a negative effect on Turnover Intention; 9) Job Satisfaction has a negative effect on Turnover Intention.
Citation: Chrisna William, and Setyo Riyanto (2022) Influence of Organizational Culture, Transformational Leadership, Compensation and Career Development on Job Satisfaction and Their Implications on Employees Turnover Intention of Pt Kalbe Farma Tbk, Global Journal of Human Resource Management, Vol.10, No.1, pp.1-16
Alternative Options in Building Workers’ Incentives: Effects On Job Satisfaction and Performance in Local Context (Published)
Incentives are motivators and highly critical in determining positive feelings and work behaviour in different contexts and satisfaction often depends on its relevance to felt needs of workers. The uncritical adoption of foreign schemes in local contexts has distanced reward strategies from employees’ needs and demands alternative strategies. The study tested innovative incentives and relationships with satisfaction and performance of employees in a local enterprise using 50 participants (74% males). A reliable instrument, aggregate α=0.74 was used to gather information and inferential statistics used for analysis. Inferential statistics were used to run the analysis. Results of the study showed that traditional and nontraditional incentives significantly determine employee job satisfaction, (p < 0.01). With regards to effects on performance, traditional incentive was significant, (p < 0.01), while nontraditional incentive failed to predict performance. Although results suggested that traditional and nontraditional incentives remain key determinants of satisfaction, only traditional incentives could influence performance. The test of positive feelings as a factor in performance was highly significant. The paper, therefore, suggests that additional studies should be carried out in order to validate the innovative model for best practices in incentives design and administration in local contexts.
Human Resource Management Practices and Their Effect on Employee Turnover in the Hotel Industry, Ghana (Published)
The broad aim of the study was to assess human resource management practices and their effects on employee turnover in the hotel industry in Cape Coast and Elmina. Precisely, the study sought to determine the influence of workforce demographics on turnover, assess human resource management practices that account for turnover and analyse the relationship between human resource management practices and employees intention to quit in the hotel industry in Cape Coast and Elmina. This study adopted the descriptive cross-sectional design. The sample size was determined by using by Krejcie and Morgan (1970) sample size table. In all, 196 non-managerial employees were sampled. The systematic random sampling technique was used in selecting participants. The main instrument used for the collection of data was questionnaire. Data was analysed using measures of central tendencies. Additionally correlation analysis was conducted to establish the relationship between variables. This was set at 95 percent significant level. The findings divulged that compensation boost employees morale and loyalty; hence management should institute measures to provide adequate motivation in the form of prompt payment of salary, allowances, and rewards to hardworking employees.
RELATIONSHIP BETWEEN EMPLOYEES MOTIVATION & CUSTOMER SATISFACTION- A CASE STUDY OF SELECTED BANKS IN PAKISTAN (Published)
In the present cut throat competition of business in Pakistan, keeping the faithful customers footings has become a major issue for the management of all types of companies. Few segments particularly of services Industry where the there is very high human participation in rendering the services; companies are trying to perk up the service standards to secure and maintain the loyal customers. In present era, the retention of existing customers has become more important even than the new customers. The reason for is that the markets are being saturated very quickly due to increasing number of participants and the competitors are fighting for the same shrinking piece of pie. This improvement in service quality is based on the hypothesis that motivate and professionally well-equipped employees are the significant customer satisfaction indicators. To assess the validity of above stated supposition, this research has selected banking sector as population and chosen three Banks namely: Askari Bank Ltd., Bank Al-Habib Ltd., Habib Metropolitan Bank Ltd. as sample of this research study.The objective of this study is to understand and evaluate the main drivers of employee motivation in banking sector of Pakistan and their impact on customer satisfaction. Primary Data has been used in this study and it was collected through structured questionnaire. The reliability and consistency of primary source i.e. questionnaire was tested through Cronbach’s Alpha, whereas the author has applied Correlation and Regression technique for data analysis with Chi-Square Test for additional support to the results. Based on the rigorous literature review, survey instrument designing purified by help of pilot study, the results revealed that employee’s motivators are Compensation, Working Environment, Job Design, Staff Trainings and Performance Management System.