Work Environment and Employee Performance in Deposit Money Banks: Evidence from Ondo State, Nigeria (Published)
This study investigates the effect of the work environment on employee performance among Deposit Money Banks (DMBs) in Ondo State Nigeria, with specific focus on physical, psychological, social, and organisational dimensions. A survey research design was adopted, and primary data were collected through structured questionnaire administered to employees of selected DMBs in Ondo State. Three hundred and two (302) valid responses were analysed using descriptive statistics and multiple regression techniques. The findings reveal a strong and positive relationship between the work environment and employee performance, with the combined dimensions of the work environment explaining a substantial proportion of the variation in performance outcomes. The results further show that the physical work environment has a positive and statistically significant effect on employee performance, while the psychological work environment emerges as the most influential predictor. This underscores the importance of intrinsic factors such as recognition, job autonomy, job security, emotional wellbeing, workload balance, and opportunities for growth in enhancing employee effectiveness. The organisational work environment also demonstrates a significant positive influence, highlighting the critical role of leadership practices, organisational policies, communication systems, and workload management. In contrast, the social work environment, although positively associated with employee performance, does not exhibit a statistically significant direct effect, suggesting that its influence may operate indirectly through psychological and organisational mechanisms. Overall, the study provides robust empirical evidence that employee performance in DMBs is strongly shaped by the quality of the work environment, particularly psychological and organisational conditions. The study contributes context specific evidence to the literature on work environment and performance and offers practical implications for bank management and policymakers seeking to enhance productivity, service quality, and organisational sustainability in the Nigerian banking sector.
Keywords: DMBs, Employee Performance, Nigeria, Work Environment, organisational environment, psychological environment
Human Resource Management Practices and Employee Performance Among Academic Staff of Private Universities in Ondo State, Nigeria (Published)
Human Resource Management (HRM) practices are vital for optimizing employee performance, particularly in academic institutions where human capital plays a central role in achieving organisational objectives. Despite their importance, the implementation of HRM practices in private universities in Ondo State, Nigeria, is often constrained by limited financial resources, competition from public institutions, and a shortage of qualified Human Resource (HR) professionals. Against this backdrop, this study investigated the effect of key HRM practices compensation and benefits, training and development, performance management, and promotion on the performance of academic staff in private universities within the state. A survey research design was employed, and data were gathered from a sample of 385 academic staff selected through stratified random sampling from a population of 568. The sample size was determined using the Taro Yamane formula. A structured questionnaire served as the primary instrument for data collection. Descriptive statistics (mean and standard deviation) were used to summarize the data, while multiple regression analysis was employed to examine the relationships between the variables. The findings revealed that all four HRM practices had statistically significant and positive effects on employee performance, with compensation and benefits exerting the most substantial impact, followed by promotion, training and development, and performance management. The results highlight the strategic importance of HRM practices in enhancing teaching, research, and administrative effectiveness among academic staff. The study concludes that strengthening HRM practices is crucial for improving employee outcomes in private universities. It recommends that university management prioritize regular and equitable compensation, transparent and merit-based promotion, continuous professional development focused on pedagogy and technology, and performance appraisal systems that support institutional goals.
Keywords: Employee Performance, Human Resource Management Practices, Nigeria, Performance Management., Private Universities, compensation and benefits, training and development
Mentorship and Internship in Training of Employees for Performance in Public Junior Secondary Schools in Kenya (Published)
Junior secondary schools’ employees’ pedagogical knowledge is limited due to restrained application of disciplinary competence, psycho-pedagogical competence, physical competence and methodical competence which affect their performance, hence the need for constant training. The researchers established the effect of mentorship and internship on employee performance in public junior secondary schools in Trans Nzoia East Sub County, Kenya. The study was anchored on Balanced Score Card Model. Descriptive research design was used and the target population was 423 Teachers service commission employees who comprised 417 junior secondary schools’ employees, five curriculum support officers and teachers service commission Sub County Director. To arrive at a sample of 204, Yamane formula was used. There were six teachers service commission officers hence a census was used. Stratified & simple random sampling method was utilized in choosing research participants. The researcher gathered primary data by structured questionnaire thereby producing quantitative data & qualitative data. Pilot study using 19 employees and two teachers’ service commission officers was done in Trans Nzoia West Sub County to determine validity of research instrument. Internal consistency method was adopted in determining reliability using Cronbach Alpha method. The quantitative data was analyzed using descriptive statistics with the aid of statistical package of social sciences. Descriptive statistics included the use of mean & standard deviation while inferential statistics utilized correlation analysis & multi regression analysis. The quantitative data results were shown in tables while the qualitative data was analyzed using content analysis. The study findings indicated that mentorship and internship had significant effect on employee performance in public junior secondary schools in Kenya. In conclusion mentorship and internship were crucial in determining employee performance. The researchers recommend that there is need for Teacher Service Commission to collaborate with ministry of education in Kenya to formulate training policies meant to address workplace culture and offer specialized training for teachers selected as mentors. These mentors ought to be equipped with essential skills so as to provide professional guidance, emotional support, and constructive feedback to their mentees.
Keywords: Coaching, Employee Performance, Training, mentorship
Leaders’ Personality Traits and Employee Performance in Selected Construction Firms in Abuja (Published)
This study examines the impact of leaders’ personality traits-emotional stability, openness to experience, and conscientiousness-on employee performance in selected construction firms in Abuja, Nigeria. Utilizing a cross-sectional survey design, data were collected from 93 participant across 15 construction companies using structured questionnaires adapted from the Big Five Inventory and Campbell’s Organizational Performance Index. Multiple regression analysis revealed that conscientiousness and emotional stability significantly and positively influence employee performance, while openness to experience does not have a significant direct effect. Conscientiousness emerged as the most influential predictor, underscoring the importance of reliability and goal-oriented behavior in leadership roles. These findings suggest that leadership development programs in the construction industry should prioritize enhancing conscientiousness and emotional stability to improve employee performance and organizational success.
Keywords: Employee Performance, Leaders' personality traits, emotional stability, openness to experience; conscientiousness
Reward Management System and Employee Performance in Nigeria Deposit Insurance Corporation (NDIC), Abuja (Published)
In every organization, employee performance is the fundamental aspect of organizational performance. In realizing that, a very good working reward system well help enhance employee performance. Confusion mostly arises in organization due to administering fair rewards. This study evaluates the “Impact of reward system on employee performance in Nigeria Deposit Insurance Corporation Abuja”. The study adopted the survey research design where questionnaires were administered to the staff of the organization. The sample size of the study was 323 respondents from NDIC Abuja and the response rate was 100%. The study used spearman rank correlation and multiple regression analysis technique to analyze the data collect from the field. The correlation analysis. The correlation analysis showed that correlation was positive in all dimensions of reward system, which implies that reward system and employee performance is positively related. The regression analysis shows that a 1% increase in recognition will lead to a 67.4% increase in employee commitment to work when all variables are held constant. 1% increase in salary will lead to 2.5% increase in employee commitment when held constant and 1% increase in promotion will lead to a 21.8% increase in employee commitment when all variables are held constant. That promotion and recognition have significant impact on employee performance. While salary is positive but statistically insignificant. The study showed that all independent variables have a significant and positive relationship with the dependent variables. This research recommended that promotion of hard-working staff should be accelerated and it also recommended that NDIC should recognize their hard-working staff using techniques like staff of the month, price and gift can be used to recognize hard working staff.
Keywords: Employee Performance, Organizational Performance, Promotion, Reward system
Impact of Strategic Change on Employee Performance: The Moderating Role of Organizational Learning (Published)
Organizations around the world are face with series of challenges in recent times and are forced to take on phases of strategic actions to change into flexible organizations that will be able to deliver quality service at low cost. Owning to inconclusive results of prior studies on the relationship between strategic change and employee performance in the context of Nigeria banking industry. It is this gap that this study aimed to achieve by investigating the impact of strategic change on employee performance in deposit money banks, Abuja, Nigeria. . The study adopted a quantitative cross-sectional survey research design using closed-ended questionnaire of 5-point Likert scale, collecting data from three levels of staff, the corporate managers, business unit managers and the frontline employees. The data collected yielded a 56.4% response rate. SPSS version 27 was utilized to analyze the data collected for descriptive statistics and multiple linear regression analysis was employed to test hypotheses for this study. The results from the testing of the hypotheses led to the rejection of all null hypotheses with p-value of 0.003 (Technology innovation), 0.007 (Organizational culture) and 0.019 (Organizational Learning) based on the significance level of 5% (0.05). Thus, it indicates that the impact of strategic change on employee performance is statistically significant. The result also revealed that organizational learning has a strong influence, as 99% changes in employee performance (adaptive performance) is caused by organizational learning. It is, therefore, recommended that future focus strategic changes should be discussed by professional bodies at every forum so the banks are proactively ready for any change in their business environment. Lastly, the management of deposit money banks should create a generative learning culture that will improve the adaptive capacity of employees to withstand the pervasiveness of the dynamic environment, improve performance and reduce the probability of strategic transformation failure.
Keywords: : strategic change, Employee Performance, Organizational Learning, adaptive performance., technology innovation
Evaluating the Impact of Training and Skill Development Programs on Employee Performance in Banking Sector / Financial Institutions (Published)
In the ever-evolving landscape of the banking industry, the imperative of maintaining a highly skilled and adaptable workforce is paramount. This research undertakes a comprehensive examination of the influence exerted by training and skill development programs on employee performance within private banks. The study endeavors to unravel the intricacies of the relationship between training initiatives, skill enhancement, and overall organizational outcomes. Employing a meticulously crafted mixed-methods approach, combining quantitative surveys and qualitative interviews, this research seeks to provide a nuanced and holistic understanding of the multifaceted dynamics at play. The literature review situates this study within the broader context of research on training programs and employee performance. While existing studies demonstrate a positive correlation between employee training and improved performance, it is acknowledged that the effectiveness of such programs is contingent upon factors such as program design, delivery methods, and organizational culture. The specific nuances within the private banking sector necessitate a dedicated exploration to bridge the current gap in the literature. Methodologically, a mixed-methods approach was employed to capture the richness and depth of the phenomenon under investigation. Quantitative data was gathered through structured surveys distributed among employees who had participated in training programs within private banks. Likert scales were employed to assess perceived improvements in skill levels and performance outcomes. Concurrently, qualitative data was obtained through in-depth interviews with key stakeholders, including human resource professionals and training facilitators, providing a more holistic understanding of the contextual factors influencing program efficacy. Preliminary analysis of the data suggests an overall positive perception among employees regarding the impact of training and skill development programs on their performance. Quantitative results reveal statistically significant improvements in self-reported skill levels and job performance. Qualitative findings enrich the understanding by uncovering the nuanced role of program design, support mechanisms, and organizational culture in shaping the outcomes of training initiatives. The ensuing discussion synthesizes the quantitative and qualitative findings, exploring the implications of the results for human resource management practices and organizational strategy within private banks. This section delves into potential areas for improvement in the design and implementation of training programs, offering actionable recommendations for private banks seeking to optimize the impact of these initiatives on employee performance. In doing so, this research contributes valuable insights to both academic research and the practical realm of human resource management and organizational development within the banking sector.
Keywords: Banking Sector, Employee Performance, Training, financial institutions, skill development programs
Covid-19 Related Stressors and Performance: The Case of Lebanese Employees During the Pandemic (Published)
In the aftermath of Covid-19 and the national lockdown, various firms and companies were obliged to operate remotely from work. This provided several challenges and opportunities to both employees and employers. The reason for carrying this study goes to this new stressful and challenging subject that took over the globe. In this study, the results for the effect of job stress related to the Covid-19 pandemic and employees’ performance in Lebanon will be discussed. The effect of the three main independent stress building factors were measured that includes: perception of safety, job insecurity, and financial loss, which in return reflect on the dependent variable or factor: employees’ performance in Lebanon. The measurement of inferences of these independent job stressors was accomplished by a Google-form survey, with a structured questionnaire. SPSS was the appropriate procedure used to make the inferences of the outcome. The revelation of the analysis depicts that there was no relationship between the perception of safety and the employees’ performance while there was a significance relationship between job insecurity, financial loss, and performance. The study shows and indicates that to reduce the stress and enhance the performance of employees, wherever possible, specifically during a crisis, working operations need to be organized by employers.
Keywords: Employee Performance, Performance, Work Stress, financial loss, job insecurity, perception of safety
Employee training on customer satisfaction: Mediating Role of Employee Performance and the Moderating role of Job autonomy (Published)
This study focused on proposed hypothetical model to explore the association between employee training and customer satisfaction of retail sector in Pakistan, while observing employee performance in mediating role and job autonomy in moderating role. The study was conducted by cross-sectional survey among employees and customers of selected organizations of Rawalpindi and Islamabad cities, respectively. Sample consists of 224 employees and data collection was done by the distribution of structured questionnaires through convenience sampling technique. In statistical analysis to draw conclusions analytical tools such as reliability, correlation, and regression analysis were used. From results it was observed that there was a positive association between employee training and customer satisfaction. Also, the results of the study supported the highly significant mediating role of employee performance on the association between employee training and customer satisfaction. Similarly the results confirmed the moderating role of job autonomy between employee training and customer satisfaction. So it is well concluded that retail companies should introduce training of employees which will enhance their performance and will help them deliver a better customer service and definitely customers will be satisfied. Similarly if employees are well trained, so they will act and work autonomously which will boost customer satisfaction
Keywords: Customer Satisfaction, Customer Service, Employee Performance, Retail Sector, employee training, job autonomy
The Effect of Competency-Based Training (CBT) On Employee Competency and Performance of Emergency Response Directorate of National Board for Disaster Management (BNPB) (Published)
This research aimed to analyze the effect of competency–based training (CBT) on employee competency and performance of emergency responsible directorate of national board for disaster management (BNPB). This research applied multivariate dependency statistic technique. SEM allowed analyzing one or more independent variables with one or more dependent variables. This research applied census method because the population was relatively small and had fulfilled the requirement in which it employed BNPB as many as 60 employees of emergency response directorate who had received CBT program on training of rapid response for disaster management. Competency-Based Training or CBT had significant effect on the competency. CBT for the employees of emergency response directorate had no significant effect on employee performance. Competency had a significant effect on employee performance.
Keywords: Employee Competency, Employee Performance, competency-based training