Management Training and Development: A Leadership Strategy to Performance Management and Job Satisfaction in Kenyan Universities (Published)
Kenya’s university lecturers are generally highly educated. Their capacity to carry out their mandate effectively and their recognition as essential assets to society and world – class institutions depend on their training, experience, commitment and quality of their productivity (Republic of Kenya, 2007). Specific mechanisms ought to be put in place to address the lecturers’ wellbeing, to ensure their motivation, retention and productivity. The author of this paper opines that university management is tasked with the responsibility of facilitating their staff training and development in order to bridge any existing gaps or shortcomings and sharpen their skills. The rationale for training in the work context being to better hone the abilities or skills of the individual and satisfy the short and long term manpower requirements of the organisation. This paper thus focuses on management training and development as a strategic tool to performance management and job satisfaction among Kenyan universities. The study employed convergent parallel mixed methods design with census, random and systematic sampling techniques to select the respondents. Purposive sampling was also used to select information-rich cases. A target population of 2,773 members of university management and lecturers in the chartered public and private universities with their main campuses in Rift Valley Region of Kenya was considered from which a sample of 605 participants was obtained. Questionnaires, interview and document analysis guides were used for data collection. Qualitative data was thematically analysed while quantitative data was analysed using descriptive statistics, Pearson correlation coefficient, independent-samples t-test, One-way ANOVA and regression coefficients, with the use of the Statistical Package for Social Science (SPSS) version 20. The study found that training and development exhibited the strong association with lecturers’ job satisfaction and performance management in the selected Kenyan Universities. For attainment of higher levels of job satisfaction and performance, the study recommended enhancement of training and development programmes in the Universities.
STUDYING THE RELATION BETWEEN SELF-LEADERSHIP WITH JOB SATISFACTION AND PERFORMANCE IMPROVEMENT (Published)
Purpose: Customer satisfaction in modern organizations requires employees’ job satisfaction that can be led to performance improvement in the organization. In this regard, self-leadership and strengthening of it among the employees and managers can facilitate this issue. Purpose of the present paper was to study the relation between self-leadership with job satisfaction and performance improvement. Methodology: Ninety two employees of the Economic Affairs and Finance Organization in Kermanshah province were studied for data collection among whom eighty seven were prepared to respond to research questions. The applied tools included standard questionnaire of self-leadership, job satisfaction and performance improvement and statistical techniques such as t-value test, confirmatory factor analysis and structural equations using SPSS and Smart PLS software were utilized for data analysis. Findings: The results revealed that self-leadership has a positive and significant effect on job satisfaction and performance improvement (p< 0.05). Also behavior-oriented and natural reward strategies have a significant relation with job satisfaction while the relation between constructive thinking strategy and job satisfaction is not significant. Similarly the significant relation between job satisfaction and each component of performance improvement has been confirmed. Hence, it is recommended to managers to help employees utilize self-leadership as an incentive for job satisfaction and thus performance improvement by trying towards self-direction and spontaneity so that organizations act better in adapting with dynamic environments and remain stable in the competitive world.
IMPACT OF JOB SATISFACTION ON EMPLOYEE TURNOVER-AN EMPIRICAL STUDY OF AUTONOMOUS MEDICAL INSTITUTIONS OF PAKISTAN (Published)
The Health sector in the Pakistan is facing many problems to provide the Health facilities to the masses spread over the country. The most challenging problem is the shortage of Doctor’s as compared to the population. Most of the professional Doctor’s prefers to serve in the abroad instead to serve in Pakistan. There are the many determinants of turnover in the Health Department. The objective of this study is to investigate the factors such as Pay, Promotion, Job Safety and Security, Nature of the Work that effect the job satisfaction level and that are the cause of turnover of employee’s in the Autonomous Medical Health Institutions in the Pakistan. The factors of job satisfaction are such as Pay, Promotion, Job Safety and Security, Nature of the Work. The sample of the research is consist of 200 doctors, nurses, administrative and accounts staff working in Autonomous Medical Health institutions in the Punjab. Out of total 270 Questionnaires distributed in the Autonomous Medical Institutions of the Punjab 200 were received back and used for analysis. For data analysis/results the SPSS 20.0 is used.
Today we are living in a global economy. Computer based information system has changed the scenario of business. SHRIS is a system that has completely re-engineered the management style. Managers are termed as knowledge workers today. SHRIS has brought revolutionary changes in performing different strategic human resources tasks like recruitment and selection, training and development and it leads to job satisfaction, employee empowerment and promotions ,business process reengineering, more involvement in decision making. The main aim of this research is to highlight the impact of Human resources information system and strategic Human resources Management on organizational performance. Human resources information system has a strong relationship and positive impact on various strategic human resources management decisions whereas organizational performance depends on Strategic Human resources management.
Keywords: Business Process Re-engineering, Employee empowerment, Human resources information system, Job Satisfaction, Recruitment & selection, Strategic Human resources information system, Strategic Management, employee promotions, training and development
IMPACT OF EMPLOYEE JOB SATISFACTION ON THEIR PERFORMANCE… A CASE STUDY OF BANKING SECTOR IN MUZAFFARGARH DISTRICT, PAKISTAN. (Published)
Everybody knows that successful implementation of any strategic objective depends on the inspiration and hard work of the company employees. Researches indicate that satisfied employees are the major asset and source of any bank for successful achievement of its short-term and long-term objectives. The present study investigates the link between job satisfaction with the job salary package, job security, and reward system, and impact of this satisfaction on employees’ job performance in banking sector of Muzaffargarh District, Pakistan. Data is gathered randomly from sample of 150 employees selected from 10 branches of different banks situated in Muzaffargarh District. Descriptive statistics have been applied to check the relationship between two variables (job satisfaction and job performance. The results of study indicate that the relationship between job satisfaction and job pay package, job security, and reward system is positively correlated. And the impact of this satisfaction is direct and significant on employees’ job performance.
HUMAN RESOURCE POLICY AND JOB SATISFACTION OF EMPLOYEES IN KNOWLEDGE-BASED ENTERPRISES: A COMPARATIVE STUDY OF THE INDIGENOUS AND EXPATRIATE TEACHING STAFFS OF KAMPALA INTERNATIONAL UNIVERSITY, UGANDA (Published)
This paper describes the differences in human resource policies and job satisfaction among the indigenous and expatriate staffs of Kampala International University (KIU). The researcher employed a case study and causal comparative research design in which self-administered questionnaires were used to collect data from a sample of 138 respondents. Data was analysed using the statistical package for social scientist (SPSS), and in particular, using means and the independent t-test. The study revealed a low variation in human resource policies of (r2 value 14% and Sig. 0.032) between the indigenous and expatriate academic staffs of KIU. However, a significant differences in job satisfaction was reported (r2 value 62% and Sig. 0.017) among the two groups which in favour of the expatriate teaching staff. The researchers attributed this to variation in the reward policy, thereby concluding that, although the HR policies at KIU a slightly different among the indigenous and expatriate teaching staff, job satisfaction is significant different, which attributed to differences in the reward policies of the university. This study therefore, recommends that the university management streamlines the rewards policy to create a sense of equity and fairness amongst its teaching staffs. This will increase job satisfaction among the indigenous teaching staffs, which will consequently increase productivity in the university as whole.