Employee Engagement Dimensions and Organizational Performance of Selected Microfinance Banks in Abeokuta, Ogun State (Published)
Employee engagement plays a crucial role in boosting organizational performance, but there’s still a lack of solid evidence on how its various dimensions impact the financial, operational, and market performance of Microfinance Banks in Nigeria. This study delved into the connections between physical, emotional, and cognitive engagement and performance at selected Microfinance Banks in Abeokuta, Ogun State. We used a descriptive survey design, distributing 90 questionnaires to staff and successfully retrieving 80, which gives us an impressive response rate of 88.9%. We analyzed the data using a 5-point Likert scale and employed descriptive statistics along with multiple regression in SPSS v26. The findings revealed high levels of engagement: emotional engagement topped the charts with a mean of 3.83, followed closely by physical engagement at 3.73, and cognitive engagement at 3.61. The regression analysis indicated that physical engagement had a significant impact on financial performance, with β = .302, p = .007, Adj. R² = .372. When it came to operational performance, physical engagement emerged as the strongest predictor, β = .386, p = .001, while emotional engagement also played a significant role, β = .245, p = .033, Adj. R² = .315. For market performance, emotional engagement was the standout predictor, β = .421, p < .001, with cognitive engagement also showing significance, β = .208, p = .025, Adj. R² = .288. All null hypotheses were rejected. The study concludes that these three dimensions of engagement are distinct predictors of performance. Emotional engagement is key for driving financial and market results, while physical engagement is essential for operational success. It’s recommended that Microfinance Banks implement a comprehensive strategy: promote staff wellness to boost physical energy, enhance mission alignment to foster emotional connection, and offer training to sharpen cognitive focus, all aimed at improving competitiveness.
Keywords: Cognitive Engagement, Employee Engagement, Financial Performance, Market Performance, Microfinance Banks, emotional engagement, operational performance, physical engagement
Corporate Overheads and Operational Performance of Brewing Firms in Nigeria (Published)
The study examined the effect of corporate overheard on the operational performance of firms in the Brewing Industry in Nigeria. The specific objectives of the study were to ascertain the effect of sales and marketing expenses, administrative expenses, and company income tax expenses on earnings per share of breweries in Nigeria. The study adopted an ex-post-facto research design, covering the period between 2015 and 2022. Secondary data were extracted from the annual reports and accounts of sampled breweries in Nigeria. Multiple regression techniques were used for test of hypotheses. The findings of the study indicate that sales and marketing expenses, administrative expenses, and company income tax expenses do not have a statistically significant effect on the earnings per share of breweries in Nigeria. These non-significant relationships suggest that variations in these expenses do not significantly impact the profitability and financial performance of breweries in terms of their earnings per share. These findings highlight the need for further exploration of other factors that may influence profitability in the brewing industry in Nigeria. The study therefore conclude that corporate overheads does not significantly affect operational performance of breweries in Nigeria. The implication of the finding is that there is a need for breweries in Nigeria to consider a broader range of factors beyond the studied expenses to enhance their profitability and operational performance. The study, therefore, recommends that breweries should consider incorporating additional financial performance indicators, such as return on assets, return on equity, and gross profit margin, to gain a comprehensive understanding of their financial performance and identify areas for improvement. In addition to financial indicators, breweries should focus on non-financial factors like product quality, customer satisfaction, brand reputation, and market share, as these can significantly impact profitability and overall competitiveness. Breweries should analyze all aspects of the value chain, including production, distribution, procurement, and overhead costs, to identify opportunities for cost optimization. Managing cost drivers effectively can improve cost efficiency and enhance financial performance.
Keywords: Earnings per share, Financial Performance, brewing industry, corporate overhead, cost optimization, operational performance