Editorial

Editoria

Stimulating creative behaviors in the work environment: influences of employee engagement, authentic leadership, and human capital factors on employee creativity

This paper investigates employee engagement, authentic leadership and human capital factors’ influences on the creative behaviors of bank employees within Nigeria’s banking industry. This investigation’s sample was taken from a selection of banks (Guarantee Trust Bank Plc, First Bank Plc, and United Bank For Africa Plc) across the Lagos and Ibadan cities of Lagos and Oyo States, Nigeria. This paper adopts a survey study approach, and questionnaires were randomly circulated. However, out of the 300 questionnaires distributed, 273 were fit to be used for the research and analyzed via statistical packages for social sciences (SPSS vs. 26). The current findings suggest that the younger the bank employees, the more creative they are. The higher their educational level and work experience, the more creative they are within Nigeria’s banking industry. The current investigation further established that employee engagement and authentic leadership significantly and positively influence creativity amongst employees within Nigeria’s banking industry. Therefore, the management of the Nigerian banks needs to consider spurring of employees’ sense of belonging and engagement to help stimulate and nurture their creativity. They should also consider essential authentic leadership training for their managers to help them discharge their leadership functions, related to the positive development of their subordinates’ creative behaviors and the human capital factors in stimulating employee creativity

The effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors

This study assesses the effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors within Nigeria’s work organizations. The study’s sample was taken from nine work organizations in Lagos and Oyo States of Nigeria. The nine work organizations were selected from Nigeria’s financial, manufacturing, and service industries. These work organizations are Guarantee Trust Bank Plc, First City Monument Bank Plc, Full Range Microfinance Bank Limited, Seven-up Bottling Company Plc, Isoglass Industries Nigeria Limited, Atlantic Textile Company, Pixels Digital Services Limited, Pacesetters transport Services Limited, and IBFC Alliance Limited. Nevertheless, this paper has applied a cross-sectional survey approach, of which the present researcher randomly disseminated the survey forms (questionnaires). However, out of 450 questionnaires, 432 were fit for research and analyzed with statistical packages for social sciences (SPSS vs. 27). The current results established significant joint and independent negative effects of employee voice, perceived leadership integrity, and work-related curiosity on counterproductive meeting behaviors within Nigeria’s work organizations. The management of work organizations ensures adequate and consistent encouragement of employee voice by allowing employee expressions, suggestions, making the employee feel important, and rendering listening ears. They should also train and inspire leaders who stimulate and exemplify leadership integrity. Furthermore, the management of work organizations should inspire employee curiosity as it relates to their work

A strategic reposition of the maritime industry for economic recovery and sustainability : “The Cabotage Act”.

The Cabotage Law came into force in April, 2004 (Cabotage Act, 2003) aimed at reserving the costal shipping for Nigeria nationals. In essence, the system of maintaining domestic shipping industry is being regulated by the Cabotage Law. This involves the merchant fleet, and the protection of the environment and bio-diversity. The study is of the view that if the Cabotage Law is properly implemented; Nigeria will be able to maintain jobs and skills in an industry that is vital to its future. Lack of knowledge about the maritime sector could be the basis for the very poor response that it has generated from investing public. The oceans are as old as the maritime trade and dates back to the beginning of recorded time. Nigeria can only negate the development of its maritime potentials at its own peril especially taken into consideration here expensive maritime resource

Sustaining organizational performance and employee wellbeing in the 4IR: the impact of leadership 4.0, PSYCAP, and high-performance HR practices

This paper investigates perceived leadership 4.0, psychological capital (PsyCap), and high-performance human resource practices (HPHRPs) for sustainable organizational performance (OP) and employee psychological wellbeing (EPW) in business organizations.This investigation’s sample was obtained from twenty (20) organizations in Nigeria’s and Ghana’s financial, manufacturing, and service industries. Hence, this comparative study espoused a cross-sectional survey method. Nevertheless, from the 500 surveys floated, two hundred and forty-six (246) surveys were retrieved in Nigeria and two hundred and forty-three (243) in Ghana. A total of four hundred and eight-nine (489) were fit for analysis, done with Statistical Packages for Social Sciences (SPSS v.27).This paper confirms that Leadership 4.0, PsyCap, and HPHRPs independently and significantly increase and sustain excellent organizational performance and employee psychological wellbeing.This paper further notes that Leadership 4.0, psychological capital, and HPHRPs greatly and jointly influence the sustainability of organizational performance and employee psychological wellbeing. Hence, work organizations in Nigeria and Ghana, particularly Ghana, are advised to consider and assume the appropriate leadership styles, such as Leadership 4.0 for the varied circumstances and contests from the fourth industrial revolution. Moreover, employers in Nigeria and Ghana, particularly Nigeria, should always encourage positivity in their employees, using organizational support and positive psychology programs. Besides, the management and leaders in work organizations in Nigeria and Ghana should adopt human resource practices that make employees perceive that their organizations adopt the method of value enrichment, where they are taken as an essential resource for reasonable sustenanc

THE EFFECTS OF DOWNSIZING ON EMPLOYEE COMMITMENT IN THE FREIGHT MANAGEMENT SERVICES IN ZIMBABWE

AbstractDownsizing is viewed as a deliberate and systematic organisational reduction of workforce to cut costs and improve performance. There has been ongoing turmoil in the employment relations fraternity for the past few decades, exacerbated by global economic recessions and the need for organisations to adopt new technologies. The effects manifested in organisations’ widespread use and acceptance of downsizing globally. This paper aimed to investigate the untold effects of downsizing on employee commitment in Zimbabwe’s freight management services. Efforts were made to establish implications of the downsizing strategies that organisations in Zimbabwe used, and how employees in freight management services perceived the effects of downsizing on employee commitment. In addition, the present study aimed to identify challenges that employees and organisations faced throughout the downsizing process. The paper adopted a mixed-method research approach. The study found that downsizing was significantly caused by financial crises faced by most organisations in Zimbabwe. Conversely, the results of this study suggested that there was no significant relationship between downsizing and the organisational need to adopt new technologies in Zimbabwe. Interestingly, the study’s findings identified a positive shift in employees’ continuance commitment towards downsizing organisations in Zimbabwe. It was found also that employees remained committed to downsized organisations in Zimbabwe owing to fear of losing their income and a lack of alternative employment.  It was also noticed that employees in the freight management services organisations in Zimbabwe suffered detrimental psychological effects such as depression and mental breakdown during and after downsizing. Some recommendations were proffered to reduce the negative effects of downsizing on employees at the Zimbabwe’s freight management services

Non-financial employer-branding and workforce impetus: the mediating effect on the banking sector

Due in large part to their involvement in operationalizing the business aims and strategies of organisations, workers are currently the most valuable tangible asset. It takes efficient, unbiased, and fair employer-branding systems to boost productivity and accelerate the growth of these workforces. This study therefore explores non-financial employer branding and workforce impetus. Through a descriptive research method, data was gathered through a questionnaire set, distributed to the members of staff from Guaranty Trust Bank within the Amuwo Odofin Local Council District in Lagos State, Nigeria. The population is given as 1026. The rationale for the selected bank/branches, staff, and geography are based on factors, such as its capital base, number of years in service, and proximity. By applying the Bill Godden formula, a sample size of 264 was computed. A 5-point Likert scale questionnaire-set was manually distributed to the respondents to collect data. A five 5 % probability level of significance was applied as a decision rule when analysing the data using the regression statistica tools. The results reveal the existence of a significant and positive relationship between non-financial employer branding and workforce impetus. Thus proposing implications for policy by asserting that the human capital unit must exercise caution when implementing non-financial employer-branding in the firm's incentive structure because only a limited number of these elements can meaningfully increase staff commitment at work. Thus, its implementation within a biased framework or system would be inefficient and ineffective

Brain drain and African development : any possible gain from the drain?

Everyday, Africa loses her best academics, scientists, doctors, nurses, accountants, and other sought after professionals, through brain drain, into other richer countries. The question is: Why? The impact of the problem is to the detriment of development of the African continent. It also seems to be a continuous issue without any trend of ceasing. This paper explores the nature, effects (positive and negative) and reason for the brain drain in Africa. What can African countries do to minimize the problem or the impact thereof? The aim of this paper, with some models illustrating the subject matter, is to explore the nature and effects of brain drain on African development and ultimately pinpoint possible positive perspectives of brain gain from the drained brains

Adaptive performance in the 4IR: the impacts of organizational learning and resilience

This research investigates the impacts of organizational learning and resilience on adaptive performance within the banking industry during the 4IR. This study implemented a cross-sectional survey approach, having its sample (250 employees), purposively obtained from five (5) Lagos State of Nigeria’s banks. These five (5) banks are First City Monument Bank Limited, Zenith Bank Plc, United Bank for Africa Plc, Guarantee Trust Bank Plc, and First Bank of Nigeria Plc. The current researchers encouraged voluntary participation and guaranteed respect for related ethical matters. Two hundred and forty-six (247) surveys were successfully retrieved and suitably utilized. Data recovered was cleaned and analyzed with Statistical Packages for Social Sciences (SPSS vs. 28). This paper confirms that organizational learning and resilience independently and significantly increase and sustain positive adaptive performance. This investigation also found that organizational learning and resilience significantly and jointly impact adaptive performance. Hence, management within Nigeria’s banking industry should consider adopting more organizational learning programs and exercises for the varied circumstances and contests from the fourth industrial revolution. Moreover, the management and leaders within Nigeria’s banks should adopt human resource practices that cultivate the mastering of transformative activities, making the most disruptive surprises that potentially impend organization survival in the fourth industrial revolutio

EFFECTS OF GLOBALISATION ON EMPLOYMENT RELATIONS WITHIN THE FILM INDUSTRY IN SOUTH AFRICA

Globalisation has been perceived as the integration and spread of information, processes and technology across organisations and nations. It has accelerated transformation and change in organisations, with the effect of strengthening or, as the case may be, weakening employment relations within organisations. Globalisation has been characterised by a rise in the use of casual employees, decentralisation and continuous advancement in technology, which ultimately affects employment relations. Therefore, this paper sets to explore the effects of globalisation on employment relations in South Africa’s film industry. The current investigation adopted a qualitative research approach, which was carried out in an organisation within the film industry in the city of Johannesburg, South Africa. Purposive sampling was used to collect data from ten employees at various levels in the organisation. Data was obtained by means of semi-structured face-to-face interviews with the research participants. The findings revealed that the effects of globalisation are twofold, as it has both positive and negative effects on organisations. From a positive perspective, it was found that globalisation has helped to promote inclusive workplaces, effectively manage tensions and conflict in the workplace, and improve communication between parties in the employment relationship. Furthermore, it was discovered that interactions between management and employees have increased since globalisation. Conversely, the current findings uncovered that there are increasing tensions in the employment relationship. There is also evidence of less training to workers in the film industry. The findings further revealed that using casual employees in the film industry has increased, and many of them are confronted with several challenges, as they do not get the same benefits that their counterparts in permanent employment receive. Hence, generally, this paper’s outcome could be used in organisations to address some of the negative effects of globalisation in respect of relationships in the workplace, particularly in the film industryg