Organizational culture and employee performance: moderation effect of transformational leadership style / Solomon Ozemoyah Ugheoke

The study examined the relationship between organizational culture and employee performance: moderation effect of transformational leadership style. The present study was designed to use a survey research method in studying organizational culture and employee performance: moderation effect of transformational leadership style. The units of analysis were the selected employees of ministry of higher education in Oman. Random sampling procedures was used which consisted of 250 employees drawn from employee identification numbers in the data base of the ministry of education in Oman. Multiple and Hierarchical regression analysis was employed to test the hypotheses. Result showed that supportive and bureaucratic culture has significant positive influence on employee performance. The findings also revealed that innovative culture does not influence employee’s performance in the context of public sector. Additionally, moderating effect of transformational leadership style was found. The study significantly contributes to culture literature by the inclusion of transformational leadership style as a moderator. Another contribution is the relative paucity of research regarding organizational culture and employee performance in the public sector. Hence, enhancing employee’s performance require managers to improve the culture of their organization to match organizations dynamic environment, understanding that certain types of culture and the type of leadership style employed by managers will help to enhance the cohesiveness of members and subsequently their performance. Thus, organizational culture should play a prominent role before employee’s recruitment. Managers should also be concerned with designing meaningful tasks and drawing up plans to promote culture

High performance work system, external environment and high performance organization: moderating effect of organizational culture

In the current business environment, high performance is highly demanded among shareholders. Due to pressure, managers have been compelled to deliver quality output in order to achieve competitive advantage with minimum resources. It is important to adapt ideas and practices from time to time since organizations and environments are continuously improving. Consequently, this study examines the role of high performance work system (HPWS), external environment on high performance organization (HPO). This study also aims to identify the effect of organizational culture on the relationship between HPWS, external environment and HPO. A cross-sectional research design was conducted in this study. Data was collected from 354 SMEs in Nigeria that has spent a minimum of ten years in the business. The research hypotheses were tested using multiple and hierarchical regression analyses. Generally, with a few exceptions, high performance work system (HPWS) is significantly and positively related to the achievement of high performance organization (HPO). Organizational culture plays a significant role in moderating the relationship between HPWS and HPO. The results also show that external environment has significant effects on HPO. On the contrary, organizational culture does not moderate the relationship between external environment and HPO. This study contributes to the enrichment of the literature on HPWS, external environment, organizational culture and HPO by proposing a model that was empirically tested on the validity and reliability in predicting HPO. Lastly, the managerial, policy and theoretical implication are presented. The limitations of the study and suggestions for future study are included in this regard

Strategic human resource management and firm performance in food and beverage SME in Lagos, Nigeria

SMEs are the most important source of economic growth and key ingredient in promoting private sector development in Nigeria. The need for the entrepreneur in venturing into SME is the creation of employment not only to their immediate family members but to contribute to the overall economic development of the society. Therefore, the objective of this study is to examine the relationship between strategic Human Resource management practices and firm performance in food and beverage SMEs in Lagos, Nigeria. Only SMEs in Lagos whose employees are full time staff of the firms and have been in business for a period not less than two years before conducting this study were involved in this study. Due to this, a cross sectional questionnaire survey research design was conducted in this regard. Data were generated from 163 SMEs comprising food and beverages SMEs in Lagos, Nigeria. A number of analyses were conducted using SPSS version19 to analyze the data collected. The findings from the hypothesis tested indicate that there is a significant relationship between SHRM Dimensions (work skills, work knowledge, knowledge sharing, incentive for achieving firm goals, incentive for employee contribution, team cooperation, individual contribution, job fit, and individual fit) and firm performance (intangible and tangible). Thus the study recommends that work skills and individual fit mostly influence intangible firm performance while work skills and job fit are the most significant factor that enhance tangible performance. Finally, both the theoretical and managerial implications are presented and the limitations of this stud

Does Best Recruitment Practice Influences High Performance Organization?

Small and medium scale enterprises (SMEs) are one of the fastest growing and most dynamic sectors in every economy. The industry is highly labour intensive and for that reason effective recruitment is significant for success. However, the issue of best recruitment practice (BRP) in SMEs has been neglected by researchers and practitioners. This study aimed to address this gap by examining the best recruitment practice and the effect on the achievement of high performance organizations (HPO) in SMEs. The analysis was based on a survey of 354 senior managers that had spent ten years and above in SMEs in the Nigerian market. The result showed that BRP had a significant positive impact on the achievement of HPO. This paper provides an insight into the applicability of BRP as well as offers practical help to human resource practitioners embarking on the best recruitment practice in the achievement of HPO. Managers and human resource professionals can use the result of this study to weigh the adaptability of BRP within the context of SMEs in developing economies

The influence of organizational culture on employees’ performance: evidence from Oman

This article focuses on the overview of the student attrition model as well as related theory that are pertinent to student attrition studies. It comprises an investigation into the prominent student attrition models, such as the Undergraduate Dropout Process Model presented by Spady, and Tinto’s Model of Institutional Departure.Then, the focus is on the work by Bean that resulted in the Student Attrition Model, and the Pascarella produced the Conceptual Model for Research on Student-Faculty Informal Contact, as well as an exploration of attrition studies in Malaysian Higher Education. In addition, an initial conceptual research model derived from existing prominent student attrition models was proposed by the researchers for investigation in Malaysian Technical and Vocational Education and Training (TVET) student attrition studies, as well as for academic student attrition studie

Policy Adjustment as a Mediator between Older Workers Retention and Ageing Workforce. A Context for Action in Asia

Over the past decade, HR managers have been much concerned about the demographic changes and advised to take positive approaches to the management of organizations. These changes significantly cause population aging globally, resulting in economic and social challenges. This study aims to examine older workers’ retention, policy adjustment, and the aging workforce in Thailand. Purposive sampling was used to select a total of 520 respondents higher education institutions. We found that despite the call to retaining older workers, the majority of employers exhibit stereotypic attitudes, and finding it difficult to retain and attract older workers. Even though there have been initiatives toward discrimination legislation concerning older workers, however, policymakers should be proactive. Government should need to develop policies that would permit increased levels of older workers’ retention and create better competencies in achieving planned economic goals. Organizations need to adopt strategic approaches to age management and labor unions must show great commitment to the campaign against age discrimination

Antecedents of strategic human resource management practices on intangible firm performance: Analytical investigation of SMEs

In spite of the growing style of literature on strategic Human Resource Management and the undeniable opinion connecting SHRM to organizational performance, empirical research has produced varied results.Addressing these challenges, this study examines the influence of strategic human resource management on intangible firm performance.Data collected from 250 SMEs in Lagos Nigeria was analyzed.Overall, the result showed that SHRM practices has a positive relationship with intangible performance except for knowledge sharing which show no relationship. The findings suggest that not all SHRM practices significantly influence firm performance.Implications of the results for managers as well as researchers were also discussed

Assessing the impact of strategic human resource management on tangible performance: Evidence from Nigerian SMEs

Human resource management (HRM) is the most sustainable competitive advantage of the firm. The study examines the impact of strategic human resource management on tangible firm performance.Therefore, to test this relationship, the study employs cross sectional approach to collect data from a sample of 250 SMEs in Lagos Nigeria.Using multiple regressions, the result shows that strategic human resource management (SHRM) has a significant positive influence on tangible performance.Base on the aforementioned result, the study recommended that implementing these sets of practices within SMEs can induce firms to perform better