Institutional culture and staff performance: A case study of the banking industry in South Africa
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DOIhttp://dx.doi.org/10.21511/bbs.17(2).2022.05
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Article InfoVolume 17 2022, Issue #2, pp. 47-56
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Although research in the past focused on the direct association between organizational culture and staff performance, the effect of any mediating variable was not fully investigated. Thus, this study aimed to examine the effect of innovation and communication as mediating variables in the association between institutional culture and staff performance.
A quantitative methodology was used to collect data through a survey using an on-line Likert-scale questionnaire. Simple random sampling was used to select 19 employees from two commercial banks in South Africa, which included senior executives, managers, supervisors, administrative staff and cashiers. Since these banks were very similar in size, 10 respondents were selected from Bank A and 9 from Bank B according to the above selection criteria. Both descriptive and inferential statistical analyses were conducted to address the aim of the study.
The findings confirmed that communication and innovation facilitated the relationship between institutional culture and employee performance, which was mediated by innovation and communication. Thus, the leadership of the banks should strategically and effectively employ communication tools to ensure that the institution remains innovative. Furthermore, an innovative culture should be nurtured, which encourages and invites participation by staff.
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JEL Classification (Paper profile tab)M1, M14, G2, G21
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References34
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Tables3
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Figures0
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- Table 1. Communication and organizational culture
- Table 2. Correlation between staff performance and communication
- Table 3. Correlation between employee performance, communication and innovation
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Non-financial factors affecting the operational performance of hospitality companies: Evidence from Vietnam
Trung Kien Phan
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Thi Hong Thuy Nguyen ,
Thu Ha Dang ,
Van Thuan Tran ,
Kim Ngoc Le
doi: http://dx.doi.org/10.21511/ppm.19(4).2021.05
Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 48-62 Views: 9178 Downloads: 1421 TO CITE АНОТАЦІЯNon-financial factors including quality of services, the flexibility of a company, utilization of resources, and market orientation are regarded as significant determinants that enhance the profitability-based performance of a service company or a hotel. The study investigated the interaction between these factors and hotel operating performance measured by the hospitality performance and results indicators. Data on 346 executives of Vietnam’s hospitality companies were collected. A structural equation modeling (SEM) method was utilized to examine the positive-direct and moderating effects of non-financial factors on hotel performance in terms of occupancy rate (OCR), average daily rate (ADR), and the revenue per available room (RevPAR). The findings showed that service quality ( = 0.118, p < 0.05), flexibility ( = 0.173, p < 0.05) and resource utilization (= 0.172, p < 0.05) positively affected the performance of Vietnam’s hospitality companies. Meanwhile, innovation showed no direct influence (p = 0.068) but an indirect impact on the performance through service quality ( = 0.311, p < 0.05). Market orientation did not impact the performance (p = 0.076) but it positively affected both innovation ( = 0.322, p < 0.05) and service quality ( = 0.146, p < 0.05). The study contributed to a theoretical enhancement of the current level of knowledge on the factors that affect the performance and developed a reliable scale for measuring the performance of hotels in Vietnam.
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Exploring fast moving consumer goods (FMCG) small, medium and micro enterprises manufacturers’ need for innovation to achieve growth
Lawrence Mpele Lekhanya ,
Nze Grace Olajumoke ,
Dorasamy Nirmala
doi: http://dx.doi.org/10.21511/ee.08(2).2017.01
Environmental Economics Volume 8, 2017 Issue #2 pp. 8-16 Views: 5575 Downloads: 1172 TO CITE АНОТАЦІЯThe purpose of this paper is to investigate the problems of the sustainable development, to explore the level of innovation in the fast moving consumer goods (FMCG) manufacturing SMMEs sectors, which most affects on the state of the environment, to identify the causes of low innovation in the industry and to examine these factors influence on the effectiveness of SMMEs manufacturers innovation strategies, as well as to invent a new innovation strategic approach to overcome innovation problems in the economic growth of fast moving consumer goods SMMEs manufacturers. The study is aimed to determine the level of innovation and factors contributing to low innovation in fast moving consumer goods (FMCG) SMMEs manufacturers, which hinder their economic performance. Mixed approach of quantitative and qualitative questionnaire is used for primary data collection. Sample consists of 120 SMMEs. Statistical Package for Social Sciences (SPSS) (23.0) was employed for data analysis. The study results are presented with figures and diagrams. This study will be a useful tool for general public and relevant stakeholders in this sector.
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Influence of employee-manager relationship on employee performance and productivity
Nosipho Pearl Dlamini ,
Sachin Suknunan ,
Anrusha Bhana
doi: http://dx.doi.org/10.21511/ppm.20(3).2022.03
Problems and Perspectives in Management Volume 20, 2022 Issue #3 pp. 28-42 Views: 3318 Downloads: 697 TO CITE АНОТАЦІЯOrganizational performance can be seen as dependent on employee job performance and productivity. One of the factors that influence employee job performance and productivity is the working relationship between employees and their managers. This paper examines the influence of the relationship between employees and their managers on enhancing employee performance and productivity. The study was conducted in a financial organization based in Durban (South Africa). A quantitative approach was utilized with a census method targeting a total population of 40 administrative employees. A questionnaire was constructed based on the research aims and was administered to all 40 respondents. As a result, the response rate was 65%. Key findings indicated that the relationship between managers and employees did affect employee performance and productivity. A positive relationship with a manager is closely linked to increased motivation and performance, while a negative relationship is linked with poor performance. An overall negative impact and high level of dissatisfaction amongst employees were found due to the current bureaucratic management style that managers adopt in their organization. Thus, it makes employees less productive and decreases their work performance. Furthermore, it was found that employees’ perception of their relationship with managers plays a significant role in predicting job performance. Recommendations for a better working relationship to promote employee performance and productivity include manager-employee training, team building activities, skills development programs for managers, employee rewards and recognition, increased communication platforms, and more consideration for employee well-being.
