Impact of transformational leadership, human capital, and job satisfaction on organizational performance in the manufacturing industry
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Author(s)K. M. Anwarul IslamLink to ORCID Index: https://orcid.org/0000-0002-5305-6724
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Md. Fakhrudoza BariLink to ORCID Index: https://orcid.org/0000-0002-0560-2444
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Sami Al-KharusiLink to ORCID Index: https://orcid.org/0000-0003-4129-743X
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Abul Bashar BhuiyanLink to ORCID Index: https://orcid.org/0000-0003-1763-124X
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Md. Faisal-E-AlamLink to ORCID Index: https://orcid.org/0000-0002-7341-7945
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DOIhttp://dx.doi.org/10.21511/ppm.21(3).2023.31
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Article InfoVolume 21 2023, Issue #3, pp. 382-392
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- 651 Views
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186 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
This study aims to examine the factors that affect organizational performance in the manufacturing industry of Bangladesh. This study identifies transformational leadership, human capital, and job satisfaction as significant determinants of organizational performance. The analysis focused on the employees of diverse manufacturing organizations in Bangladesh treated as the targeted population. The data collection was conducted using a survey methodology, wherein a questionnaire was distributed to the participants via postal mail along with a cover letter to enhance comprehension. The ultimate sample consisted of 294 participants, obtained from a pool of 400 individuals who were sent survey questionnaires. The response rate for the survey was 73.5%. Furthermore, a significance level of 5% was employed to assess the hypotheses, and the data pertaining to the research objective of this study were analyzed using SPSS software. The study results indicate that organizational performance is significantly influenced by transformational leadership, human capital, and job satisfaction. These three independent variables explain (R2) 59.6% variance in organizational performance. It is also found that transformational leadership (β-value = 0.443) has the highest impact on the organizational performance of manufacturing firms. This study provides implications for organizational management to improve long-term organizational performance.
- Keywords
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JEL Classification (Paper profile tab)D23, J24, M12
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References37
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Tables6
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Figures1
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- Figure 1. Research framework
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- Table 1. Sources for developing a survey questionnaire
- Table 2. Reliability and validity analysis
- Table 3. Demographic information
- Table 4. Correlation results (Pearson)
- Table 5. Model summary of regression analysis
- Table 6. Regression coefficients
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The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan
Shaker Al-Qudah ,
Abdallah Mishael Obeidat ,
Hosam Shrouf ,
Mohammed A. Abusweilem
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.19
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 219-230 Views: 3157 Downloads: 3257 TO CITE АНОТАЦІЯPerformance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations.
The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions. -
Industrial development in Saudi Arabia: disparity in growth and development
Anis Ali
doi: http://dx.doi.org/10.21511/ppm.18(2).2020.03
Problems and Perspectives in Management Volume 18, 2020 Issue #2 pp. 23-35 Views: 2954 Downloads: 1002 TO CITE АНОТАЦІЯIndustrial development in any nation plays a vital role in the strengthening of the economy and employs human resources as per specifications and directly towards the mainstream of the nation. In Saudi Arabia, there was rapid industrialization for four decades. Some manufacturing industries performed well, while some internal and external business environment factors influenced the others’ performance. The study focuses on historical development, as well as recent trends of well-performing and poor-performing industries of Saudi Arabia. Small manufacturing industries in Saudi Arabia are underdeveloped and need more attention to attain sustainable and progressive growth rate in the form of the number of establishments to enjoy the potential. Manufacture of tobacco, computer, electronics and optics, pharmaceuticals and transport equipment are the deprived and underdeveloped industries of the manufacturing sector. There should be some easy credit schemes for the development of deprived or underdeveloped manufacturing industries. To attain sustainable growth and development of the manufacturing sector, a positive attitude of the government towards underdeveloped manufacturing industries, favorable labor laws, and entrepreneurial awareness, technical and financial assistance are necessary. The growth and development of the manufacturing sector of Saudi Arabia will be helpful in the attainment of goals of Vision 2030.
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The relationship between employee well-being and organizational trust in the context of sustainable human resource management
Vaida Jaskeviciute , Asta Stankeviciene ,
Danuta Diskiene ,
Julija Savicke
doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 118-131 Views: 2611 Downloads: 1678 TO CITE АНОТАЦІЯAs the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.
