The Personnel Management Process: Human Resources Administration.


Purpose
The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste.


Design/methodology/approach
This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation.


Findings
The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees.


Practical implications
Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste.


Originality/value
This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.


/pdf/the-significance-of-employee-behaviours-and-soft-management-1nb220z7.pdf

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Strategies to Reduce High Employee Turnover in Retail Grocery Store by Mustapha Olasunkanmi Sola MBA, Purdue University, 2012 BS, Ogun State, 1998 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration

/pdf/strategies-to-reduce-high-employee-turnover-in-retail-1eg5u9vdek.pdf

Strategies to Reduce High Employee Turnover in Retail Grocery Store

Abstract Customer loyalty continues to be a crucial factor for retail banks in maintaining market share, increasing revenue and profits, and reducing costs in the highly competitive business landscape of today. They consistently strive for innovation to maintain a competitive edge, introducing novel experiences and heightened satisfaction to customers, thereby enhancing customer loyalty. This study aims to examine the effect of service innovation on customer satisfaction and loyalty in the Vietnamese banking sector. The research investigates banking service innovation from three angles: novel service concept, novel service procedure, and novel technological distribution system. To confirm the relationship between concepts and complete the survey questionnaire, qualitative research techniques are employed. Simultaneously, a quantitative research technique (structural equation modeling—SEM) is used to assess the relationship between concepts. The study surveyed 398 clients of Vietnamese retail banks. All dimensions of service innovation, including novel service concept, novel service procedure, and novel technological distribution system, have positive effects on customer satisfaction and loyalty. Customer satisfaction also has a substantial effect on customer loyalty. Finally, it then draws some conclusions and makes some recommendations to retail banks to improve both customer satisfaction and customer loyalty via enhancing service innovation. 

pdf/the-impact-of-service-innovation-on-customer-satisfaction-4cv3ucipyv.pdf

The impact of service innovation on customer satisfaction and customer loyalty: a case in Vietnamese retail banks

Abstract In the past decade, there has been an increase in the studies on employee turnover in Nigeria. The spate of studies is suggestive that employees are not very committed to their jobs in most organisations. Nevertheless, the unemployment rate poses a big constraint to the mobility of labour and thus increases the possibility of disguised commitment. To this end, this study sought to ascertain the major determinants of employee commitment in business organisations. The specific objectives were to investigate the extent to which stunted mobility, extrinsic motivators, intrinsic motivators and organisational climate influence employee commitment, as well as the extent to which respondents’ perception of employees’ commitment relates to socio-demographic variables like age, gender and educational qualification. The population of sthe study consisted of employees of seven multinational companies in Edo, Delta, Bayelsa and Rivers states of Nigeria. The study employed the survey design with a questionnaire serving as the research instrument. Data were analysed using structural equation modelling. The results indicated that stunted mobility, extrinsic motivation, intrinsic motivation and organisational climate are significant motivators of employee commitment. Respondents’ perceptions did not vary with demographic variables. 

/pdf/motivators-of-employee-commitment-at-multinational-1lvb73zb.pdf

Motivators of employee commitment at multinational organisations in emerging economies: Empirical evidence from Nigeria

The objective of the study is to investigate the Impact of Motivational Factors such as extrinsic, intrinsic rewards and social motivational on employee commitment and performance enhancement in profit oriented firms with a focus on selected Brewery Manufacturing firms in Nigeria. Data for this research is obtained from both primary and secondary sources. The sample size for the study is 280 from six (6) Brewery firms. Multiple Regression test was used in testing the two (2) formulated hypotheses. The study findings revealed that motivational factors such as Intrinsic, extrinsic and social motivation have a good relationship with employee commitment and performance enhancement in profit oriented firms especially Brewery manufacturing companies. Other findings were that lack of motivational incentives will lead to employee frustration in these companies. The study recommends that adequate and consistent provision of intrinsic, extrinsic and social motivational incentive packages to staff to facilitate employee commitment and high performance attainment is important at all times. The study also recommended that, establishing organizational objectives and goals by companies is a good starting point by management to know the essential motivational incentives that should be granted to employees for productivity attainment. Introduction Understanding why people do the things they do on the job is not an easy task for the managers. Predicting their response to Management’s latest productivity program is harder yet. Fortunately, enough is known about motivation to give the thoughtful manager practical, effective technique for increasing people’s efforts and performance. Bateman and Snell (1996) and Dugguh (2008) maintained in their respective research endeavor that; organizational objectives/goals are unattainable without the enduring commitments of members of the organization. The degree of commitments and performance is a function of motivation. Motivating employee to perform tasks assigned to them is one of the major problems confronting management and managers. Motivation is one of the several factors that go into person’s performance. Though, motivation is a factor that influence a worker’s performance, it is in short supply and needs to be constantly replenished. Yalokwu (2006) see motivation as forces that energizes, direct and sustain a person’s efforts. Zedeck & Blood (1974) view motivation as an emotion or desire operating on a person’s will and causing that person to act. A highly motivated person will work hard towards achieving performance goals. With adequate ability and understanding of the job, such a person will be committed and highly productive. To be effective motivators, managers must know what behaviors they want to motivate people to exhibit. Organization motivate employee to exhibit; International Journal of Business and Economic Development Vol. 4 Number 2 July 2016 www.ijbed.org A Journal of the Academy of Business and Retail Management (ABRM) 113 Joining the organization; To remain in the organization; To come to work regularly; To perform tasks assigned to them; To exhibit good citizenship behaviors. Robbins (1998) maintains that good citizens of the organization are committed, satisfied employees who perform above and beyond the call of duty by doing extra things that can help the company. The importance of citizenship behaviors may be less obvious than productivity but these behaviors help the organization function smoothly. They also make manager lives easier. It also helps managers motivate employee to engage in constructive behaviors. According to Mullins (1996), the needs and expectations of employees at work can be categorized in a number of ways. These include; Extrinsic motivation – This is related to tangible rewards such as salary and fringe benefits, security, promotion, materials goods, contract of services, the work environment and conditions of work. Such tangible rewards are often determined at the organizational level and may be largely outside the control of individual managers. This is an instrumental orientation to work and concerned to other things. Intrinsic Motivation – This is the psychological rewards such as the opportunity to use one’s ability, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner. The psychological rewards are those that can usually be determined by the actions and behavior of individual managers. This is a personal orientation to work and concerned with oneself. Social relationship – This is referring to things such as friendships, group working and the desire for affiliation, status and dependency. This is a relational orientation to work and concerned with other people. Buchanan and Huczynski (2004) maintains that, a person’s motivation, job satisfaction and work performance will be determined by the comparative strength of these set of needs and expectations, and the extent to which they are fulfilled. For example, some people may make a deliberate choice to forgo intrinsic satisfaction and social relationships (particularly in the short term or in the earlier years of their working life) in return for high economic rewards. Other people are happy to accept comparatively lower economic rewards in favour of a job which has high intrinsic satisfaction and for social relationships. Nwachukwu (2009) maintains that the major problem confronting management of organization is that of motivating workers to perform assigned tasks and to be highly committed to meet or surpass predetermined standards. He emphasized that with adequate motivational factors in place, it will serve as energizing force that will induces or compels and maintains behaviors of employee towards high performance in organizations and contributes to person’s degree of commitment. Daft (2005) emphasized that, to motivate employee for performance, the attributes of effective standards of performance needs to be identified. They include; Standards must be based on the job and not the person(s) in the job. In other words, standards of performance should be established for the job itself – regardless of who occupies the job. Standards of performance must be achievable. Standards must be understood. Standards must be agreed on Standards must be specific and measurable as possible Standards must be time oriented Standards must be written Standards must be subject to change International Journal of Business and Economic Development Vol. 4 Number 2 July 2016 www.ijbed.org A Journal of the Academy of Business and Retail Management (ABRM) 114 Yalokwu (2006) identified performance categories and standards of performance for organizational jobs / tasks, motivated employee are required to adopt. These includes: Work quality Standard: provides accurate, thorough, professional work regularly. Job knowledge Standard: well informed and educated in performing to the level expected for the job Organization and planning Standard: organize, plans, and forecasts work skillfully to meet job needs. Analysis and Judgment Standard: Analyses problem skillfully, use logic and good judgment to reach solutions. Dependability and Consistency Standard: Personally, responsible, steadfast and can be called upon for difficult and pressured challenges. Interpersonal skills Standard: work well with others, get things done with people and keep information open at all levels. Initiative Standard: Helps to determine the needs of the work place; help all to meet the goals. Team work Standard: Coordinates own work with others, seek opinions, values working relationships. Service – centered work Standard: Regularly seek to provide quality service to achieve customer satisfaction. Attendance and punctuality Standard: regularly present and punctual Organizational commitment on the other hand is defined as a state in which an employee identified with a particular organization and its goals and wishes to maintain membership in the organization (Langton, Robbins and Judge, 2010). Professor John Meyer (1993) at the university of Western Ontario and his colleagues have identified and developed measures for three (3) types of commitment. These include; Affective commitment – In this case there is an individual relationship to the organization: his or her emotional attachment to, identification with and involvement in the organization. Normative commitment – This is the obligation an individual feels to staying with the organization. Continuances commitment – This is an individual’s calculation that it is in his or her best interest to stay with the organization based on the perceived costs of leaving the organization. A positive relationship appears to exist between organizational commitment and job productivity, but it is a modest one. Several researches have reveals that, the relationship between commitment and performance is strongest for new employees, and it is considerably weaker for more experienced employees. At the sometimes, there is research evidence demonstrates a negative relationship between commitment and both absenteeism and turnover. Research evidence on a number of companies known with high organizational commitment identified five reasons why employees commit themselves. These include; They are proud of the company’s aspirations, accomplishments, and legacy, they share its values. They know that each person is expected to do, how performance is measured and why it matters. They are in control of their destinies; they savour the high risk, high reward work environment. International Journal of Business and Economic Development Vol. 4 Number 2 July 2016 www.ijbed.org A Journal of the Academy of Business and Retail Management (ABRM) 115 They are recognized mostly for the quality of their individual performance. They have fun and enjoy the supportive and highly interactive environment. (Shore and Wayne, 1993). It is pertinent to note t

Motivational factors as determinants of employee commitment and performance enhancement in profit oriented firms: a survey of selected brewery manufacturing companies in Nigeria

The main objective of the study is to investigate the impact of strategic formulation technique i.e SWOT Analysis and Michael Porters five (5) forces of Industry analysis and adopted strategies at corporate, business and functional levels in accomplishing the goals and mission at Nigerian Breweries Plc and Flour Mills of Nigeria Plc. The data for the study were obtained from a total sample size of 372 comprising 166 employees from the Nigerian Breweries Plc, Lagos and 206 Employees from Flour Mills of Nigeria Plc, Lagos. The selection was done to reflect Breweries sector and Foods/Breweries sector of the manufacturing firms. The study adopted a cross-sectional survey of the quasi experimental research design. The primary source of the data (that is questionnaire) was the main source of data acquisition. Judgmental and convenience sampling techniques were employed for the study. Data presentation and analysis was done through the use of tabular presentation and simple percentages. Anova (Analysis of variance test) was used in testing the 3 formulated hypotheses. The findings from the study reveals that SWOT Analysis (Strength, Weaknesses, Opportunities and Threats), Michael Porters five (5) forces of Industry Analysis are adopted by Nigerian Breweries Plc and Flour Mills of Nigeria Plc and they have impacted on goal and mission accomplishments. Another finding shows that strategies adopted at corporate level, Business level and functional levels of organizations have significant impact on profit goal attainments. The study recommends that performing the company’s situational analysis to establish the competitive strengths of the firms rating using key success factors such as quality/product performance, reputation and image, manufacturing capabilities, financial resources, customer service capabilities is necessary for attainment of goals and mission of the organizations. Another recommendation for the study shows that for effective control of these firms, periodic evaluation and analysis of set standards of performance in order to take corrective action is required. This control should be tailored to monitor managerial activities and results. It should pinpoint expectations and rewards exceeding standards emphasized so that managers are motivated to perform in order to attain goals and organizational mission.

https://www.arcjournals.org/pdfs/ijmsr/v3-i11/8.pdf

Strategy Formulation as an Imperative for Accomplishment ofCompany’s Mission and Goals’ Attainment in Profit OrientedOrganizations: A Survey of Nigeria Breweries Plc and Flour Millsof Nigeria Plc, Lagos

The primary objective of the current research was to explore how the Knowledge Management (KM) processes of Deposit Money Banks (DMBs) in Makurdi Metropolis contribute to their Sustainable Competitive Advantage (SCA). Additionally, this study determined to evaluate how innovation helps the banks to retain their competitive advantage. A total of 265 valid samples were collected from a population of 14 DMBs and 933 respondents were selected from these DMBs. The data was analysed using Structural Equation Modelling (SEM). While testing the assumptions, hypotheses 1-3 supported the proposition that KM dimensions; acquisition (β=.32, p <.05), utilization (β=.26, p <.05), and storage (β=.24, p <.05) were directly related to  SCA. No evidence was found for the full mediating role of innovation in relation to KM dimensions and SCA, as demonstrated by the data. However, innovation does play a role in certain aspects of KM by demonstrating that acquisition (β=.69, p <.05), utilisation (β=.21, p <.05), and storage (β=.18, p <.05) are positively associated with innovation in DMBs. The findings indicated that managers who responded to KM were more innovative. The importance of DMBs lies in the recognition that knowledge is not a simple concept. A commitment to new discoveries and to new understandings is not sufficient. Enterprises need to pursue knowledge that enables them to add value.

/pdf/knowledge-management-dimensions-and-sustainable-competitive-2utp4n4y.pdf

Knowledge Management Dimensions and Sustainable Competitive Advantage (SCA) of Deposit Money Banks: Mediating Role of Innovation

Determinants of Job Satisfaction as an Imperative for Performance Enhancement in Profit Oriented Firms; A Survey of Dangote Conglomerates Quoted on the Nigeria Stock Exchange Market

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Motivational factors as determinants of employee commitment and performance enhancement in profit oriented firms: a survey of selected brewery manufacturing companies in Nigeria

Strategy Formulation as an Imperative for Accomplishment ofCompany’s Mission and Goals’ Attainment in Profit OrientedOrganizations: A Survey of Nigeria Breweries Plc and Flour Millsof Nigeria Plc, Lagos

Knowledge Management Dimensions and Sustainable Competitive Advantage (SCA) of Deposit Money Banks: Mediating Role of Innovation

Determinants of Job Satisfaction as an Imperative for Performance Enhancement in Profit Oriented Firms; A Survey of Dangote Conglomerates Quoted on the Nigeria Stock Exchange Market