Purpose The purpose of this study is to uncover ways to enhance the growth of micro tailoring businesses by assessing the socio-economic and socio-cultural environments at the bottom of the pyramid (BOP). Design/methodology/approach The study used a qualitative research design involving a multiple case study with data from semi-structured interview and non-participant observation. Findings The study reveals how micro tailoring businesses modify tailoring practices to cope with the religious practice of seclusion and use entrepreneurial actions to deal with unstable electricity, inadequate finance and conditions of extreme poverty that limit the growth of micro tailoring businesses at the BOP. Research limitations/implications The qualitative nature of this study with a focus on micro tailoring businesses in BOP context could limit the generalization of findings. However, replication of the study can be done in other contexts to validate the findings. Practical implications The study shows the need for entrepreneurial leadership which continually modifies tailoring practices in ways that sustain tailoring businesses and circumvent the possibility of failure in adverse socio-economic and socio-cultural conditions. Originality/value This study is the first to unravel the experiences of micro tailoring businesses at the BOP. Past studies have assessed barriers to the growth of small and medium scale enterprises in general, but this study uncovers the distinct aspects of tailoring business in a largely under-researched context.
In this research, we investigated the relationship between procedural justice and employees’ commitment to supervisor in Rivers State of Nigeria. A survey questionnaire was sent out to a sample size of 103 employees, resulting in 99 responses out of which 13 copies of the questionnaire were not statistically usable. The Spearman rank correlation coefficient was used for data analysis. This study found a significantly positive relationship between procedural justice and employees’ commitment to supervisor. We found that employees tend to easily identify with supervisors that implement fair procedures than those that do not and employees do study or evaluate their organizations’ justice climate to identify procedural injustice by comparing policies of different organizations. We concluded that fairness of procedures could reinforce a healthy justice climate and employees’ commitment to supervisor in turn. The justices of outcome and interaction depend mainly on the justice of procedures, as unjust procedures may not turn out a just outcome. We, therefore, recommended that organizations should commission enquiries into the justice climate of the industries they operate, ascertain the best practice, beat such a practice or at least align procedures, policies and programmes with the principles of fairness.
This research was designed to study the relationship between interactional justice and employees' commitment to supervisor in Nigerian health sector. A self-administered survey questionnaire was sent out to a sample size of 103 employees, resulting in 99 responses out of which 13 copies of the questionnaire were not statistically usable. The Spearman rank correlation coefficient was used for data analysis, and our findings reveal that employees who have received fair informational and interpersonal treatments commit themselves to their supervisors. We discovered that the degree of influence exerted by interpersonal justice on employees' commitment to supervisor was stronger than that of informational justice. We concluded that employees attach themselves to supervisors that are fair in communication and relationship. The fairness of interaction and communication boost employees' confidence, impacting positively on employees' commitment to supervisor and making employees see themselves as part owners in the organization. We, therefore, recommended that organizational managers or supervisors should communicate and relate properly with employees, in order to satisfy their customers and other stakeholders.
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