Purpose The purpose of this paper is to provide an empirical basis for considering in-service training, tenure prolongation and continuing education as methods for enhancing nursing performance. Design/methodology/approach A self-reported questionnaire was used to collect data from 532 nurses, who were selected using the simple random sampling method from ten hospitals in Accra North, Ghana. Confirmatory factor analysis (CFA) was used to test the study’s hypotheses. Findings The resulting model is of good fit at 5 per cent significance level (χ2=1.492, p=0.222), with in-service training found to be the ultimate method for enhancing nursing performance. The fitted CFA model also shows that in-service training is positively associated with education and tenure at 1 per cent significance level (p<0.001). The overall evidence suggests that training, continuing formal education and tenure prolongation are methods for improving nursing performance. Originality/value Apart from its contribution to the literature, this study applies validated primary data to empirically identify key methods for enhancing nursing performance.
This study examined the nexus between organisational justice, OCB, and job satisfaction. It also attempted to control for relevant covariates to contribute to the literature. The study was a correlational design, and its population was employees at the head office of Barclays Bank Ghana Limited (BBGL). All two hundred and seven (207) employees who met some selection criteria participated in the study. A self-administered questionnaire was used to collect data. Data was analysed using SPSS (Statistical Package for the Social Sciences). Descriptive statistics, Pearson’s correlation test, and Structural Equation Modelling (SEM) were used to present findings of the study. Organisational justice made a positive effect on job satisfaction and organisational citizenship behaviour. Job satisfaction also made a significant positive effect on organisational citizenship behaviour. It is concluded that increasing the level of justice delivered can improve the level of job satisfaction and organisational citizenship behaviour.
IntroductionMost organisations need both male and female employees to achieve their performance and growth expectations (Mawunyegah, 2013; Adjah, 2009). Though there are firms, mostly small businesses, which employ solely specific genders as a result of the nature of services and products delivered (Gunkel et al., 2007), the fact that a majority of the world's firms make use of males and females cannot be challenged. A report by the International Labour Organisation (ILO) in 2012 indicates that the employability of males and females across the world has improved, with gender being an area of competition in the work environment. As a result of the fact that managements want to maximise employee value and productivity, employers are sensitive to the difference in the performance of male and female employees (Yahaya, 2010). But before mention is made about empirical evidences on the relationship between gender and performance, it is important to understand what employee performance is.According to Heathfield (2011), employee performance is the degree to which the employee's role is accomplished. Similarly, employee performance is defined as the extent to which outputs of the employee equals or exceeds expectations of the employer (Boateng, 2011). Based on these two definitions, performance could be defined as the outcome of comparing employer target for an employee and the degree to which the employee achieves this target. Employee job performance is the basis of organisational growth in terms of financial performance. Regardless of the extent of logistics and technologies available to the organisation, human employees are needed to savour them and to translate growth policies and strategies into financial performance in the organisation (Boateng, 2011; Mawunyegah, 2013). However, employee performance in the organisation is moderated by several factors (Gunkel et al. 2007), among which gender is a major moderating variable (Gunkel et al. 2007; Yahaya, 2010).Empirical studies indicate that gender is a major factor that drives organisational growth through employee performance. In the study of Yahaya (2010), gender was identified to impact employee performance. In the study of Fairlie & Robb (2008), gender was also found to impact employee performance. In some instances, the impact is negative (Yahaya, 2010), while it is positive in some other situations (Meier et al. 2006; Overa, 2007). Meanwhile, the influence of gender on employee performance is an indicator of the fact that there is a significant difference between the performance of males and females. With support from the studies of Yahaya (2010) and Fairlie & Robb (2008), Meier et al. (2006 found that there is a difference in the job performance of males and females. However, this difference varies based on the industry and role involved. For instance, males have been found to perform better in the manufacturing sector and other sectors where physical strength is needed to accomplish job roles (Yahaya, 2010), while females have been found to perform better in ...
This study assessed the influence of internal communication on job performance, with relevant lurking variables controlled for as a new way of contributing to academic debate. This study was a correlational design that drew data from employees of University of Education Winneba (UEW). All 274 employees who met some selection criteria participated in this study. A self-reported questionnaire was used to gather data. Descriptive statistics, Pearson’s correlation test, ordinary least squares (OLS) regression analysis, and confirmatory factor analysis (CFA) were used to present findings of the study. The study found that downward, upward, and lateral communication in the university made a positive effect on job performance after controlling for job tenure, education, income, and employee level. Downward communication makes the strongest effect on job performance. It is therefore concluded that increasing the level of effectiveness in terms of downward, upward, and lateral communication in the university can increase the level of job performance.
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