PurposeUndergraduate students have two opposing employment intentions, viz. self-employment intentions and paid-employment intentions (SEIs and PEIs). While a plethora of studies have explored the links between entrepreneurship education (EE) and SEIs, it has been noted that previous studies have ignored the effects of PEIs on the relationship between EE and SEIs. The purpose of this study, therefore, is to empirically explore the effects of PEIs on the relationship between EE and SEIs.Design/methodology/approachThis study adopted a descriptive research design and a self-reported questionnaire was administered to collect data from a randomly selected sample of 95 accounting students from two polytechnics in Nigeria. To test the hypotheses formulated, partial least squares structural equation modelling (PLS-SEM) was performed using SmartPLS.FindingsThe results of Model 1 showed that EE had a significantly positive link with SEIs. On the other hand, the analysis of Model 2 revealed an inverse relationship between PEIs and SEIs. Furthermore, it was observed that the impact of EE on SEIs did not only reduce significantly when PEIs was added to Model 1 but also the relationship between EE and SEIs that was erstwhile statistically significant became nonsignificant.Practical implicationsThe findings have implications for EE curriculum developers, governments and career guidance counsellors.Originality/valueTo the best of the authors' knowledge, this study is the first to provide empirical evidence of the effects of PEIs on the relationship between EE and SEIs. The findings provide important insights into the fundamental issue, which underlies the problem of graduate unemployment.
In higher institutions, the retention of employees is a serious concern due to high turnover rates. In this work, the relationship between human capital development (HCD) and employee retention (ER) in some selected tertiary institutions around Nigeria was examined. HCD was measured using training and development (TD) and career planning (CP) as proxy variables. On the other hand, ER was measured using employee motivation (M), workplace flexibility (WPF), and work-life balance (WLB). Two regression models were set up for both TD and CP to determine their impact on M, WPF and WLB. Results showed TD is a significant positive predictor of all three factors of employee retention (M, WPF, and WLB). The predictor estimates of M on TD indicate that for every 1-unit increase in TD, a predicted increase of 0.990 is significantly higher than the predicted increase for WPF and WLP for the same unit. Similarly, the results also show that CP is a significant positive predictor of WPF (0.811), WLB (0.845) and M (0.356). For CP, M exhibited the lowest predicted increase compared to the other two variables (WPF and WLB). In addition, the second model elucidates that WLB has a stronger predictive value for CP. The correlation coefficient between CP and WLB is the highest, followed by WF and then M. Overall, the findings of this research will support HR managers' ability to better identify which retention strategies and empowerment-enhancing bundles would work best for their respective organizations.
The study examined corporate entrepreneurship and employee performance in West Africa: The Coca Cola Company experience. The specific objectives of the study were to evaluate the effect of proactiveness, risk tolerance, and corporate venturing on employee satisfaction in Coca Cola Company. The research design for the study was a survey using the quantitative approach. The total population under investigation was 5,364. The sample size was 372; determined by using Yamane (1964) model. Tables were used to present data in the study. Descriptive statistics tools utilized in the study were mean and standard deviation while a structural equation model (SEM) with MLE regression model was employed to test plausibility of the hypotheses using AMOS statistical Package version 24. The study concluded that proactiveness, risk tolerance, and corporate venturing as elements of corporate entrepreneurship in the Company have the propensity of boosting employee performance. The study recommended that the management of Coca Cola Company should adopt and work more to improve on the dimension of proactiveness, risk tolerance, and corporate venturing with a view to boosting employee performance.
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