Purpose -The purpose of this paper is to examine the extent to which employee involvement influences organizational effectiveness and to examine the extent to which employee involvement influences profitability, productivity, and market share. Design/methodology/approach -The correlational study was conducted as a cross-sectional survey. Research questionnaires were administered and interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, "employee involvement" was measured by empowerment, team orientation, and capacity development. The dependent variable, "organizational effectiveness" was measured by profitability, productivity, and market share. The measures all used a five-point Likert scale (ranging from 1 ¼ strongly disagree to 5 ¼ strongly agree) and Spearman's rank correlation statistical tool was used to test the hypotheses. Findings -The descriptive statistics of the study variables indicate that employee involvement positively influences organizational effectiveness. The result (Rho ¼ 0.515, po0.05) shows a positive significant relationship between employee involvement and profitability. The result (Rho ¼ 0.126, po0.05) shows a positive relationship between employee involvement and productivity. The result (Rho ¼ 0.256, po0.05) shows a positive relationship between employee involvement and market share.Research limitations/implications -The result cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America. Practical implications -The results imply that increase in the level of employee involvement in organizations will enhance profitability, productivity, and market share. This means that employee involvement is associated with organizational effectiveness. Originality/value -The study provides increased understanding, prediction, and appreciation of human behaviour. It enables us analyze the relationship that exist between employee involvement and organizational effectiveness. The study significantly enhances the body of knowledge in this area of management, as it provides reliable empirical results that can be used by scholars and practitioners. It will also help to alert managers to the implications of cultivating a culture of employee involvement that can serve as a competitive advantage. The study will be a challenge to further research because of its findings.
The paper examined the effect of size on corporate culture and organizational effectiveness in the Nigerian banking industry. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The instruments used for data collection were questionnaire and oral interview. A total of 320 copies of the questionnaire were retrieved and analyzed. Spearman's Rank Correlation Statistical tool was used to test the hypotheses. The findings revealed that size is significantly related to corporate culture and organizational effectiveness. Based on the findings we concluded that size have significant effect on corporate culture and organizational effectiveness. The study therefore recommends that Organizations should have a "big company/small company hybrid" that combines a large corporation's resources and reach with a small company's simplicity and flexibility. Size should be managed effectively to empower workers and improve the competitiveness of organizations.
Access to this document was granted through an Emerald subscription provided by 353605 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the extent to which shared values influences organizational effectiveness and the extent to which shared values influences profitability, productivity, and market share. Design/methodology/approach -The correlational study adopted a cross-sectional survey design. Research questionnaires were administered; interviews were held with managers in the organizations studied. A total of 388 managers were randomly drawn from a population of 13,339 managers of all the 24 banks in Nigeria. The independent variable, "shared values" was measured by coordination and integration, agreement, and core values. The dependent variable, organizational effectiveness was measured by profitability, productivity, and market share. The measures used a five-point Likert scale ranging from 1-strongly disagree to 5-strongly agree. Spearman's rank correlation statistical tool was used to test the hypotheses. Findings -The result ( r ¼ 0.555, po0.05) (see Table II) shows a significant positive relationship between shared values and profitability. The result (r ¼ 0.504, po0.05) (see Table III) shows a significant positive relationship between employee involvement and productivity. The result ( r ¼ 0.359, po0.05) (see Table IV) shows a positive relationship between employee involvement and market share. There is a significant positive relationship between shared values and organizational effectiveness.Research limitations/implications -The results cannot be generalized because the study was carried out only in the banking industry. Not all the questionnaires given out were retrieved. Some respondents were reluctant to give out information about their organizations because of fear that such information will get to their competitors. Relevant literature on the topic of African origin were scarce, thus most of the literature reviewed was from Europe and America. Practical implications -The results imply that increase in the level of shared values in organizations will enhance profitability, productivity, and market share. This means that "shared values" is associat...
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