This study aims to analyze the effects of individual competencies on performance in the services industries in Turkey. A survey research was conducted in this study. The survey was addressed to the companies in service sector in Turkey, and the questionnaires have been distributed to 3000 employees in 30 companies and 2679 completed questionnaires were returned, representing a response rate of 89 percent. An exploratory factor analysis (EFA) was used to assess the influence of individual competencies on performance. The findings revealed that there is a positive relationship between competencies and individual performance. Furthermore, core competencies are appeared to have the most significant effect on individual performance. The results of this study provided some empirical evidences referring the effects of individual competencies on organizational performance. One of the most surprising results of the study is that, when it comes to organizational performance, managerial competencies appeared to be the most significant factor. The survey was not comprehensive to include all possible service sectors in Turkey. This research is limited to banking, cargo, communication, food and catering, finance, publishing, retail, IT, and tourism companies. Thus, the results cannot be generalized to other industrial sectors that were not part of this study. This study analyzes the impact of individual competencies on performance whether it is high or low. The qualitative approach of this study produces rich information about employee's competency and performance. The paper contains useful information for management practitioners about maintaining and increasing the individual competency to increase organizational performance.
This study aims to analyze the relationships between organizational learning and organizational performance in Nigeria banking sector. A survey research method with statistical treatment was conducted in this study. To test the model, except demographic variables, a 21-items questionnaire was conducted using random sampling method to the employees of various banks in Nigeria. A total of 203 completed questionnaires were evaluated for analysis. The data analysis revealed that there is a positive relationship between organizational learning and organizational performance. The findings of the study indicated that, there is a relationship between organizational learning and organizational performance. According to demographic variables, bank managers have higher learning perception than other employees. The paper offers practical suggestions of how management can improve organizational performance by improving the organizational learning of the organization. Survey was not all-inclusive to contain all potential bank employees in Nigeria. For that reason, this research is limited to the banks and the results can take a wide-ranging outlook to banking sector.
This study aims to analyze the relationships between organizational learning and organizational performance within the banking sector in Nigeria. A survey research method with statistical treatment was conducted in this study. To test the model, except demographic variables, a 21items questionnaire was conducted using random sampling method to the employees of various banks in Nigeria. A total of 203 completed questionnaires were evaluated for analysis. The data analysis revealed that there is a positive relationship between organizational learning and organizational performance. The findings of the study indicated that, there was a relationship between organizational learning and organizational performance. In terms of demographic variables, bank managers have higher learning perception than other employees. The paper offers practical suggestions of how management can improve organizational performance by improving the organizational learning of the organization. Survey was not all-inclusive to contain all potential bank employees in Nigeria. For that reason, this research is limited to the banks and the results can take a wide-ranging outlook to banking sector.
<p>The study examined the effects of transformational leadership on employees’ satisfaction, workgroup supportiveness, commitment, and performance at both the individual and at the organizational levels.</p><p>A survey study was conducted at the Armorp Nigeria Limited, using a sample of 280 employees. The study sought to investigate specifically the mechanism through which transformational leadership influences employee’s commitment to their job schedules as well as to the organization. Six propositions which explained the relationships among the variables in the study were postulated, five accepted and one partially rejected. Pearson correlation, one way analysis of variance, multiple regression analysis and Chi-square were used in the analysis of data. The results suggest that transformational leadership directly affects employee’s satisfaction and commitment to job schedule and to the organization. But, employee’s commitment to their supervisors was not significant as other intervening variables were at work. The regression analysis reveals that the best indicator of employee satisfaction is workgroup supportiveness. The influence of grapevine interactions within the organization, if properly harnessed by a transformational leader directly results in essential mechanism that subsequently leads to employee’s satisfaction, commitment, and increased performance. Monetary incentives if closely tied to motivation might be helpful in creating a more satisfying and productive work environment. This study thus, suggests a new paradigm in which the study of leadership can be based in African setting in order to create effective and viable organizations.</p>
In this study, leadership style perceptions, emotion regulation abilities, and organizational performance perceptions of employees in the banking sector, and mediating effect of emotion regulation on the relationship of performance and leadership styles were measured. To test the model, a questionnaire was applied to the banking sector employees working in the Diyarbakır province of Turkey. As a result of the Structural Equation Model (SEM), emotion regulation mediates between performance and transformational leadership. The relationship between performance, transactional leadership style, and laissez-fair leadership style was not significant. A mediating effect of emotion regulation between organizational performance and leadership perception was examined by the same model. Also, some differences were found in terms of demographical variables.
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