Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management.
Job equity plays a great role in enhancing employee’s performance in the work place. Previous studies however, concentrate on other aspect that motivate an employee to perform while discussing little on how of job equity and perceived fairness as well as how its repercussion on performance of an employee. This study therefore, adopts job equity as an independent variable and employee performance as a dependent variable with the aim analysing how perceived job equity enhances employee performance. The paper reviews past studies and literatures by various researchers and come to the conclusion that job equity plays an important role in boosting employee morale and enhancing performance. Consequently, the paper recommends that managers, employers and organisation as a whole should ensure that equity and fairness is always at play in all levels of decision making, thereby making the employee safe and secured, which result in higher performance and productivity. Moreover, paper will serve as a guide towards ensuring organisational justice and it will also contribute to the field organisational behaviour and management. It also adds more details to Adams equity theory and its applicability in today’s work place.
Getting the best out of an employee has always been a major challenge an employer face in today’s competitive environment. These might be however, connected to the fact that an employee is most dynamic and unpredictable aspect of business resources. It has therefore become imperative for organisations to realise the significance of an employee and also the device strategic means through which an employee can be influenced in order to develop positive job attitudes that can lead to higher performance. Hence, the study aims to examine the relationship between job attitude and employee performance by using the non-academic staff of Bauchi State University Gadau as unit of analysis. An aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected was analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis shows that there is positive and significant relationship between job attitude and employee performance. Also, the study is limited due to the fact that it adopts only two variables and concentrate in one institution only. Thepaper recommends that employers should prioritise important motivational factors that will bring about positive job attitude so as to achieve highest performance level of an employee. Furthermore, the study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job attitude and it will also further make an impetus the field of organisational behaviour and human resource management.
Organizations hope that their employees are able to learn and acquire new knowledge and skills in the events of training and effectively transferring it back to the workforce, but it is deteriorating day by day. This paper explores challenges faced by trainees in transferring training through focus group interviews. Content analysis was the procedures and techniques employed to analyze the gathered data. The findings uncover and highlighted some major challenges that hinder employees to properly transfer what they might have learned in the training session on their jobs. The ability of the management to overcome those challenges would drive workers to be them to be desirous in making persistent and intense efforts towards utilizing skills and knowledge learned in the work settings. Human resource trainers need to overcome the identified challenges on employees’ training transfer in the organization.
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