Organizational commitment has been a topic of extensive interest since 1950 due to its substantial implications on both employees and organizations. Therefore, it is crucial for every company to determine and understand the aspects which boost the commitment of its employees thus leading to achieve its objectives and optimize the human capital. Hence, the purpose of this research was to analyze the impact of core components of employee empowerment on the organizational commitment in the Lebanese Banking sector.This research adopted the principles of positivism where the researcher was independent from the study. Since the study was already grounded from an existing theoretical framework with the purpose of testing hypotheses, the deductive approach was followed. After studying the existing literature related to the subject, the researcher conducted a quantitative study. The data was distributed and collected from 123 employees working in the Lebanese Banking sector using a self-administered questionnaire. The aim of this questionnaire was to explore the influence of job autonomy, motivation, training and compensation on organizational commitment.The hypotheses which were proposed to be tested during the research were verified. The ISSN 2162-3058 2018 http://ijhrs.macrothink.org 285 results reflected a positive relation between the components of employee empowerment and organizational commitment. This was in alignment with the other business sectors in Lebanon and in similar banking sector in the region and the West. Accordingly, the banks should consider employee empowerment as one of the factors in promoting organizational commitment. Consequently, this leads to employees' organizational retention in the Lebanese Banking sector. International Journal of Human Resource Studies
Multinational Companies from Emerging Economies (EMNCs) have become key players in the global economy. EMNCs have started to operate in highly dynamic, competitive environments where they are faced with competition from multinational companies (MNCs) from developed economies. This study applied Mutlu et al.’s (2015) awareness–motivation–capability (AMC) framework to the airline industry to investigate how EMNCs outperform MNCs. The development of each round of Mutlu et al.’s framework was tested using secondary data sources that cover 16 years, from 2001 to 2016. A fourth round, relating to the determination of ‘who will be the market leader’, was added to the framework and tested. The findings demonstrate that firms’ awareness and capabilities evolve in each round to develop the competitive advantages required to enhance their market position. The complex nature of competition requires firms to analyse information constantly to define key influential factors and to build essential capabilities and resources to initiate an action strategy quickly. From a managerial perspective, it is important for managers to build a comprehensive view of the competition and understand how this competition is evolving over time, to develop capabilities, pursue new opportunities and predict competitors’ responses.
Job satisfaction has been tested and proven as one of the factors that connect employees to their organization.Additionally, job satisfaction leads to better employee performance. Hence, the main purpose of this study is to investigate the impact of financial rewards on job satisfaction and employee performance of the Blue Collar employees in the construction, contracting and printing industries in Lebanon. The data for this study were collected using self-administered questionnaires from 250 employees working in the construction contracting and printing sectors in Lebanon. The response rate was 52 percent (129 employees) after data screening; the data were analyzed using SPSS to describe the demographic profile of respondents and multiple linear regression analysis to test the relationship between variables. The hypotheses proposed to be tested through the research were verified. As expected, the results show a significant relationship between financial rewards and job satisfaction. Furthermore, job satisfaction bears positive relationship on employee performance. The organization should consider financial rewards as one of the factors in promoting job satisfaction that leads to employee performance among employees in the construction contracting and printing sectors.
The purpose of this paper is to study the effects of human resource management (HRM) practices on organisational performance in the Lebanese banking sector, a sector that has been the main pillar of the Lebanese economy for the past 40 years. Twenty-three theoretically based hypotheses have been established that point to potential positive and negative relationships between HRM practices, mediating variables and organisational performance. The results demonstrate that HRM practices strongly affect organisational performance, a deduction that is not only consistent with the results of previous research on the subject, but also indicative of methods that are of ever-increasing significance to long-term development in organisations. This study has provided a new perception into HRM practices and organisational performance, reaching to the core of the role that mediating variables play in the network of relationships.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.