This study aimed at investigating the relationship between work-family conflict (work-to-family conflict [WFC] and family-to-work conflict [FWC]) and employee commitment (EC) in banking institution in Kenya. Furthermore, the study focused on exploring the moderating effect of perceived managerial support (PMS) on the relationship between work-family conflict and EC. This study was a cross-sectional survey of 334 employees working in banking institutions where data were collected using self-reported questionnaires. We found that WFC had a positive relationship with affective commitment (AC), continuance commitment (CC), and normative commitment (NC); and that PMS and gender significantly moderated the relationship between WFC and FWC and construct of EC. The moderating effect of PMS is explored to further elaborate on the relationship between work-family conflict and EC. This study provides valuable insights into the work-family conflict among employees with family responsibility in the banking institution. Applied implications for managers are suggested to minimize the WFC and FWC to ensure better work-life balance among employees. The study also contributes to the existing work-family conflict literature.
This article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of methods and four studies using samples from Africa and the African diaspora based in Canada, the USA, and the Caribbean were used to develop the measure. Using the grounded theory approach and the Delphi technique ( n = 192), followed by a set of increasingly rigorous tests including exploratory factor analysis ( n = 441), confirmatory factor analysis ( n = 116), and a test of measure invariance ( n =1384), we developed and validated a culturally sensitive measure of effective leadership. Our results demonstrate that spirituality, tradition and community-centredness are important and culturally specific components of leadership in Africa and the African diaspora. This paper provides a validated measure of leadership and offers recommendations regarding the use of the measure by managers and researchers working in Africa or with African diaspora.
Purpose: The purpose of this study was to compare the relationship between Organizational Culture and Service Quality between public and private universities in Kenya. Methodology: The methodology of this study comprised of descriptive and causal research designs. The target population was 2,475 teaching staff in the 23 chartered public and 17 chartered private universities in Kenya. Sample size comprised of 225 teaching staff in the business program in two chartered public and two chartered private universities in Kenya. The collected questionnaires were 189 (Public 75, Private 114) which resulted in a response rate of 84%. Findings: The study findings showed that, in universities in Kenya, there was a significant difference in means of Organizational Culture between public (mean=3.60, p-value=0.000<0.05) and private (mean=4.13, p-value=0.000<0.05), with private universities having a higher mean. The study findings showed that, in universities in Kenya, there was a significant difference in means of Service Quality between public (mean=3.68, p-value=0.000<0.05) and private (mean=4.18, p-value=0.000<0.05), with private universities having a higher mean. The findings also showed that Organizational Culture has a positive, significant relationship with Service Quality in both public (r=0.649, p-value=0.000<0.05) and private (r=0.587, p-value=0.000<0.05) universities, where the relationship was stronger in public universities compared to private universities. Organizational Culture has a significant influence on Service Quality in Public universities (r2=0.421) and in Private universities (r2=0.345). The study concluded that there is indeed a significant, positive relationship between Organizational Culture and Service Quality in both public and private universities in Kenya. The Study also concluded that Organizational Culture was a significant predictor of Service Quality in both public and private universities in Kenya. Unique contribution to theory, practice and policy: This study made an outstanding contribution to theory by validating use of systems theory of management. The study also contributed greatly to theory by showing a significant relationship between Organizational Culture (using DOCS) and Service Quality (using SERVQUAL) as measurement instruments in public and private universities in Kenya. This study recommended that leadership in public universities needs to emulate the culture in private universities so that there is higher service Quality for the students. Also, leadership in private universities need to improve on how they use their strong and positive organizational culture to deliver Service quality to its students amidst the unique challenges they face.
The main objective of the study was to determine the influence of liquidity risk on performance of commercial Banks Despite the banking sector stability and resilience in 2015, two non-systemic banks, were placed in receivership by the Central Bank of Kenya this was attributed to liquidity risk. Secondary data was used in the study. The population for secondary data were the 44 commercial banks in Kenya of which 2 were under receivership and one under statutory management. Panel data for 30 commercial banks that had data for 10 year period from 2006 to 2015 were obtained from the central bank of Kenya and banks website. Descriptive statistics, correlation analysis, and random and fixed effects were used using E-views software The findings were liquidity risk measured by Liquid assets to total assets ratio had a positive and significant relationship with performance
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