Purpose The purpose of this paper is to propose and test a model to examine the factors that mediate the relationship between entrepreneurial education and entrepreneurial intentions among undergraduate students in Ghana. Specifically, the study identified entrepreneurial attitudes and behaviours (namely, risk-taking ability, self-efficacy, pro-activeness and behavioural control) that students ought to acquire through entrepreneurial education to increase their intentions to indulge in entrepreneurship. Design/methodology/approach The survey approach was adopted, with data collection done through administering questionnaires to students in the two public universities in the Central Region of Ghana. The model was tested using the partial least squares procedure. Findings The results found support for the proposed model, depicting that, with the exception of self-efficacy, other factors such as behavioural control, risk-taking ability and pro-activeness mediate the relationship between entrepreneurial education and entrepreneurial intentions of students. Research limitations/implications The major limitation of this study is that the proposed model was tested in only the public universities in the Central Region of Ghana. Subsequently, the validity of the model should be confirmed in other institutions. Practical implications The findings suggest that entrepreneurial education should be integrated into the course structure of all programmes across all disciplines in the tertiary institutions of Ghana. This will promote entrepreneurship and alleviate unemployment among university graduates. Originality/value The study provides a basis for tertiary institutions to develop programmes, policies and measures to help students to build upon their ability to take a risk, control their behaviour and be pro-active. This will influence their quest to become self-employed and not to rely on others and the government for employment after graduation.

PurposeThis study seeks to examine the mediating role of knowledge sharing (KNS) in the nexus between leadership behaviours and organizational performance (OP).Design/methodology/approachUsing the survey research design, data were obtained from 335 employees in the Ghanaian financial service sector. Responses were analysed using IBM SPSS (v.23.0), Smart PLS 3.0 and Haye’s (2017) PROCESS macro.FindingsKNS mediated the relationship between leadership behaviours and OP. In addition, transformational leadership behaviour and transactional leadership behaviour positively relate to OP rather than transfor-sactional leadership behaviour.Practical implicationsThe findings of this study give credence to the disputed notion that KNS plays a significant role in effective leadership behaviours that enhances OP.Originality/valueThis paper provides a distinctive approach in examining the interrelationship among leadership behaviours, OP and KNS in the Ghanaian financial service sector.

Two sets of questionnaires were designed for experts and working staff of the case study totaling 100 elements as the target. In this study, 81 questionnaires in all were answered and returned, which were used for analysis and conclusions. Out of this, 35 elements were targeted from experts group whereas 65 elements were targeted from the non-random sampling of employees. The questionnaires were sorted as 26 answered questionnaires from the experts whereas 55 questionnaires were obtained by quota sampling (non-random) from employees as the actual responds received. As the main objective of this paper was to gather and point out the best staff promotion policy statements and procedures to enhance employers, professionals, and practitioners for future adoption. First of all, the research findings shows that the number of years that a staff will work before being promoted is not significant in the promotion process because of other factors that may be considered within such period of work.Also, the findings showed that the number of times that a person can be or should be promoted in an organization is not significant as it depends on other factors and activities that may play a part in determining how often a person is promoted. The results obtained from the cases indicated in the hypothesis that if a staff obtains a high qualification during employment is not a guarantee for promotion.The study also showed that staff promotion as a policy does not mean that staff will climb the organizational ladder or hierarchy automatically. It means that a lot more work is taken into account once an employee is employed by helping to solve the organizational challenges for the achievement of organizational goals and objectives. Therefore, staff promotion is the advancement of an employees' rank or position in an organizational hierarchical system (Goblar et al., 2002;Tuwei et al., 2013). The following are the attributes or factors to be considered in staff promotion -experience and knowledge gained on-the-job, qualification, leadership skills, can do ability, good interpersonal relations, commitment to deliver/hard work, and punctuality but not job enrichment, job enlargement, whom you know, who knows you, and friendship, etc. This is what the research findings showed.Since this paper used several research methodologies, its findings concludes that staff promotion of an organization must be in line with the general long term budgets estimates and allocations in order to apply promotion processes and procedures appropriately, efficiently, and effectively. From the research as seen in the hypothesis indicates that, if a member of staff obtained further qualification in the course of employment does not serve as a guarantee for promotion.

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Purpose: This study sought to propose and test a model that examines the mediating roles of job satisfaction and organizational commitment in the nexus between job rotation practices and employee performance. Design: The study adopted a cross-sectional survey approach and obtained data through questionnaires from 122 administrative staff of the University of Education, Winneba. The Partial Least Squares, Structural Equation Modelling (PLS-SEM) approach was used to test the study’s proposed model. Findings: The results supported the proposed model, showing that organizational commitment and job satisfaction are partial mediators in the relationship between job rotation practices and employees’ performance. Policy Implication: The findings suggest that management must ensure that employees are satisfied and committed to the job rotation practices in order to enhance their performance. Thus, job rotation practices must provide the climate that encourages career growth and development and fosters creativity in employees and not just as a routine practice or a means of punishment. Originality: The study brings to bear the extent to which job rotation practices predict employee performance in a Sub-Saharan African Country and the indirect effects of job satisfaction and organizational commitment in this relationship.