Analysing Determinants of Employee Performance Based on Reverse Mentoring and Employer Branding Using Analytic Hierarchical Process

Agarwal, Alpana; Raghav, Divina

doi:10.1177/0258042x231152321

Cited by 6 publications

(4 citation statements)

References 58 publications

(69 reference statements)

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“…The findings in Table 6 show that university performance model as a function of employee coaching, yielded an R 2 value of 0.764. This is an indication that 76.4% of the variation in performance of universities in Tanzania can be explained by employee coaching, a position also maintained by the study conducted by Agarwal and Raghav (2023), who suggested that employee coaching was critical in ensuring organizations perform best.…”

Section: Regression Analysis 451 Model Summarymentioning

confidence: 74%

Effect of Employee Coaching Practices on Universities’ Performance in Tanzania

Buberwa,

Nzulwa,

Kamaara

2024

SCIMUNDI

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This study assessed the effect of employee coaching practices on the performance of universities in Tanzania. It was guided by one alternative hypothesis; there is a significant positive linear relationship between employee coaching practices and performance of universities in Tanzania. The Human Capital Theory (HCT) anchored the study. It was underpinned by positivism philosophy. The study was a census and the design was descriptive. 379 academic staff from Tanzanian Universities constituted the study’s respondents. This study used a quantitative approach that made use of survey questionnaires in data collection. Data were collected from academicians in Tanzanian Universities (Mainland and Islands, Zanzibar) and analysed by using descriptive and inferential techniques. The study found that employee coaching practices had a significant positive effect on performance of Universities in Tanzania at r=0.834, and p<0.001, respectively. Universities should consider designing and implementing coaching programmes to help them perform better. To make this more effective, the need to show commitment to coaching practices should also be considered.

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Section: Regression Analysis 451 Model Summarymentioning

confidence: 74%

Effect of Employee Coaching Practices on Universities’ Performance in Tanzania

Buberwa,

Nzulwa,

Kamaara

2024

SCIMUNDI

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“…Licensed Under Creative Commons Attribution (CC BY-NC) The findings in Table 5 show that university performance model as a function of employee mentoring, yielded an R 2 value of 0.766. This is an indication that 76.6% of the variation in performance of universities in Tanzania can be explained by employee mentoring, a position also maintained by the study conducted by Agarwal & Raghav (2023), who suggested that employee mentoring was critical in ensuring organizations perform best.…”

Section: Regression Analysismentioning

confidence: 77%

Effect of Employee Mentoring on Performance of Universities in Tanzania

Buberwa,

Nzulwa,

Kamaara

2024

AJERNET

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This research study assessed the effect of employee mentoring on the performance of universities in Tanzania. The study employed the cross-sectional design and encompassed all 28 fully developed universities in Tanzania, encompassing both mainland and island institutions in Zanzibar. A sample size of 379 was derived via simple random sampling to select necessary respondents from the universities. Primary data was gathered through a survey structured questionnaire, while secondary data was acquired through documentary reviews. The quantitative data collected was analyzed using descriptive statistics. In addition, inferential analysis was performed via correlation analysis, hypothesis testing, and regression analysis. The study's findings show that employee mentoring had a statistically significant positive effect on the performance of universities in Tanzania (R=.875, R2=.766, p<.000). The resultant coefficient of determination R2 of 0.766 signified that 76.6% of universities performance is explained by employee mentoring. The model’s R value of 0.875 and the R2 value of 0.766 signified the appropriateness of the model employed in establishing the link between employee mentoring practices and performance of universities in Tanzania. The linear regression models were used. Hence, a strong departure point in drawing conclusions and comprehensive recommendations.

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“…In a finding from a paper by (Agarwal & Raghav, 2023) states four key variables that improve employee performance. They are employee engagement, employee empowerment, development value, and interest value.…”

Section: Resultsmentioning

confidence: 99%

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

Kamal,

Sidjabat,

Purwoko

et al. 2024

EAJMR

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This paper aims to provide an in-depth understanding of how the combination of intuitive leadership and mentoring can be a key factor in achieving competitive advantage and sustainable growth in the modern business context. The method used is qualitative where the source of findings comes from articles related to the variables in this paper, with a time span of ten years and this proof to strengthen and provide an implementation result in a result in a scientific paper or article. Intuitive leadership and mentoring on employee performance, it can be concluded that these two elements play an important role in shaping a productive work environment that supports individual growth. Intuitive leadership, with its emphasis on instinct-based decision-making and emotional intelligence, creates responsive and adaptive leaders. This dynamic work environment allows employees to thrive, creating a culture of flexibility and innovation. Mentoring also contributes significantly to employee performance, through personalized and ongoing mentoring. With mentors in place, employees can experience increased job satisfaction, engagement and development of specialized skills.

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Analysing Determinants of Employee Performance Based on Reverse Mentoring and Employer Branding Using Analytic Hierarchical Process

Cited by 6 publications

References 58 publications

Effect of Employee Coaching Practices on Universities’ Performance in Tanzania

Effect of Employee Coaching Practices on Universities’ Performance in Tanzania

Effect of Employee Mentoring on Performance of Universities in Tanzania

Analysis Intuitive Leadership and Mentoring on Employee Performance (Literature Review)

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