Pearsons Correlation and Swot Analysis of Growth of Women Entrepreneurs in Dar Es Salaam Tanzania

Benard, Masese Chuma; Jagero, Nelson; Kevin, Basweti Ogachi; Ronald, Martin Onsiro

doi:10.5901/mjss.2013.v4n2p505

Cited by 7 publications

(9 citation statements)

References 8 publications

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“…To further justify the findings, the control variables’ effects on the various relationships were also looked at in this study. Demographic variables are characteristics associated with one’s origin such as age, gender, race, income, education, family history, ethnicity, and work experience (Benard & Victor, 2013; Parvin et al, 2012). Demographic variables contribute significantly toward employee job and firm’s performance (Harpriya et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

et al. 2021

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Organizational performance has made it imperative for rural and community bank management to employ the best organizational conditions that influence employee’s performance. Recent banking clean-up in Ghana has also emphasized the need for employees’ performance. This has become necessary to espouse management practices, employee behaviors, and attitudes that predict job performance. Drawing on social exchange theory and reciprocity norm, the study examines the effect of organizational climate on job performance. Valid responses received through a structured questionnaire were 431. Hierarchical multiple regression was employed to validate the hypotheses from the literature review. Relying on empirical data from Ghana, the findings revealed that, first, harmonious work passion partially mediated organizational climate and job performance relationship. Second, leader–member exchange negatively moderated the relationship between organizational climate and harmonious work passion. Finally, however, coaching as a management practice positively strengthened organizational climate and job performance relationship. The theoretical and practical contribution is also discussed.

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Section: Discussionmentioning

confidence: 99%

Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

et al. 2021

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“…The study took a toll to review and control for demographic variables which affect OC. The controlled variables were gender, marital status, age, education and work experience (Benard & Victor, 2013; Parvin, Jinrong, & Rahman, 2012). From model 1 through model 5, work experience has a consistently significant effect on OC.…”

Section: Discussionmentioning

confidence: 99%

The moderating role of workplace ostracism between employee training, employee participation and organizational commitment among bank employees

Ametepe

Otuaga

Nnaji

et al. 2023

AGJSR

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PurposeThis study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.Design/methodology/approachThe study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.FindingsThe study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.Originality/valueThis paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.

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“…Women entrepreneurs have various demographic factors that motivate them to start their business and run efficiently (Ashley-Cotleur et al, 2009, Gibson & Gibson, 2009, Bernard & Victor, 2013, Jyoti et al, 2017, Evans et al, 2018, Global Entrepreneurship Monitor, 2019. These demographic factors have a positive or negative effect on the performance of WOME.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

“…Eagly, Wood, and Diekman (2000), Wood and Eagly (2010), Bernard & Victor, 2013, Mehtap et al (2017 examined the gender socialization processes practiced in babyhood (Lippa, 2005;Ruble & Martin, 1998) and imposed during the living period by the masculine character of job organization and activities (Ahl, 2006;Marlow, 2002;Mirchandani, 1999), (DeMartino &Barbato, 2003 andLoscocco &Leicht, 1993) can promote women to set up business to maintain the balance between work and family to fulfil the family wants and duties (Brush, 1992;Kepler & Shane, 2007). This also encourages women to explore links connecting their family duties and occupation (Greenhaus & Powell, 2006) that help in increasing experience of occupation and family stability.…”

Section: Gendermentioning

confidence: 99%

Impact of demographic factors on the financial performance of women‐owned micro‐enterprises in India

2020

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This paper studies the impact of demographic factors on the performance of women-owned micro-enterprises in North India. Data were collected from 100 women entrepreneurs through self-structured questionnaire using stratified random sampling technique. Sales turnover and net profit margin are taken as dependent variables. Multivariate regression analysis was applied to study the impact of various demographic factors. The results indicate registration status, legal ownership, nature of business, age, education, family income, size of business and employees positively affect the net profits and sales turnover of the enterprises. However, the numbers of products offered have a negative effect on the sales and net profits margin. The factors identified in this study, which have a positive impact on the net profits and sales turnover, are important in making entrepreneurial decisions that can enhance the performance and may help for economical production.

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Pearsons Correlation and Swot Analysis of Growth of Women Entrepreneurs in Dar Es Salaam Tanzania

Cited by 7 publications

References 8 publications

Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

Organizational Climate and Job Performance: Investigating the Mediating Role of Harmonious Work Passion and the Moderating Role of Leader–Member Exchange and Coaching

The moderating role of workplace ostracism between employee training, employee participation and organizational commitment among bank employees

Impact of demographic factors on the financial performance of women‐owned micro‐enterprises in India

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