The perceived influence on organizational productivity: a perspective of a public entity

Green, Paul

doi:10.21511/ppm.14(2-2).2016.10

Cited by 12 publications

(7 citation statements)

References 6 publications

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“…Jain and Moreno (2015: p. 15) emphasise that in a learning organisation, employees recurrently expand their capabilities in order to achieve the outcomes demanded. Scholars such as Moullin (2016) and Meyer et al (2016) (Gaffor & Cloete, 2010;Green, 2016;Mafini & Pooe, 2013;Mpofu & Hlatwayo, 2015;Nkosi, 2015;Tshilongamulenzhe, 2012). The failure of an organisation to accomplish its objectives with current capabilities results in skills gap, and thus HRD is one of the key solutions to those identified skills gaps (Memon, 2014: p. 28).…”

Section: Impact Of Training and Development On Organisational Performmentioning

confidence: 99%

An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

Mdhlalose¹

2020

JHRSS

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Orientation: Organisations relies on the expertise, standard, competence and performance of its employees for it to offer effectual service delivery. However, the framework and administration of Training and Development has not advanced in parallel to the new and ever changing business needs. Research purpose: The purpose of this study is to evaluate the impact of Training and Development on organisational performance using a case study, literature review and statistics of the Department of Economic Development in the Gauteng Province. Motivation for the study: The motivation of this study is that the South African government department spends millions of Rand's on Training and Development of its workforce, however, these departments continue to perform poorly. Research approach/design and method: This study used a descriptive quantitative research design. Data analysis employed descriptive statistics and inferential statistics and the sample included 131 employees. Main findings: The main findings of the study are that Training and Development has a positive impact on the performance of the employees in the department. The department provides Training and Development programmes that are not relevant to the tasks of employees. Training evaluation is the most ignored step in the training process and the department does not have a tool to measure the impact of training and development. Practical/managerial implications: The study proposed that the department should adopt Kirkpatrick's model for evaluating training programmes and skills and knowledge learned from training should be considered. Contribution/value-add: This study will bring new scientific knowledge of the impact of Training and Development on organisational performance within the Gauteng Provincial Department of Economic Development.

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Section: Impact Of Training and Development On Organisational Performmentioning

confidence: 99%

An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

Mdhlalose¹

2020

JHRSS

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“…ere is a general understanding that the overall productivity and success of an organization depends on the effective and efficient performance of employees [1,2] and that better performance depends on the employees' job satisfaction [3][4][5]. For that purpose, researchers have identified various aspects of job satisfaction, its relative importance, and its relationship with performance and productivity.…”

Section: Introductionmentioning

confidence: 99%

A Study of Job Satisfaction and Its Effect on the Performance of Employees Working in Private Sector Organizations, Peshawar

Inayat

Khan

2021

Education Research International

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The aim of the present research was to study the effect of job satisfaction on the performance of employees working in private sector organizations of Peshawar, Pakistan. For that purpose, one hundred and eighty employees (N = 180) were selected as a sample from private organizations of Peshawar. An equal number of employees, i.e., (n = 60), were selected through random sampling method from three types of organizations, viz., hospitals, banks, and universities. A Minnesota Satisfaction Questionnaire (MSQ-short form) developed by Weiss et al. (1967) and a self-constructed Performance Evaluation Form (PRF) were used as instruments for the study. Initially, the reliability statistics of both the instruments was calculated to know the significance of the scales. According to the findings of the study, the type of occupation has been shown significant correlation with job satisfaction. Similarly, the positive relationship of job satisfaction with performance of employees was also confirmed. Therefore, it is concluded from the study that satisfied employees were better in performance as compared to dissatisfied employees, thus contributing significant role in the uplifting of their organizations. As there are unstable economic and political conditions of Peshawar, it is therefore necessary for every organization to make their employees motivated and satisfied towards high performance by adopting different techniques and methods.

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“…Employee satisfaction is an important aspect of any organization. Total productivity and organizational success are exclusively dependent on efficient employee performance [4] which is closely related to employee loyalty. Lack of consen t regarding job satisfaction has been observed during the study as the phenomenon itself is problematic and controversial.…”

Section: Literature Reviewmentioning

confidence: 99%

The mediating role of employee loyalty and job engagement relationship between job satisfaction and intention to leave among bank employees in Mongolia

Zanabazar,

Uvgunkhuu,

Jigjiddorj

et al. 2024

ijirss

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Organizations need to focus on employee loyalty, commitment and retention in a dynamic business environment to gain a competitive advantage over rural areas. The success factors for organizational development and well-being are excessively contingent on engaged and skilled employees. This study is anticipated to examine the mediating role of employee loyalty and job engagement on the relationships between job satisfaction and intention to leave in the case of bank employees in Mongolia. The study used data from 444 employees across two private banks in Mongolia. Reliability analysis, correlation analysis, and structural equation modeling (SEM) were used to analyze the data. Results showed a moderately positive relationship between job satisfaction and job engagement and a negative relationship with the intention to leave. Employee loyalty had a weak and negative correlation with job engagement. Employee loyalty was found to partially mediate the relationship between job satisfaction and the intention to leave while job engagement showed no mediation effect. Improving job satisfaction can enhance employee loyalty and reduce intentions to leave the bank. However, enhancing engagement may not affect turnover intentions. Banks should focus on building loyalty among satisfied employees to retain talent. The mediating role of loyalty highlights its importance in influencing whether satisfied employees consider leaving. This study demonstrates the importance of employee loyalty in partially explaining the mechanism behind the relationship between job satisfaction and retention among Mongolian bank employees. The findings provide insights to help banks improve talent management strategies and retention.

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The perceived influence on organizational productivity: a perspective of a public entity

Cited by 12 publications

References 6 publications

An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

An Evaluation of the Impact of Training and Development on Organisational Performance: A Case Study of the Gauteng Provincial Department of Economic Development

A Study of Job Satisfaction and Its Effect on the Performance of Employees Working in Private Sector Organizations, Peshawar

The mediating role of employee loyalty and job engagement relationship between job satisfaction and intention to leave among bank employees in Mongolia

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