Workplace Stress: Implications for Organizational Performance in a Nigerian Public University

Osibanjo, Omotayo Adewale; Salau, Odunayo Paul; Oyewunmi, Adebukola Esther

doi:10.3846/btp.2016.668

Cited by 30 publications

(36 citation statements)

References 28 publications

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“…Managerial deficit in emotional intelligence is tantamount to poor management of diversity, which could potentially lead to, poor interpersonal relations, discrimination, employee turnover, absenteeism, loss of organizational repute, inability to attract quality employees and poor performance outcomes. For managers, the benefits of emotional intelligence in managing diversity potentially include, increased self-confidence, harmonious relationships and decreased stress (Osibanjo, Salau, Falola & Oyewunmi, 2016). For the organization potential benefits include, increased teamwork and collaboration, enhanced commitment, motivation, decreased conflict, positive attitude, decreased turnover, creativity, and innovation from diverse perspectives.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

Normalizing difference: Emotional intelligence and diversity management competence in healthcare managers

Oyewunmi

2018

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Purpose: Diversity is synonymous with difference. The diverse workforce presents an array of complexities which necessitates the deployment of specific managerial competencies. Empirical evidences have indicated the role of emotional intelligence in the enhancement of abilities. Thus, this study investigated the relationship between emotional intelligence and diversity management competency amongst healthcare managers in Southwest Nigeria. Design: The descriptive survey method was adopted for the study. A total of 360 respondents completed the structured questionnaire titled Emotional Intelligence and Diversity Management Competency Questionnaire (EIDMCQ). Data was analyzed using descriptive and inferential statistics such as, Multiple Regression Analyses and Pearson Product Moment Correlation Statistical methods. Findings: A positive correlation was found between emotional intelligence and diversity management competency. Gender, ethnicity, and age, did not moderate the relationship between emotional intelligence and diversity management competency. Practical Implications: As difference is the reality of modern organizations, it is important to conceptualize it as normal and positive. Emotional intelligence is recommended as a critical tool to normalize the individual perceptions of difference. The re-assessment of the functions of managers must be followed by total commitment to capacity building in emotional intelligence, as well as the re-engineering of organizational and national cultures to promote equal opportunities, inclusion and diversity leveraging. Originality/value: This study pioneers research on emotional intelligence and diversity management competency in Nigeria’s public healthcare sector. It conceptualizes diversity management on an individual- managerial level. Practical interventions are provided to enhance the application of specific competencies to optimize a diverse workplace.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Normalizing difference: Emotional intelligence and diversity management competence in healthcare managers

Oyewunmi

2018

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“…The 5-point Likert scale that described the extent to which the respondents agreed to the statements on the research instrument was used. The choice of the 5-point Likert scale was based on it typicality as established by Bowling & Hammond, (2008) which was also used in similar studies (Falola, Salau, Oyafunke-Omoniyi & Olokundun, 2016, Osibanjo, Salau, Falola, Oyewunmi, 2016, Ibidunni, Osibanjo, Adeniji, Salau & Falola, 2016. Data were also studied and the assumptions for analysis were checked based on the procedures recommended by Anderson and Tatham (2009).…”

Section: Methodsmentioning

confidence: 99%

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

H.O¹,

O.A²,

E.E³

et al. 2018

JBRMR

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Institutions of higher learning in the modern and highly competitive academic environment compete to drive work engagement and explore possible means by which employees can develop and exhibit right attitudes and disposition to work. The main objective of this study was to examine the effect of work engagement strategies on employees' behavioural outcomes. Few studies analysed how work engagement strategies could help in driving standard work behaviour particularly in higher institutions. In an attempt to bridge this gap, this study was carried out using descriptive research method and Structural Equation Model (AMOS 22) for the analysis of four hundred and forty-one (441) valid questionnaire which were completed by the faculty members of the six selected private universities in Nigeria using stratified and simple random sampling techniques. Factor model which shows high-reliability and good fit was generated, while construct validity was provided through convergent and discriminant analyses. The findings indicate that career opportunities, recognition of efforts, institution's reputation, investment in employees and fun at work have positive influence on job satisfaction, job involvement and employees' loyalty. This study contributes to the scientific knowledge in the area of Strategic Human Resources Management and the insight discovered from the study would help the management of institutions of higher learning to improve their employees' level of engagement as well as their behavioural outcomes.

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“…It is suggested that even when employees' innovations, ideas and intended project fail, they should not be rebuked or besmirched but encouraged to re-strategise. This will allow them to brain storming and come up other strategic ways of implementing their ideas for the betterment of the organisation (Osibanjo et al 2016). Organisations should challenge their employees by providing them with autonomy and the freedom to innovate and carve out spaces for them to take risks and experiment.…”

Section: Discussionmentioning

confidence: 99%

Employees’ intrapreneurial engagement Initiatives and its influence on organisational survival

Falola

Salau

Olokundun

et al. 2018

BTP

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Abstract. Employee intrapreneurial engagement is considered to be one of the fundamental initiatives that can help organisations to achieve a sustainable competitive advantage in the midst of economic hardship and stiff competition particularly in a volatile and competitive business environment. The main objective of this study is to examine how employees' intrapreneurial engagement initiatives would influence organisational survival. Few studies analyse how employee intrapreneurial engagement may foster organisational survival. In order to bridge this gap, we conducted a survey with three main manufacturing companies in Nigeria. A descriptive research method (Structural Equation Model (AMOS 22)) was applied to analyse the two hundred and fifty-nine (259) copies of valid questionnaire completed by the respondents using stratified and simple random sampling techniques. However, the study indicated that fostering employees' intrapreneurial engagement have positive significant implications on organisational survival. This suggests that employees' empowerment, involvement, autonomy, relationships and reward system have significant effects on organisational survival. It is therefore recommended that organisations should challenge their employees by providing them with autonomy and the freedom to innovate and carve out spaces for them to take risks and experiment. The insights discovered from this study would help to facilitate stakeholders to develop or foster employee intrapreneurial engagement and strong institutional strategies to ensure organisational survival.

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Workplace Stress: Implications for Organizational Performance in a Nigerian Public University

Cited by 30 publications

References 28 publications

Normalizing difference: Emotional intelligence and diversity management competence in healthcare managers

Normalizing difference: Emotional intelligence and diversity management competence in healthcare managers

Measuring work engagement strategies and employees’ behavioural outcomes in Nigerian Universities

Employees’ intrapreneurial engagement Initiatives and its influence on organisational survival

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