scholarly journals FLEXIBLE WORK PRACTICES AND EMPLOYEE RETENTION IN MANUFACTURING COMPANIES IN NIGERIA

2021 ◽  
pp. 13-33
Author(s):  
Vito Baridula ◽  
◽  
Mekuri-Ndimele Adanma ◽  
Keyword(s):  
Employee Retention ◽  
Affective Commitment ◽  
Rank Order ◽  
Primary Data ◽  
Work Practices ◽  
Manufacturing Companies ◽  
Flexible Work ◽  
Cross Sectional ◽  
Advancement Opportunities ◽  
Flexible Work Practices

Flexible work practices are very important to improve an employee retention in manufacturing companies in Nigeria. Therefore, the study examined the relationship between flexible work practices and employee retention in manufacturing companies in Nigeria. A cross-sectional research design was adopted in assessing the population of two hundred (200) employees of six (6) manufacturing companies in Nigeria. A sample size of 133 respondents was determined from this population through Krejcie and Morgan (1970) sample table. Primary data were generated through self-administered questionnaire. The reliability of the instrument was achieved through Cronbach Alpha coefficient reliability test and all items scored above 0.70 indicating a reliable research instrument. The hypotheses were tested using Spearman’s Rank Order Correlation Coefficient with the aid of Statistical Package for Social Sciences version 23.0. The findings show a positive and significant relationship between flexible work practices and employee retention in manufacturing companies in Nigeria. Thus, the study recommended that manufacturing companies in Nigeria should adopt flexible work practices in order to improve employee retention. Keywords: Flexible Work Practices, Employee Retention, Career Advancement Opportunities Job Autonomy, Promotional Opportunities, Employee Affective Commitment

scholarly journals KNOWLEDGE MANAGEMENT LIFECYCLE AND ORGANISATIONAL DECISION MAKING OF PAINT MANUFACTURING COMPANIES IN RIVERS STATE, NIGERIA

2021 ◽  
pp. 34-55
Author(s):  
Odiri EDEBIRI ◽  
Anthonia BESTMAN
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Rank Order ◽  
Threshold Level ◽  
Primary Data ◽  
Confirmatory Test ◽  
Manufacturing Companies ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Rivers State

This study investigated the influence ofknowledge management lifecycle on organisational decision making of paint manufacturing companies in Rivers State. The study was operationalized with the dimensions of knowledge management lifecycle as knowledge identification, knowledge creation, knowledge storage and knowledge transfer. Organizational decision making was measured by timeliness and cost effectiveness.The target population of this study is all 51 registered paint manufacturing companies in Rivers State. Purposive sampling was used to select a sample of 90 respondents from 30 selected manufacturing companies in Rivers State. The study used cross-sectional survey approach and descriptive research design.The study was guided by five research questions and ten research hypotheses. Questionnaires were the major instrument used in gathering primary data which were analyzed using correlational analyses. The questionnaire used was subjected to face/content validity, this was done to ascertain the validity of the questionnaires to be administered. The scale used for this study had been previously adjudged reliable. However, we also checked by verifying reliability outcomes through confirmatory test of internal consistency on the instrument with our sample using Cronbach alpha at the threshold level 0.7 which is generally accepted by the rule of thumb. Data was analyzed and results presented in tables, mean and standard deviation. And, finally hypotheses were tested using the Spearman Rank Order Correlation Coefficient. The study found that knowledge management lifecycle significantly impact on organisational decision making. The study recommends that in order for paint manufacturing companies in Rivers State to maintain their hedge in this high rivalry economy, they should pay more attention to how knowledge within the organisation are effectively managed as this will facilitate an effective time management and cost optimisation within the organisation.

scholarly journals Work Socialization and Workplace Conflict in Major Oil Companies in Nigeria

2021 ◽  
pp. 47-57
Author(s):  
Uranta, Raphael Sotonye ◽  
I. Zeb-Obipi ◽  
Kaanakia T. Konya
Keyword(s):  
Rank Order ◽  
Diversity Management ◽  
Negative Influence ◽  
Primary Data ◽  
Manufacturing Companies ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Workplace Conflict ◽  
Oil Companies ◽  
Work Socialization

This study investigated the relationship between work socialization and workplace conflict in major oil companies in Nigeria. The study adopted a cross-sectional survey in its investigation of the variables. Primary data was generated through the self-administered questionnaire. The population for the study was two hundred and fifty-three (253) employees of seven (7) selected manufacturing companies in Port Harcourt. A total of 7 major multinational oil companies were investigated. 35 administrative management staff were sampled using the stratified sampling technique. The spearman correlation statistic was used in testing the hypotheses formulated. The reliability of the instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient with the aid of Statistical Package for Social Sciences version 23.0. The tests were carried out at a 95% confidence interval and a 0.05 level of significance. Results from analysis of data revealed that socialization had both significant and negative influence on interpersonal, intrapersonal, inter-group and intra-group conflicts. The study recommends that socialization should be part and parcel of organizational fabric to attain great heights in terms of workforce cooperation which eliminates workplace conflict; and multinational oil companies should develop means to have a well-defined employee-oriented culture as this will boost socio-cultural diversity management within the employees and as such lead to constructive workplace conflict and harmony.

scholarly journals Use of flexible work practices and employee outcomes: the role of work–life balance and employee age

2021 ◽  
pp. 1-21
Author(s):  
Tahrima Ferdous ◽  
Muhammad Ali ◽  
Erica French
Keyword(s):  
Turnover Intentions ◽  
Theoretical Research ◽  
Work Practices ◽  
Flexible Work ◽  
Employee Outcomes ◽  
Life Balance ◽  
Flexible Work Practices ◽  
The Relationship ◽  
Employee Age

Abstract Flexible work practices (FWPs) give employees some control over when and where they work. Using boundary theory and role balance theory, this study proposes and tests a mediation model focusing on how the relationships between FWPs usage and employee outcomes (i.e., wellbeing and turnover intention) are mediated by work−life balance (WLB). It also tests the moderating role of employee age on the relationship between WLB and employee outcomes using socioemotional selectivity theory. The model was tested using survey data from 293 employees of an Australian for-profit organization. The findings indicate that FWPs usage is positively associated with WLB, WLB is positively associated with wellbeing and negatively with turnover intentions, and WLB partially mediates the relationships between FWPs usage and employee outcomes. The results provide partial support that employee age moderates the relationship between WLB and turnover intentions. Theoretical, research and practical contributions are discussed.

scholarly journals Sales Territory Design and Salesforce Performance in the Detergent Manufacturing Companies: The Actual Kenyan Context

2021 ◽  
Vol 17 (35) ◽  
pp. 203
Author(s):  
Benson Muchoki Mwangi ◽  
Francis N. Kibera ◽  
Mary Kinoti ◽  
Magutu P. Obara
Keyword(s):  
Critical Role ◽  
Strong Relationship ◽  
Primary Data ◽  
P Value ◽  
Manufacturing Companies ◽  
Cross Sectional ◽  
Territory Design ◽  
Simple Regression Model ◽  
Independent Variable ◽  
Cross Sectional Design

This paper focuses on determining the influence of sales territory design on salesforce performance in the detergent manufacturing companies in Kenya. Detergents play a critical role in our everyday lives by ensuring hygiene at our personal level, in our homes, in schools, institutions, and hospitals. Detergents have gained a lot of prominence since the onset of the Corona Virus (COVID-19) disease in 2019, as it has been proved that they play an important role in curtailing the transmission of the COVID-19 disease. The Salesforce plays an important role in organizations as they are the ones who in most cases interact with customers, provide information about their organization and products, provide prices, demonstrate how products are used, train customers, provide after sales service, and resolve any issues that may arise. The study was anchored on Expectancy Theory, Resource Based Theory, Equity Theory, and Agency Theory. The study adopted positivism philosophy and used a descriptive cross sectional design. The unit of analysis was the sales people in the detergent manufacturing companies in Kenya who are members of Kenya Association of Manufacturers as per list obtained from KAM in December 2018. The study used primary data which was collected by administering semi-structured questionnaires. The data was analyzed using a combination of both descriptive and inferential statics to describe the manifestations of the variables in the data collected, simple regression model was used to test the significance of the influence of sales territory design (independent variable) on the salesforce performance (dependent variable). Fischer distribution test (F-test) was used to test the significance of the independent variable and the overall model. The p-value for the F-statistic was used to determine the robustness of the model. This was done at 95% confidence level (p<0.05). The study found a strong relationship between sales territory design and salesforce performance. This depicts that sales territory design is critical in determining salesforce performance in detergent manufacturing companies in Kenya.

Flexible Work Practices: A Source of Career Premiums or Penalties?

2012 ◽  
Vol 55 (6) ◽  
pp. 1407-1428 ◽  
Author(s):  
Lisa M. Leslie ◽  
Colleen Flaherty Manchester ◽  
Tae-Youn Park ◽  
SI Ahn Mehng
Keyword(s):  
Work Practices ◽  
Flexible Work ◽  
Flexible Work Practices

scholarly journals PENGARUH KOMPENSASI TERHADAP RETENSI KARYAWAN MELALUI KEPUASAAN KERJA DAN KOMITMEN AFEKTIF PADA BEBERAPA RUMAH SAKIT DI DKI JAKARTA

2014 ◽  
Vol 7 (1) ◽  
pp. 199
Author(s):  
Diah Puji Astuti ◽  
Mutiara Sibarani Panggabean
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Employee Retention ◽  
Affective Commitment ◽  
Compensation Effect ◽  
Positive Influence ◽  
Equation Model ◽  
Primary Data ◽  
Work Attitude ◽  
Type C

<p><span><em>This research refers to a previous study conducted by Anis et al., (2011); Chee Hong et al., (2012) </em><span><em>and completed by Lamba &amp; Choudhary (2013). This research is about “Compensation effect on the </em><span><em>retention of employees through job satisfaction and affective commitment in several hospitals in </em><span><em>Jakarta”. The background of this research is to analyze the Employee Retention refers to the policy </em><span><em>of the hospital to prevent the employee out of the hospital. The purpose of this research was to </em><span><em>examine the effect of Compensation for Employee Retention Through Work Attitude. The design of </em><span><em>this research using primary data obtained by distributing questionnaires to 105 Hospital of type C </em><span><em>in Jakarta. Data analysis method used is Structural Equation Model (SEM). The results of this </em><span><em>research concluded that there is a positive influence through the Employee Retention Compensation </em><span><em>for Work Attitude.</em></span></span></span></span></span></span></span></span></span></span></p><p><span><span><span><span><span><span><span><span><span><span><em></em><br /><strong><em>Keywords</em><em>: Compensation, Employee Retention, Job Satisfaction, Affective commitment, Hospital</em></strong></span></span></span></span></span></span></span></span><br /></span></span></p>

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