INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

2017 ◽  
Vol 2 (1) ◽  
pp. 13
Author(s):  
Dr. Dinah Chebet Keino ◽  
Dr. Hazel Gachunga ◽  
Dr. Kennedy Ogollah
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Computer Software ◽  
Target Population ◽  
Team Work ◽  
Working Environment ◽  
Mobile Telecommunication ◽  
Employer Branding ◽  
Telecommunication Sector ◽  
Telecommunication Companies

Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.

scholarly journals EFFECT OF REWARD ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA

2017 ◽  
Vol 2 (2) ◽  
pp. 44
Author(s):  
Dr. Dinah Chebet Keino ◽  
Dr. Hazel Gachunga ◽  
Dr. Kennedy Ogollah
Keyword(s):  
Data Analysis ◽  
Computer Software ◽  
Target Population ◽  
Mobile Telecommunication ◽  
Employer Branding ◽  
Telecommunication Sector ◽  
Correlation And Regression Analysis ◽  
Annual Salary ◽  
Telecommunication Companies ◽  
Data Collection Instrument

Purpose: The purpose of the study was to establish the effect of reward on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most of the mobile telecommunication companies in Kenya employees were stimulated by Salary, benefit and allowances to apply for the job. The results of the study also showed that Bonus, pension pay and promotions have great impact on the success of the organization and may influence retention in the mobile telecommunication companies in Kenya. The results further showed that exists a benefit scheme policy in the mobile telecommunication sector in Kenya, this implies that majority of the telecommunication companies have enrolled their employees to the benefit scheme.Unique Contribution to Theory, Practice and Policy: The study recommended Mobile telecommunication sector in Kenya to introduce annual salary reviews, housing and commuter allowances to motivate their employees and boost the employee branding.

scholarly journals Organizational culture and its impact on the behavior and performance of employees: الثقافة التنظيمية و أثرها على سلوك و أداء الموظفين

2017 ◽  
Vol 1 (9) ◽  
Author(s):  
Iman Ahmed Bakthir
Keyword(s):  
Organizational Culture ◽  
Team Work ◽  
Working Environment ◽  
Open Door Policy ◽  
Administrative Authority ◽  
Pressure Groups ◽  
Employees Satisfaction ◽  
And Performance ◽  
High Level ◽  
High Degree

The study aimed to identify the type of organizational culture among managers and department heads of United Sugar Company in Jeddah and its impact on the performance of employees. In addition to diagnose the staff and management understanding of the organizational culture role in improving the overall performance of the company. The study sample consisted of (17) managers and (141) employees from all departments within the United Sugar Company. The researcher used the study tool represented by two questioners, one for managers and the other for staff. Answers samples were treated statistically using the statistical analysis software SPSS. Approach that the researcher used was descriptive analytical approach, which describes the nature of the theoretical and field study. The researcher was able to reach managers’ answers results, represented by the diversity of the study sample in terms of organisational rank, qualifications, experience and age. Results indicated the presence of a degree of neutrality in giving managers a mandate administrative authority over employees. It was shown in the study the presence of margin of freedom for employees to express their opinions, however it was not in the required level. The study also shown that the administration involves staff in the development of current and future plans for the company with a high degree, also managers encourage staff to propose alternatives and scientific solutions to problems they face. Awareness demonstrated by staff and managers towards work policies and regulations indicates a good organizational culture. It was found also that managers contribute to modernizing the working environment and identify their needs in modern scientific ways and they encourage team work spirit within employees to create a healthy organizational culture while not afraid of pressure groups since they have a high level of organizational culture. Interest in transferring expertise from outside the company is evidence on the capacity of their organizational culture. The high degree employees’ satisfaction represents the drive to believe in the culture of the organization. The study recommended the need to raise the degree of mangers involving staff in the authorities delegation and the need to adopt open-door policy also for staff to participate in decision-making process. Also it was recommended by the research to direct the attention towards training on the job and make it a gateway to the company's culture. It was urged on the need for transferring a lot of successful experiences to other companies in support of spreading the organization's culture. It was recommended to care about the importance of the development of policies and administrative regulations and make them more flexible to allow for a wide organizational culture. And to follow global corporate developments and investigate the reasons for its success and the role of organizational culture in it and adopt accordingly. It was pointed the need to honor the contributions of outstanding efforts to encourage science and organizational culture. It also recommended holding periodic contests where workers highlight the performance and awareness degree of organizational culture, also holding seminars, lectures and exhibitions inside and outside the company to spread the organizational culture of the company to other parties.

scholarly journals Examining factors that affect staff performance in Lesotho Correctional Service

2021 ◽  
Vol 9 (3) ◽  
pp. 148-158
Author(s):  
Bernard Nkala ◽  
Phaello Olivia Malataliana
Keyword(s):  
Organizational Culture ◽  
Leadership Style ◽  
Employee Performance ◽  
Employee Participation ◽  
Team Work ◽  
Working Environment ◽  
Service Employees ◽  
Service Employee ◽  
Independent Variables ◽  
Staff Performance

Staff performance remains critical in every organization’s and indeed country’s’ performance hence factors critical for ensuring high performance must always be interrogated. Using conclusions from survey data from 700 Lesotho Correctional Service employees, the study sought to examine the factors that affect performance, assessing the extent to which variables; leadership style, employee participation, working environment, organizational culture and motivation impact on employee performance. The research sample consisted of Correctional Service employees picked from six departments/units out of 13 using a probability one’s stage cluster sampling design. The subjects were randomly selected from a target population of 1000 employees to understand the factors that affect employee performance. The sample included the civilian staff, senior management, middle management and subordinate level staff mainly to balance views. The use of questionnaires, semi structured interviews and researchers’ observations was utilized to collect research data for analysis. The study reviewed departmental policies and published literature on Correctional and Prison services staff performance, behavior and satisfaction as a theoretical base to endorse study independent variables. Data revealed that work environment was perceived to have the greatest influence on Lesotho Correctional Service employee performance (mean=4.88). Other factors include organizational culture (mean=4.77), employee participation (mean=4.22), leadership style (mean=3.51), employee empowerment (mean=3.67), employee motivation (mean=3.65) and employee training (mean =3.89) indicated as affecting employee performance. The study revealed that the style of management, low salaries and allowances, flawed legislation, lack of appropriate human resource policies, and limited development opportunities affect staff performance. Regression estimation using n450 responses between study dichotomous dependent variable (employee performance) and independent variables; leadership style, employee participation, working environment, organizational culture and motivation proved all the independent variables significant in explaining employee performance. The five independent variables studied explain 67.4% of the staff performance in the Lesotho Correctional Services as represented by the R2. The study recommended institutionalization of the performance reward system, incentivizing ethical conduct to enhance professional conduct amongst the officers, enhancement of team work, pioneering leadership training and revising and strengthening the current performance management system as amongst strategies that can enhance Lesotho Correctional Service employee performance.

scholarly journals The Influence of Organizational Culture and Working Environment on Employee Performance at PT. Pusaka Ayu Bahari

2021 ◽  
Vol 1 (1) ◽  
pp. 21-26
Author(s):  
Prayoga Langgeng Basuki ◽  
◽  
Zulvia Khalid ◽  
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Data Analysis ◽  
Research Methodology ◽  
Employee Performance ◽  
Working Environment ◽  
Independent Variables ◽  
The Relationship ◽  
Performance Research ◽  
Two Independent Variables

Abstract Purpose: This research was conducted to determine the relationship between organizational culture and working environment on Employee Performance. Research Methodology: Data analysis utilized in this study consists of; data quality test, classical assumption test, multiple regression analysis and hypothesis testing. The number of participants in this study was 52 (employee) at PT. Pusaka Ayu Bahari (South Jakarta) uses the Incidental method and should experience working in the company. Results: The results of this study indicate that there is a significant positive partial influence of the relationship between the two independent variables, namely Organizational Culture and Working Environment on Employee Performance, result details from this study are seen as follows: that Organizational Culture has an influence towards Employee Performance. and Working Environment has an influence towards Employee Performance.

Impact of Compensation, Job Enrichment and Enlargement, and Training on Employee Motivation

2021 ◽  
pp. 227853372199535
Author(s):  
Najameddin Sadeg Tumi ◽  
Ali Nawari Hasan ◽  
Jamshed Khalid
Keyword(s):  
Employee Motivation ◽  
Compensation System ◽  
Working Environment ◽  
Future Research ◽  
Organizational Success ◽  
Telecommunication Sector ◽  
Significant Relationships ◽  
Monetary Rewards ◽  
Telecommunication Companies ◽  
Job Enrichment

Motivation is the process of increasing employee commitment and it is considered one of the key fundamentals, which are essential for organizational success. In a globalized working environment, implementing an effective compensation system, job enrichment, and enlargement, and appropriate training are some of the critical challenges facing by organizations to keep motivated their employees. Thus, the present study aims to investigate possible influencing factors such as compensation, job enrichment and enlargement, training, and their effects on employee motivation in the telecommunication sector in Libya. The findings revealed that all investigative factors have significant relationships with employee motivation. This study suggests that telecommunication companies should formulate an appropriate compensation system comprising of monetary and non-monetary rewards, provide job training to enhance knowledge and skills, as well as offer job enrichment and enlargement opportunities for the employees to expand their motivation and therefore result in organizational success. The limitations of the study and future research recommendations are addressed at the end.

scholarly journals Pengaruh Komitmen Organisasional, Kepuasan Kerja dan Budaya Organisasi terhadap Kinerja Karyawan pada Bento Kopi Yogyakarta

2021 ◽  
Vol 3 (1) ◽  
pp. 86-96
Author(s):  
Rian Fajar Sidik ◽  
Jajuk Hermawati ◽  
Soni Kurniawan
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Data Analysis ◽  
Organizational Commitment ◽  
Employee Performance ◽  
Target Population ◽  
Significance Test ◽  
T Test ◽  
Collection Method ◽  
Analysis Technique

The purpose of this study was to determine the analysis of the influence of organizational commitment, job satisfaction, and organizational culture on employee performance at Bento Kopi Yogyakarta. In this study, the target population is all employees of Bento Kopi Yogyakarta, both permanent and contractual. The sample of this study is part of the target population is 100 employees of Bento Kopi Yogyakarta, where the sample is determined by the Slovin formula. The data was collected using a questionnaire or questionnaire collection method. The data analysis technique used is the regression technique which is supported by the t test and classical assumptions, the data that has been obtained are processed using SPSS 21. The results of this study indicate that organizational commitment has a positive and significant effect on employee performance in accordance with the significance test carried out by the test- t and obtained tcount> ttable (61.695> 1.66055) sig. amounting to 0.000 / 0.0 so that Ho is rejected and Ha is accepted, job satisfaction has a positive and significant effect on employee performance in accordance with the significance test carried out by t-test and obtained tcount> ttable (38.241> 1.66055) sig. 0.00 / 0.00 so that Ho is rejected and Ha is accepted, organizational culture has a positive and significant effect on employee performance in accordance with the significance test carried out with the t-test and obtained tcount> ttable (35.798> 1.66055) sig. 0,000 so that Ho is rejected and Ha accepted.

Customer Knowledge Management (CKM) Practices in the Telecommunication Industry in Bangladesh

2017 ◽  
Vol 9 (2) ◽  
pp. 46-70 ◽  
Author(s):  
Mohammad Fateh Ali Khan Panni ◽  
Naimul Hoque
Keyword(s):  
Knowledge Management ◽  
Group Discussion ◽  
Telecommunication Industry ◽  
Telecommunication Sector ◽  
Customer Knowledge ◽  
Customer Knowledge Management ◽  
Telecommunication Companies ◽  
Quantitative Results ◽  
Modern Knowledge ◽  
Innovative Concept

Customer Knowledge Management (CKM) has become buzzword in modern knowledge driven society. As an innovative concept the study has attempted to find out the level of orientation of CKM practices in telecommunication sector in a developing country like Bangladesh through data and methodology triangulation approach. In the first phase of the study, quantitative technique has been used where data has been collected from 42 employees from major telecommunication companies such as Grameen Phone (GP), Banglalink, Robi, Airtel and Teletalk. In order to find out the details explanation of the quantitative results, an extensive open-ended survey has been conducted on experienced mid-level employees. In the last phase of the study, a Focus Group Discussion (FGD) was conducted on selected knowledgeable educated customers to cross check the results derived from the corporate people in order to ensure the reliability of the study.

scholarly journals Valuación de empresas de Telecomunicaciones con parámetros operativos

2017 ◽  
Vol 5 (9) ◽  
Author(s):  
J. Saldaña ◽  
M. Palomo ◽  
M. Blanco
Keyword(s):  
Stock Market ◽  
Stock Price ◽  
Asset Price ◽  
Capital Asset Price Model ◽  
Telecommunication Sector ◽  
Market Strategy ◽  
Stock Value ◽  
Telecommunication Companies ◽  
Strategy Acquisition ◽  
Para Determinar

Key words: Capita asset price, financial expectations, operative factorsAbstract. The value of telecommunication companies measured in terms of their stock value, may be explained not only by their historical financial results and their financial expectations, but also by the evaluation of other operative factors such as: technological change, organizational change, market strategy, acquisition cost, customers portfolio, fusions and institutional changes (regulations). Due to the importance of the telecommunication sector inthe stock market, as well as in the national economy, an analysis which improves its knowledge and allows a better valuation of these companies is required. Models for asset pricing CAPM (Capital Asset Price Model) and APT (Arbitrage Price Theory) have been developed and proved outside national context, besides, according to theory; their effectiveness for determining stock price depends on the stock market efficiencyPalabras Clave: Expectativas financieras, factores operativos, fijación de precios de capitalResumen. El valor de empresas de telecomunicaciones medidos en términos del valor de sus acciones, no solo se explica por la valuación de sus resultados financieros históricos y sus expectativas financieras si no también por la valuación de otros factores operativos tales como cambio tecnológico, cambio organizacional, estrategia de mercado, costo de adquisición, valor de la cartera de clientes, fusiones, y cambios institucionales (regulaciones).Por la importancia que presenta el sector de telecomunicaciones en el mercado de valores y en la economía nacional, se requiere de un análisis que permita su mejor conocimiento y control del valor. Los modelos desarrollados para la fijación de precios de activos; CAPM (Modelo de Fijación de Precios de Capital) y APT (Teoría de Fijación de  Precios de Arbitraje) han sido generalmente probados y desarrollados fuera del contexto nacional y su nivel de efectividad para determinar el precio de una acción y que de acuerdo a la teoría depende fundamentalmente del nivel de eficiencia del mercado de capitales.

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