Dissertations
https://dspace.aiias.edu/xmlui/handle/20.500.12977/14
2024-03-29T15:24:55ZFactors affecting employee retention in nonprofit organizations
https://dspace.aiias.edu/xmlui/handle/3442/495
Factors affecting employee retention in nonprofit organizations
Kyi, Khin Maung
This study identifies factors that affect employee retention in nonprofit
organizations. It also provides suggestions for improving retention conditions to
nonprofit managers and administrators.
Using structural equation modeling (SEM) approach for data analysis and
hypothesis testing, this study investigated the relationships between turnover intention,
normative commitment propensity, instrumental commitment propensity, mission
attachment, job embeddedness, job satisfaction, and organizational commitment.
Turnover intention is used as dependent variable of this study.
A questionnaire survey composed of 7 instruments was utilized to collect data
regarding respondents’ demographic information, pre-entry responses, and post-entry
responses. A total of 279 out of 310 employees from higher education, healthcare, and
human relief organizations in the Philippines and India completed the survey.
The results revealed that 93% of variance in job satisfaction is explained by
mission attachment and job embeddedness. Mission attachment alone is accounted for
explaining 91% of variance in organizational commitment. Most importantly, 46% of
variance in turnover intention referring to employee retention is explained by
organizational commitment, job embeddedness, and mission attachment. Employee
retention, therefore, is predicted by organizational commitment, job embeddedness, and
mission attachment, among which organizational commitment is the best predictor.
Unpublished Dissertation (PhD Business)
Shelf Location: HF5549.5.R58 .K95 2011 ATDC
2011-02-01T00:00:00ZConsequences of ethical climates configurations
https://dspace.aiias.edu/xmlui/handle/3442/485
Consequences of ethical climates configurations
Musabyimana, William Ruzima
The relationship between ethical climate and negative work outcomes such as employee turnover remains largely understudied and mostly unexplained. Furthermore, the question on whether ethical climate configurations can explain variance in turnover intentions has been poorly understood. In order to address this gap in knowledge, a model of ethical climate configurations-employee turnover intentions was developed. Using a positivistic research paradigm, the study adopted a quantitative cross-sectional design and a survey data collection strategy to test seven hypotheses. Structural equation modeling was utilized to determine the nature of hypothesized relationships.
The structured model was specified with six fit indices: chi-square value /degree of freedom = 1.958, GFI = 0.920, incremental fit index = 0.940, Tucker-Lewis Index = 0.924, comparative fit index = 0.939, and root mean square error of approximation = 0.057. This model explained 33% of the variance in employee turnover intentions. The results showed a direct negative influence of organizational commitment ( = -0.302, p < .001) on employee turnover intention. In like manner, the effect of organizational trust ( = -0.369, p < .001) on employee turnover intention—direct and indirect through organizational commitment—was negative and significant. The results also revealed that benevolent and egoistic climates had rival effects on organizational commitment and organizational trust. However, no significant relationship was identified between job satisfaction and employee turnover intention.
The findings if this study contribute to the literature of consequences of ethical climate in three important ways: (a) understanding the mediating role of organizational commitment—between two antagonist ethical climate configurations and employee turnover intentions and between organizational trust and employee turnover intention—provides an insight to the importance of organizational commitment in the studies of employee turnover intentions, (b) the identification of a direct positive significant influence of principled climate on employee turnover intentions reveals that utilizing the promotion of independence climate for enhancing employee retention should be used with caution, and (c) understanding the relationships between ethical climate configurations, organizational trust, and organizational commitment provides insight to
the importance of organizational trust in the organization. Implications for further research and some implications for practice were discussed in this study as well.
Unpublished Dissertation (PhD Business)
Shelf Location: HF5549.5.T8 .M88 2018 ATDC
2018-05-01T00:00:00ZEffects of environmental turbulence, strategic leadership, strategy implementation, and formal strategic planning on organizational performance
https://dspace.aiias.edu/xmlui/handle/3442/475
Effects of environmental turbulence, strategic leadership, strategy implementation, and formal strategic planning on organizational performance
Edmond, Ruthe Pierre
Although planning remains a core function in the management process, the planning-performance relationship found in literature is both diverse and inconsistent. To address these inconsistencies, scholars have suggested examining the role of strategy implementation in the planning-performance relationship as it supports the realization of stated plans. Another critical dimension in understanding the planning-performance relationship is the role of strategic leadership. Although it is found in current literature, it is not adequately tested. To address this gap in knowledge, the study sought to investigate the effect of environmental turbulence, strategic leadership, strategy implementation, and formal strategic planning on non-financial organizational performance to build a good predictive model. The literature review focused on the concepts, definitions, theories, and
indicators of the variables under study. It also reviewed the theoretical and empirical findings on the relationship between those variables.
Adopting a positivist perspective, the study followed a quantitative approach, using a cross-sectional design and survey as strategy in collecting data to test 6 hypotheses. Using structural equation modeling, this study developed a model to explain non-financial organizational performance by studying its antecedents. Data for this study was collected in Haiti using a 5-point Likert Scale rated questionnaire from 274 respondents. Stratified random sampling was used to select the institutions and convenience sampling to select the respondents for the study.
The structural equation modeling was used to analyze the data and answer the research questions of this study. Environmental turbulence directly and positively influences strategic leadership and strategy implementation. It also indirectly influences formal strategic planning and organizational performance. Strategic leadership directly and positively influences strategy implementation, has direct and indirect effects on formal strategic planning, and indirectly affects organizational performance. Strategy implementation directly influences formal strategic planning and indirectly organizational performance. Particularly, formal strategic planning was the only variable that has a direct effect on organizational performance. Further, environmental turbulence was found to be a good predictor for organizational performance in this model. The model that emerged explained 94% of the variance observed in non-financial organizational performance.
The findings contribute significantly to the body of knowledge on strategic management and organizational performance. The practical implication of the study is in
the area of understanding environmental turbulence, playing strategic leadership roles, detailing action plan for strategy implementation, and formalizing strategic planning processes. First, managers, CEOs, directors, and board members playing leadership roles should learn to interact with environmental turbulence because it influences formal strategic planning and ultimately organizational performance through strategy implementation and strategic leadership. Second, managers, CEOs, directors, and board members need to assume strategic leadership roles as it influences organizational performance through formal strategic planning. Third, organizations need to have a detailed action plan for strategy implementation as it influences organizational performance through formal strategic planning. Fourth, organizations need to strengthen their formal strategic planning processes as it directly influences organizational performance. Future studies can consider adding strategy evaluation and control to the model to enhance its usefulness. In addition, future researchers can also consider the internal environment of the firm in developing a more complete model.
Unpublished Dissertation (PhD Business)
Shelf Location: HD58.7 .E36 2018 ATDC
2018-11-01T00:00:00ZDeterminants of employee presenteeism in the workplace
https://dspace.aiias.edu/xmlui/handle/20.500.12977/438
Determinants of employee presenteeism in the workplace
Chepchirchir Sang, Monica
Employee presenteeism is the practice of going to work despite illness, injury, and anxiety (from work related pressure, or feeling emotionally low), among others. This often results in reduced productivity. Unlike absenteeism, presenteeism is a hidden phenomenon, which is difficult to identify, measure, and control often leading to ill-health, accidents, and mistakes, resulting to low quality products, inferior customer service, and productivity loss. While literature focuses on absenteeism, presenteeism has received little research attention. Therefore, this study sought to assess, explain, and predict the determinants of employee presenteeism in the public health sector, county hospitals in Kenya.
A positivist approach was used on a population of 58,248, and a sample of 400 employees in 8 regions of Kenya, with purposive, stratified, and simple random sampling techniques. Data collection used standardized, validated questionnaires, α = 0.74. Pearson
correlation analysis revealed a significant relationship between work pressure, r = .68, p < .05; job insecurity, r = .78, p < .05; work policies, r = -.763, p < .05; positive supervisor behavior, r = -.592, p < .05; negative supervisor behavior, r = .592, p < .05; conscientiousness, r = -.325, p < .05; extraversion, r = .536, p < .05; and employee presenteeism. Multiple linear regression analysis generated a five predictor model accounting for 71.9% of the variance in employee presenteeism, normally shown as R2. The model is a good fit for data as it significantly predicts employee presenteeism, p < 0.05. Job insecurity is the best predictor of employee presenteeism (β = .377), followed by work pressure (β = .277), extraversion (β = .241), work policies (β = -.211), and negative supervisor behavior (β = -.104).
Findings demonstrate that employee presenteeism is a real workplace challenge that requires real solutions through policy interventions. The study adds new knowledge and provides that work/organizational and personal factors significantly predict employee presenteeism. Also, sickness presence prevalence was high during the last 12 months while sickness absence was low indicating that employees attended work despite illness, injury, or low emotional feeling. Further, work pressure, job insecurity, supervisor behavior, work policies, conscientiousness, and extraversion were significantly associated with employee presenteeism. Finally, the predictive model of employee presenteeism adequately explains employee’s choice to attend work or not when feeling unwell. Therefore, in order to manage employee presenteeism, the researcher recommends increased awareness programs, employees’ well-being strategies, interpersonal relations, training, and fair implementation of work policies to inspire goodwill mentality for both employer and employee and increase productivity.
Unpublished Dissertation (PhD Business)
Shelf Location: HD58.7 .C43 2018 ATDC
2018-09-01T00:00:00Z