Browsing by Author "Puplampu, B. B."
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Item Developing Courses in Occupational Safety & Health and Corporate Social Responsibility: A Faculty Handbook(Cranfield Press: Bedfordshire, UK, 2013) Puplampu, B. B.; Ofori, D. F.; Amponsah-Tawiah, K.; Dartey-Baah, K.This is a handbook or resource book on mounting and delivering degree and post graduate courses in occupational health as well as corporate social responsibility in higher education programmes in business and/or social/environmental science programme in Africa.Item Organisational Culture, Change Readiness and Successful Change Implementation in Universities in Ghana(University of Ghana, 2014-06) Abdul-Nasiru, I.; Puplampu, B. B.; Opoku, J. Y.; Danquah, S. A.; Asumeng, M. A.; University of Ghana, College of Humanities, School of Social Sciences, Department of PsychologyUniversities have unique features from regular business entities. However, like any other organisation the environment in which they operate is constantly changing, and they need to change not only to survive but to compete successfully to achieve set objectives. This study examines universities and how they achieve success in change implementation, given their culture and readiness for change tendencies. A total of 528 participants made up of academic and non-teaching staff, as well as students were selected from ten (10) public and private universities in Ghana for the study. The mixed method was used for the data collection and analysis. Quantitative data gathered through questionnaires were analysed using the Pearson Product-Moment Correlation, Multivariate Analysis of Variance (MANOVA) and Multiple Regression. For the interviews, Thematic Analysis was used for the analysis. Results show that private universities have significant features of clan and adhocracy cultures compared with public universities. Furthermore, readiness for change mediated the relationship between organisational culture and successful change implementation (measured in terms of technology acceptance). However, data showed that there is no significant difference between public and private universities in terms of change implementation success. The findings were discussed and recommendations made in terms of strategies for achieving successful change implementationItem Organisational Culture, Change Readiness and Successful Change Implementation in Universities in Ghana(University of Ghana, 2014-06) Abdul-Nasiru, I.; Puplampu, B. B.; Opoku, Y. J.; Danquah, A. S.; Asumeng, A. M.Universities have unique features from regular business entities. However, like any other organisation the environment in which they operate is constantly changing, and they need to change not only to survive but to compete successfully to achieve set objectives. This study examines universities and how they achieve success in change implementation, given their culture and readiness for change tendencies. A total of 528 participants made up of academic and non-teaching staff, as well as students were selected from ten (10) public and private universities in Ghana for the study. The mixed method was used for the data collection and analysis. Quantitative data gathered through questionnaires were analysed using the Pearson Product-Moment Correlation, Multivariate Analysis of Variance (MANOVA) and Multiple Regression. For the interviews, Thematic Analysis was used for the analysis. Results show that private universities have significant features of clan and adhocracy cultures compared with public universities. Furthermore, readiness for change mediated the relationship between organisational culture and successful change implementation (measured in terms of technology acceptance). However, data showed that there is no significant difference between public and private universities in terms of change implementation success. The findings were discussed and recommendations made in terms of strategies for achieving successful change implementationItem A Study of the Influence of Spiritual Leadership, Engaged Leadership and Extrinsic Motivation on Continuance Commitment in Ghanaian Banks(University of Ghana, 2015-06) Anane, A.; Puplampu, B. B.; University of Ghana, College of Humanities, Business School, Department of Organisation and Human Resource Management (OHRM)This study explored how spiritual leadership, engaged leadership and extrinsic motivation influence continuance commitment of employees in the banking industry in Ghana. The objectives of this study were to examine the relationship between spiritual leadership and continuance commitment, the relationship between engaged leadership and continuance commitment and the relationship between extrinsic motivations and continuance commitment in the banking industry in Ghana. The study adopted a quantitative method using questionnaire as the instrument to gather data from 204 respondents from four selected commercial banks in the Eastern part of Ghana listed on the Ghana Club 100 using the 2013 edition. Simple random purposive and convenience technique was used to select four (4) out of nine (9) banks for the study. Data from the survey was analyzed using multiple regression with the aid of statistical packages for social sciences (SPSS). The study found out that spiritual leadership (altruistic love and membership), engaged leadership and extrinsic motivation influence continuance commitment. The study also found out that extrinsic motivation mediates the relationship between the leadership styles (engaged/spiritual) and continuance commitment. The findings suggested that though benefits, compensations and organizational support and benefits enhance employee commitment, but to achieve employees’ continuance commitment, leaders ought to be considerate, selfless and engaging to their subordinates or staffs