Department of Organisation and Human Resource Management
Permanent URI for this collectionhttp://197.255.125.131:4000/handle/123456789/23062
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Item Assessing Project Management Maturity in Africa: A Ghanaian Perspective(International Journal of Business Administration, 2013) Ofori, D.; Deffor, E.W.The level of project management awareness and recognition of the standards and knowledge sharing among professionals is on the rise. Despite this many projects continue to fail. Ameliorating project failure requires project management maturity among practitioners. Project management maturity is the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. To ascertain the level of maturity among project-oriented organizations in Ghana the following research questions were raised: Is the concept of PM maturity understood in Ghana? What are Project Management Maturity levels in Ghana? What maturity models are in use? Are there differences in project management maturity levels in industries in Ghana? The study was exploratory and utilized a questionnaire survey method to collect data on project management Maturity in Ghanaian organizations. Purposive sampling was used to select a sample of 200 managers from different economic sectors. The findings showed that differences exist in the current project management maturity levels across each phase of the project life cycle for all organizations. The study also showed that most of the practitioners expect their respective organizations to attain higher levels of project management maturity (PMM) albeit at various levels. Organizations operating in the non-profit (NGO) category exhibited relatively higher levels of maturity compared to the other categories of organizations in all five phases of the project management life cycle. Firms in the public sector of Ghana recorded low levels of maturity in most of the phases of the project management life cycle. This may be attributed to the low level of project management expertise in the sector, with possible dire consequence to the country’s development since the public sector accounts for a large percentage of projects executed in Ghana. Overall, the findings seem to indicate that project management maturity occurs in phases; PM maturity does not occur as an event but is an ongoing process that is interlinked. The implication therefore is that organisations cannot claim to be mature in one area and neglect the other; it becomes imperative for project-implementing organizations in Ghana to strive to attain maturity in all five phases of the project management life cycle to attain the full benefits of the projects they implement.Item Assessing Social Capital For Organisational Performance: Initial Exploratory Insights From Ghana(Organizations And Markets In Emerging Economies, 2010) Ofori, D.; Sackey, J.Social Capital is a concept that describes good quality social relations that can lead to mutual benefit. The fundamental proposition of social capital theory is that networks of relationships grant access to resources, especially information benefits not available to non-members of the network. This study assessed the functions of social capital within Ghanaian organizations, described the patterns and determinants of social capital use within organizations, and explored how social capital contributes to firm performance using a sample frame of firms listed in the Ghana Club 100. A questionnaire field survey supplemented by personal interviews was chosen as the most appropriate design for this investigation. Employees were sampled across the organizational hierarchy based on their responsibilities, positions, and type of relationship held with others within the organization. Data was also collected on demographic characteristics and organizational dynamics. The results showed that social capital is critical to knowledge sharing in the Ghanaian organization; that it helps to get things done and helps in the attainment of organizational objectives. The findings also suggested that three determinate variables of social capital: reciprocity, trust, and institutional ties, have the most significant positive relationship with organizational performance. Given that, the study recommends that firms take a proactive approach towards promoting, building, and maintaining viable social networks within their structures to derive maximum benefit from it.Item Corporate Social Responsibility: Perspectives of Foreign and Local Oil Marketing Companies in Ghana(Communicatio, 2020) Amoako, G.; Dartey-Baah, K.; Owusu-Frimpong, N.; Kebreti, C.CSR activities in Ghana are undoubtedly receiving spectacular approval, either through companies’ voluntary acts to improve social conditions in the communities in which they operate or purely as a corporate strategy to enhance reputation and potentially increase profitability in the organization. It is in light of this, the researchers selected both foreign and locally based oil marketing companies in Ghana to examine their expressive social actions in the communities they operate in. The researchers found that as part of their CSR activities, the oil marketing companies focus on meeting educational needs, healthcare-related projects, safety issues, environmental interests, and community-related outreach programs such as providing potable water and donating towards community festivities.Item Mediation effect of emotions on relational dynamics between entrepreneurs’ thinking processes and their entrepreneurial decision-making(Journal of the International Council for Small Business, 2023) Sanda, M.; Sallama, M.This study provides understanding of how creative entrepreneurs’ thinking processes affect their entrepreneurial decision-making and the influencing role played by their emotions. Using a cross-sectional design, quantitative data were collected from 576 creative entrepreneurs and analyzed descriptively and inferentially. It was found that creative entrepreneurs’ thinking processes affect their entrepreneurial decision-making. Their emotions were also found to strongly negatively affect their entrepreneurial decision-making. It was concluded that in understanding how the thinking processes of creative entrepreneurs inform their entrepreneurial decision-making and their emotional orientations, which strongly determine the character of their entrepreneurial decision-making must be considered. The results of this study provide a good understanding of the dynamics of creative entrepreneurs’ thinking processes and their entrepreneurial decision-making and the mediating influence of their emotions, which could be used to effectively design creative entrepreneurship skills and practices toward improved entrepreneurial decision-making.Item Sustainable human resource management and social harm of deviant tourism employees(Anatolia, 2022) Anlesinya, A.; Susomrith, P.Research on how sustainable human resource management (HRM) can alleviate the social harms of tourism employees is limited. Therefore, this study conceptually examines the influence of sustainable HRM on the social harms of deviant tourism employees by drawing on multiple theoretical perspectives. The findings suggest that social harms of tourism employees are the result of social learning. Additionally, they imitate deviant tourists’ behaviours, and generate social harms for the stakeholders both in and outside the tourism work environment. However, this can be counter balanced by sustainable HRM practices that shape social learning forces, and directly reduce social harms. Accordingly, our study contributes by developing a multidisciplinary theoretical framework to guide practices and research on critical social issues within the tourism workplace.Item Does humane leadership influence customer service orientation of financial institutions? The moderating effect of job satisfaction of casual employees(African Journal of Economic and Management Studies, 2024) Dzogbenuku, R.K.; Sokro, E.; Dartey-Baah,K.Purpose – This study seeks to assess how a humane leadership style affects customer service orientation among casual employees of financial service institutions in Ghana. Using job satisfaction as a moderator, this study predicts that a humane leadership style influences casual employees’ customer service orientation. Design/methodology/approach – Survey data were obtained from 328 frontline casual employees of financial service firms. The structural equation modelling technique of partial least squares was used to test the hypothesised relationships. Findings – The study found that a humane leadership style positively and significantly drives customer service behaviour. Job satisfaction also had a positive effect on customer service orientation among casual employees. Originality/value – The study appears to be the first of its kind to explore the moderating role of job satisfaction in the connection between humane leadership and customer service orientation from the perspective of casual employees. The study highlights insightful practical implications for corporate managers, HR practitioners and marketing academics.Item The Impact of Time Management Behaviors on Employee Performance in Humanitarian Service Organization: A Study of Selected NPOs in Ghana(Journal of African Business, 2022) Abugre, J.B.; Nasere, D.; Minlah, B.The purpose of this work is to analyze the effect of time management behaviors on work performance of humanitarian services. non-for-profit organizations (NPOs) in Ghana. Using a survey of For NPOs in Ghana, different multivariate analytical techniques were employed to analyze the data. By doing so, we tested three symmetrical hypotheses of employees’ time behaviors leading to outcomes of employee performance in NPOs. Results indicated that short-range time management behavior has a strong impact on employee work performance in NPOs. Results also indicated that long-range time management behavior has a positive impact on employee work performance in NPOs. Similarly, our findings demonstrated that employee time management attitude is strongly linked to their performance in NPOs. This study concludes that time management behaviors or practices should be of great concern to organizational analysis in terms of time management and employee productivity which may go a long way toward creating competitive advantage for organizations.Item Corporate social responsibility and employee attitudes: The moderating role of employee age(Business Ethics, the Environment & Responsibility, 2021) Nyuur, R.B.; Ofori, D.F.; Amankwah, M.O.; Baffoe, K.A.This study examines the role of corporate social responsibility (CSR) on employee engagement and job satisfaction. Using 322 responses from employees of selected companies in Ghana, and employing hierarchical regression analysis, the study examines the direct impact of economic, legal, ethical and discretionary CSR practices on employee satisfaction and engagement in organisations. The study further explores the moderating role of employee age on the relationship between CSR and employee engagement and satisfaction. The results provide evidence that economic, legal, ethical and discretionary CSR practices influence higher employee engagement and satisfaction levels at work. However, the study finds no evidence of employee age moderating the association between each of the four CSR dimensions and employee job attitudes (engagement and satisfaction). These findings are insightful and provide a response to calls for research on these issues. The study contributes to the literature by demonstrating that ethical CSR practices strongly influence employees' satisfaction and engagement levels; legal and discretionary CSR activities also have an influence, though to a lesser extent; and the economic dimension of CSR activities has the least impact. The managerial, practical and further research implications of these findings are discussed.Item A contextual study of co-worker relationship and turnover intentions: the mediating role of employee cynicism(African Journal of Economic and Management Studies, 2022) Abugre, J.B.; Acquaah, M.Purpose: The purpose of the study is to clearly examine how employee cynicism mediates the relationship between co-worker relationship and employee turnover intentions in organizations in Ghana. Design, methodology, and approach: using a cross-sectional survey of employees from both public and private organizations, the authors tested our hypotheses with a sample of 288 employees by means of structural equation modelling (SEM) using maximum likelihood estimation with LISREL 9.2 and bootstrapping procedures. Findings: Findings showed that co-worker relationship are negatively associated with employee cynicism. The findings further revealed that employee cynicism is positively associated with employees’ intention to leave. Additionally, employee cynicism negatively mediated the relationship between co-worker. and employee intentions to leave their organizations. Practical implications: The work recommends that organizations become aware of employee cynicism which can adversely affect co-worker relationship and consequently, organizational performance. Therefore, organizations ought to reduce employee cynicism and rather encourage positive co-worker relations through interpersonal relationships and support for employees. Originality/value: An investigation of co-worker relationship in organization and employee intentions to leave or turnover is a significant micro-level analysis for contemporary Human Resource Management (HRM) research. This study gives us a scarce opportunity to understand how employee cynicism negatively mediates the relationship between co-worker relationship and turnover intentions of employees.Item The role of board dynamics in explaining payout policy and shareholders’ wealth: Evidence from the banking sector in Africa(Research in Globalization, 2022) Ofori-Sasu, D.; Abor, J.Y.; Dzeha, G.C.; Boachie, C.The paper investigates the role of board dynamics in explaining the effect of payout policy on shareholders’ wealth creation at the market and bank levels. The study employs the 2SLS estimation of a panel dataset of 528 banks from 29 African countries from the year 2006 to 2018. The study finds that board dynamics enhance payout policy. The study shows that board dynamics create market- and bank-level wealth to shareholders. Further, payout policy reduces shareholders’ wealth creation in the market but increases bank-level wealth of shareholders. The study finds that payout policy can be utilized as a substitute control device in the presence of board governance mechanism in order to protect shareholders’ wealth. In general, the marginal effect of payout policy on shareholders’ wealth creation conditioned on board dynamics is relatively stronger at the market level compared to the bank level.