Department of Organisation and Human Resource Management
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Item Investigating the non-gendered recruitment characteristics of mining firms in Ghana: The role of sociocultural, psychosocial and organizational design factors.(2016) Kilu, R. H.; Sanda, M. A.This paper explores the influencing dynamics of psychosocial, cultural and organizational design factors on the non-gendered characteristics of employee recruitment in firms operating in the Ghanaian mining industry that constrains the employability of women. A conceptual framework linking psychosocial, cultural, and organizational design to recruitment processes was developed to guide the study. Quantitative data was collected in four mining firms in Ghana using a questionnaire. The collated data was firstly factor analyzed to establish the predictiveness of the conceptual model components’ indicators. This was followed by an analysis of the conceptual model for “model goodness fit” using the AMOS–based structural equation modeling approach. The results showed that the non-gendered characteristics of employees’ recruitment in mining firms in Ghana, constrains the employability of women, is influenced directly and positively by the firms organizational designs, which is in turn influenced directly by the firms’ psychosocial and sociocultural factors. The study also showed that the non-gendered recruitment characteristic of the firms is influenced indirectly, but positively by the firms’ psychosocial factors, and negatively by other sociocultural factors. By implication, the study provides knowledge that can be used to understand the rationale behind the non-gendered characteristics of employee recruitment in Ghanaian mines and the influencing roles of organizational design factors as well as psychosocial and cultural factors. Mining firms can use this knowledge in developing gendered recruitment policies to enhance future recruitment of all qualified human resource, irrespective of gender.Item Work environment(2009) Sanda, M. A.Item Influence of occupational stress on the mental health of Ghanaian professional women(2009) Sackey, J.,; Sanda, M. A.Managerial women experience a number of work-related stressors which produce strain symptoms that function as predictors of their ill-health in organizations. This finding is made from a study that examined the existing relationships among job characteristics symptoms of stress, and the development of health outcomes (depression, anxiety and physical symptoms) among women in lower and middle management positions in some organizations in Ghana. The stratified and simple random sampling procedure was used to select the study participants which numbered 170 female managers. Data was collected using both questionnaires and interviews, and analyzed using the Occupational Stress Indicator, the Depression, Anxiety and Stress Scale, and the Beck's Anxiety Inventory. It is concluded that since work-related stressors are predictors of women managers' ill-health in the work environment, organizations should be aware of the stressors in order to be able to guard against the deterioration of job performances of their women managers. Relevance to Industry: This study highlights the high prices organizations pay for the work-related stresses their women managers experience at the workplace, which impact negatively on their mental health, and by implication their productivity. Recommendations made can be used to enhance the managerial capacity and productivity of female managers at the workplace.Item Unmasking the sociocultural constraints to career growth of married women in Ghanaian organizations.(2010) Sanda, M. A.; Sackey, J.,This study investigated the question of how culture and activity can be explored towards understanding the professional career development of married women and the relative constraints associated with such development in the Ghanaian environment. Guided by the cultural–historical activity theory (CHAT) framework, data was collected from a sample of 141 married Ghanaian women professionals engaged in white collar jobs in the public and private institutions located in Accra. It is established that the acceptance by the Ghanaian traditional society of the married professional woman as a capable person who can equally perform in an organization and thus need to be trusted, supported and recognized is of relevance to her career development. This observation provides learning on the impact of the inflow of socio-cultural dynamics into a gender-oriented organizational life and the complexities that it generates in understanding the constraints to the professional career development of married women.Item Impact of value-based transformational leadership in privatizing government institutions in a developing economy(2010) Sanda, M. A.The purpose of this study was to explore the kind of leadership that could infect positive changes in the work environments of government research organizations undergoing privatization in most developing countries in order to enhance the commercialisation of their production activities. An interpretive analytic framework was used as an appropriate platform to build a qualitative design. Qualitative data was collected through taped-recorded interviews with seventeen senior staff members identified as key actors in the organization's privatization processes, and analysed using an interpretive description qualitative approach. The results showed that the organization's managers used charismatic and values-based leadership approaches during the transition period of commercialisation process and was viewed by their subordinates as leaders who were true to their own values and who also went on to help those they led to articulate what they valued. It was concluded that an amalgamation of transformational and value-based styles of leadership approach could be used by managers of government agencies in most developing countries to infect positive changes in their work environments when managing the privatization of their organizations. The study has shown that value-based transformational leadership could be used by managers of challenged government research and development organizations in most developed countries to infect positive changes in their work environments and which could help facilitate their efforts towards the privatization of their organizations' activities. Introduction The privatization of public sector enterprises in most developing countries has been a recurrent theme on the international development agenda since the early 1980s. Assistance for this purpose from international aid agencies has been cautious, placing priority first on supporting stabilization programmes and improving existing operational efficiencies. Assistance has also taken the form of technical and financial support for institutional strengthening, enhancing autonomy, and price reforms. The consequence of this was that most governments in the developing countries were compelled by institutions such as the World Bank and other international donor agencies to pull back from their roles as the redistributors of income. This development led to key aspects of the economies of most developing countries being reformed to align with the free and competitive market economy paradigm. In this regard the concept of enterprise was promoted in these developing economies and these were marked by the privatisation and deregulation of government agencies (Davis, 2000). The privatization of the government agencies was expected to give them corporate identities with which they could operate as profit-making entities, cutting their dependence on government subsidies. This was based on the argument that by operating as private enterprises, government agencies could have improvements in their production processes which could project them toward greater productivity, better growth and increased profitItem Using PIW as a strategic participatory tool to capture implicit knowledge in organizations.(2011) Sanda, M. A.; Fältholm, Y.; Abrahamsson, L.; Johansson, J.,This paper looks at the challenges that most organizations face in the management of their work environments, with respect to the tools that they can use to effectively capture both the explicit and tacit knowledge held by their employees for subsequent reuse when decisions need to be made. The problem-identification workshop (PIW), which is a participatory tool for enhancing the management of work environment in an organization, was tested in an organization. Participants identified organizational problems, proposed solutions to them, realistically assessed the desirability and possibility of these solutions, and finally recommended action plans to the organization for its short-term, intermediate and long-term design and management of effective work environment towards enhancing work life and productivity in the organization. It was concluded that PIW is a good socio-pedagogic method that can be used as an intelligent participatory intervention tool by managers in organizations in the management of their work environments.Item Managerial competence and non-performance of small firms in a developing economy(2011) Sanda, M. A.; Sackey, J.,; Fältholm, Y.Executives of small firms in developing economies have the competences to make their firms competitive. Their inability to use their competences to simultaneously attain efficiency and effectiveness in managing their workplaces render them noncompetitive. This observation is made following a study that examines the competence challenges of executives of small firms and their non-performance in the Ghanaian industrial environment. Data were collected by surveying 72 executives using questionnaires. The result shows that executives of small firms in Ghana possess the managerial competences and behaviors to enhance the performances of their firms. The executives show a high level of autonomy and influence on the work they manage by appreciably combining their operant competences and their organizational citizenship behaviors. Yet still, despite the executives exhibiting competence and organizational behavior attributes, these characteristics appear not to have positive impacts on their performances toward making their firms competitive. For the executives to be efficient, they should have the capability to use their managerial competences for conducting research optimally (i.e., without wastage) in order to achieve organizational goals. Also, for executives to be effective, they should have the capability to use their requisite competences in carrying out research to complement their other managerial competences toward attaining the firm’s set goals.Item Dynamics of organizational change and employee identity retention in R&D organizations(2011) Sanda, M. A.The purpose of this study is to understand the dynamics of employee identity retention and its impact on organizational change in a Research and Development organization. The role played by social embeddedness in enhancing employees’ retention of self-identities and shaping their attitudes in resisting an orientation shift of organizational values and norms from that of civil services to distorting new public management orientation was assessed. The findings showed that the employees’ resistance was influenced by their personal core values which were distrustful towards the organizations change process. Senior staff members were reluctant to forego their independence of working as individuals by adopting a teamwork culture. It is concluded that as a result of the employees holding tight to their self-identities and failing to relate to new organizational norms, the production that emerged from the commercialisation process was not in consonance to the organization’s transformation needs.Item Leadership in influencing and managing change in Ghanaian non-bank firms(2011) Sanda, M. A.; Sraha, Y.,The purpose of this study was to determine the factors driving changes in the Ghanaian non-bank financial institutions and the roles of leaders in influencing organizational changes in Ghanaian non-bank financial institutions. The findings indicated that leaders are expected to create shared vision, put in place a plan, set strategy and deploy appropriate leadership styles that will inspire confidence in the workforce necessary to achieve set goals. It was found that leaders are not involving their workforce in the decision making process and their contributions were not valued as well. It is concluded that in order to achieve the full benefits of change, leaders create a shared vision and provide the strategies that will achieve results and at the same time galvanize the energies of the workforce towards a common goal
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