Conflict management styles and employee commitment : a case of Nepalese commercial banks / Barsha Shrestha 

Public ISBD Title : Conflict management styles and employee commitment : a case of Nepalese commercial banks Material Type: printed text Authors: Barsha Shrestha, Author Publication Date: 2017 Pagination: 97p. Size: GRP/Thesis Accompanying material: 10/B Languages : English Descriptors: Conflict management Class number: 658.4 Abstract: Conflict is as inevitable as change seems to be. When employees interact during the course of completing their tasks and responsibilities there is always a potential for conflict. In fact, it is virtually impossible for people with diverse background skills and norms to work together, make decisions, and try to meet personal and organizational goals and objectives without conflict. Today’s managers must identify, analyze and evaluate both positive and negative values of conflict and their effect on performance and commitment of the employees. If conflicts are managed properly by applying the best course of action, the organization can increase its performance in terms of utilizing the scarce resources and achieving the organizational objectives. Conversely, unmanaged conflict negatively impacts both employee satisfaction and performance. Timely management of conflict has the potential of improving employee satisfaction and job performance. Dobkin and Pace (2006) stated that compromising style can boost commitment among employees as it encourages the employees to work together to manage conflict among them. According to Green and Marks (2001), compromising style gives team members a better understanding of the others in the team and as a result it enhances commitment among employees towards the organization. Ndulue and Ekechukwu (2016) revealed that there is a positive and significant relationship between accommodating style of conflict management and employee performance. Ahmad and Marinah (2013) stated that the collaborating style of conflict management plays a major role in enhancing commitment towards the organization. Nik and Sharmin (2011) found that collaborating style results in minimum conflict which leads to increase in employee performance in the organization. Gull et al. (2012) revealed moderate effect of competitive conflict management style on employee performance. Collaborative and competitive styles have positive effect on employee productivity and team effectiveness. The relationship between conflict management styles and employee commitment has been widely analyzed. Employee commitment and employee performance are selected as the dependent variables. Collaborating style, compromising style, accommodating style, avoiding style and competitive style are the independent variables. The main objective of the study is to to examine the impact of conflict management styles on employee performance and employee commitment in Nepalese commercial banks. The other specific objectives are to assess the impact of compromising styles on employee performance and employee commitment in Nepalese commercial banks, to examine the impact of accommodating and avoiding styles on employee performance and employee commitment in Nepalese commercial banks, to know the relationship of collaborating and competitive styles with employee performance and employee commitment in Nepalese commercial banks, and to know which conflict management styles plays an important role in enhancing the employee performance in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees on conflict management styles and their impact on employee performance and employee commitment. The survey is based on 160 respondents from 22 commercial banks in Nepal. The questions were asked in the form of Likert scale questions. The Likert scale questions of different variables on conflict management styles, employee performance and employee commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis. The result of the study shows that collaborating style, compromising style, accommodating style, avoiding style and competitive style have positive impact with employee commitment in the Nepalese commercial banks. The impact of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positively significant with the employee performance in the Nepalese commercial banks. Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in Nepalese commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalese commercial banks. The beta coefficient of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positive when regressed on employee commitment and employee performance.   Conflict management styles and employee commitment : a case of Nepalese commercial banks [printed text] / Barsha Shrestha, Author . - 2017 . - 97p. ; GRP/Thesis + 10/B. Languages : English Descriptors: Conflict management Class number: 658.4 Abstract: Conflict is as inevitable as change seems to be. When employees interact during the course of completing their tasks and responsibilities there is always a potential for conflict. In fact, it is virtually impossible for people with diverse background skills and norms to work together, make decisions, and try to meet personal and organizational goals and objectives without conflict. Today’s managers must identify, analyze and evaluate both positive and negative values of conflict and their effect on performance and commitment of the employees. If conflicts are managed properly by applying the best course of action, the organization can increase its performance in terms of utilizing the scarce resources and achieving the organizational objectives. Conversely, unmanaged conflict negatively impacts both employee satisfaction and performance. Timely management of conflict has the potential of improving employee satisfaction and job performance. Dobkin and Pace (2006) stated that compromising style can boost commitment among employees as it encourages the employees to work together to manage conflict among them. According to Green and Marks (2001), compromising style gives team members a better understanding of the others in the team and as a result it enhances commitment among employees towards the organization. Ndulue and Ekechukwu (2016) revealed that there is a positive and significant relationship between accommodating style of conflict management and employee performance. Ahmad and Marinah (2013) stated that the collaborating style of conflict management plays a major role in enhancing commitment towards the organization. Nik and Sharmin (2011) found that collaborating style results in minimum conflict which leads to increase in employee performance in the organization. Gull et al. (2012) revealed moderate effect of competitive conflict management style on employee performance. Collaborative and competitive styles have positive effect on employee productivity and team effectiveness. The relationship between conflict management styles and employee commitment has been widely analyzed. Employee commitment and employee performance are selected as the dependent variables. Collaborating style, compromising style, accommodating style, avoiding style and competitive style are the independent variables. The main objective of the study is to to examine the impact of conflict management styles on employee performance and employee commitment in Nepalese commercial banks. The other specific objectives are to assess the impact of compromising styles on employee performance and employee commitment in Nepalese commercial banks, to examine the impact of accommodating and avoiding styles on employee performance and employee commitment in Nepalese commercial banks, to know the relationship of collaborating and competitive styles with employee performance and employee commitment in Nepalese commercial banks, and to know which conflict management styles plays an important role in enhancing the employee performance in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees on conflict management styles and their impact on employee performance and employee commitment. The survey is based on 160 respondents from 22 commercial banks in Nepal. The questions were asked in the form of Likert scale questions. The Likert scale questions of different variables on conflict management styles, employee performance and employee commitment were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis. The result of the study shows that collaborating style, compromising style, accommodating style, avoiding style and competitive style have positive impact with employee commitment in the Nepalese commercial banks. The impact of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positively significant with the employee performance in the Nepalese commercial banks. Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in Nepalese commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalese commercial banks. The beta coefficient of collaborating style, compromising style, accommodating style, avoiding style and competitive style are positive when regressed on employee commitment and employee performance.  

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Corporate culture and firm performance: a case of Nepalese commercial banks / Kavina Shrestha 

Public ISBD Title : Corporate culture and firm performance: a case of Nepalese commercial banks Material Type: printed text Authors: Kavina Shrestha, Author Publication Date: 2014 Pagination: 94p. Size: GRP/Thesis Accompanying material: 2/B General note: Including bibliography Languages : English Descriptors: Banks Banks and banking Commercial banks Corporate culture Nepal Performance Keywords: 'corporate culture  performance  commercial banks  bank and banking  banks  Nepal' Class number: 658.4 Abstract: From the past few years, it has been seen that Nepalese commercial banks are playing a significant role in the economic development of a country. There are numerous empirical evidences of developed countries that corporate culture has significant impact on the improving the performance of commercial banks. However, despite of several empirical evidences, corporate culture and bank performance issues are still unsolved in context of Nepalese banking industry. So, determining the strength of corporate culture as well as its impact on the performance of commercial banks has always been a crucial issue for every Nepalese commercial bank. Therefore, this study attempts to identify the determinants of corporate culture and its impact on the performance of Nepalese commercial banks. This study attempts to evaluate the performance of Nepalese commercial banks from growth, cost and profit perspectives. Similarly, this study also considered various dimensions of corporate culture such as involvement, consistency, adaptability and mission in order to measure culture of Nepalese commercial banks. Based, on Denison Organizational Culture Survey (DOCS), this study used cultural strength index as the proxy for corporate culture in order to link culture and performance of Nepalese commercial banks. The study was based on both primary and secondary sources of data. Altogether, 17 commercial banks which were established before 2002/03, was taken as the sample for the study. This study used methods such as descriptive analysis, correlation analysis, and regression analysis in order to analyze secondary data. Likewise, primary data was analyzed by using percentage frequency distribution. The study concludes that one year lagged volume of loan, credit risk, age of the bank, capital and one year lagged capital are the most dominant variables that have significant impact on performance of commercial banks in Nepal as measured by volume of loan from growth perspective. Likewise, from the perspective of cost, one year lagged cost to income ratio, operating income and one year lagged operating income are the most dominant variables that have significant impact on performance of Nepalese commercial banks. Similarly, one year lagged net interest margin, cash reserve ratio, total assets, one year lagged total assets, inflation rate and one year lagged growth rate of gross domestic product are the most dominant variables that have significant impact on performance of commercial banks as measured by net interest margin from the perspective of profit. This study also concluded that culture of bank has no impact on performance of commercial banks because there is no sufficient evidence to prove that culture of bank does have impact on performance of commercial banks. Likewise, the primary survey results indicate that involvement is the most important factor for maintaining strong culture in the bank followed by consistency, adaptability and mission. The study also concluded that strong culture have more impact on performance level of the employees. Finally, the study also concluded that strong culture motivates the employees as well as enhances coordination and control. Based on the findings and conclusions the study recommends that commercial banks should focus on minimizing their credit risk as well as increase their volume of capital in order to increase the volume of loan. The study also suggested that commercial banks should maintain higher operating income and cash reserve ratio in order to improve their performance.The study also recommended that commercial banks should allow employees at all levels of the banks to engage in pursuit of the mission and work in a collaborative manner to fulfill bank’s objectives. Finally, the study also recommended that commercial banks should focus mainly on improving the competitive culture that emphasizes values relating to demanding goals, competitive advantage, marketing superiority and profits because it is the most important type of culture in commercial banks. Corporate culture and firm performance: a case of Nepalese commercial banks [printed text] / Kavina Shrestha, Author . - 2014 . - 94p. ; GRP/Thesis + 2/B. Including bibliography Languages : English Descriptors: Banks Banks and banking Commercial banks Corporate culture Nepal Performance Keywords: 'corporate culture  performance  commercial banks  bank and banking  banks  Nepal' Class number: 658.4 Abstract: From the past few years, it has been seen that Nepalese commercial banks are playing a significant role in the economic development of a country. There are numerous empirical evidences of developed countries that corporate culture has significant impact on the improving the performance of commercial banks. However, despite of several empirical evidences, corporate culture and bank performance issues are still unsolved in context of Nepalese banking industry. So, determining the strength of corporate culture as well as its impact on the performance of commercial banks has always been a crucial issue for every Nepalese commercial bank. Therefore, this study attempts to identify the determinants of corporate culture and its impact on the performance of Nepalese commercial banks. This study attempts to evaluate the performance of Nepalese commercial banks from growth, cost and profit perspectives. Similarly, this study also considered various dimensions of corporate culture such as involvement, consistency, adaptability and mission in order to measure culture of Nepalese commercial banks. Based, on Denison Organizational Culture Survey (DOCS), this study used cultural strength index as the proxy for corporate culture in order to link culture and performance of Nepalese commercial banks. The study was based on both primary and secondary sources of data. Altogether, 17 commercial banks which were established before 2002/03, was taken as the sample for the study. This study used methods such as descriptive analysis, correlation analysis, and regression analysis in order to analyze secondary data. Likewise, primary data was analyzed by using percentage frequency distribution. The study concludes that one year lagged volume of loan, credit risk, age of the bank, capital and one year lagged capital are the most dominant variables that have significant impact on performance of commercial banks in Nepal as measured by volume of loan from growth perspective. Likewise, from the perspective of cost, one year lagged cost to income ratio, operating income and one year lagged operating income are the most dominant variables that have significant impact on performance of Nepalese commercial banks. Similarly, one year lagged net interest margin, cash reserve ratio, total assets, one year lagged total assets, inflation rate and one year lagged growth rate of gross domestic product are the most dominant variables that have significant impact on performance of commercial banks as measured by net interest margin from the perspective of profit. This study also concluded that culture of bank has no impact on performance of commercial banks because there is no sufficient evidence to prove that culture of bank does have impact on performance of commercial banks. Likewise, the primary survey results indicate that involvement is the most important factor for maintaining strong culture in the bank followed by consistency, adaptability and mission. The study also concluded that strong culture have more impact on performance level of the employees. Finally, the study also concluded that strong culture motivates the employees as well as enhances coordination and control. Based on the findings and conclusions the study recommends that commercial banks should focus on minimizing their credit risk as well as increase their volume of capital in order to increase the volume of loan. The study also suggested that commercial banks should maintain higher operating income and cash reserve ratio in order to improve their performance.The study also recommended that commercial banks should allow employees at all levels of the banks to engage in pursuit of the mission and work in a collaborative manner to fulfill bank’s objectives. Finally, the study also recommended that commercial banks should focus mainly on improving the competitive culture that emphasizes values relating to demanding goals, competitive advantage, marketing superiority and profits because it is the most important type of culture in commercial banks.

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Effects of conflict management on employee performance in Nepalese commercials banks / Nisha Joshi 

Public ISBD Title : Effects of conflict management on employee performance in Nepalese commercials banks Material Type: printed text Authors: Nisha Joshi, Author Publication Date: 2018 Pagination: 83p. Size: GRP/Thesis Accompanying material: 11/B Languages : English Descriptors: Conflict management Class number: 658.4 Abstract: Conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. Conflict is inevitable part of organizational life since the goals of different stakeholders such as managers and staffs are often incompatible.Conflicts are an everyday phenomenon in each organisation.There is growing recognition of the importance of conflict in an organization.Conflict is inevitable in all living organisms. It is a natural phenomenon and occurs among humans wherever and when they are conflict is disagreement by individuals or groups within the organization, which can center on factors ranging from resource allocation and divisions of responsibility to the overall direction of the organizaional.Conflicts have both positive and negative outcomes to the individual employees and the organization at large. There is no single source of conflict which occurs in organizations a tall level of management and conflicts that arises needs to be resolved by management for the sake of the organizational growth, survival and performance. Green and marks(2001)compromising style gives team members a better understanding of the others in the team and as a result it enhances performance among employees towards the organization. According toDechurch & Marks (2001),collaborating style gives team members a better understanding of the others in the team.According to Tosi et al (1994), avoidance is commonly used by people who are emotionally upset by the tensions and frustrations of conflict.Rahim and Bintzman (1999) competitive style is characterized by anindividuals high concern for self and low concern for other party, its use is generally unethical because it ignores the needs.According to Hellrigiel and Slocum (1996) thisrelationship is created when people appeal for co-operation and try to reduce tension and stress by offering reassurance and support for the other person’s views. Awan and Ibrahim (2015) concluded that if individuals do not have the communication or interpersonal skills to resolve their disputes, the conflict can grow and spread to others, eventually affecting their job performance, which, in turn, affects the job satisfaction of others, as well as in addition to the staff not having the communication skills to adrees their disputes, their leaders often lack the necessary skills to be effective in conflict resolution. The relationship between conflict management styles and employee performance has been widely analyzed. Employee performance and employee satisfaction are selected as the dependent variable. Collaborating , compromising, avoiding, competiting and accommodating are the independent variables. The main objective of study is to examine the impact of conflict management on employee performance and employee satisfaction in Nepalease commercial banks. The other specific objectives are to analyse the perception of employees’ on the level of compromising style, collaborating style, competitive style, accomodating style and aviodance stylein Nepalese commercial banks.To examine the relationship of compromising style, collaborating style, competitive style, accomodating style and avoidance stylewith employee performance and employee satisfaction in Nepalese commercial banks.To investigate the impact of compromising style, collaborating style, competitive style, accomodating style and avoidance style on employee performance and employee satisfaction in Nepalese commercial banks. To analyse the most important conflict management style affecting the employee performance and employee satisfaction in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees on conflict management and their impact on employees performance and satisfaction.the survey is based on 102 respondent from 18 commercial banks in Nepal. The questions were asked in the form of likert scale question. The likert scale questions of different variables on conflict management styles, employee performance and employee satisfaction were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis. The result of the study shows that compromising, collaborating, avoiding, competiting and accommodating style have positive impact on employee performance in the Nepalease commercial banks. The impact of that compromising, collaborating, avoiding, competiting and accommodating style have positive impact on employee satisfaction in the Nepalease commercial banks. Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in nepalease commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalease commercial banks. The beta coefficient of collaborating, compromising, accommodating and competitive are positive when regressd on employee performance and employee satisfaction. And avoiding are negative when regressed employee performance and employee satisfaction. Effects of conflict management on employee performance in Nepalese commercials banks [printed text] / Nisha Joshi, Author . - 2018 . - 83p. ; GRP/Thesis + 11/B. Languages : English Descriptors: Conflict management Class number: 658.4 Abstract: Conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. Conflict is inevitable part of organizational life since the goals of different stakeholders such as managers and staffs are often incompatible.Conflicts are an everyday phenomenon in each organisation.There is growing recognition of the importance of conflict in an organization.Conflict is inevitable in all living organisms. It is a natural phenomenon and occurs among humans wherever and when they are conflict is disagreement by individuals or groups within the organization, which can center on factors ranging from resource allocation and divisions of responsibility to the overall direction of the organizaional.Conflicts have both positive and negative outcomes to the individual employees and the organization at large. There is no single source of conflict which occurs in organizations a tall level of management and conflicts that arises needs to be resolved by management for the sake of the organizational growth, survival and performance. Green and marks(2001)compromising style gives team members a better understanding of the others in the team and as a result it enhances performance among employees towards the organization. According toDechurch & Marks (2001),collaborating style gives team members a better understanding of the others in the team.According to Tosi et al (1994), avoidance is commonly used by people who are emotionally upset by the tensions and frustrations of conflict.Rahim and Bintzman (1999) competitive style is characterized by anindividuals high concern for self and low concern for other party, its use is generally unethical because it ignores the needs.According to Hellrigiel and Slocum (1996) thisrelationship is created when people appeal for co-operation and try to reduce tension and stress by offering reassurance and support for the other person’s views. Awan and Ibrahim (2015) concluded that if individuals do not have the communication or interpersonal skills to resolve their disputes, the conflict can grow and spread to others, eventually affecting their job performance, which, in turn, affects the job satisfaction of others, as well as in addition to the staff not having the communication skills to adrees their disputes, their leaders often lack the necessary skills to be effective in conflict resolution. The relationship between conflict management styles and employee performance has been widely analyzed. Employee performance and employee satisfaction are selected as the dependent variable. Collaborating , compromising, avoiding, competiting and accommodating are the independent variables. The main objective of study is to examine the impact of conflict management on employee performance and employee satisfaction in Nepalease commercial banks. The other specific objectives are to analyse the perception of employees’ on the level of compromising style, collaborating style, competitive style, accomodating style and aviodance stylein Nepalese commercial banks.To examine the relationship of compromising style, collaborating style, competitive style, accomodating style and avoidance stylewith employee performance and employee satisfaction in Nepalese commercial banks.To investigate the impact of compromising style, collaborating style, competitive style, accomodating style and avoidance style on employee performance and employee satisfaction in Nepalese commercial banks. To analyse the most important conflict management style affecting the employee performance and employee satisfaction in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees on conflict management and their impact on employees performance and satisfaction.the survey is based on 102 respondent from 18 commercial banks in Nepal. The questions were asked in the form of likert scale question. The likert scale questions of different variables on conflict management styles, employee performance and employee satisfaction were measured in 5 point scale. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as correlation analysis and regression analysis. The result of the study shows that compromising, collaborating, avoiding, competiting and accommodating style have positive impact on employee performance in the Nepalease commercial banks. The impact of that compromising, collaborating, avoiding, competiting and accommodating style have positive impact on employee satisfaction in the Nepalease commercial banks. Collaborating style has the highest weighted mean value which reveals that it is practiced effectively in nepalease commercial banks. Likewise avoiding style has lowest weighted mean value which indicates that avoiding style practices are not effectively followed in Nepalease commercial banks. The beta coefficient of collaborating, compromising, accommodating and competitive are positive when regressd on employee performance and employee satisfaction. And avoiding are negative when regressed employee performance and employee satisfaction.

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Essentials of management / Harold Koonth 

Public ISBD Title : Essentials of management Material Type: printed text Authors: Harold Koonth, Author Edition statement: 7th ed Publisher: New Delhi: Tata Mc-Graw Hill Publication Date: 2007 Pagination: 473p Size: Book Price: Rs.456 Languages : English Descriptors: Industrial management Management Keywords: 'management  industrial management' Class number: 658.4 Essentials of management [printed text] / Harold Koonth, Author  . -  7th ed . - [S.l.] : New Delhi: Tata Mc-Graw Hill, 2007 . - 473p ; Book. Rs.456 Languages : English Descriptors: Industrial management Management Keywords: 'management  industrial management' Class number: 658.4

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Fundamentals of Organizational Behaviour: Concepts and Applications / Bhawani Shanker Acharya

Public ISBD Title : Fundamentals of Organizational Behaviour: Concepts and Applications Material Type: printed text Authors: Bhawani Shanker Acharya, Author Edition statement: 3rd. Publisher: Kathmandu, Asmita Books Publication Date: 2022 Pagination: 444p. Size: book ISBN (or other code): 978-9937-534-62-8 Price: 595 Languages : English Class number: 658.4 Fundamentals of Organizational Behaviour: Concepts and Applications [printed text] / Bhawani Shanker Acharya, Author  . -  3rd. . - [S.l.] : Kathmandu, Asmita Books, 2022 . - 444p. ; book. ISBN : 978-9937-534-62-8 : 595 Languages : English Class number: 658.4

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Management: principles and applications / Ricky W. Griffin

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Nepalese journal of corporate goverance 

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Operation management / Sthapit 

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Operation management for competi.... / Richard Chase 

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Organization culture and financial performance of Nepalese commercial banks / Divya Raut 

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Post-merger performance of selected Nepalese financial institutions / Suman Dhougoda Shrestha 

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Principles of management / Santosh Poudyal 

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Principles of management / Chapagain, Bal Ram

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Principles of management / Prem Raj Pant

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Principles of management / Charles W.L. Hill

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