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658 Library items with class number 658.312
Refine your search Apply to external sourcesFacilitating Learning: a sourcebook of activities / Tony Spinks
Title : Facilitating Learning: a sourcebook of activities Material Type: printed text Authors: Tony Spinks, Author Publisher: New Delhi: Viva Books Publication Date: 1999 Pagination: 238p Size: Books Price: Rs.312 Languages : English Descriptors: Employees-Training
Group relations training
Training EducationKeywords: 'facilitating learning education group relations training' Class number: 658.312 Facilitating Learning: a sourcebook of activities [printed text] / Tony Spinks, Author . - [S.l.] : New Delhi: Viva Books, 1999 . - 238p ; Books.
Rs.312
Languages : English
Descriptors: Employees-Training
Group relations training
Training EducationKeywords: 'facilitating learning education group relations training' Class number: 658.312 Hold
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Barcode Call number Media type Location Section Status 389 658.312 SPI Books Uniglobe Library Technology Available
Title : Handbook of training evaluation Material Type: printed text Authors: Jack J. Phillips, Author Publisher: Jalco Publication Date: 2004 Pagination: 420p Size: Books Price: Rs.720 Languages : English Descriptors: Employees-Training of-Evaluation Keywords: training evaluation' Class number: 658.312 Handbook of training evaluation [printed text] / Jack J. Phillips, Author . - [S.l.] : Jalco, 2004 . - 420p ; Books.
Rs.720
Languages : English
Descriptors: Employees-Training of-Evaluation Keywords: training evaluation' Class number: 658.312 Hold
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Barcode Call number Media type Location Section Status 937 658.312 PHI Books Uniglobe Library Technology Available 938 658.312 PHI Books Uniglobe Library Technology Available
Title : Human resource development Material Type: printed text Authors: John P. Wilson, Author Edition statement: 564 Publisher: London: kogan page Publication Date: 2005 Pagination: 564p Price: Rs.792 Languages : English Descriptors: Human capital
Organizational effectiveness
Personal managementKeywords: 'personal management organizational effectiveness human capital' Class number: 658.312 Human resource development [printed text] / John P. Wilson, Author . - 564 . - [S.l.] : London: kogan page, 2005 . - 564p.
Rs.792
Languages : English
Descriptors: Human capital
Organizational effectiveness
Personal managementKeywords: 'personal management organizational effectiveness human capital' Class number: 658.312 Hold
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Barcode Call number Media type Location Section Status 301 658.312 WIL Books Uniglobe Library Technology Available
Title : Impact of employee participation on job performance in Nepalese commercial banks Material Type: printed text Authors: Shirish Bhaukajee, Author Publication Date: 2018 Pagination: 86p. Size: GRP/Thesis Accompanying material: 7/B Languages : English Descriptors: Job satisfaction Class number: 658.312 Abstract: Today with fast developing internet and increasing trends toward globalization, traditional management views are changing rapidly. Although the usage of technology increases, the demand for human skills is still at a considerable level because employees have high impact over organizations. The best way of increasing organizational performance is increasing the performance of the employees working in the organizations. Organizational commitment is getting more attention because it aims to improve the general performance of the organization, through increasing the involvement of each employee to all progress in organizational flows (Ekmekci, 2011).
Employee engagement has become an overnight sensation in the business consulting world for its statistical relationship with variables such as job involvement, job satisfaction, organizational citizenship behavior and employee commitment (Little and Little, 2006). Employee participation is now considered as a key element in the successful implementation of new management strategies and plays an important role in determining the degree of job satisfaction and commitment of the employee as well as their motivation (Harmon et al., 2003,Harberet al. 1991, Bhatti and Qureshi, 2007). Furthermore, Higgins (1982) and Ardichvili and Page (2003) argued that participation is a mental and emotional reflection that will lead to the fulfillment of individual and organizational goals, especially if supported by the organization’s climate.
On the other hand, Brownell (1982) focused on individual influence and defines participation as an organizational process, in which individuals are involved and have influence on relevant decisions. Therefore, participation is an organizational mechanism, giving employees the right to make decisions and the matching amount of responsibility, so that they feel aware of contributing to organizational performance. Participation increases the employee motivation which brings both individual benefits and organizational effectiveness (Kim, 2002). Moreover, Ladd and Marshall (2004) stated that participation in decision-making is important to employees along with job satisfaction and affective organizational commitment. Employees believe they are better off because of participation in decision-making and the organization also gains through the positive impact on task and performance effectiveness.
According to Groen et al. (2017), when employees were involved in the development of performance metrics, managers perceived the metrics to be of better quality and employed those metrics more for evaluating and rewarding employees. Moreover, the study demonstrated that employee participation in the development of performance metrics has beneficial effects on the metrics’ quality and showed that the subsequent effect on job performance depends on how these metrics are used. Similarly, Yalabiket al. (2015) explored the relationship between employee engagement and foci-commitment of employees in professional service firms (PSFs). The study explored an overall positive effect of work engagement on commitment to all four foci. Likewise, Bennet al. (2015) showed that participation in environmental initiatives is directly associated with higher levels of employee engagement with the organization, higher rating of their organization’s environmental performance, and lower intention to quit.
The major purpose of study is to examine and assess the effect of employee engagement system on job performance and commitment in Nepalese commercial banks. The specific objectives of the study were to determine the factors affecting engagement system and employee performance and commitment in commercial banks of Nepal, to find out the effect of participation and involvement, compensation package, work environment, career development and leadership on productivity of Nepalese commercial banks, to examine the relationship between employee engagement and employee performance of Nepalese commercial banks and to assess the impact of participation and involvement, compensation package, work environment, career development and leadership on performance and commitment of Nepalese commercial banks.
The respondent of the study are the employees of the commercial banks. The opinions of 154 respondents were analyzed in order to know the perception of employee regarding engagement practices and its impact on employee job performance and commitment in Nepalese commercial banks. The non- parametric test such as Kendall’s tau-b, step-wise regression was conducted to order to analyze the relationship between engagement practices and its impact on employee job performance and commitment in Nepalese commercial banks. The descriptive research design has been conducted for fact finding of different variables. The study focuses on the primary data analysis where questionnaire was distributed to employees of 25 commercial banks. Based on the population, 154 responses are undertaken for the studies.
The result shows that employee participation and involvement are positively related to employee job performance. It indicates that increase in employee participation and involvement leads to increase in employee job performance. The result also shows that leadership is positively correlated to job performance which indicates that effective leadership style leads to increase in employee job performance. The result also shows that there is positive correlation between compensation package and employee job performance. It indicates that increase in compensation package leads to increase in employee job performance. Similarly, career development is positively correlated to employee job performance. It means that better the career development programs, higher would be the employee job performance. Likewise, the result also shows that work environment is positively correlated to employee job performance. It indicates that better work environment leads to increase in employee job performance. The result also shows that there is positive correlation between compensation package and employee commitment. It indicates that increase in compensation package leads to increase in employee commitment. Similarly, career development is positively correlated to employee commitment. It means that better the career development programs, higher would be the employee commitment. Likewise, the result also shows that work environment is positively correlated to employee commitment. It indicates that better working environment leads to increase in employee commitment. The regression results show that the beta coefficients for participation and involvement are positive with employee performance. Similarly, the beta coefficients for career development and compensation package are positive with employee commitment. The study concludes that employee participation have significant impact on employee performance in Nepalese commercial banks.
Impact of employee participation on job performance in Nepalese commercial banks [printed text] / Shirish Bhaukajee, Author . - 2018 . - 86p. ; GRP/Thesis + 7/B.
Languages : English
Descriptors: Job satisfaction Class number: 658.312 Abstract: Today with fast developing internet and increasing trends toward globalization, traditional management views are changing rapidly. Although the usage of technology increases, the demand for human skills is still at a considerable level because employees have high impact over organizations. The best way of increasing organizational performance is increasing the performance of the employees working in the organizations. Organizational commitment is getting more attention because it aims to improve the general performance of the organization, through increasing the involvement of each employee to all progress in organizational flows (Ekmekci, 2011).
Employee engagement has become an overnight sensation in the business consulting world for its statistical relationship with variables such as job involvement, job satisfaction, organizational citizenship behavior and employee commitment (Little and Little, 2006). Employee participation is now considered as a key element in the successful implementation of new management strategies and plays an important role in determining the degree of job satisfaction and commitment of the employee as well as their motivation (Harmon et al., 2003,Harberet al. 1991, Bhatti and Qureshi, 2007). Furthermore, Higgins (1982) and Ardichvili and Page (2003) argued that participation is a mental and emotional reflection that will lead to the fulfillment of individual and organizational goals, especially if supported by the organization’s climate.
On the other hand, Brownell (1982) focused on individual influence and defines participation as an organizational process, in which individuals are involved and have influence on relevant decisions. Therefore, participation is an organizational mechanism, giving employees the right to make decisions and the matching amount of responsibility, so that they feel aware of contributing to organizational performance. Participation increases the employee motivation which brings both individual benefits and organizational effectiveness (Kim, 2002). Moreover, Ladd and Marshall (2004) stated that participation in decision-making is important to employees along with job satisfaction and affective organizational commitment. Employees believe they are better off because of participation in decision-making and the organization also gains through the positive impact on task and performance effectiveness.
According to Groen et al. (2017), when employees were involved in the development of performance metrics, managers perceived the metrics to be of better quality and employed those metrics more for evaluating and rewarding employees. Moreover, the study demonstrated that employee participation in the development of performance metrics has beneficial effects on the metrics’ quality and showed that the subsequent effect on job performance depends on how these metrics are used. Similarly, Yalabiket al. (2015) explored the relationship between employee engagement and foci-commitment of employees in professional service firms (PSFs). The study explored an overall positive effect of work engagement on commitment to all four foci. Likewise, Bennet al. (2015) showed that participation in environmental initiatives is directly associated with higher levels of employee engagement with the organization, higher rating of their organization’s environmental performance, and lower intention to quit.
The major purpose of study is to examine and assess the effect of employee engagement system on job performance and commitment in Nepalese commercial banks. The specific objectives of the study were to determine the factors affecting engagement system and employee performance and commitment in commercial banks of Nepal, to find out the effect of participation and involvement, compensation package, work environment, career development and leadership on productivity of Nepalese commercial banks, to examine the relationship between employee engagement and employee performance of Nepalese commercial banks and to assess the impact of participation and involvement, compensation package, work environment, career development and leadership on performance and commitment of Nepalese commercial banks.
The respondent of the study are the employees of the commercial banks. The opinions of 154 respondents were analyzed in order to know the perception of employee regarding engagement practices and its impact on employee job performance and commitment in Nepalese commercial banks. The non- parametric test such as Kendall’s tau-b, step-wise regression was conducted to order to analyze the relationship between engagement practices and its impact on employee job performance and commitment in Nepalese commercial banks. The descriptive research design has been conducted for fact finding of different variables. The study focuses on the primary data analysis where questionnaire was distributed to employees of 25 commercial banks. Based on the population, 154 responses are undertaken for the studies.
The result shows that employee participation and involvement are positively related to employee job performance. It indicates that increase in employee participation and involvement leads to increase in employee job performance. The result also shows that leadership is positively correlated to job performance which indicates that effective leadership style leads to increase in employee job performance. The result also shows that there is positive correlation between compensation package and employee job performance. It indicates that increase in compensation package leads to increase in employee job performance. Similarly, career development is positively correlated to employee job performance. It means that better the career development programs, higher would be the employee job performance. Likewise, the result also shows that work environment is positively correlated to employee job performance. It indicates that better work environment leads to increase in employee job performance. The result also shows that there is positive correlation between compensation package and employee commitment. It indicates that increase in compensation package leads to increase in employee commitment. Similarly, career development is positively correlated to employee commitment. It means that better the career development programs, higher would be the employee commitment. Likewise, the result also shows that work environment is positively correlated to employee commitment. It indicates that better working environment leads to increase in employee commitment. The regression results show that the beta coefficients for participation and involvement are positive with employee performance. Similarly, the beta coefficients for career development and compensation package are positive with employee commitment. The study concludes that employee participation have significant impact on employee performance in Nepalese commercial banks.
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Barcode Call number Media type Location Section Status 458/D 658.312 BHA Thesis/Dissertation Uniglobe Library Technology Available
Title : Impact of employee participation on job satisfaction and employee performance in Nepalese commercial banks Material Type: printed text Authors: Manjit Shrestha, Author Publication Date: 2018 Pagination: 91p. Size: GRP/Thesis Accompanying material: 11/B Languages : English Descriptors: Job satisfaction Class number: 658.312 Abstract: Employee satisfaction is important for bank’s success and survival. Job satisfaction is a measure of how happy workers are with their jobs and working environment. There are many factors involved in improving or maintaining high satisfaction rates, which wise employers would do well to implement. Job satisfaction is considered to be a critical success factor for organizations. Importance of job satisfaction for banks is increasing because it enhances employee retention, increase productivity, increase customer satisfaction, reduce turnover, recruiting, and training costs, enhance customer satisfaction and loyalty, more energetic employees, improve teamwork and ultimately increase the employee performance of banks.
This study attempts to examine the relationship between employee participation on job satisfaction and employee performance in Nepalese commercial banks. The study is based on primary data of 21 commercial banks with 180 observations. Data and information have been collected from questionnaire survey method. The research design adopted in this study is descriptive and causal comparative research design as it deals with the relationship between employee participation on job satisfaction and employee performance of Nepalese commercial banks.
The result shows that majority of respondents are male (61.1 percent). The rest of the respondents are female (38.8 percent). Majority of the respondents, i.e. 75 out of 180 respondents lie in the age group 25-29 years, constituting 41.6 percent of total respondents. 46 respondents constituting 25.5 percent of total respondents are in the age group 20-24 years. Similarly, among 180 respondents, 34 respondents lie in the age group of 30-34 years which is 18.8 percent of total respondents. Similarly, age group of above 40 years constitutes 17 respondents in numbers and 9.4 in percentage, whereas 8 respondents lie in age group 35-39 years constituting 4.4 percent of total respondents. Majority of the respondents are in officer level 55 in frequency and 30.5 percent. Manager constitutes 43 respondent comprising 23.8 percent of total respondents. Similarly, management trainee constitutes 28 respondents representing 15.5 percent of total respondents. Supervisor constitutes 28 respondents representing 15.5 percent. However, 26 respondents are assistant level constituting 14.4 percent of total respondents.
The shows that reward is positively correlated to employee job satisfaction. It indicates that better the reward system, higher would be the employee job satisfaction. Similarly, decision making has positive relationship with employee job satisfaction. It shows that increase in the participation of employees in decision making leads to increase in employee job satisfaction. Likewise, communication has positive relationship with employee job satisfaction. It states that better communication among co-workers and supervisors leads to increase in employee job satisfaction. The result also shows that training has positive relationship with employee job satisfaction. It shows that increase in the training leads to increase in employee job satisfaction. Similarly, the result also shows that motivation is positively related to employee job satisfaction. It indicates that higher the level of motivation, higher would be the employee job satisfaction.
The regression results show that beta coefficients for communication and job structure are positive with job satisfaction. The results also show that beta coefficient for training, reward, decision making and employee motivation are positive with employee performance in the context of Nepalese commercial banks.Likewise, the beta coefficients for decision making are positive with employee job satisfaction. It indicates that there is a positive impact of decision making on employee job satisfaction.Similarly, the beta coefficients for reward are positive with employee job satisfaction. It indicates that reward has positive impact on employee job satisfaction. Likewise, the beta coefficients for training are positive with job satisfaction. It reveals that training has positive impact on job satisfaction.
The regression result shows the beta coefficients for decision making are positive with employee performance. It indicates that there is a positive impact of decision making on employee job performance. Similarly, the beta coefficients for training are positive with employee performance. It reveals that training has positive impact on employee performance. Likewise, the beta coefficients for employee motivation are positive with employee job performance. It indicates that there is a positive impact of employee motivation on employee job performance. Similarly, the beta coefficients for job structure are positive with employee performance. It indicates that there is a positive impact of job structure on employee performance.
Impact of employee participation on job satisfaction and employee performance in Nepalese commercial banks [printed text] / Manjit Shrestha, Author . - 2018 . - 91p. ; GRP/Thesis + 11/B.
Languages : English
Descriptors: Job satisfaction Class number: 658.312 Abstract: Employee satisfaction is important for bank’s success and survival. Job satisfaction is a measure of how happy workers are with their jobs and working environment. There are many factors involved in improving or maintaining high satisfaction rates, which wise employers would do well to implement. Job satisfaction is considered to be a critical success factor for organizations. Importance of job satisfaction for banks is increasing because it enhances employee retention, increase productivity, increase customer satisfaction, reduce turnover, recruiting, and training costs, enhance customer satisfaction and loyalty, more energetic employees, improve teamwork and ultimately increase the employee performance of banks.
This study attempts to examine the relationship between employee participation on job satisfaction and employee performance in Nepalese commercial banks. The study is based on primary data of 21 commercial banks with 180 observations. Data and information have been collected from questionnaire survey method. The research design adopted in this study is descriptive and causal comparative research design as it deals with the relationship between employee participation on job satisfaction and employee performance of Nepalese commercial banks.
The result shows that majority of respondents are male (61.1 percent). The rest of the respondents are female (38.8 percent). Majority of the respondents, i.e. 75 out of 180 respondents lie in the age group 25-29 years, constituting 41.6 percent of total respondents. 46 respondents constituting 25.5 percent of total respondents are in the age group 20-24 years. Similarly, among 180 respondents, 34 respondents lie in the age group of 30-34 years which is 18.8 percent of total respondents. Similarly, age group of above 40 years constitutes 17 respondents in numbers and 9.4 in percentage, whereas 8 respondents lie in age group 35-39 years constituting 4.4 percent of total respondents. Majority of the respondents are in officer level 55 in frequency and 30.5 percent. Manager constitutes 43 respondent comprising 23.8 percent of total respondents. Similarly, management trainee constitutes 28 respondents representing 15.5 percent of total respondents. Supervisor constitutes 28 respondents representing 15.5 percent. However, 26 respondents are assistant level constituting 14.4 percent of total respondents.
The shows that reward is positively correlated to employee job satisfaction. It indicates that better the reward system, higher would be the employee job satisfaction. Similarly, decision making has positive relationship with employee job satisfaction. It shows that increase in the participation of employees in decision making leads to increase in employee job satisfaction. Likewise, communication has positive relationship with employee job satisfaction. It states that better communication among co-workers and supervisors leads to increase in employee job satisfaction. The result also shows that training has positive relationship with employee job satisfaction. It shows that increase in the training leads to increase in employee job satisfaction. Similarly, the result also shows that motivation is positively related to employee job satisfaction. It indicates that higher the level of motivation, higher would be the employee job satisfaction.
The regression results show that beta coefficients for communication and job structure are positive with job satisfaction. The results also show that beta coefficient for training, reward, decision making and employee motivation are positive with employee performance in the context of Nepalese commercial banks.Likewise, the beta coefficients for decision making are positive with employee job satisfaction. It indicates that there is a positive impact of decision making on employee job satisfaction.Similarly, the beta coefficients for reward are positive with employee job satisfaction. It indicates that reward has positive impact on employee job satisfaction. Likewise, the beta coefficients for training are positive with job satisfaction. It reveals that training has positive impact on job satisfaction.
The regression result shows the beta coefficients for decision making are positive with employee performance. It indicates that there is a positive impact of decision making on employee job performance. Similarly, the beta coefficients for training are positive with employee performance. It reveals that training has positive impact on employee performance. Likewise, the beta coefficients for employee motivation are positive with employee job performance. It indicates that there is a positive impact of employee motivation on employee job performance. Similarly, the beta coefficients for job structure are positive with employee performance. It indicates that there is a positive impact of job structure on employee performance.
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Barcode Call number Media type Location Section Status 454/D 658.312 SHR Books Uniglobe Library Technology Available
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