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.