50 case studies in management training / Alan B. Clardy 

Public ISBD Title : 50 case studies in management training Material Type: printed text Authors: Alan B. Clardy, Author Publication Date: 2005 Pagination: 508p Size: Books Price: Rs.632 Languages : English Descriptors: Executives- training Supervision of employees Keywords: 'personnel management  management training' Class number: 658 50 case studies in management training [printed text] / Alan B. Clardy, Author . - 2005 . - 508p ; Books. Rs.632 Languages : English Descriptors: Executives- training Supervision of employees Keywords: 'personnel management  management training' Class number: 658

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Factors affecting employee performance : evidence from Nepalese commerical banking industry / Sanjay Bhandari 

Public ISBD Title : Factors affecting employee performance : evidence from Nepalese commerical banking industry Material Type: printed text Authors: Sanjay Bhandari, Author Publication Date: 2016 Pagination: 98p. Size: GRP/Thesis Accompanying material: 6/B Languages : English Descriptors: Problem employees Supervision of employees Class number: 658.3045 Abstract: Employees are the most valuable assets in any organization. A successful and highly productive business can be achieved by improving employee performances. Performance means both behavior and results. Behavior originates from the performer and transforms performance from concept into action. The behavior is also an outcome in itself, the product of mental and physical effort applied to the task, which can be judged apart from the result (Armstrong, 2000). Bates and Holton (1995) pointed out that performance is a multidimensional construct, the measurement of which varies depending on a variety of factors. Employee's job behavior (organizational behavior) is a mobile dynamic behavior that varies from one organization to another depending on the administrative and management activities. Organizational climate directly and indirectly affects the individual behavior and performance at work (Abu, 2003). Nazir et al. (2015) reported that financial rewards caused positive job satisfaction on employees and boosted their commitment and increased the output of the organization. However, a high level of employee dissatisfaction was recorded in employee compensation, the amount of work they perform and the amount of responsibilities they accept. The major purpose of this study is to identifying major organizational factors affecting employee performance in Nepalese commercial banks. The specific objectives is to examine the employees’ perceived descriptive statistics of selected organizational factors in Nepalese commercial banks, to find out the relationship between selected organizational factors and employee performance, to determine the impact of selected organizational factors on employee performance in Nepalese commercial banks and to analyze the most important organizational factor affecting employee performance in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees with respect to organizational factors to analyze the employee performance in Nepalese commercial banks. The survey is based on 190 respondents from 20 commercial banks in Nepal. The questions were asked in the form of Yes/ No, Rank Based and Likert scale questions. The Likert scale questions of different variables on training and motivation, employee job ix satisfaction and employee performance were measured in 5-point scale. The proxies of organizational factors are organizational culture, motivation, working environment, communication and team work. The weighted mean of each variable were used to examine the relationship of organizational factors with employee performance. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive analysis, correlation analysis, and regression analysis. The results show that there is positive relationship of organizational culture with employee performance, which indicates that better the organizational culture, higher would be the employee performance. Likewise, the study observed positive relationship between motivation and employee performance indicating higher the level of motivation, higher would be the employee performance. The positive relationship between working environment and employee performance reveals that good working environment leads to an increase in the employee performance. The result shows that communication and employee performance are positively correlated, which indicates that higher the flow of communication, higher would be employee performance. Similarly, team work is positively related to employee performance. This implies that an increase in team work leads to an increase in the employee performance The major conclusion of this study is that organizational factors organizational culture, communication, motivation, working environment and team work are major factors affecting employee performance in Nepalese commercial banking industry. Bank employee ranked highest organizational culture as the most important factor affecting employee performance in Nepalese commercial banks. The study revealed that organizational culture and communication has positive relationship with employee performance indicating better the organization culture and flow of information, higher would be the employee performance. The study also concludes that working environment and motivation has significant impact on employee performance. The result shows that good working condition and high level of motivation leads to increase in employee performance. Likewise, team work has positively and significant impact on employee performance. Factors affecting employee performance : evidence from Nepalese commerical banking industry [printed text] / Sanjay Bhandari, Author . - 2016 . - 98p. ; GRP/Thesis + 6/B. Languages : English Descriptors: Problem employees Supervision of employees Class number: 658.3045 Abstract: Employees are the most valuable assets in any organization. A successful and highly productive business can be achieved by improving employee performances. Performance means both behavior and results. Behavior originates from the performer and transforms performance from concept into action. The behavior is also an outcome in itself, the product of mental and physical effort applied to the task, which can be judged apart from the result (Armstrong, 2000). Bates and Holton (1995) pointed out that performance is a multidimensional construct, the measurement of which varies depending on a variety of factors. Employee's job behavior (organizational behavior) is a mobile dynamic behavior that varies from one organization to another depending on the administrative and management activities. Organizational climate directly and indirectly affects the individual behavior and performance at work (Abu, 2003). Nazir et al. (2015) reported that financial rewards caused positive job satisfaction on employees and boosted their commitment and increased the output of the organization. However, a high level of employee dissatisfaction was recorded in employee compensation, the amount of work they perform and the amount of responsibilities they accept. The major purpose of this study is to identifying major organizational factors affecting employee performance in Nepalese commercial banks. The specific objectives is to examine the employees’ perceived descriptive statistics of selected organizational factors in Nepalese commercial banks, to find out the relationship between selected organizational factors and employee performance, to determine the impact of selected organizational factors on employee performance in Nepalese commercial banks and to analyze the most important organizational factor affecting employee performance in Nepalese commercial banks. The primary source of data is used to assess the opinion of employees with respect to organizational factors to analyze the employee performance in Nepalese commercial banks. The survey is based on 190 respondents from 20 commercial banks in Nepal. The questions were asked in the form of Yes/ No, Rank Based and Likert scale questions. The Likert scale questions of different variables on training and motivation, employee job ix satisfaction and employee performance were measured in 5-point scale. The proxies of organizational factors are organizational culture, motivation, working environment, communication and team work. The weighted mean of each variable were used to examine the relationship of organizational factors with employee performance. For the fact finding of the study primary data was analyzed by using percentage frequency distribution and methods such as descriptive analysis, correlation analysis, and regression analysis. The results show that there is positive relationship of organizational culture with employee performance, which indicates that better the organizational culture, higher would be the employee performance. Likewise, the study observed positive relationship between motivation and employee performance indicating higher the level of motivation, higher would be the employee performance. The positive relationship between working environment and employee performance reveals that good working environment leads to an increase in the employee performance. The result shows that communication and employee performance are positively correlated, which indicates that higher the flow of communication, higher would be employee performance. Similarly, team work is positively related to employee performance. This implies that an increase in team work leads to an increase in the employee performance The major conclusion of this study is that organizational factors organizational culture, communication, motivation, working environment and team work are major factors affecting employee performance in Nepalese commercial banking industry. Bank employee ranked highest organizational culture as the most important factor affecting employee performance in Nepalese commercial banks. The study revealed that organizational culture and communication has positive relationship with employee performance indicating better the organization culture and flow of information, higher would be the employee performance. The study also concludes that working environment and motivation has significant impact on employee performance. The result shows that good working condition and high level of motivation leads to increase in employee performance. Likewise, team work has positively and significant impact on employee performance.

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Factors affecting employee's performance at workplace in Nepalese commercial banks / Sima Poudel 

Public ISBD Title : Factors affecting employee's performance at workplace in Nepalese commercial banks Material Type: printed text Authors: Sima Poudel, Author Publication Date: 2017 Pagination: 105p. Size: GRP/Thesis Accompanying material: 11/B Languages : English Descriptors: Supervision of employees Class number: 658.3045 Abstract: Banking sector business in Nepal is most competitive sector where employee's performance is the only way out to beat the competition. It is therefore, necessary to find out the extent of job satisfaction in employees of banks of Nepal. In Nepal most of the public as well as private enterprises are failed due to the inefficient management. There are no much investigations are made till about the inefficiency and poor productivity of employees in this sector. Though the problems for poor job satisfaction are identified and analyzed but devices to prevent the employee's dissatisfaction are not adopted. A successful and highly productive business can be achieved by improving employee performances. Nowadays, the importance of employee performance for the success of organizations cannot be overstated. Employees are the human capital of organizations and their performance is a key indicator for organization to achieve its goals.Companies today are forced to compete and to act professionally in those harsh times; therefore, it is very important to have capable employees who can account on them to create competitive advantage. This study investigates the impact of specific factors on employee job performance and employee job satisfaction of Nepalese commercial banks. The study has employed descriptive and causal comparative research design to estimate the relationship between dependent variable such as employee job performance and employee job satisfaction with independent variables (motivation, organizational culture, working environment, communication and team work). The study is based on primary sources of data. The primary data are used to extract the information from the employees regarding the perception of employee on the various factors affecting employee performance in Nepalese commercial banks. Altogether 20 commercial banks were selected for the study and total of 140 questionnaires were collected. To achieve the purpose of the study structured questionnaire was prepared. The study reveals that bank employee ranked highest motivation as the most important factor affecting employee performance in Nepalese commercial banks. The correlation matrix shows that motivation is positively related to employee performance measured in terms of employee job performance and employee job satisfaction. Likewise, organizational culture is positively related to employee job performance and employee job satisfaction. Similarly, working environment is positively related to employee job performance and employee job satisfaction. Likewise, communication is positively related to employee job performance and employee job satisfaction. The result shows team work is positively correlated to employee job performance and employee job satisfaction. The regression analysis reveals that motivation and organizational culture has positive relationship with employee performance indicating higher the level of motivation and better the organization culture, higher would be the employee performance. Hence the banks willing to increase employee job performance and employee job satisfaction are recommended to focus on motivation and organizational culture. The study also concludes that working environment and communication has significant positive impact on employee performance. The result shows that good working environment andeffective communication system is essence to increase the employee performance. Hence, banks are recommended to focus more on better working environment and communication system in order to increase employee job performance and employee job satisfaction. Likewise, team work has significant and positive impact on employee performance. Thus, bankshave to focus more on communication and employee team work to increase the employee job performance and employee job satisfaction. The study remains enough ground for the future researchers in the same topic. The future studies can be done by using both primary and secondary data so that along with determinants of employee performance, perception of employee regarding the employee job performance and employee job satisfaction can also be obtained. In addition to commercial banks, the future study may include other financial and non-financial sector such as development bank, finance companies, hotel and service industries, manufacturing industries, micro finance, insurance companies, hydro power companies that are listed in NEPSE to make such research work more reliable and valid. The results are thus not representative of all sectors of the economy. Hence, future studies are suggested to include significant number of observations from the sectors other than banks and financial institutions. Factors affecting employee's performance at workplace in Nepalese commercial banks [printed text] / Sima Poudel, Author . - 2017 . - 105p. ; GRP/Thesis + 11/B. Languages : English Descriptors: Supervision of employees Class number: 658.3045 Abstract: Banking sector business in Nepal is most competitive sector where employee's performance is the only way out to beat the competition. It is therefore, necessary to find out the extent of job satisfaction in employees of banks of Nepal. In Nepal most of the public as well as private enterprises are failed due to the inefficient management. There are no much investigations are made till about the inefficiency and poor productivity of employees in this sector. Though the problems for poor job satisfaction are identified and analyzed but devices to prevent the employee's dissatisfaction are not adopted. A successful and highly productive business can be achieved by improving employee performances. Nowadays, the importance of employee performance for the success of organizations cannot be overstated. Employees are the human capital of organizations and their performance is a key indicator for organization to achieve its goals.Companies today are forced to compete and to act professionally in those harsh times; therefore, it is very important to have capable employees who can account on them to create competitive advantage. This study investigates the impact of specific factors on employee job performance and employee job satisfaction of Nepalese commercial banks. The study has employed descriptive and causal comparative research design to estimate the relationship between dependent variable such as employee job performance and employee job satisfaction with independent variables (motivation, organizational culture, working environment, communication and team work). The study is based on primary sources of data. The primary data are used to extract the information from the employees regarding the perception of employee on the various factors affecting employee performance in Nepalese commercial banks. Altogether 20 commercial banks were selected for the study and total of 140 questionnaires were collected. To achieve the purpose of the study structured questionnaire was prepared. The study reveals that bank employee ranked highest motivation as the most important factor affecting employee performance in Nepalese commercial banks. The correlation matrix shows that motivation is positively related to employee performance measured in terms of employee job performance and employee job satisfaction. Likewise, organizational culture is positively related to employee job performance and employee job satisfaction. Similarly, working environment is positively related to employee job performance and employee job satisfaction. Likewise, communication is positively related to employee job performance and employee job satisfaction. The result shows team work is positively correlated to employee job performance and employee job satisfaction. The regression analysis reveals that motivation and organizational culture has positive relationship with employee performance indicating higher the level of motivation and better the organization culture, higher would be the employee performance. Hence the banks willing to increase employee job performance and employee job satisfaction are recommended to focus on motivation and organizational culture. The study also concludes that working environment and communication has significant positive impact on employee performance. The result shows that good working environment andeffective communication system is essence to increase the employee performance. Hence, banks are recommended to focus more on better working environment and communication system in order to increase employee job performance and employee job satisfaction. Likewise, team work has significant and positive impact on employee performance. Thus, bankshave to focus more on communication and employee team work to increase the employee job performance and employee job satisfaction. The study remains enough ground for the future researchers in the same topic. The future studies can be done by using both primary and secondary data so that along with determinants of employee performance, perception of employee regarding the employee job performance and employee job satisfaction can also be obtained. In addition to commercial banks, the future study may include other financial and non-financial sector such as development bank, finance companies, hotel and service industries, manufacturing industries, micro finance, insurance companies, hydro power companies that are listed in NEPSE to make such research work more reliable and valid. The results are thus not representative of all sectors of the economy. Hence, future studies are suggested to include significant number of observations from the sectors other than banks and financial institutions.

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