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Social networking in workplace and employee performance in Nepalese commercial banks / Arju Bedari Sharma
Title : Social networking in workplace and employee performance in Nepalese commercial banks Material Type: printed text Authors: Arju Bedari Sharma, Author Publication Date: 2019 Pagination: 120p. Size: GRP/Thesis Accompanying material: 14/B Languages : English Abstract: Today, internet has provided a new paradigm for communication and empowered millions of people to network socially beyond the geographical proximity. It is growing as an important strategic tool among organizations. A social networking site is the gathering place for a large pool of employees and consumers. Due to the interactive nature of social networking sites, organizations are building and maintaining social networking sites public pages to improve their social network salience, enhance interest in their organization, and build relationships with the online public. Many studies revealed networking generally improves employees’ knowledge, communication skills, learning skills as well as collaboration skills, which is require to enhance the employee performance.
This study investigates the impact of access to social networking sites on employee performance of Nepalese commercial banks. The study is based on primary data which were gathered with 205 respondents of 17 commercial banks. The primary data are used to extract the information from the employees regarding the perception of employee on the various social networking factors affecting employee performance in Nepalese commercial banks. The respondent’s views were collected through questionnaire on social network participation, communication, innovative behavior, organizational structure and knowledge sharing on employees’ performance. This study has employed descriptive research design and causal comparative research design to deal with issues associated with Social networking in workplace and employee performance in Nepalese commercial banks.
The mean value of the statements of social media participation ranges from 2.99 to 4.24. Among them, the most significant observation is “Participation in social networking site has helped me to build strong relationship with my colleagues resulting productive work team.” The weighted average mean for social media participation is 3.81. Similarly, the mean value of the statements of communication ranges from 3.51 to 4.37. Among them, the most significant observation is “Social networking sites helped me to communicate information more effectively in the workplace.” The weighted average mean for communication is 4.04. Likewise, the mean value of the statements of innovative behavior ranges from 4.17 to 4.28. Among them, the most significant observation is “Use of social networking sites has helped me to gain knowledge about new working method, technique or instrument of doing job.” the weighted average mean for development and training opportunities is 4.21. Likewise, the mean value of the organizational structure ranges from 4.00 to 4.28. Among them, the most significant observation is “The bank has a flexible organizational structure that allows workers to flow or share work related information.” The weighted average mean for organizational structure is 4.19. Similarly, the mean value of the statements of knowledge sharing ranges from 4.12 to 4.38. Among them, the most significant observation is “I have been able to grasp the opportunity to learn and develop professional skills with the help of social networking sites.” the weighted average mean for knowledge sharing is 4.25. Likewise, the mean value of the task performance ranges from 3.48 to 4.37. Among them, the most significant observation is “Adapted well to changes in core tasks.” the weighted average mean for task performance is 4.12. Similarly, the mean value of the statements of contextual performance ranges from 4.29 to 4.38. Among them, the most significant observation is “I consider myself to be a valuable member of my organization.” The weighted average mean for contextual performance is 4.32.
The result shows that social media participation is positively correlated to task performance. It indicates that more the social media participation, higher would be the task performance. In addition, communication is positively correlated to task performance. It indicates that better the communication in the bank, better would be the task performance. Likewise, innovative behavior is positively correlated to the task performance. This indicates that higher the innovative behavior, higher would be the task performance. Similarly, there is a positive relationship between organizational structure and task performance. It indicates that better organizational structure leads to increase in task performance. In addition, knowledge sharing is positively correlated to task performance. It indicates that more knowledge sharing leads to increase in task performance.
Similarly, the result also shows that social media participation is positively correlated to contextual performance. It indicates that more the social media participation, higher would be the contextual performance. Similarly, there is a positive relationship between communication and contextual performance. It reveals that increase in communication leads to increase in contextual performance. In addition, innovative behavior is positively correlated to contextual performance. It indicates that higher the innovative behavior leads to increase in contextual performance. In addition, organizational structure has positive relationship with contextual performance. It means that the better organizational structure leads to increase in contextual performance. Likewise, knowledge sharing is positively correlated to contextual performance. It indicates that the more knowledge sharing higher would be the contextual performance.
The result shows that beta coefficients for promotion are positive and significant with employee job satisfaction and return on assets. It indicates that promotion has a positive impact on employee job satisfaction and return on assets. Similarly, the result reveals that beta coefficient for compensation in reward management is positive with employees’ job satisfaction and return on assets. It indicates that compensation have positive impact on employees’ job satisfaction and return on assets. Furthermore, the beta coefficients for development and training opportunities are positive with employee job satisfaction and return on assets. It indicates that development and training opportunities has a positive impact on employee job satisfaction and return on assets. Similarly, the result reveals that beta coefficients recognition is positive and significant with employee job satisfaction and return on assets. It indicates that recognition has a positive impact on employee job satisfaction and return on assets. Likewise, the beta coefficient for employee empowerment is positive with employee job satisfaction and return on assets. It indicates that employee empowerment has a positive impact on employee job satisfaction and return on assets.
The regression result shows that beta coefficients are positive and significant for social media participation. It indicates that social media participation has positive impact on task performance. Additionally, the beta coefficients are positive and significant for innovative behavior. It indicates that innovative behavior has positive impact on task performance. Likewise, the result reveals beta coefficients are positive and significant for organizational structure. It indicates that organizational structure has positive impact on task performance. Furthermore, the beta coefficients are positive and significant for knowledge sharing. It indicates that knowledge sharing has positive impact on task performance.
The regression result shows that beta coefficients are positive and significant for social media participation. It indicates that social media participation has positive impact on contextual performance. Similarly, the beta coefficients are positive and significant for communication. It indicates that communication has positive impact on contextual performance. Additionally, the beta coefficients are positive and significant for innovative behavior. It indicates that innovative behavior has positive impact on contextual performance. Likewise, the result reveals beta coefficients are positive and significant for organizational structure. It indicates that organizational structure has positive impact on contextual performance. Furthermore, the beta coefficients are positive and significant for knowledge sharing. It indicates that knowledge sharing has positive impact on contextual performance.
Recommendations are given on the basis of findings of the study. The major conclusion of the study is that social media participation, communication, innovative behavior, organizational structure and knowledge sharing have positive impact on task performance and contextual performance in Nepalese commercial banks. It indicates that higher the social media participation, communication, innovative behavior, organizational structure and knowledge sharing higher would be the task performance and contextual performance. The study also concludes that the most influencing factors of reward management for employee job satisfaction are communication and knowledge sharing in Nepalese commercial banks.
Social networking in workplace and employee performance in Nepalese commercial banks [printed text] / Arju Bedari Sharma, Author . - 2019 . - 120p. ; GRP/Thesis + 14/B.
Languages : English
Abstract: Today, internet has provided a new paradigm for communication and empowered millions of people to network socially beyond the geographical proximity. It is growing as an important strategic tool among organizations. A social networking site is the gathering place for a large pool of employees and consumers. Due to the interactive nature of social networking sites, organizations are building and maintaining social networking sites public pages to improve their social network salience, enhance interest in their organization, and build relationships with the online public. Many studies revealed networking generally improves employees’ knowledge, communication skills, learning skills as well as collaboration skills, which is require to enhance the employee performance.
This study investigates the impact of access to social networking sites on employee performance of Nepalese commercial banks. The study is based on primary data which were gathered with 205 respondents of 17 commercial banks. The primary data are used to extract the information from the employees regarding the perception of employee on the various social networking factors affecting employee performance in Nepalese commercial banks. The respondent’s views were collected through questionnaire on social network participation, communication, innovative behavior, organizational structure and knowledge sharing on employees’ performance. This study has employed descriptive research design and causal comparative research design to deal with issues associated with Social networking in workplace and employee performance in Nepalese commercial banks.
The mean value of the statements of social media participation ranges from 2.99 to 4.24. Among them, the most significant observation is “Participation in social networking site has helped me to build strong relationship with my colleagues resulting productive work team.” The weighted average mean for social media participation is 3.81. Similarly, the mean value of the statements of communication ranges from 3.51 to 4.37. Among them, the most significant observation is “Social networking sites helped me to communicate information more effectively in the workplace.” The weighted average mean for communication is 4.04. Likewise, the mean value of the statements of innovative behavior ranges from 4.17 to 4.28. Among them, the most significant observation is “Use of social networking sites has helped me to gain knowledge about new working method, technique or instrument of doing job.” the weighted average mean for development and training opportunities is 4.21. Likewise, the mean value of the organizational structure ranges from 4.00 to 4.28. Among them, the most significant observation is “The bank has a flexible organizational structure that allows workers to flow or share work related information.” The weighted average mean for organizational structure is 4.19. Similarly, the mean value of the statements of knowledge sharing ranges from 4.12 to 4.38. Among them, the most significant observation is “I have been able to grasp the opportunity to learn and develop professional skills with the help of social networking sites.” the weighted average mean for knowledge sharing is 4.25. Likewise, the mean value of the task performance ranges from 3.48 to 4.37. Among them, the most significant observation is “Adapted well to changes in core tasks.” the weighted average mean for task performance is 4.12. Similarly, the mean value of the statements of contextual performance ranges from 4.29 to 4.38. Among them, the most significant observation is “I consider myself to be a valuable member of my organization.” The weighted average mean for contextual performance is 4.32.
The result shows that social media participation is positively correlated to task performance. It indicates that more the social media participation, higher would be the task performance. In addition, communication is positively correlated to task performance. It indicates that better the communication in the bank, better would be the task performance. Likewise, innovative behavior is positively correlated to the task performance. This indicates that higher the innovative behavior, higher would be the task performance. Similarly, there is a positive relationship between organizational structure and task performance. It indicates that better organizational structure leads to increase in task performance. In addition, knowledge sharing is positively correlated to task performance. It indicates that more knowledge sharing leads to increase in task performance.
Similarly, the result also shows that social media participation is positively correlated to contextual performance. It indicates that more the social media participation, higher would be the contextual performance. Similarly, there is a positive relationship between communication and contextual performance. It reveals that increase in communication leads to increase in contextual performance. In addition, innovative behavior is positively correlated to contextual performance. It indicates that higher the innovative behavior leads to increase in contextual performance. In addition, organizational structure has positive relationship with contextual performance. It means that the better organizational structure leads to increase in contextual performance. Likewise, knowledge sharing is positively correlated to contextual performance. It indicates that the more knowledge sharing higher would be the contextual performance.
The result shows that beta coefficients for promotion are positive and significant with employee job satisfaction and return on assets. It indicates that promotion has a positive impact on employee job satisfaction and return on assets. Similarly, the result reveals that beta coefficient for compensation in reward management is positive with employees’ job satisfaction and return on assets. It indicates that compensation have positive impact on employees’ job satisfaction and return on assets. Furthermore, the beta coefficients for development and training opportunities are positive with employee job satisfaction and return on assets. It indicates that development and training opportunities has a positive impact on employee job satisfaction and return on assets. Similarly, the result reveals that beta coefficients recognition is positive and significant with employee job satisfaction and return on assets. It indicates that recognition has a positive impact on employee job satisfaction and return on assets. Likewise, the beta coefficient for employee empowerment is positive with employee job satisfaction and return on assets. It indicates that employee empowerment has a positive impact on employee job satisfaction and return on assets.
The regression result shows that beta coefficients are positive and significant for social media participation. It indicates that social media participation has positive impact on task performance. Additionally, the beta coefficients are positive and significant for innovative behavior. It indicates that innovative behavior has positive impact on task performance. Likewise, the result reveals beta coefficients are positive and significant for organizational structure. It indicates that organizational structure has positive impact on task performance. Furthermore, the beta coefficients are positive and significant for knowledge sharing. It indicates that knowledge sharing has positive impact on task performance.
The regression result shows that beta coefficients are positive and significant for social media participation. It indicates that social media participation has positive impact on contextual performance. Similarly, the beta coefficients are positive and significant for communication. It indicates that communication has positive impact on contextual performance. Additionally, the beta coefficients are positive and significant for innovative behavior. It indicates that innovative behavior has positive impact on contextual performance. Likewise, the result reveals beta coefficients are positive and significant for organizational structure. It indicates that organizational structure has positive impact on contextual performance. Furthermore, the beta coefficients are positive and significant for knowledge sharing. It indicates that knowledge sharing has positive impact on contextual performance.
Recommendations are given on the basis of findings of the study. The major conclusion of the study is that social media participation, communication, innovative behavior, organizational structure and knowledge sharing have positive impact on task performance and contextual performance in Nepalese commercial banks. It indicates that higher the social media participation, communication, innovative behavior, organizational structure and knowledge sharing higher would be the task performance and contextual performance. The study also concludes that the most influencing factors of reward management for employee job satisfaction are communication and knowledge sharing in Nepalese commercial banks.
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Barcode Call number Media type Location Section Status 633/D ARJ Thesis/Dissertation Uniglobe Library Philosophy & Psychology Available