165 research outputs found
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Transformational Leadership and Organizational Performance: The Mediating Role of Organizational Innovation
Full text linkThe study is an investigation of transformational leadership impact on organizational performance; the mediating role of organizational innovation. The study revealed that organizational innovation has mediated significant impact on organizational performance. The research found that transformational leadership and organizational performance has strong relationship. Therefore, it will help the managers to create such leadership style in the organizations. Pakistani organizations need an environment where leaders motivate and encourage the employees who are wishing to become more creative and effective in leading the successful organizations
Post-Merger Corporate Performance: A Case of NIB Bank Pakistan.
Full text linkThis study measures whether the mergers generate efficient, trustworthy and wide-ranging capital base for the bank that completely comprised mergers and to what range mergers of banks increase the confidence of the investors, the customers, the shareholders and capacity to finance the real time sector. For the purpose total 9 ratios under profitability ratios and other ratios applied on key financial figures to analyze the selected bank performance. Key figures were taken from the website of the NIB bank. Data was taken from 2004-07 before merger and 2008-12 after the merger
Impact of Organizational Justice on Turnover Intentions: Moderating Role of Job Embeddedness
Full text linkIt is evident from the past research that employees who perceive the organizational policies as not just, the employees tend to leave the organizations and start their professional career in other organizations where they feel comfortable and organization policies as fair and just. Literature accords the moderate relationship of job embeddedness on turnover intentions. This study analyzed the moderate relationship of job embeddedness on turnover intentions and organizational justice in banking sector of Pakistan. Sample of study consists of 313 banking employees from different cadre. Regression Analysis was used to analyze the data. Results clearly indicate that job embeddedness do not moderate the relationship of turnover intentions and organizational justice. There is further need to explore the role of job embeddedness in other professional organizations. Implications for management and future directions are discussed
Phenomenological Enquiry Into Corporate Social Responsibility
Full text linkThe notion of Corporate Social Responsibility (CSR) seems appealing amidst unprecedented corporate affluence and power vis-a-vis abject socio-economic and deteriorating environmental conditions. An increasing number of corporations have started exploiting social responsibility as insurance strategy against government intervention, media reporting and consumer reaction to irresponsible corporate behaviour. Analyzing retrospectively, current Social Responsibility Practices are far away from letter and spirit.
This article aims to present critique of concept and practice of CSR. This phenomenological study, analyzing corporate practices, explores the ulterior motives precipitating corporations espouse CSR and finds that Social Responsibility is not social, it is economic phenomenon. The proposed model of CSR can make it social, sustainable and provide much-needed impetus to practice
Japanese Model of Supplier Development
Full text linkThe supplier development was one important puzzle to be cracked for the quality revolution that was spearheaded by Japanese. But even more importantly, the bedrock of Japanese model of Supplier Development is Dr. Deming’s philosophy; the philosophy that used to seem counter intuitive before the quality revolution was realized. For instance, Dr. Deming stressed on sole supplier instead of multiple suppliers which are widely used as cushion in case any of them fails to deliver. Secondly, he reversed the nature of buyer and supplier relationship by portraying them as partners. When considered partners, gaining of one party at the expense of other and the resultant friction and dissatisfaction is uprooted in the system. Thirdly, he highlighted the importance of long term relationships with the suppliers and discarded the use of low pricing and bidding as the method of supplier selection. By studying this Japanese model of Supplier Development, I wanted to learn whether these seemingly counter intuitive principle of supplier management work. Most of the work below is derived from supplier development practices of Japanese automakers in general and Toyota and Honda in particular