Abstract:

Background: Health informatics in its simplest term is about getting the right information to the right person at the right time (National Health Services of America, 2015). It is a multidisciplinary field that uses health information technology (HIT) to improve health care especially in the health insurance industry via the combination of high quality, higher efficiency (spurring lower cost and thus greater availability), and new opportunities.

The specific objectives are to evaluate the level of awareness on health informatics to National Health Insurance Scheme in Nigeria; to find the challenges associated with application of health informatics by National Health Insurance Scheme; find the prospects of health informatics in National Health Insurance Scheme.

Methodology: the study uses primary source by administering a questionnaire to both the NHIS staff and enrollees /clients and about 200 completed and the returned the tool i.e. about 90% respond rate.

Some of the prospects includes assisting healthcare providers and system organize resources and records for decisions making and patient management; it tracks and keep patients records; it tracks of fund disbursement utilization and improve communication etc.

The challenges identified are, high cost of establishing the system; interconnected Health Informatics system requires leadership, organizational commitment, and multi-agency collaboration.

The finding recommends that government should fund for the establishment of the unit, trained professionals to handle the unit, sensitize the communities on the benefit.

Keywords: informatics, healthcare, evaluation, health insurance, technology.

References:

[1].   A. Friede, at el, Public health informatics: how information-age technology can strengthen public health, Annual Review of Public Health 16 (1995) 239–252.

[2].   W.F. Bauer, Informatics and (et al) informatique, IEEE Annals of the History of Computing 18 (2) (1996).

[3].   Dr. Manir Kamba, Lecture note on Health informatics, BUK, 2015.

[4].   R. Koppel, et al., Role of computerized physician order entry systems in facilitating medication errors, JAMA 293 (10) (2005) 1197–2003.

[5].   B. Rotman, A. et al., A randomized controlled trial of a computer-based physician workstation in an outpatient setting: implementation barriers to outcome evaluation, J. Am. Med. Inform. Assoc. 3 (5) (1996) 340–348.

[6].   J. Ash, E. Coiera, M. Berg, some unintended consequences of information technology in health care: the nature of patient care information system-related errors, J. Am. Med. Inform. Assoc. 11 (2004) 104–112.

[7].   Y.Y. Han, J.A. et al., Unexpected increased mortality after implementation of a commercially sold computerized physician order entry system, Pediatrics 116 (6) (2005) 1506–1512.

[8].   E. Ammenwerth, N. Shaw, Bad health informatics can kill—is evaluation the answer? Methods Inf. Med. 44 (2005) 1–3.

[9].   P. Beynon-Davies, M. Lloyd-Williams, when health information systems fail, Top. Health Inf. Manage. 20 (1) (1999) 66–79.

[10].  R. Heeks, Health information systems: failure, success and improvisation, Int. J. Med. Inform. 75 (2) (2006) 125–137.

Abstract:

The study reviews the role of communication in a diverse workforce. The objectives were: to identify communication strategies used, establish what constitutes effective communication, establish communication challenges encountered and propose strategies aimed at enhancing communication in a diverse workforce.

The study employed an in-depth descriptive design. Data was collected using interview guides and semi-structured interviews. The sample comprised 20 employees and 3 supervisors. Purposive sampling was used to select all the necessary respondents. Data was analyzed by content analysis and presented in descriptions and narratives. Verbatims relevant to the findings were also included.

The findings showed that a number of communication strategies are used in diverse workforce. It also found that using correct varying methods of communication constitutes effective communication. The challenges included lack of technology skills for some employees; differences in age leading to miscommunication; heavy reliance on emails which may promote misinterpretation of information; delayed dissemination of information and bureaucratic tendencies which frustrate staff especially the millennials who values quick feedback. The study recommends managers to encourage training in Technology to improve employee communication skills. Managers should encourage interactions among all staff. Management to be open and honest with all staff to promote mutual respect. Varying of methods of communication will make all staff to feel included and valued. The study will inform organization about the impact of communication in a diverse workforce. More research needs to be done on how different diversities as an emerging issue, impact organizational performance.

Keywords: Communication, diverse, effective, generation, organization, performance

References:

[1].   Armstrong, M. (2012) Armstrong’s Handbook of Human Resource Management.

Practice (12^th Ed.). London: Kegan Page.

[2].   Bhatia, R.C. (2013). Principles of Management. New Delhi: Sterling Publishers.

[3].   Brooks, I. (2006). Organization Behaviour, Individuals, Groups and Organizations (3^rd Ed). Essex: Pearson Education Limited.

[4].   Griffin, A, W. (2016) Fundamentals of Management (8^th Ed). Boston: Cengage Learning.

[5].   Luthans. F. (2011). An Evidence-Based Approach: Organizational Behaviour (12^th Ed). Boston: McGraw-Hill Limited.

[6].   Palmer, A. and Hartley, B. (2012) The Business Environment (6^th Ed.) London: McGraw-Hill

Education.

[7].   Gupta, R. 2013 ‘Workforce Diversity and Organizational Performance’ International Journal of Business and Management Inventions, vol.2, no.6, pp.36.

[8].   Okoro, A. E. and Melvin, C 2012, ‘Workforce Diversity and Organizational Communication: Analysis of Human Capital Performance and Productivity’ The Journal of Diversity Management, vol.7, no.1, pp57.

[9].   Shonubi, A. O. and Ankintaro, A. A. 2016 ‘The Impact of Effective Communication on Organizational Performance’ The International Journal of Social Sciences and Humanities inventions, vol.3, no.3, pp.

Abstract:

Ownership concentration is stated by the number of large-block shareholders and if the percentage of firm's shares owned by the family members then that makes them as Family owned firms. They form the backbone of Indian economies, as they contribute towards GDP of country. Therefore, family business management is an emerging area of academic interest. In this regard, this empirical research deals with the analysis of relationship between concentrated ownership by the family members and its impact on financial performance, measured by the Return on Asset (ROA) and Return on Equity (ROE). The present study analyses the performance of Indian family businesses for firms listed on BSE 500 Index for a period of 2016-2018. An equity ownership above 20% by family members, also the family member as a chairman of the board and multiple generations or multiple members actively involved in business has been identified as family owned business. Using a representative sample of 375 Indian family owned businesses out of BSE 500 Index. Statistical analysis of collected data includes descriptive statistics, determination of the correlation coefficient between ownership concentration and financial performance, multiple OLS regression analysis to determine the impact of ownership concentration on financial performance. The results show that there is a U-shaped relationship between ownership concentration and performance, which indicates that the increase in ownership concentration to a certain limit of 55% positively affects financial performance. When ownership concentration exceeds 55%, financial performance deteriorates.

Keywords: Ownership Concentration, Family owned Business, Corporate Governance, Shareholders, Equity and Financial Performance.

References:

[1].   Vasilić, N. (2018). OWNERSHIP CONCENTRATION IMPACT ON FINANCIAL PERFORMANCE: EVIDENCE FROM SERBIA. CONTEMPORARY ISSUES IN ECONOMICS, BUSINESS AND MANAGEMENT, 111.

[2].   Abazi-Alili, H. (2013). The evolution of ownership, innovation and firm performance: Empirical evidence from Macedonia. Available at: file:///C:/Users/User/Downloads/ABAZI_ALILI%20(2).pdf.

[3].   Alimehmeti, G., & Paletta, A. (2012). Ownership concentration and effects over firm performance: Evidences from Italy. European Scientific Journal, 8(22), pp.39-49.

[4].   Arosa, B., Iturralde, T., & Maseda, A. (2007). Ownership structure and firm performance in non-listed firms: Evidence from Spain. Available at  https://www.ehu.eus/documents/2819611/2882007/Ownership_structure_and_firm_performanc e_in_non_listed_firms_evidence_from_Spain.pdf.

[5].   Balsmeier, B., & Czarnitzki, D. (2010). Ownership concentration, institutional development and firm performance in Central and Eastern Europe. Available at: https://lirias.kuleuven.be/bitstream/123456789/286560/1/MSI_1015.pdf.

[6].   Boerkamp, E. (2016). Ownership concentration, ownership identity and firm performance: An empirical analysis of Dutch listed firms. Available at: http://essay.utwente.nl/70140/1/Boerkamp_BA_BMS.pdf.

[7].   Cabeza, L., & Gomez, S. (2011). Post privatisation private ownership concentration: Determinants and influence on firm efficiency. Journal of Comparative Economics, 39, pp.412-430.

[8].   Kapopoulos, P., & Lazaretou, S. (2006). Corporate ownership structure and firm performance: Evidence from Greek firms. Available at: http://www.bankofgreece.gr/BogEkdoseis/Paper200637.pdf.

[9].   La Porta, R., Lopez-de-slanes, F., Shleifer, A., & Vishny, R. (1999). Corporate ownership around the world. Journal of Finance, 54, pp.471-518.

[10].  Leković, B., & Marić, S. (2015). The Nature of Corporate Governance and Performance in the Conditions of Ownership Concentration. Industrija, 44(1), pp.45-61.

[11].  Lskavyan, V., & Spatareanu, M. (2006). Ownership concentration, market monitoring and performance: Evidence from the UK, the Czech Republic and Poland. Journal of Applied Economics, 9(1), pp.91-104.

[12].  Muller, D., Dietl, H., & Peev, V. (2004). Ownership, control and performance in large Bulgarian firms. Available at: file:///C:/Users/User/Downloads/Ownership_control_and_performance_in_large_Bulgari.pdf.

[13].  Nikolić, J., Babić, V., & Erić, J. (2013). Ownership structure and corporate financial performance in Serbia: empirical evidence. Actual Problems of Economics, 9(147), 446-455.

[14].  Perrini, F., Rossi, G., & Rovetta, B. (2008). Does ownership structure affect performance? Evidence from the Italian market. Corporate Governance, 16(4), pp.312-325.

[15].  Pervan, M., Pervan, I., & Todoric, M. (2012). Firm ownership and performance: Evidence for Croatian listed firms. International Journal of Social, Behavioral, Educational, Economic, Business and Industrial Engineering, 6(1), pp.81-87.

[16].  Scholten, M. (2014). Ownership structure and firm performance: Evidence from the Netherlands. Available at: http://essay.utwente.nl/65381/1/scholten_BA_MB.pdf.

[17].  Hamdouni, A. (2010). Ownership, board structure and corporate performance: Evidence of French Vc- Backed firms. Corporate Board: Role, Duties & Composition, 6(3), pp.7-20.

Abstract:

In India and globally corporate reporting structure is evolving significantly and becoming more and more transparent, compact, relevant and providing information to wider set of users. Integrated reporting was introduced in 2004 by A4S, but formally it started taking shape when in 2010 when IIRC (International Integrated Reporting Council) was established. It announced number of changes in the reporting in November 2011. In India, Companies Act 2013, SEBI Corporate Social Responsibility Legislation and Business Responsibility Reporting (BRR) are few regulators which regulate and control quality reporting ad help in increasing business accountability towards social issues. SEBI, in February 2017, tool a step in encouraging top 500 companies to adopt the integrated reporting framework. The main objective of this paper is to assess the status of Integrated Reporting in India. This paper uses a theoretical and empirical model to investigate the adoption of Integrated Reporting in India. In the paper Content analysis has been used to analyses the level of adoption of the framework as a strategic choice to signal equity investors and intellectual capital.

Keywords: Integrated Reporting, IIRC, SEBI, Sustainability Reporting, Intellectual Capital

References:

(2018). Integrated reporting: Corporate perspective in India. India: PWC & Bombay Chamber of Commerce and Industry.

[2].  Abeysekera, I. (2013). A Template for Integrated Reporting. Journal of Intellectual Capital, 227-245.

[3].  ACCA. (2011). Adoption of integrated reporting by the ASX 50. Australia: accaglobal.

[4].  Adams.S, S. (2011). Integrated Reporting: An Opportunity for Australia's Not‐for‐Profit Sector. Australian Accounting Review, 292-301.

[5].  Armbrester.K, E. (2011). Two Disruptive Ideas Combined: Integrated Reporting in the Cloud. IESE Insight, 13-20.

[6].  Athma. P, R. N. (2017). Integrated Accounting in India: An analysis of Selected Companies. Indian Journal of Accounting, 28-46.

[7].  Bratu, A. (2017). Empirical study regarding the integrated reporting practices in Europe. Audit Financiae, 613-625.

[8].  Cheng M, G. C. (2014). The International Integrated Reporting Framework: Key Issues and Future Research Opportunities. Journal of International Financial Management & Accounting, 90-119.

[9].  CIMA, IFAC, and PWC. (2013). Business Model Background Paper for /IRS, International Integrated Reporting Council. London: IIRC.

[10].  Cortesi, A. &. (2019). Disclosure quality under Integrated Reporting: A value relevance approach. Journal of Cleaner Production, 745-755.

[11].  D, S. (2015). Integrated Reporting- The future of Financial Reporting. Internal Auditing and Risk Management, 125-134.

[12].  De Villiers. C, R. L. (2014). Integrated Reporting: Insight, Gaps and an agenda for future research. Accounting, Auditing & Accountability Journal, 1042-1067.

[13].  Eccles.R. G, K. (2014). The Integrated Reporting Movement: Meaning, Momentum, Motive and Materiality. New Jersey: John Wiley & Sons.

[14].  Elkington, J. (1997). The Triple Bottom Line of 21st Century Business. Theoretical Economics Letters.

[15].  G., E. R. (2014). Corporate and Integrated Reporting: A Functional Prospective. Harward Business School Working Paper, 14-16.

[16].  Havlova, K. (2015). What Integrated Reporting Changed: The Case Study of Early Adopters. Procedia Economics and Finance, 231-237.

[17].  IMA. (2016). Integrated Reporting, Statement on Management Accounting. The Association of Accounting and Financial Professionals in Business.

[18].  Jensen C, B. N. (2011). Determinants of Traditional Sustainability Reporting Versus Integrated Reporting, An Institutionalist Approach. Business Strategy and the Environment.

[19].  Kundeliene, K. &. (2015). Business Information Transparency: Causes and Evaluation Possibilities. ICEM-2015 (pp. 125-134). Kaunas: Elsevier.

[20].  Melloni G, C. A. (2017). Saying more tha less? Disclosure Conciseness, completness and balance in Integrated Reporting. Journal of Accounting and Public Policy, 220-238.

[21].  Tahir, Muhammad, Ibrahim, Salma and Nurullah, Mohamed (2018), Getting compensation right - The choice of performance measures in CEO bonus contracts and earnings management, The British Accounting Review, Volume 51, Issue 2, February 2019, Pages 148-169.

[22].  Pavlopoulos, A., (2019). Integrated reporting: An accounting disclosure tool for high quality financial reporting. Research in International Business and Finance, 13-40.

[23].  Pavlopoulos, A. M. (2017). Integrated Reporting: Is it the last piece of accounting disclosure puzzle? Journal of Multinational Financial Management, 23-46.

[24].  T, O. (2015). Auditing Integrated Report: Are there Solutions to this Puzzle. Procedia Economics and Finance (pp. 87-95). Prague: Elsevier.

[25].  Thiagarajan, A. &. (2014). Value Reporting and Integrated Reporting in the Ear of Intellectual Capital. IJCEM, Vol 17, Issue 1, 42-56.

Abstract:

In this tremendously exigent environment the markets all over the world have become more competitive. Merger and acquisition has become one of the important alternatives for corporate strategic expansion. It is a form of inorganic growth where the company purchases growth. This paper is an attempt to critically examine the financial strength of companies during pre and post-acquisition period. The study also attempts to analyze the impact of acquisition on the acquirer company. Different types of ratios were selected and paired t-test was applied to attain objectives of the study.

Data is collected from audited balance sheet, profit and loss account of the concerned companies, CMIE data base, BSE and NSE. It was hypothesized that acquirer companies show positive operating performance post M&A as compared to pre M&A performance. Additionally, it has also been attempted to analyze and test if the operating performance differs significantly as per industry type by analyzing sub-samples of different industry sectors. The results reveals that the operating performances are little diverged in different industry sectors in India following mergers. In the Agri-products sector, the profitability margins and return on assets and investments showed a significant decline following M&A. In Electrical Equipment sector, operating performance has declined marginally following M&A and in pharmaceutical sector, M&A results showed that profitability margins and return on assets and investments has slightly improved.

Keywords: Operating Performance, Merger and Acquisition, Sectors, Financial Ratios.

References:

[1].   Susan Cartwright, and Richard Schoenberg, (2006): ‘Thirty Years of Mergers and Acquisitions Research: Recent Advances and Future Opportunities’, British Journal of Management, Vol 17, and S1-S5.

[2].   Rani, N., Yadav, S. S., & Jain, P. K. (2011): ‘Impact of Mergers and Acquisitions on Shareholders’ Wealth in Short-Run: An Empirical Study of Indian Pharmaceutical Industry’, International Journal of Global Business and Competitiveness 2011, Vol. 6, No 1, pp 40 – 52.

[3].   Boston Consulting Report research report, The Brave new world of M&A – How to create value from Mergers and Acquisitions, July 2007. https://www.investopedia.com/terms/m/merger.asp https://www.investopedia.com/terms/a/acquisition.asp.

[4].   Ravenscraft and Scherer, F.M. and David J. (1989), “The Profitability of Mergers?” International Journal of Industrial Organization 7 (1989) 101-I 16. North-Holland.

[5].   Healy, Palepu, and Ruback, P. M., K.G. and R. S. (1992), “Does Corporate Performance Improve After Mergers?” Journal of Financial Economics, Vol 31, pp. 135- 175.

[6].   Switzer, J.A. (1996), “Evidence on real gains in corporate acquisitions”, Journal of Economics and Business, Vol.48 No.5, pp.443-460.

[7].   Mueller, D (1980): ‘The Determinants and Effects of Mergers: An International Comparison’, the Science Centre Berlin, Vol 24, Cambridge MA, Oelgeschlager, Gunn & Hain, pp. 299-314.

[8].   Ghosh, A. and Jain, P.C. (2000), “Financial leverage changes associated with corporate mergers”, Journal of Corporate Finance, Vol. 6 No. 4, pp. 377-402.

[9].   Pawaskar, V. (2001), “Effect of mergers on corporate performance in India”, Vikalpa, Vol. 26 No.1, pp.19-32.

[10].  Ramakrishnan, K. (2008), “Long-term post-merger performance of firms in India”, Vikalpa, Vol.33 No.2, pp.47-63.

[11].  Bruner, R.F. (2002), “Does M&A pay? A survey of evidence for the decision maker”, Journal of Applied Finance, Vol. 12, pp. 48-68.

[12].  Gugler, K., Mueller, D.C., Yurtoglu, B. and Zulehner, C. (2003), “The effects of mergers: an international comparison”, International Journal of Industrial Organization, Vol. 21 No. 5, pp.625-653.

[13].  Ramaswamy, K.P. and Waegelein, J.F. (2003), “Firm financial performance following mergers”, Review of Quantitative Finance and Accounting, Vol. 20 No. 2, pp. 115-126.

[14].  Yeh, T. M., & Hoshino, Y. (2000). ‘The effects of mergers and acquisitions on Taiwanese corporations. Review of Pacific Basin Financial Markets and Policies’, 3(2), 183–199.

[15].  Parrino, J. D., & Harris, R. S. (1999). ‘Takeovers management and replacements, and post-acquisition operating performance: Some evidence from 1980s’. Journal of Applied Corporate Finance, 11(4), 88–97.

[16].  Manson, S., Powell, R., Stark, A. W., & Thomas, H. M., (2000). ‘Identifying the sources of gains from takeovers. Accounting Forum, 24(4), 319–343.

[17].  Mueller, D. C. (1986). Profits in the long run. New York and Sydney: Cambridge University Press.

[18].  Jain, P. K., & Yadav, S. S. (2000). ‘Financial management practices in select private corporate enterprises. New Delhi: Hindustan Publishing Company.

[19].  Manson, S., Powell, R., Stark, A. W., & Thomas, H. M., (2000). ‘Identifying the sources of gains from takeovers. Accounting Forum, 24(4), 319–343.

[20].  Chatterjee, R., & Meeks, G. (1996). ‘The financial effects of takeover: Accounting rates of return and accounting regulation’. Journal of Business Finance and Accounting, 23(5/6), 851–868.

[21].  Bhalla, Priya. (2014) ‘Mergers & Acquisitions in India: A sectoral analysis’. International Journal of Business and Economic Development, Vol. 2 Number 2.

[22].  Harford, Jarrad. (2005). ‘What drive Merger waves?’ Journal of Financial Economics, 77, 529-560.

[23]. Ghosh, Aloke. (2001). ‘Does operating performance really improve following corporate acquisitions?’ Journal of Corporate Finance, 7, pp.151–178.

Abstract:

Performance appraisal is the process of evaluating employee performance by comparing their present performance with the already established standards which the employees are aware of subsequently giving feedback to the employees about their performance level for the purpose of improving their performance as needed by the organization. The purpose of this article is to assess the role of performance appraisal in improving employee performance in secondary schools in Zambia. The objective of this paper is to explore the benefit of conducting employee performance appraisal and to identify the challenges in appraising employee performance in the secondary schools. The statement of the problem is the basis of the continued below standard performance of most Zambian organizations and this had been revealed through the failure of most organizations especially secondary schools to achieve their curriculum objectives. A descriptive research design was used in this study and data was analyzed using both quantitative and qualitative approaches. Primary data was collected using interviews and well-structured questionnaires while purpose random sampling was done and the study settled for a sample of 100 employees within ministry of education. Secondary data was collected from the internet and, journals of previous papers. Quantitative analysis was done through a survey in different secondary schools. Performance appraisal improves the work output of workers and generally improves the objective of an organization and that managers were able to gauge teachers who deserved awards and to also improve the quality of education. School managers lacked knowledge on performance appraisal and that knowledge of appraisers had great influence in the outcome of the appraising process.

Keywords: Performance appraisal, training, skills, performance, management

References:

[1].   Adofo, M. (2011). The Current State of Performance Appraisal Research and Practice: Concerns, Directions, and Implications. Journal of Management, 18, 2, 321-352.

[2].   Afriyie, M. (2009). The Influence of Planning Activity on Employee Performance Review. Unpublished Dissertation, Evanston, IL.

[3].   Boswell, W. R., & Boudreau, J. W. (2000). Employee Satisfaction with performance Appraisals and Appraisers: The Role of Perceived Appraisal Use. Human resource Development.

[4].   Bretz, R. D., and Judge, T. A. (1994). The Role of Human Resource Systems in Job Applicant Decision Processes. Journal of Management, 20, 531-551.

[5].   Cole, K. (2001). Supervision the Theory and Practice of First-line Management (2nd ed). Frencs Forest NSW: Pearson Education Australia.

[6].   Cones, T. and Jenkins, M. (2000). Abolishing Performance Appraisals, San Francisco, CA: Berrett-Koehler Publishers, Inc.

[7].   Creswell, T. and Clark, G. (2007). Organization, processing, and Use of Performance Information: A Cognitive Role for Appraisal Instruments,” Journal of Applied Social Psychology, 27: 1884-1905.

[8].   Field, R. and Morse, O. (1992). “Participation in the Performance Appraisal Review: Inflexible Manager Behavior and Variable Worker Needs, “Human Relations, vol. 51, no. 8, pp 1061-1083.

Abstract:

This paper reviews the position of public-funded projects and project management practices within the New South Wales (NSW) public sector in Australia. It focuses on evaluating project delivery; however, identifies project management challenges while identifying strategies for overcoming these hurdles in the NSW public sector. This paper will discuss the process of project implementation within the NSW government. It will identify and examine project management related issues that may occur during the project implementation of public-funded projects within the NSW government. It will discuss the measures, procedures, and strategies employed to overcome these challenges and scrutinize the effectiveness of these measures to achieve the project goals. It will conclude with recommendations on a way forward to increase project performance, implementing project management best practices and measuring project efficiency within the NSW government. However, this paper is based on a review of a single government department, the NSW Department of Communities and Justice; it will explore concepts that can provide guidance and can be applied more broadly on other public-funded project and within other government agencies.

Keywords: NSW Government, NSW Public Sector, Project Management, Project Manager

References:

[1].   What stakeholder management should learn from sales and marketing. Further Advances in Project Management: Guided Exploration in Unfamiliar Landscapes (1st. Ed). New York: Gower Book, 236.

[2].   Kerzner, H. (2015), Project management 2.0 leveraging tools, distributed collaboration and metrics for project success Australian Demographic Statistics, Mar 2019. 29 September 2019. Retrieved 29 September 2019. Estimated Resident Population – 1 March 2019.

[3].   Bevir, M. (2013), A Theory of Governance, Gaia Books, University of California, Berkeley, CA.

[4].   Boyne, G. A. (2002) Public and Private Management: What's the difference? Journal of Management Studies, 39, 97-122 217.

[5].   Bowman, J., West, J., Berman, E., & Wart, M. V. (2004). The Professional Edge: Competences in Public Service. New York: M.E. Sharpe.

[6].   Crawford, L. (2005). Senior management perceptions of project management competence, International Journal of Project Management, Vol. 23.

[7].   Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.

[8].   Holloway, J. (2016, International Institute for Learning Inc, New York, USA.

[9].   Phillips, Joseph (2003). PMP Project Management Professional Study Guide. McGraw-Hill Professional, 2003. ISBN 0-07-223062-2 p.354.

[10].  Project Management Institute 2005, The standard for program management, Second Edition, Pennsylvania, USA.

[11].  Regional Population Growth, Australia, 2016–17: Australian Bureau of Statistics. 24 April 2018. Retrieved 13 September 2019.

[12].  Saulwick Jacob, Hannam Peter and O'Sullivan Matt (2009), Out with the old; in with the new: Berejiklian shakes up NSW government, The Sydney Morning Herald. Retrieved 13 September 2019.

[13]. Wirick D.W. (2009). Public-Sector Project Management. Meeting the Challenges and Achieving Results. Wiley, New Jersey.

Abstract:

The purpose of this study is to assess the factors influencing expatriate mobility in Namibia specifically for The International University of Management (IUM). It proposes a theoretical framework that explain the importance of using expatriates. The study surveyed ten (10) expatriate lecturers at IUM – Dorado Campus, Khomas region to determine the key factors that significantly influence expatriate mobility. This study has used a mixed approach that made use of qualitative and quantitative research to assess the factors influencing expatriate’s mobility in Namibia (IUM), primary data was used to test hypotheses and the positivist research strategy was employed for the descriptive study that entails the gathering and analysis of qualitative data. The study gave indication of the importance of expatriates, as few studies have explored over the years regarding this matter, but this is a relatively still new issue that need to be discovered by researchers. The findings may yield a purpose for those who wish to take up the position of an expatriate whether it is an assigned expatriate or a self – initiated expatriate.

Keywords: Expatriate, Mobility, Assess, Factors, IUM

References:

[1].   Altman, Y. & Baruch, Y. (2012). “Global Self-initiated Corporated expatriate careers: A new era in international assignments”, Personnel Review, Vol. 41 issue: 2, pp. 233-255.

[2].   Armstrong, M. (2007). Human Resources Management Practice, 10^th Edition, Kogan page Limited.

[3].   Armstrong, M. (2014). Handbook of “Human Resource Management Practice 10^th ED, 2014.

[4].   Best, W. & Khan, V. (1993) Research in Education (7^th Ed.) Boston Allyn and Bacon, Inc.

[5].   Black, S. J., H. B. & Mendenhall, M.E. (1992). Global Assignment. San Francisco: Josei-Base Publishers.

[6].   Burns, N. & Grove, S. K. (1997). The practice of nursing research: Conduct, Critique and Utilization. (3^rd ed.). Philadelphia: Saunders.

[7].   Chaney, L. H. (2004). Intercultural Business Communication. (3^rd ed.). New Jersey: Pearson Prentice Hall.

[8].   Chen, C., Choi., J. & Chi, S. C. (2002). “Making justice sense of local-expatriate compensation disparity: Mitigation by local referents, ideological explanations and interpersonal sensitivity in China-foreign joint ventures”, Academy of Management Journal, Vol.45, pp. 48-53.

[9].   Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource Management, 12(2), pp.1-30. Retrieved May 8, 2017, from https://www.researchgate.net/publication/223158063_MNC_Expatriates_through_crises_Achallenge_for_International_Human_Resource_Management.

[10].  Creswell, J. W. (1994). Research designs: Qualitative and quantitative approaches. Thousand Oak, CA: Sage.

[11].  Dickmann, M., Sparrow, P & Brewster, C. (2008). International Human Resource Management, Tylor & Francis, Hoboken.

[12].  Dobrovolny, L. & Fuentes, S. 2008, ‘Quantitative versus qualitative evaluation: A tool to decide which to use’, Performance Improvement, vol. 47, no. 4, pp. 7-14.

[13].  Dowling, P. J., Schuler, R. S. & Welch, D. E. (1999). International Human Resources Management: Managing People in a Multinational Context (3^rd ed.). Cincinnati (USA): South-Western College Publishing.

[14].  Employment Equity Commission. (2002). The employers’ guidelines to the affirmative action (employment act, act no. 29 of 1998. (Revised edition). Windhoek.

[15].  Flick, E. (2011). Introducing Research Methodology. London: Sage.

[16].  Flick, U. (2006), An introduction to qualitative research, Sage Publication, London.

[17].  Goddard, W. & Melville, S. (2004). Research Methodology: An Introduction (2^nd Ed.).

[18].  Hills, C. W. L (2005). International Business: Competing in the Global Marketplace (Chapter 3), University of Washington; MCGrawHill Irwin. http://www.thevillager.com.na/articles/9935/600-expatriates-in-Govt/ : retrieved on 15 March 2017.

[19].  Kim, J. & Froese, F. J. (2012). Expatriation Willingness in Asia: the importance of host –country characteristics and employees’ role commitments. The International Journal of Human Resource Management, 23 (16), 3414-3433.

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Abstract:

The global economic crisis has contributed to the economic struggling in most developing countries. This is visible in the challenges’ combating their financial systems as evidence among most African countries including Nigeria. It has also exposed weaknesses in the functioning of their economy and led to calls for reform of the financial architecture. The crisis presents inconsistency in the economic growth of most developing nations, most especially among African countries because it is happening at a time when the region is making progress in economic performance and management (Benjamin-Addy, 2012). Therefore, present dwindling states of Nigeria economy has place a question on effectiveness and efficiency of the Nigeria financial system (Abiola&Olausi, 2014). This is due to the present financial instability ravaging the country’s economy, with some financial analyst clamouring for recapitalization of banks. They opine that, recapitalization of banks in Nigeria is one of the right steps towards building a vibrant, competent and diversified economy in the present time. The clamour for recapitalization was based on the need to increase the capital based on banks to enable effectiveness.

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Abstract:

The purpose of the study was to investigate the relationship between strategic leadership and strategy implementation at FUFA. The study was premised on strategic leadership theory. The objectives of the study were to examine relationship between: leadership competence and strategy implementation, investigate relationship between leadership communication and strategy implementation, to establish relationship between staff involvement and strategy implementation and to assess the relationship between monitoring and evaluation and strategy implementation. The population of the study were 45 staff at FUFA. Sampling was considered inappropriate due to smallness of the population and approach adopted was a census that covered all the staff in the population. The study used descriptive research design because it aimed at understanding how one variable produced changes in another and explain relationship among variables. The study used a self-administered questionnaire. Findings indicate that leadership competence and leadership communication have positive and significant relationship with strategy implementation. Findings also indicate that employee involvement and monitoring and evaluation have an insignificant positive relationship with strategy implementation. It is recommended that leaders at FUFA should prioritise on leadership competence as it enhances opportunities to realise its strategic goal while paying attention to employee involvement, monitoring and evaluation as part of less important aspects of their activities. Leadership communication is not a useful predictor of changes in strategy implementation at FUFA.

Keywords: Strategic Leadership, Leadership Competence, Leadership Communication, Employee Involvement, Monitoring and Evaluation, Strategy Implementation

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Abstract:

The purpose of the study is to examine the roles of the Business environment (professional skills) and Business etiquette (employee behaviour) in influencing the achievement of organizational goals (health improvement, patient satisfaction and demand for hospital services) in the North West region of Nigeria. Organizational success depends to a large extent on the strengths of its business environment, the codes of behaviour that guide its actions and the effectiveness of its management decisions. This study tried to understand what exerts the most influence between professional skills and employee behaviour when patients decide to visit a hospital in the North West region of Nigeria.

Online and paper-based survey questionnaire were used to collect data. All individuals (consumers of hospital services) living within the North West region of Nigeria were invited to join the survey. Out of the 300 responses analysed 147 were from online survey and 153 from paper-based questionnaire which were completed and returned directly or through email. The largest number of participants in the survey (34.9%) is between the ages of 35 – 44 years old followed by those between the ages of 25 – 34 years old (31.9%).

The results have confirmed that professional skill of employees is the main influence to choice of hospital in that region of Nigeria. It has also been confirmed that most of the patients are satisfied with the services rendered to them in the hospitals.

Keywords: etiquette, skills, behaviour, hospital, choice, patients

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Abstract:

Financing health care system is of a major concern to countries all over the world. The Act of Parliament (Act 650) passed in 2003 health care financing and being implemented and supervised by the National Health Insurance Authority (NHIA). National Health Insurance Authority aimed to assure equitable and universal access for all residents of Ghana to an acceptable quality package of essential health care services without payment being required at the point of use. The efficiency and sustainability of the health care facilities depend on funding and timely disbursement of claims. It has been observed that, whilst health care facilities do comply with section 37 (7) of L.1 1809, the scheme has not been able to comply with section 38(1) of the L.1 1809. This leads to undue delays in reimbursement of funds to accredited institutions. This delays of reimbursement of claims by National Health Insurance Authority therefore has adverse effects on the financial management of health care facilities. It is therefore recommended that, Government should speed up on releasing funds to National Health Insurance Authority for payment of claims. Further research needs to be done to verify the findings among other groups of facilities, and explore comparative studies involving facilities from different industries. Future researchers should also develop measures of additional dimensions to find out if the premium charged on scheme members of NHIS is fair enough to pay claims and also suggest whether premium charged should be increased or maintained.

Keywords: National Health Insurance Authority, Reimbursement, Financial Management, Accredited Health Facilities

References:

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[3].   Dalinjong, P. A., & Laar, A. S. (2012). The national health insurance scheme: perceptions and experiences of health care providers and clients in two districts of Ghana. Health Economics Review, 2(1), 13.

[4].   Gobah, F. K., & Zhang, L. (2011). The National Health Insurance Scheme in Ghana: prospects and challenges: a cross-sectional evidence. Global Journal of Health Science, 3(2), 90.

[5].   Koya, S. A. (2010). The role of the Catholic Church in regional development in Northern Ghana. The case of the Diocese of Wa. Faculty of Spatial Planning, Technical University of Dortmund.

[6].   Maharajh, R. (2015). Being Well in the Early 21st Century. Health Innovation Systems, Equity and Development, 20.

[7].   Owusu-Sekyere, E., & Bagah, D. A. (2014). Towards a sustainable health care financing in Ghana: is the national health insurance the solution.

[8].   Seddoh, A., Adjei, S., & Nazzar, A. (2011). Ghanas national health insurance scheme: views on progress, observations, and commentary. Accra, Ghana: Centre for Health and Social Services, 20.

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[12].  Woolhandler, S., Campbell, T., & Himmelstein, D. U. (2003). Costs of health care administration in the United States and Canada. New England Journal of Medicine, 349(8), 768–775.

Abstract:

The security and safety culture of organizations requires care and nurturing. When a culture of security and protection is sustainable, it transforms the security of a unique event into a life cycle that generates safety returns forever. In any system, humans are always the weakest escape. A culture of security is primarily for humans, not for computers. Computers do exactly what we tell them to do. The challenge is with humans, who click on the things they receive in the email and think what someone tells them. Humans need a framework to understand what is right for security. The study investigated the knowledge of a safety culture among workers in organizations, using data from secondary sources. This study was evaluated in two points of view; First, it assessed how awareness of a safety culture was established among employees of organizations. Second, it assessed the importance of creating a culture of safety and security among workers in organizations. The study concluded that, organizations can create security and safety awareness culture through; education, building security community and policies, initiating security boot camp, motivation, security and safety mindfulness. The study also concluded that, security and safety awareness across organizations is important and a key determinant of ensuring; Long-term commercial viability of organizations, impenetrable processes of organizations, Safe operations of organizations’ applications systems, Data protection, Protection of organizational functions from top to down, Increased organizational effectiveness and performance and building and maintaining a flexible network environment and hence staying away from information risks.

Keywords: Awareness, Security and Safety, Culture, Organizations.

References:

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[2].   Argyris, C. (2017). Integrating the Individual and the Organization. Routledge.

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[4].   Beard, R. (2013). Risk theory: the stochastic basis of insurance (Vol. 20). Springer Science & Business Media.

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Abstract:

Community is a social group of any size whose members reside in a specific locality, share government, and often have a common cultural and historical heritage. In the context of emergency management, before any government machinery and support reaches or outside help gets galvanized, it is the community which must respond almost immediately.

This article articulates the role of community support during critical times of emergencies; ascertain how humanitarian organizations can enhance community resilience; explain whether humanitarian interventions which transcend to targeting hosts communities are appropriate in the context of Lakes State’s displacement; and explore the significance of community level preparedness and how community-based preparedness actions can be done in the context of Lakes State.

Three case studies of multi-hazard internal displacement of communities in Yirol East, Awerial and Rumbek North were reviewed. The triggers of displacement of communities were armed conflict, floods, and acute lack of food.

Findings depicted that community support was critical immediately during the onset of the emergencies, communities had no or were not involved in any preparedness processes, aid delivery was overly top down and carried out by humanitarian organizations, humanitarian interventions involving hosts communities were at least helpful in sustaining cohesion between IDPs and host communities. In the absence of community-based disaster management mechanism, the article recommends that humanitarian organizations focus on involvement and participation of community members in preparedness and enhancing capacities of the community to ensure resiliency.

Keywords: Preparedness, Resilience, Response, Recovery, Empowerment, Internally Displaced People, and mitigation

References:

[1].   Brookman, Ryan (2015). The Effect of Community Involvement on Disaster Relief. University of Washington Tacoma UW Tacoma Digital Commons.

[2].   CCCM Cluster (2018). Jier and Mamer IDPs Site: Head Count. Working Paper of the CCCM Cluster, South Sudan.

[3].   CCCM and Protection Assessment (2018). Jier and Mamer IDPs Sites Rapid Needs Assessment. Working Paper of Protection and CCCM Cluster, South Sudan.

[4].   Coppola, Damon P. (2007). Introduction to International Disaster Management. Butterworth-Heinemann, an imprint of Elsevier.

[5].   FEMA (2005). FEMA Hurricane Katrina Recovery Advisories. Mitigation Assessment Team Report, Hurricane Katrina in the Gulf Coast.

[6].   Initial Rapid Needs Assessment (2019). IRNA Report: Maper, Rumbek North County, Lakes State. An Inter-agency Working Paper, South Sudan.

[7].   Initial Rapid Needs Assessment Report (2019). Tali and Tindilo inter-cluster Assessment Report: 11th to 19th September 2019. Coordinated Assessment.

[8].   International Organization for Migration (2019). Mobility Tracking Round 6: Initial data release. IOM South Sudan Displacement Tracking Matrix.

[9].   Manssour, Mohamed and Sparacino, Cristiana (2009). Community-driven Development Decision Tools for Rural Development Programmes. International Fund for Agricultural Development.

[10].  OCHA (2019). South Sudan: New research finds 1.5 million internally displaced persons. OCHA South Sudan Press Release.

[11].  Patterson, Olivia; Weil, Frederick; and Patel, Kavita (2010). The Role of Community in Disaster Response: Conceptual Models. Popul Res Policy Rev (2010) 29:127–141. DOI 10.1007/s11113-009-9133-x.

[12].  Raju, Asger Ali (2013). Community Based Disaster Management. Mississippi State University.

[13].  Rana, Vidya ed. (2019). Building Capacity for Resilience. Asian Disaster Preparedness Center: 2018 Annual Report.

[14].  Singh, Janmejay (2013). Community Driven Development (CDD) – An Introduction. CDD Core Course, Social Development Department, The World Bank.

[15].  UNICEF (2016). Preparedness for Emergency Response in UNICEF: A Guidance Note. UNICEF Working Paper for Emergency Countries.

[16].  Victoria, Lorna P. (2002). Community Based Approaches to Disaster Mitigation. Working Paper for Regional Workshop on Best Practices in Disaster Mitigation.

Abstract:

The adoption of cloud computing in higher institutions has delivered lots of benefits to them, as it is budget friendly and gives academicians a positive experience from its use, while it also helps upsurge IT staff productivity in universities. It is against this background that this study examines the problems and prospects of cloud computing adoption in Nigerian tertiary institutions. The descriptive survey method was adopted and primary data were collected from 60 IT staff from two randomly selected higher institutions in Lagos State, Nigeria. The collected data were analyzed using mean scores and Pearson Product Moment Correlation Coefficient. The findings of the study show among others that (i) there is a significant relationship between the technological factors and the adoption of cloud computing in Nigerian higher institutions; (ii) there is a significant relationship between the organizational factors and the adoption of cloud computing in Nigerian higher institutions; and that (iii) there is a significant relationship between the environmental factors and the adoption of cloud computing in Nigerian higher institutions. The study therefore recommends that (i) the government should help in the provision of not only social amenities and infrastructural facilities but also policies that promote and enhance the adoption of cloud computing; (ii) higher institutions in Nigeria should also adopt work cultures that would enhance the adoption of cloud computing in their institutions; and that (iii) the managements of the Nigerian higher institutions should not only think about the effective and efficient adoption of cloud computing but also have a viable sustainability plan for its adoption.

References:

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[2].   Collins N. Udanor, Stephen O Aneke & Cynthia U Obillo (2018): Implementing Cloud Computing Storage in Nigerian Tertiary Institutions. Proceedings of the 13th iSTEAMS Multidisciplinary Conference, University of Ghana, Legon, Accra, Ghana. Pp 31-38.

[3].   Damanpour, F., & Schneider, M. (2006). Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers. British Journal of Management, 17, 215-236.

[4].   F. E. Mehmet and B. K. Serhat, “Cloud Computing for Distributed University Campus”, International Conference on the Future of Education, Pixel Publishing International, 2011.

[5].   Ikekeonwu, G.A.M. (2010) Cloud computing in Nigeria [draft]. Department of Computer Science, University of Nigeria, Nsukka.

[6].   Jianyuan, Y., & Zhaofang, Z. C. (2009). An empirical study on influence factors for organizations to adopt B2B e-marketplace in China. Management and Service Science, 2009. MASS '09. International Conference on, (pp. 1-6). Wuhan.

[7].   Jibril, S. I. and Arafan, S. (2015). Adoption of cloud computing in higher education institution in Nigeria. International Journal of Innovations in Engineering Research and Technology, 2(11), 1-21.

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[9].   Low, C., & Chen, Y. (2011). Understanding the determinants of cloud computing adoption. Industrial t/lanagement & Data, 117(7), 1006-1023.

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[11].  Masud, A. H. Yong, J. & Huang, H (2012). Cloud Computing for Higher Education: A Roadmap. Proceedings of the 2012 IEEE 16th International Conference on Computer Supported Cooperative Work in Design

[12].  Mell, P. & Grance, T. (2011) The NIST definition of cloud computing. http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf.

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[15].  Oliveira, T. and Martins, M. F. (2011). Literature Review of Information Technology Adoption Models at Firm Level. The Electronic Journal Information Systems Evaluation, 14(1), 110-121.

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[18].  Oruame, S. (2008) Corruption is killing ICT in Nigeria. http://computerworldparaguay.com/ articles/2008/11/20/corruption-killing-ict-nigeria.

[19].  Oyeleye, C. A., Fagbola, T. M. and, Daramola, C. Y., (2014). The Impact and Challenges of Cloud Computing Adoption on Public Universities in Southwestern Nigeria. International Journal of Advanced Computer Science and Applications, 5(8).

[20].  Raed, A., Fash, S. and Chang, V., (2015) Migration of Cloud Services and Deliveries to Higher Education, School of Computing, Creative Technologies and Engineering, Leeds Beckett University 2015.

[21].  SO Olabiyisi, TM Fagbola, RS Babatunde. An Exploratory Study of Cloud and Ubiquitous Computing Systems. World Journal of Engineering and Pure and Applied Sciences; 2(5):148-155.

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Abstract:

The study is a critical review of the impact of demonetization on Kenyan economy. The main comparisons are based on Indian economy. Theoretical literature has endeavored to define demonetization and its dimensions. Empirical literature has mainly documented the impact of demonetization in Indian economy. The study had three objectives namely: Establishing the meaning and reasons for demonetization, determining sector-wise impact of demonetization and establishing positive and negative effects of demonetization in Kenya. Research methodology was a descriptive study using secondary data. Findings indicate that demonetization in Kenya largely entailed replacement of Kes1000 note with a new one with enhanced security features, retaining of all the other old currencies and introducing other new currency notes with enhanced physical and security features as provided for by the Constitution of Kenya, 2010. Apart from fulfillment of a constitutional requirement, demonetization project in Kenya also aimed at curbing black money and corruption in the economy. Secondly, the findings indicate that demonetization project in Kenya has mainly targeted the real estate and property sector, retailing sector, banking sector and digital payment platforms. Thirdly, findings indicate that the short term impact of demonetization in Kenya is on personal finance, black money and terrorism while the long term impacts are likely to be felt in tax filing and collections, growth in GDP and expansion of MSMEs.

Keywords: Demonetization, Impact, Kenya

References:

[1].   Abhani, D. K. (2017). A Study On Impact of Demonetization Over the Banking Sector with Reference to Veraval City. International Journal of Marketing & Financial Management. 5(3). 21-26.

[2].   Central Bank of Kenya (2019). https://www.centralbank.go.ke.

[3].   Kushwaha, H., Kumar, A., & Abbas, Z. (2017). Impact of Demonetisation on Indian Economy: A Critical Study. International Journal of Management Studies. ISSN (Online) 2231-2528.

[4].   Mbatau, N. (2019). Domonetization: How Will It Affect the Kenyan Economy. Journal of the Institute of Certified Public Accountants of Kenya. July-August 2019 Issue: 34-36.

[5].   Muthulakshmi, E.K. (2017). Impacts of Demonetisation on Indian Economy- Issues & Challenges. Journal of Humanities and Social Science. 34-38.

[6].   Shah, A. Y. (2017). Impact of Demonetization on Rural India. International Journal of Scientific and Research Publications. 7(3). 220-223.

[7].   Shanbhogue, G. Kumar, A. P., Bhat, S. & Shettigar, C. (2016). A Study On Demonetization of 500 And 1000 Rupee Notes & Its Impact On the Various Sectors and Economy. International Journal of Research in Economics and Social Sciences.6(12). 274-284.

[8].   Shukla, B.G. and Gupta, H. (2018). An Exploratory Study of Business Students Perspectives On Demonetization in India: With Special Reference to Allahabad City. The International Journal Research Publication’s. 07(09). 186-194.

[9].   Veerakumar, K. (2017). A Study on People Impact on Demonetization. International Journal of Interdisciplinary Research in Arts and Humanities.2(1). 9-12.

Abstract:

In a competitive global market, marketing Strategy of firms’ activities needs emphasis to customer value. The significance of marketing as a means of improving company profitability has never been given more attention than it is today. Recent developments reveal that the new market thinking along with the existing dynamic environment (i.e. globalization and technology) has forced companies to change their strategy from the manufacturing to that of marketing phase of production clearly seen; technological changes and the effect of globalization are making national economies undergo rapid transformation. In line with this development, the marketing practice in manufacturing sector needs strategic thinking with a paradigm shift from production orientation to market orientation to improve the operational performance of manufacturing sector. The traditional thinking of ‘making profit through increasing volume of sales ‘should be changed to the mindset of ‘making profit through customer satisfaction’. The findings through literature review on Ethiopian manufacturing sector indicates the following about the sector: Underperforming operational performance is impacted by the absence of market-oriented approach. As a result, the competitiveness of the sector is very low both in local and global markets.

Keywords: Marketing, Competitive advantage, Ethiopian Manufacturing sector, Market orientation, Production orientation

References:

[1].   Admasu, A. (2015). Kiazen Impelmentation in Ethiopia Evidence in Literature. Journal for Studies in Management and Planning, 1(8).

[2].   Alemu B, (2006). Supply Chain Performance and Challenges (A Case study in Anbessa Shoe Share Company.

[3].   Ethiopia. College of Arts and Commerce, Department of Commerce and Management Studies Andhra University.

[4].   Asmamaw S (2016)Assessing the perceived performance of supply chain management - the case of two brewery companies in Addis Ababa, Addis Ababa-Ethiopia: Addis Ababa University.

[5].   Beyene ZT (2015). Green Supply Chain Management Practices in Ethiopian Tannery Industry: An Empirical Study. International Research Journal of Engineering and Technology (IRJET) 2: 587-598.

[6].   Cooper M.C., D.M. Lambert, J.D. Pagh. 1997. Supply Chain Management, more than a new name.

[7].   Dametew AW, Ebinger F (2017). Performance Analysis of Manufacturing Industries for System Improvement. Industrial Engineering Management 6: 228. Page 7 of 9.

[8].   Dametew, Beshah, & Ebinger:( 2017). Performance Analysis on the Demand and Supply of Basic Metal Products: Focused on Ethiopian Basic Metal Industries. International Journal of Scientific and Engineering Research · August 2017.

[9].   Daniel & Fasika, (2003). Efforts and Problems in Ethiopian Manufacturing Industries, p59.

[10].  Desta (2013). Kaizen Management Techniques to Manufacturing Plants in Ethiopia. ‖ Asian Journal Business and Management Sciences. Vol. 1, No. 6. (09-19), 2011.

[11].  Desta, A. (2011). The Conceptual Framework for Assessing the Transferability of the Japanese Kaizen Management Techniques to Manufacturing Plants in Ethiopia. Asian Journal of Business and Management Sciences, 1(6), 09-19.

[12].  Desta, A., Asegedom, H. B., Gebresas, A., & Asheber, M. (2014, April). Analysis of Kaizen Implementation in Northern Ethiopia's Manufacturing Industries. International Journal of Business and Commerce, 3(8).

[13].  Fasika (2014). Supply Chain Integration in the Manufacturing Firms in Developing Country: An Ethiopian Case Study. Journal of Industrial Engineering Volume 2014.

[14].  Gebrehiwot & Wolday (June 2004). Micro and Small Enterprises Development in Ethiopia: Survey Report, Ethiopian Development Research Institute (EDRI).

[15].  Getinet (2005) Institute of Development Research and Economics Department, Addis Ababa University.

[16].  Goldbar, (1995),” Multiple Niche Competition: The Strategic use of CIM Technology”, Manufacturing Review., p195 206.

[17].  Haftu, H. (2015). Critical Success Factors for Sustainable Kaizen Implementation in Manufacturing Industry.

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Abstract:

Employees’ retention in an organization reduces costs in terms of recruitment, training of new staff and loss of institutional memory as a result of experienced and skilled staff leaving the organization. The study helps organizations to establish policy framework to reduce the turnover level and increase employees’ retention. Employees’ turnover brings in new ideas, fresh perspectives, experiences and skills to the organization. However, it leads to losing employees whose skills, talents and experiences are valuable to the performance of the organization. Qualitative and quantitative approaches adopted, self-administered questionnaires were given out to about 65 respondents randomly selected and the results summarized, analyzed and presented in tabular and graphical format. In addition, secondary sources of information consulted.

According to the finding, 100% of the respondents confirmed employees’ turnover in the organization is affected by the job insecurity. 62% believed lack of opportunity for staff capacity development influences employees’ turnover, 54% of the respondents asserted working a distance away from the family is one of the reasons staff leave for another organization and 77% confirmed that staff mobility is influenced by better compensation package elsewhere within the humanitarian organizations and 92% stated high family dependency rate as one of the factors that makes staff move for better paid job because the income in the current job is not enough to care take of the family members. The study noted that an organization that invests a lot in its human resources has high level of employees' retention and motivation today.

Keywords: Factors, Influence, Employees, Retention and Organizations.

References:

[1].   William Kibet Kitur (2013), Factors Influencing Employees Turnover in NGO Managed Community Development Project in Bomet County. Https://www.erepository.uonb.ac.ke.

[2].   Roshidi Hassan (2014), Factors Influencing Turnover Intention Among Technical Employees in Information Technology Organization. International Journal of Arts and Commerce. ISSN:1929-7106. www.ijac.org.uk.

[3].   Ong Choon Hee and Yee Shann Ann (2019), Factors Influencing Employees Turnover in Food Manufacturing Industry in Malaysia. Published by Human Resource Management Academic Research Society. www.hrmars.com , Vol. 9 No.1.

[4].   Ken Blanchard and Spencer Johnson (2015), The New One Minute Manager, Thorsons, London, United Kingdom.

[5].   Abul Kaziba Mpaata (2002), Quality Decision in meeting as function of leader, Behavior: Tools for present Manager. Nkumba Business Journal, Vol.IV, Nkumba University, Entebbe Uganda.

[6].   Lawrence Tumwesigye (2016), Employment Law of Uganda, Kampala, Uganda.

[7].   Adrian Gostick and Chester Elton (2007), The Carrot Principle. How the best managers use recognition to engage their people, retain talent and accelerate performance. A division of Simon and Schuster, Inc New York Unted States of America (USA).

[8].   Richard R. Still, Edward W. Cundiff and Norman A.P. Govoni (2002), Sales Management. Decision, Strategies and Cases. 5^th Edition, Prentice Hill of India.

[9].   Denis Dumo (June 22 – June 28, 2019), Juba Lawmakers Quit Budget Speech Over Pay Arrears, The EastAfrican. No: 1286 www.theeastafrican.co.ke.

[10].  John C, Maxwell (2014), Good Leaders Ask Great Questions. Your Foundation for Successful Leadership. Center Street, 1290 Avenue of the Americas, New York 10104, United States of America.

[11].  The Independent Magazine, (05 July -11 July 2019), Kampala Serena Hotel Staff Stage Sit Down Strike, p.5, Issue No. 579 www.independent.com.

Abstract:

The study examined how multinational companies, operating in developing countries, can leverage on supply chain and supplier development to improve upon their business performance as well as gain competitive advantage at the global market place. The search light was on the operations of Fan milk Ghana, a subsidiary of Swiss delicacy multinational company, operating in the African sub-region. Among the specific objectives of the study, are to examine the factors that enhance supply chain and supply development management in addition to identify strategies for enhancing performance and gaining competitive advantage in the global business place. In conducting the study purposive sampling technique was employed in selecting key officials of the marketing, procurement, stores as well as finance and quality control of Fan milk Ghana, for their views on the study. The questionnaire technique afforded the respondents the requisite flexibility for using their leisure time in co-operating with the study. Findings of the study indicated that strategies such as integration of ICT, frequent review of operational equipment, and factory lay-out, enhancing shipping mechanisms as well as sustaining effort at building a capacity of human resource, all work together towards enhancing the supply chain function of an organization leading to improvement in business performance and gaining competitive advantage to withstand industry competition.

Keywords: Supply chain, Supplier development, competitive advantage, business performance and Value chain.

References:

[1].   Aboulnasr, K., O. Narasimhan, E. Blair and R. Chandy (2008). ‘‘Competitive Response to Radical Product Introductions,’’ Journal of Marketing, (72), July, pp. 94-110.

[2].   Billington, C. (2010) ‘‘Cycles are Cycles,’’ Journal of Supply Chain Management, (46:1), January, pp. 5-6.

[3].   Bustinza, O.F., L.M. Molina and L.J. Gutierrez-Gutierrez (2010) ‘‘Outsourcing as Seen from the Perspective of Knowledge Management,’’ Journal of Supply Chain Management, (46:3) pp. 23-39.

[4].   Craighead, C.W. and J. Meredith (2008). ‘‘Operations Management Research: Evolution and Alternative Future Paths,’’ International Journal of Operations and Production Management, (28:8), pp. 710-726.

[5].   Dong, Y., C.R. Carter and M.E. Dresner (2001). ‘‘JIT Purchasing and Performance: An Exploratory Analysis of Buyer and Supplier Perspectives,’’ Journal of Operations Management, (19:4), pp. 471-483.

[6].   Dooley, K.J., T. Yan, S. Mohan and M. Gopalakrishnan (2010). ‘‘Inventory Management and the Bullwhip Effect During the 2007–2009 Recession: Evidence form the Manufacturing Sector,’’ Journal of Supply Chain Management, (46:1), January, pp. 12-18.

[7].   Fawcett, Stanley E. and Gregory M. Magnan (2002), "The rhetoric and reality of supply chain integration," International Journal of Physical Distribution & logistics Management, 32 (5), 339-61.

[8].   Fisher, M.L (2007). ‘‘Strengthening the Empirical Base of Operations Management,’’ Manufacturing and Service Operations Management, (9:4), pp. 368-382.

[9].   Frohlich, M. T. and R. Westbrook (2001). ‘‘Arcs of Integration: An International Study of Supply Chain Strategies,’’ Journal of Operations Management, (19:2), February, pp. 185-200.

[10].  Germain, R., C. Claycomb and C. Dro¨ge (2008). ‘‘Supply Chain Variability, Organizational Structure and Performance: The Moderating Effect of Demand Unpredictability,’’ Journal of Operations Management, (26:5), September 2008, pp. 557-570.

[11].  Håkansson, Håkan and Göran Persson (2004), "Supply chain management: The logic of Supply Chains and networks," The International Journal of Logistics Management, 15 (1), 11- 26.

[12].  Hendricks, K.B., V.R. Singhal and R. Zang (2009). ‘‘The Effect of Operational Slack, Diversification and Vertical Relatedness on Stock Market’s Reaction to Supply Chain Disruptions,’’ Journal of Operations Management, (27:2), pp. 233-246.

[13].  Hollensen, Svend (2010) Marketing Management: A Relationship Approach 2^nd ed. Prentice Hall Financial Times.

[14].  Kotler P., Keller K. (2007) Contemporary Marketing 12e, Pearson Prentice Hall, Publishers

[15].  Krause, D.R. and T.V. Scannell (2002). ‘‘Supplier Development Practices: Product and Service Based Industry Comparisons,’’ Journal of Supply Chain Management, (38:2), March pp. 13-21.

[16].  Lao, Y., P. Hong and S.S. Rao (2010). ‘‘Supply Management, Supply Flexibility and Performance Outcomes: An Empirical Investigation of Manufacturing Firms,’’ Journal of Supply Chain Management, (46:3), 2010, pp. 6-22.

[17].  Madura, J. (2008), International corporate finances 9^th ed, Thompson international publishers.

[18].  McKone-Sweet, K. and Lee Y. (2009). ‘‘Development and Analysis of a Supply Chain Strategy Taxonomy,’’ Journal of Supply Chain Management, (45:3), July 2009, pp. 3-24.

[19].  Saravanan R, Rao KSP (2006) An Analysis Of Total Quality Service Dimensions In Service Sector-A Case Study. International Journal of Management and Systems 22: 261-267.

[20].  Selvaraj M (2009). TQM in Indian Commercial Banks: A Comparative Study. Journal of Marketing and Communication 4: 59-70.

[21].  Sprague, L.G. and T.E. Callarman (2010). ‘‘Supply Management is Not the Beer Game,’’ Journal of Supply Chain Management, (46:1), January, pp. 9-11.

[22].  Talib F, Rahman Z (2010). Studying the Impact of Total Quality Management In Service Industries. International Journal of Productivity and Quality Management 6: 249-268.

[23].  Terpend, R., B.B. Tyler, D.R. Krause and R.B. Handfield (2008). ‘‘Buyer–Supplier Relationships: Derived Value Over Two Decades,’’ Journal of Supply Chain Management, (44:2), January, pp. 8-25.

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Abstract:

This study sought to evaluate the Effects of Financial Literacy on the financial Performance of small-scale Enterprises. Financial. The findings of this study would benefit the government and other stakeholders in knowing whether the gains of the financial literacy training can outweigh the costs of undertaking the training. This study adopted a descriptive survey design. The target population for this study is all the small-scale enterprises at the makola market which was 6034 traders. The target sample was 100 and since this is a descriptive study, Simple random sampling is more appropriate as it gives all items in a population an equal chance of being selected. Primary data was gathered by use of structured questionnaires which was both open and close-ended questions. Data gathered from the questionnaires was analyzed quantitatively using statistical package for social sciences (SPSS) computer software. SPSS generated both descriptive and inferential statistics. Descriptive statistics including the mean and standard deviation was used to capture the characteristics of the variables under study. Inferential statistics was used to analyze the relationship of the independent variable and the dependent variables. The study established that there was positive correlation between the dependent variable (financial performance) and the Independent Variables (financial literacy). Financial literacy also affected the savings and behavior of small-scale enterprise owners at makola market while savings behavior and attitude do not have effect on financial performance which means that the performance of traders at makola market is not determined by their savings behavior.

References:

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[3].   Atkinson, A., & Messy, F. (2011). Assessing financial literacy in 12 countries; Journal of Pension Economics and Finance, 10(04).

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[7].   Bryman, A. (2004). Social research methods. Oxford: Oxford University Press.

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Abstract:

Introduction: In contemporary corporate scene, one of the most essential and prevalent needs is to satisfy the request of the client in a timely manner. This need has brought about the incorporation of eSupply Chain Management process in business strategy. This is especially prevalent following monumental improvements with incorporating technology into business operations, replacing the previously prevalent and hectic traditional concepts. Considering this, the study explored the various concepts associated with the eSupply Chain Management process, such as its key factors, the various components of the process as well as the various benefits and drawbacks of the process. Lastly, the future scope of the process has also been established in this study to provide recommendations regarding the way in which organisational efficiency can be improved through the incorporation of eSupply Chain Management process rather than the traditional supply chain management process.

Methods: A review of case studies and publications on supply chain and eSupply chain management processes, factors, advantages and disadvantages was carefully done to provide a good understanding and comparison of both systems and understand the impact of eSupply chain management on businesses.

Results: The effective management of information, material and financial resources flow was seen to be important to both traditional and eSupply chain systems, but more critical to eSupply chain systems.

Conclusion: eSupply chain management facilitates the efficiency of other business processes such as procurement and distribution just in time to satisfy customer’s expectations.

Keywords: e-supply chain management, e-logistics, e-procurement, competitive advantage, business solutions, integration.

References:

[1].   Ahmi, A., Rahim, S.A. and Elbardan, H. (2018). A global trend of the electronic supply chain management (e-SCM) research: A bibliometric analysis. International Journal of Supply Chain Management, 7(5), pp.535-542.

[2].   Almajali, D., Mansour, K. and Maqableh, M. (2016). The Impact of Electronic Supply Chain Management Usage on Firm’s Performance. International Journal of Communications, Network and System Sciences, 9(6), pp.280-293.

[3].   Brandon-Jones, A. and Kauppi, K. (2018). Examining the antecedents of the technology acceptance model within e-procurement. International Journal of Operations & Production Management, 38(1), pp.22-42.

[4].   Chibani, A., Delorme, X., Dolgui, A. and Pierreval, H. (2018). Dynamic optimisation for highly agile supply chains in e-procurement context. International journal of production research, 56(17), pp.5904-5929.

[5].   Copacino, W.C. (2019). Supply chain management: The basics and beyond, Eds. 4. Abingdon: Routledge.

[6].   Idtheftcenter.org (2019). 2018 End of Year Data Breach Report. Available at: https://www.idtheftcenter.org/2018-end-of-year-data-breach-report/ [Accessed on: 31 October, 2019].

[7].   Jaglan, V. (2017). Integrating Case-based reasoning to enhance performance of E-supply chain management system, 9(4), pp.98-113.

[8].   Kremljak, Z. (2015). Study of E-commerce Advantages for E-supply Chains. Annals of DAAAM & Proceedings, 26(1), pp.134-157.

[9].   Lambert, D.M. and Enz, M.G. (2017). Issues in supply chain management: Progress and potential. Industrial Marketing Management, 62(5), pp.1-16.

[10].  Masvosvere, D. and Venter, H. (2015). A Conceptual Model for Digital Forensic Readiness in e-Supply Chains. In ECCWS2015-Proceedings of the 14th European Conference on Cyber Warfare and Security 2015: ECCWS 2015, Eds. 1. England: Academic Conferences Limited.

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[12].  Miraz, M.H., Habib, M.M. and Molla, M.S. (2016). An overview of information technology tools implementation in supply chain management. IETI Transactions on Computers, 2(2), pp.110-117.

[13].  Mola, L. and Russo, I. (2016). From e-Marketplace to e-Supply chain: Re-conceptualizing the relationship between virtual and physical processes. In Empowering Organizations, Eds. 5. Cham: Springer.

[14].  Mora-Monge, C., Quesada, G., Gonzalez, M.E. and Davis, J.M. (2019). Trust, power and supply chain integration in Web-enabled supply chains. Supply Chain Management: An International Journal, 34(3), pp.512-554.

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[16].  Pu, X., Chan, F.T. and Chong, A.Y. (2016). Development of a unified open e-logistics standards diffusion model for manufacturing supply chain integrations. In PACIS 2016 proceedings Pacific Asia conference on information systems, 1(1), pp.112-143.

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[18].  Saleheen, F., Habib, M.M. and Hanafi, Z. (2018). An Empirical Study on Supply Chain Management Performance Measurement through AHP. Int. J Sup. Chain. Mgt Vol, 7(6), pp.349-367.

[19].  Sayyadi Tooranloo, H., Azadi, M.H. and Sayahpoor, A. (2017). Analysing Factors Affecting Success of E-Supply Chain Management Implementation using Type-2 Fuzzy Group decision making. International Journal of Industrial Engineering & Production Research, 28(2), pp.129-149.

[20].  Stohler, M., Rebs, T. and Brandenburg, M. (2018). Toward the Integration of Sustainability Metrics into the Supply Chain Operations Reference (SCOR) Model. In Social and Environmental Dimensions of Organizations and Supply Chains, Eds. 4. Cham: Springer.

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[25].  Wong, C.Y., Wong, C.W. and Boon-It, S. (2015). Integrating environmental management into supply chains: a systematic literature review and theoretical framework. International Journal of Physical Distribution & Logistics Management, 45(2), pp.43-68.

[26].  Wu, J. and Chien, S. (2016). The Effect of E-Procurement Value to Supply Chain Performance: Supply Chain Integration view. International Journal of Business and Social Science, 7(5), pp.413-455.

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Abstract:

This research examines the impact of practices of CSR on business in the specific context of contemporary Nigerian society. Bulk of existing research on this topic area was reported in Anglo-American context. A survey was undertaken to address three basic questions namely, is the practice of CSR relevant? Will practicing CSR make or mar profit? Do Nigerian manufacturing companies practice CSR? Data were subjected to series of multivariate analysis and it was found that CSR is very relevant to business in Nigerian society. By extension, the analysis using control variables dependent of CSR indicated that positive relationship exists between CSR and business performance at a moderate significant level. In addition, it was found that indigenous Nigerian manufacturing companies performed CSR unknowingly.

References:

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Abstract:

Irrigation development in Zambia has trailed significantly behind that in other developing countries. Subsequently, economic development and food security are also trailing behind in the country. Since the late-1990’s there has been a revival in the willingness to invest in irrigation farming, and Zambia has the largest potential of any other SADC region countries to benefit from it. However, to gain from new investment in irrigated farming without repeating past failures, it is critical to develop a business prototype for small-scale irrigation schemes. This article investigates the impediments that such a model needs to address to be successful and the opportunities this represents for irrigators’ profitability.

Keywords: Small-scale irrigation, Zambia, increasing productivity and profitability

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Abstract:

The study investigated the challenges faced by private project developers in securing financing for hydropower projects in Zambia. It was a cross sectional exploratory study based on the pragmatic research philosophy. The multiple case study research strategy was utilized in the study. Mixed methods were selected as research choice and non-probabilistic was used as the sampling technique. Primary data was collected through semi-structured interviews and secondary data was obtained from library and internet. The population of the study comprised 13 hydropower projects that were being promoted by the Office for Promoting Private Power Investment.

Five of Thirteen (38.5%) hydropower projects were considered for the study having relevant data for the study. Purposive sampling was used to select the projects. Quantitative and qualitative data was collected and analysed.

The study found that the challenges in securing financing for hydropower projects in Zambia were related to the non-fulfillment of the key conditions required for nonrecourse financing of hydropower projects. Those conditions were

1.  Development Mode of the project

2.  Sharing of project unlimited risks

3.  Government guarantees for project credit enhancement

4.  The Level of electricity tariffs

5.  The Power off-taker for the project and

6.  Provision of escrow arrangements by the off-taker.

The study concluded that the efforts made by Government to support private investment in hydropower projects did not directly address the risks associated with project finance mobilisation. It was therefore recommended that Government addresses these requirements from the lenders and developers in line with the principles of project finance to enable the hydropower projects secure financing in Zambia.

Keywords: Project Mode, Unlimited Risks, Government Guarantee, Electricity Tariffs, Off-Taker, Escrow, Project Financing.

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Abstract:

For an underdeveloped nation uplifting economy is a challenge. Raising economy in such context must have accelerated growth and development that improves quality of life. Small and medium scale enterprises are provisions for fast growth and fulfillment of economic prosperity by any nation. The economic reform in the early 1990s in Nepal pulled the attention of the private and joint investment to seek the financial sector. National development strategies, the strategies towards poverty reduction of individual member countries should underline the importance of commercial sector promotion. In this research the total of 200 copies of the questionnaires to be administered. The instruments to be used are gathering information for this study includes questionnaires and interview. Two different statistical methods are to be employed to analyze data for the study. The tools are simple percentage and chi square test. The results of the study reveal that the most common constraints hindering small and medium scale business growth in Nepal are lack of financial support, poor management, corruption, lack of training and experience, poor infrastructure, insufficient profits, and low demand for product and services. SMEs expansion boosts employment more than large firm growth because SMEs are more labour intensive thereby subsidizing SMEs may represent a poverty alleviation tool, by promoting SMEs and individual countries and the international community at large can make progress towards the main goal of halving poverty. Entrepreneurial development is therefore important in the Nepalese economy which is characterised by the following heavy dependence on agricultural production, high unemployment, low utilization of industrial capacity, high inflation rate, and lack of industrial infrastructural base.

Key words: Youth, Employment, Economic growth, Small and medium enterprises

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[27].  Pistroi, D.; Hang, W. Oksoy, D. and Welsch, H. (2001). ‘The characteristics and attributes of Prospect”. Bullion, 25, 3, 12-15.

[28].  Sagagi, M. S (2006). Enterpreneurship development policy; A renewed perspective for achieving economic development in Nigeria. Nigerian Academy of Management Journal, 1 (1), 179-192.

[29].  Shinder, L (2007) “Enterprenursahip in Zimbawe’s Informal Sector” OECD Development Center, Special Section, 57-61.

[30].  Subedi, B.P., Binayee, S. & Gyawali, S. 2006. Handmade paper value chain of Nepal: prospects and challenges in growth, distributional equity and conservation. Presented at the 11th Conference of the International Association for the Study of Common Property, Bali, Indonesia.

[31].  Subedi, B.P., Ojha, H.R., Nicholson, K. and Binayee, S.B., 2002. Community Based forest Enterprises in Nepal: Case Studies, Lesson and Implications. Asia Network for Sustainable Agriculture and Bioresearches and The Netherlands Development organization, Kathmandu, Nepal.

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Abstract:

Packaging has a crucial role to attract consumer, force them to choose the product and act as a brand communication vehicle. Growth centres for packaging are shifting, with Africa destined to surpass India and China as its population grows, says World Packaging Organization (WPO) President Tom Schneider.

Africa has the most arable land suited to farming of any continent, meaning that with the right packaging and supply chain knowledge, and achieving population forecasts for 2050, African countries should be able to export across the globe.

The point of focus is how to identify the elements of a package design that affect consumer’s perceptions about products and brand such as plantain chips.

In this study, data was collected through questionnaires that covered areas such general perception on packaging features specific to plantain chips packages which included size, labelling, colour, shape, material, price, and environmental degradation. The research seeks to identify the ideal features of a package for plantain chips processed in Ghana from the viewpoints of its consumers. This is to enable packaging designers incorporate these features in their designs with the view of creating cost effective packages for plantain chips in Ghana.

The research findings identified size, labelling, colour, shape, material, price, and environmental degradation effects as key features manufacturers and packaging designers are to take into consideration in creating packaging designs for plantain chips.

Key words: Packaging, Plantain chips, Design, Processing

References:

[1].   Adducci, B. and Keller, A. (2008). Design Matters in Packaging. An essential primer for today’s competitive market. Beverly: Rockport Publishers, Inc.

[2].   Berkowitz, Eric. N., Kerin, Roger. A., Rudelius, William. (1989), "Marketing", 2th edition, Irwin, Boston.

[3].   Birolini, A. (2007). Reliability engineering. Springer, Berlin, Germany.

[4].   Chaudhary (2014). The role of packaging in consumer’s perception of product quality.

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[7].   Lu et. al. (2007). "Backaging As A Strategic Tool", Master Thesis, Halmsted University. PP: 57–58.

[8].   Marsh, K. and Bugusu, B. (2007). Food packaging-role, materials and environmental issues. Journal of Food Science, 72: 39-55.

[9].   Obeesi (2004). “Packaging as a vehicle for promoting made in Ghana products.” Phd thesis, KNUST.

[10].  Paine, F. A. (1961). Fundamentals of Packaging. London: Blackie and Sons Ltd.

[11].  Panwar, J.S. (2004). "Beyond Consumer Marketing: Sectoral Marketing and Emerging Trends", Tejeshwar singh for response books, typeset in 10 pt, New Delhi.

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[13].  Soroka, W. (1996). Fundamentals of Packaging Technology, Institute of Packaging Professionals, Naperville, Illinois, USA.

[14].  William, M. & Weilbercher, L. (1979). What Is Packaging Design, Two decades of experience. JAMA.

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Abstract:

In the present global, highly competitive, dynamic and ever-growing market environment, Consumers have increasingly showed preference to fast service delivery of excellent and high quality yet economical products. This has led management of supply chain in Organizations to consider and adopt beneficial supplier selection strategies as important to the success of an efficient Supply Chain Management in Business Organizations. The supplier selection decision making process involves multiple criteria problem which includes both qualitative and quantitative factors. Sometimes a balance between the tangible and intangible factors is essential in selecting the best supplier. This paper provides a picture of a number of Models such as buying center model of Kotler and Armstrong, buy Grid of Patrick, Robinson, Fari and wind framework, Webster and wind, provide some techniques developed to deal with selecting and evaluating of Suppliers, different selection methods concerning supplier selection are discussed, and the advantages and disadvantages of selection methods with emphasis on the Analytic Hierarchy Process (AHP) and Supplier selection, qualitative and quantitative criteria, emerging issues of supplier selection and the solutions for these problems are summarized, maximize supply security, make profit and reduce costs. It also recommended that all business firms should constitute the buying center known as Decision Making Unit (DMU) of the purchasing decision.

Keywords: Supplier selection, Analytic Hierarchy Process (AHP), qualitative and quantitative criteria, Decision Making Unit (DMU).

References:

[1].   Jain, S (2002). Supply Chain Management, New Delhi: APH Publishing cooperation.

[2].   Jobber, D. & Cancaster, G. (2009). Selling and Sales Management, 8^th edition, London Prentice Hall.

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[7].   Stephen, B. M. & Ross, D. (2009). Supplier selection: school of business. (1^st. July 2009) HBR press USA.

[8].   Anand, G., & Ward, P. T. (2004). Fit, flexibility and performance in manufacturing: Coping with dynamic environment. Journal of Production and Operations Management.

[9].   Barad, M., & Sipper, D. (1988). Flexibility in manufacturing systems: Definitions and perti-net modeling. International Journal of Production Research.

[10].  Carter, P. I., Carter, J. R., Monczka, R. M, Slaight, T. H., & Swan, A. J. (2000). The future of purchasing and supply: A ten-year forecast. The Journal of Supply Chain Management.

[11].  Christopher, & Martin. (1997). Marketing logistics. Oxford, England: Butterworth-Heinemann.

[12].  Forker, L. B., Ruch, W. A., & Hershauer, J. C. (1999). Examining supplier improvement effort from both sides. Journal of Supply Chain Management.

[13].  Germain, R., Droge, C., & Christensen, W. (2001). The mediating role of operations knowledge in the relationship of context with performance. Journal of Operations Management.

[14].  Gerwin, D. (1993). Manufacturing flexibility: A strategic perspective. Management Science, 45 Muhamad Jantan, Nelson Oly Ndubisi and Loo Cha Hing.

[15].  Goffin, K., Szwejczewski, M., & Colin, N. (1997). Managing suppliers: When fewer can mean more. International Journal of Physical Distributions and Logistics Management.

[16].  Gupta, Y. P., & Goyal, S. (1989). Flexibility of manufacturing systems: Concepts and measurements. European Journal of Operational Research, 43, 119–135.

[17].  Hahn, C. K., Watts, C. A., & Kim, K. Y. (1990). The supplier development program: A conceptual model. Journal of Purchasing and Material Managements, 26(2), Spring, 2–7.

[18].  Hair, J. F. Jr., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998). Multivariate data analysis (5th ed.). Upper Saddle River, NJ: Prentice-Hall Inc.

[19].  Handfield, R. B., Ragatz, G. L., Petersen, K. J., & Monczka, R. M. (1999). Involving suppliers in new product.

[20].  Ndubisi, N. O., & Jantan, M. (2003). Malaysian entrepreneurs and strategic use of information technology. Malaysian Management Review.

[21].  Amid, A. and Ghodsypour, S.H. (2006). Fuzzy multiobjective linear model for supplier selection in a supply chain. Production Economics.

[22].  Bello, M.J.S. (2003). A case study approach to the supplier selection process, [M.Sc. thesis]. School of Management Systems Engineering, University of the Puerto Rico Mayaguez Campus.

[23].  Chen-Tung, C. and Ching-Torng, L. (2006). A fuzzy approach for supplier evaluation and selection in supply chain management. Production Economics.

Abstract:

In an increasingly global and sophisticated marketplace, recruitment and selection has become an essential tool for organizations in ensuring that they have the most desirable human resources necessary to achieve their current strategic direction and to continue innovating and growing in the future. This study therefore, aimed at establishing the impact of the recruitment and selection practices at Zambia Electricity Supply Company (ZESCO) and how they affect the performance of the company in Zambia. This study has its theoretical base laid on the decision-making theory as its analytical framework. The qualitative research paradigm was preferred as the study aimed at investigating management processes that involve human beings’ attitudes, attributes, working styles, among others and therefore, difficult to quantify. Interviews and semi-structured questionnaires were used on 80 respondents who were purposefully sampled. The study found out that the overall average performance of the employees is about 60.71%; and that sourcing, attracting, and screening are significant determinants of the performance of the employees at ZESCO which needs to be enhanced.

Keywords: Recruitment, selection, human resource, performance.

References:

[1].   Armstrong, M., (2008). Strategic Human Resource Management. London: Kogan Ltd.

[2].   Bacon, N., & Hoque, K. (2005). HRM in the SME sector: Valuable employees and coercive networks. The International Journal of Human Resource Management, 16 (11): 1976- 1999.

[3].   Barber, A., Wesson, M., Roberson, Q., & Taylor, S. (1999). A tale of two job markets: Organizational size and its effects on hiring practices and job search behaviour. Personnel Psychology, 52(4):841-867.

[4].   Ballantyne, I. (2009). Recruiting and selecting staff inorganizations. In S. Gilmore and Williams, S. (eds) Human Resource Management, Oxford: Oxford University Press.

[5].   Brynard, P.A. and Hanekom, S.X (1997). Introduction to Research in Public Administration and Related Academic Disciplines. Pretoria: J.L. van Schaik Publishers.

[6].   Brindusoiu, C. 2013. Recruitment and Selection in Services Organizations in Romania.Procedia - Social and Behavioral Sciences, 92.

[7].   Ballantyne, I. (2009). Recruiting and selecting staff in organizations, in Gilmore, S. and Williams, S. (eds). Human Resource Management. Oxford: Oxford University Press.

[8].   Cummins, A. (2015). Using effective recruitment to retain competitive advantage. Biz Case Studies. [https://businesscasestudies.co.uk/using-effective-recruitment-to-retain-competitive-advantage/#axzz3VBA3BqKh]

[9].   Chukwu B.I. & Igwe A. A. (2012). Effect of Selection Process on Organizational Performance in the Brewery Industry of Southern Nigeria. European Journal of Business and Management, 4: 14 [www.iiste.org ]

[10].  Compton, R., Morrissey, W. and Nankervis, A. (2002). Effective recruitment and selection practices, Sydney, CCH Australia Limited.

[11].  Dessler, Gary (2000). Human Resource Management, Eighth Edition. New Jersey, USA, 2000.

[12].  Decenzo, D.A. & Robins, S.P. (2002). Human Resource Management, (7th ed.). USA: John Wiley&Sons Inc.

[13].  Dessler, G. (2011). Human Resource Management, 11th Edition, Prentice-Hall, Upper Saddle River: New Jersey.

[14].  Eze, F.C. (2002). Human Resource Management in Nigeria. The key component, Enugu: Makaland publication.

[15].  Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.

[16].  Hacker, C. (1997). The costs of poor hiring decisions and how to avoid them, HR Focus, 74:10, S13.

[17].  Henry, O., & Temtime, Z. (2009). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management, 3(2), 52-58.

[18].  Iles, P (2001). Employee Resourcing, in Human resource management: A critical text eds. by John Storey, 2nd ed., London: Thompson Learning.

[19].  Iyayi Fio (2002). Decision-Making in Underdeveloped Organizations: An Exploratory Investigation. Niger. J. Bus. Admin. 4: 1.

[20].  Jackson, S.E. & Schuler, R.S. (2003). Managing human resources through strategic partnerships. Ohio.

[21].  Lavigna, R.L. & Hays, S.W., (2005). Recruitment and Selection of Public Workers: An International Compendium of Modern Trends and Practices, in Human Resources for Effective Public Administration in a Globalized World. United Nations - Department of Economic and Social Affairs, Division for Public Administration and Development Management.

[22].  Maila, H.M. (2006), Performance Management and Service Delivery in the Department of Water Affairs and Forestry. A Dissertation Submitted in Partial Fulfilment of the Magister Technologies: University of South Africa.

[23].  Mathis, R.L and Jackson, J.H. (2000). Human Resource Management, New York: South Western College Publishing.

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[25].  Mintzberg H (1973). The nature of Managerial Work. New York: Harper and Row.

[26].  Ofori, D., & Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises. International Journal of Business Administration, 2(3):45-60.

[27].  Opatha, H.H.D.N.P. (2010). Human resource management. Colombo: Author published.

[28].  Robertson, I., Bartram, D. and Callinan, M. (1996). Personnel Selection and Assessment, in Warr, P (ed.) Psychology at Work, Harmondsworth: Penguin, 4th Ed.

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Abstract:

One of the problems faced by small and medium businesses in Nigeria and others globally has been planned succession by way of purposeful transfer of operational, management and ownership controls to the next generation from the proprietors. At the same time, there is a growing chorus on the neccessity for older professionals to develop, groom and integrate the younger professionals into additional responsibilities to increasingly take over the business practices to ensure continuity. Current dynamics in the business environment also demand that organizations attract, retain and internally develop potential partners/talent as key to the organization’s future success. Yet, notwithstanding the decision for generational transfer of leadership and therefore the market dynamics, succession management has for the most part remained on the back burners. This study was however undertaken to fill the research gap that exists by elucidating the influence of executive succession planning on sustainability of Small and Medium Enterprises (SMEs) in Lagos, Nigeria. The study adopted a survey design with a population of study limited to small and medium businesses in Lagos state Nigeria, that are licensed by the Small and Medium Scale Enterprises Development Association of Nigeria (SMEDAN). A stratified sampling technique was used to select the businesses, from where a random sample of 40 was selected. Descriptive statistical tool and Pearson’s Product Moment Correlation were used to analyze the data. The research reveals that the implementation of succession planning processes by SMEs influences firm sustainability. Likewise, there is a moderating effect of both internal talent mobility and stakeholder engagement on the relationship between succession planning and firm sustainability. The study therefore concludes that succession planning implementation, internal talent mobility and stakeholder engagement are some of the key determinants of business sustainability in small and medium enterprises therefore, there is the urgent need for organizations to establish effective succession planning capable of building a pool of talents from within while actively engaging all of its stakeholders.

Keywords: Executive, Succession Planning, Small and Medium Enterprises, Sustainability.

References:

[1]. Adedayo, O.S., Olanipekun, O.J. and Ojo, O. (2016) Planning for Succession and Firm’s Sustainability: Evidence from Family Owned Businesses in Lagos and Ogun States, Nigeria. Issues in Business Management and Economics, 4, 63-69. http://www.journalissues.org/IBME.

[2]. Akpan, P.L. and Ukpai, K.A. (2017) Succession Planning and Survival of Small-Scale Businesses in Benue State. International Journal of Scientific and Research Publications 7: 408-411.

[3]. Bareither, H., & Reischl, T. (2003). Planning a family and business legacy: a holistic approach to wealth transfer planning for entrepreneurs, business owners and family members. Family Business Review, 9(3), 203.

[4]. Charan, R., Drotter, J.S., & Noel, J. (2001). Building Leaders at Every Level: A Leadership Pipeline. Ivey Business Journal.

[5]. Hills, A. (2009) Succession planning – or smart talent management? Industrial and Commercial Training, 41:3-8.

[6]. Ibrahim, A.B., & Ellis, W.H. (2004). Family business management: concepts and practice. 2nd ed. Dubuque, Ia.: Kendall/Hunt.

[7]. Ifekwem NE, Oghojafor BEA, Kuye OL, (2011). Growth, sustainability and inhibiting factors of family owned businesses in the South East of Nigeria, International Bulletin of Business Administration, 11:149-158

[8]. Jacobs, D. (2015). Key Factors to Success in Succession Planning.

[9]. Kowalewski, S. J., Moretti, L. & McGee, D. (2011). Succession planning: evidence from “Best Companies in New York”. International Journal of Management and Marketing Research. 4(2):99-108.

[10]. Njigua, LSuccession planning of executive directors and its effect on organizational performance: A case of natural resource management organizations.

[11]. Nnabuife, E.K. and Okoli, I.E. (2017) Succession Planning and Sustainability of Selected Family Owned Businesses in Anambra State, Nigeria. European Journal of Business and Management, 9: 155-167.

[12]. Obadan, J. A., & Ohiorenoya, J. O. (2013). Succession Planning in Small Business Enterprises in Edo State of Nigeria. European Scientific Journal, 9(31), 64-76.

[13]. Ogbechie, R., & Anetor, F. O. (2015). An Appraisal of Succession Planning in Family-Owned Businesses in Lagos State, Nigeria. European Journal of Business and Management, 7(12): 1-5.

[14]. Ogundele OJK, Idris AA, (2008). Entrepreneurial succession problems in Nigeria: A threat to sustainability. In Proceedings of 1st Chike Okoli International conference on Entrepreneurship and Africa’s quest for development, pp.396-404.

[15]. Rosenthal, J., Routch K., Monahan, K., & Doherty, M. (2018). The holy grail of effective leadership succession planning; How to overcome the succession planning paradox. Deloitte Insights.

[16]. SAPInsider. (2014). Best Practices for Preparing for a SuccessFactors Succession Management Implementation.

[17]. Sherman, E. (2015). Developing Your Business Succession Plan: 8 Factors to Consider. National Centre for the Middle Market: Expert Perspective.

[18]. Utomi P (2008). Why great Igbo family business fail. Being Text of Paper Delivered at the South East Economic Summit – Daily Sun Mon Dec. 22 2008.