Abstract:

Strategy implementation is critical to the success of every organization. It addresses means of achieving desired goals and objectives. Literature review indicates that strategy formulation is given more focus than strategy implementation. Previous studies have shown that strategies fail due to poor implementation. Given the importance of strategy and its execution, it is imperative that the Eswatini Cotton Board identifies challenges that impede strategy implementation. This study investigates strategy implementation challenges at the Eswatini Cotton Board with an aim of providing recommendations on how to overcome the identified challenges. Qualitative research method was adopted in conducting the study. The target population included senior management and board members of the Eswatini Cotton Board who were familiar with strategy formulation and implementation. Ten interviewers were selected using purposive sampling technique. Primary data was collected using a semi structured interview schedule and analyzed by means of a thematic analysis. The findings indicate that poor management, lack of financial resources and poor coordination of activities are the key factors that hinder strategy implementation. The study recommends education and training, development of resource mobilization strategies, alignment of the organizations structure and effective communication.

Keywords: Strategy implementation, Eswatini Cotton Board, Challenges, strategy implementation.

References:

[1].   Al-Ghamdi, S.M. (1998). Obstacles to Successful Implementation of Strategic Decisions: The British Experience, European Business Review.

[2].   Bimani, A., & Langfield S. K. (2007). Structure, formality and the importance of financial and non-financial information in strategy development and implementation. Management Accounting Research.

[3].   Brenes, E.R., & Mena, M. (2008). Key success factors for strategy implementation in Latin America. Journal of business research, 61(6), 590–598.

[4].   Cotton Board of Swaziland. 2016. Seasonal cotton production annual report and finance. Mbabane. Apollo Printers.

[5].   Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods Approaches 2^nd ed. New York: Lincoln education.

[6].   Dess, G.G., Lumpkin, G.T. and Taylor, M.L. (2005). Strategic Management. 2 ed. New York: McGraw-Hill Irwin.

[7].   Heracleous L. (2014). Strategic Thinking or Strategic Planning. Long Range Planning 31(3), 481-487.

[8].   Higgins, J.M. (2005) The Eights of Successful Strategy Execution. New York Cengage Learning.

[9].   Hough J., Thompson AA & Gamble AJ (2008.) Crafting and Executing Strategy. South African Edition. London. McGraw-Hill.

[10].  Howell, P.J. & Costley, D.L. (2006). Understanding Behaviours for Effective Leadership. Pearson Prentice Hall.

[11].  Johnson G. & Scholes K. (2012). Exploring Corporate Strategy, London Prentice Hall.

[12].  Lorange, P. (1998). Strategy implementation: The new realities, in: Long Range Planning, 31(1), 18-29.

[13].  Olsen, E.M., Slater, S.F., Hult, T.M., (2005). “The importance of structure and process to strategy implementation”, Business Horizons.

[14].  Peng, W. and Littlejohn, D. (2001), Organizational Communication and Strategy Implementation – A primary inquiry. International Journal of Contemporary Hospitality, 13, 360-363.

[15].  Smith, J. A. 2015. Qualitative psychology: A practical guide to research methods. London: Pearson Education.

[16].  Richey, R. C. & Klein, J. D. (2014). Design and development research: Methods, Strategies and issues, Routledge. New Jersey: Laurence Erlbaum association.

[17].  Rowley, D.J. and Sherman H. (2012). From Strategy to Change. Implementing the plan in Higher Education.

[18].  Speculand, R. (2009). Beyond Strategy: The Leaders Role in Successful Implementation. New York: John Wiley & Sons.

[19].  Thompson, A.A. & Strickland, A.J. (2008) Strategic Management: Concepts and Cases. 13^th Edition. Boston: McGraw-Hill Irwin.

[20].  Thompson J. & Martin F. (2010). Strategic Management: Awareness and Change. 6^th Edition. South Western. Cengage Learning.

[21].  Zaribaf, M. & Bayrami, H. (2010). An effective factors pattern affecting implementation of strategic plans. Academic and Business Research Institute.

Abstract:

The study evaluated the business and the financial performance of state-owned financial institutions in Ghana for the four-year period ending December 31, 2015. In conducting the study both officials and customer of the bank were interviewed using the questionnaire technique as the research instrument. Simple random sampling techniques enabled the researcher to select the customer respondents while purposive sampling technique helped in directly approaching officials of the bank whose job description logically enhanced their readiness to co-operate fully with the study.

The study uncovered the fact that state owned banks in Ghana have assembled fairly qualified personnel who assist in achieving organizational goals. It also came to light that the banks’ operating costs are increasing as a result of hike in staff cost emanating from industry competition over experienced professionals as well as unpaid loans on government businesses. Customer c0mplaints centered on unreliable service delivery systems especially ATMs. It was recommended that government and political authorities should desist from interfering in the operations of state- owned banks so as to enable them retrieve loans granted to minimize the large the bad debts. The banks were further advised to maintain planned maintenance schedule for the ATM equipment, thereby enhancing service delivery. Given the relatively more affordable service charges offered by these banks, their visibility in terms of numerous branches, it stands to reason that if government grants the board members the free hand to operate, they will continue to serve Ghanaians better than their foreign counterparts.

Keywords: state owned banks, financial institution, business performance, financial ratios.

References:

[1].   Acquah, P. (2007), “Expectations for the Banking Industry” Daily Graphic vol. 150020 of “April 12, 2007) p. 49.

[2].   Addeah, K. (2006) “Banking regulator in court” Daily Graphic vol. 149580 of November, 8, 2005) p. 16.

[3].   Antwi-Asare, T. O and Addison, E. K. Y (2000) “Financial Sector Reforms and Bank “Financial Sector Reforms and Bank Performance in Ghana, Overseas Development Institute, London.

[4].   Asante, S. Agyapong, D. and Anokye, M. A. (2011) “Bank Competition, Stock Market and Economic Growth in Ghana” International Journal of Business Administration, Vol. 2, No. 4; pp. 33-41, November 2011.

[5].   Asiedu-Mante, E. (2006) “Expand the scope of the Banking sector” Daily Graphic, August 5, p. 29.

[6].   Azamesu J. K (2005) “Trends in the Banking Industry” (Daily Graphic vol. 149580 of November, 8, 2005) p. 16.

[7].   Bawumia, M. (2007) “Banking in Ghana in the last 50 years – Challenges and prospects”. A key note address at the launch of Ghana Banking Awards, January 2007.

[8].   Brealey, R. A; Myers S. C. and Allen, F. (2008) Principles of corporate finance 9^th ed. McGraw Hill publishers.

[9].   Briham, E. F and Ehrhardt, M. C. (2003) Financial Management: Theory and practice, Thomson South Western publishing) p. 770.

[10].  Buffie, W. (1986) Commercial Bank Liability Management, Chicago: Association of Reserve city Bankers.

[11].  Cornell, B. and Alan, C. S. (1987) ‘corporate stakeholders and corporate finance’ financial management spring pp 5 – 14.

[12].  Edwards, K. and Verge, T. (1998) “Risk Regulation in Banking: Some Proposals for Federal Deposits Insurance Reform” Stanford Law Review pp 868-896.

[13].  Goldsmith, E. (1969) Banks and Economic growth Stanley Thorns Publishers.

[14].  Hollensen, S. (2010) marketing management: A relationship approach 2^nded., Prentice Hall Financial Times.

[15].  Jenkinson, T. and Ljungqvist, A. P. (2001) Going Public: The Theory and Evidence on how companies raise Equity finance, 2^nd ed., oxford: oxford University press.

[16].  Jensen, M. C. (2001) ‘value maximization, stakeholder Theory and the corporate objective function’ journal of Applied corporate finance pp 8 – 21.

[17].  Kensinger, J. W and Martin, J. D. (1988) “Project Financing: Raising money the old-fashioned way” Journal of Applied Corporate Finance, Fall 1988) pp 69-81.

[18].  King, G. and Levine, D. (1993) Money in a Theory of Finance, Washington. D.C Brookings Institution.

[19].  Kotler, P. and Keller, K. (2006) Marketing Management 12ed, Pearson prentice international Publishers.

[20].  Ljungqvist, A. P. and Eckbo, B. E. (2007) Handbook of corporate finance: Empirical corporate. financial, Amsterdam: Elsevier North Holland.

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

[22].  Mckninnon, J. (1973) “Money and Finance in the Macroeconomic Process” Journal of Money, Credit and Banking, May pp 181-212.

[23].  Mensah, S. (2004) “A Review of SME financing schemes in Ghana” paper presented at the UNIDO regional workshop of financing small and Medium Scale Enterprises, Accra.

[24].  Mwanakatwe, M. (2007) “Barclays Support for SME’s” Daily Graphic vol. 150064 of June 12 2007, p 10.

[25].  Otabil, B. (2008) “Nigerian Banks find doing business in Ghana good to resist” Daily Graphic, June 19, p.38.

[26].  Patrick, A. (1966) “why money” Journal of Money, Credit and Banking, February pp 128-136.

[27].  Peltz, M. (1994) “Takeover to the Rescue” Institutional investor.

[28].  Seitz, N. (1982) “shareholder goals firm Goals and firm financing decisions” financial management Autumn pp 20 – 26.

[29].  Shaw, J. (1973) “The Wonderland Economy, The state of small Business”, p 14-29. Irwin Publisher UK.

[30].  Thompson, A. A., and Strickland, A.G. (2007) Crafting and Executing Strategy: Text and Readings, McGraw-Hill Irwin publishers.

[31].  Wijnbergen, K. (1983) The Money Market: Myth, Reality and Practice, Homewood, Ill: Dow Jones – Irwin.

[32].  Zikmund, W. and Babin Barry (2010) exploring marketing research 10^th ed., South-western publishers.

Abstract:

Enterprise development is key in driving the growth of the local economies around the global. Economic growth is an important factor when it trickles down and triggers the availability of jobs, wealth creation, and improved standards of living. The study aimed at assessing the role of entrepreneurship in economic growth and development of Chipata district of Zambia. The objectives of the study included; an investigation of the prevalence of locally owned business enterprises in Chipata district, establishment of the types of activities to which entrepreneurs are involved, an examination of the business growth and to find out how the local entrepreneurial activities were helping people in poverty alleviation in Chipata district. The study was limited to Small and Medium Enterprises (SMEs) in Chipata district; town centre. The study implored a case study design to address the research questions. Questionnaires were used as means of collecting data from the business owners. The study sampled 60 business units in Chipata district. The sample was identified by means of specific purposive sampling. All ethical considerations were taken into account. The findings of the study revealed that most business organisations were male gender dominated, sole proprietors and had financial challenges. It was further established that agriculture was the major business activity. Arising from the findings above, the study recommends that Government should devise a deliberate policy that would help finance SMEs, and waive taxes and levies on start-up SMEs.

Keywords: Entrepreneurship, Small Medium Enterprises, Economic Growth.

References:

[1].   Acs, Z. J., & Naudé, W. (2013). Entrepreneurship, Stages of Development, and Industrialization. doi: doi:10.1093/acprof: oso/9780199667857.003.0014.

[2].   Brück, T., Naudé, W., & Verwimp, P. (2011). Small business, entrepreneurship and violent conflict in developing countries. Journal of Small Business & Entrepreneurship, 24(2), 161-178.

[3].   Bruton, G. D., Ahlstrom, D., & Obloj, K. (2008). Entrepreneurship in emerging economies: Where are we today and where should the research go in the future. Entrepreneurship theory and practice, 32(1), 1-14.

[4].   Creswell, J. W. (2013). Research Design: Qualitative, Quantitative and Mixed Methods Approaches. 4^th.

[5].   Ghosh, B. N. (2012). Scientific Methods and Social Research.

[6].   Gries, T., & Naudé, W. (2011). Entrepreneurship and human development: A capability approach. Journal of Public Economics, 95(3-4), 216-224. Retrieved from https://www.econstor.eu/bitstream/10419/54146/1/636615812.pdf.

[7].   Kannebley, S., Sekkel, J. V., & Araújo, B. C. (2010). Economic performance of Brazilian manufacturing firms: a counterfactual analysis of innovation impacts. Small Business Economics, 34(3), 339-353.

[8].   Kim, Y., Kim, W., & Yang, T. (2010). The effect of public policy on entrepreneurial activity: Evidence from OECD countries. Paper presented at the ICSB World Conference Proceedings.

[9].   Lambert, L., & Pasha-Zaidi, N. (2014). Happiness strategies among Arab university students in the United Arab Emirates. Journal of Happiness and Well- Being, 2(1), 131-144.

[10].  Lerner, J. (2009). Boulevard of broken dreams: why public efforts to boost entrepreneurship and venture capital have failed--and what to do about it: Princeton University Press.

[11].  Ollila, S., & Williams-Middleton, K. (2011). The venture creation approach: integrating entrepreneurial education and incubation at the university. International Journal of Entrepreneurship and Innovation Management, 13(2), 161-178. Retrieved from http://publications.lib.chalmers.se/records/fulltext/local_137897.pdf.

[12].  Stam, E., & Wennberg, K. (2009). The roles of R&D in new firm growth. Small Business Economics, 33(1), 77-89. Retrieved from https://link.springer.com/content/pdf/10.1007%2Fs11187-009-9183-9.pdf.

[13].  Szirmai, A., Naudé, W., & Alcorta, L. (2013). Pathways to industrialization in the twenty-first century: new challenges and emerging paradigms: OUP Oxford.

[14].  Todaro, M. P., & Smith, S. C. (2011). Economic Development. 11th.

[15].  Wennekers, S., Van Stel, A., Carree, M., & Thurik, R. (2010). The relationship between entrepreneurship and economic development: Is it U-shaped? Foundations and Trends® in Entrepreneurship, 6(3), 167-237.

[16].  Yueh, L. (2009). China’s entrepreneurs. World Development, 37(4), 778-786. Retrieved from https://ora.ox.ac.uk/objects/uuid:1e71b54c-aa17-4fef-a00087cd831267a9/download_file?file_format=application/pdf&safe_filename=Item.pdf&type_of_work=Working%20paper.

[17].  Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of business venturing, 24(5), 519-532. Retrieved from

https://www.researchgate.net/profile/Donald_Neubaum/publication/257984214_JBV_-_Social_Entrepreneurship/links/0deec52684004df74e000000.pdf.

Abstract:

Governments have a huge role to play in the delivery of public health both at macro and micro levels. The provision of public healthcare is a matter of social justice and all individuals in a population should have access to the same programs despite their social status. Improving health and quality of life and reducing the impact of disease amongst the population should be the core business of public health administrators. The overall development of a country can be judged by the quality of its population’s health how healthy people are across the social spectrum. Ever since their attainment of independence the two Southern African countries of Botswana and Zimbabwe have pursued aggressive public health policies within, but with varied results. This paper compares the public health philosophies of these two countries. The paper then analyses the public administration frameworks within which public health management can be located in these two countries and evaluates their impacts since independence. The paper will critique the state of public health management in these countries against the public administration ideology that each of these countries has pursued.

Keywords: Public Health Management, Public Administration, Theories of Public Administration, Public Health.

References:

[1].   Botswana AIDS impact survey, 2013.

[2].  Bouckert, G., Chr. Pollitt Public Management Reform: A Comparative Analysis, 2nd ed., Oxford University Press, 2004.

[3].   Britannica Online Encyclopedia. “Welfare state".

[4].   Chikanda A. Skilled health professionals’ migration and its impact on health delivery in Zimbabwe. J. Ethn Migr Stud. 2006.

[5].   Farmer P. Pathologies of power: health, human rights, and the new war on the poor. Vol. 4 Berkeley and Los Angeles (CA): University of California Press; 2004.

[6]. Gobotswang K, Botswana public health care system in crisis, September, 2016, http://www.weekendpost.co.bw,http://www.thenewhumanitarian.org.

[7].   Hughes, Owen E., Public Management and Administration: An Introduction, 3rd ed., Palgrave Macmillan, 2003, p. 17.

[8].   Institute of Medicine. The Future of Public Health. Washington, D.C.: National Academies Press; 1988.

[9]. John Osika, Danielle Altman, Leah Ekbladh, Itamar Katz, Ha Nguyen, Josh Rosenfeld Taylor Williamson, and Sam Tapera. November 2010. Zimbabwe Health System Assessment 2010. Bethesda, MD: Health Systems 20/20 Project, Abt Associates Inc.

[10].  Kokorwe, L. K, (Entrepreneurship and Business Leadership Student at Botswana Accountancy College), Personal Interview, September, 30, 2019.

[11]. Katsamunska P, Classical and Modern Approaches to Public Administration, Economic Alternatives, issue 1, 2012.

[12]. Kidia K, The future of health in Zimbabwe, Glob Health Action. 2018, doi: 10.1080/16549716.2018.1496888.

[13].  Magombeyi, P, Deputy President of the Zimbabwe medical Doctors Association, Personal interview, September 2019.

[14].  Makwanya T, Political Analyst in Zimbabwe, Personal Interview, September 2019.

[15].  Mathambo K., Botswana governance on The Rise, yourbotswana.com/2019/02/10/botswana-governance-ranking-on-the-rise.

[16].  Mauswa, T, Medical Doctor at Chitungwiza General Hospital, Personal Interview, August 2019.

[17].  Meldrum A., Zimbabwe's health-care system struggles on., Lancet, 2008. DOI: 10.1016/s0140-6736(08)60468-7.

[18].  National Health Accounts report 2013/2014, 2016.

[19].  Ncube J, Zimbabwe: Health Budget Allocation Unacceptable, 2018. http://allafrica.com/.

[20].  Physicians for Human Rights. Health in ruins: a man-made disaster in Zimbabwe. Cambridge (MA): Physicians for Human Rights; 2008.

[21].  Preamble to the Constitution of the World Health Organization as adopted by the International Health Conference, New York, June 19 – 22, 1946; signed on 22 July 1946 by the representatives of 61 States (Official Records of the World Health Organization, no. 2, p. 100) and entered into force on 7 April 1948.

[22].  Ramsay, J, (Former Deputy Permanent Secretary in the Ministry of Information), Personal Interview, august 25, 2019).

[23].  https://reliefweb.int/report/zimbabwe/zimbabwes-health-system-crisis.

[24].  Samukange, T., Zimbabwe’s economy during the life of the coalition government, September 5, 2013, www.newsday.co.zw.

[25].  Transparency International: Zimbabwe; 2018. [cited 2018 March 20].Available from: https://www.transparency.org/country/ZWE.

[26].  Turnock BJ. Public Health: What It Is and How It Works. 3rd ed. Sudbury, Mass.: Jones and Bartlett Publishers; 2004.

[27].  United Nations, Botswana common country assessment, 2016.

[28].  Woelk GB. Primary health care in Zimbabwe: can it survive? an exploration of the political and historical developments affecting the implementation of PHC. Soc Sci Med. 1994.

[29].  World Bank, Botswana systematic country diagnostic, 2015. www.indexmundi.com.

Abstract:

This research set out to review the financial performance of ZANACO bank from the year 2013 to 2015 using financial ratios. Three (3) ratios were adopted to establish its financial soundness namely; the profitability, solvency and liquidity ratio. The liquidity ratios used were the cash ratio, quick ratio and the current ratio. The results from these ratios showed the bank was quite liquid and was able to convert its assets to cash easily as the ratios were above one (1) except the cash ratio. The profitability ratios used included the return on asset, return on equity and the net profit margin. It was discovered that though the ratios were not constant an average ratio of them showed the bank is making profits from its services. The last but not the least ratio done was the solvency ratio. The solvency ratios used included the debt to asset, debt to capital and the debt to equity ratios. The ratios were in favour of the banking meeting its long-term obligations except the debt to equity. All in all, all ratios suggested the bank was financially sound during the period 2013 to 2015.

Keywords: Financial Ratios, Financial Statements, Financial Ratio Analysis.

References:

[1].   Arkan, T., (2016). ‘The Importance of Financial Ratios in Predicting Stock Price Trends: A Case Study in Emerging Markets’. pp. 13-26.

[2].   Bajkowski, J., (1999). ‘Financial Ratio Analysis’.

[3].   Baran, D., et al., (2016). ‘Financial Analysis of a Selected Company’. 24(37).

[4].   Carr, P. et al., (2004). ‘Using a Team Project to Introduce Financial Statement Analysis’. Journal of Business Administration Online, 2(2).

[5].   Costea, D.P. and Hostiuc, F., (2009). ‘The Liquidity Ratios and Their Significance in the Financial Equilibrium of the Firms’. 9(1).

[6].   Gadoiu, M., ‘Advantages and Limitations of Financial Ratios Used in The Financial Diagnosis of the Enterprise’ 13(2).

[7].   Hosee N., et al., (2017). ‘The Contribution of Financial Ratios Analysis on Effective Decision Making in Commercial Banks’. International Journal of Management and Applied Science, 3(6).

[8].   Kumar, R.B., (2015). ‘Financial Performance Evaluation – A Case Study of Bharat Heavy Electricals Limited’. EPRA International Journal of Economic and Business Review, 3(11).

[9].   Kuvek, T. and Pervan, I., (2013). ‘The Relative Importance of Financial Ratios and Non-Financial Variables in Predicting of Insolvency’. Croatian Operational Research Review, 4.

[10].  Lan, J., (2012). ‘Financial Ratios for Analyzing A Company’s Strengths and Weaknesses’.

[11].  Nuhu, M., (2014). ‘Role of Ratio Analysis in Business Decisions: A Case Study NBC Maiduguri Plant’. Journal of Educational and Social Research, 4(5).

[12].  Ravinder, D. and Anitha, M., (2013). ‘Financial Analysis – A Study’. Journal of Economics and Finance, 2(3), pp. 10-12.

[13].  Ryan, A.H., (1996). ‘The Use of Financial Ratios as Measures of Risk in The Determination of Bid-Ask Spread’. Journal of Financial Strategic Decisions, 9(2).

[14].  Sangeetha, S., et al. (2017). ‘A Study on Financial Performance Analysis of Ashok Leylang’. International Journal of Applied Research, 3(3), pp. 159-161.

[15].  Sanni, M., et al., (2014). ‘Financial Ratios as Performance Measure: A Comparison of IFRS and Nigerian GAAP’. Accounting and Management Information Systems, 13(1), pp. 82-97.

[16].  Saxena, V., (2016). ‘Emerging Importance of Financial Statement Analysis’. International Journal of Commerce and Management Research, 2(2), pp. 1-5.

[17].  Stice, J.D. and Stice, E.K., (2014). ‘The Balance Sheet and Notes to Financial Statement’.

[18].  Tugas, C.F., (2012). ‘A Comparative Analysis of the Financial Ratios of Listed Firms Belonging to the Education Subsector in the Philippines for the Years 2009-2011’. International Journal of Business and Social Science, 3(21).

Abstract:

Background: Zambia, like other low- and middle-income countries, faces numerous effects of negative attitudes and behaviours among health care providers in various institutions. Stawiski et al. (2011) argued that the exploration of work attitudes enables organizations to position themselves correctly and take advantage of every opportunity to improve their corporate performance amidst economic hardship.

Methodology: The University Teaching Hospital (UTH) is the biggest and largest hospital in Zambia. A case study design was employed to explored effects of employees’ attitudes and behaviour on production and performance among health care providers at Children’s Hospital, University Teaching Hospital of Lusaka, Zambia.   The study population was comprised of working men and women who have been working at Children’s Hospital. The study conducted six in-depth interviews and a survey of 40 health care workers.

Results: The findings indicate that 50% Health Care Providers satisfaction with their work. Responded narrated that they had positive attitude towards work, this was expressed through the manner they received, respected and cared for the patient. The majority of the respondents reported that cases whereby health care providers display negative attitude towards patients were rare.

Keywords: Health Care Workers, Attitudes, Behaviour, Production and Performance.

References:

[1].   Aiken, L., Clarke, S., Sloane, D., Sochalski, J., Busse, R., & Clarke, H. (2001). Nurses’ reports on hospital care in five countries.

[2].   Angel, H. L. and Perry, J. L. (1981). An assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly.

[3].   Blau, G. (1994). Developing and testing taxonomy of lateness behaviour. Journal of Applied Psychology.

[4].   Brayfield. A.H and Crockett. H.W (1955). Employee attitudes and employee’s performance, Psychological Bulletion.

[5].   Boeije, H. R. (2010). Analysis in qualitative research, SAGE Publications Limited.

[6].   Chin-Wen Liao et al. (2012). Work values, work attitude and job performance of green energy industry employees in Taiwan. African Journal of Business Management Vol. 6(15), pp. 5299-5318, 18 April, 2012Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.1449 ISSN 1993-8233 ©2012 Academic Journals.

[7].   Coviello, D., E. Deserranno, N. Persico, and P. Sapienza, (2017): "Effect of Mood on Workplace Productivity.

[8].   Caldwell.D. F; O’Reilly.C.A.(1990). Measuring person-job fit with a profile- comparison process; Journal of applied Psychology.

[9].   Euske et al. (1980). Performance and satisfaction of bank managers, Journal of Bank Research, Vol.11, No.1, pp.36-42.

[10].  Groeneveld, J., and Shain, M. (1985). The effect of corrective interviews with alcohol dependent employee.

[11].  Hollinger, R. C., Dabney, D. A., Lee, G., Hayes, R., Hunter, J., and Cummings, M. (1996). 1996 national retail security survey final report. Gainesville: University of Florida.

[12].  Kahn, W.A. (1990) Psychological conditions of personal engagement and disengagement at work ‘, Academy of Management Journal.

[13].  Kamina, W.K. (2002), A study of Factors that contribute To Job Satisfaction among Special Education Teachers in Special Schools in Nairobi Province, University of Nairobi.

[14].  Konovsky, M.A., and Cropanzano (1991). Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance. Journal of Applied Psychology.

[15].  Meyer, J.P. and Allen, N.J. (1991). A Tree-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.

[16].  Motlhasedi, P.1982. A survey on the causes of job satisfaction among nurses in Botswana. Unpublished B.Ed dissertation. Department of Nursing Education.

[17].  Petrescu, A., & Simmons, R. (2008). Human resource management practices and workers’ job satisfaction. International Journal of Manpower.

[18].  Petty.M.M; McGee.G. W; Cavender.J.W. (1984). A meta-analysis of the relationships between individual job satisfaction and individual performance; Academy of Management Review.

[19].  Stawiski, S., et al. (2011). Workplace Attitudes: Positive Managers, Positive Organizations Center for Creative Leadership. www.ccl.org.

[20].  Tzeng, H. (2002). The influence of nurses’ working motivation and job satisfaction on intent to quit: An empirical investigation in Taiwan. International Journal of Nursing Studies.

[21].  Velnampy, T. (2005). Job Attitude and Employees Performance of Public Sector Organizations in Jaffna District, Sri Lanka.Dept of commerce University of Jaffna. Email: - tvnampy@.yahoo.com.

[22].  Wang, Y. (2002). Job satisfaction of nurses in hospital. Chinese Journal of Nursing.

[23].  Zangaro, G., & Soeken, K. (2007). A meta-analysis of nurses’ job satisfaction. Research in Nursing and Health.

Abstract:

The study analyses Information Communication Technology with a view to ascertain problems and prospects on crop marketing in the Agriculture Sector in Zambia. The inevitable gap between the potential and the extent to which Information Communication Technology is meeting crop marketing in the Agriculture Sector has continued to prompt further research into how the benefits of Information Communication Technology can be better allied. The study used both primary and secondary data to establish the problems and prospects of Information Communication Technology on crop marketing in the Agriculture Sector. The total population for the three districts analyzed comprising six camps under study was 7840; and the sample was 290.

The findings revealed that some benefits to be gained by farmers, traders and agricultural workers using Information Communication Technology in crop marketing were that of interactivity which created opportunities and awareness on the availability of crops’ quality, quantity and location. The study concluded that timely knowledge about who was buying the crops, how much one paid and where they were located could be an important tool in decision making by traders, farmers and agricultural extension workers. It enables them to balance their activities. Unfortunately, information on crop marketing rarely reached farmers in rural areas due to poor signals and electricity power outages. It was therefore recommended that establishing market information centers and tele centers in rural areas could boost access to crop marketing information.

Keywords: Information Communication Technology, Crop Marketing, Problems, Prospects.

References:

[1].   Ahmed, M (2014): Impact of Information and Communication Technologies in Agriculture Development. Journal of Basic and Applied Scientific Research, Vol.4 (1), pp. 281-288.

[2].   Aker, J.C. (2010): Information from Markets near and Far: Mobile Phones and Agricultural Markets in Niger. American Economic Journal: Applied Economics, 2 (3), PP. 46-59.

[3].   Central Statistics Office (CSO) (2018) Census of Population Summary Report: Government Printers, Lusaka.

[4].   Chaula Hopestone Kayiska (2014): The role of ICTs in Agricultural Production in Africa; Journal of Development and Agricultural Economics, Vol. 6 (7), pp. 279-289, July, 2014.

[5].   Chikumbi C, Harihareswara H, Kwebiiha, Z Pathak, A Bansal, R Ndungu, A Kasebele A and Nanjero W (2016) Government Payments Flow Diagnostic– Zambia; FSD Zambia, UNCDF, MM4P and BTCA.

[6].   Cookey, M. (2003): Factors affecting the development of marketing in Zambia. Continuum Publishing Company: London.

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Abstract:

Importance of environment scanning and ethics in the business world is superlative and global in its nature. The ethical action and environmental scanning of businesses in developing countries are highly linked with business performance. This study therefore evaluates the business environmental scanning and ethics impact on the performance of small-scale enterprises, Las Palmas Restaurant. The research approach used was exploratory. Primary data has been collected by using questionnaire, interview and focus group discussion to collect the desired data from managers and employees. The study has been conducted through a case study. As the target population of the study has been managers and employees. A Sample size of 40 is taken; the collected data analysis has been supported by Microsoft Excel 10. As result shows that business environmental scanning and ethics have positive effect on the performance of small scales.

Keywords- Ethics, Environmental Scanning, Business Performance.

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Abstract:

The study comparatively evaluates the relationship between Corporate Social Responsibility and Profitability in the Energy, Telecommunication and the Transport industries in Ghana. The study adopted a quantitative research approach through a cross-sectional survey design to sample 50 employees from VRA, MTN Ghana and CETSED Content and regression analysis were utilized for analysis of the research objectives/hypotheses stipulated by the study.

A five-point closed-ended Likert Scale self-administrable structured questionnaire and researcher guide to aid participants answer relevant questions was used to confirm that innovations in strategic stakeholder engagement fuelled increases in corporate bottom-line of selected companies. The four major steps of analyzing data collected from Atkinson’s (2002) categories of quantitative data analysis was used, following which the primary data/information gathered and coded was analysed using the Statistical Package for Social Sciences to guarantee validity and reliability of the various investigations conducted. The hierarchical multiple regression of the Baron and Kenny’s (1986) procedure was also adopted to analyse for study the mediating effect of innovation on the relationship between strategic stakeholder engagement and corporate bottom-line. The study discovered a statistically significant positive influence of perceptions of CSR towards the customers on organization’s image in general. The energy and transport industry observed greater significant influence of employee perceptions of CSR towards customers on organization’s image as compared to telecommunication sector which was not significant.

Keywords: Corporate Social Responsibility, Employees, Perception, Image, Brand.

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