Abstract:

Today’s modern society, where business dynamism is changing fast, requires going beyond the traditional managerial approach. This research examines how and the context of Kaizen implementation affects the sustainability and Performance of manufacturing companies in Ethiopia. The study follows the framework of the Kaizen practices implemented in Ethiopia as the application of Kaizen tools, kaizen thinking, and culture. The findings indicate that there is a positive correlation between Kaizen Implementation factors (input factors) and sustainability factors in relation to the Performance of manufacturing companies in Ethiopia. The results of the study suggest that manufacturing companies in Ethiopia should emphasize working on promoting the Kaizen culture and empowerment of employees coupled with the use of the Kaizen tools effectively and adapted to the context of each company to enhance the Performance and achieve competitive advantage. Empowerment factors include all variables that measure thinking and culture. The variables are critical for sustaining Kaizen in terms of maintaining improved culture. For Kaizen to be sustainable, employees need to be empowered to learn, apply and own the changes. The results from the PLS path model analysis indicate that the dependent variable (improved culture) is found to have a strong relationship with two implementation variables (independent variables): empowerment and leadership commitment.

References:

[1] M. Imai, Kaizen: The Key to Japan’s Competitive Success, NewYork: McGraw Hill, 1986.

[2] M. Pillet and J.-L. Maire, “How to sustain improvement at a high level: Application in the field of statistical process control,” TQM Journal, vol. 20, no. 6, pp. 570-587, 2008.

[3] N. Beteman and N. David, “Process Improvement Programs: A model for Assessing Sustainability,” International Journal of Operations and Production Management, no. 22, pp. 515-526, 2002.

[4] J. Bessant, J. Gilbert, R. Harding, and S. Webb, “Rediscovering Continous Improvement,” Technovation, vol. 14, no. 1, pp. 17-29, 1994.

[5] E. Ries, The LEAN STARTUP, Portfolio Penguin, 2011.

A.   Desta, H. B. Asegedom, A. Gebresas, and M. Asheber, “Analysis of Kaizen Implementation in Northern Ethiopia’s Manufacturing Industries,” International Journal of Business and Commerce, vol. 3, no. 8, April 2014.

[6] EKI, “Ethiopian Kaizen Institute, Annual Report,” 2014b.

[7] E. L. Alberto, “The role of Kaizen in Economic Transformation,” Overseas Development Institute, London, 2018.

[8] A.Getinet and Z. Admit, “The Ethiopian Manufacturing Sector: Competitiveness and the Way Ahead,” Ethiopian Journal of Economics, vol. 10, no. 2, 2001.

[9] F. Kerlinger, Foundations of behavioural research, New York: Holt, Rinehart & Winston, 1986.

[10]             D. Cooper and P. Schindler, Business Research Methods, 12 ed., MCGRaw-Hill Higher Education, 2013.

[11] D. Pirouze, “An Overview of Partial Least Squares,” 2006.

[12] T. Dijksta and J. Henseler, “Consistent Partial Squares Path Modeling,” MIS Quarterly, vol. 39, 2015.

[13] W. Chin, “Issues and Opinion on Structural Equation Modeling,” MIS Quarterly, pp. 7-16, 1998.

[14] M. Hahbobi, Introductory Business Statistics with Interactive Spreadsheets, Victoria,B.C.: BCCCampus, 2015.

A.      McIntosh and F. Gonzalez-Lima, “Structural equation modeling and its applicationto network analyisis in functional brain imaging,” Hum.brain mapping, vol. 2, pp. 2-22, 1994.

Abstract:

This paper assessed the relationship between leadership styles and employee performance of the University of Abuja, based on the arguments propounded by modern leadership theory. It adopted a survey research design and made use of primary data obtained from structured questionnaires distributed to a sample of 380 non-academic staff members of the University. Using the OLS regression technique, the study found strong evidence in support of a positive and statistically significant association between transformational and transactional leadership style in the University of Abuja. Specifically, the result of the analysis suggests that leadership style plays crucial role in the overall performance of the employee of the University. The study concluded that leadership style be it transformational, transactional, or laissez-faire, influences employee performance. In line with the above findings, the study recommended, among others that leaders (managers) at the University of Abuja should project inspiration, encourage creativity and innovation, and reward hard work but never abdicate its responsibility to drive performance.

Keywords: Employee Performance, Leadership Styles, Organisational Outcomes.

References:

[1] Bass, B., & Bass, R. (2017). The Bass handbook of leadership: theory, research, and managerial applications, Free Press, NY.

[2] Trottier, L. (2014). Leadership beyond the glass ceiling: does ownership matter? Leadership & Organization Development Journal, 31[8], 743-757.

[3] Miller (2014). Is the full-range model of leadership really a full range model of effective leader behavior? Journal of Leadership & Organizational Studies, 18(4), 493-507.

[4] Keneth & Heresy (2015). Reinventing Government: Does Leadership Makes a Difference? Public Administration Review, 58[6], 22-32.

[5] Maxwell (2002). The importance of leadership. Management Decision, 45[7], 1102-112.

[6] Coleman (2016). The relationship between leadership behaviors; outcomes of Consideration. Journal of Management, 16(4) 693-703.

[7] Harvard Business Review (2016). Contemporary views to leadership in the workplace.

[8] Johnson (2011). Transactional verses transformational leadership. Journal of Leadership & Organizational Studies, 21(4), 93-97.

[9] Mohamad, M., Silong, A.D., Hassan, Z. (2009), Participative and effective community leadership practice in Malaysia. The Journal of Human Resource and Adult Learning, 5(1), 139-148.

[10] Snidder, K. (2015). Social demographic factors that influence transformational leadership styles among top management in selected organizations in Malaysia. Journal of Asian Social Science, 8[13], 51-58.

[11] Osborne, H. (2013). Influence of modern leadership styles on performance. International Journal of Academic Research in Business and Social Science.

[12] Anitha, J. (2014). Determinants of Employee Engagement and Their Impact on Employee Performance. International Journal of Productivity and Performance Management, 63, 308-323.

[13] Ahmad and Shanzad (2011). HRM and employee performance: A case of university teachers of Azad Jammu and Kashmir (AJK) in Pakistan.

[14] Armstrong, H., & Stephens, J. (2005). Does variation in leadership style count? European Journal of Applied Psychology, 51[8], 78-84.

[15] Mitchel (2015). The relationship between transformational leadership, product innovation and performance in SMEs. Journal of Small Business and Entrepreneurship, 21(2), 139-152.

[16] Sadeghi, T. Pihie (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3[7], 186-197.

[17] Eagly & Johnson (1990). Embracing transformational leadership: team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92(4), 1020-1030.

[18] Bryman, A. (1996). Leadership in Organization. In S.R.Clegg, C.Hardy, & W.Nord.

[19] Bass, B., & Riggio, R.E. (2006). Transformational leadership, 2nd edn, L. Erlbaum Associates, Mahwah, NJ.

[20] Burns, J.M. (1979). Transforming leadership: a new pursuit of happiness, Atlantic Monthly Press, NY.

[21] Du, Swaen & Sen (2013). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: Emerald Group, Bingley. 15(4), 39-70.

[22] Hughes (2015). Role of transformational and transactional leadership with job satisfaction and career satisfaction’, Business and Economic Horizons, 1(1), 29-38.

[23] Fullager & Bluen (2003). A theory of leadership effectiveness, McGraw-Hill, NY.

[24] Simon Oates (2016). The Influence of Leadership Styles on Organizational Performance in Nigeria.

[25] Ho, Fie, Ching and Ooi (2009). Relationship between the full-range leadership and insurance salesperson’s job satisfaction.

[26] Avolio, B. J., & Yammario, F. J. (2013). Transformational and charismatic leadership: the
road ahead 10th anniversary edition, Emerald Group, Bingley.

[27] Kotter, J., P. (1990). A force for change: how leadership differs from management, Free Press, NY.

[28] Skogstag, Einarsen, Torsheim, Aasland & Hetland (2007). Skogstad, A, Einarsen, S, Torsheim, T, Aasland, MS & Hetland, H 2007, The destructiveness of laissez-faire leadership behavior’, Journal of Occupational Health Psychology,12(1), 80-92.

Abstract:

Staff promotion is the advancement of an employees’ rank or position in an organizational hierarchical system. A Study explains that promotion when and wherever it happens, comes with two impressions: the monetary aspect and the change of position from lower to higher in the organizational hierarchy. This study aims at presenting a proposal for re-structuring of Nurses and Midwives’ promotions and ranks toward an advance professional practice in Ghana. A descriptive, phenomenological qualitative study was used. The study established that ranking and promotions in nursing and midwifery should be based on qualification and experience and not just number of years served in the health sector. The respondents largely added that for nurses and midwives to be academically active with apt skills in their respective fields, promotions should also be based on some number of scholarly papers published in reputed journals. Accordingly, the Nursing and Midwifery Council must ensure that nurses and midwives adhere to these protocols towards ranking and remuneration. In conclusion, ranking is beneficial for the advancement of the nursing and midwifery professions in Ghana.

References:

[1] Abdul-Kahar A., Boakye, K.O., Ashie, A.A., Bawah, A.S., & Pobbi, M. 2016. The Process of Staff Promotion in Relation to Salary or Wages Upgrade in the Public Sector Institutions: Local Government Service VS Ghana Education Service Policy Statements. International Journal of Business and Management; Vol. 11, No. 7; 2016 ISSN 1833-3850 E-ISSN 1833-8119 doi:10.5539/ijbm.v11n7, p.245.

[2] Abdul-Mumuni, A. 2021. Impact of Promotion on Academic Staff Development in the State Higher Educational Institutions of Borno State. International Journal of Advanced Research in Public Policy, Social Development and Enterprise Studies. p-ISSN: 2536-6548, e-ISSN: 2536-6556, 4(1), p.12-24.

[3] Nursing Times, 2007. How to get promoted. https://www.nursingtimes.net/ [Accessed: 20/5/2020].

[4] Institute of Medicine report, 2010. The Future of Nursing: Leading Change, Advancing Health. IOM. https://www.academicprogression.org/about/future-of-nursing [Accessed: 18/10/2021].

[5] Anderson, J.L., Adams, C.D., Antman, E.M. et al., 2007. ACC/AHA 2007 Guidelines for the Management of Patients with Unstable Angina/Non–ST-Elevation Myocardial Infarction: A Report of the American College of Cardiology/American Heart Association Task Force on Practice Guidelines (Writing Committee to Revise the 2002 Guidelines for the Management of Patients with Unstable Angina/Non–ST-Elevation Myocardial Infarction).

[6] Career Trends. 2019. Career Trends Report. Space Talent. https://www.spacetalent.org/resources/2019-career-trends.

[7] Darbyshire, P. et al. 2019. Nursing’s future? Eat young. Spit out. Repeat. Endlessly. Journal of Nursing Management; 27: 7, 1337-1340.

[8] Gracia, Z. 2018. Nurse Rankings, Salaries, and allowances; Salary of Nurses in Ghana-by-Ghana Facts life Hacks DIYS and Practical Tips, Local news in Ghana. 22/04 yen.com.gh.

[9] Graphic Online Based report., 2015. Salary of nurses in Ghana Nurse rankings, salaries, and allowances; .http://commonwealthnurses.org/conference2012/Documents/PadmarajMeera.pdf

[10] Jividen, S. 2021. Nurse levels & ranks explained, nurse.org, https://nurse.org/education/nursing-hierarchy-guide/.

[11] Institute of Medicine, 2011. The Future of Nursing: Focus on Education. IOM. https://www.americansentinel.edu/blog/2011/01/10/iom-advocates-higher-nursing-education/ . [Accessed: 18/10/2021].

[12] Alvernia University. 2021. The hierarchy of nursing, Alvernia University online, https://online.alvernia.edu/program-resources/hierarchy-of-nursing/ [Accessed, 26^th February 2022].

[13] Jividen, S. 2021. Nurse levels & ranks explained, nurse.org, https://nurse.org/education/nursing-hierarchy-guide/.

[14] Malvik, C. 2020. A beginner’s guide to understanding the levels of nursing credentials, Rasmussen University, https://www.rasmussen.edu/degrees/nursing/blog/different-levels-of-nursing/.

[15] Minority Nurse, 2015. Ten ways for Nurses to get promoted. Minoritynurse.com. [Accessed: 16/05/2020].

[16] Nursing School Hub. 2022. Nurse Rankings, NursingSchoolHub.com, https://www.nursingschoolhub.com/nurse-rankings/ [Accessed 26^th February 2022].

[17] Nursing Times, 2007. How to get promoted. https://www.nursingtimes.net/ [Accessed: 20/5/2020].

[18] Polit, D.F. and Beck, C.T., 2008. Nursing Research: Generating and Assessing Evidence for Nursing Practice. 8th Edition, Wolters Kluwer Health/Lippincott Williams & Wilkins, Philadelphia, 796 s.

[19] Polit, D.F., Hungler, B.P., 1999. Nursing Research: Principles and Methods (6th Ed.). Philadelphia: J.B. Lippincott.

[20] Reynolds, L., et al. 2020. Nurses as educators: creating teachable moments in practice. Nursing Times [online]; 116: 2, 25-28.

Abstract:

The purpose of the study was to evaluate the importance of teamwork in project management in the Nigerian telecommunication industry. Data was collected across 310 telecommunication firms and analyzed using descriptive statistics and a t-test. The study found that teamwork is significant in meeting project timelines, project efficiency, reduction in project costs, enhanced project quality and improve customer satisfaction.

References:

[1] Levy, S. M. (2018). Project management in construction. McGraw-Hill Education.

[2] Steinhauer, H., & Towhidnejad, M. Project Management and Teamwork. Introduction to Engineering, 79.

[3] Vogler, J. S., Thompson, P., Davis, D. W., Mayfield, B. E., Finley, P. M., & Yasseri, D. (2018). The hard work of soft skills: augmenting the project-based learning experience with interdisciplinary teamwork. Instructional Science, 46(3), 457-488.

[4] Pavez, I., Gómez, H., Laulié, L., & González, V. A. (2021). Project team resilience: The effect of group potency and interpersonal trust. International Journal of Project Management, 39(6), 697-708.

[5] Sjøberg, D. I. (2018). Teamwork quality and team performance: Exploring differences between small and large agile projects. Agile Processes in Software Engineering and Extreme Programming, 267.

[6] Shaukat, M. B., Latif, K. F., Sajjad, A., & Eweje, G. (2022). Revisiting the relationship between sustainable project management and project success: The moderating role of stakeholder engagement and team building. Sustainable Development, 30 (1), 58-75.

[7] Bjorvatn, T., & Wald, A. (2018). Project complexity and team-level absorptive capacity as drivers of project management performance. International Journal of Project Management, 36(6), 876-888.

[8] Driskell, J. E., Salas, E., & Driskell, T. (2018). Foundations of teamwork and collaboration. American Psychologist, 73(4), 334.

[9] Bell, S. T., Brown, S. G., Colaneri, A., & Outland, N. (2018). Team composition and the ABCs of teamwork. American Psychologist, 73(4), 349.

[10] Salas, E., Reyes, D. L., & McDaniel, S. H. (2018). The science of teamwork: Progress, reflections, and the road ahead. American Psychologist, 73(4), 593.

[11] Stanitsas, M., Kirytopoulos, K., & Leopoulos, V. (2021). Integrating sustainability indicators into project management: The case of construction industry. Journal of Cleaner Production, 279, 123774.

[12] Chawla, V., Chanda, A., Angra, S., & Chawla, G. (2018). The sustainable project management: A review and future possibilities. Journal of Project Management, 3(3), 157-170.

[13] Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I., & Ferreira, M. (2019). Project management practices in private organizations. Project Management Journal, 50(1), 6-22.

[14] Raue, S., Tang, S. H., Weiland, C., & Wenzlik, C. (2013). The GRPI model–an approach for team development. White Paper Draft, SE Group.

[15] Yang, L. R., Huang, C. F., & Wu, K. S. (2011). The association among project manager’s leadership style, teamwork, and project success. International journal of project management, 29(3), 258-267.

[16] Ding, H., & Ding, X. (2008). Project management, critical praxis, and process-oriented approach to teamwork. Business Communication Quarterly, 71(4), 456-471.

[17] Larsson, J., Eriksson, P.E. & Pesämaa, O. (2018), “The importance of hard project management and team motivation for construction project performance”, International Journal of Managing Projects in Business, Vol. 11 No. 2, pp. 275-288. https://doi.org/10.1108/IJMPB-04-2017-0035.

[18] Hoegl, M., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization science, 12(4), 435-449.

[19] Yang, L. R., Huang, C. F., & Wu, K. S. (2011). The association among project manager’s leadership style, teamwork, and project success. International Journal of Project Management, 29(3), 258-267.

[20] Ding, H., & Ding, X. (2008). Project management, critical praxis, and process-oriented approach to teamwork. Business Communication Quarterly, 71(4), 456-471.

[21] Larsson, J., Eriksson, P.E. & Pesämaa, O. (2018), “The importance of hard project management and team motivation for construction project performance”, International Journal of Managing Projects in Business, Vol. 11 No. 2, pp. 275-288. https://doi.org/10.1108/IJMPB-04-2017-0035.

[22] Hoegl, M., & Gemuenden, H. G. (2001). Teamwork quality and the success of innovative projects: A theoretical concept and empirical evidence. Organization science, 12(4), 435-449.

[23] Lê, J. K., & Schmid, T. (2022). The practice of innovating research methods. Organizational Research Methods, 25(2), 308-336.

Abstract:

A payments system is no more than a structured arrangement for moving value between its participants. So defined, it is crystal clear that payment systems are ultimate to the functioning of all monetary economies, no matter they are developed economies, transitional economies, or developing economies like Guyana. The aim of this work is to show how the architecture of payment systems (payment instruments, processing, participants, consumers, etc.) impact to payments industry (microeconomic approach) and for the promoting the role of the Central Bank in payment systems and financial stability (macroeconomic – public approach) along with consumers adaptation to these changes and developments. We use the method of qualitative to analyze, not experimental measures. Central Banks, as circulators of money, have always had a keen interest in the smooth functioning of their respective National Payments System and the way it affects the economy. Their involvement has, however, evolved over time, as Central Banks have increasingly taken on a blatant role in the pursuit of the Consumers good of maintaining trust in the currency and ensuring its smooth circulation in carrying out their core monetary and financial stability functions through the payment systems modern evolving infrastructure.

References:

[1] BIS, CPSS, (March 2003) A Glossary of terms used in payment and settlement system, A glossary of terms used in payments and settlement systems  https://www.bis.org/

[2] European Central Bank, (2010), The Payment Sustems, Payments, Securities and Derivatives and the Role of the Eurosystem, The Payment System - Payments, Securities and Derivatives, and the Role of the Eurosystem. Editor tom Kokkola, September 2010 (europa.eu)

[3] D. Rambure, A. Nacamuli, (2008), Payment Systems, from the Salt Mines to the Board Room, Palgrave Macmilian, Payment Systems: From the Salt Mines to the Board Room - D. Rambure, A. Nacamuli - Google Books.

[4] UNCTAD. (2021). Covid-19 and E-Commerce: A Global Review. New York: United Nations Conference on Trade and Development, Covid-19, and e-commerce: a global review | UNCTAD.

[5] Ani, N. (2020). The Use of E-Payment During COVID-19 Outbreak. International Journal of Scientific, 6[4], 395-401, (PDF) The Use of E-Payment During Covid-19 Outbreak (researchgate.net).

[6] Brem, A., Nylund, P., & Viardot, E. (2020). The impact of the 2008 financial crisis on innovation: A dominant design perspective. Journal of Business Research, 110, 360-369, https://doi.org/10.1016/j.jbusres.2020.01.048.

[7] Nations, U. (2020). United Nations E-Government Survey 2020), UN E-Government Survey 2020.

[8] Group, W. B. (2021). Thailand Economic Monitor: Restoring Income, Recovering Jobs. Washington D.C.: World Bank), Thailand Economic Monitor, January 2021: Restoring Incomes, Recovering Jobs (worldbank.org).

[9] Sagarik, D., Chansukree, P., Cho, W., & Berman, E. (2018). E-government 4.0 in Thailand: The role of central agencies. Information Polity, 23[3], 343-353, http://dx.doi.org/10.3233/IP-180006.

[10] International Journal of E-business and E-government Studies Vol: 13 No: 1 Year: 2021 ISSN: 2146-0744 (Online) (pp. 240-262) Doi:10.34111/ijebeg.202113112242), International Journal of E-business and E-government Studies – Advancing Interdisciplinary Studies on Social Sciences (sobiad.org).

[11] Agency, E. G. (2016). About Us. Retrieved from https://www.ega.or.th/en/profile/874/.

[12] e-Payment, N. (2016). National e-Payment Master Plan. Retrieved from http://www.epayment.go.th/home/app/project-strategy).

[13] Vlados, C. (2019). On a correlative and evolutionary SWOT analysis. Journal of Strategy and Management, 12[3], 347-363, https://doi.org/10.1108/JSMA-02-2019-0026.

[14] Gürel, S., & Tat, M. (2017). SWOT Analysis: A Theoretical Review. The Journal of International Social Research, 10(51), 994-1006), (PDF) Swot Analysis: A Theoretical Review (researchgate.net).

[15]  A. G. Haldane, S. Millard and V. Saporta, (2008), “The Future of Payment Systems”, Routledge. p.31), The Future of Payment Systems | Stephen Millard, Andrew Haldane, Victo (taylorfrancis.com).

[16] K. Dowd, (1998), Monetary Policy in 21st century: an impossible task? CATO Journal, Vol. 17), Monetary Policy in the 21st Century: An Impossible Task? (repec.org).

[17] M. Woodford, (2004), Interestand Pricees: foundation of a theory of monetary policy, Princeton University Press, Interest and Prices | Princeton University Press.

[18] N.Kiyotaki, and J. Moore, (2004), Liquidity and Asset Prices, London School of Economics), iere_320.tex (princeton.edu).

[19] G.A. Selgin, and L.H. White, (2005), The Future of Fiat Money, University of Georgia, George Selgin Positions - Kipdf.Com.

[20] Vatanasakdakul, S., Aoun, C., & Chantatub, W. (2020). Information Technology Issues in Thailand. In The World IT Project, 435-448, https://doi.org/10.1142/9789811208645_0034.

[21] Alhammadi, A. A., & Tariq, M. U. (2020). The Impact of Quality E-payment System on Customer Satisfaction. Journal of Critical Reviews, 7[15], 5438-5447. Retrieved from http://www.jcreview.com/fulltext/197-1601038718.pdf.

[22] Moenjak, T., A. Kongprajya, and C. Monchaitrakul. (2020). FinTech, Financial Literacy, and Consumer Saving and Borrowing: The Case of Thailand. ADBI Working Paper 1100. Tokyo: Asian Development Bank Institute. Retrieved from https://think-asia.org/handle/11540/11606.

[23] Lilavanichakul, A. (2020). Development of Agricultural E-commerce in Thailand. 1, 7-17. Retrieved from https://ap.fftc.org.tw/system/files/journal_article/Development%20of%20Agricultural%20e-commerce%20in%20Thailand.pdf.

[24] Bolton, L. (2020). Digital payments and electronic clearing systems. Retrieved from https://opendocs.ids.ac.uk/opendocs/handle/20.500.12413/15710.

[25] Prachachat. (2015). More IT Workforce is Needed. Retrieved from http://www.prachachat.net/news_detail.php?newsid=1443444348.

[26] Keaitthaweepong, K. (2017). The Demand of Mobile Applications for Elderly in Thailand. Ph. D. Thesis, Thammasat University, Bangkok, Thailand, Retrieved from International Journal of E-business, and E-government studies Vol: 13 No: 1 Year: 2021 ISSN: 2146-0744 (Online) (pp. 240-262) Doi: 10.34111/ijebeg.202113112 260), The demand of mobile applications for elderly in Thailand, The demand of mobile applications for elderly in Thailand (tu.ac.th).

[27] Kiartubolpaiboon, A., Toopgrajank, S., Chantararatmanee, D., & Charoenwiriyakul, C. (2021). Development of Elderly Quality of Life towards 5G Digital Era in Bangkok Metropolitan Areas, Thailand. Psychology and Education Journal, 58[4], 4007-4012. Retrieved from http://psychologyandeducation.net/pae/index.php/pae/article/view/5594.

[28] Mukherjee, M. P., & Modak, K. (2018). Comparative Sustainable Development-Assessment of India, Thailand, and Asian G20 Countries. 8[1], 81-88. Retrieved from http://unnayan.ipsacademy.org/v4/890.pdf.

[29] Ladkoom, K., & Thanasopon, B. (2020). Factors Influencing Reuse Intention of e-Payment in Thailand: A Case Study of PromptPay. Paper presented at the ICEIS [1], http://dx.doi.org/10.5220/0009410407430750.

[30]             Bank for International Settlements (1999): “Core Principles for Systemically Important Payment Systems,” Consultative Document, Basel, December. Committee of Governors of the Central Banks of the Member States of the European Economic) These include studies of Interbank Netting Schemes (BIS (1990)); Delivery versus Payment (BIS (1992)); Cross-border Securities Settlements (BIS (1995)); Foreign Exchange Settlement Risk (BIS (1996) (1998a)); RTGS systems (BIS (1997a)); Exchange-traded Derivatives (BIS (1997b)); and Over-the-counter Derivatives (BIS (1998b)), Core Principles for Systemically Important Payment Systems - January 2001 https://www.bis.org/.

[31] Rabaa’i, A. A. (2017). The use of UTAUT to investigate the adoption of e-government in Jordan: a cultural perspective. International Journal of Business Information Systems, 24[3]. 285-315), E-con Papers: The use of UTAUT to investigate the adoption of e-government in Jordan: a cultural perspective (repec.org)

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Abstract:

The main objective of the study was to find out the importance and benefits lecturers at technical university lecturers in Ghana derive from continuing professional development. The study was qualitative in nature, and a sample size of forty-eighty was chosen. The sample size was chosen from two technical universities. The sample comprised six deans of faculties, six heads of departments, and thirty-six lecturers. Two interview schedules were used for the data collection. One of the interview schedules was used to interview the deans and heads of departments, and the other was used to interview the lecturers. The study revealed that CPD plays an important role for lecturers as it helps them stay abreast with the happenings in their area of specialties. It, moreover, helps them to stay relevant to their students so that the students explore their latent qualities. CPD helps lecturers to gain self-confidence and self-actualization. It equips lecturers to qualify to apply for promotions and appointments. The more the lecturers embark on CPD, they learn the relevant skills to conduct research and come out with innovative results which are published in recognized journals. The benefit the lecturers enjoy is that it helps them to conduct and publish quality results which puts them in a better position to qualify and apply for promotions and appointments. The students benefit from CPD as it helps lecturers to acquire innovative and better teaching methods which make lectures interesting and understanding. It is recommended that all lecturers should make it a policy to attend at least one CPD program a year.

References:

[1] ALT (2015). Why is CPD important? Available at https://www.atl.org.uk/Images/worklife_campaign_cpd_factsheet.pdf (Accessed: 8 December 2026).

[2] Caena, F. (2011) Professional development of teachers: literature review quality in teachers’ continuing professional development. Available at: http://ec.europa.eu/dgs/education_culture/repository/education/policy/strategic-framework/doc/teacher-development_en.pdf (Accessed: 8 December 2021).

[3] Bolam, R., and D. Weindling. 2006. Synthesis of research and evaluation projects concerned with capacity-building through teachers’ professional development. General Teaching Council for England.

[4] Weiner, G. 2002. Professional Development, Teacher Education, Action research and Social Justice: a recent initiative in North Sweden, paper presented at the Annual Conference, In-service and Professional Development Association, Birmingham, 1-3 November 2002.

[5] Wilde, J. 2005. ‘Doing the undoable’. Professional development in schools in Special Measures. NCSL work in progress. Nottingham: National College of School Leadership.

[6] McLinden, M.T., McCall, D. H. and Weston, A. 2006. Developing online problem-based resources for the professional development of teachers of children with visual impairment. Open Learning 21, no. 3: 237–51.

[7] McNicholl, J., and Noone, M. 2007. Teaching and learning at A level within a modular context: A collaborative project with biology teachers. Paper presented at the British Educational Research Association Annual Conference, September 5–8, at the Institute of Education, University of London, UK.

[8] Pedder, D. 2006. Organizational conditions that foster successful classroom promotion of learning how to learn. Research Papers in Education 21, no. 2: 171–200.

[9] Cordingley, P., Bell, M., Evans. D. and Firth, A. (CPD Review Group). 2005. The impact of collaborative CPD on classroom teaching and learning. Review: What do teacher impact data tell us about collaborative CPD? London: EPPI-Centre.

[10] Bolam, R. and Weindling, D 2006. Synthesis of research and evaluation projects concerned with capacity-building through teachers’ professional development. General Teaching Council for England.

[11] Boyle, B., While, D. and Boyle, T. 2004. A longitudinal study of teacher change: What makes professional development effective? The Curriculum Journal 15, no. 1: 45–68.

[12] Dalgarno, N. and Colgan, L. 2007. Supporting novice elementary mathematics teachers’ induction in professional communities and providing innovative forms of pedagogical content knowledge development through information and communication technology. Teaching and Teacher Education 23, no. 7: 1051–65.

[13] Pedder, D., Opfer, V.D., McCormick, R. and Storey, A. 2010. ‘Schools and Continuing Professional Development in England – State of the Nation’ research study: Policy context, aims and design. The Curriculum Journal 21, no. 4: 365–94.

[14] Keay, J.K. 2006. Collaborative learning in physical education teachers’ early career professional development. Physical Education and Sport Pedagogy 11, no. 3: 285–305.

[15] Fox, A. 2006. A spatial dimension to networking in educational settings. A ‘Learning How to Learn’ project paper (unpublished).

[16] McGregor, J., Robinson, C and Fielding, M. 2006. Tracing the footprints of practice. Paper presented at the British Educational Research Association Annual Conference, September 6–9, at the University of Warwick, UK.

[17] Goodall, J., Day, C., Lindsay, G., Muijs, D. and Harris, A. 2006. Evaluating the impact of CPD. Available at: https://www2.warwick.ac.uk/fac/soc/cedar/projects/completed05/contprofdev/cpdfinalreport05.pdf (Accessed: 8 December 2021).

[18] Wilkinson, D. 1998. University of Life? Police Review, 21 August, pp. 21–23.

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Abstract:

The main purpose of the research was to find out the customer service quality in the banking industry with respect to ZANACO PLC. The literature review on the subject was mainly collected from journals, textbooks, publications of articles and other relevant literature. The purpose was mainly to enhance the understanding of the subject. The primary data was collected from existing ZANACO west branch customers and its Management; Data was collected through questionnaires, direct observations, and personal interviews with the key informants on the subject matter. This research sought to establish the customer service quality in the banking sector, a case of ZANACO Ndola. The main objective of the study was to investigate the impact of customer service quality in the banking sector and make recommendations based on the findings of the study and to determine the importance of providing quality customer service to customers, and at the same time, checking whether customer service is a tool for gaining competitive advantage. Mainly a descriptive research design was used for the collection and analysis of data. Finally, it was found that customers are generally satisfied with the quality of services offered by ZANACO.

References:

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Abstract:

This study was conducted to explore the measures that can be taken to address the management challenges that relate to the organizational structure of hospital services in St. Vincent and the Grenadines. A mixed method design was employed in which both qualitative and quantitative methods were used. A semi-structured questionnaire was used to collect data from top managers assigned to four public hospitals in St. Vincent and the Grenadines. The top managers were purposively selected because of their different roles in the management of hospital services. The thematic approach was used in the analysis of data. The study was significant in that it focused on exploring measures that could be used to address management challenges that relate to the existing organizational structure of hospital services in St. Vincent and the Grenadines. The study also contributed to a strategic approach to addressing challenges that affect the delivery of hospital services. The results of the study revealed a number of measures that were highly recommended for addressing the management challenges related to the existing organizational structure of hospital services. The measures included :(i) redesigning the organizational structure to allow a single person to head the management of the organization, (ii) clearly defining the existing reporting lines, and (iii) appointing a CEO along with a board of directors to manage the hospital Services. The study informed a model framework of an organizational structure that illustrates the changes proposed.

References:

[1] Government St. Vincent and the Grenadines. (2013). National economic and social development plan 2013-2025.

[2] Gonsalves, C. (2018). Budget speech: Foundations for growth, job, and transformative sustainable development. Retrieved from http://finance.gov.vc/finance/images/PDF/budgetaddress/Budget-2019.pdf.

[3] Hartwig, K., Pashman, J., Cherlin, E., Dale, M., Callaway, M., Czaplinski, C., Wood, W. E., Abebe, Y., Dentry, T. & Bradley, E. H (2008). Hospital management in the context of health sector reform: APlanning Model in Ethiopia. International Journal of Health Planning and Management, 23(3), 203-218. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/18157912.

[4] Rivers University. (2020). Hospital organizational structure. Retrieved from https://www.rivier.edu/academics/online/resources/program-resources/hospital-organizational-structure/.

[5]  Pool, J. (1991), Hospital management: Integrating the dual hierarchy? Retrieved from https://www.healthknowledge.org.uk/public-health-textbook/organisation management/5a-understanding-itd/interactions.

[6] Ditzel, E., Strach, P. &Pirozek, P. (2006). An inquiry into good hospital governance: A New Zealand-Czech comparison. Health Research Policy and Systems, 4(2), 1-10. Retrieved from https://link.springer.com/article/10.1186/1478-4505-4-2.

[7] Perryman-Starkey, M. Rivers, P.A &Munchus, G. (1999). The effects of organizational structure on hospital performance. Health Services Management Research. 12(4), 232-245. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/10622802.

[8] Shukri, N. F. M & Ramli, A. (2015). Organizational structure and performance of responsible Malaysian healthcare providers: A balanced scorecard perspective. Procedia Economics and Finance, 28, 202-212. Retrieved from https://doi.org/10.1016/S2212-5671(15)0110-6.

[9] Hearld, L. R., Alexander, J. A., Fraser, I. & Jiang, J. H. Joanna. (2008). Review: How Do Hospital Organizational Structure and Processes Affect Quality of Care? A Critical Review of Research Methods. Medical Care Research and Review, 65(3), 259-299. Retrieved from https://www.researchgate.net/publication/5758625_Review_How_Do_Hospital_Organizational_Structure_and_Processes_Affect_Quality_of_Care_A_Critical_Review_of_Research_Methods.

[10] Public Health Action Support Team (2020), Understanding individuals: Interactions between managers, doctors, and others. Retrieved from https://www.healthknowledge.org.uk/public-health-textbook/organisationmanagement/5a-understanding-itd/interactions.

[11] Tsai, T. C., Jha, A. K., Arul, A., Roberts, H. S., Boo, N. & Sadun, R. (2015). Hospital board and management practices are strongly related to hospital performance on clinical quality metrics. Health Affairs, 34(8), 1304-1311. Retrieved from https://www.healthaffairs.org/doi/full/10.1377/hlthaff.2014.1282.

[12] Ghiasipour, M., Mosadeghrad, A. M., Arab, M. & Jaafaripooyan, E. (2017). Leadership challenges in health care organizations: The case of Iranian hospitals. Medical Journal of the Islamic Republic of Iran (MJIRI), 560-567. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6014751/.

[13] Edwards, N. & Saltman, R. B. (2017). Re-thinking barriers to organizational change in public hospitals. Israel Journal of Health Policy Research, 6(8). Retrieved from https://doi.org/10.1186/s13584-017-0133-8.

[14] Kakooza, J. B., Tusiime, I., Odoch, H. &Bagire, V. (2015). Management practices and performance of public hospitals in Uganda. International Journal or Management Science and Business Administration. 1(7), 22-29. Retrieved from Management Practices and Performance of Public hospitals in Uganda - Research leap.

[15] O’Daniel, M., & Rosenstein, A. H. Professional Communication and Team Collaboration. In: Hughes RG. Patient Safety and Quality: An Evidence-Based Handbook for Nurses. (2008). Retrieved from: https://www.ncbi.nlm.nih.gov/books/NBK2637/.

[16] Barati, O., Sadeghi, A., Khammamia, M., Siavashi, E. & Oshrochi, G. (2016). A qualitative study to identify skills and competencies required for hospital managers. Electron Physician, 8(6), 2458-2465. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4965194/.

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[20] West, E. (2015). Management matters: the link between hospital organization and quality of patient care. Retrieved from Management matters The_link_between_hospital_organisation_and_quality_of_patient_care.pdf.

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[22] Indeed, Editorial team (2022). 7 types of workplace management theories. Retrieved from https://www.indeed.com/career-advice/career-development/types-of-management-theories.

Abstract:

Information Communication Technology play a major role in the implementation and adoption of electronic payment systems in Nigeria. The rapid growth of the internet has facilitated the exponential growth in the electronic payment systems (EPS) as a result business transaction is constantly moving from cash-based to electronic-based hence leading to economic growth in Nigeria. This study examines the implementation and adoption of Electronic Payment System by Hospitals in Nigeria. A case study of Good Shepherd Clinic. A random sampling of 150 patients of the clinic was carried out and the data gathered through structured questionnaire consistent with the Technology Acceptance Model (TAM). Based on the findings, it revealed that most of the clients preferred to use the electronic payment system (EPS) or has intention to use the EPS method. It is also seen that economic growth has a significant positive effect on the implementation of electronic payment system in the hospital. To continuously promote the adoption of EPS in Nigeria, it is necessary to address the barriers identified and encourage clients to use the services of the bank where the money is kept for easy usage.

References:

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[2] Oladeji, K. (2014) Integrated Personnel and Payroll Information Systems for Universities and other Higher Institution of Learning. Northwest University, Kano Nigeria.

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[4] Briggs, A. & Brooks, L. (2011) Electronic Payment Systems Development in a developing country. The Electronic Journal on Information Systems in developing countries. Vol. 49, No. 3, pp 1-16.

[5] Peter, M. & Babatunde, J. (2012) E-Payment: Prospects and challenges in Nigeria Public Sector. International Journal of Modern Engineering Research. 5(2), 3104-3106.

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[8] Bidgoli, H. (2002) Electronic Commerce: Principles and Practice. San Diego, Academic Press.

[9] Madan, K. & Yadav, R. (2016) Behavioural Intention to adopt mobile wallet: A developing country perspective. Journal of Indian Business Research, 8(3), pp 227-244.

[10] Ritter N. (2010) Understanding a widely misunderstood statistic. Cronbach’s alpha. South-western Educational Research Association. 17(9), 167-175.

[11] Kim, K. (2012) The emotional response of older adults to new technology. Dissertation for Doctor of Philosophy in Kinesiology, University of Illinois.

[12] Ong, C., & Lai, J. (2006) Gender differences in perceptions and relationships among dominants of e-learning acceptance. Computers in human behaviour. 22(5), 816-829.

[13] Central Bank of Nigeria (2011) Towards a cashless Nigeria: Tools & Strategies. Nigeria Journal of Economy. 3(2), 344-350.

[14] Texila American University (2021) Management Information System Retrieved August 25, 2021, from https://dblplms.tauedu.org.

[15] Havaldar, K. (2010) Business Marketing: Text and Cases. 3rd ed., Tata McGraw Hill. New Delhi.

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Abstract:

The Nigerian healthcare sector is currently faced with various incapacitating problems making universal health coverage difficult and the healthcare workforce being poorly managed. In a bid to manage these problems effectively, it has become pertinent, more than ever, for healthcare managers to resort to use of strategic management tools to improve the overall health status of the teeming population of Nigeria as these tools have been proven effective in other non-health industries. This study, therefore, examines the influence of different aspects of strategic planning like facility planning, professional improvement planning, manpower planning, health services planning, and customer service planning on different components of healthcare delivery like patient safety, waiting time, medical staff retention, the effectiveness of health services, people-centeredness, and equitable service delivery. Cross-sectional and random sampling techniques were adopted to administer 123 copies of the questionnaire to a population of 178 managers of private hospitals in Ojodu, out of which 111 copies were validly filled and returned by the respondents representing a 90.24% response rate. Simple regression analysis was adopted to analyze the six hypotheses of this study, and the results showed that they were all statistically significant at a 5% significance level. Based on the findings of this study, it is concluded that strategic planning is a valuable tool that can be used to improve healthcare delivery in private hospitals. The study, therefore, recommends that managers of private hospitals should be trained in the use of strategic planning tools in order to fully exploit the benefits inherent in the strategic planning processes.

References:

[1] Adenuga, O. A. (2012). Maintenance management practices in the public hospital-built environment: Nigeria case study. Journal of Sustainable Development in Africa, 14(1), 185-201.

[2] Adeloye, D., David, R. A., Olaogun, A. A, & Adedapo, A. A. (2017). Health workforce and governance: crisis in Nigeria. Human resources for Health, 15(32), 1-8.

[3] Miller, S. H., Thompson, J. N., Mazmanian, P. E., Aparicio, A., Spivey, B. E., & Kahn, N. B.    (2008). Journal of Continuing Education in Health Profession, 28(2), 95 – 98.

[4] Asakitikpi, A. (2019). Healthcare coverage and affordability in Nigeria: an alternative model to equitable healthcare delivery. Universal Healthcare, 1-15.

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[6] Finlay, P. (2000). Strategic management. London: Pearson.

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[8] Swayne, L., Duncan, W., & Ginter, P. (2006). Strategic management of health care organizations. Oxford: Blackwell.

[9] Parvaneh, E., Ali, M., & Ali, A. (2018). The success of strategic planning in the healthcare organization in Iran. International Journal of Health Care Quality Assurance, 563-574.

[10] Arasa, R. & K’Obonyo, A. (2012). The relationship between strategic planning and firm performance. International Journal of Humanities and Social Science, 2(22), 201-213.

[11] Neluheni, G. N., Pretorius, W., & Ukpere, W. (2014). The role of quality planning on organizational success. Mediterranean Journal of Social Sciences, 5(1), 697-707.

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Abstract:

This study explored the effects of organizational structure on the management of hospitals in St. Vincent and the Grenadines. The study sought to answer the question: What effects does the existing organizational structure have on the management of hospitals in St. Vincent and the Grenadines? The study took a qualitative approach. The participants consisted of a purposively selected sample of forty-five (45) top level and senior managers in the health care system, assigned to the four public hospitals on the island of St. Vincent and managers within the administrative arm of the Ministry of Health, Wellness and the Environment in St. Vincent and the Grenadines. The findings revealed that poor problem-solving strategies and the lack of or inadequate input from middle managers as it relates to operations of the organization were some of the ways in which the existing organizational structure affected hospital management. The results also highlighted challenges which included inadequate communication, poor distribution, and management of resources as well as poorly defined and inflexible roles. Lack of support from top level managers, contradictory decisions made by the managers and poor accountability measures, were also stated as challenges of the existing structure. The results of this study have informed the conclusion that the organizational structure of Hospital Services impacts performance, prompting a call for review of the existing organizational structure of hospital services in St. Vincent and the Grenadines.

References:

[1] Government St. Vincent and the Grenadines. (2013). National economic and social development plan 2013-2025.

[2] Gonsalves, C. (2018). Budget speech: Foundations for growth, job, and transformative sustainable development. Retrieved from http://finance.gov.vc/finance/images/PDF/budgetaddress/Budget-2019.pdf.

[3] Rivers University. (2020). Hospital organizational structure. Retrieved from https://www.rivier.edu/academics/online/resources/program-resources/hospital-organizational-structure/.

[4] Pool, J. (1991), Hospital management: Integrating the dual hierarchy? Retrieved from https://www.healthknowledge.org.uk/public-health-textbook/organisation-management/5a-understanding-itd/interactions.

[5] Ditzel, E., Strach, P. & Pirozek, P. (2006). An inquiry into good hospital governance: A NewZealand-Czech comparison. Health Research Policy and Systems, 4(2), 1-10. Retrieved form https://link.springer.com/article/10.1186/1478-4505-4-2.

[6] Perryman-Starkey, M. Rivers, P.A & Munchus, G. (1999). The effects of organizational structure on hospital performance. Health Services Management Research. 12(4), 232- 245. Retrieved from https://www.ncbi.nlm.nih.gov/pubmed/10622802.

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Abstract:

Universities are presently experiencing rapid transformation, shifting emphasis from pure teaching to equal their strength in teaching and research to increase their capacity to commercialise. The universities are not only accountable for teaching and research accomplishments but they are expected to commercialise their research outputs into marketable products and services. This paper identifies and ranks the factors that are influencing the commercialisation of university research outputs. A Systematic Review of Literature (SLR) was made on 59 articles that were published between 2000 and 2022. The findings indicate that the significant factors influencing the commercialisation of research outputs included; collaboration/networking, research funding, regulative factors both by government and university, entrepreneurial culture, availability of research infrastructure, the competence of researchers, motivation and attitude of researchers, transformational leadership culture, technology suitability for commercialisation, protection of Intellectual Property Rights, the effectiveness of Technology Transfer Office (TTO) and closeness to industry.

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Abstract:

SMEs are widely recognized as the development enablers in developing countries. They contribute to job creation and, in so doing, to poverty reduction. To remain competitive, SMEs use several tools, including computerized information systems. However, given their characteristics, several constraints hinder their computerization; these constraints are even more accentuated in developing countries. This study attempted to identify the barriers to computerization as outlined in the literature and to ascertain them in the DRC context. In order to achieve this, we examined the relevant literature and carried out a survey of 53 respondents, principally local ICT stakeholders. Using descriptive statistics, we established that Congolese SMEs face the same computerization challenges identified in the literature. These constraints include the local SME characteristics - poor financial resources, low internal and external expertise, and low management involvement -, high infrastructure costs - expensive software and hardware - and the availability of the technological infrastructure - poor internet access -. The Congolese digital ecosystem stakeholders can, each at their own level, use these results to assist the digitalization of Congolese SMEs and thus make them more agile in the achievement of their goals.

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Abstract:

The study sought to assess the factors that influence the adoption of mobile money banking and financial services in Africa. Despite the growth in the mobile money industry and its potential for the future, studies suggest that mobile money banking/financial services adoption remains low across sub-Saharan Africa. This research work employed a systematic literature review methodology, specifically, a literature-based analysis for the investigation. The researcher, for the purposes of this study, identified, selected, and critically reviewed only secondary data, which refers to data that has already been collected for some other. Twenty (20) recent articles on mobile money banking/financial services and external/internal factors, modeled by various theories concerning technology/innovation adoption, were gathered from highly recognized and profiled research databases, including Google Scholar, Research Gate, Emerald (database), Elsevier (database), Pro-quest, Scopus, and Springer. From the 20 articles reviewed, analyzed, and discussed, the number of external factors that influence mobile money adoption positively or negatively is twenty (20), while the count of internal factors that influence mobile money adoption positively or negatively is eight (8). In conclusion, the external factors outnumber the internal factors, but the internal factors are more grievous and have a significant impact on the mobile money service. The results of this research work also revealed the top five external factors researchers seem to encounter in their studies. The study provides significant insight into both external and internal factors affecting the adoption of mobile money services in Africa.

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