Abstract:

Job satisfaction- dissatisfaction is a major concern to every organization irrespective of the type. As job satisfaction boosts productivity and creates healthy and stress-free employees, job dissatisfaction does the opposite. Job dissatisfaction causes downtime which leads to low productivity and jeopardizes an organization’s profitability and long-term security to stay afloat and compete. The aim of this research was to investigate if employees are satisfied in their chosen organization in East Berbice-Corentyne, Guyana. This paper also highlights what is meant by the term “job satisfaction” and “job dissatisfaction” as well as the causes and their effects in organizations. A questionnaire was created and administered to 50 persons from three organizations. Based on the survey carried out, 94% of the respondents had an appreciation for their job, 36% stated that they had no issue at their workplace, and 44 out of 50 respondents planned to remain in the organization they are currently apart of despite issues faced.

Keywords: job satisfaction, job dissatisfaction, employee withdrawal.

References:

[1]. Aydin, B & Ceylan, A 2009, ‘A Research Analysis on Employee Satisfaction in terms of Organizational Culture and Spiritual Leadership’, International Journal of Business and Management, Vol. 4, No. 3.

[2]. Beehr, T A & Gupta, N 1978, ‘A Note on the Structure of Employee Withdrawal’, Organizational Behavior and Human Performance.

[3]. Indermun, V & Bayat, M S 2013, ‘the Job Satisfaction-Employee Performance Relationship: A Theoretical Perspective’, International Journal of Innovative Research in Management, Vol. 11, No.2.

[4]. Noe, R A, Lenbeck, J R HC, Gerhart, B & Wright, P M 2013, ‘Human Resource Management: Gaining A Competitive Advantage’, 8 Edn.

[5]. Mehmood, N, Irum, S, Ahmed, K & Sultana, A 2012, ‘A Study Of Factors Affecting Job Satisfaction (Evidence From Pakistan)’, Interdisciplinary Journal of Contemporary Research In Business, Vol.4, No. 6.

[6].  Ratna, R & Singh, P P 2013, ‘SHRM Practices and Employee Satisfaction: Study and Relationship’, Amity Management Review, Vol. 3, No. 1.

[7]. Rossi, J G & Saturay, S L 2004, ‘Individual Differences in Adaptation to work Dissatisfaction’.

[8]. Shamsuzzoha, AHM & Shumon, R H nd, ‘Employee Turnover-a Study of its Causes and Effects to Different Industries in Bangladesh’.

[9]. Waqas, A, Bashir, U, Sattar, M F, Abdullah, H M, Hussain, I, Anjum, W, Ali, M A & Arshad, R 2014, ‘Factors Influencing Job Satisfaction and Its Impact on Job Loyalty’, International Journal of Learning & Development, Vol. 4, No. 2.

Abstract:

The study investigated the impact of effective leadership practices on an organizational growth and development in Ghana with the search light on the operations of National Investment Bank of Ghana (NIB). NIB recently had new management members with a new board of directors in place. For the year 2015 the bank shocked the banking fraternity when it was able to pay huge dividend to state coffers having experienced dividend draught for a long period. It is not too clear whether the leadership practices of the new executives have turned round the fortunes of the bank or the success story is due to the general boom in the banking industry of Ghana.

Random sampling technique was adopted to select some branches of the bank and its headquarters as the study population. Purposive sampling technique was then employed to directly approach officials for their views. The questionnaire technique was the main research instrument while Statistical Package for social science (SPSS) was employed to facilitate the analysis of the data. Findings of the study indicated that the new management team of NIB employed sound communication skills, very fair compensation packages groomed employees to perform better are some of the strategies for shoring up financial performance of the bank. The study therefore concluded by upholding the hypothesis that the recent success story associated with the financial performance of NIB was due to the leadership style of the new management team but not necessarily a direct results from the simile booming performance in the banking industry of Ghana. As a further study, the role ICT played in NIB’s success story deserve investigation.

Keywords: Leadership, productivity, financial performance, effective leadership, organizational performance.

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Abstract:

The government of any country such as Guyana has a fundamental right in providing public services and goods to its people.

The title for this study was: “A qualitative study on the impact of a good remuneration package to public servants on the enhancement of the delivery of public services.” They were many objectives but the main one was “To determine if a good remuneration package to public servants will lead to the enhancement in the delivery of services to the public.”

Great attention has been paid to remuneration package and its impact on the delivery of services within the public service of many countries, e.g. Guyana. Problems experiences were many, for example employees’ benefits were not sufficiently competitive to retain well experienced staff members. Therefore, in order to bring clarity to the problems, the researcher developed and answered five research questions.

The study was qualitative in nature. The secondary data was collected from many sources and the researched countries public services were Guyana, Trinidad and Tobago, The General Caribbean, etc.

The major findings discovered were that in almost all public service in the world there were massive public sector reform to tackle work performance and delivery of services. The researcher interprets and concludes that there is a strong relationship between public servants receiving a good remuneration package and its enhancement in the delivery of the public service to the people. However, governments should not totally depend on remuneration package but look at other means.

Keywords: Public Service, Remuneration Package, Public Officer, Public Office, Public goods and services.

References:

[1]. At a Glance Budget 2017 Brochure, Ministry of Finance, Guyana Constitution of the Co-operative Republic of Guyana, Act No. 2 of 1980, Article 232 (1). Retrieved from

http://www.wipo.int/edocs/lexdocs/laws/en/gy/gy009en.pdf.

[2]. Curristine et al, 2017. “Improving Public Sector Efficiency: Challenges and Opportunities”, OECD Journal on Budgeting, Volume 7 – No. 1. Retrieved from 

https://www.oecd.org/gov/budgeting/43412680.pdf.

[3]. Davis-Cooper, Gloria. 2013, “Capacity Building and Developmental Outcomes in Two English- Caribbean Countries” GSTF International Journal of Psychology (JPsych) Vol.1 No.1, DOI 10.7603/s40790-014-0003-6. Retrieved from 

https://www.globalsciencejournals.com/content/pdf/10.7603%2Fs40790-014-0003-6.pdf.

[4]. Draper, Gordon M. 2001, Public policy management and transparency: civil service, the civil service in Latin America and the Caribbean: situation and future challenges: the Caribbean perspective, working paper. Retrieved from http://services.iadb.org/wmsfiles/products/Publications/558038.pdf.

[5]. https://www.capam.org/offerings/articles/2015/public_service_transformation_through_constitution_review.html

[6]. Kapoor, https://www.haygroup.com/downloads/uae/2013-10-changingtimes reward practices in the gcc countries - final.pdf.

[7]. Obasaolufemi, 2015. “Low Income and Diminishing Productivity in Nigerian Public Sector” Arts and Social Sciences Journal, 6:113.doi:10.4172/2151-6200.1000113. Retrieved from 

https://www.omicsonline.org/open-access/low-income-and-diminishing-productivity-in-nigerian-public-

sector-2151-6200-1000113.php?aid=59234&view=mobile.

[8]. Riley, Beresford and Nunes, Micheline, 2004. “Public sector reform programmes and performance management in Trinidad and Tobago”, A Country paper for the Commonwealth regional seminar on integrated performance management systems in the public sector for the Caribbean region. Retrieved from

http://unpan1.un.org/intradoc/groups/public/documents/CARICAD/UNPAN017179.pdf.

[9]. Salaries and Benefits in the Public Service Booklet, Department of Public Service and Administration, Republic of South Africa Retrieved from 

http://unpan1.un.org/intradoc/groups/public/documents/CPSI/UNPAN034586.pdf.

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http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.200.82&rep=rep1&type=pdf.

[11].  Trinidad and Tobago Civil Service Act, Chapter 23:01 Retrieved from

http://rgd.legalaffairs.gov.tt/laws2/alphabetical_list/lawspdfs/23.01.pdf.

Abstract:

Sudden natural disasters, such as hurricanes, earthquakes, floods and tsunamis usually generate destruction on impact, injuring people, rendering many homeless and imposing huge cost to governments by destroying public infrastructure. Considering the adverse effects on properties, human life and the economy at large, it is important to pay particular attention to humanitarian logistics as a vital medium for responding to present disasters and preparing for future ones. This study examined the factors and mechanisms for humanitarian logistical services delivery in Ghana. The case study focused on humanitarian and relief organizations operating in Ghana. Questionnaires and in-depth interviews were used to gather data from officials of ten disaster relief organizations. Findings from the study revealed important factors for effective and efficient disaster relief operations. Despite financial and logistical challenges, humanitarian organizations have put in place mechanisms for dealing with emergencies. Disaster relief organizations operating in Ghana should adopt innovative and responsive mechanisms in humanitarian relief operation so as to achieve agility.

Keywords: Humanitarian Logistics, Natural Disaster, Relief Organisations. Innovative and Responsive Mechanisms.

References:

[1].     Addai, E. K., Tulashie, S.K., Annan, J.S. and Yeboah, I. (2017). Trend of Fire Outbreaks in Ghana and Ways to Prevent These Incidents, Safety and Health at Work 7 (2016) 284-292.

[2].     Allotey, N. K., Arku, G. and Amponsah, P. E. (2010) Earthquake-disaster preparedness: The Case of Accra, International Journal of Disaster Resilience in the Built Environment, 1, 2. 140-156.

[3].     Amponsah, P.K. (2004). Seismic activity in Ghana: Past, present and future. Annals of Geophysics, 47(2/3), 539-543.

[4].     Annan J-S, Addai EK, Tulashie SK. (2015). A call for action to improve occupational health and safety in Ghana and a critical look at the existing legal requirement and legislation. Safety Health Work 2015; 6:146-50. 


[5].     Bempah, S. A. and Øyhus. A.O. (2017): The role of social perception in disaster risk reduction: Beliefs, perception, and attitudes regarding flood disasters in communities along the Volta River, Ghana, International Journal of Disaster Risk Reduction 23 (2017) 104–108.

[6].     Bryman, A. (2004), Social Research Methods, 3rd ed, Oxford University Press, Oxford. 


[7]. Buatsi, S.N. (2007), Humanitarian logistics: context and challenges in Ghana and Africa, International Conference on humanitarian logistics in Ghana.

[8]. Díaz-Delgado, C and Iniestra, J. G. (2014) Flood Risk Assessment in Humanitarian Logistics Process Design. Journal of Applied Research and Technology, 12, 976-984

[9]. Ernst, R. (2003), The academic side of commercial logistics and the importance of this special issue. Forced Migration Review, 18, p. 5.

[10].  Kopczak, L. R. and Johnson, M. E. (2004), “Can Heroes be Efficient? Information Technology at the International Federation of the Red Cross”, the Tuck School of Business at Dartmouth Glassmeyer/McNamee Center for Digital Strategies, Vrs Oct 2004, Kovacs, G. and Spens, K., M. (2007) Humanitarian logistics in disaster relief operations, International Journal of Physical Distribution & Logistics Management, 7, 2, 99-114.

[11].  Ntajal, J., Lamptey, B, L., Mahamadou, I. B. and Nyarko, B.K. (2017). Flood disaster risk mapping in the Lower Mono River Basin in Togo, West Africa International Journal of Disaster Risk Reduction 23 (2017) 93–103.

[12].  Nyarko, B.K. (2010). Flood Risk Zoning of Ghana: Accra Experience, International Archives of Photogrammetry and Remote Sensing. Vol. XXXIII, Part B7. Amsterdam, the Netherlands.

[13].  Osei, F. B. (2010), Spatial Statistics of Epidemic Data: The Case of Cholera Epidemiology in Ghana, PhD Thesis, University of Twente, Enschede, Netherlands.

[14].  Oteng-Ababio, M. (2013). Prevention is better than cure: Assessing Ghana’s preparedness (capacity) for disaster management. Jamba: Journal of Disaster Risk Studies, 5 (2), 1-11.

[15].  Overstreet, R.E., Hall, D, Hanna, J. B., Rainer, J. and R. Kelly, R (2011). Research in humanitarian logistics. Journal of Humanitarian Logistics and Supply Chain Management, 1 (2011), pp. 114-131

[16].  Sam-Okyere E. (2010). Infernos in our offices; demystifying the facts. The Chronicle. 2010 Feb 25; p. 3. 


[17].  Sarpong A.O. (2013). Fire risk vulnerability in informal settlements the case of Ashaiman. MS thesis. Accra (Ghana): University of Ghana; 2013. 


[18].  Tomasini, R. and Van Wassenhove, L. N. (2009). From preparedness, to partnerships:

[19].  Case study research on humanitarian logistics, International Transactions in Operational Research, 16(5), 549–559.

[20].  Tulashie SK, Addai EK, Annan J-S. (2016). Exposure assessment, a preventive process in managing workplace safety and health, challenges in Ghana. Safety Science, 2016; 84:210-215. 
 van Wassenhove, L.N. (2006), Humanitarian aid logistics: supply chain management in high gear, Journal of the Operational Research Society, 57,5. 475-89.

[21].  WHO (2015) Situation Report on Cholera Outbreak in Ghana as of 24 May 2015 (Week 21), Country Office Accra, Ghana.

[22].  Yin, R. K. (2004). Case Study Research: Design and Methods, 3^rd Ed. Sage, Thousand Oaks, CA.

Abstract:

The main research problem in this study was to identify the impact of emotional intelligence training on the quality of work life amongst employees. The main research problem gave rise to three sub problems which were addressed through the following actions:

A literature study was conducted to explore what the existing literature revealed about emotional intelligence, quality of work of work life and the relationship between the two constructs. Special attention was given to emotional intelligence training and its impact on the quality of work life amongst employees.

A two day structured emotional intelligence training program was delivered to a group of thirty employees. Additionally, pre and post the training intervention, an emotional intelligence psychometric assessment (The SEI assessment by the Six Seconds Network) was administered and the results were compared. Further to this, structured interviews were conducted with fifteen members from the sample group to obtain their views on the benefits of the emotional intelligence training and its impact on their quality of work life.

The results from the literature review and empirical study revealed the emotional intelligence training was extremely beneficial to employees, specifically with regard to improving their emotional intelligence competencies, which led to a better, happier work life.

As a result of the above, the researcher concluded that every organization in today’s contemporary environment should aim to incorporate programs that build emotional intelligence amongst employees which can lead to better relationships in the workplace and a more productive, stress free work life.

Keywords: Emotional Intelligence, Quality of work life, Competencies, Psychometric assessment, Impact of training.

References:

[1]. American Management Association. [Online]. Available at: http://www.amanet.org/ Accessed on 16 October 2017.

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http://www.eiconsortium.org/pdf/baron_model_of_emotional_social_intelligence.pdf Accessed on 18 October 2017.

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Abstract:

Purpose: The purpose of this document is to propose that employee discipline be considered as a factor in employee engagement.

Design/Methodology/Approach: This conceptual review focuses on the research evidence showing the mediating role of employee discipline in enhancing employee engagement. The affective shift model helps us understand the relationship between employee discipline and employee engagement.

Findings: The author proposed that based on the affective shift model, employee discipline be considered as employee engagement and employee disengagement.

Recommendations: It is suggested that Human Resource Department should develop and put in place an engagement Plan targeting such employees to help them to quickly adjust and become productive and active, take part in decision making as they become committed in the realization of the organizational strategic objectives. Further, the author recommend that a detailed comparative study targeting both private and public organizations be conducted to assess the effect of discipline in enhancing employee engagement and also that an exploratory study be conducted to determine the effect of progressive discipline on employee engagement in organization.

Originality/Value: The author suggests that Human Resource Department should develop an engagement plan targeting disciplined employees with the view of helping them to quickly become productive and active, take part in decision making and become committed in the realization of the organizational strategic objectives.

Keywords: Employees, Discipline, Disengagement, Engagement, Commitment, Involvement.

References:

[1].     Abdul, Rizwan, Muhammad and Ali (2014), ‘A Critical Review of Model and Theory of Employee Engagement’ Science International (Lahore), 26 (2) pp. 821-824.

[2].     Anita J. (2014) Determinants of Employee Engagement and their impact on employee performance, International Journal of Productivity and Performance Management, Vol 63, No. 3, pp. 308-323r Emerald Group Publishing Limited.

[3].     Arnold B. Bakker (2011) ‘An Evidence – Based Model of Work Engagement’ Association Psychological Science, Vol 20 No. 4 pp265-269.

[4].     A.S. Sathishkumar and Dr. P. Karthiikeyan (2014), ‘Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance’ Journal of Business Management and Social Sciences Research (JBM&SSR), Vol 3, No. 10, pp. 1-5.

[5].     Bakker and Demerouti (2008), “Towards a Model of Work Engagement”, Career Development International, 13, pp. 209-223.

[6].     Bates S. (2004), Getting engaged: Half of your workforce may be just going through the motions. HR Magazine, 49: 44-51

[7].     Baumruk, R. (2004) ‘The missing link: the role of employee engagement in business success’, Workspan, Vol 47, pp48-52.Fenley A. "Models, styles and metaphors: understanding the management of discipline", Employee Relations, 1998; 20: 353.

[8].     Buchanan, D. and Huczynski, A. (2004) Organisational Behaviour. An introductory text, 5^th ed. Harlow, FT/Prentice Hall.

[9].     Buckingham, M. (2001) ‘What a waste’, People Management, 11 October, pp36-39.

[10].  Catherine, Rick Krestin, Amanda and Emma (2013), Employee Engagement in Theory and Practice, CPI Group (UK) Ltd, Wolverhampton.

[11].  Decenzo DA, Robbins SP. Human Resources Management, 6th Edition, John Wily and Sons, Inc, New York, 1999; P. 401.

[12].  Delbridge R, Keenoy T (2010). „Beyond Managerialism? Int. J. Hum. Resour. Manage. 21:799-817.

[13].  Dr Hammand Alshammari (2015) ‘Workplace Productivity through Employee Workforce Engagement: A Review Study’ International Journal of Business and Social Science, Vol 6, No. 12, pp. 156-162.

[14].  Dr. Naval Garg and Dr. Brij Sharma (2015), The Mediating Role of Employee Engagement in the Relationship between High Performance Work Practices and Job Performance, NMIMS Management Review, Volume XXVII April-May 2015, pp. 85-102.

[15].  Elena Heikkeri (2010), Roots and Consequences of the Employee Disengagement Phenomenon, Saimaa University of Applied Sciences, Lappeenranta.

[16].  Gallup Organization (2005), Employee Engagement: The Engagement side of the Human sigma Equation Retrieved from www.Gallup.com on 12 September 2016.

[17].  Harter, J.K., Schmidt, F.L. and Hayes, T.L. (2002) ‘Business-unit level relationship between employee satisfaction, employee engagement, and business outcomes: a meta- analyses, Journal of Applied Psychology, Vol 87, pp268-79.

[18].  Harter, J.K., Schmidt, F.L. and Keyes, C.L. (2002) ‘Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies’, in Keyes, C.L. and Haidt, J. (Eds) Flourishing: The Positive Person and the Good Life, pp205-224. American Psychological Association, Washington D.C.

[19].  Hewitt Associate (2004), Employee engagement at double digit growth companies. Research Brief.

[20].  Ivan T. Robertson and Cary L. Cooper (2009), ‘Full engagement: the integration of employee engagement and psychological well-being’, Leadership and Organizational Development Journal, Vol 31 No 4. 2010 pp. 324-336.

[21].  Jenkins S. and Delbridge, R. (2013) ‘Context Matters: Examining ‘Soft’ and ‘Hard” Approaches to Employee Engagement in Two Workplaces’, International Journal of Human Resource Management, 24 14:268-279.

[22].  Kahn W. A. (1990), Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.

[23].  Kular, S., Gatenby, M., Rees, C., Soane, E. & Truss, K. (2008). Employee Engagement: A Literature Review. Kingston Business School, Kingston University Working Paper Series No 19, October 2008.

[24].  May DR, Gilson RL, Harter LM (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. J. Occup. Organ. Psychol. 77:11-37.

[25].  Milkovich GT, Boudreau. Personnel Human Resource Management, All India Traveler Bookseller, New Delhi, 1998.

[26].  Mopani Copper Mines Plc (2016) Disciplinary Code and Grievance Procedure for Senior Staff.

[27].  Ologbo C. Andrew and Saudah (2012), ‘Individual Factors and Work Outcomes of Employee Engagement’ Procedia – Social and Behaviour Sciences 40, Elsevier Ltd, pp. 498-508.

[28].  Onesmus Kamau and Muathe SMA (2016), ‘A Critical Review of Literature on Employee Engagement Concept’ International Journal of Research in Social Sciences, Vol 6. No. 3, pp. 1-8

[29].  Padmakumar, R. & Prabhakar Gantasala, V. (2011). The role of employee engagement in work-related outcomes. Interdisciplinary Journal of Research in Business, 1(3), 47-61.

[30].  Redeker J. Discipline: Policies and Procedures, Bureau of National Affairs, Washington, DC, 1983; P. 211.SABPP, Fact sheet, (2014), Employee Engagement, Number 2014/9, pp. 1-17.

[31].  Saks, A. M. (2006), ‘Antecedents and Consequences of Employee Engagement’ Journal of Managerial Psychological, 21 (7), 600-619.

[32].  The Insights Group Ltd (2014), ‘White Paper – Employee Engagement’

[33].  Truss, C. Mankin, D. and Kelliher, C. (2012) Strategic Human Resource Management, Oxford: Oxford University Press.

[34].  Viktoria, Ali Taha (2014), ‘Conceptualization and overview of current researches on employee engagement’ Economy and Society Environment, Faculty of Management, University of Pres’ov.

[35].  Vonai Chirasha (2013) ‘Management of Discipline for good Performance: A theoretical perspective’ Online Journal of Social Sciences Research, Volume 2, Issue 7, pp 214-219,

[36].  Wilmar Schaufeli, 2013, What is engagement in C. Truss, K. Alfes, R. Debridge, A. Shantz, and E. Soane (Eds) Employee Engagement in Theory and Practice, Routledge.

Abstract:

The ever increasing demand of customers and the challenges of globalization put a lot of pressure on companies worldwide to adopt proven frameworks for organizational excellence. As a result, Nigerian companies today are implementing Total Quality Management (TQM) System. The objective of this study is to establish a relationship between total quality management and organizational performance using a manufacturing company in Nigeria. Twenty five (25) carefully framed questionnaires were sent out to the study population and 13 were returned in usable form. The Chi Square method of statistics was used to test the four formulated hypothesis. The findings showed a significant relationship between total quality management and organizational performance, between TQM and defect prevention and perception errors, between the success of TQM and perception of organizational members, between TQM and effective management of resistance to .change. This study recommends that organizational management provide enabling environment to implement TQM systems. The study concludes that a major strategy for achieving high quality is TQM with a good management system for continuous improvements that rely heavily on employee involvement.

Keywords: Defect Prevention, Globalization, Organizational Challenges, Organizational Performance and Total Quality Management.

References:

[1].     Akinola, C. (1999): Office Administration for Managers and Secretaries Lagos Vision-Plus Ventures.

[2].     Boiral, O (1996): ISO 9000: Outside the Iron Cage in www.daesgisq.com.

[3].     Dale, B & Bunny, H. (1999) Total Quality Management Blueprints, Oxford, Blackwell Publishers Limited

[4].     Hoyle, D, & Thompson, J. (2001) Converting a Quality Management System using the Process Approach United Kingdom, Transition Support Limited.

[5].     Hoyle, D. (2001): ISO 9000 Quality Systems Handbook London, Butterworth-Heinemann.

[6].     Machin J. L. J. (1980): The Expectations Approach- Improving managerial communication and performance London, McGraw-Hill Book Company (U K) Limited.

[7].     Martin, W. B. (1989): Managing Quality Customer Service London, Kogan Page Ltd.;

[8].     Naumann, E. & Hoistington, S, (2001): Customer Centered Six Sigma – Linking Customers, Process Improvement, and Financial Results, Wiscosin, American Society for Quality Press.

[9].     O’Hanlon, T, (2002): Quality Audits for ISO 9001:2000: Making compliance value-added Wisconsin, Quality Press.

[10].  Okolie, E. E. (2002): Upgrading Your Quality System to ISO 9000 Standards- A practical Approach Ibadan, Spectrum Books Limited.

[11].  Onwuka W. E. (2006): Implementing ISO 9001:2000 An unpublished training document

[12].  Onyene, V. E. (2000): Dynamics of Institutional Management –Towards Strategic Administrative Competence Lagos; Sam Orient Publishers.

[13].  Pasterczyk, C. E (1999): A Graded Approach to ISO 9000 Implementation for Records Managers in www.sandia.gov/html.

[14].  Peters, T. (1995): In search of Excellence, New York, Harper Collins.

[15].  Simmons, B. L. &White, M. A. (1999): “The Relationship between ISO 9000 and Business Performance: Does Registration Really Matter?” Journal of Managerial Issues, Vol. 11, 1999.

[16].  Sprow; E. (1992): Insights into ISO 9000” Manufacturing Engineering, p 73, September 1992.

[17].  Standards Organisation of Nigeria. SON Import/Export Inspection Guidelines, Lagos.

[18].  Togun, A. (2005): Business Policy for Graduates and Professionals, An instruction manual for LAUTECH MBA programme, Ogbomoso.

[19].  Waller, J., Allen, D., & Burns, A. (1993) The Quality Management Manual- How to write and develop a successful manual for Quality Management System, London, Kogan Page Limited.

[20].  Wilkins, R. H. (1994): The Quality Empowered Business: Creating a circle-4 Quality System for Success, New Jersey, Prentice Hall, Inc.

Abstract:

Compensation is a systematic approach to providing value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Wage and salary administration is concerned with designing and implementing total compensation package.

The purpose of this research was to ascertain the impacts of compensation on the job satisfaction of teachers in Lakes State. The problem of the study revolved around teachers’ dissatisfaction with their compensation before and in the aftermath of the South Sudanese civil war which started in December 2013, whereby the economic situation deteriorated badly, this further exacerbated the already dire situation of civil servants of various government ministries both at national and at sub-national levels. The economic downturn affected people’s livelihood as cost of goods which are basically imported from the neighboring East African Countries of Kenya and Uganda soured. As prices continue to increase daily, staff salaries remained fixed. The research question was: what are the impacts of all forms of compensation on job satisfaction of teachers in Lakes State?

The research was carried out in four schools within Rumbek Township and 42 teachers were reached out of the targeted population of 47 teachers. Purposive sampling was used to identify respondents and pretested questionnaires were shared with them. The resultant data was tabulated and analyzed.

The findings showed lack of appropriate compensation which is embodied in the three predictor indicators (remuneration, supportive organization factors, demographic factors) and has caused unprecedented level of dissatisfaction among teachers. The predictor variables work in tandem to achieve a better job satisfaction for teachers or otherwise.

Keywords: Compensation, Remuneration, job satisfaction, employee turnover, and employee wellness.

References:

[1].     Ajak, Mading, M. (2015). The Root Causes of Teacher Attrition (Teacher Dropout) in the Conflict Affected South Sudan, Central Equatorial State: Case Study of Garang Memorial schools.

[2].     Mohanta Dr., G.C (2013). Concept of compensation and reward, compensation dimensions, system of compensating. Al-Qurmoshi Institute of Business Management, Hyderabad.

[3]. European Observatory of Working Life (2013). Impact of salary on job satisfaction. https://www.eurofound.europa.eu/observatories/eurwork/articles/impact-of-salary-on-job-satisfaction accessed on 3rd Nov. 2017

[4].  East African Newspaper URL: http://www.theeastafrican.co.ke/news/South-Sudan-facing-unrest-over-delayed-salaries--/2558-3267300-36i90t/index.html accessed on 12 Nov. 2017.

[5]. Guajardo, Jarred (2011). Teacher Motivation: Theoretical Framework, Situation Analysis of Save the Children Country Offices, and Recommended Strategies. https://www.oxfamnovib.nl/Redactie/Downloads/English/SPEF/281-24%20Teacher%20Motivation%20Report.pdf accessed on 5^th Nov. 2017.

[6].     Kenya. Journal of Human Resource Management Volume 3, Issue 6, December 2015, Pages: 47-59.

[7]. Muguongo, Mary Makena; Muguna, Andrew T.; Muriithi, Dennis K. (2015). Effects of Compensation on Job Satisfaction among Secondary School Teachers in Maara Sub - County of Tharaka Nithi County.

[8]. National Bureau of Statistics (2010). Statistical Yearbook for Southern Sudan. Published by Southern Sudan Centre for Census, Statistics and Evaluation P.O. Box 137, Juba.

[9]. Oluoch, Fred (2016). South Sudan facing unrest over delayed salaries. News Article Published in the Schmidt, Steven W. The Relationship between Satisfaction with on-the-job training and overall job satisfaction.

Abstract:

The main objective of the study is to investigate the impact of e-commerce on emerging market. The study aims at examine the role of electronic commerce in promoting the development of emerging online market firm. The study used a descriptive research design in gathering data from employee working in Konga. One Hundred and Twenty-Seven male and female employee working in this organization were involved in the study. The study participants were selected using convenience sampling techniques. The data gathered from the respondents were analyzed with both descriptive and inferential statistics. One hypothesis was tested using multiple regression analysis at 0.05% level of significant. The analysis reveals that e-commerce would significantly have influence {F (1,126) =25.270, R²=.168, P<0.05} on developing market of Konga online marketplace. In addition, the analysis shows that 16.8% variation in developing market of Konga online marketplace can be explained by the level of e-commerce adopted. E-commerce adoption strategies significantly improve the firm growth and development. It is recommended that more e-commerce promoting policy should be established to improve the level of e-commerce adoption in Nigeria. It is suggested that business firm should incorporate e-commerce related system to their business operation to boost the overall growth of Nigeria economy.

Keywords: Electronic Commerce, Development, Performance, ICT, Emerging Market, Growth.

References:

[1]. Adeyeye, M. (2008). “E-Commerce, Business Methods and Evaluation of Payment Methods in Nigeria”. Electronic Journal Information Systems Evaluation [Online], 11 (1), 1-6. http://www.ejise.com/volume-11/volume11-issue1/Adeyeye.pdf.

[2]. Ajayi, A. et al. (2008). “Improving the Response Time of Online Buyers in Nigeria: The Way Forward”. Journal of Internet Banking and Commerce, 13 (1), 1-10.

[3]. Atuanya, Patrick; Augie, Bala (6 December 2013). "Online Sales Boom as Konga, Jumia lure Shoppers". Business Day. Retrieved 24 December 2013.

[4]. Ayo, C.K. (2006). “The Prospects of E-Commerce Implementation in Nigeria”. Journal of Internet Banking and Commerce, 11 (3), 1-8.

[5]. Gonca, T.Y., Eser, E.B., Bekir, Y & Ozgur, S. (2014). E-commerce entrepreneurship and e-marketing in leather industry. Turkey: Ege University, Izmir. Retrieved from http://www.academia.edu on 05/07/2014.

[6]. Ikemelu, C.R. (2012). Electronic commerce in Nigeria: concept and effective implementation. Journal of Research and Development, 4(1). December.

[7]. Internet Crime Complaint Center. (2009), “Internet Crime Report”. [Online]. http://www.ic3.gov/media/annualreport/2009_IC3Report.pdf.

[8]. “Internet Sales Flourish in Nigeria”. Financial Times. 14 May 2013. Retrieved 2 February 2015.

[9]. Javier SL, Tractinsky N, Vitale M (2011). Consumer trust in an internet store. Inform. Technol. Manage., 1(12): 45-71.

[10].  "Konga's bold attempt to revolutionize online payments in Nigeria – Ventureburn". Ventureburn. Retrieved 2016-01-10.

[11].  McKnight, D.H. et al. (2002). “Developing and Validating Trust Measures for E-Commerce: An Integrative Typology”. Information Systems Research, 13 (3), 334- 359.

[12].  Tito, P. (2014). Nigeria’s e-commerce rises and the legitimate business opportunities it brings. Retrieved from www.naijapreneur.com on 28/09/2014.