Abstract
How employees feel and behave in an organisation is very important in determining how they will perform any assigned task. As such, employee attitude has been at the centre stage of human resource management strategies as a means to improving their performance and commitment to their job and by extension the performance of the organisation. In this regard, this study examined the causality between the attitude and job performance of senior staff of University of Cape Coast. Due to the large number of staff and demands of the research objectives, a quantitative approach was adopted using a descriptive research design. A sample size of 308 was derived from a population of 1,532 using Krejcie and Morgan (1970). Questionnaire was used to randomly collect data from 308 senior staff. SPSS was used to code and capture the data besides performing factors analysis on the challenges that impede management’s ability to improve the attitude of senior staff. Smart PLS 3 was used to perform partial least square regression analysis on the link between attitude and performance of the staff. The results show that about 43% of changes in senior staff’s job performance can be attributed to changes in their attitude. Also, the attitude of the senior staff can predict about 26% of how they will perform their job. Stimulating innovations and change, improving ethical behaviour and total quality management are the main challenges that impedes management’s ability to improve the attitude of the senior staff in relation to their job performance. For policy implications management should also dedicate resources to mitigating jealousy among staff.
Highlights
Imparting knowledge, building the skills and competences of future leaders are the primary goals of tertiary institutions (Boice, Torrisi-Steele & Boice, 2018; Datta, 2018)
It can be observed from figure 2 that collective bargaining agreement, job participation, organisational justices, salary and incentives and work conditions are the prominent factors influencing the attitude of senior staff of University of Cape Coast (UCC)
With regard to job performance, it can be observed in figure 2 that the capability of the senior staff in doing their job rest on adaptability and dependability, initiatives and resourcefulness, judgment and policy compliance, knowledge of job, punctuality/quality of work and relations with coworkers
Summary
Imparting knowledge, building the skills and competences of future leaders are the primary goals of tertiary institutions (Boice, Torrisi-Steele & Boice, 2018; Datta, 2018). With the global demand for competent and skilled labour, tertiary institutions and organisations are devoting more resources to acquiring, training and maintaining skilled and competent employees as a strategy to creating a robust workforce (Madrigano, Chandra, Costigan & Acosta, 2020) These calibre of skilled staff do bring innovations and creativity to tertiary institutions, they ensure a guaranteed competitive advantage besides internal discipline (Galsworth, 2017). This inevitable need for such a skilled staff conforms to the assertion that human capital is the most important resource of any organization (Sumption, 2017; Contigiani, Hsu & Barankay, 2018) In support of this assertion, Nieves and Quintana (2018) explained that irrespective of the quality and quantity of machinery, procedures, polices and financial strength of any organisation, it is the human capital that can operate all these in a coordinated and synchronized manner to achieve a desired objective. For this to be possible, an organisations needs to have well motivated and dedicated staff
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