Staffing, Promotions and Employee performance

Staffing, Promotions and Employee performance

According to Rowden and Conine (2013), a large part of the workers sense of job

satisfaction and performance can be attributed to workplace learning opportunities they

benefit from. The absence of appropriate and sufficient staff development programmes or

mechanisms may therefore accounts to a large extent for the poor performance of employees

in organizations.

Tuwei et al. (2013) on their study on Promotion Opportunity on Employee Career Change

Decision, The Case of a Selected Learning Institution in Kenya; Thus, the study examined

the effect of promotion opportunity on non teaching staff career change intention in Moi

relationship with non teaching staff career change intention. The findings indicated that non

teaching staff considered promotion opportunity as the critical indicator of their perception

of job satisfaction.

Gathingu et al. (2008), on their study on Effect of Promotion Strategies on the

organizational Commitment of Banking Sector Employees in Kenya, The study sought to

assess the effect of promotion practices on the employee commitment in the banking

industry in Kenya. Data were collected through a self-administered questionnaire from

employees in different commercial banks. The study divided the target population into two

groups, those on contract and permanent employees. The results indicate that promotion had

a significant relationship with commitment for contract (p=0.000) while for permanent

questionnaire was used to collect data. For the purpose of showing the relationships among

various responses, quantitative analysis was done using descriptive statistics, consisting of;

percentages, arithmetic mean, standard deviations. Further, chi-square test was used to

determine the association between the responses to declining opportunities for employee

promotions on one hand and motivation and retention on the other hand. Findings from the

study indicate that; ensuring good work conditions; enhancing good work relations; giving

annual salary increments and guaranteeing job security are some of the major strategic

responses used by state corporations to effectively deal with the declining opportunities for

employee promotions.

Oguwa (2011) in his study Influence of Employee Relations Strategies on Organizational

study, data collection was stratified using random sampling since the research was not

dealing with homogenous respondents. Data collected was analyzed using SPSS version 12

and presented in tables to allow for cross comparison according to the objective of the study.

The study found that staffing and promotions significantly influence organizational

performance.

Manyasi, Kibas & Chepkilot, (2012), on their study on Effects of organizational support for

career development on employee performance: A case of Kenyan Public Universities, The

study sought to examine the effect of university support for career development on

lecturers‟ performance in public universities. It was guided by the psychological contract

theory, data was collected from 328 academic staff drawn from all the public universities in

for further studies as well as incentives such as salary increases and promotions on

completion of such programmes enhanced organizational citizenship hence improved

employee performance.

distant environments for reasons related to the efficient transfer of management practices

and firm-specific capabilities and (b) the positive influence of expatriate staffing levels on

subsidiary performance is dependent on the institutional distance between the host and

home country, and subsidiary experience. The y found out based on their analysis of

expatriate employment levels and performance in 12,997 foreign subsidiaries of 2,952

Japanese firms in 48 countries.

McCue, Mark & Harless (2003), in their study on Nurse staffing, quality care, and financial

performance, examined the relationship among nurse staffing, quality of care and financial

performance. The study applied a dynamic econometric model to evaluate weather hospitals

that changed their nurse staffing and quality care affected their financial performance.

owned enterprises were responding to problems emanating from declining opportunities for

promotion and used quantitative analysis using descriptive statistics found out that

enhancing good work relations as a responses for the declining promotional opportunities.

Oguwa (2011), studied Influence of Employee Relations Strategies on Organizational

Performance: A Case of Kenya Commercial Bank Kisumu Branch, The study found that

development on lecturers‟ performance in public universities, they focused on the teaching

staff, the results indicated that organizational support for career development of employees

positively affected their performance in public universities. Gaur, Delios, & Singh (2007),

investigated Institutional environments, staffing strategies, and subsidiary performance, they

found out the positive influence of expatriate staffing levels on subsidiary performance is

dependent on the institutional distance between the host and home country, and subsidiary

experience. McCue, Mark & Harless (2003) examined the relationship among nurse

staffing, quality of care and financial performance, the study found out a statically

significant increase in operating costs when registered nurse levels increase, but no statically

significant decrease in profit.

The studies covered influence of staffing and promotions organizations. They investigated

the staffing and promotions on productivity in organization, the effect of job promotion

opportunity on non-teaching staff career change, the effects promotion strategies on

organizational commitment, effect of staffing and promotions on organizational

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