Arabian Journal of Business and Management Review

Since the dawn of civilization, evolvement in communication has always been the cardinal factor of reformation towards building a courteous association of human race. Likewise, to ensure attainment of absolute expedient outcome from a business organization, there is just no substitute of effective business communication. So it is of utmost significance that the employees maintain a meaningful communication not only with the top management but also with their coworkers and peers. The following is a self-conducted research study on the various roles and impacts of business communication on employee performance and job satisfaction. The study was conducted on a renowned bank of Bangladesh. The research was directed in the form of descriptive survey through questionnaire. The data were analyzed using different expository statistical analysis methods. In the end, the results obtained suggest strongly that effective business communication has an indisputable and obvious influence on employee’s overall performance and satisfaction.

information provided through this survey has presented some valuable data into the hearts and minds of many different kinds of people. To speak on their responses, they all believe that medical marijuana is popular by the majority, they feel it will eventually be legalized and that governments and businesses stand to make billions from the sale and taxation of marijuana. Most agreed the public sector should be charged with its management and that the same rules that apply to tobacco and alcohol should apply to marijuana.

The current economic situation in Nigeria like in many other countries makes it almost inevitable that a number of companies will be financially distressed and in need of some form of reorganization to ensure they can continue as a going concern. As at July 2016, over 4 million employees have lost their jobs given challenges faced by their companies (FSB, 2016). By the end of 2015, industry and CBN reports put the total stock of non-performing loans at about N620 billion, which is almost at the CBN regulatory threshold of 5%. This position has deteriorated to 22% as at March 2016, compared to 3.8% in March 2015. The CBN Financial Stability Report for the second half of 2015, shows that non-performing loans (NPLs) in the Nigerian banking system rose by 78.8% over 2014 figures from N649.63 billion as of December 31, 2015 compared with N363.31 billion recorded at the end of December 2014 (CBN, 2015).

The main objective of this research was to investigate the relation of dimensions of organizational commitment and employee’s performance in banking sector of Lahore. About 213 questionnaires were collected from employees of private and public banks located in Lahore. Regression analysis was used to know the results and it is found that affective, normative, and continual commitment are positively related with employee’s performance separately and jointly. Future studies and implications are also discussed.

As Kotter commented, a change is required to build an organization that wins in both the present and the future. However, for change to be successful, it should take the culture aspects into consideration. Hence, this research brought the cultural component under full investigation in terms of both the national and organizational cultures by utilizing Hofstede’s 6-Dimension Model and Hofstede Multi-Focus Model. The purpose is to provide a new culture-based change management model. The new model is called ElKattan’s 5-Theme Model. The model tackles a number of pitfalls in the existing models like Lewin’s 3-Phase Model and Kotter’s 8-Step Model. The study used a qualitative research design in a context of two medium-sized companies in Egypt. In order to assess the influence of the culture on the change, the organizational culture was measured using a survey that is based on the Hofstede Multi-Focus Model. The research showed how a lack of practicing the components of the 5-Theme Model led to failure in implementation. This paper provides a comprehensive model of how organizational change should be managed by medium-sized companies in any industry globally. The model suggests a number of components that must be practiced during the different phases of the implementation. The model provides managers with a complete practical toolkit that can be used while managing the change during the different phases of the implementation. The model provides integration between change, strategy, project management, and culture. To the researcher’s knowledge, no such model is available in change management literature.

Assessing, diagnosing and measuring organizational culture is the start point in developing organizations as organizational literature reveals. Therefore, different cultural dimensions models have been developed to portray organizational culture, identifying cultural attributes of a specific organization, or sub-cultures within the same organizations, and recognizing the dominant culture and the preferred culture that an organization should change to. According to Denison [1], there are several reasons that made us assess organizational culture: (1) New business applications, (2) new mergers and acquisitions, (3) a new president or CEO on a board, (4) organizations that may be facing decline and (5) new strategic initiatives.

Purpose: The purpose of the study was to investigate the impact of CKM on innovation capability of the private banks of Pakistan under the moderating role of organizational structure. Design/Methodology/Approach: The data have been collected via questionnaires distributed among the 400 employees (Officer Grade) of private banks in the Southern Punjab, Pakistan. The Feedback was received by the 301 employees. Hypotheses were tested using “Multiple Regression Analysis”. Findings: The results of the study indicate that Customer Knowledge Management (knowledge from customer, knowledge about customer and knowledge for customer) has positive impact on the innovation capability (innovation speed and innovation quality) with the moderating role of the organizational structure. Research limitations/implications: The basic precautions are kept in consideration to make the research free from those errors which may cause interruption in data analysis and interpretation. But in spite of all the carefulness, there were some limitations which caused hurdles in the smooth working of the research. The main of the limitation was that the targeted population in collection of the data were restricted to the private banks of Southern Punjab, as it was very complex to capture the data from the whole province or the country within the available resources. Moreover, respondents of the understudy organizations were reluctant and hesitant in providing appropriate information regarding banks because of organizational privacy policies. Lastly, the study was restricted to only few variables Like CKM, Organizational structure, Innovation capability and Business performance as more variables like organizational learning can also be added as moderating variable in the study. Practical implications: The consequences of this research will be helpful for the business organizations to attain their target goals by adding customers’ knowledge and ideas into their policies and practices. This will provide applicable guidelines to the banks to implement CKM principles into their system to be more innovative and creative. This research will also prove beneficial for the banks because it provides logical reason of giving value to the stakeholders of the firm like customers and employees. Originality/Value: CKM is a new concept which is introduced in the research as competitive advantage for the banks in the Pakistan. As if the banks take customer’s feedback into consideration, it will lead towards less wastage of resources and improved business performance.

Employees are very vital and valuable asset of an institution. An institution’s success might not be realized without its worker’s support and involvement. This study examined Intrinsic Factors of motivation which are influencing intention to leave among health department’s employees in District Okara (Punjab) Pakistan. The researcher through literature review identified the three factors i.e., training and development opportunities, recognition and peer relations, which can greatly influence intention to leave (ITL). This study has selected a sample size of 214 by targeting the employees of health department, including doctors, nurses and nutrition supervisors. After conducting the survey, 201 accurately filled questionnaires have been received back. The end results of this study indicate that training and development opportunities have very strong inverse relationship with employee’s intention to quit. The rest have negative relationship with intention to leave too. There is a significant inverse relationship of all identified factors with intention to leave. This also offered the suitable recommendations and directions for future study.

The current study examined the relationship between distributive justice and workplace deviance with the role of perceived organizational support as mediator. The descriptive (correlation) method of data collection was used. The participants in this study were 150 staffs from public sector organizations of Pakistan. All the three variables were measured with a single designed questionnaire. The data were analyzed by using the correlation and linear regressions. The major findings were as follows: 1) Distributive justice and workplace deviance was found significantly and negatively correlated with each other. 2) Distributive justice was found significantly and positively correlated with perceived organizational support. 3) Workplace deviance was determined significantly and negatively correlated with perceived organizational support, 4). The regression analysis proved the perceived organizational support as a full mediator between distributive justice and workplace deviance.a