Human capital impact on organizational performance of commercial banks operating in Yemen
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Received February 27, 2022;Accepted May 31, 2022;Published July 5, 2022
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Author(s)Link to ORCID Index: https://orcid.org/0000-0002-4145-6384
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DOIhttp://dx.doi.org/10.21511/bbs.17(2).2022.15
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Article InfoVolume 17 2022, Issue #2, pp. 178-188
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Cited by2 articlesJournal title: World Banking AbstractsArticle title: D: Management, Accounting and TechnologyDOI: 10.1111/woba.12195Volume: 39 / Issue: 4 / First page: 262 / Year: 2022Contributors:Journal title: Knowledge and Performance ManagementArticle title: Social capital, entrepreneurial skills, and business performance among rural micro-enterprises in times of crisisDOI: 10.21511/kpm.06(1).2022.07Volume: 6 / Issue: 1 / First page: 75 / Year: 2022Contributors: Siti Fahazarina Hazudin, Mohamad Fazli Sabri, Mohd Aidil Riduan Awang Kader, Muhammed Soffiq Saripin, Mohd Rozaimy Ridzuan
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This study investigates the relationship between human capital and improvements in organizational performance in Yemeni commercial banks operating in Sana’a. The individual human capital dimensions such as knowledge, experience, skills, innovation, and employees’ morale were taken as human capital variables. A quantitative methodology was used, and a Likert-scale questionnaire was distributed to collect the data. A combination of convenience and random sampling techniques was adopted to distribute the questionnaire to eight banks and 162 employees of these banks. A descriptive approach was used to analyze the data statistically. The results indicated that all the human capital factors had a varying level of practical effect on the organizational performance and all of these were statistically significant. Overall, 76.4% change in performance was observed if human capital elements were employed effectively. Each element such as knowledge, experience, skills, innovation, and employees’ morale had a varying level of positive impact on performance as observed. It is recommended to adopt and put in place knowledge and skills improvement systems in organization to achieve a sustained organizational growth.
Acknowledgment
This research publication was supported by the Deanship of Scientific Research at Prince Sattam bin Abdulaziz University, Alkharj, Saudi Arabia.
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JEL Classification (Paper profile tab)M10, E24, J24
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References22
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Tables6
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Figures1
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- Figure 1. Independent and dependent variables of the model
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- Table 1. Study population
- Table 2. Reliability analysis
- Table 3. Descriptive statistics
- Table 4. Tests results (inflation factor/variance and permissible variance) for the dimensions of the independent variable (human capital)
- Table 5. Results of a simple regression analysis to test the main hypothesis
- Table 6. Results of a multiple regression analysis to test the study hypotheses
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Conceptualization
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Formal Analysis
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Investigation
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Methodology
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Software
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Validation
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Writing – original draft
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Writing – review & editing
Abdulwasea Abdul-Ghani Saif Almekhlafi
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Conceptualization
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Non-financial factors affecting the operational performance of hospitality companies: Evidence from Vietnam
Trung Kien Phan, Thi Hong Thuy Nguyen
, Thu Ha Dang
, Van Thuan Tran
, Kim Ngoc Le
doi: http://dx.doi.org/10.21511/ppm.19(4).2021.05
Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 48-62 Views: 6446 Downloads: 633 TO CITE АНОТАЦІЯNon-financial factors including quality of services, the flexibility of a company, utilization of resources, and market orientation are regarded as significant determinants that enhance the profitability-based performance of a service company or a hotel. The study investigated the interaction between these factors and hotel operating performance measured by the hospitality performance and results indicators. Data on 346 executives of Vietnam’s hospitality companies were collected. A structural equation modeling (SEM) method was utilized to examine the positive-direct and moderating effects of non-financial factors on hotel performance in terms of occupancy rate (OCR), average daily rate (ADR), and the revenue per available room (RevPAR). The findings showed that service quality ( = 0.118, p < 0.05), flexibility ( = 0.173, p < 0.05) and resource utilization (= 0.172, p < 0.05) positively affected the performance of Vietnam’s hospitality companies. Meanwhile, innovation showed no direct influence (p = 0.068) but an indirect impact on the performance through service quality ( = 0.311, p < 0.05). Market orientation did not impact the performance (p = 0.076) but it positively affected both innovation ( = 0.322, p < 0.05) and service quality ( = 0.146, p < 0.05). The study contributed to a theoretical enhancement of the current level of knowledge on the factors that affect the performance and developed a reliable scale for measuring the performance of hotels in Vietnam.
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Exploring fast moving consumer goods (FMCG) small, medium and micro enterprises manufacturers’ need for innovation to achieve growth
Lawrence Mpele Lekhanya, Nze Grace Olajumoke , Dorasamy Nirmala doi: http://dx.doi.org/10.21511/ee.08(2).2017.01
Environmental Economics Volume 8, 2017 Issue #2 pp. 8-16 Views: 3773 Downloads: 860 TO CITE АНОТАЦІЯThe purpose of this paper is to investigate the problems of the sustainable development, to explore the level of innovation in the fast moving consumer goods (FMCG) manufacturing SMMEs sectors, which most affects on the state of the environment, to identify the causes of low innovation in the industry and to examine these factors influence on the effectiveness of SMMEs manufacturers innovation strategies, as well as to invent a new innovation strategic approach to overcome innovation problems in the economic growth of fast moving consumer goods SMMEs manufacturers. The study is aimed to determine the level of innovation and factors contributing to low innovation in fast moving consumer goods (FMCG) SMMEs manufacturers, which hinder their economic performance. Mixed approach of quantitative and qualitative questionnaire is used for primary data collection. Sample consists of 120 SMMEs. Statistical Package for Social Sciences (SPSS) (23.0) was employed for data analysis. The study results are presented with figures and diagrams. This study will be a useful tool for general public and relevant stakeholders in this sector.
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Corporate governance and financial performance: an empirical analysis of selected multinational firms in Nigeria
Gideon Tayo Akinleye , Odunayo Olarewaju, Bamikole Samson Fajuyagbe doi: http://dx.doi.org/10.21511/ppm.17(1).2019.02
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 11-18 Views: 2755 Downloads: 399 TO CITE АНОТАЦІЯThis study focused on corporate governance and performance of selected Nigerian multinational firms from 2012 to 2016. Specifically, the study focused on the effect of board size, activism and committee activism on return on asset and firm growth rate. Secondary data collected from four multinational firms were analyzed via static panel estimation techniques. While board size and board activism exerted significant negative impact on return on asset, committee activism exerted insignificant impact. The results of the study further showed that board size and board activism exert insignificant negative impact on firm’s growth rate, while committee activism insignificantly spurs firm’s growth rate. Decisively, discoveries from this study reflect that corporate governance has significant negative impact on return on asset, but has insignificant influence on the growth rate of Nigerian multinational firms. Based on these findings, the authors recommended that corporate governance dynamics in firms world over should be reconsidered, such that it gives credence to more than just numbers of persons or meetings held, but the main reasons and deliberations in such meetings. It was also recommended that excessive increase in magnitude or frequency of meetings held by board of directors cum committee should be avoided.