Exploring Factors Influencing Work Productivity: A Qualitative Case Study of Employee Motivation and Leadership Practices | Chapter 7 | Business, Management and Economics: Research Progress Vol. 4

 

Work productivity is essential for organisational success, yet the reasons for varying levels of productivity among individuals are still not fully understood. This qualitative case study explores the elements that impact employee productivity and leadership practices through an examination of a private Business College’s Headquarter office in England. The study investigates motivational factors and engagement techniques used in this office through interviews with personnel and management. By studying real-world examples like this private business college, this research develops our understanding of productivity and leadership in contemporary business environments. The research aims to investigate the complex factors influencing employee productivity by drawing on motivational theories such as Self-determination Theory and Expectancy Theory, as well as insights from leadership literature on transformational leadership and employee engagement. Early findings indicate that internal motivators, such as autonomy, competency, and purpose, are crucial in enhancing employee productivity. Leadership styles that exhibit empathy, honesty, and a shared vision promote trust and cooperation, leading to increased employee engagement and performance. This research intends to provide important insights into employee productivity and leadership practices in the Headquarter office of a private business college setting by using a qualitative case study technique.

 

 

Author(s) Details

 

Sarwar Khawaja

Oxford Business College (OBC), SK Hub Ltd., UK.

Hengameh Karimi

Oxford Business College (OBC), SK Hub Ltd., UK.

 

Please see the book here:-  https://doi.org/10.9734/bpi/bmerp/v4/1146

 

Performance Management for Effective Virtual Work Performance in the Higher Education Sector in the Eastern Cape Province | Chapter 1 | Contemporary Research in Business, Management and Economics Vol. 8

 

Theoretical and empirical work on performance management has, over the years guided human capital management practices. In recent years, known practices for effective human capital management have been challenged and thrown into disarray owing to modification of the concept of ‘workplace’ which has been virtualized in many sectors such as the higher education sector. The purpose of the study was to investigate the question: How can performance management be implemented for better performance of academics at a university selected from the Eastern Cape Province? The study was inspired by the Resource-based Theory based on the need to create unique internal capabilities among human capital for unique performance. A typical university in the Eastern Cape that has significantly virtualized was considered and data was collected through document analysis related to the study of the performance management policy of the university and interviews with five Heads of Departments (HOD) at the University were conducted. The results showed that performance management in virtual work arrangements should arise from inspired psychological states in academics to meet certain societal needs through effective higher education. Specifically, it was found that in virtual higher education arrangements, academics and non-academics in the sector should be psychologically empowered to see the value of their independent contributions so that they become self-driven for better performance. It was also found in the study that performance rewards and personalized job satisfaction and self-motivation were important concepts for better performance. It is recommended that, as they virtualise, higher education institutions should promote empowerment and self-driven desires to perform through effective reward structures, individual motivation systems and employee recognition systems. There was evidence that these practices have become more important in the virtual context than ever.

 

Author(s)details:-

 

Samson Nambei Asoba (Professor)
Department of Administration and Information Management, Walter Sisulu University, South Africa.

 

Dr. Nteboheng Patricia Mefi
Department of Administration and Information Management, Walter Sisulu University, South Africa.

 

Please See the book here :-  https://doi.org/10.9734/bpi/crbme/v8/8108E