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All Journal Logika : Jurnal Penelitian Universitas Kuningan IMAGE Jurnal Pendidikan Ilmu Sosial ARISTO Jurnal Administrasi Publik : Public Administration Journal Indonesian Journal of Strategic Management The International Journal of Business Review (The Jobs Review) The Indonesian Journal of Social Studies PERSPEKTIF Journal of Social Studies (JSS) The Indonesian Journal of International Clinical Legal Education Indonesian Journal of Education, Social Sciences and Research (IJESSR) Social Sciences, Humanities and Education Journal (SHE Journal) Bima Journal : Business, Management and Accounting Journal J-MIND (Jurnal Manajemen Indonesia) JSIP: Jurnal Studi Ilmu Pemerintahan Jurnal Transparansi Publik (JTP) Malikussaleh Social and Political Reviews Management Research and Behavior Journal International Journal of Public Administration Studies Mamangan Social Science Journal A Social Science and Entrepreneurship Journal Jurnal Manajemen Pinisi Journal of Social Science Unifikasi : Jurnal Ilmu Hukum International Journal of Public Administration and Policy
Okolie, Ugo Chuks
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Agriculture, Biological Sciences & Forestry Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Social Sciences Other

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Journal : Management Research and Behavior Journal

 1 
Job Autonomy and Employee Performance: A Study of Central Hospital Agbor, Delta State, Nigeria Okolie, Ugo Chuks; Egbon, Thomastina Nkechi
Management Research and Behavior Journal Vol. 3 No. 2 (2023)
Publisher : Department of Management, Universitas Malikussaleh, Aceh Utara, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29103/mrbj.v3i2.13776

Abstract

The significance of job autonomy on employee performance at central hospital Agbor, Delta State, Nigeria, was investigated in this study. The study used a research survey design to collect data from 150 participants using purposive and basic random sampling methods.  129 copies of the questionnaire were retrieved out of the 150 that were distributed, yielding an 86.0% response rate. Of the 129 respondents in all, 72 were women and 57 were men. The study results demonstrated that job autonomy had an effect on employee performance at central hospital Agbor, Delta State. The study concluded that plethora of evidence supports the positive correlation between worker autonomy and employee performance. When allowing employees to exercise job autonomy, central hospital's management must take certain factors into account. These factors include the employees' skills and abilities, organisational culture, degree of cultural diversity within the organisation, and autonomy limits. Central hospital Agbor should encouraging staff members to get involved in decision-making and empowering them to make decisions within their immediate domain of responsibility after providing them with a general understanding of the policies that govern their operations and utilising job autonomy as a crucial component to improve the effectiveness of staff and the hospital.
Organizational Learning and the Learning Organization OKOLIE, Ugo Chuks; MEMEH, Ndubuisi Jude
Management Research and Behavior Journal Vol. 4 No. 2 (2024)
Publisher : Department of Management, Universitas Malikussaleh, Aceh Utara, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29103/mrbj.v4i2.15542

Abstract

In today's business world, competition is no longer about accumulating resources; rather, the emphasis is on the actual accumulation and utilization of knowledge within the organization. As proposed by this paper, attention has shifted dramatically from acquiring wealth in the organization to an era in which knowledge and learning within the organization become more critical and important to organizational survival and continuous growth. Organizations are legally and corporately recognized entities. They have a reputation, and they can sue and be sued. To that end, this paper contends that organizations can learn, and that the absence or scarcity of an adequate organizational learning culture denies organizations the much-needed competitive edge required to survive and thrive in today's globalized world. The paper examines the technical and social perspectives of organizational learning, arguing that the learning process is context and culture dependent given that effective organizational learning practices improve employee productivity and management performance, it also identifies some barriers to learning, suggests solutions, and concludes that, given the dynamic nature of the business environment in which businesses operate, as well as the rapid changes occurring as a result of technological adoption and innovation, there is an urgent call and need for learning organizations to ensure they secure  intangible performance and not just financial performance to ensure long term sustainability.
Co-Authors Addah, Grace Aruoriwo-oghene AFONUGHE, Irikefe Omamuyovi AFONUGHE, Irikefe Omamuyovwi Amirullah -, Amirullah Andriyani, Yani Arviana, Ekyk Ayewumi, Akpobolokemi Andrew Bambang Widiyahseno, Bambang Bisina, Joel Dimiyen Edo, Zephaniah Osuyi Egbon, Thomastina Nkechi EGDON, Thomastina Nkechi EHEBHAMHEN, Airrykah Ehi ERAKPOTOBO, Oyovwevotu Vincent ETINAGBEDIA, Goodluck FADEYI, Folarin Julius Ikenga, Francis A. Jumadi Jumadi Mario Mario Memeh, Ndubuisi J. MEMEH, Ndubuisi Jude Mukoro, Akpo Muvire MUKORO, Akpomuvire N, Moh Uzma Nwokocha, N. Lilian NWOKOLOBIA, Anthony C. OKEREKA, Onofere Princewill Omogbiya, Oghenenyerhowvo Shulammite Otite, Atare Ridho, Guruh Sarip Hidayat, Sarip Suwari Akhmaddhian Tiaranita, Intan Udom, Idongesit David UWAYAH, Lydia I. Yusuf Adam Hilman, Yusuf Adam