Browse
Recent Submissions
Now showing 1 - 3 of 3
- ItemOrganisational Culture and Employee Commitment of Academic Staff: The Moderating Effect of Job Satisfaction(Vysoké učení technické v Brně, Fakulta podnikatelská, 2023-06-28) Hassan, Banjo; Hassan, Hassanat; Hassan, OlusholaPurpose of the article: This study investigated the contribution of organisational culture to the three dimensions of organisational commitment (normative, affective and continuance) of academic staff as moderated by job satisfaction. Methodology/methods: The study adopted the quantitative method using a descriptive survey. One hundred and seventy-four (174) academics in Lagos, Nigeria selected through non-probabilistic methods participated in the survey. The data was gathered using three validated questionnaires through Cronbach Alpha. Descriptive and inferential statistics were employed for the data analysis. Scientific aim: To ascertain the effect of organisational culture on commitment of academic staff and confirm if job satisfaction mediates this effect. Findings: It was observed from the outcome that there is a significant positive relationship among the variables of the study. The results also showed that the organisational culture contributed significantly to organisational affective commitment of academic staff. It also showed that that the organisational culture contributed significantly to organisational normative and continuance commitment of academic staff. The contribution of the organisational culture was seen to be significant on composite organisational commitment of academic staff just as job satisfaction slightly moderated the effect of organisational culture on the commitment of academics and the effect was found to be significant. Conclusions: The study concluded that the organisational culture and job satisfaction have a positive impact on organisational commitment. University management can improve staff commitment through review of their organisational culture elements and job satisfaction
- ItemGeneration Z’s and Millennials’ Perception of Masculinity in Advertising: a Challenge for Advertisers(Vysoké učení technické v Brně, Fakulta podnikatelská, 2023-06-28) Kreicbergs, Toms; Ščeulovs, DenissPurpose of the article: To explore Genneration Z’s and millennials’ perceptions of masculinity in advertising and determine which type of masculinity and which masculinity characteristics consumers favour in a masculine character or the advertising message centred around masculinity. This can help advertisers to understand what type of masculine character to focus on and whether advertisers’ offered version of masculinity is in alignment with consumer preferences. Methodology/methods: Methods included qualitative video content analysis of advertisements centred around masculinity and quantitative research methods such as survey research and A/B testing of younger consumer segments such as Generation Z and millennials. The empirical results were analysed using the SPSS 23 statistical software. Scientific aim: To see whether social construction and social identity theory can help advertisers and researchers understand consumers’ ever-changing perceptions of masculinity. In addition, the research aims to test the essence of congruity theory suggesting that consumers prefer content (advertisement) that aligns with individuals’ preconceived notions. Findings: The survey results showed that Latvian Generation Z and millennial men and women are evenly split on whether they like or dislike how masculinity is depicted in advertising. From people who say that they do not like the way masculinity is depicted in advertising, 49.7% of them say that depictions of masculinity in advertising affect their buying decisions. A/B test results showed that consumers give preference to competitiveness as a traditionally masculine characteristic, while heavily preferring the display of affection and love and depicting masculinity less stereotypically in modern masculinity advertisements. Conclusions: Advertisers mainly focus on traditional masculinity as it is the most common masculinity type used in popular advertising in the last decade. On the other hand, consumers tend to approve of modern masculinity in advertising, with women approving of modern masculinity in far more convincing numbers than men. There is a statistically significant difference in men’s and women’s preferences when it comes to depictions of masculinity in advertising.
- ItemCorporate Governance Disclosure Attributes and Organisational Performance in Sub-Sahara Africa(Vysoké učení technické v Brně, Fakulta podnikatelská, 2023-06-28) Ososuskpor, Joy; Ekienabor, EhijielePurpose of the article: There seems to be lack of studies on the link between corporate governance disclosure attributes and organisational performance, particularly for consumer and industrial goods companies in sub-Sahara Africa in a single study. Consequently, this study was carried out with the view to evaluating whether certain corporate governance disclosure attributes (chief executive officer compensation and share ownership) affect organisational performance (return on capital employed) in sub-Sahara Africa. Methodology/Methods: Secondary data from 2012–2021 were obtained from the annual reports and accounts of sixteen (16) companies, of which four (4) were selected from each region of sub-Saharan Africa (West Africa: Nigeria; Southern African: South Africa, East Africa: Kenya; and Central Africa: Egypt). Data obtained were analysed via descriptive (mean, median, standard deviation, minimum and maximum values, kurtosis, skewness and Karl Pearson correlation matrix), post estimation (factor and principal component analyses, variance inflation factor and heteroscedasticity) and inferential (Ordinary Least Square, Fixed and Random Effects Regression) statistical tools. Scientific aim: This paper assessed corporate governance disclosure attributes and organisational performance in sub-Sahara Africa. Findings: The fixed and random regression result indicated that while chief executive officer compensation had significant relationship with organisational performance (coefficient = –1.1971; z_value = –3.40 and prob_z = 0.001), chief executive officer share ownership (coefficient = 0.00087, z_value = 0.04 and prob_z = 0.082) had insignificant relationship with organisational performance in sub-Saharan Africa. Conclusion: The study advocates the need to decrease chief executive officer share ownership concentration, as it may probably reduce decision-making process, transparency and objectivity of the board. Thus, concentration of chief executive officer sharehodling should be taken seriously by top management in that chief executive officers should not be accorded too much opportunity to aquire companies’ stocks.