Journal of Business and Management Sciences

The goal of this paper is to present the constructive confrontation approach to management of organizational culture. The approach provides for transformation of confrontation caused by differences between the new values of a declared organizational culture and the current values of employees in constructive process. Constructive confrontation allows for the concentration of energies and capacities of employees induced by confrontation in their productive adoption of new organizational cultural values. The approach development intends planning of organizational cultural change, and managing the adoption of new organizational cultural values by employees. Planning involves: building a structure of desired organizational values, setting the order of adoption of the new values, and determination of interrelated actions of employees generated by the new organizational values in accordance to the set order. Managing the adoption of new values involves forming a dynamic managerial team, receiving feedback on value adoption as a result of determining value adoption measure, and responding to feedback through complex and flexible use of the constructive confrontation tools.

Journal of Business and Management Sciences. 2013, 1(4), 71-76. DOI: 10.12691/jbms-1-4-5
Pub. Date: October 01, 2013

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The Meaning of Working for Older Workers: A Qualitative Study in the Italian Public Sector

by Valentina Depergola and Amelia Manuti

Original Research

The main objective of this paper was to investigate how did older workers make meaning of their work and career with special reference to the approaching retirement experience. Participants were workers aged 45 years or more, with a medium-high educational level, employed in a public context – the University of Bari. Four focus groups were conducted with a total of 16 participants that is 4 participants for each focus, from all major work areas of the University of Bari. Subsequently, the information collected were subjected to computer aided content analysis. Results were discussed both with reference to human resource management practices and to further investigations of theoretical constructs such as employability and meaning of working of older workers.

Journal of Business and Management Sciences. 2013, 1(4), 63-70. DOI: 10.12691/jbms-1-4-4
Pub. Date: September 06, 2013

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An Assessment of Technological Capability Building in the Informal Nigerian Automobile Sector

by B.A. Oluwale, M.O. Ilori and T.O. Oyebisi

Original Research

The automobile industry has been one of the most prominent in Nigeria. This may be as a result of the fact that her economy moves on wheels. The auto-mechanic repairer has acquired a measure of capabilities as a result of learning by doing over the years. The study therefore examined technological capabilities in the auto-mechanic industry in Southwestern Nigeria with a view to determining the types of capabilities possessed by the auto-mechanics. A total of 385 copies of questionnaire were administered on master mechanics across three states by hand delivery. Two states comprising of cluster mechanics were purposively selected, while samples from the third state comprising of stand-alone mechanics were randomly selected. The following capabilities were observed in the industry: investment, marketing, linkage and minor change capabilities. The result showed that there was a significant (F=59.03, p<0.05) difference in the mean ratings of factors that show the abilities of master mechanics; and there was also a significant (F=547.17, p<0.05) difference in the mean ratings of linkages with different institutions.

Journal of Business and Management Sciences. 2013, 1(4), 55-62. DOI: 10.12691/jbms-1-4-3
Pub. Date: July 29, 2013

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Study on Work Place Behaviour: Role of Person-Organization Fit, Person-Job Fit & Empowerment, Evidence from Pakistan

by Muhammad Jawad, Tahira Malik Tabassum, Sobia Raja and Aneela Abraiz

Original Research

Managing the workforce effectively is cumbersome and is also one of the key success factors of any organization. While managing workforce a manager deals with many factors affecting the performance of organization including workplace behaviour. It has significant role in determining the performance of employees due to this reason now the importance of workplace behaviour is being recognized gradually. This study explored the association b/w person-organization fit (PO-fit) and organizational citizenship behaviour (OCB), person job fit (PJ-fit) and organizational citizenship behaviour (OCB), person-organization fit (PO-fit) and deviant behaviours (DB), person job fit (PJ-fit) and deviant behaviours (OCB) and the role of empowerment as moderator has been be analyzed. Responses were collected from 307 respondents, through questionnaires, from service sector of Pakistan where telecommunication and banks were taken under study. Regression analysis were use to test the hypothesis. Results showed significant positive association of PO-fit and PJ-fit with that of OCB. Relation of DB with that of PO-fit remains disconfirmed whereas unsupported with of PJ-fit. Moreover empowerment was found to moderate only between PJ-fit and OCB, but not between PO-fit and OCB. Further studies are needed to explore more about antecedent and consequences of DB and the exploring more factors that influence OCB.

Journal of Business and Management Sciences. 2013, 1(4), 47-54. DOI: 10.12691/jbms-1-4-2
Pub. Date: July 17, 2013

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Impact of Corporate Governance on Performance of Firms: A Case Study of Cement Industry in Pakistan

by Khaliq Ur Rehman Cheema and Muhammad Sadat Din

Original Research

This research paper throws light on the relationship between the corporate governance and Firm financial performance in Cement industry of Pakistan. This study gives attention to three variables which include board Size, Family controlled firms, and CEO duality. Firm’s performance is measured through return on equity, return on assets, and earnings per share, debt to equity and current ratio. Positive relationship between corporate governance and firm performance has been observed.

Journal of Business and Management Sciences. 2013, 1(4), 44-46. DOI: 10.12691/jbms-1-4-1
Pub. Date: August 06, 2013

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