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Influence of work-family conflict, organisational leadership and mentoring on employee performance and job satisfaction among flank workers in Nigeria
This study investigated influence of work- family conflict, organisational leadership, and mentoring on employee performance and job satisfaction among bank workers in Nigeria. It adopted a descriptive research design that utilizes correlational method. The study used simple random sampling techniqu...
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| Format: | Article |
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2019-11
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| LEADER | 00000njm a2000000a 4500 | ||
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| 001 | oai:repository.ui.edu.ng:123456789/7813 | ||
| 042 | |a dc | ||
| 720 | |a Ekwugha, E. C. |e author | ||
| 720 | |a Oyekola, A.O. |e author | ||
| 720 | |a Oluwole, D.A. |e author | ||
| 260 | |c 2019-11 | ||
| 520 | |a This study investigated influence of work- family conflict, organisational leadership, and mentoring on employee performance and job satisfaction among bank workers in Nigeria. It adopted a descriptive research design that utilizes correlational method. The study used simple random sampling technique in selecting the participants. Six banks were randomly selected in South-western Nigeria, with the sample of 300 bank workers. Instruments used were Pradhan and Jena Employee Performance Scale (EPS), α = 0.91; Macdonald and MacIntyre Generic Job Satisfaction Scale, α= 0.77; Haslam, Filus, Morawska, Sanders & Fletcher Work-Family Conflict Scale (WAFCS), α = 0.91; Bass and Avolio Multifactor leadership Questionnaire, α = 0.80; Berk, Berg, Mortimer, Moss & Yeo Mentoring Effectiveness Scale, α = 0.95. There were six hypotheses, tested with Pearson Product Moment Correlation (PPMC) and two-stage approach to Partial Least Square Structural Equation Modeling (PLS-SEM) at P<.05. It was found that: mentoring (r = 0.40, p < 0.05), organisational leadership (r = 0.29, p < 0.05) and work-family conflict (r = 0.37, p < 0.05) significantly correlated with employee performance. Mentoring (r = 0.54, p < 0.05), organisational leadership (r = 0.55, p < 0.05) and work-family conflict (r = 0.29. p < 0.05) significantly correlated to job satisfaction. Work-family conflict, organisational leadership and mentoring jointly explained 24.3?o of the variance in employee performance. Work-family conflict, organisational leadership and mentoring jointly explained 39.8% of the variance in job satisfaction. Work-famiiy conflict (β = 0.281, p < 0.05) and mentoring (β = 0.259, p < 0.05) significantly predicted employee performance, organisational leadership (β = 0.099, p > 0.05) did not significantly predict employee performance. Mentoring (β = 0.334, p < 0.05), organisational leadership (β = 0.354, p < 0.05) significantly predicted job satisfaction. Therefore, banks need to develop strategies that would enable employees enjoy better work-life balance. They should adopt a system which ensures that tellers take at least one-hour break in turns in the course of the day | ||
| 024 | 8 | |a 0189-5656 | |
| 024 | 8 | |a ui_art_ekwugha_influence_2019 | |
| 024 | 8 | |a Nigerian Journal of Applied Psychology 21(2), November 2019. Pp. 202 - 234 | |
| 024 | 8 | |a http://ir.library.ui.edu.ng/handle/123456789/7813 | |
| 653 | |a Work-Family conflict | ||
| 653 | |a Organisational leadership | ||
| 653 | |a Mentoring | ||
| 653 | |a Employee performance | ||
| 653 | |a Job satisfaction | ||
| 245 | 0 | 0 | |a Influence of work-family conflict, organisational leadership and mentoring on employee performance and job satisfaction among flank workers in Nigeria |