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Highly engaged employees ensure organizational competitiveness and success. The study examined whether employee engagement mediates the relationship between human resource development and employee turnover intentions. A field study was conducted among six indigenously owned healthcare institutions and 14 internationally owned healthcare institutions. The data supported the hypothesized relationships. The results indicate a significant association between HRD and the levels of behavioral engagement. HRD and the levels of emotional engagement had an insignificant relationship. HRD and the levels of cognitive engagement were significantly related. The findings also indicated that the association between HRD and employee turnover intentions was mediated by employee engagement. The present study’s emphasis on healthcare institutions may constrain the generalizability of the findings. The study suggests the adoption and development of well-designed and formulated HRD practices enhance employee engagement, knowledge development, and organizational commitment. By empirically demonstrating that employee engagement mediates the nexus of HRD and employee turnover intentions, the study extends the literature.

Human capital is a significant element in the attainment of sustained competitive advantage and economic survival of organizations. The study explored whether human capital mediates the nexus of human resource management practices and organizational performance. A field study was conducted among 11 internationally and 4 indigenously owned banks. The hypothesized relationships were supported by the data. The results show that the association between selective staffing with the levels of human capital was significant. The results also show that the levels of human capital influenced organizational performance significantly. The results further show that human capital mediated the nexus of HRM practices and organizational performance. The generalizability of the results obtained may be constrained since the present study focused on the banking industry. The study suggests the creation and maintenance of valuable human capital promote competitiveness and sustained competitive advantage. The study contributes to the extant literature by empirically evidencing that human capital mediated the nexus of HRM practice and organizational performance.  

This study focused on sales-orientation and customer-orientation of Direct Sales Executives (DSEs) on sales performance at Fidelity Bank, Ghana; which was a cross-sectional study. Data were analysed using descriptive statistics, Kendall’s coefficient of concordance, cross tabulation and chi-squared test of independence. The result showed a strong association between prior sales experience and employment status. DSEs customer orientation was influenced by customer information while the sales orientation was on convincing customers to buy. The customer-oriented culture was based on reliable market and customer information. DSEs sales performance were influenced by complete knowledge of the bank’s products and services, listening skills and empathy. The study suggests that Fidelity Bank must sensitize its DSEs on the bank philosophy on its customer orientation culture. This study appears to be the first of its kind to explore the connection between sales orientation and customer orientation on performance in the Banking Industry in Ghana, thus providing empirical evidence for academics and practitioners.

<p>The key to long-term success in banking is consistent improvement and delivering of quality product and or value-added service that conform to the expectations of customers. IT-innovative products/services and processes (technological innovation) facilitate these key elements of customer satisfaction and critical factors for retaining valued customers. The objective of this paper is to explore the effects of technological innovation on service consistency and the consequential effects on customer satisfaction and loyalty covering seven universal banks in Ghana. The results of the empirically tested model reveal new/improved product/process functionalities, service consistency and innovative product/process satisfaction contribute significantly to customer loyalty (<em>p < 0.001</em>). Service consistency has a marginal higher impact (<em>β </em>= .373) on customer loyalty than the others. Product/process quality contributes significantly (with <em>β</em> ranging from .345 to .742 and <em>p < 0.001</em>) to each of the above three antecedents than all other items.</p>