Explore the evidence.
Understand the reach.

In the current higher education environment in Ghana, universities have directed their attention towards fulfilling their social obligations, which are referred to as University Social Responsibility (USR), to both their internal and external stakeholders. This study, driven by the Stakeholders Theory, examines the premise that affective commitment serves as a positive and substantial mediator in the relationship between USR and employee engagement. Therefore, this study investigates the impact of both internal and external corporate social responsibility (CSR) initiatives on the emotional commitment and level of involvement of employees in Ghanaian institutions. This study utilised the research onion framework to guide its methodology. It employed a cross-sectional survey design, based on the positivism paradigm and supported by the hypothetico-deductive model. The purpose was to test hypotheses and measure the relationships between user satisfaction and staff engagement, with affective commitment acting as a mediator. The study was conducted within the context of Ghanaian universities.  A two-stage stratified sampling method was utilised to choose 412 participants for the survey. The data collected via a 5-point Likert scale empirically validated questionnaire with Cronbach’s alpha coefficient (?) > 0.70 was adapted for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. This survey found that affective commitment is a statistically significant factor that directly explains and predicts the mediation effect of internal CSR on employee engagement (beta=0.217; t>1.96; p=0.000: p<0.05), and external CSR on employee engagement (beta=0.065; t>1.96; p=0.000: p<0.05) in Ghanaian universities enrolled in the survey. This study recommends that public and private universities in Ghana should foster a strong sense of commitment and loyalty among employees towards the organisation and its CSR efforts.

The antecedents of counterproductive work behaviour (CWB) in the higher education sector have remained unexamined in available literature. Moreover, the impact of job insecurity, job stress, and negative emotions on the occurrence of CWB within the academic context have hardly been interrogated. This study therefore, aimed at investigating the impact of job insecurity, job stress and negative emotions on CWB and further examining the mediating role of job stress and negative emotions in the occurrences of CWB among academics. Data was collected from 716 academics in Technical Universities in Ghana using self-reported questionnaires with close-ended questions and a convenient sampling technique. Confirmatory Factor Analysis was conducted to verify the measurement structure of the constructs. Structural Equation Model was employed to test the hypotheses in the conceptual model. The result showed a statistically significant direct effect of job insecurity, job stress and negative emotions on the occurrence of counterproductive work behaviour among academics. It was further revealed that there is a positive relationship between job insecurity and job stress, with job stress partially mediating the relationship between job insecurity and counterproductive work behaviour. Furthermore, negative emotions acted as a partial mediator in the relationship between job stress and counterproductive work behaviour. The findings have implications for higher education institutions in taking steps to address job insecurity, job stress, and negative emotional experiences of academics to mitigate counterproductive work behaviour among academics.

 Even though the role of effective human resource management, including organizational climate, has been cited as a crucial predictor of diverse employee outcomes such as employee job satisfaction, the mechanism through which the organizational climate and job satisfaction can be enhanced or diminished is underexplored in human resource literature. This study dwells on Herzberg's two-factor perspective to push the boundaries of knowledge by showing that the organizational climate-job satisfaction link depends on varying conditions of leaders' emotional intelligence. The proposed model was tested using survey data from randomly selected 602 Youth-Owned and Managed Small Businesses employees in Ghana. The data was analyzed using structural equation modeling with the aid of SMART PLS. The findings revealed that organizational climate has a significant positive direct effect on job satisfaction. Emotional intelligence also exhibited a significant positive relationship with job satisfaction. Additionally, emotional intelligence positively moderated the organizational climate-job satisfaction link, such that higher emotional intelligence enhanced this relationship. The findings indicate that though organizational climate drives job satisfaction, emotional intelligence serves as an amplification mechanism to extract even greater satisfaction in small businesses in Ghana. Our findings make a contemporary contribution to Herzberg's two-factor and important managerial guidance for owners and managers of Small Businesses in resource-constrained regions like SSA.

Employee engagement has become a prominent topic in workplace discourse, particularly within academia, yet the academic literature on this subject remains relatively limited, especially in the context of Ghana. This paper seeks to address this gap by examining the factors contributing to employee engagement among academics and exploring their interrelationships for enhanced engagement of faculty. This was done through a comprehensive literature review, drawing on peer-reviewed journal articles, working papers, textbooks, and other relevant published sources, as well as online databases, including EBSCO Business Source Premier, Emerald Full Text, Google Scholar, Sci-Space, Science Direct, Sci-Hub, and Scopus. This study identifies key factors influencing employee engagement in higher education institutions as co-worker relationships, effective supervision, confidence in management, meaningful work roles, perceived organisational politics, organisational resources, effective leadership, and compensation and monetary benefits. The findings reveal a concerning trend of a higher number of disengaged or unengaged employees compared to those who are actively engaged. Furthermore, the consequences of employee engagement identified in the literature include job satisfaction, employee retention, and organisational citizenship behaviours, while challenges and barriers to engagement include poor management-union relationships, poor work environments, poor management practices, and inadequate communication. This paper contributes to the understanding of employee engagement in academia and provides insights for improving engagement levels in higher education institutions in Ghana.

Ghanaian universities have embraced a corporate identity and are actively participating in Corporate Social Responsibility (CSR), which is referred to as University Social Responsibility (USR). The purpose of this is to enhance the perception of identification (organisational identity) and promote employee involvement. This research examines the effect of University Social Responsibility (USR) on the level of involvement and commitment of staff members in Ghanaian institutions. It also proposes that the sense of identity plays a role in mediating the relationship between USR and staff engagement. This study utilised a cross-sectional survey methodology. The poll utilised a two-stage multi-stage sampling procedure to choose 412 participants. The survey utilised a validated questionnaire using a 5-point Likert scale. The questionnaire had a Cronbach's alpha coefficient (?) greater than 0.70. The data acquired from this questionnaire was customised for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. The findings indicate that identification perception does not significantly and directly predict the mediation effect of internal CSR on employee engagement (beta=0.008; t<1.96; p=0.439: p>0.05), and external CSR on employee engagement (beta=0.002; t<1.96; p=0.443: p>0.05) in the surveyed Ghanaian universities. The study concluded that the impression of identification did not operate as a mediator in the predicted association between the internal and external corporate social responsibility activities of the universities and employee engagement. According to the findings and conclusion, Ghanaian universities should take into account several elements and adopt a comprehensive approach when aiming to enhance employee job engagement. It is important not to exclusively concentrate on employee identification with the institution. It is advisable for the administration of Ghanaian institutions to develop efficient employee-focused engagement strategies and activities, both internally and externally, to boost the welfare of their workers, promote a sense of belonging, and improve overall performance.

Employee engagement has become a prominent topic in workplace discourse, particularly within academia, yet the academic literature on this subject remains relatively limited, especially in the context of Ghana. This paper seeks to address this gap by examining the factors contributing to employee engagement among academics and exploring their interrelationships for enhanced engagement of faculty. This was done through a comprehensive literature review, drawing on peer-reviewed journal articles, working papers, textbooks, and other relevant published sources, as well as online databases, including EBSCO Business Source Premier, Emerald Full Text, Google Scholar, Sci-Space, Science Direct, Sci-Hub, and Scopus. This study identifies key factors influencing employee engagement in higher education institutions as co-worker relationships, effective supervision, confidence in management, meaningful work roles, perceived organisational politics, organisational resources, effective leadership, and compensation and monetary benefits. The findings reveal a concerning trend of a higher number of disengaged or unengaged employees compared to those who are actively engaged. Furthermore, the consequences of employee engagement identified in the literature include job satisfaction, employee retention, and organisational citizenship behaviours, while challenges and barriers to engagement include poor management-union relationships, poor work environments, poor management practices, and inadequate communication. This paper contributes to the understanding of employee engagement in academia and provides insights for improving engagement levels in higher education institutions in Ghana.

Myriad research studies across the spectrum continue to emphasize one common goal, namely, sustained desired performance/results. Such an outcome is dependent on employees’ commitment and engagement among others and is a function of astute leadership. This study aimed to contribute empirically to an understanding of and determine the effect of leadership on organizational commitment and engagement among the workforce, especially during and post-crisis. The study adopted a deductive i.e., quantitative research approach, that is descriptive in nature. It used a cross-sectional survey research design in a five-point Likert scale to randomly collect data from 220 dispatched questionnaires to participants across various sectors of the economy in the Free State Province. A total of 181 questionnaires were collected for data analysis, yielding a response rate of 82%. The standard multiple regression analysis (MRA) and interpretation were conducted to assess the relationship between independent and dependent variables. The MRA results reveal that both leadership (?= 0.332) and ownership/accountability (?= 0.346) have a positive and statistically significant (p-values <0.05) impact on organisational commitment/engagement. Leadership and ownership/accountability reflect a significant power of predictability towards organisational commitment/engagement (F = 44.106; R2= 0.361; p<0.05) of the respondents. To ensure sustained exceptional performance, advocating for a servant-leadership culture, and being fearless of being led, will most likely inspire confidence, engagement and commitment among the workforce. The study provides empirical evidence of the positive effect of leadership on commitment and engagement, confirming that these independent variables are predictors of the dependent variables namely, employee commitment and engagement.     

The antecedents of counterproductive work behaviour (CWB) in the higher education sector have remained unexamined in available literature. Moreover, the impact of job insecurity, job stress, and negative emotions on the occurrence of CWB within the academic context have hardly been interrogated. This study therefore, aimed at investigating the impact of job insecurity, job stress and negative emotions on CWB and further examining the mediating role of job stress and negative emotions in the occurrences of CWB among academics. Data was collected from 716 academics in Technical Universities in Ghana using self-reported questionnaires with close-ended questions and a convenient sampling technique. Confirmatory Factor Analysis was conducted to verify the measurement structure of the constructs. Structural Equation Model was employed to test the hypotheses in the conceptual model. The result showed a statistically significant direct effect of job insecurity, job stress and negative emotions on the occurrence of counterproductive work behaviour among academics. It was further revealed that there is a positive relationship between job insecurity and job stress, with job stress partially mediating the relationship between job insecurity and counterproductive work behaviour. Furthermore, negative emotions acted as a partial mediator in the relationship between job stress and counterproductive work behaviour. The findings have implications for higher education institutions in taking steps to address job insecurity, job stress, and negative emotional experiences of academics to mitigate counterproductive work behaviour among academics.

 Even though the role of effective human resource management, including organizational climate, has been cited as a crucial predictor of diverse employee outcomes such as employee job satisfaction, the mechanism through which the organizational climate and job satisfaction can be enhanced or diminished is underexplored in human resource literature. This study dwells on Herzberg's two-factor perspective to push the boundaries of knowledge by showing that the organizational climate-job satisfaction link depends on varying conditions of leaders' emotional intelligence. The proposed model was tested using survey data from randomly selected 602 Youth-Owned and Managed Small Businesses employees in Ghana. The data was analyzed using structural equation modeling with the aid of SMART PLS. The findings revealed that organizational climate has a significant positive direct effect on job satisfaction. Emotional intelligence also exhibited a significant positive relationship with job satisfaction. Additionally, emotional intelligence positively moderated the organizational climate-job satisfaction link, such that higher emotional intelligence enhanced this relationship. The findings indicate that though organizational climate drives job satisfaction, emotional intelligence serves as an amplification mechanism to extract even greater satisfaction in small businesses in Ghana. Our findings make a contemporary contribution to Herzberg's two-factor and important managerial guidance for owners and managers of Small Businesses in resource-constrained regions like SSA.

Ghanaian universities have embraced a corporate identity and are actively participating in Corporate Social Responsibility (CSR), which is referred to as University Social Responsibility (USR). The purpose of this is to enhance the perception of identification (organisational identity) and promote employee involvement. This research examines the effect of University Social Responsibility (USR) on the level of involvement and commitment of staff members in Ghanaian institutions. It also proposes that the sense of identity plays a role in mediating the relationship between USR and staff engagement. This study utilised a cross-sectional survey methodology. The poll utilised a two-stage multi-stage sampling procedure to choose 412 participants. The survey utilised a validated questionnaire using a 5-point Likert scale. The questionnaire had a Cronbach's alpha coefficient (?) greater than 0.70. The data acquired from this questionnaire was customised for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. The findings indicate that identification perception does not significantly and directly predict the mediation effect of internal CSR on employee engagement (beta=0.008; t<1.96; p=0.439: p>0.05), and external CSR on employee engagement (beta=0.002; t<1.96; p=0.443: p>0.05) in the surveyed Ghanaian universities. The study concluded that the impression of identification did not operate as a mediator in the predicted association between the internal and external corporate social responsibility activities of the universities and employee engagement. According to the findings and conclusion, Ghanaian universities should take into account several elements and adopt a comprehensive approach when aiming to enhance employee job engagement. It is important not to exclusively concentrate on employee identification with the institution. It is advisable for the administration of Ghanaian institutions to develop efficient employee-focused engagement strategies and activities, both internally and externally, to boost the welfare of their workers, promote a sense of belonging, and improve overall performance.