Suchergebnisse

To date, small businesses in Africa have high failure rates which are enormous for African economies with limited capital and other resources. The combined failure rates for businesses and barriers increases unemployment rates and perpetuate poverty. In the light of the above, this special issue tries to address the problem surrounding small business development and poverty, with the hope of encouraging more research on this important subject

Globalization and quests for global presence have led multinational corporations (MNCs) to expand into newer markets with high returns. This expansion has increased competition for talented workers and driven the employment of an increasing number of expatriates to manage business operations overseas. Review of the literature shows that poor job performance can be related to poor cultural adjustment in new foreign locations. It is therefore critical to ensure that corporations are sending capable candidates for these roles overseas so that employing expatriates remain a good investment for MNCs. Due to improvements in political and economic situations in Africa, more international corporations are viewing the continent as a new market and are sending expatriates to manage business operations. A great deal of research on expatriate adjustment has been conducted in the last two decades. However, these studies have been predominately conducted in the west, with very little of this research having been conducted in Africa in general, or in Nigeria in particular, despite knowledge of the overwhelming adjustment challenges the continent poses to expatriates. The purpose of this study is to examine factors influencing expatriates' adjustment in Nigeria. A survey method was used to gather data from expatriates who work in different organizations in Nigeria. The results of this study show that age, gender, previous experience, cross-cultural training (CCT), socialization, and job satisfaction were predictors of expatriates' adjustment in Nigeria. This research is important because it may assist human resource professionals in planning and implementing an appropriate CCT program for employees relocating to Nigeria. It may help to bridge the gap in the literature on this topic with regards to Nigeria, Africa, and other emerging nations. It could also contribute to a better understanding.

PurposeEffective corporate governance is significant for firms in developing countries because it can lead to managerial excellence and help firms with a weak corporate governance structure to raise capital and attract foreign investors. The purpose of this paper is to examine the barriers, issues, and challenges hindering effective development and implementation of corporate governance in Nigeria.Design/methodology/approachA combination of quantitative and qualitative research methods was employed to collect information. Specifically, data were collected from 296 managers, company presidents, and board of directors in selected firms. Descriptive data and interview analyses are presented with respect to the barriers and issues hindering effective corporate governance development and implementation in Nigeria.FindingsThe study provides significant current information on corporate governance and barriers hindering its development and implementation in Nigeria. The findings reveal a number of constraints that hinder the implementation and promotion of corporate governance in Nigeria. These constraints include weak or non‐existent law enforcement mechanisms, abuse of shareholders' rights, lack of commitment on the part of boards of directors, lack of adherence to the regulatory framework, weak enforcement and monitoring systems, and lack of transparency and disclosure.Research limitations/implicationsThe study was limited to four cities in Nigeria. A broader geographic sampling would better reflect the national profile. Another limitation could stem from the procedure used in data collection (drop off and pick up). However, extreme measures were taken to protect the identities of the respondents.Originality/valueThe significance of this study stems from the fact that very few studies have explored the impact of human resource challenges and prospects in Nigeria. The results provide additional insights into corporate governance practices in Nigeria, a sub‐Saharan African country. This region has thus far been neglected by management researchers, and so the insights gained from this study will contribute to the future development of this line of research, particularly in a non‐Western country like Nigeria.

PurposeThe purpose of this study was to investigate the perceived gender differences in pay and promotion of bank managers in Nigeria, and how these differences affect job overall satisfaction of male and female bank managers in selected banks in Nigeria.Design/methodology/approachThe population for this study comprised bank managers who were members of the Chartered Institute of Bankers of Nigeria. A total of 800 questionnaires were sent to potential respondents chosen from 50 banks. A total of 512 usable questionnaires were returned giving a response rate of 64 percent.FindingsResults of this study indicate that a salary differential does exist between male and female bank managers in Nigeria. Male managers were more satisfied with their salary than their female colleagues. Results also indicated that there were gender differences in promotion. Male managers were overall more satisfied with their company promotion policies than their female counterparts.Research limitations/implicationsThis research is limited to the banking industry. Thus, the results cannot be generalized to other industrial sectors of the economy. This study needs to be replicated in other organizations using the same method.Practical implicationsThe study offers practical suggestions to the banking industry and human resources managers on how to recruit, pay, promote and retain women managers as well as to maintain gender equity in the industry.Originality/valueThe study examines gender related issues in a developing economy this is under‐researched area. It offers recommendations on how to provide opportunities for women to excel in the banking industry in a developing economy.

The impact of information technology (IT) on society is tremendous. Globalization of trade, the emergence of information economies, and the growth of the Internet and other global communications networks have recast the role of information systems in managing global corporations. The purpose of this study was to investigate the extent to which personal characteristics such as gender, age, education, income, and experience predict IT managers' job satisfaction in Nigeria. A sample of 360 IT managers selected from business organizations in Nigeria were used for this research. The results of this study suggest that IT managers were satisfied with their job, co‐workers, and supervision, whereas they were dissatisfied with their pay and the promotion system. The results of regression analyses also showed that personal characteristics were significant predictors of job satisfaction.

PurposeThe purpose of this study was to examine the effects of gender on the job satisfaction of US academics.Design/methodology/approachThe population for this study consisted of full‐time college and university teachers listed in the "Brain Track University Index Directories of the United States Colleges and Universities". A sampling technique was used to select the respondents surveyed for this study. A total of 1,100 questionnaires were administered to respondents chosen from 80 universities. A total of 560 usable questionnaires were returned, giving a response rate of 51 percent.FindingsThe findings of this research show that there are gender differences apparent in the job satisfaction levels of university teachers surveyed for this study. Female faculty were more satisfied with their work and co‐workers, whereas, their male colleagues were more satisfied with their pay, promotions, supervision, and overall job satisfaction. Results also indicated that ranks were significant in explaining gender differences and job satisfaction of the respondents.Research limitations/implicationsThis research is delimited to 4 year colleges and universities. Thus, the results of this study cannot be generalized to 2 year and community colleges.Practical implicationsFindings of the study provides institutional leaders, university and college administrators, and human resources professionals with key information that would enable them to recruit, reward, promote, and retain women faculty. The finding would also enable the government address the issues concerning female academics.Originality/valueThis paper offers practical recommendations to higher education administrators and human resources professionals on how to enhance job satisfaction of female faculty. It also offers suggestions to how to maintain more balanced gender equity in higher education.