Green Employee Empowerment/Engagement/ and Non-Financial Corporate Performance in Deposit Money Banks of South-West, Nigeria
Abstract
The study examined the relationship between green employee empowerment/engagement and non-financial corporate performance in deposit money banks of South-West, Nigeria. Survey design was used. The study population was the managerial staff of deposit money banks in the South-West of Nigeria with 330 as the sample size. Simple random sampling technique was applied. Structural Equation Modelling - AMOS was used in testing the three (3) hypotheses. The findings revealed that there is a relationship between green employee empowerment/engagement and non-financial corporate performance with the estimate (ꞵ) between .136 and .969 in all the three (3) hypotheses and that green empowerment/engagement positively aid the non-financial performance in deposit money banks in South-West, Nigeria. Hence, the study recommended that green employee empowerment/engagement should be embraced to improve non-financial performance like employee satisfaction, operational efficiency, and innovation.
References
Ahiauzu, A. (1999). The African man, CIMRAT.
Ahmad, K. & Zabri, S. M. (2016). The effect of non-financial performance measurement system on firm performance, International Journal of Economics and Financial Issues, 6(S6), 50-54.
Alosani, M. S. & Yusoff, R. (2020). The effect of innovation and strategic planning on enhancing organizational performance of Dubai Police, Innovation and Management Review, 17(1), 2-24.
Amah, E. (2014). Corporate culture and organisational effectiveness, Ibadan University Press.
Atalay, M., Anafarta, N. & Sarvan, F. (2013). The relationship between innovation and firm performance: An empirical evidence from Turkish automotive supplier industry, Procedia-Social and Behavioral Sciences, 75, 226-235.
Bakar, L. J. A. & Ahmad, H. (2010). Assessing the relationship between firm resources and product innovation performance: A resource-based view, Business Process Management Journal, 16, 420-435.
Banu, M. (2019). Operational efficiency of Indian banking sector: A comparative analysis, International Journal on Emerging Technologies, 10(3), 45-50.
Carpini, J. A. & Parker, S. K. (2016). Job enlargement, https://www.researchgate.net/publication/340279391.
Charles, O. O, (2015). Measuring organisation performance from balance scorecard to balance ESC framework, International Journal of Economic, Commerce and Management, III(1), 715-725.
Chen, T. Y. (2001). An estimation of x-inefficiency in Taiwan’s banks, Applied Financial Economics, 11(3), 237-242.
Danaei, A. & Hosseini, A. (2013). Performance measurement using balanced scorecard: A case study of pipe industry, Management Science Letters, 3(5), 1433-1438.
Eferakeya, E. I. & Erhijakpor, E. O. (2020). Determinants of operating efficiency of Nigeria’s banking sector. PalArch’s Journal of Archaeology of Egypt/Egyptology, 17(7), 13151-13166.
Essien, E. (2002). Psychology applied to work: An introductory approach, Sceptre Prints Limited.
Gupta, V. & Chopra, M. (2016). Conceptualization of the balanced scorecard for organizational performance measurement, https://www.researchgate.net/publication/330998205_Conceptualization_of_the_Balanced_Scorecard_for_Organizational_Performance_Measurement.
Hoque, Z. & James, W. (2000). Linking balanced scorecard measures to size and market factors: Impact on organizational performance, Journal of Management Accounting Research, 12, 1-17.
Ion, E. & Criveanu, M. (2016). Organizational performance- A concept that self-seeks to find itself, Anals of the “Constantin Brancusi” University of Targu Jiu, Economy Series 4/2016, 179-183.
Jenatabadi, H. S. (2015). An overview of organisational performance index: Definitions and measurements, https://www.researchgate.net/publication/275659514.
Johnson, H. T. & Kaplan, R. S. (1987). Relevance lost: The rise and fall of management accounting, Harvard Business School Press.
Kaplan, R. S. & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action, Harvard Business School Press.
Kaplan, R. S. & Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management: Part 1, Accounting Horizon, 15(1), 87-104.
Olarewaju, O. M. (2016). Capital base and operational efficiency in Nigeria deposit money banks (evidence from a two-way fixed effect approach), Global Journal of Management and Business Research: D Accounting and Auditing, 16(1), 1-12.
Otley, D. T. (2003). Management control and performance management: Whence and whither? The British Accounting Review, 35, 309-326.
Price, D. P., Stoica, M. & Boncella, R. J. (2013). The relationship between innovation, knowledge, and performance in family and non-family firms: An analysis of SMEs, Journal of Innovation and Entrepreneurship, 2(14), 1-20.
Renwick, D. W. S., Redman, T. & Maguire, S. (2012). Green human resource management: A review and research agenda, International Journal of Management Review, https://DOI: 10.11 11/j.1468-2370.2011.00328.x
Saleem, S., Shaheen, W. A. & Saleem, R. (2012). The impact of job enrichment and job enlargement on employee satisfaction keeping employee performance as intervening variable: A correlational study from Pakistan, Kuwait Chapter of Arabian Journal of Business and Management Review, 1(9), 145-165.
Sule, O. E. & Ugoji, I. E. (2013). Impact of personal recruitment on organisational development: A survey of selected Nigerian workplace, International Journal of Business Administration, 4(2), 79-103.
Sule, O. E., Amuni, S. I., Obasan, K. A. & Banjo, H. A. (2015). Wages and salaries as a motivational tool for enhancing organizational performance: A survey of selected Nigerian workplace, EuroEconomica, 1(34), 7-26.
Sushil, S. (2014). Role of job enrichment and job enlargement in work life balance, Global Journal of Finance and Management, 6(3), 239-244.
Copyright (c) 2022 Journal La Bisecoman

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.



