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As competition increases, organizations rely more on employees who go beyond the job requirements stipulated in their contractual agreements. Therefore, there is a call for Organizational Citizenship Behavior (OCB). Employees who demonstrate organizational citizenship behavior identify themselves with their organization and are willing to go the extra mile to improve organizational performance. In cognizant of this, several scholars are attracted to investigate Organizational Citizenship Behavior (OCB). This study attempts to determine the effect of Organizational Citizenship Behavior on organizational performances in the context of Ethiopia's private higher education institution by taking St. Mary's University as a case. The target population of this research is the academic staff of the university. A sample of 150 academic staff was selected by employing a simple random sampling technique to collect data through a questionnaire, and 15 department and faculty deans were interviewed. An explanatory design along with a sequential mixed approach has been employed to meet the study objectives. The research findings revealed that altruism, conscientiousness, sportsmanship, and civic virtue behaviors positively and significantly predict organizational performance in higher education. Altruism is found to be the most significant behavior that influences organizational performance in higher education.

This study aimed to assess the strategic human resources management practices and associated challenges in commercial banks in Ethiopia. The study used a descriptive research method. A sample of 345 employees was selected using stratified random sampling and a response rate of 85% was attained. Data was collected using a self-administered questionnaire. Data analysis was conducted by applying statistical computations for averages and standard deviation. From the study, it was found that the overall strategic human resource practices in some commercial banks were perceived positively. These banks consider their HR professionals as strategic business partners, and thus, evaluation of HRM in terms of its contribution to business goals is a popular practice. However, several challenges distort the principle of strategic HRM and hinder HR from fully acting as a strategic partner. The major challenges included improper organisational structure, insufficient resource allocation, lack of cascading business strategy statements to defined HR activities, and the prevalence of group favouritism and political affiliation. This study found that there is a lack of congruence of the HRM system with other organisational strategies under operation, such as total quality strategy. Thus, it can be concluded that even if the practices of SHRM have been in a good direction in the surveyed banks, the failure of effective implementation of HRM policies created a mismatch between human resource policies and other aspects of the organisation. Therefore, the study suggests that the surveyed banks invest in human resources through training and management development, to improve individual employee capabilities and organisational capabilities to effectively link human resources with business strategy. [ABSTRACT FROM AUTHOR]

Employee engagement has become a popular subject of study by both academia and survey houses. This study intends to add new light to the existing body of literature, by identifying factors driving employee engagement and determining the extent to which employee engagement affects turnover intention. A theoretical foundation was compiled for the study, based on the literature review. The target population for this study was the professional management and non-management staff of Ethiopian Airlines located in Addis Ababa. Explanatory research design has been employed. Primary data was collected from 353 staff of Ethiopian Airlines, who were selected through simple random sampling technique. Utrecht Work Engagement Scale (UWES) has been used to measure employee engagement. Data was analysed using descriptive statistics, which included mean and standard deviation, one-way ANOVA, Pearson correlation analysis, and regression analysis. The summary of responses indicated by the overall mean score shows that most of the staff are engaged. On the other hand, Pearson correlation results showed that employee engagement is negatively related to turnover intention. Furthermore, the finding from regression analysis indicated that employee engagement negatively and significantly predicts turnover intention suggesting that organizations that enhance employee engagement can improve employee retention. [ABSTRACT FROM AUTHOR]