Browsing by Author "Beyene, Nahom"

Now showing 1 - 2 of 2
  • No Thumbnail Available
    Item
    The Impact of Leadership Styles on Employees Job Satisfaction in Selected Non-Government Organizations Located in Addis Ababa
    (A.A.U, 2021-06) Beyene, Nahom; Workeaferahu, Yohannes (PhD)
    This research was undertaken to examine the impact of transformational, transactional and laissez faire leadership styles on employees’ job satisfaction. The research includes five organizations which are members of ACT alliance. The participants were staff level employees’, supervisors and managers currently working in Dan Church Aid, Norwegian Church Aid, Swiss Church Aid, Ethiopian Orthodox Church – Development and Inter-Church Aid Commission (EOC-DICAC) and Christian Aid located in Addis Ababa. Quantitative research approach and descriptive and explanatory research design were used in the study. The data was collected from 150 respondents of the five organizations and a close ended questionnaire was used to collect data. The study finding indicated that transformational leadership is the most practiced leadership style in the organizations. The results of correlation analysis revealed that a positive and significant relationship is found between idealized attribute, idealized behavior, inspirational motivation, intellectual stimulation, management by exception (active) and job satisfaction. Whereas management by exception (passive) and laissez faire had negative and significant relation with job satisfaction, Individualized Consideration had a negative and statistically insignificant relation with job satisfaction. The multiple linear regression analysis revealed that the model explains 79.5% of variance in the dependent variable. Out of nine predictors used five are significant predictors of job satisfaction. These are idealized behavior, inspirational motivation, intellectual stimulation, management by exception (passive)& management by exception (active). Idealized attribute, laissez faire, individualized consideration, and contingent reward are found to be insignificant predictors of job satisfaction. The study recommends that the organizations should practice inspirational motivation, idealized behavior, intellectual stimulation and dimension of transactional leadership namely, management by exception (Active)..
  • No Thumbnail Available
    Item
    The Impact of Liberalization on the Banking Sector in Ethiopia
    (A.A.U, 2021-07) Beyene, Nahom; Fufa, Takele (Ph.D.)
    liberalization in the form of direct and portfolio investment in the banking sector was officially announced by the government in 2019, the study investigates how this major policy shift after more than seven decades will affect domestic banks that are currently in operation in the country. With a largely cordoned off sector domestic banks have become the pillars of the finical scene in Ethiopia and the paper utilizes quantitative and inferential analysis to analyze how this paramount sector would be impacted once the policy is undertaken, utilizing econometric models and stratifying the population in different homogeneous strata the study identifies how banks would react to foreign competition and supplements that analysis with the study of important ratios indicating were the sector currently stands and if it can with stand the competition heading its way. Results from the analysis indicates that banks that were established early on before the year 2000 to be exact perform much better on many scales and are largely affected by micro economic factors while latter established banks show a volatile performance and are affected largely by macro-economic factors. The fact that even better performing banks can’t meet the international standards and recent banks show volatility indicate that time is needed for banks to adjust their stances for the competition and a mix of the polish and French approaches would best suit this demand but any policy that is undertaken must be done is a prudent and intendant manner so that rational and proactive decisions can be made.