Browsing by Author "Henok Hailu"

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    Factors Affecting Balanced Scored Card (BSC) Implementation: The Case of Abyssinia Bank of Ethiopia
    (A.A.U, 2025-01-17) Henok Hailu; Yared A. (PhD)
    The Balanced Scorecard (BSC) is a strategic management tool designed to assess and enhance organizational performance beyond traditional financial metrics. Despite its potential, implementing the BSC can be complex and influenced by various factors. This research paper explores the factors impacting the BSC implementation at Bank of Abyssinia, which adopted the BSC in 2019. There has been no prior empirical study on its implementation and associated challenges. The study aims to identify the factors affecting BSC implementation, focusing on financial resources, top management support, job descriptions, and BSC evaluation. Using a quantitative approach, data was gathered from a survey of 294 employees at the bank's head office, and analyzed with SPSS version 20 through multiple regression. The findings indicate that Management Support, Job Description, and BSC Evaluation are significant predictors of BSC implementation, while Finance is not. The study also reveals that BSC implementation at Bank of Abyssinia is at a moderate level. These insights are valuable for understanding BSC implementation at the bank and can guide future improvements. The study concludes with recommendations for enhancing BSC implementation and suggests areas for further research Keywords: Balanced Scorecard (BSC), Bank of Abyssinia, financial resources, top management support, job description, BSC Evaluation, BSC Implementation
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    The Effect of Knowledge Sharing practices on Employee Performance: The Case of Bank of Abyssinia
    (Addis Ababa University, 2024-02) Henok Hailu; Abraraw Chane(PhD)
    The purpose of this study is to investigate The Effect of Knowledge Sharing practices on Employee Performance: The Case of Bank of Abyssinia at Addis Ababa. To achieve the objectives of this study Cross-sectional research design was used. The study used Survey questionnaire, data was collected through questionnaire from a population of 308 employees and 300 questionnaires were returned. The data collected from the questionnaire were analyzed descriptive statistics to summarize respondents' demographics and variables, followed by inferential statistics including correlation analysis to assess relationships, multiple linear regression to evaluate the influence of knowledge-sharing practices on performance, and mediation analysis to explore the roles of motivation, trust, and absorption capacity. The results highlight the critical role of knowledge sharing in enhancing employee performance by improving motivation and the ability to absorb and utilize knowledge. Organizations should prioritize creating an environment that facilitates knowledge sharing, with a particular focus on boosting motivation and learning, while also recognizing the importance of trust. The study found a significant positive relationship between knowledge-sharing practices and employee performance at the Bank of Abyssinia, supporting social exchange theory and the knowledge-based view of the firm. Employees with positive perceptions of knowledge sharing exhibited enhanced task and contextual performance. Key mediators—motivation, trust, and absorptive capacity—accounted for 78.9% of the total effect of knowledge sharing on performance. Knowledge-sharing practices explained 44.8% of the variation in task performance and 45% in contextual performance, highlighting their direct impact on employee effectiveness. The findings emphasize the need for organizations to foster a supportive environment that enhances motivation, trust, and absorptive capacity. Based on the findings of the study, the researcher forwards sound recommendations including that organizations promote a culture of knowledge sharing to enhance employee performance, focusing on individual factors like motivation, trust, and absorptive capacity. Implementing performance management systems, developing user-friendly technologies, and fostering a trusting environment are essential. Additionally, customized training programs and continuous learning initiatives should be established, along with regular monitoring and feedback mechanisms to further improve knowledge-sharing practices and employee effectiveness. Key Terms: performance management systems, Knowledge Sharing practices