The impact of monetary policy on profitability of four major banks in South Africa
- Authors: Nyakombi, Kulasande Dolly
- Date: 2018
- Subjects: Monetary policy -- Econometric models , Financial services industry -- South Africa , Banks and banking -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/33589 , vital:32890
- Description: This study examines the effect of monetary policy on the profitability of the four major banks in South Africa, namely; Standard Bank, Ned bank, ABSA and FNB. The annual data used is for the period of 1999 to 2015, the study use Pooled OLS effects and Fixed effects to investigate the impact of Monetary Policy on Bank Profitability using Return on Assets as profitability measure. Empirical results indicate that monetary policy proxies by repo rate and lending rates were found to have no significant impact on bank profitability in the four major South African banks.
- Full Text:
- Date Issued: 2018
- Authors: Nyakombi, Kulasande Dolly
- Date: 2018
- Subjects: Monetary policy -- Econometric models , Financial services industry -- South Africa , Banks and banking -- South Africa
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10948/33589 , vital:32890
- Description: This study examines the effect of monetary policy on the profitability of the four major banks in South Africa, namely; Standard Bank, Ned bank, ABSA and FNB. The annual data used is for the period of 1999 to 2015, the study use Pooled OLS effects and Fixed effects to investigate the impact of Monetary Policy on Bank Profitability using Return on Assets as profitability measure. Empirical results indicate that monetary policy proxies by repo rate and lending rates were found to have no significant impact on bank profitability in the four major South African banks.
- Full Text:
- Date Issued: 2018
The relationship between authentic leadership and employee performance
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
- Authors: Petzer, Liane
- Date: 2018
- Subjects: Authentic leadership , Positive psychology , Employee motivation -- South Africa , Employees -- Attitudes , Job satisfaction -- South Africa , Employees -- Rating of -- South Africa , Financial services industry -- South Africa
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/59467 , vital:27613
- Description: The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
- Full Text:
- Date Issued: 2018
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