The majority of studies in the area of corporate bankruptcy detection are generally concerned with the analysis of corporate financial ratios. Except these who are only symptoms of the process of the decline. The desire to better understanding the processes of bankruptcy obliges us to broaden the domain of expertise of financial analysis and integrate aspects of a qualitative order, relating more to the modes of organization of the company in relation with its environment. The objective in this paper, aims to broaden the debate by identifying the determinants of the bankruptcy of Tunisian SMEs through the use of qualitative variables alongside quantitative variables for forecasting the failure of companies, using the analysis in the main component and discriminant analysis. This approach allows a better explanation of the risks of bankruptcy and a better identification of the precursor signs of bankruptcy. In operational terms, this research aims to make a contribution to all decision makers inside and outside the company. In fact, to offer a clear vision to forecasting techniques and to show the contribution of qualitative variables in terms of early detection of business bankruptcy.

This study aimed to qualitatively examine the concept of succession planning and its relevance in ensuring the posterity of organizations. The study adopted a descriptive qualitative method in examining its aim; hence explored relevant related literature on the following themes; organizational management and environment, challenges addressed by succession planning, the role of succession planning in an organization, the role of human resources in succession planning, models for succession planning, methods of developing managers for succession planning, succession planning pitfalls, and the resource-based view theory perspective to succession planning as a strategic tool to organizational posterity. The study made findings, recommendations, as well as developed a succession planning model that is relevant in optimizing the succession planning practices that would guarantee a continued viable posterity for organizations.

This study examined the relationship between organisational communication and employee performance in deposit money banks in Port Harcourt. The population of the study consisted of 500 employees drawn from the 15 deposit money banks in Port Harcourt. The sample size for the study was 222 employees determined using Taro-Yamane formular. The study postulated 11 research questions and 11 hypotheses. The study used questionnaire for data collection. The instrument for data collection was validated using face and sampling validity; while the reliability text was determined by Cronbach’s Alpha Coefficient using Statistical Package for Social Sciences (SPSS). Analysis entailed the descriptive illustration of sample characteristics using charts and frequency distributions. The univariate data were analyzed using mean scores and standard deviations which served accordingly as the measure of central tendency and dispersion; while for bivariate data, the spearman’s rank order correlation coefficient statistical tool was used in testing for all hypothesized relationships. The multivariate hypothetical statements were tested using the partial correlation coefficient technique. The results showed a significant effect of the dimensions of organisational communication on the measures of employee performance. Based on the results, it was thus concluded that organizational communication has a significant positive relationship with employee performance in deposit money banks in Port Harcourt and hence recommended that management should ensure that there is consistent recognition of subordinates, updating and informing them of necessary adjustments which may affect their jobs and as well providing platforms to engaging employees in decision-making; these will enhance the capacity and drive of employees to showcase high performing standard through productivity, quality service and effectiveness.

This study tends to highlight the influence of employees benefits on the organizational growth. The objective or goal of every business organization is to grow and expand; management for centuries has been looking for that best way to make organization grow. To this end, this paper seeks to find, if employees benefits such as medical allowance, life insurance, disability and retirement benefits will do that magic. This study adopted a survey of literature from past scholars for relevant informationsourced through classified publications, reports, journals and majorly through internet surfing as secondary data for qualitative analyses. It was concluded that benefits are of great importance to the individual employee’s performance and organizational efficiencies. Organizations use benefits and other incentives not only to retain their core employees and avoid the associated cost of employee turnover, but to refrain employees from being enticed by the competitors. With the current globalized economy, employee’s benefits and other incentives are veritable instruments adopted by many organizations towards competitive advantage as a motivated workforce is a catalyst to increased productivity and optimal organizational performance. The study recommendsamongst others that benefit schemes should be designed with articulated strategies to be embedded into the organizational policy, seek employees opinions when reviewing benefits and introduce appropriate and commensurate benefits into workers’ total emolument packages to encourage and motivated them towards increased productivity to the overall growth of the firm.

This study examines staff innovativeness and organizational performance: a review of the literature on deposit money banks in Rivers State of Nigeria. Literature review research method was adopted by the study. The researcher conducted a thorough evaluation of the literature. In light of an intensive evaluation of the literature, the study discovered that staff innovativeness influences organizational performance among deposit money banks in Rivers State, that the staff innovativeness strategy should be supported by the formation of focus groups to strategically plan the method and strategy of innovation, and that the staff of banks should conduct workshops to discover new chances for innovation.

The relationship between managerial development and organizational effectiveness was investigated in this study. In order to demonstrate the importance of management development programs to overall organizational success, two theories were reviewed: social exchange theory and resource based theory (RBV). This study assessed literature from various studies on management development to see how it affects organizational effectiveness. It also sought to identify any arguments and gaps that exist in the literature on the subject. According to the research, there is a link between managerial development and organizational effectiveness. The findings demonstrated a significant association between the dimensions of management development, such as coaching and mentoring, and organizational success indicators, such as staff performance and customer satisfaction. The predictor and criteria variables were both affected by organizational culture. The conclusion was reached that inadequacies in development programs have led to organizations seeking managers from outside the organization, hence increasing competition for highly developed managers; As a result, it was suggested that management development needs be identified, as well as consultants who will enable externally sourced and domestically generated initiatives; those with vast years of experience on the job so that best organizational outcomes are elicited from the process.

The research was conducted on MSMEs made from textile factory waste in Semarang Regency. The purpose of this research is to create a model for developing the quality of products made from textile factory waste in achieving marketing performance. The population in this study was all 106 textile factory waste craftsmen in Semarang district. The results of the analysis prove that the first model is the quality of product development; design competence, and customer orientation have a positive and significant effect on marketing performance. In the second model, customer orientation has a significant positive effect on the quality of product development, but the design competence has no and negative effect on the quality of product development.