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  <title>DSpace Collection:</title>
  <link rel="alternate" href="http://hdl.handle.net/123456789/4636" />
  <subtitle />
  <id>http://hdl.handle.net/123456789/4636</id>
  <updated>2026-06-03T20:01:05Z</updated>
  <dc:date>2026-06-03T20:01:05Z</dc:date>
  <entry>
    <title>INVESTIGATING THE INFLUENCE OF EMPLOYEE VOICE ON PUBLIC SECTOR PERFORMANCE: THE MEDIATING DYNAMICS OF ORGANIZATIONAL TRUST AND CULTURE</title>
    <link rel="alternate" href="http://hdl.handle.net/123456789/4648" />
    <author>
      <name>Iddrisu, I.</name>
    </author>
    <author>
      <name>Mohammed, B.</name>
    </author>
    <id>http://hdl.handle.net/123456789/4648</id>
    <updated>2026-06-01T10:30:53Z</updated>
    <published>2024-01-01T00:00:00Z</published>
    <summary type="text">Title: INVESTIGATING THE INFLUENCE OF EMPLOYEE VOICE ON PUBLIC SECTOR PERFORMANCE: THE MEDIATING DYNAMICS OF ORGANIZATIONAL TRUST AND CULTURE
Authors: Iddrisu, I.; Mohammed, B.
Abstract: This study uses the Social Exchange Theory (SET) to examine the mediating influence that organizational trust and culture have on the link between employee voice and public sector performance. Partial Least Squares Structural Equation Modelling (PLS-SEM) was used to analyse data on 503 public sector employees. The study findings indicates that employee voice greatly improves organizational trust (β = 0.914, p &lt; 0.001) and culture (β = 0.893, p &lt; 0.001), which in turn have a favourable effect on performance in the public sector (β = 0.395, p &lt; 0.002, respectively). It has shown that in this connection, trust is a strong mediator (β = 0.361, p &lt; 0.001) than culture (β = 0.119, p &lt; 0.001). The findings highlight how crucial it is to support employee voice and trust in order to enhance performance outcomes in the public sector. These revelations have important ramifications for managers in the public sector who want to improve organizational dynamics and staff engagement tactics in order to increase productivity and effectiveness</summary>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
  </entry>
  <entry>
    <title>DRIVERS OF RURAL ENTREPRENEURSHIP IN NORTHERN GHANA: A COMMUNITY CAPITALS FRAMEWORK APPROACH</title>
    <link rel="alternate" href="http://hdl.handle.net/123456789/4647" />
    <author>
      <name>Asitik, A. J.</name>
    </author>
    <id>http://hdl.handle.net/123456789/4647</id>
    <updated>2026-06-01T10:07:36Z</updated>
    <published>2023-01-01T00:00:00Z</published>
    <summary type="text">Title: DRIVERS OF RURAL ENTREPRENEURSHIP IN NORTHERN GHANA: A COMMUNITY CAPITALS FRAMEWORK APPROACH
Authors: Asitik, A. J.
Abstract: This article critically examines the entrepreneurial potentials of rural northern Ghana within the &#xD;
Community Capitals Framework context to establish which capitals are drivers and barriers to rural &#xD;
entrepreneurship development in the study area. The study adopts a qualitative research approach (n = &#xD;
58) to examine the community capitals within three case study districts and communities. Focus groups &#xD;
and semi-structured interviews were conducted, gathering two different data at the district and community &#xD;
levels, using the Trans-TMM model to obtain reliable data through translation at the community level. &#xD;
The findings reveal that the cultural, social and political capitals and aspects of the research communities’ &#xD;
human capital offer significant entrepreneurial potential. However, in contrast, the scarcity of financial &#xD;
capital and low quality of the human capital in the communities poses a considerable challenge to significant &#xD;
entrepreneurial development and sustainability and therefore required attention. The article provides &#xD;
insight into entrepreneurship resources in rural northern Ghana for the government and organisations &#xD;
perceiving entrepreneurship as a development model towards poverty reduction, recognises the barriers, &#xD;
and addresses such deficiencies to guarantee the chances of success of such a programme.</summary>
    <dc:date>2023-01-01T00:00:00Z</dc:date>
  </entry>
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