<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Williams Okpebenyo</style></author><author><style face="normal" font="default" size="100%">Akeem Tunde Nafiu</style></author><author><style face="normal" font="default" size="100%">Sule Adomokhai, S.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DIVERSITY AND JOB SATISFACTION WITHIN ORGANIZATIONAL CLIMATE IN KOGI STATE, NIGERIA: EXPLORING THE SCENARIO OF SMALL AND MEDIUM-SIZED ENTERPRISES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">diversity management</style></keyword><keyword><style  face="normal" font="default" size="100%">Job Satisfaction</style></keyword><keyword><style  face="normal" font="default" size="100%">physiological diversity</style></keyword><keyword><style  face="normal" font="default" size="100%">psychological diversity climate</style></keyword><keyword><style  face="normal" font="default" size="100%">synergetic environment</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396672.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This study focused on diversity and job satisfaction within organisational climates, exploring the scenarios of small and medium-sized enterprises. The study explored the effects of physiological elements of employee diversity on job satisfaction at the workplace and ascertained the influence of psychological diversity climate on the job satisfaction of employees in SMEs in Kogi State. This study employed a survey research design and targeted employees who could provide insights into diversity-related situations. Both descriptive and inferential methods were employed to analyse the collected data. The study used multiple regression analyses to test hypotheses. Results showed that the age of employees has a significant negative effect on job satisfaction. As employees grow older, there is a noticeable trend towards decreasing job satisfaction, and the gender of employees was found to have an insignificant negative effect on job satisfaction, among others. The study recommends, among others, that SME owners or managers should implement age-specific support programmes aimed at addressing the changing needs and preferences of older employees to help sustain and improve their job satisfaction and that managers should conduct regular training sessions to raise awareness and sensitivity among employees regarding religious and diversity-related issues to foster a positive and inclusive work environment.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">34-51</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Noble Osei-Bonsu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING SECTOR</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">Employee involvement</style></keyword><keyword><style  face="normal" font="default" size="100%">Job Satisfaction</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational change</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981657.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">140-149</style></section></record></records></xml>