The Role of Enterprise Governance On Perceived Vocational Advancement

The Role of Enterprise Governance on Perceived Vocational Advancement
The role of Enterprise

Governance on
Perceived
Vocational Advancement
By Abdul Basit Aslam
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The Role of Enterprise Governance of Perceived

Vocational Advancement
Submitted By: Abdul Basit Aslam

Reg No: 2171018
Session: 2017-2020
School of Business Administration

National College of Business Administration and Economics
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Table of Contents
Dedication.............................................................................................................................................4
Acknowledgment...................................................................................................................................5
Abstract:................................................................................................................................................6
Introduction...........................................................................................................................................7
Focus of this research:...................................................................................................................8
Problem Statement:..............................................................................................................................8
Research purpose:.............................................................................................................................8
Methodology:....................................................................................................................................9
Literature Review:.................................................................................................................................9
Theoretical Framework........................................................................................................................14
Hypothesis:..........................................................................................................................................15
Measures and Variables......................................................................................................................15
Independent variables:....................................................................................................................15
Enterprise decision making..........................................................................................................15
Employee Training program:.......................................................................................................16
Leadership:..................................................................................................................................16
Goal Setting:................................................................................................................................17
Communication:..........................................................................................................................17
Dependent Variables.......................................................................................................................17
Perceived vocational advancement:............................................................................................17
Methodology.......................................................................................................................................18
Target population:...........................................................................................................................18
Population and sample:...................................................................................................................18
Sample:........................................................................................................................................18
Measurement instrument:..............................................................................................................18
Questionnaire..............................................................................................................................18
Data Analysis Tool........................................................................................................................19
Measurement Technique.............................................................................................................19
Findings...............................................................................................................................................19
Hypothesis Testing..............................................................................................................................49
Hypothesis 1....................................................................................................................................49
Hypothesis 2....................................................................................................................................49
Hypothesis 3....................................................................................................................................49
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Hypothesis 4....................................................................................................................................49
Hypothesis 5....................................................................................................................................50
Conclusion:..........................................................................................................................................50
Limitations:..........................................................................................................................................50
Future Recommendation:....................................................................................................................50
Bibliography.........................................................................................................................................50
Appendix.............................................................................................................................................53
Questionnaire:.................................................................................................................................53
Link to the questionnaire:................................................................................................................57
Dedication
I would like to dedicate his thesis to my parents for their support both financially and
socially, to my supervisor Ma’am Saima Hassan for her guidance, to my late brother
Muhammad Arshad and my late mother Razia Aslam.
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Acknowledgment
First of all, I would like to say thanks to Almighty ALLAH for blessing my life with
opportunities.
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Secondly, I would like to say thanks to my supervisor in this thesis Ma’am Saima Hassan for
allowing me to work on this wonderful thesis which helped to do lot of research and her
thorough guidance throughout the thesis
Thirdly, I would like to say thanks to my friends who helped me to during my Research.
Abstract:
In a day to day work life of an employee, in achieving organizational/enterprise goals there

are some other goals which are related to career advancement. Career advancement plays an
important role in an employee perception of working with an enterprise in the long run. This
can be achieved when enterprise governed in such a way that it builds employees perception
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of career/vocational advancement. This is the main focus of this dissertation. That is to

determine role of enterprise governance in perceived vocational advancement. For achieving
this, survey questionnaire was send to enterprises with head offices in Lahore. People from
all levels/departments were considered except labor class/wage class. 101 responses came
back. In the light of the results that came out from hypothesis testing, it is evident that
enterprise governance plays an important role in perceived vocational advancement among
employees
Introduction
Information system audit and control foundation defines enterprise governance as
“Providing strategic directions in ensuring that goals/objectives are realized with proper
management of enterprise risk and the effective and efficient use of enterprise resources.
These duties are implemented by executive level management and the board”.
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The overall liability substructure of an organization is accounted for enterprise governance.

The two dimensions for enterprise governance are corporate governance and strategic focus.
Corporate governance encompasses duties, roles, structure / substructure and top level
reimbursements. The strategic focus helps in strategic decision making for executive
management, in order to make decisions that are key in achieving the objectives. [CITATION
The \l 1033 ]
Career/vocational advancement refers to the term in which person considers his/her career
moving forward in a positive manner. Vocational/career advancement varies from person to
person. Some might consider recognition as driving force for their career advancing. Some
might consider promotion or rise in salary as the driving force. Learning new skills, getting
flexible working hours, can also be the driving force. Career advancement is important for
any employee. If the employer offers less chance of career advancement, the employee might
feel the need to move out form such organization/enterprise. It is crucial for employers to
create career advancement opportunities for his/her employee.
There are some factors which contribute to low perception of career advancements among
employees of an organization/enterprise. The factors majorly are low mentorship, less
unconstrained structure and educative fit. These factors play a significant role in low
perception of career advancement among employees. Low perceived career advancement
results in low organizational commitment. [ CITATION Elt12 \l 1033 ]
Focus of this research:

In everyday work life of an employee, his focus other than doing his/her work or achieving
goals is perception of career advancement. It is important for any employee to see his/her
career advancing in the right direction. His/her perception of career advancing is the driving
force for working harder and achieving the organizational goals and personal goals. This
research focuses on finding out the impact of enterprise governance on perceived career
advancement certain factors are considered in determining the impact enterprise governance.
They are enterprise decision making, employee training program, leadership, goal setting and
communication. These factors are considered and taken in determining the impact. Involving
the employees in decision making, providing significant job training of regular basis,
presence of effective leadership, making SMART (specific, measureable, attainable, relevant
and timely) goals and proper communication channels can have significant impact which is
described in the results.
Problem Statement:
It is said from time to time that
“Employees are the Real Asset of a Company”
Employees are the people who do the actual work and they are the people behind the success
of every enterprise that existed and is existing. Behind every successful enterprise, there is a
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team that worked hard to make the enterprise what it is. Enterprises are governed by certain
set of rules and regulations.
The ways in which enterprises are governed can have an impact on what employees perceive
his/her career moving forward. Culture within an organization has deep impact on how
employee sees his job. The governance of an enterprise has a role in how employee perceives
his career moving in the direction he or she wants it to be.
The satisfactions that he/she feels from his job impact his/her intention to stay or leave the
enterprise he/she is working in. Role on enterprise governance in perceived vocational
advancement is the problems statement of this dissertation.
Research purpose:
The purpose of carrying out this research is to determine how much does the governance in
the enterprise impact the perceived vocational advancement of the employee. Few researches
has been conducted on enterprise governance and perceived vocational advancement
separately but research on role of enterprise governance on employee perceives vocational
advancement has not been conducted before.
The role that enterprise governance has on employee perceived vocational advancement is the
research purpose of this dissertation.
Methodology:
The research will follow an empirical approach by issuing survey questionnaire in different
enterprises. The total sample size and responses of the employees/responders are show in the
methodology section the research. The questionnaire developed is divided in certain sections
that encompass the enterprise governance, the elements in it and vocational advancement and
elements in it. The questionnaire will present a whole area in which the elements of
governance of an enterprise impacts the employee perceived vocational advancement.
The literature review gives out a basic idea on the research will be conducted and what has
been conducted before, The variables determined to be listed in the literature review are the
elements of enterprise governance and perceived vocational advancement.
Literature Review:
The study investigates the impact of enterprise governance on perceived vocational
advancement. The main focus of the study is to determine do and how much does the
governance in an enterprise impact employee perceived vocational advancement. It is
important to determine the governance in enterprise impact its employee vocational
advancement. Research has been conducted on enterprise governance and perceived
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vocational advancement separately but no research has been conducted to determine the
impact. So it is worth noticing the impact as very little research has been done on both
individual variables previously.
Enterprise governance has played an important role in how a firm will shape its future. It
exists in today’s world as a junction between principles, ethics and economic yield. Matters
relating governance arise as enterprise is given a separate identity and treated as distanced
from the management. Enterprise governance is required to create an atmosphere of
organization cultural alertness, clarity and truth. It gives firms with something to work and
achieve a long term benefits which will result in higher organizational performance. It is
quite evident that enterprise governance impacts the overall performance while keeping other
elements apart. [ CITATION Gup14 \l 1033 ]
In a world where markets are growing with each day, it is important for enterprise to build up
its risk management for strategic upper hand. In order to achieve that, it is important to think
about enterprise governance as driven and precautionary rather than responsive and
speculative. Significant resources have been allocated to the matter relating enterprise
governance. It is required for management to take integrated actions to prevent enterprise
from financial loss and improve the overall management account reporting. A strong
feedback control is crucial in this process as it provide the accurate information which in-
return helps the enterprise to achieve its goals. Providing proper education regarding the
management accounting would help in this attempt. [ CITATION Aki19 \l 1033 ]
Some theoretical models have been developed to get the insight of the impact of enterprise
governance. One conceptual model is developed for better insight on how it impacts the
overall performance and vocational advancement for employees. Value based management
can help achieve the required objectives of enterprise governance with right about of
symmetry between correspondence and performance. This can be achieved by aligning the
interest of managers and shareholders. Value based management tend to focus of
performance which aligns the interest of everyone in the enterprise and the enterprise itself.
[ CITATION Ade13 \l 1033 ]
Today’s global economic world is causing a lot of changes on how enterprises govern. The
reasons for change are continuous changing innovations and innovations with great deal of
creativeness. These changes impact on how and enterprises govern and achieve the goals.
That is the reason why performance of the enterprise and its strategies toward achieving it
goals are changing on vigorously. People in the enterprise (employees) have the knowledge
to move along with the innovations and find solutions to the problem but viewpoint towards
the basis for action are narrow. [ CITATION Sen11 \l 1033 ]
In order to understand the advocacy of enterprise governance two theories are relevant and
important in this aspect. They are stakeholders and administration theory. These convincing
theories give an elaboration of the dynamics off the governance in the organization. The
factors that influence the organizational structure are its values, standards and symbolic
morals. The stakeholder theory offers value defense on the factors that impact the
organizations itself and the people who have a stake in it. On the other hand, administration
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theory presents the viewpoints of the other side such as managers etc. it attempts to build a
relationship that a manger has with its organization. Both the theories provide subjective
aesthetic link between enterprise and its management. [ CITATION Chr07 \l 1033 ]
There certain aspects that leads to failure of governance in enterprise. One of the main
presumptions taken into account is the decision makers at the top level. The subjective
approach of the directors can have a negative impact on the enterprise overall. When the
firmness of employees is excluded, it tends to decrease their spirit and which makes them to
think about better vocational opportunities. To overcome the issues that arise in an enterprise,
the managers and the employees need to be managed properly with right thing at right time
which will reduce the chances of failure. [ CITATION chr08 \l 1033 ]
The term governance refers to the methods by which enterprises are directed and supervised.
The dominant factor in any enterprise governance is the experience. The experience is
important resource for effective decision making. A certain time of experience is required in
decision making that involves allocation of resources and allocation of team in problem
solving area. The article by Clara Bassano suggest Experienced based decision support
system that is capable of moving the enterprise governance in a way that decisions are made
to solve the actual lying problem. The system is based on conceptual rationalization of certain
attributes that are focused entirely allocation of resources and solving problems. It can also
help in the decision making that relates to employing certain sets of resources. [ CITATION
Cla15 \l 1033 ]
The governance of information and risk management in an enterprise is very salient as most
of the enterprise decision lay with it. In an article by Dhamarlingam Ramalingam, importance
of information governance in an enterprise is demonstrated. The article provides and
approach for control of information by using Decision Making tail and Evolution Laboratory.
In this decision support system, usefulness and efficiency is determined by factors such as
performance, the ease to use and the strength of the total security control. The approach gives
the enterprise the freedom to choose the information system they want need. [ CITATION Dha18
\l 1033 ]
The firmness of the employees can be enhanced by organizational learning and job
satisfaction. The organizations with learning culture tend to be positively associated with the
job satisfactions. Both the elements are crucial in determining the employees learning
motivation and intentions for turnover. The learning process should be carried out with
regular intervals and should be taken into consideration with the outcomes of the organization
so that the goals of both align with each other. [ CITATION Tob04 \l 1033 ]
The identification of goals is based on logical mechanism such as identifying the

requirements. Goal based method focuses on categorization and characterizing strategies for
the goals and defining the step for each goal. Constraints provide the additional information
that is required to address the issue that arise in the achieving the goals. Exceptions are
valuable in determining ways in which the goals can fail. Scenarios provide the strong and
concrete ways to determine circumstances in which the goals may fail. [ CITATION Ann96 \l
1033 ]
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In an article by Yafang tsai, organizational culture is properly defined. Organizational culture

means that range of beliefs and values that an organization has, what are the belief of its
employees/staff and how the attitudes of the employees are altered and changed the
organization. The essentials for an organization to achieve its mission and have satisfied
employees are the leadership style of the management. The slight changes in the style can
impact on how organizations achieve its goals and satisfaction of employees. The culture that
exist within an organization play an important role in creating a positive environment in
which the employees work. The important factors in these are communicating the
information at the right time, encouraging the organizational spirit and managing workload
they do on daily basis. When the communications between leadership and employees are
effective, it results in higher job satisfaction among employees and achievement of
organization mission. [ CITATION Yaf11 \l 1033 ]
Organizational culture plays an important role on how the enterprises are governed. In an
article by Jocelyn J. Johnson, the role or organizational culture is examined and explained.
The ways in which organizations are governed depends upon how organizations are
governed, monitored and controlled. Organizations flourish when employees and satisfied
with their job and they are provided with autonomy and participative management.
Constraints in the organization such as poor communications lack of information flow tend to
result in lower job satisfaction among employees. Although to reduce the low job satisfaction
among employees, supervisors in the organizations can help a great deal in this aspect. They
should develop goals with are attainable and employees should be recognized for the efforts
they put their specified work. Factors like customer satisfaction are crucial for any
organizations to achieve their goal along with employee job satisfaction. [ CITATION Joc98 \l
1033 ]
The impact of organizational culture on enterprise governance can be understood by the

findings of the article by Elena Zovylova. The article discussed the impact organizational
culture has on how enterprises are governed. The findings suggested that enterprises with
organizational culture who were dominating the market showed lowest job satisfaction
among its employees whereas the enterprises with little or no structure showed the highest
job satisfaction among employees. The enterprises with strong and efficient cultures have the
ability to sustain and have satisfied employees at the same time. [ CITATION Ele10 \l 1033 ]
Job satisfaction is called as employee mindfulness. The work on job satisfaction extents to
direction, pay, recognition and work environment. The enterprise refers to satisfaction as
well-being, tools, workload on daily basis. One important factor in satisfaction other than
monetary benefits is personal cooperation between the coworkers. Individual advancement
refers to personal goals achievement which one person wants to achieve in their career
moving forward. How employees cooperate with each other results in job satisfaction that is
on the other side of monetary benefits. The overall satisfaction known as the number of
members satisfied with their jobs. The recognition that they receive from their th enterprise
they work in enhance their satisfaction with job and will help in their commitment with the
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job. The greater the degree of satisfaction, the greater will be their organizational
commitment. [ CITATION Ric79 \l 1033 ]
The leadership style in an enterprise plays important role in determining how an organization
will achieve its mission and goals. The article by Chiou Huei Yu demonstrated
transformational leadership style. The findings suggest that transformational leadership style
helps to promote work performance of employees. Transformational leaders encourage
employee job satisfaction and fulfillment of organizational goals. Leaders encourage
employees to work with innovative approach that will help them to exhibit abilities that will
give them a step forward in vocational advancement. Only leaders can enhance the degree of
satisfaction that employees feel in their work and they have a big duty in that respect. As
leaders are the backbone of the organization, the culture within the organization is its soul.
[ CITATION DrH11 \l 1033 ]
For an employee, the predominant factors to sustain and advance in the career are self-belief
and career growth. The article by Andre E Abele, explains the need of it. The article suggests
that self-efficacy and career advancement goals are both necessary for the subject and
objective part of the career goal achievement. The subjective part includes salary etc and
objective part includes goals attainment. Self-efficacy and career advancement goals had a
positive impact on the employees at the career entry level with salary being in the pritive
side. As the career moved forward, both variables showed negative impact that is mainly due
to unequal pay between men and women. The women were paid less than men with same
position or grade scale with caused the negative relation to come up. [ CITATION And09 \l
1033 ]
Managerial capabilities play a vital role in how an employee perceives his/her career
advancing. The article by Eric Chong explains the role of managerial capabilities and career
advancement. The findings of the article suggest that the similarities and differences exist
between managers of different culture. Both have their ways of getting the work done. The
cultural differences thing exists and if handled carefully is beneficial for both managers and
enterprise itself. The difference is reflected through the decisions made by the managers and
that is mainly due mercurial dimension of the cultures. [ CITATION Eri13 \l 1033 ]
The article by Maris L. Kraimer addresses the issue relating career advancement perspective.
The article focuses on renovating intentions relating career advancement perspective. The
findings of the article suggest that more work than usual on regular interval ay seems like a
learning process but in fact it does more harm than any good to the enterprise and the
employee idea of vocational advancement. The work/ assignments given to employees that
were in developmental stage showed positive sign with employees feeling the sense of career
vocational advancement. The employees with international assignments felt that they have
moved ahead in their career. The sense of underemployment was found less on employees
who received promotion on regular intervals. Enterprise support system can help in reducing
turnover intentions among employees. The support system based on realistic approach will
encourage employees to work hard achieve advancement in their career. [ CITATION MAR09 \l
1033 ]
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Flexible hours in a work environment can help employee and have a great impact of
employee perceived career advancement. The article by Sara A. Rogier illustrates the impact
of flexible hours on perceived career/vocational advancement. The article focuses on flexible
hours for women but it can be used for generalized version. The flexible hours had less of
impact on potential perceived career advancement. The employees in flexible hours were less
dedicated and showed less chance of potential career advancement. The results also show that
employees working on flexible showed less unnecessary absenteeism than normal regular
work hours. [ CITATION Sar04 \l 1033 ]
Employees can perceive their career advancing better when they have a mentor to guide them
in their career as they move forward. The article by Chris Enslin demonstrates the importance
of mentoring in perceived vocational/ career advancement. The findings of the article suggest
that formal mentoring helps the employee to perceive his/her career advancing in the right
direction and the employees showed the intention to stay and work to their potential in the
organization. Mentoring plays and significant role in employee perceived vocational/career
advancement. [ CITATION Chr15 \l 1033 ]
Working on international assignments plays an important role in career/vocational

advancement of managers. The article by Gunter K Stahl explains the roles of international
assignments specially demand driven and learning driven in the career/ vocational
advancement of managers and how it increases his/her leadership skills. Studies conducted
previously showed that companies fail to align international assignments with long term
career advancement of managers. The findings of the study suggest that separating demand
driven and learning driven assignment help in knowing the turnover intentions of manager.
When the managers are less satisfied by company support system, they tend to move to other
enterprises with better chances of career advancement. [ CITATION GÜN09 \l 1033 ]
The family structure can impact person perceived career/vocational advancement. The article
by Phyllis Tharenou explains whether it does or not. The findings of the article suggest that
family structure impacts the persons perceived vocational advancement. The impact of family
structure was found only on women but not men. Any disruption in family structure had no
impact of men. It was also found that in private sector, the family structure had very little of
no impact on women perceived vocational advancement. [ CITATION PHY99 \l 1033 ]
Theoretical Framework
Enterprise
Governance
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Enterprise decision
H1 making
Hypothesis:
H1: Enterprise Decision Making is positively associated with Perceived Vocational

Advancement.
H2: Employee Training Program is positively associated with Perceived Vocational

Advancement.
H3: Leadership is positively associated with Perceived Vocational Advancement.
H4: Enterprise Goal Setting is positively associated with Perceived Vocational

Advancement.
H5: Communication is positively associated with Perceived Vocational Advancement.
Measures and Variables

Variables and measurements its measurements are following.
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Independent variables:
Independent variables are following:
Enterprise decision making:
Enterprise decision making is measured by six point scale items developed by [ CITATION
JOC98 \l 1033 ] and sample questions are “My ideas and opinions are asked for when
important decisions are made”.
Decision making in an enterprise/organization is a difficult task for managers. On day to day

basis, many decisions are made and implemented. These decisions can be strategic or
operational. The area to be considered is taking employees and shareholders into
consideration. Quality of decision making is dependent upon the quality of information at
disposal. [ CITATION Ori14 \l 1033 ]
Decision making at the first level is dependent upon three factors that are basically the
requirement for the side of managers to perform the task with according to designed
procedure, the underwriting aid the a manager has and learning from what happened in past,
what is happening now and will future has in store. [ CITATION Gus18 \l 1033 ]
Employee Training program:

Employee Training program is measured by five point scale items developed by [ CITATION
JOC981 \l 1033 ] and [CITATION Tob041 \t \l 1033 ] . Sample questions are” I believe that this
enterprise provides adequate job training to the employees” and “I have received training that
has helped me to perform my job”.
For an organization to have sustainable advantage in a competitive business environment, it

has to work of its employee training. The training provided to employees will yield the results
in both shorty term and long term. The increase in the productivity of employees will result in
increased positive outcomes for an organization. By effectively managing employee training
program, organization will receive maximum outcome for its investment. It is worthwhile to
notice that by investing in its human capital, organizations sustain themselves in the dynamic
competitive environment. [ CITATION Mai14 \l 1033 ]
The timing of training plays a vital role in how an organization performs. The timing of
training can vary which is clearly dependent upon the organization learning curve. The
impact of timely training will show its outcome in near time. [ CITATION Ach \l 1033 \m Ach]
Leadership:
Leadership is measured by three point scale items developed by [ CITATION Eri131 \l 1033 ].
Sample questions are “Leadership Adopts appropriate interpersonal styles and methods in
guiding a group of individuals towards task accomplishment” etc.
Organizational performance in dependent upon the leadership it has. Whether the

organization will succeed or fail is dependent upon the leadership it has. Leadership such as
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transformational, autonomous and populist tend to yield better results and have significant
influence in the overall performance of the organization. [ CITATION Ebr18 \l 1033 ]
The specific traits that a leadership holds, styles and behavior determine the organization will
sustain in the long run or not. The absolute basis for determining the success or failure of an
organization is its leadership. The important point that will help the organization to sustain Is
effectiveness of the leadership. [ CITATION Mit17 \l 1033 ]
The current environment of the organization can be improved and innovative by the positive
change brought by the leadership. The factors such as trust, governance and vision are
significantly influenced by leadership in the organization. The absence of leadership can
result in unidentified direction and can bring negative change in the organization. [ CITATION
Moo15 \l 1033 ]
Goal Setting:
Goal setting is measured by four point scale items developed by [ CITATION GÜN091 \l 1033 ]
and [CITATION Tob042 \t \l 1033 ]. Sample questions are “Goals and ideas are conveyed clearly
and concisely to the employees” etc.
The object or aim of action is called goal. Someone’s achievement is affected by his/her
conscious goals. According to the goal setting theory, people with defined and specific goals
perform better than people with unstructured and undefined goals. Someone’s satisfaction
dependent upon his/her standard of goal. In an organizational setting, productivity of people
increase when they are urged to do their best. The expectation of attainment of goal form
people is only achieved by setting specific goals. [ CITATION Gar04 \l 1033 ]
The effects on performance in a goal setting Is when goals are transferred to team level. Clear
and specific goals are of great importance in performance management adoption. The utility
of clear goal setting is big leap in both public sector and private sector. [ CITATION Mar16 \l
1033 ]
Communication:
Communication is measured by three point scale items developed by [CITATION Eri132 \t \l
1033 ]
Effective communications help in better prescribing ideas, elaboration of complex subject

matter and creating a better environment in an interactive setting. [ CITATION Joe15 \l 1033 ]
There are certain dimensions in which organizational communication can be studied.

Subordinate communication, managerial communication and policies for communication.
The overall performance of the organization is dependent upon the communication channel
and policies within the organization. The employees in an organization consider themselves
to be part of it/ citizen when the communication channels are clear in every aspect. [ CITATION
Osm14 \l 1033 ]
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Dependent Variables
Perceived vocational advancement:

Perceived vocational/career advancement is measured by six point scale items developed by
[CITATION JOC982 \t \l 1033 ], [CITATION GÜN092 \t \l 1033 ] and [CITATION Eri133 \t \l 1033 ].
Sample Questions are “The likelihood that successful performance in your current
assignment will advance your career within your company” etc.
One key role in perceived career/vocational advancement of an individual is motivation.

Inadequate work performance resulting for low motivation that is caused by dissatisfaction
can lead to turnover intentions. The lack of training and its response leads to low perceived
vocational advancement in an individual which ask for change. [ CITATION Che19 \l 1033 ]
Methodology
In this section, tools techniques and instruments used for data collection are described in
detail. Methodology section covers all the aspects and ways in which data is collected. The
details for data collection, sampling, target population etc are described in this section. For
timely and systematic results, suitable tool techniques and instruments are used.
Target population:
Target population refers to people and individuals from whom data is supposed to be
collected. In this case, the target populations are enterprise with its main offices in Lahore
and side offices (factory, mill etc) in any part of Pakistan. The enterprises with operations
based in Lahore are target population in this research. It is important to decide the exact
population for results to be systematic and well-structured in every aspect. So decision of
choosing enterprises with main operations in Lahore is for the results to be systematic and
easily achievable.
Population and sample:

Conducting research for the whole population is quite complex and difficult. In order for
research to be well structured and systematic, population needs to be identified properly and
narrowed down. Selecting the right target population is important for any research to be
accurate. So for this purpose, population narrowed down to enterprises with main operations
(head office) in lahore. The target populations briefly described above and the reasons are
also provided in target market heading.
Sample:
Samples are taken from enterprises with main operations (head office) based in Lahore.
Sampling method:
The sampling method used in this research is random sampling. In this technique, equal
opportunity is provided to every employee in an enterprise to take part in the process. Though
some are rejected for the purpose of obtaining results that are systematic and accurate. Mostly
labor class are excluded from he research. Rest of the employees are given fair and equal
chance of taking part in the survey.
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Measurement instrument:
The instrument used to obtain results from the employees of enterprise is questionnaire. It is
believed and said the systematic form of data collection is questionnaire. The questionnaire
helps in accurate data collection. The responses include no biasness thus excludes any
ambiguity relating the researcher.
Questionnaire:
There are basically two types of questionnaire. He first one is open ended questionnaire in
which a set of questions are asked to be responded from individuals with open ended space to
provide their views and opinion. The second type is closed ended questionnaire. In this type,
respondents are given questions with options to close from. The option provided is reduced to
numerical form. In close ended questionnaire, respondents have to choose from certain
options provided. Close ended questionnaire makes it easy for researcher to analyze the
results.
In this research questionnaire used is pre-validated. The questions in questionnaire are taken
fom research conducted in the relevant area. The research from where questions for
questionnaire taken are provided in measures and variable section.
Data Analysis Tool:

Data analysis tool used in this research is Microsoft word and with help from Microsoft
excel. The data is represented in the form graphs and charts.
Measurement Technique:
The questions taken in liker scale questionnaire contain following option:
SECTION QUESTION Research Questions
Poor
Fair
I would rate the planning in
A Average
our enterprise as
Good
Excellent
Strongly Disagree
My ideas and opinions are Disagree

asked for when important
Neutral
decisions are made”.
B
Agree
Strongly Agree
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Findings
This section covers the result found out through the questionnaire. Findings from the questionnaire
are following:
Gender:
The numbers of total responses were 101. Out of 101 responses,78 were mal and 23 were
female. As far as percentage is concerned, 77.2% were male and 22.8% were female.
Education:
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The total numbers of responses were 100. Out of 100 responses, 57 were graduates, 9 were
with intermediate study and 34 were post graduate. As far as percentage is concerned, 57%
were graduate, 34% were post graduate and 9% were with intermediate study.
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Marital Status:
Total numbers of responses were 101. Out of 101 responses, 75 were single, 24 were married,
1 was widowed and 1 was separated. As far as percentage is concerned74.3% were single,
23.8 were married, 1% were separated and 1% were widowed.
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Enterprise Governance
My manager lets employees know what is expected of them
The total numbers od response were 101. Out of 101, 50 people agreed, 33 people remain
neural, 8 strongly agreed, 5 strongly disagreed and 4 degreed.
Page 23 of 56
My ideas and opinions are asked for when important decisions are made
Total numbers of responses were 100. 42 people remain neutral, 39 people agreed, 10 people
disagreed, 8 people strongly agreed and 1 person strongly disagreed.
Page 24 of 56
The people of this enterprise have the opportunity to get involved in the decision
making process.
Total numbers of responses were 100. Out of 100, 44 people remained neutral, 38 agreed, 9
strongly agreed, 6 disagreed and 3 strongly disagreed.
Page 25 of 56
Employee participation plays an important role in the development of the strategic Plan
in our enterprise
Total numbers of responses were 100. Out of 100, 42 remained neutral, 31 agreed, 18
strongly agreed, 6 disagree and 3 strongly disagreed.
Page 26 of 56
A spirit of cooperation and teamwork exists in my work area.
Total numbers of responses were 100. Out of 100, 59 people agreed, 20 remained neutral, 15
strongly agreed, 3 strongly disagreed and 3 disagreed.
Page 27 of 56
I have received training that has helped me to perform my job
Total numbers of responses were 100. Out of 100, 50 people agreed, 22 disagreed, 14 agreed
and 14 remained neutral.
Page 28 of 56
Employees are encouraged to seek new and better work methods
Total numbers of responses were 99. Out of 99, 38 people remained neutral, 36 agreed, 14
strongly agreed and 11 disagreed.
Page 29 of 56
A strategy for quality-related training based on employees' needs exists for my

enterprise
Total numbers of responses were 100, 47 agreed, 33 remained neutral, 10 disagreed, 7

strongly agreed and 3 strongly agreed.
Page 30 of 56
I have received training that has helped me to perform my job.
Total numbers of responses were 40 people agreed, 36 remained neutral, 13 disagreed, and 11
agreed.
Page 31 of 56
Leadership Adopt appropriate interpersonal styles and methods in guiding a group of

individuals towards task accomplishment.
Total numbers of responses were 100, 56 people agreed, 20 remained neutral, 16 strongly
agreed, 4 strongly disagreed and 4 disagreed.
Page 32 of 56
Established priorities, visualizes all possible changes required to meet future

requirements.
strongly agreed, 5 strongly disagreed and 4 disagreed.
Page 33 of 56
Leadership Fosters cooperation and effective team work.
Total numbers of responses were 98. Out of 98, 42 agreed, 40 remained neutral, 8 strongly
agreed, 5 disagreed and 3 disagreed.
Page 34 of 56
Goals and ideas are conveyed clearly and concisely to the employees.
strongly agreed, 6 disagreed and 5 strongly disagreed.
Page 35 of 56
Management planning is established for self and others to accomplish a specific goal
disagreed, 6 strongly disagreed and 4 strongly agreed.
Page 36 of 56
Increase the opportunity to discuss and negotiate jobs and personal goals with my boss.
disagreed, 6 strongly disagreed and 4 strongly agreed.
Page 37 of 56
Plans are suitable assignments of personnel and Performance rating appropriate

allocation of resources
Total numbers of responses were 100. Out of 100, 46 remained neutral, 36 agreed, 8 strongly
agreed, 8 disagreed and 2 strongly disagreed.
Page 38 of 56
Our enterprise makes use of a formal goal setting process.
disagreed, 6 strongly agreed and 3 strongly agreed.
Page 39 of 56
The communication to employees in our Enterprise is effective
Total numbers of responses were 98. Out of 98, 58 agreed, 20 remained neutral, 8 strongly
agreed, 6 disagreed and 6 strongly disagreed.
Page 40 of 56
Written communication points and ideas are conveyed clearly and concisely to the
employees
disagreed, 12 strongly agreed and 1 strongly disagreed.
Page 41 of 56
Perceived Vocational Advancement
The likelihood that successful performance in your current assignment will advance
your career within your company
Total umbers of responses were 98. Out of 98, 30 said average, 26 said fair, 25 said good, 8
said excellent and 9 said excellent.
Page 42 of 56
I would rate the planning in our enterprise as
Total numbers of responses were 97. Out of 97, 46 said good, 20 said average, 15 said fair,
11 said excellent and 6 said poor.
Page 43 of 56
The mechanism for managers to recognize activities directly related to quality

improvement is
Total numbers of responses were 98. Out of 98, 37 said average, 33 said good, 12 said fair,
10 said excellent and 6 said poor.
Page 44 of 56
Opportunity given for personal recognition
Total numbers of responses were 98. Out of 98, 40 said average, 27 said good, 12 said fair,
11 said excellent, 8 said poor.
Page 45 of 56
Opportunities for using your newly acquired knowledge and skills are
Total numbers of responses were 97. Out of 97, 41 said average, 33 said good, 12 said
excellent, 8 said fair and 3 said poor.
Page 46 of 56
Data on internal work process used to improve how work is done is
Total numbers of responses were 98. Out of 98, 38 said average, 37 said good, 11 said fair, 9
said excellent and 3 said poor.
Page 47 of 56
Hypothesis Testing:
The section covers the results of hypothesis being supportive or not. Hypothesis being
supportive is based upon the results obtained from the questionnaire, analyzed and interpreted
based on personal observation of the results. The hypothesis being supportive is based on the
agreement percentage of the scale items being 50% or close to 50%. The average agreement
is based upon people choosing the option agree and strongly agree. The average of the
number of scale items is the agreement level.
Hypothesis 1: Enterprise Decision Making is positively associated with Perceived

Vocational Advancement.
Hypothesis 1 was analyzed by 5 point scale item. The average agreement came out from the
questionnaire is 55.2%. So 55.2% people agreed that enterprise decision making is positively
associated with perceived vocational advancement. This is evident of the fact the making
employees a part of enterprise decision making results in positive perceived vocational
advancement among employees.
Hypothesis 2: Employee Training Program is positively associated with Perceived

Vocational Advancement.
Hypothesis 2 was analyzed by 5 point scale item. The average came out from the
questionnaire is 55.2%. So 55.3% people agreed that employee training program is positively
associated with perceived vocational advancement. This shows that they have received
significant amount of training to help them coupe up with any technical, technological
training etc. This is evident of the fact employee training program is positively associated
with perceived vocational advancement.
Hypothesis 3: Leadership is positively associated with Perceived Vocational Advancement.
Hypothesis 3 was analyzed with 3 point scale item. The average came out from the
questionnaire is 61%. So 61% people agreed that leadership is positively associated with
perceived vocational advancement. This shows that effective leadership helps the in getting
the right directions and paths to move on, work in a positive environment and perceive their
career moving forward in the right directions. This is evident of the fact the leadership is
positively associated with perceived vocational advancement.
Hypothesis 4: Enterprise Goal Setting is positively associated with Perceived Vocational

Advancement.
Hypothesis 4 was analyzed with 4 point scale item. The average came out from the
questionnaire is 53.8%. So 53.8% people agreed that enterprise Goal Setting is positively
associated with perceived vocational advancement. This shows that enterprise goal setting
helps employee being motivated with idea of monetary and work benefit. Formal goal setting
give employees the idea of what kind of work is expected from them and what kind of benefit
Page 48 of 56
they will receive when goals are achieved. Personal goals also play an important in this
respect. This is evident of the fact that enterprise goal setting is positively associated with
perceived vocational advancement.
Hypothesis 5: Communication is positively associated with Perceived Vocational

Advancement.
Hypothesis was analyzed with 3 point scale item. The average came out from the
questionnaire is 58.66%. So 58.66% people agreed that communication is positively
associated with perceived vocational advancement. The presence of effective communication
channels help employees doing day to day effectively. This is only possible when work
related information passed on in an effective manner. This is evident of the fact that
communication is positively associated with perceived vocational advancement.
Conclusion:
The declaration of the analysis proves that enterprise governance has a significant role/impact
on perceived vocational advancement. The important factors considered for determining
enterprise governance were enterprise decision making, enterprise training program,
leadership, enterprise goal setting and communication.
Enterprise involving employees in the decision making showed significant role in perceived
vocational advancement among employees. The average of it was 55.2%. Enterprise training
their employees to coupe up with new trend and advancement was also met with positive
response. Presence of effective leadership has a positive impact on employee perceived
vocational advancement. The average of it is 61%. The formal enterprise goal helps
employees work in achieving personal and enterprise goals. The average of it is 53.8%. the
presence of effective communication channels help employees to do their work in an
effective manner. The average of it is 58.66%. In the light of the results that came out from
hypothesis testing, it is evident that enterprise governance plays an important role in
perceived vocational advancement among employees
Limitations:
The research has some limitations which are following:
 Time limitation
 Enterprise with head office in Lahore were considered
 Cross cultural difference impact was not considered
 Limited survey questionnaire distribution.
Future Recommendation:
Future research could focus on determining enterprise governance impact on a wider level.
Cross cultural differences could also be considered and can be used to determining its impact
employee perceived vocational advancement
Page 49 of 56
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Appendix
Appendix includes questionnaire and questionnaire link. Both are following:
Questionnaire:
National College of Business Administration & Economics

Survey Questionnaire
I (Abdul Basit Aslam) am business student at NCBA&E conducting a study on “The role of
Enterprise Governance on Perceived Vocational Advancement” which is required for
completion of my Dissertation. It is required that you answer to the best of your knowledge.
Information will be kept confidential and will be used for study purpose only. Kindly give
few minutes of your time to complete it. Thank you for your cooperation.
Gender:
1) Male 2) Female
Age:
1) Under 22 2) 22-34 3) 35-44 4) 45-64 5) More than 65
Education:
1) Matriculation 2) Intermediate 3) Graduate 4) Post graduate 5) PhD
Marital Status:
1) Single 2) Married 3) Divorced 4) Widowed 5) Separated
Enterprise Governance
Strongly
Strongly Disagre
Agree Neutral Disagre
Agree e
e
My manager lets employees know what is
expected of them 1 2 3 4 5
My ideas and opinions are asked for when 1 2 3 4 5
Page 53 of 56
important decisions are made
The people of this enterprise have the

opportunity to get involved in the decision 1 2 3 4 5
making process.
Employee participation plays an important

role in the development of the strategic Plan 1 2 3 4 5
in our enterprise
A spirit of cooperation and teamwork exists in

my work area. 1 2 3 4 5
I have received training that has helped me to

perform my job 1 2 3 4 5
.
Employees are encouraged to seek new and
better work methods 1 2 3 4 5
A strategy for quality-related training based

on employees' needs exists for my enterprise. 1 2 3 4 5
I believe that this enterprise provides adequate

job training to the employees. 1 2 3 4 5
I have received training that has helped me to

perform my job. 1 2 3 4 5
Leadership Adopts appropriate interpersonal

styles and methods in guiding a group of
1 2 3 4 5
individuals towards task accomplishment.
Established priorities, visualizes all possible

changes required to meet future requirements. 1 2 3 4 5
Leadership Fosters cooperation and effective

team work. 1 2 3 4 5
Goals and ideas are conveyed clearly and

concisely to the employees. 1 2 3 4 5
Management planning is established for self

1 2 3 4 5
and others to accomplish a specific goal
Increase the opportunity to discuss and
negotiate jobs and personal goals with my 1 2 3 4 5
boss.
Plans are suitable assignments of personnel

1 2 3 4 5
and Performance rating appropriate allocation
of resources
Page 54 of 56
Our enterprise makes use of a formal goal

1 2 3 4 5
setting process.
the communication to employees in our

Enterprise is effective 1 2 3 4 5
Written communication points and ideas are
conveyed clearly and concisely to the
1 2 3 4 5
employees
Increase the opportunity to discuss and

negotiate jobs and personal goals with my
boss. 1 2 3 4 5
Perceived Vocational Advancement

Excellen
Poor Fair Average Good
t
The likelihood that successful performance in
your current assignment will advance your
1 2 3 4 5
career within your company
I would rate the planning in our enterprise as 1 2 3 4 5

The mechanism for managers to recognize
activities directly related to quality 1 2 3 4 5
improvement is
1 2 3 4 5
Opportunity given for personal recognition
1 2 3 4 5
Opportunities for using your newly acquired

knowledge and skills are 1 2 3 4 5
Data on internal work process used to

improve how work is done is 1 2 3 4 5
The above is the questionnaire made to access impact of enterprise governance on perceived
vocational advancement. Questionnaire was pre-validated and made under the supervision of
ma’am Saima Hassan to make questionnaire too the point and right in every aspect.
References for Questionnaire:
Page 55 of 56
 The effects of organizational learning culture and job satisfaction on motivation to

transfer learning and turnover intention
DOI: 10.1002/hrdq.1104
 Predictors of turnover intentions in learning‐driven and demand‐driven international

assignments: The role of repatriation concerns, satisfaction with company support,
and perceived career advancement opportunities
https://doi.org/10.1002/hrm.20268
 Managerial competencies and career advancement: A comparative study of managers

in two countries
https://doi.org/10.1016/j.jbusres.2011.08.015
 ORGANIZATIONAL CULTURE AND CLIMATE CORRELATES OF JOB

SATISFACTION '
https://doi.org/10.2466%2Fpr0.1998.82.3.843
Link to the questionnaire:

https://docs.google.com/forms/d/e/1FAIpQLSe0G9jbJntoKsJJxjbuX5D24ywUzhgSArZBPEm3T4SndBV
utA/viewform?usp=sf_link
Page 56 of 56

The Role of Enterprise Governance On Perceived Vocational Advancement

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The Role of Enterprise Governance on Perceived Vocational Advancement

The role of Enterprise

The Role of Enterprise Governance of Perceived

Submitted By: Abdul Basit Aslam

School of Business Administration

In a day to day work life of an employee, in achieving organizational/enterprise goals there

of career/vocational advancement. This is the main focus of this dissertation. That is to

The overall liability substructure of an organization is accounted for enterprise governance.

Focus of this research:

“Employees are the Real Asset of a Company”

The identification of goals is based on logical mechanism such as identifying the

In an article by Yafang tsai, organizational culture is properly defined. Organizational culture

The impact of organizational culture on enterprise governance can be understood by the

Working on international assignments plays an important role in career/vocational

H1: Enterprise Decision Making is positively associated with Perceived Vocational

H2: Employee Training Program is positively associated with Perceived Vocational

H3: Leadership is positively associated with Perceived Vocational Advancement.

H4: Enterprise Goal Setting is positively associated with Perceived Vocational

H5: Communication is positively associated with Perceived Vocational Advancement.

Measures and Variables

Independent variables are following:

Enterprise decision making:

Decision making in an enterprise/organization is a difficult task for managers. On day to day

Employee Training program:

For an organization to have sustainable advantage in a competitive business environment, it

Organizational performance in dependent upon the leadership it has. Whether the

Effective communications help in better prescribing ideas, elaboration of complex subject

There are certain dimensions in which organizational communication can be studied.

Perceived vocational advancement:

One key role in perceived career/vocational advancement of an individual is motivation.

Population and sample:

Data Analysis Tool:

SECTION QUESTION Research Questions

My ideas and opinions are Disagree

My manager lets employees know what is expected of them

A spirit of cooperation and teamwork exists in my work area.

I have received training that has helped me to perform my job

Employees are encouraged to seek new and better work methods

A strategy for quality-related training based on employees' needs exists for my

Total numbers of responses were 100, 47 agreed, 33 remained neutral, 10 disagreed, 7

I have received training that has helped me to perform my job.

Leadership Adopt appropriate interpersonal styles and methods in guiding a group of

Established priorities, visualizes all possible changes required to meet future

Leadership Fosters cooperation and effective team work.

Plans are suitable assignments of personnel and Performance rating appropriate

Our enterprise makes use of a formal goal setting process.

The communication to employees in our Enterprise is effective

Perceived Vocational Advancement

I would rate the planning in our enterprise as

The mechanism for managers to recognize activities directly related to quality

Opportunity given for personal recognition

Data on internal work process used to improve how work is done is

Hypothesis 1: Enterprise Decision Making is positively associated with Perceived

Hypothesis 2: Employee Training Program is positively associated with Perceived

Hypothesis 3: Leadership is positively associated with Perceived Vocational Advancement.

Hypothesis 4: Enterprise Goal Setting is positively associated with Perceived Vocational

Hypothesis 5: Communication is positively associated with Perceived Vocational

Anton, A. I. (1996). Goal-Based Requirements Analysis. proceedings of 2nd interntional conference

Chong, E. (2013). Managerial competencies and career advancement: A comparative study of

Chong, E. (2013). Managerial competencies and career advancement: A comparative study of

Chong, E. (2013). Managerial competencies and career advancement: A comparative study of

Chong, E. (2013). Managerial competencies and career advancement: A comparative study of