Pembenahan Tata Kelola Ikatan Ahli Boga Dewan Pengurus Cabang Kabupaten Lombok Barat

The activity of improving the governance of the Ikaboga Branch Management Board (DPC) of West Lombok Regency aims to provide knowledge for the administrators of the Ikaboga DPC, West Lombok Regency regarding good organizational governance. Another objective of this activity is to provide knowledge on how to compile financial reports, especially bookkeeping and provide training to make financial reports for administrators so that the organization becomes good governance. In the end, this activity is expected to provide an understanding for the administrators of the Ikaboga DPC, West Lombok Regency about how good governance and the administrators of the Ikaboga DPC in West Lombok Regency are able to manage finances and make financial reports so as to improve better governance. This training activity will be aimed at administrators of the Ikaboga DPC, West Lombok Regency. The implementation of activities is carried out with the approach of providing material relevant to improving governance.

Staff Development and Employee Performance in Kenya Commercial Bank in Nyeri County, Kenya

The study intended to investigate the effect of staff development on employee performance in KCB Bank Branches in Nyeri County. Training and staff development is very crucial in the overall performance of the employee. The performance of the employees has a direct impact on the organizational performance and competitiveness. Staff development is not cheap in short run but in the long - run is beneficial. The study intended to investigate and establish the training and development programmes at KCB Bank. The study also intended to establish the: training programmes at KCB; effect of training policies on employee performance at KCB; the influence of orientation on employee performance at KCB and the effect of mentorship towards employee performance at KCB. The study was conducted at KCB Bank Nyeri County, Kenya where there are five branches. The target population was one hundred and sixty (160 employees) consisting of three (3) different ranks of top branch management, middle level branch management and lower level branch management. The researcher conducted a census on the top level, middle level and lower level branch management with a total of 160 questionnaires distributed. A total of 119 questionnaires were duly filled and returned representing a response rate of 74%. Primary data was analyzed by use of descriptive statistics as well as inferential statistics. The findings from the study indicated that training programmes, training policies, orientation and mentorship all have a positive correlation with the employee performance. Demographic information was analyzed as well and presented in tables. The research findings indicated that the bank has a variety of training programmes, well – structured and documented training policies, orientation programmes and mentorship programmes. The study recommends that a variety of training policies and programmes should be initiated. These policies and programmes should be well documented and communicated. The study recommends that a study of the whole of the banking sector should be conducted to establish whether the results will be replicated. A longitudinal study should also be conducted to establish the relationship over time.

India

The Indian branch moved its headquarters from Bombay to New Delhi in 1972, heralding a new dynamism for OUP in India. With Delhi closely overseeing financial and editorial activities in the Calcutta, Madras, and Bombay offices and supervising showrooms in Hyderabad and Bangalore, the Indian branches concentrated on developing strong local educational and academic lists primarily in English, but also in Urdu, Bengali, and other local languages. OUP India operated in a political climate that discouraged imports and favoured indigenous businesses; the branch responded by having titles printed in India and by reinforcing its Indian identity through the publication of prominent Indian intellectuals and academics. The chapter discusses local production standards and costs, general branch finances, changes in branch management, and the relationship with the Press in Oxford.