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This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness.

A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected.

Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication.

Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations.

Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions.

It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness.

It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.

The purpose of this paper is to consider customer expectation, perceived service performance and customer satisfaction as issues of total quality management (TQM) in relationship marketing, and examines how these relate to students' anticipated loyalty to college after graduation.

It is a survey research. Participants are 467 college students of 18 years and above, in the USA. Standardized instruments are used for data collection.

Standard multiple regression analyses results show that customer satisfaction, expectation and perceived service performance jointly predict anticipated loyalty. The predictor variables correlate among themselves. Among seven services studied, academic and recreational/social services are the most important predictors of students' anticipated loyalty.

School administrators should closely assess students' expectations on academic and recreational/social services with the aim of improving school services. This could encourage students' loyalty to the school after graduation. This paper is conducted among undergraduate students only, and from just one institution; these limit the generalizability of the paper.

Customer expectations, perceived service performance and students' satisfaction serve as issues of TQM in school organisations.

Students are customers of school services, and research on TQM could be extended to the school setting.

To examine how personality dispositions of Nigerian politicians predict their attitude to the wellbeing of citizens.

A survey research was embarked that engaged 185 political aspirants to various electoral positions in the 2003 Nigerian elections. Respondents were administered a standardized psychological instrument that measures four personality attributes – needs for achievement, affiliation, dominance, and autonomy. They also responded to another standardized instrument that measures attitude to wellbeing of people.

Hierarchical multiple regression analyses conducted showed that gender and age are significant predictors of politicians' attitudes to wellbeing of the people. Male and younger politicians are more favorably disposed to people's wellbeing than female and older politicians. Among the personality attributes only need for achievement significantly accounted for variations in attitude to people's wellbeing. Specifically, the lower politicians are in need of achievement the more favorably disposed they are to people's wellbeing.

The research participants are not completely representative of politicians in Nigeria because the sample was drawn from the Southwest only. In addition, the personality attributes examined are not exhaustive as there are other possible attributes that could predict politicians' attitudes to citizens' wellbeing. There is also a limit to which results on attitude can be used to predict actual behavior of politicians to people's wellbeing.

The study demonstrates the need for psychological tests in Nigeria's electoral process. It demonstrates that personality attributes of politicians could be assessed and used to predict their concern for citizens' wellbeing. It is opined that, where politicians are more concerned with the citizens' wellbeing, it could enhance the sustainability of democracy in Nigeria.

The paper demonstrates a dimension of psychological testing in Nigeria's electoral process.

The present paper seeks to identify what individual differences exist among employees in compliance with a management change; to examine the case of total quality management (TQM), and more precisely, to examine personality factors like extraversion, neuroticism, psychoticism, and locus of control as variables of individual differences in the study.

Primary source of data collection is employed, as employees in some service organizations implementing TQM served as participants for data collection. The research design adopted is correlation. A regression analysis of employee compliance with TQM on the personality variables of the study was run. Self‐report measures of participants were obtained for the personality attributes, while their respective bosses rated them on TQM compliance.

It is established that individual differences exist in employee compliance with a management change program. Specifically for TQM compliance, high extraversion and low neuroticism are desirable individual difference factors for enhanced compliance with TQM philosophy.

The research was conducted among employees in service organizations only; this limits the generalizability of the present findings. Also, the employees were mainly Nigerians; cultural differences might limit the research findings. The present study does not exhaust all possible factors of individual differences.

The present research has implications for personnel selection and development in times of organization change. To ensure compliance with a novel management design, some personality factors could serve as favorable dispositions of employees. Management of organizations therefore needs to consider such factors in selection and placement of employees in such organizations.

What is original about the paper is the identification of personality factors that could enhance the implementation of a TQM program.

The present paper seeks to establish, through literature reports, if TQM is still a management theory in vogue or now a management fad. To achieve this, the innovative change process of TQM is examined, along the dimension of creativity, invention, innovation, diffusion and adoption.

The approach for data collection is basically secondary sources. The literature is extensively reviewed to arrive at the position presented in the paper.

From the reviews made it is argued that, although TQM looks faddish in graphical presentation of articles on TQM, it cannot be concluded that it is now a management fad. Though reports on TQM seem to diminish among popular press but academic scholars are still very much engrossed with empirical studies on TQM. This is based on the fact that many organizations still adopt and implement TQM and its diffusion is on the increase globally.

The main source of literature for the presentation is the ABI‐INFORM database. This might have reduced the generalizability of the findings in the present research. It is encouraged for other sources of literature to be explored.

It is implied from the present research that TQM is still a management philosophy in practice. Because it is diffused cross‐culturally, it is encouraged for its adopters not to use it as a “canned technique” of management change. Rather the management ideas need to be adapted within specific organizational settings, putting into consideration employees' personality, organizational leadership styles, reward system, and other cultural practices. Implementers of TQM should endeavor to fully understand the antics of the management philosophy and implement accordingly. A clear understanding and training of personnel on TQM philosophy is pertinent for protecting it from becoming a management fad.

What is original about the paper is the conceptualization of TQM along the organizational change process. TQM is presented as an innovation and its diffusion and adoption processes are sequentially analyzed.

Total quality management (TQM) as an emergent management technique from dissatisfaction with other existing techniques, is implemented in Nigeria, with some difficulties. Leadership styles and reward are therefore considered as psychological variables that could enhance TQM practice. A survey research was consequently conducted, using the ex‐post facto design, to examine the claim. A total of 418 employees were randomly drawn from TQM and non‐TQM courier organizations and administered standardized scales measuring the variables of interest. A 2 x 2 x 2 analysis of variance carried out showed that employees who perceived their leaders as exhibiting low performance leadership style were significantly higher in the practice of TQM than those who perceived high performance leadership. High reward and low maintenance leadership style, high maintenance and low performance leadership styles were the best combinations for TQM practice. It was suggested for implementers of TQM to consider these in to getting employees to practice TQM.

To identify some psychological and social variables that could enhance employees' adoption of total quality management (TQM) in an organization that chooses to implement the management philosophy.

A survey research was conducted, using 418 middle management staff, randomly drawn from some TQM and non‐TQM courier organizations in Nigeria. Respondents received standardized scales measuring perception of their leaders' leadership styles, organizational reward system and self‐report of personality attributes (psychological variables), along with items measuring gender, age, job tenure and level of education (social variables). They also responded to questionnaire items measuring the extent to which they practice TQM.

Correlation analysis show that higher level of maintenance leadership style along with lower level of performance leadership style, low levels of extraversion and neuroticism, higher level of education and shorter job tenure enhance subordinates' practice of TQM. t‐test results show that Employees in TQM organizations were significantly higher on perceived maintenance and performance leadership styles and reward but significantly lower on extraversion, neuroticism and psychoticism than their non‐TQM counterparts.

All measures were based on self‐report of the respondents and data were from only service organizations, thus, limiting generalizations of the findings.

Implementers of TQM in organizations in Nigeria should endeavor to put in place appropriate leadership styles, consider personality attributes, level of education and duration of working in any non‐TQM organization among other personnel issues for selection and retention in a TQM practicing organization.

TQM is a management technique being adopted in Nigeria with some difficulties. The present study brings to focus psychological and social variables that could ease its implementation.

This paper seeks to examine how customer expectations, perceived service quality and satisfaction predict loyalty among bank customers in Nigeria.

A survey research was conducted that included qualitative technique to explore customers' expectations from bank services on the basis of which measurement scales were developed to measure the variables of the study. Respondents for the qualitative research include 18 participants for focus group discussions and 24 for in‐depth interview; they were operators of savings, current, and electronic bank accounts. The quantitative research had 247 bank customers who responded to questionnaire items that measured the research variables.

A hierarchical regression analysis carried out revealed that perception of service quality and satisfaction are significant predictors of customer loyalty, with customer satisfaction contributing more.

It is implied that management of banks in Nigeria should intermittently conduct market survey to identify the desires of their customers and attempt at satisfying their customers.

Management of Nigerian banks could design appropriate marketing strategies towards achieving customer satisfaction and this would culminate in enhanced customer loyalty.

The paper improves the external validity of similar findings in the West and demonstrates the generalizability of service quality perception and customer satisfaction as predictors of customer loyalty.

To examine how psychological diversity among work team members affects team interaction processes. Psychological diversity is described in terms of personality attributes (emotional stability, extraversion, conscientiousness, openness to experience, and agreeableness), need for achievement (nAch), and emotional intelligence. Team interaction processes include workload sharing, team communication, member flexibility, social cohesion, team viability.

A survey research was conducted that involved 1,421 oil‐drilling workers in 54 work teams. The participants were drawn from five major oil drilling companies in Nigeria. Standardized measures were used to collect data on each of the variables examined.

It was found that each of the measures of team interaction processes is predicted by different psychological diversity measures. However, emotional stability, extraversion, agreeableness and emotional intelligence are significant in predicting overall team interaction processes.

The psychological diversity measures examined are not exhaustive. It is also not clear the extent to which the findings can be generalized to other work settings that are different from oil‐drilling companies.

Human resources management in organizations that work in teams needs to include in their selection programs, psychological measures for identifying applicants who possess requisite psychological features for team work.

Study of the efficacy of psychological variables in enhancing work teams in oil drilling firms in Nigeria.