Vol. 3 No. 1 (2020)

Organizational commitment is a psychological construction of responsibility that an employee has towards the mission and direction of an organization. This study attempted to assess the level of organizational commitment among the faculty members of the constituent colleges of the Royal University of Bhutan. The problem of many organizations today is not just to have more skillful and intellectual employees in each and every department, but also to find the right talented employees with positive attitude and commitment to their work. Employees’ involvement with the organization could be minimal if they do not feel the sense of engagement with the organization they work for. This observation has brought about the purpose and need for this study, which is to examine the level of organizational commitment. With a quantitative research design, this study adopted a cross-sectional online survey method of data collection with a sample size of 197 from all the constituent colleges of RUB. Descriptive statistics, means, independent samples t-test and correlation analysis were performed to generate the relevant results. The result reveals that overall commitment level of the faculty members are relatively poor and male faculty members tend to report slightly higher level of commitment compared to female faculty members.

Students’ motivation for entrepreneurship has various factors. This research intends to rank the factors among the attitudes towards entrepreneurship: subjective norms, perceived behavioral control, and entrepreneurship education that motivate students to become an entrepreneur. Data for this quantitative study were collected from the students of Gedu College of Business Studies (GCBS) and Royal Thimphu College (RTC). Descriptive statistical tool such as frequency, percentage, mean score and standard deviation were used to analyze the data. The findings reveal that attitudes towards entrepreneurship are contributing more towards motivating students to become an entrepreneur followed by entrepreneurship education and subjective norms. Perceived behavior control is found to be the least motivating factor to become an entrepreneur.

Effective leadership is key to any organisational success including higher education institutions. This paper assesses the different aspects of leadership in the Royal University of Bhutan (RUB) using Bryman’s 13 Key Behaviors of Effective Leaders. Secondary data from Organisational Behaviour Survey 2015 was used. It covered 548 respondents from eight colleges and Office of the Vice Chancellor. A simple aggregate analysis was used to draw inferences. Findings show that employees have generally rated high in the way they communicate broader direction - vision and mission, treatment of staff in a fair manner, being approachable, and building harmonious relationship with colleagues. However, ratings are lower on engagement of staff in planning processes, providing constructive feedback, delegating decision-making authority and ensuring coordinated approach to planning and implementation. Based on the assessment, the paper offers suggestions for a system of rigorous leadership training that will continue to nurture the strength of existing leadership.

This study presents the challenges of Tender Committees of the colleges of the Royal University of Bhutan (RUB) in implementing the Royal Government of Bhutan’s Public Procurement Rules and Regulations (RGoB PRR 2009), hereafter referred to as the manual. The challenges of the manual have been extensively deliberated in the parliament, Royal Audit Authority, Anti- Corruption Commission and media in the country. However, there is lack of consideration to address the matters due to rapidly growing challenges among the procuring agencies in the country with no exception to colleges of RUB. The key variables examined in the study are the level of knowledge, the procedure compliance and enforcement of the manual. A total of 36 committee members participated in the study through survey questionnaires and personal interviews. The descriptive statistics was used to analyse and present the findings. The findings showed the need for all colleges to address the challenges and ensure uniformity in the implementation of the manual in the process of procurement. The capacity building programme for the tender committees is one of the key recommendations.

In the human resource-based view of an organisation, resource heterogeneity of the firm provides sustainable competitive advantage. The two core variables that define the resource heterogeneity are the content capital (human capital) and the contextual capital (organisational and managerial processes) of the firm. Using the architectural designs that specify the gradient of organisational performance, this paper suggests the organisational architecture of human resources, delineating the mechanisms of content capital and contextual capital formations. The general model of architecture explains the key variables that architect the content capital and contextual capital. The interactive architectural designs specify the patterns of interaction between the contextual capital processes like leadership, decision-making, communication, motivational strategies, control systems, innovation processes and organisational culture that interact with the content capital of weak and strong patterns producing varying organizational performance outcomes.