Journal articles: 'Evaluation of organizational performance'

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Mathur, Garima, and Abhijeet Singh Chauhan. "Teacher Evaluation of Institutional Performance." International Journal of Knowledge Management 17, no. 4 (October 2021): 93–108. http://dx.doi.org/10.4018/ijkm.2021100105.

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The education industry is also facing challenges related to achieving high organizational performance. In the view of enhancing organizational performance, most organizations are adopting knowledge management processes to improve efficiency. One of the essential aspects of knowledge management is shared thinking and understanding of individuals and should be imbibed in the culture of the organization to improve the performance of any organization. This research will be useful to teachers and academic institutions and considers teachers' perspectives on knowledge management and how this will enhance the performance of educational institutions. In this research, organizational performance was evaluated based on three dimensions: financial performance, customer (student) perspective, and operational excellence. The results indicate that knowledge management and cultural knowledge management infrastructure and age of teachers determine organizational performance significantly.

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Conzelmann, Julie D. "Document Review: Journal Articles, Performance Evaluations, and Organizational Citizenship Terminology." Business Ethics and Leadership 4, no. 2 (2020): 75–85. http://dx.doi.org/10.21272/bel.4(2).75-85.2020.

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The purpose of conducting the document analysis was to visually compare various performance review documents with topical literature noting the exclusion of language that identifies and measures organizational citizenship behaviors among employees informal performance evaluation processes. A document analysis consisted of reviewing 56 publicly accessible, recent, and random performance review documents and 30 peer-reviewed journal articles identifying terms related to organizational citizenship behaviors. The expectation was to support the argument that most publicly accessible organizational performance evaluation documents exclude any significant terms related to organizational citizenship behaviors exhibited by employees. Findings from the document review supported the research inquiry of exclusion of terms listed in historical literature generally related to organizational citizenship behaviors in current performance evaluations. The inclusion of terms related to organizational citizenship behaviors in literature was extremely high. Emerson’s social exchange theory provided the theoretical foundation for the research. Podsakoff’s organizational citizenship behavior research was the principal impetus for comparison of performance evaluations and current literature, focusing on related terms for organizational citizenship behaviors in the workplace. Implications are that the belief and feeling of employee value, as based on formal performance evaluations, requires organizational leaders to provide a document worthy of measuring all aspects of expected and unexpected work behaviors. This paper addresses a need for organizational leaders to revise formal performance evaluation documents to ensure altruistically and above and beyond citizenship behavior terms from the literature are also part of the reward and recognition process. Changes in the formal performance evaluation process are necessary for future organizational success. Keywords: Altruism; Organizational Citizenship Behaviors; Performance Evaluations; Recognition and Rewards; Social Exchange Theory.

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Johnson, Phil, Catherine Cassell, Paul Close, and Joanne Duberley. "Performance evaluation and control: supporting organizational change." Management Decision 39, no. 10 (December 2001): 841–51. http://dx.doi.org/10.1108/00251740110402337.

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Fekete, Eszter. "Applicability of Organizational Performance Indicators." Hungarian Agricultural Engineering, no. 39 (2021): 16–21. http://dx.doi.org/10.17676/hae.2021.39.16.

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Today’s changing environmental challenges and accelerating technological advances over the past decade have presented companies with new challenges. There is an increasing emphasis on human resources, which can give companies a real competitive edge. At the same time, the focus is on the development of HR systems and their connection to other systems that determine how companies operate. Individual performance evaluation, in close connection with other HR functions, nowadays, in addition to evaluation, which may have a development or remuneration function, is linked to the performance of the organization. Accurately defining the latter and developing its measurement methodology, though not primarily as an HR function in most cases, is essential in the pursuit of effective operation. It is worth defining the indicators that may apply to a particular organizational unit and, at a higher level, to the whole company. The definition, implementation and measurement of indices and KPIs presupposes that the specified qualitative and quantitative indicators provide an appropriate framework for the evaluation of real performance. The performance of individuals determines the performance of an organizational unit, which in aggregate also predicts corporate-level performance.

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Martz, Wes. "Evaluating Organizational Performance." American Journal of Evaluation 34, no. 3 (April 18, 2013): 385–401. http://dx.doi.org/10.1177/1098214013479151.

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Mourão, Rita Andreia Monteir, and Sandra Lopes Miranda. "Organizational Communication and Performance Appraisal: The Organizational Communication under 360º Evaluation." International Journal of Organizational Diversity 13, no. 3-4 (2015): 13–22. http://dx.doi.org/10.18848/2328-6261/cgp/v13i3-4/40191.

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Schiehll, Eduardo, and Raymond Morissette. "Motivation, measurement and rewards from a performance evaluation perspective." Revista de Administração Contemporânea 4, no. 3 (December 2000): 7–24. http://dx.doi.org/10.1590/s1415-65552000000300002.

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The new manufacturing environment, global competition and information technology represent issues often used to justify the need for organizations to change how they assess their overall performance. Behavioral accounting research provides insights on relationships between the level of reliance on accounting information for performance evaluation and individual behavior. From another perspective, agency studies investigate how organization's ability to function successfully is determined by the availability of performance information upon which managers can act. In an attempt to better understand how and why these theories may shed new lights on the evaluation of organizational overall performance, this paper discusses three related issues being: What are the main dimensions of organizational performance? How and to which extent is reward system related to performance evaluation? Why is performance criteria definition a difficult task?

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Wang, Hsing-Kuo, Jung-Feng Tseng, Yu-Fang Yen, and Ing-Chung Huang. "University staff performance evaluation systems, organizational learning, and organizational identification in Taiwan." Social Behavior and Personality: an international journal 39, no. 1 (February 1, 2011): 43–54. http://dx.doi.org/10.2224/sbp.2011.39.1.43.

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We tested a model of performance evaluation systems, organizational identification, and organizational learning with a sample of staff at Taiwan's national universities and found that performance evaluation systems have a positive effect on both organizational learning and organizational identification. In addition, organizational learning has a positive effect on organizational identification. The mediating effect of organizational learning was also found to be significant.

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Carlucci, Daniela, and Giovanni Schiuma. "Organizational Climate as Performance Driver." Journal of Health Management 16, no. 4 (November 26, 2014): 583–94. http://dx.doi.org/10.1177/0972063414548561.

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Recently health care (HC) organizations have increasingly embarked on organizational climate (OC) assessment with the intent to improve their efficiency and the quality of the delivered services. This is important; however, it is even if more crucial to ensure that workers engaged in the evaluation process are aware of the importance of their fruitful engagement in this investigation as well as of its potential benefits. From the management viewpoint, this is crucial to plan and implement management initiatives able to create a great place to work. The purpose of this paper is to shed empirical light on how, in effect, HC workers perceive OC for itself and as a performance driver to assess and manage. The study was carried out through an action research (AR) project, which included the use of both qualitative and quantitative approaches. Key phases of the AR project were some focus groups and a survey. During the focus groups, several methods and approaches were adopted for getting opinions from people and animating discussion. About the survey, a total sample of 560 HC workers was investigated. The AR project has shown that even if HC workers intuitively conceive OC as an important performance driver, the meaning of the construct is not completely clear. Moreover, a good level of awareness among HC workers about how and why OC can improve individual and organizational performance represents a key issue to address in evaluating and managing OC.

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Klemm Verbos, Amy, Janice S. Miller, and Ashita Goswami. "Employee social cognition and performance evaluation process reactions." Personnel Review 43, no. 4 (May 27, 2014): 515–35. http://dx.doi.org/10.1108/pr-01-2011-0011.

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Purpose – The paper uses social cognitive theory to explore reactions to performance evaluation processes as situated cognitions by examining the relationship between key elements of employees’ schemas about an organizational environment, preparation for evaluation, and these reactions. The paper aims to discuss these issues. Design/methodology/approach – Survey of 260 employees of eight organizations in a Midwestern US city. Findings – Job resource adequacy, communication adequacy, coworker relationships, and preparation time are significantly and positively associated with employee reactions to performance evaluation processes. Preparation time moderates the association between organizational context and employee reactions. Research limitations/implications – A social cognitive perspective on performance evaluation broadens the scope of extant research. This study is limited by cross-sectional design but opens the door to future experimental and longitudinal research. Practical implications – Performance evaluation processes are situated in an organizational context. Organizational interventions to improve perceptions of this key process could focus on better communication and encouraging preparation, especially if job resources are less adequate. Originality/value – This research contributes to the performance evaluation literature by applying social cognitive theory to performance evaluation reactions as situated cognitions, calling attention to the broader organizational context in which these processes occur.

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Kimberly, Jessica Fiona, Dimas Bagus Prakoso, and Tommy Christian Efrata. "PERAN INDIVIDUAL INNOVATION CAPABILITY, MOTIVASI INTRINSIK, DAN SELF-EFFICACY TERHADAP KINERJA INDIVIDU DALAM ORGANISASI MAHASISWA." Media Mahardhika 17, no. 2 (January 15, 2019): 231. http://dx.doi.org/10.29062/mahardika.v17i2.80.

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The successful accomplishment of organizational goals, targets, and work programs is closely related to the organization's human resources. Any evaluation regarding organizational performance is likely to involve the accomplishment of the organization's vision, mission, and work programs. Such evaluation is conducted by the human resources within the organization. Therefore, the purpose of this research is to determine the influence of individual innovation capability, intrinsic motivation, and self-efficacy on the student organizations' individual performance at Ciputra University. Proportional random sampling is used to select 265 respondents as research samples, while Multiple Linear Regression analysis is used to analyze the research data. The results of the hypothesis tests can be summarized as follows: (1) Individual Innovation Capability significantly influences Individual Performance; (2) Intrinsic Motivation significantly influences Individual Performance; and (3) Self-efficacy significantly influences Individual Performance. The findings of this research can be used as a reference for the organization to improve the individual performances in the future

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Smith, Edward Bishop. "Identities as Lenses: How Organizational Identity Affects Audiences' Evaluation of Organizational Performance." Administrative Science Quarterly 56, no. 1 (March 2011): 61–94. http://dx.doi.org/10.2189/asqu.2011.56.1.061.

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Tohidi, Hamid, and Mohammad Mehdi Jabbari. "Evaluation Organizational Learning Capability and Product Innovation Performance." Procedia Technology 1 (2012): 528–31. http://dx.doi.org/10.1016/j.protcy.2012.02.114.

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Ben-Hador, Batia. "Coaching executives as tacit performance evaluation: a multiple case study." Journal of Management Development 35, no. 1 (February 8, 2016): 75–88. http://dx.doi.org/10.1108/jmd-08-2014-0091.

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Purpose – The purpose of this paper is to examine organizational perceptions regarding the coaching process as an evaluation tool. Methodology – The research method used is a multiple case study based on the author’s work with coached executives in eight organizations in Israel. Texts of 79 coaching encounters with executives, their directors and human resource personnel, were analyzed. Text analysis was performed through a qualitative method. Findings – The research findings provide evidence of the intensity of the coaching practice as a tacit evaluating tool for organizational functioning, in relation to five focusses: the selection of executives for the coaching meetings, the participants’ perception of their participation in the coaching process, the organizational control wishes, how participants deal with organizational supervision and confidentiality. Research limitation – Research findings are discussed from a perspective of power relations in the organization, and their significance is presented. Practical implication – The usage of the coaching tool, not only for its original purpose, but also for evaluating and controlling executives tacitly, can hurt the coaching process, and its authenticity. Originality value – The concept of “tacit evaluation” was developed for this research, and the concept of the coaching process as a tacit tool of control and supervision can help us to better understand the coaching process, and its covert and overt components.

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Aida VitayalaS. Hubeis, Mextaria Yuliana, Anggraini Sukmawati,. "The Evaluation of Lecturer's Performance and Sekolah Tinggi Perikanan's Performance Through Intellectual Capital." Jurnal Manajemen 23, no. 1 (March 25, 2019): 19. http://dx.doi.org/10.24912/jm.v23i1.442.

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Intellectual capital is an intangible resource owned by the organization that can be used to create value for the organization. Intellectual capital consists of the source of human capital, the organization itself and its relationship to the environment. The purpose of this research is to analyze the effect of intellectual capital on lecturer and organizational performance and the effect of lecturer performance on organizational performance. Lecturer performance was measured by Key Performance Indicator value. Organizational performance was measured by perspective of costumer, finance, internal business process, learning and growth. Respondents of this research were 106 lecturers in Sekolah Tinggi Perikanan. Data was analyzed by descriptive analysis and Structural Equation Modeling (SEM) with LISREL. The results showed that intellectual capital has positive effect and significant on lecturer and organizational performance. Lecturer performance has positive effect on organizational performance, but insignificant. University is the organization which high intellectual capital, so organization could be able to manage them for improving performance.

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Aslami, Mohammad Salim, and Aakanksha Uppal. "The Effects of the Stakeholders Relationship Management on Organization Performance." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5454–67. http://dx.doi.org/10.47059/revistageintec.v11i4.2572.

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Partner management, partner relationship management examines have a significant spot in writing. We looked for their effect on organization performance through the Employee and Social parts of Company Evaluation interceding factors. Laborers were chosen to accomplish the objectives of the examination. Employees hold and as they are the internal stakeholders. Thus, it becomes necessary to explore their effect in stakeholder relationship management on organizational efficiency, which is highly competitive. The staff was essential to cover the organization's accomplishments. If they functioned as a gathering, the impact might be exceptional. The organization's management would comprehend the workers' prerequisites and aspirations, and a management style of advanced organization systems was resolved. It was found from the investigation that inside partner relationship management framework is organizational performance. Via the eyes of European multinational organizations, the thesis examines the relationship between corporate social responsibility (CSR) and organizational success. Furthermore, the study investigates the role of corporate reputation as a moderator in the CSR-organizational performance linkages. The final data set included 340 responses from senior executives/managers at European multinational corporations.

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Rahman, Mawdudur, and Muhammad Al-Buraey. "An Islamic Perspective of Organizational Controls and Performance Evaluation." American Journal of Islam and Society 9, no. 4 (January 1, 1992): 499–514. http://dx.doi.org/10.35632/ajis.v9i4.2537.

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An organizational performance evaluation is one part of a largermanagement control process involving complex relationships between variablesat the social, the organizational, and the individual levels. Thephilosophy, criteria, and methods used in performance evaluation varygreatly between different social and organizational cultures. In this paper,we address the issue from the perspective of a specific religion,’ Islam,and the culture which it has created, Islamic culture (IC), and compare itwith a secular culture (SC). Improvement and effectiveness in secular organizations(SO) are driven by economic considerations: while Islamicorganizations (IO) are required to look beyond such considerations. Thesupremacy of economic considerations limits an SO’S vision to thme materialisticaspects which provide the domain for deriving individual, social,and organizational goals and, at some point, everything must add up todollars and cents. An SO also derives transitory goals from economic considerations,for its organizational process emphasizes utilitarian and objectiveprinciples which state that profit maximization (or optimization) ispossible and also provides the criteria by which to measure success. In anIO, utilitarian objectives are allayed by spiritual needs, where the ideal is“reasonable profit,” and where there are sanctions against excessive profits.By definition, an organization is a purposive human system with purposesand goals which organizes and ptocesses material and human resomesfor the generation of output. For an SO, output is determined bysocial and economic goods and services, and a system’s success is measuredby its output’s quality and cost efficiency. The system’s reward isthe profit earned. Most of its output and reward measures are necessarilyquantitative and extrinsic in natute. An individual is, like any other partof that system, a supportive element vis-his the production of goods andservices. Thus the individual is part of a process driven by economic andquantitative criteria of success, one which has no room for hisher ownmoral and ethical standards. In other words, religious standards play noformal role in the SO management process.

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Reichel, Arie, and Abraham Mehrez. "Employee Selection and Performance Evaluation Biases and Organizational Efficiency." Journal of Management Inquiry 3, no. 1 (March 1994): 85–95. http://dx.doi.org/10.1177/105649269431014.

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Saunders, Carol Stoak, and Jack William Jones. "Organizational Factors Affecting the Evaluation of Information Systems Performance." Information Resources Management Journal 5, no. 4 (October 1992): 5–22. http://dx.doi.org/10.4018/irmj.1992100101.

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Bourgeois, Isabelle. "Performance measurement as precursor to organizational evaluation capacity building." Evaluation Journal of Australasia 16, no. 1 (March 2016): 11–18. http://dx.doi.org/10.1177/1035719x1601600103.

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Cahyadi Putra Aditya, Dwi. "Leadership, Organizational Culture, Organizational Justice on Organizational Commitments and Employee Performance Contract in Private Hospitals." Jurnal Manajemen Bisnis 16, no. 3 (July 15, 2019): 151. http://dx.doi.org/10.38043/jmb.v16i3.2238.

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ABSTRACTThe purpose of this study was to analyze the variables of Leadership, Organizational Culture, Organizational Justice Against Organizational Commitment and Contract Employee Performance at Private Hospitals. This researcher was conducted at the Premagana Hospital in Gianyar. Data collection techniques using questionnaires and interviews with a sample of 150 respondents. This research technique with Amos for Windows 23.0 analysis process, starts from the evaluation process of SEM assumptions through evaluation of data normality, Confirmatory factor analysis (CFA) and influence analysis with SEM. The results of this study indicate that the CR value of 2.704> 2,000 and Probability = 0.007 <0.05 indicates that the effect of leadership variables on organizational commitment is a significant positive effect CR value 3.459> 2,000 and Probability = *** <0.05 indicates that influence the organizational culture variable on organizational commitment is a significant positive effect. CR value 4.181> 2,000 and Probability = *** <0.05 indicates that the influence of organizational justice variables on organizational commitment is a significant positive effect. The value of CR 2.165> 2,000 and Probability = 0.030 <0.05 indicates that the influence of leadership variables on employee performance is a significant positive effect. CR value 4.527> 2,000 and Probability = *** <0.05 indicates that the influence of organizational culture variables on employee performance is a significant positive effect. The CR value of 0,233 <2,000 and Probability = 0,823 <0,05 shows that the influence of organizational justice variables on employee performance is a positive and insignificant effect. CR value of 2.193> 2,000 and Probability = 0.002 <0.05 indicates that the influence of organizational commitment variables on employee performance is a significant positive effect.

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Yaakobi, Erez, and Jacob Weisberg. "Individual, group and organizational efficacies in predicting performance." Personnel Review 47, no. 2 (March 5, 2018): 535–54. http://dx.doi.org/10.1108/pr-08-2016-0212.

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Purpose The purpose of this paper is to develop a framework for predicting three facets of employee performance (quality, innovation and efficiency) based on the evaluation of individual (self and occupational), group (collective) and organizational (means) efficacies. Design/methodology/approach A sample of 109 managers employed mainly in high-tech industries evaluated their employees’ quality, innovation and efficiency performance. The employees’ efficacies were also evaluated on three organizational levels. Findings Evaluation of employees’ self-efficacy accounted for most of the explained variance for all performance facets. Evaluation of group efficacy added incremental explained variance to the general performance as well as to the innovation performance and efficiency performance. Evaluation of means efficacy (provided to employees) added incremental explained variance to the general performance as well as to the innovation performance and the efficiency of performance. Male managers differed from female managers in their predictions of employees’ performance. Originality/value This is the first study to examine the concurrent effects of four types of efficacies, based on three organizational levels, in predicting performance. It also examines three facets of performance instead of only a general performance measure. It presents a model of the relative importance of these efficacies in predicting facets of performance.

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Kohn, Fay. "Book Review: Performance Evaluation: Proven Approaches for Improving Program and Organizational Performance." Evaluation Journal of Australasia 9, no. 1 (January 2009): 63–66. http://dx.doi.org/10.1177/1035719x0900900112.

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Passos, Carlos Augusto, and Renata Giovinazzo Spers. "Evaluation model of organizational performance for small and medium enterprises." Revista Ibero-Americana de Estratégia 13, no. 4 (December 1, 2014): 44–58. http://dx.doi.org/10.5585/ijsm.v13i4.2093.

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In the 1980’s, many tools for evaluating organizational performance were created. However, most of them are usefulonly to large companies and do not foster results in small and medium-sized enterprises (SMEs). In light of this fact,this article aims at proposing an Organizational Performance Assessment model (OPA) which is flexible and adaptableto the reality of SMEs, based on the theoretical framework of various models, and comparisons on the basis of threemajor authors’ criteria to evaluate OPA models.The research has descriptive and exploratory character, with qualitative nature. The MADE-O model, according to thecriteria described in the bibliography, is the one that best fits the needs of SMEs, used as a baseline for the modelproposed in this study with adaptations pertaining to the BSC model. The model called the Overall PerformanceIndicator – Environment (IDG-E) has as its main differential, in addition to the base of the models mentioned above, theassessment of the external and internal environment weighted in modules of OPA. As the SME is characterized byhaving few processes and people, the small amount of performance indicators is another positive aspect. Submitted tothe evaluation of the criteria subscribed by the authors, the model proved to be quite feasible for use in SMEs.

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Simon, Shadrack Mutungi, Benard Mugwima Njuguna, and Titus Peter Kivaa. "An Evaluation of the Organizational Performance of Local Contractors in Kenya." East African Journal of Engineering 3, no. 1 (March 8, 2021): 46–66. http://dx.doi.org/10.37284/eaje.3.1.289.

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Organizational performance is the ultimate measure of the success of any local contractor. It involves the analysis of a firm’s performance measured against its goals and objectives. Whilst it is generally agreed that the organizational performance of local contractors is insufficient, such a notion is arbitrary and most of the time based on anecdotal evidence. The purpose of this research was therefore to establish the level of organizational performance of local contractors here in Kenya. A survey research design was adopted. A questionnaire with the evaluation criteria of organizational performance was used to collect data. The sampling frame included all NCA1, NCA2 and NCA3 contractors. In order to avoid bias in the evaluation process, consultants were included in the survey to obtain an external perspective. The level of organizational performance in local contractors was established at three levels. First, 50 measurable indicators were used. The highest performing indicator was found to be the durability of projects executed by local contractors (mean=7.52). The lowest indicator was established to be the net profit margin of contractors (mean=5.34). The second level involved establishing the level of organizational performance based on the 10 dimensions identified from the literature review. This was achieved by calculating the means of the respective indicators. The best performing dimensions of organizational performance were found to be quality of products (mean=7.308) and client satisfaction (mean=6.923). The least performing dimensions were found to be profitability (mean=5.406) and employee satisfaction (mean=5.683). The final level involved establishing the overall organizational performance of local contractors. This was achieved by calculating the mean of the ten dimensions. The organizational performance of local contractors was established to have a percentage score of 63.74%. This was found to be moderately high meaning there was still plenty of room for improvement.

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MacKenzie, Scott B., Philip M. Podsakoff, and Richard Fetter. "The Impact of Organizational Citizenship Behavior on Evaluations of Salesperson Performance." Journal of Marketing 57, no. 1 (January 1993): 70–80. http://dx.doi.org/10.1177/002224299305700105.

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The research objective was to examine the relative impact of “organizational citizenship behaviors” (OCBs) and objective sales productivity on sales managers’ evaluations of the performance of their sales personnel. Objective measures of sales productivity were obtained for three diverse sales samples: (1) 261 multiline insurance agents, (2) 204 petrochemical sales representatives, and (3) 108 district sales managers working for a large pharmaceutical company. Managerial evaluations of organizational citizenship behavior and overall performance were also obtained for each of these people. The results indicate that (1) managers do recognize several different dimensions of “citizenship” behavior, and these OCBs are distinct from objective sales productivity, (2) the combination of OCBs and objective sales productivity accounts for substantially more variance in managers’ overall evaluations than typically is accounted for by sales productivity alone, and (3) the OCBs (taken as a group) consistently account for a larger portion of the variance in managerial evaluations than does sales productivity. The implications of these findings for salesforce motivation and evaluation are discussed.

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Liedtka, Stephen L., Bryan K. Church, and Manash R. Ray. "Performance Variability, Ambiguity Intolerance, and Balanced Scorecard-Based Performance Assessments." Behavioral Research in Accounting 20, no. 2 (January 1, 2008): 73–88. http://dx.doi.org/10.2308/bria.2008.20.2.73.

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This study extends prior research on general Balanced Scorecard (BSC) evaluation tendencies (e.g., Lipe and Salterio 2000; Ittner et al. 2003; Banker et al. 2004) by documenting that patterns in BSC evaluations vary with a quality of the evaluator. Specifically, using data from an experimental performance assessment exercise, we find that evaluators' “ambiguity intolerance” (Budner 1962) influences their reaction to variation among performance measures within a BSC category. Further, we find that increased variation within a BSC category causes ambiguity-intolerant evaluators to give lower performance evaluation scores when the BSC category indicates relatively strong performance, but has no significant effect when the BSC category indicates relatively weak performance. These results are consistent with the argument that ambiguity-intolerant individuals are more likely to discount or ignore ambiguous information when the ambiguity relates to positive information. Our findings have significant practical implications regarding the accuracy and consistency of BSC evaluations.

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Susan Twombly. "Performance Evaluation: Proven Approaches for Improving Program and Organizational Performance (review)." Review of Higher Education 32, no. 4 (2009): 556–57. http://dx.doi.org/10.1353/rhe.0.0093.

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Grafton, Jennifer, Anne M. Lillis, and Sally K. Widener. "The role of performance measurement and evaluation in building organizational capabilities and performance." Accounting, Organizations and Society 35, no. 7 (October 2010): 689–706. http://dx.doi.org/10.1016/j.aos.2010.07.004.

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Coletta, Lucrezia, Milena Vainieri, Guido Noto, and Anna Maria Murante. "Assessing inter-organizational performance through customer value: a literature review." Journal of Business & Industrial Marketing 36, no. 13 (April 8, 2021): 15–17. http://dx.doi.org/10.1108/jbim-07-2020-0353.

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Purpose This study aims to systematically review the literature on the use of customer value for the evaluation of inter-organizational performance, with a wide perspective embracing different contexts and settings. Design/methodology/approach Searching within the Scopus and ISI Web of Science databases, a systematic literature review has been conducted analyzing 41 papers published between 1991 and 2020. Findings Categorization of customer value and inter-organizational performance measures were developed and the main differences among different settings were discussed. Practical implications The results presented in this study may be helpful for practitioners and managers who, in the completion of their activities, have to maintain strong and frequent relationships with other organizations. In fact, practitioners and managers interested in enhancing customer value and measuring inter-organizational performance may find an innovative perspective linking the two dimensions. They could find the categorizations presented in this study as a starting point for developing a performance evaluation framework suitable for evaluating their present business relationships. In fact, the categorizations provide a panorama of how scholars have measured until now inter-organizational performance through customer value, and therefore, they could choose the measures more appropriate for their situation. Originality/value No systematic literature review of the use of customer value for assessing inter-organizational performance has previously been undertaken, especially considering different settings.

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Meindl, James R., and Sanford B. Ehrlich. "The Romance of Leadership and The Evaluation of Organizational Performance." Academy of Management Journal 30, no. 1 (March 1987): 91–109. http://dx.doi.org/10.5465/255897.

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Meindl, J. R., and S. B. Ehrlich. "THE ROMANCE OF LEADERSHIP AND THE EVALUATION OF ORGANIZATIONAL PERFORMANCE." Academy of Management Journal 30, no. 1 (March 1, 1987): 91–109. http://dx.doi.org/10.2307/255897.

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최정인, 문명재, and 정세희. "Does Organizational Trust Mediate the Relationship between Organizational Justice of Performance Evaluation and Job Attitudes?" Korean Governance Review 24, no. 3 (December 2017): 1–27. http://dx.doi.org/10.17089/kgr.2017.24.3.001.

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Roh, Dong-Yun. "The Effect of Performance Evaluation Justice on Organizational Trust and Organizational Commitment of Sports Center." Journal of Sport and Leisure Studies 72 (May 31, 2018): 135–45. http://dx.doi.org/10.51979/kssls.2018.05.72.135.

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Išoraite, Margarita. "EVALUATING EFFICIENCY AND EFFECTIVENESS IN TRANSPORT ORGANIZATIONS." TRANSPORT 20, no. 6 (December 19, 2005): 240–47. http://dx.doi.org/10.3846/16484142.2005.9638027.

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The article analyses the following issues: 1. Needs of evaluation. 2. Evaluation techniques and tools. 3. Effectiveness, performance and results. 4. Theoretical views on organizational effectiveness. 5. Transport organizational effectiveness. Transport effectiveness refers to the effectiveness of transport agency's organizational systems in achieving its internal and external objectives. 6. Effective internal performance systems. 7. A model of transport organizational effectiveness. 8. Efficiency criterion.

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Indjejikian, Raffi J., and Michal Matĕjka. "Accounting Decentralization and Performance Evaluation of Business Unit Managers." Accounting Review 87, no. 1 (August 1, 2011): 261–90. http://dx.doi.org/10.2308/accr-10168.

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ABSTRACT We use survey data to examine firms' propensity to rely on financial measures in evaluating local business unit managers. We find that firms rely less on financial measures (and more on nonfinancial measures or subjective evaluations) in determining local managers' bonuses when those managers have greater influence over the design of internal accounting systems. At the same time, we find no significant association between the choice of performance measures and local managers' authority to make operating decisions. Instead, we find that local authority to make operating decisions is positively associated with local managers' influence over accounting systems. Taken together, our findings suggest that the design of internal accounting systems is an important dimension of overall organizational design. Our findings also cast doubt on the maintained assumption in prior work that major organizational design choices are complementary. Data Availability: Data used in this study cannot be made public due to confidentiality agreements with participating firms.

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Semple, John. "Constrained games for evaluating organizational performance." European Journal of Operational Research 96, no. 1 (January 1997): 103–12. http://dx.doi.org/10.1016/s0377-2217(96)00068-9.

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Šindelář, Jiří. "Investigation of factors influencing employee performance." International Journal of Organizational Analysis 24, no. 2 (May 9, 2016): 340–68. http://dx.doi.org/10.1108/ijoa-07-2013-0687.

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Purpose The purpose of this paper is to investigate the effect of selected organizational factors on the performance of employees charged with sales forecasting, and to compare this across the different organizational environments of Central-Eastern European (CEE) retail chains. Design/methodology/approach The research involves seven major pan-European retail chain companies, with a total number of 201 respondents. Data were collected via a questionnaire [computer-aided personal interview (CAPI) and human-aided personal interview (HAPI) method] with a five-point scale evaluation of both dependent (organizational factors) and independent (performance indicator) variables. Cluster analysis was then used to derive the characteristics of average organizational environments, and correlation analysis was used to investigate the direction and size of the performance effect. Findings The results confirmed that different organizational environments have differing effects on the performance of forecasters. It also showed that the “hard core” factors (performance evaluation and information systems) do not have a dominant effect on employee performance in any of the environments regardless of their quality, and are aggregately outclassed by “soft” factors (communication lines and management support). Finally, the research indicated that among the personal attributes related to individual forecasters, domain and forecasting work experience have significant, beneficial effects on forecasting performance, whereas formal education level was detected to have a negative effect and can be, at best, considered as non-contributor. Practical implications The research results along with available literature enable us to define four management theses (focus on system, less on people; soft factors are equal to hard ones; higher formal education does not contribute to forecasting performance; and do not overestimate the social and morale situation on the working place) as well as four stages of organizational development, creating a practitioner’s guide to necessary steps to improve an environment’s key factors, i.e. performance evaluation, information systems and forecasting work experience. Originality/value Although there are regular studies examining the effect of organizational factors on employee performance, very few have explored this relationship in a forecasting context, i.e. in the case of employees charged with sales forecasting. Furthermore, the paper brings evidence on this topic from the CEE area, which is not covered in most prominent forecasting management studies.

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Guo, Yongxing, Haiying Kang, Bo Shao, and Beni Halvorsen. "Organizational politics as a blindfold." Personnel Review 48, no. 3 (April 1, 2019): 784–98. http://dx.doi.org/10.1108/pr-07-2017-0205.

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Purpose The purpose of this paper is to examine the moderating effect of organizational politics on the relationships between work engagement, in-role performance and organization citizenship behavior – organization (OCBO). Design/methodology/approach Theoretical hypotheses were tested using a sample of 107 supervisor-subordinate dyads in China. Outcome variables, such as in-role performance and OCBO, were rated by supervisors. Findings Contrary to the established literature on positive work engagement-work outcomes relationships, the findings supported the prediction that work engagement was negatively related to supervisor-rated in-role performance and OCBO when the organizational is perceived as highly political. Research limitations/implications The sample size for this study is relatively small. In addition, the authors measured organizational politics from employees’ perspectives, which might not reflect reality objectively. Furthermore, the data were collected at a single time point, so causal relationships could not be validated. Practical implications When employees perceive the work environment as political, organizations need to be aware of non-work factors that may influence supervisors’ evaluation of employee performance to ensure they do not demotivate and discourage highly engaged employees. Originality/value Considerable research has shown that work engagement is positively related to in-role performance and OCBO. The present study, however, challenges and extends previous research by suggesting that work engagement can lead to low supervisor evaluation of in-role performance and OCBO when the organization is perceived to be political.

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Ralević, Predrag, Momčilo Dobrodolac, and Dragana Šarac. "Measuring the efficiency of organizational performance: A radial DEA approach." Tehnika 75, no. 6 (2020): 798–806. http://dx.doi.org/10.5937/tehnika2006798r.

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A radial measurement o f efficiency on a selected numerical example involving multiple decision units (DMUs) is presented in this paper. Original CCR and extended BCC radial DEA models are used for this purpose. It is demonstrated here that DMUs can be efficient or inefficient in the use o f resources in achieving work results. The results o f the efficiency measurement indicate that the evaluation by the CCR DEA model is more strict compared to the BCC DEA model for each inefficient DMU regardless o f whether the efficiency measurement focuses on inputs or outputs.

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Park, Sangchan, Daegyu Yang, Hyeonjin Cha, and Seobin Pyeon. "The Halo Effect and Social Evaluation: How Organizational Status Shapes Audience Perceptions on Corporate Environmental Reputation." Organization & Environment 33, no. 3 (July 1, 2019): 464–82. http://dx.doi.org/10.1177/1086026619858878.

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Although firms generally strive to enhance social evaluations, scholars have noted that such evaluations may not completely reflect actual performance of the firms. Extending this approach to the domain of environmental sustainability, we focus on the importance of social evaluation heuristics and explore how a firm’s status, or generalized evaluation not directly linked to environmental performance, plays a key role in shaping audience perceptions on its environmental reputation. Using multiple sources of data on 178 global companies’ green reputation, status, and environmental performance, our study shows that a firm’s status significantly enhances its environmental reputation assessed by general consumers and that the status effect varies significantly according to media frames. These findings illuminate the richness and complexity in the relations between status, reputation, and media-provided information in the area of environmental sustainability.

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Virca, Ioan, and Maria-Lucia Rusu. "Study on Measuring the Performance of the Education System with the Help of Key Performance Indicators." Scientific Bulletin 25, no. 2 (December 1, 2020): 126–35. http://dx.doi.org/10.2478/bsaft-2020-0018.

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AbstractThe paper carries out a study based on the procedural approach of quality management in the educational system, with application on the military field, in order to measure organizational performance. Therefore, the evaluation methodology comprises a series of steps that can be found as subchapters in the paper. The procedural approach of performance evaluation allows the development of an integrated vision of the interdependencies and interactions between the specific processes, which favors an efficient analysis of the quality and quantity of the obtained results. The conclusions of the analysis are materialized in measures to improve the organizational processes, thus contributing to the achievement of an efficient quality management in the educational system.

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Thiagarajan, Sivasailam. "Formative Evaluation in Performance Technology." Performance Improvement Quarterly 4, no. 2 (October 22, 2008): 22–34. http://dx.doi.org/10.1111/j.1937-8327.1991.tb00501.x.

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Sadrija, ThĂ«llĂ«za Latifi. "PERFORMANCE EVALUATION IN KOSOVO ORGANIZATIONS." CBU International Conference Proceedings 5 (September 22, 2017): 269–75. http://dx.doi.org/10.12955/cbup.v5.937.

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The performance means the behavior and the resultant measured based on certain activities and duties. Enterprises performance could be measured thanks to indicators that express the quality of its activities. While, for individuals and groups, it is hard to identify the link between their performance and that of the company. Performance evaluation is an instrument through which the employees within the organization can reflect, discuss and change their work method that influences the organizational effectiveness. The focus of this paper is to argue that effective performance, feedback, and employee training are necessary for the success of an organization, and at the same time the development plan to support the employees in achieving the best possible results is necessary too. The employeesâ€™ training in Kosovoâ€™s enterprises is closely related to the organization, and the planning of employees in a way to so they are prepared at a national level and the attempt to exchange employees and train them in international level. This would affect the effective performance and cultures exchanged.

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Fainshmidt, Stav, Amir Pezeshkan, M. Lance Frazier, Anil Nair, and Edward Markowski. "Dynamic Capabilities and Organizational Performance: A Meta-Analytic Evaluation and Extension." Journal of Management Studies 53, no. 8 (May 19, 2016): 1348–80. http://dx.doi.org/10.1111/joms.12213.

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YAMATO, Hiroyuki, Kazuo HIEKATA, and Taiga MITSUYUKI. "3102 A study on evaluation of organizational performance considering productive process." Proceedings of Design & Systems Conference 2009.19 (2009): 600–603. http://dx.doi.org/10.1299/jsmedsd.2009.19.600.

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Minnullina, Anna, and Ruslan Minnullin. "Performance evaluation of the companies constructing highways." MATEC Web of Conferences 239 (2018): 08006. http://dx.doi.org/10.1051/matecconf/201823908006.

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Methodical bases for performance evaluation of the road construction company which is carrying out highway construction are based on integrated indicator calculation. This indicator considers interrelation of various internal and external environment factors. These factors are subdivided into three main groups by the authors: organizational and technological factors, technical factors and financial and economic factors. The suggested method of integrated indicator calculation for performance evaluation has been tested in the Tyumen road construction company. Testing confirms an opportunity to estimate the company position and utilization flexibility of calculation in practice.

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Sebedi, K. "The Influence of Organisational Culture on Mainstreaming Monitoring and Evaluation in Public Entities Revenue Services." Africa’s Public Service Delivery and Performance Review 1, no. 3 (December 1, 2012): 66. http://dx.doi.org/10.4102/apsdpr.v1i3.36.

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Research informs us that most of the problems confronting governments can be traced to their inability and failure to appropriately analyze and evaluate organizational culture. This article argues that there is a direct link between organizational culture, organizational performance, as well as monitoring and evaluation. Understanding the effect that organizational culture has, is a significant factor of good governance. The importance of a strong organizational culture together with effective monitoring and evaluation processes contribute appreciably towards efficient performance and effective service delivery. Yet mainstreaming monitoring and evaluation in government departments and entities is often met with varying challenges. Such challenges can be better understood and addressed through aligning the entities’ organizational culture to government’s monitoring and evaluation initiatives. The focus of the article is on responding to the pertinent question: what are the current challenges relative to implementation and how should they be addressed? The article will thus highlight some of the key challenges that are associated with organizational culture, which have direct impact on the mainstreaming of monitoring and evaluation.

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Ribeiro, Rogeane Morais, Ruan Carlos dos Santos, Maria do Socorro Silva Mesquita, and Cristiane Saboia Barros. "Ethnography in organizational studies: a reflection on the importance of performance evaluation in tourism." Independent Journal of Management & Production 11, no. 7 (December 1, 2020): 2547–67. http://dx.doi.org/10.14807/ijmp.v11i7.1230.

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The present research aims to understand the feasibility of developing a multidimensional model of performance evaluation for organizational control in companies through ethnographic research. Thus, a bibliographic analysis of the studies presented in the four main events of the Brazilian organizational studies – the Colloquium of Epistemology and Sociology of Administration Science, CBEO, EnANPAD and EnEO - and in the research bases SPELL and EBSCO. The measurement of performance in a company has become a relevant subject for both academic research and practical application, because organizational control of organizational control serves to evaluate and improve the various organizational processes to establish goals and achieve performance standards that become competitive in the market. Given this context, we can see that there is a vast possibility of development in this field, through an ethnographic research, through an investigation capable of showing practices, people, groups, cultures and networks of social relations that participate differently from the tourist market, since the environment in which companies are increasingly turbulent and unstable, and decision makers are constantly seeking methods to achieve improvements in organizational performance. In this sense, it is concluded that this research offers theoretical information that can help in future studies that seek to develop a multidimensional model of indicators, besides being a source of data on the diversity of organizational indicators.

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Falatoonitoosi, Elham, Zulkiflle Leman, and Shahryar Sorooshian. "Modeling for Green Supply Chain Evaluation." Mathematical Problems in Engineering 2013 (2013): 1–9. http://dx.doi.org/10.1155/2013/201208.

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Green supply chain management (GSCM) has become a practical approach to develop environmental performance. Under strict regulations and stakeholder pressures, enterprises need to enhance and improve GSCM practices, which are influenced by both traditional and green factors. This study developed a causal evaluation model to guide selection of qualified suppliers by prioritizing various criteria and mapping causal relationships to find effective criteria to improve green supply chain. The aim of the case study was to model and examine the influential and important main GSCM practices, namely, green logistics, organizational performance, green organizational activities, environmental protection, and green supplier evaluation. In the case study, decision-making trial and evaluation laboratory technique is applied to test the developed model. The result of the case study shows only “green supplier evaluation” and “green organizational activities” criteria of the model are in the cause group and the other criteria are in the effect group.

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Journal articles on the topic 'Evaluation of organizational performance'

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