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1
Muda, Muhamad. "Environment, organization and bank performance." Thesis, University of Manchester, 1993. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.617790.
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Recent studies in other industries have emphasised the importance of the effects of the changing environment on firms performance. However. studies in banking either have not considered the importance of the underlying environmental conditions, or have assumed that the banks are operating within a predictable environment. The lack of evidence on the effects of the changes in the environment on bank performance has motivated us to undertake this research. Our objective is to examine the way banks cope with the changing environment and to identify strategies for coping with this turbulent environment. Organization theory suggests that firms develop and carry out strategies in order to mitigate the impact of the environment. However. rapid changes in the environment have caused the existing knowledge about the return generating process to become less effective. Furthermore. the complexity of the return generating process will make a clear strategic direction difficult to establish (Barney. 1986). Therefore in this study we focused our examination on the conditions of the environment. the management actions and the effects of the interrelationships between the environmental conditions and the management actions on the banks' profit rates in order to understand how organizations are coping with the changing environment. To guide us in our investigation, we asked the following question: are the variations in bank performance the result of the changing environment beyond the banks' control, or, are the variations in performance the result of a complex return generating process?
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Atkins, Lois Major. "Organization Features and School Performance." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/27796.
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The purpose of this study was to determine the odds of school organization features predicting schools meeting district or state performance goals. The school organization features were organizational complexity, shared decision making, and leadership behavior. The dependent variable was school performance, operationally defined as a principalâ s yes response or no response to the question, â did your school meet district or state performance goals.â The independent variables representing organizational complexity were school size, diversity of role, span of control. The independent variables representing shared decision making were curriculum influence, policy influence, and professional development influence. The leadership behavior feature was a composite variable. The percent of school lunch was the covariate, as determined by the percentage of students receiving free lunch and reduced price lunch.
The sample for this study was taken from the 1999-2000 Schools and Staffing Surveys (SASS) Public-Use Data (NCES: 2004-372) collected by the National Center for Education Statistics (NCES). The sample consisted of 5,312 public schools and 5,312 public school principals. Data from the SASS Public School Questionnaire and the SASS Public School Principal Questionnaire were used for the data analysis.
The methods of data analysis consisted of the identification of indicator variables from SASS, the development of scales, and the fitting of a parsimonious logistic regression model. A principal components analysis was used to extract patterns of association among the indicator variables, shared decision making and leadership behavior.
The logistic regression analysis revealed that the best model for predicting the odds of whether schools would meet district or state performance goals consisted of the variables curriculum influence, policy influence, professional development influence, size, diversity of role, span of control, and the covariate, percent of free lunch. The significant variables were curriculum influence, policy influence, professional development influence, and span of control. The odds of school organization features predicting whether schools would meet performance goals was estimated to be .7243, which was less than one or less than chance. There were several limitations of this study that need to be considered when interpreting the results.Ed. D.
3
Karakurum, Muge. "The Effects Of Person-organization Fit On Employee Job Satisfaction, Performance And Organizational Commitment In A Turkish Public Organization." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606110/index.pdf.
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The notion of person-organization fit (P-O fit) is concerned with identifying the antecedents and consequences of compatibility between employees and the
organizations in which they work, as part of interactional psychology. Literature on
consequences of P-O fit has demonstrated significant relationships with various
individual outcomes.
The main purpose of the present study was to examine the effects of P-O fit
operationalized as value congruence between the employee and the organization, on job
satisfaction, organizational commitment and performance of employees working in a
public organization at both individual-level and cross-level analysis by utilizing
multiple measures of fit. The secondary purpose was to compare multiple measures of
fit in terms of their power in predicting individual outcome variables and investigate the
level of association between direct and indirect fit and whether direct fit contributed to
prediction over and above indirect fit measures.
One hundred and eighty employees of a public organization filled out the
questionnaire. Cross-level analysis could not be performed because of inadequate level
of agreement between respondents. Results revealed that both direct and indirect fit
measures were significant predictors of individual outcome variables at individual-level
analysis except for supervisor ratings of task performance and overall performance,
which were solely predicted by direct fit. Direct fit was the most consistent and
effective predictor of individual outcome variables and made a consistent unique
contribution to prediction of outcome variables over and above indirect fit measures.
The results and implications of the study were discussed and limitations of the study
were addressed.
4
Frayne, Diana. "Nonprofit leader perceptions of effective organizational performance measurement| A Q methodology study." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648297.
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There is ample discourse regarding the need for changing nonprofit performance measurement, but there is little consensus within the field on how best to evaluate while maximizing performance, outcomes, and mission achievement. This Q methodology study documented the perceptions of 22 nonprofit leaders in the United States about effective performance measurement and the characteristics necessary to create an effective model to measure nonprofit performance. The study involved analyzing the nonprofit leaders’ responses to create three distinct views on effective organizational performance measurement called (a) Road Map, (b) Management Tool, and (c) Weakest Link. Despite differences in the viewpoints, three themes emerged as a starting point to inform the shift in measuring nonprofit effectiveness: (a) the need for larger performance management systems, (b) eliminating the unfunded mandate for performance measurement, and (c) the desire for organization-specific mission-based outcome measurement. Insights from the nonprofit leaders revealed the characteristics of a new system for generating meaningful nonprofit performance data. The implementation of these characteristics could strengthen performance management, promote organizational learning, and inspire collaborative partnerships with funders and beneficiaries. Nonprofit leaders must create a culture of performance management that facilitates performance measurement and performance improvements if they are to advance the mission of the organizations they lead.
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SHARFMAN, MARK PHILLIP. "ENVIRONMENTAL PRESSURE, ORGANIZATIONAL BUFFERS AND ORGANIZATIONAL PERFORMANCE: A STRUCTURAL EQUATIONS MODEL (SLACK)." Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188130.
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This dissertation addresses questions concerning slack's nature and its relationships with the environment and performance. The research investigates which view of slack (the operations or behavioral approach) best predicts performance. It examines the relationship of environment and slack using both interaction and mediation models. The PIMS database was used for 610 assembly manufacturing firms. The results support both the behavioral and the operations perspectives. This combined view suggests that slack capacity is optimized to improve sales while being minimized to improve profits. Excess inventory is minimized to improve sales but optimized to improve average ROS. In all cases, excess cash is minimized. In all equations, the slack variables entered the equations as costs. These results also support the argument that slack interacts with the environment rather than being in a functional relationship with it. Interaction terms of the slack types and the environment were significant in predicting sales. A mediation model was also tested but had a poorer fit with the data. Slack was found to be a multi-dimensional concept. The slack variables did not all intercorrelate positively. The negative relationships suggest that management makes decisions as when to use each slack resource. The slack variables (when lagged) had significant effects on each other, but not on performance. This indicates that the time horizon for slack may be shorter than was investigated in this research. The research demonstrated that slack inventory and non-slack supply buffers were negatively related. The conditions under which the firm trades slack for other buffering mechanisms were not clear. Predicted positive relationships between size and slack were found except that excess capacity and size were negatively related. This suggests that larger firms were holding slack in ways that are more discretionary and less obvious to their control systems. What is not clear from this research are the conditions under which management will choose a specific type of slack. In one case (excess working capital), technology predicts the level of this variable. Additional research is suggested to determine how, when and where these decisions are made.
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Kloak, David G. "Strong Emotive Connectors| A Study of a Social Skill and Effective Team Performance." Thesis, Alliant International University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10267146.
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Organizational success and outcomes rely on good teamwork. The study question asked if teams can be more successful with a greater number of socially skilled team members? Evolving research indicates composing teams based on intrinsic social skills, such as personality, values, and psychological roles may generate greater team outcomes than teams based solely on vocational roles, competencies, and cognitive ability. When teams are first formed, people connect instinctively and warm to other team members using their social skills. Only later do people appraise others for competencies and skills. This study examined whether the number of strong emotive connectors (SEC) can increase team outcomes. The study hypothesis tested whether teams with a greater number of high SECs, a socioemotional role construct, would increase their team task-completion rates (TTCR). Regression analysis showed the low and high SEC with an adjusted R2 = .52 correlation were both predictive of the TTCR. Additional analysis using 2 one-way ANOVAs for high and low SECs showed between-team (groups) and within teams (groups) results were statistically significant at the p = .00 level. The study found teams having 2 of 5 high SECs made a difference in team performance. Additional high SECs had no impact on team performance. An interesting study result found 2 of 5 low SECs had an adverse impact on team performance. Additional low SECs did not harm team performance. Ensuring at least 2 of 5 high SECs on teams can lessen gaps, diminish conflicts, and elevate team outcomes.
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Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.
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A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.
8
Almås, Johannes. "Building Performance Evaluation: An Organization for Documentation." Digital WPI, 2003. https://digitalcommons.wpi.edu/etd-theses/954.
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"An organization of a variety of useful references and tools for evaluating typical situations that have to be addressed in a performance based fire safety design are structured in this project. The chapters in this paper are arranged the same way as the situations may appear in fire scenarios. Each chapter discusses relevant issues for regulatory required sub evaluations in fire safety engineering. In this paper the sub evaluations are named; Fire spread within the origin, Barriers and fire spread beyond the origin, Fire detection and initial action, Automatic sprinkler systems, Smoke movement, control and toxicity, Structural frame, Fire brigade intervention and Life safety. The paper addresses standards and publications to evaluate fire safety in buildings. The tools and references presented are an assortment from a variety of methods and correlations that have been developed through the years in order to achieve knowledge of the dynamics of the fire and how to control its severity. The topics for the sub evaluations are codes and standards, design fire development, fire protection efficiencies in fires, reliability issues, building and construction characteristics, occupant characteristics, evaluation tools and evaluation software."
9
Alms̊, Johannes. "Building performance evaluation an organization for documentation." Link to electronic thesis, 2002. http://www.wpi.edu/Pubs/ETD/Available/etd-0822102-183645.
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Thesis (M.S.)--Worcester Polytechnic Institute.Keywords: building performance -- fire safety -- fire spread -- fire detection and initial action -- automatic sprinkler systems -- smoke movement, control and toxicity -- structural frame -- fire brigade intervention -- life safety. Includes bibliographical references.
10
You, Jieun. "The Relationships among Organization-supported Learning and Individual or Organizational Performance in Korean Industries." The Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1431129521.
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Yost, Sarah Kathleen. "Multi-generational perceptions of supervisor leadership, communication, and employee performance." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648732.
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The quantitative, descriptive study examined workplace communication breakdowns by evaluating generational perceptions of supervisor leadership, communication and employee performance. Participants included members of the Baby Boomer generation, Generation X, and Millenials. Respondents completed an online survey that contained the Supervisor Leadership Communication Inventory. Additionally, respondents answered an open-ended question that asked about a supervisor’s role in facilitating intergenerational communication. Data analysis indicated no significant differences among generational perceptions of supervisor leadership, communication or employee performance. Themes that emerged from responses to the open-ended question aligned with SLCI themes, including leadership, communication and teamwork. Limitations to the study included a lack of participation by members of the Silent Generation, possible misinterpretation of the survey questions and limiting the participants to only those who were employed full-time. Respondents indicated effective leadership was based upon treating employees as individuals and not based upon generational cohort. Recommendations included further research to determine the occurrence of workplace communication breakdowns based upon generational differences.
Keywords: generation, communication, leadership, teamwork.
12
Shen, Jing. "Investigation of how to implement successful KPIs for organizations – based on an empirical study at an international organization." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-121201.
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In the information age, KPIs (Key Performance Indicators) are commonly used for business performance measurement in organizations; however there’s no single best way about how to implement KPIs, which means that a company can select any arbitrary suitable KPIs. The thesis will do research and investigations based on existing academic theory and a case study in an international logistic company. The research was aiming at helping organizations to develop and implement successful KPIs that are effective, complete, and aligned with their business strategy and which conforms to scientific theories for how KPIs can be implemented. I designed a framework which was combined with the critical factors of successful KPIs in the scientific theories, the framework was designed for helping companies diagnosing and improving the effectiveness, completeness and alignment of their KPIs. . The aim was fulfilled by successfully testing the proposed framework in a case study. The result from the case study shows that there was a gap between how the KPIs are used and the scientific theories of how they should be used. However the framework need to be further tested in future research for a general usefulness.
13
Shahnewaz, Farhan. "ON PERFORMANCE OF DYNAMIC NETWORK ORGANIZATIONS." OpenSIUC, 2014. https://opensiuc.lib.siu.edu/theses/1384.
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In this paper we have introduced a concept of analyzing the performance of dynamic network organization (NO) in response to multiple input objectives of network organization (NO) and input set of unpredictable external environment, and we have correlated plasticity of NO with this performance measure. A three stage conceptual model of the process has been described which comprised of dynamic system of multi-agent network, multiple objectives and input goals of network driver (S n), unpredictable external environment (ϵ). Dynamic system of the network organization takes through its two phase and processes this based on time and system response variables. Processing of input information by the system variables gives a ratio of system response variable and input. Further analysis is based on the value of this performance values. This model suggests a performance measuring technique which takes an input set of objectives from network driver of the NO, a set of input from external environment (ϵ) state and processes this input based on the existing state of the dynamic system in the NO. This process output shows dynamic system performance in dynamic environment and how this performance coefficient correlates with the Plasticity of network organization. We have presented several examples, mathematical models and graph by analyzing true scenarios on UAV patrolling zone.
14
Folds, D. (Dennis). "Response organization and time-sharing in dual-task performance." Diss., Georgia Institute of Technology, 1987. http://hdl.handle.net/1853/28616.
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Kester, Jill Darcy. "Reduced processing resources, organization, elaboration and memory performance." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape11/PQDD_0028/MQ40685.pdf.
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Gibbons, Theresa. "Engagement, motivation, and performance in a multigenerational organization /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3627.
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Leung, Lai-yue Ciris, and 梁麗榆. "The social organization of a Cantonese opera performance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2001. http://hub.hku.hk/bib/B29751093.
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Leung, Lai-yue Ciris. "The social organization of a Cantonese opera performance /." Hong Kong : University of Hong Kong, 2001. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763235.
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Racca, Kristie D. "Incentive Size Alignment with Accountable Care Organization Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6652.
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Changes to the country's health care political landscape in 2012 resulted in the development of federal programs aimed at containing costs and improving the quality of care delivered. Accountable Care Organizations (ACO) emerged linking performance to rewards. Guided by Conrad's value-based performance incentive theory as the theoretical foundation, the purpose of this quantitative study was to determine the relationship between financial incentive size and ACO performance measures. The research questions examined the predictive relationship of incentive size and acute care readmission rates, emergency department (ED) visits, and per capita spending of the ACO Medicare Shared Savings Program population. The study included 348 participating ACOs serving 7.8 million Medicare enrollees. Secondary archival data were analyzed using multiple linear regression models to test the relationship patterns of the three dependent variables. The findings showed a significant association between incentive size and acute readmission rates β = .001; 95% CI, .000185, .001342; p = .010; and a significant inverse association with per capita spending, β = -6.28E-7; 95% CI, -.000001, -1.61E-7; p = .009, but no association with the frequency of ED visits β = -5.06E-6; 95% CI, -.000011, 7.04E-7; p = .085. The study results support that incentive size is linked with higher acute care readmission rate and lower per capita spending but not frequency of ED visits. Incentive size was found to be associated with better and worse ACO provider performance depending on the outcome. Social change implications include improved performance on ACO spending, which might potentially lead to political and regulatory changes supporting larger financial incentives by the federal government.
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Hale, Allison. "The Employee Experience in a Healthy High-Performing Workplace." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/33190.
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This study examines management and organizational models, specifically the Healthy Organization and High-Performing Workplace (HPW) models. Because a HPW can also be a Healthy Organization, the models are joined to create the Healthy High-Performing Workplace (HHPW) model. The experience of members within a particular organization, known herein as Company X, is examined. The study addresses the questions: does Company X display HHPW qualities? If Company X does display HHPW qualities, does it always exercise HHPW practices? Finally, what does this mean in terms of the workforce? Organizational culture theory is used to explain how expectations, norms, behaviours, and values are constructed and transmitted, and how organizational structures influence the environment and the employee experience. Data consists of interviews (n=12) and secondary sources. The findings support that Company X displays HHPW characteristics. However, when project deadlines are near or overdue and profit is at risk, certain HHPW practices are ignored.
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McDowell, William C. "Interorganizational Relationships: The Effects of Organizational Efficacy on Member Firm Performance." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5313/.
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Relationships between the collective actors within interorganizational relationships are a growing area of research in management. Interorganizational networks continue to be a popular mechanism used by organizations to achieve greater performance. Organizations develop competencies to work with other organizations, but the confidence of these organizations to use these strengths for a competitive advantage has yet to be empirically examined. The purpose of this study is to examine organizational efficacy, how competencies may related to that efficacy, and the relationship of efficacy with performance. The goal of this study is to observe the relationship among trust, dependence, information quality, continuous quality improvement, and supplier flexibility with organizational efficacy. In addition, the relationship between organizational efficacy and performance is also observed. There are two primary research questions driving this study. First, what is the relationship between trust, dependence, information quality, continuous quality improvement, supplier flexibility and organizational efficacy? Second, what is the relationship between organizational efficacy and performance? The theories supporting the hypotheses generated from these questions include theories such as social cognitive theory, quality improvement, and path-goal theory. Data collected from the suppliers of a large university support the hypotheses. Regression analysis and structure coefficients were used to analyze the data. Results indicate that both research question one and research question two are supported. In addition, the theoretical model as a whole, which indicates a mediating relationship, was examined and discussed. This study contributes to both academic and practice by examining efficacy in an interorganizational setting. In addition, as organizations better understand the relationship between competencies and confidence, they will better know how to collectively work to achieve greater results with more attention being placed on monitoring the relationship in order to experience more desired outcomes. Limitations of the current study and opportunities for future research are also discussed.
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Bollar, Suzanne L. "The impact of organization culture on employee work attitudes, readiness for change, and organizational performance." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/28970.
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Boulay, David Andrew. "An exploration of the relationships among organizational size, flexible work practices, training, and organizational performance using the 2002 National Organizations Survey." Columbus, Ohio : Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1204546530.
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Sackey, Esther Ewurafuah. "Strengthening Organizational Performance through Integration of Systems Leadership, Participatory Communication, and Dynamic Capabilities." Antioch University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1630883134200904.
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Moraes, Walter Fernando Araujo de. "Organization, strategy, strategic management and performance of Brazilian firms." Thesis, University of Manchester, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.290335.
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Lee, Chonghwan. "Task allocation for efficient performance of a decentralized organization." Thesis, Massachusetts Institute of Technology, 1987. http://hdl.handle.net/1721.1/14631.
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Meddles, Julie Ann. "Outcomes of Performance Disciplinary Actions in a Healthcare Organization." The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1354290508.
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Chang, Chi-Huang, and 張啟煌. "The relationship between organizatioal culture,organizational boundary,organizational capability,employee satisfaction and organization performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/02908372912173552985.
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碩士國立成功大學
企業管理學系碩博士班
91
This study discusses the effects of the organizational boundary, organizational capability and organizational culture on employee satisfaction and then the influence of employee satisfaction on organization performance. In addition, this study will explore if the organizational boundary, organizational capability and organizational culture would directly influence the performance of organization. This study adopted three methods including an interview, questionnaires and secondary data to make the triangulation and comparison by SPSS. The interveiew was based on the results of quantitative questionnaires in order to cover the insufficient of single research method. The results of this study indicated that: 1. The organizational boundary and organizational capability are positively and significantly related to the employee satisfaction. 2. The organizational boundary and organizational capability are positively and significantly related to the organization performance. 3. The organizational culture is not significant related to the employee satisfaction. 4. The organizational culture is not significant related to the organization performance. 5. The employee satisfaction is positively and siginificantly related to organization performace. 6. The characteristices of employees inclue the educational background, seniority and department are siginificantly different on employee satisfaction. Based on the results of this study, the organizational boundary and capability could influence the employee satisfaction and organization performance. Therefore, organization should improve its structure and communication method. It could be worked by four dimensions include vertical, horizontal, external and regional boundary. In addition, organization should increase their capability. It also could work from speed, elasticity, coordination and innovation. The relationship between employee satisfactioin and organization is siginificant. Thus, if company want to improve the performance of organization, company should try to promote the belief of learning and increase employee satisfaction. By this way, the learning capability of organization could increase and then the company could become a real organization.
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Chen, Yi, and 陳顗. "An exploration of Taiwan health care organizations perceived learning organization on perceived organizational innovation and organizational performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/23821894613729345267.
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碩士義守大學
醫務管理學系碩士班
99
Facing changing medical strategies and highly competitive environment, medical institutions can operate continuously only by improving the operation efficiency, enhancing the quality of medical service, and building its competitive advantages; besides those, building its sound organization structure, creating good organizational learning environment, managing human capital, and eventually, achieving high performance through continuous innovation are also the key for medical institutions to survive in this vibrant environment. This research attempts to verify the relationship and influence of perceived learning organization on perceived organizational innovation and organizational performance. I am targeting for about 500 hospitals which had registered to the Department of Health and still operate in 2010 as this research objects. The surveyed objects are the human resource managers. 502 questionnaires are distributed, and 204 copies retrieved. After classification, 204 questionnaires are effective with the retrieval rate of 40.63%. All of effective questionnaires are further analyzed with SPSS17.0. The findings of questionnaires show that cognitive learning organization and cognitive organizational innovation contribute positively to organizational performance, and the learning organization affects innovation. Another finding of this research is that size of the health care industry turbulence moderate these relations.
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Wan, Ching-Wen, and 蕭婉鎔. "Building a Learning Organization and the Relationship with Organizational Performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/97379880155317794142.
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碩士國立中興大學
企業管理學系研究所
91
Discusses of building learning organization are more on exploratory study and the characteristics of the learning organization, lacking the research about how to build a learning organization and the empirical study. This study is Quasi-Experimental method, trying to build a learning organization and observe the change longitudinally. The building activities include five dimensions: (1) encourage conversation, (2) development of training program, (3) encourage team learning, (4) establish innovation environment, and (5) establish system to capture and share information. After six month, we found that case company changes his organizational culture of learning and improves his organizational performance. We also found that, in short term, building learning organization can distinct improve the culture of Organizational Institution and the operation performance. The improvement of Knowledge Management System and the quality performance didn’t distinct in short term.
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Shan, Hsiu Yuan, and 單秀元. "IS Organization Change and Performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/63443625428123840572.
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碩士銘傳大學
資訊管理研究所
91
From early 1980s, designing the information systems (IS) organization has been a perennial, intractable problem for researchers and practitioners alike. Recently, due to the rigorous change of business environment and maturity of information technology (IT), the role of IS organization has shifted from a reactive, cost-control enabler to a proactive, strategic differentiator. Therefore, business must adjust their IS organization to meet the requirement of organization. This research uses Leavitt’s organizational change model and studies the changes of task, structure, role and technology in IS organization, and then examine the relationship between the change of IS organization and their performance. After the data collection and analysis, our research shows that the task, structure, role and technology in IS organization have some changes, at the some time. The change of IS organization has a strongly positive relationship with their performance. However, different companies have different industrial environment and business factors, so business must understand their demand, and change their IS organization by their demand, and makes their task, structure role and technology coordinate with each other. Using this way, the performance of IS organization can be improved.
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Hung, Chen-YU, and 洪辰育. "The Study of Influence of High Performance Work System, Learning Organization, Innovation on Organizational Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/81362240470358228225.
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碩士國立中山大學
人力資源管理研究所
101
The link between human resource work system (HPWS) and organizational effectiveness has received much attention. A basic premise of this research stream is that a system of internally coherent HPWS aligned with organizational learning may enhance organizational performance. Results demonstrated a positive relationship between organizational learning and innovative. However, researchers generally agree that HPWS do not lead directly to organizational performance and have started examining the intermediate mechanisms to understand how HPWS affect organizational performance. In this thesis, the study will discuss the influence of High Performance Work System, learning organization, innovation on organizational performance. This thesis is conduct through opinion survey, relied by the human resource employees and the general employees in each company, the findings of the thesis can be summarized as follows: 1. High Performance Work System impacts learning organization positively. 2. Learning organization impacts innovative positively. 3. There no evidence to show staffing of High Performance Work System impacts organizational performance either positively or negatively. 4. There no evidence to show innovative impacts organizational performance either positively or negatively.
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Chou, Yi-ching, and 周宜靜. "Relationship Among Intellectual Capital Management、 Organization Learning and Organization Performance." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/2u2rf3.
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碩士國立中山大學
人力資源管理研究所
104
This study discusses the relevance of intellectual capital management, organizational learning and Organizational Performance, and also goes a step further to study the impact of intellectual capital management to organizational learning and organizational performance. Intellectual capital management includes human capital, internal relations capital, organizational capital; and organizational learning involves commitment to learning, the system perspective, openness and experimentation, knowledge transfer. Organizational performance data is based on the survey about business profitability, return on equity, and return on assets which are collected from Common Wealth Magazine. This study uses the questionnaire survey procedure and targets to Taiwan Top 200 companies in manufacturing, services, financial areas which defined by Common Wealth Magazine "Top 2000 Enterprises,". 104 valid questionnaires were recovered from 52 different companies. The questionnaire information has confirmed after the return analytic method, obtains the following conclusions：First of all, Intellectual capital management has a positive effect to organizational learning, indicating if an enterprise focusing on intellectual capital management will help enterprises organizational learning. Second, the impact of intellectual capital on organizational performance management is not significant, mainly because there are too many variables can affect organizational performance. Even intellectual capital management can help enhance organizational performance, however, may also be weakened final organizational performance by other factors. Third, the impact of organizational learning on organizational performance is also not significant, because the outcomes of organization learning usually shown on the individual task performance first, and then influence organizational performance via employee’s performance. It is appropriate if enterprises or organizations are willing to promote organizational learning should be based on individual performance criteria to measure performance.
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Chen, Ting-Yun, and 陳丁雲. "The effect of organization culture and innovation on organization performance." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/36460231551525568979.
Full textAbstract:
碩士國立中山大學
企業管理學系研究所
94
The advancement of time has expedited the transfer of information, and the speed of technology evolution has also increased. Business enterprises can continue to increase its organization performance through organization innovation. Therefore organization innovation is the key success factor of future business enterprises. However, organization innovation is grounded on organization culture. Hence the research problem of this study is the influence of organization culture and innovation on performance. Companies in the Kaohsiung County and City were studied. Through questionnaire survey and data analysis, the following results were found: 1. Respondents expressed positive viewpoints toward influence of organization culture and innovation on performance. With respect to organization culture, bureaucratic and supportive types of culture showed more significant influence than innovative culture on organization performance. 2. The operation of organization culture and innovation showed positive influence on organization performance. The more emphasis is placed on the operation of organization culture and innovation, the more that a business enterprise can nurture its core competence and hence enhance its organization performance. 【Key Words】: Organization Culture, Organization Innovation, Organization Performance
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Chen, Cheng-Wei, and 陳正偉. "The Effects of Knowledge Management and Organization Learning On Organization Performance." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/43503826344046722703.
Full textAbstract:
碩士中國文化大學
國際企業管理學系
103
The 21st century is the era of knowledge economy, how to maximize the power of knowledge, and death of individuals and organizations face complex competitive environment of globalization. With the advances in information technology, Knowledge Management has become an important area of research, and is key to the organization's competitive advantage. The vigorous development of information technology and Internet accelerated environmental changes, many industry constitutes a considerable challenge. Enterprise Knowledge Management must, in order to face an increasingly competitive environment, thereby enhancing the value of the organization. Effective Knowledge Management, allowing the organization to spread valuable knowledge and information, as to enhance Organizational Performance and other management activities. Many successful business companies eventually to decline, the company attributed the decline to the operator is not without taking action to save, but the operators do not have sufficient capacity to accommodate the rapid growth and competitive business environment, leaving the company's operations gradually decline. Through Organizational Learning, will enhance business productivity and performance, while achieving the objective of sustainable development, integrated above, contributed to the motivation of this study. Through using hierarchical regression, separately explore the relationship between the various variables, the results showed that among variables affect the relationship does exist, verify hypothesis of this study, this study found that Knowledge Management has a significant positive impact on Organizational Performance, Organizational Learning Knowledge Management and Organizational Performance have a positive interference.
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Debbie and 洪淑美. "Formal Organization, Informal organization and Individual Performance: The Role of Informal Organization as a Mediator." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/57384602726964586904.
Full textAbstract:
碩士國立暨南國際大學
國際企業學系
101
This study focuses on individual level and aims to investigate how formal organization can affect individual performance, with informal organization as the mediator. It integrates Social Network Analysis in exploring the relationship among formal organization, informal organization and individual performance by measuring centrality of an individual within organization. The measurement of each dimension is as follows: formal organization includes workflow network, while informal organization includes advice network, friendship network, and hindrance network. On the other hand, individual performance includes in-role behavior and extra-role behavior. This research utilizes qualitative analysis by collecting questionnaires on 123 employees of Puli Christian Hospital. The retrieved data is then empirically verified by UCINET VI to analyze its network data and SPSS 20 to do a regression analysis to test the research hypotheses. The results support the mediating role of advice network, friendship network, and hindrance network between workflow network of formal organization and in-role behavior of individual performance. It also finds that only friendship network plays the mediating role between workflow network of formal organization and extra-role behavior of individual performance. Based on the results, further discussions were presented with future suggestion for research directions.
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Chang, Wen-Ching, and 張文菁. "Relationships among Characteristics of Organization, Human Capital, Industrial Environment, and Organizational Performance." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/26147148999984403228.
Full textAbstract:
碩士國立中山大學
人力資源管理研究所
89
In knowledge economy century the core competitive advantages of companies do not come from physical capital any more, in contrast, they come from human beings who create virtual capital such as knowledge and skills. That is the reason that almost all companies start to concern about their own human capital. Also that is the reason I did this research. This study is empirical in nature and questionnaires where design to gather data. From this study I try to find out the main concepts of human capital for companies, the relationships between characteristics of organization and human capital, the relationships between characteristics of organization and organizational performance, and the relationships between industrial environment and organizational performance. After statistic analyzes the results are stated as bellow: I. The factors of human capital. 1. The executives’ direction ability of knowledge and vision. 2. Employees’ entrepreneur and creation competencies. 3. Human investment and return. 4. Employee’s leaning potential. II. Differences of human capital due to characteristics of organization. 1. The years of a company which is build up has significant differences on employee’s entrepreneur and creation competencies. 2. The lifecycle of a company has significant differences on employee’s entrepreneur and creation competencies. 3. The lifecycle of a company has significant differences on human investments and returns. III. The moderating effects of characteristics of organization. 1. The interaction effect between the executives’ direction ability of knowledge and vision and the lifecycle of a company on behavior performance is significant. IV. The moderating effects of industrial environment. 1. The interaction effect between the executives’ direction ability of knowledge and vision and the volatility on financial performance is significant. 2. The interaction effect between the executives’ direction ability of knowledge and vision and the volatility on operational performance is significant. 3. The interaction effect between the executives’ direction ability of knowledge and vision and the complexity on behavior performance is significant. 4. The interaction effect between the employees’ entrepreneur and creation competencies and the complexity on operational performance is significant.
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Laing, Ming-hau, and 梁明皓. "The Relationship among Organizational Leadership, Culture, Structure and Performance: Learning Organization Perspective." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/28504875268504393450.
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碩士國立中正大學
成人及繼續教育所
96
This purpose of this research was to discuss the relationship among organizational leadership, culture, structure and performance. The Purpose of this research were as follow: 1.To discuss how the organizational leadership influences the organizational performance. 2.To discuss how the organizational culture influences the organizational performance. 3.To discuss how the organizational structure influences the organizational performance. 4.To discuss the path relationship among organizational leadership, culture, structure and performance. This research took the members of the organization for adult education, community college, and the manager of human department among The Big 500 Business. There were 625 pieces of the formal questionnaires in all. The effective samples of this research were 364. The returns-ratio is 58.2%. The collected data was processed with SPSS. Several results were generalized. The results of the analysis were summarized as follow: 1.When we want to build a learning organization, we should start with leadership, and then change the culture, finally, change the structure. 2.Learning organizational leadership could improve the organizational performance. 3.Learning organizational culture could improve the organizational performance. 4.Organizational leadership would influences organizational culture, and then improve the organizational performance. 5.The structure of learning organization is not big regarding improves the organizational performance. Finally, according to the results of the study, there were suggestions which were provide to the practice and the study in the future.
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Wu, Yi-Chen, and 吳宜蓁. "Social relations, knowledge management, and organizational performance: The mediator of organization memory." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/01809640405471009109.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
97
Organizational memory containing the history of organization reflects the knowledge and wisdom of an organization. In the change quickly and anticipation difficulty environ-ment, the companies must obtain their competitive advantage. The gap between technology processing capabilities of organizations and information processing requirements of their tasks will make them search for help from business partners. OM becomes rich by im-proving tacit knowledge in organization capability or increasing explicit one in organization after solving the problem. Using OM can help organizations gain their ability through search and retrieval of information. This research investigates the perspective of transactive memory system (TMS) pre-viously extend to the effects of inter-rust, intercommunication, knowledge sharing, know-ledge diversity and network relation on organization memory. With 108 samples collected from high-tech industry in Science Park, this research employs regression to verify the re-lationships among variables to demonstrate the situation of firms in Science Park with their business partners. Furthermore, we can understand the development of organization mem-ory in high-tech industry more. The results are follows：(1) OM significantly influences the organization financial and innovation performance. (2) Inter-trust significantly influence the development of OM. (3) intercommunication significantly influence the development of OM. (4) knowledge shar-ing significantly influence the development of OM. (5) knowledge diversity significantly influence the development of OM (6) network relation don’t significantly influence the development of OM. Hence, the study suggested that social relations and knowledge management would affect the development of OM and organizational performance be-tween organizations in change quickly and complexity technology high-tech industry.
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Hsieh, Fang-Chia, and 謝方嘉. "THE RELATIONSHIP AMONG TRANSFORMATIONAL LEADERSHIP, KNOWLEDGE SHARING, ORGANIZATIONAL INNOVATION, AND ORGANIZATION PERFORMANCE." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/74512003988362773434.
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碩士大同大學
事業經營學系(所)
100
The development of technology never stops. High-tech industries such as IC, DRAM, or networking which has become one of the most important industry in Taiwan. Some of companies such like HTC also has become a world-renowned company. But not every company could survive in 21st century, even a number of companies closed down because of the “Financial Tsunami” in 2008. High-tech industry is a knowledge-intensive industry, so the methods to transfer information and experience to knowledge become more important. Using knowledge to develop innovation and performance also relate to survival of a organization. However, everyone knows the importance of knowledge and innovation, but plenty of organizations couldn’t exploit knowledge to create innovation. Leadership is one of key factor because leadership could affect the future of a company. Leaders also affect organizational culture, organization climate, and employees’ organization commitment. Leaders also could directly affect the level of knowledge sharing, organizational innovation, and organization performance. So this study defined leadership as a preexisting factor. According to research of Bass (1990), this study conducted an empirical research targeted the high-tech industry in Taiwan and explore the relationship of leadership, knowledge sharing, organizational innovation, and organization performance. This study used questionnaires to collect data then used SEM to verify hypotheses, and the number of valid questionnaires is 186. Finally this study found out that transformational leadership would positively affect the level of knowledge sharing, organizational innovation, and organization performance. Also knowledge sharing would positively affect the level of organizational innovation and organization performance. Knowledge sharing as a mediator, Transformational leadership would affect organizational innovation, however, it wouldn’t affect organization performance.
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Ye, Mingxiao. "Essays in Industrial Organization: Market Performance." Thesis, 2011. http://hdl.handle.net/1807/31985.
Full textAbstract:
This thesis consists of three papers. Industries that motivated this analysis range are exclusive clubs (Chapter 1) and pharmaceuticals (Chapters 2 and 3). A common thread is the study of the strategic behavior of monopoly or monopoly-like firms and the implications of such behavior.
Chapter 1 studies an “invitation only” strategy for a durable goods monopolist. “Invitation only” functions as a commitment device, enabling the extraction of more profit than the conventional durable goods setting. In addition, the effectiveness of commitment devices in profit-extraction can be compared: each commitment device is modeled as an extra condition in the profit maximization of the general durable goods monopolist, enabling straightforward comparisons across commitment devices.
Chapters 2 and 3 discuss the effect of patent protection on innovation in the pharmaceutical industry, in particular competition to produce drugs that follow-on from pioneer drug discovery, and any feedback effects on pioneer innovation. Despite the conventional notion, I show that longer patent protection may reduce or distort the incentives of innovation: with longer patents, the increased need of pioneer inventors in deterring the production of follow-on drugs may translate to less profitability for the pioneer inventor.
Chapter 2 serves as a background and a literature review for Chapter 3. It explains the multi-stage drug discovery process and the phenomenon of follow-on drugs; it reviews strategic entry deterrence theories and summarizes the behavior of brand-name drug firms in deterring generic entry studied in the literature; it also reviews the optimal patent length and breadth literature.
Chapter 3 presents several observed puzzles in the pharmaceutical industry and provides a unified explanation for these puzzles within a strategic entry deterrence model. The central conclusion is that under some general conditions, longer patent life distorts incentives for innovation and lowers research productivity: pioneer research is discouraged relative to follow-on research; inexpensive R&D projects are discouraged, and ceteris paribus expensive projects are favored instead, especially those with large clinical trial costs. Other predictions from the model accord with industry observations, including mid-development cancellations of potential drugs for non-medical reasons and early development of follow-on drugs in large markets.
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趙佳楨. "The Influence of Effects of Learning Organizations and Organization Culture on Business Performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/39633774349437029662.
Full textAbstract:
碩士佛光大學
管理學系
98
Abstract With the implementation of National Health Insurance and the new hospital accreditation system, Taiwan's medical market followed intense competition. Management teams from all levels of medical institutions emphasized on quality improvement and internal reforms to promote competitiveness. In this study, we will explore the relationship between learning organization and organizational cultures on business performance of medical centers. This study used questionnaire method to survey current staff memebers of one medical center. We collected 378 valid questionnaires, for which data were analyzed with t-test, One-way ANOVA, Pearson Correlation, Regression Analysis and other statistical methods for verification. The results showed that difference in level of education and current work position among medical center staff members resulted in significant difference in depth of perception of organizational culture and learning organization. Employees with the following characteristics was related to better business performance: the ability to maintain creativity and vitality, emphasize team work for the achievement of common organizational goals, or value encouragement and the establishment of a learning environment so that the organizational vision becomes consistent with one’s own personal vision. In addition, learning organization can improve business performance through the mediating effect of organizational culture. The empirical results are expected to provide specific recommendations for reference and suggestions for further study.
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"Resource Dependence Patterns and Organizational Performance in Nonprofit Organizations." Doctoral diss., 2011. http://hdl.handle.net/2286/R.I.14480.
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abstract: Achieving high performance is a crucial issue in modern organizations including public, for-profit, and nonprofit even though there is no consensus about what performance means. How to obtain resources is important for boosting organizational performance. Furthermore, resource acquisition capacity is closely associated with the survival of modern nonprofit organizations. Resource Dependence Theory (RDT) notes that dependence on critical resources influences diverse actions and behavior of organizations. The study examines the relationship among Resource Dependence Patterns (RDPs), organizational behavior, and organizational performance in nonprofit organizations. This study introduces five dimensions of RDPs (the appearance of the resource inflow): resource dependency, resource diversity, resource uncertainty, resource abundance, and resource competitiveness. This research suggests that a nonprofit's RDPs affect its behavior, performance, and survival. A main research question can be phrased as: How are RDPs of nonprofit organizations related to organizational behavior and performance? Data are mainly gathered from financial officers, managers, and directors in the nonprofit sector. Multivariate data analytic techniques including factor analysis, multiple regression analysis, and path analysis are used for testing the proposed hypotheses and answering the research question. The empirical findings reveal that the Resource Dependence Patterns directly or indirectly affect organizational behavior and performance in nonprofit organizations. Resource dependency (where resources come from) has substantive and wide impacts on the overall nonprofits' behavior and structures. High dependency on government funding (high resource dependency) is positively associated with organizational hierarchy and frequent goal changes; on the other hand, it has a negative effect on participatory decision making. This study suggests that goal clarity has the strongest direct impact on nonprofits' performance. Clear organizational goals increase the likelihood that nonprofits show a higher level of performance. The paths of both resource diversity and resource competitiveness also have direct impacts on organizational performance and their impacts are statistically robust. Path analysis verifies the fact that the other three RDP variables account for organizational performance via organizational behavior variables (indirect causality on performance). This study of RDPs, behavior, and performance contributes practically to the effective management of nonprofit organizations and contributes to consolidating and expanding Resource Dependence Theory (RDT). In addition, the information about resource dependence patterns will help funders including governments, foundations, and individual donors to understand the fiscal environment that an organization faces.Dissertation/Thesis
Ph.D. Public Administration 2011
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Chen, Chih-Hua, and 陳志華. "The Effect of Organization Culture and Knowledge Sharing on Organization Performance-Organization Learning as a Mediator." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/2m89qr.
Full textAbstract:
碩士國立高雄應用科技大學
高階經營管理研究所碩士在職專班
104
After 21 century, it is the time that all walks of life have to stand on the global stage and confront with competitors from any other countries. Using knowledge and producing knowledge are the key points which help the enterprise be stronger, create value of the enterprise and run sustainable. From my experience and observation working in the industrial park for many years, small and medium enterprises pay little attention to management, particularly that of knowledge,sush as the expansion and succession of enterprises.Therefore, they become less competitive. This research is based on the enterprises in the industry parks around Tainan and Chiayi. How organization culture and knowledge sharing influence performance is mainly studied. And organizational learning is the mediator. The research is implemented by survey techniques and there are 179 effective questionnaires. By the analysis, organizational culture and knowledge sharing influence performance positively. And the influence is significant. Organizational culture and knowledge sharing by organizational learning have mediation effect for performance as well. The research based on the result of analysis proposes the implication of practice of the theory for the government’s and enterprises’ reference.
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Lin, Jyun-wei, and 林俊維. "A Study of Non-Profit Organization (Farmer Association) Education Training System, Organization Culture, and Organization Performance." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/r6hm4k.
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碩士國立勤益科技大學
工業工程與管理系
106
With a present-day climate characterized by more competition, non-profit organization’s operation has become more complicated. They may be replaced anytime and anywhere. Additionally, with a rapidly changing environment, non-profit organization’s educative training has become significant to making employee’s more competitive and contributing to the growth of the organization. This type of training also shows that the non-profit organization’s culture affects its operation relatively. Educative training is crucial for substantially influencing the development of the organization. This study used the National Farmers’ Association as a case study to explain the differences among three aspects: educative training, organizational culture, and organizational evaluation. After distributing 300 questionnaires in the central region of Taiwan, this study used SPSS and Structure Equation Modeling to analyze the data. Findings showed a significant positive correlation between: educative training and organizational culture; educative training and organizational evaluation; and organizational culture and organizational evaluation. The study validated the educative training model, and the organizational culture and organizational evaluation were found to be relevant. Moreover, the educative training was found to affect organizational culture significantly by enhancing employee cooperation and performance, which may contribute to organizational evaluation.
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Hsi-Cheng, Tasi, and 蔡希正. "Performance appraisal and Empolee participation in Public Organization-A Perspective from Organization." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/75328877671962476082.
Full textAbstract:
碩士玄奘人文社會學院
公共事務管理學系
92
Performance appraisal and Employee participation in Public Organization A Perspective from Organizational Justice Graduate Student:Tasi.Hsi.-Cheng Advisors:. Yi-Feng Huang,PhD Dept of public affairs management Hsuan Chuang University Abstract The government in recent years has paid much attention on the idea of Entrepreneurial Government. On one hand, the governments is seeking to simplify the hierarchy of the public organization; on the other hand, they were looking for methods o promote the efficiency to improve the performance of the civil service. For improving the system of performance evaluation. Executive Yuan has adopted the performance awards system started from 2003 including group rewards and individual bonus to enhance the idea of pay for performance. There is the trend of public management to emphasize on benchmark management, best practice work and 360 degree feedback to replace the traditional “performance evaluation” to a more advanced “performance management”. The basic goal is to encourage the involvement of employees in the commitment of their performance. “Performance management system” emphasis the importance of setting up goals by the employees to enhance the performance commitment, the communication and adjustment during the progress, interview and feedback during the stage of performance evaluation, and application of appraisal result after evaluation. Employees should play an activole throughout the whole process. Performance evaluation used to seem as the authority of managers in traditional perspective; managers were in total control of the employees’ future position. However, as the idea of “involvement” and “authorization” becomes more popular, performance was the responsibility of both the manager and the employee. IBM requires employees to set up their own goals. The TSMC emphasis on the cooperation to achieve the goals together. In this way, employees should be responsible to report their progress, and manager should give the hints of the evaluation tandard during the progress in order for employees to make improvement. Performance relies heavily on the cooperation of both managers and employees. The aim of employee participation is to enhance the justice of performance evaluation and improves the accuracy of the evaluation since the interaction between raters and ratees have been increased. According to Gary E. Roberts (2003), employee participation provided greater incentives for employees to seeking for better performance, more useful information and channels for employees to speak up. Employee participation made the performance evaluation system more humanization and moral ethics . This study takes the perspective of organizational justice perspective. The survey was designed based on S. Gilliland’s definition of distributive justice, procedure justice and interactional justice to investigate the recognition of the justice of performance evaluation by the employees. Subjects of the survey were the government employees in thirteen Hsiang,Town and City offices under the jurisdiction of Hsinchu to investigate the relationship between employee participation and justice recognition in order to make Research suggestion of how to improve the efficiency of the public organization was proposed. Key words: organizational justice, performance management, performance evaluation, accountability, employee participation.
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Hsu, Hsuan Ling, and 徐瑄翎. "A Study of Leadership style, Organization culture, Service Innovation and Organization Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/00043209085540612252.
Full textAbstract:
碩士國立臺北商業技術學院
商學研究所
101
Most studies examined the relation among leadership style, organization culture and organization performance. Many scholars also examined the association between organization culture and organization performance. But few studies investigate the impact of service innovation and organization performance. In recent years, because of the keen competition in global environment, there are significant changes in our industrial structure. The service industry accounted for 70% of GDP, so it is an important point for our service industry. If a firm wants to make organization to improve higher performance, you have to create the innovation. According to the results, the service innovation impact on the leadership style and organizational culture has a moderator-mediator, the leadership style has a positive impact on organizational culture, transactional Leadership and organizational culture has a positive impact on service innovation, and service innovation has a positive on organizational performance. The results of this study suggested that the only way is to continue the innovation competition of firm in the environment, and service innovation can existing services products to be amended and improve that also able to produce new products and services, and service innovation is not only to understand the customer's needs, but also to help employees understand the importance of service, and then bring better performance for the organization, and a good leader and the organization's culture is not only a better atmosphere for the organization make employees identify with, play the usual standards and service innovation, it able to improve the better performance in the organization .To form of the innovation competition by competitive advantage and continuing organization innovation.
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Lin, Yen-Nan, and 林延南. "The Influence of Organizational Social capital on Organization performance and R&D." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/nkv4zq.
Full textAbstract:
碩士銘傳大學
管理研究所
94
In the face of increasingly competitive environment brought about by globalization, interorganization network of relationship is able to provide value to its member firms by allowing them access to or exchange all critical resources through functioning of social capital embedded within the network. Regional Agglomeration cause of firm create effect of regional relationship embedded and influence on firm’s R&D. The study examined performance of firm by network prospect, interaction of firm (social capital), specific behavior of firms (R&D) and performance. Social capital influence on firm performance (direct effect ) and influence of social capital on R&D’s effect on firm performance (interference effect ) The moderating roles of social capital in the relationships among knowledge flow, R&D and performance are also examined so as to draw more managerial and policy implications from the empirical results. Employing a sample of 17 semiconducting manufacturers in Hsinchu Science Park during the period 1996-04. Analysis method is Panel Data. Our results show that (1)Social Capital is positively associated with firm’s performance(direct effect), social facilitates maintain competitive advantage (2)Social Capital is facilitates R&D development, benefit on firm performance(indirect effect)；(3)Past Social Capital is abates past R&D development, benefit on firm performance(indirect effect) with social capital plays an important moderating role because strategic fits of social capital and R&D are positively related to firm performance. The research suggest : (1)different elements can affect firm performance, firm strengthened input elements by different goals; (2)if firm’s network have rich social capital can strengthened firm performance; (3)firm invested in social capital, need to take notice of social capital affect R&D development.
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HUAN-JUNG, YANG, and 楊桓榮. "The Association between Organization Structure, Marketing Competition and Balanced Scorecard:Impact on Organizational Performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/46031320801589119885.
Full textAbstract:
碩士國立中正大學
會計學研究所
93
This research examines the relationship between organization structure, market competition, balanced scorecard (BSC) usage and organizational performance. The organization structure is measured by the degree of decentralization, nature of formalization, level of vertical differentiation and level of horizontal integration. Market competition is measured by the degree of market competition. All firms listed in Taiwan Stock Exchange are included in the questionnaire survey. 150 valid responses are used for the quantitative analysis. It represents a useable response rate of 21.5%. The empirical results suggest that firms with higher degree of decentralization, lower level of vertical differentiation, higher level of horizontal integration, encouraging creative, encouraging autonomous work and learning, higher degree of market competition make more use of a BSC. We also find that greater BSC usage is associated with improved organizational performance. In addition, the empirical results suggest that the association between greater BSC usage and improved organizational performance depends on appropriate centralization and vertical differentiation.
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Huang, Kuan-Jung, and 黃冠蓉. "The Effects of Corporate Social Responsibility and Sharing Organizational Culture on Organization Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/74896514612390197320.
Full textAbstract:
碩士亞洲大學
會計與資訊學系碩士班
99
The rise of the global economy, business activities have increased drastically. In order to achieve sustainable management and development, enterprises start to pay closely attention to corporate social responsibilities. Organizational culture is the result of entrepreneur’s philosophy and core values. Previous studies are lack of deliberations on the corporate social responsibility and organizational culture. Therefore, this research is going to focus on corporate social responsibility and organizational culture as a starting point—discussing the corporate social responsibility—the impact of organization performance by sharing organizational culture. Using small and medium-sized Businesses (SMB) as study subjects and utilizing surveys and questionnaires as well as analysis of data collected, we have concluded: In corporate social responsibility, (1) community involvement and organization performance have direct effects on sharing organizational culture. (2) business commitment has little or no impact on financial performance measures, but it has significant influence on sharing organizational culture and nonfinancial performance measures. (3) information disclosure plays an important role on sharing organizational culture and financial performance measures, yet has no direct relationship with nonfinancial performance measures. (4) sharing organizational culture has significant impact on organization performance.