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Journal articles on the topic 'Organization performance'
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1
Agwu, Edwin M. "Impact of Stakeholders' Analysis on Organizational Performance." International Journal of Strategic Decision Sciences 10, no. 4 (October 2019): 64–80. http://dx.doi.org/10.4018/ijsds.2019100104.
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Businesses have grown to the realization that no individual sector can make a significant, sustainable difference alone. Also, several studies have indicated the extensive use of stakeholder analysis within most organizations to improve their businesses. However, this depends on how well organizations can align and fulfill the needs of most if not all stakeholder concerns. This paper is based on a comparative case study of two organizations in the Nigeria financial sector in relation to their stakeholder management practices. The aim is to study the impact of stakeholder analysis on the performance of these selected organizations. The stakeholders of each organization were identified based on their respective mission and vision statements, including their core values and how their stakeholder management practices have impacted on each of their financials and social performances were also examined. The study confirms the importance of stakeholder analysis in the improvement of organization performance and also asserts that the achievement of an organization's set objectives is dependent on how well the organization can represent the interest of its key stakeholders. It was thus concluded that if an organization can align and fulfill the needs of all its stakeholders successfully, its performance can be improved significantly. It is recommended that management of organizations should not only ensure that their business activities are committed to addressing their stakeholder concerns and needs effectively, but must also be committed to the long-term survival of the organizational goals.
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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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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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Nur L. Fikriah, Ikhsan Maksum, T. Hani Handoko,. "Group Cohesiveness on Performance: Mediating Effect of Collective Organization Citizenship Behavior." Jurnal Manajemen 24, no. 3 (October 1, 2020): 443. http://dx.doi.org/10.24912/jm.v24i3.678.
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Organizational Citizenship Behavior towards Organizations (OCBO) concerning the organization's benefits in general and Organizational Citizenship Behavior towards Individuals (OCBI) concerning specific benefits obtained by individuals in the organization and contributes to the organization. The research aims to examine the role of mediating the collective organizational citizenship behavior on the influence of group cohesiveness on group performance based on social exchange theory and social identity theory. The object of research is working groups on the creative industries in Yogyakarta. The study used field settings and cross-sectional study designs. Research respondents were 39 working groups consisting of 300 group members and using the regression analysis technique as a research hypothesis testing technique. The results showed that collective organizational citizenship behavior (OCBO and OCBI) partially mediated the effect of group cohesiveness on group performance.
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Koleci, Baki, and Redon Koleci. "PERFORMANCE MEASUREMENT SYSTEM OF THE RESOURCES IN REPUBLIC OF KOSOVO." Knowledge International Journal 32, no. 1 (July 26, 2019): 101–4. http://dx.doi.org/10.35120/kij3201101k.
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Professor Robert Kaplan of Harvard Business School and David Norton as the Balance Scorecard Collavorative founder and director of Palladium Group with joint research since 1990 and so far have come to the conclusion of how contemporary enterprises advertise in business, stressing that organizations have strategies to well formulated, but 7 out of 10 organizations are not successful in its realization. As a main cause have highlighted the lack of appropriate instrument for realization of the strategy. Their collaboration in the 1990 project "Measurement of performance of the organization" that involved 12 companies and has resulted in the creation of the BSC concept.The concept development is documented in the abovementioned four articles published at the Harvard Busniess Review, and then described in detail in Norton and Kaplan's The Balances Scorecard: Translating Strategy into Action. At first, this was a new system of performance measurement in organizations that took into account the organization's success from four specific perspectives (financial, consumer, internal processes, and learning and development).The BSC "Measuring Organizational Performance" combines measuring with the organization's strategic plan. The BSC concept of "Performance Measurement of the Organization" states that it is very important to select measurements based on strategic successes rather than to improve the existing performance prospects so that we need to focus on those work processes that need to be performed especially good to be the successful strategy.With the development of the BSC concept "Performance Measurement of the Organization" has come up the combination of financial and non-financial measurements that are created by the organization's strategy. The creators of the measurement measurement for the result of the organization should be in direct relation.Now the BSC "Measuring Organizational Performance" presents a widespread strategic management system, only in the profitable but also in the nonprofit sector of the public sector. Thanks to the perspectives, a framework for the BSC "Measurement of Organizational Performance" was created and for that organizations it was possible to measure how values are created for their customers, how to advance their own ability and invest in the employees, for systems and procedures to advance performance in the future. According to BSC authors, "Performance Measurement of the Organization" as an advanced performance measurement system has developed an inclusive management system, which for the first time enables us to summarize feedback on strategy implementation.
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Risdwiyanto, Andriya. "High-Performance Organization untuk Menghadapi Turbulensi Lingkungan Bisnis." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 73. http://dx.doi.org/10.30588/jmp.v7i1.324.
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<p><span class="fontstyle0">Today’s businesses face unprecedented challenges. Leaders are confronted with increased competition, globalization, demand for growing social responsibilities, technological changes, and new strategic thinking. These need to be managed to build and sustain a </span><span class="fontstyle0">high-performance organization </span><span class="fontstyle2">(AMA, 2007). </span><span class="fontstyle0">The organizational environment is anything that is around an organization that has an influence, either directly or </span>indirectly on the process of organization operations. Every organization, either a profit organization and a non-profit organization, such as mass organizations, foundations, and others, want growth and sustainability in every activity. Organizational development does play an important role in helping organizations to transform themselves, through highly planned strategies and with predictions of problems that may be addressed through solutions. The organization will need more ability to react quickly and anticipate the various turbulences it faces appropriately. High-performance organization (HPO) is a solution to face increasingly unpredictable changes.</p>
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Yi-wei, Chu, and Ho Meng-chian. "Dynamics in Organization: Comparison Study of Learning Organization with Adaptive Organizations." Journal of Asian Multicultural Research for Social Sciences Study 2, no. 1 (February 2, 2021): 1–6. http://dx.doi.org/10.47616/jamrsss.v2i1.85.
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This article discusses the dynamics in organizations, specifically about the comparison of organizational learning with adaptive organizations. This study used a survey method by relying on observational reviews of Organizations X and Y. Data collection was carried out on all staff from 2 organizations totaling 100 people each, 50 respondents each. The results showed the level of activity in the use of Organizational Technology, especially during the COVID-19 era, the role of information technology was a challenge and an opportunity for organizational performance owners to adapt so that their organizational performance could remain productive and effective. The results showed that the dynamics of the organization require adaptive technology, information technology has an influence on organizational development. This condition requires organizations to continue to learn and provide training in accordance with the times, this is certainly relevant to the concept of learning organization with the impact that requires organizations to acquire and transfer organizational knowledge to individuals in the organization.
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Reza, Heru Kreshna, and Sukmo Hadi Nugroho. "PERFORMANCE MANAGEMENT AS A MEDIA OF CHANGE TOWARDS ORGANIZATION IMPROVEMENT." JOURNAL ASRO 11, no. 03 (September 28, 2020): 140. http://dx.doi.org/10.37875/asro.v11i03.346.
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Management in an organization is the main activity that differentiates an organization from other organizations in providing services to humans. The success of an organization in providing services to its customers can be observed through the performance produced by the organization. The performance of an organization can be seen as good results if managerial performance and organizational performance can be combined, combining these two performances requires the organization to face changes. Change can occur because of something that comes from within or from outside an organization. Change management is an important thing in an organization. Change occurs through revolution, reform, evolution, and innovation. Everyone is certainly different in responding to change. Some of the responses included rejecting, being ignorant, not ready, and ready. The difference in these responses makes each person get different choices from change.
Keywords: Performance Management, Change Management, Organization
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Visser, Max. "Organizational learning capability and battlefield performance." International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 573–90. http://dx.doi.org/10.1108/ijoa-09-2014-0802.
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Purpose While intended as a bridge between the concepts of learning organization and organizational learning, current conceptualizations of organizational learning capability still predominantly lean toward the learning organization side, specifically directed at profit firms. The purpose of this paper is to propose a four-dimensional model of organization learning capability that leans more toward the organizational learning side, specifically directed at nonprofit and government organizations in general, and army organizations in particular. This model is applied to the British Army in the Second World War. Design/methodology/approach The paper entails a secondary analysis of historical and military sources and data. Findings It is found that the British Army possessed only a moderate learning capability, which can be plausibly, but not exclusively, related to differences in battlefield performance between the British and the German Army in the Second World War. Research limitations/implications The research scope of the paper is limited to the analysis of one particular army in the Second World War. Implications for theory reside in the importance of organizational learning capability and its dimensions to the effectiveness of “lessons learned” processes inside organizations. Practical implications The paper has clear practical implications for armies and organizations that resemble armies in one or more aspects, like prisons, correctional facilities, police forces, hospitals, mental institutions and fire departments. Originality/value The paper ranks among the first organizational papers to analyze army operations and functioning from the perspective of organizational learning capability.
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Allen, Tammy D., Mark Alan Smith, Fred A. Mael, Patrick Gavan O'Shea, and Lillian T. Eby. "Organization-Level Mentoring and Organizational Performance Within Substance Abuse Centers." Journal of Management 35, no. 5 (March 17, 2009): 1113–28. http://dx.doi.org/10.1177/0149206308329969.
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Individual benefits to those who have been mentored are well documented. The present study demonstrates that organization-level mentoring relates to overall organizational performance. In a study of 589 employees of 39 substance abuse treatment agencies, the authors found that agencies with a greater proportion of mentored employees also reported greater overall agency performance. Organization-level mentoring also related to organization-level job satisfaction, organization-level organizational citizenship behavior, and organization-level learning. Results provide justification for organizational investment of time and resources into efforts designed to facilitate mentoring, as well as support the notion that mentoring may provide a competitive advantage to organizations.
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Hasriyanti, Hasriyanti, Kartini Kartini, and Grace T. Pontoh. "The Influence of Information Technology Systems and Control Activities on Organizational Performance with Working Culture as Moderating Variable." Oblik i finansi, no. 2(96) (2022): 103–10. http://dx.doi.org/10.33146/2307-9878-2022-2(96)-103-110.
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In Indonesia, regional apparatus organizations are required to perform excellent performance in carrying out their duties and functions. The current environmental situation that is getting more complicated nowadays requires regional apparatus organizations to satisfy various stakeholders' interests. Organizational performance is needed to show the success of a regional organization in achieving its goals. This study aims to analyze the influence of information technology systems and control activities on organizational performance with working culture as a moderating variable. The sample of this study is 90 respondents who are employees of the Regional Apparatus Organization of South Sulawesi Province. Data for the analysis were collected by the questionnaire method during March-May 2022. The partial least squares (PLS) modelling method was chosen for data processing. The study results show that information technology systems and control activities significantly influence organizational performance. At the same time, the work culture moderates the influence of information technology systems and control activities on organizational performance. It was found that the increase in organizational performance is due to the organization's availability of information technology systems and appropriate management activities. So, the increase in organizational performance cannot be separated from the direct or indirect influence of information technology systems and control activities by the working culture in the Regional Apparatus Organization of South Sulawesi Province.
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Pokharel, Mohan P., and Sang Ok Choi. "Exploring the relationships between the learning organization and organizational performance." Management Research Review 38, no. 2 (February 16, 2015): 126–48. http://dx.doi.org/10.1108/mrr-02-2013-0033.
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Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.
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Jisuk, Woo, Shin Hyunki, and Choi Jeong Min. "The Conceptualization of the Performance Elements of Media Organizations and the Factors that Influence their Performance." Korean Journal of Policy Studies 31, no. 3 (December 31, 2016): 27–45. http://dx.doi.org/10.52372/kjps31302.
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This study aims to examine the concept of media organizations` performance and the factors that influence their level of performance. Media organizations are often private profit-seeking enterprises but at the same time also have a public side that realizes freedom of speech, which is a core value of democracy. Therefore, a theory of media organizations` organizational performance needs to reflect this duality. We divide media organizations` organizational performance into two categories: economic-industrial and sociocultural. Economic-industrial performance can be defined as how media organizations perform in the market. A typical indicator is how much sales revenue they bring in. In addition, because their revenue heavily depends on advertisements, newspaper subscriptions or television viewer ratings, which are directly connected to advertisement revenue, can be used as performance indicators. Sociocultural performance refers to how media organizations perform with respect to their content. A media organization`s sociocultural performance primarily depends on whether it has accomplished the goals indicated by relevant laws. In addition, sociocultural performance depends on how the contents of a media organization are received by its readers or viewers, which can be identified by media credibility measures that are conducted by many organizations. Factors that influence media organization`s performance include independence, diversity and openness. The present study is a preliminary attempt to provide a conceptual analysis as groundwork for empirical research. We hope this preliminary examination builds a foundation for comparative studies of diverse public organizations such as public hospitals, universities, and public enterprises and can contribute to further theoretical and conceptual discussions about organizational performance.
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Simon, John, Samuel Mathews, Balachandra Shetty, and R. K. Mishra. "A novel concept for quantitative measurement of organizational performance index." Journal of Engineering Management and Competitiveness 10, no. 2 (2020): 90–102. http://dx.doi.org/10.5937/jemc2002090s.
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The performance of an organization depends on many dimensions of technology and management such as leadership, strategic planning, customer focus, process management, measurement, analysis, knowledge management, costing, financial management, and human resource management. However, the efficiency of the organization can be easily assessed from the organization's performance output compared to the set targets while other dimensions act as add-on catalysts in maximizing productivity. Hence, the measurement of the overall output of the organization as well as all its departments in any organizational hierarchy becomes very critical. A novel quantitative measurement methodology of the organizational output combining mathematical and statistical modeling on the bottoms-up approach is developed and explained in this paper. The concept can be used with existing enterprise resources and planning tools available in industries for the enhancement of their productivity.
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Ahmad, Shoeb. "The corporate culture and employees’ performance: an overview." Journal of Management and Science 10, no. 3 (September 30, 2020): 1–6. http://dx.doi.org/10.26524/jms.10.1.
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Corporate culture is a significant feature of an organization which is implied as the fundamental aspect of organizational strategy. It facilitates consistent employee behavior and helps new recruits to socialize and adapt to the workplace in accordance with organizational goals.Corporate cultures have manifold influence on employee performance and satisfaction levels.Employees act more sincerely and responsibly to attain organizational goals, once they are certain of their direct involvement in the organization. Culture of an organization helps employees develop their skills to observe and question expressive meanings of organizational rituals as well as gives a sense of distinctiveness to its members. As the employees spend the major part of their life while working with organizations, corporate culture gives them an opportunity to enhance their creativity, and direct their attitudes toward everything associated to work life. Thus, organizational culture influences organizational effectiveness. The culture of a workplace has a strong impact on the welfare of workplace in both short as well as long term and a positive culture escalates the proficiency and performance of organizations. The present study examines the relationship between organizational culture and employees’ functioning and performance. In addition, it explores the impact of organizational culture on employees’performance.
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Ahmad, Shoeb. "The corporate culture and employees’ performance: an overview." Journal of Management and Science 10, no. 3 (September 30, 2020): 1–6. http://dx.doi.org/10.26524/jms.3.1.
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Corporate culture is a significant feature of an organization which is implied as the fundamental aspect of organizational strategy. It facilitates consistent employee behavior and helps new recruits to socialize and adapt to the workplace in accordance with organizational goals.Corporate cultures have manifold influence on employee performance and satisfaction levels.Employees act more sincerely and responsibly to attain organizational goals, once they are certain of their direct involvement in the organization. Culture of an organization helps employees develop their skills to observe and question expressive meanings of organizational rituals as well as gives a sense of distinctiveness to its members. As the employees spend the major part of their life while working with organizations, corporate culture gives them an opportunity to enhance their creativity, and direct their attitudes toward everything associated to work life. Thus, organizational culture influences organizational effectiveness. The culture of a workplace has a strong impact on the welfare of workplace in both short as well as long term and a positive culture escalates the proficiency and performance of organizations. The present study examines the relationship between organizational culture and employees’ functioning and performance. In addition, it explores the impact of organizational culture on employees’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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Baidhowah, Adfin Rochmad. "TO WHAT EXTENT DOES ORGANIZATIONAL CULTURE INFLUENCE ORGANIZATIONAL PERFORMANCE? EVIDENCE FROM THE DEPARTMENT OF POPULATION AND CIVIL REGISTRATION, TRENGGALEK REGENCY, EAST JAVA PROVINCE." Jurnal Ilmu Pemerintahan Widya Praja 47, no. 2 (November 29, 2021): 249–66. http://dx.doi.org/10.33701/jipwp.v47i2.2212.
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Cultural aspects within an organization will determine the direction of the performance of an organization whether leading to a better pendulum or toward a stagnant pendulum. The issue of the performance of e-ID card service in the Department of Population and Civil Registry of Trenggalek Regency shows the absence of aspect in organizational culture which has an impact on the organization's performance whether it is evaluated objectively internal government and objectively from the viewpoint of the service recipient community. Organizational culture is a system of shared meanings embraced by members who distinguish an organization from other organizations. This shared system of meanings, when examined more thoroughly, is a set of key characteristics valued by an organization. Research on the influence of organizational culture on organizational performance in the Department of Population and Civil Registry of Trenggalek Regency using quantitative method with survey research approach conducted on the object of research. The influence of organizational culture variable (X) toward organizational performance (Y) shows the total influence of p = 0,584 or 58,4% and t value equal to 2,099 and t value table equal to 1,985, giving meaning that there is significant influence of organizational culture variable as Independent variable toward performance variable. And the value of the effect of epsilon variables ie other variables not studied in this study, that is equal to 0.416 or 41.6%.
Key Words: Organizational Culture, Organizational Performance and eKTP Service.
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Paliszkiewicz, Joanna. "Managers’ Orientation on Trust and Organizational Performance." Jindal Journal of Business Research 1, no. 2 (December 2012): 153–61. http://dx.doi.org/10.1177/2278682113476164.
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The construct of managerial trust has become significant in research and practice, specially after the economic crisis. This article gives an overview of trust research, identifying foundations of trust in organizations. In doing so, the article also addresses important implications of theory development and empirical research. It deals with important issues of connection between managers’ orientation on trust and organizational performance. The empirical research was conducted in enterprises from Mazovia Province in Poland. According to the research, there is positive correlation between managers’ orientation on trust and organizational performance. The trust building in organization can enhance organizational performance. There is a need to set up effective rewards and distribution mechanisms, to avoid harmful suspicion and hostility among members of organization, and to improve the trust level—All these will lead to a great improvement in the competitiveness of an organization.
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Sajedah Norozpour, Mehdi Safaei,. "Foreigner identification number in Turkey: challenges, threats, opportunities and its role in organizational sustainability development." Psychology and Education Journal 58, no. 1 (January 1, 2021): 3109–20. http://dx.doi.org/10.17762/pae.v58i1.1214.
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Employee performance within the organization reflects their knowledge, skills, and values. To this end, identifying the factors, affecting the performance of employees is one of the goals of human-resource improvement in management. The effective role of motivating and reinforcing the sense of worth in an organization's personnel, in improving their efficiency, effectiveness, and productivity as well as enhancing their mental health, are factors that cannot be ignored easily. This is particularly evident in organizations where the workforce is more involved in research activities. One of the key factors is a research organization's sense of responsibility for the organizational problems of its valuable personnel. This research examines the performance diagnosing of the organizational process in Turkish universities and then identifies challenges, threats and opportunities. Finally, suggestions have been made to achieve sustainable organizational development. After identifying and examining the influencing factors, the Weisbord model is examined to evaluate the Performance Diagnosis process of issuing a work permit for foreign professors at a Turkish university. As a result of this study, researchers have made suggestions for university administrators to improve organization and staff performance.
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Koo Moon, Hyoung, and Byoung Kwon Choi. "How an organization's ethical climate contributes to customer satisfaction and financial performance." European Journal of Innovation Management 17, no. 1 (January 7, 2014): 85–106. http://dx.doi.org/10.1108/ejim-03-2013-0020.
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Purpose – Researchers in the field of business ethics have posited that an organization's ethical climate can benefit for employees as well as organizations. However, most of the prior research has been conducted at the level of the individual, not organization. Thus, the purpose of this paper is to examine how an organization's ethical climate has a positive influence on two its performance indicators – customer satisfaction and financial performance – with a perspective of organizational innovation. Design/methodology/approach – The data were collected from 29 subsidiaries of a conglomerate in South Korea. Hypotheses were tested using the partial least squares (PLS). Findings – The result showed that an organization's ethical climate was positively related to customer satisfaction as well as financial performance, and this relationship was mediated by perceived organizational innovation. Additionally, the positive influence of an ethical climate on employees’ perceived organizational innovation was mediated by their organizational commitment and the climate for innovation. Originality/value – With a focus on innovation, the study explained how an organization's ethical climate influences customer satisfaction and financial performance. Furthermore, as was the case in studies conducted in other developed countries, the results derived from South Korea sample demonstrated that an ethical climate is critical for organizational performances in developing countries.
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Trajković, Svetlana. "INTELLECTUAL CAPITAL AS STRATEGIC PERFORMANCE OF THE ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1545–51. http://dx.doi.org/10.35120/kij28051545s.
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The ability to manage knowledge becomes an increasingly important strategic activity in today's so-called. knowledge economy. To prioritize the preservation and improvement of intellectual capital, creating and disseminating knowledge within a modern organization, is becoming an increasingly decisive factor in achieving and maintaining its competitive advantage. The only viable advantage of a modern organization comes from what the company knows and how effectively is used what it knows and how quickly it acquires and uses new knowledge. There is a positive relationship between the intellectual capital and the performance of an organization. Intellectual capital is in correlation with the organization's future performance, and the growth rate of intellectual capital is in a positive relationship with the organization's performance, while the contribution of intellectual capital to improving the organization's performance varies, and is the result of strategic management of the organization itself. In this context, only the learning organization, which is constantly looking for new, innovated and / or enhanced knowledge in the field of activity, has the conditions, chances and opportunities to move forward in the real world. In the modern world, the world of a knowledge-based economy, a competitive advantage that is sustainable on the narrow paths, can only be achieved if the organization takes a lasting commitment to learn, invest in people and their intellectual potential, to support the need of people to continuously explore, learn and accept new, more complete and applicable knowledge. Regarding this, investing in the intellectual capital in the short term may be a significant cost to the organization, but in the long run, any investment in the development of intellectual capital - new knowledge - both scientific, general theoretical, and practically applicable will have a multiplier positive effect on the future business of the organization. The experience of organizations from the world of work has unambiguously confirmed this. Namely, companies that base their business on exactly human cognitive and scientific potentials have the advantage, that is, the world's leading companies are in terms of profit. First of all, these are companies in the field of low-tech technologies, and they are not quite necessary because they are notorious. But, from the experience of such organizations, they can and / or have to learn all the organizations they intend to succeed in a modern, very turbulent business environment. This is especially important for those organizations that intend to be leaders in an area or branch of business. Today, leadership is not realized solely on the basis of the number of pieces produced by a product or on the basis of the number of transactions with the environment, on the contrary, the leader is the organization of work that is imposed as an organization where the intellectual, and parallel with it, also the human capital prevails. Because, it is known, also in practice, that only when people feel in a certain organization friendly, only then do they give their maximum contribution. Only in conditions of complete freedom, some seemingly lucid ideas become "full of hits" in realizing and meeting the needs of the market and people who market it.
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Ruekert, Robert W., Orville C. Walker, and Kenneth J. Roering. "The Organization of Marketing Activities: A Contingency Theory of Structure and Performance." Journal of Marketing 49, no. 1 (January 1985): 13–25. http://dx.doi.org/10.1177/002224298504900102.
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Previous analysis of marketing organization has focused on the coordination of marketing activities and on organizational forms used to accomplish this, while ignoring the organization of marketing tasks at the work unit level. This article develops a contingency approach to the structure and performance of marketing activities at the work unit level, as well as higher levels within organizations, by blending the theoretical implications of traditional organization theory and transaction cost economics. Four propositions are developed to explain the effectiveness, efficiency, and adaptiveness of various marketing organizational structures. In addition, four basic structures of marketing organization are also explored.
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Muhammad, Muhammad, Chablullah Wibisono, Afit Afrizal, Dedy Asep, Indrayani Indrayani, and Amir Husen. "The Effect of Leadership and Organizational Culture on Employee Performance." Frontiers in Business and Economics 1, no. 2 (August 31, 2022): 86–93. http://dx.doi.org/10.56225/finbe.v1i2.89.
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The success of an organization is influenced by the role of members in the organization. A very important element in the organization is human resources in determining the level of success of the organization. Besides that, leadership in organizations plays an important role in improving work and leaders also have an influence on one's work in the organization. This study aims to determine the effect of leadership and organizational culture on employee performance. The population in this study were employees of Malahayati University, Bandar Lampung. The sample was selected using purposive sampling and obtained as many as 135 respondents through a survey questionnaire. The data analysed using descriptive and inferential statistics. The instrument testing includes validity and reliability tests. Prerequisite tests include classical assumption test consisting of normality test, multicollinearity test and hypothesis testing which consists of partial test with t-test. The results of the study found that leadership and organizational culture have a significant positive effect on employee performance. In conclusion, this study has identified that the factor of leadership and organizational culture are important in determining organizational success.
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Indah Kusumawati and Agus Yulistiyono. "The Influence of Organizational Culture, Business Strategy for Increase in Performance Organizational Tourism." Indonesian Journal of Society Development 1, no. 1 (December 14, 2022): 13–26. http://dx.doi.org/10.55927/ijsd.v1i1.1948.
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This study tries to find out how big the relationship between the influence of organizational culture variable and strategy business variable other performance organization variables, out by selected organizations in Indonesia, especially in the Jakarta area which is the largest tourism industry area in ASEAN. This research is motivated by various opinions regarding organization culture and strategy business can be performance organization for the tourism industry in Indonesia. the object, especially at the point of implementation which is still fully implemented even though organizational culture and strategy business are the necessary to comply with regulations and efforts to increase productivity and becomes and interesting thing in the background of this research. The organizational variable is focused on discipline innovation and clear division of authority, then the strategy business variable is focused on vision & mission strategy & tactics and marketing, and the performance organization is focused on the growth, customer satisfaction, and marketing. The number of samples obtained as many as 384 respondents from selected companies and the results of the research are as follows organizational culture and strategy business influences efforts to build performance organization, organizational culture influences performance organization, and strategy business influences performance organization
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Al-Malki, Mohammed, and Wang Juan. "Leadership Styles and Job Performance: a Literature Review." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 3, no. 3 (2018): 40–49. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.33.3004.
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The present research is a literature review of the leadership styles and its effectiveness within the organization team-building. Specifically, this paper tries to review the literature in the sphere of job performance focusing on the leadership styles. Both leadership types and styles had been reviewed in relation to the productivity in the organization along with the role stressors and role ambiguity. Leaders are claimed to have a positive impact on the efficiency of the organization by influencing the team members’ job performance. Additionally, literature review explores the concepts of role stressors such as role ambiguity and role conflict, which are often found as the most important source of job dissatisfaction and poor job performance. Understanding the nature of role stressors and potential sources which may cause them to will help organizations to take control of managing role stressors. Also, it was found that the relationship between job performance and job cooperation was somewhat controversial in the literature. Therefore, it is important to understand the nature of different leadership styles and assess their impact on resolving different organizational problems.
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Kusumajati, Dian Anggraini. "Organizational Citizenship Behavior (OCB) Karyawan pada Perusahaan." Humaniora 5, no. 1 (April 30, 2014): 62. http://dx.doi.org/10.21512/humaniora.v5i1.2981.
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Human resources are the most important asset in a company to get success of an organization/company. Many organizations face challenges such as how organizations respond to change from external and adapt to internal environment of organization. In this case OCB can increase organizational performance, because this behavior is the "oil" of social machine of the organization. In other words, with this behavior in social interaction the member from organization can be smooth, reduce disputes, and improve efficiency. OCB is a voluntary behavior that exceeds workers’ basic needs such as helping co-workers and courteous to others, which benefit an organization, and does not relate to the compensation system. The dimensions of OCB consist of altruism, conscientiousness, sportsmanship, courtesy, civic virtue. The factors affect the OCB, namely: culture and climate, personality and mood, organizational support, quality of interaction superiors and subordinates, tenure and gender. Implications of OCB are quality of service, performance groups, and turnover. The benefits from OCB to the company are improving the productivity of co-workers, increasing managers’ productivity, saving management’s and organization’s resources, saving energy resources to maintain the group function, to be an effective facility to coordinate the activities of the working groups, improving the ability from organization to attract and maintain best employees, improving the stability of organizational performance, and enhancing the organization's ability to adapt environmental changes. It can be said that if the company wants to increase employee’s OCB, the company should pay attention to the factors that influence employee’s OCB and OCB implications to the company.
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Zhang, Xuming, Lingli Qing, Shilong Wang, and Dongphil Chun. "The Effect of Human Resource Director (HRD) Competency on the Performance of Exponential Organizations—Analysis of the Continuous Mediating Effect Based on Organizational Identity, Self-Efficacy, and the Moderating Effect of Organizational Politics." Sustainability 15, no. 2 (January 4, 2023): 936. http://dx.doi.org/10.3390/su15020936.
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Academic institutions and companies generally consider HRD competency to be an essential indicator of whether HR can play its role effectively and has a close relationship with organizational performance. Based on this, this paper explores the impact of HRD competency on the performance of exponential organizations. The relationship between HRD competency and exponential organization performance was examined using structural equation modeling with five scales to evaluate 570 HRDs in exponential organizations: competency, organizational identity, self-efficacy, organizational politics perception, and exponential organization performance. Our findings suggest that HRD competency influences exponential organizational performance and that organizational identity and self-efficacy play continuous mediating roles. In addition, organizational politics negatively moderates the relationship between HRD competency and organizational identity. Our findings enrich and extend the research on the impact of HRD competency on the performance of exponential organizations and provide a theoretical basis and empirical support to understand and help organizations with their strategic decisions.
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Hery Winoto Tj. "The Impact of Organizational Culture on Public Service Employee Success in Bandung City." ENDLESS : International Journal of Future Studies 3, no. 1 (June 7, 2020): 48–54. http://dx.doi.org/10.54783/endless.v3i1.31.
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A strong and long-established organizational culture can have a direct effect on the behaviors and actions of the members of the organization. There is much evidence that an organization's effectiveness is attributed to its good culture, making the company more festive and therefore more successful. An organization will seek to improve employee performance to achieve the goals of the organization. Organizations' various efforts to enhance employee performance can be made through education and training, providing compensation, meeting employee needs, creating a comfortable working atmosphere, etc. Therefore, this analysis aims to evaluate the effect of organizational culture on employee performance in the public service sector in the city of Bandung by taking a sample of 70 employee respondents at the Education Office. This study uses a quantitative approach with an explanatory survey method in processing data related to this research. The results showed an average mean of 4.17, indicating that employees' organizational culture has been well received in the Bandung City Education Office. The mean employee performance is 4.12, which means that employees have good performance. This indicates that the corporate culture has a significant impact on employee efficiency.
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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.
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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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Ali, Muhammad. "Determinants and consequences of board size: conditional indirect effects." Corporate Governance: The International Journal of Business in Society 18, no. 1 (February 5, 2018): 165–84. http://dx.doi.org/10.1108/cg-01-2016-0011.
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Purpose Board size is an important dimension of corporate governance. The purpose of this study is to propose and test indirect effects of organization size on organizational performance via board size, in the context of industry. Design/methodology/approach The study’s predictions were tested in 288 medium and large organizations listed on the Australian Securities Exchange using archival data. Findings The findings of this study suggest the following: organization size is positively associated with board size and this relationship is stronger in manufacturing organizations; board size is positively associated with performance and this relationship is conditional on industry; and organization size has an indirect effect on performance via board size, and this indirect effect is also conditional on industry. Research limitations/implications The results provide some support for the resource dependency theory, agency theory and contingency theory. Practical implications The findings suggest that directors should take into account the effects of board size and industry to provide a more precise assessment of the board’s performance. Originality/value It predicts and tests the pioneering moderating effect of industry (manufacturing vs services) on the organization size–board size, board size–organizational performance and organization size–board size–organizational performance relationships.
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Jeffcutt, Paul. "The organization of performance and the performance of organization." Studies in Cultures, Organizations and Societies 2, no. 1 (February 1996): 95–110. http://dx.doi.org/10.1080/10245289608523469.
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Bekoe, Regina. "Organizational Culture and its Relationship to Organization Performance in Ghana Education Service Head Office – Accra." International Journal of Technology and Management Research 1, no. 2 (March 12, 2020): 95–104. http://dx.doi.org/10.47127/ijtmr.v1i2.28.
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The culture of an organization reflects its performance. Stakeholders who are direct beneficiaries of the Ghana Education Service have often complained of receiving poor service delivery from the organization. Using the Head Office of the organization in Accra, the researcher investigated whether the organization's culture had any relationship with the performance. With both interviews and questionnaires, core areas of the organization such as: Mission, Ethics andAccountability, External Environment, Strategic Planning and Management, Organizational Structure, Leadership and Management, Human Resource Management, Internal and External Communication, Financial Management, Evaluation and Performance Management and Information Technology were assessed. Five divisions of the organization were used for the study. The findings of the study were that the existing culture does not mirror the preferred culture; it was also established that the organization's culture and performance have a mutually reciprocating relationship. The study showed that the current level of performance could be improved if support systems in the area of finance, staff and technology are enhanced. Furthermore the organization should encourage shared leadership and give credit to others when they do the right things. Staff need to be trained in information technology so they can be current in the use of the technology.
Keywords: Organizational culture; Organizational performance; Organization development.
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Marques, Maria da Conceição da Costa. "PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL." Problems of Management in the 21st Century 17, no. 1 (December 20, 2022): 48–62. http://dx.doi.org/10.33225/pmc/22.17.48.
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In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value. In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements. Keywords: Performance appraisal, evaluation, human resources, organization, management
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Abubakar, Mohammed Ibrahim. "Management Processes as Antecedents of Organizational Performance: A Literature Review." TEXILA INTERNATIONAL JOURNAL OF MANAGEMENT 7, no. 1 (February 28, 2021): 1–6. http://dx.doi.org/10.21522/tijmg.2015.07.01.art001.
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The purpose of this study is to critically analyse previous studies on management processes as antecedents of organizational performance. The study summarizes the level of understanding as regards the topic presently because of the importance of the information to the performance of organizations. The author searched Emerald, ScienceDirect.com, EBSCO and Google Scholar using a series of combinations of the following keywords: organizational management, performance management, high-performance organizations, management processes, management tools, influences of management processes, strategic management, marketing management, services marketing mix, , business organization and performance. This literature review has shown that performance is critical for the survival of the organization. It has also revealed that strategic management processes, marketing management processes and services marketing are key to organizational performance.
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Paunescu (Petre), C. F., and M. Man. "TНE TYPOLOGY OF TНE RELATIONSНIP BETWEEN TНE SOCIAL PERFORMANCE AND TНE FINANCIAL PERFORMANCE OF AN ORGANIZATION." Bulletin of Taras Shevchenko National University of Kyiv. Economics, no. 210 (2020): 28–33. http://dx.doi.org/10.17721/1728-2667.2020/210-3/4.
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The development of each organization is an objective based on three basic pillars: economic development, social development and environmental protection. This macroeconomic objective can be joined by various microeconomic objectives, including the global performance made out of the organization's financial performance and social performance, its sustainability and social responsibility. The article aims to find answers to the following questions: Is there a relationship between the financial performance and the social performance of an organization? And if there is this relationship between the financial performance and the social performance of the organization, how is it, positive or negative? Understanding the social impact on both the financial performance and the sustainability of the organization has been the subject of numerous studies focusing on the nature of the interaction between organizations' ability to achieve a high level of corporate social responsibility on the one hand and the financial performance on the other.
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Mills, Heleen, Charlene Gerber, and Marlize Terblanche-Smit. "Business performance measurement: Does size matter?" Risk Governance and Control: Financial Markets and Institutions 6, no. 3 (2016): 6–11. http://dx.doi.org/10.22495/rcgv6i3c2art1.
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Risk reduction remains a management challenge. Research shows that business performance measurement is a popular tool to reduce risk, although applied differently across organizations. This study aimed to assess the influence of organizational size on performance measurement of market-driven organizations. A web-based survey was conducted whereby managers indicated their satisfaction with performance measurement practices, the regularity with which performance measurements were collected and the importance attached to performance measures collected. Respondents were fairly satisfied with existing performance measures, irrespective of organization size. No significant difference between organization size and respondents perception about the value placed by top management with regards to performance measurement was found. The study concludes that managers can make decisions that could ultimately reduce risk when they utilize proper performance measures.
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Miletić, Vuk, Nikola Ćurčić, and Zoran Simonović. "Corporate culture: Business performance factor of national organizations." Ekonomika 67, no. 4 (2021): 29–36. http://dx.doi.org/10.5937/ekonomika2104029m.
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The subject of this paper is to investigate the attitudes of owners and top managers of national organizations from different business sectors on how to increase the chances of the organization becoming competitive by raising the level at which the idea of corporate culture is realized. The paper starts from the assumption that the corporate culture depends on the context in which the organization operates and as such significantly affects performance. Each organization forms its own image in its organizational environment based on the strategy of quality of products and services it provides, the principles of behavior, and the moral principles of employees. Since it affects business performance and attitudes towards work, the corporate culture must be designed to be adapted to each work group. The results of the research show that depending on the decision makers in the organization and the management style, there are significant differences in the organizations in terms of the level at which the idea of corporate culture in the organization is realized. Hypothetical-deductive methods, analytical-deductive and comparative methods, explanatory methods, historical, and statistical-descriptive methods were used in the research.
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Rakotoarizaka, Nandrianina Louis Pierre, Ika Nurul Qamari, and Nuryakin Nuryakin. "Temporary staff performance in universities." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 5 (June 29, 2022): 293–303. http://dx.doi.org/10.20525/ijrbs.v11i5.1874.
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This empirical research evaluates the mediating role of the employee-organization relationship through work flexibility and perceived organizational support variables on temporary employee performance in an academic institution. This research included 116 temporary administrative respondents as samples. The census sample selection approach was used to analyze primary data using SmartPLS. The present study revealed that work flexibility has no significant effect on employee-organization relations. Meanwhile, perceived organizational support has a substantial and positive impact on the employee-organization relationship. Work flexibility and employee-organization relationship positively and significantly impact temporary staff performance. Perceived organizational support does not affect temporary staff performance. Employee-organization relationship fully mediates the positive relationship between perceived organizational support and temporary staff performance. This paper is one of the first papers to investigate the role of the employee-organization relationship as an intervening variable in the relationship between workplace flexibility and perceived organizational support of temporary staff performance at a private university.
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Kumar, Rajesh, and Sanjay Kumar. "Supply Chain Orientation, Integration, Sustainability and Organizational Performance in Healthcare Industry." Journal of Computational and Theoretical Nanoscience 17, no. 11 (November 1, 2020): 5174–81. http://dx.doi.org/10.1166/jctn.2020.9360.
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The concept of Supply chain Orientation (SCO), Supply Chain Integration (SCI), Supply Chain Sustainability(SCS) and Organizational Performance (OP) has been envisaged independently or incombination by researchers. Present paper is an attempt to provide comprehensive view on SCO,SCI, SCS and OP including the areas of organizational strategy, Organization structure and organizationenvironment getting insight from healthcare industry. This study reviews how synchronizationof Intra-organization and Inter-organizations strategies, structure and environment help to improveOrganization Performance.
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Halley, Adolf, B. Kambuaya, J. Ronsumbre, and Ferdinand Risamasu. "Influence of Cultural Organization and Leadership on the Performance of Employees Mediated Job Satisfaction on District Health Department Mimika Papua." Journal of Education and Vocational Research 8, no. 1 (April 11, 2017): 23–30. http://dx.doi.org/10.22610/jevr.v8i1.1602.
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Cultural organizations have become the talk very interesting and very important in today's era. Not just in depth but in order to make changes continuously, making the competitive advantage and the ability to survive in an era of constantly changing. If an organization is not treated culture then the organization can certainly run into problems which ultimately affect the sustainability of the organization. Organizational culture becomes a key element of the changes that will be a huge impact for the working system of the organization. The purpose of this study is; (1) To examine and analyze organization with cultural influence, directly or indirectly through job satisfaction on the performance of employees at the Department of Health Government of Mimika District of Papua Province (2) To examine and analyze the effect leadership directly or indirectly through job satisfaction on the performance of employees at the Department of Health Government of Mimika District of Papua Province. (3) To examine and analyze the effect job satisfaction on the performance of employees at the Department of Health Government of Mimika District of Papua Province. Unit sample in this study were clerks in Mimika District Health Office. Respondents amounted to 259 employees, were taken using the convenient sampling method. Data were analyzed using Structural Equation Modeling (SEM) with the help of the program Analysis of Moment Structure (AMOS). The results showed that. The results showed that organizational culture and positive significant influence on employee performance both directly and indirectly through job satisfaction. It shows that when organizations are paying attention and make improvements to the organization's culture will directly be able to increase job satisfaction and indirectly affect employee performance. Leadership and positive significant effect on employee performance, both directly and indirectly through job satisfaction. It shows that the improvement of leadership in the organization will directly improve the performance of employees or indirectly through job satisfaction. Job satisfaction had positive significant influence on employee performance. This means that increasing employee satisfaction will be able to improve employee performance.
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Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.
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The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.
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Otieno, Diana B. A., and James Maina. "Learning Organization Attributes and Performance of G4s Kenya Limited Mombasa County, Kenya." International Journal of Current Aspects 3, no. III (June 30, 2019): 212–26. http://dx.doi.org/10.35942/ijcab.v3iiii.41.
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Learning organization refers to an organization that encourages its individuals to learn and consistently change its form. Organizations give both formal and casual procedures and structures for securing, sharing and utilization of information and abilities. Learning organizations come about due to pressures that are faced in the modern time organizations and vest these organizations to retain their aggressiveness in the business world. The learning organization urges organizations to move to a more interconnected mindset. Organizations ought to wind up more like networks that workers and its members can feel a responsibility towards them. The site of the investigation was at G4S Kenya Limited in Mombasa County. The specific objective was to determine the consequences of learning organization on the execution of G4S Kenya limited. The study was then guided by the following objectives; to find out the impact of systems thinking on performance of an organization, to determine how personal mastery affects the performance of an organization, to examine the influences of mental models on performance of an organization as well as to research on the impact of shared vision on performance of an organization. The study was guided by Argyris and Schön’s Theory and Systems Theory. The investigation was carried out on 150 representatives from G4S Kenya Limited. An adjusted Likert scale questionnaire separated into three (3) sections was created. A pilot study was done to fine-tune the instrument. Information gathered was reviewed on a PC by use of Statistical Package for Social Science (SPSS Version 22) for Windows. The collected data was then examined using statistical methods of frequencies and percentages, with the aid of MS Excel. Charts, tables and bar graphs were then used to present the information. The summary of the main component of the study conclusion was based upon the research objectives. The researcher deduced that a system thinking provides continuous learning opportunities in the organization; embraces creative tension as a source of energy and renewal, link individual performance with organizational performance. This is because the majority of the respondents indicated that system thinking link individual performance with organizational performance. This component scored highly on the adjusted Likert scale; a clear indication of the importance of system thinking on the performance of G4S Kenya Limited. The investigation on the influences of learning organization on the performance of G4S Kenya limited was recommended for further study since it has brought to light the effect of systems thinking, personal mastery, and mental models and shared vision on organization performance.
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Frink, Dwight D., Robert K. Robinson, Brian Reithel, Michelle M. Arthur, Anthony P. Ammeter, Gerald R. Ferris, David M. Kaplan, and Hubert S. Morrisette. "Gender Demography and Organization Performance." Group & Organization Management 28, no. 1 (March 2003): 127–47. http://dx.doi.org/10.1177/1059601102250025.
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Considerable theoretical work has been published to date concerning the relationship between demographic composition of organizations and the performance of those firms. Indeed, under the topics of organization demography, substantial thought has been given to how demographic composition influences organization performance. Unfortunately, little empirical research has been conducted. The present research reports the results of two organization-level studies that investigated the relationship between gender diversity of organizations and their performance and hypothesized a nonlinear association. Study 1 results demonstrated support for an inverted U-shaped relationship between gender composition and organization performance, as hypothesized, and these results were constructively replicated in Study 2, thus increasing confidence in the validity of the findings. The results of Study 2 suggest that some industries might not be able to take advantage of this gender composition–firm performance relationship. Implications of these results for theory and research are discussed.
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Suripto, Teguh. "PENGARUH ATRIBUT BUDAYA ORGANISASI TERHADAP KEPERCAYAAN ORGANISASI DAN KINERJA KARYAWAN DI HOTEL INNA GARUDA YOGYAKARTA." JESI (Jurnal Ekonomi Syariah Indonesia) 3, no. 1 (May 24, 2016): 17. http://dx.doi.org/10.21927/jesi.2013.3(1).17-36.
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Abstract This study will analyze the subject matter Is there a positive influence between organizational characteristics , organizational leadership , organizational commitment , employee management, success criteria partially on Organizational Trust , Is there a positive influence between organizational characteristics , organizational leadership , organizational commitment , management employee , partial success criteria partially employee performance , Is there a positive influence between organizational characteristics , organizational leadership , organizational commitment , employee management, with the same success criteria of the Trust organization , Is there a positive influence between organizational characteristics , organizational leadership , organizational commitment , employee management, with the same success criteria partially employee performance. The analysis used is regression analysis on two stages , the first stage is to test the independent variable on the dependent variable Organizational Trust , and the second phase to test the independent variables through organizational confidence variables to variable employee performance . After analysis of test results obtained by the first stage of the five independent variables are organizational Character , Leadership , Organizational Commitment , Employee Management , and success criteria , the dependent variable organizational trust , which has a significant effect only two variables: organizational commitment , and success criteria . While in the second stage of testing , the independent variables were tested through the organization of trust on employee performance result that only the commitment of the organization, which has significant influence over the organization of trust on employee performance. From the results of the test conducted discussion , that the variable attributes of organizational culture that directly affect or significantly affect the confidence of the organization, only organizational commitment and success criteria . While the attributes of organizational culture that has significant influence through trust organization to employee performance , organizational commitment only . For the organization of trust significantly affect the performance of employees Keywords : Attributes of Organizational Culture , Faith Organizations , Employee Performance
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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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Sareen, Puja, and Parikshit Joshi. "Organizational Learning and Motivation: Assessing the impact on Employee Performance." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 5, no. 2 (December 12, 2016): 355. http://dx.doi.org/10.21013/jmss.v5.n2.p13.
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<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>
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Rondeau, Kent V., and Terry H. Wagar. "Organizational Learning and Continuous Quality Improvement: Examining the Impact on Nursing Home Performance." Healthcare Management Forum 15, no. 2 (July 2002): 17–23. http://dx.doi.org/10.1016/s0840-4704(10)60576-5.
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Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.
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Flink, Carla M. "Ordering Chaos: The Performance Consequences of Budgetary Changes." American Review of Public Administration 48, no. 4 (April 6, 2017): 291–300. http://dx.doi.org/10.1177/0275074016687072.
Full textAbstract:
Literature on punctuated equilibrium theory has aimed to explain the causes of policy punctuations. What remain unknown are the consequences of those punctuations (and other size changes) for organizations. Specifically, this study analyzes how budgetary changes affect organizational performance. While the connection between financial resources and organization outcomes has been examined before, the analyses here expand upon previous work by considering the full spectrum of budgetary changes from negative punctuations to positive punctuations. This topic is important given today’s fiscal uncertainty. For managers and bureaucrats, they are expected to stabilize organization outputs no matter what policy inputs are established in the organization. At times, inputs can be erratic and unstable—successful organizations can find a way to maintain performance despite these obstacles. In the context of school districts, this study examines the performance consequences (measured by annual changes in the statewide standardized test pass rate) of different size alterations in instructional expenditures. Results indicate that, generally, organizations are able to dampen the impact of negative financial changes and improve upon budgetary increases in the translation to outcomes.
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Martin, Donald R. "Dimensions of Effective Political Performance In Organizational Information Generation." Journal of Applied Business Research (JABR) 2, no. 3 (November 1, 2011): 21. http://dx.doi.org/10.19030/jabr.v2i3.6566.
Full textAbstract:
This paper furnishes a theoretical description of what constitute effective political behavior while generating information within an organization. Organizational uncertainties are described as forces that politicize an organizational climate and motivate organizational members to behave politically. The self-monitoring construct is integrated as a way of delineating dimensions of effective political performance within organizations.